HomeMy WebLinkAbout; ; 2024-2025 Operating Budget, Capital Improvement Program and Strategic Digital Transformation Investment Program; 2024-06-30BUDGET
F Y 2 0 2 4 -2 5
Operating Budget
Capital Improvement Program
Strategic Digital Transformation Investment Program
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
Christie Calderwood, Chief, Police Department
Mike Calderwood, Chief, Fire Department
Maria Callander, Director, Information Technology
Sheila Cobian, Director, Legislative and Constituent Services
Amanda Flesse, Director, Utilities
Tom Frank, Director, Transportation
Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager
Zach Korach, Director, Finance
Kyle Lancaster, Director, Parks & Recreation
Faviola Medina, Director, Office of the City Clerk
Mandy Mills, Director, Housing & Homeless Services
Jeff Murphy, Director, Community Development
Kristina Ray, Director, Communication & Engagement
Suzanne Smithson, Director, Library & Cultural Arts
Judy Von Kalinowski, Director, Human Resources
James Wood, Jr., Director, Environmental Sustainability
Department budget preparers & advisors
Shoshana Aguilar, Utilities Rosario Aranda, Housing & Homeless Services
Sue Armstrong, Communication & Engagement Conrad Avila, Finance
Deborah Baird, Fire Department Mariel Cairns, Utilities
Fiona Everett, Library & Cultural Arts Shawn Gaskari, Fleet & Facilities
Brent Gerber, Information Technology Kayla Hanner, Finance
Lindsey Hansen, Communication & Engagement Emily Hasegawa, Construction Mgmt. & Inspection
Chad Kantner, Parks & Recreation Esther Lan, Transportation
John Maashoff, Fleet & Facilities Jennie Marinov, Fire Department
Debbie Jo McCool, Library & Cultural Arts Roxanne Muhlmeister, Finance
Bradley Northup, Fleet & Facilities Robyn Nuschy, Office of the City Attorney
Debbie Porter, Human Resources Megan Powers, Environmental Sustainability
Sarah Reiswig, Risk Management Kim Riboni, Finance
Silvano Rodriguez, Human Resources Jason Rosado, Finance
Laureen Ryan, Community Development Sarah Sanders, Risk Management
Katie Schroeder, Office of the City Treasurer Amanda Simpson, Police Department
Craddock Stropes, Public Works Administration David van Gilluwe, Information Technology
Marsha Weeks, Parks & Recreation
TABLE OF CONTENTS
INTRODUCTION
City Manager’s transmittal letter .................................................................................................A-1
Readers guide ...............................................................................................................................A-5
Budget process .............................................................................................................................A-6
5-Year Strategic Plan ....................................................................................................................A-8
Annual workplan ..........................................................................................................................A-9
Community engagement ..............................................................................................................A-11
About Carlsbad .............................................................................................................................A-13
Organization chart ........................................................................................................................A-22
Fiscal issues & financial management ..........................................................................................A-23
Financial management policies ....................................................................................................A-26
Appropriation limit .......................................................................................................................A-31
Debt management .......................................................................................................................A-32
Basis of budgeting ........................................................................................................................A-34
Budgetary fund structure .............................................................................................................A-35
Budget awards .............................................................................................................................A-37
OPERATING BUDGET
Overview ......................................................................................................................................B-1
Revenue .......................................................................................................................................B-2
Expenditures ................................................................................................................................B-13
Personnel allocations ...................................................................................................................B-22
Schedule of projected fund balances ...........................................................................................B-23
Schedule of revenue estimates ....................................................................................................B-25
Schedule of budget expenditures ................................................................................................B-31
PUBLIC SAFETY
Summary ......................................................................................................................................C-1
Organization chart ........................................................................................................................C-2
Fire Department ...........................................................................................................................C-3
Police Department .......................................................................................................................C-10
PUBLIC WORKS
Summary ......................................................................................................................................D-1
Organization chart ........................................................................................................................D-2
Public Works Administration ........................................................................................................D-3
Construction Management & Inspection .....................................................................................D-5
Environmental Sustainability .......................................................................................................D-7
Fleet & Facilities ...........................................................................................................................D-14
Transportation .............................................................................................................................D-19
Utilities .........................................................................................................................................D-26
COMMUNITY SERVICES
Summary ......................................................................................................................................E-1
Organization chart ........................................................................................................................E-2
Community Services Administration ............................................................................................E-3
Community Development ............................................................................................................E-5
Housing & Homeless Services ......................................................................................................E-16
Library & Cultural Arts ..................................................................................................................E-26
Parks & Recreation .......................................................................................................................E-35
ADMINISTRATIVE SERVICES
Summary ......................................................................................................................................F-1
Organization chart ........................................................................................................................F-2
Administrative Services Administration .......................................................................................F-3
Economic Development ...............................................................................................................F-5
Finance .........................................................................................................................................F-7
Human Resources ........................................................................................................................F-9
Information Technology ...............................................................................................................F-16
Miscellaneous Non-Departmental ...............................................................................................F-18
POLICY & LEADERSHIP
Summary ......................................................................................................................................G-1
Organization chart ........................................................................................................................G-2
Office of the City Council ..............................................................................................................G-3
Office of the City Treasurer ..........................................................................................................G-5
Office of the City Manager ...........................................................................................................G-7
Office of the City Attorney ...........................................................................................................G-9
Office of the City Clerk .................................................................................................................G-11
Communication & Engagement ...................................................................................................G-13
STRATEGIC DIGITAL TRANSFORMATION INVESTMENT
PROGRAM
Overview ......................................................................................................................................H-1
Investing in digital transformation ...............................................................................................H-2
Project evaluation ........................................................................................................................H-2
Strategic Digital Transformation Investment Program projects ..................................................H-4
Estimated total appropriations by goal ........................................................................................H-6
Projects to pursue communitywide digital transformation .........................................................H-8
Projects to build capacity for data-driven decision making .........................................................H-15
Projects to foster a vibrant civic engagement culture .................................................................H-19
Projects to enhance accessibility and transparency ....................................................................H-19
Projects to promote security and sustainability through connectivity ........................................H-20
Minor projects ..............................................................................................................................H-24
Future projects .............................................................................................................................H-25
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 2024-25 roadmap .......................................................................................................H-32
Five-year roadmap .......................................................................................................................H-33
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................................I-1
Investing in our quality of life .......................................................................................................I-1
Project evaluation ........................................................................................................................I-2
Fiscal year 2024-25 appropriations ..............................................................................................I-3
New capital improvement projects ..............................................................................................I-6
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 2023-24 ..........................................................................I-12
Projected fund balances for fiscal year 2024-25 ..........................................................................I-13
Revenue projections schedule .....................................................................................................I-14
Budget expenditure schedule ......................................................................................................I-15
Project estimated operational requirements ...............................................................................I-16
Five-year Capital Improvement Program Strategic Plan projects ................................................I-17
Five-year Capital Improvement Program critical need projects ..................................................I-19
Five-year Capital Improvement Program maintenance projects .................................................I-20
Five-year Capital Improvement Program enterprise projects......................................................I-22
Substantially complete (closeout) projects ..................................................................................I-24
Project accounting .......................................................................................................................I-25
Program adjustments ...................................................................................................................I-25
Requested appropriation summary .............................................................................................I-26
Capital Improvement Program 15-year forecast by fund ............................................................I-27
Glossary of capital project funding sources .................................................................................I-39
APPENDICES
Planned major capital outlay items fiscal year 2024-25 ..............................................................J-1
General Fund asset replacement schedule ..................................................................................J-2
Fund classifications and descriptions ...........................................................................................J-3
Department/fund relationship .....................................................................................................J-9
Glossary ........................................................................................................................................J-11
Acronyms .....................................................................................................................................J-14
Budget communications ..............................................................................................................J-17
General Fund forecast ..................................................................................................................J-20
Resolutions adopting the budget .................................................................................................J-41
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Dear City Council:
Carlsbad is starting the new fiscal year with healthy revenues, increased cash reserves and
among the lowest pension debts in the San Diego region, all while maintaining a high level
of service for the community. Arriving at this strong position is the result of five years of
collaborative work that has included important City Council policy decisions and a multi-
pronged strategy to reduce costs while preserving core services.
Although our efforts have produced results, more work lies ahead.
Budget overview
Achieving a structurally sound General Fund budget, where projected revenues over the
next five years are expected to cover projected spending, has become more challenging in
recent years due to several factors. We anticipated some, like our transition from a time of
significant growth to a period focused on maintenance. Others, such as a global pandemic
and state housing crisis, have required the city to quickly pivot and adapt.
Facing a projected General Fund structural deficit, city departments redoubled their efforts
to reduce costs. The city also sought additional grant opportunities, securing $16 million in
just two years.
After generating savings in the city’s maintenance and operations budgets, city staff applied
the same criteria to evaluate city positions. The fiscal year 2024-25 budget eliminates 12 full
time equivalent positions, for a total reduction of 24 full time equivalent positions in the
past two years. Reducing staff is always a very difficult decision and comes only after
weighing all the options very carefully. Our focus was on preserving core city services and,
where possible, eliminating vacant positions.
Due to these combined efforts, the City Council’s approval of the fiscal year 2024-25 budget
eliminates the structural deficit in our five-year financial forecast.
Pension strategy
Although pension funding is an ongoing concern for all cities, Carlsbad has one of the
strongest pension positions in the region, thanks to forward thinking by the City Council. In
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fact, looking at cities participating in the CalPERS system, we have the smallest unfunded
liability percentage among cities that have not borrowed money to pay for their pensions.
The City Council has passed two policies in recent years to manage pension costs: one sets a
goal of keeping the city’s pension 80% funded; the other established a separate pension
trust account where the city can manage how funds are invested. The city is currently on
track to reach the 80% goal by fiscal year 2028-29.
These changes, along with the especially strong performance of our three largest sources of
General Fund revenue, will allow us to continue with a thoughtful and strategic approach to
securing the city’s future financial sustainability.
Focusing on community priorities
Following the City Council’s 5-Year Strategic Plan has also improved the efficiency of the city
organization, while prioritizing resources on the issues most important to the community.
These are captured in the following five goals:
• Maintain Carlsbad’s unique community character
• Foster a healthy economy
• Prioritize the safety and well-being of the community
• Protect the environment and natural resources
• Be a model for effective and efficient local government
By setting five-year goals, the city is making focused progress on longer term initiatives.
When goals were set annually, the time and resources invested in a specific initiative could
be lost if different goals were selected the following year. Today, our organization is focused
on these longer-term goals, while keeping our “Be Brilliant at the Basics” philosophy top of
mind. After all, it’s those everyday services that keep our community clean, safe and well-
maintained, so residents can enjoy everything Carlsbad has to offer.
The fiscal year 2024-25 budget includes several projects and initiatives to continue the
plan’s implementation.
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.
To increase transparency and more actively involve the City Council in how projects are
prioritized, the city made changes to the Capital Improvement Program process for fiscal
year 2024-25, including:
• Release funding only when each project phase is complete, freeing up money that
was previously allocated to projects that were early in the planning process or not
needed until a future date.
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• Provide more accurate cost estimates by applying an automatic annual escalator
and updating the cost estimates as each phase is completed and more information
is known about the scope, design and other factors affecting cost.
• Increase opportunities for the City Council to evaluate projects in light of current
needs and priorities.
• Increase transparency of funding options and the decision-making process.
• Continue to comply with the Government Finance Officers Association, San Diego
Association of Governments and other reporting requirements by showing where
funds are allocated for future spending.
The fiscal year 2024-25 Capital Improvement Program focuses on 197 projects planned over
the next five years. Approximately $15.6 million in new appropriations fund the
continuation of existing projects as well as 13 new projects.
New asset replacement reserve
Just as the city plans ahead for major Capital Improvement Projects, the City Council
approved a new General Fund asset replacement reserve, established with the fiscal year
2024-25 budget. This reserve will manage and fund the replacement of the city’s large
machinery and equipment, which represents about $60 million of fixed assets, separately
from the General Fund reserve. Staff projects about $17.5 million will be needed to cover
replacement costs in the next 10 years. The reserve will help the city prioritize and
strategically plan for these costs without affecting the General Fund Reserve or annual
budget surpluses.
Strategic Digital Transformation Investment Program
Over the years, the city’s use of technology has become as critical to city operations as
traditional infrastructure. The city’s Strategic Digital Transformation Investment Program
increases efficiencies, security, transparency and data-driven decision making through
investments in the city’s digital infrastructure.
In total, 41 continuing and new projects are planned over the next five years, with $6.2
million appropriated for fiscal year 2024-25.
General Fund reserve
The City Council has a policy to maintain the equivalent of 40% of the annual General Fund
operating budget in a reserve account. This helps ensure that during emergencies and
economic downturns the city can continue to meet the community’s needs. In June 2025,
the city is projected to have $131.5 million in reserves, or 55% of the annual General Fund
operating budget.
Looking to the future
The city is starting fiscal year 2024-25 in a strong position, but economic uncertainty will
likely remain. An increasing population due to new state housing laws, evolving community
needs, new state and federal regulations and other pressures remain top of mind.
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I would like to thank the City Council for its prudent stewardship and guidance as Carlsbad
navigates this time of change. Thanks to your leadership, Carlsbad can continue to set the
standard for effective and efficient local government, while enhancing the lives of those we
serve.
Sincerely,
Scott Chadwick
City Manager
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INTRODUCTION
The annual budget is the most significant expression of how City Council policies are translated into
daily operations. In this document, you will see where the city gets the money it uses to carry out its
mission and how that money will be spent during the fiscal year that begins July 1, 2024.
More than a spending plan, the annual budget is also intended to provide a window into the complex
and dynamic economic environment within which your local government operates. As such, this
document reviews local, state and national trends affecting city finances, as well as demographic
information, regulations and policies that affect how, when and where the city invests resources.
READERS GUIDE
Some of the information included in this budget document is required by state law. Other details are
provided for context and transparency. More than anything, city staff have prepared this budget to
serve as a practical guide and tool for ensuring the City of Carlsbad lives up to its standard of being
the best run government, period.
The following information is included in the four main sections of the budget:
Introduction
• Information about the city, its size, its demographics, the city government structure and
other background
• How the budget is prepared and approved
• Input city staff received from the public and how it has been incorporated into city spending
priorities
• The economic and fiscal issues facing the city
• Financial management policies
Operating Budget
• An overview of where the city gets the money (“revenue”) to fund daily operations
• A big picture summary of city staffing levels, spending broken out into different categories
and other aggregate information
• Detailed budgets for all city functional areas
Strategic Digital Transformation Investment Program
• Major city digital transformation projects (online permitting, records management system,
police computer aided dispatch system, hardware and software, security strategy, etc.)
included in this year’s budget
• How projects are identified and prioritized
• Sources of funding and long-term plan
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Capital Improvement Program
• Major city construction projects (roads, water and wastewater systems, parks, etc.) included
in this year’s budget
• How projects are identified and prioritized
• Sources of funding and long-term plan
BUDGET PROCESS
The City Council sets the overall policy direction for the City of Carlsbad and helps staff prioritize
programs, projects and services to support that direction. Public input plays a critical role in setting
both the long-range policy direction of the city and decisions about day-to-day spending. The city
operates on a fiscal year that begins July 1. City staff in all departments prepare individual budgets for
their functional areas. These budgets are then combined into an overall city budget that is presented
to the City Council each spring for review and input.
The City Council has the authority to approve the annual budget and may amend it during the year if
needed. The legal level of budgetary control is at the fund level, which means spending in each
different type of fund may not exceed the budgeted amount without City Council approval.
Additional information regarding the budgetary controls can be found in the resolution approving the
annual operating budget in the appendices.
December
Finance Department staff hold meetings with departments to discuss budget goals and timelines for
the upcoming fiscal year. Finance Department staff also prepare base budgets for each department
during this time based on prior fiscal year appropriations.
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January
City staff hold a budget kick-off meeting to discuss priorities for the upcoming budget cycle, any
changes to the budget process compared to last fiscal year, and the calendar for submission of
required budget forms. Departments begin developing their budget submissions based on the base
budgets provided by the Finance Department and their needs and budget guidelines for the new
fiscal year.
February
Departments provide their budget submissions to the Finance Department. These submissions
include any requests departments make to amend their budgets, along with general information
about existing personnel allocations and budget for professional and outside services. Finance
Department staff review submissions, analyze requested budgets and work with departments to
make any necessary changes.
March
Departments present their budgets, including significant changes and requests for new funding, to
the City Manager. Departments submit estimates for current fiscal year-end revenues and
expenditures to Finance.
April
Based on meetings with individual departments, the City Manager decides the budget that will move
forward for City Council consideration. Finance Department staff prepare the preliminary budget
document.
May
Staff present the preliminary budget to the City Council for consideration. After this public meeting,
staff amends the preliminary budget document for any City Council-directed changes. City staff also
hold a public budget workshop to discuss the preliminary budget with the community and answer
questions about it.
June
At a public hearing, staff present the final proposed budget to the City Council for consideration and
adoption.
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5 -YEAR STRATEGIC PLAN
The City of Carlsbad is guided by a 5-Year Strategic Plan, which
was adopted by the City Council in 2022. The plan serves as a road
map during the budget process by identifying specific, measurable
objectives to be achieved during the five-year timeframe.
The plan was developed by working closely with the community to
identify a vision for the Carlsbad community, strategic plan goals
and project priorities. The community will continue to be engaged
in refining specific projects and initiatives within the strategic plan
as it is implemented. This input is also incorporated into the
annual budget process.
2023-2027 Strategic goals
The 5-Year Strategic Plan includes high level goals, objectives, projects and service commitments that
support the Carlsbad Community Vision.
Core services
The city fulfills its purpose and supports the 5-Year Strategic Plan goals every day by providing core
services and functions of municipal government at a very high level of quality. From a resource
perspective, these ongoing services represent the vast majority of the city’s annual budget.
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ANNUAL WORKPLAN
Specific work plans and resource allocations to support the 5-Year Strategic Plan are developed each
year and included in each department’s budget. Some of the key initiatives, projects and services that
support strategic plan goals in the fiscal year 2024-25 budget include:
• Continue work on an updated growth management plan
• Invest in projects that make the Village and Barrio more walkable
• Complete a new community garden at Stagecoach Community Park, the first in south
Carlsbad
• Pursue grant funding with SANDAG and NCTD to further the design of a project to lower
the railroad tracks between Agua Hedionda and Buena Vista lagoons
• Complete design work for Monroe Street Pool Renovation/Replacement project
• Complete the conceptual design for Robertson Ranch Park
• Upgrade the audio-visual technology in the Schulman Auditorium at Dove Library, which
hosts free concerts, author events and films
• Provide high quality library services, programs and events that bring people together
and support lifelong learning
• Continue traffic safety improvements citywide
• Implement the city’s Homelessness Action Plan to help address homelessness in
Carlsbad and its effects on the community
• Continue a high level of public safety services including a full-service Police Department,
Fire Department and emergency medical services, a park ranger program and city
lifeguards
• Seek property for permanent Fire Station 7
• Continue to foster strong relationships between community members and the Police
Department through the Community-Police Engagement Commission
• Complete an update to the city’s Climate Action Plan
• Build additional EV charging stations in the Village
• Manage the city’s 6,200 acres of habitat preserves
• Continue to implement new sustainable materials management programs, including
organics recycling and reducing use of single use plastics
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• Continue a cybersecurity awareness program for businesses
• Continue the Life in Action recruiter program to help streamline the connection
between employers and qualified candidates
• Provide resources to grow and support key industries in Carlsbad’s economy
• Support the long-term viability of small businesses, startups and entrepreneurs in
partnership with local and regional collaborators
• Support workforce development by collaborating with the San Diego North Economic
Development Council and California State University San Marcos to expand an intern
housing program
• Streamline operations by consolidating the city’s core IT systems to improve efficiency
associated with operating many different systems with different vendors
• Expand the software platform for managing affordable housing, handling records,
automating business processes and conducting data analytics
• Continue modernization of IT infrastructure to improve cybersecurity and data analytics
• Foster a culture of continuous improvement that equips the organization to deliver
excellent service to the community
• Attract and retain a talented, diverse and engaged workforce
• Maintain CalPERS funded status of 80% or greater (City Council Policy 86)
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COMMUNITY ENGAGEMENT
The City of Carlsbad is guided by two documents built on
extensive feedback from the community:
• Carlsbad Community Vision
• City Council 5-Year Strategic Plan
The Carlsbad Community Vision was first developed over 10
years ago through an 18-month public engagement process.
Since that time, the city has checked in with the community
every few years to validate the nine core values that make up
the community’s vision for the future.
While areas of emphasis have shifted based on current
events, the economy and other factors, the values have stood
the test of time.
Strategic planning input process
In 2021, the City Council decided to develop a 5-Year Strategic Plan to focus on building momentum
on its highest priority goals. Previously, the City Council developed goals annually, often causing new
goals to be added to the list before the previous year’s goals could be completed. As a result,
progress could be slowed as staff’s efforts were spread among too many competing priorities.
The City Council chose five main areas of focus within the Community Vision, based on input received
from the community. Then, the public was invited to share their ideas and priorities within each area.
This public engagement process yielded the largest amount of community input since the city
launched a formal community engagement program in the early 2000s.
The fiscal year 2024-25 budget represents the work plan and resource allocation for year three of the
strategic plan’s implementation.
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Ongoing input
The city continues to engage the community on specific projects and initiatives within the strategic
plan. Input helping to shape decisions reflected in the fiscal year 2024-25 budget included:
• Over 400 comments emailed from community members.
• Over 385 participants at public workshops and meetings.
• Over 4,600 surveys completed by community members.
• Public workshops, online surveys and other engagement for specific projects:
o Barrio public art traffic circle
o Carlsbad Boulevard and Tamarack Avenue intersection improvements
o Carlsbad Reads Together
o Climate Action Plan
o Housing Element Environmental Impact Report
o Robertson Ranch Park vision and design
o Safe Routes to School
o TGIF Concerts in the Parks
o Tyler Street complete streets improvements
o Veterans Memorial Park public art
Budget input
Finally, the city also sought input on the budget itself through a public workshop, public meetings,
social media and other channels. A list of these efforts can be found in the appendices.
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CARLSBAD, CALIFORNIA
The City of Carlsbad is situated in
north San Diego County where a
great climate, beautiful beaches and
lagoons, and abundant natural open
space combine with world class
resorts, family attractions, well-
planned neighborhoods, a diverse
business sector and a charming
village atmosphere to create the
ideal California experience.
Our History
Named for a famed 19th Century European spa whose mineral springs were found to be remarkably
similar to those found here, the City of Carlsbad’s history reflects the heritage of many cultures. The
shoreline of the city’s Agua Hedionda Lagoon was home to the indigenous Luiseño and Diegueños
Indians for centuries before the arrival of the Spaniards. The area known today as Carlsbad was once
a territory of Spain and then Mexico. The City of Carlsbad was incorporated in 1952 and today is
home to approximately 114,000 people. Guided by an award-winning growth management plan
approved by voters in 1986, the City of Carlsbad has matured into a well-rounded community where
parks, roads and other infrastructure have kept pace with development. Now that the period of rapid
growth is coming to an end, the city is focused on sustaining an excellent quality of life for residents
and continuing to foster a strong sense of community.
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CITY GOVERNMENT
The City of Carlsbad 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 City of Carlsbad also has an elected City
Clerk and City Treasurer.
Districts
The City Council consists of an elected
mayor and four elected council members.
Each serves a four-year term. In 2017, the
city switched to a system where City
Council members are elected by
district instead of at large or citywide.
District boundaries were updated
following the 2020 Census.
Charter City
There are two types of cities in California:
charter and general law. Charter cities
follow the laws set forth in the state’s
constitution along with their own adopted
“charter” document. General law cities
follow the laws set forth by the state
legislature.
In 2008, City of Carlsbad residents voted to approve the charter city measure, Proposition D, by 82%.
The charter gives the City of Carlsbad more flexibility on such issues as purchasing and contracting,
because the process mandated by the state can be expensive and cumbersome, causing project
delays. Certain affairs, such as traffic and vehicle regulation, open and public meetings laws, some
planning and environmental laws, and eminent domain, remain matters of state authority even as a
charter city.
Boards and Commissions
The City Council appoints members to a variety of boards and commissions, which provide
opportunities for community engagement and recommendations to the City Council.
Agricultural Conversion Mitigation Fee Committee Library Board of Trustees
Arts Commission Parks & Recreation Commission
Beach Preservation Commission Planning Commission
Community-Police Engagement Commission Senior Commission
Historic Preservation Commission Tourism Business Improvement District
Housing Commission Traffic Safety & Mobility Commission
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DEMOGRAPHICS
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BUSINESS SECTOR
Top Employers
Name Industry Employees
Viasat Information Technology 4,010
Thermo Fisher Scientific Life Sciences 2,332
Legoland California Hospitality and Tourism 2,300
Carlsbad Unified School District Education 1,097
Omni La Costa Resort & Spa Hospitality and Tourism 900
City of Carlsbad Government 797
Ionis Pharmaceuticals Life Sciences 785
Gemological Institute of America Research and Education 766
Park Hyatt Aviara Hospitality and Tourism 566
Zodiac Pool Systems LLC Manufacturing 535
Top Industries
2023 survey
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Top Sales Tax Generators*
Apple Stores Legoland California Food & Beverage
Autonation Subaru Carlsbad** Lexus Carlsbad
BMW of Carlsbad Lowe's Home Centers
Bob Baker Subaru** Omni La Costa Resort & Spa
Canyon Bicycles USA Park Hyatt Aviara Resort
Chevron Service Stations Premier Cadillac/Buick/GMC of Carlsbad
Costco Wholesale Premier Chevrolet of Carlsbad
Fashionphile Premier Kia of Carlsbad
Hoehn Honda Certified Used Cars Tesla Motors
Hoehn Mercedes Thermo Fisher Scientific
Jaguar/Land Rover Carlsbad Toyota Carlsbad
Ken Grody Dixon Ford Vons Grocery Company
Legoland California
*Alphabetical order. **Bob Baker Subaru became Autonation Subaru Carlsbad in 2023.
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HOW CARLSBAD COMPARES
The table below shows General Fund revenue comparisons with neighboring jurisdictions for fiscal
year 2024-25 adopted budgets. Population estimates for 2024 and total General Fund budgets are
included for additional context.
Population
(2024 est.)
General Fund
Budget
Property
Tax Sales Tax Hotel
Tax*
Building
Permit Fees
Carlsbad 114,319 $238,468,445 % 39.7% 24.8% 14.5% 1.0%
$830.15 $519.45 $304.21 $20.99
El Cajon 104,180 $100,963,525 % 28.1% 46.8% 3.5% 1.6%
$264.22 $440.24 $32.69 $15.36
Encinitas 61,028 $100,053,000 % 62.4% 16.1% 4.7% 2.6%
$1,098.68 $283.44 $83.57 $45.06
Escondido 150,002 $133,524,830 % 28.8% 35.7% 2.0% 1.1%
$254.99 $316.42 $17.33 $9.53
National
City 58,555 $73,572,535 % 16.7% 56.5% 2.9% 0.7%
$199.90 $674.54 $34.16 $8.91
Newport
Beach 82,419 $311,251,957 % 47.4% 14.3% 12.6% 1.1%
$1,811.43 $548.78 $482.75 $43.00
Oceanside 171,483 $218,686,890 % 41.5% 13.5% 7.6% 1.6%
$523.32 $170.57 $95.87 $19.59
San
Clemente 62,297 $88,337,120 % 55.0% 16.0% 4.2% 0.7%
$738.59 $214.26 $56.99 $10.07
San
Marcos 95,998 $93,425,351 % 34.5% 24.2% 1.7% 0.8%
$335.32 $235.19 $16.35 $7.40
Vista 99,723 $120,480,022 % 29.7% 29.5% 1.7% 1.5%
$360.43 $358.56 $20.88 $18.05
*Transient occupancy tax
Per capita
% Percent of General Fund revenue
A-20
2024-25 Revenue Per Capita Comparisons
Property tax
Sales tax
$1,811.43
$1,098.68
$830.15
$738.59
$523.32
$360.43
$335.32
$264.22
$254.99
$199.90
Newport Beach
Encinitas
Carlsbad
San Clemente
Oceanside
Vista
San Marcos
El Cajon
Escondido
National City
$674.54
$548.78
$519.45
$440.24
$358.56
$316.42
$283.44
$235.19
$214.26
$170.57
National City
Newport Beach
Carlsbad
El Cajon
Vista
Escondido
Encinitas
San Marcos
San Clemente
Oceanside
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Transient occupancy tax
Building permit fees
$482.75
$304.21
$95.87
$83.57
$56.99
$34.16
$32.69
$20.88
$17.33
$16.35
Newport Beach
Carlsbad
Oceanside
Encinitas
San Clemente
National City
El Cajon
Vista
Escondido
San Marcos
$45.06
$43.00
$20.99
$19.59
$18.05
$15.36
$10.07
$9.53
$8.91
$7.40
Encinitas
Newport Beach
Carlsbad
Oceanside
Vista
El Cajon
San Clemente
Escondido
National City
San Marcos
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A-23
FISCAL ISSUES & FINANCIAL MANAGEMENT
A-24
ECONOMIC AND FISCAL ISSUES FACING
THE CITY
At the time of developing the Fiscal Year 2024-25 Proposed Budget, the nation, state and city had
been facing the lingering effects of unprecedented inflationary levels challenging the economy. In the
City of Carlsbad, high inflationary levels have actually boosted some of the city’s revenue sources like
sales and transient occupancy tax, but the city’s expenditures have also been impacted by inflation.
The Federal Reserve has taken swift action to combat the rise in inflation by increasing interest rate
targets. Although it is anticipated the Federal Reserve will begin to reduce target rates toward the
end of calendar year 2024 and into 2025, we have yet to see inflation levels return to more
historically normal levels. As the city moves forward, and as the level of disposable income, personal
savings and pent-up demand continues to diminish as a result of these sustained inflationary levels,
uncertainty about the city’s revenues keeping pace with its expenditures increases.
Prior to the pandemic, the city boasted a low unemployment rate of 2.9%. At the height of the
pandemic, unemployment spiked to 13.8%. Over the past three years, the unemployment rate has
had some correlation to the prevalence of COVID-19 in the region. However, with the pandemic’s
economic impacts behind us, unemployment rates settled between 2% and 3% during calendar year
2022 and increased to 3.5% in 2023. Through the first quarter of calendar year 2024, macro-trends in
the tech industry pushed unemployment up nationally, but the labor market is still considered to be
very tight. As of March 2024, the unemployment rate was 5.3% at the state level and 4.4% at the
county and local level.
National interest rates, which dropped significantly during the pandemic, have eclipsed pre-pandemic
rates for all categories. One-year rates are currently at 5.10%, ten-year rates are currently at 4.48%,
and 30-year rates are at 4.64%. Following the Federal Reserve’s increase in interest rate targets all
the way to 5.25%-5.50%, inflation has decreased but not to desired levels of 2%. The Federal Reserve
is expected to begin reducing rate targets later this calendar year and into 2025. As of May 2024,
local inflation had decreased year-over-year from 5.2% to 3.2%.
Maintaining good fiscal health must remain a top priority. Meeting this objective preserves the city’s
ability to continue providing important programs and services to the community. Past economic
challenges and prudent financial planning have provided opportunities for developing solutions to
address lost revenues while preserving vital services. The positive effect of inflation on some of the
city’s revenue sources have been significant but is considered one-time and something to be very
closely monitored moving forward. As inflation is likely to decline in the future, so will revenue
growth. Disciplined spending and long-term financial planning remain critical to ensuring the future
sustainability of important city programs and services.
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Long-Term Financial Planning
Strategic planning begins with determining the city's fiscal capacity based upon long-term financial
forecasts of recurring available revenues and future financial obligations. Prior to the adoption of the
annual budget, the finance department will prepare a Ten-Year Financial Forecast (Forecast) that
evaluates known internal and external issues impacting the city's financial condition. The
methodology for preparing the Forecast can be found in the appendices of this document. The
Forecast is intended to help the city:
• Attain and maintain financial sustainability,
• Have sufficient long-term information to guide financial decisions,
• Have sufficient resources to provide programs and services for the stakeholders,
• Identify potential risks to on-going operations in the long-term financial planning process
and communicate these risks on an annual basis,
• Establish mechanisms to identify early warning indicators, and
• Identify changes in expenditure or revenue structures needed to deliver services or to meet
the goals adopted by the City Council.
It is important to stress that the Forecast is not a budget. The Forecast does not dictate expenditure
decisions, but rather highlights the need to prioritize the allocation of the city’s limited resources to
ensure the continuation of core city services. The purpose of the plan is to provide the City Council,
key stakeholders and the public an overview of the city’s fiscal health based on various financial and
service level assumptions over the next ten years. It also allows for the discussion of necessary steps
to be initiated during the development and implementation of future budgets. The Forecast is
intended to look beyond the annual budget cycle and serve as a planning tool to bring a long-term
perspective to the budget process. The Forecast also takes into consideration City Council policies
that need to be met on an annual basis including General Fund reserve guidelines, pension funding
guidelines, etc. Should projected expenditures exceed projected revenues in any given year, the City
Manager will need to identify steps to mitigate the shortfalls prior to presenting a balanced budget to
the City Council for consideration during the annual budget development process.
It should be noted that the Forecast is a snapshot in time and will change as additional information is
made available and incorporated into the fiscal projections. Inflation and the uncertainty associated
with the economy has increased the volatility of projecting future revenues.
The city prepares a long-term financial model for both capital and operating needs. It is imperative
that the city plan for the impacts of development, the construction and operation of new public
facilities, and planning resources needed to build them. The city prepares a ten-year operating
forecast for the General Fund, a five-year Strategic Digital Transformation Investment Program, and a
fifteen-year Capital Improvement Program. As part of the new Strategic Digital Transformation
Investment Program and the Capital Improvement Program, the city annually calculates the amounts
needed to pay for the projects and anticipated operating budget impacts. In this way, the city can
anticipate the effects of development from both a capital and an operating perspective.
One important initiative the city has undertaken to ensure its financial health is the development of
an Infrastructure Replacement Fund. With this fund, the city sets aside a portion of General Fund
revenues on an annual basis for major maintenance and replacement of its infrastructure. Much of
the city’s infrastructure is relatively new; thus, the city is just now experiencing the impact of
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maintenance requirements. By setting aside funds now, the city’s residents can be assured that the
proper maintenance and replacement will be performed, as needed, on streets, parks and many
facilities for which the city is responsible.
Employee retirement costs continue to require ongoing prudent fiscal management. The City Council
issued a pension funding policy to codify its commitment to ensure that resources will be available to
fulfill the city’s contractual retirement promises to its employees, and to minimize the chance that
the funding of these benefits will interfere with providing essential services to the community. The
policy outlines a funding discipline to ensure that adequate resources will be accumulated in a
systematic and disciplined manner to fund the long-term cost of benefits to the plan participants and
annuitants. Overall funding levels of the city’s plans are reviewed annually to ensure the city’s
funding level remains at least 80% – the city’s minimum targeted level. While this enhances the city’s
funding position, risks remain in the system. Required employer contributions will continue to
increase over the next few years and actual contribution increases could exceed expectations if
future investment return rates or other factors are unfavorable.
Revenue and expenditure growth projections
The city’s Forecast considers the annual growth of all currently known elements of city revenues and
expenditures. Projecting revenues is particularly difficult when considering rising inflation and
impacts to consumer demand. When forecasting expenditures, some of the major factors considered
are rising healthcare and workers’ compensation costs, underperforming pension programs, and
general inflation in both personnel and operating expenditures. Currently, the city projects
expenditure growth will outpace revenue growth in the near future. To support the increase in
ongoing costs, the city will need to consider alternative options, such as ways to increase economic
activity that will drive sustainable increases in the city’s current revenue base, an expansion of the
city’s revenue base, or a reduction of the city’s current service offerings and associated costs.
FINANCIAL MANAGEMENT POLICIES
Revenue Policies
The development and maintenance of balanced and reliable revenue streams will be the primary
revenue objective of the city. Efforts will be directed to optimize existing revenue sources while
periodically reviewing potential new revenue sources. One method to maximize existing revenue
sources is to promote a healthy business climate. Revenue estimates will be prepared on an annual
basis during the preparation of the budget and major revenue categories will be projected on a ten-
year basis. Revenues will be estimated conservatively using accepted standards and estimates
provided by the state and other governmental agencies. Alternative revenue sources will be
periodically evaluated to determine their applicability to meet identified city needs. Sources of
revenue will be evaluated and modified as necessary to assure a diversified and growing revenue
base that improves the city’s ability to handle fluctuations in individual revenue sources.
Revenues from “one-time” or limited duration revenue sources will not be used for ongoing
operating expenses. Fees and charges for services will be evaluated and, if necessary, adjusted
annually to ensure that they generate sufficient revenues to meet service delivery costs. The city will
establish user charges at a level generally related to the full cost (operating, direct, indirect and
A-27
capital costs) of providing the service, unless the City Council determines that a subsidy from the
General Fund is in the public interest, in accordance with the city’s cost recovery policy for fees and
charges for services. The city will also consider market rates and charges levied by other
municipalities of similar size for like services in establishing rates, fees and charges. Enterprise and
internal service funds will aim to be self-supporting.
Expenditure and Budget Policies
Major expenditure categories will be projected on a ten-year basis. The city will operate on a current
funding basis. Expenditures will be budgeted and controlled so as not to exceed current revenues
plus the planned use of any accumulated fund balances. Annual budgeted operating expenditures
shall not exceed annual operating revenues, including budgeted use of reserves, unless directed by
the City Council.
The City Manager shall prepare and submit to the City Council annually a proposed operating,
strategic digital transformation investment program and capital improvement program budget and
the budgets will be adopted by June 30 of each year. Budget status reports are prepared quarterly
and posted on the city’s website. Because the budget is based on estimates, from time to time, it is
necessary to make adjustments to finetune the line-items within it. Various levels of administrative
control are utilized to maintain the budget’s integrity. Program managers are accountable for the
line-item level of control of their individual program budgets. Department heads are accountable for
the fund level of control for funds within their departments. The City Manager is accountable for the
fund level of control for funds across departments, up to $100,000. The Finance Department oversees
the general level of accountability related to budgetary integrity through systematic checks and
balances and various internal controls.
City Council Policy 87, General Fund Surplus Policy outlines the use of surplus funds resulting from
unrestricted General Fund actual revenues exceeding total actual expenditures, encumbrances, and
commitments for a given fiscal year. It is the intent of the city to use all surplus funds generated to
meet reserve policies, and the reduction or avoidance of long term liabilities. The city will not use
year-end surplus funds to fund ongoing operations unless otherwise approved by the City Council.
The city will use surplus funds to replenish any General Fund deficiencies, up to the minimum level as
set forth in City Council Policy 74, General Fund Reserve Policy and then any pension liability
deficiencies, as defined in City Council Policy 86, Pension Funding Policy.
The City Manager is authorized to approve the carryforward of any unencumbered and unspent
budget for a particular item equal to or less than $100,000 into the following fiscal year. These items
will be one-time expenditures and not for ongoing services, programs or personnel. Any remaining
surplus funds in excess of reserve and pension liability deficiencies and items equal to or greater than
$100,000 will be brought forward for City Council approval.
The city adheres to long-range financial planning, which forecasts revenues and expenditures over a
long-term period, using assumptions about economic conditions, future spending scenarios and other
salient variables. Financial planning allows the city to execute overall strategies to support the
process of aligning financial capacity with long-term service objectives. Financial forecasts are
updated at least once a year, or more often if unexpected changes in economic conditions or other
unforeseen circumstances exist. Any significant changes will be reported to the City Manager and the
A-28
City Council. Otherwise, these financial forecasts will be used as a tool during the development of the
annual budget process and to set utility rates as needed.
Reserve Policies
The city formally mandates the levels at which reserves shall be maintained for the General Fund and
informally sets minimum target levels for the enterprise and internal service funds.
City Council Policy 74, General Fund Reserve Policy was most recently updated and approved by the
City Council in June 2019. The purpose of the policy is to establish a target minimum level of
designated reserves in the General Fund to:
• Reduce the risk of financial impacts resulting from a natural disaster or other catastrophic
events;
• Respond to the challenges of a changing economic environment, including prolonged
downturns in the local, state or national economy; and
• Demonstrate continued prudent fiscal management and creditworthiness.
The city commits to maintaining General Fund reserves (the term reserve refers to any unassigned
fund balance) at a target of 40% of General Fund annual operating expenditures. The total reserve
level will be calculated using the prior year’s adopted General Fund budgeted expenditures.
At the discretion of the City Council, reserve levels in excess of the 40% target requirement may be
used for one-time opportunity cost purposes. Reserve funds will not be spent for any function other
than the specific direction in the annual budget or by a separate City Council action.
As a general budget principle concerning the use of reserves, the City Council decides whether to
appropriate funds from reserves. Reserve funds will not be spent for any function other than the
specific purpose of the reserve account from which they are drawn without specific direction in the
annual budget or by a separate City Council action.
The City Council approved City Council Policy 96, Utilities Reserve Policy in March 2023 to establish
guidelines to ensure the fiscal stability of the potable water, recycled water and wastewater funds
and provide guidance to staff in the management of each utility’s finances. These funds will target a
reserve funding level of 100% of annual debt service costs, 120 days of operating costs, and 1% of
system replacement value in emergency capital. The Wastewater Fund will target a reserve funding
level of 50% of the five-year rolling average of annual spending on capital improvement projects
while the Potable and Recycled Water funds will target 100% of this average. Also, the Wastewater
Fund will target a reserve of 10% of rate revenues while the Potable and Recycled Water funds will
target a reserve of 20% of rate revenues to provide a source of funds to smooth rates or avoid rate
increases in the event of short- or mid-term disruption to revenues such as drought-related demand
reductions. The city or the Carlsbad Municipal Water District’s potable water, recycled water and
wastewater utilities will treat minimum reserve levels as practical reserve floors and allow reserves to
increase or decrease as necessary within the minimum and target levels prescribed above.
The city’s Workers’ Compensation and Risk Management (General Liability) funds will maintain
minimum reserves equal to the estimated outstanding claims as calculated by a third-party
administrator. Additional reserve amounts may be set aside as deemed appropriate based on third-
party actuarial studies completed at two-year intervals. During the annual budget process, the target
A-29
confidence level will be compared with the projected fund balance of each fund, and if the projected
fund balance is greater than or lesser than the target, a plan to adjust the fund balance will be
considered, using either or both increasing revenues through interdepartmental charges and one-
time cash contributions from those funds contributing to the shortfall.
The Information Technology Asset Replacement and Vehicle Asset Replacement funds shall maintain
minimum reserve levels defined as the amount of accumulated depreciation of capitalized assets
based on the original cost of each capitalized asset and up to a maximum reserve level defined as the
accumulated depreciation based on the estimated replacement cost of each capitalized asset.
Investment Policy
The city has established a formal Investment Policy. It is the policy of the City of Carlsbad to invest
public funds not required for immediate day-to-day operations in safe, liquid and medium-term
investments that shall yield an acceptable return while conforming to all California statutes. It is
intended that the policy cover the investment activities of all contingency reserves and inactive cash
under the direct authority of the city. Investments of the city and its component units will be made
on a pooled basis; however, investments of bond proceeds will be held separately if required.
Pension Funding Policy
The city’s City Council Policy 86, Pension Funding Policy embodies funding and accounting principles
to ensure that resources will be available to fulfill the city’s contractual promises to its employees.
The policy objectives include using actuarially determined contributions, or ADC, provided by CalPERS
to fund the full amount of the ADC each year, maintaining no less than a combined minimum 80%
funded ratio, and demonstrating accountability and transparency by communicating all information
necessary for assessing the city’s progress toward meeting its pension funding objectives.
In the event the city is unable to meet the minimum combined pension funded ratio of 80% with
current resources (i.e., without borrowing or using reserves), the Finance Director will identify a
reasonable period to return to a minimum 80% funded ratio status.
In an effort to mitigate pension rate volatility, manage the city’s funded status and enhance local
control of city funds, the city established a Section 115 Pension Trust. The city’s Section 115 Pension
Trust is a tax-exempt investment tool that allows local governments to pre-fund pension and retiree
health costs. Once contributions are placed into the trust, assets from the trust can only be used for
retirement plan purposes. Withdrawals may be made to either reimburse the city for retirement
system contributions or to directly pay CalPERS. Benefits of the trust include (1) local control over
assets, (2) pension rate stabilization, (3) potential for higher investment return than General Fund,
and (4) diversification from CalPERS’ investments. Contributions from the General Fund are invested
in accordance with City Council Policy 98, Pension Trust Investment Policy. In an effort to maintain a
combined funded status of 80% and to fund the costs associated with a potential reduction in
CalPERS’ discount rate, the trust is scheduled to receive a total of $40 million in principal
contributions over five fiscal years, and assuming an annual rate of return of 6.25%, the trust is
projected to accumulate sufficient assets to fund a potential discount rate reduction from the current
6.8% to 6.25%.
A-30
Long Term General Fund Capital Funding Policy
The city’s City Council Policy 91, Long Term General Fund Capital Funding Policy ensures the needs of
the city are met and demonstrates continued prudent fiscal management by providing a funding
source for long-term, large value capital purchases. Many city assets demand large capital
expenditures, examples include roads, building, parks and information technology infrastructure. The
city funds the General Fund portion of these necessary investments by adopting an annual budget
that includes a transfer from the General Fund to one or more of the city’s long-term capital funds.
These long-term capital funds include the General Capital Construction Fund, the Infrastructure
Replacement Fund and the Technology Investment Capital Fund. The city commits to targeting a
transfer to the city’s long-term capital funds of 6% of budgeted General Fund revenues. The transfers
are proposed during the annual budget process or on an as needed basis for the City Council’s
consideration.
Full versions of these policies and other City Council policies are available on the city’s website at
www.carlsbadca.gov/city-hall/laws-policies/council-policies.
A-31
APPROPRIATION LIMIT
The appropriations limitation imposed by the state, otherwise known as the Gann limit, creates a
restriction on the amount of revenue that can be appropriated in any fiscal year. The basis for
calculating the limit began in fiscal year 1978-79 and is increased based on population growth and
inflation. The appropriation limit applies only to those revenues defined as proceeds of taxes.
• Population growth of Carlsbad, OR
• Population growth within San Diego County,
AND
• Growth in California per capita income, OR
• Growth in non-residential assessed valuation due to new construction in the city.
The factors used to calculate the fiscal year 2024-25 limit were:
• Population growth within San Diego County AND
• Growth in California per capita income.
The formula is outlined below:
Fiscal year 2023-24 expenditure limit $607,584,374
% Population growth within San Diego County 1.0007
Growth in California per capita income X 1.0362
Net increase factor 1.0369
Fiscal year 2024-25 limit (2023-24 limit x factor) $630,004,237
Current appropriation of proceeds of taxes
(Subject to the limit) $205,177,152
The City of Carlsbad’s appropriation limit is currently over three times its annual appropriations. With
such a large margin, it is unlikely that the city will reach the appropriation limit in the foreseeable
future.
$-
$100
$200
$300
$400
$500
$600
$700
2021 2022 2023 2024 2025
Mi
l
l
i
o
n
s
Appropriations Limit by Fiscal Year
Gann Appropriation
LimitAppropriations Subject
to Limit
A-32
DEBT MANAGEMENT
The City of Carlsbad has a AAA credit rating and is widely acknowledged for its financial stability and
responsible management of resources. The use of debt has always been a primary issue in the
development of the Capital Improvement Program and the policies put in place to implement the
city’s Growth Management Program. Over the years, the city has issued millions of dollars of bonds
and Certificates of Participation to fund streets, buildings, sewer and water facilities, open space
acquisitions, and other infrastructure projects. The city is continually evaluating its outstanding debt
as well as potential future issues to ensure that interest costs are kept at a minimum and the use of
the bond funds is appropriate.
The Government Code of the State of California has established maximum general obligation debt
limits for local governments within the state. The city’s outstanding general obligation debt should
not exceed 15% (as adjusted by 25% per the law) of total assessed property value. As of June 30,
2023, the city’s calculated debt limit for general obligation debt was $1.5 billion.
The city currently has approximately $46.7 million of debt outstanding as of June 30, 2024. Of that
$46.7 million, $14.5 million is water construction loans and the remainder is debt of financing
districts. Outstanding debt obligations of financing districts (special districts and/or assessment
districts) within the city do not obligate the City of Carlsbad and are not paid from the city’s General
Fund. No new debt is anticipated to be issued for the General Fund in the upcoming year.
A-33
The final principal payment for the Redevelopment Tax Allocation Bonds was paid in fiscal year 2023-
24. There was an additional draw of $5,449,065 of the 2014 State Water Resources Control Board
construction loan in February 2024.
Principal
Repayment Bond Retirement OutstandingDebt Issue Name Source Fund Rating Year at 6/30/24
CFD #3 2016 Improvement Area 1
Special Tax Bonds Special District 434 Unrated 2036 5,835,000$ Refunding of CFD 1
CFD #3 2016 Improvement Area 2
Special Tax Bonds Special District 434 Unrated 2038 9,585,000 Refunding of CFD 2
1998 Rancho Carrillo (AD 96-1) Limited Obligation Assessment 409 Unrated 2028 1,415,000 Fund improvements within Rancho Carrillo
Improvement Bonds District
2022 College/Cannon & Poinsettia Refunding Bonds Limited Obligation Assessment 425 Unrated 2035 15,350,000 Refund Poinsettia/College/Cannon
Improvement Bonds District
State Water Resources Control Board Loans 2005 Construction Loan 502 2025 631,082 Fund phase II of Industrial Park Pipelines
2006 Construction Loan 502 2027 3,525,467 Fund phase II of Industrial Park Pipelines
2014 Construction Loan 507 2055 10,346,279 Fund phase III of Industrial Park Pipelines
Totals 46,687,828$
City of Carlsbad
Outstanding Debt Issues
Purpose
Recycled
Water
User Fees
Unrated
Debt Issue Name Principal Interest Total Principal Interest Total Principal Interest Total
CFD #3 2016 Improvement Area 1
Special Tax Bonds 380,000$ 152,163$ 532,163$ 5,835,000$ 1,153,819$ 6,988,819$ 8,290,000$ 2,537,069$ 10,827,069$
CFD #3 2016 Improvement Area 2
Special Tax Bonds 525,000 272,725 797,725 9,585,000 2,373,863 11,958,863 13,015,000 4,738,675 17,753,675
1998 Rancho Carrillo (AD 96-1)
Limited Obligation 265,000 70,538 335,538 1,415,000 235,125 1,650,125 15,015,000 16,424,894 31,439,894 Improvement Bonds
2022 College/Cannon & Poinsettia Refunding Bonds
Limited Obligation 995,000 742,625 1,737,625 15,350,000 4,932,000 20,282,000 16,240,000 6,190,906 22,430,906 Improvement Bonds
State Water Resources Control Board Loans
2005 Construction Loan 631,082 15,777 646,859 631,082 15,777 646,859 9,694,504 2,595,825 12,290,329 2006 Construction Loan 1,148,537 81,086 1,229,623 3,525,467 163,401 3,688,868 19,382,546 5,174,387 24,556,933
2014 Construction Loan*- - - 10,346,279 286,169 10,632,447 10,346,279 286,169 10,632,447
Totals 3,944,619$ 1,334,913$ 5,279,533$ 46,687,828$ 9,160,153$ 55,847,981$ 91,983,329$ 37,947,924$ 129,931,253$
*State Water Resources Control Board 2014 loan includes interest accrued during the construction period. Loan is expected to enter repayment in fiscal year 2024-25.
Debt Service Payments
During FY 2024-25
Debt Service Payments from
FY 24-25 to Maturity
Debt Service Payments Total from
Inception to Maturity
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BASIS OF BUDGETING
The city budgets on a modified accrual basis for all funds except for its enterprise and internal service
funds, which are budgeted on a full accrual basis. This is consistent with the city’s basis of accounting
as reported in its Annual Comprehensive Financial Report.
The city's Governmental fund budgets consist of:
• The General Fund
• Special revenue funds
• Capital project funds
To summarize, under this basis, revenues are estimated for the fiscal year if they are susceptible to
accrual, e.g., amounts can be determined and will be collected within the current period. Principal
and interest on general long-term debt are budgeted as expenditures when due, whereas other
expenditures are budgeted for liabilities expected to be incurred during the current period or shortly
thereafter to pay current liabilities.
Proprietary fund budgets are adopted using the full accrual basis of accounting whereby revenue
projections are developed recognizing revenues expected to be earned in the period, and
expenditure estimates are developed for all expenses anticipated to be incurred during the fiscal
year. The city's proprietary fund types consist of enterprise and internal service funds because the
city has municipally-owned utilities or other enterprise activities.
Fiduciary funds are used if the city has a fiduciary or custodial responsibility for assets. The city
currently budgets for one fiduciary fund, the Successor Agency to the former Carlsbad
Redevelopment Agency.
The legal level of Budgetary Control is the fund level and expenditures should not exceed
budgeted amounts at the fund level. Budgetary control is maintained through the city’s accounting
system, as well as through monthly reporting on all revenue and expenditure accounts and other
special reports summarizing the financial position of the city. The City Council adopts the formal
budget for all funds prior to the beginning of each fiscal year and may amend the budget as necessary
by City Council action throughout the year. All unencumbered, unspent appropriations expire at year-
end unless specifically carried into the new fiscal year in accordance with City Council Policy 87,
General Fund Surplus Policy.
Internal Controls exist within the accounting system to ensure safety of assets from
misappropriation or unauthorized use or disposition and to maintain the accuracy of financial record
keeping. These internal controls must be established consistent with the sound management
practices based on the cost and benefit of the controls imposed. The cost of a control should not be
excessive in relation to its benefit as viewed by city management. The internal controls in existence
within the city’s system are sufficient to ensure, in all material aspects, both the safety of the city’s
assets and the accuracy of the financial record keeping system.
Controls on the use and transfers of budget funds are outlined in the adopted budget resolution in
the appendices of this document.
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BUDGETARY FUND STRUCTURE
The budget of the city is organized based on funds, each of which is considered to be a separate
accounting entity. The operations of each fund are accounted for by providing a separate set of self-
balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures.
Detailed descriptions of each fund and a department/fund budget relationship matrix can be found in
the appendices of this document. The various funds are grouped as follows:
GOVERNMENTAL FUNDS
General Fund
Special Revenue Funds
• Affordable Housing
• Agricultural Mitigation Fee
• Buena Vista Channel Maintenance District
• Citizens’ Option for Public Safety (COPS)
• Community Activity Grants
• Community Development Block Grant
• Continuum of Care
• Cultural Arts Donations
• Encampment Resolution Fund
• Habitat Mitigation Fee
• Library and Arts Endowments
• Library Gifts and Bequests
• Lighting and Landscaping District 2
• Local Cable Infrastructure
• Median Maintenance District
• Opioid Settlement Fund
• Permanent Local Housing Allocation
• Police Asset Forfeiture
• Public Safety Grants
• Recreation Donations
• Rental Assistance/Section 8 Program
• Senior Program Donations
• Street Lighting Maintenance District
• Street Tree Maintenance District
• Tyler Court Apartments
Capital Project Funds
• College Boulevard – Reach A
• Community Facilities District 1
• Gas Tax
• Gas Tax-Road Maintenance and Rehabilitation
• General Capital Construction (GCC)
• Grants-Federal
• Grants-State
• Infrastructure Replacement (IRF)
• Park in-Lieu Fees (PIL)
A-36
• Parking in-Lieu Fees
• Planned Local Drainage Area Fees (PLD)
• Public Facilities Fees (PFF)
• Technology Investment Capital
• Transportation Development Act (TDA)
• Traffic Impact Fees (TIF)
• TransNet
PROPRIETARY FUNDS
Internal Service Funds
• Workers’ Compensation
• Risk Management
• Vehicle Maintenance
• Vehicle Replacement
• Information Technology Operations
• Information Technology Replacement
Enterprise Funds
• Potable Water Operations
• Potable Water Connection
• Potable Water Replacement
• Recycled Water Operations
• Recycled Water Connection
• Recycled Water Replacement
• Wastewater Operations
• Wastewater Connection
• Wastewater Replacement
• Solid Waste Management
• Storm Water Protection
• Watershed Protection
• The Crossings Golf Course
FIDUCIARY FUND Private Purpose Trust Fund
• Successor Agency to the Redevelopment Agency
A-37
The California Society of Municipal Finance Officers, or CSMFO, recognizes those entities
with highly professional budget documents with two levels of certificates. The first level is
the “Meritorious Budget Award,” which requires the entity to meet a very specific list of
criteria defined by CSMFO. The second level is the “Operating Budget Excellence Award,”
which requires that the organization meet even higher criteria which effectively enhances
the usability of the document.
In preparing the budget for fiscal year 2024-25, the city has once again followed CSMFO’s
award criteria. This budget document will be submitted to CSMFO for the fiscal year 2024-25
budget award program.
A-38
Government Finance Officers Association of the United States and Canada, or GFOA, presented a
Distinguished Budget Presentation Award to City of Carlsbad, California, for its Annual Budget for
the fiscal year beginning July 1, 2023. To receive this award, a governmental unit must publish a
budget document that meets program criteria as a policy document, as a financial plan, as an
operations guide and as a communications device.
This award is valid for a period of one year only. In preparing the budget for fiscal year 2024-25,
the city has once again followed GFOA’s award criteria. This budget document will be submitted
to GFOA for the fiscal year 2024-25 budget award program.
B-1
OVERVIEW
This section includes a summary of the revenues and expenditures included in the fiscal year 2024-25
operating budget. Spending is presented by funding source, department and type, such as personnel
or maintenance and operations. For context, previous years’ spending levels are often presented
alongside this information. Financial tables are presented to the nearest hundred thousand; rounding
differences may exist.
Detailed summaries of department services and expenditures are included within the five main
sections of the operating budget following this overview. The five city branches include:
• Public Safety
• Public Works
• Community Services
• Administrative Services
• Policy & Leadership
Information about the city’s approach to planning for and funding digital transformation efforts
throughout the city is included in the Strategic Digital Transformation Investment Program section.
Information about capital projects, such as construction of roads and pipelines, the development of
parks and construction and maintenance of city facilities, is included in the Capital Improvement
Program section.
B-2
REVENUE
The Operating Budget for fiscal year
2024-25 totals $419.0 million, with
revenues for the year estimated at
$415.9 million. General Fund
revenues are estimated at $239.1
million and General Fund budgeted
expenditures are $238.5 million,
which includes an additional $13.8
million in one-time transfers to the
General Capital Construction Fund
and $7.0 million to the Workers’
Compensation Fund. Excluding the
one-time uses of General Fund
surplus, the General Fund budgeted
operating expenditures are $217.7 million.
Revenue estimates for the Operating Budget indicate the city will receive a total of $415.9 million in
fiscal year 2024-25, a change of 4.0% or $16.0 million above the estimated fiscal year 2023-24
revenues. General Fund revenues are expected to increase by $27.0 million compared to the prior
year’s adopted revenues and $4.2 million or 1.8% compared to fiscal year 2023-24 estimates. Special
Revenue funds are projected to decrease by 10.4% or $2.5 million over fiscal year 2023-24 estimates.
Enterprise Fund revenues are projected to increase by 8.0% or $7.5 million in the upcoming fiscal
year. Internal service funds are increasing over the prior year’s adopted budget and to fiscal year
2023-24 estimates. This is primarily driven by one-time transfers in from the General Fund to fund
Workers’ Compensation, in addition to increasing revenue collections due to increasing costs across
all internal service funds. The Successor Agency Housing Trust is no longer receiving any material
revenue as the loan owed to the General Fund has now been fully repaid. More detailed information
on the city’s revenue sources is provided in the following discussion.
The following table shows the total operating revenues anticipated to be received by the city for fiscal
year 2023-24, as well as those budgeted for fiscal year 2024-25.
Estimated Budgeted $%
2023-24 2024-25 Change Change
General Fund 234.9$ 239.1$ 4.2$ 1.8%
Special Revenue 24.4 21.9 (2.5) -10.4%
Enterprise 94.4 101.9 7.5 8.0%
Internal Service 46.3 53.1 6.8 14.8%
Total 400.0$ 415.9$ 16.0$ 4.0%
REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
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 city fully recovered from the COVID-19 pandemic’s adverse fiscal impacts by fiscal year 2022-23.
Immediately following the pandemic and during the city’s fiscal recovery, economic uncertainty
spiked from unprecedented inflationary increases. Between March of 2021 and November of 2023,
the consumer price index for the San Diego region experienced continual inflationary increases
ranging between 4.1% and 8.3%. Generally, during periods of high inflation, consumer demand
diminishes which may negatively impact revenues sources like sales tax, transient occupancy tax and
charges for services. To account for this, revenue estimates for both fiscal year 2022-23 and 2023-24
were set conservatively; however, pent-up demand and increased levels of personal saving during the
pandemic allowed consumer demand to sustain higher prices for goods and services. Based on
current fiscal year 2023-24 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, we are beginning to see a slowdown, particularly with sales tax and
transient occupancy tax revenues. The Federal Reserve has also taken swift action in response to
inflation, increasing interest rate ranges from 0.25% - 0.50% to 5.25% - 5.50% in just over a one-year
period. Resultingly, inflation has decreased, but the Federal Reserve will continue to monitor
inflationary data before considering any rate reductions. The risk of recession is still prevalent and
continued inflationary increases indicate 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, or TOT. Sales tax and TOT revenues tend to be much more sensitive to
changes in economic conditions, unlike property tax revenues, which remain relatively stable because
of the mitigating effect of Proposition 13, which limits annual growth in assessed values.
Property tax, the largest source of General Fund revenues, is expected to grow by $3.1 million, or
3.4%, over last year’s estimates. While the residential real estate market in Carlsbad has seen significant
increases in values in recent years, the growth has continued to cool off. Commercial property assessed
values are expected to remain relatively flat as the increase in interest rates has created immense
Estimated Budgeted $%
2023-24 2024-25 Change Change
Property Tax 91.8$ 94.9$ 3.1$ 3.4%
Sales Tax 58.9 59.4 0.5 0.8%
Transient Occupancy Tax 34.8 34.8 - 0.0%
Franchise Taxes 8.6 8.9 0.3 3.9%
Business License Tax 6.4 6.6 0.2 3.2%
Development Revenues 4.2 5.0 0.8 20.2%
All Other Revenue 30.3 29.5 (0.8) -2.7%
Total 234.9$ 239.1$ 4.2$ 1.8%
GENERAL FUND REVENUES
(In Millions)
B-4
uncertainty in the sector. In response to the unprecedented inflationary increases experienced over the
last three years, the Federal Reserve’s interest rate hikes have made purchasing a home more difficult
for borrowers. While demand remains relatively high both locally and around the state and although
median home values in Carlsbad have increased to $1.5 million as of March 2024, changes to interest
rate targets will likely have an impact on home values during the upcoming fiscal year. Proposition 8
allows owners to have their property temporarily revalued if market value is lower than the factored
base year value, posing a risk that commercial property values could temporarily decrease.
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. 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 $1.5 million, up by 12.0% year over
year as of March 2024.
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 2024-25 are based on assessed values as of January 1, 2024.
Property taxes tend to grow slowly unless there is a significant amount of development-related
activity. In past decades the city has seen robust growth in property tax revenue due to new
development, high turnover of existing homes and double-digit growth in housing prices. However, as
opportunities for new development and growth lessen, development-related revenues have slowed.
In addition to recent interest rate increases, slower development combined with minimal commercial
property transactions and tax reform has caused a slowing in property tax growth in the city.
$-
$10
$20
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$70
$80
$90
$100
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
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Fiscal Year
Property and Sales Tax Revenues
Property tax Sales tax
B-5
Sales Tax revenues generally move in step with economic conditions and overall, Carlsbad’s
economy has absorbed the inflationary increases experienced since 2021. 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 fiscal impacts behind us, the uncertainty
stems from lingering inflation, whether the rise in interest rates will lower inflation levels adequately,
and the timing for when the Federal Reserve will begin lowering interest rate targets in the future.
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 and 2023-24 sales tax
estimates reflected uncertainty surrounding market and economic conditions like inflation and
impacts to disposable income. Despite the levels of inflation, growth has been positive over this
period; however, we are beginning to see some industry groups cool off compared to previous
periods. With inflation still increasing at a rate higher than desired by the Federal Reserve as well as
existing recessionary risk, staff have proposed a conservative estimate of $59.4 million in budgeted
revenue for fiscal year 2024-25 which represents an increase of $0.5 million, or 0.8%, over fiscal year
2023-24 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 the taxable sales in Carlsbad. New auto sales are highly elastic—or responsive to changes in
Transportation,
34.4%
Construction, 1.7%
General Retail,
18.8%
Miscellaneous,
0.5%
Restaurants &
Markets, 14.1%
Business to Business, 12.9%
County Pool,
17.6%
Sales Tax by Category
Fourth Quarter 2023
B-6
price—in comparison to economic trends, and tax revenues from new auto sales fell precipitously
during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that dip, auto sales tax
revenues have grown steadily and reached a high of $17.1 million for the four quarters ended
December 31, 2023. 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 as of
calendar year 2022, but growth has leveled off during calendar year 2023.
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. Fiscal year 2023-24 is the first year in which year-over-
year quarterly comparisons indicate a revenue slow down. It is estimated that fiscal year 2023-24
revenues will exceed the prior year, but future growth may be tempered by inflation, tourism
demand and its impact on average daily room rates.
Franchise Tax revenue has grown moderately in recent years and is projected at $8.9 million in
fiscal year 2024-25. Franchise taxes are paid by certain industries that use the city’s right-of-way to
conduct their business. The city currently has franchise agreements for cable TV service, solid waste
services, cell sites, fiber optic antenna systems and gas and electric services. The solid waste franchise
fee has experienced minor revenue increases that mirror growth in population and changes in rate
structures. Cable TV franchise revenue is expected to remain relatively consistent from $2.0 million in
fiscal year 2023-24 to $2.1 million in fiscal year 2024-25. 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.
$22 $24 $26
$19
$16
$32 $34 $35 $35
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2017 2018 2019 2020 2021 2022 2023 2024e 2025e
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Fiscal Year
Transient Occupancy Taxes
B-7
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 2024-25 is relatively
modest compared to the increase experienced in fiscal year 2022-23 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 $6.6 million in fiscal year 2024-25. This represents growth of $0.2 million or 3% when
compared to last year’s current estimates. 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 9,529 licensed businesses in the City of Carlsbad, 63 less
than in the prior year with 6,630 of them located in the city.
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These revenues are difficult to predict as many of the
planning and engineering activities occur months or years before any actual development.
Over the last 10 years development-related revenues
have fluctuated in line with increases and decreases
in residential, commercial and industrial
development. In fiscal year 2024-25 the city expects a
16% increase in development related revenues to
approximately $3.4 million. This follows lower than
anticipated development activity occurring in fiscal
year 2023-24. The projected increase in
development-related revenues is tied to the volume
and type of development projected to be permitted,
multi-family versus single-family, and the revenues
derived from building fees which occur in the early
stages of development. Increases applied to these
charges for services are made in accordance with City
Council Policy 95, Cost Recovery.
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 decrease by 10.9% compared to the prior
B-8
year’s adopted budget, as a result of the city’s regular update to its citywide cost allocation, which
drives the revenue allocations.
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 $4.1 million in interest on its
General Fund investments for fiscal year 2024-25 and another $3.0 million in rental and lease income.
The yield on the city’s portfolio is forecasted to average 2.4% 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 $0.4 million over last year’s estimates, from
$7.2 million to $7.7 million. This increase is driven by a combination of the Fire Department’s recent
fee study implementation, the addition of two medical transports, the Ground Emergency Medical
Transportation Certified Public Expenditure Program, which helps cover uncompensated costs for
Medi-Cal fee-for-service transports, and the participation in the Public Provider Ground Emergency
Medical Transport Intergovernmental Transfer Program which will provide add-on reimbursement
payments to help cover uncompensated costs in the future.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad
expects to receive approximately $1.7 million in transfer taxes for fiscal year 2024-25 which is a 3.2%
increase from fiscal year 2023-24 estimates. The residential real estate market continues to remain
strong; however, this will likely be influenced by the Federal Reserve’s actions regarding interest
rates. Housing prices in Carlsbad have increased in recent months and inventories are expected to
remain low due to the insulated local demand.
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 2024-25, in line with last year’s estimates.
The All other revenues category includes fines and forfeitures, transfers in, miscellaneous
reimbursed expenses, and other charges and fees. The estimate for fiscal year 2023-24 totals $0.5
million and is expected at $0.25 million in fiscal year 2024-25.
B-9
Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $4.2
million or 1.8% from fiscal year 2023-24 estimates. The General Fund’s primary tax revenues are
estimated to increase conservatively over last year’s estimates to account for the current economic
uncertainty and risk of recession. Despite lingering inflation, the General Fund’s total revenues are
expected to be bolstered by stable property tax values, a diversified sales tax base, and the
implementation of the city’s cost recovery policy which increases fees for services in line with
appropriate cost recovery levels.
Other Funds
Revenues from Special Revenue funds are expected to total $21.9 million, a decrease of $2.5
million or 10.4% from fiscal year 2023-24 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)
$152 $159
$179 $174 $182 $199
$226 $233 $239
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General Fund Revenues
B-10
Compared to the fiscal year 2023-24 adopted budget, the most noteworthy changes in the Special
Revenue funds occurred in the Encampment Resolution Fund, whereby the city received $2.4 million
of one-time state grant revenue in fiscal year 2023-24 that it will not receive again in fiscal year 2024-
25. The other significant change is in the Rental Assistance Fund, where increases of $1.0 million are
expected to occur compared to fiscal year 2023-24 estimates. These revenues are primarily funded
from federal grants.
There is no revenue budgeted in the Successor Agency Housing Trust Fund, other than
interest income from remaining funds. Although the Carlsbad Redevelopment Agency has been
dissolved, the California Department of Finance has approved the repayment of the approximately
$8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the
General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation
Refunding Bonds. All outstanding loans and interest accrued have been paid to the city by the end of
fiscal year 2020-21 and debt service payments were completed in fiscal year 2023-24.
Enterprise fund revenues for fiscal year 2024-25 are projected at $101.9 million representing an
increase of 8.0% or $7.5 million over fiscal year 2023-24 estimates. The revenue breakdown by
activity is shown in the graph on the following page. Enterprise funds are similar to a business in that
rates are charged to support the operations that supply the goods or services. Carlsbad enterprise
funds include water and recycled water delivery, wastewater services, solid waste management and
the operation of a municipal golf course.
The Water Enterprise Fund revenue for fiscal year 2024-25 is estimated at $50.1 million
representing an increase of $2.5 million or 5.3% when compared to fiscal year 2023-24 revenue
estimates. This is driven by increases in water delivery charges. Projected revenues for Recycled
Water of $11.1 million are expected to increase by $1.4 million or 14.4% as minor customer growth
is expected and a 1% rate increase is forecasted.
Rental Assistance $13.2M, 61%
Affordable Housing
$0.7M, 3%
Public Safety Grants$0.5M, 2%
CDBG$0.6M, 3%
Maintenance Districts $4.5M, 21%
Donations and Grants
$0.4M, 2%
Permanent Local Housing Allocation$0.5M, 2%
Tyler Court Apartments
$0.8M, 3%All others$0.7M, 3%
Special Revenue Funds
FY 2024-25 Budgeted Revenues $21.9 Million
B-11
Forecasted revenues for Wastewater are $25.9 million representing a 14.2% or $3.2 million
increase over fiscal year 2023-24 estimates. 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 $11.3 million, a slight increase of $0.3
million or 3.1% when compared to fiscal year 2023-24 estimates.
Solid Waste Management revenues are projected at $3.4 million, consistent with fiscal year
2023-24 estimates.
Internal Service funds project estimated revenues of $53.1 million for fiscal year 2024-25
representing an increase of 14.8% or $6.9 million over fiscal year 2023-24 projections. This increase is
driven by a one-time transfer from the General Fund of $7 million to fund Workers’ Compensation,
along with increases corresponding with rising costs across all internal service funds.
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 2024-25. The fiscal year 2024-25 operating budget includes $14.5 million for Workers’
Compensation, including a one-time transfer from the General Fund of $7.0 million, and $8.0 million
for Risk Management.
Water Operations
$50.1M, 49%
Recycled Water
$11.1M, 11%
Wastewater Operations $25.9M, …
Solid Waste Management
$3.4M, 4%
Golf Course Operations$11.3M, 11%
Enterprise Funds
FY 2024-25 Budgeted Revenues $101.9 million
B-12
Vehicle Maintenance and Replacement charges are budgeted at $4.1 million and $7.2 million,
respectively. Vehicle Maintenance revenues are up compared to fiscal year 2023-24 estimates
primarily due increasing fuel costs. 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 11.9% or $2.1 million when
compared to fiscal year 2023-24 estimates. The main reason for this increase is due to a
departmental reorganization of the city’s innovation group, bringing the group into the Internal
Service Fund budget. The increase is also attributable to contractual increases to existing service
contracts.
Internal Service Fund Allocation Methodology
Most of the revenue for the city’s internal service funds is generated from internal service charges.
The expenses of each fund are budgeted for and then allocated to other funds on an annual basis.
Each fund uses a different allocation basis to charge other funds for its costs, summarized below.
• Vehicle Replacement – Based on equipment assigned to departments.
• Vehicle Maintenance – A combination of fixed and variable maintenance charges. Fixed
maintenance charges are based on a three-year average of maintenance costs in
combination with budgeted labor costs. Variable maintenance charges are based on actuals.
• Information Technology Operations – A combination of computers per department for
citywide maintenance/licensing and direct charges for department-specific items.
• Information Technology Replacement – Based on a combination of equipment and hardware
specifically assigned to a department and for infrastructure hardware an allocation based on
computers per department as a percentage of citywide computers.
• Workers’ Compensation – Based on a combination of personnel count and five-year average
claims costs by department.
• General Liability – Based on a combination of personnel count, five-year average claims costs
by department and vehicles assigned to departments.
B-13
EXPENDITURES
The city’s Operating Budget for fiscal year 2024-25 totals $419.0 million, which represents an increase
of about $41.7 million or 11.1% as compared to the adopted fiscal year 2023-24 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. While administrative leadership’s direction for
the fiscal year 2024-25 budget cycle does not propose a mandated budget reduction by each
department, it will continue the expectation that staff incorporate opportunities to do business more
efficiently and focus on spending areas that can be reduced with little to no impact on the
community. In response to City Council feedback requesting staff identify ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As a result, 12 full-time
equivalent positions are recommended for elimination as part of the fiscal year 2024-25 budget. This
directive came after budget reductions of nearly 2% and 3% were achieved in fiscal year 2022-23 and
2023-24, respectively. These efforts contributed to the city’s ability to present a balanced budget in
fiscal year 2024-25 push the projected deficit further out to the future. The reductions proposed
were carefully evaluated to ensure ongoing service level impacts were mitigated as much as possible.
The total Operating Budget for the General Fund for fiscal year 2024-25 is $238.5 million which is
$21.5 million or 9.9% more than the previous year’s adopted budget of $216.9 million. These changes
are discussed in more detail on the following pages.
Budget Budget $%
2023-24 2024-25 Change Change
General Fund 216.9$ 238.5$ 21.5$ 10.0%
Special Revenue 20.2 21.3 1.0 5.5%
Enterprise 105.7 118.5 12.8 12.1%
Internal Service 33.3 40.7 7.4 22.2%
Successor Agency Housing Trust 1.1 - (1.0) -100.0%
Total 377.3$ 419.0$ 41.7$ 11.1%
By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
B-14
Personnel costs make up 57% of the General Fund budget. The total personnel budget for fiscal
year 2024-25 is $134.7 million which is $4.6 million or 3.6% greater than the previous year’s total
personnel budget of $130.1 million. This is driven by an increase in CalPERS’ unfunded liability
payment, negotiated compensation increases as well as anticipated step increases. In fiscal year
2024-25, the preliminary budget continues to propose including a line item for “vacancy savings.”
This represents the estimated amount of budgeted personnel savings that will be realized by the end
of the fiscal year. This mechanism is proposed for multiple reasons: (1) budgeting for vacancy savings
reduces the total amount of the General Fund budget, (2) budgeted personnel costs more closely
align with actual personnel costs over the course of the fiscal year, (3) historically, the city would
bring recommendations to repurpose budget savings at the mid-year point of the fiscal year. This
mechanism pre-emptively achieves that objective, and (4) budgeting vacancy savings will achieve
alignment with the city’s 10-year forecast which has historically included a line item for vacancy
savings.
The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries
include full-time and part-time staff costs and are expected to increase in fiscal year 2024-25 by $1.3
million or 1.5%. The increase is primarily due to negotiated salary increases offset by a reduction in
total full-time equivalents of 9.7. The full-time staffing changes are listed on the following page.
Budget Budget $%
2023-24 2024-25 Change Change
Personnel 130.1$ 134.7$ 4.6$ 3.6%
Personnel, gross 132.1 136.7 4.6 3.5%
Vacancy Savings (2.0) (2.0) - 0.0%
Maintenance & Operations 64.9 65.6 0.7 1.3%
Capital Outlay 0.1 0.5 0.4 586.2%
Transfers 21.9 37.5 15.6 71.4%
Subtotal 217.0$ 238.5$ 21.5$ 9.9%
GENERAL FUND SUMMARY
By Expenditure Type
(In Millions)
Budget Budget $%
2023-24 2024-25 Change Change
Salaries and Wages 88.5$ 89.8 1.3 1.5%
Salaries and Wages, gross 90.5 91.8 1.3 1.4%
Vacancy Savings (2.0) (2.0) - 0.0%
Retirement Benefits 23.2 25.3 2.1 9.1%
Health Insurance 10.7 10.9 0.2 2.3%
Other Personnel 7.7 8.6 0.9 11.9%
Total 130.1$ 134.7$ 4.6$ 3.5%
Personnel Costs
(In Millions)
GENERAL FUND
B-15
Full-time equivalent staffing reductions
General Fund:
• (1) Management Analyst – Office of the City Manager (Vacant)
• (1) Senior Office Specialist – Office of the City Council (Vacant)
• (1) Deputy City Clerk – City Clerk (Vacant)
• (1) Lead Librarian – Library & Cultural Arts (Vacant)
• (0.7) Production Technician – Library & Cultural Arts (Vacant)
• (1) Parks Maintenance Worker – Parks & Recreation (Vacant)
• (1) Associate Engineer – Community Development (Vacant)
• (1) Chief Innovation Officer – Innovation & Economic Development
• (1) Senior Program Manager for Diversity, Equity & Inclusion (DEI) – Human Resources
• (0.5) Administrative Assistant – Administrative Services (Part-time)
• (0.5) Hourly Professional – Communication & Engagement (Part-time)
Non-General Fund:
• (1) System Specialist – Information Technology (Vacant)
• (1) Senior Environmental Specialist – Environmental Sustainability (Vacant)
• (0.3) Production Technician – Library & Cultural Arts (Vacant)
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 pension costs still pose 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
86. In fiscal year 2023-24, the City Council also approved the establishment of a Section 115 Pension
Trust and a $10.0 million initial contribution. Assets in the trust will be available to the city to
maintain an 80% funded status, mitigate pension rate volatility and potentially earn a higher rate of
return than if the funds were left in the General Fund. This active management helps ensure that
resources are available to fulfill the city’s contractual promises to its employees and minimizes the
chance that funding these pension benefits will interfere with the city’s ability to provide essential
public services. Fiscal year 2024-25 reflects $12.7 million of city contributions required to make up for
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.
B-16
CalPERS’ abysmal investment performance in fiscal year 2021-22. This represents an increase of $2.5
million or 25% compared to the previous year.
General Fund Health Insurance costs in the General Fund are increasing slightly from $10.7 million
to $10.9 million. Other Personnel Costs include workers’ compensation expenses and other
miscellaneous costs such as Medicare, unemployment and disability which are increasing collectively
by $0.9 million or 11.9%.
Maintenance and Operations costs represent about 27.6% 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 $65.7 million, which represents an
increase of about $0.8 million or 1.3% for fiscal year 2024-25 when compared to fiscal year 2023-24.
Fiscal year 2021-22 and 2022-23 experienced inflationary increases ranging between 4.1% and 8.3%
which drove the city’s need to contain costs and identify areas for reduction with minimal service
level impacts. Although inflation has declined compared to previous periods, it is still ranging
between 3.6% and 5.2% thus far in fiscal year 2023-24. While it is expected that inflation will continue
to slowly decrease, much uncertainty remains around the Federal Reserve’s actions to adjust target
interest rates. As a result, the fiscal year 2024-25 proposes a minimal increase to maintenance and
operations given the lingering inflation in the economy.
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of
$0.5 million are budgeted in the General Fund for fiscal year 2024-25. This represents an increase of
$0.4 million and is primarily due to the Police Department’s need to purchase AED replacements for
its fleet of vehicles in the upcoming year.
Operating Costs Associated with Capital Investments
As the city completes major capital projects, the costs of maintaining and operating the facilities and
improvements, including additional personnel, if necessary, are added to departmental operating
budgets. The city’s Capital Improvement Program and Strategic Digital Transformation Investment
Program budgets include future projected operating impacts, which are estimated in the tables found
in sections H and I, respectively.
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the
General Fund to other city funds with expectation of repayment in future years. No General Fund
advances are included in this year’s operating budget.
B-17
Expenditures in the General Fund remained relatively consistent until fiscal year 2016-17, when the
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 are
mostly associated with the goals. The city again made an additional one-time $6.4 million payment to
CalPERS to bring down the city’s unfunded pension liability.
Fiscal year 2022-23 expenditures include the addition of 24 full-time employees as well as a number
of new one-time requests to execute City Council goals, as well as a total of $10.6 million in one-time
$171
$148 $168 $164
$216 $199 $205 $223 $238
$-
$50
$100
$150
$200
$250
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$
M
i
l
l
i
o
n
s
Fiscal Year
General Fund Expenditures
B-18
transfers to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. Lastly, a $2
million allocation was approved to fund the Safer Streets local emergency.
Fiscal year 2023-24 expenditures include budget reductions of approximately 3% of the base
maintenance and operations budget, offset by negotiated compensation and contractual benefit
increases. Additionally, a $5.2 million allocation was approved for the Carlsbad Village Trenching
Project.
Another way of looking at the General Fund budget is
by Program Expenditures. The chart below
compares the total fiscal year 2024-25 budget to those
amounts adopted in the previous year. A detailed
description of each department, its services, budget
summary and department accomplishments and
priorities can be found in the department program
summary pages.
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.
The transfers included in the adopted budget are as follows:
• $14.4 million split evenly between the Infrastructure Replacement Fund, General Capital
Construction Fund and the Technology Investment Capital Fund ($4.8 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 91, Long Term
General Fund Capital Funding Policy.
Budget Budget $%
2023-24 2024-25 Change Change
Administrative Services - Administration 0.7$ 0.8$ 0.1 1.5%
Administrative Services - Finance 5.3 5.6 0.3 5.8%
Administrative Services - Human Resources 5.0 5.1 0.1 2.1%
Administrative Services - Economic Development 2.6 0.9 (1.7) -65.8%
Community Services - Administration 0.6 0.6 - 1.2%
Community Services - Community Development 11.0 11.0 - -0.1%
Community Services - Housing & Homeless Services 2.8 3.2 0.4 16.9%
Community Services - Library & Cultural Arts 13.6 14.5 0.9 6.5%
Community Services - Parks & Recreation 21.1 22.8 1.7 8.1%
Policy & Leadership Group 8.4 8.4 - 0.4%
Public Safety - Fire 37.9 41.8 3.9 10.3%
Public Safety - Police 55.6 60.2 4.6 8.2%
Public Works - Administration 1.6 1.6 - -1.9%
Public Works - Construction Mgmt. & Inspection 3.3 3.1 (0.2) -5.8%
Public Works - Environmental Sustainability 1.2 1.2 - 2.7%
Public Works - Facilities 7.5 7.2 (0.3) -4.1%
Public Works - Transportation 9.7 10.8 1.1 10.4%
Non-Departmental 29.0 39.7 10.7 37.1%
Total 216.9$ 238.5$ 21.6$ 9.9%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
A detailed description of each
department’s budget can be found
in the department program
summaries.
B-19
• $13.8 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.
• $7.0 million in additional transfers to the Workers’ Compensation Fund in an effort to
increase the program’s reserve to achieve a funded status of approximately 85%. This level
of funding is consistent with actuarial standards and in accordance with recommendations
from the city’s external auditors.
• $0.4 million to the Storm Water Program for reimbursement of the General Fund portion of
Storm Water expenses.
• $1.5 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.
• $0.6 million to the Fleet Replacement Fund for historical chargebacks related to a Police
Department vehicle purchase.
General Fund Summary
The operating budget for fiscal year 2024-25 provides a balanced General Fund budget for the coming
fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by
$0.6 million.
Fiscal Year 2024-25 General Fund Operating Budget
General Fund fiscal year 2024-25 revenue estimates $239.1 million
General Fund fiscal year 2024-25 preliminary expenditures $238.5 million
Projected operating surplus for fiscal year 2024-25 $ 0.6 million
General Fund Reserves
Projected unassigned balance at June 30, 2024 $148.4 million
Plus: projected fiscal year 2023-24 surplus $ 0.6 million
Less: asset replacement reserve allocation $ (17.5 million)
Equals: projected unassigned balance at June 30, 2025 $131.5 million
Asset Replacement Reserve
The city commits to maintaining its large machinery and equipment inventory. When an asset is
procured, it begins depreciating the moment it is put into service and needs to be replaced at the end
of its respective useful life. The city’s large equipment inventory represents approximately $60 million
of the city’s total fixed assets. On an annual basis, this translates to a significant financial need and
commitment to maintain the inventory. In an effort to not only prioritize these purchases, but to
strategically plan for the ongoing financial impacts, staff recommend establishing a General Fund
B-20
Asset Replacement Reserve. Separate and apart from the General Fund Reserve (City Council Policy
74), this Asset Replacement Reserve will serve as a mechanism for funding large machinery and
equipment needs without impacting the General Fund Reserve or annual budget surplus year after
year. As of fiscal year 2024-25, and for the next 10 fiscal years, a total of $17.5 million is projected to
be needed to fund asset replacement costs in the General Fund. The asset replacement schedule can
be found in the appendices.
Changes in Other Funds
Special Revenue funds are budgeted at $21.3 million representing an increase in expenditures of
5.1% or $1.0 million when compared to fiscal year 2023-24. Other than a $2.0 million increase in
rental assistance programming and $1.1 million decrease for one-time Permanent Local Housing
Allocation grant funds, spending in most Special Revenue Fund programs is expected to remain
relatively consistent with the prior year.
Expenditure increases of $2.0 million or 17.5% 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. The fiscal year 2024-25 expenditure budget is also $1.1 million less than fiscal
year 2022-23 due to one-time revenue received in the Permanent Local Housing Allocation Fund.
These are state funds provided to local governments in California for housing-related projects and
programs that assist in addressing the unmet housing needs of local communities.
Enterprise funds total $118.5 million, which represents an increase of $12.8 million or 12.1% over
the fiscal year 2023-24 adopted budget. The Potable Water and Recycled Water funds continue to
operate and maintain critical infrastructure systems and provide the safe delivery of drinking water,
conservation outreach and treated irrigation water. The cost of purchased water continues to
increase, causing an overall increase in the Potable Water budget. The Wastewater fund provides
reliable wastewater collection services. The budget for this fund’s increase is primarily due to an
increase in the transfers out to fund its related capital improvement fund.
The Internal Service funds total $40.7 million, which represents an overall increase of $7.4 million
or 22.3% over fiscal year 2023-24. Much of the increase in Workers’ Compensation and Risk
Management costs is attributable to rising insurance liability rates, claims filed and administrative
costs. Vehicle Replacement is the largest contributor to the increase and driven by a higher number of
more costly vehicles scheduled for purchase in the upcoming year. Information Technology is $2.1
million or 12.4% higher than the previous year which is due to contractual service increases as well as
a reorganization of staff from Innovation & Economic Development Department.
The budget for the Successor Agency Housing Trust Fund for fiscal year 2024-25 is decreasing by
$1.0 million compared to last year. The Recognized Obligation Payments Schedule identifies financial
commitments of the former Redevelopment Agency, including the remaining scheduled debt service
payments on the Redevelopment Agency bond issue, the outstanding loan from the city’s General Fund
and minor allowable administrative costs. The last debt service payment on the bond issue was
completed in September 2023 and the city loan was paid off in fiscal year 2020-21. In fiscal year 2024-
25, the city will work to complete the dissolution and close the fund.
B-21
Changes to Fund Balance
While the projected cumulative change in the city’s non-major operating funds’ ending balances is not
significant, two major operating funds are projected to see changes in their fund balances greater than
10%. The Water Operations Fund is expected to decrease by 35.2% by the end of fiscal year 2024-25,
largely due to increasing operations costs and cash transfers to account for depreciation. The Recycled
Water Operations Fund is expected to increase because it is not completing a cash transfer to account
for depreciation and the funding of capital projects in fiscal year 2024-25; the ability for the fund to
complete this cash transfer will be reevaluated in future years.
Changes between the proposed and adopted budget
In response to City Council direction, staff made the following changes to the preliminary operating
budget presented to the City Council on May 21, 2024, with an approximately $196,000 impact on the
General Fund final expenditure budget:
• General Fund: transferred Senior Program Manager from the Administrative Services
Administration Department to the Economic Development Department within the
Administrative Services Branch. This action has no net fiscal impact and increases the number
of full-time equivalent positions in the Economic Development Department from 1.0 to 2.0.
• Golf Course Enterprise Fund: increased capital outlay amount by $36,000 to include projects
for protective netting, patio heaters and driving range grass tee expansion. There are sufficient
revenues and existing reserves to absorb this increase in fiscal year 2024-25.
B-22
PERSONNEL ALLOCATIONS
Adopted Adopted Adopted Adopted
Budget Budget Budget Budget
Department 2021-22 2022-23 2023-24 2024-25
City Attorney 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 6.00
City Council 2.00 2.00 2.00 1.00
City Manager 7.00 7.00 7.00 6.00
City Treasurer 1.00 1.00 1.00 1.00
Communication & Engagement 7.00 9.00 9.00 9.00
Administrative Services - Administration 3.00 3.00 3.00 3.00
Economic Development 4.00 9.00 9.00 2.00
Finance 28.00 26.00 26.00 26.00
Human Resources 17.00 18.00 18.00 17.00
Information Technology 37.00 43.00 43.00 48.00
Community Services - Administration 3.00 3.00 2.00 2.00
Community Development 53.00 52.00 52.00 51.00
Housing & Homeless Services 14.00 16.00 16.00 16.00
Library & Cultural Arts 52.50 51.00 53.00 51.00
Parks & Recreation 55.00 59.00 59.00 58.00
Fire 111.00 123.00 124.00 124.00
Police 186.00 187.00 187.00 187.00
Public Works 177.75 182.75 181.75 180.75
Total Full-Time Personnel 773.25 806.75 807.75 796.75
Hourly Full-Time Equivalent Personnel 193.81 180.90 167.84 166.79
Total 967.06 987.65 975.59 963.54
Note: The figures presented above include various reorganizations and personnel transfers between departments.
B-23
SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2023
Fund July 1, 2023 Revenues Expenditures June 30, 2024 Fund Balance
General Fund 136,840,376$ *234,882,619$ 223,333,352$ 148,389,643$ *8.4%
Special Revenue Funds
Affordable Housing 14,360,256 1,264,318 364,206 15,260,368 6.3%
Agricultural Mitigation Fee 1,162,955 26,700 195,118 994,537 -14.5%
Buena Vista Channel Maintenance District 1,496,574 136,110 251,358 1,381,326 -7.7%
Citizens' Option for Public Safety 479,869 302,500 280,000 502,369 4.7%
Community Activity Grants 1,091,024 26,400 5,000 1,112,424 2.0%
Community Development Block Grant 216,543 986,965 970,000 233,508 7.8%
Continuum of Care - 232,972 232,972 - 0.0%
Cultural Arts Donations 321,857 42,900 179,350 185,407 -42.4%
Encampment Resolution Fund - 2,394,509 1,094,000 1,300,509 0.0%
Habitat Mitigation Fee 31 10,226 - 10,257 32987.1%
Library and Arts Endowments 259,331 6,300 6,000 259,631 0.1%
Library Gifts and Bequests 1,666,903 114,700 410,600 1,371,003 -17.8%
Lighting and Landscaping District 2 5,258,109 891,311 354,136 5,795,284 10.2%
Local Cable Infrastructure 701,326 285,000 568,020 418,306 -40.4%
Median Maintenance District 261,536 1,408,661 1,427,715 242,482 -7.3%
Opioid Settlement Fund 353,033 7,900 15,000 345,933 -2.0%
Parking In Lieu Fee 1,108,168 25,900 - 1,134,068 2.3%
Permanent Local Housing Allocation - 696,260 310,319 385,941 0.0%
Police Asset Forfeiture 193,192 176,756 72,783 297,165 53.8%
Public Safety Grants (70,799) 290,857 456,680 (236,622) -234.2%
Recreation Donations 310,317 34,100 52,570 291,847 -6.0%
Rental Assistance 70,824 12,227,649 12,205,365 93,108 31.5%
Senior Donations 285,400 27,000 23,238 289,162 1.3%
Street Lighting Maintenance District 2,699,003 1,057,508 1,202,937 2,553,574 -5.4%
Street Tree Maintenance District 176,929 1,012,481 924,191 265,219 49.9%
Tyler Court Apartments 98,725 694,895 730,800 62,820 -36.4%
Total Special Revenue Funds 32,501,106 24,380,878 22,332,358 34,549,626 6.3%
Enterprise Funds
Water Operations 30,483,929 47,550,996 55,109,813 22,925,112 -24.8%
Recycled Water Operations 1,458,836 9,721,597 10,938,070 242,363 -83.4%
Wastewater Operations 15,067,417 22,675,900 24,180,157 13,563,160 -10.0%
Solid Waste Management 10,548,683 3,411,529 5,367,260 8,592,952 -18.5%
Golf Course 5,180,742 11,004,778 9,304,598 6,880,922 32.8%
Total Enterprise Funds 62,739,607 94,364,800 104,899,898 52,204,509 -16.8%
Internal Service Funds
Workers' Compensation 209,638 8,416,210 5,161,119 3,464,729 1552.7%
Risk Management (3,847,278) 12,247,660 6,726,887 1,673,495 143.5%
Vehicle Maintenance 883,513 3,646,563 3,805,991 724,085 -18.0%
Vehicle Replacement 20,879,291 4,654,734 3,045,488 22,488,537 7.7%
Information Technology 9,377,219 17,317,111 17,357,258 9,337,072 -0.4%
Total Internal Service Funds 27,502,383 46,282,278 36,096,743 37,687,918 37.0%
Successor Agency Housing Trust Fund 1,131,055 44,618 1,008,833 166,840 -85.3%
Total Operating Funds 260,714,527$ 399,955,193$ 387,671,184$ 272,998,536$ 4.7%
* For the General Fund only, this represents unassigned fund balance.
B-24
SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2024
Fund June 30, 2024 Revenues Budget June 30, 2025 Fund Balance
General Fund 148,389,643$ *239,061,383$ 238,468,445$ 131,482,581$ *-11.4%
Special Revenue Funds
Affordable Housing 15,260,368 706,860 631,917 15,335,311 0.5%
Agricultural Mitigation Fee 994,537 26,060 - 1,020,597 2.6%
Buena Vista Channel Maintenance District 1,381,326 137,290 195,245 1,323,371 -4.2%
Citizens' Option for Public Safety 502,369 295,190 295,830 501,729 -0.1%
Community Activity Grants 1,112,424 27,990 30,000 1,110,414 -0.2%
Community Development Block Grant 233,508 583,215 548,215 268,508 15.0%
Continuum of Care - 235,280 - 235,280 0.0%
Cultural Arts Donations 185,407 7,230 127,000 65,637 -64.6%
Encampment Resolution Fund 1,300,509 37,190 - 1,337,699 2.9%
Habitat Mitigation Fee 10,257 250 - 10,507 2.4%
Library and Arts Endowments 259,631 6,650 6,000 260,281 0.3%
Library Gifts and Bequests 1,371,003 41,690 455,903 956,790 -30.2%
Lighting and Landscaping District 2 5,795,284 912,480 367,500 6,340,264 9.4%
Local Cable Infrastructure 418,306 285,940 506,862 197,384 -52.8%
Median Maintenance District 242,482 1,378,180 1,409,906 210,756 -13.1%
Opioid Settlement Fund 345,933 111,609 103,059 354,483 2.5%
Parking In Lieu Fee 1,134,068 27,080 57,120 1,104,028 -2.7%
Permanent Local Housing Allocation 385,941 466,244 - 852,185 120.8%
Police Asset Forfeiture 297,165 7,770 95,000 209,935 -29.4%
Public Safety Grants (236,622) 457,898 169,950 51,326 121.7%
Recreation Donations 291,847 34,440 81,200 245,087 -16.0%
Rental Assistance 93,108 13,227,900 13,319,728 1,280 -98.6%
Senior Donations 289,162 27,500 33,500 283,162 -2.1%
Street Lighting Maintenance District 2,553,574 1,069,780 1,176,445 2,446,909 -4.2%
Street Tree Maintenance District 265,219 980,200 1,024,573 220,846 -16.7%
Tyler Court Apartments 62,820 761,949 652,310 172,459 174.5%
Total Special Revenue Funds 34,549,626 21,853,865 21,287,263 35,116,228 1.6%
Enterprise Funds
Water Operations 22,925,112 50,085,356 58,158,391 14,852,077 -35.2%
Recycled Water Operations 242,363 11,121,779 10,814,449 549,693 126.8%
Wastewater Operations 13,563,160 25,890,480 33,253,062 6,200,578 -54.3%
Solid Waste Management 8,592,952 3,447,940 5,544,246 6,496,646 -24.4%
Golf Course 6,880,922 11,343,000 10,762,000 7,461,922 8.4%
Total Enterprise Funds 52,204,509 101,888,555 118,532,148 35,560,916 -31.9%
Internal Service Funds
Workers' Compensation 3,464,729 14,511,420 5,988,115 11,988,034 246.0%
Risk Management 1,673,495 7,970,610 7,397,470 2,246,635 34.3%
Vehicle Maintenance 724,085 4,062,754 4,012,861 773,978 6.9%
Vehicle Replacement 22,488,537 7,217,461 4,598,574 25,107,424 11.7%
Information Technology 9,337,072 19,377,057 18,705,537 10,008,592 7.2%
Total Internal Service Funds 37,687,918 53,139,302 40,702,557 50,124,663 33.0%
Successor Agency Housing Trust Fund 166,840 5,380 10,000 162,220 -2.8%
Total Operating Funds 272,998,536$ 415,948,485$ 419,000,413$ 252,446,608$ -7.5%
* For the General Fund only, this represents unassigned fund balance. Projected ending fund balance as of June 30, 2025 includes
the establishment of an asset replacement reserve and an allocation of $17.5 million.
B-25
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
General Fund
Taxes
Property Tax 87,209,996$ 91,773,714$ 94,901,892$ 3.4% 3,128,178$
Sales Tax 56,186,707 58,899,752 59,382,534 0.8%482,782
Transient Occupancy Tax 34,280,239 34,776,940 34,776,940 0.0%-
Franchise Tax 7,833,845 8,554,123 8,883,315 3.9%329,192
Business License Tax 6,356,809 6,359,729 6,560,060 3.2%200,331
Transfer Tax 1,367,481 1,624,950 1,676,136 3.2%51,186
Total Taxes 193,235,077 201,989,208 206,180,877 2.1% 4,191,669
Intergovernmental
Homeowners Exemption 340,152 248,146 245,000 -1.3%(3,146)
Other Intergovernmental 2,055,728 957,466 684,000 -28.6% (273,466)
Total Intergovernmental 2,395,880 1,205,612 929,000 -22.9% (276,612)
Licenses and Permits
Building Permits 2,201,438 2,000,000 2,400,000 20.0%400,000
Other Licenses and Permits 985,067 905,261 973,500 7.5%68,239
Total Licenses And Permits 3,186,505 2,905,261 3,373,500 16.1%468,239
Charges for Services
Planning Fees 593,890 773,500 817,000 5.6%43,500
Building Department Fees 950,200 702,500 920,000 31.0%217,500
Engineering Fees 990,363 690,000 872,000 26.4%182,000
Ambulance Fees 4,368,825 7,225,000 7,650,000 5.9%425,000
Recreation Fees 3,127,197 3,488,050 3,459,066 -0.8%(28,984)
Other Charges or Fees 1,335,412 1,667,060 1,690,500 1.4%23,440
Total Charges For Services 11,365,887 14,546,110 15,408,566 5.9%862,456
Fines and Forfeitures 402,946 352,550 351,700 -0.2%(850)
Income from Investments and Property 7,081,788 7,297,532 7,041,490 -3.5% (256,042)
Interdepartmental Charges 5,991,590 6,091,266 5,427,750 -10.9% (663,516)
Other Revenue Sources 2,199,856 495,080 348,500 -29.6% (146,580)
Total General Fund 225,859,529$ 234,882,619$ 239,061,383$ 1.8% 4,178,764$
* Interest is calculated on an amortized cost basis.
B-26
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds
Affordable Housing
Affordable Housing Fees 247,078$ 497,506$ 247,000$ -50.4% (250,506)$
Property Tax - - - 0.0%-
Interest Income 787,261 756,678 454,860 -39.9% (301,818)
Other Revenue 50,913 10,134 5,000 -50.7%(5,134)
Total Affordable Housing 1,085,252 1,264,318 706,860 -44.1% (557,458)
Agricultural Mitigation Fee
Agricultural Mitigation Fees - - - 0.0%-
Interest Income 14,587 26,700 26,060 -2.4%(640)
Total Agriculutural Mitigation Fee 14,587 26,700 26,060 -2.4%(640)
Buena Vista Channel Maintenance
Assessment Fees 82,037 100,000 100,000 0.0%-
Interest Income 14,943 36,110 37,290 3.3%1,180
Total Buena Vista Channel Maintenance 96,980 136,110 137,290 0.9%1,180
Citizens' Option for Public Safety
State Funding (AB3229)294,013 290,000 280,000 -3.5%(10,000)
Interest Income 375 12,500 15,190 21.5%2,690
Total Citizens' Option For Public Safety 294,388 302,500 295,190 -2.4%(7,310)
Community Activity Grants
Interest Income 11,861 26,400 27,990 6.0%1,590
Total Community Activity Grants 11,861 26,400 27,990 6.0%1,590
Community Development Block Grant
Federal Grant 508,874 545,490 548,215 0.5%2,725
Interest Income 126,844 12,269 5,000 -59.3%(7,269)
Other Revenue 503,972 429,206 30,000 -93.0% (399,206)
Total Community Dev. Block Grant 1,139,690 986,965 583,215 -40.9% (403,750)
Continuum of Care
Federal Grant - 232,972 235,280 1.0%2,308
Total Cultural Arts Donations - 232,972 235,280 1.0%2,308
Cultural Arts Donations
Donations 25,000 35,000 - -100.0%(35,000)
Interest Income 5,014 7,900 7,230 -8.5%(670)
Total Cultural Arts Donations 30,014 42,900 7,230 -83.2%(35,670)
B-27
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds - Continued
Encamptment Resolution Fund
State Grant - 2,358,409 - -100.0% (2,358,409)
Interest Income - 36,100 37,190 3.0%1,090
Total Community Dev. Block Grant - 2,394,509 37,190 -98.5% (2,357,319)
Habitat Mitigation Fee
Mitigation Fees 57,082 10,126 - -100.0%(10,126)
Interest Income 744 100 250 150.0%150
Total Habitat Mitigation Fee 57,826 10,226 250 -97.6%(9,976)
Library And Arts Endowment Fund
Interest Income 2,971 6,300 6,650 5.6%350
Total Library And Arts Endowment Fund 2,971 6,300 6,650 5.6%350
Library Gifts/Bequests
Gifts and Bequests 210,859 74,000 - -100.0%(74,000)
Interest Income 19,895 40,700 41,690 2.4%990
Total Library Gifts/Bequests 230,754 114,700 41,690 -63.7%(73,010)
Lighting And Landscaping District 2
Assessment Fees 695,133 761,100 775,700 1.9%14,600
Interest Income 35,857 130,211 136,780 5.0%6,569
Total Lighting And Landscaping Dist. 2 730,990 891,311 912,480 2.4%21,169
Local Cable Infrastructure Fund
Cable Fees 284,652 275,000 275,000 0.0%-
Interest Income 12,653 10,000 10,940 9.4%940
Total Local Cable Infrastructure Fund 297,305 285,000 285,940 0.3%940
Median Maintenance
Assessment Fees 348,486 365,000 365,000 0.0%-
Other 932,346 1,043,661 1,013,180 -2.9%(30,481)
Total Median Maintenance 1,280,832 1,408,661 1,378,180 -2.2%(30,481)
Opioid Settlement Fund
Settlements - - 103,059 0.0%103,059
Other Revenue (9,874) 7,900 8,550 8.2%650
Total Opioid Settlement (9,874) 7,900 111,609 1312.8%103,709
Parking In Lieu
Parking In Lieu Fees - - - 0.0%-
Interest Income 14,577 25,900 27,080 4.6%1,180
Total Parking In Lieu 14,577 25,900 27,080 4.6%1,180
Permanent Local Housing Allocation
State Grant - 696,260 466,244 -33.0% (230,016)
Total Police Grants - 696,260 466,244 -33.0% (230,016)
Police Asset Forfeiture
Asset Forfeitures - 171,056 - -100.0% (171,056)
Interest Income 4,640 5,700 7,770 36.3%2,070
Total Police Asset Forfeiture 4,640 176,756 7,770 -95.6% (168,986)
B-28
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds - Continued
Public Safety Grants
Federal Grant 157,698 250,337 287,948 15.0%37,611
State Grant 24,170 40,520 169,950 319.4%129,430
Total Police Grants 181,868 290,857 457,898 57.4%167,041
Recreation Donations
Donations 62,489 26,600 26,600 0.0%-
Interest Income 3,189 7,500 7,840 4.5%340
Total Recreation Donations 65,678 34,100 34,440 1.0%340
Rental Assistance
Federal Grant 8,948,915 10,091,706 10,519,083 4.2%427,377
Other Revenue 1,779,737 2,135,943 2,708,817 26.8%572,874
Total Rental Assistance 10,728,652 12,227,649 13,227,900 8.2% 1,000,251
Senior Donations
Donations 6,628 5,000 5,000 0.0%-
Other Revenue 13,915 15,000 15,000 0.0%-
Interest Income 4,215 7,000 7,500 7.1%500
Total Senior Donations 24,758 27,000 27,500 1.9%500
Street Lighting
Assessment Fees 738,313 740,000 740,000 0.0%-
Other Revenue 200,312 254,750 259,400 1.8%4,650
Interest Income 29,109 62,758 70,380 12.2%7,622
Total Street Lighting 967,734 1,057,508 1,069,780 1.2%12,272
Street Tree Maintenance
Assessment Fees 470,928 470,000 470,000 0.0%-
Other Revenue 436,065 542,481 510,200 -6.0%(32,281)
Total Street Tree Maintenance 906,993 1,012,481 980,200 -3.2%(32,281)
Tyler Court Apartments
Rental Income 676,682 689,010 757,017 9.9%68,007
Other Revenue 187,863 5,885 4,932 -16.2%(953)
Total Tyler Court Apartments 864,545 694,895 761,949 9.7%67,054
Total Special Revenue Funds 19,023,021$ 24,380,878$ 21,853,865$ -10.4% (2,527,013)$
B-29
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Enterprise Funds
Water Operations
Water Sales 24,824,736$ 29,000,000$ 30,900,000$ 6.6% 1,900,000$
Ready-to-Serve charge 13,555,227 13,700,000 14,100,000 2.9%400,000
Property Tax 5,108,843 2,811,856 3,105,800 10.5%293,944
New Account Charges 94,990 110,064 110,000 -0.1%(64)
Back-Flow Program Fees 168,414 168,800 170,000 0.7%1,200
Penalty Fees 360,513 377,200 378,500 0.3%1,300
Interest Income 627,447 733,976 660,456 -10.0%(73,520)
Engineering Overhead 147,357 150,000 156,000 4.0%6,000
Service Connection Fees 27,947 34,600 35,000 1.2%400
Other Revenue 2,395,251 464,500 469,600 1.1%5,100
Total Water Operations 47,310,725 47,550,996 50,085,356 5.3% 2,534,360
Recycled Water Operations
Water Sales 5,672,065 6,500,000 7,400,000 13.9%900,000
Ready-to-Serve charge 1,357,703 1,400,000 1,450,000 3.6%50,000 Property Tax - 1,703,964 1,878,000 10.2%174,036
Interest Income 127,903 (258,549) 2,000 -100.8%260,549
Other Revenue 359,817 376,182 391,779 4.2%15,597
Total Recycled Water Operations 7,517,488 9,721,597 11,121,779 14.4% 1,400,182
Wastewater Operations
Service Charges 19,484,190 22,000,000 25,200,000 14.6% 3,200,000
Misc. Sewer 5,821 6,000 6,000 0.0%-
Engineering Overhead 131,964 180,000 187,200 4.0%7,200
Penalty Fees 126,455 138,000 135,000 -2.2%(3,000)
Interest Income 121,420 279,900 288,780 3.2%8,880
Other Revenue 811,083 72,000 73,500 2.1%1,500
Total Wastewater Operations 20,680,933 22,675,900 25,890,480 14.2% 3,214,580
Solid Waste Management
Recycling Fees (AB939)878,003 846,000 860,000 1.7%14,000
Penalty Fees 1,461 - - 0.0%-
Trash Surcharge 1,365,561 1,375,000 1,400,000 1.8%25,000
Interest Income 226,378 234,500 221,440 -5.6%(13,060)
Other Revenue 1,094,313 956,029 966,500 1.1%10,471
Total Solid Waste Management 3,565,716 3,411,529 3,447,940 1.1%36,411
Golf Course Operations
Charges for Services 10,966,531 10,781,677 11,134,000 3.3%352,323
Interest Income (38,049) 138,300 122,000 -11.8%(16,300)
Other Revenue 106,093 84,801 87,000 2.6%2,199
Total Golf Course Operations 11,034,575 11,004,778 11,343,000 3.1%338,222
Total Enterprise Funds 90,109,437$ 94,364,800$ 101,888,555$ 8.0% 7,523,755$
B-30
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Internal Service Funds
Workers' Compensation
Interdepartmental Charges 5,173,980$ 5,908,510$ 6,883,620$ 16.5%975,110$
Interest Income (187,710) 557,700 627,800 12.6%70,100
Other Revenue 7,622,896 1,950,000 7,000,000 259.0% 5,050,000
Total Workers' Compensation 12,609,166 8,416,210 14,511,420 72.4% 6,095,210
Risk Management
Interdepartmental Charges 3,889,896 7,069,660 7,746,820 9.6%677,160
Interest Income 103,181 124,000 179,790 45.0%55,790
Other Revenue 1,057,017 5,054,000 44,000 -99.1% (5,010,000)
Total Risk Management 5,050,094 12,247,660 7,970,610 -34.9% (4,277,050)
Vehicle Maintenance
Interdepartmental Charges 3,175,057 3,605,863 3,998,114 10.9%392,251
Interest Income (29,190) 19,700 20,640 4.8%940
Other Revenue 1,442,228 21,000 44,000 109.5%23,000
Total Vehicle Maintenance 4,588,095 3,646,563 4,062,754 11.4%416,191
Vehicle Replacement
Interdepartmental Charges 3,637,176 3,948,539 5,947,531 50.6% 1,998,992
Interest Income 119,778 510,600 559,930 9.7%49,330
Other Revenue 394,839 195,595 710,000 263.0%514,405
Total Vehicle Replacement 4,151,793 4,654,734 7,217,461 55.1% 2,562,727
Information Technology
Interdepartmental Charges 16,406,796 17,123,775 19,149,027 11.8% 2,025,252
Interest Income 26,897 189,700 228,030 20.2%38,330
Other Revenue 1,049,123 3,636 - -100.0%(3,636)
Total Information Technology 17,482,816 17,317,111 19,377,057 11.9% 2,059,946
Total Internal Service Funds 43,881,964$ 46,282,278$ 53,139,302$ 14.8% 6,857,024$
Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 949,059 - - 0.0%-
Interest Income 116,535 44,618 5,380 -87.9%(39,238)
Total Successor Agency Housing Fund 1,065,594 44,618 5,380 -87.9%(39,238)
Total Trust Funds 1,065,594$ 44,618$ 5,380$ -87.9%(39,238)$
Total Operating Funds 379,939,545$ 399,955,193$ 415,948,485$ 4.0% 15,993,292$
B-31
S CHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund
Policy And Leadership Group
City Council 534,144$ 591,632$ 575,508$ 607,078$ 599,047$ -1.3%
City Attorney 2,081,883 1,907,521 2,114,096 2,115,596 2,179,705 3.0%
City Clerk 1,296,312 1,273,114 1,286,920 1,274,455 1,273,604 -0.1%
City Manager 2,013,122 2,045,614 2,145,973 2,184,823 2,105,683 -3.6%
City Treasurer 243,289 147,911 207,750 279,149 279,522 0.1%
Communication & Engagement 2,037,551 2,385,710 2,124,244 1,953,098 2,010,091 2.9%
Total Policy And Leadership Group 8,206,301 8,351,502 8,454,491 8,414,199 8,447,652 0.4%
Administrative Services
Administration 706,556 726,297 740,750 784,107 796,196 2%
Finance 5,623,094 5,396,772 5,500,000 5,323,368 5,631,964 5.8%
Human Resources 4,388,148 4,513,351 4,887,105 5,029,995 5,136,218 2.1%
Innovation & Economic Development 1,334,163 2,392,664 2,807,000 2,608,489 891,866 -65.8%
Total Administrative Services 12,051,961 13,029,084 13,934,855 13,745,959 12,456,244 -9.4%
Community Services
Community Services Administration 663,579 646,731 625,000 585,411 592,261 1.2%
Community Development 12,064,408 14,220,499 10,019,000 11,012,958 10,998,825 -0.1%
Housing & Homeless Services - - 2,126,155 2,765,195 3,232,287 17%
Library & Cultural Arts 13,024,082 13,290,637 12,449,605 13,637,285 14,522,844 6.5%
Parks & Recreation 19,251,458 20,813,176 21,730,303 21,055,565 22,759,082 8.1%
Total Community Services 45,003,527 48,971,043 46,950,063 49,056,414 52,105,299 6.2%
Public Safety
Fire 33,684,622 35,261,847 41,477,000 37,882,886 41,793,630 10.3%
Police 50,824,125 51,115,854 59,588,010 55,615,155 60,193,850 8.2%
Total Public Safety 84,508,747 86,377,701 101,065,010 93,498,041 101,987,480 9.1%
Public Works
Public Works Administration 1,760,326 1,442,021 1,530,409 1,562,272 1,533,038 -1.9%
Construction Management & Inspection 2,909,255 3,092,730 2,910,543 3,257,906 3,068,292 -5.8%
Environmental Sustainability 1,238,207 1,205,943 1,130,727 1,178,783 1,210,630 2.7%
Fleet & Facilities 6,297,998 6,812,114 7,432,121 7,497,115 7,191,930 -4.1%
Transportation 8,048,352 10,028,265 10,306,133 9,732,215 10,741,202 10.4%
Total Public Works 20,254,138 22,581,073 23,309,933 23,228,291 23,745,092 2.2%
Miscellaneous Non-Departmental Expenditures
Community Contributions & Village trenching - - - 5,220,000 - -100.0%
COVID-related 177,677 40,842 44,000 - - -
Dues & Subscriptions 75,069 77,746 80,000 80,000 90,000 12.5%
Legal Services 519,683 540,090 300,000 750,000 750,000 0.0%
Other Miscellaneous Expenditures 50,787 52,277 60,000 100,000 100,000 0.0%
Personnel Related 155,595 122,499 130,000 1,637,000 1,900,000 16.1%
Professional Services 33,980 44,148 45,000 39,700 39,000 -1.8%
Property Tax & Other Administration 725,588 764,180 750,000 750,000 800,000 6.7%
Vacancy savings - - - (2,000,000) (2,000,000) 0.0%
Total Miscellaneous Non-Departmental Expenditures 1,738,379 1,641,782 1,409,000 6,576,700 1,679,000 -74.5%
B-32
SCHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 13,283,056$ 3,956,000$ 11,600,000$ 11,600,000$ 18,579,226$ 0.0%
Transfer to Infrastructure Replacement Fund 283,000 3,956,000 4,200,000 4,200,000 4,779,226 0.0%
Transfer to Technology Investment Capital Fund 10,656,000 3,956,000 4,200,000 4,200,000 4,779,226 0.0%
Transfer To LLD#1 (Medians & Trees)1,390,000 1,400,000 1,570,000 1,570,000 1,500,000 0.0%
Transfer To Storm Water Program 322,000 332,000 340,000 340,000 350,000 0.0%
Transfer to Fleet Maintenance - 1,400,000 - - - -
Transfer to Fleet Replacement - - - - 560,000 -
Transfer to Risk Management - 1,000,000 5,000,000 - - -100.0%
Transfer to Workers' Compensation Fund - 8,208,252 1,300,000 - 7,000,000 -100.0%
Other Miscellaneous Transfers 993,748 - - - - -Total Transfers 26,927,804 24,208,252 28,210,000 21,910,000 37,547,678 71.4%
Total Miscellaneous Non-Departmental 28,666,183 25,850,034 29,619,000 28,486,700 39,226,678 37.7%
Subtotal General Fund 198,690,857 205,160,437 223,333,352 216,429,604 237,968,445 10.0%
City Council Contingency Account - - - 500,000 500,000 0.0%
Total General Fund 198,690,857$ 205,160,437$ 223,333,352$ 216,929,604$ 238,468,445$ 9.9%
Special Revenue Funds
Affordable Housing 237,513$ 542,229$ 364,206$ 668,530$ 631,917$ -5.5%
Agricultural Mitigation Fee - 38,220 195,118 - - -
Buena Vista Channel Maintenance 75,104 127,686 251,358 195,245 195,245 0.0%
Citizens' Option For Public Safety 181,912 203,884 280,000 295,298 295,830 0.2%
Community Activity Grants - - 5,000 30,000 30,000 0.0%
Community Development Block Grant 1,429,464 2,298,679 970,000 702,305 548,215 -21.9%
Continuum of Care - - 232,972 - - -
Cultural Arts Donations 37,840 42,228 179,350 148,750 127,000 -14.6%
Encampment Resolution Fund - - 1,094,000 - - -
Habitat Mitigation Fee 14,535 22,365 - - - -
Library And Arts Endowment Fund 480 2,947 6,000 6,000 6,000 0.0%
Library Gifts/Bequests 137,515 256,481 410,600 462,785 455,903 -1.5%
Lighting And Landscaping District 2 258,171 298,032 354,136 367,500 367,500 0.0%
Local Cable Infrastructure Fund 403,843 402,240 568,020 538,956 506,862 -6.0%
Median Maintenance 1,067,645 1,333,680 1,427,715 1,396,580 1,409,906 1.0%
Opioid Settlement Fund - - 15,000 21,466 103,059 380.1%
Parking In Lieu 49,674 53,000 - 56,000 57,120 2.0%
Permanent Local Housing Allocation - - 310,319 1,119,126 - -100.0%
Police Asset Forfeiture 12,228 51,086 72,783 75,000 95,000 26.7%
Public Safety Grants 78,602 270,205 456,680 - 169,950 -
Recreation Donations 38,755 59,193 52,570 81,200 81,200 0.0%
Rental Assistance 10,081,418 10,854,742 12,205,365 11,339,700 13,319,728 17.5%
Senior Donations 37,796 39,128 23,238 33,500 33,500 0.0%
Street Lighting 927,419 977,401 1,202,937 1,100,077 1,176,445 6.9%
Street Tree Maintenance 816,583 985,124 924,191 1,004,763 1,024,573 2.0%
Tyler Court Apartments 915,040 893,040 730,800 604,523 652,310 7.9%
Total Special Revenue Funds 16,801,537$ 19,751,590$ 22,332,358$ 20,247,304$ 21,287,263$ 5.1%
B-33
SCHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
Enterprise Funds
Water Operations 44,316,249$ 47,094,688$ 55,109,813$ 54,759,803$ 58,158,391$ 6.2%
Recycled Water Operations 9,782,992 10,188,608 10,938,070 11,849,122 10,814,449 -8.7%
Wastewater Operations 12,909,801 15,832,059 24,180,157 23,068,138 33,253,062 44.2%
Solid Waste Management 4,744,618 5,629,980 5,367,260 5,950,634 5,544,246 -6.8%
Golf Course Operations 8,345,328 9,162,350 9,304,598 10,121,000 10,762,000 6.3%
Total Enterprise Funds 80,098,988$ 87,907,685$ 104,899,898$ 105,748,697$ 118,532,148$ 12.1%
Internal Service Funds
Workers' Compensation 6,980,247$ 13,491,907$ 5,161,119$ 5,157,892$ 5,988,115$ 16.1%
Risk Management 4,519,731 8,711,568 6,726,887 6,718,232 7,397,470 10.1%
Vehicle Maintenance 3,521,566 3,924,184 3,805,991 3,696,339 4,012,861 8.6%
Vehicle Replacement 3,756,451 1,645,175 3,045,488 1,068,564 4,598,574 330.4%
Information Technology 12,407,644 16,157,475 17,357,258 16,637,475 18,705,537 12.4%
Total Internal Service Funds 31,185,639$ 43,930,309$ 36,096,743$ 33,278,502$ 40,702,557$ 22.3%
Trust Funds
Successor Agency Housing Fund 1,020,799$ 1,021,473$ 1,008,833$ 1,059,500$ 10,000$ -99.1%
Total Trust Funds 1,020,799$ 1,021,473$ 1,008,833$ 1,059,500$ 10,000$ -99.1%
Total Operating Funds 327,797,820$ 357,771,494$ 387,671,184$ 377,263,607$ 419,000,413$ 11.1%
B-34
C-1
PUBLIC SAFETY
The City of Carlsbad’s public safety
services create and maintain a safe
community for all who live, work
and play in our city. This important
work is carried out by the dedicated
men and women of the Police and
Fire departments. Highly specialized
divisions cover all aspects of modern
law enforcement and fire services
including response and recovery,
emergency medical, marine safety,
community risk reduction, and
emergency management.
We are proud to serve the Carlsbad
community, working in partnership
to deliver on the city mission at the
highest possible level every day.
Michael Calderwood
Fire Chief
442-339-2141
FireMail@carlsbadca.gov
Christie Calderwood
Chief of Police
442-339-2100
police@carlsbadca.gov
C-2
C-3
PUBLIC SAFETY |
FIRE DEPARTMENT: SUMMARY
FIRE
• Fire Administration
• Emergency Operations
• Community Risk Reduction
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 16,749,689$ 18,669,265$ 20,003,988$ 21,000,137$
Retirement Benefits 5,793,156 5,094,924 5,913,010 6,564,580
Health Insurance 1,881,487 2,011,784 2,353,393 2,448,860
Other Personnel Expenses 1,614,754 1,711,515 1,921,247 2,161,317
Personnel Services Subtotal 26,039,086 27,487,488 30,191,638 32,174,894
Operating Expenses
Professional & Contract Services 1,594,756 1,784,300 1,852,334 2,381,104
Supplies & Materials 962,942 981,131 1,052,766 1,110,726
Repair & Maintenance 69,368 77,191 74,450 74,450
Interdepartmental Charges 3,737,603 4,199,237 4,448,981 5,849,873
Other Operating Expenses 218,457 244,169 284,183 297,133
Capital Outlay 1,062,410 488,331 - 75,400
Operating Expenses Subtotal 7,645,536 7,774,359 7,712,714 9,788,686
TOTAL EXPENDITURES 33,684,622$ 35,261,847$ 37,904,352$ 41,963,580$
Full Time Positions 111.00 123.00 124.00 124.00
Hourly/FTE Positions 10.00 11.50 10.50 10.50
C-4
PUBLIC SAFETY |
FIRE DEPARTMENT: ADMINISTRATION
Account: 0012200
0012210
0012251 0012253
Fund: General
ABOUT
Fire Administration provides leadership, strategic planning and organizational support for the entire
department.
SERVICES
• Administer directives, policies and procedures
• Compile data and analyze business intelligence
• Monitor budgets, contracts, procurement, payroll and accounting processes
• Oversee mutual aid reimbursement
• Research and support grant programs and opportunities
• Manage public records requests and document retention
• Support employee performance and compliance processes and records
• Establish and maintain administrative tools, resources and guides
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $612,802 $565,582 $609,142 $646,716
Retirement Benefits 210,682 165,912 177,943 210,378
Health Insurance 82,573 64,703 87,273 59,756
Other Personnel Expenses 79,998 72,001 76,155 85,740
Personnel Services Subtotal 986,055 868,198 950,513 1,002,590
Operating Expenses
Professional & Contract Services 1,195,366.00 1,427,044 1,396,750 1,828,250
Supplies & Materials 70,511 46,691 82,299 74,799
Repair & Maintenance 2,434 1,584 650 650
Interdepartmental Charges 3,041,512 3,462,991 3,511,279 4,630,208
Other Operating Expenses 17,783 9,555 500 1,000
Capital Outlay 0 - - -
Operating Expenses Subtotal 4,327,606 4,947,865 4,991,478 6,534,907
TOTAL EXPENDITURES $5,313,661 $5,816,063 $5,941,991 $7,537,497
Full Time Positions 5.00 4.00 5.00 5.00
Hourly/FTE Positions 0.50 0.50 0.50 0.50
C-5
RECENT ACCOMPLISHMENTS
• Finalized Public Safety Element of the General Plan to help identify and mitigate community
safety risks
• Developed Fire Operations Intelligence System to make informed and timely deployment
decisions using dispatch data for real-time insights, visualizations and performance measures
• Managed Fire Administration renovation and relocation project to enhance workspace
efficiency, technological capabilities and security measures
• Implemented administrative realignment strategies to improve efficiency and effectiveness
across department
• Administered new Public Provider Ground Emergency Medical Transportation
Intergovernmental Transfer reimbursement program
GOALS
• Adopt best practice-based response time policy according to risk type
• Identify and acquire property for permanent Fire Station 7
• Participate in mandated Medicare Ground Ambulance Data Collection System
• Create tracking database and replacement schedule for major department assets
C-6
PUBLIC SAFETY |
FIRE DEPARTMENT: EMERGENCY OPERATIONS
Account: 0012220-29
0012250
0012252
Fund:
General
ABOUT
The Emergency Operations Bureau safeguards life, property and the environment through 24-hour
fire suppression, rescue, marine safety, disaster mitigation 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
• Develop and supervise employee health and wellness programs
• Coordinate Fire Explorer Program and fire service career development opportunities
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $14,834,351 $16,750,505 $18,019,888 $18,922,448
Retirement Benefits 5,100,171 4,503,631 5,261,781 5,814,253
Health Insurance 1,614,927 1,780,512 2,069,660 2,198,108
Other Personnel Expenses 1,351,310 1,471,474 1,683,577 1,894,433
Personnel Services Subtotal 22,900,759 24,506,122 27,034,906 28,829,242
Operating Expenses
Professional & Contract Services 197,349 163,249 206,504 303,674
Supplies & Materials 850,264 909,110 911,017 978,277
Repair & Maintenance 66,849 75,317 73,800 73,800
Interdepartmental Charges 236,381 333,131 493,664 794,000
Other Operating Expenses 192,849 216,953 263,183 273,633
Capital Outlay 1,062,410 488,331 0 75,400
Operating Expenses Subtotal 2,606,102 2,186,091 1,948,168 2,498,784
TOTAL EXPENDITURES $25,506,861 $26,692,213 $28,983,074 $31,328,026
Full Time Positions 94.00 107.00 107.90 108.00
Hourly/FTE Positions 8.50 10.50 9.50 9.50
C-7
RECENT ACCOMPLISHMENTS
• Executed Data Sharing Agreement with the County of San Diego to protect the collection,
use and disclosure of sensitive emergency medical patient data
• Deployed automated controlled narcotic medication tracking and reporting system to
comply more quickly and accurately with Drug Enforcement Administration regulations
• Replaced ambulance gurneys with electrically powered lifting and loading capabilities to
increase personnel and patient safety
• Started referral program to improve healthcare access for homeless population
• Utilized opioid settlement funds to support community health
• Received designation as Regional Task Force 13 by California Office of Emergency Services
• Installed Hi-Lo warning sirens in fire apparatus to assist in major emergencies requiring
immediate evacuation
• Developed Fire Station Master Plan to identify and prioritize current and future fire station
needs
GOALS
• Attain United States Lifeguard Association Accreditation to demonstrate compliance with
national standards for open water lifeguard training programs
• Update Local Agency Formation Commission Municipal Service Review which evaluates
adequacy and efficiency of fire and emergency medical services provided by a public agency
• Update Insurance Services Office classification which rates fire response and mitigation
capabilities and helps insurance companies establish fire insurance premiums for residential
and commercial properties
• Migrate mobile data computers to iPads on all fire apparatus to increase coordination,
improve safety and boost situational awareness for emergency response personnel
• Increase community and city staff trainings for CPR and overdose recognition and response
to improve awareness and capabilities during emergencies
Performance Measure
CY 2023
Actual
CY 2024
Estimated
CY 2025
Projected Benchmark
Related Strategic
Plan Goal
Fire turnout, 90th
percentile time 01:49 01:50 01:50 ≤ 2 minutes,
at least 90%
of the time
Quality of
Life & Safety
EMS patient satisfaction
rating 96.7% 98.0% 98.0% > 95% Quality of
Life & Safety
C-8
PUBLIC SAFETY |
FIRE DEPARTMENT: COMMUNITY RISK REDUCTION
Account: 0012235
0012240-0012243 0012260
Fund: General
ABOUT
The Community Risk Reduction Bureau mitigates all types of hazardous conditions and ensures
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
• Install and test smoke alarms in Carlsbad homes
• Coordinate outreach and education programs promoting fire safety tips and prevention
• Disseminate timely and accurate department information through various media platforms
• Provide leadership to community organizations to help ensure readiness to prevent, protect
against, mitigate, respond to and recover from all threats and hazards
• Direct, conduct and implement city-level emergency plans, programs, trainings and exercises
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $1,302,536 $1,353,178 $1,374,958 $1,430,973
Retirement Benefits 482,303 425,381 473,286 539,949
Health Insurance 183,987 166,569 196,460 190,996
Other Personnel Expenses 183,446 168,040 161,515 181,144
Personnel Services Subtotal 2,152,272 2,113,168 2,206,219 2,343,062
Operating Expenses
Professional & Contract Services 202,041 194,007 249,080 249,180
Supplies & Materials 42,167 25,330 59,450 57,650
Repair & Maintenance 85 290 0 -
Interdepartmental Charges 459,710 403,115 444,038 425,665
Other Operating Expenses 7,825 17,661 20,500 22,500
Capital Outlay 0 0 - -
Operating Expenses Subtotal 711,828 640,403 773,068 754,995
TOTAL EXPENDITURES $2,864,100 $2,753,571 $2,979,287 $3,098,057
Full Time Positions 12.00 12.00 11.10 11.00
Hourly/FTE Positions 1.00 0.50 0.50 0.50
C-9
• Coordinate multi-department citywide emergency operations
• Support large-scale emergency response operations through the Emergency Operations
Center
RECENT ACCOMPLISHMENTS
• Launched FireSafe Carlsbad to provide cost-free inspections and fire safety training programs
for businesses with commercial cooking operations
• Created educational outreach programs to improve lithium-ion battery safety awareness
• Established public information office to facilitate department communications and media
relations
GOALS
• Adopt citywide Fire Hazard Severity Zone map by ordinance
• Update City Landscape Manual to incorporate new fuel modification guidelines which help
reduce the threat of wildfire by increasing defensible space between development and
nature
• Develop Memorandum of Understanding with the County of San Diego to conduct annual
fire inspections at the Carlsbad-McClellan Airport
• Deploy new regional mass notification system to initiate evacuations and disseminate
information throughout the community during an emergency
• Relocate Fire & Life Safety Division to the Police & Fire Headquarters
• Manage Emergency Operations Center renovation project to include structural and
technological enhancements
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage compliance
with Senate Bill 1205-
mandated inspections
100% 100% 100% 100% Quality of
Life & Safety
Percentage of fire plan
reviews conducted within
10 days of submittal
30% 75% 75% 90% Quality of Life & Safety
C-10
PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY
POLICE
• Administration, Police Grants & Asset Forfeiture
• Field Operations
• Support Operations
• Administrative Support Operations
• Professional Standards & Services
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 24,040,885$ 26,005,243$ 28,351,946$ 28,982,917$
Retirement Benefits 9,216,797 7,743,031 8,815,694 9,579,103
Health Insurance 2,459,113 2,464,982 2,902,722 3,142,310
Other Personnel Expenses 3,022,563 3,447,941 4,198,805 4,793,736
Personnel Services Subtotal 38,739,358 39,661,197 44,269,167 46,498,066
Operating Expenses
Professional & Contract Services 1,723,964 1,596,390 1,688,452 1,946,442
Supplies & Materials 902,857 723,324 444,505 534,475
Repair & Maintenance 208,560 592,601 260,425 236,050
Interdepartmental Charges 7,432,859 7,757,684 8,678,004 10,374,176
Other Operating Expenses 597,502 602,715 644,100 622,705
Capital Outlay 1,491,767 707,118 800 372,766
Operating Expenses Subtotal 12,357,509 11,979,832 11,716,286 14,086,614
TOTAL EXPENDITURES 51,096,867$ 51,641,029$ 55,985,453$ 60,584,680$
General Fund 50,824,125 51,115,854 55,615,155 60,193,850
Special Revenue Fund 272,742 525,175 370,298 390,830
TOTAL FUNDING 51,096,867$ 51,641,029$ 55,985,453$ 60,584,680$
Full Time Positions 186.00 187.00 187.00 187.00
Hourly/FTE Positions 2.00 3.18 2.18 2.18
C-11
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATION, POLICE GRANTS &
ASSET FORFEITURE
Account: 0012110 121-122
123
124
Fund: General Special Revenue-Asset Forfeiture
Special Revenue-COPS Fund
Special Revenue-Public Safety Grants
ABOUT
This division develops and administers programs that support the city’s and the Police Department’s
statement of values in a manner responsive to the city and its residents. This division establishes
policies and long-range plans to meet department goals and city needs. Administration is also
responsible for police grants, which includes federal and state asset forfeiture, the Citizens’ Option
for Public Safety, the Justice Assistance Grant, the Urban Areas Security Initiatives Program and the
Office of Traffic Safety.
SERVICES
• Develop and manage programs that reduce crime, encourage resident engagement and
improve community safety
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,065,140$ 1,124,323$ 1,083,776$ 1,099,834$
Retirement Benefits 369,494 305,971 346,556 385,711
Health Insurance 87,122 90,929 99,008 154,254
Other Personnel Expenses 116,424 131,169 176,223 201,432
Personnel Services Subtotal 1,638,180 1,652,392 1,705,563 1,841,231
Operating Expenses
Professional & Contract Services 886,315 862,989 886,000 907,600
Supplies & Materials 60,711 86,279 78,000 152,500
Repair & Maintenance 2,285 371,381 54,000 400
Interdepartmental Charges 3,964,449 4,276,889 4,799,503 5,608,031
Other Operating Expenses 327,630 309,729 369,500 359,500
Capital Outlay 1,105,269 180,698 800 -
Operating Expenses Subtotal 6,346,659 6,087,965 6,187,803 7,028,031
TOTAL EXPENDITURES 7,984,839$ 7,740,357$ 7,893,366$ 8,869,262$
General Fund 7,712,097 7,215,182 7,523,068 8,478,432
Special Revenue Fund 272,742 525,175 370,298 390,830
TOTAL FUNDING 7,984,839$ 7,740,357$ 7,893,366$ 8,869,262$
Full Time Positions 7.00 8.00 8.00 8.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-12
• 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
• Use grants to purchase police equipment, supplement staffing costs and assist with training
RECENT ACCOMPLISHMENTS
• Began final phase of Police & Fire Headquarters remodel
• Conducted two Police Citizens Academy sessions and one city Citizens Academy
• Established the Community-Police Engagement Commission, with all Commissioners working
on completing the first year of requirements for their seated positions
• Completed an evaluation of department response times for calls for service in an effort to
provide the highest level of service
• Used social media to enhance transparency within the Police Department
• Purchased replacement taser devices to outfit officers and rangers
• Expanded the E-Citation program from being in the Traffic Division to now being department
wide
• Created a Training Sergeant position to provide consistency in training scheduling and
coordination and employee onboarding, as well as to enhance and formalize our current
training practices from each training specialty
• Planned a survey with the community regarding trust in the Police Department
• Used the Citizens’ Option for Public Safety grant to supplement staffing costs
• Used the Justice Assistance Grant to purchase traffic enforcement equipment and narcotic
detection canine training
• Used the Homeland Security Grant to purchase radio batteries and custom active shooter
trauma kits
• Used the Urban Areas Security Initiatives Program to train personnel in close quarters
clearance
• Used the Office of Traffic Safety Grant to organize DUI/DL checkpoints, conduct DUI
saturation patrols, and purchase e-citation printers, portable light towers and bicycle
helmets to distribute to community members
• Used the Alcoholic Beverage Control Grant to expand the department’s efforts in addressing
alcohol related problems with licensed establishments and purchase equipment
• Used the Officer Wellness and Mental Health Grant Program to purchase new gym
equipment
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 services
• Work cross-departmentally with city staff who specialize in data and innovation to increase
accuracy, efficiency and transparency in the department’s data
• Research innovative technology that will assist in building a real-time crime center
• Continue to seek grant funding for necessary equipment
• Continue to collaborate with the Fire Department on grant management
• Continue to procure items or services for the Officer Wellness and Mental Health Grant
Program to support sworn personnel
C-13
PUBLIC SAFETY |
POLICE DEPARTMENT: FIELD OPERATIONS
Account: 0012120
0012123-2125 0012127-2129
Fund: General
ABOUT
The Field Operations Division includes patrol, canines, SWAT, lagoon patrol and police rangers.
SERVICES
• Respond to calls for emergency and non-emergency services
• 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
• Staff major public events in the city with Patrol and SWAT team members to respond to
immediate, life-threatening emergencies
• Conduct field interviews and take reports at incidents like crimes, arrests and traffic collisions
• Enforce laws and ordinances, preserve the peace and provide for the protection of life and
property through proactive programs of enforcement and prevention
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 11,629,683$ 12,030,528$ 13,282,443$ 13,608,607$
Retirement Benefits 4,646,939 3,859,669 4,246,687 4,710,926
Health Insurance 1,122,739 1,100,627 1,290,138 1,342,738
Other Personnel Expenses 1,399,103 1,588,072 1,786,763 2,145,480
Personnel Services Subtotal 18,798,464 18,578,896 20,606,031 21,807,751
Operating Expenses
Professional & Contract Services 42,191 53,438 64,000 270,500
Supplies & Materials 383,923 417,999 154,230 170,925
Repair & Maintenance 11,632 9,155 1,350 7,860
Interdepartmental Charges 2,452,541 2,518,782 2,836,615 3,559,568
Other Operating Expenses 113,458 146,504 122,500 119,150
Capital Outlay 215,262 103,881 - -
Operating Expenses Subtotal 3,219,007 3,249,759 3,178,695 4,128,003
TOTAL EXPENDITURES 22,017,471$ 21,828,655$ 23,784,726$ 25,935,754$
Full Time Positions 88.50 86.50 81.00 84.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-14
Police Activity CY 2019 CY 2020 CY 2021 CY 2022 CY 2023
Police activities/Calls for service 112,323 110,448 107,156 103,192 114,786
Number of cases 8,744 8,222 8,704 8,348 8,389
911 calls 33,061 31,642 36,154 34,550 35,926
Total phone calls 157,587 162,055 162,541 148,819 144,662
RECENT ACCOMPLISHMENTS
• Received an approval rating of 4.51 out of 5, based on 8,326 people surveyed when asked
how they would rate the officer they interacted with
• Conducted Active Shooter Training with special attention to schools and staged a training
event at Calavera Hills Middle School
• Conducted a public safety review of the current TGIF Concerts in the Park and recommended
enhanced security measures to better align with best practices in policing
• Formalized critical incident debriefing protocol and documentation to ensure that the
department maximizes the learning potential of unique incidents
• Reassigned Community Service Officers to the front desk of the newly remodeled Police &
Fire Headquarters to better serve the public
• Updated personnel quarterly evaluation and assignment selection procedures to improve
consistency in employee feedback and transparency in career direction and opportunity
• Issued new ballistic plates, helmets and trauma kits to patrol officers, and implemented
standardized procedures for trauma kit deployment
Metrics
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected
Suspects arrested with License Plate Readers* 61 62 65
Vehicles recovered with License Plate Readers 80 70 75
*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
GOALS
• Continue to work with schools to improve cooperation and collaboration during 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
• Better track resource allocations during both normal operations and critical incidents
• Continue to evaluate the department’s response time for calls for service
Performance Measures
CY 2021
Actual
CY 2022
Actual
CY 2023
Actual Benchmark
Related Strategic
Plan Goal
Priority 1 calls for service
response time 4:49 5:07 6:17 6:00 Quality of
Life & Safety
Priority 2 calls for service
response time 9:17 10:54 14:00 N/A Quality of
Life & Safety
Priority 3 calls for service
response time 42:13 48:45 32:56 N/A Quality of
Life & Safety
Priority 4 calls for service
response time 25:45 28:59 29:24 N/A Quality of
Life & Safety
C-15
PUBLIC SAFETY |
POLICE DEPARTMENT: SUPPORT OPERATIONS
Account: 0012115
0012121 0012126 0012130-2138 0012142-2143
Fund: General
ABOUT
The Support Operations Division includes the Crime Suppression Team, Homeless Outreach Team,
Investigations Division, Traffic Division, Family Services, Property & Evidence, and Fleet Operations.
SERVICES
• Conduct follow-up investigations leading to the identification and apprehension of persons
responsible for the commission of crimes
• Collect and process evidence collected in the field by police employees
• Provide support to divisions to assist with meeting goals
• Assist in the preservation of all life and ensure a safe resolution to critical incidents
• Investigate and follow up on crime and incident reports as they relate to the family
• Assist in the coordination of diversion, prevention and education activities
• Provide and manage the department’s fleet
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 8,504,741$ 9,455,061$ 10,317,039$ 10,383,424$
Retirement Benefits 3,289,520 2,775,770 3,439,676 3,545,448
Health Insurance 893,813 900,455 1,027,297 1,123,496
Other Personnel Expenses 989,371 1,115,396 1,532,583 1,637,419
Personnel Services Subtotal 13,677,445 14,246,682 16,316,595 16,689,787
Operating Expenses
Professional & Contract Services 621,858 579,572 593,252 644,842
Supplies & Materials 122,068 90,099 88,775 88,450
Repair & Maintenance 38,608 48,004 29,800 57,820
Interdepartmental Charges 858,213 808,173 911,437 1,044,602
Other Operating Expenses 63,744 95,787 108,750 99,850
Capital Outlay 140,056 417,500 - -
Operating Expenses Subtotal 1,844,547 2,039,135 1,732,014 1,935,564
TOTAL EXPENDITURES 15,521,992$ 16,285,817$ 18,048,609$ 18,625,351$
Full Time Positions 58.50 59.50 66.00 63.00
Hourly/FTE Positions 0.00 1.18 1.18 1.18
C-16
CY 2021 CY 2022 CY 2023
Crimes against persons 27.48% 53.92% 57.2%
Crimes against property 6.14% 11.39% 16.4%
Crimes against society 69.14% 89.66% 94.66%
*Clearance rates reported last year are no longer used and are now reportable from the California Incident Based
Reporting System (CIBRS), which only has data dating back to 2021.
RECENT ACCOMPLISHMENTS
• Responded to 8,322 homeless-related calls for service last year, of which 3,754 calls were in
response to a specific request or complaint and 4,568 were proactive department-initiated
calls for service to help carry out city homelessness goals and enforce applicable laws
• Continued the process of installing in-car video into the marked police vehicle fleet
• Completed a re-organization of the Investigative Bureau which included reallocating two
positions to the Property Crimes Unit to better serve this unit
• Executed a contract for hazardous waste packaging, transportation and disposal to remain in
compliance with the County of San Diego and Environmental Protection Agency
• Began distribution of individually assigned vehicles for the take home vehicle program for
patrol personnel
• Developed and implemented an e-bike education program in conjunction with the city’s
Safer Streets Initiative
• Organized a working group of police department employees to assist the public information
officer with social media platforms
• Developed an employee climate survey in collaboration with the Police Officer’s Association
to determine how the department can improve
• Fully staffed the motor division for the first time in five years
GOALS
• Update and expand the deployment of the department’s drone fleet to cover all patrol shifts
• Implement the vehicle telematics testing phase
• Expand the less lethal program and provide training for all officers who may need to use a
less lethal device while involved in a critical incident. Currently, only certain officers are
trained to utilize these devices and this limits our ability to be effective with personnel
management in the field
• Routinely evaluate caseloads in the investigations divisions to monitor stress and wellness of
our detectives and to ensure that work is distributed properly
C-17
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINSTRATIVE SUPPORT OPERATIONS
Account: 0012144-2145 Fund: General
ABOUT
The Administrative Support Operations Division includes Crime Analysis, Communications and
Records.
SERVICES
• Provide police officers with actionable information by analyzing crime patterns and statistics,
and tracking trends
• Provide public safety communication including answering 9-1-1 and other calls and
dispatching appropriate emergency personnel
• Maintain and provide information and support for all records management, data entry and
processing, Public Records Act requests and retrieval of police records in accordance with
state-mandated procedures
RECENT ACCOMPLISHMENTS
• Received an approval rating of 4.66 out of 5 based on 8,570 people surveyed when asked
how they would rate dispatch services
• Deployed the new public alert messaging system known as Genasys
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 2,309,781$ 2,507,653$ 2,987,249$ 3,105,595$
Retirement Benefits 718,187 571,155 596,637 678,585
Health Insurance 293,340 282,746 406,174 431,133
Other Personnel Expenses 439,590 503,414 594,115 682,532
Personnel Services Subtotal 3,760,898 3,864,968 4,584,175 4,897,845
Operating Expenses
Professional & Contract Services 81,485 16,393 19,700 19,500
Supplies & Materials 256,950 25,620 29,250 25,500
Repair & Maintenance 155,479 164,061 175,000 169,950
Interdepartmental Charges 129,276 121,836 103,600 130,830
Other Operating Expenses 11,966 17,596 15,800 17,205
Capital Outlay 4,218 5,039 - -
Operating Expenses Subtotal 639,374 350,545 343,350 362,985
TOTAL EXPENDITURES 4,400,272$ 4,215,513$ 4,927,525$ 5,260,830$
Full Time Positions 28.00 28.00 28.00 28.00
Hourly/FTE Positions 1.00 1.00 0.00 0.00
C-18
• Received a passing score on the annual California Department of Justice Criminal Justice
Information Services audit for calendar year 2022
• Maintained the highest level of services despite staffing challenges in all three subdivisions
GOALS
• Incorporate existing and emerging public safety technologies to enhance our service to the
public, such as Live911 and Rapid Deploy
• Prepare for the statewide migration to Next Generation 911, an emergency communications
infrastructure enabling voice and multimedia communications between the 911 caller, the
dispatcher and officers in the field
• Continue to collaborate with IT to implement a new Computer Aided Dispatch system
• Evaluate schedules in dispatch in order to fill staff vacancies and increase retention
• Explore options to enhance the department’s resources to provide staff with the ability to
access, view and gather intelligence information in a more timely manner
Performance Measures
CY 2022
Actual
CY 2023
Estimated
CY 2024
Projected Benchmark
Related Strategic
Plan Goal
Percentage of 911 calls
answered within first 15
seconds
98.79% 97.90% 98%
90%
(national
standard)
Quality of Life & Safety
C-19
PUBLIC SAFETY |
POLICE DEPARTMENT: PROFESSIONAL STANDARDS & SERVICES
Account: 0012119
0012122
0012140
Fund: General
ABOUT
The Professional Standards & Services Division supports the Police Department in the form of
training, internal affairs, recruitment and hiring.
SERVICES
• Recruit new employees, organize testing programs and conduct mandated pre-employment
investigations and Peace Officer Standards and Training
• Establish, maintain and enforce department professional standards and coordinate all
department training
• Investigate complaints against police employees
• Provide information to the media to inform the public regarding crime activity in the city
• Develop and administer promotional testing within the police department
• Help improve the quality of life for city residents through crime prevention awareness and
education and help reduce the fear of crime through the dissemination of information
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 531,540$ 887,678$ 681,439$ 785,457$
Retirement Benefits 192,657 230,466 186,138 258,433
Health Insurance 62,099 90,225 80,105 90,689
Other Personnel Expenses 78,075 109,890 109,121 126,873
Personnel Services Subtotal 864,371 1,318,259 1,056,803 1,261,452
Operating Expenses
Professional & Contract Services 92,115 83,998 125,500 104,000
Supplies & Materials 79,205 103,327 94,250 97,100
Repair & Maintenance 556 - 275 20
Interdepartmental Charges 28,380 32,004 26,849 31,145
Other Operating Expenses 80,704 33,099 27,550 27,000
Capital Outlay 26,962 - - 372,766
Operating Expenses Subtotal 307,922 252,428 274,424 632,031
TOTAL EXPENDITURES 1,172,293$ 1,570,687$ 1,331,227$ 1,893,483$
Full Time Positions 4.00 5.00 4.00 4.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
C-20
RECENT ACCOMPLISHMENTS
• Updated the department policy and procedures manual to develop clear and comprehensive
policies that increase community engagement and foster cooperation
• Updated the Special Assignment and Promotion policy to monitor and regulate change
affecting Police Department personnel to prevent undue stress upon the department
• Updated the uniform and award manual to increase officer wellness, safety and job
satisfaction
• Updated the training master plan, which provides professional growth and continued
development for department personnel
• Received and conducted 33 internal affairs investigations (both internal and external)
ensuring good order and discipline within the department
• Hired 14 personnel in the police department including sworn, non-sworn and professional
staff in order to help fill vacancies
• Promoted 8 personnel within the department
• Held two family police academies to promote employee wellness and extend it to their
families
• Began utilizing inventory tracking software, Quartermaster, instead of spreadsheets to
increase accuracy and efficiency for the entire department
• Combined training groups to provide a more cohesive, joint training plan with an emphasis
on de-escalation principles
GOALS
• Continue to maintain adequate levels of staffing in all areas of the department
• Utilize new evaluation, training and selection procedures as a mechanism for employee
development and mentoring
• Create a leadership development program to cultivate desirable traits and capabilities in
individuals before they begin promotion process
D-1
PUBLIC WORKS
Public Works is responsible for planning,
providing and maintaining the infrastructure
that supports a high quality of life in the City
of Carlsbad. From city buildings and vehicles
to roads, habitat, safe, reliable water
supplies and more, Public Works oversees
responsible and sustainable management
practices for a wide variety of city assets.
This includes administration of the Capital
Improvement Program, a five-year budget
with a 15-year forecast that encompasses
planning, design and construction of road
and traffic improvements; major facilities
maintenance, repairs and renovation; storm
drain systems; water and wastewater
infrastructure; civic buildings and other
infrastructure projects. Public Works plays a
key role in promoting environmental
sustainability, enhancing options and
protecting public health and safety.
Paz Gomez
Deputy City Manager, Public Works
442-339-2751
paz.gomez@carlsbadca.gov
D-2
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 alignment to the Strategic Plan, Community Vision and other City
Council initiatives.
SERVICES
• Provide leadership and management support, operating budget oversight, Capital
Improvement Program (CIP) oversight, contract administration and records management
RECENT ACCOMPLISHMENTS
• Developed and implemented a pilot contractor performance evaluation program that
incorporates best practices from the What Works Cities program
• Implemented contractual requirements related to new and updated air quality regulations
from the California Air Resources Board
• Presented eight learning sessions for staff on topics such as conflict of interest, cooperative
purchasing and evaluative best practices
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $957,345 $798,582 $849,559 $867,300
Retirement Benefits 261,482 169,614 182,926 204,782
Health Insurance 98,468 70,661 72,179 80,252
Other Personnel Expenses 33,683 24,810 29,090 55,439
Personnel Services Subtotal 1,350,978 1,063,667 1,133,754 1,207,773
Operating Expenses
Professional & Contract Services 113,686 100,049 83,078 111,700
Supplies & Materials 18,643 18,812 8,046 9,546
Repair & Maintenance 3,153 1,910 2,100 7,100
Interdepartmental Charges 250,908 235,716 325,400 173,647
Other Operating Expenses 22,958 21,867 9,894 23,272
Capital Outlay 0 - - -
Operating Expenses Subtotal 409,348 378,354 428,518 325,265
TOTAL EXPENDITURES $1,760,326 $1,442,021 $1,562,272 $1,533,038
Full Time Positions 7.85 5.90 6.00 6.00
Hourly/FTE Positions 1.50 1.60 1.60 1.50
D-4
• Transformed the CIP process from a 15-year plan to a five-year budget that more directly
aligns with the Strategic Plan, provides for more accurate and timely cost estimates,
supports realistic project delivery timelines based on available resources, and offers
improved transparency in decision-making
• Updated Administrative Order 50 containing the CIP project scoring matrix to increase
weighting for project readiness and funding availability, and include equity analysis as a key
consideration
• Successfully implemented the first phase of a new enterprise asset management system,
which included the Facilities and Streets and Storm Drain Maintenance divisions, and
initiated the second phase with gathering requirements for the Utilities Department
GOALS
• Support an update of the city’s procurement policy and related administrative orders
• Complete major update to Public Works standard contract templates to reflect updated
Greenbook engineering standards and streamline language
• Continue to engage in the planning, design and implementation of a citywide portfolio
project management system, including CIP project management
• Continue to focus on employee coaching, development and training for staff at all levels
throughout the branch
D-5
PUBLIC WORKS |
CONSTRUCTION MANAGEMENT & INSPECTION
Account: 00185XX Fund: General ABOUT
Construction Management & Inspection ensures compliance with legal, regulatory and contractual
requirements during construction of CIP and private development projects.
SERVICES
• Manage construction of CIP projects and public works contracts for all city asset-managing
departments
• Inspect and oversee private development grading
• Inspect and oversee stormwater compliance and Green Infrastructure improvements and
maintenance
• Oversee all construction activity in the public right-of-way
RECENT ACCOMPLISHMENTS
• Implemented a new construction project management system to track resources, costs,
documentation and compliance for CIP projects
• Provided construction management and inspection services on significant CIP projects and
citywide emergency responses, including Safer Streets Together initiative, Trieste slope
repair, Avenida Encinas Coastal Rail Trail improvements, Recycled Water Phase 3 D-4
Reservoir and Downtown and Terramar Water Lines
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,567,875$ 1,781,181$ 1,636,110$ 1,615,046$
Retirement Benefits 450,194 415,260 373,801 408,043
Health Insurance 203,152 203,183 233,899 234,323
Other Personnel Expenses 55,815 56,130 59,530 63,768
Personnel Services Subtotal 2,277,036 2,455,754 2,303,340 2,321,180
Operating Expenses
Professional & Contract Services 212,748 203,657 242,209 242,209
Supplies & Materials 15,012 11,355 13,027 12,027
Repair & Maintenance 906 685 314 314
Interdepartmental Charges 387,526 406,978 684,756 477,302
Other Operating Expenses 16,027 14,301 14,260 15,260
Capital Outlay - - - -
Operating Expenses Subtotal 632,219 636,976 954,566 747,112
TOTAL EXPENDITURES 2,909,255$ 3,092,730$ 3,257,906$ 3,068,292$
Full Time Positions 15.20 16.20 15.00 15.00
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-6
• Provided construction inspection services for private development projects such as Marja
Acres, Ionis 21 & 22, Pacific Wind and Aviara Apartments
• Continued to inspect 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
GOALS
• Implement a pilot contractor performance evaluation process to improve accountability
during the course of a public works project
• Continue to 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
Green Infrastructure program, formerly known as the Treatment Control Best Management
Practices program, with the goal of receiving at least a 75% response rate on the annual
Green Infrastructure maintenance verification
• Continue to maintain stormwater compliance on CIP projects with a goal of no violations
from the Regional Water Quality Control Board
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage of property
owners that respond to
the annual Green
Infrastructure
maintenance verification
80% 75% 75% 75%
Sustainability &
the Natural
Environment
Construction
stormwater violations on
CIP projects
0 0 0 0
Sustainability &
the Natural
Environment
D-7
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: SUMMARY
ENVIRONMENTAL SUSTAINABILITY
• Climate Action Plan and Habitat Management
• Sustainable Materials Management
• Watershed Protection
ABOUT
The General Fund portion of the Environmental Sustainability Department budget includes the
Climate Action Plan and 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 & the Natural
Environment.
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,244,051$ 1,550,644$ 1,686,858$ 1,670,130$
Retirement Benefits 346,714 383,452 382,291 416,075
Health Insurance 188,234 220,745 319,346 247,975
Other Personnel Expenses (207,306) 91,353 64,677 57,052
Personnel Services Subtotal 1,571,693 2,246,194 2,453,172 2,391,232
Operating Expenses
Professional & Contract Services 1,669,874 1,417,564 1,532,356 1,196,996
Supplies & Materials 77,212 144,559 52,570 60,407
Repair & Maintenance 305 5 50 50
Interdepartmental Charges 710,436 842,040 1,202,311 1,078,677
Other Operating Expenses 38,229 29,284 23,421 26,088
Capital Outlay 10,265 129,956 - -
Operating Expenses Subtotal 2,506,321 2,563,408 2,810,708 2,362,218
TOTAL EXPENDITURES 4,078,014$ 4,809,602$ 5,263,880$ 4,753,450$
General Fund 1,238,207 1,205,943 1,178,783 1,210,630
Enterprise Fund 2,839,807 3,603,659 4,085,097 3,542,820
TOTAL FUNDING 4,078,014$ 4,809,602$ 5,263,880$ 4,753,450$
Full Time Positions 11.95 17.60 17.50 16.50
Hourly/FTE Positions 1.50 1.50 1.50 1.50
D-8
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: CLIMATE ACTION PLAN AND
HABITAT MANAGEMENT
Account: 0015110 0015130 Fund: General
SERVICES
• Coordinate with multiple city departments to oversee Climate Action Plan (CAP)
implementation, collect monitoring data and prepare an annual report
• Provide updates to the CAP document as directed by the City Council
• Coordinate preparation of a community-wide greenhouse gas (GHG) emissions inventory
and forecast as needed
• Perform outreach and education related to CAP activities and respond to public inquiries
• Oversee and coordinate implementation of the Carlsbad Green Business Program
• Analyze new programs and pilot projects to assist with CAP implementation as appropriate
• Participate in groups such as the San Diego Regional Climate Collaborative and SANDAG
ReCAP Stakeholder Working Group
• Review GHG emissions data from SANDAG and incorporate into the CAP annual report
• Research and monitor upcoming regulations, funding opportunities and activities related to
climate mitigation and adaptation
• Monitor regional climate change preparedness activities
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 303,978$ 302,502$ 345,990$ 381,694$
Retirement Benefits 86,001 71,396 76,399 93,421
Health Insurance 34,082 36,234 37,068 44,033
Other Personnel Expenses 10,597 9,851 12,386 12,382
Personnel Services Subtotal 434,658 419,983 471,843 531,530
Operating Expenses
Professional & Contract Services 594,695 424,174 284,362 284,362
Supplies & Materials 41,383 9,635 6,307 6,307
Repair & Maintenance 18 - 20 20
Interdepartmental Charges 86,988 97,308 148,637 125,647
Other Operating Expenses 4,344 8,466 5,668 5,668
Capital Outlay - - - -
Operating Expenses Subtotal 727,428 539,583 444,994 422,004
TOTAL EXPENDITURES 1,162,086$ 959,566$ 916,837$ 953,534$
Full Time Positions 2.65 2.55 2.70 2.90
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-9
• Provide leadership and citywide coordination to ensure compliance with Habitat
Management Plan (HMP) regulations for private and CIP projects
• Conduct staff training for multiple city departments as necessary
• Oversee preserve managers to ensure HMP-compliant biological management, monitoring
and reporting across the citywide preserve system
• Collaborate with the U.S. Fish and Wildlife Service, California Department of Fish and Wildlife
and California Coastal Commission staff to ensure solutions-oriented HMP implementation
• Represent the city in regional conservation organizations, including San Diego Management
and Monitoring Program and SANDAG Habitat Conservation Taskforce
• Facilitate regional and local conservation-related scientific research, biological monitoring
and adaptive management
• Coordinate preserve inspection program and Ward’s weed control program
RECENT ACCOMPLISHMENTS
• Continued serving as a board member for the San Diego Regional Climate Collaborative, the
Alliance for Regional Collaboratives for Climate Adaptation and the California Green Business
Network
• Completed 74 Home Energy Score Assessments to assist residents with their home energy
usage and provide sustainable solutions
• Developed online interactive GIS map to provide the public with access to information about
HMP preserves and native species and habitats in the city
• Prepared Triennial Long-term Biological Monitoring Report, summarizing the status of
sensitive species in the city
• Performed GIS analysis to identify potential restoration opportunities throughout the HMP
preserve system
• Initiated pilot adaptive management program to enhance and protect two endangered plant
species and rare native grassland habitat
• Completed all municipal inspections as required by the Municipal Stormwater Permit
GOALS
• Adopt a comprehensive CAP update and begin implementation of the updated CAP
• Continue implementation of the Carlsbad Green Business Program
• Meet HMP regulatory requirements, including target preserve acres and report out to the
resource agencies and the public annually
• Implement a preserve inspection program to identify potential threats and implement a pilot
adaptive management project to address some of those threats
• Conduct HMP outreach to the community and city staff in multiple departments by
providing presentations and trainings
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
New Carlsbad Green
Business Program
certifications
9 19 15 N/A
Sustainability &
the Natural
Environment
Acreage goal added to
Habitat Management
Plan area
96% 96% 96% N/A
Sustainability &
the Natural
Environment
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 waste reduction, diversion and
proper disposal of solid waste. Division staff oversee the franchise agreement for waste hauling and
recycling services, Palomar Transfer Station agreement for disposal services, waste reduction and
diversion outreach and education programs and proper disposal of household hazardous waste.
SERVICES
• Represent the city at meetings with CalRecycle, businesses, residents and other stakeholders
• Improve the municipal waste reduction, diversion and other sustainability programs
• Prepare local, state and national grant applications with the City Council’s approval;
appropriate funds, implement grant activities, track expenses and submit grant reports
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 398,983$ 723,050$ 742,551$ 650,186$
Retirement Benefits 93,562 187,090 170,478 163,418
Health Insurance 52,543 87,708 165,175 83,652
Other Personnel Expenses 13,658 27,222 29,470 22,919
Personnel Services Subtotal 558,746 1,025,070 1,107,674 920,175
Operating Expenses
Professional & Contract Services 647,235 629,425 736,980 400,120
Supplies & Materials 29,359 126,961 35,163 44,200
Repair & Maintenance - - - -
Interdepartmental Charges 217,572 322,668 497,769 506,947
Other Operating Expenses 22,892 15,875 9,833 12,800
Capital Outlay 10,265 129,956 - -
Operating Expenses Subtotal 927,323 1,224,885 1,279,745 964,067
TOTAL EXPENDITURES 1,486,069$ 2,249,955$ 2,387,419$ 1,884,242$
General Fund 76,121 246,377 261,946 257,096
Enterprise Fund 1,409,948 2,003,578 2,125,473 1,627,146
TOTAL FUNDING 1,486,069$ 2,249,955$ 2,387,419$ 1,884,242$
Full Time Positions 2.80 9.65 8.65 7.30
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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 for the franchise
agreement, including trash and recycling services
• Submit required annual recycling, composting and disposal reports to CalRecycle as required
• Participate in regional activities with SANDAG Solid Waste Technical Advisory Committee
• Engage community to decrease waste and increase recycling and compost practices
RECENT ACCOMPLISHMENTS
• Provided outreach and education to all multifamily properties and businesses in the city on
new single-use plastics ordinances and organics requirements
• Hosted Fix-It clinic events, compost giveaway events and an e-waste collection event
• Implemented sharp collection program at various municipal facilities for residents
• Continued to work in all school districts assisting with education programs, staff training, and
incorporating the waste hauler
• Presented at the California Resource Recovery Association, Waste Expo and Sustainability,
Operations, Action, Resources conferences on sustainable initiatives implemented in the city
• Expanded edible food recovery efforts by providing funding opportunities to food recovery
organizations that supported local businesses
• Expanded Earth Month education and event activities to incentivize behavior change
• Reviewed special event applications for compliance with recycling and trash best practices
GOALS
• Monitor waste diversion and recycling programs at the Palomar Transfer Station
• Increase waste diversion in the commercial sector by focusing on technical assistance
targeting high trash-generating businesses with low diversion rates
• Continue tracking per capita disposal rate in pounds per person per day to verify accuracy
• Reduce the number of businesses without recycling or compost services to zero
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort,
Environmental Sustainability eliminated a vacant senior environmental specialist primarily
responsible for supervising staff and coordinating environmental sustainability programs to ensure
compliance with regulatory requirements of SB 1383. The duties will be reassigned to existing staff
with minimal service level impacts expected.
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Pounds per person sent
to landfill 7.8 lbs. 7.8 lbs. 7.5 lbs. N/A
Sustainability &
the Natural
Environment
Organics diverted from
the landfill
20,975
tons
24,120
tons
28,955
tons N/A
Sustainability &
the Natural
Environment
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 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 (Regional 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 California 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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 541,090$ 525,092$ 598,317$ 638,250$
Retirement Benefits 167,151 124,966 135,414 159,236
Health Insurance 101,609 96,803 117,103 120,290
Other Personnel Expenses (231,561) 54,280 22,821 21,751
Personnel Services Subtotal 578,289 801,141 873,655 939,527
Operating Expenses
Professional & Contract Services 427,944 363,965 511,014 512,514
Supplies & Materials 6,470 7,963 11,100 9,900
Repair & Maintenance 287 5 30 30
Interdepartmental Charges 405,876 422,064 555,905 446,083
Other Operating Expenses 10,993 4,943 7,920 7,620
Capital Outlay - - - -
Operating Expenses Subtotal 851,570 798,940 1,085,969 976,147
TOTAL EXPENDITURES 1,429,859$ 1,600,081$ 1,959,624$ 1,915,674$
Full Time Positions 6.50 5.40 6.15 6.30
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-13
• Conduct illicit discharge detection and elimination into the MS4 as required by the Municipal
Stormwater Permit, including responding to and investigating potential illicit discharges in the
city, performing field screening at major outfalls and managing a public hotline
• Compile the annual Jurisdictional Runoff Management Program report and prepare new
program documents at the beginning of each Municipal Stormwater Permit cycle
• Act as the lead division for planning and implementation of the statewide Trash
Amendments and incorporate them into the next Municipal Stormwater Permit
RECENT ACCOMPLISHMENTS
• 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 interdepartmentally to implement state mandated trash control measures to keep
trash out of the storm drain system and downstream waterbodies
• Hosted two Creek to Bay Cleanup sites and provided other outreach and education activities
within the city and regionally
• Completed all state mandated water quality monitoring and annual stormwater inspections
• Assisted the asset management team by creating stormwater GIS data for 111 development
projects
GOALS
• Implement a monitoring program to evaluate MS4 discharges, including receiving water
monitoring, MS4 water quality monitoring, sediment quality monitoring and various studies
• Implement a public outreach program to promote behavior changes that reduce the
discharge of pollutants into the MS4 and protect water quality in the 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
• Prepare for implementation of the revised Municipal Stormwater Permit which will include
new requirements to control trash
• Conduct all annual inspections of existing development and water quality monitoring
required by the Municipal Stormwater Permit
• Respond to at least 90% of illicit discharge emergencies within 45 minutes and detect and
eliminate 100% of illicit discharges
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage of emergency
response times under 45
minutes for illicit
discharges
100% 90% 90% 90%
Sustainability &
the Natural
Environment
Illicit discharges detected
and eliminated 100% 100% 100% 100%
Sustainability &
the Natural
Environment
D-14
PUBLIC WORKS |
FLEET & FACILITIES: SUMMARY
FLEET & FACILITIES
• Facilities
• Fleet Maintenance & Replacement
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 2,595,221$ 2,896,970$ 3,296,372$ 3,386,717$
Retirement Benefits 750,997 611,972 682,059 769,100
Health Insurance 491,384 529,529 621,793 652,776
Other Personnel Expenses (84,024) 153,544 132,211 127,420
Personnel Services Subtotal 3,753,578 4,192,015 4,732,435 4,936,013
Operating Expenses
Professional & Contract Services 1,035,773 1,337,151 887,371 885,371
Supplies & Materials 2,384,764 2,576,792 2,091,292 2,398,514
Repair & Maintenance 1,396,652 1,262,464 1,453,060 1,461,060
Interdepartmental Charges 800,736 786,546 1,455,622 948,285
Other Operating Expenses 611,319 629,450 629,674 632,668
Capital Outlay 3,642,867 1,650,055 1,068,564 4,598,574
Operating Expenses Subtotal 9,872,111 8,242,458 7,585,583 10,924,472
TOTAL EXPENDITURES 13,625,689$ 12,434,473$ 12,318,018$ 15,860,485$
General Fund 6,297,998$ 6,812,114$ 7,497,115$ 7,191,930$
Internal Service Fund 7,278,017$ 5,569,359$ 4,764,903$ 8,611,435$
Special Revenue Fund 49,674$ 53,000$ 56,000$ 57,120$
TOTAL FUNDING 13,625,689$ 12,434,473$ 12,318,018$ 15,860,485$
Full Time Positions 35.10 34.95 35.95 35.95
Hourly/FTE Positions 7.75 6.90 8.40 8.40
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 relocation
• Operate the Safety Training Center for public safety personnel training as well as provide
leasing and rental opportunities to federal, state and local agencies and programs
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,823,085$ 2,027,002$ 2,383,940$ 2,437,148$
Retirement Benefits 517,714 415,848 483,233 540,611
Health Insurance 325,513 345,885 438,791 440,694
Other Personnel Expenses 76,401 73,962 96,564 92,583
Personnel Services Subtotal 2,742,713 2,862,697 3,402,528 3,511,036
Operating Expenses
Professional & Contract Services 1,005,343 1,306,531 848,028 849,028
Supplies & Materials 658,866 726,504 585,319 581,819
Repair & Maintenance 964,153 801,167 1,067,966 1,067,966
Interdepartmental Charges 599,364 561,311 1,038,153 630,020
Other Operating Expenses 375,914 601,201 611,121 609,181
Capital Outlay 1,319 5,703 - -
Operating Expenses Subtotal 3,604,959 4,002,417 4,150,587 3,738,014
TOTAL EXPENDITURES 6,347,672$ 6,865,114$ 7,553,115$ 7,249,050$
General Fund 6,297,998$ 6,812,114$ 7,497,115$ 7,191,930$
Special Revenue Fund 49,674 53,000 56,000 57,120
Total Funding 6,347,672$ 6,865,114$ 7,553,115$ 7,249,050$
Full Time Positions 24.85 24.85 25.85 25.85
Hourly/FTE Positions 6.75 5.90 7.40 7.40
D-16
RECENT ACCOMPLISHMENTS
• Completed a citywide facility condition assessment and workplan to understand and plan for
future preventative maintenance needs
• Replaced antiquated security alarm systems at all city facilities to ensure more timely,
reliable responses
• Established facility asset management program that integrates with the city's newly
implemented enterprise asset management software
• Completed construction work for Phase 2 of the Police & Fire Headquarters renovation
project with Phases 3 and 4 in progress; Phase 4 includes the Emergency Operations Center
(EOC) wing reconfiguration project
• Completed the design work for the Monroe Street Pool Renovation/Replacement project
and submitted the design to the Community Development Department for permitting review
and approval
• Completed the design work and obtained a building permit for the Alga Norte Aquatic
Center family restroom and locker room renovations
• Awarded a contract for the audiovisual (AV) upgrade of the Schulman Auditorium
• Completed construction of the Leo Carrillo Ranch 7 building roof upgrade project, Senior
Center roof replacement project, Carlsbad Water Recycling Facility roof replacement project
and Calavera Hills Community Center refurbishment project
• Supported 124 training days for 19 outside agency leases at the Safety Training Center
• Recycled 1,428 pounds of brass shell casings, 450 pounds of lead and copper from indoor
shooting range activities and 1,732 pounds of scrap metal
GOALS
• Monitor building maintenance costs per square foot with the goal of limiting cost increases
to annual CPI; benchmark costs per square foot are from the International Facilities
Maintenance Association’s Benchmark Report for 2022 adjusted by CPI
• Develop a comprehensive facility electrical inspection and maintenance program
• Explore opportunities for projects to promote sustainable energy use and production
• Continue the city facility and parking lot light pole and fixture replacement project
• Complete construction of the State Street Parking Lot EV Charging project
• Complete construction of the Alga Norte Park family restroom and locker room renovations
• Obtain a permit for and start construction on the Fleet Maintenance Building renovation
• Start construction work for the Fleet Fuel Island Upgrade project
• Complete construction work for the Schulman Auditorium AV upgrade project
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Number of city-owned EV
charging stations 44 54 74 Annual
increases
Sustainability &
the Natural
Environment
Building maintenance
($/square foot) $5.15 $4.86 $5.03 $4.81
Organizational
Excellence &
Fiscal Health
D-17
PUBLIC WORKS |
FLEET & FACILITIES: FLEET MAINTENANCE & REPLACEMENT
Account: 6205460
6215461
Fund: Vehicle Maintenance Fund
Vehicle Replacement Fund
ABOUT
The city’s fleet consists of 490 vehicles and equipment necessary to achieve the city’s mission of
delivering quality and efficient services safely, affordably and in compliance with all relevant
regulations.
The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the
city’s fleet of vehicles and equipment. The fleet maintenance program is funded through charges to
departments based on vehicle type and utilization.
The fleet vehicle replacement program is funded through a replacement charge to departments for
each vehicle or equipment in service. This program funds asset replacement and vehicle outfitting.
Cost-effective vehicle procurement is achieved through cooperative purchasing agreements and
bidding processes. Revenue is collected from the sale of retired city fleet assets at auction and used
to offset future costs within respective departments.
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 772,136$ 869,968$ 912,432$ 949,569$
Retirement Benefits 233,283 196,124 198,826 228,489
Health Insurance 165,871 183,644 183,002 212,082
Other Personnel Expenses (160,425) 79,582 35,647 34,837
Personnel Services Subtotal 1,010,865 1,329,318 1,329,907 1,424,977
Operating Expenses
Professional & Contract Services 30,430 30,620 39,343 36,343
Supplies & Materials 1,725,898 1,850,288 1,505,973 1,816,695
Repair & Maintenance 432,499 461,297 385,094 393,094
Interdepartmental Charges 201,372 225,235 417,469 318,265
Other Operating Expenses 235,405 28,249 18,553 23,487
Capital Outlay 3,641,548 1,644,352 1,068,564 4,598,574
Operating Expenses Subtotal 6,267,152 4,240,041 3,434,996 7,186,458
TOTAL EXPENDITURES 7,278,017$ 5,569,359$ 4,764,903$ 8,611,435$
Full Time Positions 10.25 10.10 10.10 10.10
Hourly/FTE Positions 1.00 1.00 1.00 1.00
D-18
SERVICES
• Provide safe, appropriately managed and maintained vehicles for use by city staff, inspect
vehicles per requirements of the biennial inspection of terminals and smog programs and
maintain 24/7 road call services for emergency vehicles
• Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for
emergencies and monitoring fuel tanks in accordance with state and county regulations
• Evaluate the city fleet annually to identify units eligible for replacement or reduction in
accordance with Administrative Order 3
• Advise on development of specifications for purchase of replacement units that satisfy client
department requirements while optimizing life cycle return on investment in alignment with
the Climate Action Plan
• Purchase replacement units and identify opportunities to increase fleet electrification and
electric vehicle (EV) charging infrastructure
RECENT ACCOMPLISHMENTS
• Achieved recognition from the National Association of Fleet Managers as a Top 100 Fleet
• First municipality in the county to activate the SDG&E Power Your Drive for Fleets Make-
Ready Infrastructure Program
• Implemented global positioning system (GPS) vehicle telematics pilot for city vehicles
• Increased inventory of low-emission vehicles to 96 vehicles
• Activated 47 new vehicles and equipment and received $194,200 in revenue for the sale of
35 retired vehicles and equipment
• Completed a report on fleet replacement strategies to evaluate best procurement practices
• Purchased 10 additional level 3 DC EV fast chargers for installation at the fleet maintenance
facility, resulting in an estimated cost avoidance of $244,000 or 50%
GOALS
• In compliance with the updated Climate Action Plan and Strategic Plan, transition all
passenger fleet vehicle purchases to be electric vehicles, with the exception of public safety
vehicle purchases which will be electric where feasible
• Assess and improve fleet data management techniques and analytical processes for
enhanced city reporting capabilities
• Increase low- and zero-emission VMT to 40% of total annual fleet VMT or 1,000,000 miles
• Expand Electric DC Fast Charging capacity to 12 chargers by end of calendar year 2024
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Number of non-public
safety fleet vehicles that
are electric or hybrid
47 55 76
Consistent
annual
increases
Sustainability &
the Natural
Environment
Fleet vehicles ready for
active service 96.8% 98% 98% 98%
Organizational
Excellence &
Fiscal Health
City-related vehicle miles
traveled by
low/zero emission
vehicles
35% 38% 40% 25% by
2035
Sustainability &
the Natural
Environment
D-19
PUBLIC WORKS |
TRANSPORTATION: SUMMARY
TRANSPORTATION
• Storm Drain Maintenance & Engineering
• Traffic, Mobility, Transportation Engineering & Streets Maintenance
• Buena Vista Channel, Lighting & Landscaping Districts
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 3,606,940$ 4,053,009$ 4,337,789$ 4,390,652$
Retirement Benefits 1,136,512 1,008,461 993,367 1,113,442
Health Insurance 594,508 629,869 665,807 804,874
Other Personnel Expenses 141,036 168,943 162,686 216,142
Personnel Services Subtotal 5,478,996 5,860,282 6,159,649 6,525,110
Operating Expenses
Professional & Contract Services 1,257,360 2,022,171 1,417,716 1,411,316
Supplies & Materials 376,946 503,645 438,816 438,816
Repair & Maintenance 1,225,291 1,229,985 1,463,290 1,457,790
Interdepartmental Charges 1,982,950 2,456,324 2,983,971 3,854,054
Other Operating Expenses 749,114 826,961 717,132 714,732
Capital Outlay 143,200 558,337 80,000 80,000
Operating Expenses Subtotal 5,734,861 7,597,423 7,100,925 7,956,708
TOTAL EXPENDITURES 11,213,857$ 13,457,705$ 13,260,574$ 14,481,818$
General Fund 8,048,352 10,028,265 9,732,215 10,741,202
Enterprise Fund 1,904,811 2,026,321 1,865,537 2,001,426
Special Revenue Fund 1,260,694 1,403,119 1,662,822 1,739,190
TOTAL FUNDING 11,213,857$ 13,457,705$ 13,260,574$ 14,481,818$
Full Time Positions 43.70 43.60 43.80 43.80
Hourly/FTE Positions 1.94 1.50 1.50 1.50
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
• Completed the Agua Hedionda Creek vegetation removal between the bridges of Cannon
Road and El Camino Real
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $579,104 $606,752 $710,238 $646,306
Retirement Benefits 177,552 144,417 159,108 158,495
Health Insurance 98,148 100,542 117,861 132,828
Other Personnel Expenses 23,206 49,210 26,998 32,618
Personnel Services Subtotal 878,010 900,921 1,014,205 970,247
Operating Expenses
Professional & Contract Services 335,548 447,359 192,507 194,107
Supplies & Materials 26,876 30,180 24,600 24,600
Repair & Maintenance 596,171 649,851 600,900 600,900
Interdepartmental Charges 371,657 317,615 446,694 537,007
Other Operating Expenses 97,729 65,814 85,200 83,600
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,427,981 1,510,819 1,349,901 1,440,214
TOTAL EXPENDITURES $2,305,991 $2,411,740 $2,364,106 $2,410,461
General Fund 401,180 385,419 498,569 409,035
Enterprise Fund 1,904,811 2,026,321 1,865,537 2,001,426
TOTAL FUNDING 2,305,991$ 2,411,740$ 2,364,106$ 2,410,461$
Full Time Positions 7.10 7.00 7.35 6.60
Hourly/FTE Positions 0.98 0.50 0.50 0.50
D-21
• Completed approximately 1,800 lane miles of street sweeping bimonthly on all residential,
prime and major streets, removing 1,402 tons of debris that otherwise would end up in the
city’s storm drain system
• Completed Phase I of the Magnolia Avenue Storm Drain Improvements Project
• Responded to a storm-related local emergency to repair a split 24-inch storm drain pipeline
on Carlsbad Village Drive near Pontiac Drive and completed the work in less than a week
• Responded to a storm-related local emergency to remove vegetation and sediment in the
Buena Vista Creek concrete channel near El Camino Real, working closely with regulatory
agencies
• Responded to a storm-related local emergency to address slope repair behind residential
properties that front Trieste Drive east of El Camino Real and placed emergency protective
measures
• Responded to numerous storm-related issues that occurred due to atmospheric rivers with
record rains in January and February 2024 and placed emergency protective measures as
needed
• Cleared vegetation from three drainage outfalls entering the Buena Vista Creek channel
from the City of Oceanside
GOALS
• Complete update of the city’s Drainage Master Plan
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Linear feet of streets
swept to mitigate debris
1,800
(100%)
1,800
(100%)
1,800
(100%)
1,800
(100%)
Quality of
Life & Safety
Tons of debris removed
from city streets from
street sweeping
1,154 tons 1,402 tons 1,400 tons N/A Quality of
Life & Safety
Percentage of Agua
Hedionda Lagoon
channels cleaned
100% 100% 100% 100%
Sustainability &
the Natural
Environment
D-22
PUBLIC WORKS |
TRANSPORTATION: TRAFFIC, MOBILITY, TRANSPORTATION
ENGINEERING & STREETS MAINTENANCE
Account: 0018410 00186XX
00187XX
Fund: General
ABOUT
Traffic, Mobility, Transportation Engineering & 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 Safety and Mobility Commission
• Perform roadside maintenance including street signs, street legends, striping, graffiti and
trash removal, pothole and sidewalk repairs
• Develop plans, specifications and cost estimates and provide project and design
management of projects involving transportation assets
RECENT ACCOMPLISHMENTS
• Implemented a Bike Valet Program at TGIF concerts in the park and special events
• Completed El Camino Real and College Boulevard Intersection Improvements Project
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $2,878,496 $3,282,209 $3,462,840 $3,568,906
Retirement Benefits 914,632 823,941 795,441 909,235
Health Insurance 479,115 511,235 530,582 652,388
Other Personnel Expenses 111,847 113,934 129,190 174,505
Personnel Services Subtotal 4,384,090 4,731,319 4,918,053 5,305,034
Operating Expenses
Professional & Contract Services 828,656 1,435,297 1,011,158 1,003,158
Supplies & Materials 328,483 451,555 338,097 338,097
Repair & Maintenance 467,117 481,259 589,418 583,918
Interdepartmental Charges 1,295,617 1,761,273 2,065,772 2,791,612
Other Operating Expenses 200,009 223,806 231,148 230,348
Capital Outlay 143,200 558,337 80,000 80,000
Operating Expenses Subtotal 3,263,082 4,911,527 4,315,593 5,027,133
TOTAL EXPENDITURES $7,647,172 $9,642,846 $9,233,646 $10,332,167
Full Time Positions 34.65 34.65 34.50 35.25
Hourly/FTE Positions 0.97 1.00 1.00 1.00
D-23
• Completed the conceptual design for the South Carlsbad Boulevard Climate Adaption Study,
which spans one mile from Manzano Drive to Island Way
• Completed installation of the city’s first pedestrian hybrid beacon crossing signal on
Tamarack Avenue at Valley Street to enhance pedestrian visibility and enhance safety
• Completed Segment 2 of Avenida Encinas Coastal Rail Trail and Pedestrian Improvements
• Completed a neighborhood meeting for traffic calming projects on Hummingbird Road and
presented other traffic calming projects to the Traffic Safety and Mobility Commission for
review and the City Council for approval
• Completed implementation of leading pedestrian interval and countdown pedestrian signal
upgrades at 22 school locations and 10 locations in the Village as part of the local traffic
safety emergency to improve pedestrian visibility
• Completed construction of the Carlsbad Boulevard Pedestrian Improvement Project, which
included the city’s first in-pavement lighted crosswalks and other improvements such as
curb extensions at six locations on Carlsbad Boulevard
• Completed the East-West Corridors Emergency Resurfacing and Restriping Project, which
was initiated as part of the local traffic safety emergency and included road improvements
on Carlsbad Village Drive, Tamarack Avenue, Cannon Road, Poinsettia Lane, La Costa Avenue
and Olivenhain Road
• Completed Sidewalk Construction and Parking Lot Americans with Disabilities Act
Compliance Project, which involved construction of parking lots at Poinsettia Park, Holiday
Park, Calavera Hills Park, Village Arts Lot and in various Carlsbad Village locations
• Developed Safe Routes to School plans for Jefferson Elementary and Sage Creek High School
GOALS
• Finalize the revision of the Carlsbad Residential Traffic Management Program
• Complete traffic calming projects on Victoria Avenue, Highland Drive, Nueva Castilla Way,
Circulo Sequoia, Park Avenue, Black Rail Road, Plum Tree Road and Carrillo Way
• Develop Safe Routes to School plans at Aviara Oaks Elementary and Aviara Oaks Middle
Schools to make it safe, convenient, and fun for children to walk and bicycle to and from
schools, and continue this program annually at proposed schools
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage of residential
traffic-related requests
completed
97%
(138/143)
87%
(144/166) 95%
N/A;
consistent
with staff
capacity
Quality of
Life & Safety
Percentage of residential
traffic calming
neighborhood meetings
completed, based on
request
100%
(13/13)
100%
(1/1)
100%
(4/4) 100% Quality of
Life & Safety
D-24
PUBLIC WORKS |
TRANSPORTATION: BUENA VISTA CHANNEL, LIGHTING &
LANDSCAPING DISTRICTS
Account: 162 163
164
Fund: Special Revenue- Street Light Maintenance Special Revenue-Buena Vista Channel
Special Revenue-LLD 2
ABOUT
The Transportation Engineering Division provides oversight of the Buena Vista Creek Channel
Maintenance Assessment District, which funds costs for the maintenance of the Buena Vista Creek
Channel drainage system from Jefferson Street east to the South Vista Way bridge. The
Transportation Department also provides oversight of the Lighting & Landscaping District 2 and Street
Light Maintenance funds, which provide maintenance of streetlights, decorative lighting, street trees
and medians within the district boundaries covering newer developments in the city.
SERVICES
• 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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $149,340 $164,048 $164,711 $175,440
Retirement Benefits 44,328 40,103 38,818 45,712
Health Insurance 17,245 18,092 17,364 19,658
Other Personnel Expenses 5,983 5,799 6,498 9,019
Personnel Services Subtotal 216,896 228,042 227,391 249,829
Operating Expenses
Professional & Contract Services 93,156 139,515 214,051 214,051
Supplies & Materials 21,587 21,910 76,119 76,119
Repair & Maintenance 162,003 98,875 272,972 272,972
Interdepartmental Charges 315,676 377,436 471,505 525,435
Other Operating Expenses 451,376 537,341 400,784 400,784
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,043,798 1,175,077 1,435,431 1,489,361
TOTAL EXPENDITURES $1,260,694 $1,403,119 $1,662,822 $1,739,190
Full Time Positions 1.95 1.95 1.95 1.95
Hourly/FTE Positions 0.00 0.00 0.00 0.00
D-25
RECENT ACCOMPLISHMENTS
• Completed Phase 2 of the citywide streetlight fixtures replacement program to convert them
to light-emitting diodes (LED)
• Completed annual vegetation clearing and trash removal from the Buena Vista Creek
Channel Maintenance District and submitted a report to California Department of Fish and
Wildlife
GOALS
• Initiate Phase 3 of the Citywide Streetlight Replacement Program
• Monitor and continue program to clear vegetation entering the Buena Vista channel from
the City of Oceanside
• Clear 100% of the annual section of the channel for the Buena Vista Creek Channel
Maintenance District, which is 20% of the channel for the district each year
• Track and monitor areas for plant and trash removal for flood capacity purposes
• Track and monitor service times to ensure timely service for service requests
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Citywide Streetlight
Replacement Program
Audit and
bid of
Phase 2
complete
Phase 2
program
completed
Initiate
Phase 3
planning
100% Quality of
Life & Safety
Percentage of Buena
Vista Creek Channel
cleaned and reported for
permitting (equivalent to
20% of district annually)
100% 100% 100% 100%
Sustainability &
the Natural
Environment
D-26
PUBLIC WORKS |
UTILITIES: SUMMARY
UTILITIES
• Potable Water Operations
• Recycled Water Operations
• Wastewater Operations
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 5,538,360$ 6,166,382$ 6,883,606$ 7,074,608$
Retirement Benefits 1,651,672 1,412,569 1,494,179 1,740,693
Health Insurance 944,651 986,384 1,210,607 996,366
Other Personnel Expenses (1,281,540) 639,327 327,775 405,106
Personnel Services Subtotal 6,853,143 9,204,662 9,916,167 10,216,773
Operating Expenses
Professional & Contract Services 12,700,325 14,281,821 18,382,403 18,618,491
Supplies & Materials 28,976,575 29,582,207 34,826,472 38,008,440
Repair & Maintenance 437,116 237,849 433,521 579,793
Interdepartmental Charges 5,153,827 5,608,797 6,862,721 6,418,771
Other Operating Expenses 12,810,418 14,061,791 19,248,629 28,376,484
Capital Outlay 77,638 138,228 7,150 7,150
Operating Expenses Subtotal 60,155,899 63,910,693 79,760,896 92,009,129
TOTAL EXPENDITURES 67,009,042$ 73,115,355$ 89,677,063$ 102,225,902$
Full Time Positions 63.95 64.50 63.50 63.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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, 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, approximately 14,300 valves, 4,500 fire hydrants and 29,500 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. CMWD implements
a water asset management plan to minimize the total cost of owning and operating utility assets while
continuing to deliver high levels of service at acceptable levels of risk.
SERVICES
• 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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 2,775,502$ 2,989,633$ 3,297,868$ 3,377,622$
Retirement Benefits 777,841 660,682 722,595 834,310
Health Insurance 539,133 571,740 603,202 498,021
Other Personnel Expenses (934,811) 388,232 159,114 195,972
Personnel Services Subtotal 3,157,665 4,610,287 4,782,779 4,905,925
Operating Expenses
Professional & Contract Services 7,250,138 7,541,456 9,205,538 9,416,330
Supplies & Materials 26,320,138 26,280,782 31,440,899 34,565,384
Repair & Maintenance 384,355 223,572 290,050 458,550
Interdepartmental Charges 2,964,704 3,160,653 3,765,584 3,475,547
Other Operating Expenses 4,222,292 5,213,523 5,271,353 5,333,055
Capital Outlay 16,957 64,415 3,600 3,600
Operating Expenses Subtotal 41,158,584 42,484,401 49,977,024 53,252,466
TOTAL EXPENDITURES 44,316,249$ 47,094,688$ 54,759,803$ 58,158,391$
Full Time Positions 30.55 30.95 31.05 31.15
Hourly/FTE Positions 0.20 0.00 0.00 0.00
D-28
RECENT ACCOMPLISHMENTS
• Completed construction of the Downtown and Terramar small diameter water pipeline
replacement project
• Completed the inventory of lead service lines to comply with EPA’s recent Lead and Copper
Rule regulations
• Protected the potable water supply by testing approximately 285 city backflow devices and
conducting 158 cross-connection tests
• Completed the design to replace broken or malfunctioning valves at 20 operationally critical
locations to control flow and minimize disruption of service during shutdowns
• Substantially completed construction of the Palomar Airport water line replacement project
• Initiated the first phase of the Supervisory Control and Data Acquisition (SCADA)
replacement project to improve remote monitoring and control of critical water
infrastructure
• Completed scheduled inspection of reservoirs to inform future maintenance and updated
over 8,000 malfunctioning meter-data transmitters to improve efficiency and accuracy
GOALS
• Minimize costs to customers while continuing to provide high levels of service at acceptable
risk and meet all state and federal water quality standards for safe drinking water
• Optimize asset management by increasing the use of technology to improve and manage the
infrastructure system more efficiently and effectively
• Update the cost of services study to forecast financial needs and inform future rate
adjustments
• Initiate an update of the 2020 Risk and Resilience Assessment as required by the
Environmental Protection Agency
• Update the 2020 Urban Water Management Plan per state regulations
• Implement new regulations for water use efficiency standards issued by the Department of
Water Resources and the State Water Resources Control Board
• Proactively conduct leak detection surveys to identify where pipeline repairs may be needed
• Update the 2019 Potable Water Master Plan to evaluate the water distribution system and
inform operational modifications for better system performance, reliability and redundancy
and to identify system capacity needs for future growth
• Complete construction of the Carlsbad Boulevard at Terramar water main line replacements
• Complete construction of pressure regulating stations at El Fuerte Street and at Melrose
Drive and Poinsettia Lane
• Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100
miles of pipeline, or less, per the American Water Works Association
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 0.66 <3.4 <3.4 3.4-19.4 Quality of
Life & Safety
Percentage of annual
drinking water quality
standards met
100% 100% 100% 100% Quality of
Life & Safety
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 water
supply for non-potable purposes. Recycled water is not subject to state water conservation requirements.
CMWD implements a recycled water asset management plan to minimize the total cost of owning and
operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.
Delivery of this water includes the operation and maintenance of the recycled water system’s three
storage tanks, four pump stations, three pressure regulating stations, six pressure zones, approximately
97 miles of pipelines, 1,050 valves and 1,010 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.
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,040,554$ 1,237,172$ 1,310,203$ 1,372,294$
Retirement Benefits 350,713 290,526 266,704 330,041
Health Insurance 143,591 156,081 176,778 176,276
Other Personnel Expenses 41,288 52,192 57,615 76,390
Personnel Services Subtotal 1,576,146 1,735,971 1,811,300 1,955,001
Operating Expenses
Professional & Contract Services 1,425,672 1,568,675 2,373,450 2,291,424
Supplies & Materials 2,361,161 2,802,075 3,023,586 3,071,606
Repair & Maintenance 19,524 53 22,743 27,743
Interdepartmental Charges 818,951 936,876 1,168,003 990,319
Other Operating Expenses 3,581,538 3,144,958 3,448,290 2,476,606
Capital Outlay - - 1,750 1,750
Operating Expenses Subtotal 8,206,846 8,452,637 10,037,822 8,859,448
TOTAL EXPENDITURES 9,782,992$ 10,188,608$ 11,849,122$ 10,814,449$
Full Time Positions 13.30 12.75 10.85 11.45
Hourly/FTE Positions 0.10 0.50 0.50 0.50
D-30
SERVICES
• Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility,
reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters
• Treat wastewater to meet State of California Title 22 recycled water requirements
• Deliver recycled water for irrigation and some industrial uses through the recycled water
system
• 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
• Received an award of $1 million in recycled water grants
• Performed inspections at all recycled water use sites to inform site operators of any
modifications needed to comply with guidelines for the safe use of recycled water
• Completed recycled tank inspections and cleaning to proactively maintain system assets on a
regular 5-year cycle
• Initiated the first phase of the SCADA system replacement project to improve remote
monitoring and control of critical recycled water infrastructure
• Initiated construction of the roof replacement project at the Carlsbad Water Recycling Facility
to extend the life of system facilities
GOALS
• Complete construction of a new 1.5-million-gallon Phase 3 recycled water tank, D-4
• Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100
miles of pipeline, per the American Water Works Association, or less
• Update the cost of services study to forecast financial needs and inform future rate
adjustments
• Maintain recycled water cost at or below 75% of potable water irrigation cost to encourage
the use of recycled water
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 0 < 3.4 < 3.4 3.4-19.4 Quality of
Life & Safety
Cost of recycled water as
a percent of potable
water cost
72% 73% 75% < 75%
Organizational
Excellence &
Fiscal Health
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 270 miles of gravity main lines, six miles of pressurized main
lines, and approximately 6,200 access holes. The Utilities Department implements a robust
wastewater asset management program to minimize the total cost of owning and operating utility
assets while continuing to deliver high levels of service at acceptable levels of risk.
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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,722,304$ 1,939,577$ 2,275,535$ 2,324,692$
Retirement Benefits 523,118 461,361 504,880 576,342
Health Insurance 261,927 258,563 430,627 322,069
Other Personnel Expenses (388,017) 198,903 111,046 132,744
Personnel Services Subtotal 2,119,332 2,858,404 3,322,088 3,355,847
Operating Expenses
Professional & Contract Services 4,024,515 5,171,690 6,803,415 6,910,737
Supplies & Materials 295,276 499,350 361,987 371,450
Repair & Maintenance 33,237 14,224 120,728 93,500
Interdepartmental Charges 1,370,172 1,511,268 1,929,134 1,952,905
Other Operating Expenses 5,006,588 5,703,310 10,528,986 20,566,823
Capital Outlay 60,681 73,813 1,800 1,800
Operating Expenses Subtotal 10,790,469 12,973,655 19,746,050 29,897,215
TOTAL EXPENDITURES 12,909,801$ 15,832,059$ 23,068,138$ 33,253,062$
Full Time Positions 20.10 20.80 21.60 20.90
Hourly/FTE Positions 0.20 0.00 0.00 0.00
D-32
• Conduct closed-circuit camera reviews 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
• 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 construction of the Villas Lift Station Replacement project
• Completed construction to replace a gravity sewer pipeline in Kelly Drive
• Identified one mile of damaged pipe segments through proactive asset management and
rehabilitated these sections using cost-effective lining methods to extend the life of the
sewer system
• Started construction to replace aged sewer mains and access holes along Carlsbad Boulevard
and Cannon Road
• Started construction of the generator replacement project at the Poinsettia Lift Station for
system reliability where the existing generator is at end of its useful life
• Initiated the first phase of the SCADA system replacement project to improve remote
monitoring and control of critical wastewater infrastructure
GOALS
• Update the 2019 Sewer Master Plan to evaluate the wastewater collection system and
inform operational modifications for better system performance, reliability and redundancy
and to identify system capacity needs for future growth
• Minimize costs to customers while maintaining 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
• Complete the generator replacement project at Chinquapin Lift Station for system reliability
where the existing generator has met the end of its useful life
• Initiate the design of upgrades at Poinsettia, Cannon and Chinquapin lift stations
• Update the cost of services study to forecast financial needs and inform future rate
adjustments
• Perform an audit of the 2019 Sewer System Management Plan to assess and inform
modification to operations and maintenance programs, such as cleaning sewer pipe in line
with the department’s preventive maintenance schedule, to effectively prevent and
minimize sewer overflows
• Install additional access hole sensors at select locations to minimize the risk of sewer spills
using early detection of higher-than-expected flows in gravity sewer systems
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Rate of spills per 100
miles of pipe 0.38 < 0.38 < 0.38 0.2-7.0 Quality of
Life & Safety
Department goal for
amount of sewer pipe
cleaned per year
100% 100% 100% 100% Quality of
Life & Safety
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
• 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
E-2
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 and provides oversight and management of the city’s real estate assets.
SERVICES
Functional areas include department management, budget oversight and real estate services. The
Community Services Branch ensures that the city’s planning, land development engineering, building
and code enforcement policies are carried out, that affordable housing and homelessness programs
are administered, that lifelong learning is fostered, that library and cultural arts services are delivered,
that the city’s health and wellness are advanced through parks, recreation and senior services and that
the city’s real estate assets are well managed.
RECENT ACCOMPLISHMENTS
• Executed three agreements for cell site facilities on city properties generating extra revenue
• Initiated Surplus Land Act process to dispose of the Farmers and The Shoppes properties
• Completed 5-year update to the city’s Real Estate Strategic Plan
• Obtained City Council approval for citywide and Village & Barrio Objective Design Standards
for multifamily housing and mixed-use projects helping the city retain some control over new
development and streamline the city’s permitting process to comply with new state laws
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 416,086$ 421,111$ 382,197$ 389,249$
Retirement Benefits 122,145 101,615 88,542 100,018
Health Insurance 57,361 55,299 37,759 42,719
Other Personnel Expenses 13,731 12,775 11,530 10,747
Personnel Services Subtotal 609,323 590,800 520,028 542,733
Operating Expenses
Professional & Contract Services 14,057 11,682 9,000 9,000
Supplies & Materials 678 356 2,200 2,200
Repair & Maintenance - - - -
Interdepartmental Charges 38,496 43,632 52,433 36,578
Other Operating Expenses 1,025 261 1,750 1,750
Capital Outlay - - - -
Operating Expenses Subtotal 54,256 55,931 65,383 49,528
TOTAL EXPENDITURES 663,579$ 646,731$ 585,411$ 592,261$
Full Time Positions 3.00 3.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-4
• Completed Housing Element Rezone Program and Public Safety Element Update
• Developed a new permit-ready accessory dwelling unit program providing applicants with
pre-approved plans
• Growth Management Citizens Committee developed a report to update the current Growth
Management Plan and presented recommendations to the City Council in July 2023
• Updated the Homelessness Action Plan
• Administered the Affordable Housing Resale Program, with the purchase and sale of 4 units
• Received $1,162,504 Permanent Local Housing Allocation grant to support activities outlined
in the Homelessness Action Plan
• Secured a $2.3 million Encampment Resolution Grant to support people experiencing
homelessness in the Barrio Area
• Received a $2 million Capital Emergency Housing Grant to expand shelter options in the city
• Secured a $468,252 annual HUD Continuum of Care grant to expand the rapid re-housing
contract with Community Resource Center
• Completed an MOU with Carlsbad Friends of the Arts
• Launched Canto, a digital asset management system that will make digital resources like
historic photographs available to the community
• Completed the bid process for the technological upgrade to the Schulman Auditorium
• Completed the 2023-2030 Parks & Recreation Department Master Plan Update
• Completed Park-In-Lieu fee study and presented findings to City Council for consideration
• Improved driving range furniture and fixtures, including new turf tee line, bag racks and
automated ball machine, increasing driving range usage and revenue at The Crossings
GOALS
• Draft and finalize as many as four license agreements for cell site facilities on city properties
• Complete a lease extension for MAAC at the Library Learning Center
• Complete acquisition and disposition of the Chestnut Apartments property
• Complete Bluebeam Pilot Program, allowing staff to make corrections and comments
directly onto electronically submitted development plans and studies
• Research and update short-term rental permitting processes/business license fee collection
• Present to the City Council the program and schedule for implementing the
recommendations from the Carlsbad Tomorrow: Growth Management Citizens Committee
• Continue implementation of the remaining Housing Element program objectives
• Complete processing of rental assistance vouchers for 25 non-elderly, disabled participants
• Initiate a $600,000 RFID hardware upgrade through the city’s technology project process
• Complete MOUs with Friends of the Library and Carlsbad Library & Arts Foundation
• Complete the technology upgrades for the Schulman Auditorium
• Host nine TGIF concerts with new security measures in place
• Pursue the CAPRA accreditation process to be re-accredited within the next two years
• Expand adult 50+ opportunities beyond the Senior Center to include an Older & Bolder Expo
• Develop a professional photography policy & fee schedule at Leo Carrillo Ranch Historic Park
• Plant 500 new trees consistent with the Community Forest Management Plan
• Increase number of recycling receptacles at city park and trail facilities by 63%
• Renovate the course restrooms and snack bar to improve guest experience at The Crossings
E-5
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY
COMMUNITY DEVELOPMENT
• Administration
• Land Development Engineering
• Planning
• Building
• Code Enforcement
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 5,010,684$ 5,118,694$ 5,644,085$ 5,761,325$
Retirement Benefits 1,500,121 1,222,132 1,250,462 1,414,426
Health Insurance 716,552 719,272 925,126 856,270
Other Personnel Expenses 195,485 189,711 213,684 194,461
Personnel Services Subtotal 7,422,842 7,249,809 8,033,357 8,226,482
Operating Expenses
Professional & Contract Services 1,637,536 2,617,306 1,305,683 955,683
Supplies & Materials 96,500 79,589 97,314 92,601
Repair & Maintenance 777 58 370 370
Interdepartmental Charges 1,094,448 1,335,324 1,550,984 1,693,726
Other Operating Expenses 38,518 61,725 25,250 29,963
Capital Outlay - - - -
Operating Expenses Subtotal 2,867,779 4,094,002 2,979,601 2,772,343
TOTAL EXPENDITURES 10,290,621$ 11,343,811$ 11,012,958$ 10,998,825$
General Fund 10,276,086$ 11,321,446$ 11,012,958$ 10,998,825$
Special Revenue Fund 14,535$ 22,365$ -$ -$
TOTAL FUNDING 10,290,621$ 11,343,811$ 11,012,958$ 10,998,825$
Full Time Positions 53.00 52.00 52.00 51.00
Hourly/FTE Positions 9.00 9.00 7.00 7.00
E-6
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: ADMINISTRATION
Account: 0013010 Fund: General
ABOUT
Community Development Administration provides leadership, financial assistance and administrative
support for the delivery of land development programs and services; plans for the efficient use of
resources and facilities; and provides liaison services, resource assistance and technical guidance to
the Historic Preservation Commission, Planning Commission and City Council. Community
Development Administration adds value to organizational processes and procedures to ensure best
practices are implemented and that they support the broader goals of the organization.
SERVICES
• Provide organizational leadership and administrative support
• Manage and oversee operating budget
• Manage contract administration and records
• Support the department’s business systems and technology
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 919,967$ 949,093$ 971,639$ 991,181$
Retirement Benefits 253,252 216,876 229,982 251,861
Health Insurance 131,212 126,866 149,355 154,123
Other Personnel Expenses 33,083 30,673 34,396 31,149
Personnel Services Subtotal 1,337,514 1,323,508 1,385,372 1,428,314
Operating Expenses
Professional & Contract Services 154,694 184,457 35,000 35,000
Supplies & Materials 31,004 25,923 44,387 44,387
Repair & Maintenance - 26 20 20
Interdepartmental Charges 168,132 341,076 244,918 291,062
Other Operating Expenses 3,992 8,566 3,700 3,700
Capital Outlay - - - -
Operating Expenses Subtotal 357,822 560,048 328,025 374,169
TOTAL EXPENDITURES 1,695,336$ 1,883,556$ 1,713,397$ 1,802,483$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 2.50 1.00 0.50 0.50
E-7
RECENT ACCOMPLISHMENTS
• Expanded the Customer Self Service Portal allowing customers to apply for more online
permits including Residential Pool, Commercial Solar and Commercial Signs
• Expanded Customer Self Service Portal to allow for digital uploads of residential solar
installation photos to streamline inspections
• Expanded the hotline appointment system to offer appointments for landscape submittals
• Launched SolarApp+ to allow same-day approval of typical solar photovoltaic installations
for contractors
• Beta-tested Electronic Review Pilot Program for paperless plan check/review in both
EnerGov and Bluebeam
• Added Private Property Permits as a new permit to EnerGov for better internal tracking
• Posted new bulletins to help the public understand complex and evolving land use issues
• Leveraged EnerGov to send system emails to customers during the development process to
keep them better informed on permit status
• Successfully executed a significant EnerGov system upgrade
• Updated the Community Development website with new content and improved organization
and resources, including updated and new informational bulletins
GOALS
• Continue to expand the use of the Citizens Access Portal to allow for the submittal and
review of more complex permit types
• Complete the Bluebeam Pilot Program pilot, 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 interactions
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
• Maintain the engineering section of the public counter
• Provide customer service and effective public information
RECENT ACCOMPLISHMENTS
• Updated the Best Management Practices Manual
• Completed a comprehensive update to the Transportation Demand Management Handbook
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,170,996$ 1,163,243$ 1,244,455$ 1,222,476$
Retirement Benefits 342,375 281,895 277,660 299,509
Health Insurance 200,704 199,446 223,862 201,192
Other Personnel Expenses 43,016 41,649 46,675 40,661
Personnel Services Subtotal 1,757,091 1,686,233 1,792,652 1,763,838
Operating Expenses
Professional & Contract Services 253,535 358,485 220,183 220,183
Supplies & Materials 3,081 3,941 4,400 2,400
Repair & Maintenance - - - -
Interdepartmental Charges 227,256 228,240 308,214 282,321
Other Operating Expenses 3,064 10,398 4,700 6,700
Capital Outlay - - - -
Operating Expenses Subtotal 486,936 601,064 537,497 511,604
TOTAL EXPENDITURES 2,244,027$ 2,287,297$ 2,330,149$ 2,275,442$
Full Time Positions 11.00 11.00 11.00 10.00
Hourly/FTE Positions 1.00 1.50 1.50 1.50
E-9
• Issued 1,042 engineering permits
• Performed 3,464 reviews for ministerial and discretionary permits
GOALS
• Implement processing changes to streamline permit reviews to consistently meet key
performance targets
• Continue to expand implementation of the Customer Self Service Portal to allow processing
of additional permit types, such as right-of-way permits
• Develop and test electronic plan checking
• Continue to refine procedures and adopt new technology to enhance the customer experience
• Complete discretionary permit plan check reviews within 21 days of submittal and building
permit plan check reviews within 14 days of submittal, at least 80% of the time
Performance Measure FY 2023
Actual FY 2024
Estimated FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage of discretionary permit plan check reviews
completed within 21 days
of submittal
81% 84% 80% ≥80%
Organizational
Excellence & Fiscal
Health
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
84% 78% 81% ≥80%
Organizational
Excellence & Fiscal
Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, Community
Development eliminated a vacant associate engineer position primarily responsible for performing
grading and improvement plan checks and discretionary permit reviews. The duties of this position
will be distributed to existing staff without a significant service level impact.
E-10
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: PLANNING
Account: 00132XX
1752510
Fund: General
Special Revenue – Habitat Mitigation
ABOUT
The Planning Division is responsible for developing, updating and maintaining the city’s land use
regulations (i.e., General Plan, Local Coastal Program and Zoning Ordinance) pursuant to City Council
direction and state mandates, as well as ensuring new growth and development complies with those
established regulations.
SERVICES
• Maintain and modify plans, ordinances and policies for housing and local coastal resource
plans
• Ensure new development adheres to all applicable land use codes, policies and regulations
• Ensure private and public projects comply with the California Environmental Quality Act and
the city’s environmental protection procedures
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,779,631$ 1,677,398$ 2,022,884$ 2,078,807$
Retirement Benefits 560,360 440,567 452,321 514,606
Health Insurance 205,721 187,142 289,155 253,654
Other Personnel Expenses 70,115 65,330 75,456 69,554
Personnel Services Subtotal 2,615,827 2,370,437 2,839,816 2,916,621
Operating Expenses
Professional & Contract Services 508,709 1,119,880 551,000 201,000
Supplies & Materials 38,821 25,393 32,650 30,650
Repair & Maintenance 287 - - -
Interdepartmental Charges 313,044 359,412 424,868 509,548
Other Operating Expenses 22,460 36,019 11,400 13,400
Capital Outlay - - - -
Operating Expenses Subtotal 883,321 1,540,704 1,019,918 754,598
TOTAL EXPENDITURES 3,499,148$ 3,911,141$ 3,859,734$ 3,671,219$
General Fund 3,484,613$ 3,888,776$ 3,859,734$ 3,671,219$
Special Revenue 14,535 22,365 - -
TOTAL FUNDING 3,499,148$ 3,911,141$ 3,859,734$ 3,671,219$
Full Time Positions 20.00 20.00 19.00 19.00
Hourly/FTE Positions 1.00 1.50 2.00 2.00
E-11
• Respond to questions and inquiries related to permit processing and development standards
• Provide technical support to the Planning Commission and the City Council
• Continuously enhance permit review process for efficiencies and implement streamlining
processes
RECENT ACCOMPLISHMENTS
• Worked with the City Council-appointed Growth Management Citizens Committee to
develop a report to update the current Growth Management Plan and presented report of
these recommendations to the City Council in July 2023 (Carlsbad Tomorrow Citizen's
Committee Recommendations)
• Developed and presented the Housing Sites Rezoning Program for City Council consideration
• Developed and presented citywide and Village & Barrio Objective Design Standards specific
to the village and barrio communities and citywide for multi-family housing for City Council
consideration
• Developed and presented a comprehensive update to the city’s Public Safety Element for
City Council consideration
• Received City Council approval to move forward with permitting Hope Apartments, a 156-
unit apartment complex
• Facilitated public projects such as Beach Access Repairs, East-West Corridor Multi-Modal
Safety Improvements, Terramar Area Water and Sewer, El Camino Real Widening from
Sunny Creek to Jackspar and Carlsbad Boulevard Restriping
• Presented options to and received direction from the City Council related to smoke-free
multi-family housing which is important to renters and owners in the city to limit their
exposure to secondhand smoke
GOALS
• Ensure discretionary plan check review completed within 30 days of submittal, at least 90%
of the time
• Ensure building permit plan check review completed within 14 days of submittal, at least
80% of the time
• Continue implementation of Housing Element program objectives
• Return to the City Council and initiate the next steps to implement the recommendations
from the Carlsbad Tomorrow: Growth Management Citizens Committee
Performance Measure FY 2022
Actual FY 2023
Actual FY 2024
Projected Benchmark
Related Strategic
Plan Goal
Percentage of discretionary permit plan check reviews
completed within 30 days
of submittal
86.3% 87% 94% ≥90%
Organizational
Excellence & Fiscal
Health
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
69.6% 61% 84% ≥80%
Organizational
Excellence & Fiscal
Health
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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 740,058$ 806,520$ 833,044$ 864,999$
Retirement Benefits 229,988 185,953 180,528 212,363
Health Insurance 127,233 135,124 153,419 144,052
Other Personnel Expenses 30,194 31,654 33,258 30,476
Personnel Services Subtotal 1,127,473 1,159,251 1,200,249 1,251,890
Operating Expenses
Professional & Contract Services 664,436 925,590 449,000 449,000
Supplies & Materials 3,971 9,364 4,127 3,414
Repair & Maintenance 457 21 250 250
Interdepartmental Charges 260,016 269,304 361,643 375,690
Other Operating Expenses 5,224 2,633 2,700 3,413
Capital Outlay - - - -
Operating Expenses Subtotal 934,104 1,206,912 817,720 831,767
TOTAL EXPENDITURES 2,061,577$ 2,366,163$ 2,017,969$ 2,083,657$
Full Time Positions 10.00 10.00 9.00 9.00
Hourly/FTE Positions 1.00 1.50 1.00 1.00
E-13
RECENT ACCOMPLISHMENTS
• Issued 5,352 building permits valued at over $313 million in 2023
• Conducted 13,607 inspection stops, resulting in 17,346 building inspections in 2023
• Launched SolarApp+ to allow the instantaneous approval of most solar photovoltaic
applications
• Implemented a digital inspection program for solar photovoltaic installations
• 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
Performance Measure FY 2023
Actual FY 2024
Estimated FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
78% 94% 85% ≥80%
Organizational
Excellence & Fiscal
Health
Percentage of building
inspections completed
within 24 hours of request
100% 97% 95% ≥80%
Organizational
Excellence & Fiscal
Health
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
• Proactively enforce violations, including graffiti, signs, active unpermitted construction
• 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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 400,032$ 522,440$ 572,063$ 603,862$
Retirement Benefits 114,146 96,841 109,971 136,087
Health Insurance 51,682 70,694 109,335 103,249
Other Personnel Expenses 19,077 20,405 23,899 22,621
Personnel Services Subtotal 584,937 710,380 815,268 865,819
Operating Expenses
Professional & Contract Services 56,162 28,894 50,500 50,500
Supplies & Materials 19,623 14,968 11,750 11,750
Repair & Maintenance 33 11 100 100
Interdepartmental Charges 126,000 137,292 211,341 235,105
Other Operating Expenses 3,778 4,109 2,750 2,750
Capital Outlay - - - -
Operating Expenses Subtotal 205,596 185,274 276,441 300,205
TOTAL EXPENDITURES 790,533$ 895,654$ 1,091,709$ 1,166,024$
Full Time Positions 5.00 4.00 6.00 6.00
Hourly/FTE Positions 3.50 3.50 2.00 2.00
E-15
RECENT ACCOMPLISHMENTS
• Developed a program and fee for returned prohibited temporary signs in the public right-of-
way
• Improved processes to better achieve targeted performance measures
• Conducted the Carlsbad’s first State Mobile Home Park Inspection for the California
Department of Housing and Community Development Mobile Home Park Maintenance
GOALS
• Research and update short-term rental permitting processes and business license fee
collection
• Continue to develop and expand enforcement tracking system to improve operations
management
• Develop a tracking system to report data on administrative activities performed within the
division
• Prioritize the safety and well-being of the community: close all Category 1 cases within three
business days of complaint, close all Category 2 cases within 30 business days of complaint,
and close all Category 3 cases within 50 business days of complaint, 80% of the time
Performance Measure FY 2022
Actual FY 2023
Actual FY 2024
Projected Benchmark
Related Strategic
Plan Goal
Percent of Category 1 cases
closed within three business
days of complaint 100% 100% 100% ≥80% Economic Vitality
Percent of Category 2 cases closed within 30 business
days of complaint 70% 85% 90% ≥80% Economic Vitality
Percent of Category 3 cases
closed within 50 business
days of complaint 67% 92% 90% ≥80% Economic Vitality
E-16
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUMMARY
HOUSING & HOMELESS SERVICES
• Housing Services
• Homeless Services
• Affordable Housing Programs
• Federally Funded Community Assistance Programs
• Successor Agency
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 993,770$ 1,351,613$ 1,670,299$ 1,693,014$
Retirement Benefits 280,853 338,493 361,984 406,246
Health Insurance 102,832 181,473 265,173 250,231
Other Personnel Expenses 38,517 50,502 63,325 55,219
Personnel Services Subtotal 1,415,972 1,922,081 2,360,781 2,404,710
Operating Expenses
Professional & Contract Services 1,169,814 1,832,504 1,616,141 1,656,901
Supplies & Materials 404,995 244,148 291,037 298,958
Repair & Maintenance 24 26 200 200
Interdepartmental Charges 379,115 507,696 454,534 491,771
Other Operating Expenses 12,089,525 13,677,117 13,558,886 13,563,847
Capital Outlay 13,111 363,864 7,300 8,070
Operating Expenses Subtotal 14,056,584 16,625,355 15,928,098 16,019,747
TOTAL EXPENDITURES 15,472,556$ 18,547,436$ 18,288,879$ 18,424,457$
General Fund 1,788,322$ 2,899,053$ 2,765,195$ 3,232,287$
Special Revenue Fund 12,663,435$ 14,626,910$ 14,464,184$ 15,182,170$
Trust Fund 1,020,799$ 1,021,473$ 1,059,500$ 10,000$
TOTAL FUNDING 15,472,556$ 18,547,436$ 18,288,879$ 18,424,457$
Full Time Positions 14.00 16.00 16.00 16.00
Hourly/FTE Positions 3.00 1.81 1.53 1.53
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 Hiring Center, supporting the
Carlsbad Housing Commission and the Agricultural Conversion Mitigation Fee Citizens Advisory
Committee.
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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 307,167$ 476,412$ 553,155$ 709,088$
Retirement Benefits 90,825 124,248 112,138 163,833
Health Insurance 27,343 55,228 64,554 101,408
Other Personnel Expenses 13,308 17,333 19,640 22,347
Personnel Services Subtotal 438,643 673,221 749,487 996,676
Operating Expenses
Professional & Contract Services 250,995 291,178 270,000 271,000
Supplies & Materials 12,003 13,417 12,400 12,400
Repair & Maintenance - - - -
Interdepartmental Charges 120,900 167,004 94,021 169,690
Other Operating Expenses 1,715 75,696 54,370 52,950
Capital Outlay - - - -
Operating Expenses Subtotal 385,613 547,295 430,791 506,040
TOTAL EXPENDITURES 824,256$ 1,220,516$ 1,180,278$ 1,502,716$
General Fund 824,256$ 1,182,296$ 1,150,278$ 1,472,716$
Special Revenue - 38,220 30,000 30,000
TOTAL FUNDING 824,256$ 1,220,516$ 1,180,278$ 1,502,716$
Full Time Positions 4.50 5.17 4.17 5.90
Hourly/FTE Positions 2.00 0.83 0.75 0.75
E-18
• Provide community education programs, including the Carlsbad Student Leader Academy for
high school students and CityStuff for third grade students
• Provide low income and homeless services support, including funding to the Carlsbad Hiring
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 and
Agricultural Conversion Mitigation Fee Citizens Advisory Committee
• Coordinate with Community Development Department on housing development review,
affordability compliance, Housing Element programs and regulatory compliance with state
housing laws
• Administer the Affordable Housing Resale Program and oversee compliance of existing
affordable housing portfolio
RECENT ACCOMPLISHMENTS
• Conducted the Carlsbad Student Leader Academy with 28 high school student participants
and the CityStuff program to 634 third grade students in 28 classrooms in partnership with 7
local elementary schools
• Administered the Affordable Housing Resale Program, including the acquisition of 4 units to
be sold qualified low-income buyers
• Facilitated affordable housing projects including 419 affordable dwelling units in various
stages of construction
• Received new state grant funds totaling $1,162,504 that will be used to support activities
outlined in the Homelessness Action Plan; staff will continue to apply for this ongoing
funding source each year
GOALS
• Continue 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 third-grade classrooms (40 total)
• Continue to support the Agricultural Conversion Mitigation Fee program
• Provide technical and administrative support to the Carlsbad Housing Commission
• Continue to support the Carlsbad Service Center that hosts the Carlsbad Hiring Center
• Continue to coordinate with Community Development Department on housing development
review, affordability compliance, Housing Element programs and regulatory compliance with
state housing laws
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Community Grants
dispersed $6,000 $5,000 $5,000 N/A Community
Character
Percentage of 3rd grade
classrooms in city
educated on civic
proficiency and
leadership
100% 100% 100% 100% Community
Character
E-19
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOMELESS SERVICES
Account: 0012540
1362610
Fund: General
Special Revenue - PLHA
ABOUT
The Homeless Services Division is responsible for leading all strategies, initiatives and actions related
to the city’s goal of addressing the complex needs of individuals experiencing or at risk of
experiencing homelessness in a compassionate and effective manner and reduce the impacts of
homelessness on the community. This division uses best practices, community input and feedback
from people with lived experience to implement solutions to prevent and reduce homelessness. The
strategies and initiatives surround three main areas of focus: shelter and housing, outreach and
access to services and public safety.
SERVICES
• Manage and implement the city’s Homelessness Action Plan
• Provide housing navigation services for persons at-risk of or experiencing homelessness
• Oversee the homeless outreach and case management contract
• Coordinate with neighboring jurisdictions and county resources on homelessness issues
• Oversee the limited-term motel voucher program
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 299,810$ 380,346$ 479,026$ 457,937$
Retirement Benefits 62,181 105,547 111,299 119,242
Health Insurance 32,200 58,921 73,405 74,889
Other Personnel Expenses 7,290 13,659 17,235 14,728
Personnel Services Subtotal 401,481 558,473 680,965 666,796
Operating Expenses
Professional & Contract Services 558,126 1,077,390 863,000 881,825
Supplies & Materials 3,005 14,968 16,000 16,000
Repair & Maintenance - - - -
Interdepartmental Charges - 62,412 46,449 71,700
Other Operating Expenses 1,454 3,514 1,127,629 123,250
Capital Outlay - - - -
Operating Expenses Subtotal 562,585 1,158,284 2,053,078 1,092,775
TOTAL EXPENDITURES 964,066$ 1,716,757$ 2,734,043$ 1,759,571$
General Fund 964,066$ 1,716,757$ 1,614,917$ 1,759,571$
Special Revenue - - 1,119,126 -
TOTAL FUNDING 964,066$ 1,716,757$ 2,734,043$ 1,759,571$
Full Time Positions 3.50 4.00 4.10 4.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-20
• Engage with community residents and businesses through regular communication efforts
• 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 contracts with the following entities:
o Community Resource Center, to provide employment and benefits services, as well as
rapid rehousing services, helping individuals and households experiencing homelessness
o Women’s Resource Center and Brother Benno’s, for shelter and homelessness
prevention services
o Urban Corps, to remove abandoned items and litter at homeless encampments
o Rocket John’s, to provide restroom and sanitation services across the city
RECENT ACCOMPLISHMENTS
• Updated the Homelessness Action Plan and Annual Funding 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 565 unduplicated individuals experiencing homelessness in the city via city-
funded homelessness service programs, helped transition 105 households into permanent
housing, placed 66 people into emergency shelters and cleaned up 106 encampments
• Secured a competitive Encampment Resolution Grant of approximately $2.3 million from the
State of California to support people experiencing homelessness in the Barrio Area
• Received a competitive $2 million Capital Emergency Housing Grant from the County of San
Diego to expand shelter options in the city
• Secured a $468,252 annual HUD Continuum of Care grant to expand the rapid re-housing
contract with Community Resource Center
• Assisted 45 households with 416 nights in the short-term motel voucher program
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 State of California Encampment Resolution Funding program grant to address
homelessness in the Barrio Area
• Implement a public facing dashboard of data on homelessness programs and statistics
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Unduplicated homeless
persons served 565 550 550 N/A Quality of
Life & Safety
Shelter placements 66 75 75 N/A Quality of
Life & Safety
Persons housed 62 70 70 N/A Quality of
Life & Safety
Encampments cleared 50 30 30 N/A Quality of
Life & Safety
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, 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.
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 20,667$ 49,011$ 97,639$ 95,391$
Retirement Benefits 14,885 11,673 22,526 23,888
Health Insurance 3,474 11,523 18,963 17,352
Other Personnel Expenses 2,559 2,222 4,012 3,287
Personnel Services Subtotal 41,585 74,429 143,140 139,918
Operating Expenses
Professional & Contract Services 322,866 335,550 357,141 399,086
Supplies & Materials 381,112 210,111 253,672 261,493
Repair & Maintenance - - - -
Interdepartmental Charges 64,224 63,990 58,423 25,032
Other Operating Expenses 329,655 387,325 453,377 450,628
Capital Outlay 13,111 363,864 7,300 8,070
Operating Expenses Subtotal 1,110,968 1,360,840 1,129,913 1,144,309
TOTAL EXPENDITURES 1,152,553$ 1,435,269$ 1,273,053$ 1,284,227$
Full Time Positions 0.60 0.80 1.20 1.10
Hourly/FTE Positions 1.00 0.06 0.06 0.06
E-22
SERVICES
• Administer the Housing Trust Fund in accordance with City Council Policy 90 which outlines
the priorities, expectations and policies for Housing Trust Fund administration
• 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
• Updated the city’s Minor Home Repair Program that provides loans to homeowners of
single-family dwelling units within the city limits for minor home repairs
• Completed exterior painting and awning replacement at Tyler Court Senior Apartments
GOALS
• 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
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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 366,126$ 445,844$ 540,479$ 430,598$
Retirement Benefits 112,962 97,025 116,021 99,283
Health Insurance 39,815 55,801 108,251 56,582
Other Personnel Expenses 15,360 17,288 22,438 14,857
Personnel Services Subtotal 534,263 615,958 787,189 601,320
Operating Expenses
Professional & Contract Services 37,827 128,188 96,000 94,990
Supplies & Materials 8,875 5,652 8,965 9,065
Repair & Maintenance 24 26 200 200
Interdepartmental Charges 186,707 206,622 255,641 225,349
Other Operating Expenses 10,743,186 12,196,975 10,894,010 12,937,019
Capital Outlay - - - -
Operating Expenses Subtotal 10,976,619 12,537,463 11,254,816 13,266,623
TOTAL EXPENDITURES 11,510,882$ 13,153,421$ 12,042,005$ 13,867,943$
Full Time Positions 5.40 6.03 6.53 5.00
Hourly/FTE Positions 0.00 0.93 0.73 0.73
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, or HUD
• 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 596 very low and extremely low-income households,
an increase of 4.6% from the previous year
• Funded four public service organizations and one fair housing provider, resulting in
supportive services being provided to approximately 1,155 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 2023-24 Consolidated Annual Plan Evaluation Report
and fiscal year 2024-25 Annual Action Plan
• Update CDBG policies and procedures to allow funding allocations that best support the
implementation of the homelessness action plan
• Begin planning for next CDBG Consolidated Plan cycle for fiscal year 2025-30
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Clients receiving Rental
Assistance 568 575 600 N/A Quality of
Life & Safety
Dollar value of grants
awarded to community
organizations
$501,113 $545,490 $518,215 N/A Quality of
Life & Safety
E-25
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY
Account: 801, 811 Fund: Trust Fund – Successor Agency ABOUT
The successor agency is responsible for preparing a recognized obligation payments schedule as
detailed by the State of California’s Department of Finance, listing the enforceable obligations of the
former redevelopment agency and their source of payment. This payment schedule is subject to
approval by the countywide oversight board.
SERVICES
• Administer the successor agency, which is responsible for preparing a recognized obligation
payment schedule as detailed by the State of California’s Department of Finance, listing the
enforceable obligations of the former redevelopment agency and their source of payment
• Participate in activities associated with the dissolution of the redevelopment agency
• Ensure payment of all debt obligations as approved by the oversight board
RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2023-24 for approval by
the countywide oversight board
GOALS
• Continue to take actions to dissolve the former redevelopment agency in a timely manner
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages -$ -$ -$ -$
Retirement Benefits - - - -
Health Insurance - - - -
Other Personnel Expenses - - - -
Personnel Services Subtotal - - - -
Operating Expenses
Professional & Contract Services - 198 30,000 10,000
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges 7,284 7,668 - -
Other Operating Expenses 1,013,515 1,013,607 1,029,500 -
Capital Outlay - - - -
Operating Expenses Subtotal 1,020,799 1,021,473 1,059,500 10,000
TOTAL EXPENDITURES 1,020,799$ 1,021,473$ 1,059,500$ 10,000$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-26
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SUMMARY
Beginning in 2024-25, the department reorganized its library services to a location-based model. Summary level figures in the
following budget tables reflect this new structure.
LIBRARY & CULTURAL ARTS
• Administration, Digital Initiatives & Special Projects
• Public Services (includes three locations at Dove Library, Cole Library and Library Learning
Center)
o Circulation Services
o Adult & Teen Services
o Children’s Services
o Exploration HUB
o Genealogy & Carlsbad History Services
o Literacy & Bilingual Services
• Specialty Services
o Collections & Technical Services
o Strategic Partnerships & Outreach
• Cultural Arts
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 5,643,950$ 5,908,344$ 6,563,356$ 6,638,060$
Retirement Benefits 1,275,142 1,076,700 1,101,347 1,225,552
Health Insurance 567,654 556,270 766,775 751,797
Other Personnel Expenses 211,284 205,113 244,754 256,649
Personnel Services Subtotal 7,698,030 7,746,427 8,676,232 8,872,058
Operating Expenses
Professional & Contract Services 561,814 672,025 720,722 705,744
Supplies & Materials 1,218,483 1,266,481 1,248,471 1,272,759
Repair & Maintenance 3,415 (9,128) 8,800 8,800
Interdepartmental Charges 3,191,426 3,357,538 3,127,532 3,779,323
Other Operating Expenses 518,442 558,950 473,063 473,063
Capital Outlay 8,307 - - -
Operating Expenses Subtotal 5,501,887 5,845,866 5,578,588 6,239,689
TOTAL EXPENDITURES 13,199,917$ 13,592,293$ 14,254,820$ 15,111,747$
General Fund 13,024,082$ 13,290,637$ 13,637,285$ 14,522,844$
Special Revenue Fund 175,835$ 301,656$ 617,535$ 588,903$
TOTAL FUNDING 13,199,917$ 13,592,293$ 14,254,820$ 15,111,747$
Full Time Positions 52.50 51.00 53.00 51.00
Hourly/FTE Positions 63.66 61.95 53.42 53.77
E-27
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADMINISTRATION, DIGITAL
INITIATIVES & SPECIAL PROJECTS
Account: 0014010 Fund: General 1454010 Special Revenue – Gifts & Bequests 1454011 Special Revenue – Friends of the Library
1454017 Special Revenue – Krell Donation
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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,151,422$ 1,071,715$ 1,162,425$ 1,130,880$
Retirement Benefits 333,065 269,721 249,848 267,270
Health Insurance 129,932 113,292 147,366 118,118
Other Personnel Expenses 40,134 35,228 40,086 39,902
Personnel Services Subtotal 1,654,553 1,489,956 1,599,725 1,556,170
Operating Expenses
Professional & Contract Services 84,297 68,686 29,000 16,500
Supplies & Materials 166,360 156,353 226,410 267,033
Repair & Maintenance 1,235 131 4,155 4,455
Interdepartmental Charges 763,200 1,007,029 807,042 567,579
Other Operating Expenses 514,221 552,827 473,063 473,063
Capital Outlay 8,307 - - -
Operating Expenses Subtotal 1,537,620 1,785,026 1,539,670 1,328,630
TOTAL EXPENDITURES 3,192,173$ 3,274,982$ 3,139,395$ 2,884,800$
General Fund 3,121,218 3,160,996 2,971,495 2,683,400
Special Revenue Fund 70,955 113,986 167,900 201,400
TOTAL FUNDING 3,192,173$ 3,274,982$ 3,139,395$ 2,884,800$
Full Time Positions 12.00 10.00 10.00 9.00
Hourly/FTE Positions 3.82 3.37 2.92 2.92
E-28
• Manage personnel and volunteer recruitment activities, develop and maintain policies and
procedures and provide centralized training services for all staff and volunteers
• Develop, administer and monitor budgets, contracts, grants, purchasing and accounting
processes
• Plan and develop special projects and technology solutions to effectively deliver services
• Work with the Library Board of Trustees and the Arts Commission to ensure the department
is responsive to community needs as represented by trustees and commissioners
• Partner with support organizations including the Carlsbad Library & Arts Foundation, the
Friends of the Carlsbad Library and Carlsbad Friends of the Arts to ensure endowments,
donations and fundraising on behalf of the organization are used appropriately
RECENT ACCOMPLISHMENTS
• Completed a year-long evaluation of library operations, and began implementation of a new
structure that addresses staff feedback, changing community needs and best practices
• Held a unifying in-person staff development day for the first time since 2019, with high staff
attendance and ratings, focused on “Cultivating Connectedness”
• Eliminated fees for printing and copying to address access and equity issues, reduce staff
time spent processing deposits and servicing coin machines and reduce contracted vendor
expenses
• Built a central data location to improve access to performance metrics
• Formalized the relationship with the Carlsbad Friends of the Arts with an executed
Memorandum of Understanding
GOALS
• Continue to address equity in staff and community services and resources and improve
overall accessibility and inclusion
• Review, update and secure Library Board approval of department policies and procedures
• Improve on data collection and collation for data informed decision making
• Shepherd a $600,000 RFID hardware upgrade through the city’s technology project process
• Install a new people-counting and space usage measuring system, alongside a citywide effort
• Complete replacement of printers and copiers for patron use
• Formalize relationships with Friends of the Library and Carlsbad Library & Arts Foundation
via Memorandums of Understanding
• Support City Council’s Community Character goal and strategic objective to enhance
wellness, socialization, inclusion and active living with library and cultural arts programs,
demonstrated by the performance measures below
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Number of contracts
executed 122 98 104 N/A
Organizational
Excellence &
Fiscal Health
Patron computer
sessions: mobile and in-
house
147,635 169,673 172,000 N/A Community
Character
Library visits 423,335 444,500 466,700 5% annual
increase
Community
Character
E-29
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: PUBLIC SERVICES
Account: 001402X Fund: General – Dove 001403X General – Cole 001405X General – Learning Center & Grants
1454016 Special Revenue – Sutton
ABOUT
Following a year-long evaluation of library operations, a new structure will be implemented starting
in July 2024 that addresses staff feedback, changing community needs and best practices.
Public Services include all the library disciplines that program for and serve library patrons, including
circulation, adult and teen, and children’s services. At Dove Library, this also includes the Exploration
HUB. At Cole Library, this includes Genealogy and Carlsbad History. At the Library Learning Center, it
includes adult and family literacy.
SERVICES
• Assist community members of all ages with information and literacy needs, provide
instruction on resource use, perform research for the public, local business and government,
provide educational, literacy, informational, cultural and recreational programs and advise
readers to find books of interest
• Circulation staff manage patron accounts and issuance of library cards, circulate and
inventory print, electronic and audiovisual materials, answer collection-related questions,
track reserved and overdue items and sort, organize and shelve all library materials
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 3,100,414$ 3,334,084$ 3,759,239$ 3,721,378$
Retirement Benefits 609,997 522,021 555,381 595,696
Health Insurance 267,001 280,775 379,337 341,755
Other Personnel Expenses 122,570 121,125 144,209 148,783
Personnel Services Subtotal 4,099,982 4,258,005 4,838,166 4,807,612
Operating Expenses
Professional & Contract Services 6,063 5,074 2,275 3,575
Supplies & Materials 46,725 47,944 30,198 20,475
Repair & Maintenance 1,272 1,279 1,645 1,345
Interdepartmental Charges 1,976,413 1,975,583 1,912,705 2,666,131
Other Operating Expenses 4,221 3,367 - -
Capital Outlay - - - -
Operating Expenses Subtotal 2,034,694 2,033,247 1,946,823 2,691,526
TOTAL EXPENDITURES 6,134,676$ 6,291,252$ 6,784,989$ 7,499,138$
General Fund 6,134,676 6,291,252 6,784,989 7,487,138
Special Revenue Fund - - - 12,000
TOTAL FUNDING 6,134,676$ 6,291,252$ 6,784,989$ 7,499,138$
Full Time Positions 26.50 27.00 28.00 26.00
Hourly/FTE Positions 47.25 46.78 41.08 40.97
E-30
• The Genealogy & Carlsbad History staff provide reference and instructional assistance to
community members researching their ancestry, preserve and make available Carlsbad
history materials for public research, and work closely with the North San Diego County
Genealogical Society to provide educational genealogy resources and programs
• Adult and family literacy services include one-on-one tutoring, English as a second language
classes, Career Online High School and programs for adult learners supported by community
volunteers and partners and a California State Library grant
RECENT ACCOMPLISHMENTS
• Launched Canto, a digital asset management system that will make digital resources like
historic photographs available to the community, and added a portion of the Carlsbad
History collection
• Established a centralized staff programming committee to ensure a consistent, diverse range
of programming
• Conducted children’s services summits to train all staff on best practices for youth services
• Reinstated large scale, in-person performances for children and families during the Summer
Reading Adventure
• Worked with local partners to offer small business workshops
• Updated circulation policies and procedures suspended during the COVID-19 pandemic
• Completed a technology update in the Exploration HUB, replacing iMacs with laptops, to
increase flexibility in the space
• Wrote and published low-literacy, high-interest books to meet adult learner needs
GOALS
• Restore volunteer participation in after school homework assistance at the Learning Center
• Continue to add digital resources to the Canto digital asset management system, including
historical photographs and prerecorded cultural arts performances
• Increase STEAM programming by adding literacy play spaces
• Implement the Link+ system that allows library users to borrow books from libraries
throughout California
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Library program
participation
*anticipated closure of
Schulman Auditorium
41,810 41,225 35,000* N/A Community
Character
New library accounts 11,977 13,200 14,500
10%
increase
annually
Community
Character
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, Library &
Cultural Arts eliminated a vacant lead librarian position primarily responsible for supporting public
services at Dove Library. Some of this work will be distributed to other librarian staff, and potential
impacts of this position being eliminated include reduced public programs.
E-31
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SPECIALTY SERVICES
Account: 0014040 Fund: General – Collections & Technical Services
0014041 General – Strategic Partnerships & Outreach
1454014 Special Revenue – Benson 1454015 Special Revenue – Falkenstein
ABOUT
Specialty Services include all systemwide work that supports the programs and services of public
facing divisions.
SERVICES
• Coordinate the selection of physical and electronic materials and manage collection
development and maintenance for all library facilities
• Catalog and prepare library materials for public use, evaluate new content formats, devise
new cataloging and processing procedures and evaluate usage patterns for materials
• Develop partnerships and outreach opportunities to promote community connections and
improve services systemwide
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 600,116$ 598,498$ 667,089$ 931,761$
Retirement Benefits 157,581 128,724 133,665 212,516
Health Insurance 77,462 77,338 79,887 161,920
Other Personnel Expenses 20,706 19,133 25,094 35,171
Personnel Services Subtotal 855,865 823,693 905,735 1,341,368
Operating Expenses
Professional & Contract Services 30,915 32,477 9,325 13,025
Supplies & Materials 944,593 1,005,016 939,061 942,420
Repair & Maintenance - (10,538) - -
Interdepartmental Charges 191,100 174,732 194,436 223,645
Other Operating Expenses - 60 - -
Capital Outlay - - - -
Operating Expenses Subtotal 1,166,608 1,201,747 1,142,822 1,179,090
TOTAL EXPENDITURES 2,022,473$ 2,025,440$ 2,048,557$ 2,520,458$
General Fund 1,980,481 1,928,435 1,878,907 2,349,502
Special Revenue Fund 41,992 97,005 169,650 170,956
TOTAL FUNDING 2,022,473$ 2,025,440$ 2,048,557$ 2,520,458$
Full Time Positions 7.00 7.00 7.00 9.00
Hourly/FTE Positions 3.29 3.29 3.08 3.19
E-32
RECENT ACCOMPLISHMENTS
• Created a new, distinct graphic works collection; graphic works are stories, nonfiction
accounts and memoirs in a format that combines text and images
• Updated the collection development policy to ensure both currency and continuity of high
standards for collection development
• Completed an Outreach Road Map which sets the strategic direction, expectations and
procedures for department outreach
• Established a productive partnership with LiveWell San Diego, which brought free health and
wellness programs to library locations
GOALS
• Improve organization of children’s materials to align with best practices and increase
accessibility
• Redirect collection budget allocations toward the most popular collection formats
• Evaluate and begin to sunset formats that are losing relevancy, such as music CDs
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Number of digital items
added to the collection 25,545 26,882 28,163
5%
increase
annually
Community
Character
Number of physical items
added to the collection 28,698 30,133 31,640 N/A Community
Character
Number of items checked
out (physical and digital) 1,094,528 1,150,250 1,207,000
10%
increase
annually
Community
Character
E-33
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CULTURAL ARTS
Account: 001406X Fund: General 1454013 Special Revenue – Gartner Fund
148 Special Revenue – Special Events
175 Special Revenue –Schulman Endowment
ABOUT
Cultural Arts plans, promotes and carries out visual and performing arts programs, arts education
activities, temporary and permanent public art and other 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 support from 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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 791,998$ 904,047$ 974,603$ 854,041$
Retirement Benefits 174,499 156,234 162,453 150,070
Health Insurance 93,259 84,865 160,185 130,004
Other Personnel Expenses 27,874 29,627 35,365 32,793
Personnel Services Subtotal 1,087,630 1,174,773 1,332,606 1,166,908
Operating Expenses
Professional & Contract Services 440,539 565,788 680,122 672,644
Supplies & Materials 60,805 57,168 52,802 42,831
Repair & Maintenance 908 - 3,000 3,000
Interdepartmental Charges 260,713 200,194 213,349 321,968
Other Operating Expenses - 2,696 - -
Capital Outlay - - - -
Operating Expenses Subtotal 762,965 825,846 949,273 1,040,443
TOTAL EXPENDITURES 1,850,595$ 2,000,619$ 2,281,879$ 2,207,351$
General Fund 1,787,707 1,909,954 2,001,894 2,002,804
Special Revenue Fund 62,888 90,665 279,985 204,547
TOTAL FUNDING 1,850,595$ 2,000,619$ 2,281,879$ 2,207,351$
Full Time Positions 7.00 7.00 8.00 7.00
Hourly/FTE Positions 9.30 8.52 6.35 6.70
E-34
• Present year-round performing arts series, including TGIF Concerts in the Parks, Showtime at
the Schulman and Front Row Saturdays
• Maintain partnerships with the Carlsbad Friends of the Arts and Carlsbad Library & Arts
Foundation
RECENT ACCOMPLISHMENTS
• Hired a new gallery curator to elevate the William D. Cannon art gallery
• Presented three exhibits in the Cannon Art Gallery: a collaboration with Barrio Glassworks,
the work of two large-scale painters from Carlsbad and Los Angeles, and rock n roll iconic
photography from a Rolling Stone Magazine photographer
• Continued partnership with Carlsbad Village Association for temporary art installations
pairing local artists with businesses
• Launched new partnership with The Forum shopping center to develop a temporary art
installation
• Completed second year of STEAM programming with the Batiquitos Lagoon Foundation, with
double the attendance
• Hosted guest artist residency that provided a summer musical theatre experience for kids
• Selected artist team for public transportation art at the I-5 and Chestnut Avenue underpass
GOALS
• Reevaluate the remaining initiatives in Arts & Culture Master Plan and seek City Council
guidance on next steps
• Complete the technology upgrades for the Schulman Auditorium
• Following community engagement sessions, select an artist for public transportation art at
the Village & Barrio Traffic Circle
• Continue outreach to ensure community input is considered for public art projects including
Veteran’s Memorial Park, Chestnut Underpass, Barrio Traffic Circle and Robertson Ranch Park
• Complete the third year of a three-year STEAM program in partnership with the Batiquitos
Lagoon Foundation, and evaluate the future of the program
• Host nine TGIF concerts with new security measures in place, in partnership with Carlsbad
Police, Fire and Parks & Recreation Departments and Carlsbad Friends of the Arts
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Permanent and
temporary public art
projects completed
5 5 3 N/A Community
Character
TGIF Concerts in the Parks
attendance *max.
capacity for 9 concerts
27,500 33,670 40,500* N/A Community
Character
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, Library &
Cultural Arts eliminated a vacant new production technician position originally approved as part of
the fiscal year 2023-24 budget. Some of this work will be distributed to library staff and program
offerings and rentals in the Schulman Auditorium may need to be reduced.
E-35
COMMUNITY SERVICES |
PARKS & RECREATION: SUMMARY
PARKS & RECREATION
• Administration
• Recreation
• Parks & Trail Maintenance
• Street Tree Maintenance & Median Maintenance
• The Crossings Golf Course
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 6,089,417$ 6,967,763$ 7,718,770$ 7,910,196$
Retirement Benefits 1,352,430 1,187,646 1,264,817 1,416,861
Health Insurance 570,125 648,498 884,968 829,038
Other Personnel Expenses 447,709 421,320 416,708 460,018
Personnel Services Subtotal 8,459,681 9,225,227 10,285,263 10,616,113
Operating Expenses
Professional & Contract Services 8,083,942 8,620,435 7,898,331 8,715,455
Supplies & Materials 972,957 1,224,719 1,055,818 1,020,884
Repair & Maintenance 3,690 7,710 1,934 1,934
Interdepartmental Charges 2,001,854 2,002,048 2,381,739 2,938,664
Other Operating Expenses 9,922,915 10,714,479 11,059,523 11,927,211
Capital Outlay 112,526 598,033 1,010,000 814,000
Operating Expenses Subtotal 21,097,884 23,167,424 23,407,345 25,418,148
TOTAL EXPENDITURES 29,557,565$ 32,392,651$ 33,692,608$ 36,034,261$
General Fund 19,251,458$ 20,813,176$ 21,055,565$ 22,759,082$
Enterprise Fund 8,345,328$ 9,162,350$ 10,121,000$ 10,726,000$
Special Revenue Fund 1,960,779$ 2,417,125$ 2,516,043$ 2,549,179$
TOTAL FUNDING 29,557,565$ 32,392,651$ 33,692,608$ 36,034,261$
Full Time Positions 55.00 59.00 59.00 58.00
Hourly/FTE Positions 80.26 71.56 70.32 70.21
E-36
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
• Plan and monitor recreation programs with input from the Parks & Recreation Department
Master Plan Update, participant surveys and community outreach
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,182,066$ 1,234,681$ 1,362,257$ 1,467,275$
Retirement Benefits 345,543 277,355 298,003 353,272
Health Insurance 97,123 99,962 136,778 160,913
Other Personnel Expenses 57,948 46,134 55,203 63,778
Personnel Services Subtotal 1,682,680 1,658,132 1,852,241 2,045,238
Operating Expenses
Professional & Contract Services 152,040 207,418 237,997 208,175
Supplies & Materials 35,647 31,081 59,465 58,340
Repair & Maintenance 2,646 6,863 200 200
Interdepartmental Charges 273,804 397,956 302,034 402,024
Other Operating Expenses 50,295 80,379 113,294 116,669
Capital Outlay - - - -
Operating Expenses Subtotal 514,432 723,697 712,990 785,408
TOTAL EXPENDITURES 2,197,112$ 2,381,829$ 2,565,231$ 2,830,646$
General Fund 2,158,357$ 2,322,636$ 2,484,031$ 2,749,446$
Special Revenue Fund 38,755 59,193 81,200 81,200
Total Funding 2,197,112$ 2,381,829$ 2,565,231$ 2,830,646$
Full Time Positions 11.30 10.30 10.45 11.45
Hourly/FTE Positions 1.34 0.49 0.98 0.98
E-37
• Administer opportunity grants for low-income residents
• Provide support to and liaise with Parks & Recreation Commission, Senior Commission and
Beach Preservation Commission
• Implement strategic action items in the Parks & Recreation Department Master Plan Update
RECENT ACCOMPLISHMENTS
• Checked plans and specifications of new private development projects that include trail
construction, street trees and rights of way improvements
• Completed and received City Council approval of the 2023-2030 Parks & Recreation
Department Master Plan Update
• Received City Council approval for a Capital Improvement Program Charter to construct four
new outdoor pickleball courts at Calavera Hills Community Park and four new outdoor
pickleball courts at Stagecoach Community Park
• Completed the Community Engagement/Conceptual Design Phase of Robertson Ranch Park
• Obtained City Council approval of the plans and specifications to formally bid the
construction of the Stagecoach Community Garden
• Obtained City Council approval of the plans and specifications to formally bid the
construction of Veterans Memorial Park
• Renewed agreements San Diego County Health and Human Services for the Senior Center’s
congregate, home meal and transportation programs
• Renewed Joint Use and Community Recreation Agreement between the Carlsbad Unified
School District and the City of Carlsbad
• Completed Park-In-Lieu fee study and presented findings to City Council for consideration
GOALS
• Implement applicable parks, maintenance, and programs, events and facilities strategies
identified in the 2023-2030 Parks & Recreation Department Master Plan Update
• Pursue CAPRA accreditation to ensure re-accreditation within the next two years, as it’s the
sole national standard for evaluating park and recreation agencies, signifying high-quality
operation, management, and community service
• Complete the scoping and conceptual design phases of the project to construct four new
outdoor pickleball courts at Calavera Hills Community Park and four new outdoor pickleball
courts at Stagecoach Community Park Complete the scoping and conceptual design phases
of the project to construct four new outdoor pickleball courts at Calavera Hills Community
Park and four new outdoor pickleball courts at Stagecoach Community Park
• Obtain City Council approval of the plans and specifications to formally bid the construction
of the Monroe Street Pool Renovation/Replacement project
• Obtain City Council approval on the recommended master plan for Robertson Ranch Park
and commence the final design phase of the project
• Obtain City Council approval to award a contract to construct Veterans Memorial Park and
commence providing administrative support in overseeing the construction
• Support three commissions in accomplishing the goals and tasks within each commission’s
annual work plan
• Implement adjustments to athletic field lighting fees, competitive to surrounding cities
E-38
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 and special event permits
• Coordinate and oversee fair and efficient use of athletic facilities for resident nonprofit
sports organizations
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 3,300,657$ 3,840,793$ 4,213,335$ 4,299,456$
Retirement Benefits 506,958 468,194 505,714 558,416
Health Insurance 234,414 267,834 380,054 318,197
Other Personnel Expenses 282,861 273,257 254,252 281,878
Personnel Services Subtotal 4,324,890 4,850,078 5,353,355 5,457,947
Operating Expenses
Professional & Contract Services 986,954 1,130,165 1,018,937 1,254,185
Supplies & Materials 612,621 652,689 633,709 606,200
Repair & Maintenance 433 842 1,354 1,354
Interdepartmental Charges 1,119,399 1,086,366 1,405,334 1,750,750
Other Operating Expenses 605,327 773,302 513,076 582,049
Capital Outlay 28,974 67,270 - -
Operating Expenses Subtotal 3,353,708 3,710,634 3,572,410 4,194,538
TOTAL EXPENDITURES 7,678,598$ 8,560,712$ 8,925,765$ 9,652,485$
General Fund 7,640,802$ 8,521,584$ 8,892,265$ 9,618,985$
Special Revenue Fund 37,796 39,128 33,500 33,500
Total Funding 7,678,598$ 8,560,712$ 8,925,765$ 9,652,485$
Full Time Positions 19.40 24.40 24.30 23.25
Hourly/FTE Positions 74.28 66.44 64.71 64.60
E-39
• Conduct cultural and historic park educational and interpretive programming
• Serve as a certification site for aquatics training programs through the American Red Cross
• Provide programs that promote health and wellness and essential childhood development
• Arrange classes, seminars, transportation and professional services for seniors
• Arrange intergenerational programs that increase cooperation and interaction
• Provide congregate meals and home meals delivery to seniors at little or no cost
• Recruit and manage volunteers supporting the Senior Center, Leo Carrillo Ranch, trails and
special events
RECENT ACCOMPLISHMENTS
• Completed the design and fabrication process of a new interpretive exhibit at Leo Carrillo
Ranch Historic Park focusing on Carrillo family life
• Completed the Leo Carrillo Ranch Historic Park preservation and maintenance reroofing
project
• Oversaw 550 aquatic camp participants and 31 lifeguard academy participants in the Spring,
which will lead to 18 new lifeguard hires for summer and approximately 1,348 learn-to-swim
participants in summer season
• Completed procurement and installation of two of three circulation pumps between both
aquatic centers as large asset replacement items
• Added year-round youth basketball leagues for grades K-12, with record attendance of more
than 900 enrolled participants for the winter season alone
• Partnered with the Carlsbad Chamber of Commerce to host Older & Bolder Expo at the
Senior Center Returned popular senior programs, excursions, courtyard concerts and
featured artists
• Introduced a new “tween” Shamrock Social special event
GOALS
• Support the City of Carlsbad Age-Friendly Action Plan
• Expand adult 50+ opportunities and collaborations beyond the Senior Center, including the
Older & Bolder Expo
• Offer programs that promote health and wellness and essential childhood development,
including an ongoing intergenerational pickleball social
• Augment staff with volunteers to build community and enhance fiscal stewardship
• Continue implementation of the department’s master plan actions related to services,
programs, events and fees
• Develop a professional photography policy and fee schedule for Leo Carrillo Ranch Historic
Park
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Hours of volunteer
services used 12,355 15,000 15,000 At least
10,000
Community
Character
Percentage execution of
advertised recreation
programs
85% 85% 85% 85% Community
Character
E-40
COMMUNITY SERVICES |
PARKS & RECREATION: PARKS & TRAIL MAINTENANCE
Account: 00146XX Fund: General
ABOUT
The Parks & Recreation Department maintains approximately 432 acres of developed or scheduled to
be constructed community parks and special use areas, 51 miles of trails, 612 acres of habitat
preserves, urban forests and undeveloped lands and landscaping for 58 acres of facilities.
SERVICES
• Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses and
school athletic fields
• Inspect and maintain restroom facilities and picnic areas, tennis, pickleball and basketball
courts, and soccer, softball, baseball and multi-purpose fields
• Repair park structures, athletic field lighting, play equipment, playground safety surfacing
and other park fixtures
• Respond to tree service requests and provide storm and emergency assistance as necessary
• Refine, support and administer tree maintenance block pruning program
• Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental
cycle for high-maintenance trees in accordance with Community Forest Management Plan
• Maintain existing citywide trails and coordinate development of new trails
• Manage the trails volunteers’ program
• Oversee maintenance and monitoring of preserves, urban forests and undeveloped lands
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,319,697$ 1,532,169$ 1,660,400$ 1,647,506$
Retirement Benefits 393,130 359,087 358,885 388,992
Health Insurance 206,498 248,339 303,804 288,015
Other Personnel Expenses 84,245 84,038 83,384 88,141
Personnel Services Subtotal 2,003,570 2,223,633 2,406,473 2,412,654
Operating Expenses
Professional & Contract Services 5,334,510 5,554,106 5,024,647 5,599,045
Supplies & Materials 313,206 396,914 317,422 317,422
Repair & Maintenance 607 5 380 380
Interdepartmental Charges 533,581 504,058 663,194 768,657
Other Operating Expenses 1,257,498 1,290,240 1,267,153 1,292,493
Capital Outlay 9,327 - - -
Operating Expenses Subtotal 7,448,729 7,745,323 7,272,796 7,977,997
TOTAL EXPENDITURES 9,452,299$ 9,968,956$ 9,679,269$ 10,390,651$
Full Time Positions 19.45 20.40 19.40 18.45
Hourly/FTE Positions 3.10 3.85 3.10 3.10
E-41
• Coordinate coastal activities with the California Department of Parks & Recreation, California
Coastal Commission and lagoon foundations
RECENT ACCOMPLISHMENTS
• Applied clear coat on playground surfacing at select parks to enhance UV protection
• Refined, supported and administered tree maintenance block pruning program
• 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
• Repaired segments of Lake Calavera Trails with equipment and erosion control measures
• Participated in review, selection and implementation of a new janitorial services agreement
for parks and beach restrooms
• Completed natural turf replacement and establishment at the large dog area and the small
dog area at Poinsettia Community Park
• Executed two North Beach clean-up events with the Beach Preservation Commission
GOALS
• Apply clear coat on playground surfacing at select parks to enhance UV protection
• 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
• Perform sports lighting maintenance and enhancements at several community parks
• Execute two North Beach clean-up events with the Beach Preservation Commission
• Decrease operational defects in irrigations systems
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage of Green
matter generated at city
parks and city facilities
reused
95% 93% 90% At least
95%
Sustainability &
the Natural
Environment
Percentage of increase in
recycling receptacles at
parks and trials
9% 10% 10%
10%
annual
increase
Sustainability &
the Natural
Environment
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, Parks &
Recreation eliminated one vacant parks maintenance worker position, responsible for general skilled
trade work within parks, beach accesses and trails. The duties of the position will be performed by a
combination of other park maintenance workers and contracts for outside services.
E-42
COMMUNITY SERVICES |
PARKS & RECREATION: STREET TREE & MEDIAN MAINTENANCE
Account: 160 161 Fund: Special Revenue Special Revenue
ABOUT
The Street Tree Maintenance Assessment District provides maintenance to all city-accepted street
trees within the public right-of-way, including specialized maintenance for street trees in the
Downtown Carlsbad Village area.
The Median Maintenance Assessment District provides landscape and irrigation maintenance for
approximately 68 acres of median planters and nine acres of developed parkways and streetscapes,
including the Downtown Carlsbad Village area.
SERVICES
• Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental
cycle for high maintenance trees
• Respond to tree service requests and provide storm/emergency assistance as necessary
• Refine, support, administer and inspect the tree maintenance block pruning program
• Plant street trees and median trees within vacancies created by prior removals in
accordance with the Community Forest Management Plan
• Perform plan checks, conduct inspections and assume maintenance responsibility for street
trees of development projects or ensure a street tree maintenance agreement is executed
and recorded by the developer
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 286,997$ 360,120$ 482,778$ 495,959$
Retirement Benefits 106,799 83,010 102,215 116,181
Health Insurance 32,090 32,363 64,332 61,913
Other Personnel Expenses 22,655 17,891 23,869 26,221
Personnel Services Subtotal 448,541 493,384 673,194 700,274
Operating Expenses
Professional & Contract Services 1,033,880 1,377,637 1,299,750 1,306,050
Supplies & Materials 11,483 144,035 45,222 38,922
Repair & Maintenance 4 - - -
Interdepartmental Charges 75,070 13,668 11,177 17,233
Other Operating Expenses 315,250 290,080 372,000 372,000
Capital Outlay - - - -
Operating Expenses Subtotal 1,435,687 1,825,420 1,728,149 1,734,205
TOTAL EXPENDITURES 1,884,228$ 2,318,804$ 2,401,343$ 2,434,479$
Full Time Positions 4.85 3.90 4.85 4.85
Hourly/FTE Positions 1.53 0.78 1.53 1.53
E-43
• 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
• Responded to tree service requests and provided storm/emergency assistance as necessary
• Refined, supported, and administered tree maintenance block pruning program
• 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
• 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
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Number of street trees
and median trees
inspected for pruning
5,060 5,587 5,000 At least
5,000
Sustainability &
the Natural
Environment
Percentage of increase in
recycling receptacles
within Downtown Village
and Northern Beach
Streetscapes
12% 10% 10%
10%
annual
increase
Sustainability &
the Natural
Environment
E-44
COMMUNITY SERVICES |
PARKS & RECREATION: THE CROSSINGS AT CARLSBAD
MUNICIPAL GOLF COURSE
Account: 572 Fund: Enterprise
ABOUT
The Crossings at Carlsbad Municipal Golf Course is an 18-hole municipal golf course and event facility.
Amenities for public use include a 6,835-yard championship golf course, a clubhouse complete with a
golf shop, players’ lounge, sunset patio, banquet facilities, fireplace in dining room, full-service kitchen,
outdoor deck with ocean views and three miles of hiking trails that connect to Veterans Memorial Park.
JC Management, Inc. manages this facility via an agreement with the Carlsbad Public Financing Authority. SERVICES
• Administer management 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
beverage carts and snack bar
• Manage sales and marketing for golf and non-golf activities, special events, banquets, dining,
weddings and other gatherings
• Train and oversee player assistants, greeters and starters servicing the course and clubhouse
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $0 $0 $0 $0
Retirement Benefits 0 0 0 0
Health Insurance 0 0 0 0
Other Personnel Expenses 0 0 0 0
Personnel Services Subtotal 0 0 0 0
Operating Expenses
Professional & Contract Services 576,558$ 351,109$ 317,000$ 348,000$
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses 7,694,545 8,280,478 8,794,000 9,564,000
Capital Outlay 74,225 530,763 1,010,000 850,000
Operating Expenses Subtotal 8,345,328 9,162,350 10,121,000 10,762,000
TOTAL EXPENDITURES 8,345,328$ 9,162,350$ 10,121,000$ 10,762,000$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-45
RECENT ACCOMPLISHMENTS
• Executed a Capital Improvement Plan with projects that have an anticipated return on
investment or were needed for maintenance effectiveness or safety concerns
• Improved guest experience and facility appearance by replacing original patio furniture on
the Canyon’s Restaurant and Sunset Patios
• Improved driving range furniture and fixtures to include new turf tee line, bag racks and
automated ball machine leading to increased driving range usage and revenue
• Installed new air wall in fireside room to improve functionality and elevate guest experience
• Upgraded multiple pieces of kitchen equipment to improve restaurant efficiency, increase
employee enjoyment and contribute to enticing menu items
• Ordered and replaced designated maintenance vehicles, carts and riding equipment
• Designed and installed a permanent structure at the starter area to improve overall
employee/guest experience and property aesthetics
• Installed shade structures at the driving range and beverage stations on the golf course to
improve overall employee/guest experience.
• Improved and replaced sections of on course fencing to enhance safety
• Renovated/replenished planters around the clubhouse and other areas of the golf course
• Completed clubhouse front and courtyard landscaping to enhance overall facility appearance
and improve overall environmental footprint
GOALS
• Execute a Capital Improvement Plan with projects that have an anticipated return on
investment or are needed for maintenance efficiency or safety concerns
• Continue to ensure the pace of play is under five hours per round of golf, via staff educating
and expediting patrons, and meet pace of play goal on at least 90% of rounds played
• Further develop plans for a more interactive use of the driving range to elevate the experience
of patrons including an extension of the existing grass tee area and potential putting course
• Add exterior audio-visual components to tie the exterior of the clubhouse in with the
interior enhancing the guest experience upon arrival
• Replace damaged golf cart paths and fencing in specific areas around the golf course and facility
• Elevate the landscaping on the West side of #18 green to leave an improved last impression
of the golf course experience along with aesthetically pleasing from the clubhouse
• Paint exterior/interior of clubhouse, snack bar, course restrooms and maintenance facilities
• Renovate the course restrooms and snack bar to improve guest experience
• Enhance wedding and banquet opportunities with the design and construction of upgrades
to the westside patio
• Complete the install of East range netting to protect assets located in the area from balls
• Ensure the pace of play is under five hours per round of golf, via staff educating and
expediting patrons, and meet pace of play goal on at least 90% of rounds played
• Increase number of banquets and receptions by at least 2%
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage of golf rounds
that met pacing goal 92% 92% 92% At least
90%
Community
Character
Percentage increase in
banquets and receptions
hosted annually
5% 3% 3% 2% annual
increase
Community
Character
E-46
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,
risk management and workers’ compensation,
economic development, information technology
and internal audit provides related services to city
staff and the public as well as promotes a strong
local economy.
Our employees work together to add value to
organizational processes, provide timely and
reliable service to our community and business
partners and find creative solutions to problems
while protecting our assets. Key roles also include
attracting and retaining a talented and engaged
city workforce and ensuring the economic vitality of the city.
Laura Rocha
Deputy City Manager, Administrative Services
442-339-2430
laura.rocha@carlsbadca.gov
F-2
F-3
ADMINISTRATIVE SERVICES |
ADMINISTRATION
Account: 0011110 Fund: General
ABOUT
Administrative Services Administration provides financial, analytical, budget, strategic, and
administrative support to the branch and organization, aiming to enhance operational efficiency and
promote evidence-based, well-managed government.
SERVICES
• Provide branch leadership and strategic support, long-range financial management and
budget oversight, internal audit, contract administration, records management, economic
development and support to the city’s business community
• Enhance transparency, accountability and integrity in operational areas using innovation and
technology to streamline procedures and processes
• Support departments on process improvement and operational efficiency to further the
city’s pursuit of being an evidence-based well managed government
• Identify key performance indicators with departments to gauge progress on the City
Council's strategic plan and make better data-driven decisions
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 450,490$ 486,228$ 503,810$ 496,494$
Retirement Benefits 118,051 113,546 113,580 128,044
Health Insurance 44,414 42,208 47,717 66,830
Other Personnel Expenses 12,215 11,863 14,256 14,206
Personnel Services Subtotal 625,170 653,845 679,363 705,574
Operating Expenses
Professional & Contract Services 21,450 15,042 30,000 38,160
Supplies & Materials 7,448 6,215 6,550 6,550
Repair & Maintenance - - 50 50
Interdepartmental Charges 45,444 45,396 62,794 40,512
Other Operating Expenses 7,044 5,799 5,350 5,350
Capital Outlay - - - -
Operating Expenses Subtotal 81,386 72,452 104,744 90,622
TOTAL EXPENDITURES 706,556$ 726,297$ 784,107$ 796,196$
Full Time Positions 3.00 3.00 3.00 3.00
Hourly/FTE Positions 0.50 0.70 0.70 0.00
F-4
RECENT ACCOMPLISHMENTS
• Recommended a strategic, balanced budget, that meets City Council-approved reserve level
• Continued or completed 31 Economic Development Strategic Plan actions
• Developed an economic data dashboard to make indicators more accessible to the public
• Established Carlsbad Works to develop a performance management system that highlights
good data management and data governance citywide
• Won What Works Cities Gold Certification for evidence based, well-managed government
• Launched a new open data portal, enhancing information sharing efficiency within the
organization and with the public, thereby increasing transparency
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 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Number of value-
added internal audit
engagements
2 4 4 N/A
Organizational
Excellence &
Fiscal Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort,
Administrative Services Administration eliminated one vacant part-time position. The duties of the
position will be distributed among the relative departments within Administrative Services with
minimal service level impacts.
F-5
ADMINISTRATIVE SERVICES |
ECONOMIC DEVELOPMENT
Account: 0011035 Fund: General
ABOUT
Economic development supports business growth, job creation and new investments to improve
residents' economic well-being and quality of life, aligning with the City Council's goal of economic
vitality.
SERVICES
• Implement the Economic Development Strategic Plan to achieve Economic Vitality goal
• Conduct business expansion, attraction and retention activities
• Support Carlsbad’s key industries, small businesses, entrepreneurs and startups
• Position Carlsbad as a desirable place to conduct business and grow business operations
• Provide economic data and analysis to help inform decision-making
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 656,268$ 1,247,084$ 1,267,824$ 315,108$
Retirement Benefits 178,995 273,545$ 290,160 78,235$
Health Insurance 53,963 116,911$ 149,353 33,545$
Other Personnel Expenses 18,111 29,860$ 37,555 8,535$
Personnel Services Subtotal 907,337 1,667,400 1,744,892 435,423
Operating Expenses
Professional & Contract Services 217,259 266,288 384,000 263,000
Supplies & Materials 86,165 73,801 67,760 67,260
Repair & Maintenance - 118,700 105,400 -
Interdepartmental Charges 104,280 227,124 261,937 100,683
Other Operating Expenses 19,122 39,351 44,500 25,500
Capital Outlay - - - -
Operating Expenses Subtotal 426,826 725,264 863,597 456,443
TOTAL EXPENDITURES 1,334,163$ 2,392,664$ 2,608,489$ 891,866$
Full Time Positions 4.00 9.00 9.00 2.00
Hourly/FTE Positions 1.00 0.00 0.00 0.00
F-6
RECENT ACCOMPLISHMENTS
• Continued or completed 31 Economic Development Strategic Plan actions
• Hosted the opening day of San Diego Startup Week, attracting 450 startups, entrepreneurs
and funders to Carlsbad
• Rekindled the cybersecurity awareness program to support small business resiliency
• Convened key-industry groups to foster dialogue and synergies
• Evolved Life in Action Recruiter to better serve Carlsbad businesses
• Transitioned the CTBID and CGLBID to more efficient and appropriate models
GOALS
• Continue the implementation of the Economic Development Strategic Plan, progressing on
at least 39 associated actions in pursuit of Economic Vitality
• Enhance support services for city businesses, serving at least 40 BEAR projects
• Establish and expand industry advisory groups to address current and anticipated challenges
• Streamline recruitment and retention processes for Carlsbad businesses
• Develop and implement innovative programs to enhance business growth and resiliency
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Number of companies
reached through BEAR
activities
40 45 40 N/A Economic Vitality
Number of Economic
Development Strategic
Plan Actions in Progress
N/A 31 39 N/A Economic Vitality
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, the
department eliminated one full-time position of Chief Innovation Officer. Necessary responsibilities of
the position will be absorbed by existing staff. The existing department formerly known as Innovation
& Economic Development will be known as the Economic Development Department moving forward.
The Senior Program Manager will report directly to the Economic Development Manager within the
Economic Development Department. The Data Services Manager, Strategic Plan Analyst and five
Geographic Information Services positions will report to the Information Technology Director and
reside in the Information Technology Department.
F-7
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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 2,426,807$ 2,369,590$ 2,502,791$ 2,572,705$
Retirement Benefits 716,699 578,299 557,662 633,443
Health Insurance 365,511 378,037 439,855 413,343
Other Personnel Expenses 77,450 66,569 80,739 89,497
Personnel Services Subtotal 3,586,467 3,392,495 3,581,047 3,708,988
Operating Expenses
Professional & Contract Services 1,086,675 984,049 781,180 898,981
Supplies & Materials 216,122 255,377 288,405 276,765
Repair & Maintenance 8,858 12,995 33,850 26,820
Interdepartmental Charges 480,121 704,724 588,661 671,685
Other Operating Expenses 244,851 26,862 50,225 48,725
Capital Outlay - 20,270 - -
Operating Expenses Subtotal 2,036,627 2,004,277 1,742,321 1,922,976
TOTAL EXPENDITURES 5,623,094$ 5,396,772$ 5,323,368$ 5,631,964$
Full Time Positions 28.00 26.00 26.00 26.00
Hourly/FTE Positions 3.00 3.00 3.00 3.00
F-8
RECENT ACCOMPLISHMENTS
• Completed implementation of new accounting guidance for subscription-based information
technology agreements under GASB 96
• Completed the mid-year budget review process
• Completed the Master Fee Schedule update
• Maintained a balanced operating budget and submitted a balanced budget to City Council
for fiscal year 2024-25
• Implemented City Council Policy No. 94, Cost Recovery
• Completed an updated cost allocation plan for fiscal year 2024-25
• Assisted with program-specific external audits including Utilities, Public Works and Police
• Established a Section 115 Pension Trust and adopted pension investment policy
• Implemented Payment Works software to enhance internal controls over vendor payments
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
• 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
• 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
• Maintain a General Fund Reserve Ratio of 40% of General Fund annual operating
expenditures, in compliance with City Council Policy 74 and demonstrating the department’s
efforts to achieve the city’s 2023-2027 strategic plan goal of organizational excellence &
fiscal health
• Maintain a credit rating of AAA, demonstrating the department’s efforts to achieve the city’s
2023-2027 strategic plan goal of organizational excellence & fiscal health
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
General Fund Reserve
Ratio 69% 66% 55% At least
40%
Organizational
Excellence &
Fiscal Health
Credit Rating AAA AAA AAA AAA
Organizational
Excellence &
Fiscal Health
F-9
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: SUMMARY
HUMAN RESOURCES
• Human Resources
• Risk Management
• Workers’ Compensation
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 2,022,816$ 2,229,496$ 2,377,979$ 2,238,015$
Retirement Benefits 526,140 499,723 508,803 543,023
Health Insurance 177,829 202,346 214,590 220,937
Other Personnel Expenses (26,365) 78,444 69,943 69,882
Personnel Services Subtotal 2,700,420 3,010,009 3,171,315 3,071,857
Operating Expenses
Professional & Contract Services 4,636,313 6,709,662 6,634,670 7,593,000
Supplies & Materials 86,264 68,955 87,605 75,155
Repair & Maintenance - - - -
Interdepartmental Charges 355,416 351,180 428,749 673,391
Other Operating Expenses 8,109,713 16,567,062 6,583,780 7,108,400
Capital Outlay - 9,958 - -
Operating Expenses Subtotal 13,187,706 23,706,817 13,734,804 15,449,946
TOTAL EXPENDITURES 15,888,126$ 26,716,826$ 16,906,119$ 18,521,803$
General Fund 4,388,148$ 4,513,351$ 5,029,995$ 5,136,218$
Internal Service Fund 11,499,978$ 22,203,475$ 11,876,124$ 13,385,585$
TOTAL FUNDING 15,888,126$ 26,716,826$ 16,906,119$ 18,521,803$
Full Time Positions 17.00 18.00 18.00 17.00
Hourly/FTE Positions 2.20 2.20 2.20 2.20
F-10
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 department serves 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 to avoid risk and liability and making process improvements to help the city remain
resilient while delivering exceptional service.
SERVICES
• Monitor and maintain employment-related legal compliance
• Manage employee engagement/development programs and support workforce planning
• Manage employee relations, investigations and labor relations
• Manage recruitment, retention and onboarding, including internship and Department of
Defense SkillBridge programs
• Ensure employees’ job duties match their job classification and that compensation is
equitable and competitive in order to attract and retain top talent
• Manage employee benefits, leaves of absence, workplace accommodations and personnel
actions to ensure competitive benefits at best value cost and maintain legal compliance
• Manage city volunteer program of over 1,000 volunteers donating 25,000 hours of assistance
• Foster inclusion, equity and diversity values citywide and within all HR department services
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,731,710$ 1,917,654$ 1,886,363$ 1,764,297$
Retirement Benefits 440,024 426,242 400,483 419,233
Health Insurance 133,880 153,199 139,356 154,912
Other Personnel Expenses 49,124 48,801 55,623 54,754
Personnel Services Subtotal 2,354,738 2,545,896 2,481,825 2,393,196
Operating Expenses
Professional & Contract Services 1,301,387 1,290,492 1,550,170 1,560,000
Supplies & Materials 82,280 65,760 82,605 70,155
Repair & Maintenance - - - -
Interdepartmental Charges 331,512 315,240 379,315 574,167
Other Operating Expenses 318,231 295,963 536,080 538,700
Capital Outlay - - - -
Operating Expenses Subtotal 2,033,410 1,967,455 2,548,170 2,743,022
TOTAL EXPENDITURES 4,388,148$ 4,513,351$ 5,029,995$ 5,136,218$
Full Time Positions 14.00 15.00 14.00 13.00
Hourly/FTE Positions 2.20 2.20 2.20 2.20
F-11
RECENT ACCOMPLISHMENTS
• Provided over 200 live/on-line self-paced development opportunities to prepare employees
for succession planning and future leadership roles and retain the best talent; over 50% of
vacant full-time positions were filled by current employees in fiscal year 2023-24
• Met and conferred with organized bargaining associations on multiple policies and laws
• Introduced the Let’s Connect program, a performance management tool that provides the
opportunity for supervisors and employees to discuss accomplishments, growth and goals
• Implemented/updated 20 employment-related policies to comply with new legal mandates
• Introduced a blind job applicant screening process that helps focus on skills and experience
by excluding an applicants’ personal information during an interview selection process
• Used over 600 nationwide websites to achieve a high level of inclusivity in recruitment
• Processed over 5,000 job applications; filled over 200 vacant positions in fiscal year 2023-24
• Performed work without use of independent contractors, resulting in cost avoidance:
o conducted multiple “difficult to fill” recruitments (~$170,000)
o reviewed job classifications to ensure equitable and competitive compensation (~$40,000)
o conducted workplace investigations related to employee relations (~$300,000)
• Partnered with Fire Department to finalize an internal recruitment process to promote full-
time Emergency Medical Technicians to Paramedic Firefighters in order to fill vacancies
faster and retain employees who align with Fire Department values and work ethic
GOALS
• Develop Carlsbad Supervisory Academy to provide customized tools for impactful leadership
• Maximize recruitment outreach to attract top talent in a competitive environment
• Maintain vacancy rate of less than 7% for police/fire positions to keep the community safe
• Collaborate with North Zone fire agencies to conduct joint promotional assessments to save
time and money and achieve a consistent efficient testing process across the region
• Conduct negotiations for new labor contracts with police and police management associations
• Conduct job and compensation studies to ensure equity, competitiveness and retention
• Implement the Let’s Connect program and performance management tool citywide
• Implement blind job applicant screening process for full-time recruitments
• Continue to foster inclusion values city-wide and integrate them into all HR services
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Voluntary turnover rate 8% 5% 6% 10% or less
Organizational
Excellence &
Fiscal Health
Legally mandated
employee training
compliance rate
100% 100% 100% 100%
Organizational
Excellence &
Fiscal Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, Human
Resources eliminated a senior program manager position for Diversity, Equity and Inclusion. The
duties of the position will be distributed among the existing staff within Human Resources with
minimal service level impacts.
F-12
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 the loss prevention program for employee-related losses
• Manage the citywide Safety Program (injury prevention and Cal-OSHA compliance)
• Manage subrogation of third-party damage to city assets
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 214,241$ 222,094$ 309,197$ 301,795$
Retirement Benefits 62,233 52,965 69,806 78,864
Health Insurance 31,313 32,350 43,245 39,413
Other Personnel Expenses (46,401) 19,300 9,165 9,576
Personnel Services Subtotal 261,386 326,709 431,413 429,648
Operating Expenses
Professional & Contract Services 2,647,783 4,701,339 4,199,500 5,043,000
Supplies & Materials 3,984 3,195 5,000 5,000
Repair & Maintenance - - - -
Interdepartmental Charges 23,196 23,952 32,619 70,122
Other Operating Expenses 1,583,382 3,646,415 2,049,700 1,849,700
Capital Outlay - 9,958 - -
Operating Expenses Subtotal 4,258,345 8,384,859 6,286,819 6,967,822
TOTAL EXPENDITURES 4,519,731$ 8,711,568$ 6,718,232$ 7,397,470$
Full Time Positions 2.00 2.00 2.50 2.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
F-13
• Monitor compliance related to insurance requirements for all citywide independent
contractors
• Evaluate and provide advice regarding insurance policies purchased by the city
RECENT ACCOMPLISHMENTS
• Conducted safety audits at all city facilities and work sites to maintain safe conditions for the
public and employees
• Managed over 120 active liability and property claims without a Third Party Administrator,
resulting in an estimated $60,000 annual cost avoidance
• Reached a successful resolution of a multi-million dollar 40-home groundwater claim
• Implemented alternative methods for delivering training to minimize operational
disruptions, increase trainer/trainee interaction and training quality and ensure compliance
• Implemented industrial hygiene services (audiogram/respirator fit testing) to maximize
efficiency and ensure compliance
• Coordinated efforts with City Attorney’s Office to develop and implement the new
Workplace Violence Prevention Plan
• Worked with departments to conduct Safety Surveys to enhance safety compliance
• Obtained city property loss recoveries resulting in an average annual cost recovery of
$130,000
GOALS
• Enhance the safety program to ensure better training of employees and fewer accidents
• Enhance safety committee meetings for each department
• Conduct Job Hazard Analyses of high-risk job activities in Police and Fire departments
• Continue to develop Standard Operating Procedures to maintain compliance with CalOSHA
regulations
• Expand employee training and decrease use of outside safety vendors
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
New claims that are
closed 85% 80% 80% At least
80%
Organizational
Excellence &
Fiscal Health
Recovered damages to
city property 76% 75% 75% At least
75%
Organizational
Excellence &
Fiscal Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
Increased budget for insurance premiums and legal expenses to cover anticipated higher liability and
property insurance premiums and legal fees for the coming year.
F-14
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: WORKERS’ COMPENSATION
Account: 6111520 Fund: Internal Service
ABOUT
This internal service fund is used to support the work-related injury and illness program.
SERVICES
• Work with injured employees and physicians to ensure timely medical treatment
• Coordinate employees’ return to work, including light duty assignments
• Work directly with injured employees to settle outstanding claims without litigation
• Provide information and recommendations to department supervisors to prevent work-
related injuries
RECENT ACCOMPLISHMENTS
• Implemented new policies and practices to comply with new legal mandates
• Resolved and closed 233 claims in fiscal year 2022-23 and expecting to resolve 223 claims in
fiscal year 2023-24; 98% of these did not require litigation
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 76,865$ 89,748$ 182,419$ 171,923$
Retirement Benefits 23,883 20,516 38,514 44,926
Health Insurance 12,636 16,797 31,989 26,612
Other Personnel Expenses (29,088) 10,343 5,155 5,552
Personnel Services Subtotal 84,296 137,404 258,077 249,013
Operating Expenses
Professional & Contract Services 687,143 717,831 885,000 990,000
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges 708 11,988 16,815 29,102
Other Operating Expenses 6,208,100 12,624,684 3,998,000 4,720,000
Capital Outlay - - - -
Operating Expenses Subtotal 6,895,951 13,354,503 4,899,815 5,739,102
TOTAL EXPENDITURES 6,980,247$ 13,491,907$ 5,157,892$ 5,988,115$
Full Time Positions 1.00 1.00 1.50 1.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
F-15
• Enhanced the workers’ compensation claims auditing process and trend analysis to identify
patterns and implement additional safety measures to prevent claims
• Conducted weekly incident reviews to identify trends in work related accidents/injuries and
implement measures to reduce employee injury and workers’ compensation claims costs
GOALS
• Ensure injured employees receive appropriate medical treatment in a timely manner to
reach maximum improvement and return to work as soon as possible
• Work collaboratively with injured employees to settle claims without costly litigation
• Minimize the number of lost days of work due to work-related injuries/illnesses to continue
providing outstanding service and minimize overtime cost due to employee absences
• Enhance the workers’ compensation strategic plan and use of data analytics to achieve the
desired outcomes of this program, including injury and illness prevention
• Ensure workers’ compensation data is shared with management regularly to guide the
decision-making process and provide feedback that supports the program goals
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Average lost days of work
per claim 67 60 60 < 100
Organizational
Excellence &
Fiscal Health
Litigated claims as
percent of open claims 2% 2% 2% < 20%
Organizational
Excellence &
Fiscal Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
Increased budget to cover anticipated higher costs for excess insurance and medical-related expenses
for the coming year.
F-16
ADMINISTRATIVE SERVICES |
INFORMATION TECHNOLOGY
Account: 640, 641 Fund: Internal Service
ABOUT
The Information Technology Department supports and continuously improves essential technology
solutions and infrastructure for enabling day-to-day city operations. IT provides leadership to deliver
secure, reliable and cost-effective solutions aligned with City Council priorities and city initiatives.
SERVICES
• Administer and oversee the department’s use of resources and formation of priorities
• Support operations through implementation and support of technology infrastructure
• Implement and support enterprise software applications and systems
• Provide Data Services including GIS for internal and external data needs
• Provide project management services to technology/system implementations and upgrades
• Provide business system specialist support to help ensure technology meets business needs
• Provide client services through a service desk, PC support and strategic initiatives
• Support public safety’s unique technology requirements for the Police and Fire departments
• Oversee information technology security policies/practices and threat investigations
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 3,992,390$ 5,055,840$ 5,179,271$ 5,963,096$
Retirement Benefits 1,212,662 1,061,220 1,198,324 1,525,129
Health Insurance 490,649 593,196 693,969 738,267
Other Personnel Expenses (610,349) 308,676 158,923 191,876
Personnel Services Subtotal 5,085,352 7,018,932 7,230,487 8,418,368
Operating Expenses
Professional & Contract Services 835,433 1,738,537 1,236,659 1,314,678
Supplies & Materials 214,385 200,287 131,197 137,697
Repair & Maintenance 3,532,515 4,599,418 5,239,978 5,897,569
Interdepartmental Charges 32,724 35,604 73,864 125,499
Other Operating Expenses 1,811,075 1,542,073 1,703,550 1,602,682
Capital Outlay 896,160 1,022,624 1,021,740 1,209,044
Operating Expenses Subtotal 7,322,292 9,138,543 9,406,988 10,287,169
TOTAL EXPENDITURES 12,407,644$ 16,157,475$ 16,637,475$ 18,705,537$
Full Time Positions 37.00 43.00 43.00 48.00
Hourly/FTE Positions 1.00 0.99 0.50 0.50
F-17
RECENT ACCOMPLISHMENTS
• Enhanced the staff identity management solution, technology infrastructure, audio visual
capabilities, supported data analytics initiatives and numerous cyber security programs
• Migrated existing traffic equipment to the highspeed Carlsbad Digital Information Network,
decreasing downtime and providing reliable connectivity to traffic signals and sensors
• Upgraded enterprise applications including the finance management system, utility billing
system, recreation museum collection management solution, treasurer investment portfolio
management system and city record management system
• Began implementation of Community Development electronic plan reviews, Facility Security
Master Plan assessment and pilots for fleet telematics and patron analytics solutions
• Implemented a new enterprise digital asset management system, phase one of the
construction and project management solution, intranet site, e-vendor validation portal,
water main analysis tool and phase one of the enterprise asset management solution
• Completed over 9,800 ServiceNow tickets, deployed more than 600 mobile devices and 300
computers and supported numerous building construction and remodel projects
GOALS
• Begin the core system consolidation to upgrade and implement enterprise applications as
identified in the Strategic Digital Transformation Investment Program (SDTIP)
• Begin and continue implementation of technology projects as identified in the SDTIP such as
Payment Card Industry Compliance, RFID Replacement and Station Alerting Equipment
Replacement
• Expand software platform for affordable housing management, records management
system forms, business process automation and analytics
• Replace legacy copper infrastructure along streets with high speed fiberoptics as well as
upgrade the network equipment with a modern and secure solution
• Continue development of resource tools/action plan for projects and service improvements
• Support phase four of the Police & Fire Headquarters remodel
• Continue modernization of IT infrastructure for projects supporting improved cybersecurity
and data analytics, such as extending the Carlsbad Digital Information Network and
development of the cybersecurity program
Performance Measure
CY 2022
Actual
CY 2023
Actual Benchmark
Related Strategic
Plan Goal
Percentage of ticket incidents
considered critical 1.08% 0.23%
< 2.5% of
industry
standard
Organizational
Excellence &
Fiscal Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, the
department eliminated a vacant full-time Business Systems Specialist position. The duties of the
position will continue to be absorbed by existing Information Technology staff; low priority projects
may be delayed. The department absorbed the Data Services Manager, Strategic Plan Analyst and five
Geographic Information Services positions and associated budget that previously resided in the
former Innovation & Economic Development Department.
F-18
ADMINISTRATIVE SERVICES | MISCELLANEOUS NON-DEPARTMENTAL
Account: 00190XX 128XXXX Fund: General Special Revenue - Opioid Settlement Fund
ABOUT
The miscellaneous non-departmental budget accounts for all General Fund transfers to other funds,
City Council contingencies and other miscellaneous General Fund expenses, such as outside legal
counsel, personnel vacancy savings, citywide final vacation pay, and citywide dues and subscriptions.
The Carlsbad Strategic Plan includes a strategic objective to work with the San Diego Association of
Governments and the North County Transit District to prioritize, determine costs, and work with state
and federal representatives to seek funding for preliminary design and technical studies for lowering
the railroad tracks in the Village. The fiscal year 2023-24 budget appropriated $5.22 million from the
General Fund Reserve and directed staff to request that the San Diego Association of Governments,
or SANDAG, submit a fiscal year 2023 Railroad Crossing Elimination Grant Program application for the
project as the lead agency. On June 25, 2024, the City Council adopted a resolution authorizing the
City Manager to execute a memorandum of understanding between the City of Carlsbad, SANDAG
and the North County Transit District regarding the pursuit of grant funding for the project.
COVID-19 related expenditures are minimal and are associated with the previous COVID-19 Economic
Recovery and Revitalization Initiative. Vacancy savings, or anticipated personnel savings over the
course of the fiscal year, were first added to the budget in fiscal year 2022-23.
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
BudgetMiscellaneous Non-Departmental Expenditures
Community Contributions & Railroad Trenching -$ -$ 5,220,000$ -$
COVID-19 Related 177,677 40,842 - -
Dues and Subscriptions 75,069 77,746 80,000 90,000
Legal Services 519,683 540,090 750,000 750,000 Opioid Settlement Funds - - 21,466 103,059 Other Miscellaneous Expenditures 50,787 52,277 100,000 100,000 Personnel Related 155,595 122,499 1,637,000 1,900,000 Professional Services 33,980 44,148 39,700 39,000
Property Tax and Other Administration 725,588 764,180 750,000 800,000
Vacancy Savings - - (2,000,000) (2,000,000)
Miscellaneous Non-Departmental Subtotal 1,738,379 1,641,782 6,598,166 1,782,059
General Fund Transfers Transfer to General Capital Construction Fund 13,283,056 3,956,000 11,600,000 18,579,226 Transfer to Infrastructure Replacement Fund 283,000 3,956,000 4,200,000 4,779,226 Transfer to Strategic Digital Transformation Investment Program 10,656,000 3,956,000 4,200,000 4,779,226
Transfer to LLD #1 (Medians & Trees)1,390,000 1,400,000 1,570,000 1,500,000
Transfer to Storm Water Program 322,000 332,000 340,000 350,000
Transfer to Fleet Maintenance - 1,400,000 - -
Transfer to Fleet Replacement - - - 560,000 Transfer to Risk Management - 1,000,000 - - Transfer to Workers' Compensation Fund - 8,208,252 - 7,000,000 Miscellaneous Transfers Out 993,748 - - -
General Fund Transfers Subtotal 26,927,804 24,208,252 21,910,000 37,547,678
City Council Contingencies
Contingencies - - 500,000 500,000
TOTAL EXPENDITURES 28,666,183$ 25,850,034$ 29,008,166$ 39,829,737$
F-19
The city first received funds from the Opioid Settlement and Distributor Settlement funds in fiscal
year 2022-23 and has since built these distributions in its annual budget. These funds come from the
California Opioid Settlements to be utilized for opioid remediation activities.
The personnel related expenditures pertain to certain centrally budgeted items in the General Fund,
such as those related to CalPERS, final vacation pay to employees when they terminate employment
with the city, and accounting adjustments. This budget item has increased in recent years to better
account for actual personnel costs. Accounting for $2 million in vacancy savings also allows for
budgeted personnel costs to align with actual personnel costs more closely in the General Fund. Prior
year actuals for personnel vacancy savings will consistently remain at zero, assuming actual savings
reach the budgeted total.
In accordance with City Council Policy 91, the city targets adopting an annual budget that includes a
transfer from the General Fund to one or more of the city's long-term capital funds. The long-term
capital funds include the General Capital Construction Fund, the Infrastructure Replacement Fund
and the Technology Investment Capital Fund. In fiscal year 2022-23, the city made equal
contributions across each of the three funds. In fiscal years 2023-24 and 2024-25, the city budgeted
for and made additional contributions to the General Capital Construction Fund to ensure that future
projects have adequate funding. The additional respective transfers of $7.4 million and $13.8 million
were funded from estimated General Fund surplus.
The City Council authorized one-time transfers to the city’s Fleet Maintenance Fund in fiscal year
2022-23 and the Fleet Replacement Fund in fiscal year 2024-25. The $1.4 million transfer to Fleet
Maintenance supported the fund balance amid increasing maintenance costs citywide. The $560,000
transfer to Fleet Replacement supported historical chargebacks related to a Police Department
vehicle purchase.
The City Council also authorized several one-time transfers to the city’s Risk Management and
Workers’ Compensation funds. In fiscal year 2022-23 the City Council approved total transfers of $1
million to the Risk Management Fund and $8.2 million to the Workers’ Compensation Fund. Spending
in both funds exceeded estimates due to several factors, including the volume of claims opened and
settled, an increase in personnel, and growing costs for legal defense and experts. The fiscal year
2024-25 budget includes another one-time transfer of $7 million in an effort to increase the
program’s reserve to achieve a funded status of approximately 85%. This level of funding is consistent
with actuarial standards and in accordance with recommendations from the city’s external auditors.
City Council contingency budget has been set at $500,000 annually in recent years. Prior year actuals
remain at zero, as the City Council distributes budget throughout the year to departments citywide as
approved by Council action. The City Council approved contingency spending in fiscal years 2021-22
through 2023-24 of $280,358, $7,776, and $8,000, respectively. The City Council distributed budget
for items like community spirit grants, a special events grant, a winning teams grant, supporting the
city’s professional services agreement to shelter the pets of individuals experiencing homelessness,
paying consultant costs associated with the preparation of alternatives and potential housing sites to
study for rezoning, among others.
F-20
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 (elected)
• Office of the City Treasurer (elected)
• Office of the City Manager
• Office of the City Attorney
• Office of the City Clerk (elected)
• Communication & Engagement
The City Council appoints the City Manager, City
Attorney and members of the city’s boards,
commissions and committees. The Office of the City
Manager handles administration and oversight of the
city organization, including hiring the city workforce,
supervising city departments and ensuring the City
Council’s policy priorities are met.
Scott Chadwick
City Manager
442-339-2820
manager@carlsbadca.gov
G-2
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
•Allocated funding to host nine TGIF free summer concerts in 2024
•Approved zoning changes on 16 properties across Carlsbad to meet state housing
requirements
•Accepted a $2.3 million state grant that will help address homeless encampments in the
downtown Village area
•Approved design and construction of eight new outdoor pickleball courts
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 278,071$ 297,953$ 308,869$ 266,179$
Retirement Benefits 73,340 60,017 47,173 36,980
Health Insurance 79,678 92,236 42,729 69,616
Other Personnel Expenses 7,319 6,931 6,539 3,335
Personnel Services Subtotal 438,408 457,137 405,310 376,110
Operating Expenses
Professional & Contract Services 201 2,375 25,300 25,800
Supplies & Materials 5,450 9,483 24,422 24,422
Repair & Maintenance - - - -
Interdepartmental Charges 79,800 88,464 102,968 119,137
Other Operating Expenses 10,285 34,173 49,078 53,578
Capital Outlay - - - -
Operating Expenses Subtotal 95,736 134,495 201,768 222,937
TOTAL EXPENDITURES 534,144$ 591,632$ 607,078$ 599,047$
Full Time Positions 2.00 2.00 2.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-4
• Adopted a new Parks & Recreation Department Master Plan that will guide parks and
recreation priorities through 2030 based on community feedback, industry trends, city
demographics and other factors
• Adopted City Council Policy 99, City Council Proclamations, Certificates of Recognition and
Congratulatory Letters
• Adopted City Council Policy 100, City Council Conference, Training and Professional
Development Travel Policy
GOALS
The City Council is focused on advancing the goals identified in the city’s 5-Year Strategic Plan. Work
is centered around the following five goal themes:
• Economic vitality
• Sustainability and the natural environment
• Community character
• Quality of life and safety
• Organizational excellence and fiscal health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, the Office of
the City Council eliminated one vacant senior office specialist position. The duties of the position will
be distributed among existing staff within the City Manager’s Office with minimal service level
impacts.
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
• Maintained a competitive yet prudent investment yield
• Increased book value of investment portfolio in fiscal year 2023 by 2.64% over prior year
• Increased cash income earned by the investment portfolio in fiscal year 2023 by 25.49% over
prior year
GOALS
• Maintain a stable investment portfolio to ensure the preservation of capital in the overall
portfolio
• Anticipate and meet the changing investment needs of the city to remain sufficiently liquid
to enable the city to meet all operating requirements
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 90,849$ 64,518$ 122,253$ 121,975$
Retirement Benefits 26,286 19,619 26,546 29,238
Health Insurance 25,530 4,172 21,348 9,780
Other Personnel Expenses 2,820 1,951 3,473 3,412
Personnel Services Subtotal 145,485 90,260 173,620 164,405
Operating Expenses
Professional & Contract Services 63,348 34,779 70,210 60,700
Supplies & Materials 1,780 972 850 1,032
Repair & Maintenance - - - -
Interdepartmental Charges 32,676 21,900 29,569 48,667
Other Operating Expenses - - 4,900 4,718
Capital Outlay - - - -
Operating Expenses Subtotal 97,804 57,651 105,529 115,117
TOTAL EXPENDITURES 243,289$ 147,911$ 279,149$ 279,522$
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-6
• Manage the investment portfolio to realize a yield on investments as a source of additional
revenue
• Use innovative solutions to fund modern and secure cash handling solutions even in
uncertain times
• Maintain a maximum modified duration of less than 2.2%, which is a measure of investment
risk
• Maintain short term investment maturity value (investments maturing within one year) at
no less than the equivalent of two-thirds of the current operating budget; this ensures
sufficient liquidity to meet the city’s operating needs
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Modified Duration 1.78 1.60 < 2.2 ≤ 2.2%
Organizational
Excellence &
Fiscal Health
Short term investment
maturity value as a
percentage of the current
operating budget
92.1% 85.0% > 66.7%
At least 2/3
or 66.6% of
operating
budget
Organizational
Excellence &
Fiscal Health
Average Yield of
investment portfolio 1.86% 2.25% 2.60% N/A
Organizational
Excellence &
Fiscal Health
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 three Proclamations of Local Emergency in response to the impacts of storm-related
damage to property within the City of Carlsbad
• Terminated the Safer Streets Emergency on Sept. 23, 2023; however, efforts to continue
improving safety through the Safer Streets Together Plan are ongoing
• Provided an update to City Council on the status of the goals and objectives in the City
Council 5-Year Strategic Plan
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,151,593$ 1,235,450$ 1,230,586$ 1,138,336$
Retirement Benefits 364,616 311,058 313,890 321,172
Health Insurance 135,066 130,716 139,462 120,176
Other Personnel Expenses 32,560 28,905 33,053 31,054
Personnel Services Subtotal 1,683,835 1,706,129 1,716,991 1,610,738
Operating Expenses
Professional & Contract Services 180,414 174,424 244,350 249,350
Supplies & Materials 26,669 50,272 46,161 46,161
Repair & Maintenance - - - -
Interdepartmental Charges 104,904 94,884 125,966 148,499
Other Operating Expenses 17,300 19,905 51,355 50,935
Capital Outlay - - - -
Operating Expenses Subtotal 329,287 339,485 467,832 494,945
TOTAL EXPENDITURES 2,013,122$ 2,045,614$ 2,184,823$ 2,105,683$
Full Time Positions 7.00 7.00 7.00 6.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-8
• Tracked approximately 1,500 separate pieces of legislation and issued statements of support
or opposition on 25 pieces of legislation to help ensure Carlsbad’s interests are represented
in state and federal actions
• Secured $1.3 million in state and federal grants in 2023
• City-sponsored SB 428 (Blakespear) signed into law
• Ensured timely follow up of all City Council and constituent services requests
• Managed a robust local, state and federal intergovernmental affairs program
• 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
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, the Office of
the City Manager eliminated one vacant management analyst position. The duties of the position will
be distributed among existing staff within the Office of the City Manager.
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, Planning Commission 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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,327,586$ 1,261,492$ 1,400,190$ 1,406,070$
Retirement Benefits 421,473 347,272 352,121 388,449
Health Insurance 123,418 115,291 141,643 121,229
Other Personnel Expenses 37,257 30,699 38,365 39,729
Personnel Services Subtotal 1,909,734 1,754,754 1,932,319 1,955,477
Operating Expenses
Professional & Contract Services 2,569 2,609 2,700 2,700
Supplies & Materials 31,707 32,719 23,257 23,257
Repair & Maintenance - - - -
Interdepartmental Charges 129,444 106,764 141,008 181,959
Other Operating Expenses 8,429 10,675 16,312 16,312
Capital Outlay - - - -
Operating Expenses Subtotal 172,149 152,767 183,277 224,228
TOTAL EXPENDITURES 2,081,883$ 1,907,521$ 2,115,596$ 2,179,705$
Full Time Positions 8.00 8.00 8.00 8.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-10
RECENT ACCOMPLISHMENTS
• Advised the City Council and city staff on legal matters, including updates to the Housing
Element and Growth Management Plan, local traffic emergency and Surplus Land Act
compliance
• 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
animal control regulations, several chapters on boards and commissions, amendments to
the Village and Barrio Master Plan to develop objective design standards, regulations related
to non-storefront retail medicinal cannabis businesses and the duties of the Mayor
• Assisted with negotiations to reconfigure the SDG&E North Coast Service Center site to free
up coastal property for eventual transfer to the city
• Worked with the Legislative Subcommittee, the Intergovernmental Affairs Director and the
city’s legislative consultant to pass state legislation to expand the workplace violence
restraining order law to protect against certain kinds of workplace harassment as well as
threats of violence
• Worked with Police Department to obtain Gun Violence Restraining Orders as appropriate
for domestic violence and mental health incidents
• Developed training material for staff on the enforcement of the city’s single-use plastic and
food ware bans
• Assisted staff in in preparing several service provider and grant agreements to enhance
homeless services and programs in the city
• Advised the City Clerk’s Office and Police Department on changes to state law regarding the
required disclosure of records related to police personnel
• Provided trainings to city staff and city board and commission members on the Brown Act,
Public Records Act, Political Reform Act, Government Code Section 1090 conflicts of interest
and Form 700 requirements for consultants
• 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
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
• Ensure public records are archived, preserved and accessible to the public
• Respond to Public Records Act Requests
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 610,376$ 645,991$ 675,023$ 631,584$
Retirement Benefits 167,776 144,157 142,285 146,827
Health Insurance 86,549 90,984 86,625 109,647
Other Personnel Expenses 18,665 17,542 21,431 20,780
Personnel Services Subtotal 883,366 898,674 925,364 908,838
Operating Expenses
Professional & Contract Services 89,424 27,479 70,500 71,000
Supplies & Materials 42,990 41,459 42,220 42,720
Repair & Maintenance 863 - 4,115 3,115
Interdepartmental Charges 156,372 143,220 182,459 198,134
Other Operating Expenses 123,297 149,799 49,797 49,797
Capital Outlay - 12,483 - -
Operating Expenses Subtotal 412,946 374,440 349,091 364,766
TOTAL EXPENDITURES 1,296,312$ 1,273,114$ 1,274,455$ 1,273,604$
Full Time Positions 7.00 7.00 7.00 6.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
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
• Responded to 662 Public Records Requests
• Processed 578 Financial Disclosure Documents
• Updated the Carlsbad Municipal Code relating to the qualifications necessary to serve as City
Treasurer
• Implemented the County’s electronic system for document recordation
• Obtained 5-Year Certification from the FPPC for the City’s Electronic Filing System for
Statements of Economic Interests
• Automated tracking of Ethics Training for all Board and Commission Members
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
• 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
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort, the Office of
the City Clerk eliminated one vacant deputy city clerk position. The duties of the position will be
distributed within the department with minimal service level impacts.
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.
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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 918,417$ 1,011,572$ 1,082,901$ 1,068,842$
Retirement Benefits 219,496 227,913 232,944 261,769
Health Insurance 122,180 135,982 181,807 171,688
Other Personnel Expenses 26,741 25,950 32,984 32,899
Personnel Services Subtotal 1,286,834 1,401,417 1,530,636 1,535,198
Operating Expenses
Professional & Contract Services 826,454 1,038,182 454,200 402,612
Supplies & Materials 102,950 121,699 81,620 96,863
Repair & Maintenance 9,541 - - -
Interdepartmental Charges 172,368 194,952 208,342 260,980
Other Operating Expenses 18,322 17,662 217,256 221,300
Capital Outlay 24,925 14,038 - -
Operating Expenses Subtotal 1,154,560 1,386,533 961,418 981,755
TOTAL EXPENDITURES 2,441,394$ 2,787,950$ 2,492,054$ 2,516,953$
General Fund 2,037,551$ 2,385,710$ 1,953,098$ 2,010,091$
Special Revenue Fund 403,843 402,240 538,956 506,862
Total Funding 2,441,394$ 2,787,950$ 2,492,054$ 2,516,953$
Full Time Positions 7.00 7.00 9.00 9.00
Hourly/FTE Positions 3.50 3.50 1.50 1.00
G-14
RECENT ACCOMPLISHMENTS
• Successfully engaged community members on issues including the Robertson Ranch Park
planning, Objective Design Standards, Safe Routes to Schools, TGIF concerts, the Climate
Action Plan Update and neighborhood traffic calming programs
• Communicated to residents about 14 major construction projects, including detour
information, construction schedules and project benefits
• Developed and distributed 51 editions of the city’s e-newsletter, a weekly 2,000 word recap
of City Council actions, upcoming events and other news
• Grew email database to 134,557, a net 29% increase over the previous year
• Sent 312 targeted emails regarding city issues, programs and events, with an average open
rate of 63%, 3% higher than the previous year and 20% higher than the industry average
• Produced and distributed 278 news releases and articles about city services and programs
• Increased net new YouTube subscribers by 23% and total watch time 38% over last year
• Posted 773 updates on Facebook and increased net new followers on Facebook by 3% to a
new high of 54,000
• Posted 775 updates on Instagram and increased net new followers by 11%
• Produced 73 informational videos, which combined were watched 236,956 times for a total
of 6,545 hours
• Recognized with 13 local, regional and national awards, recognizing community engagement
programs, Safer Streets Together program, employee communication and community
service campaigns
GOALS
The Communication & Engagement Department’s performance measures support all five goals in the
City Council’s 5-Year Strategic Plan by promoting awareness of each and opportunities for the
community to become engaged in individual initiatives.
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Engagement
opportunities meeting
participation goals
3 5 4 ≥ 3/year All
City news updates 5 5 4 ≥ 3/year All
Communication initiated
(all channels) 6 6 5 ≥ 5/year All
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As part of this effort,
Engagement & Communication eliminated one part-time position. The duties of the position will be
distributed within the department.
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.
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
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.
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 2024-25 and prior approved major projects
that have changes in funding needs or project requirements. The estimated annual operational and
replacement cost increases shown on each project page represent a departmental budgetary
increase—generally to the Information Technology Department and its internal service citywide
chargeback—separate from Capital Technology Fund activity. Projects for fiscal year 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 2024-25 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 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
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
• Live 911
• Utility Billing Portal
Fiscal Year 2023-24 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2023-24 SDTIP and have no changes to
their funding needs or project requirements and are still in process. These projects are included in the
totals of the various graphs and charts shown in the SDTIP.
• Fleet Telematics
• Records Digitization
• Patron Print/Copy/PC Management
• Staff Managed Print
• Business Process Automation
• Expansion of Yardi
Completed, Cancelled or Delayed Projects
The following projects were completed, cancelled or delayed during fiscal year 2023-24. The
completed projects are not part of the totals of the various graphs and charts, while if there were
cancelled projects they would have been included if the project was previously funded. If a project
H-5
was previously funded and new funding was delayed the new year the project will be funded is
shown and included in the appropriate graphs and charts.
Completed
• Project Portfolio Management Tool & Consulting
• Enterprise Digital Asset Management
• Exploration Hub Upgrade
• Regulatory Water Usage Analytics
• Payment Works
• Past Perfect Upgrade/Migration
Cancelled
There are no cancelled projects from fiscal year 2023-24.
Delayed
The following projects that were previously approved and funded are being delayed:
• Discovery Management
• Facility Security Master Plan
• Virtual Permitting Counter
H-6
ESTIMATED TOTAL APPROPRIATIONS BY
GOAL
Going into fiscal year 2024-25, there are 41 continuing and new projects planned over the next five
years at an estimated total cost of $36.7 million. Included in the $36.7 million is approximately $19.8
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 $19.8 million
is approximately $6.2 million of estimated new appropriations for fiscal year 2024-25 for these same
projects.
Build Capacity for Data-driven Decision Making,
$1,655,000 , 4%
Enhance Accessibility and Transparency,
$1,173,000 , 3%
Foster a Vibrant Civic
Engagement Culture,
$1,325,000 , 4%
Promote Security and
Sustainability through
Connectivity,
$13,265,366 , 36%
Pursue
Communitywide
Digital
Transformation, $19,268,500 , 53%
Estimated Total Project Costs by Funding Source
FY 2024-25 to FY 2028-29
$36.7 million
H-7
Fiscal year 2024-25 estimated total appropriations by project goal
Pursue Communitywide Digital Transformation
$19.2 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security
strategy.
Build Capacity for Data-Driven Decision Making
$1.7 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
$1.3 million
The city’s civic engagement culture builds upon the first two goals with a human-centered
perspective to use data and technology in a way that respects people and their privacy. Projects in
this category will support a vibrant culture where residents, organizations and businesses are
invested in their community and its future.
Enhance Accessibility and Transparency
$1.2 million
This goal recognizes that open government and approaching problem-solving from an accessibility
perspective leads to better outcomes for all. Projects in this category include Civic Engagement with
Open Data, Online Permitting/Electronic Reviews, Patron Print/Copy Management and a Virtual
Permitting Counter.
Promote Security and Sustainability through Connectivity
$13.3 million
Projects in this goal include the annual replacement of hardware and technology infrastructure, a
Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System, and an
enhancement to the 911 emergency system.
H-8
PROJECTS
PURSUE COMMUNITYWIDE DIGITAL
TRANSFORMATION
Consolidation & Replacement of Core Systems
Project Benefits
Without systems that can talk to each other, the city wastes time and resources manually compiling
and integrating data. This greatly affects the city’s ability to make data-driven decisions, which are
needed to ensure the highest and best use of taxpayer resources. Having fewer systems that
consolidate the city’s core business functions will enable streamlined business processes and provide
more timely access to data and information. It will also enhance operations and reduce inefficiencies
of employees having to learn and operate multiple systems.
About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are
approximately 20 core systems including the city’s financial, human resources, payroll, budget, asset
and work order management, licensing and permitting, utilities operations, computer-aided dispatch,
land management, and program-event management. Rather than operate many systems with narrow
applicability, the city is evaluating ways to consolidate its core systems as legacy applications are
replaced. This may mean accelerated replacement for certain systems. The goal is to reduce
redundancy and inefficiency associated with operating many different systems with different
vendors.
Consolidating down to a few systems that seamlessly integrate data and provide a more uniform
interface will improve the experience of city employees and the public. The scope of this multi-year
Project Funding Source:
Technology Investment 9,400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 2,400,000$ 3,000,000$ 3,000,000$ 1,000,000$ -$ 9,400,000$
Est FY27-28
Budget
-$
H-9
initiative includes the analysis, selection, purchase and implementation of the software and hardware
necessary to consolidate, replace and integrate these systems with as few systems as possible while
maintaining or enhancing existing capabilities.
The city 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 city developed and
issued a request for proposals for a new consolidated system and received 12 proposed solutions.
Staff reviewed the proposals and invited four vendors for solution demonstrations. After
demonstrations, staff selected 2 finalists and are in the process of completing a comprehensive due
diligence process before selecting a final solution and entering contract negotiations. City staff are
currently requesting funding of $3.0 million in fiscal year 2024-25 for acquisition and initial
implementation and will request an estimated $4.0 million in funding for the continued
implementation of a new system as part of the fiscal year 2025-26 and 2026-27 SDTIP.
It is not currently feasible to determine any operational or replacement costs because they depend
on the final costs established during contract negotiations.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
H-10
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 2024-25
includes elements required for this expansion as well as some feature and functionality
enhancements to the services already in place.
For fiscal year 2024-25, $87,000 was included in the Information Technology Department’s operating
fund budget request to account for expansion of the network. It is estimated the operational and
replacement requirements will be approximately between $150,000 and $200,000 for fiscal year 2025-
26 and annually thereafter. The cost associated with the prior year funding have previously been
included in the Information Technology Department’s Operating or Replacement budget requests.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
H-11
Payment Card Industry Compliance
Project Benefits
Recreation facilities accept credit card payments for various recreation activities such as enrolling in
recreation classes or summer programs. When accepting credit card payments at a city facility,
adhering to PCI compliance is crucial for maintaining customer trust, avoiding fines and safeguarding
the city’s reputation.
About This Project
This project will replace all the existing credit card devices at city recreation facilities with new
devices that are PCI compliant.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 62,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 62,000$ -$ -$ -$ 62,000$
Est FY27-28
Budget
-$
H-12
Radio Frequency Identification Replacement
Project Benefits
The library currently relies heavily on automation for materials management. A core component of
this automation process is the Radio Frequency Identification system used for physical material
management. RFID automation is integral to the entire materials management process from
checking-out materials to automated returns.
About This Project
The existing RFID equipment installed at each of the three library facilities is beyond the end of its
life, is no longer supported and replacement parts are no longer being manufactured. This project
involves the identification, acquisition and implementation of replacement RFID equipment including
self-check kiosks, automated material handling systems and security pedestals.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 600,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 600,000$ -$ -$ -$ 600,000$
Est FY27-28
Budget
-$
H-13
Risk Management Solution Assessment
Project Benefits
The existing risk management solution was developed internally by city staff and is based on the
Microsoft Access platform. Microsoft Access lacks the functionality and capabilities of an enterprise
solution. Implementing a commercially developed risk management solution or including risk
management functionality into the solution selected as part of the Consolidation & Replacement of
Core Systems initiative will ensure the ongoing stability and security of the data and risk management
claim tracking.
About This Project
With the assistance of an outside consultant, staff will complete a comprehensive process review and
needs assessment that will fully document the functional requirements for a risk management
solution. The findings of this assessment will be used to evaluate the possibility of incorporating risk
management functionality into the Consolidation & Replacement of Core Systems. If the solution
cannot be included as part of the Consolidation & Replacement of Core Systems, the findings will be
used to develop a Request for Proposal to identify an enterprise risk management solution.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 40,000$
Managing Department:
Information Technology
Human Resources
Estimated Annual Costs
Increase/(Decrease):
Operational 4,000$
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 40,000$ -$ -$ -$ 40,000$ -$
Est FY27-28
Budget
H-14
Station Alerting Equipment Replacement
Project Benefits
Fire station alerting systems are installed in every fire station in the city and are critical components
in the rapid response of fire and emergency services. These systems utilize advanced technology to
ensure that fire personnel are notified of emergencies almost instantaneously. The system at each
station integrates with the North County Dispatch Joint Powers Authority’s Computer-Aided Dispatch
system to deliver incident details swiftly and accurately, enhancing situational awareness and
communication. Features like text-to-speech technology, high contrast message signs and various
audio and visual alerts ensure timely turn out and response times.
The existing fire station alerting equipment and infrastructure at fire stations 1, 3, 4, 5 and 6 is over
20 years old, past end of life and no longer supported.
About This Project
Acquire and install new fire station alerting equipment and infrastructure at fire stations 1, 3, 4, 5 and
6. The equipment will match what is currently installed at fire stations 2 and 7.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 500,000$
Managing Department:
Information Technology
Fire
Estimated Annual Costs
Increase/(Decrease):
Operational 50,000$
Replacement Not Known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 500,000$ -$ -$ -$ 500,000$ -$
Est FY27-28
Budget
H-15
BUILD CAPACITY FOR DATA-DRIVEN DECISION
MAKING
Data Governance and Operational Analytics
Project Benefits
Building a comprehensive approach to citywide data management to enable data-rich key
performance metrics and effective operation of city departments. Council recently approved a policy
statement on citywide data governance and management and a data governance committee has
been established. Additional funding is being requested to purchase additional software licenses and
data lake design and engineering services.
About This Project
This project will serve as the foundation for delivering more efficient city services through a better
understanding of key performance metrics for all city departments by leveraging data. The project
will include the implementation of a citywide data policy to govern how the organization collects,
maintains and secures data in order to enable rich reporting and analytics for operations and
leadership. The policy will enact a data governance team that can revise the policy as needs and
priorities change. The data governance team will direct and oversee the data catalog and data
inventory and participate in the evaluation of new systems that will collect data. The data governance
team will also regularly review data security and audit processes of data collection and retention. The
project will fund the implementation of a data lake to house a centralized location to facilitate easier
cross department reporting. Staff training of data stewardship and how to unlock operational insights
using new data tools is an additional element of the project. This project will also include the delivery
of department performance dashboards to inform leadership and council on the ongoing efforts of
agency goals. In addition, the project creates capacity to acquire external datasets that inform city
operations and provide benefit to multiple departments.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Funding Source:
Technology Investment 495,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 310,000$
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 405,000$ 18,000$ 18,000$ 18,000$ 18,000$ 495,000$
Est FY27-28
Budget
18,000$
H-16
Facility Monitoring and Management
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. Alerting to conditions in city facilities
will allow staff to respond, reducing or limiting any potential damage that may occur from these
conditions.
About This Project
This project will identify, procure and implement a citywide facility monitoring and management
solution for city facilities.
Staff are currently in the process of issuing and reviewing responses to a request for qualifications to
identify at least two solutions that will be part of a pilot program at two city facilities. At the
completion of the pilot, staff will select a solution for implementation as part of an expanding
implementation at additional city facilities. The additional funding request for fiscal year 2024-25 is
being requested to support the expanded implementation.
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 100,000$
Managing Department:
Innovation & Economic Development
Fleet & Facilities
Library & Cultural Arts
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 50,000$ 25,000$ 25,000$ -$ -$ 100,000$
Est FY27-28
Budget
-$
H-17
Guest Traffic and Facility Usage Analytics
Project Benefits
Currently, the ability to track facility usage is limited to a count of people that walk through the public
entrance of a city library. Once a guest enters the facility, the city does not have any data to identify
what areas of a facility are being used or not used. Additionally, the existing system is past end of life,
is no longer supported and needs to be replaced. Replacing the existing system with a newer solution
that leverages innovative technology will give the city data and analytics that will provide greater
insight into how city facilities are being used.
About This Project
This project will identify, procure and implement a citywide guest traffic and facility usage analytics
solution for city library facilities, parks and recreation centers. Staff are currently in the process of
issuing and reviewing responses to a request for qualifications to identify at least two solutions that
will be part of a pilot program at two city facilities. At the completion of the pilot, staff will select a
solution for implementation as part of an expanding implementation at additional city library
facilities, parks and recreation centers. The additional funding request for fiscal year 2024-25 is being
requested to support the expanded implementation.
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 100,000$
Managing Department:
Library & Cultural Arts
Parks & Recreation
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 50,000$ 25,000$ 25,000$ -$ -$ 100,000$
Est FY27-28
Budget
-$
H-18
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 geographic information system (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 $70,000 worth of credits in fiscal year 2024-25.
At this time, city staff do not expect this project to result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Funding Source:
Technology Investment 490,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 140,000$ 70,000$ 70,000$ 70,000$ 70,000$ 490,000$ 70,000$
Est FY27-28
Budget
H-19
FOSTER A VIBRANT CIVIC ENGAGEMENT
CULTURE
There are no projects requesting budget for fiscal year 2024-25 that are being proposed under the
Foster a Vibrant Civic Engagement Culture goal.
ENHANCE ACCESSIBILITY AND TRANSPARENCY
There are no projects requesting budget for fiscal year 2024-25 that are being proposed under the
Enhance the Accessibility and Transparency goal.
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 7,080,786$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
IT Replacement 1,021,742$ 1,209,044$ 1,100,000$ 1,050,000$ 1,200,000$ 7,080,786$
Est FY27-28
Budget
1,500,000$
H-21
Cybersecurity 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 operations 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 1,050,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational Unknown
Replacement Unknown
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 550,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,050,000$
Est FY27-28
Budget
100,000$
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 2025-26 and
beyond. No new operational or replacement costs were requested for the fiscal year 2024-25 budget
cycle.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
H-23
Virtual Reality Training
Project Benefits
Virtual reality training offers a multitude of benefits for police officers which enhances their
preparedness and capabilities in a safe and controlled environment. One of the primary advantages is
the ability to simulate realistic scenarios, allowing officers to practice responses to high-risk situations
without the associated dangers. This immersive training not only improves decision-making and
situational awareness but also allows for the rehearsal of critical skills such as de-escalation and use
of force in a variety of contexts. Moreover, VR training can be more cost-effective and time-efficient
compared to traditional methods, reducing the need for physical resources and enabling flexible
scheduling. The use of VR also supports continuous learning and skill development as scenarios can
be easily updated to reflect new challenges and procedures.
About This Project
Identify, acquire and implement a VR solution that provides police training in a variety of scenarios
including de-escalation, use of force and other customizable real-life scenarios.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Funding Source:
Technology Investment 75,000$
Managing Department:
Information Technology
Police
Estimated Annual Costs
Increase/(Decrease):
Operational 1,300
Replacement Not Known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 75,000$ -$ -$ -$ 75,000$
Est FY27-28
Budget
-$
H-24
MINOR PROJECTS
Promote Security and Sustainability Through Connectivity
Billiards Room Membership Infrastructure
This project involves implementing a membership program for the billiards room at the Senior Center
similar to the one that is already in place for the Senior Center fitness room. In addition to configuring
the membership program in the existing recreation management application, an access control
scanner will be installed that integrates with the recreation management application and controls
access into the billiards room.
Construction Waste Management
In order to meet state reporting and metrics requirements related to the diversion of construction
and demolition waste, the city needs to implement an enterprise solution capable of tracking the
amount of waste a permitted project directs to recycling versus a landfill.
Narcotics Safe Migration
The existing safes used to manage and secure the inventory of medical narcotics used by the Fire
department are connected to an on-premises software solution that is being retired and will no
longer be supported by the vendor. As a result, the city needs to migrate to the vendor’s new cloud-
based solution which also requires the replacement of existing fingerprint scanners attached to each
safe with new biometric devices.
H-25
FUTURE PROJECTS
Estimated Fiscal Year 2024-25 through 2028-29 Appropriations by Goal
The City of Carlsbad’s SDTIP for fiscal year 2024-25 to fiscal year 2028-29 outlines 41 projects at an
estimated total cost of $36.7 million. Of the $36.7 million, $19.8 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.
Estimated Fiscal Year 2024-25 Appropriations by Goal
The fiscal year 2024-25 SDTIP outlines $6.2 million in new appropriations for fiscal year 2024-25 to
provide additional funding for the continuation of existing projects as well as funding for new
projects.
Build Capacity for Data-
driven Decision Making, $680,000 -4%
Enhance Accessibility and Transparency,
$51,000 -0%
Foster a Vibrant Civic Engagement
Culture, $400,000 -2%
Promote Security and
Sustainability through Connectivity,
$9,847,244 -50%
Pursue Communitywide
Digital Transformation, $8,777,000 -44%
Estimated Future Projects Costs by Goal
FY 2024-25 to FY 2028-29
$19.8 million
Enhance Accessibility and Transparency,
$(61,000)--1%
Build Capacity for Data-driven Decision Making, $138,000 -2%
Promote Security and Sustainability through Connectivity,
$1,431,044 -23%
Pursue Communitywide Digital Transformation,
$4,702,000 -74%
Requested
FY 2024-25 Appropriations by Goal
$6.2 million
H-26
Estimated Fiscal Year 2025-26 through 2028-29 Pending Current or New
Projects with Future Funding Requests
The projects listed in the table below represent projects that have been presented to the SDTIP
Committee but are not requesting funding or have been delayed for the fiscal year 2024-25 budget
year. These projects will be reevaluated for the fiscal year 2025-26 budget year and if approved for
funding in fiscal year 2025-26 will then have a project page included as part of the SDTIP in fiscal year
2025-26 or as appropriate. These projects have been included in the estimated five-year tables and
funding projections.
Connected Requested Estimated Estimated Estimated Estimated Estimated
Carlsbad Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Goal Source Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding
AI Assessment PCDT TICF -$ -$ 40,000$ -$ -$ -$ 40,000$
Tightrope PCDT TICF - - 35,000 - - - 35,000
Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000
Audio Visual Upgrades FVCEC TICF 825,000 - 100,000 100,000 100,000 100,000 1,225,000
Civic Engagement with Open Data EAT TICF 198,000 - 18,000 18,000 18,000 18,000 270,000 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 Pending - - - - 500,000 - 500,000
Police In-car Video Replacement PSSC Pending - - - - 550,000 - 550,000
Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000
Citywide Validated ID File Transfer PSSC TICF - - 4,200 - - - 4,200
Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20,000
1,253,000$ -$ 1,518,200$ 429,000$ 1,606,000$ 340,000$ 5,146,200$
Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EATFoster 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
Funding Source Not Identified = Pending
Project Name
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 Total
Project Name Source Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding
Consolidation & Replacement of Core Systems TICF 2,400,000$ 3,000,000$ 3,000,000$ 1,000,000$ -$ -$ 9,400,000$
Digital Information Network TICF 5,525,584 500,000 - - - - 6,025,584
Enterprise Asset Management System TICF 1,600,000 - - - - - 1,600,000
Fleet Telematics TICF 175,916 - - - - - 175,916
Payment Card Industry (PCI) Compliance TICF - 62,000 - - - - 62,000
RFID Replacement TICF - 600,000 - - - - 600,000
Risk Management Solution Assessment TICF - 40,000 - - - - 40,000 Staff Managed Print TICF 700,000 - - - - - 700,000
Station Alerting Equipment Replacement TICF - 500,000 - - - - 500,000
Utility Billing Portal UEF 90,000 - - - - - 90,000
AI Assessment TICF - - 40,000 - - - 40,000
Tightrope TICF - - 35,000 - - - 35,000
10,491,500 4,702,000 3,075,000 1,000,000 - - 19,268,500
Business Process Automation TICF 300,000 - - - - - 300,000
Data Governance and Operational Analytics TICF 405,000 18,000 18,000 18,000 18,000 18,000 495,000
Discovery Management Assessment TICF 30,000 - 140,000 - - - 170,000
Facility Monitoring and Analytics TICF 50,000 25,000 25,000 - 100,000
Guest Traffic and Facility Usage Analytics TICF 50,000 25,000 25,000 - 100,000
Professional Technical Services for Data Project Delivery TICF 140,000 70,000 70,000 70,000 70,000 70,000 490,000
975,000 138,000 278,000 88,000 88,000 88,000 1,655,000
Audio Visual Upgrades TICF 825,000 - 100,000 100,000 100,000 100,000 1,225,000
Outdoor Wireless Study TICF 100,000 - - - - - 100,000
925,000 - 100,000 100,000 100,000 100,000 1,325,000
Civic Engagement with Open Data TICF 198,000 - 18,000 18,000 18,000 18,000 270,000
Online Permitting/Electronic Reviews (E-Reviews)TICF 645,000 - - - - - 645,000
Patron Print/Copy/PC Management TICF 88,000 - - - - - 88,000
Record Digitization TICF 100,000 - - - - - 100,000
Virtual Permitting Counter (OpenCounter)TICF 61,000 (61,000) - - - - -
Expansion of Yardi TICF 30,000 - - - - - 30,000
Remote Hold Pickup Locker TICF - - 40,000 - - - 40,000 1,122,000 (61,000) 58,000 18,000 18,000 18,000 1,173,000
Annual Hardware and Infrastructure Replacement ITRF 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786
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 550,000 100,000 100,000 100,000 100,000 100,000 1,050,000
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
Police Body Camera Replacement Pending - - - - 500,000 - 500,000
Police In-car Video Replacement Pending - - - - 550,000 - 550,000
Police Records Management Migration TICF - - 200,000 - - - 200,000
Virtual Reality (VR) Training TICF - 75,000 - - - - 75,000
Billiards Room Membership Infrastructure TICF - 12,000 - - - - 12,000
Citywide Validated ID File Transfer TICF - - 4,200 - - - 4,200
Construction Waste Management Tracking TICF - 20,000 - - - - 20,000 Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000
Narcotic Safe Migration TICF - 15,000 - - - - 15,000
3,418,122 1,431,044 2,345,200 1,461,000 3,088,000 1,522,000 13,265,366
16,931,622$ 6,210,044$ 5,856,200$ 2,667,000$ 3,294,000$ 1,728,000$ 36,686,866$
Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF
Funding Source Not Identified = Pending
Foster a Vibrant Civic Engagement Culture
Projects Total
Funding Source Abbreviations
Promote Security and Sustainability through Connectivity Total
Foster a Vibrant Civic Engagement Culture Total
Enhance Accessibility and Transparency
Enhance Accessibility and Transparency Total
Promote Security and Sustainability through Connectivity
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Build Capacity for Data-driven Decision Making
Build Capacity for Data-driven Decision Making Total
Pursue Communitywide Digital Transformation Total
H-28
FIVE-YEAR SCHEDULE OF PROJECTS BY FUND
Connected Requested Estimated Estimated Estimated Estimated Estimated
Carlsbad Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Goal Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding
Technology Investment Capital Fund
AI Assessment PCDT -$ -$ 40,000$ -$ -$ -$ 40,000$
Audio Visual Upgrades FVCEC 825,000 - 100,000 100,000 100,000 100,000 1,225,000
Billiards Room Membership Infrastructure PSSC - 12,000 - - - - 12,000
Business Process Automation BCDDM 300,000 - - - - - 300,000
Citywide Validated ID File Transfer PSSC - - 4,200 - - - 4,200
Civic Engagement with Open Data EAT 198,000 - 18,000 18,000 18,000 18,000 270,000
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 2,400,000 3,000,000 3,000,000 1,000,000 - - 9,400,000
Construction Waste Management Tracking PSSC - 20,000 - - - - 20,000
Cyber Security Program Development PSSC 550,000 100,000 100,000 100,000 100,000 100,000 1,050,000
Data Governance and Operational Analytics BCDDM 405,000 18,000 18,000 18,000 18,000 18,000 495,000
Digital Information Network PCDT 5,525,584 500,000 - - - - 6,025,584
Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000
Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000
Expansion of Yardi EAT 30,000 - - - - - 30,000
Facility Monitoring and Analytics BCDDM 50,000 25,000 25,000 - - - 100,000
Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000
Fleet Telematics PCDT 175,916 - - - - - 175,916
Guest Traffic and Facility Usage Analytics BCDDM 50,000 25,000 25,000 - - - 100,000
Live 911 PSSC 66,380 - - - - - 66,380
Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000
Narcotic Safe Migration PSSC - 15,000 - - - - 15,000
Online Permitting/Electronic Reviews (E-Reviews)EAT 645,000 - - - - - 645,000
Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000
Patron Print/Copy/PC Management EAT 88,000 - - - - - 88,000
Payment Card Industry (PCI) Compliance PCDT - 62,000 - - - - 62,000
Police Records Management Migration PSSC - - 200,000 - - - 200,000
Professional Technical Services for Data Project Delivery BCDDM 140,000 70,000 70,000 70,000 70,000 70,000 490,000
Record Digitization EAT 100,000 - - - - - 100,000
Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000
RFID Replacement PCDT - 600,000 - - - - 600,000
Risk Management Solution Assessment PCDT - 40,000 - - - - 40,000
Staff Managed Print PCDT 700,000 - - - - - 700,000
Station Alerting Equipment Replacement PCDT - 500,000 - - - - 500,000
Tightrope PCDT - - 35,000 - - - 35,000
Virtual Permitting Counter (OpenCounter)EAT 61,000 (61,000) - - - - -
Virtual Reality (VR) Training PSSC - 75,000 - - - - 75,000
Technology Investment Capital Fund Total 15,819,880 5,001,000 4,756,200 1,617,000 744,000 528,000 28,466,080
Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement ITRF 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786
Information Technology Replacement Fund Total 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786
Utilities Enterprise Funds (Operating or Capital)
Utility Billing Portal UEF 90,000 - - - - - 90,000
Total Utilities Enterprise Funds (Operating or Capital)90,000 - - - - - 90,000
Funding Source Not Identified
Police Body Camera Replacement PSSC - - - - 500,000 - 500,000
Police In-car Video Replacement PSSC - - - - 550,000 - 550,000
Funding Source Not Identified Total - - - - 1,050,000 - 1,050,000
16,931,622$ 6,210,044$ 5,856,200$ 2,667,000$ 3,294,000$ 1,728,000$ 36,686,866$
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
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 City Council Policy 91, Long Term General Fund Capital Funding Policy.
Information Technology Replacement Fund – Funds are collected annually from the city’s
operating departments as part of the IT Department internal service fund chargeback; charges are
based on an asset’s lifecycle and original cost. These funds are used to replace assets at the end of
their useful lives.
Utilities Enterprise Funds (Operating or Capital) – For information regarding the Utilities
Enterprise Funds, please see the Public Works Section of the Fiscal Year 2024-25 Operating Budget
and for the Capital Funds please see the CIP Section of the Fiscal Year 2024-25 Operating Budget.
Funding Source Not Identified – The funding for a project has not been identified or established
at this time. Once the funding source is identified or established the project will reflect that source.
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
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
5,194,982$ 5,223,208$ 5,596,819$ 9,212,225$ 13,805,280$
Transfers In 4,779,226 4,874,811 4,972,307 5,071,753 5,173,188
Interest Revenue 250,000 255,000 260,100 265,302 270,608
Project Appropriations 5,001,000 4,756,200 1,617,000 744,000 528,000
5,223,208$ 5,596,819$ 9,212,225$ 13,805,280$ 18,721,076$
5,194,982$
INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND
FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
2,896,227$ 3,378,634$ 3,628,634$ 3,928,634$ 3,778,634$
Replacement Cost Revenue 1,691,451 1,350,000 1,350,000 1,350,000 1,350,000
Replacement Appropriations 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000
3,378,634$ 3,628,634$ 3,928,634$ 3,778,634$ 3,928,634$
2,896,227$
Beginning Available Balance
Ending Available Balance
Balance Available for Future Projects
Beginning Available Balance
Ending Available Balance
Estimated Available Funds
H-30
REVENUE PROJECTIONS SCHEDULE
BUDGET EXPENDITURE SCHEDULE
2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Actual Projected Estimated
Revenue Revenue Revenue Revenue Revenue
Technology Investment Capital NA 10,747,619$ 4,127,866$ 4,440,000$ 4,534,000$
Information Technology Department Replacement 1,221,363 1,491,070 1,576,979 1,628,040 1,691,451
Total 1,221,363$ 12,238,689$ 5,704,845$ 6,068,040$ 6,225,451$
Fund
2021-22 2022-23 2023-24 2024-25 2024-25 2024-25
Actual Actual Estimated Continuing New Total
Expense Expense Expense Appropriations Appropriations Appropriations
Technology Investment Capital 1,615,320$ 1,872,512$ 1,500,000$ 7,821,618$ 5,001,000$ 12,822,618$
Information Technology Department Replacement 935,994 993,515 1,300,000 645,320 1,209,044 1,854,364
Total 2,551,314$ 2,866,027$ 2,800,000$ 8,466,938$ 6,210,044$ 14,676,982$
Fund
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 department’s annual operating budget
request.
Total Year 1 Year 2 Year 3 Year 4 Year 5
Project Name Funding 2024-25 2025-26 2026-27 2027-28 2028-29 Totals
AI Assessment 40,000$ -$ -$ -$ -$ -$ -$
Billiards Room Membership Infrastructure 12,000 - 2,000 - - - 2,000
Business Process Automation 300,000 - - - - - -
Citywide Validated ID File Transfer 4,200 - - 1,000 - - 1,000
Civic Engagement with Open Data 270,000 65,000 40,000 25,000 - - 130,000
Computer Aided Dispatch (CAD)1,580,000 75,000 20,000 - - - 95,000
Consolidation & Replacement of Core Systems 9,400,000 - - - - - -
Construction Waste Management Tracking 20,000 - 3,000 - - - 3,000
Cyber Security Program Development 1,050,000 - - - - - -
Data Governance and Operational Analytics 495,000 - 125,000 75,000 60,000 50,000 310,000
Digital Information Network 6,025,584 87,000 150,000 - - - 237,000
Discovery Management Assessment 170,000 - - - - - -
Enterprise Asset Management System 1,600,000 10,100 - - - - 10,100
Facility Monitoring and Analytics 100,000 - - - - - -
Facility Security Master Plan 1,892,000 - 150,000 150,000 150,000 100,000 550,000
Fleet Telematics 175,916 - - - - - -
Guest Traffic and Facility Usage Analytics 100,000 - - - - - -
Live 911 66,380 - 60,000 - - - 60,000
Major Incident/Special Event Management System 20,000 - 5,000 - - - 5,000
Narcotic Safe Migration 15,000 - - - - - -
Online Permitting/Electronic Reviews (E-Reviews)645,000 - 27,300 - - - 27,300
Outdoor Wireless Study 100,000 - - - - - -
Police Records Management Migration 200,000 - 54,000 - - - 54,000
Professional Technical Services for Data Project Delivery 490,000 - - - - - -
Remote Hold Pickup Locker 40,000 - 4,000 - - - 4,000
RFID Replacement 600,000 - - - - - -
Risk Management Solution Assessment 40,000 - 4,000 - - - 4,000
Staff Managed Print 700,000 - (32,000) - - - (32,000)
Station Alerting Equipment Replacement 500,000 - 50,000 - - - 50,000
Tightrope 35,000 - - - - - -
Utility Billing Portal 90,000 - - - - - -
Virtual Reality (VR) Training 75,000 - 1,300 - - - 1,300
26,851,080$ 237,100$ 663,600$ 251,000$ 210,000$ 150,000$ 1,511,700$
* 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.
H-32
FISCAL YEAR 2024 -2 5 ROADMAP
H-33
FIVE-YEAR ROADMAP
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H-34
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9
I-1
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment to
maintaining the highest standards of quality facilities for our community today and in the future. It is
a planning document, not a commitment for spending. The program outlines the expenditure plan for
future capital projects and the corresponding revenues to pay for those expenditures.
Projects that are shown in the CIP are generally defined as any construction, rehabilitation or
replacement of major infrastructure such as streets, libraries, parks, fire stations and administrative
facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground.
In most cases, the total construction cost of each of these assets is recorded and tracked as part of
the city’s inventory of capital infrastructure assets and other city-owned property.
The CIP budget covers a five-year period. Once the City Council adopts the proposed annual CIP
budget, projects receive an appropriation that authorizes spending in the amount specified for the
adopted fiscal year only. Estimated budget information is shown for a 15-year period to provide the
most comprehensive information about known future projects. Spending authority in future years is
not granted until adoption of the annual proposed CIP budget associated with each year.
INVESTING IN OUR QUALITY OF LIFE
The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high
quality facilities and infrastructure that support the needs and priorities of the community. Prudent
financial planning has ensured ongoing funding to modernize, repair, and replace existing
infrastructure projects through numerous asset management programs. Since the city applies a
comprehensive asset management approach to infrastructure planning and budgeting it 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.
I-2
The Growth Management Plan states that unless a standard level of facilities is available to meet new
demands resulting from the city’s growth, development cannot proceed. Recently, 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 2024-25 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.
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
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
I-3
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 2024-25 APPROPRIATIONS
The CIP is organized by the following project categories:
The five-year CIP budget is based on project phase for Strategic Plan and Critical Need projects. This
means rather than budgeting for the entire cost of a project well in advance of when the project is
scheduled to begin, the City Council will be asked to consider appropriating money phase by phase.
Phases include scoping (which includes feasibility studies and needs assessment), conceptual design
(which includes environmental permitting and up to 30% preliminary engineering/design
completion), final design (which includes 100% engineering/design completion and final engineer’s
estimate) and construction.
For example, as part of the annual budget process, city staff will request appropriations for a new
project, starting with initial scoping. This typically involves early planning work and a feasibility
analysis. When that work is completed, staff will return to the City Council to request appropriation
for conceptual design. When that is done, staff will return to the City Council to request funding for
final design, and so on.
Once plans and specifications for a project have been prepared, a more accurate engineer’s estimate
for construction costs can be produced that considers the most up-to-date market conditions. By
Strategic Plan
•Priority projects
Critical Need
•Regulatory
•Health & safety
Maintenance
•Annual Allocation
•Enterprise
•Drainage
Closeout
•In service
•Warranty
•Monitoring
I-4
requesting appropriation of construction funding at the time staff request approval of plans and
specifications and authorization to bid, the city can ensure that the approved project budget will align
with the most accurate and timely cost estimates available. The 15-year forecast will assist the City
Council with making informed decisions regarding the city’s ability to fund current and future
projects.
In the fiscal year 2024-25 CIP, there are approximately 197 continuing and new projects planned over
the next 5 years. The fiscal year 2024-25 CIP outlines $15.6 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 13 new projects.
Projected revenues during the same fiscal year are estimated at $93 million.
FY25
-40 -20 0 20 40
Millions
FY 2024-25 Appropriations by Budget Category
Strategic Plan
Critical Need
Maintenance
I-5
Fiscal year 2024-25 appropriations by project type
Civic Buildings and Facility Maintenance
-$24.6 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
appropriations for this category in fiscal year 2024-25 are negative.)
Parks
$5.5 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
$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
$19.5 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
$793 thousand
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
$7.4 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.
I-6
NEW CAPITAL IMPROVEMENT PROJECTS
Grant Funded
Project Description FY25
Appropriation District
Paseo Del Norte
Pedestrian and
Bike
Improvements
Enhance pedestrian and bike safety on Paseo
Del Norte between Palomar Airport Road
and Sea Gate Rd by reducing the number of
travel lanes from four to two, adding bike
buffers, widening bike lanes and adding an
uncontrolled crosswalk in the vicinity of Tip-
Top Meats and Motel 6.
$600,000, funded
in part through
Caltrans local
Highway Safety
Improvement
Program
3
Schools Traffic
Safety Program
Install high-visibility crosswalks and speed
cushions near schools.
$1,100,000,
funded in part
through a federal
grant
All
Maintenance Projects
Project Description FY25
Appropriation District
Carlsbad Water
Recycling Facility
Improvements
Feasibility study to evaluate best available
technologies for future equipment upgrades
and forecasted recycled water demands in
the event of reduced supply from alternative
sources.
$350,000 3
Carlsbad Municipal
Water District
Building and Site
Improvements
Interior and exterior building, warehouse
and site improvements for storage, site
security, charging station for electric vehicle
and forklift, paving for materials storage and
electric forklift operation, restroom, locker
room, drinking fountain, and remodel of
interior finishes.
$600,000
2
Downtown Tile
Replacement
Sidewalk tiles are antiquated, damaged or
broken and are detaching in multiple
locations, causing potential tripping hazards
and safety concerns.
$250,000
1
Fire Station 5
Renovation
Replace roof, renovate kitchen, exterior
finishes, remodel bathrooms, replace
apparatus bay door and remove epoxy
flooring, interior and exterior finishes.
$150,000 2
Flower Fields
Overlook Sidewalk
Replacement
Aging trees are lifting sidewalk in multiple
areas causing tripping hazards and safety
concerns throughout the entire walkway
along Armada Drive. The area is a high foot
traffic walkway and is a high tourism
location.
$250,000
2
I-7
Project Description FY25
Appropriation District
Green Paint
Maintenance
Green paint maintenance is expected to
range from annual to bi-annual service per
location, depending on the paint lifespan.
Green paint lifespan is dramatically lower
than other intersection paint due to the
frequency of turning and slowing vehicles,
degrading the paint. Green paint locations
are projected to grow exponentially as the
city strives to promote safe routes to school
and continue implementing paint upgrades
to our roadways.
$250,000
All
La Costa Avenue
Box Culvert
Cleaning
Remove all debris and sediment build up, jet
and vacuum the culvert, and dispose of
material.
$275,000
4
Magee Park
Building
Restoration
Perform select restoration work to several of
the buildings in the park as identified in the
condition assessment
$200,000
1
Parks Maintenance
Program
Annual program will address ongoing
maintenance and infrastructure needs for
parks and recreation.
$644,000 for
scoping,
conceptual and
final design;
$1,503,00 for
construction
All
Police and Fire Headquarters
Parking Lot and
Exterior
Improvements
Secure the northeasterly 24 parking spots of the parking lot between the PFHQ and Skate
Park and create access improvements to the
southeasterly access point of the PFHQ
building. Install fencing, improved lighting,
secured access and hardscape
improvements.
$120,000 2
Synthetic Turf
Replacement
Replace synthetic turf fields that have
reached the end of their useful life.
$1,800,000 for
Poinsettia Park.
Replacements at
Alga Norte,
Aviara planned in
FY26; Pine
Avenue Park
planned for FY27
1, 2, 3
I-8
CAPITAL IMPROVEMENT PROGRAM
REVENUES
Over the next 15 years, revenues for capital projects are estimated at $909.5 million and are
segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad,
(2) special district fees and taxes from the community facilities districts and bridge and thoroughfare
benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds
other than wastewater and water, (5) general capital construction funds, and (6) other sources,
including grants, sales taxes and contributions from other agencies.
Approximately 27.3% 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 31.6% 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 19.7%, 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 21.5% 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.
Developer Fees, 23.6%
Financing Districts, 3.6%
Utility Replacement Transfers, 31.6%Infrastructure
Replacement Transfers, 9.1%
General Capital
Construction Transfers, 10.6%
Other Agencies, 21.5%
Capital Improvement Program
Projected Revenues FY 2024-25 to FY 2038-39
$909.5 million
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 2024-25 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 6,044 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
2024-25 is projected at 267 units, and, over the next five years, should average 432 units per year.
The amount of non-residential development is projected at about 268,000 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
2024-25 267 19,927
2025-26 833 161,603
2026-27 328 50,629
2027-28 278 20,629
2028-29 452 14,926
2029-34 1,299 740,016
2035-build out 2,587 2,104,038
Totals 6,044 3,111,768
I-10
FUTURE PROJECTS
Long-range planning and responsible asset management play key roles in the development of future
capital projects. Using data from various infrastructure master plans, ongoing asset condition
assessments, technical modelling, field inspections as well as community feedback, the information
provided for future years reflects the most comprehensive snapshot of known or anticipated future
projects as well as associated estimated costs. Future costs for projects forecast in fiscal year 2029-30
to fiscal year 2038-39 are estimated at approximately $538 million.
Civic,
19%
Drainage,
11%
Parks,
4%
Recycled Water,
2%
Sewer,
28%
Traffic System,
0%
Transportation,
21%
Water,
15%
Future Project Costs by Type
FY 2029-30 to FY 2038-39
$538 million
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 90% and 10%, respectively, and reflects the anticipated mix of residential development for each
Local Facilities Management Zone.
To calculate estimated revenues for Traffic Impact Fees, the number of average daily trips was
computed for each type of development use. An attached multi-family residential dwelling unit is
assigned eight trips and a detached single-family unit is assigned 10 trips per day. The trips-per-day
value for commercial and industrial buildings are 40 and eight trips per 1,000 square feet of
development, respectively, although the actual volume of trips generated by commercial and
industrial buildings can vary widely depending on the ultimate land use.
CFD No. 1 is a citywide district established to finance various civic facilities required under the city’s
Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.
Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development
and restoration.
UNFUNDED PROJECTS
The CIP includes several projects for which there is no identifiable funding source for future
construction and, in some cases, where only partial funding has been identified. The city will
investigate obtaining possible external funding, such as federal and state grants, loans, or other
financing sources. Once funding is identified for these projects, the project costs will be reviewed and
updated to reflect actual cost estimates. Projects on this list are part of the City Council’s Five Year
Strategic Plan or were identified by Council direction. 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/Park Fee Zones 5, 13, 16, 17, 18) $11,917,235
Cannon Lake Park (6.7 acres) 2,243,000
Carlsbad Boulevard Realignment – Manzano Drive to Island Way (Partial funding/TIF) 63,387,000
Chestnut Complete Street I-5 to Railroad 2,500,000
College Boulevard Extension 30,000,000
Fire Station 7 19,000,000
Maerkle Solar Project 50,000,000
Monroe Street Pool Renovation/Replacement 25,500,000
Orion Complex Energy Storage 10,000,000
South Carlsbad Boulevard Realignment (Partial funding/TIF) 5,000,000
I-12
PROJECTED FUND BALANCES FOR FISCAL
YEAR 2023-24
July 1, 2023 Projected June 30, 2024
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,426,548$ 45,759$ -$ - 1,472,307$
BTD#3 - Cannon Road West 535,136 12,730 -$ - 547,866
CFD #1 - Citywide 99,836,822 7,442,487 2,018,187 110,000$ 105,151,122
Gas Tax 14,732,298 3,508,516 4,645,141 - 13,595,673
Gas Tax (Road Maint. & Rehab Acct.)4,165,566 2,824,483 5,980,734 - 1,009,315
General Capital Const.38,509,731 12,628,670 6,112,453 - 45,025,948
Grants - Federal 3,224 8,000,000 1,165 - 8,002,059
Grants - State 21,982 7,249,989 2,249,989 - 5,021,982
Infrastructure Replacement 117,165,781 6,984,046 13,253,615 - 110,896,212
Other 2,048,272 58,863 959,647 - 1,147,488
Park Fee Zones 5,13,16, 17, 18 4,977,874 219,790 - - 5,197,664
Park-In-Lieu NE 4,816,469 112,544 654,304 - 4,274,709
Park-In-Lieu NW 2,620,200 1,698,075 1,101,363 - 3,216,912
Park-In-Lieu SE 1,787,398 323,044 46,255 - 2,064,187
Park-In-Lieu SW 1,149,918 1,254,180 - - 2,404,098
Planned Local Drainage Area A 1,086,314 31,114 30,632 - 1,086,796
Planned Local Drainage Area B 1,476,161 259,423 32,567 - 1,703,017
Planned Local Drainage Area C 1,687,795 63,117 29,807 - 1,721,105
Planned Local Drainage Area D 750,075 138,947 37,667 - 851,354
Public Facilities Fee 29,587,747 3,657,017 319,106 - 32,925,658
Sewer Connection 6,187,536 684,035 131,181 - 6,740,389
Sewer Replacement 18,203,374 10,512,237 8,869,773 - 19,845,838
Traffic Impact Fee 20,688,628 2,258,481 4,507,832 - 18,439,277
Transnet/Local 35,714,877 5,869,160 6,871,503 - 34,712,534
Water - Potable 37,499,302 1,504,953 10,790 - 38,993,465
Water - Recycled (9,485,067) 2,592,817 6,929,348 - (13,821,598)
Water Replacement - Potable 64,227,039 6,586,067 14,989,111 - 55,823,995
Water Replacement - Recycled 18,694,351 434,932 1,010,114 - 18,119,169
Total 520,115,352$ 86,955,476$ 80,792,287$ 110,000$ 526,168,541$
I-13
PROJECTED FUND BALANCES FOR FISCAL
YEAR 2024-25
July 1, 2024 June 30, 2024 July 01, 2024 2024-25 June 30, 2025
Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,472,307$ - 383,035$ - 383,035$ 1,089,272$
BTD#3 - Cannon Road West 547,866 - - - - 547,866
CFD #1 - Citywide 105,151,122 2,125,151$ 68,731,658 (25,490,000)$ 43,241,658 64,034,614
Gas Tax 13,595,673 3,186,643 13,416,722 (2,157,352) 11,259,370 5,522,945
Gas Tax (Road Maint. & Rehab Acct.)1,009,315 2,935,648 906,683 3,030,000 3,936,683 8,280
General Capital Const.45,025,948 18,579,226 31,121,093 (1,668,431) 29,452,662 34,152,512
Grants - Federal 8,002,059 1,911,801 9,060,636 850,000 9,910,636 3,224
Grants - State 5,021,982 534,510 5,000,000 534,510 5,534,510 21,982
Infrastructure Replacement 110,896,212 4,979,226 32,908,525 14,117,345 47,025,870 68,849,568
Other 1,147,488 - 323,489 (323,489) 0 1,147,488
Park Fee Zones 5,13,16, 17, 18 5,197,664 2,000 - - - 5,199,664
Park-In-Lieu NE 4,274,709 - 349,317 425,000 774,317 3,500,392
Park-In-Lieu NW 3,216,912 1,642,816 3,253,072 1,403,000 4,656,072 203,656
Park-In-Lieu SE 2,064,187 313,432 547,121 - 547,121 1,830,498
Park-In-Lieu SW 2,404,098 929,488 219,562 - 219,562 3,114,024
Planned Local Drainage Area A 1,086,796 - 40,614 - 40,614 1,046,182
Planned Local Drainage Area B 1,703,017 158,391 18,706 - 18,706 1,842,702
Planned Local Drainage Area C 1,721,105 68,655 102,376 - 102,376 1,687,384
Planned Local Drainage Area D 851,354 20,442 18,397 - 18,397 853,399
Public Facilities Fee 32,925,658 1,959,790 4,611,030 - 4,611,030 30,274,418
Sewer Connection 6,740,389 634,863 5,497,842 2,016,000 7,513,842 (138,590)
Sewer Replacement 19,845,838 20,571,241 26,954,935 16,498,515 43,453,450 (3,036,370)
Traffic Impact Fee 18,439,277 2,885,562 18,371,699 (1,374,187) 16,997,512 4,327,327
Transnet/Local 34,712,534 5,849,095 27,459,537 6,635,126 34,094,663 6,466,966
Water - Potable 38,993,465 1,826,697 12,081,605 (8,208,000) 3,873,605 36,946,558
Water - Recycled (13,821,598) 15,387,825 1,157,044 350,000 1,507,044 59,182
Water Replacement - Potable 55,823,995 6,659,237 38,948,577 6,175,667 45,124,244 17,358,987
Water Replacement - Recycled 18,119,169 - 4,755,558 2,791,013 7,546,571 10,572,599
Total 526,168,541$ 93,161,738$ 306,238,833$ 15,604,717$ 321,843,550$ 297,486,729$
I-14
REVENUE PROJECTIONS SCHEDULE
2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 22,020$ (497,154)$ 2,800,034$ 45,759$ -
BTD#3 - Cannon Road West 949 (21,419) 5,526 12,730 -
CFD #1 - Citywide 2,286,479 (2,303,139) 2,869,873 7,442,487 2,125,151$
Gas Tax 2,733,074 2,195,851 3,047,442 3,508,516 3,186,643
Gas Tax (Road Maint. & Rehab Acct.)2,149,734 2,080,454 2,744,950 2,824,483 2,935,648
General Capital Const.4,654,470 13,296,442 4,268,091 12,628,670 18,579,226
Grants - Federal 256,529 34,140 39,772 8,000,000 1,911,801
Grants - State - - 21,982 7,249,989 534,510
Infrastructure Replacement 4,704,670 (4,498,884) 5,386,482 6,984,046 4,979,226
Other 4,643 (98,987) 36,564 58,863 -
Park Fee Zones 5,13,16, 17, 18 78,182 (195,275) 144,419 219,790 2,000
Park-In-Lieu NE 451,497 (92,752) 50,477 112,544 -
Park-In-Lieu NW 429,037 267,635 150,878 1,698,075 1,642,816
Park-In-Lieu SE 3,205 (55,340) 19,848 323,044 313,432
Park-In-Lieu SW 319,862 13,108 319,222 1,254,180 929,488
Planned Local Drainage Area A 27,489 (20,032) 100,215 31,114 -
Planned Local Drainage Area B 635,853 54,137 188,568 259,423 158,391
Planned Local Drainage Area C 2,779 (36,025) 89,879 63,117 68,655
Planned Local Drainage Area D 2,877 (12,992) 82,860 138,947 20,442
Public Facilities Fee 1,751,477 (556,423) 1,581,967 3,657,017 1,959,790
Sewer Connection 332,049 (159,776) 1,861,377 684,035 634,863
Sewer Replacement 4,390,568 3,959,756 5,394,289 10,512,237 20,571,241
Traffic Impact Fee 1,084,181 (399,069) 1,907,630 2,258,481 2,885,562
Transnet/Local 3,347,237 2,215,348 1,556,262 5,869,160 5,849,095
Water - Potable 713,234 (1,309,185) 793,135 1,504,953 1,826,697
Water - Recycled 59,190 - 1,590,853 2,592,817 15,387,825
Water Replacement - Potable 6,378,189 1,734,930 5,334,988 6,586,067 6,659,237
Water Replacement - Recycled 1,083,332 726,017 1,107,565 434,932 -
Total 58,741,652$ 37,901,545$ 43,495,147$ 86,955,476$ 93,161,738$
I-15
BUDGET EXPENDITURE SCHEDULE
2021-22 2022-23 2023-24 2024-25 2024-25 2024-25
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy 13,059,041.00 57,041$ -$ 383,035$ - 383,035$
BTD#3 - Cannon Road West - - - - - -
CFD #1 - Citywide 583,318$ 962,730 2,128,187 68,731,658 (25,490,000)$ 43,241,658
Gas Tax 2,595,882 1,984,349 4,645,141 13,416,722 (2,157,352) 11,259,370
Gas Tax (Road Maint. & Rehab Acct.)307,543 5,045,379 5,980,734 906,683 3,030,000 3,936,683
General Capital Const.12,606,427 10,306,345 6,112,453 31,121,093 (1,668,431) 29,452,662
Grants - Federal 26,669 49,535 1,165 9,060,636 850,000 9,910,636
Grants - State - 117,611 2,249,989 5,000,000 534,510 5,534,510
Infrastructure Replacement 6,701,080 7,293,771 13,253,615 32,908,525 14,117,345 47,025,870
Other 2,587 1,015,672 959,647 323,489 (323,489) 0
Park Fee Zones 5,13,16, 17, 18 - - - - - -
Park-In-Lieu NE - 34,379 654,304 349,317 425,000 774,317
Park-In-Lieu NW - 130,121 1,101,363 3,253,072 1,403,000 4,656,072
Park-In-Lieu SE 1,196 25,429 46,255 547,121 - 547,121
Park-In-Lieu SW - - - 219,562 - 219,562
Planned Local Drainage Area A 1,149 26,547 30,632 40,614 - 40,614
Planned Local Drainage Area B 77,250 252,941 32,567 18,706 - 18,706
Planned Local Drainage Area C 2,913 5,979 29,807 102,376 - 102,376
Planned Local Drainage Area D 12,358 7,130 37,667 18,397 - 18,397
Public Facilities Fee 2,635,240 1,304,479 319,106 4,611,030 - 4,611,030
Sewer Connection 611,405 3,031,587 131,181 5,497,842 2,016,000 7,513,842
Sewer Replacement 6,944,820 6,529,066 8,869,773 26,954,935 16,498,515 43,453,450
Traffic Impact Fee 2,806,082 1,903,324 4,507,832 18,371,699 (1,374,187) 16,997,512
Transnet/Local 1,922,954 3,256,939 6,871,503 27,459,537 6,635,126 34,094,663
Water - Potable 432,625 134,627 10,790 12,081,605 (8,208,000) 3,873,605
Water - Recycled 127,177 224,112 6,929,348 1,157,044 350,000 1,507,044
Water Replacement - Potable 1,467,222 2,223,068 14,989,111 38,948,577 6,175,667 45,124,244
Water Replacement - Recycled 2,531,036 400,567 1,010,114 4,755,558 2,791,013 7,546,571
Total 55,455,974$ 46,322,727$ 80,902,287$ 306,238,833$ 15,604,717$ 321,843,550$
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 Department Operating
fiscal year
Estimated
annual cost
Beach Access Repair and Upgrades –
Pine to Tamarack Transportation 2025-26 $32,445
Barrio Street Lighting Transportation 2026-27 $19,879
Orion Center Facilities 2026-27 $695,044
Village Decorative Lighting – State
Street, Madison, Roosevelt, and
Washington Transportation 2026-27 $13,905
I-17
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
STRATEGIC PLAN PROJECTS
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6065 1 ADA Beach Access - Pine to Tamarack $375,000 ☑ $375,000 - ♦ $10,000,000 - - $10,750,000
6004 2,3 Avenida Encinas Coastal Rail Trail and Pedestrian Improvements $6,953,903 ♦ $3,000,000 - - - - $9,953,903
4013 1 Barrio Street Lighting $4,470,000 - ♦ $1,030,000 - - - $5,500,000
3896 1 Beach Access Repair and Upgrades - Pine Avenue to Tamarack $13,511,750 ♦ $2,500,000 - - - - $16,011,750
201904 2 Business Park Recreational Facility (Partial Funding) (Zone 5 Park) - - 🔎🔎 $1,500,000 - - - $1,500,000
6325 4 Camino De Los Coches and La Costa Avenue Intersection Control $350,000 - ♦ $2,000,000 - - - $2,350,000
6058 1 Carlsbad Boulevard and Tamarack Avenue Intersection Improvement $2,825,000 - - ☑ $300,000 ♦ $15,600,000 - $18,725,000
6097 1 Carlsbad Boulevard Pedestrian Improvement Project $1,647,488 - - - - - $1,647,488
201908 2 Carlsbad Boulevard Realignment - Manzano Drive to Island Way - 🔎🔎 $1,000,000 ☐ $1,000,000 - - - $2,000,000
201909 2 Carlsbad Boulevard Realignment - Manzano Drive to Island Way (RTCIP) - - - - - - $0
6069 1 Chestnut Complete Street I-5 to Railroad Project Study $85,000 ($85,000) - - - 🔎🔎 $250,000 $250,000
4008 Citywide City Hall Complex & Cole Library Replacement $1,028,105 - - - - ☐ $15,500,000 $16,528,105
6072 2 El Camino Real Widening - Poinsettia Lane to Camino Vida Roble $4,595,000 - - - - - $4,595,000
6051 4 El Camino Real Widening - Arenal Road to La Costa Avenue $8,700,000 - ♦ $2,000,000 - - - $10,700,000
6094 2 El Camino Real Widening - Sunny Creek to Jackspar $5,010,000 ♦ $600,000 - - - - $5,610,000
4093 2 Fire Station 7 $100,000 - - - - - $100,000
4714 2 Fleet Maintenance Refurbishment $3,470,100 ♦ $4,700,000 - - - - $8,170,100
4061 1 Grand Avenue Promenade $300,000 - - - - - $300,000
6075 1 Kelly Drive and Park Drive Complete Street Improvements $5,803,000 - ♦ $2,500,000 - - - $8,303,000
6076 4 La Costa Avenue Traffic Improvements $121,300 ($108,842) - - - - $12,458
4722 2 Maerkle Reservoir Solar Project $249,170 ☐ $232,000 - - - - $481,170
6034 2 Melrose Drive Right Turn Lane to West Bound Palomar Airport Road $911,000 ($728,286) ☑ $50,000 ♦ $100,000 - - $332,714
4724 1 Monroe Street Pool Replacement $4,810,764 - - - - - $4,810,764
3572 2 Orion Center $36,258,159 ☑ ($26,220,305) ♦ $46,150,000 - - - $56,187,854
6611 1 Park Drive Street and Drainage Improvement $5,082,439 - - - - - $5,082,439
4612 2,4 Pickleball Courts $300,000 ♦ $2,100,000 - - - - $2,400,000
4715 2 Police and Fire Headquarters Renovation $27,714,840 - - - - - $27,714,840
3801 2 Robertson Ranch Park Development (Partial Funding) $1,038,000 ☐ $425,000 - - - - $1,463,000
4753 3 Schulman Auditorium and Cannon Art Gallery $1,650,000 - - - - - $1,650,000
6031 2,3,4 South Carlsbad Coastline $2,779,026 ($1,074,321) - - - - $1,704,705
4611 4 Stagecoach Community Park Community Gardens $620,000 - - - - - $620,000
6082 1 State Street and Grand Avenue Road Improvements - - - - - ♦ $325,000 $325,000
4090 1 State Street Parking Lot Electric Vehicle Charging Stations $340,000 ♦ $150,000 - - - - $490,000
6104 Citywide Sustainable Mobility Plan Implementation Program $710,566 - - - - - $710,566
I-18
STRATEGIC PLAN PROJECTS (CONTINUED)
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6054 2 Terramar Area Coastal Improvements $12,100,000 - ♦ $7,200,000 - - - $19,300,000
6070 Citywide Traffic Improvement Program $3,388,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 $5,388,000
6332 4 Traffic Signal - Maverick Way and Camino De Los Coches $490,000 ♦ $450,000 - - - - $940,000
6626 Citywide Trash Amendment Compliance Program $3,150,000 ♦ $1,350,000 ☑ $500,000 ♦ $2,585,000 ☑ $655,000 ♦ $3,077,000 $11,317,000
6103 1 Tyler Street Traffic Circulation $970,000 - - - - - $970,000
6083 Citywide Utility Undergrounding Program - Study - - - - - $0
6019 1 Valley and Magnolia Complete Streets $5,058,206 ♦ $3,650,000 - - - - $8,708,206
201974 1 Valley Street Traffic Calming - - - - - ☑ $300,000 $300,000
4609 Citywide Veteran's Memorial Park (All Quadrants) $49,711,450 ♦ $5,800,000 - - - - $55,511,450
4015 1 Village and Barrio Traffic Circles $10,259,000 ♦ $1,825,000 ($4,000,000) - - - - $8,084,000
6089 1 Village Intelligent Parking - Implementation - - - - - $0
6105 1 Village Lighting - Carlsbad Village Drive from Harding Street to Ocean $600,000 ($599,855) - - - - $145
6108 1 Village Lighting - Gateway Lighting - - - - - - $0
2410 1 Village Lighting - Hospitality District - - - - - - $0
6109 1 Village Lighting - Pedestrian - Lampposts Oak Avenue - - - - - $0
6110 1 Village Lighting - Pedestrian Lighting - at Village Outskirts - - - - - $0
4016 1 Village Lighting - State Street, Madison, Roosevelt, and Washington $1,103,853 ♦ $995,000 - - - - $2,098,853
6106 1 Village Lighting - Train Station Area $500,000 ($500,000) - - - - $0
Total $229,140,119 ($3,764,609) $64,330,000 $13,385,000 $16,655,000 $19,852,000
I-19
CRITICAL NEED PROJECTS
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project District ID Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6084 3 Assessment District 97-1 Maintenance $420,000 - - - - - $420,000
4726 2 Cannon Park Restroom $45,765 - - - - - $45,765
6112 1 Carlsbad Village Drive Reconfiguration $350,000 - ♦ $1,500,000 - - - $1,850,000
201913 Citywide Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - ☑ $700,000 $700,000
201916 1 Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - - - ☐ $250,000 $250,000
6098 1 Chestnut Underpass Public Art Project $400,000 - - - - - $400,000
6074 Citywide City Facility Safety and Parking Lot Lighting Assessment $2,110,000 - - - - - $2,110,000
3636 2 College Boulevard Extension $2,918,002 ($539,108) - - - ☐ $100,000 $2,478,894
201944 3 El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - $0
6634 Citywide Intelligent Traffic Control Devices $200,000 - - - - - $200,000
6628 1 Laguna Drive Storm Drain $256,000 - ☑ $1,000,000 - - - $1,256,000
2307 3 Leo Carrillo Ranch Park Phase 3B - - ☐ $540,000 ☑ $540,000 ♦ $1,484,000 - $2,564,000
6078 1 Ocean Street Reconfiguration Concepts Study - - - - - - $0
2310 2 Orion Complex Energy Storage - - - 🔎🔎 $250,000 - - $250,000
2504 3 Paseo Del Norte Pedestrian and Bike Improvements - ☑ $600,000 - - - - $600,000
6081 Citywide Roadway Slope Stabilization $780,000 🔎🔎 $500,000 - - - - $1,280,000
2524 Citywide Schools Traffic Safety Program - ☑ $1,100,000 - - - - $1,100,000
4085 2 South Shore Agua Hedionda Lagoon Trail $789,940 - - - - - $789,940
6040 Citywide Traffic Impact Fee Update $270,000 - - - - - $270,000
6637 Citywide Traffic Signal Cabinet Upgrades $180,000 ♦ $162,000 - - - - $342,000
6636 2,3,4 Traffic Signal Right Turn Overlaps $150,000 ♦ $135,000 - - - - $285,000
4610 2 Village H South Off Leash Dog Area and Trail Segment 5B $682,500 - - - - ♦ $1,400,000 $2,082,500
Total $9,552,207 $1,957,892 $3,040,000 $790,000 $1,484,000 $2,450,000
I-20
MAINTENANCE PROJECTS
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
Annual Allocation
4733 2 Alga Norte Park Modifications $1,024,000 $400,000 - - - - $1,424,000
4746 2 Calavera Hills Community Center Refurbishment $1,985,000 - - - - - $1,985,000
6063 3 Carlsbad Boulevard Emergency Repair $841,000 - - - - - $841,000
201912 1 Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing - - - - - $1,320,000 $1,320,000
4727 Citywide City Facility Accessibility Upgrades $500,000 - - - - - $500,000
6616 Citywide City Fire Stations Wash Water BMPs $280,000 - - - - - $280,000
6326 Citywide Coordinated Traffic Signal Program $4,383,979 - - - - - $4,383,979
6622 1 DMP Facility BFB-U (El Camino Real) $850,000 $150,000 $7,375,000 $50,000 $60,000 $70,000 $8,555,000
2501 1 Downtown Tile Replacement - $250,000 - - - - $250,000
6099 2 Faraday Avenue Improvements $275,000 $1,000,000 - - - - $1,275,000
4720 2 Faraday Center Refurbishment $3,154,380 - - - - - $3,154,380
2508 2 Fire Station 5 Renovation - $150,000 $2,000,000 - - - $2,150,000
4747 2 Fleet Fuel Island Upgrade $4,063,800 $400,000 $400,000 $100,000 - - $4,963,800
2502 2 Flower Fields Overlook Sidewalk Replacement - $250,000 - - - - $250,000
2509 Citywide Green Paint Maintenance - $250,000 $150,000 $250,000 $150,000 $250,000 $1,050,000
6087 Citywide Guardrail Replacement and Improvement Study $150,000 - - - - - $150,000
4708 1 Harding Center Refurbishment $610,000 $200,000 - - - - $810,000
4728 1 Hosp Grove Park Improvements $2,904,000 $1,403,000 - - - - $4,307,000
6606 1 Kelly Drive Channel Repair $1,541,000 $2,100,000 - - - - $3,641,000
2517 4 La Costa Avenue Box Culvert Cleaning - $275,000 - - - - $275,000
4752 2 Las Palmas Roof Replacement $500,000 - - - - - $500,000
2507 1 Magee Park Building Restoration - $200,000 - - - - $200,000
6614 4 Marca Place Drainage Improvements $65,000 - - - - - $65,000
2519 Citywide Parks Maintenance Program - $2,147,000 $4,085,000 $1,942,000 $2,073,000 $1,779,000 $12,026,000
2505 2 Police and Fire HQ Parking Lot and Exterior Improvements - $120,000 - - - - $120,000
6088 4 Rancho Santa Fe Trail Slope Improvements $350,000 - - - - - $350,000
6079 Citywide Roadway Improvements - Coastal Area Analysis and Implementation $200,000 - - - - - $200,000
4738 1 Senior Center Repairs and Roof Replacement $3,158,000 - - - - - $3,158,000
4754 1 Senior Center Security Fencing $78,000 $222,000 - - - - $300,000
4742 4 Stagecoach Park Synthetic Turf Replacement $2,200,000 $496,000 - - - - $2,696,000
2521 2 Synthetic Turf Replacement - Alga Norte - - $2,298,000 - - - $2,298,000
2522 2 Synthetic Turf Replacement - Aviara - - $1,960,000 - - - $1,960,000
2523 1 Synthetic Turf Replacement - Pine - - - $1,955,000 - - $1,955,000
2520 3 Synthetic Turf Replacement - Poinsettia - $1,800,000 - - - - $1,800,000
6003 Citywide Traffic Monitoring Program $1,945,415 $170,000 $400,000 $400,000 $400,000 $400,000 $3,715,415
6107 2 Trieste Slope Repair Project $3,317,600 - - - - - $3,317,600
Non-Recurring
6049 Citywide ADA Improvement Program $3,330,000 $715,000 $375,000 $715,000 $175,000 $820,000 $6,130,000
6629 2 Agua Hedionda Creek Maintenance $293,000 $130,000 $145,000 $155,000 $168,000 $181,000 $1,072,000
I-21
MAINTENANCE PROJECTS (CONTINUED)
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6066 Citywide Bridge Preventative Maintenance Program $2,977,511 $700,000 $900,000 $900,000 $950,000 $950,000 $7,377,511
6619 1 Buena Vista Creek Concrete Channel Maintenance at El Camino Real $2,643,000 $375,000 $100,000 $600,000 $40,000 $150,000 $3,908,000
6608 1 Citywide Drainage Improvement Program $11,972,094 $2,200,000 $500,000 $750,000 $400,000 $830,000 $16,652,094
6092 Citywide Citywide Street Lighting Program $150,000 - - - - - $150,000
6093 Citywide Citywide Thermoplastic Pavement Markings $50,000 $150,000 $150,000 $150,000 $150,000 $150,000 $800,000
6013 Citywide Concrete Repair/Replacement Program $5,100,000 $840,000 $870,000 $910,000 $960,000 $1,010,000 $9,690,000
6624 1 Headwall Replacement Program $510,000 $300,000 $345,000 $415,000 $485,000 $555,000 $2,610,000
5049 2 Lake Calavera Reservoir Maintenance $581,001 $150,000 $50,000 $50,000 $50,000 $50,000 $931,001
4723 Citywide Miscellaneous City Building Improvements $2,015,000 $150,000 $150,000 $150,000 $150,000 $150,000 $2,765,000
6052 Citywide Parking Lot Maintenance Program $1,720,000 $550,000 $160,000 $700,000 $175,000 $850,000 $4,155,000
6001 Citywide Pavement Management Program $58,349,890 $10,000,000 $7,350,000 $7,850,000 $8,450,000 $9,050,000 $101,049,890
6037 Citywide Retroreflectivity Sign Replacement Program $1,000,000 $150,000 $70,000 $120,000 $120,000 $120,000 $1,580,000
6002 Citywide Sidewalk/Street Construction Program $3,300,000 $988,000 $633,000 $108,000 $750,000 $200,000 $5,979,000
6620 Citywide Storm Drain Condition Assessment $870,000 $270,000 $300,000 $350,000 $400,000 $455,000 $2,645,000
6607 Citywide Storm Drain System Rehab and Repair Program $7,362,360 $1,350,000 $310,000 $330,000 $350,000 $400,000 $10,102,360
6062 Citywide Street Lighting Replacement Program $3,644,269 - - - - - $3,644,269
Total $140,244,299 $31,001,000 $31,076,000 $18,950,000 $16,456,000 $19,740,000
I-22
ENTERPRISE PROJECTS
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6629 2 Agua Hedionda Creek Maintenance $3,545,249 - - - - - $3,545,249
5545 2 Agua Hedionda Lift Station Biological Monitoring and Maintenance $225,000 - - - - - $225,000
5537 3 Buena Interceptor Sewer Access Road Improvements $500,000 ($400,000) $400,000 - - - $500,000
5501 2,3 Buena Interceptor Sewer Improvements $1,758,686 - $3,300,000 $3,300,000 - - $8,358,686
5544 2 Buena Interceptor Sewer Realignment - East Segment $507,000 $1,400,000 $1,200,000 $1,200,000 - - $4,307,000
5215 2 C Tank Access Road and Electrical Improvements $300,000 - - - - - $300,000
5552 2 Cannon Road Lift Station Improvements $765,000 $350,000 - - - - $1,115,000
5048 2 Carlsbad Boulevard Waterline Replacement at Terramar $4,730,000 - - - - - $4,730,000
5203 3 Carlsbad Water Recycling Facility (Encina Capital Projects) $5,424,654 $516,000 $431,000 $188,000 $253,000 $274,000 $7,086,654
2516 3 Carlsbad Water Recycling Facility - Improvements $350,000 - - - - $350,000
5213 3 Carlsbad Water Recycling Facility Irrigation and Landscape $35,000 - - - - - $35,000
4749 3 Carlsbad Water Recycling Facility Roof Replacement $549,024 - - - - - $549,024
5007 Citywide Cathodic Protection Program $2,086,700 $290,000 $190,000 $190,000 $190,000 - $2,946,700
5554 1 Chinquapin Lift Station Improvements $1,220,000 $300,000 - - - - $1,520,000
2518 2 CMWD Building and Site - Improvements $600,000 $200,000 - - - $800,000
5013 2 College Boulevard - Cannon Road To Badger Lane (375 Zone) $278,383 - $1,400,000 - - - $1,678,383
5012 2 College Boulevard - Cannon Road To Badger Lane (490 Zone) $312,600 - $1,400,000 - - - $1,712,600
5033 1 Crestview Drive Transmission Main $605,000 ($434,000) $551,000 - - - $722,000
5038 2 Desalinated Water Flow Control Facility No. 5 $11,569,600 ($10,000,000) - - - - $1,569,600
201923 1 DMP Facility AAA (Jefferson Street) - - - - - - $0
201924 1 DMP Facility AAAA (Madison Street) - - - - - - $0
6609 1 DMP Facility AC (Highland Drive Drainage Project) - - - - - - $0
201925 2 DMP Facility AFA (Hidden Valley Drainage Restoration and - - - - - - $0
201926 2 DMP Facility AFB (Calavera Hills Drainage Restoration and - - - - - - $0
201927 1 DMP Facility BB 1 and 2 (Washington Street) - - - - - - $0
201928 1 DMP Facility BCB (Magnolia Avenue) - - - - - - $0
201929 1 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda - - - - - - $0
6622 1 DMP Facility BFB-U (El Camino Real) $153,489 - - - - - $153,489
201930 2 DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") - - - - - - $0
201931 2 DMP Facility BL-U (College Boulevard) - - - - - - $0
201932 2 DMP Facility BM (Cantarini/College Boulevard Box Culvert) - - - - - - $0
201933 2 DMP Facility BQ (Sunny Creek) - - - - - - $0
201934 2 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) - - - - - - $0
201935 3 DMP Facility C2 (Paseo Del Norte) - - - - - - $0
201936 3 DMP Facility CA (Avenida Encinas) - - - - - - $0
201937 4 DMP Facility DBA (Poinsettia Village) - - - - - - $0
201938 4 DMP Facility DBB (Avenida Encinas) - - - - - - $0
201939 4 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment) - - - - - - $0
201940 3 DMP Facility DH (Altive Place Canyon Restoration) - - - - - - $0
6623 Citywide Drainage Master Plan Update $1,281,000 - - - - - $1,281,000
I-23
ENTERPRISE PROJECTS (CONTINUED)
New projects in italics Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5553 2 El Fuerte Lift Station Pump Addition $380,000 $45,000 - - - - $425,000
5801 Citywide Encina Capital Projects (EWPCF) $61,469,100 $8,601,300 $9,234,100 $8,917,300 $8,243,900 $8,471,600 $104,937,300
5539 2 Faraday and El Camino Real Sewer Replacement - Orion to Palomar $2,840,000 $340,000 - - - - $3,180,000
5059 2 Hydroelectric Generation at Water Facilities $461,000 $39,000 - - - - $500,000
5540 2 Las Palmas Trunk Sewer $301,000 - $290,000 $1,480,000 $1,480,000 - $3,551,000
5035 1,3 Limited Access Pipeline Relocation Program $2,701,000 $2,550,000 $600,000 - - - $5,851,000
5009 2 Maerkle Facility Improvements $3,591,200 $200,000 - - - - $3,791,200
5001 2 Maerkle Reservoir Transmission Main $195,000 - $540,000 - $4,245,000 - $4,980,000
5050 3 Normally Closed Valve (Install Motorized Valve) $1,966,000 - - - - - $1,966,000
5547 4 North Batiquitos Access Road Improvement $389,800 ($63,800) - - - - $326,000
5536 4 North Batiquitos Lift Station Forcemain Rehabilitation $75,000 - - - - - $75,000
5520 Citywide Odor and Corrosion Prevention Program $320,000 $38,000 - - - - $358,000
5055 2 Palomar Airport Waterline Realignment $2,333,000 - - - - - $2,333,000
5556 2 Poinsettia Lift Station Rehabilitation $650,000 $78,000 - - - - $728,000
5020 Citywide Pressure Reducing Station Program $6,431,040 $600,000 $600,000 $600,000 $600,000 $600,000 $9,431,040
5061 2 Rancho Carlsbad Groundwater Supply $400,000 ($400,000) - - - - $0
5211 Citywide Recycled Water Condition Assessment Program $800,000 - $50,000 $50,000 $50,000 $50,000 $1,000,000
5210 3 Recycled Water Phase 3 - Reservoir $7,033,000 - - - - - $7,033,000
5216 2 Recycled Water Pipeline Replacement $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $2,100,000
5212 Citywide Recycled Water Valve and Appurtenance Replacement Program $380,000 - $125,000 $125,000 $125,000 $125,000 $880,000
5024 Citywide Reservoir Condition Assessment and Repair Program $8,090,000 - - - - - $8,090,000
5044 Citywide San Luis Rey Mission Basin Groundwater Supply $20,000 ($20,000) - - - - $0
5057 Santa Fe II Inlet Pipeline $529,650 - - - - $350,000 $879,650
5046 3 Santa Fe II Reservoir Site Electrical Improvements $293,581 $40,000 - - - - $333,581
5542 Citywide SCADA Improvements $16,226,898 $1,010,000 - - - - $17,236,898
5513 Citywide Sewer Condition Assessment $1,658,000 - $50,000 - $100,000 - $1,808,000
3840 2 Sewer Lift Station Repairs and Upgrades $4,535,380 $165,000 $165,000 $165,000 $165,000 $165,000 $5,360,380
5548 3 Sewer Line Capacity Improvements $1,400,000 $620,000 $944,000 - - - $2,964,000
5546 Citywide Sewer Modeling $200,000 - - - - - $200,000
5504 Citywide Sewer Monitoring Program (Capacity) $642,000 $44,000 - - - - $686,000
5503 1,2,3 Sewer System Rehabilitation and Replacement $10,626,480 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $20,626,480
5008 2 Tri-Agency Water Transmission Pipeline Replacement $2,328,970 - $483,000 - $4,018,000 - $6,829,970
5549 2,3 Vallecitos Interceptor Sewer Cleaning and CCTV $350,000 $500,000 - - - - $850,000
5550 2 Villas Sewer Lift Station Replacement $1,329,000 - - - - - $1,329,000
3492 2 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12- $33,410,970 $104,000 $75,000 $75,000 $75,000 - $33,739,970
5535 1 Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements $382,000 $31,000 $665,000 $665,000 $22,000 - $1,765,000
3950 1 Vista Carlsbad Interceptor - Reach VC3 $130,000 $387,000 $405,000 - - - $922,000
5551 2 Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2) $231,000 - $80,000 $140,000 - - $451,000
5555 2,3 Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) $200,000 $2,800,000 - - - - $3,000,000
5051 Citywide Water Infrastructure Condition Assessment Program $2,600,000 $420,000 $420,000 $450,000 $450,000 $450,000 $4,790,000
I-24
ENTERPRISE PROJECTS (CONTINUED)
New projects in italics Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5058 Citywide Water Modeling $375,000 - - - - - $375,000
3904 Citywide Water System Rehabilitation and Replacement $16,058,370 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $31,058,370
5019 Citywide Water Valve Repair/Replacement Program $8,820,000 $960,000 $960,000 $1,000,000 $1,000,000 $1,000,000 $13,740,000
Total $239,349,824 $17,410,500 $30,108,100 $23,895,300 $26,366,900 $16,835,600
SUBSTANTIALLY COMPLETE (CLOSEOUT) PROJECTS
New projects in italics Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5205 Citywide Abandon Potable Services (New Recycled Services) $1,175,825 - - - - - $1,175,825
4745 Citywide Aviara and Hidden Canyon Parks Playground Safety Resurfacing $600,000 - - - - - $600,000
3649 2 Aviara Reimbursement Agreement $238,000 - - - - - $238,000
4601 2 Calavera Hills Community Park Gateway Improvements $1,407,850 - - - - - $1,407,850
6096 2,3 Carlsbad Boulevard Lane Reduction and Edge Striping $300,000 - - - - - $300,000
4718 1 City Hall Complex Refurbishment $1,144,000 - - - - - $1,144,000
4081 3 Dove Library Lighting Improvements $225,000 - - - - - $225,000
6042 2 El Camino Real and Cannon Road Intersection Improvements $4,197,123 - - - - - $4,197,123
4060 4 Fire Station 2 Replacement $14,433,882 - - - - - $14,433,882
5526 1 Foxes Landing Lift Station Wetwell and Pump Replacement $6,392,000 - - - - - $6,392,000
5054 2 Lake Calavera Outlet Improvements $1,436,001 - - - - - $1,436,001
4602 3 Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom $2,961,777 - - - - - $2,961,777
4603 1 Pine Avenue Park - Phase II (Community Building) $11,648,718 - - - - - $11,648,718
4608 3 Poinsettia Community Park - Phase 4 - Dog Park $2,838,140 - - - - - $2,838,140
5045 3 Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement $600,000 - - - - - $600,000
6057 1 Public Beach Access Improvements (Ocean Street) $4,183,767 - - - - - $4,183,767
6604 4 Romeria Drainage Improvements $757,940 - - - - - $757,940
4091 2 Temporary Fire Station 7 $2,022,000 - - - - - $2,022,000
4084 2 The Crossings Golf Course Lake Liner Replacement $1,035,500 - - - - - $1,035,500
6335 1 Traffic Signal - Tamarack Avenue and Valley Street $502,370 - - - - - $502,370
3886 Citywide Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) $9,464,833 - - - - - $9,464,833
3949 Citywide Vista Carlsbad Interceptor - Reach VC14 To VC15 $21,362,390 - - - - - $21,362,390
Total $88,927,116 $0 $0 $0 $0 $0
I-25
PROJECT ACCOUNTING
New projects in italics Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
4756 N/A Alga Norte Settlement Agreement $1,983,192 - - - - - $1,983,192
201915 N/A CFD#1 Administration - $110,000 $110,000 $110,000 $110,000 $110,000 $550,000
2510 N/A Harding Street Sewer Improvements - $1,200,000 - - - - $1,200,000
PA04 N/A Loan Repay - Park-in-Lieu NE to Public Facility Fee Fund - - - - - - $0
PA02 N/A Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - $0
PA03 N/A Loan Repay - Sewer Conn to Sewer Repl - - - $3,500,000 - - $3,500,000
4755 N/A New Village Arts Tenant Improvements $613,000 - - - - - $613,000
4083 N/A Open Space and Trail Acquisition (Prop C) $4,015,000 - - - - - $4,015,000
PA06 N/A Recycled Replacement to Recycled Operating - $1,500,000 - - - - $1,500,000
4743 N/A Safety Training Center Settlement $1,156,995 - - - - - $1,156,995
PA05 N/A Traffic Impact Fee Funds to CFD #1 - $90,000 $90,000 $90,000 $90,000 $90,000 $450,000
Total $7,768,187 $2,900,000 $200,000 $3,700,000 $200,000 $200,000
PROGRAM ADJUSTMENTS
▲ Completed, project account closed △ Combined, project scope incorporated into other existing projects ▼ Cancelled, project no longer warranted Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6030 2 ▼ Camino Hills and Jackspar Drive Slope Stabilization $859,400 ($768,681) - - - - $90,719
201907 1 △ Carlsbad Boulevard Median - Tamarack Avenue to Pine Avenue - - - - - - $0
6068 1 △ Carlsbad Boulevard Pedestrian Lighting $1,325,000 ($1,254,934) - - - - $70,066
6111 1,2,3 △ Carlsbad Boulevard Roadway Configuration $2,000,000 ($2,000,000) - - - - $0
201917 1 ▼ Christiansen Way Improvements - - - - - - $0
4725 1 ▲ City Hall Exterior Refurbishment $2,250,000 - - - - - $2,250,000
201921 1 △ Cole Library Replacement - - - - - - $0
4750 1 ▼ Cole Library Security Fencing $170,000 ($144,435) - - - - $25,565
201941 4 ▼ DMP Facility DQB (La Costa Town Center) - - - - - - $0
201942 3 ▼ DMP Facility DZ (Poinsettia Lane) - - - - - - $0
6056 2 ▲ El Camino Real/Agua Hedionda Creek Bridge Railing and Sidewalk $210,000 - - - - - $210,000
3643 Citywide △ El Camino Real Medians $1,600,310 ($352,000) - - - - $1,248,310
5043 1 ▲ Fire Flow Capacity System Improvements $625,000 - - - - - $625,000
4748 3 ▲ Leo Carrillo Ranch Roof Repairs $1,450,000 ($80,000) - - - - $1,370,000
4741 1,3 ▲ Library Fire Alarm Panel Upgrades $180,000 ($39,990) - - - - $140,010
4739 1 ▲ New Village Arts Building Roof and Exterior Refurbishment $313,626 ($8,230) - - - - $305,396
4729 1 ▼ Ocean Street Restroom Facility $775,000 ($769,895) - - - - $5,105
6102 2,3 ▼ Palomar Airport Road and Avenida Encinas Growth $230,000 ($230,000) - - - - $0
6028 2 ▼ Palomar Airport Road and College Boulevard Improvements $1,295,500 ($735,901) - - - - $559,599
4092 Citywide △ Public Works Storage Facility $99,000 ($99,000) - - - - $0
4063 1 △ Trail Connectivity to Tamarack State Beach (Prop C) - - - - - - $0
5052 Citywide ▲ Water Loss Monitoring Program $167,089 - - - - - $167,089
Total $13,549,925 ($6,483,066) $0 $0 $0 $0
I-26
REQUESTED APPROPRIATION SUMMARY
Fiscal Year 2024-25 2025-26 2026-27 2027-28 2028-29 Estimated 5-Year
Total
Requested
Appropriation $15,204,716 $65,974,100 $47,635,300 $43,677,900 $53,875,600 $226,367,617
Estimated
Future Costs $27,817,000 $62,780,000 $13,085,000 $17,484,000 $5,202,000 126,368,000
Total $43,021,716 $128,754,100 $60,720,300 $61,161,900 $59,077,600 $352,735,616
Requested Appropriation does not include construction amounts for Strategic Plan and Critical Need projects. It
does include full amounts for Maintenance and Enterprise projects as shown.
I-27
CAPITAL IMPROVEMENT PROGRAM 15-YEAR FORECAST
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 36,419,464 58,234,614 14,291,235 15,397,302 16,370,201 2,941,194
REVENUESDeveloper Special Taxes 2,125,151 2,316,621 1,216,066 1,082,899 2,180,993 24,230,345
Total Revenues N/A 2,125,151 2,316,621 1,216,066 1,082,899 2,180,993 24,230,345
CAPITAL PROJECTS
CFD#1 Administration -$ 110,000 110,000 110,000 110,000 110,000 -
City Hall Complex 1,028,105 - - - - 15,500,000 100,000,000
Cole Library Expansion - - - - - - -
Orion Center 35,257,727 (25,600,000) 46,150,000 - - - -
Veteran's Memorial Park (All Quadrants)41,711,452 5,800,000 - - - - -
Total Project Expenditures 77,997,285 (19,690,000) 46,260,000 110,000 110,000 15,610,000 100,000,000
ENDING FUND BALANCE N/A 58,234,614 14,291,235 15,397,302 16,370,201 2,941,194 (72,828,461)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 178,950 4,937,945 2,697,828 4,628,492 (9,396,669) (7,985,256)
REVENUES
Gas Tax and Prop 42 Funds 3,186,643 3,262,882 3,298,664 3,334,839 3,371,413 34,270,794
Total Revenues N/A 3,186,643 3,262,882 3,298,664 3,334,839 3,371,413 34,270,794
CAPITAL PROJECTS
Barrio Street Lighting 150,000 - - - - - - Camino De Los Coches and La Costa Avenue Intersection Control 350,000 - 2,000,000 - - - -
Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - 700,000 2,500,000
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,771,001 - - 300,000 15,600,000 - -
Carlsbad Boulevard Emergency Repair 841,002 - - - - - -
Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 - - - - - -
Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - -
Carlsbad Blvd Pedestrian Improvement Project 1,055,888 - - - - - -
Citywide Drainage Improvement Program 6,090,594 - - - - - -
Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 50,000 150,000 150,000 150,000 150,000 150,000 1,500,000
Concrete Repair/Replacement Program 3,133,000 260,000 250,000 290,000 340,000 390,000 4,700,000
El Camino Real And Cannon Road Intersection Improvements 661,126 - - - - - -
El Camino Real Medians 904,530 (352,000) - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue 1,450,000 - - - - - -
Guardrail Replacement And Improvement Program 150,000 - - - - - 200,000
Intelligent Traffic Control Devices 199,999 - - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - 1,000,000 - - - -
La Costa Avenue Traffic Improvements 121,300 (108,842) - - - - 109,000
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 (230,000) - - - - -
Park Drive Drainage And Street Improvements 3,965,001 - - - - - -
Paseo Del Norte Pedestrian and Bike Improvements - 65,490 - - - - -
Pavement Management Program 7,930,849 - - - - - -
Retroreflectivity Sign Replacement Program 1,000,000 150,000 70,000 120,000 120,000 120,000 1,200,000
Roadway Slope Stabilization 779,998 500,000 - - - - - Romeria Drainage Improvements 347,937 - - - - - - Schools Traffic Safety Program - 250,000 - - - - -
Sidewalk/Street Construction Program - 988,000 633,000 108,000 750,000 200,000 5,225,000
Sustainable Mobility Plan Implementation Program 710,567 - - - - - -
Traffic Improvement Program 2,388,004 - - - - - -
Traffic Monitoring Program 200,000 170,000 400,000 400,000 400,000 400,000 -
Traffic Signal - Maverick Way & Camino De Los Coches 490,000 450,000 - - - - -
Traffic Signal - Tamarack Avenue And Valley Street 502,370 - - - - - -
Traffic Signal Right Turn Overlaps 150,000 135,000 - - - - -
Village And Barrio Traffic Circles 4,159,001 (4,000,000) - - - - -
Total Project Expenditures 40,683,167 (1,572,352) 5,503,000 1,368,000 17,360,000 1,960,000 16,928,000
ENDING FUND BALANCE N/A 4,937,945 2,697,828 4,628,492 (9,396,669) (7,985,256) 9,357,538
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 102,632 8,280 (55,616) (345,463) (601,978) (824,795)
REVENUES
Gas Tax (RMRA) Revenues 2,935,648 3,006,104 3,030,153 3,063,485 3,097,183 32,908,847
Total Revenues N/A 2,935,648 3,006,104 3,030,153 3,063,485 3,097,183 32,908,847
CAPITAL PROJECTS
Concrete Repair/Replacement Program 1,967,000$ 580,000 620,000 620,000 620,000 620,000 6,200,000 Pavement Management Program 12,786,002 2,450,000 2,450,000 2,700,000 2,700,000 2,700,000 27,000,000
Total Project Expenditures 14,753,002 3,030,000 3,070,000 3,320,000 3,320,000 3,320,000 33,200,000
ENDING FUND BALANCE N/A 8,280 (55,616) (345,463) (601,978) (824,795) (1,115,948)
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
GAS TAX FUND
GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)
I-28
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 13,904,855 30,695,512 35,001,390 29,100,471 33,652,320 37,210,670
REVENUES
Transfer from General Fund 18,579,226 4,905,878 5,049,081 5,191,849 5,328,350 57,285,820
Total Revenues N/A 18,579,226 4,905,878 5,049,081 5,191,849 5,328,350 57,285,820
CAPITAL PROJECTS
ADA Beach Access - Pine to Tamarack 375,001$ 375,000 - 10,000,000 - - -
Alga Norte Park Modifications 1,023,999 400,000 - - - - -
Alga Norte Settlement Agreement 1,983,192 - - - - - -
Assessment District 97-1 Maintenance 420,001 - - - - - -
Barrio Street Lighting 760,000 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,899,002 600,000 - - - - -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,249,998 - - - 40,000 150,000 1,092,000
Calavera Hills Community Park Gateway Improvements 1,407,853 - - - - - -
Camino Hills and Jackspar Drive Slope Stabilization 859,399 (768,681) - - - - -
Cannon Park Restroom 45,765 - - - - - -
Carlsbad Boulevard Roadway Configuration 2,000,000 (2,000,000) - - - - -
Carlsbad Village Dr. & Grand Ave. Pedestrian & Crossing Improvements - - - - - 920,000 -
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 - - - - - - -
Dove Library Lighting Improvements 225,001 - - - - - -
Faraday Avenue Improvements 275,000 1,000,000 - - - - -
Fire Station No. 2 Replacement 13,000,004 - - - - - -
Fire Station No. 7 100,000 - - - - - -
Fleet Maintenance Refurbishment 896,100 1,700,000 - - - - -
Grand Avenue Promenade 300,000 - - - - - 10,500,000
Green Paint Maintenance - 250,000 150,000 250,000 150,000 250,000 1,700,000
La Costa Avenue Box Culvert Cleaning - 275,000 - - - - -
Lake Calavera Outlet Improvements 1,436,002 - - - - - -
Lake Calavera Reservoir Maintenance 581,005 150,000 50,000 50,000 50,000 50,000 500,000
Monroe Street Pool Renovation/Replacement 236 - - - - - -
New Village Arts Tenant Improvements 613,000 - - - - - -
Ocean Street Reconfiguration Concepts Study - - - - - - 400,000
Ocean Street Restroom Facility 775,000 (769,895) - - - - -
Open Space and Trail Acquisition (Prop C)4,015,000 - - - - - -
Orion Center - 99,000 - - - - -
Orion Complex Energy Storage - - - 250,000 - - -
Park Drive Street and Drainage Improvement 1,117,439 - - - - - -
Police and Fire Headquarters Parking Lot Improvements - 120,000 - - - - -
Police and Fire Headquarters Renovation 14,492,847 - - - - - -
Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - -
Public Works Storage Facility 99,000 (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 200,000 - - - - - -
Traffic Improvement Program 999,999 400,000 400,000 400,000 400,000 400,000 -
Traffic Signal Cabinet Upgrades 180,000 162,000 - - - - -
Trail Connectivity to Tamarack State Beach (Prop C)152,156 - - - - - -
Trieste Slope Repair Project 3,317,600 - - - - - -
Tyler Street Traffic Circulation 970,000 - - - - - -
Utility Undergrounding Program Study - - - - - - 100,000
Village and Barrio Traffic Circles 415,000 - - - - - -
Village Intelligent Parking Implementation - - - - - - 300,000
Village Lighting - Carlsbad Village Dr. from Harding St. to Ocean St.600,000 (599,855) - - - - 600,000
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 1,103,853 995,000 - - - - -
Village Lighting - Train Station Area 500,000 (500,000) - - - - 500,000
Total Project Expenditures 75,555,000 1,788,569 600,000 10,950,000 640,000 1,770,000 18,892,000
N/A 30,695,512 35,001,390 29,100,471 33,652,320 37,210,670 75,604,490
GENERAL CAPITAL CONSTRUCTION (GCC)
I-29
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A (1,058,577) 3,224 3,224 3,224 3,224 3,224
REVENUES
Grant Revenue 1,911,801 - - - - -
Total Revenues N/A 1,911,801 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements -$ - - - - - -
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 - - - - - -
Schools Traffic Safety Program - 850,000 - - - - -
Total Project Expenditures 9,440,000 850,000 - - - - -
ENDING FUND BALANCE N/A 3,224 3,224 3,224 3,224 3,224 3,224
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 21,982 21,982 21,982 21,982 21,982 21,982
REVENUES
Grant Revenue 534,510 - - - - -
Total Revenues N/A 534,510 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000$ - - - - - -
Carlsbad Boulevard Pedestrian Improvement Project 591,600$ - - - - - -
Paseo Del Norte Pedestrian and Bike Improvements -$ 534,510 - - - - -
Veteran's Memorial Park (All Quadrants)5,000,000 - - - - - -
Total Project Expenditures 7,367,600 534,510 - - - - -
ENDING FUND BALANCE N/A 21,982 21,982 21,982 21,982 21,982 21,982
GRANTS - STATE
GRANTS - FEDERAL
I-30
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 77,987,687 62,599,568 44,477,446 38,544,527 37,870,376 33,901,726
REVENUES
Transfer from General Fund 4,979,226 4,905,878 5,049,081 5,191,849 5,328,350 57,285,820
Total Revenues N/A 4,979,226 4,905,878 5,049,081 5,191,849 5,328,350 57,285,820
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 293,002$ 130,000 145,000 155,000 168,000 181,000 2,280,000
Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,001 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack - 1,900,000 - - - - -
Bridge Preventative Maintenance Program - 700,000 900,000 900,000 950,000 950,000 -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,393,001 375,000 100,000 600,000 - - -
Calavera Hills Community Center Refurbishment 1,985,001 - - - - - -
Carlsbad Village Drive Reconfiguration - - 1,500,000 - - - -
City Facility Safety and Parking Lot Lighting Assessment - - - - - - -
City Hall Complex Refurbishment - - - - - - -
Citywide Drainage Improvement Program 5,881,501 2,200,000 500,000 750,000 400,000 830,000 6,100,000
Cole Library Security Fencing 170,000 (144,435) - - - - -
Coordinated Traffic Signal Program - - - - - - -
DMP Facility BFB-U (El Camino Real)850,001 150,000 7,375,000 50,000 60,000 70,000 800,000
Downtown Tile Replacement - 250,000 - - - - -
El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 209,999 - - - - - -
Faraday Center Refurbishment 3,154,381 - - - - - -
Fire Station No. 2 Replacement - - - - - - -
Fire Station 5 Renovation - 150,000 2,000,000 - - - -
Fleet Fuel Island Upgrade 4,063,801 400,000 400,000 100,000 - - -
Fleet Maintenance Refurbishment - 3,000,000 - - - - -
Flower Fields Overlook Sidewalk Replacement - 250,000 - - - - -
Harding Center Refurbishment - 200,000 - - - - -
Headwall Replacement Program 510,002 300,000 345,000 415,000 485,000 555,000 7,326,000
Hosp Grove Park Improvements 1,562,000 - - - - - -
Hosp Grove Park Improvements 120,000 - - - - - -
Kelly Drive Channel Repair 1,541,005 2,100,000 - - - - -
Las Palmas Roof Replacement 500,000 - - - - - -
Leo Carrillo Ranch Roof Repairs 1,449,999 (80,000) - - - - -
Library Fire Alarm Panel Upgrades 180,000 (39,990) - - - - -
Magee Park Building Restoration - 200,000 - - - - -
Miscellaneous City Building Improvements 2,014,999 150,000 150,000 150,000 150,000 150,000 1,500,000
Monroe Street Pool Replacement 1,748,766 - - - - - -
New Village Arts Building Roof and Exterior Refurbishment 313,626 (8,230) - - - - -
Parking Lot Maintenance Program 1,720,001 550,000 160,000 700,000 175,000 850,000 4,860,000
Parks Maintenance Program - 2,147,000 4,085,000 1,942,000 2,073,000 1,779,000 -
Police and Fire Headquarters Renovation - - - - - - -
Public Beach Access Improvements (Ocean Street)- - - - - - -
Schulman Auditorium and Cannon Art Gallery 1,650,000 - - - - - -
Senior Center Repairs and Roof Replacement 3,158,001 - - - - - -
Senior Center Security Fencing 78,000 222,000 - - - - -
Stagecoach Park Synthetic Turf Replacement 2,200,001 496,000 - - - - -
Storm Drain Condition Assessment 870,001 270,000 300,000 350,000 400,000 455,000 5,375,000
Storm Drain System Rehab and Repair Program 7,362,363 1,350,000 310,000 330,000 350,000 400,000 4,100,000
Synthetic Turf Replacement - Alga Norte - - 2,298,000 - - - -
Synthetic Turf Replacement - Aviara - - 1,960,000 - - - -
Synthetic Turf Replacement - Pine - - - 1,955,000 - - -
Synthetic Turf Replacement - Poinsettia - 1,800,000 - - - - -
Trash Amendment Compliance Program 630,000 1,350,000 500,000 2,585,000 655,000 3,077,000 20,324,000
Total Project Expenditures 46,209,452 20,367,345 23,028,000 10,982,000 5,866,000 9,297,000 52,665,000
ENDING FUND BALANCE N/A 62,599,568 44,477,446 38,544,527 37,870,376 33,901,726 38,522,546
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 823,999 1,147,488 1,147,488 1,147,488 1,147,488 1,047,488
REVENUES
Other Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTSCollege Blvd Reach A And Cannon Road Reach 4A 1,712,999$ (323,489) - - - 100,000 324,000
Total Project Expenditures 1,712,999 (323,489) - - - 100,000 324,000
ENDING FUND BALANCE N/A 1,147,488 1,147,488 1,147,488 1,147,488 1,047,488 723,488
INFRASTRUCTURE MAINTENANCE & REPLACEMENT
OTHER
I-31
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE (1)N/A 3,925,392 3,500,392 3,500,392 5,002,704 6,505,016 7,996,520
REVENUES
Developer Fees - - 1,502,312 1,502,312 1,491,504 12,721,016
Total Revenues N/A - - 1,502,312 1,502,312 1,491,504 12,721,016
CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition -$ - - - - - 4,550,000
Robertson Ranch Park Development 1,037,999 425,000 - - - - -
Total Project Expenditures 1,037,999 425,000 - - - - 4,550,000
ENDING FUND BALANCE N/A 3,500,392 3,500,392 5,002,704 6,505,016 7,996,520 16,167,536
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A (36,160) 203,656 3,781,104 5,283,416 6,785,728 8,320,464
REVENUES
Developer Fees 1,642,816 3,577,448 1,502,312 1,502,312 1,534,736 21,194,488
Total Revenues N/A 1,642,816 3,577,448 1,502,312 1,502,312 1,534,736 21,194,488
CAPITAL PROJECTS
City Facility Safety and Parking Lot Lighting Assessment 200,000$ - - - - - -
Hosp Grove Park Improvements 1,222,000 1,403,000 - - - - -
Monroe Street Pool Replacement 3,061,765 - - - - - -
Pine Avenue Park - Phase II (Community Building)2,197,002 - - - - - -
Total Project Expenditures 6,680,767 1,403,000 - - - - -
ENDING FUND BALANCE N/A 203,656 3,781,104 5,283,416 6,785,728 8,320,464 29,514,952
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,517,066 1,830,498 6,716,114 6,716,514 5,232,514 5,232,514
REVENUES
Developer Fees 313,432 5,425,616 540,400 - - 205,352
Total Revenues N/A 313,432 5,425,616 540,400 - - 205,352
CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,329,989$ - - - - - -
Leo Carrillo Ranch Park Phase 3B - - 540,000 540,000 1,484,000 - -
Stagecoach Community Park Community Gardens 620,001 - - - - - -
Total Project Expenditures 1,949,989 - 540,000 540,000 1,484,000 - -
ENDING FUND BALANCE N/A 1,830,498 6,716,114 6,716,514 5,232,514 5,232,514 5,437,866
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 2,184,536 3,114,024 3,114,024 3,114,024 3,114,024 4,973,000
REVENUES
Developer Fees/Loans 929,488 - - - 1,858,976 756,560
Total Revenues N/A 929,488 - - - 1,858,976 756,560
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 3,114,024 3,114,024 3,114,024 3,114,024 4,973,000 4,629,560
PARK-IN-LIEU SW
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
I-32
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 5,197,664 5,199,664 3,754,836 3,769,117 3,771,398 3,771,398
REVENUES
Developer Fees 2,000 55,173 14,281 2,281 - 811,367
Total Revenues N/A 2,000 55,173 14,281 2,281 - 811,367
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 5,199,664 3,754,836 3,769,117 3,771,398 3,771,398 (11,917,235)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,046,182 1,046,182 1,046,182 1,046,182 1,046,182 1,046,182
REVENUES
Developer Fees - - - - - 54,606
Total Revenues N/A - - - - - 54,606
CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street)-$ - - - - - 290,000
DMP Facility AAAA (Madison Street)- - - - - - 417,000
DMP Facility AC (Highland Drive Drainage Project)- - - - - - 922,000
DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project)- - - - - - 92,000
DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project)- - - - - - 164,000
Drainage Master Plan Update 216,511 - - - - - -
Total Project Expenditures 216,511 - - - - - 1,885,000
ENDING FUND BALANCE N/A 1,046,182 1,046,182 1,046,182 1,046,182 1,046,182 (784,212)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,684,311 1,842,702 1,989,063 2,264,058 2,539,053 2,814,972
REVENUES
Developer Fees 158,391 146,361 274,995 274,995 275,919 3,329,005
Total Revenues N/A 158,391 146,361 274,995 274,995 275,919 3,329,005
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)153,490 - - - - - -
DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B")- - - - - - 1,817,000
DMP Facility BL-U (College Boulevard)- - - - - - 385,000
DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 205,000
DMP Facility BQ (Sunny Creek)- - - - - - 132,000
DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 181,000
Drainage Master Plan Update 583,000 - - - - - -
Total Project Expenditures 4,281,735 - - - - - 5,181,000
ENDING FUND BALANCE N/A 1,842,702 1,989,063 2,264,058 2,539,053 2,814,972 962,978
PARK FEE ZONES 5,13,16,17,18
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
I-33
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,618,729 1,687,384 1,992,292 2,033,456 2,040,030 2,113,889
REVENUES
Developer Fees 68,655 304,908 41,164 6,574 73,859 1,817,908
Total Revenues N/A 68,655 304,908 41,164 6,574 73,859 1,817,908
CAPITAL PROJECTS
DMP Facility C2 (Paseo Del Norte)-$ - - - - - 728,000
DMP Facility CA (Avenida Encinas)- - - - - - 530,000
Drainage Master Plan Update 246,890 - - - - - -
Total Project Expenditures 246,890 - - - - - 1,258,000
ENDING FUND BALANCE N/A 1,687,384 1,992,292 2,033,456 2,040,030 2,113,889 2,673,797
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 832,958 853,399 1,211,629 1,246,874 1,246,874 1,297,626
REVENUES
Developer Fees 20,442 358,230 35,245 - 50,752 1,462,457
Total Revenues N/A 20,442 358,230 35,245 - 50,752 1,462,457
CAPITAL PROJECTS
DMP Facility DBA (Poinsettia Village)-$ - - - - - 168,000
DMP Facility DBB (Avenida Encinas)- - - - - - 430,000
DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 257,000
DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 233,000
DMP Facility DQB (La Costa Town Center)- - - - - - -
DMP Facility DZ (Poinsettia Lane)- - - - - - -
Drainage Master Plan Update 234,599 - - - - - - Total Project Expenditures 234,599 - - - - - 1,088,000
ENDING FUND BALANCE N/A 853,399 1,211,629 1,246,874 1,246,874 1,297,626 1,672,083
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 28,314,628 28,024,418 28,739,118 31,199,778 33,243,617 35,075,004
REVENUES
Developer Fees 1,959,790 6,214,699 2,460,660 2,043,839 3,231,387 39,489,101
Total Revenues N/A 1,959,790 6,214,699 2,460,660 2,043,839 3,231,387 39,489,101
CAPITAL PROJECTS
Cole Library Expansion -$ - - - - - -
El Camino Real Medians - - - - - - -
Kelly Drive and Park Drive Complete Street Improvements 998,001 - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction - - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction - - - - - - -
Pickleball Courts 300,000 2,100,000 - - - - -
Pine Avenue Park - Phase II (Community Building)- - - - - - -
Pine Avenue Park - Phase II (Community Building)- - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park 2,838,138 - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park - - - - - - -
Robertson Ranch Park Development (Partial Funding)- - - - - - -
South Carlsbad Coastline - - - - - - 3,000,000
State Street Parking Lot Electric Vehicle Charging Stations - 150,000 - - - - -
Temporary Fire Station No. 7 - - - - - - -
Terramar Area Coastal Improvements 2,450,001 - 5,500,000 - - - -
Valley and Magnolia Complete Streets 251,000 - - - - - -
Village H South Off Leash Dog Area and Trail Segment 5B 682,500 - - - - 1,400,000 - Total Project Expenditures 7,519,639 2,250,000 5,500,000 - - 1,400,000 3,000,000
ENDING FUND BALANCE N/A 28,024,418 28,739,118 31,199,778 33,243,617 35,075,004 71,564,105
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PUBLIC FACILITY FEE FUND (PFF)
I-34
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,242,547 (138,590) 311,215 (4,277,313) (5,442,412) (5,001,940)
REVENUES
Developer Fees and Miscellaneous 383,313 905,005 414,922 314,901 440,471 5,710,473
Other Agency Contributions (City of Vista)251,550 306,800 43,550 - - -
Total Revenues N/A 634,863 1,211,805 458,472 314,901 440,471 5,710,473
CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 550,000$ - - - - - -
El Fuerte Lift Station Pump Addition 380,000 45,000 - - - - -
Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road 2,840,001 340,000 - - - - -
Harding Street Sewer Improvements - 1,200,000 - - - - -
Las Palmas Trunk Sewer 301,000 - 290,000 1,480,000 1,480,000 - -
Loan Repay - Sewer Conn to Sewer Repl - - - 3,500,000 - - -
Sewer Line Capacity Improvements - - - - - - -
Sewer Modeling 199,999 - - - - - -
Sewer Monitoring Program (Capacity)642,000 44,000 - - - - 264,000
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)33,696,172 - - - - - -
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 130,000 387,000 405,000 - - - -
Total Project Expenditures 69,862,399 2,016,000 762,000 5,047,000 1,480,000 - 264,000
ENDING FUND BALANCE N/A (138,590) 311,215 (4,277,313) (5,442,412) (5,001,940) 444,532
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A (7,109,097) (3,036,370) (12,398,343) (19,870,355) (21,402,464) (22,683,475)
REVENUES
Transfer from Sewer Operating Fund 20,571,241 8,744,127 8,923,288 9,073,791 9,355,590 112,214,647
Total Revenues N/A 20,571,241 8,744,127 8,923,288 9,073,791 9,355,590 112,214,647
CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring and Maintenance 224,999$ - - - - - -
Buena Interceptor Sewer Access Road Improvements 500,000 (400,000) 400,000 - - - -
Buena Interceptor Sewer Improvements 1,208,691 - 3,300,000 3,300,000 - - 3,965,000
Buena Interceptor Sewer Realignment - East Segment 507,000 1,400,000 1,200,000 1,200,000 - - -
Cannon Road Lift Station Improvements 765,000 350,000 - - - - -
Carlsbad Municipal Water District Building and Site Improvements - 180,000 60,000 - - - -
Chinquapin Lift Station Improvements 1,220,000 300,000 - - - - -
Encina Capital Projects 61,469,098 8,601,300 9,234,100 8,917,300 8,243,900 8,471,600 116,469,800
Foxes Landing Lift Station Wetwell and Pump Replacement 6,392,000 - - - - - -
North Batiquitos Access Road Improvement 389,800 (63,800) - - - - -
North Batiquitos Lift Station Forcemain Rehabilitation 75,000 - - - - - -
Odor and Corrosion Prevention Assessment 320,000 38,000 - - - - -
Orion Center 299,999 (204,985) - - - - -
Poinsettia Lift Station Rehabilitation 650,000 78,000 - - - - -
SCADA Improvements 4,684,899 - - - - - -
Sewer Condition Assessment 1,657,998 - 50,000 - 100,000 - 1,000,000
Sewer Lift Station Repairs and Upgrades 4,535,385 165,000 165,000 165,000 165,000 165,000 1,500,000
Sewer Line Capacity Improvements 1,400,001 620,000 944,000 - - - -
Sewer System Rehabilitation and Replacement 10,626,479 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 27,400,000
Terramar Area Coastal Improvements - - - - - - -
Vallecitos Interceptor Sewer Cleaning and CCTV 350,000 500,000 - - - - -
Village and Barrio Traffic Circles 660,001 - - - - - -
Villas Sewer Lift Station Replacement 1,329,001 - - - - - -
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)- 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)231,000 - 80,000 140,000 - - -
Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)200,000 2,800,000 - - - - -
Total Project Expenditures 99,782,352 16,498,515 18,106,100 16,395,300 10,605,900 10,636,600 150,634,800
ENDING FUND BALANCE N/A (3,036,370) (12,398,343) (19,870,355) (21,402,464) (22,683,475) (61,103,628)
SEWER CONNECTION FEE FUND
SEWER REPLACEMENT FUND
I-35
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 67,578 1,327,327 1,689,699 3,066,344 4,189,459 6,045,451
REVENUES
Developer Fees 2,885,562 4,202,373 1,566,645 1,213,115 1,945,992 28,426,477
Total Revenues N/A 2,885,562 4,202,373 1,566,645 1,213,115 1,945,992 28,426,477
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 5,347,654$ 3,000,000 - - - - -
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 3,536,000 - - - - - -
El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - 438,000
El Camino Real Widening - Arenal Road to La Costa Avenue 7,250,001 - 2,000,000 - - - -
Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 (728,286) 50,000 100,000 - - 729,000
Palomar Airport Road and College Boulevard Improvements 1,295,501 (735,901) - - - - -
Sidewalk/Street Construction Program 3,300,000 - - - - - 3,725,000
Terramar Area Coastal Improvements 6,650,004 - 1,700,000 - - - -
Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 900,000
Traffic Impact Fee Update 270,001 - - - - - -
Traffic Monitoring Program 1,745,415 - - - - - -
Valley and Magnolia Complete Streets 3,536,207 - - - - - -
Total Project Expenditures 33,841,785 1,625,813 3,840,000 190,000 90,000 90,000 9,473,000
ENDING FUND BALANCE N/A 1,327,327 1,689,699 3,066,344 4,189,459 6,045,451 24,998,928
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 7,252,997 1,041,966 (1,836,497) (1,693,149) (1,446,614) (3,817,508)
REVENUES
Transportation Taxes 5,849,095 5,926,537 6,008,348 6,171,535 6,324,106 63,806,824
Total Revenues N/A 5,849,095 5,926,537 6,008,348 6,171,535 6,324,106 63,806,824
CAPITAL PROJECTS
ADA Improvement Program 3,330,002$ 715,000 375,000 715,000 175,000 820,000 4,450,000
Barrio Street Lighting 2,560,000 - 1,030,000 - - - -
Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,003 - - - - - -
Carlsbad Boulevard Pedestrian Lighting 1,325,000 (1,254,934) - - - - -
Carlsbad Boulevard Realignment - Manzano Drive to Island Way - 1,000,000 1,000,000 - - - 932,000
Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements - - - - - 400,000 -
Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - -
Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - - - 250,000 -
Chestnut Complete Street I-5 to Railroad Project Study 85,000 (85,000) - - - 250,000 -
Christiansen Way Improvements - - - - - - -
College Boulevard Extension 1,205,001 (215,619) - - - - 216,000
Coordinated Traffic Signal Program 2,583,980 - - - - - -
Coordinated Traffic Signal Program 1,000,001 - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,155,000 - - - - - -
El Camino Real Widening - Sunny Creek to Jackspar 5,010,000 600,000 - - - - -
Kelly Drive and Park Drive Complete Street Improvements 4,675,001 - 1,500,000 - - - -
Pavement Management Program 20,336,566 6,600,000 3,950,000 4,200,000 4,800,000 5,400,000 16,500,000
Pavement Management Program 17,296,475 950,000 950,000 950,000 950,000 950,000 9,500,000
South Carlsbad Coastline 2,779,027 (1,074,321) - - - - -
State Street and Grand Avenue Road Improvements - - - - - 325,000 -
Street Lighting Replacement Program 3,325,002 - - - - - -
Terramar Area Coastal Improvements 2,000,000 - - - - - -
Valley and Magnolia Complete Streets 1,200,000 3,000,000 - - - - -
Valley Street Traffic Calming - - - - - 300,000 -
Village and Barrio Traffic Circles 1,024,999 1,825,000 - - - - -
Total Project Expenditures 73,945,057 12,060,125 8,805,000 5,865,000 5,925,000 8,695,000 31,598,000
ENDING FUND BALANCE N/A 1,041,966 (1,836,497) (1,693,149) (1,446,614) (3,817,508) 28,391,316
TRAFFIC IMPACT FEES (TIF)
TRANSNET - LOCAL
I-36
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 26,911,861 36,946,558 35,709,223 36,989,253 36,740,479 38,671,725
REVENUES
Developer Fees 1,826,697 2,975,665 1,880,029 1,600,226 1,931,246 17,179,087
Total Revenues N/A 1,826,697 2,975,665 1,880,029 1,600,226 1,931,246 17,179,087
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)278,383$ - 1,400,000 - - - -
College Boulevard - Cannon Road To Badger Lane (490 Zone)312,600 - 1,400,000 - - - -
Crestview Drive Transmission Main - 171,000 551,000 - - - -
Desalinated Water Flow Control Facility No. 5 11,569,601 (10,000,000) - - - - -
Hydroelectric Generation at Water Facilities 461,000 39,000 - - - - -
Limited Access Pipeline Relocation Program - 1,122,000 - - - - -
Maerkle Reservoir Transmission Main - - 262,000 - 1,849,000 - -
Palomar Airport Waterline Realignment - - - - - - -
Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement)600,000 - - - - - -
Pressure Reducing Station Program - 600,000 600,000 600,000 - - -
Rancho Carlsbad Groundwater Supply 200,000 (200,000) - - - - 1,000,000
San Luis Rey Mission Basin Groundwater Supply 20,000 (20,000) - - - - 500,000
SCADA Improvements - 80,000 - - - - -
Water Modeling 375,000 - - - - - -
Water System Rehabilitation and Replacement - - - - - - -
Total Project Expenditures 13,816,585 (8,208,000) 4,213,000 600,000 1,849,000 - 1,500,000
ENDING FUND BALANCE N/A 36,946,558 35,709,223 36,989,253 36,740,479 38,671,725 54,350,812
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39BEGINNING FUND BALANCE N/A (14,978,642) 59,182 59,182 59,182 59,182 59,182
REVENUES
Recycled Water Loans and Grants 15,387,825 - - - - - Total Revenues N/A 15,387,825 - - - - -
CAPITAL PROJECTS
Carlsbad Water Recycling Facility Improvements -$ 350,000 - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)- - - - - - -
C-Tank Access Road Repair and Electrical Improvements 50,000 - - - - - -
Total Project Expenditures 50,000 350,000 - - - - -
ENDING FUND BALANCE N/A 59,182 59,182 59,182 59,182 59,182 59,182
WATER CONNECTION - POTABLE
WATER CONNECTION - RECYCLED
I-37
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 16,875,418 16,708,987 17,066,580 18,886,056 13,624,018 14,675,451
REVENUES
Transfer from Water Operating Fund 6,659,237 6,388,592 6,459,476 6,391,962 6,451,433 64,594,191
Total Revenues N/A 6,659,237 6,388,592 6,459,476 6,391,962 6,451,433 64,594,191
CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services)1,175,827$ - - - - - -
Carlsbad Boulevard Waterline Replacement at Terramar 4,730,002 - - - - - -
Carlsbad Municipal Water District Building and Site Improvements - 300,000 100,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - - Cathodic Protection Program 1,986,702 190,000 190,000 190,000 190,000 - 540,000
Crestview Drive Transmission Main 605,000 (605,000) - - - - -
El Camino Real Widening - Arenal Road to La Costa Avenue - - - - - - -
Fire Flow Capacity System Improvements 625,000 - - - - - -
Limited Access Pipeline Relocation Program 2,701,000 1,428,000 600,000 - - - -
Maerkle Facility Improvements 3,591,201 200,000 - - - - -
Maerkle Reservoir Solar Project 249,170 232,000 - - - - -
Maerkle Reservoir Transmission Main 195,001 - 278,000 - 2,396,000 - -
Normally Closed Valve (Install Motorized Valve)1,966,000 - - - - - -
Orion Center 500,000 (321,333) - - - - - Palomar Airport Waterline Realignment 2,333,000 - - - - - -
Pressure Reducing Station Program 6,431,037 - - - 600,000 600,000 6,000,000
Rancho Carlsbad Groundwater Supply 200,000 (200,000) - - - - 1,000,000
Recycled Water Phase 3 - Reservoir 180,002 - - - - - -
Reservoir Repair and Maintenance Program 7,890,000 - - - - - 6,680,000
San Luis Rey Mission Basin Groundwater Supply - - - - - - -
Santa Fe II Inlet Pipeline 529,650 - - - - 350,000 2,020,000
Santa Fe II Reservoir Site Electrical Improvements 293,581 40,000 - - - - -
SCADA Improvements 9,545,600 532,000 - - - - - Tri-Agency Water Transmission Pipeline Replacement 2,328,973 - 483,000 - 4,018,000 - 5,186,000
Valley and Magnolia Complete Streets 71,000 650,000 - - - - -
Water Infrastructure Condition Assessment Program 2,600,001 420,000 420,000 450,000 450,000 450,000 4,730,000
Water Loss Monitoring Program 167,088 - - - - - -
Water System Rehabilitation and Replacement 16,058,372 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 40,970,000
Water Valve Repair/Replacement Program 8,819,999 960,000 960,000 1,000,000 1,000,000 1,000,000 10,760,000
Total Project Expenditures 76,373,150 6,825,667 6,031,000 4,640,000 11,654,000 5,400,000 77,886,000
ENDING FUND BALANCE N/A 16,708,987 17,066,580 18,886,056 13,624,018 14,675,451 1,383,642
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 13,363,612 10,572,599 9,576,599 10,363,599 11,085,599 11,936,599
REVENUES
Transfer from Recycled Water Operating Fund - - 1,500,000 1,500,000 1,650,000 16,500,000 Total Revenues N/A - - 1,500,000 1,500,000 1,650,000 16,500,000
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements 250,000$ - - - - - -
Carlsbad Municipal Water District Building and Site Improvements - 120,000 40,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)4,824,711 516,000 431,000 188,000 253,000 274,000 3,290,000
Carlsbad Water Recycling Facility Improvements - - - - - - -
Carlsbad Water Recycling Facility Irrigation and Landscape 35,000 - - - - - -
Carlsbad Water Recycling Facility Roof Replacement 549,025 - - - - - - Cathodic Protection Program 100,000 100,000 - - - - -
Orion Center 199,999 (192,987) - - - - -
Recycled Water Condition Assessment Program 800,001 - 50,000 50,000 50,000 50,000 590,000
Recycled Water Phase 3 - Reservoir 6,852,997 - - - - - -
Recycled Water Pipeline Replacement 350,000 350,000 350,000 350,000 350,000 350,000 5,060,000
Recycled Water Valve and Appurtenance Replacement Program 380,000 - 125,000 125,000 125,000 125,000 1,330,000
Transfer to Recycled Water Operating Fund - 1,500,000 - - - - -
Reservoir Condition Assessment and Repair Program 200,000 - - - - - -
SCADA Improvements 1,996,399 398,000 - - - - -
Total Project Expenditures 16,538,133 2,791,013 996,000 713,000 778,000 799,000 10,270,000
ENDING FUND BALANCE N/A 10,572,599 9,576,599 10,363,599 11,085,599 11,936,599 18,166,599
WATER REPLACEMENT - POTABLE
WATER REPLACEMENT - RECYCLED
I-38
I-39
GLOSSARY OF CAPITAL PROJECT FUNDING
SOURCES
BTD 2 – Bridge and Thoroughfare District No.
2 developer fees are paid to partially fund the
Poinsettia Lane and Aviara Parkway street
construction project.
BTD 3 – Bridge and Thoroughfare District No.
3 developer fees are paid to partially fund
Cannon Road improvements.
CDBG – Community Development Block
Grants are allocated by the federal
government to help develop viable urban
communities for low and moderate income
households.
CFD 1 – The City of Carlsbad Community
Facilities District No. 1 (Mello-Roos) funds
civic projects, I-5 interchange projects, and
road segments.
Federal Grants – Federal Grants such as the Schools Traffic Safety Program.
Gas Tax – Gas Tax revenues for street projects are received under the Streets & Highways Code of the
State of California.
Gas Tax 1B – Gas Tax revenues for street projects specifically for road maintenance and rehabilitation
are received under the Streets & Highways Code of the State of California.
General Capital Construction – General Capital Construction funds, created through fund transfers
from the city's General Fund, are used to fund various municipal and other capital projects.
Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major
maintenance and replacement of the city’s infrastructure.
Other – Sources include revenues related to pending financing districts, property owner
contributions, and contributions from other agencies.
Park-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development.
PIL fees are segregated by quadrant to fund park projects in those quadrants.
I-40
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 – Development fees include Sewer Connection charges for expansion of sewer
lines and facilities.
Sewer Replacement – Sewer Replacement is part of sewer user fees and pays for repair and
replacement of the city's existing sewer system.
State Grants – State Grants such as Veteran’s Memorial Park funding.
Transportation Development Act (TDA) – City street and bicycle projects can receive funding from
Transportation Development Act sales tax receipts.
Traffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street construction and
improvement projects. I-55
TransNet (BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San Diego
Regional Transportation Commission finance various bicycle, freeway interchange and local road
improvement projects.
Water Connection – Development fees include Major Facility Fees used to fund expansion of water
lines and ancillary water facilities.
Water Replacement – Water Replacement funds are included in water utility rates and pay for the
repair and replacement of existing potable water lines and facilities.
Water Recycled – Revenues used to fund new Recycled Water projects; revenues for Phase III
expansion includes grant and loan funds.
Water Recycled Replacement – Recycled Water Replacement funds are included in utility rates and
pay for the repair and replacement of existing recycled water lines and facilities.
Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management
Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor.
The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment
J-1
PLANNED MAJOR CAPITAL OUTLAY ITEMS
FISCAL YEAR 2024-25
Department Item Description Quantity One-Time Cost
Golf Course Dining Room Chairs 1 50,000Fencing Replacement 1 60,000
Bunker Renovations 1 60,000
Cath Path Repairs 1 60,000Banquet & Kitchen Equipment 1 15,000
Concrete Cap Replacements: Clubhouse & GCM Building 1 25,000
Clubhouse & GCM Building Paint - Interior 1 40,000Clubhouse & GCM Building Paint - Exterior 1 40,000
Reslurry Parking Lot 1 50,000GCM Equipment - Greens Mowers 1 77,000GCM Equipment - Set Up Carts 1 28,000
Tree Replacement 1 40,000Bathroom Updates: Snack Bar & Golf Course 1 15,000GCM Building Netting: Planning & Permitting 1 25,000
Leveling of Tee Boxes 1 60,000Resodding of Green Collars 1 60,000
Driving Range Grass Tee Expansion 1 60,000
Cart Barn: Flourescent Light Conversion to LED 1 25,000Canyons Patio Bromic Heater Installation 1 60,000
Golf Course Subtotal 19 $850,000
Fleet Replacement Community Development: Pickup Truck 3 165,000
Fire: Fire Engines 2 2,150,722Fire: Pickup Truck 1 61,207Fire: Ambulance 1 349,800
Library & Cultural Arts: Sedan 1 37,178Parks & Recreation: Pickup Truck 5 165,000Police: Sedan 2 80,000
Police: Utility Vehicles 11 832,074Police: Pickup Truck 1 65,000
Public Works: Pickup Truck 7 570,409
Public Works: Cargo Van 2 122,184Fleet Replacement Subtotal 36 $4,598,574
Information Technology Replacement Firewall 1 150,850Infrastructure5170,676
Router 1 15,527Switches491,494Information Technology Subtotal 11 $428,547
Major Capital Outlay Grand Total 66 $5,877,121
*Major Capital Outlay only includes items of $10,000 or greater.
(Greater than $10,000)
J-2
GENERAL FUND ASSET REPLACEMENT
SCHEDULE FOR FISCAL YEARS 2026-35
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J-3
FUND CLASSIFICATIONS AND DESCRIPTIONS
The financial operations of the city are organized into funds for which budgets are prepared. These
funds are grouped into three major categories: Governmental, Proprietary, and Fiduciary.
Governmental Funds
Governmental funds are made up of the General Fund, Special Revenue Funds and Capital Project
Funds.
The General Fund (001) is used to account for all financial resources necessary to carry out basic
governmental activities of the city that are 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.
Special Revenue Funds are used to account for specific revenues that are legally restricted to
expenditures for specified purposes.
Affordable Housing (133) – 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.
Agricultural Mitigation Fee (171) – The Agricultural Conversion Mitigation Fee program funds
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.
Buena Vista Channel Maintenance District (163) – Ensures adequate funds are collected from
property owners within the district to administer and maintain the Buena Vista Creek Channel
from Jefferson Street east to the South Vista Way bridge.
Citizens’ Option for Public Safety (COPS) (123) – Supplemental Law Enforcement Services Funds
to be spent providing “front line police services” such as anti-gang efforts, crime prevention and
juvenile justice programs.
Community Activity Grants (150) – Provides city-funded grants to community service groups.
Community Development Block Grant (391) – Federal funds provided to the city to develop
viable urban communities through the provision of decent housing, a suitable living environment
and by expanding economic opportunities for lower income persons.
Continuum of Care (192) – Funds from the US Department of Housing and Urban Development to
support rapid rehousing of individuals experiencing homelessness.
J-4
Cultural Arts Donations (148) – Funds used to promote and support the programs and activities
of the city’s Cultural Arts Office.
Encampment Resolution Fund (189) – Funds from the California Department of Housing and
Community Development to provide services and supports to people experiencing homelessness
in encampments that results in meaningful paths to safe and stable housing.
Habitat Mitigation Fee (172) – Funding for conservation of certain parcels totaling approximately
300 acres which lie in the unincorporated area to the southeast of Carlsbad, and which are
essential to the biological viability of the Habitat Management Plan.
Library and Arts Endowments (175) – Donations are used to support Library programming and
activities.
Library Gifts & Bequests (145) – Includes Friends of the Library annual donations and Library Gifts
and Bequests. Donations are used to support Library programming and activities.
Lighting and Landscaping District 2 (164) – This maintenance and assessment district funds the
costs of streetlights, street trees and medians within the district boundaries covering newer
developments in the city.
Local Cable Infrastructure (138) – Funds used for the associated capital costs of the city’s own
cable channel and other city outreach and communications programs. Franchise fees from cable
and internet providers make up the revenue for this fund.
Local Housing Allocation Fund (136) – Funds from California’s Permanent Local Housing
Allocation Program established in 2017 to provide funding for affordable housing, funded by a
fee levied on certain real-estate transactions.
Median Maintenance District (161) – Provides landscape and irrigation maintenance for
approximately 68 acres of median planters and nine acres of developed parkways, including the
Downtown Carlsbad Village area.
Opioid Settlement Fund (128) – Funds from the California Opioid Settlements utilized for opioid
remediation activities.
Permanent Local Housing Allocation (136) – Funds from the California Department of Housing
and Community Development to assist local governments with housing-related projects and
programs that assist in addressing the unmet housing needs of their local communities.
Police Asset Forfeiture (122) – Funds received from the police department’s drug enforcement
activities which are restricted for use in supporting police activities to include the acquisition of
equipment, supplies or services.
Public Safety Grants (124) – Used to purchase equipment, supplement staffing costs and assist
with training.
J-5
Recreation Donations (149) – These donations provide supplemental funding for Parks &
Recreation events, programs and facilities.
Rental Assistance/Section 8 Program (190) – Federal funding to provide vouchers to help low
income residents pay rent.
Senior Program Donations (143) – These donations provide funding for nutrition, transportation,
activities, events and other programs benefiting Carlsbad's senior population.
Street Lighting Maintenance District (162) – The street lighting maintenance assessment district
provides funding for the operation and maintenance of all city-accepted streetlights within the
public right-of-way.
Street Tree Maintenance District (160) – The street tree maintenance assessment district
provides partial funding for the operation and maintenance of all city-accepted street trees
within the public right-of-way, including specialized maintenance for street trees in the
Downtown Carlsbad Village area.
Tyler Court Apartments (806) – Provides affordable housing to senior households with incomes
at 30% and 50% of the San Diego County Area median incomes.
Capital Project Funds are used to account for specific revenues that are restricted to expenditures for
capital project purposes.
Bridge and Thoroughfare District 2 (BTD 2) (362) – Developer fees are paid to partially fund the
Poinsettia Lane and Aviara Parkway street construction project.
Bridge and Thoroughfare District 3 (BTD 3) (363) – Developer fees are paid to partially fund
Cannon Road improvements.
Community Facilities District 1 (CFD 1) (430) – Mello-Roos funds specific civic projects, I-5
interchange projects and road segments.
Gas Tax (152) – Gas Tax revenues for street projects received under the Streets & Highways Code
of the State of California.
Gas Tax Road Maintenance and Rehabilitation (153) – Gas Tax revenues for street projects, which
can only be used for road maintenance and rehabilitation, received under the Streets &
Highways Code of the State of California.
General Capital Construction (GCC) (300) – General Capital Construction funds, created through
annual fund transfers from the city's General Fund, are used to fund various municipal and other
capital projects.
Grants-Federal (392) – Federal Grants such as funding for Village and Barrio traffic circles.
Grants-State (389) – State grants such as Veteran’s Memorial Park funding.
J-6
Industrial Corridor Park Fees (334) – 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.
Infrastructure Replacement (IRF) (370) – Annual transfers from the General Fund to pay for
major maintenance and replacement of the city’s infrastructure.
Park in-Lieu Fees (PIL) (330-333) – Park-in-Lieu fees are charged to developers for park
acquisition and development. PIL fees are segregated by quadrant to fund park projects in those
quadrants.
Parking in-Lieu Fees (315) – Funding collected from new developments in Carlsbad Village that do
not provide adequate parking facilities for use in construction of future parking facilities and
improvements.
Planned Local Drainage Area Fees (PLD) (350-353) – Drainage facilities necessitated by growth
are paid from developer Planned Local Drainage Fees. PLD fees are segregated by drainage area.
Public Facilities Fees (PFF) (320) – Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities.
Technology Investment Capital (375) – Technology Investment Capital funds, created through
annual fund transfers from the city's General Fund, are used to fund various technology projects.
Traffic Impact Fees (TIF) (310) – Developer Traffic Impact Fees are used for various street
construction and improvement projects.
TransNet (342) – Receipts of county sales taxes allocated by the San Diego Regional
Transportation Commission to finance various bicycle, freeway interchange and local road
improvement projects.
Proprietary Funds
Proprietary funds are Internal Service Funds and Enterprise Funds.
Internal Service Funds are used to account for operations internal to the city where the intent is that
the cost of providing services to the city department is financed primarily through department user
charges.
Workers’ Compensation (611) – Management of workers’ compensation insurance and claims.
Risk Management (612) – Management of vehicle and city liability insurance.
Vehicle Maintenance (620) – Vehicle maintenance and operations of citywide fleet, including gas
and oil charges.
Vehicle Replacement (621) – Funding for the replacement of vehicles currently in operation,
based on the expected replacement cost at the end of vehicles useful life.
J-7
Information Technology Operations (640) – Maintenance and operations of citywide technology
assets.
Information Technology Replacement (641) – Funding for the replacement of current technology
assets based on the expected replacement cost at the end of the anticipated useful life.
Enterprise Funds are used to account for operations that are financed and operated similar to a
private business where the intent is that the cost of providing services to the public is financed
primarily through user charges.
Potable Water Operations (501) – Carlsbad Municipal Water District (CMWD), a subsidiary of the
city, provides potable water service to approximately 85% of the city.
Potable Water Connection (506) – Development fees include Major Facility Fees used to fund
expansion of potable water lines and ancillary water facilities.
Potable Water Replacement (505) – Water replacement charges are included in water utility
rates and pay for the repair and replacement of existing potable water lines and facilities.
Recycled Water Operations (502) – Funds used to operate and maintain critical infrastructure
systems and to provide the safe delivery of conservation outreach and treated irrigation water.
Recycled Water Connection (507) – Revenues used to fund new Recycled Water projects;
revenues for Phase III expansion includes grant and loan funds.
Recycled Water Replacement (508) – Recycled Water Replacement funds are included in utility
rates and pay for the repair and replacement of existing recycled water lines and facilities.
Wastewater Operations (511) – The city operates and maintains a sanitary wastewater collection
system, which covers approximately 65% of the geographic area of the city.
Wastewater Connection (512) – Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Wastewater Replacement (515) – Sewer replacement charges are part of sewer user fees and
pay for repair and replacement of the city's existing sewer system.
Solid Waste Management (520) – Administers and monitors the solid waste contract and the
Palomar Transfer Station agreement and is responsible for ensuring the waste reduction and
recycling components of the Source Reduction and Recycling Element and Household Hazardous
Waste Element comply with state mandated diversion and disposal requirements.
Watershed Protection (521) – Fund dedicated to providing programs which enable stewardship
of the city’s resources protecting our beaches, creeks, and lagoons.
The Crossings Golf Course (572) – Funds used to cover the operations of the city’s municipal golf
course.
J-8
Fiduciary Fund
Fiduciary funds are private purpose trust funds used to account for situations where the city’s role is
purely custodial, such as the receipt, temporary investment, and remittance of fiduciary resources to
individuals, private organizations, or other governments.
Successor Agency to the Redevelopment Agency (801) – Responsible for administering
enforceable obligations of the former Carlsbad Redevelopment Agency (RDA) including
administration of housing loans and other debt obligations, completing existing projects and
ultimately to wind down RDA operations over time.
J-9
DEPARTMENT/FUND RELATIONSHIP
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Capital Project
Community Facilities District No. 1 X
Infrastructure Replacement X
Park-in-Lieu Fees/Park Development Fund X
Enterprise
Potable Water Operations X
Potable Water Connection X
Potable Water Replacement X
Recycled Water Operations X
Recycled Water Connection X
Recycled Water Replacement X
Wastewater Operations X
Wastewater Connection X
Wastewater Replacement X
Special Revenue
Affordable Housing X
Agricultural Mitigation Fees X
Buena Vista Channel Maintenance District X
Citizens Option for Public Safety X
Community Activity Grants X
Community Development Block Grant X
Continuum of Care X
Cultural Arts Donations X
Encampment Resolution Fund X
Habitat Mitigation Fee X
Library & Arts Endowments X
Library Gifts & Bequests X
Lighting & Landscaping District No. 2 X X
Local Cable Infrastructure X
Median Maintenance District X
Opioid Settlement X
Permanent Local Housing Allocation X
Fund
Budget Program
Major Funds
Non-Major Funds
J-10
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Special Revenue (continued)
Police Asset Forfeiture X
Public Safety Grants X X
Recreation Donations X
Rental Assistance/Section 8 Program X
Senior Program Donations X
Street Lighting Maintenance District X
Street Tree Maintenance District X
Tyler Court Apartments X
Capital Project
Bridge and Thoroughfare District No. 2 X
Bridge and Thoroughfare District No. 3 X
Gas Tax X
Gas Tax Road Maintenance and Rehabilitation X
General Capital Construction X
Grants-Federal X
Grants-State X
Industrial Corridor Park Fees X
Local Facilities Management/Park Fee Zone Fees (LFMZ)X
Parking-in-Lieu Fees X
Planned Local Drainage Area Fees (PLD)X
Public Facilities Fees X
Technology Investment Capital X
Traffic Impact Fees (TIF)X
TransNet X
Internal Service
Workers' Compensation X
Risk Management X
Vehicle Maintenance X
Vehicle Replacement X
Information Technology Operations X
Information Technology Replacement X
Enterprise
The Crossings Golf Course X
Solid Waste Management X
Watershed Protection X
Fiduciary
Successor Agency to the
Redevelopment Agency X X
Major and non-major classifications as of June 30, 2023.
Fund
Budget Program
J-11
GLOSSARY
Actual Budget – What was actually spent during the budget year and the revenues that were actually
received. The city may not spend more than what is approved in the adopted budget.
Adopted Budget – The final approved budget that includes how much money may be spent from
different city funds and how many positions are approved for the city’s workforce.
Appropriation – A specific amount of money authorized by the City Council for an approved work
program or individual project.
Assessed Valuation – A dollar value placed on real estate or other property by the County of San
Diego as a basis for levying property taxes.
Balanced Budget – A budget in which planned expenditures do not exceed planned funds available.
Beginning/Ending Fund Balance – Unencumbered resources available in a fund from the prior/current
year after payment of the prior/current year expenses.
Bond – A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
Branch – An organizational unit comprised of departments. Examples include the Administrative
Services Branch and Community Services Branch.
Budget – An annual financial plan that identifies revenues, types and levels of services to be provided
and the amount of funds that can be spent.
Capital Budget – A budget that plans for the purchase, maintenance, or improvement of the city’s
fixed assets such as buildings, parks, and roads. This budget includes significant expenses that are
typically spread over several years.
Capital Improvement Program – A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewage and recreation facilities. The 15-year program outlines
the expenditure plan for future capital projects and the corresponding revenues to pay for those
expenditures.
Capital Outlay – Equipment (fixed assets) with a value $1,000 or more and an estimated useful life of
more than one year, such as automobiles and office furniture, which appear in the operating budget.
Carlsbad Community Vision – A set of nine core values and vision statements developed through
consultation with the community in 2010 that serve as a guide for city leaders as they serve the city.
Carryforwards – At the end of the fiscal year, if there is money left over, city staff may request to
carry some or all of this money forward to the next fiscal year. This money may only be used for one-
time expenses, like a special program or the purchase of supplies for a single event.
Cost Allocation – A method used to charge General Fund overhead costs to other funds, such as
Enterprise Funds and Internal Service Funds.
Credit Rating – An independent assessment of whether the city is a good credit risk. Criteria include
overall financial management, leadership stability, debt and the city’s economic base. Cities with a
high rating can borrow money at a lower interest rate. The City of Carlsbad has the highest rating
possible, which is AAA.
J-12
Debt Service – The payment of principal and interest on borrowed funds such as bonds.
Department – An organizational unit comprised of programs or divisions. Examples include the
Finance and Human Resources departments.
Encumbrance – A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund – A fund type established to account for the total costs of selected governmental
facilities and services that are operated similar to private enterprises.
Expenditure – The actual spending of funds set aside by appropriation for identified goods and
services.
Fee – A general term used for any charge levied by government for providing a service or permitting
an activity.
Fiscal Year – 12-month period designated as the budget year. Carlsbad's fiscal year is July 1 to June
30.
Full-time Equivalent (FTE) – The hours worked by one employee on a full-time basis, used to convert
the hours worked by several part-time employees into the hours worked by full-time employees. Two
employees each working 1,000 hours equals 1.0 full-time equivalent employee.
Fund – A set of interrelated accounts to record revenues and expenditures associated with a specific
purpose.
Fund Balance – The amount of financial resources available for use.
General Fund – The primary fund used by the city for which revenues and expenditures are not legally
restricted for use. Examples of departments operating within the General Fund include Fire, Library,
and the City Manager's Office.
Grant – Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity, or facility.
Growth Management Plan – A comprehensive approach to land-use planning ensuring controlled and
managed growth within the city, while providing designated public facilities.
Growth Management Standards – Acceptable service levels that have been established for 11 public
facility categories.
Interfund Transfers – Payments from one fund to another fund, primarily for work or services provided.
Internal Service Fund – A fund that provides services to all city departments and bills the various other
funds for services rendered. Examples are Fleet Maintenance, Information Systems and Workers’
Compensation.
Maintenance and Operations – A general category used for classifying expenditures for materials,
supplies and services that are normally used within the fiscal year.
Operating Budget – The annual appropriation of funds for ongoing program costs, which include
salaries, benefits, maintenance and operations and capital outlay items. Carlsbad's Operating Budget
encompasses one fiscal year.
Operating Costs – Estimated expenses that can be expected to occur following the construction of a
Capital Improvement Project.
J-13
Personnel Costs – Expenditures associated with providing the staff necessary to provide the desired
levels of services, including both salary and benefit costs.
Preliminary Budget – A draft of the city’s proposed budget that is presented to the public and the City
Council about a month before the final budget will be presented for approval.
Revenues – Amount of funds received from the collection of taxes, fees, permits, licenses, interest and
grants during the fiscal year.
Special Revenue Funds – A fund that collects revenues that are restricted by the city, state or federal
government as the manner in which they may be spent.
Strategic Digital Transformation Investment Program – A strategic plan for technology and digital
transformation combined with project descriptions, costs, funding sources and timelines. It outlines a
five-year expenditure plan for future digital transformation and technology projects and the
corresponding revenues necessary to pay for them.
Structural Deficit – When a city’s projected ongoing spending is more than its projected ongoing
revenues.
Surplus – The amount of money left over once all the city’s projected or actual spending is accounted
for.
Transfer – Transfers refer to the movement of money between different funds within the city’s financial
accounts. These transfers are usually made to allocate resources appropriately, manage cash flow,
support specific projects and ensure funds are available where they are needed most.
Unassigned Fund Balance – The portion of a fund’s balance that is not restricted by legal or contractual
requirements and is available for any purpose.
J-14
ACRONYMS
AARP – American Association of Retired Persons
ADA – Americans with Disabilities Act
ADC – Actuarial Determined Contributions
AED – Automated External Defibrillator
AB – Assembly Bill
ALA – American Library Association
AV – Audiovisual
BCDDM – Build Capacity for Data-driven Decision Making
BEAR – Business expansion, attraction and retention
BTD – Bridge and Thoroughfare Benefit District
CAD – Computer Aided Dispatch
Cal-OSHA – California Occupational Safety and Health Administration
CalPERS – California Public Employees Retirement System
CalTrans – California Department of Transportation
CalWORKs – California Work Opportunities and Responsibility to Kids
CAD – Computer-aided Dispatch
CAP – Climate Action Plan
CCEA – Carlsbad City Employees' Association
CCTV – Closed-circuit Television
CDBG – Community Development Block Grant
CEQA – California Environmental Quality Act
CFA – Carlsbad Firefighters' Association CFD – Community Facilities District
CIP – Capital Improvement Program
CM&I – Construction Management & Inspection CMWD – Carlsbad Municipal Water District
COPS – Citizens' Option for Public Safety Grant CPI – Consumer Price Index CPMA – Carlsbad Police Management Association CPOA – Carlsbad Police Officers' Association CPR – Cardiopulmonary Resuscitation CSMFO – California Society of Municipal Finance Officers CSS – Customer Self Service Portal CST – Crime Suppression Team CTBID – Carlsbad Tourism Business Improvement District CWEA – California Water Environment Association CWRF – Carlsbad Water Reclamation Facility DEI – Diversity, Equity and Inclusion DL – Driver’s License
DOJ – Department of Justice DUI – Driving Under the Influence
EAT – Enhance Accessibility and Transparency
EIR – Environmental Impact Report
EKG – Electrocardiogram
EMS – Emergency Medical Services EMT – Emergency Medical Technician
EOC – Emergency Operations Center
EPA – Environmental Protection Agency
ERP – Enterprise Resource Planning
ESL – English as a Second Language
EV – Electric Vehicle(s)
EWA – Encina Wastewater Authority
FBI – Federal Bureau of Investigation
FE – Finance Enterprise
FEMA – Federal Emergency Management Agency
J-15
FPPC – Fair Political Practices Commission FTE – Full-Time Equivalent
FVCEC – Foster a Vibrant Civic Engagement Culture
FY – Fiscal Year
GAAP – Generally Accepted Accounting Principles
GASB – Governmental Accounting Standards Board
GCC – General Capital Construction
GDP – Gross Domestic Product
GFOA – Government Finance Officers Association
GHG – Greenhouse Gas Emissions
GIS – Geographic Information System
GPS – Global Positioning System
HA – Hydrologic Area
HELP – Homeless Engagement Leading to Progress
HMP – Habitat Management Plan
HOT – Homeless Outreach Team
HPRM – HP Records Manager
HR – Human Resources
HUD – Department of Housing and Urban Development
I&ED – Innovation & Economic Development
ICC – International Code Council
ICMA – International City/County Management Association
IRF – Infrastructure Replacement Fund
ISF – Internal Service Fund
IT – Information Technology
JPA – Joint Powers Authority
LEAP – Local Early Action Planning
LED – Light-emitting diode
LCP – Local Coastal Program
LMS – Learning Management System
M&O – Maintenance and Operations
MFF – Major Facility Fee
MS4 – Municipal Separate Storm Sewer System
MOU – Memorandum of Understanding
NFPA – National Fire Protection Association
NIST – National Institute of Standards and Technology
PC – Personal Computer
PCDC – Pursue Communitywide Digital Transformation
PCI – Payment card industry
PERS – Public Employees Retirement System
PFF – Public Facilities Fees
PHA – Public Housing Agency
PIL – Park-In-Lieu Fees
PLA – Public Library Association
PLD – Planned Local Drainage
POST – Police Officer Standards and Training
PSSC – Promote Security and Sustainability through Connectivity
PW – Public Works
RFID – Radio Frequency Identification
RFP – Request for Proposal
ROPS – Recognized Obligation Payment Schedule
ROW – Right-of-Way
SANDAG – San Diego Association of Governments
SB – Senate Bill SCADA – Supervisory Control and Data Acquisition System
SDCWA – San Diego County Water Authority
SDG&E – San Diego Gas & Electric SDTIP – Strategic Digital Transformation Investment Program
J-16
STEAM – Science, Technology, Engineering, the Arts, and Mathematics Program SWAT – Special Weapons Attack Team
SWPPP – Storm Water Pollution Prevention Plan
SWQMP – Storm Water Quality Management Program
TCBMP – Treatment Control Best Management Practices
TCMP – Traffic Control Management Plan
TDA – Transportation Development Act
TDM – Transportation Demand Management
TICF – Technology Investment Capital Fund
TIF – Traffic Impact Fee
TMDL – Total Maximum Daily Load
TOT – Transient Occupancy Tax, or hotel tax
UASI – Urban Areas Security Initiatives Program
UDC – Unified Disaster Council (of San Diego)
USLA – Unified States Lifesaving Association
WQIP – Water Quality Improvement Plan
J-17
BUDGET COMMUNICATIONS
Workshops
Community Budget Workshop on May 23, 2024
News release: https://www.carlsbadca.gov/Home/Components/News/News/2409/15
City Council Budget Meetings
Fiscal Year 2024-25 Preliminary Operating Budget, Strategic Digital Transformation Investment
Program and Capital Improvement Program on May 21, 2024 –
https://carlsbadca.new.swagit.com/videos/305987
Fiscal Year 2024-25 Operating Budget, Strategic Digital Transformation Investment Program and
Capital Improvement Program, the Fiscal Year 2023-24 Appropriation Limit and Revisions of Fees and
Charges of Services on June 18, 2024 – https://carlsbadca.new.swagit.com/videos/308364
Social Media Communications
Facebook Posts
Proposed budget, May 9, 2024
https://www.facebook.com/cityofcarlsbad/posts/pfbid0kWDekuHpzjCBqGC25UJtM3Kc7vGgo7j2ttG
mLE7r69DC3pJeY4FmiiAVr7mziTQl
Budget portal and workshop, May 13, 2024
https://www.facebook.com/reel/440049848674121
Draft budget is ready, May 16, 2024 https://www.facebook.com/cityofcarlsbad/posts/pfbid02gVPi1DvJftBHVfcWxLHnLeJPG6iouen9uiGDi
9gXJTVUnUVnnhi6HahYbZVfoHX2l
Workshop and preliminary budget, May 20, 2024
https://www.facebook.com/photo/?fbid=840355368125804&set=a.221114840049863
Breaking down the city budget, May 23, 2024
https://www.facebook.com/cityofcarlsbad/posts/pfbid02EN6sbCyMYYHwBVwrSUsdkjBrFKdsYQBz5R
NeaHjYwvRDLCu4nZpw7ikH9UgLqzwPl
Workshop reminder, May 23, 2024
https://www.facebook.com/photo/?fbid=842180857943255&set=a.221114840049863
J-18
Twitter Posts
https://x.com/carlsbadcagov/status/1790141010376311195
https://x.com/carlsbadcagov/status/1792692550467281351
https://x.com/carlsbadcagov/status/1793694789763797252
https://x.com/carlsbadcagov/status/1788733945397293117
https://x.com/carlsbadcagov/status/1791282840308478293
https://x.com/carlsbadcagov/status/1793812939910111538
Instagram Posts
https://www.instagram.com/reel/C67MjRryE80/?utm_source=ig_web_copy_link
https://www.instagram.com/p/C7NUDAJt0r0/?utm_source=ig_web_copy_link
https://www.instagram.com/p/C7Ubz1VpgWO/?utm_source=ig_web_copy_link
https://www.instagram.com/p/C7VRikVMQXh/?utm_source=ig_web_copy_link&igsh=MzRlODBiNWF
lZA==
https://www.instagram.com/p/C7DS_YAA5HB/?utm_source=ig_web_copy_link&igsh=MzRlODBiNWF
lZA==
https://www.instagram.com/p/C6xL4ZxsvmU/?utm_source=ig_web_copy_link&igsh=MzRlODBiNWFl
ZA==
Nextdoor Post
May 13,2024
J-19
City Manager’s Update E-Newsletters
May 23 - https://conta.cc/4dPh1qJ
May 16 - https://conta.cc/4bk9O05
May 9 - https://conta.cc/4b7QbbC
Advertising
The Coast News (print ad) May 2024
The Coast News (digital ad) May 2024
J-20
GENERAL FUND FORECAST
Overview
City staff develops medium-term (five-year) and long-term (10-year) forecasts as part of the budget
process. While long-term projections are inherently less reliable than short-term projections, they
can help detect structural budget issues early. As shown in the following chart, revenues will start to
fall short of expenditures in fiscal year 2030-31 because revenues are growing at a slower rate than
expenditures. The timing of the projected deficit has been pushed out by five years compared to last
year’s budget. This was attributable to enhanced budget rigor, including three consecutive years of
ongoing budget reductions as well as strong revenue performance throughout the high inflationary
period. These efforts afford the city additional time to continue its strategic thinking and practices.
Assumptions for both revenues and expenditures are detailed further in this forecast section.
Forecast Methodology
A financial forecast is a planning tool that helps identify trends and anticipate the long-term
consequences of budget decisions. The forecast is instrumental in modeling the effects of retirement
costs, employee compensation, ongoing maintenance and operations, as well as revenues for the
city’s budget.
The forecast is not a budget nor a plan but rather a model based on cost and revenue assumptions
updated regularly as new information becomes available. Of these components, cost projections—
which are based on known costs—are relatively reliable. However, revenue forecasts are based on
assumptions related to future economic conditions, which are inherently more uncertain. Economic
forecasts change frequently and demonstrate the difficulties of committing to a particular prediction
of the future. For this reason, the city’s forecast is updated regularly.
While economic conditions are the primary drivers for economically sensitive revenues such as
property tax, sales tax and transient occupancy tax, other factors drive non-economically sensitive
categories such as franchise, ambulance, and departmental fee revenues. These revenue categories
$-
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FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34
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General Fund 10-Year Forecast
Revenues Expenditures
J-21
are more heavily impacted by rate changes, energy prices, and consumption levels. Collections from
local, state, and federal agencies are primarily driven by grant and reimbursement funding available
from these agencies. As a result, these revenues experience no significant net gain or loss during
economic expansions or slowdowns. All revenue projections are based upon a careful examination of
the collection history and patterns related to seasonality and the economic environment the city is
most likely to encounter in the future.
A discussion of both the national and local economic outlooks used to develop the revenue estimates
for the fiscal year 2024-25 forecast is included below. To create the revenue forecasts, the city
reviewed national, state, and regional economic forecasts from multiple sources, including the
Congressional Budget Office, California’s Legislative Analyst’s Office, and the Center for Continuing
Study of the California Economic. The city also relies on third-party consultants to provide revenue
estimates in their respective field of expertise. For sales tax, the city contracts with Hinderliter, de
Llamas & Associates, also known as HdL.
The city’s Consumer Price Index forecasts are derived from the UCLA Anderson Forecast for the
Nation and California.
National Economic Outlook
Real gross domestic product increased at an annual rate of 1.6% in the first quarter of 2024, following
an increase of 3.4% in the fourth quarter of 2023. This reflects increases in consumer spending,
residential fixed investment, nonresidential fixed investment, and state and local government
spending that were partly offset by a decrease in private inventory investment. Compared to the
fourth quarter of 2023, the deceleration in real GDP in the first quarter primarily reflected a
downturn in consumer spending, exports, and state and local government spending and a downturn
in federal government spending. These movements were partly offset by an acceleration in
residential fixed investment.
Economic trends have been decelerating along with tighter financial conditions and restrictive
monetary policy. Recent data suggests positive but below-trend growth this year. Although the pace
of job growth is moderating, labor markets remain tight, and the U.S. consumer has demonstrated
resiliency.
At the end of March 2024, the two-year Treasury yield was 53 basis point higher, and the 10-year
Treasury yield was about 72 basis point higher, year-over-year. The inversion between the two-year
and 10-year Treasury yield remained at -39 basis points over the previous month-end. The average
historical spread since 2003 is about +130 basis points. Historically, the inversion of the yield curve
indicates that the probability of recession is increasing; however, with the inversion now lasting
nearly two years many analysts believe it is not as good of a recession indicator as in the past.
Carlsbad Economic Outlook
As of 2023, Carlsbad had the second largest gross regional product in San Diego County at nearly
$17.1 billion, only trailing the City of San Diego. In 2019, Carlsbad’s economy grew by $800 million to
nearly $13.6 billion. In 2020, as a result of the pandemic, the city’s GRP remained flat. In 2021, its
economy grew by approximately $1 billion, to nearly $14.6 billion. From 2021 to 2023, Carlsbad’s GRP
grew by $2.5 billion. This growth was seen across almost all industry categories, and was led by
manufacturing, wholesale trade, hospitality and professional, scientific, and technical services.
J-22
Unemployment has continued to steadily improve since an initial spike to 13.8% at the onset of the
COVID-19 pandemic. The March 2024 unemployment rate of 4.4% in Carlsbad represented a slight
increase compared to the prior year’s unemployment rate of 3.5%. The unemployment rate for the
County of San Diego was 4.4% in March 2024 and the State of California was 5.3%. Currently, many
employers are citing difficulty in finding and retaining workers. Macroeconomic trends in the tech
industry have been pushing unemployment up nationally, but the labor market is still considered to
be very tight.
There were 8,856 unique job postings in Carlsbad between January and March of 2024 representing a
decrease of about 3,402 from the same quarter in the previous year. The median advertised salary for
these postings was $50,000, which is on average $1,000 less than jobs posted during the same period
last year. Of jobs posted, 70% indicated an education requirement of high school/GED or no required
listed. While 68% of posting indicated no experience was required, indicating that entry-level
positions are difficult to fill and retain.
Carlsbad has established itself as having the right workforce to fuel innovation in technology and life
sciences fields. Carlsbad businesses can access talent from San Diego County, Orange County, and
even southwest Riverside County. More than 60% of working age residents hold a bachelor’s degree,
with nearly 25% attaining an advanced degree. Outside of some communities in central San Diego,
Carlsbad has the heaviest concentration of households with degrees in science, technology,
engineering, and mathematics, also known as STEM degrees. This local talent mix is among the
leading reasons that firms choose Carlsbad.
Commercial vacancy rates remain relatively steady across all categories. The industrial vacancy rate
ended the quarter at 8.2%. The office vacancy rate is currently 13.0%, compared to 15.3% pre-
pandemic and retail vacancy rates were 5.4%.
With 42 hotels in Carlsbad, tourism is a major industry in terms of employment and economic impact.
It is also a major contributor to city revenue, through transient occupancy and sales tax generation.
Occupancy levels averaged 66.2% in the third quarter of fiscal year 2023-24 which exceeded the
65.3% average in the same quarter of the previous fiscal year. The impacts of inflation and a potential
recession could hamper tourism globally, but Carlsbad is well-positioned as a destination that could
see strong tourism even through a recession. Carlsbad’s average daily room rate dipped compared to
the previous year from $195.63 to $193.81. While disposable income, personal savings, pent-up
demand, and inflation have boosted revenue generation for the city, as inflationary levels linger, the
economic outlook for tourism remains conservative.
Median household income in Carlsbad continues to exceed county income levels. The median income
for a household in Carlsbad in 2022 was $146,596, which was $21,927 higher than the previous year
and $47,668 higher than the county median income. High interest rates have remained stagnate, but
with continued high demand and low supply, as well as anticipated cuts by the Federal Reserve later
in 2024, property values in Carlsbad have remained strong. The median home price increased to
$1.54 million or 12% over the previous year.
J-23
The city issued 2,316 business licenses in the third quarter of fiscal year 2023-24, including 1,024 non-
residential, 585 residential, and 707 outside-the-city licenses. This represents a decrease of 181 total
businesses over the same quarter in 2023. The number of licenses issued does not reflect the number
of businesses in Carlsbad for several reasons: a business may carry multiple licenses, short-term
vacation rentals are required to get a license, and businesses outside of Carlsbad that do business in
the city or with the city are required to get a license. It is estimated that there are approximately
6,630 businesses in Carlsbad.
Between January and March of 2023, residential building permits decreased while commercial
building permits marked a slight increase. The city issued 769 residential permits and 89 commercial
permits. The number of residential building permits issued has been generally decreasing over the
past three years, a trend largely attributable to a decline in demand for new photo-voltaic systems as
a result of the State of California’s changes to net-metering rules.
General Fund Revenues
The city’s top three revenue sources continue to be property tax, sales tax, and transient occupancy
tax. Given the level of inflation coupled with lingering pent-up demand, personal savings, and
disposable income, the city expects revenues to be slightly above the historic highs estimated in fiscal
year 2023-24.
As shown in the chart below, General Fund revenues are expected to be $239.1 million in fiscal year
2024-25 and increase throughout the forecast. Sales tax revenues are conservatively projected to
increase from the record highs in fiscal year 2023-24. Property tax revenues are expected to increase
moderately, and transient occupancy tax revenues are projected to remain flat from the record highs
in fiscal year 2023-24. Other revenue sources consider assumptions ranging from no growth to
conservative growth.
General Fund revenue performance, particularly in the three main categories discussed above, has
experienced tremendous recovery and growth following the pandemic in March 2020. Shelter-in-
place mandates, travel restrictions, and federal stimulus have had significant impacts on the
economy. Pent-up demand, increased personal savings and disposable income levels, and consumer
demand has remained resilient over the last year given the high spike in inflation. With the Fed’s
efforts to combat inflationary increases by increasing interest rate targets, currently at 5.25%-5.50%,
we have seen inflation decrease. This is one indication that consumer demand may be diminishing
which, among other factors, warrants concern about the economy moving forward and continues to
drive the need for conservative assumptions for economically sensitive revenue sources like sales and
transient occupancy taxes.
The National Bureau of Economic Research, an American private nonprofit research organization,
defines the beginning and ending dates of recessions. The Bureau defines a recession as “a significant
decline in economic activity spread across the economy, lasting more than two quarters which is 6
months, normally visible in real GDP, real income, employment, industrial production, and wholesale
retail sales.” Since World War II, recessions have lasted an average of 11.1 months and have
occurred, on average, about every 58.4 months, or 4.8 years.
J-24
Sales Tax
Sales tax is one of the city’s largest revenues sources. Sales taxes are collected at the point-of-sale
and remitted to the California Department of Tax and Fee Administration CDTFA, formerly the Board
of Equalization. The Department allocates tax revenue owed to the city in monthly payments.
Sales tax revenues were adversely
impacted in fiscal year 2019-20 with
the onset of the pandemic. The
restrictions resulting from the COVID-
19 pandemic have led to increases in
segments like auto sales, construction,
drug store sales, chemical product,
food markets and recreational
products, while others like restaurants
and general retail took a major hit.
The city has also been benefitting
from sales tax revenues on internet sales generated as a result of the Wayfair or AB147 law that went
into effect in October 2019.
$239,136 $252,875 $266,859 $280,382 $293,397
$-
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10-Year General Fund Revenue Forecast
Estimated Projected Projected Projected Projected Projected
Revenue Category 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
Sales Tax 58,900$ 59,383$ 60,528$ 62,770$ 65,079$ 67,110$
Property Tax 91,649$ 94,902$ 98,018$ 101,102$ 104,155$ 107,178$
Transient Occupancy Tax 34,777$ 34,777$ 35,578$ 36,361$ 37,128$ 37,879$
Franchise Tax 8,554$ 8,689$ 8,825$ 8,968$ 9,114$ 9,262$
Business License Tax 6,360$ 6,560$ 6,765$ 6,985$ 7,212$ 7,446$
Development Related 4,731$ 5,978$ 6,532$ 6,602$ 6,606$ 6,594$
Interdepartmental Charges 6,017$ 5,828$ 5,973$ 6,123$ 6,276$ 6,433$
Income from Investments and Property 6,429$ 7,041$ 7,119$ 7,201$ 7,285$ 7,369$
Ambulance Fee 7,126$ 7,650$ 7,841$ 8,037$ 8,238$ 8,444$
Transfer Tax 1,625$ 1,676$ 1,729$ 1,785$ 1,843$ 1,903$
Intergovernmental 1,240$ 894$ 898$ 903$ 907$ 912$
Other Revenues 5,970$ 5,760$ 5,897$ 6,037$ 6,181$ 6,329$
Total 233,378$ 239,136$ 245,704$ 252,875$ 260,023$ 266,859$
5-Year General Fund Revenue Forecast (in thousands)
$-
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FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
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5-Year Sales Tax Forecast
J-25
Until fiscal year 2019-20, sales tax revenues had improved markedly, peaking in fiscal year 2018-19 at
$40.8 million. The onset of the pandemic in March 2020 resulted in swift reductions in sales tax
revenues and the city ended the year with $38 million in sales tax revenues. During fiscal year 2020-
21, impacts of COVID-19 on sales tax generally correlated with shelter-in-place mandates and as
restrictions were lifted, recovery was realized as fiscal year 2020-21 ended with $44 million in sales
tax revenues. Fiscal year 2021-22 experienced the most accelerated recovery and ended the year at
$51.2 million in sales tax revenues, a historic high for the city. Much of this recovery resulted from
the easing of restrictions and pent-up demand. Fiscal year 2022-23 began with much uncertainty
surrounding market and economic conditions like inflation and impacts to disposable income.
However, consumer demand remained resilient and sales tax revenues are estimated to reach
another historic high of $58.9 million. Much of the growth over the prior year was attributable to the
correction of an error made by one specific auto dealer in how they were remitting and reporting
sales tax receipts to the California Department of Tax and Fee Administration. This error has been
corrected and will be treated as ongoing revenue in the future. Looking ahead to fiscal year 2024-25,
much uncertainty remains surrounding inflation and diminishing pent-up demand, personal savings,
disposable income and recessionary risk. As a result, a conservative estimate of $59.4 million is
budgeted for fiscal year 2024-25 which represents an increase of $0.5 million, or 1%, over fiscal year
2023-24 estimations. With high levels of inflation and pent-up demand likely to decrease,
conservative estimates have been applied for sales tax in the out-years of the forecasted period.
The city’s sales tax base is heavily weighted in the transportation (comprised heavily of new auto
sales) and general retail sectors, both of which account for over half of taxable sales in Carlsbad. New
auto sales are highly elastic in comparison to economic trends, and tax revenues from new auto sales
fell precipitously during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that
dip, auto sales tax revenues have continued to climb and reached a high of $13.4 million for calendar
year 2022. Calendar year 2023 yielded another historic high of $17.1 million and was largely
attributable to an ongoing correction of an error. While sales tax revenues have increased in total,
many industry groups have remained stagnate and even decreased. As of December 31, 2023, and
compared to the previous calendar year, general retail and food products sales tax remained flat, and
business-to-business decreased $553,000. These stagnations and decreases are particularly
remarkable given the lingering levels of inflation, indicating that consumer demand has begun to
decline compared to previous periods. As these trends continue, the city’s sales tax outlook will
remain conservative.
Revenues received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of
local public safety services, is included in sales tax revenues.
Sales taxes are expected to increase over the next 10 years by annual average rate of 1.4%.
Property Tax
Property tax is the largest source of General Fund revenues and is expected to grow by $3.3 million or
3.5% over the fiscal year 2023-24 estimated amount. While the residential real estate market in
Carlsbad has seen significant increases in values, commercial property assessed values are still
expected to remain more flat. Since the beginning of calendar year 2024, despite the high interest
rate environment, the median home price has increased representing sustained demand given the
low inventory. Proposition 8 allows owners to have their property temporarily revalued if market
J-26
value is lower than the factored base year value, posing a risk that property values could temporarily
decrease. Until interest rates decline, prices are not anticipated to increase significantly on an annual
basis.
Assessed values on the residential
real estate are expected to grow
modestly, capped by California’s
Proposition 13. Proposition 13,
adopted in 1978, limits the annual
increase in assessed values for
property. Under this proposition,
assessed values (and the related
property tax) can grow by no more
than 2% per year. The value upon
which the tax is based is only
increased to the full market value upon the sale of a property. The maximum increase of assessed
values, when not sold, is by the change in California’s Consumer Price Index, which was 1.036% for
2021-22 – below the 2% cap for the first time since 2016-17. Residential activity has been driven by
low interest rates on mortgages, pent-up demand that built during the shutdown and an increase in
the ability to work remotely. With the rise in interest rates over the last year, that has shifted swiftly.
The median price of a single family residence in Carlsbad, based on resale data from Zillow, is $1.54
million, up 12% year over year as of March 2024. Estimates for the upcoming 2024-25 assessment
year provided by the County of San Diego’s Assessor’s Office project moderate growth; however, the
city’s forecast assumes a slightly more conservative outlook after taking into account current
economic conditions and the related risks posed upon the housing market. Sustained levels of high
inflation and the Federal Reserve’s current interest rate target are likely to impact property values as
well as the volume of transactions.
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 January 2024. Thus, the taxes to be
received for fiscal year 2024-25 are based on assessed values as of January 1, 2024.
Property taxes tend to grow slowly unless there is a significant amount of development-related
activity. In past decades, the city has seen robust growth in property tax revenue due to new
development, high turnover of existing homes, and double-digit growth in housing prices. However,
as the city approaches buildout, development has 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.
Property taxes are expected to increase over the next 10 years by annual average rate of 2.9%.
$-
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5-Year Property Tax Forecast
J-27
Transient Occupancy Tax
Transient Occupancy Tax, also known as
TOT or hotel tax, is the third highest
revenue source for the General Fund.
TOT was the revenue category most
adversely impacted by COVID-19. From
a historic high of $26 million in fiscal
year 2018-19, the city experienced
year-over-year decreases of 27% and
16%. An accelerated recovery, with the
easing of restrictions and pent-up
demand, resulted in TOT revenues reaching new historic highs and ending fiscal year 2021-22 at
$32.4 million. The city anticipated the rising inflation in fiscal year 2022-23 to adversely impact travel
and tourism levels. However, the rise in average daily rates did not appear to significantly influence
occupancy levels and as a result, the year ended with another historic high of $34.3 million. Fiscal
year 2023-24 projections also assumed conservative growth given lingering inflation and, as such, it is
anticipated the year will end at a consistent level as the prior year. Because group business travel still
has yet to fully return to pre-pandemic levels, coupled with continued uncertainty around current
inflation levels and diminishing pent-up demand, the city has applied conservative estimates to the
forecast.
The City of Carlsbad currently has approximately 5,059 hotel rooms and 446 registered vacation
rentals. Transient occupancy taxes are expected to increase over the next 10 years by an annual
average rate of 1.8%.
Franchise Tax
The city currently has franchise agreements for cable TV service, solid waste services, cell sites, fiber
optic antenna systems and gas and electric services. The solid waste franchise experienced minor
revenue increases that mirror growth in population and changes in rate structures. Cable TV franchise
revenue is expected to remain relatively consistent from $2.0 million in the previous fiscal year to
$2.1 million in fiscal year 2024-25. 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 agreement 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.
Increases in the forecast are driven by estimated population growth which drives consumption.
$-
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5-Year Transient Occupancy Tax Forecast
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5-Year Franchise Tax Forecast
J-28
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 out over the next several years.
Franchise taxes are expected to increase over the next 10 years by an annual average rate of 1.6%.
Business License Tax
Business licenses taxes are closely tied
to the health of the local economy and
are projected to increase to $6.6 million
in fiscal year 2024-25, a growth of $0.2
million, or 3%, when compared to last
year’s current estimates. This is
somewhat in line with projected sales
tax revenue increase as businesses
either pay taxes based on the amount
of their gross receipts or based on set
fees. There are currently about 9,529 licensed businesses in the City of Carlsbad, 63 less than in the
prior year with 6,630 of them located in the city. Over the next 10 years, business license tax
revenues are forecasted to increase annually, on average, by approximately 3.2%.
Development-Related Revenues
Development-related revenues are derived
from fees for planning, engineering and
building permits, and fees paid by
developers to cover the cost of reviewing
and monitoring development activities,
such as plan checks and inspections. These
revenues are difficult to predict, as many
of the planning and engineering activities
occur months or years before any actual
development.
During fiscal year 2009-10, development-related revenues began to turn around from historic lows
experienced in fiscal year 2008-09. Since then, development-related revenues have fluctuated in line
with increases and decreases in residential, commercial and industrial development. In fiscal year
2024-25 the city expects a 16% increase in development related revenues to approximately $3.4
million. This follows lower than anticipated development activity occurring in fiscal year 2023-24. The
projected increase in development-related revenues is tied to the volume and type of development
projected to be permitted, multi-family versus single-family, and the revenues derived from building
fees which occur in the early stages of development. Increases applied to these charges for services
are made in accordance with City Council Policy 95, Cost Recovery.
$-
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$6,000
$7,000
$8,000
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$
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a
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5-Year Business License Tax Forecast
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$
(
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5-Year Development-Related Forecast
J-29
It is difficult to forecast development-related revenues as they fluctuate significantly from one year to
the next. The city works with consultants to identify and estimate future development based on
capacity. While development-related revenues have been trending downward based on capacity, the
forecast attempts to normalize highs and lows experienced by applying conservative to moderate
historical trendline assumptions. Over the next 10 years, development-related revenues are expected
in increase approximately 4% annually on average.
Interdepartmental Charges
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 correlate with consumer price
index (CPI) and are expected to increase annually and on-average by 1.9%.
Income from Investments and
Property
This category includes interest earnings
as well as rental income from city-owned
land and facilities. The city is expected to
earn about $4.1 million in interest on its
General Fund investments for fiscal year
2024-25 and another $3.0 million in
rental and lease income. The yield on the
city’s portfolio is forecasted to average
2.4% 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 Fees
The city receives ambulance fee
revenues based on gross revenue
generated by the ambulance transport
service provider. These revenues are
estimated to increase $0.4 million over
last year’s estimates, from $7.2 million
to $7.7 million. This increase is driven by
a combination of the Fire Department’s
recent fee study implementation, the
addition of two medical transports, the
Ground Emergency Medical Transportation Certified Public Expenditure Program, which helps cover
uncompensated costs for Medi-Cal fee-for-service transports, and the participation in the Public
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$
(
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5-year Interdepartmental Charges Foreacast
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$ (
i
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a
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d
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)
5-Year Income from Investments and Property
Forecast
$6,000
$6,500
$7,000
$7,500
$8,000
$8,500
$9,000
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$
(
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5-Year Ambulance Fees Forecast
J-30
Provider Ground Emergency Medical Transport Intergovernmental Transfer Program, which will
provide add-on reimbursement payments to help cover uncompensated costs in the future. Over the
next 10 years, ambulance fees are anticipated to increase over the forecast period by 3.0% annually
on average.
Transfer Taxes
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 remains strong; however,
this will likely be influenced by rising and sustained interest rates. Although housing prices in Carlsbad
have increased in 2024 and buyer-demand remains high, inventories continue to remain low. Over
the forecasted period, transfer taxes are expected to annually increase on average by 3.2% in
alignment with housing industry projections.
Intergovernmental Revenues
These revenues represent funds
received from other governmental
entities. In recent years, this revenue
category has experienced a great deal of
activity with the American Rescue Plan
Act of 2021 in which the city received
$12.6 million over a two-year span. Over
the forecasted period,
intergovernmental revenues are
anticipated to remain flat.
Other Revenues
All other revenues include recreation
fees, other licenses and fees, fines and
forfeitures, transfers in, and other
charges and fees. Over the forecasted
period, these revenues are anticipated to
increase conservatively by 0.5% annually,
on average.
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$ (
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)
5-Year Transfer Taxes Forecast
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$ (
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a
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d
s
)
5-Year Intergovernmental Revenues Forecast
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$
(
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)
5-Year Other Revenues Forecast
J-31
General Fund Expenditures
Each year, the city updates the budget by considering historical, present, and future costs and trends.
In recent years, the city has added new rigor to the budget process which includes the following
measures and strategies:
• Automatic consumer price index increases were no longer added to base budgets. Instead,
budget requests are required to substantiate the specific increase each year
• The process for carrying forward appropriations and encumbrances was formalized whereby
requests exceeding $100,000 require City Council approval.
• The process for requesting new staff was also enhanced whereby new requests must meet
one of the following criteria:
o Needed to comply with legal and regulatory requirements
o Address a critical public safety need
o Meet City Council priorities or goals
• In fiscal years 2022-23 and 2023-24, departments were directed to identify budgetary
savings which resulted in a decrease in General Fund maintenance and operation
expenditures of approximately $5 million.
• In fiscal year 2024-25, in an effort to continue mitigating economic uncertainty, departments
were directed to identify positions to be eliminated from the budget. As a result,
approximately 12 full-time equivalent positions were eliminated resulting in over $1 million
in ongoing General Fund savings.
As shown in the chart below, General Fund expenditures are expected to increase from $238.5
million in fiscal year 2024-25 to $317.9 million over the 10-year forecast period, representing an
increase of $79.4 million or 33%.
Estimated Projected Projected Projected Projected Projected
Expenditure Category 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
Salaries 87,207$ 87,841$ 92,151$ 95,971$ 99,793$ 103,775$
Benefits 42,925$ 46,838$ 51,587$ 55,179$ 58,506$ 63,519$
Maintenance and Operations 64,361$ 64,917$ 66,073$ 68,236$ 70,470$ 72,777$
Capital Outlay 131$ 825$ 1,702$ 1,757$ 1,814$ 1,873$
Council Contingency 500$ 500$ 500$ 500$ 500$ 500$
Transfers 28,210$ 37,548$ 16,628$ 17,095$ 17,561$ 18,009$
Total 223,333$ 238,468$ 228,640$ 238,739$ 248,644$ 260,453$
5-Year General Fund Expenditure Forecast (in thousands)
$238,468 $238,739
$260,453
$281,654
$305,216
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$ (
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10-Year General Fund Expenditure Forecast
J-32
Personnel Expenditures
Salaries
Full-time salaries are projected to grow at a rate of 3.8% per year, based on negotiated and step
increases. Part-time salaries are forecasted to grow at a rate of 2.0% as they generally grow slower
than full-time salaries. In fiscal year 2022-23 the city’s budget began accounting for vacancy savings.
Vacancy savings represents the amounts of savings achieved through attrition. The forecast assumes
$2 million in vacancy savings on an annual basis.
Health Benefits
In fiscal year 2024-25 health benefits account for about 8% of all personnel costs in the General Fund.
The city pays employees a fixed amount for health and dental insurance costs instead of covering a
percentage of premiums. Health benefit costs are forecasted to increase annually on average by
approximately 4.8%.
Retirement
Rising retirement costs are driving the increase in employee benefits. Carlsbad provides retirement
benefits for its employees through the California Public Employee’s Retirement System, or CalPERS.
Poor investment returns during the Great Recession significantly decreased the plan’s assets. In
addition, enhanced benefits and actuarial assumption changes due to increased life expectancies
increased the plan’s liabilities. As a result, the city’s pension costs have increased significantly and are
one of the city’s largest financial obligations.
In December 2016, the CalPERS Board of Administration lowered the discount rate from 7.5% to 7.0%
with a three-year phase-in beginning in fiscal year 2018-19 to improve the financial stability of the
pension system. This resulted in significant increases in retirement costs. In fiscal year 2021-22, the
CalPERS Board lowered the discount rate from 7.0% to 6.8% because the fiscal year 2020-21
investment gain of 21.3% triggered the Funding Risk Mitigation Policy.
With CalPERS earning an investment loss of 6.1% in fiscal year 2021-22, the city’s required
contributions over the next five years are projected to significantly increase. Since fiscal year 2021-22,
CalPERS’ investment performance has been relatively stable and significant fluctuations in costs are
not anticipated in the near future.
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30
Projected Payroll 50,136,262$ 51,540,077$ 52,983,199$ 54,466,729$ 55,991,797$ 57,559,567$
Normal Cost (%)12.1%11.8%11.6%11.3%11.1%10.9%
Normal Cost ($)6,081,529$ 6,081,729$ 6,146,051$ 6,154,740$ 6,215,089$ 6,273,993$
UAL Payment 8,103,356$ 8,933,000$ 9,847,000$ 10,495,000$ 12,146,000$ 12,373,000$
Total Contribution 14,184,885$ 15,014,729$ 15,993,051$ 16,649,740$ 18,361,089$ 18,646,993$
Total Contribution (%)28.3%29.1%30.2%30.6%32.8%32.4%
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30
Projected Payroll 29,978,865$ 30,818,274$ 31,681,185$ 32,568,258$ 33,480,169$ 34,417,614$
Normal Cost (%)20.5%20.2%19.9%19.6%19.3%18.9%
Normal Cost ($)6,142,669$ 6,225,291$ 6,304,556$ 6,383,379$ 6,461,673$ 6,504,929$
UAL Payment 7,360,036$ 8,520,000$ 9,271,000$ 9,814,000$ 11,088,000$ 11,273,000$
Total Contribution 13,502,705$ 14,745,291$ 15,575,556$ 16,197,379$ 17,549,673$ 17,777,929$
Total Contribution (%)45.0%47.8%49.2%49.7%52.4%51.7%
Projected CalPERS Contributions (Miscellaneous)
Projected CalPERS Contributions (Safety)
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The city’s retirement rates are based on a blend of all three miscellaneous tiers (2.7% at 55, 2% at 60,
and 2% at 62). Although employees pay a different rate depending on their respective tier, the city’s
costs are the same for all three tiers. The table below shows the current breakdown of city
employees amongst the three retirement tiers the majority of employees in the city are currently
covered under Tier 3. Savings from the lower-cost Tier 2 and Tier 3 plans are not expected to be
substantial for several years.
A retiree’s highest monthly pension benefits are calculated by multiplying:
- Service credit: the number of years of CalPERS service.
- Benefit Factor: percentage of pay based on age.
- Compensation Basis: the highest monthly average salary for a defined period.
Other Benefits
The forecast assumes health insurance, dental insurance, and vision insurance increase by CPI.
Maintenance and Operations
General Fund departments budget for costs to support the ongoing maintenance and operations of
the city. These costs comprise materials and supplies, professional services, and one-time special
projects. One-time costs are budgeted for in year one of the forecasted period so naturally the
increase over the forecasted period remains relatively low. On average, maintenance and operations
costs are expected to increase approximately 3.7% annually.
Capital Outlay
Capital outlay costs are typically not budgeted for in the city’s General Fund; however, from time to
time, departments may experience the need to purchase an item that is classified as a capital asset.
Because the annual capital outlay amounts are relatively minimal, they have not been included in the
city’s General Fund forecast.
Council Contingency
The city maintains a Council Contingency budget at a level of $500,000.
Misc. Tier 1 186 34.3%17,001,496$
Misc. Tier 2 61 21.2%6,725,942$
Misc. PEPRA 301 16.9%22,422,657$
Fire Tier 1 40 33.6%5,626,696$
Fire Tier 2 17 30.0%2,050,608$
Fire PEPRA 41 25.4%4,090,715$
Police Tier 1 36 37.9%5,699,546$
Police Tier 2 14 35.6%1,849,960$
Police PEPRA 72 29.4%8,277,821$
CalPERS Plan Breakdown by Tier (Miscellaneous)
CalPERS Plan Breakdown by Tier (Safety)
Tier
Number of
Employees
Total Normal
Cost FY 2024-25
Payroll on
6/30/2022
Number of
EmployeesTier
Total Normal
Cost FY 2024-25
Payroll on
6/30/2022
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Transfers
The General Fund is responsible for transferring funds for the following purposes:
• Lighting and Landscaping District #1 (LLD #1) – the city established LLD #1 in 1986 and during
its formation, no annual inflator was applied. As a result, the assessment paid by property
owners in the District have become insufficient to cover the costs of lighting and
landscaping. As a result, the General Fund is responsible for making up the difference. The
transfer amount is expected to increase 7% over the next five years at an annual average
rate of 1.5%.
• Future Capital Funding – the General Fund is responsible for a significant portion of the city’s
capital project funding. On an annual basis, the General Fund transfers an equivalent of 6%
of estimated General Fund revenues to the Strategic Digital Transformation Investment
Program, the Infrastructure Replacement Fund, and the General Capital Construction Fund.
This amounts to $4.8 million being transferred to each of the capital project funds. The fiscal
year 2024-25 budget was able to program initial budget surplus by setting aside an
additional $13.8 million to the General Capital Construction Fund on a one-time basis. These
transfer amounts increase throughout the forecast based on increases in forecasted General
Fund revenues.
CalPERS
The city provides a defined benefit pension to its employees through the California Public Employees’
Retirement System. Retirement benefits are calculated using a formula based on an employee’s age,
earnings, and years of service. The retirement benefits are funded by:
• Investment earnings (60%)
• Employer contributions (29%)
• Employee contributions (11%)
Each year, CalPERS determines an employer’s contributions based on actual investment returns and
actuarial assumptions including:
• Expected investment returns (discount rates)
• Inflation rates
• Salaries
• Retirement ages
• Life expectancies
Contributions to fund the pension plan are comprised of two components:
• The normal cost (the cost of the benefits earned in a respective year).
• The amortization of the unfunded accrued liability, also known as the UAL.
CalPERS Discount Rate
Defined benefit plans are highly sensitive to the discount rate assumption. The discount rate is the
expected rate of return of the plan’s assets over the long term. The discount rate will depend on the
plan’s size, asset allocation, time horizon, and other considerations.
From the city’s perspective, the discount rate is important as it is used to determine the city’s annual
contributions to the plan, the plan’s unfunded liability, and the plan’s funded status. In other words,
the discount rate is used to determine whether a plan has enough assets to meet its future
obligations. The discount rate must be realistic to allow the city to foresee funding issues that may
J-35
impact future operating budgets and future generations of retirees and plan members. If the discount
rate assumption is too high and investments earn less than expected, a funding shortfall may result,
requiring the city or CalPERS members to make greater contributions than expected.
CalPERS Investment Earnings
Since investment earnings fund nearly 60% of retirement benefits, the city’s pension plan is sensitive
to the investment returns of CalPERS. Investment returns affect how much of the retirement benefits
can be funded by investment earnings rather than contributions. If investment returns are lower than
the discount rate, contributions must increase to make up the difference. As a result, pension plans
need accurate return assumptions to ensure fiscal sustainability.
Currently CalPERS assumes it will earn investment returns of 6.8% each year. As illustrated in the
following chart, over the last 20 years, CalPERS has earned investment returns below the discount
rate assumption approximately half of the time. Individual fiscal year investment returns have ranged
between -24.0% and +21.7%. In particular, CalPERS earned negative investment returns in 2001 and
2002 due to the dot-com crash and 2008 and 2009 due to the Great Recession.
For fiscal year 2021-22, CalPERS reported an investment loss of -6.1%, 12.7 percentage points lower
than the 6.8% discount rate. The average investment return is 7% for a five-year period, 8% for a 10-
year period, and 7.5% for a 20-year period. As returns in a given year are volatile, it can be more
instructive to look at returns over longer time horizons. As of June 30, 2023, below is a look at
CalPERS’ investment returns over various time periods.
CalPERS Update
Funding Risk Mitigation Policy
Under the Funding Risk Mitigation Policy, the 21.3% return in fiscal year 2020-21 triggered a
reduction in the discount rate from 7% to 6.8%. The Funding Risk Mitigation Policy, approved by the
CalPERS Board in 2005, lowers the discount rate in years of good investment returns to reduce risk in
the portfolio. The Risk Mitigation Policy began affecting contributions in fiscal year 2023-24.
1 Year 5.8%
5 Year 6.5%
10 Year 7.3%
20 Year 7.6%
Time Period Total Investment Return
-30.0%
-25.0%
-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
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CalPERS Historical Investment Returns
Annual Investment Return Discount Rate
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Asset Liability Management Process
In November 2021, CalPERS completed its quadrennial Asset Liability Management process, which
reviewed investment strategies and actuarial assumptions. At the November 15-17, 2021, meetings,
the CalPERS Board approved a 6.8% discount rate, selected a new asset allocation for the fund’s
investment portfolio, and adopted new actuarial assumptions.
CalPERS Plan Status
As of the most recent actuarial valuation on June 30, 2022, the city’s miscellaneous pension plan had
assets of $369,4 million, liabilities of $481.4 million and a funded ratio of 76.7%. The city’s safety
pension plan has assets of $282.5 million, liabilities of $393.0 million and a funded ratio of 71.9%. The
unfunded liability is the difference between assets and liabilities, while the funded ratio is the ratio of
assets to liabilities.
Impact of CalPERS Investments Returns
CalPERS assumes it will earn investment returns of 6.8% each year. If investment returns are higher
than 6.8%, the city’s contributions decrease. Conversely, if investment returns are lower than 6.8%,
the city’s contributions increase.
In fiscal year 2020-21, CalPERS earned 21.3% and as a result, the city’s required pension contributions
decreased. In fiscal year 2021-22, CalPERS experienced an investment loss of -6.1% and as a result,
the city’s required pension contributions will increase effective in fiscal year 2024-25. In fiscal year
2022-23, CalPERS experienced an investment return of 5.8% which was below their target of 6.8%
and as a result, the city’s required pension contributions will increase effect in fiscal year 2025-26.
Asset Class
Global Equity 50% 42%
Fixed Income 28% 30%
Real Assets 13% 15%
Private Equity 8% 13%
Private Debt 0% 5%
Liquidity 1% 0%
Total 100% 105%
Current
Allocation
Previous
Allocation
June 30, 2021 June 30, 2022
Present Value of Projected Benefits 530,619,478$ 559,893,293$
Entry Age Normal Accrued Liability 456,814,169$ 481,393,865$
Market Value of Assets 404,515,911$ 369,436,837$
Unfunded Accrued Liability 52,298,258$ 111,957,028$
Funded Ratio 88.6%76.7%
June 30, 2021 June 30, 2022
Present Value of Projected Benefits 458,282,303$ 485,436,500$
Entry Age Normal Accrued Liability 372,017,358$ 393,017,010$
Market Value of Assets 308,342,667$ 282,537,994$
Unfunded Accrued Liability 63,674,691$ 110,479,016$
Funded Ratio 82.9%71.9%
CalPERS Miscellaneous Plan Status
CalPERS Safety Plan Status
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Impact of CalPERS Discount Rate Changes
Due to lower-than-historical interest rates and economic growth, market experts project lower
returns for the next several decades. The Pew Research Center forecasts a long-term investment
return of 6.5% for typical pension fund portfolios.
During its Asset Management Liability Process, CalPERS considered discount rates between 6.25% and
7%. Ultimately, CalPERS approved a discount rate of 6.8%, a decrease from the previous rate of 7%.
The discount rate has a significant effect on the city’s CalPERS contributions. If the discount rate is
reduced, the city’s CalPERS contributions will increase.
City Strategies
In recent years, unfunded liabilities, or pension debt, have caused cities in California to cut back on
public services. Three cities have declared bankruptcy. Pension debt is the difference between how
much money is available to pay for the pensions that city employees receive when they retire and the
money needed to pay for those benefits. Pension debt is an estimate because it’s not possible to
know exactly how well the pension fund investments will perform nor how many employees will
retire, at what age they will retire and how long they will live.
The City of Carlsbad has long recognized the financial uncertainty caused by the state’s pension
system. That’s why Carlsbad was one of the first cities in the region to enact pension reform, pre-
dating state reforms in 2013. This and other strategies have reduced the city’s pension debt
considerably compared to most other cities in the state.
In 2019, the City Council adopted a Pension Funding Policy via City Council Policy 86. This policy states
that the city will strive to maintain an 80% funded status. Said another way, the goal of this policy is
to keep Carlsbad’s pension debt at no more than 20% of its estimated liability.
Since fiscal year 2016-17, the city has contributed $56.4 million to CalPERS to reduce the city’s
unfunded liability and thereby achieve interest savings. These contributions were in addition to the
annual required contributions set by CalPERS.
In fiscal year 2023-24, the City Council approved the establishment of a Section 115 Pension Trust. A
Section 115 Pension Trust is a tax-exempt investment tool that allows local governments to pre-fund
pension and retiree health costs. Once contributions are placed into the trust, assets from the trust
can only be used for retirement plan purposes. Withdrawals may be made to either reimburse the
city for retirement system contributions or to directly pay CalPERS.
The benefits of a Section 115 Trust include the following:
• Local control over assets: The city controls the contributions, withdrawals, investment
strategy, and risk level of assets in the Trust.
• Pension rate stabilization: Assets can be transferred to CalPERS at the city’s discretion to pay
for Normal Cost or Unfunded Actuarial Liability (UAL) contributions and can be used to reduce
or eliminate large fluctuations in the city’s pension costs.
• Potential for higher investment return than General Fund: Investment requirements that apply
to the city’s General Fund assets under Government Code 53601 are not applicable to Trust
assets.
• Diversification: Trust assets will be diversified from CalPERS’ investments.
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The Section 115 Trust will be
available to help offset future
increases in pension costs while
minimizing the impact on the
city’s operating budget. It will
provide the city with an
alternative to sending funds
directly to CalPERS while allowing
the flexibility to make additional
payments to CalPERS to reduce
the Unfunded Actuarial Liability
at the city’s discretion.
The purpose of the trust is to accumulate sufficient assets to: (1) maintain an 80% funded status in
accordance with City Council Policy 86 and (2) fund potential future decreases in CalPERS’ discount
rate. For example, a reduction in CalPERS’ discount rate from the current 6.8% to 6.25% would result
in additional contributions of approximately $118 million over a 20-year period. The city’s Section 115
Pension Trust is scheduled to receive $40 million in principal contributions from the General Fund
over a five-year period and assuming a 6.25% annual rate of return, the trust is projected to
accumulate sufficient funds to mitigate the impacts of such a discount rate reduction over a 20-year
period.
Even though CalPERS is continuing to take prudent measures to manage the pension liability for its
participants, the annual costs paid by participating members will continue to increase. And, while
CalPERS has outperformed its assumed rate of return on investments over the last 10-years, future
economic uncertainty is likely to have a profound impact on its investment performance, which will
impact the city’s annual required contributions.
Projected 20-Year CalPERS Costs at Lower Discount Rates
0
50
100
150
200
250
300
350
400
6.80%6.50%6.25%6%
$
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M
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Additional Required Contributions
+ $66M
+ $118M
+ $167M
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General Fund’s Fund Balance
The General Fund’s fund balance serves as an indicator of fiscal health for the city. It represents the
cumulative amount of revenues in excess of expenditures and how those funds may be used in the
future. The city is required to account for its fund balances in accordance with Governmental
Accounting Standard No. 54 which categorizes and defines how funds are to be reported as follows:
Nonspendable Fund Balance – this includes amounts that cannot be spent because they are either
not spendable in form (such as inventory) or legally or contractually required to be maintained intact
(such as endowments). The city’s nonspendable balances include inventory, prepaid costs, deposits,
loans receivable and advances to other funds.
Restricted Fund Balance – this includes amounts that can be spent only for specific purposes
stipulated by the constitution, external resource providers, or through enabling legislation. If the City
Council action limiting the use of funds is included in the same action (legislation) that created
(enables) the funding source, then it is restricted. The city’s restricted balance includes funds that
have been contributed to the Section 115 Pension Trust. These funds are legally restricted to be used
for pension related purposes. Between fiscal year 2024-25 and 2027-28, the General Fund is
scheduled to contribute an additional $30 million and, assuming a 6.25% annual rate of return, is
expected to accumulate $68.7 million at the end of the forecasted period.
Committed Fund Balance – this includes amounts that can be used only for the specific purposes
determined by a formal action of the City Council. It includes legislation (council action) that can only
be overturned by new legislation requiring the same type of voting consensus that created the
original action. Therefore, if the City Council action limiting the use of the funds is separate from the
action (legislation) that created (enables) the funding source, then it is committed, not restricted. The
city considers a resolution to constitute the form action of the City Council that is necessary to
commit fund balance. The city currently has $1,000,000 committed for community activity grants.
Assigned Fund Balance – this includes amounts that are designated or expressed by the City Council
but does not require a formal action like a resolution or ordinance. The City Council has delegated the
authority for the City Manager to carry forward certain unspent budget amounts for specific one-time
purposes if the amount is equal or less than $100,000 per item to the next fiscal year. The City
Council has authorized, through resolution, that all outstanding encumbrances at the end of the fiscal
year and certain unspent budgeted amounts over $100,000 per item to be carried forward into the
next fiscal year. Authorized encumbrances and carryforward budget are presented by function
(General Government, Public Safety, Community Services, and Public Works). These amounts vary
from year to year; for purposes of the forecast, historical averages were applied to each of the out
years. The assigned fund balance also includes an assignment for economic uncertainty which may be
used for periods of economic downturn or decline and at the discretion of the City Council. Lastly, this
classification also has an Asset Replacement Reserve of $17.5 million. This reserve will be used and
replenished on an annual basis to replace significant assets within the General Fund and thereby
mitigate budgetary pressures and fiscal impacts on the General Fund Reserve.
Unassigned Fund Balance – this includes the remaining spendable amounts which are not included in
one of the other classifications. The General Fund is the only fund that reports a positive unassigned
fund balance amount. It is the city’s policy that restricted resources will be applied first, followed by
J-40
(in order of application) committed, assigned, and unassigned resources, in the absence of a formal
policy adopted by the City Council. This balance is also referred to as the General Fund Reserve,
which, in accordance with City Council Policy 74, must maintain a balance equal to or greater than
40% of the General Fund’s adopted operating budget. As of fiscal year end 2024-25, the General Fund
Reserve is projected to have a reserve ratio of 52% and is not projected to drop below 40% until fiscal
year 2032-33.
Below is a 10-year forecast of the General Fund’s fund balance and its various classifications. As the
General Fund’s expenditures are projected to begin exceeding its revenues beginning in fiscal year
2030-31, we can see the total fund balance amount begin to decline at that point and thereafter. As
the city has done in the past, careful planning and strategic actions will be considered to ensure the
projected deficit is pushed as far out into the future as possible.
Fund Balance Classification FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34
NonspendableInventory 12,110 12,110 12,110 12,110 12,110 12,110 12,110 12,110 12,110 12,110 Prepaid Costs 36,973 36,973 36,973 36,973 36,973 36,973 36,973 36,973 36,973 36,973 Deposits 200,432 200,432 200,432 200,432 200,432 200,432 200,432 200,432 200,432 200,432
Loans receivable 381,635 381,635 381,635 381,635 381,635 381,635 381,635 381,635 381,635 381,635
Advances to other Funds 1,167,725 1,167,725 1,167,725 1,167,725 1,167,725 1,167,725 1,167,725 1,167,725 1,167,725 1,167,725
Total Nonspendable 1,798,875 1,798,875 1,798,875 1,798,875 1,798,875 1,798,875 1,798,875 1,798,875 1,798,875 1,798,875
Restricted
Section 115 Pension Trust 18,593,750$ 27,724,609$ 37,426,147$ 47,734,032$ 50,717,409$ 53,887,247$ 57,255,200$ 60,833,650$ 64,635,753$ 68,675,487$
Total Restricted 18,593,750 27,724,609 37,426,147 47,734,032 50,717,409 53,887,247 57,255,200 60,833,650 64,635,753 68,675,487
Committed
Community Activity Grants 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Total Committed 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Assigned
Asset Replacement Reserve 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 17,500,000 General Government 1,253,768 1,253,768 1,253,768 1,253,768 1,253,768 1,253,768 1,253,768 1,253,768 1,253,768 1,253,768 Public Safety 7,911,636 7,911,636 7,911,636 7,911,636 7,911,636 7,911,636 7,911,636 7,911,636 7,911,636 7,911,636 Community Services 4,563,010 4,563,010 4,563,010 4,563,010 4,563,010 4,563,010 4,563,010 4,563,010 4,563,010 4,563,010
Public Works 2,753,938 2,753,938 2,753,938 2,753,938 2,753,938 2,753,938 2,753,938 2,753,938 2,753,938 2,753,938
Economic Uncertainty 9,635,909 9,635,909 9,635,909 9,635,909 9,635,909 9,635,909 9,635,909 9,635,909 9,635,909 9,635,909
Total Assigned 43,618,261 43,618,261 43,618,261 43,618,261 43,618,261 43,618,261 43,618,261 43,618,261 43,618,261 43,618,261
Unassigned
Unassigned 124,550,612 132,483,317 136,917,763 137,989,030 141,411,754 141,521,513 136,881,234 126,900,999 111,280,640 89,291,483
Total Unassigned 124,550,612 132,483,317 136,917,763 137,989,030 141,411,754 141,521,513 136,881,234 126,900,999 111,280,640 89,291,483
Total Fund Balance 189,561,498$ 206,625,062$ 220,761,047$ 232,140,197$ 238,546,298$ 241,825,895$ 240,553,569$ 234,151,785$ 222,333,528$ 204,384,106$
J-41
RESOLUTION NO. 2024-142.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET, STRATEGIC
DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2024-25 FOR THE CITY OF
CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the City Council of the City of Carlsbad, California, has reviewed the proposed final
Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement
Program for fiscal year (FY) 2024-25 and has held such public hearings as are necessary prior to
adoption of the final budgets.
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 certain documents now on file in the Office of the City Clerk of the City of Carlsbad,
entitled “Fiscal Year 2024-25 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program” presented at
the Joint Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if
necessary, in accordance with Attachments A-A3, B-B2, C and D to this Exhibit 1 are
adopted as the final Operating Budget, Strategic Digital Transformation Investment
Program and Capital Improvement Program for the City of Carlsbad for FY 2024-25 along
with the program options and adjustments, if any, determined by the City Council as set
forth in the minutes of this Joint Special Meeting on June 18, 2024.
3. That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachments A-A2 and B are adopted as the budgeted revenues for FY 2024-25.
4. That the amounts as designated as the FY 2024-25 Budget request in Attachments A-A3,
B-B2 and D are appropriated to the department or fund for which they are designated,
and such appropriation shall not be increased except as provided in this resolution.
5. That the items and amounts as shown in Attachment E are adopted as major capital
outlay items for FY 2024-25.
J-42
6.That total appropriations for each fund may only be increased or decreased by the City
Council by passage of a resolution amending the budget except as provided in this
resolution.
7.That the following controls are placed on the use and transfer of budget funds:
A.No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the City Council or City Manager as described below.
i.The City Manager may authorize all transfers of funds from account to account
within any department.
ii.The City Manager may authorize transfers of funds between departments within
the same fund in an amount up to $100,000 per transfer.
iii.The City Manager may authorize transfers of funds from the Housing Trust Fund
to the Section 8 Housing Fund program administration to support the program’s
fund balance and aid in the expansion of the program if costs exceed budget
related to administration, payroll, vouchers, and related costs.
iv.The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by
unbudgeted revenue designated for the specific purpose.
v.The City Manager may authorize budget adjustments to increase the
appropriation for the Workers’ Compensation and Risk Management Funds’
operating budgets in an amount equal to the increases in costs of claims
expenses or estimated losses and liabilities.
vi.The City Manager may authorize budget adjustments to increase the
appropriation for final vacation pay and earned leave accrual budgets in an
amount equal to the increases in actual expenses should they exceed budgeted
amounts in their respective funds.
vii.The City Manager may authorize budget adjustments to increase budgeted
amounts for depreciation and amortization should it be necessary to maintain
compliance with the United States Generally Accepted Accounting Principles.
J-43
viii. The City Manager may authorize increases of 15% or less to purchasing authority
for capital outlay items requiring the City Council to act as the awarding authority
approved in the budget process.
ix. The City Manager may authorize budget adjustments to increase the
appropriation for unforeseen legal expenses and liabilities.
x. The City Manager may authorize budget adjustments to increase the
appropriation for Mutual Aid expenses in an amount equal to the increases in
amounts to be reimbursed by other agencies.
xi. The City Council must authorize all transfers of funds from the City Council’s
Contingency Account.
xii. The City Manager may delegate any of the authority given to the City Manager
under this resolution.
B. The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Attachment C.
C. The City Manager may authorize the hiring of temporary or part-time staff as
necessary within the limits imposed by the controls listed above.
8. That the legal level of budgetary control is the fund level. Budgets may not legally be
exceeded at the fund level without appropriate authorization by the City Council.
9. That interest earned on grants may be appropriated during the year for the purpose for
which the grant was received.
10. That all appropriations in the Capital Improvement Program remaining unexpended as
of June 30, 2024, are appropriated to FY 2024-25 in their respective project budgets.
11. That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended as of June 30, 2024, are appropriated to FY 2024-25 in their
respective project budgets.
12. That all appropriations in the Operating Budget remaining unexpended as of June 30,
2024 related to developer deposits received for developer-funded studies not yet
completed or grant awards received or expected for projects that are continuing into
the next fiscal year are appropriated to FY 2024-25.
13. That all appropriations for outstanding encumbrances as of June 30, 2024, are continued
into FY 2024-25 for such contracts or obligations.
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 Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERRY F
(SEAL)
J-44
J-45
RESOLUTION NO. 1740.
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA,
ADOPTING THE WATER DISTRICT’S FINAL OPERATING BUDGET, STRATEGIC
DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2024-25 AND ESTABLISHING
CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District of the City of
Carlsbad, California, has reviewed the proposed final Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program for Fiscal Year (FY) 2024-25
and has held such public hearings as are necessary prior to the adoption of the final budgets.
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 certain documents now on file in the Office of the City Clerk of the City of Carlsbad,
entitled “Fiscal Year 2024-25 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program” presented at
the Joint Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if
necessary, in accordance with Attachments A and B to this Exhibit 2 are adopted as the
final Operating Budget, Strategic Digital Transformation Investment Program and
Capital Improvement Program for the Carlsbad Municipal Water District for FY 2024-25
along with the program options and adjustments, if any, determined by the Board of
Directors as set forth in the minutes of this Joint Special Meeting on June 18, 2024.
3. That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachment A are adopted as the budgeted revenues for FY 2024-25.
4. That the amounts designated as FY 2024-25 Budgets in Attachments A and B to this
Exhibit 2 and the City of Carlsbad’s estimated share of the FY 2024-25 Operating and
Capital Budget of Encina Wastewater Authority attributable to the Carlsbad Water
Recycling Facility as presented in Attachment C to this Exhibit 2 are appropriated to the
fund for which they are designated, either operating or capital improvement, and such
appropriation shall not be increased except as provided in this resolution.
J-46
5. That total appropriations may only be increased or decreased by the Board of Directors
by passage of a resolution amending the budget except as provided in this resolution.
6. That the following controls are placed on the use and transfer of budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Board of Directors or Executive Manager as described below.
i. The Executive Manager may authorize all transfers of funds from account to
account within the same fund.
ii. The Executive Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the Executive Manager may authorize increases in
an appropriation for a specific purpose where the appropriation is offset by
unbudgeted revenue designated for the specific purpose.
iii. The Executive Manager may authorize increases in purchased water
appropriations in an amount equal to the same percent that water sales exceed
the amount of the original revenue estimate.
iv. The Executive Manager may authorize budget adjustments to increase the
appropriation for unforeseen legal expenses and liabilities.
v. The Executive Manager may delegate the authority given to the Executive
Manager under this resolution.
B. The Board of Directors must authorize any increase in the number of authorized
permanent personnel positions chargeable to the water and recycled water
enterprise funds above the level identified in the final Budget. The Executive
Manager may authorize the hiring of temporary or part time staff chargeable to the
water and recycle water enterprise funds as necessary within the limits imposed by
the controls listed above.
7. That all appropriations for outstanding encumbrances as of June 30, 2024 are continued
into FY 2024-25 for such contracts and obligations.
8. That interest earned on grants may be appropriated during the year for the purpose for
which the grant was received.
9. That all appropriations for Capital Improvement Projects remaining unexpended at
June 30, 2024, are appropriated to FY 2024-25 in their respective project budgets.
10.That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended at June 30, 2024, are appropriated to FY 2024-25 in their
respective project budgets.
11.That all appropriations in the Operating Budget remaining unexpended at June 30, 2024
related to grant awards received or expected for projects that are continuing into the
next fiscal year are appropriated to FY 2024-25.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the
Carlsbad Municipal Water District, the C_ity Council of the City of Carlsbad, the Board of Directors of the
Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERRY FRE SINGER, Seer tary
(SEAL)
J-47
J-48
RESOLUTION NO. 567.
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE
CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET
OF THE CARLSBAD HOUSING AUTHORITY FOR FISCAL YEAR 2024-25 AND
ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET
FUNDS
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(Commission), has reviewed the Operating Budget for the Carlsbad Housing Authority for fiscal year
(FY) 2024-25 and has held such public hearings as are necessary prior to the adoption of the final
budget.
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 certain documents now on file in the Office of the City Clerk of the City of Carlsbad,
entitled “Fiscal Year 2024-25 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program,” presented at
the Joint Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if
necessary, in accordance with Attachments A of this Exhibit 3 are adopted as the final
Operating Budget for the Carlsbad Housing Authority for FY 2024-25, along with the
program options and adjustments, if any, determined by the Commission as set forth in
the minutes of this Joint Special Meeting on June 18, 2024.
3. That all funding for planning and administrative expenses have been determined to be
necessary and appropriate for implementation of the Carlsbad Housing Authority’s
activities in FY 2024-25.
4. That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachment A are adopted as the budgeted revenues for FY 2024-25.
5. That the amount designated as FY 2024-25 Budget request in Attachment A to this
Exhibit 3 is appropriated to the fund for which it is designated, and such appropriation
shall not be increased except as provided in this resolution.
6. That the following controls are placed on the use and transfer of budget funds:
J-49
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Commission or Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from account to
account within the same fund.
ii. The Executive Director may delegate any of the authority given to the Executive
Director under this resolution.
iii. The Executive Director may authorize budget adjustments involving offsetting
revenues and expenditures; the Executive Director may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by
unbudgeted revenue designated for the specific purpose.
B. The Commission must authorize any increase in the number of authorized
permanent personnel positions chargeable to the Carlsbad Housing Authority above
the level identified in the final budget. The Executive Director may authorize the
hiring of temporary or part time staff chargeable to the Carlsbad Housing Authority
as necessary within the limits imposed by the controls listed above.
7. That all appropriations for any state or federal grant funds in the Operating Budget
remaining unexpended as of June 30, 2024, are appropriated to FY 2024-25.
8. That all outstanding encumbrances as of June 30, 2024, are continued into FY 2024-25
for such contracts and obligations.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the 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
as Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
RN, Chairperson
SCOTT CHADWICK, Secretary
{SEAL)
J-50
J-51
RESOLUTION NO. 97.
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD PUBLIC
FINANCING AUTHORITY OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING
THE FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM
OF THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE FOR FISCAL
YEAR 2024-25 AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Public Financing Authority has reviewed the
proposed final Operating Budget for The Crossings at Carlsbad Municipal Golf Course for fiscal year (FY)
2024-25 and has held such public hearings as are necessary prior to the adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Public Financing
Authority as follow:
1. That the above recitations are true and correct.
2. That certain documents now on file in the Office of the City Clerk of the City of Carlsbad,
entitled “Fiscal Year 2024-25 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program,” presented at
the Joint Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if
necessary, in accordance with Attachment A to this Exhibit 4 are adopted as the final
Operating and Capital Improvement Program Budgets for The Crossings at Carlsbad
Municipal Golf Course for FY 2024-25 along with the program options and adjustments,
if any, determined by the Board of Directors as set forth in the minutes of this Joint
Special Meeting on June 18, 2024.
3. That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachment A are adopted as the budgeted revenues for FY 2024-25.
4. That the amount designated as FY 2024-25 Budget request in Attachment A to this
Exhibit 4 is appropriated to the fund for which it is designated, and such appropriation
shall not be increased except as provided in this resolution.
5. That the items and amounts as shown in Attachment B to this Exhibit 4 are adopted as
major capital outlay items for FY 2024-25.
6. That the following controls are placed on the use and transfer of budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Board of Directors or Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from account to
account within the same fund.
ii. The Executive Director may delegate the authority to make budget transfers
and adjustments.
iii. The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director may authorize
increases in an appropriation for a specific purpose where the appropriation
is offset by unbudgeted revenue which is designated for the specific purpose.
iv. The Executive Director may delegate any of the authority given to him or her
under this resolution.
7. That all outstanding encumbrances as of June 30, 2024, are continued into FY 2024-25
for such contracts and obligations.
8. That all appropriations in the Capital Improvement Program remaining unexpended as
of June 30, 2024, are appropriated to FY 2024-25 for their respective project budgets.
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 18th day of June, 2024, by the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE .
NONE.
SHERR ·
(SEAL)
Chairperson
J-52
J-53
RESOLUTION NO. 2024-143.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ACTING AS THE SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, ADOPTING THE FINAL OPERATING BUDGET OF
THE SUCCESSOR AGENCY AND THE ENFORCEABLE DEBT OBLIGATIONS OF
THE CITY OF CARLSBAD’S REDEVELOPMENT OBLIGATION RETIREMENT
FUND FOR FISCAL YEAR 2024-25 AND ESTABLISHING CONTROLS ON
CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the City Council of the City of Carlsbad, California has been designated as the
Successor Agency for the Carlsbad Redevelopment Agency (Successor Agency) and, as such, is
responsible for the administrative responsibilities required to complete the work of the former
Carlsbad Redevelopment Agency and repay all enforceable debt obligations; and
WHEREAS, the Successor Agency and the appointed Oversight Board have reviewed the
proposed Operating Budget for the Successor Agency and previously approved the enforceable debt
obligations to be repaid from the Redevelopment Obligation Retirement Fund for fiscal year (FY) 2024-
25; and
WHEREAS, the Successor Agency finds that the proposed Operating Budget for the Agency and
the Oversight Board approved enforceable debt obligations of the Redevelopment Obligation
Retirement Fund are consistent with the Recognized Obligation Payment Schedule prepared by the
Successor Agency and approved by the Oversight Board; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
operating budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, acting as
Successor Agency for the Carlsbad Redevelopment Agency, as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the Office of the City Clerk of the City of Carlsbad,
entitled “Fiscal Year 2024-25 Preliminary Operating Budget,” presented at the Joint
Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if necessary,
in accordance with Attachment A to this Exhibit 5 are adopted as the final Operating
Budget for the Successor Agency and the enforceable debt obligations of the City of
Carlsbad’s Redevelopment Obligation Retirement Fund for FY 2024-25, along with the
J-54
program options and adjustments, if any, determined by the Successor Agency as set
forth in the minutes of this Joint Special Meeting of June 18, 2024.
3. That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachment A to this Exhibit 5 are adopted as the budgeted revenues for FY 2024-25.
4. That the amount designated as FY 2024-25 Budget request in Attachment A to this
Exhibit 5 is appropriated to the fund for which it is designated, and such appropriation
shall not be increased except as provided in this resolution.
5. That the following controls are placed on the use and transfer of budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Successor Agency or City Manager, as described below.
i. The City Manager may authorize all transfers of funds from account to
account within the same fund.
ii. The City Manager may delegate any authority given to the City Manager
under this resolution.
iii. The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by
unbudgeted revenue designated for the specific purpose and is approved in
advance by the Oversight Board.
6. That all outstanding encumbrances as of June 30, 2024, are continued into FY 2024-25
for such contracts and obligations, as approved by the Oversight Board.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council 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 Community Development Commission held on the 18th day of June, 2024,
by the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
J-55
J-56
RESOLUTION NO. 2024-144.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2024-25 APPROPRIATION
LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE
CONSTITUTION AND STATE LAW
WHEREAS, Article XIIIB of the California State Constitution requires that governments annually
establish a limit on the appropriation of proceeds of taxes commonly known as the “Gann Limit”; and
WHEREAS, state law requires that this limit be presented to the governing body of each entity
each fiscal year; and
WHEREAS, the Gann Limit is based on a combination of a population factor and an inflation
factor as outlined in Attachment A; and
WHEREAS, the City Council desires at this time and deems it to be in the best public interest to
adopt the annual Gann Limit for fiscal year (FY) 2024-25 as listed in Attachment A to this Exhibit 6.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That the City Council of the City of Carlsbad, California, establishes and adopts the FY
2024-25 appropriation limit of $630,004,237 as computed in Attachment A to this
Exhibit 6.
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 Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
ABSTAIN: NONE.
, City Clerk
J-57
J-58
RESOLUTION NO. 2024-145.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE
WHEREAS, the City Council of the City of Carlsbad, California, has the authority to establish fees
for city services; and
WHEREAS, from time to time the fees are reviewed and evaluated to maintain an adequate fee
structure recovering costs for city services; and
WHEREAS, the City Council has determined the cost of providing general and development-
related services; and
WHEREAS, the City Council believes it is necessary for the City Manager to have the authority
to adjust the parks and recreation and library and arts program and classes fees from time to time to
remain competitive and within the market pricing for like programs and classes; and
WHEREAS, the City Council finds it necessary to recover the costs for city services; and
WHEREAS, the City Council has held the necessary public hearing and allowed for public
comment on the establishment of the fees.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That the changes to the Master Fee Schedule as shown in Attachment A are adopted.
3. The City Council authorizes the City Manager or a designee to set parks and recreation
and library and cultural arts program, rental, and class fees that are included in the
Community Services Guide. The fees shall not exceed the fully burdened, including
direct and indirect, costs of providing the program, rental, and class but shall be no less
(except in the case of introductory, discount or promotional pricing) than the lowest fee
charged for like kind programs or classes in similarly benchmarked Southern California
cities.
4. The City Council authorizes the City Manager or a designee to change vehicle and traffic
violation fees at the time, and by the same amount, as the state changes its portion of
the fine. Any changes to these fees will be made to the current Master Fee Schedule.
5. This resolution shall become effective on Sept. 1, 2024; not sooner than 60 days after
adoption in accordance with California Government Code Section 66017 for
development-related service fees and development impact fees.
6. Per the contract with Republic Services, changes to the recycling and trash fees as shown
in Attachment A shall become effective on July 1, 2024.
7. The park land in-lieu fees separately approved by the City Council on April 23, 2024, and
incorporated into Attachment A will become effective on July 1, 2024.
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 Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERR
(SEAL)
J-59
J-60
RESOLUTION NO. 1741.
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA,
ADOPTING CHANGES TO THE MASTER FEE SCHEDULE
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District of the City of
Carlsbad, California, has the authority to establish fees for district services; and
WHEREAS, from time to time the fees are reviewed and evaluated to maintain an adequate fee
structure recovering costs for district services; and
WHEREAS, the Board of Directors has determined the cost of providing water services; and
WHEREAS, the Board of Directors finds it necessary to recover the costs for water services; and
WHEREAS, the Board of Directors has held the necessary public hearing and allowed for public
comment on the establishment of the fees.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water
District of the City of Carlsbad, California, as follows:
1. That the above recitations are true and correct.
2. That the changes to the Master Fee Schedule as shown in Attachment A are adopted.
3. This resolution shall become effective on Sept. 1, 2024; not sooner than 60 days after
adoption in accordance with California Government Code Section 66017 for water fees.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the
Carlsbad Municipal Water District, the City Council of the City of Carlsbad, the Board of Directors of the
Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERR
(SEAL)
J-61
J-62
RESOLUTION NO. 568.
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE
CITY OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE
SCHEDULE
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(Commission) has the authority to establish fees for housing services; and
WHEREAS, from time to time the fees are reviewed and evaluated to maintain an adequate fee
structure recovering costs for housing services; and
WHEREAS, the Community Development Commission has determined the cost of providing
housing services; and
WHEREAS, the Community Development Commission finds it necessary to recover the costs for
housing services; and
WHEREAS, the Community Development Commission has held the necessary public hearing and
allowed for public comment on the establishment of the fees.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of
Carlsbad, California, as follows:
1. That the above recitations are true and correct.
2. That the changes to the Master Fee Schedule as shown in Attachment A are adopted.
3. This resolution shall become effective on Sept. 1, 2024; not sooner than 60 days after
adoption in accordance with California Government Code Section 66017 for housing
fees.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the 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
as Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SCOTT CHADWICK, Secretary
(SEAL)
J-63
J-64
RESOLUTION NO. 2024-147.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DESIGNATING $17,500,000 OF THE CITY’S UNASSIGNED FUND
BALANCE IN THE GENERAL FUND AS OF JULY 1, 2024, FOR ASSET
REPLACEMENT
WHEREAS, the City Council of the City of Carlsbad, California, commits to maintaining its large
machinery and equipment inventory;
WHEREAS, the city’s General Fund is responsible for approximately $60 million worth of
machinery and equipment with useful lives ranging from 5 to 20 years.
WHEREAS, the city’s General Fund is projected to need $17,500,000 over the next ten fiscal
years to replace machinery and equipment that are expected to reach the end of their respective useful
lives;
WHEREAS, with the establishment of the Asset Replacement Reserve and a $17,500,000
contribution, as of June 30, 2025, the General Fund Reserve would have a projected reserve ratio of
55% and $36 million in excess of City Council Policy No. 74 – General Fund Reserve’s requirement of
40% or $95 million;
WHEREAS, the Asset Replacement Reserve will be evaluated and adjusted on an annual basis
based upon the General Fund’s most recent 10-year asset replacement schedule;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That the amount of $17,500,000 from the city’s unassigned fund balance in the General
Fund as of July 1, 2024, will be moved to the Asset Replacement Reserve in the General
Fund.
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 18th day of June, 2024, by the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
, Mayor
J-65
J-66
RESOLUTION NO. 2024-148.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE CITY OF CARLSBAD’S SHARE OF THE FISCAL
YEAR 2024-25 OPERATING AND CAPITAL BUDGETS OF THE ENCINA
WASTEWATER AUTHORITY
WHEREAS, the City of Carlsbad is a Member Agency to the Encina Joint Powers Agreement (the
Encina Agreement) entered into on July 13, 1961, for the acquisition, construction, ownership,
operation and maintenance of the Encina Joint Sewer System; and
WHEREAS, the Encina Agreement requires approval for the budget of the Encina Wastewater
Authority, or EWA, by the Member Agencies following the recommendation of the Joint Advisory
Committee, or JAC; and
WHEREAS, the City Council of the City of Carlsbad desires to approve the EWA’s budget and
provide for the payment of the city’s share of the EWA’s expenses in accordance with the allocation
provided in the Encina Agreement; and
WHEREAS, the Wastewater Fund is projected to have sufficient funds for the payments as they
become due.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That the City of Carlsbad’s estimated share of the FY 2024-25 Operating Budget of the
EWA as approved by the JAC on April 24, 2024, in the amount of $6,124,537 for
Wastewater Plant Operations and $1,926,044 for the Carlsbad Water Recycling Facility
Operations, as described in Attachment A, is approved.
3. That the City of Carlsbad’s estimated share of the FY 2023-24 Capital Budget of the EWA
as approved by the JAC on April 24, 2024, in the amount of $7,345,555 for Wastewater
Plant Capital and $448,000 for Carlsbad Water Recycling Facility Capital, as described in
Attachment A, is approved.
4. That the City Manager, or a designee, is authorized to approve appropriations to the
EWA estimated budgets listed above based on the City of Carlsbad’s actual share of the
EWA budget.
5. That all outstanding operating encumbrances as of June 30, 2024 are continued into FY
2024-25 for such contracts and obligations.
6. That all Capital Improvement Program budget appropriations and outstanding
encumbrances as of June 30, 2024 are continued into FY 2024-25 for such contracts and
obligations.
7. That the City Manager, or a designee, is authorized to make payments on behalf of the
City of Carlsbad to the EWA in accordance with the budget as approved by the JAC
. pursuant to the Encina Agreement.
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 Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN :
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERR
(SEAL)
J-67
J-68
RESOLUTION NO. 2024-149.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DETERMINING THAT THE FISCAL YEAR 2024-25 CAPITAL
IMPROVEMENT PROGRAM 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 reviewed the Capital
Improvement Program for FY 2024-25 and has held such public hearings as are necessary prior to
adoption of the Capital Improvement Program; and
WHEREAS, on June 18, 2024, the City Council reviewed for consistency with the General Plan
goals and policies all Capital projects receiving an allocation of funds for FY 2024-25 pursuant to
Carlsbad Municipal Code Section 2.24.040(B); and
WHEREAS, the City Council also reviewed the FY 2024-25 Capital Improvement Program
projects for consistency with applicable Climate Action Plan measures and actions; and
WHEREAS, upon hearing and considering all testimony and arguments, if any, of all persons
desiring to be heard, the City Council considered all factors relating to the City Council determination.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
14. That the above recitations are true and correct.
15. That based on the evidence presented at the hearing, the City Council
determines that the Capital Improvement Program for FY 2024-25 is consistent with the General Plan
based on the following findings:
a) The projects are consistent with the goals and policies of the city’s
General Plan in that the projects are required to ensure the provision of adequate public facilities and
services concurrent with or prior to need.
J-69
b) The projects are consistent with applicable goals and policies of the Arts,
History, Culture, and Education; Land Use and Community Design; Mobility; Public Safety; and
Sustainability Elements, as described in Attachment A.
c) Specific projects are consistent with, and support Climate Action Plan
greenhouse gas reduction measures and actions, if applicable, as described in Attachment A.
d) As required by the General Plan, the proposed improvements are
consistent with the city’s Growth Management Plan in that the projects ensure that the necessary
improvements are provided for facilities maintenance, park development, recycled water, sewer and
storm drain projects, and circulation systems, in accordance with the performance standards contained
in the city’s Growth Management regulations.
16. This action is final as of the date this resolution is adopted by the City Council.
The Provisions of Chapter 1.16 of the Carlsbad Municipal Code, “Time Limits for Judicial Review” shall
apply:
“NOTICE”
The time within which judicial review of this decision must be sought is governed by Code of Civil
Procedure, Section 1094.6, which has been made applicable in the City of Carlsbad by Carlsbad
Municipal Code Chapter 1.16. Any petition or other action seeking review must be filed in the
appropriate court not later than the ninetieth day following the date on which this decision becomes
final; however, if within ten days after the decision becomes final a request for the record is filed with
a deposit in an amount sufficient to cover the estimated cost or preparation of such record, the time
within which such petition may be filed in court is extended to not later than the thirtieth day following
the date on which the record is either personally delivered or mailed to the party, or his attorney of
record, if he has one. A written request for the preparation of the record of the proceedings shall be
filed with the City Clerk, City of Carlsbad, 1200 Carlsbad Village Drive, Carlsbad, CA 92008.
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 Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES :
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
J-70
J-71
RESOLUTION NO. 2024-150
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING A LIST OF PROJECTS AND AUTHORIZING THE
ALLOCATION OF ROAD MAINTENANCE AND REHABILITATION ACCOUNT
FUNDS TO THE PAVEMENT MANAGEMENT AND CONCRETE REPLACEMENT
PROGRAMS FOR FISCAL YEAR 2024-25
WHEREAS, the state Legislature enacted Senate Bill 1 (SB 1), referred to as the Road Repair
and Accountability Act of 2017, in April 2017 to address the significant multi-modal transportation
funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the city
residents are aware of projects proposed for funding as well as those projects that have been
completed each fiscal year; and
WHEREAS, the city must adopt by resolution a list of projects proposed to receive fiscal year
funding from the Road Maintenance and Rehabilitation Account created by SB 1, which must include
a description and the location of each proposed project, a proposed schedule for the project’s
completion and the estimated useful life of the improvement; and
WHEREAS, staff estimate the city will receive $2,900,000 in Road Maintenance and
Rehabilitation Account funding during FY 2024-25; and
WHEREAS, an available fund balance of $228,000 exists, which when added with the FY 2024-
25 estimated revenue projection of $2,900,000 results in a total Road Maintenance and
Rehabilitation Account funding of $3,128,000, which includes $228,000 of unallocated funding; and
WHEREAS, this will be the eighth year in which the city will receive Road Maintenance and
Rehabilitation Account funding, which will enable the city to continue essential road maintenance
and rehabilitation projects thereby increasing access and mobility options for the traveling public; and
WHEREAS, the city has undergone a process to solicit public input into the community’s
transportation priorities as part of the Capital Improvement Program approval process; and
WHEREAS, the city utilizes a pavement management system to ensure that Road Maintenance
and Rehabilitation Account revenues are being used in a prioritized and cost-effective manner; and
WHEREAS, the funding from the Road Maintenance and Rehabilitation Account will help the
city maintain and rehabilitate its network of roads and provide concrete improvements and similar
projects in the future; and
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WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found
that the city’s streets and roads are in a good condition and this revenue will help the city increase
the overall quality of its road system; and
WHEREAS, the Road Maintenance and Rehabilitation Account project list and overall
investment in local streets and roads infrastructure with a focus on basic maintenance and safety will
have a significant benefit to the community.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That the Pavement Management Program, CIP Project No. 6001, as further described
herein, will be funded in part with FY 2024-25 Road Maintenance and Rehabilitation
Account revenues:
a. Project Title: Pavement Overlay and Slurry Projects
b. Description: resurface and rehabilitate a selection of publicly maintained streets on
an annual basis
c. Location: various residential streets throughout the city based on pavement
condition, including the following collector and arterial streets:
i. El Camino Real between Oceanside City Limit and Marron Road
ii. El Camino Real between Marron Road and Chestnut Avenue
iii. El Camino Real between Levante Street and Encinitas City Limit
iv. Paseo Del Norte between Cannon Road and Palomar Airport Road
v. Paseo Del Norte between Camino de las Ondas and Poinsettia Lane
vi. The Crossings Drive between Palomar Airport Road and the end of the drive
vii. El Fuerte Street between Faraday Avenue and approximately 1,000 feet
south of Rancho Pancho
viii. Bressi Ranch Way between El Fuerte Street and Paradise Road
ix. Batiquitos Drive between Kestrel Drive and Aviara Parkway
x. Calle Barcelona between Encinitas City Limit and Calle Acervo
xi. Rancho Sante Fe Road between Camino Alvaro and Calle Barcelona
xii. Camino De Los Coches between Rancho Santa Fe Road and La Costa
Avenue
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xiii. Harding Street between Grand Avenue and Oak Avenue
xiv. Tamarack Avenue between Knollwood Drive and Saddle Drive
xv. Faraday Avenue between El Camino Real and Orion Way
xvi. Palomar Airport Road (eastbound lanes) between I-5 and El Camino Real
d. Estimated Project Schedule: July 2024 – June 2025
e. Estimated Useful Life: fog seal has a useful life of approximately three years, slurry
seal has a useful life of approximately five years, and asphalt concrete overlay has a
useful life of approximately 20 years
3. That the Concrete Replacement Program, CIP Project No. 6013, as further described
herein, will be funded in part with FY 2024-25 Road Maintenance and Rehabilitation
Account revenues:
a. Project Title: Concrete Replacement Program
b. Description: repair and replace broken and uplifted concrete in the public right of
way
c. Location: various residential locations throughout the city based on concrete
condition, including locations along the following collector and arterial streets:
i. Bressi Ranch Way between El Fuerte Street and Paradise Road
ii. Tamarack Avenue between Knollwood Drive and Saddle Drive
iii. Faraday Avenue between El Camino Real and Orion Way
iv. Lower Boardwalk along Carlsbad Boulevard between Pine Avenue to
Tamarack Avenue
d. Estimated Project Schedule: July 2024 – June 2025
e. Estimated Useful Life: concrete improvements typically have a useful life of
approximately 50 years
4. That funding to allocate Road Maintenance and Rehabilitation Account funding in the
amount of $2,450,000 to the Pavement Management Program, CIP Project No. 6001,
and $580,000 to the Concrete Replacement Program, CIP Project No. 6013 was
incorporated into the in the FY 2024-25 CIP budget.
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
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 Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
KEITH BLACKBURN, Mayor
SHERRY
(SEAL)
J-74