HomeMy WebLinkAbout; ; 2021-2022 Operating Budget, Capital Improvement Program and Strategic Digital Transformation Investment Program; 2021-06-30Operating Budget | Capital Improvement Program
Strategic Digital Transformation Investment Program
2021 – 22
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BUDGET
Budget preparation team
Finance team
Ryan Green, Finance Director
Bridget Desmarais, Management Analyst
Brigid Drury, Senior Accountant
Marcelo Penha, Senior Management Analyst
Leadership team
Scott Chadwick, City Manager
Celia Brewer, City Attorney
Geoff Patnoe, Assistant City Manager
Gary Barberio, Deputy City Manager, Community Services
Mike Calderwood, Chief, Fire Department
Neil Gallucci, Chief, Police Department
Paz Gomez, Deputy City Manager, Public Works
Laura Rocha, Deputy City Manager, Administrative Services
Maria Callander, Director, Information Technology
Sheila Cobian, Director of Legislative and Constituent Services, Office of the City Manager
Tom Frank, Director, Public Works Transportation
Morgen Fry, Executive Assistant, Office of the City Manager
David Graham, Chief Innovation Officer, Innovation & Economic Development
Ryan Green, Director, Finance
Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager
Kyle Lancaster, Director, Parks & Recreation
John Maashoff, Manager, Public Works Facilities & Fleet
Faviola Medina, City Clerk Services Manager, Office of the City Clerk
Jeff Murphy, Director, Community Development
Suzanne Smithson, Director, Library & Cultural Arts
Vicki Quiram, Director, Public Works Utilities
Kristina Ray, Director, Communication & Engagement
Baq Taj, Engineering Manager, Public Works Construction Management & Inspection
Judy Von Kalinowski, Director, Human Resources
James Wood, Jr., Director, Public Works Environmental Management
Department budget preparers and reviewers
Shoshana Aguilar, Utilities Cindy Anderson, Police Department
Sue Armstrong, Communication & Engagement Conrad Avila, Finance
Pat Downie, City Clerk’s Office Bonnie Elliott, Parks & Recreation
Fiona Everett, Library & Cultural Arts Fred Gaines Jr, Transportation
Ed Garbo, Risk Management Shawn Gaskari, Facilities & Fleet
Brent Gerber, Information Technology Chad Kantner, Parks & Recreation
Esther Lan, Finance Tom Mallory, Communications & Engagement
Jennie Marinov, Fire Department Debbie Jo McCool, Library & Cultural Arts
Roxanne Muhlmeister, Finance Bradley Northup, Facilities & Fleet
Robyn Nuschy, City Attorney’s Office Debbie Porter, Human Resources
Megan Powers, Environmental Management Kim Riboni, Finance
Jason Rosado, City Treasurer’s Office Laureen Ryan, Community Development
Sarah Sanders, Risk Management Richard Schultz, Library & Cultural Arts
Joe Stewart, Innovation & Economic Dev. Craddock Stropes, Public Works Admin.
Cynthia Vigeland, Community Services
TABLE OF CONTENTS
INTRODUCTION
City Manager’s Transmittal Letter .................................................................................. A-1
Readers Guide ................................................................................................................ A-4
Budget Process ............................................................................................................... A-5
Public Engagement ......................................................................................................... A-6
City Council Goals ........................................................................................................... A-7
About Carlsbad ............................................................................................................... A-17
Organization Chart ......................................................................................................... A-27
Economic and Fiscal Issues ............................................................................................. A-29
Financial Management Policies ...................................................................................... A-33
Appropriation Limit ........................................................................................................ A-36
Debt Management ......................................................................................................... A-37
Basis of Budgeting .......................................................................................................... A-39
Budgetary Fund Structure .............................................................................................. A-40
OPERATING BUDGET
Overview......................................................................................................................... B-1
Revenue Summary ......................................................................................................... B-2
Expenditure Summary .................................................................................................... B-14
Personnel Allocations ..................................................................................................... B-22
Schedule of Projected Fund Balances ............................................................................ B-24
Schedule of Revenue Estimates ..................................................................................... B-26
Schedule of Budget Expenditures .................................................................................. B-32
PUBLIC SAFETY
Overview......................................................................................................................... C-1
Organization Chart ......................................................................................................... C-2
Fire Department ............................................................................................................. C-3
Police Department .......................................................................................................... C-6
PUBLIC WORKS
Overview......................................................................................................................... D-1
Organization Chart ......................................................................................................... D-2
Public Works Administration .......................................................................................... D-3
Construction Management & Inspection ....................................................................... D-5
Environmental Management ......................................................................................... D-7
Facilities & Fleet ............................................................................................................. D-16
Transportation ................................................................................................................ D-21
Utilities ........................................................................................................................... D-25
COMMUNITY SERVICES
Overview......................................................................................................................... E-1
Organization Chart ......................................................................................................... E-2
Community Services Administration .............................................................................. E-3
Community Development .............................................................................................. E-6
Housing & Homeless Services ........................................................................................ E-15
Library & Cultural Arts .................................................................................................... E-28
Parks & Recreation ......................................................................................................... E-45
ADMINISTRATIVE SERVICES
Overview......................................................................................................................... F-1
Organization Chart ......................................................................................................... F-2
Administrative Services Administration ......................................................................... F-3
Finance ........................................................................................................................... F-5
Human Resources1 ......................................................................................................... F-7
Information Technology ................................................................................................. F-14
Innovation & Economic Development ........................................................................... F-16
Miscellaneous Non-Departmental ................................................................................. F-18
POLICY & LEADERSHIP
Overview......................................................................................................................... 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
Information Technology Strategy ................................................................................... H-4
Estimated Total Appropriations by Goal ........................................................................ H-10
Projects to Pursue Communitywide Digital Transformation.......................................... H-12
Projects to Build Capacity for Data-driven Decision Making .......................................... H-26
Projects to Foster a Vibrant Civic Engagement Culture ................................................. H-30
Projects to Enhance Accessibility and Transparency ..................................................... H-35
Projects to Promote Security and Sustainability Through Connectivity ........................ H-42
Future Projects ............................................................................................................... H-50
Detail Five-year Schedule of Projects by Connected Carlsbad Goal .............................. H-53
Detail Five-year Schedule of Projects by Fund ............................................................... H-54
Project Funding Sources ................................................................................................. H-55
Fiscal Year 2021-22 Roadmap ........................................................................................ H-56
Five-year Roadmap ......................................................................................................... H-57
1 Includes Risk Management and Workers’ Compensation
CAPITAL IMPROVEMENT PROGRAM
Overview......................................................................................................................... I-1
Investing in our Quality of Life ....................................................................................... I-2
Project Evaluation .......................................................................................................... I-2
Fiscal Year 2021-22 Appropriations ............................................................................... I-3
New Capital Improvement Projects ............................................................................... I-5
Capital Improvement Program Revenues ...................................................................... I-26
Future Growth and Development .................................................................................. I-27
Future Projects ............................................................................................................... I-28
Calculation of Future Fees .............................................................................................. I-29
Unfunded Projects .......................................................................................................... I-29
Projected Fund Balances for Fiscal Year 2020-21 .......................................................... I-30
Projected Fund Balances for Fiscal Year 2021-22 .......................................................... I-31
Revenue Projections Schedule ....................................................................................... I-32
Budget Expenditure Schedule ........................................................................................ I-33
Detail 15-year Schedule of Capital Projects by Category ............................................... I-35
Capital Improvement Program Summary by Fund ......................................................... I-49
Glossary of Capital Project Funding Sources .................................................................. I-60
APPENDICES
Planned Major Capital Outlay Items Fiscal Year 2021-22 .............................................. J-1
Out of State Travel Budget Fiscal Year 2021-22 ............................................................. J-2
Fund Classifications and Descriptions ............................................................................ J-4
Department/Fund Relationship ..................................................................................... J-9
Glossary .......................................................................................................................... J-11
Acronyms ........................................................................................................................ J-13
Budget Communications ................................................................................................ J-15
Resolutions Adopting the Budget ................................................................................... J-17
A-1
Dear City Council:
The fiscal year 2021-22 budget makes strategic investments in the community’s top priorities while
reflecting the need for fiscal prudence as the City of Carlsbad recovers from the economic impacts of
the COVID-19 pandemic.
Budget overview
Thanks to the City Council’s prudent budget decisions and policies, the city remains financially healthy
even as some revenues have declined. For example, strong reserves have enabled the city to bridge
these temporary revenue shortfalls without significantly affecting services for the public. All city
departments continue to follow a data-driven approach to budgeting, which has allowed the City
Council to make strategic decisions about where to focus resources and how to phase in larger
investments over time.
Due to economic uncertainty, new ongoing General Fund spending, which relies primarily on property
tax, sales tax and transient occupancy tax, was limited this year to the most urgent needs and four
City Council goals. Services funded by other sources, such as utility fees, have been less affected by
current economic conditions.
City Council goals
The City Council identified four priority goals to be addressed in the fiscal year 2021-22 budget. Staff
developed work plans, which are included in the budget document. Resources to support those work
plans are reflected in department budgets.
Managing growth
The city will soon kick off a process to update the city’s growth management program. The first step
will be to form a citizens committee, similar to when the program was first developed in the late
1980s.
In addition to putting conditions on how new homes will be approved in Carlsbad, the growth
management program established a way for development to fund the infrastructure and amenities
needed to support a growing population. This plan has successfully guided our city’s growth and
development for more than 30 years.
New state housing laws, the shift to smaller development in existing neighborhoods and other
changes require a new policy framework. The goal, however, remains the same – manage growth in a
way that protects our quality of life and the city’s financial health into the future.
Reducing homelessness
Homelessness is something affecting not just Carlsbad but the entire nation. The city’s budget
includes almost $5 million in new spending to achieve the City Council’s goal of reducing the
unsheltered homeless population in Carlsbad, among those who want help, by half within five years.
This includes programs to transition people into permanent housing and additional police officers to
ensure laws are being followed.
Fire and emergency medical services
The city’s Fire Department recently completed a “Standards of Cover” evaluation. This thorough
assessment looked at current and future emergency response capabilities based on demographics,
population and other factors.
A-2
To meet the city’s evolving needs, the city will invest in new ambulances, personnel and an additional
fire station, ideally located west of I-5. These changes will be phased in over the next several years,
including a $4.5 million investment in the fiscal year 2021-22 budget.
Key themes
In addition to these four goals, the City Council asked staff to consider three overarching themes
moving forward. These include early and meaningful public engagement; diversity, equity and
inclusion; and technology infrastructure.
The fiscal year 2021-22 budget includes the creation of a new Senior Program Manger to oversee and
facilitate greater diversity, equity and inclusion in the city organization. The budget also dedicates
$4.9 million for implementation of the city’s digital transformation roadmap. Finally, by reprioritizing
resources, the city’s Communication & Engagement Department has expanded its capacity to engage
community members in city decision-making through online platforms and more hands-on
community meetings.
Changes to the budget
The fiscal year 2021-22 budget brings to fruition a new way of thinking about technology
infrastructure in the City of Carlsbad. The Strategic Digital Transformation Investment Program has
been added to the budget as a stand-alone section, outlining a comprehensive approach to planning
for and funding digital transformation efforts throughout the city.
This new section includes project descriptions, costs, funding sources and timelines. Featuring this
information in the annual budget document brings technology infrastructure to the forefront, similar
to large capital investments for physical infrastructure.
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.
A total of $56.2 million is included in the fiscal year 2021-22 budget for Capital Improvement Projects.
The largest category of spending, over $23 million, will go toward modernizing roads, leveraging
technology to improve traffic systems, and making timely repairs, and rehabilitation of the roadways,
bridges and sidewalks. This focus on mobility is designed to enable people of all ages and abilities to
go places safely and conveniently in the City of Carlsbad, whether they drive, walk, bike or take public
transit.
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, among other things, that during economic downturns,
such as those caused by COVID-19, the city can continue to meet the community’s needs. In June
2021, the city was projected to have $101.3 million in reserves or 55% of the annual General Fund
operating budget.
A total of $13.5 million of those reserve funds have been directed to two strategic investments
identified by the City Council in fiscal year 2020-21:
• A payment of $10 million to CalPERS to pay down existing unfunded pension liability. By
paying this money now, the city will save $5 million in future interest.
• A transfer of $3.5 million from the General Fund to the Infrastructure Replacement Fund,
which was not funded in the last fiscal year’s budget due to COVID-19 economic impacts.
The Infrastructure Replacement Fund is a way for the city to save up for future infrastructure
needs and make sure water, roads, drainage and other systems are in good working order.
The city’s 2021-22 budget also includes the use of $5.9 million of those reserves for one-time costs
supporting the City Council’s goals.
A-3
At the adoption of the fiscal year 2021-22 budget, the projected General Fund reserves at the end of
the fiscal year 2021-22 are $95.5 million, or 52% of the General Fund operating budget. This is 12%
over the City Council’s target.
Looking to the future
The City of Carlsbad is maturing, and that means our needs are changing. We are transitioning from a
time when our job was to create a great community to a time focused on maintaining the excellent
quality of life we have created.
The City Council has recognized this change is coming, which is why one of your main goals is to
create a new approach to managing growth and funding city services and infrastructure. But this will
take time. And during this time, we will continue to manage our spending very carefully to maintain
the city’s fiscal health and set ourselves up for long term sustainability.
I would like to thank the City Council for your incredible support during this unprecedented year.
Working together, the City of Carlsbad was able to keep our community safe, provide critical services
and support our business community. Now, as we shift our gaze to the future, I feel more certain
than ever that our team will emerge with a renewed commitment to our public service mission, ready
to help our community realize their vision for this wonderful place entrusted to our care.
Scott Chadwick
City Manager
A-4
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, 2021.
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
OPERAT ING 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
CAPITAL IMPROVEMENT PROGRAM
• Major city construction projects (roads, water and wastewater system, parks, etc.) included
in this year’s budget
• How projects are identified and prioritized
• Sources of funding and long-term plan
A-5
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.
BUDGET BASICS
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.
A-6
PUBLIC ENGAGEMENT
The City of Carlsbad is committed to engaging community members in decisions affecting their lives.
The city budget is influenced by input received throughout the year as well as specific feedback
during the budget creation process. Every other year, the city seeks feedback from residents through
a statistically representative telephone survey. This feedback helps inform City Council goals and
priorities for the year ahead.
Due to the COVID-19 pandemic’s restrictions on in-person gatherings, the city adapted its public input
channels so community members could continue to share their ideas through online platforms.
Budget process
Public input specific to the budget process involved four main opportunities: City Council goal-setting,
presentation of goal work plans, presentation of the preliminary budget and the budget adoption
public hearing.
Top Issues
Survey feedback and input gathered throughout the year identified growth and homelessness as two
top concerns among City of Carlsbad residents. Managing traffic and affordable housing were also
significant issues, as was economic revitalization.
Goal setting
The City Council gathered in February and March 2021 for three public workshops to develop goals
for the fiscal year 2021-22 budget. Taking into account work that was already put in motion through
public input into the fiscal year 2020-21 budget, the City Council asked staff to focus on four main
areas:
• Engage the community through a citizens committee to create a new plan to manage growth
in the City of Carlsbad in a way that maintains an excellent quality of life.
• Reduce the homeless unsheltered population, among those who want help, by 50% within
five years, with quarterly reports until we decrease the unsheltered homeless population or
five years.
• Bring the Fire Department into conformance with Standards of Cover evaluation.
• Conduct a facilitated City Council Workshop to work on team building and City Council
communication and an ethics ordinance to support the delivery of superior public service.
In addition to these four goals, the fiscal year 2021-22 budget reflects three priorities the City Council
asked to be integrated into day-to-day activities. These include early and meaningful public
engagement, technology infrastructure, and diversity, equity and inclusion.
A-7
C ITY COUNCIL GOAL #1
Engage the community through a citizens committee to create a new plan to manage growth in
Carlsbad in a way that maintains an excellent quality of life.
Lead supporting
• City Attorney’s Office • Parks & Recreation
• Fire • Police
• Library & Cultural Arts • Traffic & Mobility
• Finance • Utilities
• Communications
Community Development Resource Needs
• 50% senior planner in Community Development Department
• Estimated 30-40 hours monthly from supporting departments
• $350,000 (not to exceed) for consultant contract
Estimated Completion
December 2022
WORK PLAN
Growth Management Plan Citizens Committee
To ensure a robust and engaging exchange of ideas and approaches to effectively manage growth in
the City of Carlsbad, staff will assist the City Council in developing the composition and charter of a
citizens committee. Staff will also secure the services of a professional consultant with expertise in
land use and municipal infrastructure and finance planning. Ultimately, the citizens committee will
provide the City Council with recommendations and suggestions on what should be considered when
preparing a new plan to manage growth in the city.
Tasks
• Committee Formation
o City Council workshop to discuss committee formation
o City Council meeting to form committee and charter
o Approximately three months to complete
• Consulting Services
o Develop scope of work and request for proposals for consultant services
o Consultant selection
o City Council contract approval
o Approximately three months to complete
• Citizen Committee Meetings and Report
o Prepare public informational materials
o Schedule and facilitate committee meetings
o Actively promote meetings and engage the community
o Support the committee in development of recommendations
o Present committee’s recommendations to the City Council
o Approximately eight to twelve months to complete
A-8
CITY COUNCIL GOAL #2
Reduce the homeless unsheltered population, among those who want help, by 50% within five years,
with quarterly reports until we decrease the unsheltered homeless population or five years.
Lead supporting
• City Attorney’s Office • Parks & Recreation
• Communications • Public Works
• Finance • City Clerk’s Office
• Human Resources • City Manager’s Office
Resource Needs
• 5 new positions in Community Services Branch
• 3 new positions in Police Department
• Funding: See below
Estimated Completion
Refer to individual objectives
WORK PLAN
Employment and Benefits Specialist
Hire or contract for one position who will be able to help connect people to disability and social
security benefits, general relief, CalWORKS, CalFresh, Veterans benefits, stimulus checks,
employment programs, and other aid programs.
Summary of Homeless Workplan Objective Costs
GOAL OBJECTIVE
Proposed Staffing/Program FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 TOTAL
1. Employments & Benefits Specialist
Contract Services $120,000 $120,000 - - - $240,000
Operational expenses 20,0006 20,0006 - - - 40,0006
2. Additional Homeless Outreach Team Officers &
Social Workers
Homeless Outreach Team staffing $330,1172,3 614,9842 645,7332 $678,0202 $711,9211,2 $747,5172 3,728,2922,3
Social workers (Co. of SD Pilot Program) - - - - - - -
3. Enhancing Clinical Services at La Posada
Emergency Shelter
Agreement with Catholic Charities 180,000 180,000 180,000 - - 540,000
4. Operate a Carlsbad Hotel/Motel Voucher
Pilot Program
Hotel/Motel Voucher Program4 260,0005 2,940,000 - - - - 3,200,000
Program Manager 123,7951 124,7351 130,9711 137,5201 144,3961 661,4171
Animal services contract TBD TBD TBD TBD TBD TBD
5. Community Resource Center Services
Agreement with CRC 350,000 350,000 - - - 700,000
6. Homeless Action Subcommittee
Program Costs - - - - - -
7. Create a new Housing and Homeless Services
Department
Director 20,593 247,1131 259,4691 272,4421 286,0641 300,3681 1,386,0491
Housing Services Manager 182,2261 186,0871 195,3921 205,1611 215,4191 984,2851
Management Analyst 123,7951 124,7351 130,9711 137,5201 144,3961 661,4171
TOTAL $610,710 $4,901,913 $2,010,759 $1,587,796 $1,478,186 $1,552,096 $12,141,460
1 Mid-range personnel costs (salary, benefits) plus one-time equipment purchases in FY2021-22 (Director position reflects upper-range). Personnel cost increased 5% per year.
2 Personnel costs for one sergeant and two officers (salary, benefits, overtime, vehicle replacement). Personnel costs increased 5% per year.
3 Reflects two months personnel costs plus one-time equipment purchases.
4 Voucher related expenses potentially 100% reimbursable through FEMA/Project RoomKey until September 30, 2021, which would proportionally reduce city costs.
5 One month estimated program cost. Any unexpended amount to carry forward to FY 2021-22.
6 Covers expenses helping individuals secure employment such as bus passes, clothing vouchers, background checks, printing.
A-9
Tasks
• Hire one full-time position (program manager), or contract for services
• Develop budget and purchase resources
• Advertise, recruit and hire for the position
• Design program, forms and eligibility criteria
• Develop a training program for the new position
Operational in three to nine months
Additional Homeless Outreach Officers and Social Workers
Expand the existing Homeless Outreach Team, or HOT, by adding one police sergeant and two police
officers, and pursue options for up to two additional social workers.
Tasks
• Homeless Outreach Team
o Promote an additional sergeant to the team
o Recruit for two new homeless outreach officers
o Develop roles, responsibilities and deployment model for enhanced HOT
o Develop and provide necessary training
o Identify metrics for data collection
Operational within 30 days of funding authorization
• Social Workers
o Develop scope of work for expanded social workers
▪ Contract with third party
• Increase social workers from two to four
• Two-year contract with three, one-year extensions; or,
▪ Partner with the San Diego County for the duration of its North County
Homeless Pilot program
o Design roles and responsibility and work schedule
Operational within three to nine months
Enhancing Clinical Services at La Posada Emergency Shelter
Enter into an agreement with Catholic Charities to hire two licensed clinicians and a third-party
consultant to provide its staff with training in order for the facility to operate as a “low-barrier”
shelter.
Tasks
• Develop scope of work for expanded consultant services
o Two licensed clinicians and additional training for staff
o Three-year contract, no extensions
Operational in three to nine months
Operate a Carlsbad Hotel/Motel Voucher Pilot Program
Operate a 12-month pilot program in the City of Carlsbad that provides low-barrier shelter for
women, families, individuals living in encampments, high utilizers, individuals with an underlying
medical condition, and those age 65+. Additionally, a 12-month case management contract is
required to help individuals find permanent housing resources.
A-10
Tasks
• Hotel/motel voucher program
o Identify and partner with hotel/motel vendors
o Develop and implement service provider contract
o Develop and implement a supplemental case management contract
o Coordinate with the county on FEMA reimbursements
o Develop program rules, policies and expectations
o Prepare public informational materials
Operational by June 2021. If this date cannot be met, additional City Council direction will be
requested.
• Program manager
o Create a new position
o Develop budget and purchase resources
o Advertise, recruit and hire for the position
o Design program, forms and eligibility criteria
o Develop a training program for the new position
Operational in three to nine months
• Animal contract
o Review animal shelter options
o Develop a contract for animal services
o Establish program criteria, rules and forms
Operational in three to six months
Community Resource Center Services
Contract with the Community Resource Center to implement a rapid rehousing program for
households currently experiencing homelessness in the City of Carlsbad.
Tasks
• Contract with the Community Resource Center
o Develop scope of work for services
o Two-year contract with three, one-year extensions
• Revise policies and procedures based on lessons learned from year one
Operational in three to six months
Homeless Action Subcommittee
Provide staff support to a homeless action subcommittee comprised of two City Councilmembers that
will focus on local and regional issues related to homelessness.
Tasks
• Schedule first meeting – target May 2021
• Staff support
Operational in one to two months
A-11
Create a New Housing & Homeless Services Department
The League of California Cities ranks affordable housing and homelessness as the top issues facing all
local governments across the State of California. To successfully implement the City Council’s goal of
increasing the supply of available affordable housing, while also developing and implementing the
programs and services needed to reduce homeless levels by 50% within five years, a new department
within the Community Services Branch with the necessary technical expertise and leadership is
needed, for the following reasons:
• Leadership and staffing singularly focused on housing and homeless services
• Ensures appropriate oversight and a reasonable span of control to achieve the mission
• Confirms focused attention on a critical need
• Strengthens collaboration and coordination with outside agencies
• Pairs complementary functions (housing and homeless) to improve internal collaboration,
communications and resource management
• Ensures that the five-year City Council Homeless Goal can be achieved
• Centralizes the expertise and programming needed to advance individuals and families
through the full spectrum – from homelessness to fully housed and self-sufficient
Tasks
• Create new positions (director, housing services manager and management analyst)
• Develop budget and purchase resources
• Advertise, recruit and hire the new positions
Operational in approximately six months
A-12
CITY COUNCIL GOAL #3
Bring Fire Department into conformance with Standards of Cover evaluation.
Lead supporting
• Fire • Finance
• City Attorney’s Office • Planning
• Human Resources • PW – Transportation
• PW – Facilities & Fleet • Information Technology
• PW - Utilities
Fire Department Resource Needs
Fiscal Year 2021-22 ($2,607,050)
• Two ambulances ($580,000)
• Ambulance outfitting ($260,000)
• Ambulance supplies ($78,300)
• Reserve apparatus ($133,624)
• 9 FTE Paramedic Firefighters, 6 months ($715,302)
• Paramedic Firefighter equipment ($556,974)
• 3 FTE Emergency Medical Technicians, 6 months ($129,750)
• FT Emergency Medical Technician equipment ($83,358)
• 2 PT Emergency Medical Technicians, 6 months ($35,854)
• PT Emergency Medical Technician equipment ($33,888)
Fiscal Year 2022-23 ($2,049,911)
• Fire engine ($806,000)
• Fire engine outfitting ($172,600)
• Fire engine supplies ($21,150)
• 12 FTE Emergency Medical Technicians, 6 months ($519,000)
• FT Emergency Medical Technician equipment ($333,432)
• 3 PT FTE Emergency Medical Technicians, 6 months ($53,781)
• PT Emergency Medical Technician equipment ($50,832)
• 3 Captain promotions, 6 months ($46,119)
• 3 Engineer promotions, 6 months ($11,997)
• Temporary Fire Station 7 operating costs, 6 months ($35,000)
Public Works Resource Needs
Fiscal Year 2021-22 ($935,000)
• New CIP project for Fire Station 6 ($35,000 for office to bedroom conversion)
• New CIP project for Temporary Fire Station 7 ($900,000)
*includes community outreach for $50,000
Fiscal Year 2022-23 ($15,000,000)
• New CIP project for permanent Fire Station 7 ($15M) in 5-7 years plus property acquisition
Estimated Completion
Completion in three phases:
Objective 1 – January 2022; Objective 2 – January 2023; Objective 3 – 2026-2028
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WORK PLAN
Objective #1
Improve Fire Station 6 and procure two new ambulances.
Tasks
• Procure two ambulances ($580,000)
o Order – July 2021
o Receive – January 2022
• Convert Fire Station 6 office to bedroom
o $35,000 – September 2021
Objective #2
Staff Temporary Fire Station 7 in the area of Cannon Road west of the I-5 and procure new fire
engine.
Tasks
• Identify location and secure land use (if needed) for Temporary Fire Station 7
• Obtain discretionary approvals for Temporary Fire Station 7 (assumption voter approval not
required) ($300,000)
*includes community outreach ($50,000)
o RFP for architectural and engineering services including:
▪ Site plan/architecture
▪ Geotechnical
▪ Noise study
▪ Biology mapping/bird surveys
▪ Priority project/hydromodification
▪ Phase I site assessment
▪ Cultural Resources
▪ Civil, including wet utilities
▪ Does not include dry utilities (electricity, communications and IT) – July 2021
o Award design contracts – October 2021
o Design – November 2021 to March 2022
o Discretionary permits – April 2022 to July 2022
• Bid/Construct Temporary Fire Station 7 ($600,000) – July 2022 to January 2023
• Relocate structure from Temporary Fire Station 2 and staff Temporary Fire Station 7 –
January 2023
• Procure Fire Engine ($806,000)
o Order – July 2022
o Receive – July 2023
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Objective #3
Establish a permanent Fire Station 7 in the area of Cannon Road west of I-5.
Tasks
• Voter approval required in 2022
• Public outreach
• Identify location and secure land use for permanent Fire Station 7
• Obtain discretionary approvals and permits
• Design, bid and construct Fire Station 7 – 2026-2028
Fiscal Year 2021-22 Costs Fiscal Year 2022-23 Costs
Item Qty Cost Item Qty Cost
Ambulance 2 $ 580,000 Engine 1 $ 806,000
Ambulance Outfitting 2 260,000 Engine Outfitting 1 172,600
Reserve Apparatus 1 133,624 FT EMT Equipment 12 51,600
FT PMFF Equipment 9 152,775 Subtotal $ 1,030,200
FT EMT Equipment 3 12,900 FT EMT Salary (6 months) 12 519,000
Fire Station 6 Office Conversion 1 35,000 FT EMT Equipment 12 281,832
Temporary Fire Station 7 1 900,000 PT EMT Salary (6 months) 6 53,784
Subtotal $ 2,074,299 PT EMT Equipment 12 50,832
FT PMFF Salary (6 months) 9 715,302 Captain Promotions (6 months) 3 46,119
FT PMFF Equipment 9 404,199 Engineer Promotions (6 months) 3 12,000
FT EMT Salary (6 months) 3 129,750 Engine M&O 1 21,150
FT EMT equipment 3 70,458 Ambulance Fleet ISF Charges 2 176,240
PT EMT Salary (6 months) 4 35,854 Fire Station 7 Operating Costs (6 months) 1 35,000
PT EMT Equipment 8 33,888 FT PMFF Salary 9 1,430,604
Ambulance M&O 2 78,300 FT PMFF Equipment 9 404,199
Subtotal $ 1,467,751 FT EMT Salary 3 259,500
FT EMT Equipment 3 70,458
Grand Total $ 3,542,050 PT EMT Salary 4 71,708
PT EMT Equipment 8 33,888
Ambulance M&O 2 78,300
Subtotal $ 3,544,614
Grand Total $ 4,574,814
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CITY COUNCIL GOAL #4
Conduct a facilitated City Council Workshop to work on team building and City Council
communication and an ethics ordinance to support the delivery of superior public service.
Lead supporting
• City Manager’s Office
• City Attorney’s Office
• Human Resources
Resource Needs
• 24 hours from supporting departments
• $15,000 consultant contracts
Estimated Completion
May 2021
WORK PLAN
Objective #1
Design and hold a City Council workshop focused on the topics of teamwork, communication
strategies, implicit bias, microaggressions and the development of an ethics ordinance.
Tasks
• Identify and interview potential workshop facilitators
• Negotiate a scope of work and contract or task order with the selected facilitators
• Oversee the facilitators in developing a workshop design to meet the City Council’s goal
• Schedule, notice and conduct the workshop
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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.
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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. The city
recently switched to a system where City
Council members are elected by
district instead of at large or citywide.
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, certain
planning and environmental laws, and eminent domain, remain matters of state authority even as a
charter city.
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 more than 100,000 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 most of the growth
in the City of Carlsbad has already occurred, 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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RESIDENT AGE DISTRIBUTION
15%
17%
19%
21%
23%
25%
27%
29%
31%
33%
35%
0-19 20-39 40-59 60+
Population Age Distribution
Carlsbad California US
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RESIDENT INCOME
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Mean Household Income Comparison
Carlsbad San Diego County National
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EDUCATION
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
Less than high
school
High school
graduate
Some college,
no degree
Associate's
degree
Bachelor's
degree
Graduate or
professional
degree
Educational Attainment Comparison
Percent of Population over 25 years old
National California San Diego County Carlsbad
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RACE AND HISPANIC ORIGIN
White alone 84.9%
Black or African American alone (a) 0.9%
American Indian and Alaska Native alone (a) 0.2%
Asian alone (a) 8.0%
Native Hawaiian and other Pacific Islander alone (a) 0.2%
Two or more races 4.3%
Hispanic or Latino (b) 13.9%
a. Includes persons reporting just one race
b. Hispanic people may be of any race, so they are also included in applicable race categories
HOUSEHOLDS
TECHNOLOGY
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TAX BASE
TOP SALES TAX GENERATORS
Apple Stores Fashionphile Lowe’s Home Center
Applied Bio-Systems Genmark Diagnostics Premier Chevrolet of Carlsbad
Bob Baker Chrysler/Dodge/Jeep/Ram Hoehn Buick/GMC/Cadillac Shell Service Stations
Bob Baker Hyundai Hoehn Motors Tesla
Bob Baker Mazda Jaguar/Land Rover Carlsbad Toyota Lease Trust
Bob Baker Subaru JP Morgan Chase Bank Toyota Scion
Canyon Bicycles USA Ken Grody Ford Vons Grocery Company
Chevron Service Stations Lexus Carlsbad
Costco Wholesale Life Technologies
TOP PROPERTY TAX CONTRIBUTORS
Taxpayer
2020 Taxable
Assessed Value
% of Total City
Net Assessed Value
Poseidon Water Desalination Plant $435,303,442 1.24%
Grand Pacific Carlsbad LP $356,844,999 1.02%
La Costa Glen Retirement Community $269,065,704 0.77%
Legoland California, LLC $253,190,367 0.72%
La Costa Resort & Spa $239,566,369 0.68%
Levine Investments Limit Partnership $218,530,656 0.62%
The Forum Shopping Center $202,532,608 0.58%
The Shoppes at Carlsbad $173,987,418 0.50%
Park Hyatt Aviara Resort $157,395,000 0.45%
La Costa Town Center, LLC $146,563,211 0.42%
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HIGH -TECH INDUSTRIAL CLUSTERS
EMPLOYEES BY CLUSTER
Hospitality and Tourism 13,840
Information and Communications Technology 8,862
Life Sciences 6,366
Action Sports Manufacturing 1,888
Clean Technology 659
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TOP EMPLOYERS
Name Industry Employees
ViaSat, Inv. Information Technology 2,345
Legoland California Hospitality and Tourism 2,300
Thermo Fisher Scientific Life Sciences 1,982
Omni La Costa Resort & Spa Hospitality and Tourism 1,300
Carlsbad Unified School District Education 1,056
TaylorMade Golf Company Action Sports 960
Gemological Institute of America Research and Education 856
City of Carlsbad Government 748
Nortek Security & Control Information Technology 637
HM Electronics, Inc. Information Technology 571
Optum RX, Inc. Mail Order Pharmacy 571
TOURISM ECONOMY
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FISCAL ISSUES
& FINANCIAL
MANAGEMENT
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ECONOMIC AND FISCAL ISSUES FACING THE CITY
Over one year ago, the unprecedented impacts of the Coronavirus Disease 2019, or COVID-19, began
challenging the City of Carlsbad, the State of California, the nation and the entire world. The World
Health Organization declared COVID-19 a global pandemic on March 11, 2020. The city subsequently
declared a local emergency on March 17, 2020, and a countywide stay-at-home order began on
March 19, 2020. The governor introduced a tiered reopening system, called the “Blueprint for a Safer
Economy” on August 28, 2020, imposing criteria on tightening and loosening COVID-19 allowable
activities. At the time of developing the Fiscal Year 2021-22 Proposed Budget, the world, nation, state
and city continues to grapple with the ongoing economic effects of COVID-19. On June 15, the
governor ordered the full reopening of California’s economy based on the requirements being met
that vaccine supply was sufficient and hospitalization rates were stable and low.
The economic impacts of COVID-19 to the federal, state and regional economies have been
unparalleled, impacting all businesses. However, there have been disproportionate impacts to
businesses depending on industry, size, and even ownership structure. In the City of Carlsbad, the
most profound effects have been concentrated in the restaurant, travel, entertainment, and leisure
and hospitality sectors. 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%. Unemployment improved to a low of
5.7% in November, before rising to 6.6% in December amid the surge of cases and corresponding
health orders. Since then, unemployment has dropped again and was at 5.6% in March.
To spawn economic recovery, a number of federal, state and local programs were approved,
providing substantial resources for businesses. These include the American Rescue Plan; the Paycheck
Protection Program, for which Carlsbad companies were recipients at a higher rate than any other
North County city in the first round; the State of California Small Business Relief Program; and the City
of Carlsbad’s Economic Recovery and Revitalization Initiative. Because of many of these programs,
traditional debt-financing has been less appealing for businesses. National interest rates remain
lower than pre-pandemic levels, with one-year rates at 0.06% in March. Ten-year rates rebounded to
1.73% in March.
Preparing a budget for a full-service city always has its share of unknown variables. Doing so in the
midst of restricted economic activity caused by a global pandemic elevates the level of uncertainty. It
requires extensive planning and adapting as the economy recovers. The city has incurred many
expenses related to the pandemic, some of which are expected to be reimbursed. Even though most
restrictions were lifted in June, the local emergency is still in effect and it is unknown when it will be
lifted. The city is beginning to have a clearer picture of our revenue outlook, but it is impossible to
anticipate, at this point, the depth and duration of the economic downturn caused by the pandemic.
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. Revenues, along with the local economy, are
expected to begin to recover as COVID-19 restrictions are lifted, but this recovery will be partially
offset by the loss of federal and state aid that was provided. Some sectors like leisure and hospitality
are projected to recover slower than others, which could have a lasting impact on the city’s third
largest revenue source, transient occupancy tax. Expenditures and revenues will need to be closely
monitored as a result. 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 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 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. COVID-19 and the economic uncertainty
associated with the pandemic period 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 fifteen-year Capital Improvement Program, and a five-year Strategic
Digital Transformation Investment Program. As part of the Capital Improvement Program and new
Strategic Digital Transformation Investment Program, the city annually calculates the amounts
needed to pay for the various projects and calculates the 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
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.
A-32
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 and the City Council
recently approved an additional discretionary contribution of $10 million to boost the city’s funding
level beyond 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 the short-term impacts of
COVID-19 on the economy, leaving the timing of an economic rebound and future growth volatility
uncertain. 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. In order 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.
American Rescue Plan Act
The American Rescue Plan Act of 2021 was passed on March 11, 2021 which allocated $12.6 million in
COVID-19 recovery funds to the city. The American Rescue Plan Act provides an infusion of resources
to help turn the tide on the pandemic, address its economic fallout and lay the foundation for a
strong recovery. In accordance with the American Rescue Plan Act, funds are allowed to be used
through Dec. 31, 2024 and may be used to:
• Support urgent COVID-19 response efforts,
• Replace lost public sector lost revenue,
• Support immediate economic stabilization, and
• Address systemic public health and economic challenges.
The funds are restricted from being used to offset tax cuts or for pension liabilities. These funds are
provided in two tranches: the first tranche, in which $6.3 million was received in May 2021, and the
second tranche, which will be provided no later than May 2022. The city plans to use the funds as a
replacement of revenue to partially offset the negative economic impacts from the pandemic. To
substantiate the use of these funds for revenue replacement, the American Rescue Plan Act requires
the city to demonstrate the extent of revenue reduction. Additional guidelines are still expected and
pending from the United States Department of the Treasury. Following the current guidance, the
city’s current projected revenue loss from the COVID-19 pandemic is estimated to be more than the
$12.6 million available.
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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 it 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
capital costs) of providing the service, unless the City Council determines that a subsidy from the
General Fund is in the public interest. 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 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 each
year, and the budgets will be adopted by June 30 of each year. Budget status reports are prepared
monthly, distributed to all departments 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 Finance Department oversees the general level of accountability related to
budgetary integrity through systematic checks and balances and various internal controls.
Council Police No. 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.
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The city will use surplus funds to replenish any General Fund deficiencies, up to the minimum level as
set forth in Council Policy No. 74 – General Fund Reserve Policy and then any pension liability
deficiencies, as defined in City Council Policy No. 86 – Pension Funding Policy.
The City Manager is authorized to approve the carryforward of any unencumbered and unspent and
unencumbered 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
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.
Council Police No. 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 or not
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 Wastewater Fund and Water Operating Fund Reserves will target a reserve funding level of 40%.
The reserve amount is calculated by dividing unassigned fund balance by total budgeted operating
expenses plus replacement transfers plus budgeted debt service payments. The annual budget
process and the setting of utility user rates and charges will be used to achieve and maintain the
target reserve level.
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The city’s Workers’ Compensation Fund will maintain a minimum reserve 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 a third-party actuarial study completed at two year
intervals. During the annual budget process, the target confidence level will be compared with the
projected fund balance, 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 Risk Management Fund (General Liability) will maintain a minimum reserve 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 a third-party actuarial study completed at
two-year intervals. During the annual budget process, the reserve level will be compared with the
projected fund balance, 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 Fund shall maintain a minimum reserve level 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.
The Vehicle Asset Replacement Fund shall maintain a minimum reserve level defined as the amount
of accumulated depreciation of capitalized Fleet 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 Council Policy No. 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, funding the full amount of the ADC each year, maintaining no less than a combined
minimum of 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.
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APPROPRIATION LIMIT
The appropriations limitation imposed by the state, otherwise known as the Gann Limit, creates a
restriction on the amount of revenue which 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 2021-22 Limit were:
• Population growth of Carlsbad AND
• Growth in California per capita income.
The formula is outlined below:
Fiscal Year 2020-21 Expenditure Limit $509,009,448
% Population growth within Carlsbad 1.0073
Growth in California per capita income X 1.0573
Net Increase Factor 1.0650
Fiscal Year 2021-22 Limit (2020-21 Limit x Factor) $542,095,062
Current Appropriation of Proceeds of Taxes
(Subject to the Limit) $149,272,128
The City of Carlsbad’s appropriation limit is currently in excess of three and a half 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
2018 2019 2020 2021 2022
Mi
l
l
i
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s
Appropriations Limit by Fiscal Year
Gann Appropriation Limit
Appropriations Subject to Limit
A-37
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 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,
2020, the city’s calculated debt limit for general obligation debt was $1.3 billion.
The city currently has approximately $62.3 million of debt outstanding at June 30, 2021. Of that $62.3
million, $2.85 million is Redevelopment Tax Allocation Bonds, $13.7 million is water construction
loans and the remainder is debt of financing districts. Outstanding debt obligations of financing
districts (special districts and/or assessment districts) within the city do not obligate the City of
Carlsbad and are not paid from the city’s General Fund. No new debt is anticipated to be issued for
the General Fund in the upcoming year.
A-38
Debt Issue Name Principal Interest Total Principal Interest Total Principal Interest Total
1993 Redevelopment
Tax Allocation Bonds 900,000$ 127,200$ 1,027,200$ 2,850,000$ 231,875$ 3,081,875$ 15,495,000$ 15,473,210$ 30,968,210$
CFD #3 2016 Improvement Area 1
Special Tax Bonds 360,000 174,363 534,363 6,935,000 1,655,006 8,590,006 8,290,000 2,537,069 10,827,069
CFD #3 2016 Improvement Area 2
Special Tax Bonds 500,000 303,575 803,575 11,115,000 3,254,088 14,369,088 13,015,000 4,738,675 17,753,675
1998 Rancho Carrillo (AD 96-1)
Limited Obligation 485,000 586,469 1,071,469 4,710,000 1,111,467 5,821,467 19,600,000 18,007,741 37,607,741
Improvement Bonds
2013 Reassessment District (AD 2012-1)
Limited Obligation 1,195,000 456,633 1,651,633 22,975,000 7,379,137 30,354,137 31,300,000 16,891,222 48,191,222
Improvement Bonds
State Water Resources Control Board Loans
2005 Construction Loan 586,023 60,837 646,859 2,433,468 559,283 2,992,752 9,694,504 2,595,825 12,290,329
2006 Construction Loan 1,072,798 156,824 1,229,623 6,818,453 153,969 6,972,422 19,382,546 5,174,387 24,556,933
2014 Construction Loan - - - 4,454,264 721,856 5,176,120 4,454,264 721,856 5,176,120
Totals 5,098,821$ 1,865,900$ 6,964,721$ 62,291,185$ 15,066,681$ 77,357,866$ 121,231,314$ 66,139,985$ 187,371,299$
Debt Service Payments from
FY 21-22 to Maturity
Debt Service Payments Total from
Inception to Maturity
Debt Service Payments
During FY 2021-22
Principal
Repayment Bond Retirement Outstanding
Debt Issue Name Source Fund Rating Year at 6/30/21
1993 Redevelopment
Tax Allocation Bonds Tax Increment 802 AAA 2023 2,850,000$ Refund 1988 bonds and obtain additional redevelopment funds
CFD #3 2016 Improvement Area 1
Special Tax Bonds Special District 434 Unrated 2036 6,935,000 Refunding of CFD 1
CFD #3 2016 Improvement Area 2
Special Tax Bonds Special District 434 Unrated 2038 11,115,000 Refunding of CFD 2
1998 Rancho Carrillo (AD 96-1)
Limited Obligation Assessment 209 Unrated 2028 4,710,000 Fund improvements within Rancho Carrillo
Improvement Bonds District
2013 Reassessment District (AD 2012-1)
Limited Obligation Assessment 420 Unrated 2035 22,975,000 Refund Poinsettia/College/Cannon
Improvement Bonds District
State Water Resources Control Board Loans
2005 Construction Loan 502 2025 2,433,468 Fund phase II of Industrial Park Pipelines
2006 Construction Loan 502 2027 6,818,453 Fund phase II of Industrial Park Pipelines
2014 Construction Loan 507 2050 4,454,264 Fund phase III of Industrial Park Pipelines
Totals 62,291,185$
City of Carlsbad
Outstanding Debt Issues
Recycled
Water
User Fees
Unrated
Purpose
A-39
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 Comprehensive Annual 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 Council
Policy No. 87 – General Fund Surplus Policy.
Internal Controls exist with the accounting system to ensure safety of assets from
misappropriation, 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 appendix of this document.
A-40
BUDGETARY FUND STRUCTURE
The budget of the city is organized on the basis of 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 appendix 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
• Cultural Arts Donations
• Flower Fields Grant Program
• Habitat Mitigation Fee
• Library Gifts and Bequests
• Lighting and Landscaping District 2
• Local Cable Infrastructure
• Median Maintenance District
• 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
• Bridge and Thoroughfare District 2 --Poinsettia Lane/Aviara Parkway
• Bridge and Thoroughfare District 3 – Cannon Road West
• Community Facilities District 1
• Gas Tax
• Gas Tax-Road Maintenance and Rehabilitation
• General Capital Construction (GCC)
• Grants-Federal
• Industrial Corridor Park Fees
• Infrastructure Replacement (IRF)
• Park in-Lieu Fees (PIL)
• Parking in-Lieu Fees
• Planned Local Drainage Area Fees (PLD)
• Public Facilities Fees (PFF)
• Transportation Development Act (TDA)
• Traffic Impact Fees (TIF)
• TransNet
A-41
PROPRIETARY FUNDS
Internal Service Funds
• Workers’ Compensation
• Risk Management
• Vehicle Maintenance
• Vehicle Replacement
• Information Technology Maintenance
• 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
• Watershed Protection
• The Crossings Golf Course
FIDUCIARY FUND
Private Purpose Trust Fund
• Successor Agency to the Redevelopment Agency
A-42
The California Society of Municipal Finance Officers (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 2021-22, the city has once again followed CSMFO’s
award criteria. This budget document will be submitted to CSMFO for the fiscal year 2021-22
budget award program.
A-43
Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to City of Carlsbad, California, for its Annual Budget for
the fiscal year beginning July 1, 2020. In order 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 2021-22,
the city has once again followed GFOA’s award criteria. This budget document will be submitted
to GFOA for the fiscal year 2021-22 budget award program.
A-44
B-1
OPERATING BUDGET OVERVIEW
This section includes a summary of the revenues and expenditures included in the Fiscal Year 2021-22
Operating Budget. Spending is presented by funding source, department and type, such as personnel
or maintenance and operations. For context, previous years’ spending levels are often presented
alongside this information.
Detailed summaries of department services and expenditures are included within the five main
sections of the operating budget following this overview. The five city branches include:
• Public Safety
• Public Works
• Community Services
• Administrative Services
• Policy & Leadership
Information about the city’s approach to planning for and funding digital transformation efforts
throughout the city is included in the Strategic Digital Transformation Investment Program section.
Information about capital projects, such as construction of roads and pipelines, the development of
parks and construction and maintenance of city facilities, is included in the Capital Improvement
Program section.
B-2
OPERATING BUDGET REVENUE SUMMARY
The Fiscal Year 2021-22 Operating Budget
totals $317.0 million, with revenues for the
year estimated at $303.6 million. General Fund
revenues are estimated at $178.8 million and
General Fund budgeted expenditures are
$184.6 million, which includes $5.9 million in
one-time expenditures funded from General
Fund reserves to operationalize the City
Council’s goals. Excluding the one-time
expenditures, the General Fund budgeted
operating expenditures are $178.7 million.
Revenue estimates for the Operating Budget indicate the city will receive a total of $303.6 million in
fiscal year 2021-22, a change of 2.4% or $7.1 million above the estimated fiscal year 2020-21
revenues. General Fund revenues are expected to increase by 3.5%, or $6.1 million, compared to the
prior year. Special revenue fund revenues are projected to decrease by 16.6%, or $2.8 million.
Enterprise fund revenues are projected to increase by 1.6% or $1.2 million in the upcoming fiscal
year. Internal service fund revenues are increasing by 22.4%, or $5.6 million, partially due to one-time
benefits that were realized in fiscal year 2020-21. Successor Agency Housing Trust revenues are
expected to decrease by $3 million as the loan owed to the General Fund will be fully repaid by the
end of fiscal year 2020-21. More detailed information on the city’s revenue sources is provided in the
following discussion.
The following table shows the total operating revenues anticipated to be received by the city for fiscal
year 2020-21, as well as those budgeted for fiscal year 2021-22.
Estimated Budgeted $%
2020-21 2021-22 Change Change
General Fund 172.7$ 178.8$ 6.1$ 3.5%
Special Revenue 16.6 13.9 (2.8) -16.6%
Enterprise 77.9 79.1 1.2 1.6%
Internal Service 25.1 30.7 5.6 22.4%
Successor Agency Housing Trust 4.1 1.1 (3.0) -73.9%
Total 296.4$ 303.6$ 7.1$ 2.4%
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 uncertainty of COVID-19 has drastically impacted the city’s ability to accurately forecast sales tax,
transient occupancy tax, income from property and investments, and other revenues. Restrictions on
economic activity imposed by California’s Governor at least partially limited a majority of the City of
Carlsbad’s retail establishments, eateries and hotels. While most of the current restrictions were
lifted on June 15, 2020, the timing of a return to normalcy and prior levels of economic activity,
particularly in the travel industry, is somewhat unpredictable.
Just under 80% of General Fund revenues are derived from three sources – property tax, sales tax and
transient occupancy tax. Sales tax receipts and TOT revenues tend to be much more sensitive to
changes in economic conditions, unlike property tax revenues, which remain relatively stable because
of the mitigating effect of Proposition 13, which limits annual growth in assessed values.
General fees, charges for services and development impact fees also constitute General
Fund revenue. The city conducts a comprehensive cost of service study every five to seven years to
update the calculation of the cost and confirm that fees and charges for service do not exceed the
updated cost. Most recently, on May 18, 2021, staff presented an update to the preliminary findings
of a comprehensive cost of service study that was initially presented to the City Council on Dec. 10,
2019, for most general city fees and development service fees. The City Council directed staff to
implement the updated fee structures included in the Final Cost of Service Study and Fee Schedule
Update Report dated May 6, 2021, increase or decrease existing fees to the low end of the industry
trend in cost recovery range (limited to a maximum annual increase of 10%), and adopt a new fire
prevention fee not previously included in the Master Fee Schedule at the low end of the industry
trend in cost recovery range. Additionally, each year city staff evaluate and propose changes to fees
and charges for services not included in the comprehensive fee study, such as ambulance fees and
trash service fees. The results of this annual review are captured in the city’s Master Fee Schedule to
Estimated Budgeted $%
2020-21 2021-22 Change Change
Property Tax 75.2$ 76.6$ 1.4$ 1.8%
Sales Tax 39.8 44.0 4.2 10.5%
Transient Occupancy Tax 12.6 18.4 5.9 46.5%
Franchise Taxes 5.7 5.7 (0.1) -1.0%
Business License Tax 5.6 5.8 0.3 4.8%
Development Revenues 2.4 1.9 (0.5) -21.6%
All Other Revenue 31.5 26.4 (5.0) -16.0%
Total 172.7$ 178.8$ 6.1$ 3.5%
GENERAL FUND REVENUES
(In Millions)
B-4
ensure that the fees being charged do not exceed direct and indirect costs of providing the service.
The City Council adopted the Master Fee Schedule, based on the analysis for fiscal year 2021-22,
including fees included in the fee study and those evaluated outside of the study. This includes three
new fees:
• Shooting range hazardous waste disposal fee charged to recover increases in hazardous
waste disposal costs at the Safety Training Center shooting range. This fee will offset costs
associated with increases in hazardous waste disposal fees, materials required to package
hazardous waste and transportation costs. The fee is based on city costs to purchase
packaging material and city costs to hire third-party contractors to collect, transport and
dispose of this hazardous waste at special disposal sites.
• Fats, oils, and greases fee charged to food establishments to cover the cost of inspection and
compliance efforts to help prevent sanitary sewer overflows. The fee is based on an
assessment of cost and considered survey data from other cities and wastewater agencies
that would apply to city services associated with this fee. Staff time includes on-site
inspection of prevention practices including inspection of employee educational records,
cleaning records, best management practices such as sink drain traps and trash receptacles
for food solids, and inspection of grease devices. The fee also accounts for employee travel-
time, record keeping, and educational materials provided to the food establishment.
• Potable water shutdown fee to recover costs when a developer connects into a main line
and Utilities staff must turn valves to shut off the water during the connection process. Staff
time includes shutdown planning, on-site presence during construction activities and
ensuring consistent water quality. The cost recovery basis uses the comparable data of a
recycled water shutdown, which is captured in this year’s fee schedule update.
Documents showing that these fees do not exceed the reasonable cost the city incurs in providing the
service associated with the fee are on file with the departments that charge the fees. The proposed
Master Fee Schedule also includes the elimination of fees for sewer benefit areas A, B, G, J, L, and M
and Bridge and Thoroughfare District 1 because recent assessments concluded that sufficient funds
have been collected to fulfill the project costs associated with these fees.
Increases to the city’s trash collection rates are set by the contracted service provider and go into
effect July 1, 2021. Details on these rates can be found in the Master Fee Schedule.
There were no new taxes implemented affecting the budget for fiscal year 2021-22.
Property tax, the largest source of General Fund revenues, is expected to grow by 1.8% in fiscal
year 2021-22. While the residential real estate market in Carlsbad has seen significant increases in
values, commercial property assessed values are expected to remain flat. Due to the uncertainty and
slowdown of economic activity created from the COVID-19 crisis, commercial property transactions
have been limited during the prior year due. 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. Until the economic uncertainty wanes and
small businesses begin to recover, commercial property prices are not anticipated to increase
significantly on an annual basis.
B-5
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. The
median price of a single family residence in Carlsbad, based on resale data from Zillow, is up by 13.7%
year over year in March 2021.
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 2021. Thus, the taxes to be
received for fiscal year 2021-22 are based on assessed values as of Jan. 1, 2021.
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. Despite historically low interest rates, slower
development combined with minimal commercial property transactions and tax reform has caused a
slowing in property tax growth in the city.
29 29 31 33 35 35 35 41 38 40 444851505457626568727577
$
M
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Fiscal Year
Property and Sales Tax Revenues
Property
Tax
Sales
Tax
B-6
Sales Tax revenues generally move in step with economic conditions. Overall, the City of Carlsbad’s
economy has been neutral during the pandemic. However, the economic conditions of some
segments have suffered, and others have grown. 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.
Up until fiscal year 2019-20, sales tax revenues had improved markedly, peaking in fiscal year 2018-19
at $40.8 million. Easing of the COVID-19 related restrictions is expected to lead to an 11% increase
over fiscal year 2020-21 levels to a total of $44.0 million in sales tax revenues for fiscal year 2021-22.
This is 8% higher than the sales tax peak of $40.8 million in fiscal year 2018-19 and is expected due to
high levels of consumer savings coupled with pent-up demand for particular segments.
As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation
(comprised heavily of new auto sales) and general retail sectors, both of which account for over half
of taxable sales in the City of 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 hit a high of $9.6 million
for the four quarters ended Dec. 31, 2020. General retail sales tax has suffered substantially over the
past year, decreasing 28% from the prior year to $6.5 million for the four quarters ended December
31, 2020.
Revenues received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of
local public safety services, is included in sales tax revenues.
Transportation, 38.7%
Construction, 3.5%
General Retail,
23.3%
Miscellaneous, 0.7%
Restaurants &
Markets, 15.0%
Business to Business, 18.8%
Sales Tax by Category
Fourth Quarter 2020
B-7
The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT
or hotel tax. TOT is forecasted to increase by 47% in fiscal year 2021-22 when compared to estimated
fiscal year 2020-21 revenues. This increase, while significant, is still lower than peak levels seen in
fiscal year 2018-19. The recovery of TOT is expected to be partial as the city’s hotels are largely driven
by the tourists in the summer and group business travel in the winter. With the economy fully
reopened in June, the summer season is expected to be robust. However, with the trend of remote
work and decreased business travel that is largely related to the impacts of COVID-19, the city’s
business-related travel is anticipated to recover slowly.
TOT has historically increased as new hotels – such as the two hotels at the Legoland California
Resort, Cape Rey Carlsbad Beach Resort, and the Westin Hotel – have opened. The city saw the
opening of the Home2Suites and the Springhill Suites hotels during fiscal year 2021-22, but the
impact of new openings has been overshadowed by the COVID-19 disease containment and
suppression measures.
According to a report from Tourism Economics, San Diego County tourism will see significant growth
in visitation demand of around 28% in calendar year 2021 and another 26% in calendar year 2022.
The projected rebound is driven by lifted travel restrictions and the region’s attractiveness for leisure
travel, offset by weak group and business travel. The following few years are expected to increase
steadily as group and business travel become more prevalent and increases in available rooms
continue. The City of Carlsbad currently has approximately 5,059 hotel rooms, 668 timeshares, and
over 329 registered vacation rentals.
0
5
10
15
20
25
30
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021e 2022e
$
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Fiscal Year
Transient Occupancy Taxes
B-8
Franchise Tax revenue has stabilized over the past
years and is projected at $5.7 million in fiscal year
2021-22. Franchise taxes are paid by certain industries
that use the city’s right-of-way to conduct their
business. The city currently has franchise agreements
for cable TV service, solid waste services, cell sites,
fiber optic antenna systems and gas and electric
services. The solid waste franchise experienced minor
revenue increases that mirror growth in population
and changes in rate structures. Cable TV franchise
revenue is expected to decrease by 5% from $1.5
million to $1.4 million over the next fiscal year due to
decreases in the number of paid subscription services.
This trend will most likely continue in future years as
more subscribers cut cable services and move to
online streaming services.
San Diego Gas & Electric pays franchise taxes for the use of the public land over which they transport
gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures
the franchise taxes on gas and electricity that is transported using public lands, which would not
otherwise be included in the calculations for franchise taxes, due to deregulation of the power
industry. This revenue source is expected to remain flat over the next several years.
Business license taxes are closely tied to the health of the local economy, and are projected to
increase to $5.8 million in fiscal year 2021-22, a growth of 5% when compared to current year
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
9,514 licensed businesses in the City of Carlsbad, 416 less than in the prior year with 6,375 of them
located in the city.
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These
revenues are difficult to predict, as many of the
planning and engineering activities occur months or
years before any actual development.
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
2021-22, the city expects a 22% decrease in
development related revenues, to approximately
$1.9 million, following higher than anticipated
0
1
2
3
4
5
6
7
2013 2016 2019 2022e
Franchise Taxes
SDG&E Other
$ Millions
B-9
development activity occurring in fiscal year 2020-21. The projected decrease in development-related
revenues is tied to the volume and type of development projected to be permitted, multi-family
versus single-family, and a drop in the revenues derived from building fees which occur in the early
stages of development.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged
to funds outside the General Fund for services performed by departments within the General Fund.
Miscellaneous interdepartmental charges are expected to increase by 3%.
Income from investments and property include interest earnings, as well as rental income
from city-owned land and facilities. The city is expected to earn about $2.8 million in interest on its
General Fund investments for fiscal year 2021-22, and another $2.1 million in rental and lease
income. The yield on the city’s portfolio is forecasted to yield an average of 1.5% and cash balances
are expected to remain flat as increases in receipts are projected to be offset by increases in
expenditures as the City Council’s goals are operationalized.
Ambulance fee revenues are estimated at the average of the past five years or $2.6 million. This is
an increase of 3% or $63,000 when compared to current year estimates. The city plans to conduct an
ambulance fee study in fiscal year 2021-22 to review the city’s rates and cost of ambulance service.
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. The City of
Carlsbad expects to receive approximately $1.3 million in transfer taxes for fiscal year 2021-22, which
is a 2% increase from fiscal year 2020-21 estimates. The residential real estate market continues to
remain strong as interest rates are at historic lows and are not predicted to increase in the near
future, and there has not been an appreciable change in the housing supply. Housing prices are
continuing to increase in the city and inventories remain low.
Other intergovernmental revenues include miscellaneous receipts received from the state or
federal governments, as well as local school districts. The city expects to receive the second half of
the estimated American Rescue Plan Act payment, estimated to be $6.3 million in fiscal year 2021-22.
In total for fiscal year 2021-22, intergovernmental funds are expected to decrease by $2.1 million
when compared to the fiscal year 2020-21 estimate as the city is not expecting the same level of
COVID-19 related assistance and does not project receiving grants as they tend to be unpredictable.
All other revenues include recreation fees, other licenses and fees, fines and forfeitures, transfers
in, and other charges and fees. The estimate for fiscal year 2021-22 totals $4.9 million, a $462,000
decrease from the expected fiscal year 2020-21, primarily due to non-recurring reimbursements of
city-managed agreements and higher than normal mutual aid response reimbursements received in
fiscal year 2020-21. These decreases are projected to be offset by increases in forecasted recreation
fees and higher miscellaneous licenses and fees due to an increase in economic activity.
B-10
Overall, as reflected in the above bar chart, General Fund revenues are expected to be up 3.5% from
fiscal year 2020-21 estimates as the city begins to recover from the economic downturn caused by
the COVID-19 pandemic. Driven by the removal of COVID-19 related restrictions and pent-up
consumer demand, sales tax and transient occupancy tax are the major drivers of the projected
revenue increases. Although property tax is not expected to increase at the rate the city has seen in
its recent past, a small increase is still expected. COVID-19 related revenues and development-related
revenues will see decreases. Many of the increases are forecasted to continue into fiscal year 2022-
23 as the economy recovers from the recession caused by the pandemic.
In the late 1990s the city experienced revenue growth between 9% and 17% due to the opening of
new hotels, restaurants, retail centers and new home development. Those levels of planned growth
were not sustainable. As new development slows, it will be increasingly more difficult to produce
double-digit growth in revenues. In fact, revenue growth has now slowed to 4% over the last ten
years. A recovering economy is certainly driving General Fund revenues higher, but this growth
comes from a lower revenue base due to the impacts of the COVID-19 crisis. The city’s revenues,
excluding COVID-19 related subsidies, are not projected to fully recover to pre-COVID-19 levels until
fiscal year 2022-23, and then revenue growth is forecasted to stabilize at between 2-4% in the
following years.
6.7%3.3%
11.9%3.1%3.9%4.7%
9.2%-2.5%0.8%3.5%
-
20
40
60
80
100
120
140
160
180
200
2013 2014 2015 2016 2017 2018 2019 2020 2021e 2022e
Fiscal Year
General Fund Revenues$ Millions
B-11
Other Funds
Revenues from Special Revenue funds are expected to total $13.9 million in fiscal year 2021-22, a
decrease of $2.8 million or 16.6% from fiscal year 2020-21 estimates. Funds collected in this category
are restricted to specified purposes. The types of programs supported within special revenue funds
are those funded by specific revenue streams such as:
• Federal grants (Rental Assistance and Community Development Block Grants)
• Special fees and assessments (Affordable Housing and Maintenance Assessment Districts)
• Donations (Library, Cultural Arts, Recreation and Senior Donations)
The most noteworthy changes in the special revenue funds occurred in the Community Development
Block Grant Fund and the Rental Assistance Fund where decreases of $1.0 million in each fund are
expected as CARES funding received in fiscal year 2020-21 is not expected to recur. Revenues from
grants and donations also are expected to reduce slightly. These donations are generally one-time
revenues and tend to fluctuate from year to year.
The Successor Agency Housing Trust Fund revenues are budgeted at $1.1 million, a 73.9%
decrease over fiscal year 2020-21 estimates. Although the Carlsbad Redevelopment Agency has been
dissolved, the California Department of Finance has approved the repayment of the approximately
$8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the
General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation
Refunding Bonds. All outstanding loans and interest accrued will have been paid to the city by the
end of fiscal year 2020-21 and only debt service payments remain. Payments are distributed annually
from available property tax revenues allocated by the state to the successor agency.
B-12
Enterprise fund revenues for fiscal year 2021-22 are projected at $79.1 million, an increase of 1.6%
or $1.2 million over the current year estimates. The revenue breakdown by activity is shown in the
graph below.
Enterprise funds are similar to a business, in that rates are charged to support the operations that
supply the good and/or service. The city’s enterprise funds include water and recycled water delivery,
wastewater services, solid waste management, and the operation of a municipal golf course. In
addition to paying for the wholesale and fixed water costs, the Fiscal Year 2021-22 Operating Budget
includes funding for replacement of the City of Carlsbad’s water and sewer infrastructure including
critical pipeline and valve replacement, and maintaining sufficient operating reserves.
The Water Enterprise Fund revenue for fiscal year 2021-22 is estimated at $45.5 million, an increase
of 2.1% when compared to current year revenue estimates due to forecasted rate increases of 2%
combined with increases in usage associated with population growth. Projected revenues for
Recycled Water of $8.1 million are expected to increase by 1.3% or $100,000, as minor customer
growth is expected and a 1% increase in rates is forecasted.
Forecasted revenues for Wastewater are $14.0 million, a 2.1% increase over the current year
estimate. This increased estimate is largely driven by a projected 3% increase in rates needed to
support rising treatment costs and aging infrastructure costs.
Estimated revenues from operations of the Golf Course are expected to decrease by 3.3% next year
to $7.5 million when compared to current year estimates of $7.8 million. The decrease in revenue is
expected as other competing businesses and activities reopen and draw clients from golf to other
activities.
Water Operations
$45.5M, 57%
Recycled Water
$8.1M, 10%
Wastewater Operations
$14.0M, 18%
Solid Waste Management
$4.1M, 5%
Golf Course Operations
$7.5M, 10%
Enterprise Funds
FY 2021-22 Budgeted Revenues $79.1 million
B-13
Solid Waste Management revenues increase by
3.8% to $4.1 million when compared to current year
estimates.
Internal Service funds project estimated revenues of
$30.7 million for fiscal year 2021-22, a 22.4% or $5.6
million increase over fiscal year 2020-21 projections.
Internal service funds account for services provided
within the city itself, from one department to another,
on a cost reimbursement basis. These include programs
such as the self-insurance funds for Workers’
Compensation and General Liability (Risk Management),
as well as Vehicle Maintenance and Replacement, and Information Technology. Departments pay for
these services; therefore, the rates charged are based on the cost to provide the service. The goal of
an internal service fund is to match budgeted expenses with charges to the departments.
A recent actuarial review of the Workers’ Compensation Fund determined that the city should
continue to set aside cash reserves in anticipation of future Workers’ Compensation claims. In order
to achieve this, charges to city departments need to increase by 10-15% annually over the next
several years. The previous fiscal year’s charges were planned to be $3.8 million, an increase of 10%
over the past fiscal year. However, the city closed out the Self-Insured Benefit Fund which had a
balance of $1.9 million to fund a large portion of the planned cost. Therefore, the balance was
transferred to the Workers’ Compensation Fund as a one-time offset to departmental Workers’
Compensation chargebacks for fiscal year 2020-21. This comprises the majority of the 21.8% revenue
increase in fiscal year 2021-22 compared to current year estimates.
There is a 5.0% decrease in Vehicle Maintenance and a 60.9% increase in Replacement
charges. 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 hybrid and plug-in hybrids at a higher per unit cost.
There have also been significant cost increases over the last several years in specialized vehicles, such
as fire trucks and ambulances. The total number of vehicles that the Replacement charge is collecting
on has increased for two additional reasons: the city added vehicles to its fleet, largely in the Fire and
Police departments; and vehicles previously deferred for replacement were replaced, thereby
restarting the collection cycle.
Information Technology charges to departments have increased by 18.6% or $2.3 million when
compared to fiscal year 2020-21 estimates. In fiscal year 2019-20, actual IT expenses finished lower
than expected which created a large amount of savings. This reduced the amount needed to collect
from departments in fiscal year 2020-21, but revenue was still collected, creating a $1.2 million one-
time offset to departmental IT chargebacks. Charges are also predicted to increase because IT
became responsible for maintenance of many software applications that were once included in
departments’ individual budgets. Other increases correspond to departments’ continued efforts to
modernize and strengthen IT infrastructure with an aim to leverage technology to increase
proficiencies citywide.
B-14
OPERATING BUDGET EXPENDITURE SUMMARY
The city’s Fiscal Year 2021-22 Operating Budget totals $317.0 million, which represents an increase of
about $23.9 million, or 8.2%, as compared to the adopted Fiscal Year 2020-21 Operating Budget. A
summary of the changes in each of the city’s programs will be discussed below. Further information
about each program can be found in the individual program summary pages.
The General Fund contains most of the discretionary revenues that support basic core city services.
However, this should not diminish the importance of the other operating funds, as they also
contribute to the array of services available within the City of Carlsbad. The remainder of this section
will provide more information about the budgeted expenditures by fund and program.
The total Operating Budget for the General Fund for fiscal year 2021-22 is $184.6 million, which is
$21.0 million, or 12.8% more than the previous year’s Adopted Budget of $163.6 million. These
changes are discussed in more detail on the following pages.
Budget Budget $%
2020-21 2021-22 Change Change
General Fund 163.6$ 184.6$ 21.0$ 12.8%
Special Revenue 15.2 15.4 0.2 1.3%
Enterprise 83.5 86.4 2.9 3.5%
Internal Service 28.9 29.6 0.7 2.4%
Successor Agency Housing Trust 1.9 1.0 (0.9) -47.4%
Total 293.1$ 317.0$ 23.9$ 8.2%
By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
Budget Budget $%
2020-21 2021-22 Change Change
Personnel 105.0$ 116.3$ 11.3 10.7%
Maintenance & Operations 51.2 60.3 9.1 17.8%
Capital Outlay 0.4 0.9 0.5 129.9%
Transfers 7.0 7.1 0.1 2.0%
Total 163.6$ 184.6$ 21.0$ 12.8%
(In Millions)
GENERAL FUND SUMMARY
By Expenditure Type
B-15
Personnel costs make up approximately 63% of the General Fund budget. The total personnel
budget for fiscal year 2021-22 is $116.3 million, which is $11.3 million, or 10.7% greater than the
previous year’s total personnel budget of $105.0 million.
The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries
include full and part-time staff costs and are expected to increase in fiscal year 2021-22 by $6.1
million, or 8.2%. The increase is primarily due to 23.5 new full-time positions and 6.2 part-time
positions approved in the General Fund for the next fiscal year. The citywide full-time additions
include:
• Nine paramedic firefighters
• Three emergency medical technicians
• Housing & Homeless Services Director
• Housing & Homeless Services manager
• Housing & Homeless Services management analyst
• Housing & Homeless Services program manager
• Police sergeant for Homeless Outreach Team
• Two police officers for Homeless Outreach Team
• Senior program manager for Diversity, Equity & Inclusion program
• The conversion of three custodians from part-time to full-time
• The conversion of two 3/4 positions to full-time positions
o Community Development senior office specialist
o Fire prevention specialist II
• SCADA technician (enterprise fund)
• Utilities asset management program specialist (enterprise fund)
The citywide part-time additions include:
• Emergency medical technicians
• Lifeguard for Tower 4
• Agua Hedionda Lagoon Lifeguard
• Ongoing staffing to support arts education and outreach efforts, and public art support
• Aquatic staffing additions to pre-COVID-19 levels
• Storm drain/transportation maintenance assistant (enterprise fund)
• Fleet maintenance assistant (internal service fund)
• Utilities assistant engineers (enterprise fund)
Budget Budget $%
2020-21 2021-22 Change Change
Salaries and Wages 73.7$ 79.8$ 6.1 8.2%
Retirement Benefits 18.9 19.8 0.9 4.9%
Health Insurance 9.0 10.4 1.4 15.2%
Other Personnel 3.4 6.3 2.9 82.2%
Total 105.0$ 116.3$ 11.3$ 10.7%
Personnel Costs
(In Millions)
GENERAL FUND
B-16
At the budget adoption meeting on June 8, 2021, the City Council made one change to the proposed
personnel budget to add one full-time FTE senior program manager position to enhance and manage
a diversity, equity and inclusion program. The cost of the proposed senior program manager position,
including salary and benefits, was $162,000 that was added to the Human Resources Department
personnel budget.
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 the 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
is still poses a significant risk 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. The City
Council approved an additional discretionary contribution of $10 million to decrease future costs of
the city’s unfunded actuarial liability. This active management helps ensure resources are available to
fulfill the city’s contractual promises to its employees and minimizes the chance that funding these
pension benefits will interfere with the city’s ability to provide essential public services.
General Fund Health Insurance costs are increasing by $1.4 million or 15.2% over the prior year.
This increase is due to high increases forecasted in health insurance costs for new and current
employees. Other Personnel Costs include workers’ compensation expenses and other
miscellaneous costs, such as Medicare, unemployment and disability.
Maintenance and Operations costs represent about 33% 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 $60.3 million, an increase of about
$9.1 million, or 17.8%, for fiscal year 2021-22 when compared to fiscal year 2020-21.
In response to projected reduced revenues due to the COVID-19 pandemic and the resulting stay-at-
home orders, departments were asked to re-evaluate their budget requests for fiscal year 2020-21
and decrease discretionary spending wherever possible. In fiscal year 2020-21, General fund
departments were able to reduce their maintenance and operations budget requests by 8% overall.
With an updated economic outlook for fiscal year 2021-22, departments requested to reinstate many
previously reduced budget items to restore previous levels of service. Additionally, costs increased for
certain mandatory fees and unavoidable costs, such as SDG&E rate increases and other rising
contracted services costs.
In support of CalPERS strategies for
plan sustainability, and as part of the
city’s strategic, long-term approach to
financial management, the city
actively manages its unfunded
pension liability.
B-17
One change to the maintenance and operations budget was made after the proposed budget was
presented to the City Council on June 8, 2021. Specifically, $504,000 of the existing operating
expenditures moved from the Homeless Outreach Team budget, within the Support Operations
Division of the Police Department, to the Homeless Services Division of the newly-created Housing &
Homeless Services Department. This transfer was authorized according to language within the City
Council resolution approving the city’s Fiscal Year 2021-22 Operating Budget.
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of
$878,000 are budgeted in the General Fund for fiscal year 2021-22. The majority is associated with
the purchase of two new ambulances in the Fire Department, related to the City Council goal to bring
the Fire Department into conformance with the Standards of Cover evaluation. The complete list of
proposed major capital purchases for all funds over $10,000 is shown on a schedule in the appendices
section.
Operating Costs Associated with Capital Investments
As the city completes major capital projects, the costs of maintaining and operating the facilities and
improvements, including additional personnel if necessary, are added to departmental operating
budgets. The 3.1 acre Buena Vista Reservoir Park located in northwest Carlsbad, near the corner of
Buena Vista Way and Highland Drive, is expected to be complete in July 2021, at which time the park
will be added to the inventory for ongoing maintenance. Total annual ongoing costs associated with
the park are estimated to be $59,000. Also, the Calavera Hills Community Park Gateway
Improvements Project has an expected completion date of Oct. 2021, which will include a covered
picnic area, ornamental landscapes, a looped walkway with fitness and exercise equipment, and a
monument sign. The gateway area will be added to the inventory for ongoing maintenance with total
annual ongoing costs estimated to be $47,000.
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the
General Fund to other city funds and are expected to be repaid to the General Fund in future years.
No General Fund advances are included in this year’s Operating Budget. It is anticipated that the
Successor Agency Trust Fund will repay $2,680,000 in fiscal year 2020-21 which will complete the
repayment of all outstanding loans between the city and the former Redevelopment Agency.
B-18
Fiscal year 2013-14 expenditures reflected a 10.9% increase due to labor costs and one-time
expenses for the Poinsettia Fires. The following year, fiscal year 2014-15, expenditures remained
relatively flat. The fiscal year 2015-16 budget reflected an 8.2% increase in expenditures due
primarily to increased personnel costs, and the fiscal year 2016-17 expenditures included $25.3
million in one-time costs, including $10.5 million for a transfer to the Capital Improvement Program
for Fire Station 2 replacement, and $14.8 million to pay 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 for the defeasance of the golf course bonds of $14.8 million and the
transfer of $10.5 million to the General Capital Construction Fund for the reconstruction of Fire
Station 2. These cost reductions were partially offset by an additional one-time payment to CalPERS
to address the city’s unfunded pension liability, the addition of nine staff members, additional legal
and expert costs associated with the county airport expansion and the Safety Training Center lawsuit,
higher personnel costs due to normal salary and benefit increases, higher mutual aid costs, and the
filling of prior year vacancies.
Expenditures in fiscal year 2018-19 reflect an additional one-time $20 million payment to CalPERS to
further bring down the city’s unfunded pension liability. Fiscal year 2019-20 included the addition of
34 new full-time employees, but was largely offset due to the city’s response to the COVID-19
pandemic and the need to reduce discretionary spending as much as possible during the
unprecedented time.
Fiscal year 2020-21 estimated expenditures reflect an additional one-time $10 million payment to
CalPERS to further bring down the city’s unfunded pension liability. The increase was largely offset by
the continuation COVID-19 pandemic and the city’s efforts to curb and defer expenditures. Fiscal year
2021-22 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 23.5 new full-time and 6.2 part-time employees which are mostly associated with the
goals.
$111.2
$123.3 $125.1 $135.3
$174.2
$151.3
$172.4 $168.6 $174.5 $184.6
$-
$50
$100
$150
$200
in
m
i
l
l
i
o
n
s
History of General Fund Expenditures
B-19
Program Expenditures Another way of looking at
the General Fund budget is by program. The chart
below compares the total Fiscal Year 2021-22 Operating
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:
• $5.4 million to the General Capital Construction Fund for major new construction of city
infrastructure and facilities. This represents 3% of the General Fund revenues which is in line
with the historical transfers to the long-term capital funds and will potentially alleviate the need
for large General Fund expenditures to fund future projects.
• $283,000 to the Infrastructure Replacement Fund for maintenance or replacement of city
infrastructure and facilities, net of funds reimbursed to the General Fund. The need to transfer
$5.4 million is offset by a return of $5.1 million in Infrastructure Replacement Funds with the
cancellation of the Fire Station 4 Expansion project. Considering this cancellation, the increase to
the Infrastructure Replacement Fund of $5.4 million represents 3% of the General Fund
revenues, which is in line with the historical average to the long-term capital funds and will
provide funding for the city’s future needs.
A detailed description of each
department’s budget can be found
in the department program
summaries.
Budget Budget $%
2020-21 2021-22 Change Change
Policy & Leadership Group 7.9$ 8.1$ 0.2$ 2.5%
Administrative Services - Administration - 0.5 0.5 0.0%
Administrative Services - Finance 6.0 5.6 (0.4) -6.0%
Administrative Services - Human Resources 5.0 5.0 - -1.0%
Administrative Services - Innovation & Economic Dev.1.1 1.2 0.1 11.7%
Community Services - Administration 0.6 0.7 0.1 12.8%
Community Services - Community Development 10.8 10.5 (0.3) -2.6%
Community Services - Housing & Homeless Services - 5.9 5.9 0.0%
Community Services - Library & Cultural Arts 13.3 13.8 0.5 3.7%
Community Services - Parks & Recreation 18.0 19.2 1.2 6.5%
Public Safety - Fire 27.2 33.5 6.3 23.4%
Public Safety - Police 44.6 48.8 4.2 9.3%
Public Works - Administration 1.8 1.9 0.1 8.7%
Public Works - Construction Mgmt. & Inspection 2.9 3.0 0.1 3.3%
Public Works - Environmental Management 0.8 1.3 0.5 58.5%
Public Works - Facilities 5.9 6.6 0.7 11.8%
Public Works - Transportation 7.4 8.4 1.0 13.4%
Non-Departmental 10.4 10.6 0.2 1.8%
Total 163.6$ 184.6$ 20.9$ 12.8%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
B-20
• $322,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm
Water expenses.
• $1.2 million to the Median Maintenance and Street Tree Maintenance special revenue funds to
cover cash shortfalls, as annual assessments collected from property owners do not cover annual
operating expenditures. Annual assessments can only be increased with a majority vote of the
property owners.
General Fund Summary
The Operating Budget for fiscal year 2021-22 includes expenditures of $5.9 million for one-time
associated with achieving the City Council’s goals which have been funded by General Fund reserves.
Excluding the one-time costs, the Operating Budget provides a balanced General Fund budget for the
coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted
expenditures by $144,000.
Fiscal Year 2021-22 General Fund Operating Surplus
General Fund fiscal year 2021-22 revenue estimates $178.8 million
General Fund fiscal year 2021-22 adopted expenditures $184.6 million
General Fund deficit including one-time expenditures $ 5.8 million
General Fund reserves allocated to one-time expenditures $ 5.9 million
Projected operating surplus for fiscal year 2021-22 $ 0.1 million
General Fund Reserves
Projected unassigned balance at June 30, 2021 $101.3 million
Less: General Fund reserve allocation $ 5.9 million
Plus: projected fiscal year 2021-22 surplus $ 0.1 million
Equals: projected unassigned balance at June 30, 2022 $ 95.5 million
The City of Carlsbad has historically benefitted from a strong and diverse economic base, and has
maintained financial policies to protect the city from the fluctuations of the business cycle, increasing
costs and unfunded mandates. The COVID-19 pandemic has caused a sudden and significant impact
to local, national and global economies. Fortunately, the city was in excellent financial shape prior to
the pandemic and the proposed budget is a piece in the process to financial recovery. Throughout
this unprecedented time, the city will continue to monitor and pivot if necessary to changes in the
fiscal environment, evaluate opportunities to strengthen financial policies, identify opportunities to
improve business practices and provide the greatest service level to the community.
B-21
Changes in Other Funds
Special Revenue funds, at $15.4 million, show an
increase in expenditures of 1.3%, or $146,000, when
compared to fiscal year 2020-21. Spending in most
programs is expected to remain at similar or slightly
higher levels over the prior year.
Expenditure increases of $175,000, or 2.3%, are
planned in the Rental Assistance Fund largely
because of its portion of the increasing internal
service fund chargebacks and a vacancy that is
planned to be filled.
Enterprise funds total $86.4 million, an increase of
$2.9 million, or 3.5%, over the fiscal year 2020-21
adopted budget. The Potable Water and Recycled
Water funds continue to operate and maintain
critical infrastructure systems and provides the safe
delivery of drinking water, conservation outreach
and treated irrigation water. The Wastewater Fund
provides reliable wastewater collection services.
The Internal Service funds total $29.6 million, with an overall increase of $2.6 million, or 9.6%,
over fiscal year 2020-21, after excluding the $1.9 million transfer from the Self-Insurance Benefit
Fund to the Workers’ Compensation Fund. Much of the increase in Workers’ Compensation and Risk
Management costs is attributable to rising insurance liability rates, claims filed and administrative
costs. Vehicle Maintenance and Replacement and Information Technology expenditure increases
correspond with the city’s efforts to continue to modernize, upgrade and invest in needed
equipment, systems and applications. More detail can be found in the internal service fund piece of
the revenue summary section earlier in this document.
The budget for the Successor Agency Housing Trust Fund for fiscal year 2021-22 is $866,000
lower than the prior year’s adopted budget of $1.9 million. The Recognized Obligation Payments
Schedule, or ROPS, identifies financial commitments of the former Redevelopment Agency, including
the remaining scheduled debt service payments on the Redevelopment Agency bond issue, the
outstanding loan from the city’s General Fund and minor allowable administrative costs. The last debt
service payment on the bond issue is scheduled for September 2023 and the city loan will be paid off
by the end of fiscal year 2021-22. These obligations are to be paid from semi-annual property tax
increment revenue received by the Successor Agency.
B-22
PERSONNEL ALLOCATIONS
Adopted Adopted Adopted Adopted
Budget Budget Budget Budget
Department 2018-19 2019-20 2020-21 2021-22
City Attorney 7.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 7.00
City Council 2.00 2.00 2.00 2.00
City Manager 9.00 12.00 7.00 7.00
City Treasurer 0.75 1.00 1.00 1.00
Communication & Engagement 7.00 7.00 7.00 7.00
Administrative Services - Administration 0.00 0.00 0.00 3.00
Finance 30.00 31.00 31.00 28.00
Human Resources*13.00 17.00 17.00 17.00
Information Technology 32.00 35.00 37.00 37.00
Innovation & Economic Development 3.00 2.00 4.00 4.00
Community Services - Administration 0.00 0.00 3.00 3.00
Community Development 59.75 63.75 61.75 53.00
Housing & Homeless Services 0.00 0.00 0.00 14.00
Library & Cultural Arts 50.50 52.50 52.50 52.50
Parks & Recreation 55.00 55.00 55.00 55.00
Fire 92.00 97.75 97.75 111.00
Police 170.00 184.00 184.00 186.00
Public Works 166.75 172.75 172.75 177.75
Total Full-Time Personnel 704.75 747.75 747.75 773.25
Hourly Full-Time Equivalent Personnel 185.87 199.97 186.59 193.81
Total 890.62 947.72 934.34 967.06
Notes:
Adopted Budget 2018-19 includes reorganization of (5.0) FTE from Police - IT to Administrative Services - IT.
Adopted Budget 2019-20 includes reorganizations within Finance, Human Resources, Community Development,
and Police; as well as an increase of (2.0) FTE for Police approved by the City Council mid-year.
This table excludes paid interns, due to transitional nature of intern employment.
*Includes Risk Management and Workers' Compensation
Adopted Budget 2020-21 includes reorganization of (5.0) FTE from City Manager to Community Services - Administration
and Innovation & Economic Development.
Adopted Budget 2021-22 includes reorganization of (1.0) FTE from Human Resources to Fire, (3.0) FTE from Finance to
Administrative Services - Administration, (1.0) from Police to Housing & Homeless Services and (9.0) from Community
Development to Housing & Homeless Services.
B-23
B-24
SCHEDULE OF PROJECTED FUND BALANCES
Projected
Beginning Additional Advance Ending
Fund Balance Estimated Estimated CalPERS Received /Fund Balance
Fund July 1, 2020 Revenues Expenditures Expenditure (Paid)June 30, 2021
General Fund 98,985,748$ *172,734,000$ 164,540,132$ 8,557,922$ 2,680,000$ 101,301,694$ *
Special Revenue Funds
Affordable Housing 23,224,748 1,204,279 5,026,921 7,558 - 19,394,548
Agricultural Mitigation Fee 1,019,025 14,000 - - - 1,033,025
Buena Vista Channel Maintenance District 1,441,925 125,800 116,298 - - 1,451,427
Citizens' Option for Public Safety 274,441 184,318 200,000 16,877 - 241,882
Community Activity Grants 1,123,096 15,000 - - - 1,138,096
Community Development Block Grant - 1,551,030 1,428,953 3,972 - 118,105
Cultural Arts Donations 304,339 61,067 122,385 - - 243,021
Flower Fields Grant Program - - - - - -
Habitat Mitigation Fee - 16,230 - - - 16,230
Library and Arts Endowments 270,342 2,244 6,000 - - 266,586
Library Gifts and Bequests 1,548,903 253,995 426,910 - - 1,375,988
Lighting and Landscaping District 2 4,229,025 694,000 375,750 - - 4,547,275
Local Cable Infrastructure 974,683 296,000 351,000 - - 919,683
Median Maintenance District 70,953 1,050,000 1,005,000 21,490 - 94,463
Parking In Lieu Fee 1,201,155 17,064 50,000 - - 1,168,219
Police Asset Forfeiture 308,232 7,000 65,000 - - 250,232
Public Safety Grants - 233,939 233,939 - - -
Recreation Donations 301,859 8,235 37,957 - - 272,137
Rental Assistance 131,180 8,900,124 8,510,000 39,196 - 482,108
Senior Donations 338,015 11,000 13,200 - - 335,815
Street Lighting Maintenance District 2,786,452 924,266 685,000 15,774 - 3,009,944
Street Tree Maintenance District 438,375 465,000 625,000 21,999 - 256,376
Tyler Court Apartments 198,339 602,512 430,000 - - 370,851
Total Special Revenue Funds 40,185,086 16,637,103 19,709,313 126,866 - 36,986,010
Enterprise Funds
Water Operations 29,204,183 44,523,102 46,126,865 288,986 - 27,311,434
Recycled Water Operations 6,447,797 7,972,071 10,333,658 132,151 - 3,954,059
Wastewater Operations 9,040,711 13,683,128 15,235,755 190,186 - 7,297,898
Solid Waste Management 14,707,512 3,920,818 4,498,833 128,504 - 14,000,993
Golf Course 985,074 7,792,122 6,340,807 - - 2,436,389
Total Enterprise Funds 60,385,276 77,891,241 82,535,918 739,827 - 55,000,772
Internal Service Funds
Workers' Compensation 4,650,061 3,905,093 1,950,000 8,347 - 6,596,807
Risk Management 2,823,391 2,422,410 3,048,468 22,496 - 2,174,837
Self-Insured Benefits 1,834,163 - 1,834,163 - - -
Vehicle Maintenance 1,078,108 3,516,342 2,782,841 87,661 - 1,723,948
Vehicle Replacement 17,492,025 2,680,007 795,000 - - 19,377,032
Information Technology 10,257,801 12,535,451 15,600,562 456,881 - 6,735,809
Total Internal Service Funds 38,135,550 25,059,303 26,011,034 575,385 - 36,608,434
Successor Agency Housing Trust Fund 2,082,371 4,127,400 1,049,406 - (2,680,000) 2,480,365
Total Operating Funds 239,774,031$ 296,449,047$ 293,845,803$ 10,000,000$ -$ 232,377,275$
* For the General Fund only, this represents unassigned fund balance.
B-25
SCHEDULE OF PROJECTED FUND BALANCES
Projected
Beginning Ending
Fund Balance Estimated Adopted Fund Balance
Fund June 30, 2021 Revenues Budget June 30, 2022
General Fund 101,301,694$ *178,813,062$ 184,569,489$ 95,545,267$ *
Special Revenue Funds
Affordable Housing 19,394,548 515,000 811,197 19,098,351
Agricultural Mitigation Fee 1,033,025 15,000 - 1,048,025
Buena Vista Channel Maintenance District 1,451,427 120,000 195,245 1,376,182
Citizens' Option for Public Safety 241,882 187,000 266,106 162,776
Community Activity Grants 1,138,096 15,000 30,000 1,123,096
Community Development Block Grant 118,105 520,500 638,299 306
Cultural Arts Donations 243,021 46,200 131,750 157,471
Flower Fields Grant Program - - - -
Habitat Mitigation Fee 16,230 15,000 - 31,230
Library and Arts Endowments 266,586 3,000 6,000 263,586
Library Gifts and Bequests 1,375,988 178,100 384,270 1,169,818
Lighting and Landscaping District 2 4,547,275 702,300 376,001 4,873,574
Local Cable Infrastructure 919,683 295,000 345,000 869,683
Median Maintenance District 94,463 1,315,000 1,369,415 40,048
Parking In Lieu Fee 1,168,219 15,358 50,000 1,133,577
Police Asset Forfeiture 250,232 16,000 170,000 96,232
Public Safety Grants - - - -
Recreation Donations 272,137 86,223 82,591 275,769
Rental Assistance 482,108 7,548,000 7,898,443 131,665
Senior Donations 335,815 20,000 79,600 276,215
Street Lighting Maintenance District 3,009,944 916,051 971,246 2,954,749
Street Tree Maintenance District 256,376 710,000 943,555 22,821
Tyler Court Apartments 370,851 644,400 640,987 374,264
Total Special Revenue Funds 36,986,010 13,883,132 15,389,705 35,479,437
Enterprise Funds
Water Operations 27,311,434 45,466,455 47,821,220 24,956,669
Recycled Water Operations 3,954,059 8,072,846 10,103,790 1,923,115
Wastewater Operations 7,297,898 13,963,861 16,057,473 5,204,286
Solid Waste Management 14,000,993 4,069,427 5,183,474 12,886,946
Golf Course 2,436,389 7,539,000 7,231,000 2,744,389
Total Enterprise Funds 55,000,772 79,111,589 86,396,957 47,715,404
Internal Service Funds
Workers' Compensation 6,596,807 4,754,730 3,933,699 7,417,838
Risk Management 2,174,837 3,401,080 3,207,702 2,368,215
Self-Insured Benefits - - - -
Vehicle Maintenance 1,723,948 3,340,562 3,516,373 1,548,137
Vehicle Replacement 19,377,032 4,311,885 4,546,033 19,142,884
Information Technology 6,735,809 14,860,389 14,369,778 7,226,420
Total Internal Service Funds 36,608,434 30,668,646 29,573,585 37,703,495
Successor Agency Housing Trust Fund 2,480,365 1,078,000 1,067,495 2,490,870
Total Operating Funds 232,377,275$ 303,554,429$ 316,997,231$ 218,934,473$
* For the General Fund only, this represents unassigned fund balance.
B-26
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 2020-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
General Fund
Taxes
Property Tax 72,289,510$ 75,211,000$ 76,587,000$ 1.8% 1,376,000$
Sales Tax 37,584,621 39,840,000 44,015,000 10.5% 4,175,000
Transient Occupancy Tax 18,898,325 12,585,000 18,441,000 46.5% 5,856,000
Franchise Tax 5,863,614 5,724,000 5,666,000 -1.0%(58,000)
Business License Tax 5,414,292 5,550,000 5,817,000 4.8%267,000
Transfer Tax 1,247,218 1,260,000 1,285,000 2.0%25,000
Total Taxes 141,297,580 140,170,000 151,811,000 8.3%11,641,000
Intergovernmental
Homeowners Exemption 358,819 350,000 350,000 0.0%-
Other Intergovernmental 2,998,306 9,370,000 7,223,975 -22.9% (2,146,025)
Total Intergovernmental 3,357,125 9,720,000 7,573,975 -22.1% (2,146,025)
Licenses and Permits
Building Permits 1,445,892 1,011,000 521,000 -48.5% (490,000)
Other Licenses and Permits 1,293,657 904,000 944,000 4.4%40,000
Total Licenses And Permits 2,739,549 1,915,000 1,465,000 -23.5% (450,000)
Charges for Services
Planning Fees 356,382 249,000 274,000 10.0%25,000
Building Department Fees 956,138 668,000 617,000 -7.6%(51,000)
Engineering Fees 620,302 434,000 441,000 1.6%7,000
Ambulance Fees 2,752,261 2,521,000 2,584,000 2.5%63,000
Recreation Fees 2,093,196 1,425,000 1,760,000 23.5%335,000
Other Charges or Fees 709,034 1,109,000 550,000 -50.4% (559,000)
Total Charges For Services 7,487,313 6,406,000 6,226,000 -2.8% (180,000)
Fines and Forfeitures 522,814 396,000 406,000 2.5%10,000
Income from Investments and Property 11,978,846 7,517,000 4,879,925 -35.1% (2,637,075)
Interdepartmental Charges 5,047,596 5,052,000 5,181,349 2.6%129,349
Other Revenue Sources 1,711,070 1,558,000 1,269,813 -18.5% (288,187)
Total General Fund 174,141,893$ 172,734,000$ 178,813,062$ 3.5%6,079,062$
B-27
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 2020-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Special Revenue Funds
Affordable Housing
Affordable Housing Fees 537,168$ 248,000$ 140,000$ -43.6% (108,000)$
Property Tax 762,948 520,000 - -100.0% (520,000)
Interest Income 877,998 406,279 345,000 -15.1%(61,279)
Other Revenue 78,553 30,000 30,000 0.0%-
Total Affordable Housing 2,256,667 1,204,279 515,000 -57.2% (689,279)
Agricultural Mitigation Fee
Agricultural Mitigation Fees 227,552 - - 0.0%-
Interest Income 31,969 14,000 15,000 7.1%1,000
Total Agriculutural Mitigation Fee 259,521 14,000 15,000 7.1%1,000
Buena Vista Channel Maintenance
Assessment Fees 70,510 105,000 100,000 -4.8%(5,000)
Interest Income 48,684 20,800 20,000 -3.9%(800)
Total Buena Vista Channel Maintenance 119,194 125,800 120,000 -4.6%(5,800)
Citizens' Option for Public Safety
State Funding (AB3229)256,588 182,318 185,000 1.5%2,682
Interest Income 9,389 2,000 2,000 0.0%-
Total Citizens' Option For Public Safety 265,977 184,318 187,000 1.5%2,682
Community Activity Grants
Interest Income 37,980 15,000 15,000 0.0%-
Total Community Activity Grants 37,980 15,000 15,000 0.0%-
Community Development Block Grant
Federal Grant 742,101 1,551,030 520,000 -66.5% (1,031,030)
Interest Income 1,135 - 500 0.0%500
Other Revenue 216,218 - - 0.0%-
Total Community Dev. Block Grant 959,454 1,551,030 520,500 -66.4% (1,030,530)
Cultural Arts Donations
Donations 58,828 58,342 43,000 -26.3%(15,342)
Interest Income 10,357 2,725 3,200 17.4%475
Total Cultural Arts Donations 69,185 61,067 46,200 -24.4%(14,867)
Flower Fields Grant Program
Interest Income 9,757 - - 0.0%-
Total Flower Fields Grant Program 9,757 - - 0.0%-
Habitat Mitigation Fee
Mitigation Fees 29,071 16,000 15,000 -6.3%(1,000)
Interest Income 2,007 230 - -100.0%(230)
Total Habitat Mitigation Fee 31,078 16,230 15,000 -7.6%(1,230)
B-28
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 2020-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Special Revenue Funds - Continued
Library And Arts Endowment Fund
Interest Income 9,143 2,244 3,000 33.7%756
Total Library And Arts Endowment Fund 9,143 2,244 3,000 33.7%756
Library Gifts/Bequests
Gifts and Bequests 339,291 241,677 164,000 -32.1%(77,677)
Interest Income 51,128 12,318 14,100 14.5%1,782
Total Library Gifts/Bequests 390,419 253,995 178,100 -29.9%(75,895)
Lighting And Landscaping District 2
Assessment Fees 625,925 638,000 648,300 1.6%10,300
Interest Income 139,771 56,000 54,000 -3.6%(2,000)
Total Lighting And Landscaping Dist. 2 765,696 694,000 702,300 1.2%8,300
Local Cable Infrastructure Fund
Cable Fees 308,090 285,000 285,000 0.0%-
Interest Income 30,810 11,000 10,000 -9.1%(1,000)
Total Local Cable Infrastructure Fund 338,900 296,000 295,000 -0.3%(1,000)
Median Maintenance
Assessment Fees 351,656 350,000 365,000 4.3%15,000
Other 552,817 700,000 950,000 35.7%250,000
Total Median Maintenance 904,473 1,050,000 1,315,000 25.2%265,000
Parking In Lieu
Parking In Lieu Fees 147,180 - - 0.0%-
Interest Income 39,121 17,064 15,358 -10.0%(1,706)
Total Parking In Lieu 186,301 17,064 15,358 -10.0%(1,706)
Police Asset Forfeiture
Asset Forfeitures 237,478 5,000 14,000 180.0%9,000
Interest Income 11,733 2,000 2,000 0.0%-
Total Police Asset Forfeiture 249,211 7,000 16,000 128.6%9,000
Public Safety Grants
Federal Grant 143,094 233,939 - -100.0% (233,939)
Total Police Grants 143,094 233,939 - -100.0% (233,939)
Recreation Donations
Donations 45,364 6,000 82,000 1266.7%76,000
Interest Income 10,344 2,235 4,223 89.0%1,988
Total Recreation Donations 55,708 8,235 86,223 947.0%77,988
B-29
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 2020-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Special Revenue Funds - Continued
Rental Assistance
Federal Grant 7,496,947 8,644,524 7,480,000 -13.5% (1,164,524)
Other Revenue 178,430 255,600 68,000 -73.4% (187,600)
Total Rental Assistance 7,675,377 8,900,124 7,548,000 -15.2% (1,352,124)
Senior Donations
Donations 4,917 6,000 6,000 0.0%-
Interest Income 11,501 5,000 6,000 20.0%1,000
Other Revenue 8,103 - 8,000 0.0%8,000
Total Senior Donations 24,521 11,000 20,000 81.8%9,000
Street Lighting
Assessment Fees 733,743 735,000 740,000 0.7%5,000
Other Revenue 168,321 154,266 141,051 -8.6%(13,215)
Interest Income 94,699 35,000 35,000 0.0%-
Total Street Lighting 996,763 924,266 916,051 -0.9%(8,215)
Street Tree Maintenance
Assessment Fees 465,371 465,000 470,000 1.1%5,000
Other Revenue 400,707 - 240,000 0.0%240,000
Total Street Tree Maintenance 866,078 465,000 710,000 52.7%245,000
Tyler Court Apartments
Rental Income 552,480 600,000 641,891 7.0%41,891
Other Revenue 7,625 2,500 2,509 0.4%9
Interest Income (86) 12 - -100.0%(12)
Total Tyler Court Apartments 560,019 602,512 644,400 7.0%41,888
Total Special Revenue Funds 17,174,516$ 16,637,103$ 13,883,132$ -16.6% (2,753,971)$
B-30
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 2020-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Enterprise Funds
Water Operations
Water Sales 26,283,507$ 27,496,504$ 28,046,435$ 2.0%549,931$
Ready-to-Serve charge 12,103,128 12,290,845 12,536,662 2.0%245,817
Property Tax 4,204,447 3,628,154 3,680,499 1.4%52,345
New Account Charges 123,168 132,416 132,416 0.0%-
Back-Flow Program Fees 165,813 138,859 138,859 0.0%-
Penalty Fees 202,884 3,000 104,651 3388.4%101,651
Interest Income 1,137,240 374,898 374,897 0.0%(1)
Engineering Overhead 46,691 35,000 40,000 14.3%5,000
Service Connection Fees 57,358 42,600 42,600 0.0%-
Other Revenue 286,909 380,826 369,436 -3.0%(11,390)
Total Water Operations 44,611,145 44,523,102 45,466,455 2.1%943,353
Recycled Water Operations
Water Sales 6,223,138 6,770,361 6,860,887 1.3%90,526
Ready-to-Serve charge 1,187,012 1,203,743 1,209,771 0.5%6,028
Interest Income 41,194 (23,389) (23,389) 0.0%-
Other Revenue 111,440 21,356 25,577 19.8%4,221
Total Recycled Water Operations 7,562,784 7,972,071 8,072,846 1.3%100,775
Wastewater Operations
Service Charges 13,763,966 13,372,679 13,773,859 3.0%401,180
Misc. Sewer 23,958 7,890 - -100.0%(7,890)
Engineering Overhead 33,377 15,931 15,931 0.0%-
Penalty Fees 60,798 - 30,399 0.0%30,399
Interest Income 374,741 75,000 75,000 0.0%-
Other Revenue 66,272 211,628 68,672 -67.6% (142,956)
Total Wastewater Operations 14,323,112 13,683,128 13,963,861 2.1%280,733
Solid Waste Management
Recycling Fees (AB939)403,239 290,000 300,000 3.5%10,000
Penalty Fees 39,238 - 20,000 0.0%20,000
Trash Surcharge 3,120,429 3,000,000 3,000,000 0.0%-
Interest Income 497,353 182,080 185,080 1.7%3,000
Other Revenue 437,499 448,738 564,347 25.8%115,609
Total Solid Waste Management 4,497,758 3,920,818 4,069,427 3.8%148,609
Golf Course Operations
Charges for Services 6,558,857 7,709,022 7,400,000 -4.0% (309,022)
Interest Income 34,755 8,300 4,000 -51.8%(4,300)
Other Revenue 149,855 74,800 135,000 80.5%60,200
Total Golf Course Operations 6,743,467 7,792,122 7,539,000 -3.3% (253,122)
Total Enterprise Funds 77,738,266$ 77,891,241$ 79,111,589$ 1.6%1,220,348$
B-31
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 2020-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Internal Service Funds
Workers' Compensation
Interdepartmental Charges 3,455,136$ 1,880,930$ 4,524,730$ 140.6% 2,643,800$
Interest Income 448,532 190,000 215,000 13.2%25,000
Other Revenue 190,508 1,834,163 15,000 -99.2% (1,819,163)
Total Workers' Compensation 4,094,176 3,905,093 4,754,730 21.8%849,637
Risk Management
Interdepartmental Charges 2,195,820 2,309,460 3,306,080 43.2%996,620
Interest Income 162,698 65,000 75,000 15.4%10,000
Other Revenue 28,856 47,950 20,000 -58.3%(27,950)
Total Risk Management 2,387,374 2,422,410 3,401,080 40.4%978,670
Vehicle Maintenance
Interdepartmental Charges 2,852,757 3,500,050 3,291,562 -6.0% (208,488)
Interest Income 21,840 8,199 9,000 9.8%801
Other Revenue 46,345 8,093 40,000 394.3%31,907
Total Vehicle Maintenance 2,920,942 3,516,342 3,340,562 -5.0% (175,780)
Vehicle Replacement
Interdepartmental Charges 2,366,412 2,192,070 3,881,885 77.1% 1,689,815
Interest Income 602,631 350,000 350,000 0.0%-
Other Revenue 50,090 137,937 80,000 -42.0%(57,937)
Total Vehicle Replacement 3,019,133 2,680,007 4,311,885 60.9%1,631,878
Information Technology
Interdepartmental Charges 13,275,060 12,379,451 14,752,389 19.2% 2,372,938
Interest Income 296,030 108,000 108,000 0.0%-
Other Revenue 47,417 48,000 - -100.0%(48,000)
Total Information Technology 13,618,507 12,535,451 14,860,389 18.6%2,324,938
Total Internal Service Funds 26,040,132$ 25,059,303$ 30,668,646$ 22.4%5,609,343$
Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 5,006,144 4,000,000 1,060,000 -73.5% (2,940,000)
Interest Income 105,205 127,400 18,000 -85.9% (109,400)
Total Successor Agency Housing Fund 5,111,349 4,127,400 1,078,000 -73.9% (3,049,400)
Total Trust Funds 5,111,349$ 4,127,400$ 1,078,000$ -73.9% (3,049,400)$
Total Operating Funds 300,206,156$ 296,449,047$ 303,554,429$ 2.4%7,105,382$
B-32
SCHEDULE OF BUDGET EXPENDITURES
2020-21 Change as %
2018-19 2019-20 Estimated 2020-21 2021-22 of 2020-21
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund
Policy And Leadership Group
City Council 453,386$ 466,528$ 535,532$ 586,317$ 649,975$ 10.9%
City Attorney 1,751,649 1,910,060 1,981,318 1,987,318 2,037,136 2.5%
City Clerk 1,013,027 1,126,417 1,190,810 1,263,159 1,300,469 3.0%
City Manager 2,329,708 2,574,961 2,065,119 2,153,294 2,112,097 -1.9%
City Treasurer 212,225 215,784 227,235 244,090 250,752 2.7%
Community Outreach And Engagement 1,602,350 1,651,700 1,692,761 1,692,761 1,771,173 4.6%
Total Policy And Leadership Group 7,362,345 7,945,450 7,692,775 7,926,939 8,121,602 2.5%
Administrative Services
Administration - - - - 568,883 100%
Finance 5,195,794 5,617,702 5,750,000 5,989,716 5,632,387 -6.0%
Human Resources 3,561,005 4,302,513 4,374,700 5,010,104 4,959,011 -1.0%
Innovation and Economic Development 673,700 1,097,395 1,129,110 1,131,877 1,264,626 11.7%
Total Administrative Services 9,430,499 11,017,610 11,253,810 12,131,697 12,424,907 2.4%
Community Services
Community Services Administration - - 500,000 581,849 656,221 12.8%
Community Development 10,692,924 10,328,444 10,767,000 10,781,168 10,502,061 -2.6%
Housing & Homeless Services - - - - 5,901,431 100%
Library And Cultural Arts 12,969,709 13,030,148 12,353,998 13,291,868 13,780,555 3.7%
Parks And Recreation 17,165,407 17,584,182 16,304,411 17,993,237 19,159,380 6.5%
Total Community Services 40,828,040 40,942,774 39,925,409 42,648,122 49,999,648 17.2%
Public Safety
Fire 24,017,515 25,620,353 28,882,000 27,173,120 33,521,412 23.4%
Police 39,009,548 44,841,600 44,041,378 44,593,457 48,756,017 9.3%
Total Public Safety 63,027,063 70,461,953 72,923,378 71,766,577 82,277,429 14.6%
Public Works
Public Works Administration 1,626,845 1,768,613 1,787,962 1,786,198 1,941,613 8.7%
Construction Management & Inspection 2,575,598 2,944,509 2,717,631 2,893,903 2,990,665 3.3%
Environmental Management 669,711 758,852 780,799 808,946 1,282,225 58.5%
Facilities 5,058,965 5,537,243 5,309,605 5,862,683 6,555,934 11.8%
Transportation 6,877,759 7,583,250 7,920,763 7,410,972 8,405,466 13.4%
Total Public Works 16,808,878 18,592,467 18,516,760 18,762,702 21,175,903 12.9%
Miscellaneous Non-Departmental Expenditures
Community Contributions 11,213 7,983 3,000 - - -
Dues & Subscriptions 51,688 71,519 75,000 75,000 80,000 6.7%
Legal Services 793,094 697,114 670,000 750,000 1,200,000 60.0%
Professional Services 39,830 39,195 35,000 42,000 42,000 0.0%
Other Miscellaneous Expenditures 738,439 3,860,320 8,557,922 - - -
Personnel Related 149,563 152,582 200,000 284,000 850,000 199.3%
COVID-related - 910,211 1,432,000 - - -
Property Tax & Other Administration 660,633 658,895 725,000 725,000 750,000 3.4%
Total Miscellaneous Non-Departmental Expenditures 2,444,460 6,397,819 11,697,922 1,876,000 2,922,000 55.8%
B-33
SCHEDULE OF BUDGET EXPENDITURES
2020-21 Change as %
2018-19 2019-20 Estimated 2020-21 2021-22 of 2020-21
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund - Continued
Transfers
Transfer to General Capital Construction Fund -$ 5,111,500$ 4,500,000$ 4,500,000$ 5,353,000$ 19.0%
Transfer to Infrastructure Replacement Fund 10,681,000 5,111,500 4,500,000 1,000,000 5,353,000 435.3%
Transfer from Infrastructure Replacement Fund - - - - (5,070,000) -
Transfer To LLD#1 (Medians & Trees)775,000 950,000 700,000 700,000 1,190,000 70.0%
Transfer To Storm Water Program 219,274 303,052 312,000 309,000 322,000 4.2%
Other Miscellaneous Transfers 1,500,000 2,090,114 - 500,000 - -100.0%
Total Transfers 13,175,274 13,566,166 10,012,000 7,009,000 7,148,000 2.0%
Total Miscellaneous Non-Departmental 15,619,734 19,963,985 21,709,922 8,885,000 10,070,000 13.3%
Subtotal General Fund 153,076,559 168,924,239 172,022,054 162,121,037 184,069,489 13.5%
Contingencies - - 1,076,000 1,500,000 500,000 -66.7%
Total General Fund 153,076,559$ 168,924,239$ 173,098,054$ 163,621,037$ 184,569,489$ 12.8%
Special Revenue Funds
Affordable Housing 704,106$ 868,053$ 5,034,479$ 880,698$ 811,197$ -7.9%
Agricultural Mitigation Fee 149,893 - - - - -
Buena Vista Channel Maintenance 135,419 71,738 116,298 195,245 195,245 0.0%
Citizens' Option For Public Safety 236,881 247,072 216,877 253,937 266,106 4.8%
Community Activity Grants - - - 30,000 30,000 0.0%
Community Development Block Grant 509,402 324,153 1,432,925 655,643 638,299 -2.6%
Cultural Arts Donations 29,920 29,510 122,385 122,385 131,750 7.7%
Flower Fields Grant Program 50,000 943,272 - - - -
Habitat Mitigation Fee 3,637 1,115,129 - - - -
Library And Arts Endowment Fund 1,493 - 6,000 6,000 6,000 0.0%
Library Gifts/Bequests 301,371 217,268 426,910 426,910 384,270 -10.0%
Lighting And Landscaping District 2 253,519 353,503 375,750 354,681 376,001 6.0%
Local Cable Infrastructure Fund 270,649 207,119 351,000 351,000 345,000 -1.7%
Median Maintenance 960,502 1,077,147 1,026,490 1,221,612 1,369,415 12.1%
Parking In Lieu 46,102 47,547 50,000 50,000 50,000 0.0%
Police Asset Forfeiture 25,600 122,365 65,000 316,000 170,000 -46.2%
Public Safety Grants 566,987 170,871 233,939 - - -
Recreation Donations 47,518 28,289 37,957 98,700 82,591 -16.3%
Rental Assistance 7,479,464 7,832,253 8,549,196 7,723,066 7,898,443 2.3%
Senior Donations 105,492 20,592 13,200 104,500 79,600 -23.8%
Street Lighting 754,086 633,162 700,774 967,581 971,246 0.4%
Street Tree Maintenance 658,389 575,205 646,999 877,810 943,555 7.5%
Tyler Court Apartments 560,568 497,143 430,000 608,388 640,987 5.4%
Total Special Revenue Funds 13,290,430 14,884,248 19,836,179 15,244,156 15,389,705 1.0%
B-34
SCHEDULE OF BUDGET EXPENDITURES
2020-21 Change as %
2018-19 2019-20 Estimated 2020-21 2021-22 of 2020-21
Department Actuals Actuals Expenditures Budget Budget Budget
Enterprise Funds
Water Operations 42,715,366$ 45,759,077$ 46,415,851$ 46,126,865$ 47,821,220$ 3.7%
Recycled Water Operations 9,342,838 9,687,430 10,465,809 10,583,658 10,103,790 -4.5%
Wastewater Operations 18,534,329 12,872,742 15,425,941 15,235,755 16,057,473 5.4%
Solid Waste Management 3,926,108 4,468,965 4,627,337 5,022,951 5,183,474 3.2%
Golf Course Operations 7,794,389 7,033,434 6,340,807 6,571,000 7,231,000 10.0%
Total Enterprise Funds 82,313,030 79,821,648 83,275,745 83,540,229 86,396,957 3.4%
Internal Service Funds
Workers' Compensation 5,411,518 3,707,498 1,958,347 3,664,554 3,933,699 7.3%
Risk Management 2,181,589 2,508,452 3,070,964 2,684,739 3,207,702 19.5%
Self-Insured Benefits 382,552 66,103 1,834,163 1,920,163 - -100.0%
Vehicle Maintenance 2,844,293 2,914,153 2,870,502 3,296,304 3,516,373 6.7%
Vehicle Replacement 2,067,034 3,599,851 795,000 3,779,298 4,546,033 20.3%
Information Technology 12,433,677 9,351,645 16,057,443 13,567,910 14,369,778 5.9%
Total Internal Service Funds 25,320,663 22,147,702 26,586,419 28,912,968 29,573,585 2.3%
Trust Funds
Successor Agency Housing Fund 1,769,568 1,213,597 1,049,406 1,933,523 1,067,495 -44.8%
Total Trust Funds 1,769,568 1,213,597 1,049,406 1,933,523 1,067,495 -44.8%
Total Operating Funds 275,770,250$ 286,991,434$ 303,845,803$ 293,251,913$ 316,997,231$ 8.1%
C-1
PUBLIC SAFETY
The City of Carlsbad’s public safety
services create and maintain a safe
community for all who live, work
and play in our city. This important
work is carried out by the dedicated
men and women of the Police and
Fire departments. Highly specialized
divisions cover all aspects of modern
law enforcement, fire prevention,
response and recovery, emergency
medical services, and emergency
preparedness and operations.
We are proud to serve the City of
Carlsbad community, working in
partnership to deliver on the city
mission at the highest possible level,
every day.
Michael Calderwood
Fire Chief
760-931-2141
FireMail@carlsbadca.gov
Neil Gallucci
Chief of Police
760 931-2100
police@carlsbadca.gov
C-2
afet
C-3
PUBLIC SAFETY |
FIRE DEPARTMENT
Account: 0012210-0012260 Fund: General
ABOUT
The Fire Department is an all-hazard first responder agency safeguarding lives, property, and the
environment through 24-hour fire, rescue, marine safety, and emergency medical services. The
department is separated into three bureaus: Emergency Operations, Emergency Preparedness and
Fire Prevention. Each bureau is committed to serving the community through prevention,
preparation, response and recovery.
SERVICES
• Extinguish structure and wildland fires
• Deliver emergency medical services
• Perform high-risk technical search and rescues
• Organize response and support operations for natural or man-made disasters
• Deploy SWAT medics to support the Police Department and other law enforcement agencies
• Maintain year-round lifeguard services from Oak Avenue to northern city border
• Manage Emergency Operations Center (EOC) facility, staffing, equipment and supplies to
ensure incident response readiness
• Disseminate public emergency notifications
• Conduct large-scale emergency evacuations
• Administer citywide preparedness training and exercises and update preparedness plans
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 12,588,773$ 13,153,994$ 14,192,450$ 16,999,835$
Retirement Benefits 3,774,944 4,300,847 4,171,640 4,691,363
Health Insurance 1,294,516 1,429,979 1,699,188 2,219,351
Other Personnel Expenses 889,583 1,123,689 799,339 1,634,029
Personnel Services Subtotal 18,547,816 20,008,509 20,862,617 25,544,578
Operating Expenses
Professional & Contract Services 1,484,350 1,580,819 1,659,080 1,794,255
Supplies & Materials 1,011,163 961,736 791,531 1,151,247
Repair & Maintenance 73,609 64,630 79,600 75,360
Interdepartmental Charges 2,363,903 2,197,374 3,169,984 3,837,054
Other Operating Expenses 294,330 282,528 225,308 240,918
Capital Outlay 242,344 524,757 385,000 878,000
Operating Expenses Subtotal 5,469,699 5,611,844 6,310,503 7,976,834
TOTAL EXPENDITURES 24,017,515$ 25,620,353$ 27,173,120$ 33,521,412$
Full Time Positions 92.00 97.75 97.75 111.00
Hourly/FTE Positions 5.50 5.50 5.50 10.00
C-4
• Coordinate Carlsbad Community Emergency Response Team volunteer program
• Lead Carlsbad Emergency Management Administrative Team
• Represent the city in Unified San Diego County Emergency Services Organization
• Co-chair Ready Carlsbad Business Alliance Committee of Carlsbad Chamber of Commerce
• Oversee Hazard Reduction Program with identification and abatement of brush fire hazards
• Review code compliance on construction plan submittals
• Complete construction inspections for new buildings and remodeling projects
• Provide code compliance inspections for schools, care facilities, hotels, motels, apartment
complexes and hazardous materials handling facilities
• Investigate suspicious or large loss fires for cause and origin
• Offer Fire Explorer Program for high school and college age students
• Promote public safety outreach and education programs across all bureaus
• Engage the community using the Carlsbad Fire Department Instagram page
RECENT ACCOMPLISHMENTS
Emergency Operations
• Provided mutual aid assistance to record-breaking wildfires across the state
• Developed North Zone Technical Rescue Team with neighboring fire agencies
• Deployed SWAT medics to support civil unrest and protests
• Created civil unrest policy used by North Zone fire agencies
• Partnered with the Police Department to implement new Lagoon Safety Program
• Built and installed Lifeguard Tower 4 on North Beach
• Converted manual data collection of daily aquatic activities to electronic process
• Constructed trailer near Dove Library as temporary Fire Station 2 during rebuild phase
• Formed COVID-19 Task Force to address city personnel needs and concerns
• Joined local fire and health agencies to develop a COVID-19 vaccine distribution program
• Established point of distribution location in Carlsbad to administer COVID-19 vaccinations
• Mobilized teams to administer COVID-19 vaccinations at long term care facilities
• Replaced all EKG monitors used on standard suppression apparatus
• Purchased and outfitted new aerial ladder truck, fire engine and staff vehicles
• Submitted regional grant application to replace Very High Frequency portable radios
• Applied for CARES Act Provider Relief Funds
• Automated emergency medical services patient satisfaction survey
• Replicated servers for record management systems to advance fire incident analytics
• Streamlined online electronic application process for Fire Explorer Program
• Facilitated working group to evaluate mission, vision and values statements
Emergency Preparedness
• Conducted yearlong EOC operations in support of COVID-19 mitigation and response
• Assumed Incident Command and facilitated policy group coordination for COVID-19
• Compiled daily COVID-19 data for use by city leadership and other departments
• Distributed face masks and additional PPE supplies to community members and businesses
• Coordinated Park Fire incident response support and evacuations
• Activated EOC operations in support of severe winter weather flooding
• Developed virtual EOC capability for off-site incident response support coordination
• Updated Emergency Operations and Continuity of Operations Plans
• Represented city at regional-level natural disaster conferences
C-5
Fire Prevention
• Procured new software program to manage state-mandated annual fire inspection program
• Implemented administrative citation program to help ensure adherence to all fire codes
• Partnered with Red Cross to install and test smoke alarms in Carlsbad homes
• Transformed previous fire code webpage into new fire permit resource library
• Created various social media campaigns promoting fire safety tips
GOALS | OBJECTIVES | PRIORITIES
Emergency Operations
• Adopt best practice-based response time policy by type of risk
• Implement Standard of Cover recommendations
• Deploy two additional rescue ambulances
• Modify medical priority dispatching to help improve resource availability and response times
• Cultivate Emergency Medical Technician Program
• Convert office into bedroom at Fire Station 6
• Acquire property for new fire station
• Revise Lifeguard Policy and Procedural Manual
• Pursue United Lifesaving Association Lifeguard Program Accreditation
• Oversee ambulance service fee study
• Advance wellness programs offering physical, medical, emotional and biometric resources
• Offer specialized NFPA 1582 medical exams addressing firefighter health concerns and safety
• Upgrade regional portable radios no longer supported with parts and repairs
• Enhance situational awareness with fire station digital dashboard
• Provide online payment option for fire record requests
Emergency Preparedness
• Identify COVID-19 mitigation and response lessons learned
• Support virtual EOC capabilities for off-site incident response coordination
• Initiate EOC structural and technology upgrades
• Develop Emergency Operations Plan hazard-specific appendixes and objectives
Fire Prevention
• Expand Hazard Reduction Program to year-round proactive program
• Digitize fire prevention permits, plans and inspections for virtual access and storage
• Form Internal Arson Investigation Program
• Implement results from cost of service study
• Facilitate community-driven strategic plan to help prepare for department accreditation
Service Delivery Benchmark CY 2017 CY 2018 CY 2019 CY 2020
Call to 1st Arrival
Time from request for assistance until first unit on scene
90% performance goal is 07:30 minutes or less 08:48 08:50 08:53 08:38
C-6
PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY
POLICE
• Administration
• Field Operations
• Support Operations
• Professional Services
• Police Grants and Asset Forfeiture
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 18,794,827$ 22,752,120$ 23,684,866$ 24,974,039$
Retirement Benefits 6,292,156 7,281,652 7,027,746 7,408,450
Health Insurance 2,064,894 2,403,416 2,652,679 2,948,776
Other Personnel Expenses 1,493,533 1,954,328 1,505,739 3,084,193
Personnel Services Subtotal 28,645,410 34,391,516 34,871,030 38,415,458
Operating Expenses
Professional & Contract Services 2,091,636 1,882,137 2,365,997 1,824,038
Supplies & Materials 1,449,527 817,644 541,333 479,273
Repair & Maintenance 167,402 223,380 239,059 291,920
Interdepartmental Charges 5,595,529 6,648,956 6,687,982 7,730,391
Other Operating Expenses 597,059 523,438 457,993 447,893
Capital Outlay 1,292,453 894,837 - 3,150
Operating Expenses Subtotal 11,193,606 10,990,392 10,292,364 10,776,665
TOTAL EXPENDITURES 39,839,016$ 45,381,908$ 45,163,394$ 49,192,123$
General Fund 39,009,548$ 44,841,600$ 44,593,457$ 48,756,017$
Special Revenue Fund 829,468 540,308 569,937 436,106
TOTAL FUNDING 39,839,016$ 45,381,908$ 45,163,394$ 49,192,123$
Full Time Positions 170.00 184.00 184.00 186.00
Hourly/FTE Positions 2.00 2.00 2.00 2.00
C-7
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATION
Account: 0012110
0012122
Fund: General
ABOUT
The division includes personnel who develop and administer functions and programs that support the
city’s and the Police Department’s statement of values in a manner responsive to the city and its
residents and establish policies and long-range plans to meet department goals and city needs.
SERVICES
• Develop and manage programs that reduce crime, encourage resident participation and
improve community safety
• Assist staff with individual and group development
• Provide support to divisions to assist with meeting goals
RECENT ACCOMPLISHMENTS
• Beginning stages of building remodel for the Police & Fire Headquarters
• Implementation of crisis management training departmentwide
• Participated in police oversight discussion with Communications & Engagement Department
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 566,748$ 821,721$ 548,832$ 784,994$
Retirement Benefits 180,698 220,721 202,369 248,162
Health Insurance 52,288 67,641 55,987 83,327
Other Personnel Expenses 45,856 60,964 39,329 100,331
Personnel Services Subtotal 845,590 1,171,047 846,517 1,216,814
Operating Expenses
Professional & Contract Services 1,066,872 989,252 1,005,741 1,005,741
Supplies & Materials 66,152 53,123 42,800 42,800
Repair & Maintenance 143 10,812 9,540 9,540
Interdepartmental Charges 3,293,977 3,980,129 3,803,103 3,963,301
Other Operating Expenses 288,879 296,796 277,050 269,050
Capital Outlay 566,481 387,738 - -
Operating Expenses Subtotal 5,282,504 5,717,850 5,138,234 5,290,432
TOTAL EXPENDITURES 6,128,094$ 6,888,897$ 5,984,751$ 6,507,246$
Full Time Positions 5.00 6.00 5.00 6.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-8
GOALS | OBJECTIVES | PRIORITIES
• Respond to increasing demands with population growth and new dwellings in the city
• Enhance information technology to improve service levels and increase efficiency
• Collaborate with other departments, cities, agencies and community groups
• Innovate using technology to provide the most efficient and effective service
• Use social media to engage the community
C-9
PUBLIC SAFETY |
POLICE DEPARTMENT: FIELD OPERATIONS
Account: 0012115-2121
0012123-2125
Fund: General
ABOUT
The Field Operations Division includes patrol, traffic, canines, lagoon patrol and police rangers. The
Police Department compares its average response time to different priority level calls to the national
average. The national average response time for Priority 1 calls is less than six minutes. The average
response time for Priority 1 calls in the City of Carlsbad is 5.2 minutes.
The FBI Index is used to measure crime in the City of Carlsbad. The FBI Index includes homicide, rape,
robbery, aggravated assault, burglary, larceny/theft and motor vehicle theft. In 2020, the city’s
violent crime rate was 1.94 per 1,000 population and the property crime rate was 15.95 per 1,000
population. The county average for violent crime is 3.43 and for property crime is 14.50.
SERVICES
• Respond to calls for emergency and non-emergency services
• Provide emergency services, preventative patrol, traffic enforcement and special
enforcement in the community
• Take reports including crime, arrest, collision, incident, citation and field interviews
• Enforce laws and ordinances, preserve the peace, and provide for the protection of life and
property through proactive programs of enforcement and prevention
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 10,265,590$ 12,465,034$ 13,117,430$ 14,026,507$
Retirement Benefits 3,669,292 4,363,257 4,092,542 4,367,113
Health Insurance 1,115,760 1,282,302 1,426,334 1,650,258
Other Personnel Expenses 814,781 1,067,474 815,795 1,661,386
Personnel Services Subtotal 15,865,423 19,178,067 19,452,101 21,705,264
Operating Expenses
Professional & Contract Services 562,647 383,518 441,562 452,713
Supplies & Materials 463,771 285,787 136,715 145,870
Repair & Maintenance 27,886 21,700 21,500 21,500
Interdepartmental Charges 1,727,007 2,020,193 2,181,479 2,994,818
Other Operating Expenses 131,217 120,622 98,600 101,750
Capital Outlay 175,460 492,153 - 3,150
Operating Expenses Subtotal 3,087,988 3,323,973 2,879,856 3,719,801
TOTAL EXPENDITURES 18,953,411$ 22,502,040$ 22,331,957$ 25,425,065$
Full Time Positions 95.00 97.00 99.50 102.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-10
Police Activity CY2016 CY2017 CY2018 CY2019 CY2020
Police Activities/Calls for Service 84,858 90,760 99,562 112,323 110,448
Number of Cases 8,884 8,643 8,705 8,774 8,222
9-1-1 Calls 27,410 29,144 32,509 33,061 31,642
Total Phone Calls 145,944 149,715 156,488 157,587 162,055
RECENT ACCOMPLISHMENTS
• Reduced response time for Priority 1 calls from 5.50 to 5.20 minutes
• Average response time
o Priority 1: 5.2 minutes
o Priority 2: 15.35 minutes
o Priority 3: 21.95 minutes
GOALS | OBJECTIVES | PRIORITIES
• Utilize new and existing resources to address complaints and quality of life issues
• Address traffic complaints for the city’s special events and partner with outside agencies to
increase security and awareness
• Continue to work on department’s technology foundation to be more effective and efficient,
acquire more timely and accurate data, and support a data-driven approach to policing
• Develop and implement a new computer aided dispatch system, including integration with
current and new systems, for effective interoperability
• Continue to respond to all COVID-19 calls for service, referrals from SD211 and department
emails
• Continue converting the patrol fleet to hybrid vehicles to reduce the carbon footprint
C-11
PUBLIC SAFETY |
POLICE DEPARTMENT: SUPPORT OPERATIONS
Account: 0012126-2138
0012142-2145
Fund: General
ABOUT
The Support Operations Division includes the Crime Suppression Team, Homeless Outreach Team,
SWAT Team, Crisis Negotiation Team, Investigations Division, Family Services, Communications and
Records.
SERVICES
• Provide public safety communication including answering 9-1-1 and other calls and
dispatching appropriate emergency personnel
• Provide follow-up investigations leading to the identification and apprehension of persons
responsible for the commission of crimes
• Collect and process evidence collected in the field by police employees
• Provide support to divisions to assist with meeting goals
• Assist in the preservation of all life and ensure a safe resolution to critical incidents
• Investigate and follow up on crime and incident reports as they relate to the family
• Assist in the coordination of diversion, prevention and education activities
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 7,397,833$ 8,770,923$ 9,122,559$ 9,421,936$
Retirement Benefits 2,226,183 2,484,212 2,508,891 2,596,604
Health Insurance 852,256 1,006,231 1,076,865 1,134,731
Other Personnel Expenses 580,590 760,993 594,225 1,225,238
Personnel Services Subtotal 11,056,862 13,022,359 13,302,540 14,378,509
Operating Expenses
Professional & Contract Services 341,137 333,919 690,794 219,584
Supplies & Materials 311,428 188,682 117,900 101,685
Repair & Maintenance 97,563 152,667 157,294 210,155
Interdepartmental Charges 553,978 627,478 667,340 739,416
Other Operating Expenses 125,518 89,170 46,300 41,050
Capital Outlay 15,964 9,538 - -
Operating Expenses Subtotal 1,445,588 1,401,454 1,679,628 1,311,890
TOTAL EXPENDITURES 12,502,450$ 14,423,813$ 14,982,168$ 15,690,399$
Full Time Positions 65.00 77.00 73.50 73.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
C-12
CY2016 CY2017 CY2018 CY2019 CY2020
Violent Crime Clearance Rate 55% 48% 46% 58% 61%
Property Crime Clearance Rate 15% 10% 11% 12% 11%
RECENT ACCOMPLISHMENTS
• Responded to 4,597 transient-related calls for service
• Recovered 132 stolen vehicles through the use of automated license plate readers
• Decreased Part I Crimes by 11% from 2019
GOALS | OBJECTIVES | PRIORITIES
• Reduce the homeless unsheltered population in line with City Council goals
C-13
PUBLIC SAFETY |
POLICE DEPARTMENT: PROFESSIONAL SERVICES
Account: 0012140 Fund: General
ABOUT
The Professional Services Division supports the Police Department in the form of training, internal
affairs, professional standards, and personnel recruitment and hiring.
SERVICES
• Recruit new employees, organize testing programs and conduct Police Officer Standards
and Training and mandated pre-employment investigations
• Establish, maintain and enforce department professional standards and coordinate all
department training
• Investigate resident complaints
• Provide information to the media to inform the public regarding crime activity in the city
• Help improve the quality of life for city residents through crime prevention awareness and
education, and help reduce the fear of crime through the dissemination of information
RECENT ACCOMPLISHMENTS
• Implemented new software through the LEFTA/Pass program to track Racial and Identity
Profiling Act data as well as Internal Affairs investigations and background checks
• Digitized all paper files within the Professional Standards Bureau
• Created a web-based system for documenting vehicle damages and pursuits
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 445,218$ 503,843$ 761,390$ 605,257$
Retirement Benefits 179,860 176,752 187,405 159,444
Health Insurance 37,586 40,062 82,746 67,863
Other Personnel Expenses 50,208 53,656 48,154 80,661
Personnel Services Subtotal 712,872 774,313 1,079,695 913,225
Operating Expenses
Professional & Contract Services 120,637 115,827 76,900 86,000
Supplies & Materials 507,345 95,531 73,918 73,918
Repair & Maintenance - 6,701 5,725 5,725
Interdepartmental Charges 20,567 17,628 32,300 28,396
Other Operating Expenses 28,011 16,850 26,043 26,043
Capital Outlay 3,683 - - -
Operating Expenses Subtotal 680,243 252,537 214,886 220,082
TOTAL EXPENDITURES 1,393,115$ 1,026,850$ 1,294,581$ 1,133,307$
Full Time Positions 4.00 3.00 5.00 4.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
C-14
PUBLIC SAFETY |
POLICE DEPARTMENT: POLICE GRANTS AND ASSET FORFEITURE
Account: 121-122
123
124
Fund: Special Revenue-Asset Forfeiture
Special Revenue-COPS Fund
Special Revenue-Public Safety Grants
ABOUT
Police grants include federal and state asset forfeiture, the Citizens’ Option for Public Safety, the
Justice Assistance Grant, and the Urban Areas Security Initiatives Program.
SERVICES
• Grants are used to purchase police equipment, supplement staffing costs and assist with
training
RECENT ACCOMPLISHMENTS
• Used the Citizens’ Option for Public Safety grant to fund one full-time sworn officer position
• Received $47,395 from the Coronavirus Emergency Supplemental Funding Program for fiscal
year 2020-21 which was used to pay for cleaning supplies, personal protective equipment
and disinfecting services
GOALS | OBJECTIVES | PRIORITIES
• Continue to seek grant funding for necessary equipment
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 119,438$ 190,599$ 134,655$ 135,345$
Retirement Benefits 36,123 36,710 36,539 37,127
Health Insurance 7,004 7,180 10,747 12,597
Other Personnel Expenses 2,098 11,241 8,236 16,577
Personnel Services Subtotal 164,663 245,730 190,177 201,646
Operating Expenses
Professional & Contract Services 343 59,621 151,000 60,000
Supplies & Materials 100,818 194,521 170,000 115,000
Repair & Maintenance 25,600 31,500 45,000 45,000
Interdepartmental Charges - 3,528 3,760 4,460
Other Operating Expenses 11,000 - 10,000 10,000
Capital Outlay 527,044 5,408 - -
Operating Expenses Subtotal 664,805 294,578 379,760 234,460
TOTAL EXPENDITURES 829,468$ 540,308$ 569,937$ 436,106$
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
D-1
PUBLIC WORKS
Public Works is responsible for planning,
providing and maintaining the
infrastructure that supports a high
quality of life in the City of Carlsbad.
From buildings and vehicles, to roads and
habitat, to safe, reliable water supplies
and more — Public Works oversees
responsible and sustainable management
practices for a wide variety of city assets.
This includes administration of the
Capital Improvement Program, a 15-year
plan that encompasses road and traffic
improvements; storm drain systems;
major facilities maintenance, repairs and
renovation; water and wastewater
infrastructure; construction of civic
buildings and other infrastructure
projects. Public Works plays a key role in
promoting environmental sustainability,
enhancing transportation options and
protecting public health and safety.
Paz Gomez
Deputy City Manager, Public Works
760-602-2751
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 Construction Management & Inspection, Facilities & Fleet,
Environmental Management, Transportation and Utilities. It provides administrative support services
with a focus on strategic alignment to the Carlsbad Community Vision and City Council goals.
SERVICES
Functional areas include leadership and management support, operating budget oversight, CIP
oversight, business systems and technology support, outreach and community engagement, contract
administration, and records management.
RECENT ACCOMPLISHMENTS
• Transitioned to a new software provider for the Carlsbad Connects app, which replaced the
former @YourService app, an application in which the public and city departments can
submit requests for public works services
• Improved effectiveness and access to online analytics for departments to better manage
workload, assets and costs using the Tableau server, in partnership with Innovation &
Economic Development
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 756,799$ 869,253$ 900,061$ 961,907$
Retirement Benefits 270,303$ 192,616$ 204,459$ 212,352$
Health Insurance 95,929$ 93,826$ 107,431$ 111,713$
Other Personnel Expenses 47,042$ 40,863$ 27,042$ 35,412$
Personnel Services Subtotal 1,170,073$ 1,196,558$ 1,238,993$ 1,321,384$
Operating Expenses
Professional & Contract Services 66,240$ 224,989$ 243,078$ 243,078$
Supplies & Materials 48,330$ 33,999$ 42,139$ 42,139$
Repair & Maintenance 54,831$ 43,340$ 61,087$ 61,087$
Interdepartmental Charges 229,557$ 234,074$ 177,901$ 250,925$
Other Operating Expenses 52,531$ 35,653$ 23,000$ 23,000$
Capital Outlay 5,283$ -$ -$ -$
Operating Expenses Subtotal 456,772$ 572,055$ 547,205$ 620,229$
TOTAL EXPENDITURES 1,626,845$ 1,768,613$ 1,786,198$ 1,941,613$
Full Time Positions 7.65 7.60 7.85 7.85
Hourly/FTE Positions 1.00 1.00 1.00 1.50
D-4
• Developed and implemented a new system to track treatment control best management
practices inspections in compliance with stormwater regulations, in coordination with the
Information Technology Department
• Updated emergency procurement procedures and implemented new contract templates to
facilitate use of federal funding
• Provided administrative support for the Park Fire emergency remediation response
reporting to the County of San Diego and State of California Office of Emergency Services
• Managed communications and outreach activities in support of COVID-19 response as well
as several major CIP projects, such as the Village and Barrio Traffic Circles, citywide water
and recycled water valve replacement program, Recycled Water D-4 Reservoir, Maerkle
Reservoir floating cover replacement, and El Camino Real improvements
• Received three awards from the San Diego and Imperial Counties Chapter of the American
Public Works Association, for the State Street Drainage Project, Maerkle Reservoir Cover
Replacement and Park Fire Response Team
GOALS | OBJECTIVES | PRIORITIES
• Engage in the planning, design and implementation of an enterprise asset management
system
• Engage in the planning, design and implementation of a citywide portfolio project
management system, including CIP project management
• Continue to develop and operationalize formal consultant and contractor performance
evaluation processes
• Continue to update the city’s Engineering Manual and other relevant engineering standards
• Continue implementing a strategy to digitize all Public Works records per the city’s records
retention schedule
• Continue to develop and implement communications and outreach plans to support design
and construction of CIP projects
• Continue to focus on employee coaching, development and training for staff at all levels
throughout the department
D-5
PUBLIC WORKS |
CONSTRUCTION MANAGEMENT & INSPECTION
Account: 00185XX Fund: General
ABOUT
Construction Management & Inspection ensures safe construction of Capital Improvement Program
and private development projects in compliance with legal, regulatory and contractual requirements.
SERVICES
This department manages construction of CIP projects and public works contracts for all city asset
managing departments, inspection and oversight of private development grading, stormwater and
improvements inspection and oversight of all activity in the public right-of-way.
RECENT ACCOMPLISHMENTS
• Implemented COVID-19 safety measures to allow all inspectors and project managers to
operate remotely or semi-remotely while still providing a full range of essential construction
management and inspection services
• Developed and implemented a comprehensive inspection tracking and data management
system following treatment control best management practices
• Provided construction management services on several high-profile CIP projects including:
exterior improvements at City Hall, Palomar Airport Road widening at Paseo del Norte,
Highland Drive and Chinquapin Avenue sewer main replacement, and various traffic calming
projects
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,455,678$ 1,616,877$ 1,530,892$ 1,540,617$
Retirement Benefits 406,788 363,304 382,482 354,060
Health Insurance 198,362 206,541 233,217 253,932
Other Personnel Expenses 73,459 76,561 47,507 60,268
Personnel Services Subtotal 2,134,287 2,263,283 2,194,098 2,208,877
Operating Expenses
Professional & Contract Services 48,518 236,426 323,519 323,519
Supplies & Materials 22,219 21,498 51,732 51,732
Repair & Maintenance 3,447 1,713 6,314 6,314
Interdepartmental Charges 319,284 397,784 303,980 385,963
Other Operating Expenses 45,301 23,186 14,260 14,260
Capital Outlay 2,542 619 - -
Operating Expenses Subtotal 441,311 681,226 699,805 781,788
TOTAL EXPENDITURES 2,575,598$ 2,944,509$ 2,893,903$ 2,990,665$
Full Time Positions 15.40 17.70 15.20 15.20
Hourly/FTE Positions 1.00 1.00 1.00 0.50
D-6
• Coordinated inspection services with the City of Vista for the Buena Sewer Outfall
Improvements Project
• Provided construction inspection services for private development projects such as the
Poinsettia 61 housing development, which included road gap closure of Poinsettia Lane, and
ensured safe work in the right-of-way for 5G communications infrastructure installation
throughout the city
• Maintained stormwater compliance through training, education, outreach and enforcement
actions resulting in zero construction-related notices of violation from the Regional Water
Quality Control Board to date
GOALS | OBJECTIVES | PRIORITIES
• Continue to provide construction management services for high-profile parks,
transportation, water, sewer and storm drain infrastructure projects
• Continue to partner with the City Attorney’s Office and contract administration and
engineering staff to comprehensively update the city’s standard public works contract and
engineering standards to align with the latest edition of the Standard Specifications for
Public Works Construction, the 2021 Greenbook
• Continue to partner with the City Attorney’s Office on development of a contractor
performance evaluation process to improve accountability during construction of a public
works project
• Complete an update of stormwater inspections and compliance procedures
• Continue to develop and implement a certified in-house Qualified Storm Water Pollution
Prevention Plan Developer and Practitioner Program for eligible city staff
• Continue to leverage project management tools and processes to improve efficiency and
effectiveness within the department
D-7
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT: SUMMARY
ENVIRONMENTAL MANAGEMENT
• Environmental Management
• Sustainable Materials
• Watershed Protection
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 808,651$ 1,051,026$ 1,134,137$ 1,146,936$
Retirement Benefits 232,356 227,608 256,293 262,396
Health Insurance 126,756 147,367 166,408 182,971
Other Personnel Expenses 33,951 38,497 36,089 46,921
Personnel Services Subtotal 1,201,714 1,464,498 1,592,927 1,639,224
Operating Expenses
Professional & Contract Services 1,087,582 1,309,916 1,650,911 2,179,279
Supplies & Materials 68,078 169,537 60,130 65,661
Repair & Maintenance 283 32 580 580
Interdepartmental Charges 462,436 499,019 553,391 710,499
Other Operating Expenses 41,259 39,804 18,656 21,121
Capital Outlay 10,077 - - -
Operating Expenses Subtotal 1,669,715 2,018,308 2,283,668 2,977,140
TOTAL EXPENDITURES 2,871,429$ 3,482,806$ 3,876,595$ 4,616,364$
General Fund 669,711$ 758,852$ 808,946$ 1,282,225$
Enterprise Fund 2,201,718 2,723,954 3,067,649 3,334,139
TOTAL FUNDING 2,871,429$ 3,482,806$ 3,876,595$ 4,616,364$
D-8
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT: ENVIRONMENTAL MANAGEMENT
Account: 0015110
0015130
Fund: General
ABOUT
The General Fund portion of the Environmental Management Department budget includes the
Climate Action Plan Division, Habitat Management Plan Division, and coordination of the municipal
component of the National Pollutant Discharge Elimination System Municipal Stormwater Permit.
These programs integrate components of the Environmental and Sustainability Guiding Principles and
support the Carlsbad Community Vision areas of open space and the natural environment,
sustainability and access to recreation and active, healthy lifestyles.
The Climate Action Plan, or CAP, was approved by the City Council in September 2015 with approval
of the General Plan update and amended in May 2020 to include Community Choice Energy. It
contains various measures that are intended to reduce greenhouse gas emissions within the City of
Carlsbad in accordance with California emissions reduction targets. Each measure has specific actions
the city needs to complete, such as implementing ordinances, preparing and implementing plans, and
conducting public outreach and stakeholder involvement.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 244,533$ 291,260$ 316,820$ 305,009$
Retirement Benefits 72,185 68,038 69,813 68,734
Health Insurance 32,642 31,793 35,491 38,654
Other Personnel Expenses 9,130 10,134 9,580 11,954
Personnel Services Subtotal 358,490 401,225 431,704 424,351
Operating Expenses
Professional & Contract Services 264,365 292,711 306,950 751,738
Supplies & Materials 4,756 11,832 5,617 11,807
Repair & Maintenance 20 22 50 50
Interdepartmental Charges 33,134 41,114 58,222 87,011
Other Operating Expenses 8,946 11,948 6,403 7,268
Capital Outlay - - - -
Operating Expenses Subtotal 311,221 357,627 377,242 857,874
TOTAL EXPENDITURES 669,711$ 758,852$ 808,946$ 1,282,225$
Full Time Positions 2.55 2.55 2.65 2.65
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-9
The final Habitat Management Plan, or HMP, was adopted in November 2004. By providing a
regulatory structure that addresses environmental impacts and guidelines pertaining to long-term
habitat management, the plan protects the city’s natural resources while allowing compatible
economic growth through establishment of a citywide preserve system.
The municipal component of the stormwater permit requires the city to inventory municipal facilities,
implement best management practices, conduct inspections of municipal facilities, provide outreach
and training to city staff, and report on these activities in an annual report submitted to the San
Diego Regional Water Quality Control Board.
SERVICES
Climate Action Plan
• Coordinate and oversee CAP implementation through an interdepartmental matrix team
• Collect CAP implementation monitoring data and prepare an annual report
• Coordinate preparation of a communitywide greenhouse gas inventory and forecast on a
biennial basis
• Perform outreach and education related to CAP activities and respond to public inquiries
• Oversee and coordinate implementation of the Home Energy Score Assessment program
and Carlsbad Green Business Network
• Participate in regional groups such as SANDAG Regional Energy Working Group, San Diego
Regional Climate Collaborative, Climate Science Alliance and North Coast Energy Action
Collaborative
• Research and monitor upcoming regulations and activities related to energy initiatives
• Monitor regional climate change preparedness activities
• Coordinate and provide training opportunities
Habitat Management Plan
• Provide leadership and citywide coordination to ensure compliance with Habitat
Management Plan regulations
• Coordinate with the Planning Division on private development projects
• Coordinate with various city departments on CIP projects
• Serve as liaison between city staff and regulatory agencies
• Oversee preserve managers to ensure Habitat Management Plan-compliant biological
management, monitoring and reporting
• Protect threatened and endangered species, such as the coastal California gnatcatcher, Least
Bell’s vireo and vernal pool species, by providing targeted monitoring and management
• Evaluate and enhance wildlife movement throughout the Habitat Management Plan’s
preserve system and coordinate with partners to enhance regional wildlife movement
• Implement educational outreach and a volunteer program to engage the community and
promote an understanding of habitat conservation and land stewardship
• Lead the city’s Ward’s weed eradication, surveillance and habitat restoration program
• Participate regionally in SANDAG’s Environmental Mitigation Program Working Group and
San Diego Management and Monitoring Program
Municipal Storm Water Permit
• Support compliance activities related to municipal facilities including inventory, contract
administration for inspections, training, stormwater pollution prevention plans
D-10
Sustainability Initiatives
• Assist the city in implementing the Sustainability Guiding Principles as resources allow, such
as working with the Chamber of Commerce and Cleantech San Diego
• Coordinate and participate in climate adaptation projects, such as the Batiquitos Lagoon
Resiliency Plan and Safety and Service Center Microgrid Feasibility Study, to support
sustainability of natural and community resources
RECENT ACCOMPLISHMENTS
• Completed Phase 1 of the city’s Ward’s weed eradication program and initiated Phase 2,
which includes surveillance and maintenance
• Fulfilled the HMP Gnatcatcher Core Area credit requirement with the purchase of the
remaining 12.9 acres
• Purchased 15.1-acre Aura Circle property for inclusion into the HMP preserve system
• Served on the Technical Advisory Group for the Connecting Wildlands and Communities
Project and Environmental Mitigation Program Working Group for SANDAG
• Conducted required stormwater inspections at municipal facilities
• Trained staff from various departments and divisions related to the Municipal Stormwater
Permit
• Facilitated data collection from city departments to complete the Jurisdictional Runoff
Management Plan Annual Report
• Launched the State Coastal Conservancy Climate Ready Grant South Carlsbad Boulevard
Climate Adaptation Project
• Presented about CAP implementation at various public meetings including Local
Government Sustainable Energy Coalition’s statewide forum, Statewide Energy Efficiency
Collaboration Forum, and Association of Environmental Professionals Statewide conference
• Registered seven businesses in the Carlsbad Green Business Network
• Joined the California Green Business Network Board of Directors
• Continued coordinating the CAP interdepartmental implementation team and provided
assistance for their respective CAP implementation responsibilities
• Partnered with Carlsbad Chamber of Commerce Green Business Committee to encourage
sustainability initiatives in local businesses
GOALS | OBJECTIVES | PRIORITIES
• Implement inspection program to identify potential threats to native species and habitats
• Coordinate with local and regional stakeholders to monitor, manage and conduct outreach
for shot hole borer and Ward’s weed, which are the highest priority threats to the HMP
preserve system
• Expand volunteer program to protect high priority species and habitats in unmanaged
preserve areas
• Continue implementing wildlife movement program to evaluate and enhance wildlife
movement throughout the city
• Participate in regional collaborations, such as the San Diego Management and Monitoring
Program, Connecting Wildlands and Communities, and SANDAG’s Environmental Mitigation
Program
D-11
• Maintain collaborative relationships with the U.S. Fish and Wildlife Service, California
Department of Fish and Wildlife and California Coastal Commission staff to ensure solutions-
oriented Habitat Management Plan implementation
• Work with city staff to ensure that projects are implemented in a manner consistent with
the Habitat Management Plan
• Improve implementation of municipal stormwater activities citywide with assistance from
Municipal Stormwater Permit contractor
• Work with municipal facility inspection contractor to complete all required inspections
• Initiate a comprehensive CAP update
• Assist the Planning Division with incorporation of climate adaptation strategies in the
General Plan Safety Element update
• Work with city staff and Scripps Institute of Oceanography to implement the State Coastal
Conservancy grant-funded South Carlsbad Boulevard Climate Adaptation Project
• Coordinate with the Facilities & Fleet Department to pursue outside grant funding for
employee and public electric vehicle charging stations at city facilities
• Maintain participation in San Diego Regional Climate Collaborative by serving as an Advisory
Board member
• Maintain state level awareness and presence by serving on the Alliance of Regional
Collaboratives for Climate Adaptation Executive Committee and the California Green
Business Network Board of Directors
• Continue to research grant funding opportunities
D-12
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT: SUSTAINABLE MATERIALS
Account: 520XXXX Fund: Enterprise
ABOUT
This budget includes oversight and coordination of the city’s Sustainable Materials Management
Division. Consistent with the General Plan, this division coordinates the citywide waste reduction and
recycling program to maintain compliance with the numerous state regulations related to diversion
and disposal of solid waste.
The Sustainable Materials Management Division staff oversee the franchise agreement for waste
hauling and recycling services, Palomar Transfer Station agreement for disposal services, composting
service contract, various waste reduction and diversion outreach and education contracts, and
household hazardous waste service contracts.
SERVICES
• Represent the city at meetings with the State of California's Department of Resources
Recycling and Recovery, businesses, residents, regional partners and other stakeholders
• Work with city staff to improve the city’s municipal waste reduction, recycling and waste
diversion program
• Prepare state and county grant applications with the City Council’s approval, appropriate
funds, implement grant activities, track expenses and submit reports
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 157,809$ 228,125$ 267,013$ 277,837$
Retirement Benefits 42,696 46,319 65,346 61,719
Health Insurance 20,708 27,028 37,228 40,560
Other Personnel Expenses 6,277 7,919 8,553 11,340
Personnel Services Subtotal 227,490 309,391 378,140 391,456
Operating Expenses
Professional & Contract Services 548,568 520,799 834,447 834,447
Supplies & Materials 58,985 152,884 34,472 35,013
Repair & Maintenance - - - -
Interdepartmental Charges 108,575 115,212 136,411 217,584
Other Operating Expenses 18,084 14,731 3,433 3,833
Capital Outlay 4,992 - - -
Operating Expenses Subtotal 739,204 803,626 1,008,763 1,090,877
TOTAL EXPENDITURES 966,694$ 1,113,017$ 1,386,903$ 1,482,333$
Full Time Positions 1.80 2.80 2.80 2.80
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-13
• Coordinate outreach and education targeted at increasing recycling for residents,
businesses, municipal employees and the public
• Coordinate annual Earth Month and Earth Day celebration events promoting waste diversion
and recycling, including Household Hazardous Waste, composting, and beach cleanup
• Conduct annual rate analysis to determine cost-effective practices
• Prepare and submit required annual recycling, composting, and disposal reports to
CalRecycle as required by SB 1016
• Participate in regional activities with SANDAG Solid Waste Technical Advisory Committee
• Research and actively promote innovative methods to engage businesses and residents to
decrease waste and increase recycling
RECENT ACCOMPLISHMENTS
• Initiated development of a Sustainable Materials Management Implementation Plan
• Worked collaboratively with the Carlsbad Unified School District to assess and improve
waste diversion and recycling practices at all elementary schools
• Developed effective contract management monitoring measures with new contractors,
ensuring accountability and best value for contracted services
• Held the 14th annual grant-funded household hazardous waste event to encourage
residents to properly dispose of hazardous waste
• Participated in food recovery and organics recycling conferences to learn about best
practices for successful program implementation
• Increased outreach and education by developing a multi-family guide, commercial organic
and recycling brochures, and other outreach materials, including social media
• Reviewed special event applications for compliance with recycling and trash best practices
GOALS | OBJECTIVES | PRIORITIES
• Adopt a Sustainable Materials Management Implementation Plan that engages all city
departments in waste reduction and recycling best practices
• Review, prioritize and implement improvements needed based on feedback from CalRecycle
in the mandatory commercial recycling and construction/demolition recycling programs
• Plan, prepare and arrange for a seamless transition to a new franchise hauler for solid waste
collection, disposal and recycling processing, which will become effective on July 1, 2022
• Provide outreach and implement a new solid waste collection program for food waste for
residential and commercial customers
• Monitor newly negotiated waste diversion and recycling programs at Palomar Transfer
Station targeting self-haulers
• Increase waste diversion in the commercial sector by implementing outreach to targeted
high trash-generating businesses with low diversion rates
• Work with the Building Division, Palomar Transfer Station and Waste Management to
increase outreach to construction companies to improve diversion levels of construction and
demolition material
• Continue tracking disposal rate (pounds per person per day) to verify accuracy and/or
adjustments needed
D-14
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT: WATERSHED PROTECTION
Account: 5215110 Fund: Enterprise
ABOUT
This budget includes leadership and stewardship of the city’s resources, specifically protecting our
creeks, lagoons and ocean. The Environmental Management Department’s Watershed Protection
Division coordinates the citywide watershed protection program and helps the city maintain
compliance with the National Pollutant Discharge Elimination System Municipal Stormwater Permit
issued by the San Diego Regional Water Quality Control Board 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 EPA, Regional Board, San Diego County Co-
permittees, Carlsbad Watershed, environmental nonprofit groups and other stakeholders
• Implement a monitoring program to evaluate Municipal Separate Storm Sewer System or
MS4 discharges, including receiving water monitoring, MS4 outfall discharge monitoring,
sediment quality monitoring and various special studies
• Implement a public outreach program to promote behavior changes that reduce the
discharge of pollutants into the MS4 and protect water quality in our receiving waters
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 406,309$ 531,641$ 550,304$ 564,090$
Retirement Benefits 117,475 113,251 121,134 131,943
Health Insurance 73,406 88,546 93,689 103,757
Other Personnel Expenses 18,544 20,444 17,956 23,627
Personnel Services Subtotal 615,734 753,882 783,083 823,417
Operating Expenses
Professional & Contract Services 274,649 496,406 509,514 593,094
Supplies & Materials 4,337 4,821 20,041 18,841
Repair & Maintenance 263 10 530 530
Interdepartmental Charges 320,727 342,693 358,758 405,904
Other Operating Expenses 14,229 13,125 8,820 10,020
Capital Outlay 5,085 - - -
Operating Expenses Subtotal 619,290 857,055 897,663 1,028,389
TOTAL EXPENDITURES 1,235,024$ 1,610,937$ 1,680,746$ 1,851,806$
Full Time Positions 5.25 5.70 6.50 6.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-15
• Assess businesses to ensure the use of proper best management practices and pollution
prevention activities, prevent discharges into the MS4, and protect receiving waters; this
may require follow-up visits, targeted education or enforcement
• 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
• Management & Inspection, Transportation, Facilities & Fleet and Utilities Departments.
• Conduct Total Maximum Daily Load regulation management to assess Section 303(d)
impaired water bodies for availability and accuracy of water quality data
• Act as the lead division for planning and implementation of the statewide trash amendments
and incorporate them into the next Municipal Stormwater Permit
RECENT ACCOMPLISHMENTS
• Worked inter-departmentally to implement the Municipal Stormwater Permit
• Managed the contract for a watershed coordinator to assist the watershed agencies with
updating and implementing the Water Quality Improvement Plan and report to optimize the
watershed’s compliance with the Municipal Stormwater Permit
• Submitted the Carlsbad Watershed Management Area Water Quality Improvement Plan and
the Jurisdictional Urban Runoff Management Plan Annual Reports to the Regional Board
• Worked inter-departmentally to coordinate on Trash Amendments implementation
• Continued San Marcos Hydrologic Area participation in the Beaches and Creeks Bacteria
Total Maximum Daily Load
• Revised divisional plans to better define and monitor program performance and costs
• Worked inter-departmentally to update the Jurisdictional Runoff Management Program to
direct implementation of strategies developed in the Water Quality Improvement Plan
• Participated virtually in Creek to Bay Cleanup, Coastal Cleanup Day and other outreach and
education activities within the City of Carlsbad and regionally
• Continued a Litter Removal Pilot study to assess the litter accumulation rates in various
areas to help inform future enhancements to the litter removal programs
GOALS | OBJECTIVES | PRIORITIES
• Support residents’ quality of life by responsibly managing environmental resources
• Implement all required strategies and numeric goals of the Water Quality Improvement Plan
• Incorporate innovative methods to implement the city’s Jurisdictional Runoff Management
Program in conjunction with the Carlsbad Watershed Water Quality Improvement Plan and
submit required reports to the Regional Board
• Plan for implementation of the revised Municipal Stormwater Permit which will include new
requirements to control trash
• Conduct all existing development inspections and water quality monitoring required by the
Municipal Stormwater Permit
• Continue to improve business processes within the EnerGov system and create streamlined
reporting tools to allow more efficient access to data
• In coordination with the City of Vista and the County of San Diego, implement additional
water quality monitoring of the Agua Hedionda Lagoon, as required by the Regional Board
D-16
PUBLIC WORKS |
FACILITIES & FLEET: SUMMARY
FACILITIES & FLEET
• Facilities
• Fleet Maintenance and Replacement
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 2,048,160$ 2,341,840$ 2,790,478$ 2,850,454$
Retirement Benefits 512,464 494,036 567,261 599,384
Health Insurance 312,497 377,635 492,498 605,990
Other Personnel Expenses 104,543 111,994 90,147 123,948
Personnel Services Subtotal 2,977,664 3,325,505 3,940,384 4,179,776
Operating Expenses
Professional & Contract Services 1,062,458 1,213,791 926,458 926,458
Supplies & Materials 1,995,272 2,039,396 2,178,373 2,264,266
Repair & Maintenance 993,909 988,080 1,225,561 1,501,669
Interdepartmental Charges 405,224 456,089 556,091 845,389
Other Operating Expenses 384,110 386,241 382,120 403,614
Capital Outlay 2,197,757 3,689,692 3,779,298 4,547,168
Operating Expenses Subtotal 7,038,730 8,773,289 9,047,901 10,488,564
TOTAL EXPENDITURES 10,016,394$ 12,098,794$ 12,988,285$ 14,668,340$
General Fund 5,058,965$ 5,537,243$ 5,862,683$ 6,555,934$
Internal Service Fund 4,911,327 6,514,004 7,075,602 8,062,406
Special Revenue Fund 46,102 47,547 50,000 50,000
TOTAL FUNDING 10,016,394$ 12,098,794$ 12,988,285$ 14,668,340$
Full Time Positions 28.35 30.15 31.90 35.10
Hourly/FTE Positions 10.00 9.50 9.50 7.75
D-17
PUBLIC WORKS |
FACILITIES & FLEET: FACILITIES
Account: 0015310
0015320
3155110
Fund: General
General
Special Revenue-Parking in Lieu
ABOUT
The Facilities Division provides safe and comfortable working spaces at city facilities and maintains
quality indoor public spaces. This division oversees design and construction management of new city
facilities and operates the Safety Training Center for public safety organizations across the region.
SERVICES
• Maintenance of city-owned facilities including building exteriors, interiors, cleaning and
custodial services, as well as set-up of offices and meeting rooms
• Building improvements, renovations, repairs and relocations
• Operation and leasing of the Safety Training Center for public safety personnel training
including the Carlsbad Police and Fire departments
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,476,900$ 1,675,451$ 1,957,261$ 2,000,062$
Retirement Benefits 350,449 347,710 379,577 410,206
Health Insurance 212,338 271,227 327,501 416,216
Other Personnel Expenses 73,822 81,643 63,014 88,341
Personnel Services Subtotal 2,113,509 2,376,031 2,727,353 2,914,825
Operating Expenses
Professional & Contract Services 1,017,489 1,159,427 887,115 887,115
Supplies & Materials 580,957 660,540 692,340 689,973
Repair & Maintenance 617,759 606,276 841,467 1,117,575
Interdepartmental Charges 286,423 331,450 391,341 600,750
Other Operating Expenses 358,207 356,117 373,067 394,561
Capital Outlay 130,723 94,949 - 1,135
Operating Expenses Subtotal 2,991,558 3,208,759 3,185,330 3,691,109
TOTAL EXPENDITURES 5,105,067$ 5,584,790$ 5,912,683$ 6,605,934$
General Fund 5,058,965$ 5,537,243$ 5,862,683$ 6,555,934$
Special Revenue Fund 46,102 47,547 50,000 50,000
Total Funding 5,105,067$ 5,584,790$ 5,912,683$ 6,605,934$
Full Time Positions 19.85 20.45 21.65 24.85
Hourly/FTE Positions 9.00 8.50 8.50 6.75
D-18
RECENT ACCOMPLISHMENTS
Facilities
• Significantly increased cleaning and disinfecting protocols in city facilities due to the COVID-
19 pandemic
• Completed the New Village Arts roof and siding replacement CIP project
• Completed 1,263 work orders
• Remodeled and reconfigured Information Technology and Human Resources departments’
workstations and created several offices
• Completed the Carlsbad City Library parking lot reconfiguration CIP project
• Awarded a contract and began construction of the Fire Station 2 replacement project
• Submitted a conditional use permit application for the Fire Station 4 expansion project
• Replaced parking lot lighting fixtures to energy efficient LED fixtures at the Faraday Center
and the Carlsbad Water Recycling Facility
Safety Training Center
• Provided facilities and support for 129 Fire Department training days and 85 Police
Department training days
• Supported 117 training days for 27 outside agency leases
• Negotiated three new lease agreements with outside law enforcement agencies
• Procured a weatherproof modular wall system to allow staff the ability to change existing
floor plans inside existing training buildings
• Recycled 1,291 lbs. of brass and 8,775 lbs. of lead and copper from indoor shooting range
activities
• Upgraded wastewater filtration system enhancing filtration of water recovered from indoor
shooting range maintenance
GOALS | OBJECTIVES | PRIORITIES
Facilities
• Continue the city facility and parking lot light pole and fixture replacement project
• Enhance custodial services citywide
• Continue implementation of accessibility upgrades at public city facilities
• Continue development of a Facility Asset Management System
• Obtain a conditional use permit for the Orion Center Project and solicit for design-build
services
• Commence construction of the Police and Fire headquarters renovation project
• Complete the Carlsbad City Library fire alarm system replacement project
• Develop plans and specifications for the Calavera Hills Community Park and Carlsbad Senior
Center roof replacement projects
Safety Training Center
• Initiate various refurbishment and repair projects resulting from a recent construction
litigation settlement
• Continue providing high-quality training facilities and equipment to enhance public safety
operations
D-19
PUBLIC WORKS |
FACILITIES & FLEET: FLEET MAINTENANCE AND REPLACEMENT
Account: 6205460
6215461
Fund: Vehicle Maintenance Fund
Vehicle Replacement Fund
ABOUT
The city’s fleet consists of 450 vehicles and equipment necessary to complete the city’s mission of
delivering quality and efficient services. The fleet maintenance and replacement programs enable
departments to achieve their operational missions in a safe and efficient manner.
The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the
city’s fleet of vehicles and equipment. The internal service fund charges to departments are
determined based on vehicle type and utilization.
The fleet vehicle replacement program is funded through a replacement charge for each vehicle or
equipment in service, determined by actual costs of vehicle procurement divided by the expected life
of the vehicle. This program funds asset replacement and vehicle outfitting. Cost-effective vehicle
procurement is achieved through cooperative purchasing agreements and bidding processes.
Revenue is collected from the sale of retired city fleet assets at auction.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 571,260$ 666,389$ 833,217$ 850,392$
Retirement Benefits 162,015 146,326 187,684 189,178
Health Insurance 100,159 106,408 164,997 189,774
Other Personnel Expenses 30,721 30,351 27,133 35,607
Personnel Services Subtotal 864,155 949,474 1,213,031 1,264,951
Operating Expenses
Professional & Contract Services 44,969 54,364 39,343 39,343
Supplies & Materials 1,414,315 1,378,856 1,486,033 1,574,293
Repair & Maintenance 376,150 381,804 384,094 384,094
Interdepartmental Charges 118,801 124,639 164,750 244,639
Other Operating Expenses 25,903 30,124 9,053 9,053
Capital Outlay 2,067,034 3,594,743 3,779,298 4,546,033
Operating Expenses Subtotal 4,047,172 5,564,530 5,862,571 6,797,455
TOTAL EXPENDITURES 4,911,327$ 6,514,004$ 7,075,602$ 8,062,406$
Full Time Positions 8.50 9.70 10.25 10.25
Hourly/FTE Positions 1.00 1.00 1.00 1.00
D-20
SERVICES
• Provide safe and appropriately-maintained vehicles for use by city staff
• Inspect vehicles per requirements of the biannual inspection of terminals and smog
programs
• Perform timely repairs to city vehicles and maintain 24/7 road call services for emergency
vehicles
• Comply with relevant regulations
• Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for
emergencies and monitoring fuel tanks in accordance with state and county regulations
• Maintain records related to fleet asset inventory and work order history through
management of the AssetWorks fleet maintenance database
• Evaluate the city fleet on an annual basis to identify units eligible for replacement in
accordance with Administrative Order No. 3 and calculate estimated acquisition costs
• Manage the fleet replacement committee, made up of city staff from various departments,
to make recommendations for unit replacement, retention or disposal
• Establish the replacement charge for each vehicle or piece of equipment in service and
charge departments monthly
• Advise on development of specifications for purchase of replacement units that satisfy client
department performance requirements while optimizing life cycle return on investment in
alignment with the Climate Action Plan
• In partnership with the Finance Department, purchase replacement units through the public
bidding process or through cooperative purchasing programs
• Arrange for public auction of replaced units, or sale to interested public agencies or special
districts
RECENT ACCOMPLISHMENTS
• Completed 439 periodic maintenance work orders and 848 repair work orders during the
period of July 2020 through March 2021
• Hired equipment technicians and equipment services workers in support of ongoing
maintenance operations
• Activated 35 new vehicles and pieces of equipment, including 13 hybrid police patrol
vehicles and one plug-in hybrid-electric vehicle
• Completed a draft update of Administrative Order No. 3
GOALS | OBJECTIVES | PRIORITIES
• Annually assess vehicles for conversion to alternative fuel options in support of the Climate
Action Plan goal to increase the proportion of fleet low and zero-emissions vehicle miles
traveled to 25% of all city-related vehicle miles traveled by 2035
• Procure and install vehicle telematics systems to review vehicle use and analyze suitability
for conversion to alternative fuel
• Develop a fleet assets master plan for more efficient management of fleet resources
• Assess and improve fleet database and data management systems and techniques
D-21
PUBLIC WORKS |
TRANSPORTATION
Account: 0016310
0018410
00186xx
00187xx
1626357
163
164
5216310
Fund: General
General
General
General
Special Revenue- Street Light Maintenance
Special Revenue-Buena Vista Channel
Special Revenue-LLD 2
Enterprise-Storm Drain Maintenance
ABOUT
The Transportation Department cares for road infrastructure and projects, keeps people and traffic
moving, maintains streets and storm drains, maintains street lighting, and provides incident response
for city and private property. It is responsible for enhancing mobility and safety citywide through
ongoing transportation planning, streets and traffic engineering, drainage engineering, streets
maintenance, street lighting, storm drain maintenance, and signal operations activities. The
department also provides maintenance and posting of street signs, street legends, striping, graffiti
and trash removal, street sweeping and pothole and sidewalk repairs. Other services include the
maintenance of decorative lighting and oversight of the Buena Vista Creek Channel Maintenance
Assessment District and Lighting and Landscape District 2.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 3,049,533$ 3,342,066$ 3,765,289$ 3,862,555$
Retirement Benefits 929,744 844,103 896,483 912,785
Health Insurance 509,880 552,389 671,807 721,562
Other Personnel Expenses 183,167 190,282 121,608 158,902
Personnel Services Subtotal 4,672,324 4,928,840 5,455,187 5,655,804
Operating Expenses
Professional & Contract Services 1,295,410 1,192,636 1,030,514 1,414,487
Supplies & Materials 313,188 310,005 498,192 493,520
Repair & Maintenance 1,314,331 1,523,237 1,467,574 1,461,074
Interdepartmental Charges 1,593,901 1,809,816 1,737,239 2,078,913
Other Operating Expenses 541,537 601,699 695,075 693,495
Capital Outlay 14,482 20,431 - -
Operating Expenses Subtotal 5,072,849 5,457,824 5,428,594 6,141,489
TOTAL EXPENDITURES 9,745,173$ 10,386,664$ 10,883,781$ 11,797,293$
General Fund 6,877,759$ 7,583,250$ 7,410,972$ 8,405,466$
Enterprise Fund 1,724,390 1,745,011 1,955,302 1,849,335
Special Revenue Fund 1,143,024 1,058,403 1,517,507 1,542,492
TOTAL FUNDING 9,745,173$ 10,386,664$ 10,883,781$ 11,797,293$
Full Time Positions 44.00 44.15 43.90 43.70
Hourly/FTE Positions 1.50 1.50 1.50 1.94
D-22
SERVICES
• Conduct traffic and mobility planning, oversee engineering and signals operations, and serve
as liaison with the Traffic and Mobility Commission
• Perform roadside maintenance of more than 900 lane miles, including street signs, street
legends, striping, graffiti and trash removal, street sweeping, pothole and sidewalk repairs,
and inspection and maintenance of the storm drain system
• Maintain and repair streetlamps and decorative lighting
• Develop plans, specifications and estimates, and provide project or design management of
projects involving street and storm drain assets
• Oversee asset management of transportation, drainage and other city infrastructure
• Ensure adequate funds are collected to administer and maintain the Buena Vista Creek
Channel from Jefferson Street easterly to South Vista Way bridge
• Manage Lighting and Landscape District 2, the maintenance and assessment district that
funds the costs of streetlights, street trees and medians within the district boundaries
covering newer developments in the city
RECENT ACCOMPLISHMENTS
Traffic Division
• Provided a staff liaison and other supporting staff to the Traffic and Mobility Commission
• Initiated the update of the city’s Transportation Impact Analysis Guidelines
• Received Highway Safety Improvement Program grant funding for enhancement of existing
uncontrolled crosswalks on six street segments along the coast
• Completed construction of traffic calming improvements for six street segments
• Completed rectangular rapid flashing beacon enhancement on a segment of Grand Avenue
• Obtained City Council’s approval on the National U.S. Bicycle Route 95 designation on
Carlsbad Boulevard to promote bicycle use and tourism in Carlsbad
• Initiated effort to prepare a grant-funded Local Roadway Safety Plan for a citywide study of
traffic collisions to address traffic safety needs of all roadway users in Carlsbad
Mobility Division
• Adopted the Sustainable Mobility Plan with the Traffic and Mobility Commission
• Implemented the Transportation Demand Management framework plans and best practices
• Initiated update of the city’s multimodal level of service methodology
• Prepared the Growth Management Plan annual monitoring report for the circulation section
• Managed the Carlsbad Connector on-demand shuttle service pilot program and partnered
with SANDAG and North County Transit District to temporarily suspend services due to
COVID-19
Streets and Storm Drain Maintenance Division
• Completed 299 street sign related work orders and installed 210 signs that were knocked
down in vehicle incidents or missing
• Completed nearly 100 street paint work orders with over 9,200 units completed
• Inspected 100% of high-priority storm drain inlets, removing over 10 tons of sediment and
debris
• Completed 1,800 lane miles of street sweeping monthly, removing over 675 tons of debris
• Completed 1,550 streetlight and electrical maintenance service requests
• Completed 90 storm drain maintenance requests and 43 storm drain emergency responses
• Replaced 204 work orders including 20,817 square feet of sidewalk and asphalt
D-23
• Completed installation of over 135 streetlight fixtures which are light-emitting diode, or LED,
in response to burnouts, and completed 118 streetlight repairs
Transportation and Storm Drain Engineering, Asset Management Division
• Completed construction and performed maintenance on eight projects including Merwin
Drive outfall modification, storm drain replacement and repair program with cured in place
pipe lining of 840 linear feet of corrugated metal pipelines in various locations
• Completed quarterly vegetation maintenance of the Lake Calavera Dam
• Completed vegetation maintenance and monitoring of the 2018 Kelly Channel emergency
repair projects
• Completed 13 engineering designs and other initiatives including engineering design of the
Surface Drainage Improvements Project and Fire Stations 1 and 5 Drainage Improvement
projects
• Completed the FY 2020-21 Concrete Repair Project, Americans with Disabilities Act
Improvement, Citywide Pavement Condition Assessment and others
• Completed design of three intersections along El Camino Real and the Barrio Lighting Phase I
and II Projects
• Managed associated asset inventory data
• Produced a variety of atlas books, mapping products and data analysis
• Continued to align technician workforce with other departments
• Managed preparation and update of the annual Capital Improvement Program
• Prepared and processed annual reports to transportation agencies
Buena Vista Creek Channel Maintenance
• Completed engineering design of the Buena Vista Creek Concrete Channel Maintenance
• Completed annual vegetation removal as part of the Buena Vista Creek Channel
Maintenance Assessment District
• Completed engineering design of the Carlsbad State Beach Energy Dissipater Project and
awarded construction contract
• Worked with the Police Department Homeless Outreach Team
GOALS | OBJECTIVES | PRIORITIES
Traffic Division
• Update the city’s Engineering Standards in accordance with the General Plan’s Mobility
Element
• Continue implementation and development of the Coordinated Traffic Signal Program
• Continue implementation of traffic calming improvements on residential streets
• Incorporate technology-based solutions to traffic flow and safety
Mobility Division
• Implement the new Growth Management Plan Monitoring Program
• Update the Transportation Impact Analysis Guidelines and the city’s multimodal level of
service
• Address the Traffic Impact Fee guidelines and implement solutions
• Continue to develop Transportation Demand Management program and create
communitywide awareness
• Initiate planning work on development of the Coastal Rail Trail segment on Avenida Encinas
between Carlsbad Boulevard and Palomar Airport Road
D-24
Streets and Storm Drain Maintenance Division
• Continue to implement best practices
• Develop plans and specifications, bid and complete installation of phase two of the citywide
streetlight replacement program
• Develop plans and specifications for citywide regulatory and warning sign replacement
• Continue to safely maintain all levels of service during the COVID-19 pandemic and recovery
period
Transportation and Drainage Engineering, Asset Management Division
• Address engineering design elements on approximately 14 projects including Park Drive
Street and Drainage Improvement Project, corrugated metal pipelines replacement, projects
along Palomar Airport Road and others
• Complete environmental permitting on the Carlsbad State Beach Energy Dissipator Project
• Complete update of the Drainage Master Plan
• Complete construction of approximately five projects including the Citywide Drainage
Improvement Program, Fire Stations 1 and 5 Drainage Improvements projects, and others
• Inspect 32,000 linear feet of storm drain pipeline with closed-circuit television technologies
• Add identified structurally deficient pipe segments to the Citywide Drainage Rehabilitation
and Repair Program
• Complete citywide pavement condition assessment
• Continue work that supports formation of financing districts as needed to facilitate
construction of public infrastructure throughout the city
• Continue creating, updating and refining the inventory of the city’s infrastructure assets and
implementation of the data reviewer tool in concert with creation of the inventory
• Continue preparing and mapping products and analyses of public works asset inventory data
• Continue facilitating the use of asset inventory data with business systems and GIS staff
• Continue storm drain CCTV inspections and initiate maintenance measures in response to
identified deficiencies
Buena Vista Creek Channel Maintenance
• Continue environmental permitting and monitoring
• Continue coordination with the Police Department Homeless Outreach Team
• Clear vegetation from three drainage outfalls entering the channel from Oceanside
• Continue plant and trash removal for flood capacity purposes
D-25
PUBLIC WORKS |
UTILITIES: SUMMARY
UTILITIES
• Potable Water Operations
• Recycled Water Operations
• Wastewater Operations
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 4,544,902$ 5,036,676$ 5,422,873$ 6,132,712$
Retirement Benefits 2,052,612 1,184,777 1,248,952 1,351,556
Health Insurance 977,850 900,569 901,449 1,041,731
Other Personnel Expenses 241,463 244,691 171,250 271,187
Personnel Services Subtotal 7,816,827 7,366,713 7,744,524 8,797,186
Operating Expenses
Professional & Contract Services 16,675,694 12,243,229 15,954,700 16,094,280
Supplies & Materials 25,340,723 26,320,992 28,828,100 30,850,200
Repair & Maintenance 314,629 237,760 902,793 746,143
Interdepartmental Charges 4,218,577 4,558,343 4,855,029 5,265,754
Other Operating Expenses 16,095,124 17,506,876 13,606,132 12,228,920
Capital Outlay 130,959 85,336 55,000 -
Operating Expenses Subtotal 62,775,706 60,952,536 64,201,754 65,185,297
TOTAL EXPENDITURES 70,592,533$ 68,319,249$ 71,946,278$ 73,982,483$
Full Time Positions 61.75 62.10 61.95 63.95
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-26
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS
Account: 5016310 Fund: Enterprise
ABOUT
To ensure that drinking water is available on demand and customers can rely on receiving safe, high
quality water that meets all regulatory health standards, the Carlsbad Municipal Water District staff
provides ongoing maintenance and repair of the following: nine storage reservoirs or tanks, 455 miles
of pipeline, 17 pressure zones, 71 pressure regulating stations, three pumping stations, 14,369 valves,
4,441 fire hydrants and 30,320 potable meters. CMWD purchases potable water from its wholesale
water provider, the San Diego County Water Authority.
SERVICES
• Operation of infrastructure, including reservoirs, pressure regulating stations, pump stations,
transmission and distribution pipelines, valves, meters, and other apparatus
• Delivery of safe drinking water and fire flow demand
• Meeting the many health, safety and environmental regulations of water operation
• Compliance with State and Federal drinking water standards for sampling and reporting
• Tank cleaning and required maintenance on potable reservoirs
• Water conservation education and outreach and leak detection studies, conservation rebate
programs, and compliance with conservation laws
• Participation and coordination with other water agencies and the San Diego County Water
Authority
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 2,269,516$ 2,459,473$ 2,536,130$ 2,906,467$
Retirement Benefits 998,851 569,526 586,725 635,085
Health Insurance 602,867 515,622 419,940 508,263
Other Personnel Expenses 118,918 118,885 80,675 128,488
Personnel Services Subtotal 3,990,152 3,663,506 3,623,470 4,178,303
Operating Expenses
Professional & Contract Services 7,162,939 7,345,483 8,659,800 8,534,600
Supplies & Materials 23,564,467 23,299,719 26,133,700 27,412,700
Repair & Maintenance 242,174 185,173 538,050 452,050
Interdepartmental Charges 2,453,099 2,663,442 2,744,695 2,969,197
Other Operating Expenses 5,222,567 8,581,187 4,407,150 4,274,370
Capital Outlay 79,968 20,567 20,000 -
Operating Expenses Subtotal 38,725,214 42,095,571 42,503,395 43,642,917
TOTAL EXPENDITURES 42,715,366$ 45,759,077$ 46,126,865$ 47,821,220$
Full Time Positions 29.80 30.30 29.50 30.55
Hourly/FTE Positions 0.50 0.50 0.45 0.20
D-27
RECENT ACCOMPLISHMENTS
• Commenced implementation of the recently completed Potable Water Master Plan
• Commenced implementation of the new supervisory control and data acquisition, or SCADA,
system approved in the recently completed SCADA Master Plan
• Completed tank maintenance and cleaning on three potable reservoirs
• Completed a five-year sanitary survey with State Water Resources Control Board
• Completed sampling for UCMR 4, or the fourth Unregulated Contaminant Monitoring Rule
• Completed the draft Urban Water Management Plan Update and Emergency Action Plan for
two jurisdictional dams
• Completed three reservoir tank cleanings
• Installed ammonia tanks at Maerkle Reservoir for disinfection
• Completed painting of the Santa Fe tank
• Completed 1.1 miles of potable water main replacement as part of the Segment 5 project
• Replaced potable water pipeline crossings for the Buena Outfall project along Palomar
Airport Road
• Completed the first phase of citywide water valve replacement at 18 sites
• Completed a five-year water main condition assessment plan
GOALS | OBJECTIVES | PRIORITIES
• Continue to optimize asset management by increasing the use of technology to improve and
manage the infrastructure system more efficiently and effectively, thereby minimizing costs
while continuing to provide high levels of service at acceptable risk
• Meet all federal and state water quality objectives
• Meet or exceed the American Water Works Association benchmark for combined utilities for
pipeline breaks of 3.4 to 19.4 breaks per 100 miles of pipeline; CMWD’s break rate is 5.7 for
fiscal year 2019-20
• Meet or exceed the American Water Works Association benchmark for combined utilities for
pipeline leaks of 4.3 to 21.7 leaks per 100 miles of pipeline; CMWD’s leak rate is 12.8 for
fiscal year 2019-20
• Update the cost of service study and present updated rates to the CMWD Board of Directors
• Continue to meet or exceed operational requirements and benchmarks
• Work with the Department of Water Resources and the State Water Resources Control
Board on implementation of Senate Bill 606 and Assembly Bill 1668, which requires the
setting of agency water use efficiency standards, performance measures and variances.
• 2021 Lead and Copper sampling to meet the requirements of the new Lead and Copper Rule
• Complete the 2021 Urban Water Management Plan and final Emergency Action Plan for two
jurisdictional dams
• Perform maintenance cleaning of 4 potable water storage tanks
• Complete the Poinsettia 61 pressure regulating station
• Initiate the second phase of citywide water valve replacement at 20 sites
• Initiate construction of the Palomar Airport Waterline Replacement project, water main
replacements in the downtown and coastal areas, and one new pressure regulating station
and replacement of two existing stations
D-28
PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS
Account: 5026310 Fund: Enterprise
ABOUT
The Carlsbad Municipal Water District provides ongoing treatment, maintenance and repair of the
recycled water system’s Carlsbad Water Recycling Facility treatment plant, three storage tanks, four
pump stations, three pressure reducing stations, five pressure zones, 95 miles of pipelines, 815 valves
and 961 meters. CMWD’s Cross-Connection Control and Backflow program ensures a safe supply of
drinking water by preventing cross-contamination from the recycled system into the potable system,
in accordance with federal and state regulations. CMWD also purchases and delivers recycled water
from the Vallecitos Water District’s Meadowlark Water Reclamation Facility.
The Carlsbad Water Recycling Facility treatment plant is located next to the Encina Wastewater
Authority Treatment Plant. CMWD takes wastewater from that plant and treats it to the State of
California Title 22 recycled water quality standards, and then delivers that water to customers for
irrigation and certain industrial uses. This effort reduces the amount of wastewater that would
normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence
on imported drinking water, and provides customers with a reliable local supply of recycled water.
Recycled water is not subject to state water conservation requirements.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 849,549$ 1,036,826$ 1,164,750$ 1,279,473$
Retirement Benefits 447,110 247,059 266,750 290,484
Health Insurance 126,154 135,911 189,792 212,783
Other Personnel Expenses 47,768 48,756 37,022 57,315
Personnel Services Subtotal 1,470,581 1,468,552 1,658,314 1,840,055
Operating Expenses
Professional & Contract Services 2,183,790 1,180,930 1,958,200 2,045,680
Supplies & Materials 1,462,839 2,783,276 2,376,300 3,084,500
Repair & Maintenance 20,923 34,144 103,243 68,943
Interdepartmental Charges 520,537 591,195 682,619 837,662
Other Operating Expenses 3,656,891 3,618,150 3,789,982 2,226,950
Capital Outlay 27,277 11,183 15,000 -
Operating Expenses Subtotal 7,872,257 8,218,878 8,925,344 8,263,735
TOTAL EXPENDITURES 9,342,838$ 9,687,430$ 10,583,658$ 10,103,790$
Full Time Positions 11.95 12.20 13.00 13.30
Hourly/FTE Positions 0.00 0.00 0.05 0.10
D-29
In fiscal year 2021-22, CMWD will continue to use technology to improve and manage the system
more efficiently and effectively. The recycled water system is relatively new at approximately 30
years of age. CMWD has an opportunity to begin implementing Supervisory Control and Data
Acquisition, or SCADA, and asset management techniques on a relatively young system, thereby
minimizing the total cost of owning these assets while continuing to provide high levels of service at
acceptable risk.
SERVICES
• Operation of infrastructure, including the Carlsbad Water Recycling Facility plant, reservoirs,
pressure regulating stations, pump stations, pipelines, valves, meters and other elements
• Treatment of wastewater to meet State of California Title 22 recycled water requirements
• Meeting the many health, safety and environmental regulations of recycled water
• Maintenance of infrastructure
• Delivery of recycled water
• Water quality testing
• Backflow testing
• Recycled water conversion program
RECENT ACCOMPLISHMENTS
• Began implementation of the 2019 Recycled Water Master Plan
• Began implementation of the 2019 SCADA Master Plan
• Began pre-build activities for the recently completed design of a 1.5 million-gallon storage
tank
• Expanded the recycled water system with completion of 7.5 miles of recycled water pipeline
and related appurtenances to serve an estimated 77 customers
• Completed Carlsbad Water Recycling Facility motors and pumps rehabilitation
GOALS | OBJECTIVES | PRIORITIES
• Commence construction of a 1.5 million-gallon storage tank
• Meet all federal and state water quality objectives
• Meet or exceed the American Water Works Association benchmark for pipeline breaks for
combined utilities (3.4 to 19.4 breaks per 100 miles of pipeline); CMWD’s break rate was 0
for fiscal year 2019-20 and is 0 for fiscal year 2020-21 through March 2021
• Meet or exceed the American Water Works Association benchmark for pipeline leaks for a
combined utility (4.3 to 21.7 leaks per 100 miles of pipeline); CMWD’s leak rate was 0 for
fiscal year 2019-20 and is 0 for fiscal year 2020-21 through March 2021
• Update the cost of service study and take updated rates to the City Council
• Continue to meet or exceed operational requirements and benchmarks
• Complete Segment 5 retrofit conversions
D-30
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 of Carlsbad service area. The Wastewater Division provides reliable
wastewater collection services and delivers the wastewater to the Encina Wastewater Authority
treatment plant.
After treatment at the wastewater plant, the water is further treated to state Title 22 recycled water
standards at the Carlsbad Municipal Water District’s Water Recycling Facility and then delivered as
recycled water to customers for irrigation and certain industrial uses.
The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater
lift stations and wet wells and about 265 miles of mainlines and associated access holes. In the
coming fiscal year, the city will continue to operate and maintain its critical infrastructure systems,
while increasing the use of technology to improve and manage the system more efficiently and
effectively. The goal of the asset management program is to minimize the total cost of owning and
operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,425,837$ 1,540,377$ 1,721,993$ 1,946,772$
Retirement Benefits 606,651 368,192 395,477 425,987
Health Insurance 248,829 249,036 291,717 320,685
Other Personnel Expenses 74,777 77,050 53,553 85,384
Personnel Services Subtotal 2,356,094 2,234,655 2,462,740 2,778,828
Operating Expenses
Professional & Contract Services 7,328,965 3,716,816 5,336,700 5,514,000
Supplies & Materials 313,417 237,997 318,100 353,000
Repair & Maintenance 51,532 18,443 261,500 225,150
Interdepartmental Charges 1,244,941 1,303,706 1,427,715 1,458,895
Other Operating Expenses 7,215,666 5,307,539 5,409,000 5,727,600
Capital Outlay 23,714 53,586 20,000 -
Operating Expenses Subtotal 16,178,235 10,638,087 12,773,015 13,278,645
TOTAL EXPENDITURES 18,534,329$ 12,872,742$ 15,235,755$ 16,057,473$
Full Time Positions 20.00 19.60 19.45 20.10
Hourly/FTE Positions 0.00 0.00 0.00 0.20
D-31
SERVICES
• Operation of infrastructure such as lift stations, wet wells, gravity sewer mains, force mains,
manholes and other elements
• Meeting the many health, safety and environmental regulations of wastewater operation
• Closed circuit camera review of pipelines to determine pipeline integrity
• Maintenance of infrastructure
• Collection of wastewater and conveyance to the Encina Wastewater Authority treatment
plant
• Participation and coordination with the Encina Wastewater Authority as part of the Joint
Powers Authority
• Prevention of wastewater spills to protect the environment
• Fats, Oils, and Grease program
• Public outreach regarding “Dos and Don’ts” of what can go into a toilet and sink to prevent
spills and system and environmental problems
RECENT ACCOMPLISHMENTS
• Recognized as the 2020 Collection System of the Year by the San Diego Section of the
California Water Environment Association in the medium size category
• Constructed the $45 million Agua Hedionda Pump Station, replacing the 1964 pump station
at the same location
• Constructed the $5.5 million Foxes Landing Lift Station Replacement project, which is now in
the warranty period
• Completed the Wastewater Master Plan and the Asset Management Plan
• Completed the Supervisory Control and Data Acquisition Master Plan and started the pre-
design process for the new SCADA system
• Applied for low-interest financing with the State Revolving Fund for the wastewater portion
of the SCADA project
• Completed the generator replacement project to ensure system reliability at two lift stations
• Replaced the surge protection tank at the North Batiquitos Lift Station
GOALS | OBJECTIVES | PRIORITIES
• Meet or exceed the American Water Works Association benchmark rate for combined
utilities for wastewater system reliability of 0.2 to 7.0 overflows per 100 miles of pipeline;
the city’s overflow rate is approximately 0.75 for fiscal year 2020
• Continue to meet or exceed operational requirements and benchmarks
• Complete the generator replacement project at two additional lift stations for system
reliability where the existing generators have met their useful life
• Complete closed-circuit TV inspections of several large diameter interceptor sewers to
determine the existing integrity of these pipelines that convey wastewater from collector
pipelines to the EWA treatment facility
• Commence design of the SCADA upgrades
• Initiate construction of the Villas Lift Station Replacement project
• Initiate rehabilitation of the North Batiquitos Lift Station Force Main
• Initiate the design of upgrades at two sewer lift stations
• Update the cost of services study and present updated rates to the City Council
D-32
E-1
COMMUNITY SERVICES
The Community Services Branch includes programs, services and events that support Carlsbad's
excellent quality of life. The branch
includes the following key areas of focus:
• Community Development
• Housing & Homeless Services
• Library & Cultural Arts
• Parks & Recreation
These city service areas ensure the city’s
planning and building policies are carried
out, foster lifelong learning, support
strong neighborhoods, administer
affordable housing and homeless response
programs, attend to the community’s
health and wellness and promote
transparency in government.
Gary Barberio
Deputy City Manager, Community Services
760-434-2822
gary.barberio@carlsbadca.gov
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E-3
COMMUNITY SERVICES |
ADMINISTRATION
Account: 0012410 Fund: General
ABOUT
The Community Services Branch provides programs, services and events that promote and support
Carlsbad’s excellent quality of life. Community Services Administration provides leadership to the
Community Services branch.
SERVICES
Functional areas include department management, budget oversight, outreach and community
engagement, and real estate services. The Community Services branch ensures that the city’s
planning, land development engineering, building, and code enforcement policies are carried out,
that affordable housing 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
managed.
RECENT ACCOMPLISHMENTS
Community Development Department
• Implemented paperless online permitting for simple permits (water heaters, re-roof, etc.)
• Implemented a new Video Inspection Program (over 2,500 video inspections completed)
• Issued over 4,500 building permits valued at over $165 million
• Closed over 1,700 Code Enforcement cases
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages -$ -$ 396,798$ 394,529$
Retirement Benefits - - 49,174 95,454
Health Insurance - - 47,034 66,574
Other Personnel Expenses - - 10,831 14,055
Personnel Services Subtotal - - 503,837 570,612
Operating Expenses
Professional & Contract Services - - 26,500 26,500
Supplies & Materials - - 9,600 9,600
Repair & Maintenance - - - -
Interdepartmental Charges - - 30,912 38,509
Other Operating Expenses - - 11,000 11,000
Capital Outlay - - - -
Operating Expenses Subtotal - - 78,012 85,609
TOTAL EXPENDITURES -$ -$ 581,849$ 656,221$
Full Time Positions 0.00 0.00 3.00 3.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-4
• Provided rental assistance to nearly 550 very low and extremely low-income households
• Increased the city’s affordable housing inventory with 40 new affordable units
• Developed City Council Policy No. 90 to guide implementation of the Housing Trust Fund
• Completed land acquisition, ground lease and loan documents for the construction of the
50-unit Windsor Pointe affordable apartment community now under construction
• Purchased and preserved three at-risk affordable ownership units for resale to low and very
low-income buyers
• Issued 1,200 engineering permits and reviewed 2,025 building permit applications and over
200 discretionary permits
• Implemented a digital submittal process to replace printed mylars
• Completed and submitted the 2021-2019 Housing Element Update to CA State HCD
• Developed a Planning Application Prioritization and Process Guide for internal and external
use
Library & Cultural Arts Department
• New Library & Cultural Arts Director and two new Deputy Library Directors
• Implemented new queuing software, Qless, to manage Library facility capacity
• Created and provided for Curbside Delivery of nearly 300,000 physical items
• Increased access to eBook and eAudiobook collections, added 14 new electronic databases
and implemented new application allowing Carlsbad school district students expanded
access to library materials
• Transcribed oral histories in the city’s History Collection and made them keyword searchable
• Digitized Carlsbad High School Yearbooks, 1958-2015 and scanned 4,000 photo prints into
the city’s History and Photo Collections
• Adapted the Summer Reading Adventure into a fully virtual program
• Provided for direct access to more than 18,000 eBook and eMagazine titles and more than
60,000 public domain classic eBook titles
• Presented two exhibits at the William D. Cannon Gallery and transitioned Family Open
Studios into a fully virtual program
• Launched Virtually Artful, a performing arts series, and Artist Talk, and interview series
Parks & Recreation Department
• Initiated construction of the Calavera Hills Community Park Gateway Project
• Provided city oversight of the Buena Vista Reservoir Park site construction
• Obtained City Council approval of the Veterans Memorial Park Master Plan Concept
• Assumed open space maintenance responsibilities for the acquired Aura Circle property
• Planted over 1,100 trees in furtherance of the Community Forest Management Plan
• Obtained City Council approval of an expanded Parks Memorial Program
• Revised the scope of work, received bids and entered into new contracts for all five parks
maintenance services categories
• Assumed and implemented new trash and restroom maintenance responsibilities along
Carlsbad Boulevard and the lower seawall
• Supported the city’s new Age-Friendly Communities Project
• Received California Parks and Recreation Society District 12 Parks Make Life Better Spotlight
Award for Lantern Festival: A Night of Light & Reflection
• Provided over 60,000 Senior Meals through direct home delivery or via our drive-thru service
• Launched Spanish language guides for Leo Carrillo Ranch exhibits and interpretive panels
and installed a new Bunkroom exhibit
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Real Estate Division
• Developed and obtained City Council approval of a new City Tenant Rent Deferral Program
• Completed new leases with New Village Arts, Mira Costa/Las Palmas, Callaway Golf, Rey
River Farms, and North County Transit District/Visit Carlsbad
• Completed new license agreements with Crown Castle for the Robertson Ranch WCF and
with AT&T for the Calavera Hills Community Park WCF
• Completed an Amendment to the Lot 9/Westin Hotel land lease agreement
• Completed the sale of the Pajama Drive property in Oceanside
GOALS | OBJECTIVES | PRIORITIES
• Fully implement new Housing & Homeless Services Department
• Complete Housing Element Property Rezoning
• Update Inclusionary Housing Ordinance and In-lieu Fee
• Streamline CIP Permit Review Process
• Develop citywide Object Design Standards for Multi-Family Residential
• Develop Permit-ready Accessory Dwelling Unit Program
• Implement Customer Self-Service Portal to allow for digital permit processing
• Develop opportunities to increase supply of affordable housing
• Complete lease of 25 rental assistance vouchers
• Expand Video Inspection Program
• Develop online project submittal program for non-structural building permits
• Develop Phase II of the STEAM initiative
• Complete public art installations: mural, lighting and beach chair expansion
• Identify audiovisual, lighting, technology upgrades for Schulman Auditorium and William D.
Cannon Gallery
• Launch 1,000 Books Before Kindergarten Program
• Create a hybrid in-person and curbside circulation model
• Obtain development permits for Veterans Memorial community Park
• Initiate master planning of Robertson Ranch Community Park
• Develop Prop H Ballot Measure for Monroe Street Pool Replacement Project
• Complete Calavera Hills Community Park Gateway improvements, Poinsettia Community
Park Dog Park Improvements, and the Buena Vista Reservoir Park improvements
• Expand adult 50+ opportunities and collaboration beyond the Senior Center
• Continue to implement the Age-Friendly Communities Project
• Issue RFP for the lease of Golf Course Lots 4 & 5
• Issue RFP for the lease of Oceanside – Foussat & Mission Properties
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The formation of a new Community Services Branch Department – the Housing & Homeless
Services Department
E-6
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY
COMMUNITY DEVELOPMENT
• Administration
• Land Development Engineering
• Planning
• Building & Code Enforcement
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 5,470,349$ 5,652,228$ 6,147,835$ 5,429,177$
Retirement Benefits 1,501,035 1,294,082 1,399,250 1,224,663
Health Insurance 764,460 756,976 933,124 869,369
Other Personnel Expenses 227,183 234,021 189,800 221,608
Personnel Services Subtotal 7,963,027 7,937,307 8,670,009 7,744,817
Operating Expenses
Professional & Contract Services 2,771,581 2,531,666 2,223,044 1,526,910
Supplies & Materials 352,895 309,712 168,945 104,287
Repair & Maintenance 5,482 593 2,923 370
Interdepartmental Charges 1,291,543 1,345,826 1,285,832 1,090,627
Other Operating Expenses 9,476,528 9,889,710 9,653,345 35,050
Capital Outlay 58,506 1,107,230 - -
Operating Expenses Subtotal 13,956,535 15,184,737 13,334,089 2,757,244
TOTAL EXPENDITURES 21,919,562$ 23,122,044$ 22,004,098$ 10,502,061$
General Fund 10,692,924$ 10,328,444$ 10,781,168$ 10,502,061$
Special Revenue Fund 11,226,638 12,793,600 11,222,930 -
Trust Fund - - - -
TOTAL FUNDING 21,919,562$ 23,122,044$ 22,004,098$ 10,502,061$
Full Time Positions 59.75 63.75 61.75 53.00
Hourly/FTE Positions 4.34 12.00 12.00 9.00
E-7
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: ADMINISTRATION
Account: 0013010 Fund: General
ABOUT
Community Development Administration assists divisions within the department in accomplishing
goals by liaising with City Hall, coordinating between divisions, managing budgets, assisting with
resource allocation and training budgets, and other support efforts.
SERVICES
• Devotes staff resources to improving the customer usability of major IT strategic projects,
specifically enterprise content management, Laserfiche, I-Pay, Carlsbad Connect App and
EnerGov
• Provides resources on interdepartmental initiatives, such as the Climate Action Plan
• Focuses on providing positive engagement to make compliance understandable and less
onerous for new businesses and homeowners improving or developing properties
RECENT ACCOMPLISHMENTS
• Developed online permits for simple building permits, such as hot water heaters, re-roof,
and solar with a paperless process for submittal and permit issuance, inspection, and permit
closeout
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 796,432$ 812,622$ 897,591$ 910,113$
Retirement Benefits 186,636 191,405 199,743 202,483
Health Insurance 106,080 117,598 127,924 126,259
Other Personnel Expenses 25,174 27,384 26,258 35,163
Personnel Services Subtotal 1,114,322 1,149,009 1,251,516 1,274,018
Operating Expenses
Professional & Contract Services 394,944 122,679 55,000 385,000
Supplies & Materials 61,423 58,876 41,000 31,834
Repair & Maintenance 263 - 150 20
Interdepartmental Charges 132,999 143,904 211,600 168,149
Other Operating Expenses 22,179 23,616 5,700 4,700
Capital Outlay 1,401 - - -
Operating Expenses Subtotal 613,209 349,075 313,450 589,703
TOTAL EXPENDITURES 1,727,531$ 1,498,084$ 1,564,966$ 1,863,721$
Full Time Positions 7.00 7.00 6.45 7.00
Hourly/FTE Positions 0.50 3.00 2.50 2.50
E-8
• Began developing an online digital system to handle customer appointments for submittals
and development inquiries using Qless software, including the ability for customers to view
wait times for appointments with Community Development at the City of Carlsbad Faraday
Center and schedule upcoming appointments online
• Supported business process documentation of minor permits for building, planning and
engineering
• Supported pre-development of the online permit portal known as Customer Self Service
Portal (CSS)
• Supported user acceptance testing to update to a new version of the enterprise software
system, EnerGov, and the city’s new records system, Laserfiche
GOALS | OBJECTIVES | PRIORITIES
• Continue to modernize and streamline front counter operations, including process
improvements
• Develop a process guide for homeowners and applicants covering simple and complex
permits
• Digitize building plan prints and project files to make them available in digital form making
documents readily available for staff and the public
• Support the Information Technology Department to deploy minor permits via an online
customer self-service portal, a module of EnerGov
• Continue to digitize historic documents as part of innovation efforts at the city
• Continue to identify and implement process improvements that help simplify and streamline
permit intake, routing, and customer service interactions
E-9
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING
Account: 0013110
0013120
Fund: General
ABOUT
The Land Development Engineering Division ensures that all construction for new development
projects and work in the public right-of-way complies with adopted codes and engineering standards.
The division is responsible for subdivision and other land development engineering activities,
including encroachments within the city rights of way, project conditioning, plan checks, issuing
permits for construction, flood plain administration, transportation and traffic review for
developments and maintenance of maps and records of improvements.
SERVICES
• Subdivision map review and processing
• Discretionary review and project conditioning
• Grading, public improvement and right-of-way plan checking and permitting
• Flood plain administration and residential assistance
• Traffic review and analysis for development projects
• Transportation demand management for development projects
• Maintenance of the engineering section of the public counter
• Customer service and public information
• Maintenance of engineering standards
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 972,210$ 1,122,452$ 1,156,703$ 1,149,631$
Retirement Benefits 287,486 253,568 267,265 268,090
Health Insurance 161,337 168,182 188,728 205,316
Other Personnel Expenses 40,181 40,244 35,225 46,266
Personnel Services Subtotal 1,461,214 1,584,446 1,647,921 1,669,303
Operating Expenses
Professional & Contract Services 335,746 398,335 456,700 375,183
Supplies & Materials 10,606 7,657 4,504 6,644
Repair & Maintenance 805 - 623 -
Interdepartmental Charges 161,702 173,578 146,911 227,280
Other Operating Expenses 32,236 4,537 8,700 8,700
Capital Outlay 2,574 - - -
Operating Expenses Subtotal 543,669 584,107 617,438 617,807
TOTAL EXPENDITURES 2,004,883$ 2,168,553$ 2,265,359$ 2,287,110$
Full Time Positions 10.75 11.75 11.00 11.00
Hourly/FTE Positions 0.50 0.50 1.00 1.00
E-10
RECENT ACCOMPLISHMENTS
• Changed process to allow digital submittals in place of printed mylars
• Issued 1,200 engineering permits
• Reviewed 2,025 building permit applications
• Reviewed and conditioned over 200 discretionary permits
GOALS | OBJECTIVES | PRIORITIES
• Implement Customer Self Service (CSS) portal to allow the public to digitally process permits
• Implement policies for state-required capture of trash for new developments
• Continue to refine procedures and adopt new technology to enhance the customer
experience
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: PLANNING
Account: 00132XX
170
171
172
Fund: General
Special Revenue-Flower Fields Grant
Special Revenue-Ag. Mitigation Fees
Special Revenue-Habitat Management Fees
ABOUT
The Planning Division guides the physical development of the city in a manner that preserves the
quality of life for residents, by ensuring that all new planning programs and development projects
comply with the General Plan, Local Coastal Program, Zoning Ordinance and the performance
standards of the Growth Management Plan.
SERVICES
• Provide technical support to the Planning Commission and the City Council
• Prepare and update plans for the long-range development of the city, such as the General
Plan, Local Coastal Plan, Growth Management Plan as well as master and specific plans
• Prepare and update ordinances and policies regulating development
• Complete special studies
• Ensure the consistency of all development proposals with the city’s General Plan, Local
Coastal Program, zoning, subdivision and environmental ordinances
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,794,738$ 1,762,833$ 1,911,326$ 1,965,737$
Retirement Benefits 517,840 430,218 449,935 457,191
Health Insurance 207,834 208,537 276,962 261,994
Other Personnel Expenses 73,678 68,473 58,970 79,500
Personnel Services Subtotal 2,594,090 2,470,061 2,697,193 2,764,422
Operating Expenses
Professional & Contract Services 526,714 511,134 167,133 216,000
Supplies & Materials 40,350 49,774 36,149 36,282
Repair & Maintenance 546 20 - -
Interdepartmental Charges 279,074 299,619 265,545 313,059
Other Operating Expenses 228,394 977,793 10,400 11,400
Capital Outlay - 1,104,114 - -
Operating Expenses Subtotal 1,075,078 2,942,454 479,227 576,741
TOTAL EXPENDITURES 3,669,168$ 5,412,515$ 3,176,420$ 3,341,163$
General Fund 3,465,638$ 3,354,114$ 3,176,420$ 3,341,163$
Special Revenue 203,530 2,058,401 - -
TOTAL FUNDING 3,669,168$ 5,412,515$ 3,176,420$ 3,341,163$
Full Time Positions 20.00 20.00 20.00 20.00
Hourly/FTE Positions 0.00 0.50 1.00 1.00
E-12
• Complete environmental review of all private and public projects for compliance with the
California Environmental Quality Act and the city’s Environmental Protection Procedures
• Process city permits for capital improvement projects
• Provide planning and zoning information
• Plancheck grading plans, subdivision maps and building permits for compliance with city
requirements and conditions of approval
• Plancheck landscape plans for conformance with the Landscape Manual
• Represent the city with other agencies
RECENT ACCOMPLISHMENTS
• Completed the Housing Element Update 2021-2029
• Completed the Local Coastal Program Land Use Plan Comprehensive Update
• Completed a Planning Commission hearing on the Village and Barrio Master Plan
Amendment Package to obtain commission and public input as directed by the City Council
• Applied for a Local Early Action Planning (LEAP) grant in the amount of $500,000 from the
Department of Housing and Community Development
• Developed a Case Prioritization and Process Guide
• Processed development permits requiring approval by either the city planner, Planning
Commission or the City Council
• Significant projects entitled include: Marja Acres (248 townhomes, 46 affordable senior
apartments, 10,000 sq. ft. retail); Aviara Apartments (248 market rate apartments with 81
affordable apartments) La Costa Town Square Residential (76 townhomes, 19 affordable
condos); West Oaks (150 market rate apartment and 42 affordable apartments); BMW
Carlsbad
GOALS | OBJECTIVES | PRIORITIES
• Complete Housing Element Update – Property Rezoning
• Create policy options for inclusionary housing ordinance and in-lieu fee
• Streamline the capital improvements project permit review process
• Implement objective design standards and streamline permitting for multi-family residential
structures outside of the Village and Barrio Master Plan area
• Implement permit-ready accessory dwelling unit program
• Revise City Council Policy No. 64 – Wireless Communication Facilities to comply with federal
law
E-13
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: BUILDING & CODE ENFORCEMENT
Account: 0013610
0012530
Fund: General
ABOUT
The Building & Code Enforcement Division serves to protect those who live and work in the City of
Carlsbad by enforcing building and safety standards contained in the State of California Building
Codes and various municipal codes and policies.
Building inspection staff are the main point of contact for individuals wanting to build or modify a
structure on their property. Staff provide guidance and review projects for conformance with state
and local building standards, and once a permit has been issued authorizing construction, a building
inspector is assigned to help the property owner ensure that the contractor’s work is consistent with
approved plans.
Code enforcement staff partner with city residents to promote and maintain a safe and desirable
living and working environment, to improve the quality of the City of Carlsbad’s neighborhoods
through education, enforcement, and abatement, and to respond to community concerns. The
team’s objective is not to be punitive, but to ensure awareness and compliance with established
codes and regulations, to protect public health and safety, and help maintain a high quality of life for
those who live, work and play in the City of Carlsbad.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,135,268$ 1,089,778$ 1,353,633$ 1,403,696$
Retirement Benefits 305,437 237,506 279,208 296,899
Health Insurance 205,490 180,018 235,800 275,800
Other Personnel Expenses 51,169 51,208 42,986 60,679
Personnel Services Subtotal 1,697,364 1,558,510 1,911,627 2,037,074
Operating Expenses
Professional & Contract Services 532,601 490,706 504,727 550,727
Supplies & Materials 15,676 6,340 29,527 29,527
Repair & Maintenance 1,664 348 350 350
Interdepartmental Charges 236,590 263,991 239,807 382,139
Other Operating Expenses 48,748 25,450 10,250 10,250
Capital Outlay - - - -
Operating Expenses Subtotal 835,279 786,835 784,661 972,993
TOTAL EXPENDITURES 2,532,643$ 2,345,345$ 2,696,288$ 3,010,067$
Full Time Positions 10.00 10.00 15.00 15.00
Hourly/FTE Positions 1.00 1.00 4.50 4.50
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SERVICES
• Provide plan check, fee assessment, permit issuance and inspection for compliance with
adopted state and local codes including recycling, storm water, energy generation and
conservation
• Act as a resource to the city’s residents and business partners for questions and to provide
historical documents related to construction
• Provide information related to ongoing construction projects
• Receive and process requests for construction plans for existing buildings
• Maintain records during construction and prepare files for electronic conversion
• Enforce zoning, building codes, general property maintenance, and miscellaneous municipal
codes. Code enforcement is a responsibility shared by many city departments and entails the
cooperation of residents and businesses
RECENT ACCOMPLISHMENTS
• Plan checked and issued over 4,500 building permits valued at over $165 million
• All building inspectors completed initial or refresher training for the State of California Safety
Assessment Program Disaster Service Worker Certification
• Continued migration of metadata of historical files into HP Records Management for future
public access
• On track to close over 1,700 code enforcement cases in fiscal year 2020-21
• Implemented a tracking mechanism for waste management
• Created a mechanism to help ensure Climate Action Plan compliance on building permits
• Building inspection staff achieved 100% State of California Safety Assessment Program
Certification
• Building inspection became a member of California Building Officials and the International
Code Council as a government member
GOALS | OBJECTIVES | PRIORITIES
• Maintain a high level of service with a focus on creating more efficient processes related to
permit self-service, online records research, counter scheduling, and online permit
application and project plan submittal
• Draft a pilot program for online project submittal and electronic plan review for non-
structural residential remodels, decks, solar installations, patio covers and HVAC systems
• Continue to review and permit more inspection types into the Video Inspection Program
• Continue to modernize and expand code enforcement efforts to continuously seek
improvements and innovation in the delivery of services, sustain an extraordinary built
community, and comply with new state regulations
• Continue to develop the city’s code enforcement team through comprehensive education
and certification following industry standards set by the California Association of Code
Enforcement Officers
• Participate in the International Code Council triennial code adoption process for the next
three years, proposing and voting for code changes that will be adopted into the California
Codes in 2023
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUMMARY
*The Housing & Homeless Services Department is new beginning in fiscal year 2021-22. It is comprised of existing resources
from the Community Development and Police departments as well as additional personnel and resources appropriated in fiscal
year 2021-22.
HOUSING & HOMELESS SERVICES
• Housing
• Homeless Services
• Affordable Housing Trust Fund
• Rental Assistance
• Community Development Block Grant
• Successor Agency
• Tyler Court Apartments
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget*
Personnel Services
Salaries & Wages -$ -$ -$ 1,456,081$
Retirement Benefits - - - 250,032
Health Insurance - - - 210,286
Other Personnel Expenses - - - 53,556
Personnel Services Subtotal - - - 1,969,955
Operating Expenses
Professional & Contract Services - - - 5,349,009
Supplies & Materials - - - 233,726
Repair & Maintenance - - - 300
Interdepartmental Charges - - - 394,779
Other Operating Expenses - - - 8,920,286
Capital Outlay - - - 119,797
Operating Expenses Subtotal - - - 15,017,897
TOTAL EXPENDITURES -$ -$ -$ 16,987,852$
General Fund -$ -$ -$ 5,901,431$
Special Revenue Fund - - - 10,018,926
Trust Fund - - - 1,067,495
TOTAL FUNDING -$ -$ -$ 16,987,852$
Full Time Positions 0.00 0.00 0.00 14.00
Hourly/FTE Positions 0.00 0.00 0.00 3.00
E-16
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOUSING
Account: 0012510
0012520
1502810
Fund: General
General
Special Revenue – Community Grants
ABOUT
The Housing Division provides various programs, activities and services that assist in the effort to
sustain an extraordinary Carlsbad community. These include disbursing community grants, delivering
community education programs, funding the Carlsbad Service Center and supporting the Carlsbad
Housing Commission.
SERVICES
• Provide financial assistance to community organizations, teams and special events that
benefit and enrich the residents of City of Carlsbad in compliance with City Council policies
• Through the Agricultural Conversion Mitigation Fee program, fund projects that improve
agricultural lands for continued agricultural production, protect and enhance the coastal and
lagoon environment, improve lagoon nature centers, and restore beaches for public use
• Provide community education programs, including the Carlsbad Student Leader Academy,
for high school students, and CityStuff, for third grade students
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 290,028$ 383,349$ 338,373$ 460,663$
Retirement Benefits 46,839 45,369 84,319 79,104
Health Insurance 21,554 40,415 52,427 49,242
Other Personnel Expenses 10,205 10,601 10,893 17,716
Personnel Services Subtotal 368,626 479,734 486,012 606,725
Operating Expenses
Professional & Contract Services 416,048 310,572 439,217 358,217
Supplies & Materials 20,555 16,079 13,600 13,600
Repair & Maintenance 1,699 110 - -
Interdepartmental Charges 144,530 152,401 131,779 121,576
Other Operating Expenses 10,771 3,452 37,527 37,527
Capital Outlay - - - -
Operating Expenses Subtotal 593,603 482,614 622,123 530,920
TOTAL EXPENDITURES 962,229$ 962,348$ 1,108,135$ 1,137,645$
General Fund 962,229$ 962,348$ 1,078,135$ 1,107,645$
Special Revenue - - 30,000 30,000
TOTAL FUNDING 962,229$ 962,348$ 1,108,135$ 1,137,645$
Full Time Positions 4.30 8.78 3.78 4.50
Hourly/FTE Positions 1.84 5.50 2.00 2.00
E-17
• Provide low income and homeless services support, including funding to the Carlsbad
Services Center, which offers temporary day labor employment services, employment
training and readiness, access to benefits, basic needs, rental assistance and case
management
• Provide technical and administrative support to the Carlsbad Housing Commission
RECENT ACCOMPLISHMENTS
• Commenced the Carlsbad Student Leader Academy in spring 2020 with 20 high school
student participants, in partnership with the YouSchool and Servant Leadership Institute
• In response to COVID-19, modified the Carlsbad Student Leader Academy program to
continue virtually as soon as summer 2021; this program has provided leadership training to
100+ Carlsbad high school aged residents thus far
• Began the CityStuff program in spring 2020 and engaged 1,127 third grade students in 54
classrooms, in partnership with 14 local elementary schools and 32 community volunteers
• In response to COVID-19, implemented alternative options to all classrooms participating in
the CityStuff program to offer the curriculum online and provide additional virtual assistance
• Developed guidelines for the resale of city-acquired affordable housing units
GOALS | OBJECTIVES | PRIORITIES
• Implement the Community Activity Grant, Special Events Grant, Community Spirit Grant, and
Winning Teams Grant programs, and process applications for assistance that are consistent
with the city council policies
• Continue to support the Agricultural Conversion Mitigation Fee program
• Provide education focused on civic proficiency and leadership to City of Carlsbad youth
• Provide technical and administrative support to the Carlsbad Housing Commission
• Continue to support the Carlsbad Service Center
E-18
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOMELESS SERVICES
Account: 0012540 Fund: General
ABOUT
The Homeless Service Division is responsible for leading all strategies, programs and initiatives related
to homelessness for the City of Carlsbad, including the city’s adopted Homeless Response Plan. This
division uses evidence-based practice research, community input and consumer feedback to
implement data-driven solutions to prevent, reduce and end homelessness.
SERVICES
• Manage and implement the city’s Homeless Response Plan
• Provide housing navigation services for persons at-risk or experiencing homelessness in the
City of Carlsbad
• Oversee the Homeless Outreach and Case Management contract with Interfaith Community
Services
• Offer short-term emergency boarding for animals of a person experiencing homelessness
within the City of Carlsbad via contract services
• Manage a rapid rehousing contract with Community Resource Center that helps individuals
and households at-risk or experiencing homelessness within the City of Carlsbad
• Oversee the contract with Urban Corps for citywide abandoned items and litter removal
services related to homeless encampments
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages -$ -$ -$ 499,799$
Retirement Benefits - - - 60,528
Health Insurance - - - 86,630
Other Personnel Expenses - - - 14,034
Personnel Services Subtotal - - - 660,991
Operating Expenses
Professional & Contract Services - - - 4,098,295
Supplies & Materials - - - 19,250
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses - - - 15,250
Capital Outlay - - - -
Operating Expenses Subtotal - - - 4,132,795
TOTAL EXPENDITURES -$ -$ -$ 4,793,786$
Full Time Positions 0.00 0.00 0.00 3.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-19
• Engage the community residents with town halls, bimonthly office hours, a newsletter and
other special events
• Coordinate with neighboring jurisdictions and county resources on regional issues on
homelessness
• Provide staff support to the City Council Homeless Action Subcommittee
RECENT ACCOMPLISHMENTS
• Formed a new Housing and Homeless Services Department
• Reducing homelessness is one of the City Council’s three goals, and the city has planned to
invest over $13.1 million in funding over the next six years
• Created the City Council Homeless Action Subcommittee, tasked with identifying and guiding
strategic local and regional solutions that prevent, assist and reduce homelessness in the city
• Served 655 unduplicated individuals at-risk or experiencing homelessness in the City of
Carlsbad via Interfaith Community Services and the Homeless Outreach Team, providing
3,025 outreach contacts and helping 99 people get bridged to shelter, substance use or
mental health treatment
• Shifted the team’s roles during the pandemic and distributed hygiene kits, masks, and
educational handouts on COVID-19 to the homeless community
• Added 12 hand washing stations and bathrooms to help reduce the spread of COVID-19
• Partnered with a Public Health Nurse who went into the field two times a week to access,
screen, and administer vaccinations, resulting in the homeless outreach team and city staff
helping over 116 people experiencing homelessness get vaccinated since March 2021
GOALS | OBJECTIVES | PRIORITIES
• Reduce the homeless unsheltered population, among those who want help, by 50% within
five years, with quarterly reports until the city decreases the unsheltered homeless
population or five years
• Implement a 12-month hotel voucher pilot program for individuals experiencing
homelessness within the City of Carlsbad
• Develop and implement a contract with the Regional Task Force on the Homeless for a
$400,000 Flexible Housing Subsidy Pool to help individuals experiencing homelessness pay
their deposit, application fees, utility assistance, landlord incentives, flex funds for
unexpected costs and ongoing tenancy support to ensure their success
• Enroll the City of Carlsbad into the Homeless Management Information System as a
“participating agency” through the Regional Task Force on the Homeless
• Enter into an agreement with Catholic Charities to hire two licensed clinicians to provide
staff at the La Posada de Guadalupe Emergency Shelter with training, in order for the facility
to operate as a “low-barrier” shelter
• Contract for an employment and benefit specialist who will be able to help connect people
to disability and social security benefits, general relief, CalWORKS, CalFresh, Veteran
benefits, stimulus checks, employment programs, and other aid programs
• Develop and implement a new contract with Community Resource Center to implement a
rapid rehousing program for households currently experiencing homelessness in the City of
Carlsbad
E-20
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: AFFORDABLE HOUSING TRUST FUND
Account: 133, 134 Fund: Special Revenue
ABOUT
The Affordable Housing Trust Fund Program is the city’s primary source of affordable housing funding
for low-income households. The Affordable Housing Trust Fund collects fees generated from the
Inclusionary Housing In-Lieu Fee and the sale of affordable housing credits that satisfy a developer’s
inclusionary housing obligation as well as loan repayments from existing developments. With these
funds, the city provides affordable housing programs and low income and homeless services support,
and financial assistance for residential developments that provide housing opportunities to low-
income households.
SERVICES
• Research and develop new opportunities for affordable housing for low-income households
through alternative product types and/or programs
• Ensure regulatory agreement compliance for all existing affordable housing developments
for low-income households
• Administer the Minor Home Repair Program
• Provide funding for a flexible housing subsidy program for individuals and families who are
homeless or at-risk of homelessness
• Provide funding to the Bridge-to-Housing network program
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 91,355$ 173,859$ 110,572$ 111,395$
Retirement Benefits 44,175 40,313 26,402 17,886
Health Insurance 7,335 14,973 6,986 7,600
Other Personnel Expenses 7,828 9,449 3,269 4,553
Personnel Services Subtotal 150,693 238,594 147,229 141,434
Operating Expenses
Professional & Contract Services 316,372 294,455 489,267 489,267
Supplies & Materials 12,579 3,264 19,000 19,000
Repair & Maintenance - - - -
Interdepartmental Charges 140,765 148,080 127,942 64,236
Other Operating Expenses 83,697 183,660 97,260 97,260
Capital Outlay - - - -
Operating Expenses Subtotal 553,413 629,459 733,469 669,763
TOTAL EXPENDITURES 704,106$ 868,053$ 880,698$ 811,197$
Full Time Positions 1.60 1.30 0.60 0.60
Hourly/FTE Positions 0.50 1.00 1.00 1.00
E-21
• Provide funding for case management services to those experiencing or who are at-risk of
homelessness
• Negotiate and prepare financial assistance and loan documents for the construction of
single-family and multi-family low-income affordable housing developments
• Continue to implement the Inclusionary Housing Ordinance by providing information to
developers, the public, and city staff on the requirements of the ordinance
• Negotiate and prepare affordable housing agreements and density bonus agreements
• Monitor the development and operation of low-income affordable housing developments
• Assist with the development of low-income affordable housing developments from concept
to construction
RECENT ACCOMPLISHMENTS
• Completed construction and sales on all 25 new ownership homes in Bressi Ranch, or
Kensington, as well as at least six of 15 affordable accessory dwelling units at Poinsettia 61,
or Treviso
• Completed Council Policy No. 90 – Administration of the Housing Trust Fund
• Completed land acquisition, ground lease and loan for construction of Windsor Pointe, a 50-
unit affordable apartment community with permanent supportive services to homeless and
lower-income veteran families, and people experiencing homelessness with mental health
service needs
GOALS | OBJECTIVES | PRIORITIES
• Administer the Housing Trust Fund in accordance with Council Policy No. 90
• Continue to work with residential developers with inclusionary housing requirements to
produce additional homes affordable to lower-income households
• Research and develop other programs and development opportunities to increase the
supply of affordable housing for low-income households
• Preserve and improve the quality of the city’s existing housing stock
• Continue to provide low income and homeless services support
E-22
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: RENTAL ASSISTANCE
Account: 190 Fund: Special Revenue
ABOUT
The federally-funded Section 8 rental assistance program provides monthly rental subsidies to very
low-income households in the City of Carlsbad and processes new participants into the program as
additional funds are available from the federal government.
SERVICES
• Provide federal funding to subsidize rents for eligible low-income households
• Assist low-income households in the community with access to rental housing that is decent,
safe, and sanitary
• Ensure the Section 8 tenant-based rental assistance program is being administered in
compliance with federal regulations, federal guidelines, the Carlsbad Administrative Plan,
and the Public Housing Agency Plan
• Achieve and maintain a lease rate that effectively and fully utilizes Section 8 program
funding allocation
• Enable unemployed, under-employed, or under-educated low-income families to achieve
economic independence from welfare
• Assist families to identify barriers to becoming self-sufficient
• Guide families for establishing a five-year goal and plan to self-sufficiency
• Coordinate needed support services and act as an advocate on behalf of the client
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 312,439$ 265,237$ 300,769$ 349,333$
Retirement Benefits 81,236 72,807 73,464 84,001
Health Insurance 43,266 26,911 38,636 64,097
Other Personnel Expenses 14,692 20,875 9,689 15,775
Personnel Services Subtotal 451,633 385,830 422,558 513,206
Operating Expenses
Professional & Contract Services 33,832 33,304 34,000 34,000
Supplies & Materials 5,741 7,386 10,665 10,665
Repair & Maintenance 505 115 300 300
Interdepartmental Charges 150,866 117,645 115,743 200,472
Other Operating Expenses 6,836,887 7,287,973 7,139,800 7,139,800
Capital Outlay - - - -
Operating Expenses Subtotal 7,027,831 7,446,423 7,300,508 7,385,237
TOTAL EXPENDITURES 7,479,464$ 7,832,253$ 7,723,066$ 7,898,443$
Full Time Positions 4.60 4.00 4.00 5.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-23
RECENT ACCOMPLISHMENTS
• Provided monthly rental assistance to approximately 550 very low and extremely low-
income households
• Maintained a high level of service to participants while implementing safety protocols due to
the COVID-19 pandemic
• Received additional funds from HUD to cover increased costs related to COVID-19 impacts
GOALS | OBJECTIVES | PRIORITIES
• Continue to operate the Section 8 program effectively, and seek additional funding as
opportunities arise
• Complete intake and lease-up for rental assistance vouchers for 25 non-elderly, disabled
participants
E-24
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: COMMUNITY DEVELOPMENT
BLOCK GRANT
Account: 391 Fund: Special Revenue
ABOUT
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 by expanding economic opportunities for lower-income persons. This program in
the City of Carlsbad is focused on providing specific benefit to low-income residents, with serving the
city’s homeless population and providing affordable housing as the two highest priorities.
SERVICES
• Prepare and implement a five-year consolidated plan for submittal to U.S. Department of
Housing and Urban Development
• Provide staff support to the CDBG Funding Advisory Committee and the City Council in the
selection process for identifying activities to be included in the Annual Action Plan for 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 timeliness of funds and beneficiaries
assisted
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 30,127$ 19,260$ 48,864$ 34,891$
Retirement Benefits 12,043 9,726 11,718 8,513
Health Insurance 3,503 196 3,503 2,717
Other Personnel Expenses 1,584 2,472 1,558 1,478
Personnel Services Subtotal 47,257 31,654 65,643 47,599
Operating Expenses
Professional & Contract Services 21,711 59,860 39,000 39,000
Supplies & Materials - 3,506 3,500 3,500
Repair & Maintenance - - - -
Interdepartmental Charges 750 948 500 1,200
Other Operating Expenses 439,684 228,185 547,000 547,000
Capital Outlay - - - -
Operating Expenses Subtotal 462,145 292,499 590,000 590,700
TOTAL EXPENDITURES 509,402$ 324,153$ 655,643$ 638,299$
Full Time Positions 0.65 0.57 0.57 0.40
Hourly/FTE Positions 0.00 0.50 0.00 0.00
E-25
• Amend the Annual Action Plan as necessary to meet the needs of the community when
additional funding is available
• 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 programs
RECENT ACCOMPLISHMENTS
• Provided funding assistance to seven non-profit, non-city organizations to provide services
to low-income households with a focus on affordable housing, supportive services to low-
income and special needs populations, and assistance in the prevention and reduction of
homeless residents in Carlsbad
• Expended CDBG funds to purchase resales of affordable ownership units to be resold to low
or very low-income buyers; three homes were purchased in fiscal year 2020-21
• Expended CDBG funds to assist in the acquisition of land for the 50-unit Windsor Pointe
affordable apartment community, with permanent supportive services to homeless and
lower-income veteran families, and people experiencing homelessness with mental health
service needs
• Successfully submitted the Consolidated Annual Performance Evaluation Report for fiscal
year 2019-20
• Successfully submitted the Annual Action Plan for fiscal year 2020-21
• Partnered with municipalities throughout San Diego County to successfully support
furthering fair housing choices for all residents
• Submitted the five-year Consolidated Plan for fiscal years 2020-25
• Successfully completed and submitted the five-year Analysis of Impediments for fiscal years
2020-25
• Provided additional funding assistance of $1.2 million in supplemental allocations to grant
sub-recipients to be used to prevent, prepare for and respond to COVID-19
GOALS | OBJECTIVES | PRIORITIES
• Successful completion and submission of the fiscal year 2020-21 Consolidated Annual Plan
Evaluation Report
• Project identification and related expenditure plan for CDBG funds to provide for additional
affordable housing opportunities for low-income households, with specific focus on those
experiencing homelessness
• Identification of additional programs that can be funded through the CDBG program to assist
the city’s homeless residents
E-26
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY
Account: 801 Fund: Trust Fund
ABOUT
The successor agency is responsible for preparing a recognized obligation payments schedule as
detailed by the State of California’s Department of Finance, listing the enforceable obligations of the
former redevelopment agency and their source of payment. This payment schedule is subject to
approval by the countywide oversight board.
SERVICES
• Participate in activities associated with the dissolution of the redevelopment agency
• Ensure payment of all debt obligations as approved by the oversight board
RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2021-22 for approval by
the countywide oversight board
• Received loan repayment from the successor agency and funding for payment on
redevelopment bond
GOALS | OBJECTIVES | PRIORITIES
• Continue to take actions to dissolve the former redevelopment agency in a timely manner
and ensure repayment of all approved debt obligations
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 47,752$ 22,838$ 30,004$ -$
Retirement Benefits 19,343 13,170 7,196 -
Health Insurance 8,061 146 2,158 -
Other Personnel Expenses 2,672 3,315 952 -
Personnel Services Subtotal 77,828 39,469 40,310 -
Operating Expenses
Professional & Contract Services 681 6,008 38,000 25,000
Supplies & Materials 7,686 7,060 11,000 -
Repair & Maintenance - - 1,500 -
Interdepartmental Charges 44,267 45,660 46,005 7,295
Other Operating Expenses 1,639,106 1,115,400 1,796,708 1,035,200
Capital Outlay - - - -
Operating Expenses Subtotal 1,691,740 1,174,128 1,893,213 1,067,495
TOTAL EXPENDITURES 1,769,568$ 1,213,597$ 1,933,523$ 1,067,495$
Full Time Positions 0.85 0.35 0.35 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-27
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: TYLER COURT APARTMENTS
Account: 806 Fund: Special Revenue Fund
ABOUT
Tyler Court Senior Apartments is a city-owned 75-unit 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.
SERVICES
• Provide affordable housing to the senior community
GOALS | OBJECTIVES | PRIORITIES
• Continue to support the low-income senior community by offering affordable housing with
income and restrictions
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages -$ -$ -$ -$
Retirement Benefits - - - -
Health Insurance - - - -
Other Personnel Expenses - - - -
Personnel Services Subtotal - - - -
Operating Expenses
Professional & Contract Services 192,932 304,613 - 305,230
Supplies & Materials 178,279 149,770 - 167,711
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses 134,826 39,644 - 48,249
Capital Outlay 54,531 3,116 - 119,797
Operating Expenses Subtotal 560,568 497,143 - 640,987
TOTAL EXPENDITURES 560,568$ 497,143$ -$ 640,987$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-28
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SUMMARY
LIBRARY & CULTURAL ARTS
• Administration
• Circulation Services
• Reference, Genealogy & Carlsbad History Services
• Children’s Services
• Collections & Technical Services
• Bilingual, Literacy & Lifelong Learning Services
• Community Relations
• Cultural Arts
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 5,637,609$ 5,853,737$ 6,296,303$ 6,385,017$
Retirement Benefits 1,192,438 1,065,603 1,107,392 1,066,402
Health Insurance 558,617 570,108 641,553 718,917
Other Personnel Expenses 285,752 271,854 176,604 239,379
Personnel Services Subtotal 7,674,416 7,761,302 8,221,852 8,409,715
Operating Expenses
Professional & Contract Services 670,957 565,152 685,010 797,429
Supplies & Materials 1,506,185 1,149,355 1,454,292 1,371,112
Repair & Maintenance 44,187 43,662 49,075 10,273
Interdepartmental Charges 2,683,080 3,144,952 2,857,734 3,195,050
Other Operating Expenses 552,684 530,040 579,200 518,996
Capital Outlay 170,984 82,463 - -
Operating Expenses Subtotal 5,628,077 5,515,624 5,625,311 5,892,860
TOTAL EXPENDITURES 13,302,493$ 13,276,926$ 13,847,163$ 14,302,575$
General Fund 12,969,709$ 13,030,148$ 13,291,868$ 13,780,555$
Special Revenue Fund 332,784 246,778 555,295 522,020
TOTAL FUNDING 13,302,493$ 13,276,926$ 13,847,163$ 14,302,575$
Full Time Positions 50.50 52.50 52.50 52.50
Hourly/FTE Positions 59.83 61.66 62.06 63.66
E-29
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADMINISTRATION
Account: 0014010 Fund: General
ABOUT
Library & Cultural Arts Administration provides management and leadership for the delivery of library
and cultural arts programs and services; plans for the efficient use of resources and facilities;
coordinates relations with local, state and federal government agencies; and provides liaison services,
resource assistance and technical guidance to Library Board of Trustees, Arts Commission, Historic
Preservation Commission, the Friends of the 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, monitor and respond to industry
trends
• Manage personnel and volunteer recruitment activities, develop and maintain policies and
procedures, and provide centralized training services for all staffing and volunteer services
• Develop and monitor budgets, contract and grant administration, and purchasing and
accounting processes
• Develop and plan technology solutions to effectively deliver library and cultural arts services
• Participate in and promote public education pertaining to the general history of the City of
Carlsbad, historic areas and sites
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,203,324$ 1,186,404$ 1,283,986$ 1,242,852$
Retirement Benefits 336,757 273,527 283,433 272,779
Health Insurance 158,599 121,529 124,564 166,532
Other Personnel Expenses 50,474 48,244 36,536 46,208
Personnel Services Subtotal 1,749,154 1,629,704 1,728,519 1,728,371
Operating Expenses
Professional & Contract Services 133,433 152,110 25,700 44,550
Supplies & Materials 120,090 108,870 131,012 99,756
Repair & Maintenance 42,042 41,821 45,855 7,053
Interdepartmental Charges 479,852 551,754 693,003 756,339
Other Operating Expenses 537,048 517,854 578,600 518,996
Capital Outlay 124,932 78,354 - -
Operating Expenses Subtotal 1,437,397 1,450,763 1,474,170 1,426,694
TOTAL EXPENDITURES 3,186,551$ 3,080,467$ 3,202,689$ 3,155,065$
Full Time Positions 12.00 12.00 12.00 12.00
Hourly/FTE Positions 3.83 3.82 3.82 3.82
E-30
RECENT ACCOMPLISHMENTS
• Welcomed new organizational leaders, including a new library director and two new deputy
library directors
• Adjusted services in response to COVID-19 to provide continuous resources to the
community for the duration of the pandemic, including supporting staff in every division to
provide curbside and virtual services as alternatives to in-person services
• Developed the framework for integrating the library’s patron account system with the city’s
system for accepting payments to improve accuracy and efficiency
• Acquired a queuing application in partnership with the Information Technology Department
to manage capacity in library facilities as they return to in-person services
GOALS | OBJECTIVES | PRIORITIES
• As the COVID-19 pandemic retreats, return to full-services utilizing lessons learned to
provide a combination of in-person and virtual programs and services
• With new leadership in place, develop fresh goals and strategies to provide the best possible
service to the community
• Institutionalize ongoing talent management and succession planning practices
• Examine and adjust staffing models to optimize service levels
• Carefully manage department resources in a shifting economic environment
E-31
COMMUNITY SERVICES|
LIBRARY & CULTURAL ARTS: CIRCULATION SERVICES
Account: 0014015 Fund: General
ABOUT
Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of
all library print and audiovisual materials.
SERVICES
• Respond to in-person, telephone and email account inquiries
• Issue new and replacement library cards to borrowers and internet users
• Circulate print and audiovisual materials and answer collection related questions
• Track reserved and overdue items and sort, organize and shelve all library materials
• Collect fines and fees, reconcile daily transactions and oversee collection agency accounts
• Coordinate the City of Carlsbad’s participation in countywide delivery and return of Serra
Cooperative member library materials
• Collect retired flags from deposit boxes and deliver to the City of Carlsbad Fire Department
for proper disposal
• Conduct an annual inventory of the collection
• Maintain accuracy of user records through reports
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 869,886$ 934,856$ 936,680$ 948,762$
Retirement Benefits 108,809 109,433 104,014 93,502
Health Insurance 40,944 54,158 58,219 59,454
Other Personnel Expenses 54,765 50,810 26,123 38,161
Personnel Services Subtotal 1,074,404 1,149,257 1,125,036 1,139,879
Operating Expenses
Professional & Contract Services - - - -
Supplies & Materials 20,908 4,978 12,500 12,500
Repair & Maintenance - - - -
Interdepartmental Charges 173,810 205,512 113,375 143,328
Other Operating Expenses - - - -
Capital Outlay 5,908 - - -
Operating Expenses Subtotal 200,626 210,490 125,875 155,828
TOTAL EXPENDITURES 1,275,030$ 1,359,747$ 1,250,911$ 1,295,707$
Full Time Positions 4.50 4.50 4.50 4.50
Hourly/FTE Positions 20.68 20.68 20.68 20.68
E-32
RECENT ACCOMPLISHMENTS
• Created and implemented a plan to provide curbside delivery of library items and program
supplies in response to the COVID-19 pandemic, utilizing staff from all library divisions and
Parks & Recreation
• Delivered over 200,000 physical items via curbside service
• Accepted more than 22,000 mail-in ballots during the November 2020 election
• Participated in the launch and testing of technology to streamline and improve community
member experiences, including the internal cashiering system, Carlsbad Connects app and
online web bill pay
• Tested the new self-check interface, which simplifies the patron experience
GOALS | OBJECTIVES | PRIORITIES
• Explore digital library card applications, mobile checkout devices and other efficiencies to
improve the customer experience
• Continue to improve the curbside material checkout experience
• Create a hybrid in-person and curbside circulation model
• Work with Information Technology partners to improve the library patron database systems
for a consistent patron experience
• Transition staff to a web-based interface for the library patron database
• Continue to expand the collection of staff training videos as new technology and software
are introduced
E-33
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: REFERENCE, GENEALOGY &
CARLSBAD HISTORY SERVICES
Account: 0014016 Fund: General
ABOUT
Reference Services staff assists the public with information needs; locates library materials for
patrons; provides instruction on resource use; performs research for the public, local business and
government; and provides readers’ advisory assistance. The Genealogy & Carlsbad History staff
provides reference and instructional assistance to patrons researching their ancestry and preserves
Carlsbad history materials for public research. The division works closely with the North San Diego
County Genealogical Society to provide educational genealogy programs for the community, and with
the city’s Historic Preservation Commission to support their work. Both areas support patrons’
increasing use of technology through digital literacy training and access to emerging technologies.
SERVICES
• Respond to in-person, telephone, email and text reference questions; provide instruction,
classes and tours; assist the public with access to digital resources; and administer services
to homebound patrons
• Support a collaborative learning environment where community members can express their
creativity through digital photography and editing, 3D printing and design, coding and
electronics, digital crafting, and media conversion
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,284,739$ 1,354,842$ 1,475,555$ 1,496,551$
Retirement Benefits 248,526 234,870 243,601 231,378
Health Insurance 87,605 99,799 107,905 141,457
Other Personnel Expenses 67,294 64,368 40,181 54,466
Personnel Services Subtotal 1,688,164 1,753,879 1,867,242 1,923,852
Operating Expenses
Professional & Contract Services 207 135 1,700 5,249
Supplies & Materials 8,806 10,894 16,699 9,798
Repair & Maintenance 1,770 1,204 1,920 1,920
Interdepartmental Charges 877,169 1,014,348 932,387 1,003,207
Other Operating Expenses 837 912 - -
Capital Outlay - - - -
Operating Expenses Subtotal 888,789 1,027,493 952,706 1,020,174
TOTAL EXPENDITURES 2,576,953$ 2,781,372$ 2,819,948$ 2,944,026$
Full Time Positions 11.00 11.00 11.00 11.00
Hourly/FTE Positions 15.35 15.35 15.35 15.35
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• Contribute to the management and selection of books, digital resources, audiovisual
materials, magazines, newspapers and other library materials
• Provide community outreach activities such as visits to schools, senior centers, farmers’
markets and other community groups
• Manage the selection and organization of print and digital genealogy and City of Carlsbad
history resources, preserve archival collections, and provide instruction and assistance to
patrons of all ages researching genealogy or local history
• Coordinate with the North San Diego County Genealogical Society to schedule and provide
free educational genealogy programs
• Support the work of the City of Carlsbad’s Historic Preservation Commission through
research, digitization and programming
RECENT ACCOMPLISHMENTS
• Created connections for adults and teens by adapting book clubs and teen advisory board to
engaging virtual platforms
• Increased collections of eBooks and eAudiobooks, added 14 electronic databases and
introduced new app to Carlsbad school districts to expand students’ library materials access
• Offered safe, limited internet computer access, mobile printing and browsing for adults and
teens while adhering to COVID-19 restrictions
• Developed robust library-wide staff trainings in video and online platforms for staff
• Broadened the Grow Your Garden program partnership with Carlsbad Community Gardens
to distribute vegetable seeds through curbside pickup to the community
• Expanded homebound program to serve community members in need affected by COVID-19
• Transcribed oral histories in Carlsbad History Collection making the content of the recordings
keyword searchable. Completed pilot project to record oral histories remotely with Zoom
• Digitized Carlsbad High School Yearbooks, 1958-2015, in the Carlsbad History Collection and
Scanned 4,000 photographic prints in the Historic Photo Collection to archival standards
• Completed collection management projects in the Genealogy Collection including a
complete inventory, shelf-shift and weed of materials
• Piloted a series of on-demand genealogy education videos posted to the city’s YouTube
channel
• Offered live virtual educational genealogy programs through the city’s partnership with the
North San Diego County Genealogical Society, providing remote access to all seven
genealogy research databases and completing research via phone and email for patrons
• Created research files and digitized resources to support the work of the City of Carlsbad’s
Historic Preservation Commission
GOALS | OBJECTIVES | PRIORITIES
• Deliver newly designed Exploration HUB workshops
• Launch a new author programming team to discover, evaluate and create or augment
programming with author visits to the library or virtually
• Increase access to digitized archival materials located in the Carlsbad History Collection
through the selection and population of an improved digital asset management system
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CHILDREN’S SERVICES
Account: 0014035 Fund: General
ABOUT
The Children’s Services Division supports the educational, literacy, informational, cultural and
recreational needs of young patrons from babies through middle school-aged children. Youth-related
reference and readers’ advisory services are also offered to parents, caregivers and teachers.
SERVICES
• Develop and present educational programs for children year-round, including weekly early
literacy and educational programs, as well as special reading programs such as the annual
Summer Reading Adventure
• Promote literacy and the enjoyment of reading by connecting children with books through
personal interactions, programs and development of an age-appropriate collection
• Support digital literacy for children by providing computers with early literacy programs,
internet access and educational games as well as remote access to digital databases for
homework assistance
• Answer reference questions and assist in using the collection and internet computers for
research and homework
• Manage the Homework Zone program, which offers children in grades 1-12 personalized
homework assistance provided by volunteers
• Provide library instruction and tours for children and youth-related groups
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 638,805$ 643,316$ 697,071$ 707,990$
Retirement Benefits 146,113 125,364 127,899 127,331
Health Insurance 97,165 93,565 100,503 99,489
Other Personnel Expenses 33,788 31,529 19,890 27,004
Personnel Services Subtotal 915,871 893,774 945,363 961,814
Operating Expenses
Professional & Contract Services - - - -
Supplies & Materials 11,844 11,645 5,795 2,900
Repair & Maintenance - - - -
Interdepartmental Charges 351,627 423,756 353,548 376,200
Other Operating Expenses - - - -
Capital Outlay 26,201 - - -
Operating Expenses Subtotal 389,672 435,401 359,343 379,100
TOTAL EXPENDITURES 1,305,543$ 1,329,175$ 1,304,706$ 1,340,914$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 5.55 5.55 5.55 5.55
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• Build community connections through story times, book talks and instructional sessions at
local schools and special events throughout the city
• Provide leadership opportunities and community service hours for teens
RECENT ACCOMPLISHMENTS
• Implemented weekly virtual children’s programs live on Facebook and Zoom
• Adapted to a fully virtual Summer Reading Adventure to align with COVID-19 guidelines,
including curbside delivery of reading rewards and virtual performances
• Created engaging and interactive experiences for children such as digital escape rooms and
online interactive stories
• Bolstered remote readers’ advisory services through the creation of online recommended
reading lists and reading recommendations form
• Participated in learning and development opportunities to successfully implement virtual
programs and services to children and their families
• Maintained relationships with community partners such as Love on a Leash and local schools
to provide unique virtual children’s programs and outreach
• Offered safe, limited internet computer access, including mobile printing and browsing for
children and their families
GOALS | OBJECTIVES | PRIORITIES
• Strengthen early literacy efforts by launching “1,000 Books Before Kindergarten” program
• Implement systemwide story time program standards
• Design and implement STEAM exploration and experiences for children and their families in
the Leichtag Family Foundation Discovery Room
• Design and implement improvements to the Cole Children’s picture book area to provide a
more attractive and interactive experience for young children and their families
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: COLLECTIONS & TECHNICAL SERVICES
Account: 0014040
1454010
1454011
Fund: General
Special Revenue-Gifts/Benefits
Special Revenue-Friends of the Library
ABOUT
Collections & Technical Services coordinates the selection of materials and manages collection
development and maintenance for all library facilities. Staff oversee selection, ordering, invoicing and
acquisition of library materials for the public, in both physical and electronic formats. Staff also
catalog and prepare library materials for public use, evaluate new content formats, devise new
cataloging and processing procedures as new formats are added and evaluate usage patterns for
electronic formats.
SERVICES
• Manage the selection of library materials in accordance with collection development policies
and industry practices to continue to meet the educational, lifelong learning and
entertainment needs of the community
• Source and purchase library materials, in physical and electronic format
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 536,015$ 571,168$ 590,667$ 599,069$
Retirement Benefits 140,045 126,315 125,371 124,605
Health Insurance 76,874 83,845 90,138 84,483
Other Personnel Expenses 27,439 25,755 17,308 23,228
Personnel Services Subtotal 780,373 807,083 823,484 831,385
Operating Expenses
Professional & Contract Services 86,839 41,737 29,750 13,325
Supplies & Materials 1,218,800 895,706 1,153,389 1,109,389
Repair & Maintenance - - - -
Interdepartmental Charges 136,204 166,164 180,240 201,943
Other Operating Expenses 419 456 - -
Capital Outlay 4,625 4,109 - -
Operating Expenses Subtotal 1,446,887 1,108,172 1,363,379 1,324,657
TOTAL EXPENDITURES 2,227,260$ 1,915,255$ 2,186,863$ 2,156,042$
General Fund 2,079,500$ 1,812,494$ 1,960,663$ 1,963,006$
Special Revenue Fund 147,760 102,761 226,200 193,036
TOTAL FUNDING 2,227,260$ 1,915,255$ 2,186,863$ 2,156,042$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 2.88 2.88 2.88 2.88
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• Track the ordering and invoicing of materials, working with department and city staff to
ensure timely payment to vendors
• Create and maintain database records and label materials to allow patrons to discover and
locate items of interest
• Manage and reorganize physical shelving and location of materials as required to assist
patrons in finding materials of interest
• Perform Interlibrary Loans to provide patron access to materials outside the City of Carlsbad
collection
• Coordinate the removal of out-of-date or damaged materials to maintain a current and
desirable collection
• Use vendor reporting portals to track and assess patron use of electronic content
RECENT ACCOMPLISHMENTS
• Shifted budget allocations and staff time to support patrons’ ability to access more eBooks
and eAudio books during the COVID-19 pandemic
• Implemented innovative approaches to eBook circulation, including concurrent access to
titles where available, and a vendor service to provide better access to the top in-demand
titles
• Identified and worked with other divisions to add new eResources, including streaming video
services and over 2,000 eComics, in response to increased patron demand for online access
to popular digital content
• Created direct access in the public catalog interface to more than 18,000 eBook and
eMagazine titles provided by the State of California and more than 60,000 public domain
classic eBook titles
• Developed a new workflow and procedures to allow staff to work remotely while performing
all division functions and maintaining continuity of major division services for the duration of
the COVID-19 pandemic
• Modified labeling, shelving locations and database indexing to improve access and increase
findability of library materials such as in young adult fiction, music CDs and early literacy
books
GOALS | OBJECTIVES | PRIORITIES
• Review the library collections for diversity, equity, and inclusion to reflect best practices in
maintaining a timely, relevant and welcoming collection
• Perform a scheduled update of the Collection Development Policy to ensure both currency
and continuity of high standards in collection management
• Enhance patron access by updating labels, shelving locations and database indexing where
appropriate
• Participate in market and product analysis of discovery layer software with an eye towards
providing next generation catalog findability and patron access to the library collections,
both physical and electronic
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: BILINGUAL, LITERACY & LIFELONG
LEARNING SERVICES
Account: 001405X Fund: General
ABOUT
The Library Learning Center offers general library programs and services in addition to childhood,
family and adult literacy programs, collections and activities. A unique aspect of the Learning Center
is the integration of library services and direct reading and writing instruction across all ages and
stages of language and literacy learning from English-language acquisition through high school
diploma achievement. These services are provided through the collaboration of two library divisions,
Bilingual Services and Literacy Services that provide specialized library services and programs to
English and Spanish-speaking patrons and community members wanting to explore the language.
SERVICES
• Provide access to English/Spanish, bilingual and literacy materials for all ages
• Offer reading and writing help by trained volunteer tutors for English-speaking adults to
meet their life goals
• Provide English as a Second Language (ESL) classes in partnership with MiraCosta College
• Provide children’s activities in English, Spanish, and bilingual English/Spanish
• Facilitate the Homework Zone program, which offers homework assistance to school-age
students by volunteers
• Offer intensive reading help to elementary school-age children
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 363,504$ 372,380$ 456,495$ 459,048$
Retirement Benefits 66,491 62,788 75,604 69,403
Health Insurance 12,708 24,249 52,716 36,866
Other Personnel Expenses 21,425 19,569 12,919 17,862
Personnel Services Subtotal 464,128 478,986 597,734 583,179
Operating Expenses
Professional & Contract Services 1,744 6,362 1,575 1,575
Supplies & Materials 44,435 34,696 6,155 7,515
Repair & Maintenance 90 66 300 300
Interdepartmental Charges 456,462 538,416 407,358 456,757
Other Operating Expenses 7,507 8,943 600 -
Capital Outlay - - - -
Operating Expenses Subtotal 510,238 588,483 415,988 466,147
TOTAL EXPENDITURES 974,366$ 1,067,469$ 1,013,722$ 1,049,326$
Full Time Positions 3.00 4.00 4.00 4.00
Hourly/FTE Positions 5.66 5.67 6.07 5.67
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• Manage an accredited Career Online High School diploma program and support students
• Provide teen programs, concerts, and family events
• Offer book clubs, including Spanish-language and literacy book clubs
• Provide learning assistance in reading, writing and comprehension to students in partnership
with Carlsbad High School
RECENT ACCOMPLISHMENTS
• Offered virtual programming and hybrid models with programs and events
• Developed new digital literacy/technology capability that will serve Literacy Services learners
• Built capacity for family literacy programming supported with new California Library Literacy
Services grant funding
GOALS | OBJECTIVES | PRIORITIES
• Re-establish English as a Second Language class offerings in partnership with MiraCosta
College to include additional conversation skills classes
• Seek external partner to provide tax preparation assistance
• Onboard new Principal Librarian; re-establish staffing levels commensurate with services and
open hours
• Redesign the Learning Center’s public service areas for enhanced safety, ergonomics and
customer service
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: COMMUNITY RELATIONS
Account: 0014060
1454013
1454014
Fund: General
Special Revenue-Gartner Donation
Special Revenue-Benson Donation
ABOUT
The Community Relations Division coordinates the development, delivery and assessment of
programs for the community, performs outreach to promote departmental services and identifies
community needs, advances partnerships and provides a wide range of event management services
and related activities in support of programs staged in the Ruby G. Schulman Auditorium, George and
Patricia Gowland Meeting Room and other library venues. In addition, the Community Relations
Division assists with internal communications and external publicity for the department through print
and electronic publications, social media, digital signage and website and intranet management.
SERVICES
• Coordinate with the Communications & Engagement Department on marketing and publicity
for library and cultural arts programs and services, including website communications, e-
newsletters, social media initiatives and video productions
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 268,291$ 240,524$ 287,956$ 275,713$
Retirement Benefits 51,485 42,091 44,213 41,236
Health Insurance 45,104 37,951 40,687 44,244
Other Personnel Expenses 11,119 10,459 7,622 9,690
Personnel Services Subtotal 375,999 331,025 380,478 370,883
Operating Expenses
Professional & Contract Services 132,228 49,306 62,800 71,000
Supplies & Materials 60,666 56,152 116,547 98,350
Repair & Maintenance 285 557 1,000 1,000
Interdepartmental Charges 116,627 141,012 104,840 119,466
Other Operating Expenses - 36 - -
Capital Outlay 7,917 - - -
Operating Expenses Subtotal 317,723 247,063 285,187 289,816
TOTAL EXPENDITURES 693,722$ 578,088$ 665,665$ 660,699$
General Fund 540,111$ 463,581$ 464,955$ 469,465$
Special Revenue Fund 153,611 114,507 200,710 191,234
TOTAL FUNDING 693,722$ 578,088$ 665,665$ 660,699$
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 2.35 3.33 3.33 3.33
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• Plan, execute and evaluate programs for adults including special events, author lectures,
play readings, film series, poetry readings, writing workshops and concert series
• Manage the public rental use of three facilities including reservations, billing, room setup
and technical support
• Provide technical and event support for library and cultural arts programs
RECENT ACCOMPLISHMENTS
• Provided filming and editing to support virtual programming via Zoom, Facebook and
YouTube
• Managed internal and external communications regarding changes in service throughout the
duration of the COVID-19 pandemic
• Provided ongoing marketing and publicity for virtual alternatives to library and cultural arts
programs and services
GOALS | OBJECTIVES | PRIORITIES
• Re-establish programs presented in the auditorium
• Return to renting venues
• Create the design for the Ruby G. Schulman Auditorium audiovisual and lighting replacement
within the CIP process
• Continue to support production of virtual programs and performances
E-43
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CULTURAL ARTS
Account: 001406X
148
175
Fund: General
Special Revenue-Special Events
Special Revenue-Schulman Endowment
ABOUT
The Cultural Arts Office plans, promotes and carries out visual and performing arts programs, arts
education activities, temporary and permanent public art and other cultural offerings to make
connections among artists, cultural organizations, community groups, businesses, visitors and
residents that sustain and promote a thriving, diverse and creative city.
SERVICES
• Present visual arts exhibitions, performing arts and film programming at the Ruby G.
Schulman Auditorium, the William D. Cannon Art Gallery and other Carlsbad locations
• Create, document and maintain the city’s permanent and temporary public art collection
• Administer the Community Arts Grant program with the Carlsbad Arts Commission and
community arts stakeholders
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 473,045$ 550,247$ 567,893$ 655,032$
Retirement Benefits 94,212 91,215 103,257 106,168
Health Insurance 39,618 55,012 66,821 86,392
Other Personnel Expenses 19,448 21,120 16,025 22,760
Personnel Services Subtotal 626,323 717,594 753,996 870,352
Operating Expenses
Professional & Contract Services 316,506 315,502 563,485 661,730
Supplies & Materials 20,636 26,414 12,195 30,904
Repair & Maintenance - 14 - -
Interdepartmental Charges 91,329 103,990 72,983 137,810
Other Operating Expenses 6,873 1,839 - -
Capital Outlay 1,401 - - -
Operating Expenses Subtotal 436,745 447,759 648,663 830,444
TOTAL EXPENDITURES 1,063,068$ 1,165,353$ 1,402,659$ 1,700,796$
General Fund 1,031,655$ 1,135,843$ 1,274,274$ 1,563,046$
Special Revenue Fund 31,413 29,510 128,385 137,750
TOTAL FUNDING 1,063,068$ 1,165,353$ 1,402,659$ 1,700,796$
Full Time Positions 4.00 5.00 5.00 5.00
Hourly/FTE Positions 3.53 4.38 4.38 6.38
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• Offer educational programs for youth and adults, including Three-Part Art, Family Open
Studios and summer workshop intensives, as well as partnering with Parks & Recreation
Department at Leo Carrillo Ranch Historic Park and community partners
• Implement programs featuring guest artist residencies and STEAM (Science, Technology,
Engineering, Arts and Mathematics) initiatives with Carlsbad schools
• Produce nine TGIF Concerts in the Parks with pre-shows showcasing local talent
• Work closely with Carlsbad Friends of the Arts on building their leadership and fundraising
capacity
RECENT ACCOMPLISHMENTS
• Presented two exhibits in the William D. Cannon Gallery: Edges Frayed and Four Visions,
which focused on local artists and featured a virtual workshop and tour
• Transitioned Family Open Studios from in-person to virtual, coinciding with the Cannon
Gallery exhibits
• Created at-home arts lessons for all ages, celebrating Black History Month and the Year of
the Woman
• Launched a web-based grants management application to improve the community arts grant
process to provide efficiency and a better user experience
• Planned numerous permanent installations, launched new temporary projects, assessed the
status of the existing public art inventory and placed the city’s first embedded artist per an
initiative in the Arts & Culture Master Plan
• Hosted guest artist residencies including outreach to the community with schools and
community groups such as La Posada de Guadalupe men’s shelter
• Launched Virtually Artful, a performing arts series, and Artist Talk, an interview series, both
reflecting programming trends in the arts and interests of an expanding audience
GOALS | OBJECTIVES | PRIORITIES
• Continue to address priority initiatives from the Arts & Culture Master Plan as directed by
the City Council
• Develop curriculum and arts outreach programming to further extend arts experiences
throughout Carlsbad
• Create opportunities for residents to serve on arts committees alongside Arts
Commissioners to increase community feedback on arts topics
• Develop the second phase of the STEAM initiative focused on building curriculum for a
school-year program with community partners
• Explore an art kit subscription program for teachers including professional development in
arts education
• Explore new opportunities for virtual programming and the potential for a hybrid model with
existing programs and events and the potential for community partnerships
• Add public art installations to respond to community interest including new murals, lighting
installations and expansion of the Carlsbad Beach Chair throughout the city
• Continue public art maintenance and restoration process
E-45
COMMUNITY SERVICES |
PARKS & RECREATION: SUMMARY
PARKS & RECREATION
• Administration
• Recreation
• Parks and Trail Maintenance
• Street Tree Maintenance
• Median Maintenance
• The Crossings Golf Course
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 6,075,224$ 6,366,613$ 6,891,761$ 6,942,615$
Retirement Benefits 1,223,591 1,091,356 1,145,476 1,141,979
Health Insurance 499,377 509,416 629,667 724,769
Other Personnel Expenses 516,470 507,784 318,744 477,446
Personnel Services Subtotal 8,314,662 8,475,169 8,985,648 9,286,809
Operating Expenses
Professional & Contract Services 5,583,800 6,241,274 6,691,136 7,326,523
Supplies & Materials 1,426,487 1,046,876 1,167,121 1,108,803
Repair & Maintenance 49,796 45,433 77,664 4,850
Interdepartmental Charges 1,502,012 1,609,380 1,541,470 1,956,645
Other Operating Expenses 9,021,384 8,345,686 8,231,820 9,073,911
Capital Outlay 833,556 555,031 172,000 108,000
Operating Expenses Subtotal 18,417,035 17,843,680 17,881,211 19,578,732
TOTAL EXPENDITURES 26,731,697$ 26,318,849$ 26,866,859$ 28,865,541$
General Fund 17,165,407$ 17,584,182$ 17,993,237$ 19,159,380$
Enterprise Fund 7,794,389 7,033,434 6,571,000 7,231,000
Special Revenue Fund 1,771,901 1,701,233 2,302,622 2,475,161
TOTAL FUNDING 26,731,697$ 26,318,849$ 26,866,859$ 28,865,541$
Full Time Positions 55.00 55.00 55.00 55.00
Hourly/FTE Positions 89.61 89.61 77.83 80.26
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COMMUNITY SERVICES |
PARKS & RECREATION: ADMINISTRATION
Account: 001451X
0014545
0014635
140
149
Fund: General
General
General
Special Revenue-Scholarships
Special Revenue-Donations
ABOUT
The Parks & Recreation Department is nationally accredited by the Commission for the Accreditation
of Park and Recreation Agencies for excellence in operation and service. Parks & Recreation
Administration provides department leadership, planning and administrative services to help develop
and sustain high-quality parks and recreation programs.
SERVICES
• Evaluate and monitor business processes to improve operations and performance
• Develop and monitor operating budget and annual Capital Improvement Program budget
• Process and issue city special event permits
• Enhance citywide open space and trail system through land acquisition, construction and
maintenance
• Oversee management agreement for The Crossings at Carlsbad Municipal Golf Course
• Monitor recreation programs with participant surveys and community outreach
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,160,250$ 1,230,946$ 1,295,644$ 1,296,655$
Retirement Benefits 304,755 273,297 289,753 283,306
Health Insurance 109,844 97,171 111,361 124,405
Other Personnel Expenses 58,395 71,887 47,350 64,422
Personnel Services Subtotal 1,633,244 1,673,301 1,744,108 1,768,788
Operating Expenses
Professional & Contract Services 164,780 167,760 309,100 299,787
Supplies & Materials 216,980 55,207 86,143 84,556
Repair & Maintenance 44,879 43,436 74,114 300
Interdepartmental Charges 165,455 208,185 207,489 273,978
Other Operating Expenses 96,745 90,749 99,500 109,024
Capital Outlay 168,254 72,031 - -
Operating Expenses Subtotal 857,093 637,368 776,346 767,645
TOTAL EXPENDITURES 2,490,337$ 2,310,669$ 2,520,454$ 2,536,433$
General Fund 2,442,819$ 2,282,380$ 2,421,754$ 2,453,842$
Special Revenue Fund 47,518 28,289 98,700 82,591
Total Funding 2,490,337$ 2,310,669$ 2,520,454$ 2,536,433$
Full Time Positions 11.45 12.45 11.45 11.30
Hourly/FTE Positions 6.15 1.13 1.36 1.34
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• Administer recreation program scholarships to low-income residents
• Design, produce and distribute Community Services Guide publications
• Update and implement master and strategic planning efforts
• Development, monitor and support the department’s information technology
• Provide liaison services with Parks & Recreation, Senior and Beach Preservation
Commissions
RECENT ACCOMPLISHMENTS
• Maintained national accreditation from the Commission for the Accreditation of Park and
Recreation Agencies
• Attained two additional staff certifications through the Certified Park and Recreation
Professional Program
• Monitored construction and assisted with administration of the Buena Vista Reservoir Park
Project and Calavera Hills Community Park Gateway Project
• Permitted, finalized construction documents and publicly bid the Poinsettia Community Park
Phase IV Improvements Project
• Administered the design services contract for the design, environmental documents and
construction drawings of the South Shore Aqua Hedionda Lagoon (Hub Park) Trail
• Administered the design services contract for the design, environmental documents and
construction drawings of the Village H South Off Leash Dog Area and Trail Connection
• Received City Council approval of the recommended Veterans Memorial Park Master Plan in
concept and direction to continue with processing the necessary environmental permitting
and entitlements
• Monitored plans and specifications refinement phases of Hosp Grove Park Refurbishments
Project
• Provided department and citywide coordination of virtual programs and services
development and implementation, in response to COVID-19 in-person restrictions
• Conducted park inventories for the Parks & Recreation Department Master Plan Update
• Supported three commissions and developed annual work plans for presentation to the City
Council
GOALS | OBJECTIVES | PRIORITIES
• Offer additional virtual community input options and complete process to update Parks &
Recreation Department Master Plan
• Proceed with environmental permitting and entitlements phase for master planning of
Veterans Memorial Park
• Award a design services agreement and commence the public engagement phase for master
planning of Robertson Ranch Community Park
• Continue to improve the city’s municipal waste reduction, recycling and waste diversion
programs, in partnership with the Environmental Management Department
• Complete implementation of a mobile application to enhance citywide trails use, in
partnership with the Information Technology Department
• Support the three commissions in accomplishing the goals and tasks within each work plan,
including coordination of a Beach Preservation Commission North Beach Clean-up Event
• Support the City Clerk’s Office in developing a ballot measure related to Proposition H and
the Monroe Street Pool Replacement/Renovation Project
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COMMUNITY SERVICES |
PARKS & RECREATION: RECREATION
Account: 0014520-44
0014546-73
143
Fund: General
General
Special Revenue-Senior Program Donations
ABOUT
The Parks & Recreation Department offers a wide range of virtual and in-person programs and
services, including youth and adult sports, instructional classes, camps, aquatics, preschool, teens,
and special events. The department operates 336 acres of developed community parks and special
use areas, featuring multi-use fields, tennis courts, dog parks, skate parks, playgrounds, two historic
parks, a senior center, four multigenerational community centers and two aquatic centers.
SERVICES
• Provide information, enrollment, and registration services for programs and facilities
• Collect and account for revenue to ensure efficient and cost-effective programming
• Plan, conduct and supervise recreation operations and programs virtually, at community
centers, and at parks and other city facilities
• Process applications and issue permits for use of facilities
• Promote fair and efficient use of athletic facilities for resident nonprofit sports organizations
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 3,196,137$ 3,408,780$ 3,651,412$ 3,714,640$
Retirement Benefits 441,588 417,981 423,392 429,754
Health Insurance 141,666 159,154 203,977 241,393
Other Personnel Expenses 321,829 310,525 187,305 292,354
Personnel Services Subtotal 4,101,220 4,296,440 4,466,086 4,678,141
Operating Expenses
Professional & Contract Services 907,830 873,406 1,123,895 1,090,095
Supplies & Materials 758,271 654,168 709,803 655,350
Repair & Maintenance 4,417 1,669 3,050 4,050
Interdepartmental Charges 873,821 985,690 983,071 1,121,914
Other Operating Expenses 425,921 424,284 426,920 476,827
Capital Outlay 131,013 67,074 - -
Operating Expenses Subtotal 3,101,273 3,006,291 3,246,739 3,348,236
TOTAL EXPENDITURES 7,202,493$ 7,302,731$ 7,712,825$ 8,026,377$
General Fund 7,097,001$ 7,282,139$ 7,608,325$ 7,946,777$
Special Revenue Fund 105,492 20,592 104,500 79,600
Total Funding 7,202,493$ 7,302,731$ 7,712,825$ 8,026,377$
Full Time Positions 19.25 18.25 19.25 19.40
Hourly/FTE Positions 74.68 79.70 71.84 74.28
E-49
• Conduct cultural and historic park educational and interpretive programming
• Instill values of good sportsmanship and respect in all recreation activities through TRUST
Program, or Teaching Respect, Unity and Sportsmanship through Teamwork
• Coordinate youth and adult competitive swim instruction and coaching
• Schedule use of pools for schools and clubs swim, water polo, and diving teams
• Educate the public and staff on first aid, CPR, AED and water rescue skills
• Serve as a certification site for aquatics training programs through the American Red Cross
• Provide parent participation preschool and toddler programs
• Provide teen programs incorporating fun and healthy activities in a supervised environment
• Arrange classes, seminars, transportation and professional services for seniors
• Arrange intergenerational programs that increase cooperation and interaction
• Provide congregate (when applicable under county and state public health orders related to
COVID-19) and home meals to seniors at little or no cost
• Manage volunteers which support the Senior Center, Leo Carrillo Ranch and special events
RECENT ACCOMPLISHMENTS
• Implemented innovative virtual and in-person educational class programming at the newly
restored stable within Leo Carrillo Ranch Historic Park
• Partnered with the Office of Innovation and Economic Development to support the Age-
Friendly Communities Project
• Presented session on eSports programs at California Parks and Recreation Society District 12
virtual workshop
• Received California Parks and Recreation Society District 12 Parks Make Life Better Spotlight
Award for Lantern Festival: A Night of Light & Reflection
• Responded to COVID-19 restrictions by completing safe reopening plans, new procedures
following state and county public health orders, rehiring staff, retraining staff on new
procedures, and modifying and preparing the facilities
• Staffed parks with monitors for ensuring compliance with public health orders; attempted to
educate non-compliant patrons and contacted the Police Department when unsuccessful
• Accommodated a significant increase in demand for the Senior Nutrition Meal Program due
to COVID-19 impacts by redeploying staff to deliver meals to homebound seniors during
lockdown periods and converting in-person dining at the senior center to curbside pick-up
• Provided numerous virtual recreation programs and events after cancelling in-person
programs due to COVID-19 restrictions
• Designed, developed and launched Spanish language guides for Leo Carrillo Ranch exhibits
and outdoor interpretive panels
• Completed design and installation of the Bunkroom Exhibit at Leo Carrillo Ranch
GOALS | OBJECTIVES | PRIORITIES
• Continue to accommodate a significant increase in demand for the Senior Nutrition Meal
Program due to COVID-19 impacts
• Continue to offer opportunities for virtual recreation activities in order to adapt to the
public’s health concerns with in-person programs
• Continue to offer modified in-person recreation programs and issue permits for modified
youth sports that follow state and county public health orders
• Continue to monitor state and county public health orders for future reopening of facilities
and activities, and then proceed with implementation accordingly
• Expand adult 50+ opportunities and collaborations beyond the Senior Center
E-50
COMMUNITY SERVICES |
PARKS & RECREATION: PARKS AND TRAIL MAINTENANCE
Account: 00146XX Fund: General
ABOUT
The Parks & Recreation Department maintains approximately 336 acres of developed community
parks and special use areas, 51 miles of trails, and 759 acres of habitat preserves, urban forests and
undeveloped lands.
SERVICES
• Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses,
and school athletic fields
• Inspect and maintain restroom facilities and picnic areas
• Inspect and maintain tennis and basketball courts, soccer, softball and baseball and multi-
purpose fields, and tot lots
• Repair park structures, athletic field lighting, play equipment and other park fixtures
• Prune all trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high-
maintenance trees
• Maintain existing citywide trails and coordinate development of new trails
• Manage trail volunteer program
• Oversee management and maintenance of preserves, urban forests, and undeveloped lands
• Coordinate coastal activities with the California Department of Parks and Recreation,
California Coastal Commission and lagoon foundations
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,338,424$ 1,294,611$ 1,518,927$ 1,498,373$
Retirement Benefits 380,340 311,227 337,554 333,989
Health Insurance 206,355 212,629 256,115 297,641
Other Personnel Expenses 110,701 100,107 66,104 93,915
Personnel Services Subtotal 2,035,820 1,918,574 2,178,700 2,223,918
Operating Expenses
Professional & Contract Services 3,467,616 4,111,422 3,813,391 4,367,891
Supplies & Materials 436,957 328,540 312,225 311,964
Repair & Maintenance 500 328 500 500
Interdepartmental Charges 465,867 501,436 426,242 580,718
Other Operating Expenses 1,216,285 1,145,543 1,232,100 1,273,770
Capital Outlay 2,542 13,820 - -
Operating Expenses Subtotal 5,589,767 6,101,089 5,784,458 6,534,843
TOTAL EXPENDITURES 7,625,587$ 8,019,663$ 7,963,158$ 8,758,761$
Full Time Positions 19.35 19.45 19.85 19.45
Hourly/FTE Positions 7.25 7.25 3.10 3.10
E-51
RECENT ACCOMPLISHMENTS
• Assumed ongoing maintenance and preservation of 15 acres of the city-acquired open space
property on Aura Circle
• Resurfaced 10 tennis courts at Poinsettia Community Park
• Planted over 1,100 trees as part of the City Council-adopted Community Forest Management
Plan Update
• Planned, bid and administered contract for retrofit to LED fixtures on pathway lights and
parking lot lights at Stagecoach, Calavera Hills and Poinsettia Community Parks
• Assumed additional trash and restroom responsibilities from State of California Department
of Parks & Recreation along Carlsbad Boulevard and the lower seawall
• Managed project to install a new cellular tower array at Calavera Hills Community Park
• Developed and received City Council approval of the expansion of the Parks & Recreation
Department’s Memorial Program to include additional memorial items and locations
• Revised and updated the scope of work for all parks maintenance services categories and
advertised requests for bids on all five categories
• Reopened remaining amenities within the parks inventory under applicable state and county
COVID-19 guidance and protocols
• Maintained city parks, preserves, and beach accesses in accordance with the county COVID-
19 protocols, including supplemental sanitation services via an agreement with Urban Corps
GOALS | OBJECTIVES | PRIORITIES
• Assume maintenance responsibilities of the Calavera Hills Community Park Gateway upon
completion of construction
• Assume maintenance responsibilities of the Poinsettia Community Park Phase IV
Improvements
• Assume maintenance responsibilities at Buena Vista Reservoir Park upon completion of
construction
• Continue to maintain city parks, preserves and beach accesses in accordance with the county
COVID-19 protocols
• Provide staff and materials for a Beach Preservation Commission organized North Beach
clean-up event
• Replant parks and trails trees within vacancies created by prior removals, and plant new
parks and trails trees, in accordance with the Community Forest Management Plan
E-52
COMMUNITY SERVICES |
PARKS & RECREATION: STREET TREE MAINTENANCE
Account: 160 Fund: Special Revenue
ABOUT
The Street Tree Maintenance Assessment District provides maintenance to all city-accepted street
trees within the public right-of-way, including specialized maintenance for street trees in the
Downtown Carlsbad Village area.
SERVICES
• Inspect and prune city street trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year
supplemental cycle for high maintenance trees
• Respond to approximately 600 street tree service requests and provide storm and
emergency assistance as necessary
• Refine, support, administer and inspect canopy maintenance block pruning program
• Replant street trees within vacancies created by prior removals and plant new street trees
within public rights of way, in accordance with the Community Forest Management Plan
• Assume maintenance responsibility of new street trees within approved developments
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 183,185$ 178,067$ 216,653$ 219,102$
Retirement Benefits 49,386 45,310 48,104 47,992
Health Insurance 20,742 20,091 29,113 37,503
Other Personnel Expenses 13,392 13,281 9,343 13,932
Personnel Services Subtotal 266,705 256,749 303,213 318,529
Operating Expenses
Professional & Contract Services 347,999 306,927 530,090 530,090
Supplies & Materials 5,267 8,392 27,550 25,620
Repair & Maintenance - - - -
Interdepartmental Charges 29,819 (1,897) 8,957 61,316
Other Operating Expenses 8,599 5,034 8,000 8,000
Capital Outlay - - - -
Operating Expenses Subtotal 391,684 318,456 574,597 625,026
TOTAL EXPENDITURES 658,389$ 575,205$ 877,810$ 943,555$
Full Time Positions 2.70 2.65 2.45 2.65
Hourly/FTE Positions 0.75 0.75 0.75 0.75
E-53
COMMUNITY SERVICES |
PARKS & RECREATION: MEDIAN MAINTENANCE
Account: 161 Fund: Special Revenue
ABOUT
The Median Maintenance Assessment District provides landscape and irrigation maintenance for
approximately 68 acres of median planters and nine acres of developed parkways, including the
Downtown Carlsbad Village area.
SERVICES
• Administer and oversee landscape and irrigation maintenance for all city median planters
and developed parkways, including litter control, weed abatement, pruning, shrub and tree
refurbishment and irrigation repairs
• Inspect and prune median trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental
cycle for high maintenance trees
• Replant median trees within vacancies created by prior removals and plant new median
trees within public roadways, in accordance with the Community Forest Management Plan
• Perform plan checks, conduct inspections, and assume maintenance responsibility for new
median planters and developed parkways constructed from city capital improvement
projects and private development
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 197,228$ 254,209$ 209,125$ 213,845$
Retirement Benefits 47,522 43,541 46,673 46,938
Health Insurance 20,770 20,371 29,101 23,827
Other Personnel Expenses 12,153 11,984 8,642 12,823
Personnel Services Subtotal 277,673 330,105 293,541 297,433
Operating Expenses
Professional & Contract Services 423,326 561,727 629,660 769,660
Supplies & Materials 9,012 569 31,400 31,313
Repair & Maintenance - - - -
Interdepartmental Charges (32,950) (84,034) (84,289) (81,281)
Other Operating Expenses 283,441 268,780 351,300 352,290
Capital Outlay - - - -
Operating Expenses Subtotal 682,829 747,042 928,071 1,071,982
TOTAL EXPENDITURES 960,502$ 1,077,147$ 1,221,612$ 1,369,415$
Full Time Positions 2.25 2.20 2.00 2.20
Hourly/FTE Positions 0.78 0.78 0.78 0.78
E-54
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, banquet facilities, fireplace lit dining room, full-service kitchen, outdoor
deck with ocean views, and a three miles of hiking trails that connect to Veterans Memorial Park. JC
Management, Inc. manages this facility via an agreement with the Carlsbad Public Financing
Authority.
SERVICES
• Administer management and operations agreement with JC Management, Inc.
• Maintain and renovate turf, landscaping, drainage and irrigation systems
• Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons
• Oversee food and beverage services at the Players’ Lounge, Canyons Restaurant and snack
bar
• Manage sales and marketing for golf and non-golf activities, special events, banquets,
weddings and other gatherings
• Train and oversee marshals, greeters and assistants servicing the course and clubhouse
RECENT ACCOMPLISHMENTS
• Implemented COVID-19 response through compliant, phased reopening plans in both golf
activity and food and beverage operations to allow revenues to reestablish while ensuring
protocols for patron safety remained firmly in place
• Enhanced wedding offerings by commencing the partial conversion of the existing women’s
locker room into a bridal preparation suite to further the appeal of The Crossings venue
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Operating Expenses
Professional & Contract Services 272,249$ 220,032$ 285,000$ 269,000$
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses 6,990,393 6,411,296 6,114,000 6,854,000
Capital Outlay 531,747 402,106 172,000 108,000
Operating Expenses Subtotal 7,794,389 7,033,434 6,571,000 7,231,000
TOTAL EXPENDITURES 7,794,389$ 7,033,434$ 6,571,000$ 7,231,000$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-55
• Initiated installation of a new monument sign at The Crossing Drive and Palomar Airport
Road, for greater visibility of the course and restaurant
• Purchased and installed Combi rationale ovens in the kitchen of The Canyons restaurant, to
expedite food preparation and service
• Completed irrigation coverage analysis and implemented adjustments to improve course
• Continued water conservation and turf replacement plan for areas out of play along Palomar
Airport Road
• Tilled, replenished sand and improved drainage in selective bunkers near the greens
• Monitored construction for the replacement of the liners in the two lakes on the course
• Improved drainage on select fairways and greens
• Began upgrading equipment fleet with battery operated utility vehicle
GOALS | OBJECTIVES | PRIORITIES
• Execute a Capital Improvement Plan with projects that have an anticipated return on
investment or are needed for maintenance effectiveness or safety considerations
• Install golf ball capture netting along the driving range and golf course maintenance facility
for safety considerations
E-56
F-1
ADMINISTRATIVE SERVICES
The Administrative Services Branch serves as a
key provider of both internal and external
services to the city. The branch focuses on the
delivery of financial, human resources,
innovation, economic development and
information technology
related services to city staff and the public as
well as promoting a strong local economy.
By supporting the city organization in
maintaining efficient and effective operations,
the departments within the Administrative
Services Branch play a key role in ensuring
prudent use of taxpayer resources as well as
attracting and retaining a talented and
engaged city workforce, and ensuring the
economic vitality of the city.
Laura Rocha
Deputy City Manager, Administrative Services
760-602-2430
laura.rocha@carlsbadca.gov
F-2
F-3
ADMINISTRATIVE SERVICES |
ADMINISTRATION
Account: 0011110 Fund: General
ABOUT
Administrative Services Administration provides leadership, strategic vision and administrative
support to the Administrative Services Branch, comprised of Finance and Treasury, Human Resources,
and Risk Management, Information Technology, and Innovation & Economic Development.
Administrative Services Administration works to add value to organizational processes and
procedures to ensure best practices are instituted and to support the broader goals of the
organization.
SERVICES
• Leadership and management support
• Long-range financial management and budget oversight
• Internal audit
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages -$ -$ -$ 344,395$
Retirement Benefits - - - 80,653
Health Insurance - - - 44,483
Other Personnel Expenses - - - 10,251
Personnel Services Subtotal - - - 479,782
Operating Expenses
Professional & Contract Services - - - 30,000
Supplies & Materials - - - 5,290
Repair & Maintenance - - - 200
Interdepartmental Charges - - - 45,451
Other Operating Expenses - - - 8,160
Capital Outlay - - - -
Operating Expenses Subtotal - - - 89,101
TOTAL EXPENDITURES -$ -$ -$ 568,883$
Full Time Positions 0.00 0.00 0.00 3.00
Hourly/FTE Positions 0.00 0.00 0.00 0.50
F-4
RECENT ACCOMPLISHMENTS
• Recommended a strategically balanced budget, maintaining City Council approved reserve
levels
• Completed fiscal year 2019-20 Internal Audit Plan comprised of a city-wide cash count, a
financial and compliance audit of The Crossings at Carlsbad Golf Course, credit card policy
and procedures compliance audit, and transient occupancy tax audits
• Developed Internal Audit Plan for fiscal year 2020-21 comprising of compliance with city’s
procurement processes, code enforcement policies and procedures, and policy compliance
with the Vice Narcotics Intelligence Unit buy fund
GOALS | OBJECTIVES | PRIORITIES
• Continue to ensure short and long-term financial status is healthy and sound
• Review opportunities for new and/or enhanced revenues
• Enhance training and resources for employees for job specific training and career
development
• Continue to enhance transparency, accountability, and integrity in all operational areas
• Review Administrative Services policies and procedures to continuously update, enhance,
and streamline
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Beginning this fiscal year, the Administrative Services Administration budget and the
associated three full-time employees and one part-time employee was transferred from the
Finance Department budget. For purposes of transparency and accountability, it will be
presented and reported as a separate department within Administrative Services.
F-5
ADMINISTRATIVE SERVICES |
FINANCE
Account: 0011310 Fund: General
ABOUT
As a steward of the city’s assets and liabilities, the Finance Department sets and implements a
strategic financial management plan and provides information in an effective and timely manner,
ensuring the city makes sound financial decisions.
SERVICES
• Long-range financial planning and budget management
• General accounting and reporting
• Treasury administration support
• Debt management
• Cashiering
• Purchasing
• Utility billing and business licensing
• Payroll and payment processing
• Receiving, messenger and mail services
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 2,355,362$ 2,726,186$ 2,858,592$ 2,524,627$
Retirement Benefits 685,955 630,077 657,559 583,702
Health Insurance 340,102 379,662 420,038 411,702
Other Personnel Expenses 100,019 103,306 78,860 86,710
Personnel Services Subtotal 3,481,438 3,839,231 4,015,049 3,606,741
Operating Expenses
Professional & Contract Services 743,228 809,639 905,365 923,350
Supplies & Materials 288,100 259,124 368,110 329,870
Repair & Maintenance 15,938 11,157 19,100 12,350
Interdepartmental Charges 417,086 477,881 419,642 480,063
Other Operating Expenses 248,603 220,670 262,450 277,013
Capital Outlay 1,401 - - 3,000
Operating Expenses Subtotal 1,714,356 1,778,471 1,974,667 2,025,646
TOTAL EXPENDITURES 5,195,794$ 5,617,702$ 5,989,716$ 5,632,387$
Full Time Positions 30.00 31.00 31.00 28.00
Hourly/FTE Positions 2.00 3.50 3.50 3.00
F-6
RECENT ACCOMPLISHMENTS
• Monitored the economy closely and continuously updated the city’s Ten-Year Financial
Forecast to ensure the General Fund remained in balance throughout the year
• Tracked and reported to the City Council all citywide costs related to COVID-19 and
identified potential funding sources for costs over budget and revenue shortfalls
• Presented quarterly financial updates to the City Council
• Upgraded the city’s current financial information system to the latest platform
• Completed the Master Fee Schedule update
• Maintained a balanced operating budget without using city reserves
• Implemented an upgrade to the city’s cashiering system to a PCI-compliant platform
• Implemented the use of electronic signatures for department and organizational documents
to streamline routing for approvals and reduce paper waste
• Implemented several internal audit recommendations, including additional guidance on the
taxability of transient rent receipts on the city’s website, to maximize the city’s revenue
• Implemented a new online payment portal for customers to pay various fees, including
transient occupancy tax, to increase efficiencies, tracking, and ease of use
• Assisted with program-specific external audits including Utilities, Public Works, and Police
• Developed a new false alarm billing system
• Developed and presented to the City Council a new Long-term Capital Funding Policy
• Continued to develop future civil servants via the Finance internship program
GOALS | OBJECTIVES | PRIORITIES
• Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the
General Fund remains in balance
• Continue to seek funding opportunities related to COVID-19 costs and revenue shortfalls
• Continue supporting program-specific audit requests for funding the city receives
• Support the utilities cost of service study for future rate adjustments
• Implement GASB 84 (fiduciary funds) and begin implementation of GASB 87 (leases)
• Expand the use of electronic bidding citywide to increase efficiencies in the procurement
process for staff and service providers
• Adopt a local debt policy in accordance with State Assembly Bill 1029
• Continue working with the Information Technology Department and Human Resources
Department to develop a strategic plan for future technology system consolidations
• Complete an administrative order on the use of outside legal counsel and expert advisors
• Continue working with Construction Management and Inspection on the refunding of
outstanding developer deposits
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The budget associated with three full-time employees and one part-time employee was
transferred from Finance to the newly-established Administrative Services Administration
division. This included the budget for the city’s internal audit manager position.
F-7
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: SUMMARY
HUMAN RESOURCES
• Human Resources
• Risk Management
• Workers’ Compensation
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,472,072$ 1,904,629$ 1,903,326$ 1,936,719$
Retirement Benefits 370,217 394,814 435,929 415,731
Health Insurance 225,802 175,446 198,593 215,008
Other Personnel Expenses 50,803 62,039 50,759 61,306
Personnel Services Subtotal 2,118,894 2,536,928 2,588,607 2,628,764
Operating Expenses
Professional & Contract Services 2,868,079 3,303,272 4,275,568 4,552,280
Supplies & Materials 116,475 94,905 124,562 93,877
Repair & Maintenance 625 - - -
Interdepartmental Charges 218,730 258,072 249,691 355,441
Other Operating Expenses 6,213,861 4,391,389 6,041,132 4,470,050
Capital Outlay - - - -
Operating Expenses Subtotal 9,417,770 8,047,638 10,690,953 9,471,648
TOTAL EXPENDITURES 11,536,664$ 10,584,566$ 13,279,560$ 12,100,412$
General Fund 3,561,005$ 4,302,513$ 5,010,104$ 4,959,011$
Internal Service Fund 7,975,659 6,282,053 8,269,456 7,141,401
TOTAL FUNDING 11,536,664$ 10,584,566$ 13,279,560$ 12,100,412$
Full Time Positions 13.00 17.00 17.00 17.00
Hourly/FTE Positions 0.70 2.20 2.20 2.20
F-8
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: HUMAN RESOURCES
Account: 00115XX Fund: General
ABOUT
The Human Resources Department provides services for the employees of the city so they, in turn,
can provide the highest level of service to the public. The responsibilities of the department serve to
support the creation of a high-performance work culture that can carry out the vision for the
organization as defined by the City Council and the City Manager. The primary objectives are
achieving compliance with federal and state mandates, making process improvements to increase
efficiency and effectiveness, and helping the city remain resilient while delivering exceptional service.
SERVICES
• Employment compliance
• Recruitment and onboarding, which includes managing the city internship program
• Workforce planning
• Employee engagement, learning and development
• Employee relations
• Labor relations
• Classification and compensation
• Employee benefits and personnel actions
• Employee leaves of absence
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,180,144$ 1,588,487$ 1,592,924$ 1,657,762$
Retirement Benefits 285,678 319,916 360,396 349,629
Health Insurance 108,454 144,408 166,202 159,292
Other Personnel Expenses 39,956 51,042 42,110 51,900
Personnel Services Subtotal 1,614,232 2,103,853 2,161,632 2,218,583
Operating Expenses
Professional & Contract Services 1,282,206 1,379,795 1,925,280 1,749,780
Supplies & Materials 108,032 87,230 113,870 88,774
Repair & Maintenance 625 - - -
Interdepartmental Charges 198,380 233,256 238,072 331,524
Other Operating Expenses 357,530 498,379 571,250 570,350
Capital Outlay - - - -
Operating Expenses Subtotal 1,946,773 2,198,660 2,848,472 2,740,428
TOTAL EXPENDITURES 3,561,005$ 4,302,513$ 5,010,104$ 4,959,011$
Full Time Positions 10.00 14.00 14.00 14.00
Hourly/FTE Positions 0.70 2.20 2.20 2.20
F-9
RECENT ACCOMPLISHMENTS
• Provided all state and federally mandated training to all employees so that the city is
compliant with state and federal law
• Offered over 130 online classes in fiscal year 2020-21 to support the organization’s learning
needs; in addition to the professional growth and leadership training, introduced new topics
such as mental health and well-being and unconscious or implicit bias
• Filled over 300 vacant full-time and part-time positions in fiscal year 2019-20 and expect to
fill over 250 positions in fiscal year 20-21
• Conducted multiple executive recruitments without the use of independent contractors
resulting in substantial cost savings
• Negotiated a labor contract with Carlsbad City Employees’ Association
• Negotiated a side letter with Carlsbad Firefighters’ Association Inc. modifying the city’s
calculation of the Fair Standards Act regarding overtime
• Partnered with multiple departments to create a COVID-19 task group to support employees
• Implemented new policies and practices to comply with new legal mandates and managed
employee leave of absences related to the COVID-19 public health emergency while
continuing to provide essential services in a fully online platform
• Offered a variety of diversity, equity and inclusion trainings and created an employee
committee to implement a diversity, equity and inclusion program
• Conducted a total compensation review of over 200 full-time and part-time classifications
• Met and conferred with bargaining units on policies such as, but not limited to,
telecommuting, the Families First Coronavirus Response Act, Injury and Illness Prevention
and Administrative Order No. 3 – Fleet Management
Recruitment (Full and Part-Time) FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Number of applicants processed 8037 9544 9455 9131 8012
Number of new hires 260 292 309 339 248
Number of promotions (full-time only) 31 58 53 70 66
GOALS | OBJECTIVES | PRIORITIES
• Continue to maintain compliance with all state and federal employment laws
• Continue to support the organization’s learning and development needs
• Develop new “Let’s Connect” program for performance management
• Deploy learning management system citywide
• Continue to develop diversity, equity and inclusion program
• Implement new or updated employment and labor compliance policies
• Negotiate labor contracts with Carlsbad Police Officers’ Association and Carlsbad Police
Management Association, effective Jan. 1, 2022
• Conduct employee engagement survey
• Continue to convert storage of paper files to electronic files
• Review employee benefits to maintain compliance and industry standards
• Continue to increase use of data analytics in all program areas to be used citywide
• Expand social media outreach for recruitments
• Continue to collaborate with other North Zone fire agencies to conduct joint promotional
assessments to save time and money and improve processes
F-10
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: RISK MANAGEMENT
Account: 6121930 Fund: Internal Service
ABOUT
Risk Management administers funding of the self-insured and insured portions of the city’s liability
insurance program which helps protect the city’s financial interests. Risk Management works closely
with the City Attorney’s Office and outside legal counsel to monitor, control, and resolve litigated
claims. Risk Management also works to recover monetary losses to city property caused by the
negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act
Coordinator and assists with ongoing efforts of the city to comply with Title II of the ADA.
SERVICES
• Handle all liability claims received by the city
• Litigation management
• Loss prevention
• Purchase of insurance products
• Subrogation
• Insurance review for contracts
• Safety program oversight
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 190,251$ 205,024$ 203,117$ 199,626$
Retirement Benefits 56,399 49,807 49,987 48,212
Health Insurance 18,370 23,304 21,590 33,628
Other Personnel Expenses 7,183 7,172 5,697 6,726
Personnel Services Subtotal 272,203 285,307 280,391 288,192
Operating Expenses
Professional & Contract Services 1,124,861 1,405,177 1,813,288 2,041,500
Supplies & Materials 8,443 7,675 10,692 5,103
Repair & Maintenance - - - -
Interdepartmental Charges 19,750 24,324 10,649 23,207
Other Operating Expenses 756,332 785,969 569,719 849,700
Capital Outlay - - - -
Operating Expenses Subtotal 1,909,386 2,223,145 2,404,348 2,919,510
TOTAL EXPENDITURES 2,181,589$ 2,508,452$ 2,684,739$ 3,207,702$
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
F-11
RECENT ACCOMPLISHMENTS
• Completed comprehensive COVID-19 prevention plan for distribution to entire city staff
• Inspected all city buildings and reviewed comprehensive re-opening plan in anticipation of
full reopening of city facilities
• Continued to expand market search for bids for property and liability insurance
• Maintained 79% recovery rate of monetary losses to city property caused by the negligence
of third parties
GOALS | OBJECTIVES | PRIORITIES
• Continue enhancement of the city’s safety program to ensure better safety training of
employees and fewer accidents
• Continue aggressive follow-up on subrogation efforts to increase city loss recoveries
• Assist with deployment of new learning management software which will greatly assist with
managing the ongoing safety training program
• Develop an Americans with Disabilities Act strategic plan to continue to increase the
effectiveness of the city’s program to prevent discrimination against qualified individuals
with disabilities on the basis of disability in its services, programs or activities
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Significantly increased budgeted insurance premiums to cover anticipated higher liability and
property insurance premiums for the coming year
F-12
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: WORKERS’ COMPENSATION
Account: 6111520 Fund: Internal Service
ABOUT
This internal service fund is used to support the work-related injury and illness program.
SERVICES
• Work with injured employees and physicians to ensure timely medical treatment
• Coordinate employees’ return to work, including light duty assignments
• Work directly with injured employees to settle outstanding claims without litigation
• Minimize the number of lost days of work due to work-related injuries and illnesses
RECENT ACCOMPLISHMENTS
Workers’ Comp Claims FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Total open claims 200 196 232 236 230
Total closed claims 117 115 73 148 139
Average days lost per claim 40 57 87 63 69
Number of litigated claims 9 9 1 3 1
• Continued to expand market search for bids for excess workers’ compensation insurance
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 101,677$ 111,118$ 107,285$ 79,331$
Retirement Benefits 28,140 25,091 25,546 17,890
Health Insurance 7,449 7,734 10,801 22,088
Other Personnel Expenses 3,664 3,825 2,952 2,680
Personnel Services Subtotal 140,930 147,768 146,584 121,989
Operating Expenses
Professional & Contract Services 439,935 432,300 537,000 761,000
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges 600 492 970 710
Other Operating Expenses 4,830,053 3,126,938 2,980,000 3,050,000
Capital Outlay - - - -
Operating Expenses Subtotal 5,270,588 3,559,730 3,517,970 3,811,710
TOTAL EXPENDITURES 5,411,518$ 3,707,498$ 3,664,554$ 3,933,699$
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
F-13
• Partnered with the Fire Department to create a COVID-19 task group to support employees
• Implemented new policies and practices to comply with new legal mandates and managed
employee leave of absences related to the COVID-19 public health emergency while
continuing to provide essential services
GOALS | OBJECTIVES | PRIORITIES
• Continue to improve systems to monitor lost days of work
• Continue to share workers’ compensation data with management to effect change,
especially in key departments
• Continue to make recommendations to reduce the number of days an employee is out of the
workplace due to a work-related cause
• Ensure employees receive timely treatment to reach maximum medical improvement
• Develop workers’ compensation strategic plan and data analytics
F-14
ADMINISTRATIVE SERVICES |
INFORMATION TECHNOLOGY
Account: 640, 641 Fund: Internal Service
ABOUT
The Information Technology Department supports the technology needs of all city departments.
There are seven divisions within Information Technology, each with specific responsibilities to help
the other city departments meet their goals.
SERVICES
• Administer and oversee the department’s use of resources and formation of priorities
• Support operations through implementation and support of technology infrastructure
• Implement and support enterprise software applications and systems
• Implement and support citywide geographic information system
• Provide project management services to ensure all technology implementations and system
upgrades are performed in a standardized methodology
• Provide client services through a service desk, PC support and strategic initiatives
• Support public safety through technology implementation and support specifically designed
for the unique requirements of the Police and Fire Departments
• Oversee information technology security policies and practices as well as threat investigation
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 3,094,376$ 3,848,307$ 4,151,703$ 4,202,169$
Retirement Benefits 939,690 878,094 953,176 978,885
Health Insurance 338,039 433,595 544,799 604,865
Other Personnel Expenses 120,562 133,527 113,354 136,928
Personnel Services Subtotal 4,492,667 5,293,523 5,763,032 5,922,847
Operating Expenses
Professional & Contract Services 1,515,879 1,104,497 1,548,600 1,440,900
Supplies & Materials 272,898 213,292 209,830 121,700
Repair & Maintenance 2,645,674 1,219,973 3,192,416 3,924,685
Interdepartmental Charges 26,611 21,948 26,077 32,769
Other Operating Expenses 1,510,858 1,198,176 1,694,296 1,824,512
Capital Outlay 1,969,090 300,236 1,133,659 1,102,365
Operating Expenses Subtotal 7,941,010 4,058,122 7,804,878 8,446,931
TOTAL EXPENDITURES 12,433,677$ 9,351,645$ 13,567,910$ 14,369,778$
Full Time Positions 32.00 35.00 37.00 37.00
Hourly/FTE Positions 1.50 3.00 1.00 1.00
F-15
RECENT ACCOMPLISHMENTS
• Replaced staff identity management solution
• Upgraded Council Chamber’s audiovisual hardware and software, city’s internet website,
internal financial system, Public Works work order software, Human Resources interview
room equipment, GIS-based CIP project intake apps and associated dashboards, and
audiovisual hardware in meeting rooms
• Implemented Carlsbad Digital Information Network, Carlsbad Connects application, Learning
Management System, computer training course catalog, Laserfiche enterprise content
management system, Leo Carrillo Park GIS StoryMap, performance metrics and dashboards,
security tools and Unified Communications System
• Completed over 9,500 service desk tickets and assumed management of departmental
mobile accounts
• Continued to modernize and strengthen information technology infrastructure and install
closed circuit video cameras at various city locations
GOALS | OBJECTIVES | PRIORITIES
• Upgrade Hansen, Enterprise GIS Platform, ServiceNow Service Portal, EnerGov permitting
and land development system and migration to new online customer portal
• Implement project portfolio management, enterprise asset management, electronic reviews,
virtual permit counter, older GIS-based web application replacement, ArcGIS Pro migration,
self-service GIS apps, notifications and mailing lists, Police computer-aided dispatch/mobile
system, and staff report management system
• Expand software for records management system forms and business process automation,
deploy a GIS landing page on the city Internet including an Open Data Portal for self-serve
data requests, deploy additional GIS dashboards and StoryMap, and expand
Fire and Police Department analytics
• Continue modernization and strengthening of information technology infrastructure,
deployment of the Carlsbad Digital Information Network, building capacity of data-driven
government, deployment of applications for various departments in support of the city’s
data science efforts, development of cyber security program, installation of closed-circuit
video cameras at various city locations, and consolidation of active directory environments
• Develop assessment tools to identify strategies for future projects, an action plan for
information technology service improvements for addressing gaps in IT services and
requirements, and planning for consolidation and replacement of core systems
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Incorporated information technology maintenance-related budget items existing in various
other departments’ accounts into the Information Technology Department’s account
beginning with 640, for a total budget increase of $481,000
F-16
ADMINISTRATIVE SERVICES |
INNOVATION & ECONOMIC DEVELOPMENT
Account: 0011035 Fund: General
ABOUT
Innovation & Economic Development, or I&ED, works to support a vibrant and diverse economy by
bringing a culture of innovation and collaboration among city departments, and regular engagement
with the business community. Through innovative programming and business support services, I&ED
supports economic growth, oversees COVID-19 economic recovery and revitalization, attracts new
businesses in targeted industries, partners with regional economic developers and solidifies the city’s
position as a key employment hub. I&ED also provides governance and training for citywide data
initiatives to power data-driven decision making with analytics and data visualization.
SERVICES
• Conduct business expansion, attraction and retention efforts to promote a robust economy
• Serve all industry sectors through innovative efforts in talent attraction, traded economies,
and fostering of business clusters that provide for an inclusive economy
• Develop and maintain innovative business support programs, and act as the city’s liaison to
the business community to remove barriers to economic growth and vitality
• Provide governance and training for citywide data initiatives to power data-driven decision
making with advanced analytics and data visualization
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 311,941$ 193,649$ 645,240$ 646,452$
Retirement Benefits 88,947 49,387 111,987 142,175
Health Insurance 28,474 20,012 56,671 61,563
Other Personnel Expenses 9,847 7,676 16,525 19,443
Personnel Services Subtotal 439,209 270,724 830,423 869,633
Operating Expenses
Professional & Contract Services 142,984 724,785 193,975 213,000
Supplies & Materials 40,528 49,821 32,534 64,879
Repair & Maintenance - - - -
Interdepartmental Charges 36,435 41,148 53,845 104,284
Other Operating Expenses 14,544 10,917 21,100 12,830
Capital Outlay - - - -
Operating Expenses Subtotal 234,491 826,671 301,454 394,993
TOTAL EXPENDITURES 673,700$ 1,097,395$ 1,131,877$ 1,264,626$
Full Time Positions 3.00 2.00 4.00 4.00
Hourly/FTE Positions 0.00 0.50 1.00 1.00
F-17
• Provide citywide training in design thinking, strategic planning, innovation thinking, process
improvement and re-engineering, data management, data analytics and data visualization
• Provide data systems consultation, evaluation, migrations and data system upgrades to
ensure business continuity while replacing legacy systems
RECENT ACCOMPLISHMENTS
• Managed the city’s response to address the challenges of the business community COVID-
19, including partnering in joint communications to Carlsbad businesses with the Carlsbad
Chamber and Carlsbad Village Association, providing direct support to over 600 Carlsbad
businesses, hosting COVID-19 response webinars and overseeing the Economic Recovery and
Revitalization Initiative in coordination with the City Council
• Established small business support programming through the Economic Revitalization and
Recovery Initiative including a small business loan program and Gift Carlsbad
• Developed quarterly economic scans to understand city's economic health and conducted
multiple business sentiment surveys to understand current and expected challenges
• Launched a re-imagined Carlsbad Life in Action talent attraction campaign including a new
website with an improved design and a message focused on talent and business support
• Led the Age-Friendly Carlsbad initiative, a cross-departmental project supported by AARP
and funded by the San Diego Foundation to create the city’s first Age Friendly Action Plan
• Spurred the creation of innovative data visualization tools as a part of the COVID-19
response including mapping open restaurants, city-to-city COVID-19 case trendline,
Emergency Operations Center dashboards, a situational awareness heatmap for first
responders and automated city facility occupancy estimates
• Developed a data inventory and began the cross-departmental development of a citywide
data policy for the collection, management and governance of city data
• Created a central resource for data collection and analysis of city data assets
• Collaborated with various departments on developing data-aware strategies on improving
operations
• Provided direct training to department analysts on using data visualization tools to allow for
"data insights self-service"
GOALS | OBJECTIVES | PRIORITIES
• Set a foundation to for economic recovery, revitalization and growth
• Expand and optimize support services for city businesses and city departments engaging
with businesses
• Convene industry advisory groups to ensure the city is aware of current and anticipated
challenges for our diverse business community
• Create and deploy new and innovative programs to support business resiliency
• Support cross-departmental functions to maximize efficiency
• Develop a coordinated approach to citywide data driven decisions
• Develop a training program for performance management, data, and continuous
improvement
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Combined Innovation, account 0011033, with Economic Development, account 0011035, to
form a new single account 0011035
F-18
ADMINISTRATIVE SERVICES |
MISCELLANEOUS NON-DEPARTMENTAL
Account: 0019xxxx Fund: General
ABOUT
The miscellaneous non-departmental accounts for all General Fund transfers to other funds, City
Council contingencies and other miscellaneous General Fund expenses, such as outside legal counsel,
property tax administration fees, citywide dues and subscriptions and Innovation Fund expenditures.
The budgeted transfer from the Infrastructure Replacement Fund is a return of funds for Fire Station
4, CIP project #47401, as funds were no longer needed for its expansion.
COVID-19 related fiscal year 2019-20 expenditures are associated with the COVID-19 Economic
Recovery and Revitalization Initiative and COVID-19 specific expenditures that the city believes are
recoverable through various reimbursements.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Miscellaneous Non-Departmental Expenditures
Legal Services 793,094$ 697,114$ 750,000$ 1,200,000$
Community Contributions 11,213 7,983 - -
Personnel Related 149,563 152,582 284,000 850,000
Professional Services 39,830 39,195 42,000 42,000
Property Tax and Other Administration 660,633 658,895 725,000 750,000
Dues and Subscriptions 51,688 71,519 75,000 80,000
COVID-19 Related - 910,211 - -
Other Miscellaneous Expenditures 738,439 3,860,320 - -
Miscellaneous Non-Departmental Subtotal 2,444,460 6,397,819 1,876,000 2,922,000
General Fund Transfers
Transfer to General Capital Construction Fund - 5,111,500 4,500,000 5,353,000
Transfer to Infrastructure Replacement Fund 10,681,000 5,111,500 1,000,000 5,353,000
Transfer from Infrastructure Replacement Fund - - - (5,070,000)
Transfer to LLD #1 (Medians & Trees)775,000 950,000 700,000 1,190,000
Transfer to Storm Water Program 219,274 303,052 309,000 322,000
Miscellaneous Transfers Out 1,500,000 2,090,114 500,000 -
General Fund Transfers Subtotal 13,175,274 13,566,166 7,009,000 7,148,000
City Council Contingencies
Contingencies (Adopted budget)- - 1,500,000 500,000
TOTAL EXPENDITURES 15,619,734$ 19,963,985$ 10,385,000$ 10,570,000$
G-1
POLICY & LEADERSHIP
The City of Carlsbad follows a council-manager form
of government, where elected City Council members
provide direction on the policies and regulations that
govern the operations of the city. The Policy &
Leadership branch includes the following areas:
• Office of the City Council
• Office of the City Treasurer (elected)
• Office of the City Manager
• Office of the City Attorney
• Office of the City Clerk (elected)
• Communication & Engagement
The City Council appoints the city manager, city
attorney and members of the city’s boards,
commissions and committees. The Office of the City
Manager handles administration and oversight of
the city organization, including hiring the city
workforce, supervising city departments and
ensuring the City Council’s policy priorities are met.
Scott Chadwick
City Manager
760-434-2820
manager@carlsbadca.gov
G-2
G-3
POLICY AND LEADERSHIP |
OFFICE OF THE CITY COUNCIL
Account: 0011010 Fund: General
ABOUT
As the legislative body of the city, the Office of the City Council establishes the policies and
regulations under which the city operates.
SERVICES
The City Council, as a legislative body, approves direction, policies and regulations that govern the
operations of the city. The City Council appoints residents to serve on various boards and
commissions and may serve as city representatives on regional boards such as SANDAG, North
County Transit District and the San Diego County Water Authority.
GOALS | OBJECTIVES | PRIORITIES
The Carlsbad City Council chose its top priorities during a day-long goal setting workshop March 11,
2021. Recognizing the added needs brought on by the COVID-19 pandemic, the City Council voted to
bring four goals forward as part of the city budget for fiscal year 2021-22, which starts July 1.
The four goals are:
• Reduce the homeless unsheltered population, among those who want help, by 50% within
five years, and provide quarterly progress reports until the city hits that goal
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 232,248$ 260,589$ 277,960$ 286,814$
Retirement Benefits 36,522 51,736 59,609 60,010
Health Insurance 71,804 71,041 98,843 102,479
Other Personnel Expenses 5,143 7,726 6,940 6,142
Personnel Services Subtotal 345,717 391,092 443,352 455,445
Operating Expenses
Professional & Contract Services 31,050 1,815 46,000 46,000
Supplies & Materials 22,640 10,756 23,416 24,929
Repair & Maintenance 20 - - -
Interdepartmental Charges 28,585 34,992 25,039 79,815
Other Operating Expenses 21,431 27,873 48,510 43,786
Capital Outlay 3,943 - - -
Operating Expenses Subtotal 107,669 75,436 142,965 194,530
TOTAL EXPENDITURES 453,386$ 466,528$ 586,317$ 649,975$
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-4
• Bring the city’s Fire Department into conformance with Standards of Cover evaluation, a
comprehensive review of fire and emergency medical services that identified the need for
additional staffing and facilities to address the city’s changing demographics and
development patterns
• Engage the community through a citizens committee to create a new plan to manage growth
in Carlsbad in a way that maintains an excellent quality of life
• Conduct a facilitated City Council workshop to work on team building and City Council
communication and an ethics ordinance to support the delivery of superior public service
The City Council also said it wanted to see three key areas integrated into everything the city does:
• Diversity, equity and inclusion
• Meaningful and early public engagement
• Technology infrastructure
G-5
POLICY AND LEADERSHIP GROUP |
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
• Cash management
• Investment management
• Reporting and oversight
RECENT ACCOMPLISHMENTS
• Researched and expanded investment opportunities into municipal bonds
• Expanded the cash handling process
• Worked with the Finance Department to upgrade the city’s safe and armor pickup system
• Assisted with planning and implementation of the new payment portals for permitting
• Worked with the Finance Department on the upgrade of the city’s financial information
system
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 97,241$ 84,431$ 88,610$ 88,744$
Retirement Benefits 21,136 20,613 22,573 20,406
Health Insurance 13,793 21,316 26,339 28,773
Other Personnel Expenses 3,544 2,892 2,390 2,707
Personnel Services Subtotal 135,714 129,252 139,912 140,630
Operating Expenses
Professional & Contract Services 55,151 60,974 71,100 70,600
Supplies & Materials 2,094 2,081 2,590 2,414
Repair & Maintenance - - - -
Interdepartmental Charges 19,120 23,460 29,088 32,683
Other Operating Expenses 146 17 1,400 4,425
Capital Outlay - - - -
Operating Expenses Subtotal 76,511 86,532 104,178 110,122
TOTAL EXPENDITURES 212,225$ 215,784$ 244,090$ 250,752$
Full Time Positions 0.75 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-6
GOALS | OBJECTIVES | PRIORITIES
• Anticipate and meet the changing investment needs of the city in order to optimize
investment returns, consistent with maintaining safety of principal while ensuring sufficient
liquidity and return on investment
• Further develop the City Treasurer page of the city’s website, informing the community of
the mission of the City Treasurer, the city’s Investment Policy and investment activities
• Use the City Treasurer page of the city’s website as a forum to receive and respond
community comments and questions
• Continue to participate in the city’s Citizens Academy
• Use innovative solutions to fund modern and secure cash handling solutions even in
uncertain times
G-7
POLICY AND LEADERSHIP |
OFFICE OF THE CITY MANAGER
Account: 0011010 Fund: General
ABOUT
The Office of the City Manager is dedicated to continuous improvement 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
• Combined the City Clerk’s Office with the Policy and Leadership Division to streamline
processes and add efficiencies in the day-to-day operations of the City Council and City Clerk
• Prioritized the development of a project status tracking dashboard for projects of interest to
the City Council and constituents
• Directed enhanced community engagement for city issues and projects, providing input from
diverse stakeholders to the City Council to support decision making
• Continued to evaluate and update policies and procedures with the goal of ensuring they are
relevant, modernized, efficient and optimized to inform organizational activity
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,354,934$ 1,608,369$ 1,080,470$ 1,097,959$
Retirement Benefits 389,327 387,446 355,799 282,128
Health Insurance 147,142 175,974 138,311 144,821
Other Personnel Expenses 36,993 46,837 26,550 32,234
Personnel Services Subtotal 1,928,396 2,218,626 1,601,130 1,557,142
Operating Expenses
Professional & Contract Services 205,775 154,796 378,865 377,365
Supplies & Materials 47,616 37,432 50,445 43,129
Repair & Maintenance - - - -
Interdepartmental Charges 113,697 135,204 98,479 104,918
Other Operating Expenses 25,450 32,175 24,375 29,543
Capital Outlay 8,774 (3,272) - -
Operating Expenses Subtotal 401,312 356,335 552,164 554,955
TOTAL EXPENDITURES 2,329,708$ 2,574,961$ 2,153,294$ 2,112,097$
Full Time Positions 9.00 12.00 7.00 7.00
Hourly/FTE Positions 0.00 0.50 0.00 0.00
G-8
• Led the continued development of a cross-departmental infrastructure prioritization process
for the Capital Improvement Program that will lead to more efficient evaluation and
deployment of projects
• Led the city’s response to the COVID-19 public health emergency, including the transition to
a fully functional virtual City Hall, activation of the city’s Emergency Operations Center,
direction of the day-to-day provision of city operations and emergency services, and
dissemination of up-to-date information to the public
• Reduced and restructured the city budget in response to COVID-19 related economic
impacts
• Administered the 2020 municipal and presidential election and onboarded District 4
Councilmember Acosta
• Supported Clean Energy Alliance start-up and preparations for 2021 community choice
aggregation program launch
• Facilitated community engagement on Police Department civilian oversight
GOALS | OBJECTIVES | PRIORITIES
• Effectively manage the response, reopening and recovery related to the COVID-19 public
health emergency
• Ensure the most efficient and effective provision of city services while adapting to changing
financial conditions
• Adapt community engagement and transparency efforts to foster authentic civic
engagement with residents, organizations and businesses through alternative methods due
to public health restrictions
• Increase intergovernmental collaboration and legislative advocacy with local, state and
federal governments to further the City Council adopted legislative platform and support as-
needed special projects
G-9
POLICY AND LEADERSHIP |
OFFICE OF THE CITY ATTORNEY
Account: 0011210 Fund: General
ABOUT
The Office of the City Attorney consists of the city attorney, three assistant city attorneys, two deputy
city attorneys and support staff. The city attorney is appointed by the Mayor and the City Council.
SERVICES
• Advise the City Council, committees, boards and commissions
• Prepare and review ordinances and resolutions
• Provide legal opinions on questions from the City Council, City Manager or other city officers
• Attend City Council meetings as well as meetings of other boards and commissions as
deemed necessary
• Negotiate and prepare all contracts
• Represent the city in court proceedings and report to the City Council on litigation
• Enforce city laws and regulations
• Prepare contracts, forms and instruments for approval or execution
• Appear on behalf of the city before regulatory and legislative agencies
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 1,102,174$ 1,260,706$ 1,302,493$ 1,320,642$
Retirement Benefits 332,628 311,635 336,023 338,520
Health Insurance 91,565 114,307 151,239 148,875
Other Personnel Expenses 32,067 36,928 32,617 38,788
Personnel Services Subtotal 1,558,434 1,723,576 1,822,372 1,846,825
Operating Expenses
Professional & Contract Services 4,322 2,576 3,445 3,445
Supplies & Materials 57,966 44,218 46,894 41,341
Repair & Maintenance 1 - - -
Interdepartmental Charges 114,498 122,472 97,350 129,456
Other Operating Expenses 16,428 17,218 17,257 16,069
Capital Outlay - - - -
Operating Expenses Subtotal 193,215 186,484 164,946 190,311
TOTAL EXPENDITURES 1,751,649$ 1,910,060$ 1,987,318$ 2,037,136$
Full Time Positions 7.00 8.00 8.00 8.00
Hourly/FTE Positions 0.50 0.00 0.00 0.00
G-10
RECENT ACCOMPLISHMENTS
• Prepared emergency documents related to COVID-19
• Advised the City Council, City Manager and city staff on legal issues related to state and
county health orders
• Assisted with community discussions related to police oversight
• Worked with Police Department to obtain Gun Violence Restraining Orders as appropriate
for domestic violence and mental health incidents
• Participated in and advised the City Council Legislative, Municipal Code, and Economic
Revitalization subcommittees
• Resolved complex code enforcement cases to benefit the community and residents
• Reviewed and advised on numerous contracts, public records requests and council inquiries
GOALS | OBJECTIVES | PRIORITIES
• To provide quality and timely legal advice to all elected and appointed city officials and all
branches, assisting them in making sound legal decisions to carry out the goals of the City
Council
• Complete comprehensive update of Municipal Code, City Council policies and administrative
orders
• Support the City Manager in strategic operations related to ongoing and significant capital
projects
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
• Codification of the Carlsbad Municipal Code
• Maintain, preserve and provide access to all legislative documents
• Administer elections
• Notarize documents
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 458,564$ 586,938$ 620,594$ 630,775$
Retirement Benefits 119,040 118,851 135,664 132,962
Health Insurance 74,685 102,851 110,015 106,349
Other Personnel Expenses 20,830 23,359 16,375 20,069
Personnel Services Subtotal 673,119 831,999 882,648 890,155
Operating Expenses
Professional & Contract Services 39,907 24,427 75,500 100,500
Supplies & Materials 89,381 80,672 97,330 66,406
Repair & Maintenance 966 677 5,221 5,221
Interdepartmental Charges 129,043 144,324 120,660 156,387
Other Operating Expenses 80,611 44,318 81,800 81,800
Capital Outlay - - - -
Operating Expenses Subtotal 339,908 294,418 380,511 410,314
TOTAL EXPENDITURES 1,013,027$ 1,126,417$ 1,263,159$ 1,300,469$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
G-12
• Provide proofs of life certifications
• Assist City Attorney’s Office with citywide ethics training
• Ensure public records are archived, preserved and accessible to the public
• Respond to Public Records Act Requests
• Process subpoenas, summons and claims
• Develop and implement records management and document management programs
• Process recorded documents and bond releases
• Provide document research assistance to staff and the public
• Provide training and support to various department personnel designated to scan
documents into the city’s records repository
• Manage and coordinate destruction of records past retention
RECENT ACCOMPLISHMENTS
• Conducted 2020 General Municipal Election
• Updated Carlsbad Municipal Code relating to elections, campaigns and campaign
contributions
• Updated staff report templates
• Began the process to conduct redistricting in the City of Carlsbad
• Revised and updated the records retention schedule for City Council adoption
• Migrated 450,000 records from HP Records Manager application to Laserfiche
• Implemented new Laserfiche application, including the public weblink and internal weblink,
providing greater transparency on the city website by providing access to more public
records
• Provided training of Laserfiche application citywide
• Began digital conversion of all mylar drawings and maps from central files at the Faraday
Center, allowing physical space to become available
GOALS | OBJECTIVES | PRIORITIES
• Implement a new council inquiry platform to allow City Council members to efficiently
obtain information for constituents
• Automate the staff report routing process
• Evaluate feasibility of offering passport application acceptance services
• Continue to systematically update the Carlsbad Municipal Code
• Provide greater transparency on the city website by providing access to more public records
• Provide Citywide Public Records Act training and training on proper maintenance of records
• Implement and train city staff regarding records retention schedule
• Continue to collaborate with various departments on digitizing their documents
• Continue to conduct departmental records audits
G-13
POLICY & LEADERSHIP |
COMMUNICATION & ENGAGEMENT
Account: 0011012
1381010
Fund: General
Special Revenue – Local Cable Infrastructure
ABOUT
The goal of the city’s communication and engagement program is to ensure mutually beneficial, two-
way communication with internal and external audiences about city issues and services, leading to a
more responsive and transparent government. This program is carried out by communicating about
issues of interest to the community; developing meaningful public involvement programs for city
issues that engage the community in city decision making; increasing government transparency and
service by providing timely, accurate and easy to understand information about city programs and
services; promoting participation in library, cultural arts, parks and recreation programs and services;
helping city staff be aware of and understand city issues; providing ongoing communication skills
training for city staff; and providing communication support during activation of the city’s Emergency
Operations Center.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages 555,168$ 784,116$ 864,646$ 887,064$
Retirement Benefits 131,675 140,573 158,022 171,276
Health Insurance 55,556 105,126 122,921 123,779
Other Personnel Expenses 21,853 29,037 22,360 27,831
Personnel Services Subtotal 764,252 1,058,852 1,167,949 1,209,950
Operating Expenses
Professional & Contract Services 644,444 468,064 404,206 575,250
Supplies & Materials 257,868 156,765 164,585 128,091
Repair & Maintenance - - - -
Interdepartmental Charges 125,026 144,600 134,952 172,377
Other Operating Expenses 21,886 26,296 29,069 30,505
Capital Outlay 59,523 4,242 143,000 -
Operating Expenses Subtotal 1,108,747 799,967 875,812 906,223
TOTAL EXPENDITURES 1,872,999$ 1,858,819$ 2,043,761$ 2,116,173$
General Fund 1,602,350$ 1,651,700$ 1,692,761$ 1,771,173$
Special Revenue Fund 270,649 207,119 351,000 345,000
Total Funding 1,872,999$ 1,858,819$ 2,043,761$ 2,116,173$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 3.39 3.50 3.50 3.50
G-14
SERVICES
• Develop informational materials including fact sheets, flyers, newsletters, Q&A documents,
videos and other communication pieces that further understanding of city issues, news,
services and events
• Enhance online communication by managing the city’s website, social media, email
communication and other digital communication channels
• Enable the community to watch City Council meetings and find out about city issues, news,
services and events on a 24/7 cable channel stream
• Increase community outreach and involvement by developing programs that enhance public
involvement in city government decision making
• Provide accurate, timely information to the media
• Provide communication skills training to city staff
• Provide internal communication that is easy to access, through a variety of channels, that is
of interest to and affects city employees
• Maintain a trained team of city staff and updated action plan to ensure the community has
access to important information and communication during an emergency
RECENT ACCOMPLISHMENTS
• Provided seven-day a week community updates on the COVID-19 pandemic, including 107
editions of the City Manager’s Update
• Launched an updated city website
• Designed and supported public involvement processes on issues including the Housing
Element Update, age-friendly cities, Monroe Street Pool improvements, new City Hall and
Civic Center and civilian oversight of the Police Department
• Wrote or edited 137 responses to community members’ inquiries and 213 City Council staff
reports
• Prepared more than 5,000 social media posts, resulting in 147,500 engagements
• Increased Instagram followers to 15,000, an increase of 25%
• Increased Twitter followers to 20,000, an increase of 15%
• Maintained an email database of 71,815 and distributed a total of 466 targeted emails
regarding city issues, programs and events
• Produced and distributed more than 250 news releases, columns and articles about city
services, issues and programs
• Produced 138 videos and generated a total of 1.5 million YouTube channel impressions
• Increased YouTube subscribers to 2,101 or 23%
GOALS| OBJECTIVES | PRIORITIES
• Support the city’s ongoing COVID-19 response and changes in city services and programs
resulting from the emergency
• Develop early and meaningful opportunities for the community to engage with the city
about issues affecting their lives
• Continue the transition to new digital communication channels to reduce printing and paper
usage and make access to city information convenient for those who prefer these channels
• Promote awareness and engagement in City Council goals, including homelessness, growth
management and fire service
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. It is informed by the City
Council approved Connected Carlsbad: An Inclusive City Innovation Roadmap, the Internal Digital
Information Network Action Plan, the Information Technology Strategy, and complimented by a five-
year projected roadmap of digital transformation investments. The SDTIP is the strategic plan for
technology and digital transformation combined with project descriptions, costs, funding sources and
timelines. The purpose of this new program is to provide for an annual investment strategy, not a
commitment for spending, and 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
Connected Carlsbad: An Inclusive City Innovation Roadmap, presented to the City Council in January
2019, was designed to provide a high-level, organized guide to the principles that matter to the city in
creating a more connected community. This roadmap and its associated action plan were based on
City Council approved projects, existing city documents, and previous Information Technology
Department assessments and interviews with departments, combined with 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 Connected Carlsbad 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 Council in Connected Carlsbad:
• 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.
Once the 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.
H-2
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:
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
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
• 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
INFORMATION TECHNOLOGY STRATEGY
Although digital transformation is a collaborative effort involving all city departments, Information
Technology is the core department that is responsible for delivering projects approved in the SDTIP
and ensuring that technology implementations operate efficiently and effectively support the
delivery of services to the city’s residents, businesses and visitors.
Core Service Areas of the Information Technology Department
The IT Department is organized into five divisions: Enterprise Applications, Infrastructure and
Operations, Geographic Information Systems, Public Safety Technology and Administration. These
five divisions work together to provide services in three core areas that are crucial to digital
transformation efforts:
Guiding Principles
The Information Technology Department has established guiding principles by which all technology
services will be implemented and managed:
• Reliable – Technology or service provided must be reliable, operate with minimal disruption
and implemented in a manner that provides redundancy and disaster recovery
• Secure – In today’s high cyber threat environment all technology implementations must
adhere to industry security best practices and provide as few entry points to potential
intruders as possible
• Scalable – The service or technology must be able to grow to meet future demands of the
city as well as adjust to new technology and business processes
• Unified – The application must follow industry standards and best practices to ensure that it
will seamlessly integrate into the city’s technology environment and support the combined
operation of all city technology needs
• Cost-effective – The network must provide excellent value to the city as compared to
current commercial offerings
• Support transparency and business intelligence – The technology should provide the ability
for data analytics and business intelligence as well as data openness and transparency and
adhere to the city’s data governance policies
The strategy presented here provides a high-level view into the IT departments approach to the three
core service areas and how the guiding principles are implemented.
Applications
Enterprise applications
Geographic Information
Systems
Public Safety technology
Business systems
Infrastructure
Networking
Datacenter systems
Client systems
Security
Administration
Contracts and agreements
Accounts payable
Asset replacement
H-5
Service Area: Applications
The software applications that the IT department supports can be divided into four distinct
categories: Enterprise Applications, Geographic Information Systems, Public Safety Technology and
Business Systems. All of these categories work closely and collaboratively to support the major
software systems that are used by the city to ensure that city staff have the technology tools and
data necessary to do conduct their core business functions and make data driven decisions.
Enterprise Applications
The Enterprise Applications Division is divided into three sections: project management, database
management and enterprise application management.
The project management team provides project management support for larger technology initiatives
including new implementations as well as upgrades to existing technology implementations. The
project management team also provides support, guidance and assistance to other city departments
that are managing smaller technology projects and assists departments in submitting project
proposals as part of the SDTIP.
The database management team provides technical support and expertise related to the city’s
database infrastructure. This includes ensuring the city’s database infrastructure is stable, secure and
readily available to support the city’s enterprise applications. Additionally, the database management
team works closely with the city’s business intelligence and data analytics manager on initiatives
related to data governance and operational analytics.
The enterprise applications management team provides technical support and expertise related to
the city’s portfolio of enterprise applications. Enterprise applications are the major applications, such
as the central finance system and public works enterprise asset management system, used by the city
to accomplish its core business functions. The team is divided into three groups supporting dedicated
departments within the city. One team supports the Public Works and Community Development
departments, another team support the Human Resources and Finance departments, and another
group supporting the remaining departments. The enterprise applications team also provides web
administrative support for the city’s internet website as well as assisting with the branding and
configuration of other city web-based applications.
The applications in the city’s application portfolio are fundamental to the city’s ability to carry out its
core business functions. Implementing applications requires a significant investment of city resources
in cost and staffing. As the city looks to upgrade existing applications or implement new applications,
it is imperative that these initiatives are evaluated to ensure they align with the city’s strategic vision
and its goal of being a digital city leader.
Applications in the city’s application portfolio must have the following attributes:
• Reliable – The application must operate with minimal disruption. This includes being
implemented in a manner that provides redundancy and disaster recovery
• Secure – In today’s high cyber threat environment the application must adhere to industry
security best practices and provide as few entry points to potential intruders as possible
• Scalable – The application must be able to grow to meet future demands of the city as well
as adjust to new technology and business processes
• Integrated – The application must follow industry standards and best practices to ensure
that it will seamlessly integrate into the application portfolio
H-6
• Data capability and management – The application must provide the ability for data
analytics and business intelligence as well as data openness and transparency, while also
adhering to the city’s data governance policies
• Value – The application must provide an identifiable benefit to the city and its residents
commensurate with the cost to implement and maintain it
Geographic Information Systems
Geographic Information Systems Division provisions a location intelligence platform which enables
the city to capture, manage, analyze and visualize spatial data. This enhances the city’s data-driven
decision making by providing access to authoritative geospatial datasets and services to numerous
citywide applications in areas such as determining addressing, parcel boundaries, zoning areas, street
centerlines, and utilities.
The goal of GIS is to roll-out out a next generation, web-based portal to put dynamic mapping and
spatial analytics into the hands of city staff to use in their day-to-day work. In addition, the city is
implementing a new business model for expanding the use of GIS technology and deploying new
applications and solutions.
In consideration of the important role GIS and location intelligence plays in city operations, both
today and going forward, the following guiding principles are highlighted:
• Reliable – Applications and solutions must be available with minimal disruption
• Accessible – GIS provides unique capabilities to see patterns and develop insights about data
and can enable this insight via dashboards and applications so city leadership and staff can
make better, data-driven decisions
• Enabling – Maps are an easy way to communicate with residents and can power a robust
citizen engagement strategy
• Scalable – To meet current and future demands, Web GIS provides a new, modern platform
to share maps and data to various devices and applications in support of various city efforts,
like Connected Carlsbad
• Cost-effective – A new GIS business model will decrease the time it takes to deploy GIS-
based applications while empowering departments to leverage location intelligence
Public Safety Technology
The Public Safety Technology Division provides application and hardware support to the city’s Police
and Fire departments. Regional information sharing amongst law enforcement agencies along with
Joint Powers Authority membership for the city’s Fire Department requires IT to always think beyond
just the city boundaries. With so much information being warehoused throughout the county, it is
important to have a mechanism to intelligently display and interpret all this data.
Some of the technology supported by this team that is crucial to the provision of public safety
services include:
• Computer aided dispatch – Software used to dispatch officers to calls for service safely and
securely
• Crossroads – Software used to provide electronic citations and record traffic accidents out in
the field
• Quartermaster – Software that catalogs all evidence, both physical and digital, for the Police
Department
H-7
• Street Fire reconnaissance and exploitation management systems – Database software
used by the Fire Department to record calls for service and provide medical response to the
public
• Emergency reporting – Software used by the Fire Department to conduct yearly inspections
of various businesses and buildings throughout the city
The goal of the Public Safety Technology Division is to implement the next generation of cloud-based
applications to assist first responders in completing their day-to-day tasks. The ability to provide
mobile information out in the field has driven the pursuit of various cloud technologies. To align with
federal and state mandates, it is imperative that any solutions the city implements meet or exceed
these government standards surrounding security.
Business Systems
The business systems team consists of technologists that are embedded into the Public Works, Parks
& Recreation, Library & Cultural Arts, Finance and Community Development departments. These
technologists specialize in the business processes of their respective departments, assist in the
administration of that department’s enterprise applications and serve as the technology liaison
between Information Technology and the department. The goal of the business systems team is to
investigate business systems, identify options for improving business systems and bridge the needs of
the business through technology solutions.
Service Area: Infrastructure and Operations
Infrastructure technologies are the foundation of all other digital services that Information
Technology provides. Without these systems, data cannot be transported, processed or stored.
Examples of these foundational technologies include the digital information network, approved by
the City Council in 2019, which will provide fundamental data transport services for the city. Another
example would be the identity automation platform, OKTA, which allows users to use a single identity
or password to access multiple city systems and automates the creation and deletion of user
accounts.
The COVID-19 pandemic response has changed the way city staff perform their work. The
Infrastructure and Operations Division has played a critical role in enabling the city to continue
providing services to residents while working remotely. This includes rapid adoption of tools such as
Microsoft Teams and Zoom. Among other things, these tools have allowed the city to continue
providing access to public meetings in a safe manner which supports the city’s goal of providing
accessibility and transparency.
The IT Infrastructure and Operations Division manages these technologies and is divided into four
sections: client systems, datacenter systems, networking, and security. Each section of the IT
Infrastructure and Operations team supports multiple technologies that make up the technical
services that they are responsible for delivering.
The client systems section provides endpoint support to all information systems users in the city. This
includes deployment and support for desktops, laptops and mobile devices including smart phones
and tablets. They also act as the first level of support in the IT department at the Service Desk. This is
where incoming technical issues are first triaged, and where most problems are solved. Those issues
that require more focused efforts or specialized knowledge are passed on to other teams within IT.
H-8
The datacenter systems section is responsible for the centralized computer processing and data
storage systems at the city. These are the platforms many other departments rely upon for the
delivery of critical applications. This section holds the primary role in supporting collaboration and
remote work tools such as Citrix and Office 365. Windows server systems, authentication systems,
identity management, printing and systems in the cloud are also the responsibility of this section.
Datacenter systems additionally manages the enterprise data protection systems, or backup, for all
city data.
The networking section is responsible for the support of all digital communications networking
technologies in the city. This includes hardware devices such as switches, routers, firewalls, Wi-Fi
equipment and services such as internet access and telephones. The networking services support the
transmission of data all around the city and allow information systems users and applications to
communicate with each other. This section is also responsible for planning and implementing low
voltage cabling and working with the facilities department to ensure all IT hardware systems have
uninterruptible power and reliable cooling.
The security section is responsible for building and managing the division’s information technology
security program. This includes the user security awareness program and training as well as incident
response to malicious attacks. Recently, the city hired its first IT security manager to specifically
oversee these efforts and formally define important strategies and policies. Given the nature of
threats to many organizations, this had been a role of critical importance.
Given that IT infrastructure is the foundation of all other digital services that Information Technology
provides, the Infrastructure and Operations team adheres to the following guiding principles:
• Reliable – IT infrastructure must operate with minimal disruption with changes planned in
such a way as to minimize unplanned impact to users of information systems
• Resilient – IT infrastructure must be designed in such a way as to dynamically respond to
potential faults. High-availability systems will be implemented on all critical systems
• Responsive – IT infrastructure should be designed for optimal speed and performance
• Scalable – IT infrastructure must be able to grow to meet future demands and all system
designs should have the potential to scale if needed
• Unified – IT infrastructure must support the combined operation of all city technology needs,
as duplicate and siloed technical systems create unnecessary costs and complexity
• Secure – IT infrastructure must protect the city’s critical information and data in terms of its
safety, confidentiality, integrity and availability
Service Area: Administration
The IT Administration Division provides support to the other IT Department divisions by centralizing
the management of staff reports, contracts and agreements, accounts payable, purchasing, budgeting
and coordination of asset replacement requirements. Having central staff to handle these functions
allows for continuity of procedures and standards within the department.
Overall, the department has over 150 various agreements for services, maintenance, subscriptions,
licenses, monthly reoccurring charges and hardware replacement. These agreements enable the
other IT Department divisions to ensure that citywide and departmental software systems and
infrastructure remain up to current standards. Once agreements are executed, the administration
staff follows the city’s purchasing guidelines for procurement and eventual payment of invoices
through accounts payable.
H-9
The IT department operates as an internal service fund and for fiscal year 2020-21 has an adopted
operating budget nearing $12.5 million with an additional $1.2 million budgeted for annual hardware
replacement. For fiscal year 2021-22 the IT Department is requesting just under $13.3 million for its
operating budget and just over $1.1 million for annual hardware replacement. Hardware replacement
includes all PCs and systems infrastructure, like switches, firewall and routers that are scheduled to
be replaced in the coming fiscal year.
Annual revenues for IT operations and replacements are collected from the city’s operating
departments in the form of a monthly chargeback. The fiscal year 2021-22 estimated revenue for the
operating budget is being requested at $13.3 million. The fiscal year 2021-22 estimated revenue for
the hardware replacement fund is calculated to support the annual hardware replacement budget
and is being requested at just under $1.4 million.
The city has nearly 1,200 various types of PCs and nearly 700 various types of infrastructure items.
Each of these items are on a replacement cycle ranging from three years to up to 20 years. Yearly, as
items become due to replacement, IT Administration ensures that all budgeting requests are made
during the annual budget process and then purchases equipment based on the requirements and
specifications of the IT division responsible for the replacement.
H-10
ESTIMATED TOTAL APPROPRIATIONS BY GOAL
Going into the fiscal year 2021-22, there are approximately 33 continuing and new projects planned
over the next five years at an estimated total cost of $26.94 million. Included in the $26.94 million is
approximately $15.41 million in estimated new costs over the course of the same time frame to
provide additional funding for the continuation of existing projects as well as funding for new
projects. Within the $15.41 million is approximately $4.87 million of estimated new appropriations
for fiscal year 2021-22 for these same projects.
Build Capacity for
Data-driven
Decision Making
3%
Enhance
Accessibility and
Transparency
6%
Foster a Vibrant
Civic Engagement
Culture
6%
Promote Security and
Sustainability through
Connectivity
36%
Pursue
Communitywide
Digital Transformation
49%
Estimated Total Projects Costs by Goal
FY 2021-22 to FY 2025-26
$26.94 million
H-11
Pursue Communitywide Digital Transformation
$13.11 million
This goal includes updating connectivity, providing up-to-date hardware and software, and a robust
security strategy.
Build Capacity for Data-driven Decision Making
$0.83 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 also includes building 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
$1.62 million
The city’s 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. 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
$1.68 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, Records Management System and a Virtual
Permitting Counter.
Promote Security and Sustainability through Connectivity
$9.70 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 a
Unified Communication System to replace the city’s aging phone system.
H-12
SDTIP PROJECTS
PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION
Consolidation & Replacement of Core Systems
About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are
approximately 20 core systems include the city’s financial, human resources, payroll, budget, asset
and work order management, licensing and permitting, utilities operations, computer aided dispatch,
land management, and program-event management. Rather than operate many systems with narrow
applicability, the city is evaluating ways to consolidate its core systems as legacy applications are
replaced. This may mean accelerated replacement for certain systems. The goal is to reduce
redundancy and inefficiency with operating many different systems with different vendors.
Consolidating down to a few systems that seamlessly integrates data and provides a more uniform
interface will improve the experience of city employees and the public. The scope of this multi-year
initiative includes the analysis, selection, purchase and implementation of the software and hardware
necessary to consolidate, replace and integrate these systems, with as few systems as possible, while
maintaining or enhancing existing capabilities.
Functional requirements and business processes are currently being evaluated. Once this process is
complete, the city’s consultant will provide a comprehensive report outlining the city’s requirements
for a new consolidated system as well as outlining the options and costs associated with system
consolidation and replacement based on an evaluation of the city’s needs. The next step will involve
the development and issuance of a request for proposal for a new consolidated system. This process
will take place during fiscal year 2021-22 and no funding for the implementation, operation or
replacement costs are currently being requested. Funding for the acquisition and implementation of
a new system will be requested as part of the fiscal year 2022-23 and 2023-24 SDTIP and is estimated
to be a total of $4,000,000. More definitive costs will be identified during the request for proposal
process.
Project Funding Source:
Innovation Fund 4,400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 400,000$ -$ 2,000,000$ 2,000,000$ -$ 4,400,000$
Est FY24-25
Budget
-$
H-13
At this time, depending on the recommendations of the request for proposal process, it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city’s current application portfolio does not meet the city’s operational requirements, does not
meet user needs, does not follow industry best practices, lacks integration, and is inhibiting the city’s
ability to make data-driven decisions. Having fewer systems that consolidate the city’s core business
functions will enable streamlined business processes and provide more timely access to data and
information. It will also enhance operations and reduce inefficiencies of employees having to learn
and operate multiple systems.
H-14
Digital Information Network
About This Project
The city has an opportunity to work with a private company called Crown Castle to build a more
robust digital information network for its employees and facilities. This will replace a service currently
provided by another company under contract. The city will need to purchase advanced equipment
and software to set up and manage this network. However, the overall expense would be much less
than it would cost the city to lease equivalent network services. This new network will provide more
potential for growth to meet the city’s digital goals and offer a better value for the city.
Operational costs for providing networking services after this project is complete are expected to
decrease by an estimated $245,000 annually for the first five years, however there may be fluctuation
to the savings as licensing and requirements change for the network. Replacement costs for the
hardware associated with this project that will need to be accounted for in future budgets and is
estimated to be $225,000 per year.
As this project nears completion, the city has obtained the services of a consultant to assist staff in
developing a detailed roadmap mapping communication needs to necessary enhancements.
Therefore, the request is for an additional $100,000 in the fiscal year 2021-22 SDTIP to support these
initial enhancements.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data
transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing
fiber-optic cable assets owned by Crown Castle for city use. These cables are made up of multiple
fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure and
so special arrangements must be made between Crown Castle and the city to use this asset. This
network will carry the information needed for data processing, email, internet access, public safety
applications and a wide range of services that are crucial to city operations. It will also connect traffic
and utilities infrastructure while enabling other innovative applications.
Project Funding Source:
Innovation Fund 4,825,584$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational (245,000)
Replacement 225,000
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 4,725,584$ 100,000$ -$ -$ -$ 4,825,584$
Est FY24-25
Budget
-$
H-15
Enterprise Asset Management System
About This Project
This project provides for the implementation of a new web-enabled enterprise asset and work order
management system which will be used across all city departments to consolidate disparate asset
databases, work order systems and inventory management tools. Functional requirements and
business processes have been documented and the city’s consultant is currently drafting a
comprehensive report outlining the city’s requirements for a new enterprise asset management
system. These requirements will be used to develop and issue a request for proposal which will take
place during fiscal year 2021-22. The implementation and operational costs that are currently being
requested are $1,000,000. More definitive costs will be identified during the request for proposal
process and will be approved by City Council when the contract for the selected solution is placed on
a future council agenda.
At this time, depending on the recommendations of the request for proposal process it is not feasible
to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
Currently, assets and work orders are managed and tracked in various ways by different
departments, many using disparate, stand-alone Excel spreadsheets, custom or Microsoft based
databases that lack integration, or paper files. This decentralized approach to asset management
results in less accurate and reliable inventory numbers, decreased accountability for assets in general,
less efficient use of staff time, and billing inaccuracies for those assets that are used as a basis to
charge other departments and external customers.
Project Funding Source:
Innovation Fund 1,600,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 100,000$ 1,000,000$ 500,000$ -$ -$ 1,600,000$
Est FY24-25
Budget
-$
H-16
Financial System Upgrade
About This Project
In May, the city successfully completed an upgrade to the city’s existing financial system from IFAS,
version seven, to CentralSquare Finance Enterprise (v. 19).
After this project is complete, operational costs for providing the upgraded financial are expected to
increase by an estimated $41,000 annually. There is no replacement cost associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The existing financial system, IFAS, was last upgraded in 2009 and is currently 12 versions behind. As
a result, the system has begun to experience stability issues and, within the next year, will no longer
be supported by the vendor. This upgrade will not only bring us to the most current supported
version but will also enable us to implement modern features and workflows that will improve
business process efficiency. Upgrading the system will also provide a stable environment that will
exist until the functionality provided by this system is incorporated into a consolidated integrated
system.
Project Funding Source:
Innovation Fund 500,000$
Managing Department:
Finance
Estimated Annual Costs
Increase/(Decrease):
Operational 41,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 500,000$ -$ -$ -$ -$ 500,000$
Est FY24-25
Budget
-$
H-17
Intranet Upgrade
About This Project
This project provides for the upgrade of the city’s Intranet website. The Intranet is an internal website
accessed by city staff and is used for sharing information, policies and forms such as administrative
orders, purchasing policies, templates for professional services agreements and forms used for
human resources personnel actions. Based on current project demand and resource availability, this
project is being tentatively scheduled for fiscal year 2022-23 and funding will be requested as part of
the fiscal year 2022-23 SDTIP.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The content management system that hosts the existing Intranet site is no longer supported by the
vendor. In order to maintain a stable, reliable and supported Intranet site, the city needs to upgrade
to the latest version of the vendor’s content management system.
Project Funding Source:
Innovation Fund 60,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ -$ 60,000$ -$ -$ 60,000$
Est FY24-25
Budget
-$
H-18
Learning Management System (LMS)
About This Project
In February, the city implemented a new enterprise level learning management system, Cornerstone,
that tracks training and certifications, provides robust reporting, and facilitates the delivery of both in
person and online educational courses.
Operational costs for providing the learning management system after this project is complete are
expected to increase by an estimated $72,000 annually starting in year four. There is no replacement
cost associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city currently has multiple existing learning management system solutions that are department-
specific and not integrated. As a result, a city employee has training records in multiple systems,
depending on the training requirements of their position. This siloed approach creates a management
challenge and increases the risk of non-compliance with required training and certifications. The goal
of the project is to implement a citywide learning management system to consolidate training records
for City of Carlsbad staff and facilitate compliance with required training. The possibility of expanding
the use of the system to include the delivery of public classes offered by the Library & Cultural Arts
Department is also being evaluated.
Project Funding Source:
Innovation Fund 410,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 72,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 410,000$ -$ -$ -$ -$ 410,000$ -$
Est FY24-25
Budget
H-19
Mobile Computer Program
About This Project
The mobile computer replacement project gives staff of the Carlsbad Police Department the tools
necessary to complete their daily tasks from anywhere in the city safely and securely. Embedded Long
Term Evolution, or LTE, and Global Positioning System, or GPS, chips allow dispatchers to monitor the
location of an officer’s vehicle in real time, thereby increasing officer safety. The Police Department
has fully transitioned to mobile computers. Any remaining funding will be used to transition other city
employees to mobile devices.
Operational costs increase by an estimated $20,000 for the required software and licensing costs
associated with the increase in the number of laptops. Annual replacement costs increased by an
estimated $64,000 with the increase in the number of laptops and the conversion of desktops for
laptops.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
It is essential that all police personnel have the ability to work remotely during their assigned shifts.
With a dedicated laptop assigned to every officer they will be able to attend briefings from their
vehicle, receive calls from dispatch and complete reports in the field making them more productive
throughout their shift. Having laptops assigned to every individual gives them ownership and
responsibility for their own equipment, extending the life of the laptops. Not having to share
equipment also aids in the prevention of COVID-19 germ transmission. Officers can telecommute and
have secure access to all the resources they would otherwise have in the office directly from their
homes, if needed. They will also become more familiar with the applications they use on a daily basis.
Project Funding Source:
Innovation Fund 350,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 20,000
Replacement 64,000
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 350,000$ -$ -$ -$ -$ 350,000$
Est FY24-25
Budget
-$
H-20
OKTA/ServiceNow Automation
About This Project
Identity management is the system which automates user account creation, changes and
deactivation. The system that was in place to provide this service was no longer supported by the
vendor, had major deficiencies and needed a major update or replacement.
Initially, it was determined that outside consulting services would be required in order to complete
this project. Prior to securing these consulting services, the IT Department was able to reevaluate the
project and found an innovative way to accomplish its goals using internal staff and an agile change
approach. Therefore, this funding is no longer required.
There are no new annual operational or replacement cost associated with this implementation.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
This integration allowed IT to manage staff onboarding and offboarding of hardware and software
assignments.
Project Funding Source:
Innovation Fund -$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 200,000$ (200,000)$ -$ -$ -$ -$
Est FY24-25
Budget
-$
H-21
Project Portfolio Management Tool & Consulting
About This Project
This project’s goal is to implement an enterprise system to manage city projects including Capital
Improvement Program projects, Information Technology projects and other miscellaneous city
projects from inception to completion. A consultant has been engaged to work with the city to
identify project management processes and develop requirements. The findings from this
engagement will be used to develop a Request for Proposal for the acquisition and implementation of
a new comprehensive project management system. The RFP will be issued during fiscal year 2021-22
and $300,000 is being requested for the implementation of a new project management tool. More
definitive costs will be identified during the request for proposal process and will be approved by the
City Council when the contract for the selected solution is placed on a future City Council agenda.
At this time, depending on the recommendations of the request for proposal process, it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city has a very large portfolio of projects that are currently managed manually using spreadsheets
and various project management tools. There is a need for a centralized management platform to
provide efficiencies and visibility into status.
Project Funding Source:
Innovation Fund 500,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 200,000$ 300,000$ -$ -$ -$ 500,000$
Est FY24-25
Budget
-$
H-22
ServiceNow Software Asset Management Implementation
About This Project
ServiceNow is the application that IT Department staff use to service staff technology needs. The
Software Asset Management project adds new functionality to the ServiceNow tool to allow the IT
Department to easily keep track of the city’s software assets. The new functionality will track how
many software licenses have been purchased, who they are assigned to and the cost of each license.
Operational costs for providing the software asset management after this project is complete are
expected to increase by an estimated $36,000 annually. There is no replacement cost associated with
this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city needs an automated centralized tool to manage software license distribution and usage.
Manually tracking software licensing to determine the overall costs for software for budget purposes
is time consuming and can yield inaccurate results. The city also currently does not have an
automated tool to track how many software licenses are in use and when they should be renewed.
Software asset management will track software licenses that have been assigned, those not in use,
when a license was last used, when licenses are due for renewal and the license costs. It will also
automate assigning or removing licenses as part of the Human Resources Department’s onboarding
and offboarding process.
Project Funding Source:
Innovation Fund 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 36,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 150,000$ -$ -$ -$ -$ 150,000$
Est FY24-25
Budget
-$
H-23
ServiceNow Service Portal
About This Project
ServiceNow is an application that staff uses to communicate with the IT Department when they need
to ask for help on technical issues or to make technology requests. The ServiceNow Service Portal is
the webpage that users navigate to submit these issues and requests. This project is to transition
from an old version of the portal to a new enhanced version. The new portal has features that can be
easily customized to make it easier for staff to use.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The IT Department regularly receives complaints from staff that the current self-service page can be
difficult to use. Staff finds it hard to browse options and locate the correct issue to report to the IT
Department. The new modern portal will be designed to be simple, intuitive and easy to use so staff
can quickly find the correct issue to send to the IT Department and track their progress.
Project Funding Source:
Innovation Fund 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 150,000$ -$ -$ -$ -$ 150,000$ -$
Est FY24-25
Budget
H-24
Timekeeping System Upgrade
About This Project
This project provides for the upgrade of the city’s timekeeping system. Based on current project
demand and resource availability, this project is being tentatively scheduled for fiscal year 2022-23
and funding will be requested as part of the fiscal year 2022-23 SDTIP.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city’s existing timekeeping system was last upgraded in 2019. In order to stay on a current, stable
and vendor-supported version of the application, an upgrade is necessary. The next version will also
fix bugs and provide functionality that will improve processes and increase the productivity of
Finance Department payroll staff.
Project Funding Source:
Innovation Fund 120,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ -$ 120,000$ -$ -$ 120,000$
Est FY24-25
Budget
-$
H-25
Minor Projects and Strategic Initiatives
GPS Technology Hardware – Minor Project
This is a prior year funded Innovation Fund project in the amount of $45,916 being managed by the
Facilities & Fleet Department. The project will allow for GPS tracking of city vehicles ranging from
patrol units to the city’s marked departmental white vehicles. Requirements are still being
determined, but the project will initially include tracking of vehicle utilization and condition reporting.
The project is expected to start in the first quarter of fiscal year 2021-22 and be complete by the end
of the fourth quarter of fiscal year 2021-22.
Transition to a Single Identity for Users of City Services – Strategic Initiative
Depending on their use of city services, a City of Carlsbad resident may have up to half a dozen
different account usernames and passwords they must keep track of for their interactions with the
city. Examples include:
• Water and sewer billing
• CarlsbadConnects app
• Carlsbad City Library
• Recreation passes and permits
• Business licenses
Maintaining login credentials for so many different services is inconvenient for users and, in some
cases, deters the public from using these systems altogether. Many of the frustrated users require
staff assistance to sort out their login problems. The time spent dealing with these complexities
undermines the original goal of creating efficiency.
As the city’s customer-facing applications are upgraded and integrated, city staff will work to reduce
the number of separate account identities a resident or business owner needs to maintain to interact
with the city online. Ultimately, the goal is for users to only need to remember one login credential to
be able to access any city service.
At this time, there is no funding requested for this initiative. Future funding may be necessary to
provide tools for managing a single user identity for city services.
H-26
BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING
Data Governance and Operational Analytics
About This Project
This project focuses on building 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.
After initial implementation, operational costs are estimated to increase by $360,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-driven Decision Making
Project Need
Connected Carlsbad calls for building capacity for data-driven decision making fostering a vibrant civic
engagement culture. This project will serve as the foundation for delivering more efficient city
services through a better understanding of key performance metrics for all city departments by
leveraging data. The project will include the implementation of a citywide data policy to govern how
the organization collects, maintains and secures data to enable rich reporting and analytics for
operations and leadership. The policy will enact a data governance team that can revise the policy as
needs and priorities change. The data governance team will direct and oversee the data catalog, data
inventory, and participate in the evaluation of new systems that will collect data. The data
governance team will also regularly review data security and audit processes of data collection and
retention. The project will fund the implementation of a data lake to house a centralized location to
facilitate easier cross-department reporting. Staff training of data stewardship and how to unlock
operational insights using new data tools is an additional element of the project. This project will also
include the delivery of department performance dashboards to inform leadership and the City
Council on the ongoing efforts of agency goals. In addition, the project creates capacity to acquire
external datasets that inform city operations and provide benefit to multiple departments.
Project Funding Source:
Innovation Fund 295,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 360,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 295,000$ -$ -$ -$ 295,000$
Est FY24-25
Budget
-$
H-27
Discovery Management Assessment
About This Project
The first phase of this project involves the completion of an assessment to identify the functional and
business requirements for a discovery management solution. These requirements will be used to
develop and issue a request for proposal which will take place during fiscal year 2022-23. The funding
currently being requested is for consulting services to conduct the assessment. Funding for the
acquisition and implementation of a discovery management system will be included as part of the
fiscal year 2022-23 SDTIP.
At this time, depending on the recommendations of the assessment it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The current process of identifying, gathering, sorting, reviewing and producing information and
documents required for litigation discovery is cumbersome and time consuming. The implementation
of a discovery management solution would enable the city to identify, gather, and sort information
and records from the massive volumes of content that span the city, including emails, and then sort
and eliminate exact copies to reduce the effort and cost of reviewing and producing the remaining
content. The discovery management solution may also be used for responding to large California
Public Records Act requests.
Project Funding Source:
Innovation Fund 30,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 30,000$ -$ -$ -$ 30,000$ -$
Est FY24-25
Budget
H-28
Meter Data Management and Utility Analytics
About This Project
Implement the Meter Data Management and analytics modules that are offered as additional
functionality to the existing utility billing system.
Based on current project demand and resource availability, this project is being tentatively scheduled
for fiscal year 2022-23 and funding will be identified and requested as part of the fiscal year 2022-23
SDTIP.
After initial implementation, operational costs are estimated to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The city has an existing automated meter infrastructure. Last year, the city completed a major
upgrade to the utility billing system. However, there are still many manual processes that exist
between the two systems. For example, if for some reason a meter is not being automatically read, a
report generated out of the automated meter infrastructure system will identify the meter and a
work order must be manually created in the utility billing system to dispatch a meter reader to read
and troubleshoot the meter. Implementing the Meter Data Management functionality of the utility
billing system will automate this and several other integrations processes.
Additionally, the Meter Data management solution offers robust analytics capability including a key
performance indicator dashboard, advanced leak detection and notification, water loss analysis and
water conservation management.
Project Funding Source:
Pending 500,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 175,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Pending -$ -$ 500,000$ -$ -$ 500,000$ -$
Est FY24-25
Budget
H-29
Minor Projects and Strategic Initiatives
Establish a Performance Management Program – Strategic Initiative
The city uses a variety of performance management measures, some of which. In the past, the city
used a comprehensive performance management structure, but this approach was discarded due to
doubts about the relevance of given performance measures and doubts about the efficacy of the
approach as a whole. However, over the past several years, several think tanks and nonprofit
organizations have developed new best practices for performance management, using strategies that
take advantage of the latest developments in enterprise resource planning and data management.
Developing an industry-leading performance management program is a long-term initiative of
process optimization that is heavily dependent on success in the other projects and initiatives. Early
steps to re-establish and enhance existing performance measures can begin taking place but due to
workload will likely not begin until 2022. Development of an advanced performance management
program will likely not begin until 2024, after the replacement of core city systems is completed and
significant additional capacity for data analytics is developed.
At this time, there is no funding requested for this initiative. Future funding may be necessary to
provide for the implementation of performance management tools.
H-30
FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE
Audiovisual Upgrades
About This Project
This project provides for upgrades and growth of the city's audiovisual equipment. The work
landscape has changed where audiovisual equipment that supported staff meetings in a room is now
supporting meetings held virtually. The audiovisual equipment will be updated and maintained to
meet this new work environment.
There are no annual operational cost changes associated with this project. Replacement costs cannot
be feasibly estimated until the new equipment purchased.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
This allows for the standardization of audiovisual equipment within the city’s work facilities so
personnel can conduct business with internal and external resources virtually, without the need to
move between facilities for meetings.
Project Funding Source:
Innovation Fund 1,025,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 525,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,025,000$
Est FY24-25
Budget
100,000$
H-31
Council Chamber Technology Upgrade
About This Project
This project involves upgrading video technology in the City Council Chamber to city hardware and
software standards for improved, robust service delivery.
There are no annual operational cost changes associated with this project. Annual replacement costs
will increase by an estimated $15,000.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
The current controls and infrastructure equipment for the City Council Chamber were installed in
2015 and have experienced continued equipment failures that interrupted City Council meetings,
were costly to repair and caused problems receiving technical support. Upgrading the video
technology in the City Council Chamber will fix technical issues and stabilize this critical site with
proven technology that can be supported and updated as needed.
Need picture of Carlsbad Chamber
Project Funding Source:
Local Cable Infrastructure 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement 15,000
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Local Cable Infra. 150,000$ -$ -$ -$ -$ 150,000$ -$
Est FY24-25
Budget
H-32
Digital Engagement & Analytics Consultant
About This Project
This pilot project is intended to test various digital communication strategies to enhance city
communication with residents. This includes website banner ads, pay-per-click ads, email marketing,
retargeting and social media advertising. Due to COVID-19, its implementation of the initial campaign
was delayed, and the focus of the initial campaign shifted from community services to COVID-19
health and safety messages and support for economic revitalization initiatives. Based on the
effectiveness of these tools, existing methods of communication, such as printed materials, could be
phased out to offset the cost of digital outreach.
At this time, depending on the outcomes of the various pilot projects it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
The City of Carlsbad is committed to providing high quality services at the best value to taxpayers.
This includes how the city communicates and engages with the community about city programs,
services, issues and events. As communication preferences and tools change, the city wants to ensure
it continues to use the most effective and efficient communication and engagement strategies
possible.
Project Funding Source:
Innovation Fund 200,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 200,000$ -$ -$ -$ -$ 200,000$
Est FY24-25
Budget
-$
H-33
Outdoor Wireless Study
About This Project
This project will conduct an initial study for a citywide outdoor wireless program at city facilities for
the public to use.
At this time, depending on the recommendations of the study it is not feasible to determine any
operational or replacement costs.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
With the continued increase in use and reliance on smartphones and other mobile devices, the city
needs a comprehensive approach to the availability of Wi-Fi connections at all city facilities. There is
currently free Wi-Fi available inside city facilities. This study will help the city identify the necessary
deployment to offer outdoor wireless at its facilities. After the digital information network is in place,
the city will have the capabilities to greatly expand the use of its wireless network to include outdoor
services. In order to determine the most appropriate solution, the IT Department would like to hire a
consultant to develop a plan.
Project Funding Source:
Innovation Fund 100,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 100,000$ -$ -$ -$ -$ 100,000$
Est FY24-25
Budget
-$
H-34
Teleconferencing Services for Public Meetings
About This Project
In fiscal year 2020-21, one-time funding was requested and approved in the Innovation Fund to equip
the city with the ability to expand the use of teleconferencing technology. Due to COVID-19
restrictions and the need to remain in compliance with the Brown Act, it has been necessary to
conduct all public meetings virtually. In addition, other city services that used to be provided in
person, such as classes and permit inspections, had to be moved to the virtual space as well. Included
in the approved funding were the cost of technologies such as Zoom, Infinite Conferencing and
contracted support services.
For the fiscal year 2021-22 Operating Budget Request there is an estimated total of $227,000 of
increases requested by various departments to support the continued use of teleconferencing
services for all public meetings. There are no replacement costs associated with this project.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
Public meetings and some city services and classes are now being conducted virtually which requires
virtual meeting licensing and ongoing audiovisual technical support.
Project Funding Source:
Innovation Fund 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 240,000$ (90,000)$ -$ -$ -$ 150,000$
Est FY24-25
Budget
-$
H-35
ENHANCE ACCESSIBILITY AND TRANSPARENCY
Civic Engagement with Open Data
About This Project
This project enables community engagement with city operations and makes government more open
and accountable. An open data portal will provide a resource for citizen access to detailed financial,
operational and historical datasets of city activity.
After initial implementation, operational costs are estimated to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Serving as the accessibility and transparency part of the Data Governance and Operational Analytics
project, this project will leverage the city’s data resources and deliver an online portal rich of city data
to enable increased community engagement and transparency. It is anticipated that this project will
also save staff time for all departments by reducing common public records requests by making these
datasets always available online. This key project will facilitate a deeper understanding within the
community and better inform residents that wish to know more about how their city operates. The
data governance team will direct and oversee the open data online catalog and track access to these
resources. Phase I will deliver a smaller set of data commonly requested by the public to an online
platform. Phase II will expand the publicly available datasets to cover information from all
departments and provide live progress on citywide initiatives and City Council goals.
Project Funding Source:
Innovation Fund 180,000$
Managing Department:
Innovation & Economic Development
Estimated Annual Costs
Increase/(Decrease):
Operational 175,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 180,000$ -$ -$ -$ 180,000$
Est FY24-25
Budget
-$
H-36
Exploration HUB Audiovisual Upgrade
About This Project
The Carlsbad City Library’s Exploration HUB offers cutting edge technology programming including
access to the latest creative applications and services for video production, digital conversion, video
game design, CAD development, audio editing, graphic design and photography. In addition, the
space provides 3-D printing, virtual reality, Raspberry Pi, and Arduino instruction. This project
provides for the upgrade of the audiovisual equipment within the Exploration HUB. In addition to
upgrading the existing audiovisual displays and controllers, a ceiling room sensor will be installed to
shut down the audio-visual equipment when the Exploration HUB is vacant and an updated assisted
listening system will be installed to better accommodate the hearing impaired.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The existing audiovisual equipment in the Exploration HUB was installed in 2016 and is not consistent
with the audiovisual technology currently deployed at other locations in the city.
Project Funding Source:
Innovation Fund 41,852$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 41,852$ -$ -$ -$ 41,852$ -$
Est FY24-25
Budget
H-37
Enterprise Digital Asset Management
About This Project
The first phase of this project involves the completion of an assessment to identify the functional and
business requirements for an enterprise digital asset management solution that will provide for the
storing, organizing, describing, accessing and preservation of digital assets. These requirements will
be used to develop and issue a request for proposal which will take place during fiscal year 2022-23.
The funding currently being requested is for consulting services to conduct the assessment. Funding
for the acquisition and implementation of an enterprise digital asset management system will be
included as part of the fiscal year 2022-23 SDTIP.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Currently, the city has a wide range of digital assets maintained by numerous departments that are
currently managed, stored, accessed and shared using a variety of methods. These digital assets
range from unique archival documents, records, films, audio recordings, artwork and photos
maintained by the Library & Cultural Arts Department, photos and videos related to the history of Leo
Carrillo Ranch Historic Park maintained by the Parks & Recreation Department and photos of current
events maintained by the Communications & Engagement Department. Storage of these assets varies
from storage on an external hard drive, storage in SharePoint Digital Libraries or saved on network
drives. As a result, there is not a centralized environment for the storing and cataloging of these
assets which makes finding, sharing and using these resources challenging.
Project Funding Source:
Innovation Fund 50,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 50,000$ -$ -$ -$ 50,000$
Est FY24-25
Budget
-$
H-38
Next Generation Online Catalog
About This Project
This project involves the procurement and implementation of a next generation online catalog
solution that provides improved relevancy ranking, natural language searching and an enhanced set
of features that promote staff and public engagement with library-owned materials and content. In
addition, a next generation catalog will integrate with the Library & Cultural Arts Department’s
existing patron and materials database solution and will provide the ability for patrons to review their
account status, manage holds and make fine and fee payments.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The Library & Cultural Arts Department's current online catalog enables over 115,000 registered
patrons of the Library’s Integrated Library System to search for materials owned by the Library, place
hold requests, view their account status and make fine and fee payments. For the duration of the
pandemic, the online catalog has served a critical role in providing access to Library-provided content.
From June through December 2020, the online catalog had over 165,000 holds placed on Library
materials. However, the current online catalog has limitations related to search relevancy along with
limited tools for staff to provide patron material engagement. This would include integrated reading
lists, promotion of collection areas and staff book reviews. A next generation online catalog solution
will provide the enhanced functionality and tools that enable the Library to deliver an enhanced
experience for both patrons and staff.
Project Funding Source:
Innovation Fund 40,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 40,000$ -$ -$ -$ 40,000$
Budget
-$
Est FY24-25
H-39
Online Permitting and Electronic Reviews (E-Review)
About This Project
This project will enable the EnerGov Permitting System's public Customer Self Service Portal to accept
online permit applications including the electronic submission of plans and drawings.
This project involves in an initial pilot to identify the appropriate hardware and software licensing
required for reviewing electronic plans and drawings. Once the pilot is complete and requirements
have been identified, a citywide roll out will be completed.
Operational costs will increase by an estimated $27,300 for required software and licensing costs.
Annual replacement costs will also increase by an unknown amount as some staff computers will
need to be replaced by higher end workstations.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Currently, all permits must be applied for by completing paper applications and submitting multiple
physical copies of plans and drawings. Once the paper applications are received, information from
the paper applications is then manually entered into the EnerGov permitting system and the physical
copies of the plans and drawings are physically routed through various city departments and divisions
for review and approval. The functionality to accept online permit applications and accept electronic
plans and drawings is currently part of the city’s annual maintenance agreement for the EnerGov
permitting system. In preparation for accepting online permit applications, the Community
Development Department is currently working with an outside consultant to fully document the
community development permitting process. This information will be used to configure the Customer
Self Service Portal to enable online permit applications and allow the submission of electronic plans
and drawings.
Project Funding Source:
Innovation Fund 645,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 27,300
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 645,000$ -$ -$ -$ 645,000$
Est FY24-25
Budget
-$
H-40
Records Management System
About This Project
In January of 2021, the city replaced its old and antiquated document imaging and records
management system with the new and improved Laserfiche system. An additional $110,420 is being
requested for additional licensing to leverage the advanced forms and workflow functionality
provided by Laserfiche.
Operational costs will increase by an estimated $31,000 for required software and licensing costs.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The current imaging and records management system, which is an electronic repository for all official
city records, is not intuitive to use, lacks sufficient document indexing, lacks modern functionality and
is currently on a version that is no longer supported by the vendor. Upgrading the existing system
would have cost over $130,000 and would not have corrected any of the current deficiencies or
provide any new functionality. Consistent with the city's Application Portfolio Strategic Plan, the
existing system was replaced with a new enterprise level system that went live in January of 2021.
The first phase of this project focused on existing core document management functionality. The next
phase will include leveraging the system’s robust business process automation as well as exploring
the possibility of moving the city’s working documents from existing network storage solutions into
Laserfiche, which will facilitate the automation of record retention policies.
Project Funding Source:
Innovation Fund 643,548$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 31,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 533,128$ 110,420$ -$ -$ -$ 643,548$
Est FY24-25
Budget
-$
H-41
OpenCounter Virtual Permitting Counter
About This Project
Implement OpenCounter's Virtual Permitting Counter application.
After initial implementation, operational costs are estimated to increase by $34,500 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Prior to determining what is required to establish a business or begin development in the City of
Carlsbad, potential applicants typically have to meet with city staff. Staff then work to educate the
applicant on what is allowable from a zoning perspective, what type of plan cases and permits will be
required and how much permitting will cost. OpenCounter establishes an online virtual permitting
counter that walks an applicant through much of this process online in a self-service portal.
Project Funding Source:
Innovation Fund 84,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 34,500
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 61,000$ 23,000$ -$ -$ 84,000$ -$
Est FY24-25
Budget
H-42
PROMOTE SECURITY AND SUSTAINABILITY THROUGH
CONNECTIVITY
Annual Hardware and Infrastructure Replacement
About This Project
This project provides for replacement equipment funding for scheduled replacement of laptops,
desktops, internal servers, routers, switches, and other network and data center requirements.
There is no increase or decrease in operational costs associated with the annual replacement
program. Due to the circular nature of the replacement program replacement costs fluctuate
annually depending on the hardware life cycles which can range from three years to 20 years.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is
needed to support the city's technology infrastructure and department-specific needs.
Project Funding Source:
IT Replacement Fund 5,647,635$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
IT Replacement [Note 1] 1,102,635$ 920,000$ 1,030,000$ 1,110,000$ 5,647,635$
Est FY24-25
Budget
1,485,000$
[Note 1] Annual Hardware and Infrastructure Replacement is a continuous project that is budgeted for every fiscal year. Therefore, cumulative prior
years' appropriations are not presented in this table.
H-43
Computer Aided Dispatch (CAD)
About This Project
The City of Carlsbad purchased its current Public Safety Computer Aided Dispatch, or CAD, system in
2005. Over the years there have been a series of upgrades to the system by the current vendor as
both needs and technology have evolved. Through of series of mergers and acquisitions, the city’s
current CAD system is now at the end of its life and the city must select a replacement CAD system to
maintain the standards required by the State of California and expected by the citizens of Carlsbad.
The city is currently evaluating a few finalists and replacement systems vary in costs and proposed
platforms. The range of costs for a replacement CAD system with all of the necessary interfaces,
excluding required hardware, based on proposals received will cost anywhere from $980,000 to $2
million. Staff estimates that the cost of a replacement CAD system will be approximately $1 million.
Final cost will be approved by the City Council when the contract for the selected solution is placed
on a future council agenda.
At this time, depending on the CAD system selected, it is not feasible to determine any operational or
replacement costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The city needs a new robust and reliable CAD system designed to support law enforcement activities
that fully integrates with other system application components and meets the requirements
established by the Department of Justice. The CAD solution shall include real-time mapping,
automated vehicle location and a mobile data client. This mobile data client must include real-time
integrated mobile mapping and automated vehicle location functionality that provides situational
awareness and incident management tools to field personnel. The mobile application must be fully
integrated with CAD software to ensure a seamless transfer of information between the CAD and
Mobile applications, as well as the Police Department’s Report Writing and Records Management
Systems. The CAD configuration must address system redundancy factors and incorporate backup,
failover and recovery solutions.
Project Funding Source:
Innovation Fund 1,000,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 1,000,000$ -$ -$ -$ 1,000,000$
Est FY24-25
Budget
-$
H-44
Cybersecurity Program Development
About This Project
The cybersecurity program provides support and protection to the City of Carlsbad so it can
successfully accomplish its mission successfully. As the threat landscape is changing and getting more
sophisticated in lockstep with advances in technology, the city needs to ensure the city’s
cybersecurity program is robust enough to keep threat actors from causing harm to the city.
To ensure that the city addresses 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 create a defense program which covers five functions:
• Identify – Develop the organizational understanding to manage cybersecurity risk to
systems, assets, data and capabilities. The activities in the Identify Function are foundational
for effective use of the Framework. Understanding the business context, the resources that
support critical functions, and the related cybersecurity risks enables an organization to
focus and prioritize its efforts, consistent with its risk management strategy and business
needs. Examples of outcome categories within this Function include: Asset Management,
Business Environment, Governance, Risk Assessment and Risk Management Strategy.
• Protect – Develop and implement the appropriate safeguards to ensure delivery of critical
infrastructure services. The Protect Function supports the ability to limit or contain the
impact of a potential cybersecurity event. Examples of outcome categories within this
Function include: Access Control, Awareness and Training, Data Security, Information
Protection Processes and Procedures, Maintenance, and Protective Technology.
• Detect – Develop and implement the appropriate activities to identify the occurrence of a
cybersecurity event. The Detect Function enables timely discovery of cybersecurity events.
Examples of outcome categories within this Function include: Anomalies and Events,
Security Continuous Monitoring, and Detection Processes.
• Respond – Develop and implement the appropriate activities to act regarding a detected
cybersecurity event. The Respond Function supports the ability to contain the impact of a
potential cybersecurity event. Examples of outcome categories within this Function include:
Response Planning, Communications, Analysis, Mitigation, and Improvements.
Project Funding Source:
Innovation Fund 750,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 250,000$ 100,000$ 100,000$ 100,000$ 100,000$ 750,000$
Est FY24-25
Budget
100,000$
H-45
• 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, depending on the types of programs implemented over the course of the project it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity
Project Need
As a result of internal assessments as well as evaluations by external parties, certain initiatives within
the five functions of the cybersecurity framework have been identified and will be translated 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, the operational costs will be moved to the operation budget. The following projects are
identified and planned for implementation:
- Disaster Recovery program assessment
- Detection capability with Security Incident and Event Management technology
- End Point Protection program evaluation
- Vulnerability management program
- Cybersecurity governance program
H-46
Facility Security Master Plan
About This Project
This includes the initial project for a closed-circuit television, or CCTV, cameras master plan that
would include a citywide inventory identifying potential new locations and developing a citywide plan
to follow. CCTV cameras would be located at various city facilities to help ensure safety at these
facilities.
At this time, depending on the recommendations of the master plan it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The City of Carlsbad’s video management system is aging. Over time, as the city deploys additional
cameras, the overall system performance has been negatively impacted. The proposed master plan
shall support multiple geographic sites and will leverage the city’s investment in Pelco, Samsung, Axis
and Cisco network hardware as well as GIS capabilities. If a viable replacement solution is more
economical than leveraging existing hardware, the city will also consider a replacement solution. The
city prefers a phased turnkey solution that includes, design, hardware, implementation, integration,
and training with the city’s existing secure card access system AMAG Symmetry. The proposed
system shall be scalable or upgradeable for at least 10 years.
Project Funding Source:
Innovation Fund 100,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 100,000$ -$ -$ -$ -$ 100,000$ -$
Est FY24-25
Budget
H-47
Unified Communication System
About This Project
The City of Carlsbad’s current telephone system, purchased in 1999, is well past its expected service
life and does not offer commonly available telecommunications features needed for a modern
workplace. Its age also puts it at risk of failing, which could impair the city’s ability to deliver services.
All the city’s approximately 1,100 desk phones will not necessarily be replaced with new desk phones.
Staff will be able to use their computers or smartphones to make phone calls at their desks, instead
of having to use traditional desk phones. The system will include conference room devices and
specialty wireless phones used in spaces such as the city’s libraries and the Emergency Operations
Center.
Operational costs are estimated to increase by $8,000 annually starting in Year 4. Annual
replacement costs are estimated to be $36,000. As the city nears replacement time frames, the city
would examine cloud-based options that may provide an opportunity to fully convert this to a service
rather than performing hardware replacement. The initial conversion from hardware replacement to
a service could use the replacement funds available to complete the implementation to a service-
based phone system.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The existing phone system has many short comings and creates a high risk for the city due to its age.
The new system will mitigate many risks and introduce numerous new features to enhance citywide
communications.
The system can also be easily integrated into the new digital information network that the City
Council approved on Dec. 17, 2019. That network will make the system easier to manage and provide
better capability to guarantee call quality.
Project Funding Source:
IT Replacement Fund 2,200,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 8,000
Replacement 36,000
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 2,200,000$ -$ -$ -$ -$ 2,200,000$ -$
Est FY24-25
Budget
H-48
Minor Projects and Strategic Initiatives
Information Technology Infrastructure Library Training – Minor Project
This is a prior year funded Innovation Fund project in the amount of $29,500 and was managed by
the IT Department. The project was used to fund training on Information Technology Infrastructure
Library, or ITIL, classes. ITIL is a set of detailed practices for IT service management that focuses on
aligning IT services with the needs of its organization. ITIL describes processes, procedures, tasks, and
checklists which are neither organization-specific nor technology-specific, but can be applied by an
organization toward strategy, delivering value, and maintaining a minimum level of competency. It
allows the organization to establish a baseline from which it can plan, implement and measure. It is
used to demonstrate compliance and to measure improvement. Training is complete and the
remaining funds of $17,300 have been returned to the available fund balance of the Innovation Fund.
Police Wi-Fi Expansion – Minor Project
This is a prior year funded Innovation Fund project in the amount of $30,000 that was being managed
by the IT Department. The project would enhance the Wi-Fi at the Police and Fire Headquarters
which will provide increased speed and flexibility to Law Enforcement technical systems. With the
refurbishing of the Police and Fire Headquarters building pending, this project is no longer required
and the funding of $30,000 has been returned to the available fund balance of the Innovation Fund.
Traffic Management Functionality Enhancements – Strategic Initiative
Over the past decade, the City of Carlsbad has invested significant resources to upgrade its traffic
signal infrastructure from a 20th century model based on primitive controllers and sensors to a 21st
century model that uses advanced traffic controllers and video-based detection connected by a fiber-
optic network to a state-of-the-art traffic management center. The Transportation Department is
currently in the process of upgrading the city’s traffic signal controllers. The next phase in this
transformation is the expansion of the city's new Digital Information Network to provide high speed
connectivity to these controllers.
Upgrading the traffic signal controllers paired with the high-speed connectivity that the digital
information network will provide and allow for a broad range of advanced functionality, much of
which was not available with previous systems, including the ability to:
• Automatically adapt signal sequences based on real-time traffic conditions
• Potentially integrate and communicate with connected and autonomous vehicles
• Improve signal pre-emption for transit vehicles and emergency vehicles based on GPS
location data
The growing connectivity within the transportation sector is generating large amounts of data that
can be tapped and analyzed to yield new insights about how traffic moves. These insights are
valuable not only for traffic and transportation planning, but also for improving environmental
sustainability and unlocking new insights for economic development.
This initiative is currently underway and the Information Technology Department is working with the
Transportation Department to explore opportunities for enhancement.
Ensure Adoption of Relevant New Technologies are Mirrored into the Emergency
Operations Center – Strategic Initiative
The city’s Emergency Operations Center provides a central location for police, firefighters, medics and
other city officials to meet and coordinate during large-scale emergencies such as wildfires,
H-49
earthquakes, chemical spills and acts of terrorism. The EOC provides officials with real-time
information, such as fire perimeters, as well as other information essential to emergency response
decisions, such as the location of gas pipelines, schools, parks, etc. The EOC’s value to city officials
depends on the amount and quality of the information available during emergencies. As city
departments implement new technologies — such as unmanned aerial systems, or drones, and GIS
mapping tools — city staff must evaluate how these technologies will be reflected in the EOC. This is
an ongoing initiative.
H-50
FUTURE PROJECTS
Estimated Fiscal Year 2021-22 through Fiscal Year 2025-26 Appropriations by Goal
The City of Carlsbad’s SDTIP for fiscal year 2021-22 to fiscal year 2025-26 outlines 33 projects at an
estimated total cost of $26.94 million. Of the $26.94 million, $15.41 million is for new or increased
funding for projects over the next five years. The information provided for future years reflects the
most comprehensive snapshot of known or anticipated future projects as well as associated
estimated costs.
Build Capacity for Data-
driven Decision Making
5%
Enhance Accessibility
and Transparency
7%
Foster a Vibrant
Civic Engagement
Culture
3%
Promote Security and
Sustainability through
Connectivity
47%
Pursue Communitywide
Digital Transformation
38%
Estimated Future Projects Costs by Goal
FY 2021-22 to FY 2025-26
$15.41 million
H-51
Estimated Fiscal Year 2021-22 Appropriations by Goal
The fiscal year 2021-22 SDTIP outlines $4.87 million in new appropriations for fiscal year 2021-22 to
provide additional funding for the continuation of existing projects as well as funding for new
projects.
Build Capacity for
Data-driven
Decision Making
7%
Enhance
Accessibility and
Transparency
23%
Foster a Vibrant
Civic Engagement
Culture
0%
Promote Security and
Sustainability through
Connectivity
45%
Pursue Communitywide
Digital Transformation
25%
Requested
FY 2021-22 Appropriations by Goal
$4.87 million
H-52
H-53
FIVE-YEAR SCHEDULE OF PROJECTS BY
CONNECTED CARLSBAD GOAL
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95
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IF
95
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7
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Fin
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95
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NA
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IF
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IF
95
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95
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IF
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95
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IF
NA
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Ex
p
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IF
NA
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NA
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NA
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On
l
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(
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IF
NA
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5
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IF
95
8
7
1
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3
3
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8
11
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4
2
0
-
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3
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5
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8
Vi
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C
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(
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)
IF
NA
Ma
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r
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8
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3
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2
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2
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An
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NA
Ma
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[
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1
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(
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IF
NA
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NA
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5
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95
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R
NA
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6
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7
,
6
3
5
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2
9
,
6
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$
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,
9
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$
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,
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H-55
PROJECT FUNDING SOURCES
Innovation Fund – Funds are set aside on a
yearly basis to fund ongoing SDTIP digital
transformation and technology projects
Information Technology Replacement Fund –
Funds are collected annually from the city’s
operating departments as part of the IT
Department internal service fund chargeback
and is based on an assets’ lifecycles and original
costs and is used to fund the replacement of
assets when they are at their end of useful life.
FUNDING SOURCES
There is funding available in the Innovation Fund to cover the project appropriations for year one.
Future year projects would need to be funded with future General Fund (or other funds when
appropriate, such as Utility Enterprise Funds). The transfers could come from city reserves (for one-
time expenditures), year-end budget surpluses or as an annual budgeted transfer. All transfers would
be brought to the City Council for approval, either during the annual budget adoption or other
resolution.
INNOVATION FUND
FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
6,615,318$ 2,852,046$ (50,954)$ (2,250,954)$ (2,450,954)$
Transfers In - - - - -
Project Appropriations 3,763,272 2,903,000 2,200,000 200,000 200,000
2,852,046$ (50,954)$ (2,250,954)$ (2,450,954)$ (2,650,954)$
6,615,318$
Ending Available Balance
Balance Available for Future Projects
Beginning Available Balance
INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND
FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
1,321,372$ 1,654,923$ 850,000$ 1,100,000$ 1,277,565$
Replacement Cost Revenue 1,436,186 1,507,995 1,583,395 1,662,565 1,745,693
Replacement Appropriations 1,102,635 920,000 1,030,000 1,485,000 1,110,000
1,654,923$ 2,242,918$ 1,403,395$ 1,277,565$ 1,913,258$
1,321,372$
Beginning Available Balance
Estimated Available Funds
Ending Available Balance
H-56
FISCAL YEAR 2021-22 ROADMAP
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-
--
Ta
s
k
O
r
d
e
r
---
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
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---
---
-
-
-
-
-
-
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-
-
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-
-
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-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
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-
-
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-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
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-
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-
-
-
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-
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-
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-
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-
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---
---
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
Ag
r
e
e
m
e
n
t
---
-
-
-
-
-
-
-
-
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-
-
-
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-
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-
-
-
-
-
-
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---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
--
-
-
-
-
--
-
-
-
-
-
-
Ass
e
s
s
m
e
n
t
--
-
-
-
-
-
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s
k
O
r
d
e
r
--
-
---
-
-
-
-
-
-
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-
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Se
l
e
c
t
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o
n
--
-
-
-
-
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-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
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-
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Im
p
l
e
m
e
n
t
a
t
i
o
n
/
T
r
a
i
n
i
n
g
--
-
-
-
-
-
-
-
-
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-
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-
-
-
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--
-
-
-
-
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-
-
-
-
-
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-
-
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-
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Pil
o
t
--
-
-
-
-
-
-
-
-
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-
-
-
-
-
---
-
Ro
l
l
O
u
t
--
-
-
-
--
-
-
-
-
-
-
-
-
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-
-
-
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Im
p
l
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m
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t
a
t
i
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--
-
-
-
-
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-
-
-
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-
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-
-
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-
-
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e
n
s
e
S
e
t
u
p
-
--
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
-
-
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-
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-
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On
g
o
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n
g
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s
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C
a
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v
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l
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a
t
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o
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& I
m
p
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m
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t
a
t
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o
n
--
-
-
-
-
-
-
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-
-
-
-
-
-
-
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--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
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-
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-
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-
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On
g
o
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n
g
--
-
-
-
-
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-
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---
---
-
-
-
-
Im
p
l
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m
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t
a
t
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o
n
--
-
-
-
-
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
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m
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n
t
a
t
i
o
n
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
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-
-
-
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-
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-
On
g
o
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n
g
--
-
-
-
-
-
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-
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-
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-
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-
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-
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-
-
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-
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---
--
-
-
-
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Im
p
l
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m
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t
a
t
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---
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Stu
d
y
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
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-
Se
l
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c
t
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o
n
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
--
-
-
-
-
-
-
-
-
-
Ag
r
e
e
m
e
n
t
--
-
-
-
-
-
--
-
---
-
-
-
-
Im
p
l
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m
e
n
t
a
t
i
o
n
--
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
--
-
-
Lic
e
n
s
e
Aq
u
i
s
i
t
i
o
n
---
-
---
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
---
-
-
-
-
-
-
-
-
-
---
Tr
a
i
n
i
n
g
--
-
-
-
-
---
-
Cit
y
Wid
e
Ro
l
l
Ou
t
--
---
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Sco
p
i
n
g
&
Ev
a
l
u
a
t
i
o
n
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
H-57
FIVE-YEAR ROADMAP
St
r
a
t
e
g
i
c
D
i
g
i
t
a
l
T
r
a
n
s
f
o
r
m
a
t
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o
n
I
n
v
e
s
t
m
e
n
t
P
r
o
g
r
a
m
-
5
-
Y
e
a
r
R
o
a
d
m
a
p
Le
g
e
n
d
:
In
p
r
o
g
r
e
s
s
Ap
p
r
o
v
e
d
Ev
a
l
u
a
t
i
n
g
On
g
o
i
n
g
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Co
n
s
o
l
i
d
a
t
i
o
n
&
R
e
p
l
a
c
e
m
e
n
t
o
f
C
o
r
e
S
y
s
t
e
m
s
Di
g
i
t
a
l
I
n
f
o
r
m
a
t
i
o
n
N
e
t
w
o
r
k
En
t
e
r
p
r
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s
e
A
s
s
e
t
M
a
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a
g
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m
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s
t
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m
Fi
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a
n
c
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a
l
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y
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t
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m
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p
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d
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In
t
r
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t
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p
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i
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g
M
a
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a
g
e
m
e
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t
S
y
s
t
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m
(
L
M
S
)
Mo
b
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l
e
C
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p
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t
e
r
P
r
o
g
r
a
m
OK
T
A
/
S
e
r
v
i
c
e
N
o
w
A
u
t
o
m
a
t
i
o
n
Pr
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c
t
P
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t
f
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l
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o
M
a
n
a
g
e
m
e
n
t
T
o
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&
C
o
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s
u
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t
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g
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r
v
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c
e
N
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w
S
A
M
I
m
p
l
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m
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a
t
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r
v
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c
e
N
o
w
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r
v
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c
e
P
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Tim
e
k
e
e
p
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y
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m
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p
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r
a
d
e
Gl
o
b
a
l
P
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s
i
t
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o
n
i
n
g
S
y
s
t
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m
(
G
P
S
)
T
e
c
h
n
o
l
o
g
y
H
a
r
d
w
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r
e
Tr
a
n
s
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t
i
o
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t
o
a
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d
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f
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s
e
r
s
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f
C
i
t
y
S
e
r
v
i
c
e
s
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Da
t
a
G
o
v
e
r
n
a
n
c
e
a
n
d
O
p
e
r
a
t
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o
n
a
l
A
n
a
l
y
t
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c
s
Di
s
c
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v
e
r
y
M
a
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a
g
e
m
e
n
t
A
s
s
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m
e
n
t
Me
t
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r
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a
t
a
M
a
n
a
g
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m
e
n
t
/
U
t
i
l
i
t
y
A
n
a
l
y
t
i
c
s
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Au
d
i
o
V
i
s
u
a
l
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p
g
r
a
d
e
s
Co
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c
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C
h
a
m
b
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c
h
n
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y
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p
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a
d
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Di
g
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t
a
l
E
n
g
a
g
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m
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&
A
n
a
l
y
t
i
c
s
C
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n
s
u
l
t
a
n
t
Ou
t
d
o
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r
W
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r
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l
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s
s
S
t
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y
Te
l
e
c
o
n
f
e
r
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n
c
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n
g
S
e
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v
i
c
e
s
f
o
r
P
u
b
l
i
c
M
e
e
t
i
n
g
s
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Civ
i
c
E
n
g
a
g
e
m
e
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H-58
I-1
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program reflects
the city’s ongoing commitment to maintaining the highest
standards of quality facilities for our community today and in
the future. It is a planning document, not a commitment for
spending. The 15-year program outlines the expenditure plan
for future capital projects and the corresponding revenues to
pay for those expenditures.
Projects that are shown in the CIP are generally defined as
any construction, rehabilitation or replacement of major
infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer
and drainage facilities, and other facilities that are located on or in the ground. In most cases, the
total construction cost of each of these assets is recorded and tracked as part of the city’s inventory
of capital infrastructure assets and other city-owned property.
Once the City Council adopts the proposed annual CIP budget, projects receive an appropriation that
authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget
information is shown for a 15-year period to provide the most comprehensive information about
known future projects. Spending authority in future years is not granted until adoption of the annual
proposed CIP budget associated with each year.
The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high
quality facilities and infrastructure that support the needs and priorities of the community. The CIP is
organized by the following project classifications:
Planning
Study
Plan
Assessment
Maintenance &
Operations
Technical master plans
Repair
Refurbishment/
rehabilitation
Modifications
Improvements
Maintenance program
Monitoring
Replacement
Upgrade
Capital Projects
Regulatory & Policy-
Driven:
Legal requirements,
compliance with Growth
Management Plan,
Climate Action Plan,
defined projects to
implement policies,
plans and goals adopted
by the City Council
Community
Enhancements: new
facilities, expansions,
parks & trails, traffic
signals, coastal
improvements
Project
Accounting
CFD 1 Admin
Open space
acquisition
Loans
Repayment/transfer
I-2
INVESTING IN OUR QUALITY OF LIFE
As the city continues to grow and develop, there is a corresponding increase in the demand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted
a Growth Management Plan in 1986. The plan was established to manage development within the
city by linking residential, commercial, and industrial development directly to standards for
availability of public services and facilities.
The Growth Management Plan states that unless a standard level of facilities is available to meet new
demands resulting from the city’s growth, development cannot proceed. Recently, certain actions,
such as imposing a moratorium, have been determined to be impermissible by the California Housing
and Community Development Department, per Senate Bill 330, Housing Crisis Act of 2019, which
became effective on Jan. 1, 2020.
The detailed level of planning required by Growth Management has allowed the city’s CIP to
anticipate the funding needed for capital improvements in the next 15 years. Facilities such as
community centers, parks and fire stations have been constructed and opened to the public under
this program.
The CIP has been designed to specifically address areas where new or expanded facilities will be
needed to maintain compliance with the adopted performance standards. With the adoption of the
fiscal year 2021-22 CIP, compliance with the Growth Management Plan is continued.
Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing
infrastructure projects through numerous asset management programs, which ensure adequate
inspection, maintenance, and replacement of buildings and parks, water, sewer and drainage
systems, bridges, and roadways systems.
PROJECT EVALUATION
Development of the CIP is a team
effort involving all operational
departments, the City Manager’s
Office, the City Council, and the
community. Community feedback on
infrastructure needs is considered
and incorporated as appropriate. The
CIP is fully vetted at multiple levels of
the city organization by appropriate
staff using an inclusive and
transparent process, and reviewed
on a quarterly basis.
Capital
Improvement
Program
Public health
and safety
City mission,
vision and
organizational
values
Community
values
Environmental
review
Governing and
policy
documents
Funding
availability
City
Council
goals
I-3
As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels
of service throughout their lifecycle. Recommendations for project funding consider current project
status, project scheduling and sequencing requirements, project constraints, and current staff
capacity. Project charters are updated to include project description, location, summary of need,
justification including any legislative or policy citations, cost estimates, and project scores.
In anticipation of revenue decreases in some capital funding sources, staff recommended funding
adjustments in fiscal year 2021-22 that focused on matching existing resources with realistic and
achievable project schedules. New project requests were minimized and the city remains committed
to continue work on projects that are already underway.
FISCAL YEAR 2021-22 APPROPRIATIONS BY CATEGORY
In the fiscal year 2021-22 CIP, there are approximately 254 continuing and new projects planned over
the next 15 years. The fiscal year 2021-22 CIP outlines $56.2 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 21 new projects.
Projected revenues during the same fiscal year are estimated at $65.8 million.
Capital Projects
34%
Maintenance &
Operations
40%
Planning
1%
Project Accounting
25%
FY 2021-22 Appropriations by Category
$56.2 million
I-4
FISCAL YEAR 2021-22 APPROPRIATIONS BY PROJECT TYPE
Civic Buildings and Facility Maintenance
$8.2 million
This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs
include repair, maintenance and replacement of civic buildings.
Parks
$2.6 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
$7.2 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
$11.5 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
$3.1 million
Future water and recycled water projects include construction of new pipelines, replacement of
existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been
producing and delivering recycled water for over 30 years.
Transportation
$23.6 million
People of all ages and abilities want to go places safely and conveniently in the City of Carlsbad, whether
they drive, walk, bike, or ride a bus or train. The City of Carlsbad continues to invest in modernizing
roads, leveraging technology to improve traffic systems, and making timely repairs and rehabilitation
of the roadways, bridges, sidewalks and other assets in public rights-of-way throughout the city.
I-5
NEW CAPITAL IMPROVEMENT PROJECTS
Cannon Road and Paseo del Norte Sustainable Mobility
Plan and Growth Management Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 60,000
TOTAL $ 60,000
About This Project
The project will design and construct bicycle improvements at Cannon Road and Paseo del Norte in
the eastbound and westbound approaches.
Project Need
The project is required by the Growth Management Plan Traffic Monitoring Program and was
identified by the Sustainable Mobility Plan as a priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal
transportation system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all
community members, including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements to increase alternatives to trips by car and
in turn reduce GHG emissions. Accordingly, these improvements also assist in implementation of CAP
GHG Reduction Measure 4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor
alteration of existing facilities including streets, sidewalks, gutters, and similar facilities involving
negligible or no expansion and Section 15304 (h) the creation of bicycle lanes on existing rights-of-
way.
I-6
Cannon Road Lift Station Improvements
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement
Budget
FY22 $ 150,000
FY23 $ 530,000
TOTAL $ 680,000
About This Project
The project will install an isolation valve in the flow meter vault and replace existing check valves.
Project Need
There is no ability to isolate the force main during maintenance of the flow meter and the existing
check valves are due for replacement.
General Plan Consistency
Ensure that adequate public facilities and services are provided in a timely manner to preserve the
quality of life of residents, Goal 2-G.21.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15302(c) concerning
replacement or reconstruction of existing utility systems involving negligible or no expansion of
capacity.
I-7
Carlsbad Boul evard Lane Reduction and Edge Striping
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 300,000
TOTAL $ 300,000
About This Project
The project will design and construct a lane reduction for southbound Carlsbad Boulevard including
new edge striping for the west side of roadway.
Project Need
The striping changes will provide wider bicycle lanes and shoulder widths for the west side of
Carlsbad Boulevard, which is very popular with bicyclists and pedestrians. The project is consistent
with the General Plan Mobility Element Coastal Street typology and the Sustainable Mobility Plan. It
will increase on-street beach parking and enhance bike and pedestrian safety.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal
transportation system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all
community members, including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements as a way to increase alternatives to trips by
car and in turn reduce GHG emissions. Accordingly, these improvements also assist in
implementation of CAP GHG Reduction Measure 4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor
alteration of existing facilities including streets, sidewalks, gutters, and similar facilities involving
negligible or no expansion and Section 15304 (h) the creation of bicycle lanes on existing rights-of-
way.
I-8
Carlsbad B oulevard Pedestrian Improvement Project
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax, Federal Grant
Budget
FY22 $ 700,000
TOTAL $ 700,000
About This Project
The project will construct pedestrian enhancements at six uncontrolled crosswalk locations on
Carlsbad Boulevard. Improvements include curb extensions, in-pavement flashing lights, green bike
lane treatments and street lighting.
Project Need
With support from the Traffic and Mobility Commission, the City Council directed staff to implement
the project, and appropriated $591,600 in funding received from the Caltrans Highway Safety
Improvement Program.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal
transportation system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all
community members, including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
By providing an improved pedestrian network and increasing connectivity, the project encourages
people to walk more and drive less, which helps meet CAP GHG reduction measures. Proposed
improvements also assist in implementation of CAP GHG Reduction Measure 4.8 - Transportation
Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) – minor
alteration of existing facilities including streets, sidewalks, gutters, and similar facilities involving
negligible or no expansion.
I-9
Carlsbad Water Recycling Facility Roof Replacement
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source: Recycled Water
Replacement
Budget
FY22 $ 225,000
TOTAL $ 225,000
About This Project
The project will replace the roof on the Carlsbad Water Recycling Facility.
Project Need
The existing roof is at the end of its useful life and has had multiple failures. Replacement of the roof
is required to protect the integrity of the structure.
General Plan Consistency
Ensure that adequate public facilities and services are provided in a timely manner to preserve the
quality of life of residents, Goal 2-G.21.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(d) – restoration
or rehabilitation of deteriorated or damaged structures, facilities, or mechanical equipment to meet
current standards of public health and safety.
I-10
Chestnut Underpass Public Art Project
Managing Department: Transportation
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 100,000
FY23 $ 150,000
TOTAL $ 250,000
About This Project
In alignment with the I-5 expansion by Caltrans the city will install a public art project in the Chestnut
Avenue Underpass. In adherence with the 1% of the Appropriations for the Arts (2.18.110) within the
Municipal Code, the larger construction project is not city-initiated, but is planned with the overall
enhancements for the North Coast Corridor.
Project Need
This is a unique opportunity for the city to collaborate with Caltrans to bring an innovative, unique
public art element to this neighborhood. This is Carlsbad’s first significant public art installation that
will be connected to a major transportation improvement project, and is in alignment with other
North County municipalities which have already installed public art installations along the I-5
Corridor, such as Solana Beach and Encinitas. This opportunity elevates the city’s reputation as a base
for a significant regional public art collection. This two-phase approach begins with a national call to
public artists, followed by a fabrication phase with a timeline yet to be determined working with the
city and Caltrans planning and construction teams. This directly connects to the Arts & Culture Master
Plan initiative described in, Physical Realm 2.2, which states “As plans for the Coastal Corridor
develop, work with regional planning agencies and artists to identify opportunities for displaying
public art.”
General Plan Consistency
Integrate the arts, public art and art education as a vital aspect of community life, with a wide range
of facilities and public programs designed to engage the city’s diverse audiences as active participants
and patrons, Goal 7-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is proposed to be installed after the I-5 expansion is completed by Caltrans. A Final
EIR/EIS (environmental impact report/environmental impacts statement) was completed and
approved for the I-5 expansion in 2013. There will be retaining walls built under the 1-5 underpass at
Chestnut Avenue as a result of the I-5 expansion completed by CalTrans. Those retaining walls will
have panels available to receive the proposed artwork that the city would install. Because the
artwork would be installed after the I-5 expansion is complete, at that time of installation the artwork
would be installed on an existing facility. The artwork installation can be exempt per CEQA Guidelines
Section 15301(c), minor alteration of existing facilities including streets, sidewalks, gutters, and
similar facilities involving negligible or no expansion of use.
I-11
Cole Library Security Fencing
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 40,000
FY23 $ 130,000
TOTAL $ 170,000
About This Project
The project will install security fencing around portions of the facility.
Project Need
The scope of this project would include architectural design services to create a solution that is both
functional and aesthetically in line with the library’s existing architecture.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure
environment for people and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(f) – addition of
safety or health protection devices for use during construction or in conjunction with existing
structures, facilities, or mechanical equipment, or topographical features including navigation
devices.
I-12
El Fuer te Lift Station Pump Addition
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Connection
Budget
FY22 $ 180,000
FY23 $ 600,000
TOTAL $ 780,000
About This Project
This project will add a third sewer lift pump for redundancy.
Project Need
City standards for lift stations require a redundant pump to allow for maintenance or an unplanned
outage of existing pumps.
General Plan Consistency
Ensure that adequate public facilities and services are provided in a timely manner to preserve the
quality of life of residents. Land Use & Community Design, Growth Management, Goal 2-G.21.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(b) – minor
alteration of existing facilities of both investor and publicly owned utilities used to provide electric
power, natural gas, sewerage, or other public utility services involving negligible or no expansion.
I-13
Faraday Avenue Improvements
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 100,000
TOTAL $ 100,000
About This Project
The project will provide analysis and preliminary design of two access intersections to Veterans
Memorial Park on Faraday Avenue and traffic calming measures on Faraday Avenue.
Project Need
The Veterans Memorial Park Master Plan was approved by City Council; however, the current design
contract for the park with the landscape architectural firm does not include off-site improvements.
The Phase IV Traffic Impact Analysis being developed for the park will provide a preliminary
recommendation for park access off Faraday Avenue. The additional traffic analysis will provide the
basis of the design for the Faraday Avenue improvements and any recommended traffic calming
measures.
General Plan Consistency
Provide for the safe and efficient movement of goods throughout the city, Goal 3-G.7.
Climate Action Plan Consistency
CAP Section 3.5 identifies traffic calming as a way to make walking and biking safer and more
comfortable and in turn provide options to using a car and a reduction in GHG emissions.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15262 feasibility and
planning studies, a project involving only feasibility or planning studies for possible future actions
which the city has not approved, adopted, or funded.
I-14
Fire Department Administration Offices
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 150,000
TOTAL $ 150,000
About This Project
The project will construct office space to centralize Fire Department management and administration
staff.
Project Need
The initial funding request will support planning and design development efforts to centralize staff
that are currently working out of various city locations to improve operational efficiency.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure
environment for people and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15262 feasibility and
planning studies, a project involving only feasibility or planning studies for possible future actions
which the city has not approved, adopted, or funded.
I-15
Fire Station 6 Renovation
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source:
General Capital Construction
Budget
FY22 $ 35,000
TOTAL $ 35,000
About This Project
This project will convert the existing captain's office into sleeping quarters.
Project Need
To better meet the Standards of Cover study recommendations regarding national response time
standards, the Fire Department anticipates adding or shifting personnel to the existing Fire Station 6.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure
environment for people and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – interior or
exterior alterations involving such things as interior partitions, plumbing, and electrical conveyances.
I-16
Jefferson Street Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 75,000
TOTAL $ 75,000
About This Project
This project will design and construct climbing lanes, or Class II buffered bicycle lanes, in the uphill
direction on the bridge with shared lane markings, or Class III sharrows, in the downhill direction.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal
transportation system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all
community members, including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements to increase alternatives to trips by car and
in turn reduce GHG emissions. Accordingly, these improvements also assist in implementation of CAP
GHG Reduction Measure 4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) – minor
alteration of existing facilities including streets, sidewalks, gutters, and similar facilities involving
negligible or no expansion and Section 15304 (h) the creation of bicycle lanes on existing rights-of-
way.
I-17
L a Costa Avenue Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 110,000
TOTAL $ 110,000
About This Project
The project will design and construct bicycle improvements at El Camino Real and La Costa Avenue,
as well as bike lane conflict area striping treatments on La Costa Avenue at Piraeus Street and Saxony
Road.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal
transportation system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all
community members, including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements to increase alternatives to trips by car and
in turn reduce GHG emissions. Accordingly, these improvements also assist in implementation of CAP
GHG Reduction Measure 4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) – minor
alteration of existing facilities including streets, sidewalks, gutters, and similar facilities involving
negligible or no expansion and Section 15304 (h) the creation of bicycle lanes on existing rights-of-
way.
I-18
Las Flores Drive Sustainable Mobilit y Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 85,000
TOTAL $ 85,000
About This Project
This project will design and construct Class II buffered bicycle lanes and enhanced pedestrian
crossings via roadway striping.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal
transportation system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all
community members, including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system and pedestrian improvements to increase alternatives to
trips by car and in turn reduce GHG emissions. Accordingly, these improvements also assist in
implementation of CAP GHG Reduction Measure 4.8 – Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) – minor
alteration of existing facilities including streets, sidewalks, gutters, and similar facilities involving
negligible or no expansion and Section 15304 (h) – the creation of bicycle lanes on existing rights-of-
way.
I-19
Las Palmas Roof Replacement
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 500,000
TOTAL $ 500,000
About This Project
This project will replace the roof on the Las Palmas facility.
Project Need
The existing roof is at the end of its useful life and has had multiple failures. Replacement of the roof
is required to protect the integrity of the structure.
General Plan Consistency
Ensure that adequate public facilities and services are provided in a timely manner to preserve the
quality of life of residents. Land Use & Community Design, Growth Management, Goal 2-G.2.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301 (d) –
restoration or rehabilitation of deteriorated or damaged structures, facilities, or mechanical
equipment to meet current standards of public health and safety.
I-20
Paloma r Airport Road and Avenida Encinas Growth
Management Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 230,000
TOTAL $ 230,000
About This Project
The project will design and construct a westbound left-turn lane extension at Palomar Airport Road
and Avenida Encinas.
Project Need
The project is required by the Growth Management Plan Traffic Monitoring Program.
General Plan Consistency
Provide for the safe and efficient movement of goods throughout the city, Goal 3-G.7.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) – minor
alteration of existing facilities including streets, sidewalks, gutters, and similar facilities involving
negligible or no expansion
I-21
Schulman Auditorium and Cannon Art Gallery Improvements
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 200,000
TOTAL $ 200,000
About This Project
The project includes design, installation and commissioning of a new audiovisual system, lighting
system and controls, and other technology elements for the Schulman Auditorium. The Cannon Art
Gallery requires design, installation and commissioning of upgraded HVAC, electrical and interior
space refurbishments, including technology upgrades as necessary to support industry standards for
the presentation of art, audio programming and visitor support features.
Project Need
The Cannon Art Gallery interior space has not been upgraded since it was originally constructed and
existing audiovisual and lighting systems in the auditorium are deficient. The 2018 Arts & Culture
Master Plan identifies the need to revise and refurbish the gallery, which results in greater eligibility
to secure national touring exhibits and expanded programming options. Updating both spaces
increases revenue potential for rentals of the spaces.
General Plan Consistency
Integrate the arts, public art and art education as a vital aspect of community life, with a wide range
of facilities and public programs designed to engage the city’s diverse audiences as active participants
and patrons, Goal 7-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – interior or
exterior alterations involving such things as interior partitions, plumbing, and electrical conveyances.
I-22
S enior Center Security Fencing
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 20,000
FY23 $ 58,000
TOTAL $ 78,000
About This Project
The project will install security fencing around portions of the facility.
Project Need
Security fencing will be installed in secluded sections of the building to remove potential areas for
loitering.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure
environment for people and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(f) – addition of
safety or health protection devices for use during construction or in conjunction with existing
structures, facilities, or mechanical equipment, or topographical features including navigation
devices.
I-23
State Street Parking Lot Electric Vehicle Charging Stations
Managing Department: Transportation
Classification: Capital Project
Funding Source: Public Facility Fees
Budget
FY22 $ 300,000
TOTAL $ 300,000
About This Project
Capitalizing on incentives potentially available through the California Electronic Vehicle Infrastructure
Project, or CALeVIP, this project will install up to two direct current fast chargers, or DCFC, and up to
eight Level 2 electric vehicle charging stations in the city-owned parking lot on the west side of State
Street between Oak Avenue and Carlsbad Village Drive. DCFC are currently the fastest commercially
available chargers and are designed to fill a standard electric vehicle battery up to 80% in 20-40
minutes with a maximum charge rate often limited by the EV acceptance rate. Level 2 charging
stations are the most prevalent type of charger in the region, the same type of charger we have at
other city-owned EV charging stations.
Project Need
The city has installed publicly available EV charging at five locations: Aviara Community Park, Pine
Avenue Community Park, Stagecoach Community Park, Alga Norte Community Park, and the State
Street parking lot. Usage of the State Street EV charging stations is currently more than double the
usage at any of the other locations. Increasing the number of EV charging stations in the Village and
Barrio area will increase the availability for the public to charge their vehicles while enjoying local
amenities. The project addresses the Climate Action Plan, section L-3, community EV charging.
General Plan Consistency
Manage parking to support all modes of transportation and ensure efficient use of land, Goal 3-G.4.
Climate Action Plan Consistency
CAP GHG Reduction Measure 4.9 promotes an increase in the amount of zero-emissions vehicle
travel. Construct ZEV charging stations based on the communitywide charging station siting plan is
Action L-3 of the measure.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(b) – existing
facilities of both investor and publicly owned utilities used to provide electric power, natural gas,
sewer or other public utility services.
I-24
Tamarack Avenue Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 710,000
TOTAL $ 710,000
About This Project
The project will design and construct lane reduction for Tamarack Avenue including buffered bicycle
lanes.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal
transportation system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all
community members, including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements to increase alternatives to trips by car and
in turn reduce GHG emissions. Accordingly, these improvements also assist in implementation of CAP
GHG Reduction Measure 4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301 (c) – minor
alteration of existing facilities including streets, sidewalks, gutters, and similar facilities involving
negligible or no expansion and Section 15304 (h) the creation of bicycle lanes on existing rights-of-
way.
I-25
Temporary Fire Station 7
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 900,000
TOTAL $ 900,000
About This Project
The project will locate and prepare a site in the vicinity of Cannon Road and Avenida Encinas for the
purpose of siting a Temporary Fire Station 7. This will include grading, asphalt and concrete, utilities
for temporary housing trailer, Sprung structure, and any other associated temporary structures to
operate a new temporary fire station for the next five to seven years. The trailer and Sprung structure
currently being utilized as Temporary Fire Station 2 at the Carlsbad City Library will be relocated to
the Cannon site following completion of the new Fire Station 2, with operations at the new
Temporary Fire Station 7 anticipated to begin in fiscal year 2022-23.
Project Need
In 2019, the Fire Department commissioned a Standards of Cover study to evaluate current fire
operations service delivery and make recommendations regarding needed changes to meet national
response time standards. In 2020, City Council requested that a proposal be brought forward by the
Fire Chief to enhance emergency operations response to address deficiencies noted in the study. The
initial funding will be used to verify the potential use of favorable sites for the temporary station and
for initial scoping and planning work. Staff anticipates that the temporary station will require a
Conditional Use Permit and a Coastal Development Permit. The temporary station site location in the
Cannon/Avenida Encinas vicinity is desirable as it would allow the Fire Department to provide
emergency response on the west side of Interstate 5, where there are currently no fire stations. This
location would also allow the Fire Department to locate a fire truck company in an area where the
current response from Fire Station 5 has extended response times. This location could also house the
current Ocean Lifeguard Program on a temporary basis.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure
environment for people and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The level of environmental review and any potential environmental impacts will be determined upon
identification of a site. It is likely environmental review could range from a CEQA exemption (project
is exempt from environmental review) to a Mitigated Negative Declaration (project has
environmental impacts that can be mitigated).
I-26
CAPITAL IMPROVEMENT PROGRAM REVENUES
Over the next 15 years, revenues for capital projects are estimated at $800.9 million and are
segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad,
(2) special district fees and taxes from the community facilities districts and bridge and thoroughfare
benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds
other than wastewater and water, (5) general capital construction funds, and (6) other sources,
including grants, sales taxes and contributions from other agencies.
Approximately 18.6% 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 37.0% 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 23.6%, 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 20.8% 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
14.1%
Financing districts
4.5%
Utility Replacement
transfers
37.0%Infrastructure
Replacement
transfers
11.8%
General Capital
Construction
transfers
11.8%
Other agencies
20.8%
Capital Improvement Program
Projected Revenues FY 2021-22 to FY 2035-36
$800.9 million
I-27
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 2021-22 and subsequent years to build out.
Projected Future Development
Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for
construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital
funds are sufficient, significant operating cost impacts and availability of staff resources are also
considered in evaluating the timing of projects. Where funding discrepancies occur, alternative
financing methods and project timing are evaluated and recommendations are made to resolve the
discrepancies.
Conservatively, about 2,652 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
2021-22 is projected at 149 units, and, over the next five years, should average 230 units per year.
The amount of non-residential development is projected at about 213,000 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
2021-22 149 71,270
2022-23 379 16,956
2023-24 267 53,225
2024-25 295 68,655
2025-26 90 3,225
2027-31 971 2,280,632
2032-build out 501 2,342,735
Totals 2,652 4,836,698
I-28
FUTURE PROJECTS
The CIP for fiscal year 2021-22 to fiscal year 2035-36 outlines approximately 254 projects at a cost of
$669 million in new or additional funding. Long-range planning and responsible asset management
play key roles in the development of future capital projects. Using data from various infrastructure
master plans, ongoing asset condition assessments, technical modelling, field inspections as well as
community feedback, the information provided for future years reflects the most comprehensive
snapshot of known or anticipated future projects as well as associated estimated costs.
Civic Facilities
12%
Parks
9%
Drainage
6%
Wastewater
28%
Water/Recycled
Water
22%
Transportation
23%
Future Project Costs By Type
FY 2021-22 to FY 2035-36
$669 million
I-29
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of future multi-family and single-family residential units is assumed
to be 80% and 20%, respectively, and reflects the anticipated mix of residential development for each
Local Facilities Management Zone.
In order to calculate estimated revenues for Traffic Impact Fees, the number of average daily trips
was computed for each type of development use. An attached multi-family residential dwelling unit is
assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day. The
trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000 square
feet of development, respectively, although the actual volume of trips generated by commercial and
industrial buildings can vary widely depending on the ultimate land use.
CFD 1 is a citywide district established to finance various civic facilities required under the city’s
Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.
Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development
and restoration. Bridge and thoroughfare fee districts or BTDs are formed by property owners to
finance specific road construction projects located within the district boundaries. BTD No. 2
Poinsettia Lane/Aviara Parkway was formed to finance the construction of Poinsettia Lane between
Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia
Lane.
UNFUNDED PROJECTS
There are six projects identified in the CIP for which there is no identifiable funding source and, in
some cases, where only partial funding has been identified. The city will investigate obtaining
possible external funding, such as federal and state grants, loans, or other financing sources. Once
funding is identified for these projects, the project costs will have to be reviewed and updated to
reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. Two
projects are partially funded by the Traffic Impact Fee program. The program was planned to
generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining
80% unfunded.
Business Park Recreational Facility (Partial Funding)6,600,000$
Cannon Lake Park (6.7 Acres)2,243,000
Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding)6,905,600
Carlsbad Blvd./ Palomar Airport Road (Partial Funding)14,109,600
Carlsbad Blvd. Realignment - Segments 3-5 26,100,000
College Boulevard Extension 30,000,000
TOTAL UNFUNDED PROJECTS 85,958,200$
I-30
PROJECTED FUND BALANCES FOR FISCAL YEAR 2020-21
July 1, 2020 Projected June 30, 2021
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 11,920,207$ 1,907,682$ -$ -$ 13,827,889$
BTD#3 - Cannon Road West 513,549 7,150 - - 520,699
Community Development Block Grant - - - - -
CFD #1 - Citywide 91,328,320 3,479,363 1,434,067 149,600 93,224,016
Gas Tax 13,457,554 2,875,081 2,509,390 610,000 13,213,245
Gas Tax (Road Maint. & Rehab Acct.)2,477,640 2,096,490 175,728 - 4,398,401
General Capital Const.42,273,928 4,500,000 14,470,611 - 32,303,317
Grants - Federal - 1,398,825 136 - 1,398,689
Infrastructure Replacement 120,681,890 2,665,814 5,919,603 - 117,428,102
Other 1,897,038 26,352 6,602 - 1,916,789
Park Fee Zones 5, 13, 16, 17, 18 4,613,836 186,853 - - 4,800,689
Park-In-Lieu NE 4,121,004 513,129 - - 4,634,133
Park-In-Lieu NW 1,735,200 423,441 - - 2,158,641
Park-In-Lieu SE 1,724,128 24,030 - - 1,748,158
Park-In-Lieu SW 433,069 355,373 - - 788,442
Planned Local Drainage Area A 939,865 71,988 38,820 - 973,033
Planned Local Drainage Area B 2,317,826 185,550 370,867 - 2,132,510
Planned Local Drainage Area C 1,530,437 23,498 2,640 - 1,551,294
Planned Local Drainage Area D 695,123 35,343 80,217 - 650,249
Public Facilities Fee 28,883,659 2,164,267 385,361 - 30,662,565
Sewer Connection 8,266,772 522,778 2,863,782 - 5,925,767
Sewer Replacement 23,632,552 5,601,306 5,416,628 - 23,817,231
TDA - - - - -
Traffic Impact Fee 23,538,276 2,754,390 2,459,678 - 23,832,987
Transnet/Local 25,877,351 4,112,892 3,253,329 - 26,736,914
Transnet/STP - - - - -
Water - Potable 35,338,444 1,423,518 107,255 - 36,654,707
Water - Recycled (8,177,289) 261,688 5,145,298 - (13,060,899)
Water Replacement - Potable 55,513,647 6,961,434 6,744,933 - 55,730,148
Water Replacement - Recycled 18,242,217 245,107 250,008 - 18,237,317
Total 513,776,242$ 44,823,342$ 51,634,953$ 759,600$ 506,205,030$
I-31
PROJECTED FUND BALANCES FOR FISCAL YEAR 2021-22
July 1, 2021 June 30, 2021 July 01, 2021 2021-22 June 30, 2022
Projected Estimated Continuing New Total CIP Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 13,827,889$ -$ 13,499,116$ -$ 13,499,116$ 328,773$
BTD#3 - Cannon Road West 520,699 60,984 - - - 581,683
Community Development Block Grant - - - - - -
CFD #1 - Citywide 93,224,016 4,518,318 30,650,767 2,106,890 32,757,657 64,984,677
Gas Tax 13,213,245 2,955,545 11,008,383 4,372,489 15,380,872 787,918
Gas Tax (Road Maint. & Rehab Acct.)4,398,401 2,252,350 3,724,993 2,520,000 6,244,993 405,758
General Capital Const.32,303,317 5,353,000 21,302,072 2,247,000 23,549,072 14,107,245
Grants - Federal 1,398,689 2,367,600 1,398,689 2,367,600 3,766,289 -
Infrastructure Replacement 117,428,102 5,353,000 28,655,339 16,097,910 44,753,249 78,027,853
Other 1,916,789 - 1,287,990 - 1,287,990 628,799
Park Fee Zones 5, 13, 16, 17, 18 4,800,689 12,955 - - - 4,813,644
Park-In-Lieu NE 4,634,133 - 200,000 200,000 400,000 4,234,133
Park-In-Lieu NW 2,158,641 593,015 792 - 792 2,750,864
Park-In-Lieu SE 1,748,158 301,228 4,111 - 4,111 2,045,275
Park-In-Lieu SW 788,442 - 223,037 - 223,037 565,405
Planned Local Drainage Area A 973,033 - 16,254 25,000 41,254 931,779
Planned Local Drainage Area B 2,132,510 75,256 1,739,651 - 1,739,651 468,115
Planned Local Drainage Area C 1,551,294 67,764 17,610 25,000 42,610 1,576,448
Planned Local Drainage Area D 650,249 35,927 19,645 25,000 44,645 641,531
Public Facilities Fee 30,662,565 763,379 3,185,749 4,633,000 7,818,749 23,607,195
Sewer Connection 5,925,767 251,948 3,609,613 (620,000) 2,989,613 3,188,102
Sewer Replacement 23,817,231 5,599,836 26,723,829 8,576,620 35,300,449 (5,883,383)
TDA - - - - - -
Traffic Impact Fee 23,832,987 604,551 16,510,568 3,076,000 19,586,568 4,850,970
Transnet/Local 26,736,914 4,304,000 21,110,881 4,790,000 25,900,881 5,140,032
Transnet/STP - - - - - -
Water - Potable 36,654,707 998,529 4,235,114 7,000,183 11,235,297 26,417,939
Water - Recycled (13,060,899) 20,217,580 6,920,441 - 6,920,441 236,239
Water Replacement - Potable 55,730,148 9,122,706 44,404,925 (3,460,116) 40,944,809 23,908,045
Water Replacement - Recycled 18,237,317 - 5,983,629 2,172,100 8,155,729 10,081,588
Total 506,205,030$ 65,809,472$ 246,433,198$ 56,154,676$ 302,587,874$ 269,426,628$
I-32
REVENUE PROJECTIONS SCHEDULE
2017-18 2018-19 2019-20 2020-21 2021-22
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 305,677$ 751,810$ 217,466$ 1,907,682$ -$
BTD#3 - Cannon Road West 4,293 18,996 17,696 7,150 60,984
Community Development Block Grant 16,335 - - - -
CFD #1 - Citywide 2,795,212 6,095,889 5,736,415 3,479,363 4,518,318
Gas Tax 2,749,382 3,299,173 3,118,353 2,875,081 2,955,545
Gas Tax (Road Maint. & Rehab Acct.)661,528 2,132,844 2,067,614 2,096,490 2,252,350
General Capital Const.- 1,077,525 5,111,500 4,500,000 5,353,000
Grants - Federal 40,371 956,847 41,175 1,398,825 2,367,600
Infrastructure Replacement 10,358,061 15,073,019 9,369,345 2,665,814 5,353,000
Other 11,763 19,704 65,369 26,352 -
Park Fee Zones 5, 13, 16, 17, 18 501,489 244,229 255,028 186,853 12,955
Park-In-Lieu NE 69,308 1,441,530 347,407 513,129 -
Park-In-Lieu NW 771,528 1,086,531 260,256 423,441 593,015
Park-In-Lieu SE 16,622 372,419 326,671 24,030 301,228
Park-In-Lieu SW 61,225 190,127 271,373 355,373 -
Planned Local Drainage Area A 77,773 155,094 48,111 71,988 -
Planned Local Drainage Area B 75,817 136,887 174,328 185,550 75,256
Planned Local Drainage Area C 5,489 82,796 53,875 23,498 67,764
Planned Local Drainage Area D 22,847 124,198 31,433 35,343 35,927
Public Facilities Fee 4,947,110 3,673,762 3,439,781 2,164,267 763,379
Sewer Connection 842,150 874,464 749,326 522,778 251,948
Sewer Replacement 4,872,244 7,662,061 5,682,839 5,601,306 5,599,836
TDA 23,682 - - - -
Traffic Impact Fee 3,059,920 2,586,291 1,924,738 2,754,390 604,551
Transnet/Local 4,269,152 3,779,436 4,546,554 4,112,892 4,304,000
Transnet/STP - - - - -
Water - Potable 1,786,623 2,064,521 2,188,356 1,423,518 998,529
Water - Recycled 1,231,038 2,144,721 2,815,693 261,688 20,217,580
Water Replacement - Potable 5,002,438 6,970,260 7,885,252 6,961,434 9,122,706
Water Replacement - Recycled 1,348,906 2,046,796 1,995,701 245,107 -
Total 45,927,983$ 65,061,930$ 58,741,652$ 44,823,342$ 65,809,472$
Note: Revenues include loans, advances and transfers.
I-33
BUDGET EXPENDITURE SCHEDULE
2018-19 2019-20 2020-21 2021-22 2021-22 2021-22
Actual Actual Estimated Continuing New Total CIP
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy -$ 270,034$ -$ 13,499,116$ -$ 13,499,116$
BTD#3 - Cannon Road West - - - - - -
Community Development Block Grant - - - - - -
CFD #1 - Citywide 665,531 381,703 1,583,667 30,650,767 2,106,890 32,757,657
Gas Tax 2,609,525 2,803,727 3,119,390 11,008,383 4,372,489 15,380,872
Gas Tax (Road Maint. & Rehab Acct.)1,441,968 889,601 175,728 3,724,993 2,520,000 6,244,993
General Capital Const.3,355,394 5,503,817 14,470,611 21,302,072 2,247,000 23,549,072
Grants - Federal - 41,175 136 1,398,689 2,367,600 3,766,289
Infrastructure Replacement 1,963,003 5,848,629 5,919,603 28,655,339 16,097,910 44,753,249
Other - - 6,602 1,287,990 - 1,287,990
Park Fee Zones 5, 13, 16, 17, 18 - - - - - -
Park-In-Lieu NE - - - 200,000 200,000 400,000
Park-In-Lieu NW (1,716) 925 - 792 - 792
Park-In-Lieu SE 432,960 4,850 - 4,111 - 4,111
Park-In-Lieu SW 2,458,313 383,869 - 223,037 - 223,037
Planned Local Drainage Area A 3,352 107,524 38,820 16,254 25,000 41,254
Planned Local Drainage Area B 1,114,394 305,319 370,867 1,739,651 - 1,739,651
Planned Local Drainage Area C 2,168 99,472 2,640 17,610 25,000 42,610
Planned Local Drainage Area D 2,451 107,285 80,217 19,645 25,000 44,645
Public Facilities Fee 4,996,962 1,184,567 385,361 3,185,749 4,633,000 7,818,749
Sewer Connection 1,293,191 190,119 2,863,782 3,609,613 (620,000) 2,989,613
Sewer Replacement 5,934,908 7,797,397 5,416,628 26,723,829 8,576,620 35,300,449
TDA - - - - - -
Traffic Impact Fee 324,564 629,024 2,459,678 16,510,568 3,076,000 19,586,568
Transnet/Local 1,561,510 4,294,221 3,253,329 21,110,881 4,790,000 25,900,881
Transnet/STP - - - - - -
Water - Potable 6,700 42,813 107,255 4,235,114 7,000,183 11,235,297
Water - Recycled 825,659 6,937,689 5,145,298 6,920,441 - 6,920,441
Water Replacement - Potable 7,089,068 6,761,187 6,744,933 44,404,925 (3,460,116) 40,944,809
Water Replacement - Recycled 215,047 151,548 250,008 5,983,629 2,172,100 8,155,729
Total 36,294,952$ 44,736,495$ 52,394,553$ 246,433,198$ 56,154,676$ 302,587,874$
Note: Expenditures include loans, advances and transfers.
I-34
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Abandon Pot
a
b
l
e
S
e
r
v
i
c
e
s
(
N
e
w
Recycl
e
d
S
e
r
v
i
c
e
s
)
NO
MulƟpl
e Dis
t
r
i
c
t
s
Medium
5
2
0
5
1
W
A
T
E
R
R
E
P
L
ADA Beach
A
c
c
e
s
s
-
P
i
n
e
t
o
Tamarack
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
6
0
6
5
1
GCC
ADA
I
m
p
r
o
v
e
m
e
n
t
P
r
o
g
r
a
m
N
O
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
0
4
9
1
T
R
A
N
S
N
E
T
-
L
O
C
60492
IRF
AdapƟve T
r
a
f
f
i
c
S
i
g
n
a
l
P
r
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g
r
a
m
N
O
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
3
2
6
1
T
R
A
N
S
N
E
T
-
L
O
C
63264
TRANSNET-LOC
63265
I
R
F
Advance
S
t
r
e
e
t
N
a
m
e
S
i
g
n
s
N
O
MulƟpl
e Dis
t
r
i
c
t
s
High
6
0
8
6
1
GAS TAX
Agua Hedi
o
n
d
a
C
r
e
e
k
Main
t
e
n
a
n
c
e
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
3
3
3
8
1
P
L
D
B
66291
IRF
Agua Hedi
o
n
d
a
L
i
Ō
S
t
a
Ɵ
o
n
Bio
l
o
g
i
c
a
l
M
o
n
i
t
o
r
i
n
g
a
n
d
M
a
i
n
t
.
.
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
5
5
4
5
1
S
E
W
E
R
R
E
P
L
Alga
N
o
r
t
e
P
a
r
k
M
o
d
i
f
i
c
a
Ɵ
o
n
s
N
O
D
i
s
t
r
i
c
t
3
M
e
d
i
u
m
4
7
3
3
1
GCC
Asses
s
m
e
n
t
D
i
s
t
r
i
c
t
9
7
-
1
Main
t
e
n
a
n
c
e
NO
D
i
s
t
r
i
c
t
3
M
e
d
i
u
m
6
0
8
4
1
G
C
C
Avenida
E
n
c
i
n
a
s
P
e
d
e
s
t
r
i
a
n
Access
I
m
p
r
o
v
e
m
e
n
t
s
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
6
0
9
1
1
GAS TAX
Avenida
E
n
c
i
n
a
s
W
i
d
e
n
i
n
g
-
South
o
f
P
a
l
o
m
a
r
A
i
r
p
o
r
t
R
o
a
d
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
0
0
4
1
T
I
F
60042
FED GRNT
Avia
r
a
a
n
d
H
i
d
d
e
n
C
a
n
y
o
n
P
a
r
k
s
Play
g
r
o
u
n
d
S
a
f
e
t
y
R
e
s
u
r
f
a
c
i
n
g
NO
MulƟpl
eDis
t
r
i
c
t
s
Low
4
7
4
5
1
I
R
F
Avia
r
a
C
o
m
m
u
n
i
t
y
P
a
r
k
-
P
h
a
s
e
2
N
O
D
i
s
t
r
i
c
t
2
L
o
w
4
6
0
4
1
PIL
-
S
W
46042
P
I
L
-
S
W
46043
PFF
Avia
r
a
P
a
r
k
w
a
y
a
n
d
P
l
u
m
T
r
e
e
Water
l
i
n
e
NO
D
i
s
t
r
i
c
t
2
L
o
w
5
0
6
0
1
W
A
T
E
R
R
E
P
L
Avia
r
a
R
e
i
m
b
u
r
s
e
m
e
n
t
Agreement
NO
D
i
s
t
r
i
c
t
2
L
o
w
3
6
4
9
1
PIL
-
S
W
Barr
i
o
S
t
r
e
e
t
L
i
g
h
Ɵ
n
g
N
O
D
i
s
t
r
i
c
t
1
H
i
g
h
4
0
1
3
1
G
C
C
40133
GAS TAX
40134
T
R
A
N
S
N
E
T
-
L
O
C
1,925,
8
2
5
-
-
-
500,000
500,000
50,000
-866,
1
7
5
1,742,
0
0
0
2,875,
0
0
0
-
-
-
-
-
2,500
,
0
0
0
-
375,000
8,670,
0
0
0
2,225
,
0
0
0
2,225
,
0
0
0
175,000
715,000
175,000
715,000
640,000
1,800,
0
0
0
-
-
-
-
-
-
-
-
-
2,583,
9
7
9
-
-
-
-
-
-
-
2,583,
9
7
9
1,000,
0
0
0
-
-
-
-
-
-
-
1,000,
0
0
0
1,600,
0
0
0
-
-
-
-
-
-
800,000
-
40,000
-
-
-
-
-
-
-
40,000
3,559,
8
9
5
-
-
-
-
-
-
-
3,559,
8
9
5
37
3
,000
-
-
-
80,000
80,000
80,000
75
,
0
0
0
225,000
-
-
-
-
-
-
-
225,000
974,000
-
-
-
-
-
660,000
-
314,000
420,000
-
-
-
-
-
-
-
420,000
75,000
-
-
-
-
-
-
-
75,000
5,177,
9
0
3
-
-
-
-
-
3,177
,
0
0
0
2,000
,
0
0
0
903
1,
7
7
6
,
0
0
0
-
-
-
-
-
-
1,776
,
0
0
0
-
600,000
-
-
-
-
-
-
-
600,000
3,120,
5
0
0
-
-
-
-
-
-
-
3,120,
5
0
0
38,200
-
-
-
-
-
-
-
38,200
700,000
-
-
-
-
-
-
-
700,000
-
1,
1
0
0
,
5
0
0
-
-
-
-
900,500
200,000
-
238,000
-
-
-
-
-
-
-
238,000
760,000
-
-
-
-
-
-
-
760,000
70
0
,
0
0
0
-
-
-
-
-
-
700,000
-
15
-
y
e
a
r
C
a
p
i
t
a
l
I
m
p
r
o
v
e
m
e
n
t
P
r
o
g
r
a
m
58
,
0
0
0
I-35
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Barr
i
o
S
t
r
e
e
t
L
i
g
h
Ɵ
n
g
N
O
D
i
s
t
r
i
c
t
1
H
i
g
h
40133
GAS TAX
40134
T
R
A
N
S
N
E
T
-
L
O
C
Beach Ac
c
e
s
s
R
e
p
a
i
r
a
n
d
Upgrades
-
P
i
n
e
A
v
e
n
u
e
t
o
Tamarack
NO
D
i
s
t
r
i
c
t
1
C
r
i
Ɵ
c
a
l
3
8
9
6
1
IRF
38962
G
C
C
Bri
d
g
e
P
r
e
v
e
n
t
a
Ɵ
v
e
M
a
i
n
t
e
n
a
n
c
e
Program
NO
MulƟpl
e Dis
t
r
i
c
t
s
High
6
0
6
6
1
IRF
Buena
I
n
t
e
r
c
e
p
t
o
r
S
e
w
e
r
A
c
c
e
s
s
Road
I
m
p
r
o
v
e
m
e
n
t
s
NO
D
i
s
t
r
i
c
t
3
H
i
g
h
5
5
3
7
1
S
E
W
E
R
R
E
P
L
Buena
I
n
t
e
r
c
e
p
t
o
r
S
e
w
e
r
Improvemen
t
s
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
5
0
1
1
SEW
E
R
R
E
P
L
55012
S
E
W
E
R
C
O
N
N
Buena
I
n
t
e
r
c
e
p
t
o
r
S
e
w
e
r
Real
i
g
n
m
e
n
t
-
E
a
s
t
S
e
g
m
e
n
t
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
5
5
4
4
1
SEW
E
R
R
E
P
L
Buena V
i
s
t
a
C
r
e
e
k
C
o
n
c
r
e
t
e
Channel
M
a
i
n
t
e
n
a
n
c
e
a
t
E
l
Camino
R
e
a
l
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
6
6
1
9
1
G
C
C
66192
IRF
Busine
s
s
P
a
r
k
R
e
c
r
e
a
Ɵ
o
n
a
l
Faci
l
i
t
y
(
P
a
r
Ɵ
a
l
F
u
n
d
i
n
g
)
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
0
4
1
Z
O
N
E
5
Calav
e
r
a
H
i
l
l
s
C
o
m
m
u
n
i
t
y
C
e
n
t
e
r
Refurb
i
s
h
m
e
n
t
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
4
7
4
6
1
IRF
Calav
e
r
a
H
i
l
l
s
C
o
m
m
u
n
i
t
y
P
a
r
k
Gateway
I
m
p
r
o
v
e
m
e
n
t
s
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
4
6
0
1
1
G
C
C
Camino
D
e
L
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s
C
o
c
h
e
s
a
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L
a
Costa
A
v
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c
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C
o
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.
.
NO
D
i
s
t
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c
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4
C
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i
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c
a
l
6
3
2
5
1
G
A
S
T
A
X
Camino
H
i
l
l
s
a
n
d
J
a
c
k
s
p
a
r
D
r
i
v
e
Slope
S
t
a
b
i
l
i
z
a
Ɵ
o
n
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
6
0
3
0
1
GCC
Cannon Road
a
n
d
P
a
s
e
o
d
e
l
Norte
S
u
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t
a
i
n
a
b
l
e
M
o
b
i
l
i
t
y
P
l
a
n
.
.
YES
D
i
s
t
r
i
c
t
2
H
i
g
h
6
0
9
5
1
G
A
S
T
A
X
Cannon Road
L
i
Ō
S
t
a
Ɵ
o
n
Improvemen
t
s
YES
D
i
s
t
r
i
c
t
2
H
i
g
h
5
5
5
2
1
SEW
E
R
R
E
P
L
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
a
n
d
Tamarack
A
v
e
n
u
e
P
e
d
e
s
t
r
i
a
n
Improvemen
t
s
NO
D
i
s
t
r
i
c
t
1
H
i
g
h
6
0
5
8
1
G
A
S
T
A
X
60583
TRANSNET-LOC
Carl
s
b
a
d
B
o
u
l
e
v
a
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L
a
n
e
ReducƟon and
E
d
g
e
S
t
r
i
p
i
n
g
YES
MulƟpl
eDis
t
r
i
c
t
s
High
6
0
9
6
1
G
A
S
T
A
X
Carl
s
b
a
d
B
o
u
l
e
v
a
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d
M
e
d
i
a
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-
Tamarack
A
v
e
n
u
e
t
o
P
i
n
e
A
v
e
n
u
e
NO
D
i
s
t
r
i
c
t
1
L
o
w
1
9
0
7
1
GAS TAX
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
P
e
d
e
s
t
r
i
a
n
Improvemen
t
P
r
o
j
e
c
t
YES
D
i
s
t
r
i
c
t
1
H
i
g
h
6
0
9
7
1
G
A
S
T
A
X
60972
FED GRNT
Carl
s
b
a
d
B
o
u
l
e
v
a
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P
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s
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a
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LighƟng-TamaracktoSt
a
t
e
S
t
r
e
.
.
NO
D
i
s
t
r
i
c
t
1
H
i
g
h
6
0
6
8
1
T
R
A
N
S
N
E
T
-
L
O
C
3,590,
0
0
0
-
-
-
1,030
,
0
0
0
1,280,
0
0
0
1,280
,
0
0
0
-
-
4,112,
7
5
0
-
-
-
-
-
-
2,500
,
0
0
0
1,612,
7
5
0
6,199,
0
0
0
-
-
-
-
-
-
-
6,199,
0
0
0
3,477,
5
1
1
-
-
-
500,000
500,000
250,000
500,000
1,727,
5
1
1
1,150,
0
0
0
-
-
-
-
-
-
-
1,150,
0
0
0
4,458,
6
8
6
-
-
-
-
-
3,500
,
0
0
0
-2,
7
9
9
,
8
1
3
3,758,
4
9
9
550,000
-
-
-
-
-
-
-
550,000
2,533,
0
0
0
-
-
-
-
-
2,026
,
0
0
0
-
507,000
1,250,
0
0
0
-
-
-
-
-
-
-
1,250,
0
0
0
-
3,
5
5
0
,
0
0
0
-
-
-
-
730,000
2,820
,
0
0
0
-
4,760,
0
0
0
4,760
,
0
0
0
-
-
-
-
-
-
-
685,000
-
-
-
-
-
-
540,000
145,000
1,407,
8
5
0
-
-
-
-
-
-
101,000
1,30
6
,850
850,000
-
-
-
-
-
500,000
100,000
250,000
859,400
-
-
-
-
-
-
700,000
159,400
60
,
0
0
0
-
-
-
-
-
-
60,000
-
-
680
,
0
00
-
-
-
-
530,000
150,000
-
1,576,
0
0
0
-
-
-
-
-
-
-
1,576,
0
0
0
1,054,
0
0
0
-
-
-
-
-
-
-
1,054,
0
0
0
300,000
-
-
-
-
-
-
300,000
-
2,763,
0
0
0
2,763
,
0
0
0
-
-
-
-
-
-
-
10
8
,400
-
-
-
-
-
-
108,400
-
-
-
-
-
-
-
591,600
-
Al
l
P
r
o
j
e
c
t
s
59
1
,
6
0
0
I-36
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Carl
s
b
a
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B
o
u
l
e
v
a
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d
P
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d
e
s
t
r
i
a
n
Improvemen
t
P
r
o
j
e
c
t
YES
D
i
s
t
r
i
c
t
1
H
i
g
h
6
0
9
7
2
FED GRNT
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
P
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d
e
s
t
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a
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LighƟng
-
T
a
m
a
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a
c
k
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o
S
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S
t
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e
.
.
NO
D
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s
t
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c
t
1
H
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g
h
6
0
6
8
1
T
R
A
N
S
N
E
T
-
L
O
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Carl
s
b
a
d
B
o
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v
a
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R
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a
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n
m
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t
N
O
MulƟpl
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c
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s
Medium
6
0
3
1
1
TRANSNET-LOC
Carl
s
b
a
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B
o
u
l
e
v
a
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Real
i
g
n
m
e
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t
/
P
a
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m
a
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A
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p
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t
R
.
.
NO
D
i
s
t
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c
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2
L
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1
9
0
8
1
T
I
F
Carl
s
b
a
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B
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v
a
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Real
i
g
n
m
e
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t
/
P
a
l
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m
a
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A
i
r
p
o
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t
R
.
.
NO
D
i
s
t
r
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c
t
2
L
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1
9
0
9
1
TIF
Carl
s
b
a
d
B
o
u
l
e
v
a
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d
W
a
t
e
r
l
i
n
e
Replac
e
m
e
n
t
a
t
T
e
r
r
a
m
a
r
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
5
0
4
8
1
W
A
T
E
R
R
E
P
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Carl
s
b
a
d
B
o
u
l
e
v
a
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d
W
i
d
e
n
i
n
g
Mountai
n
V
i
e
w
D
r
i
v
e
t
o
Northe
r
l
y
C
i
t
y
L
i
m
i
t
s
NO
D
i
s
t
r
i
c
t
1
L
o
w
1
9
1
0
1
TIF
19102
T
I
F
Carl
s
b
a
d
V
i
l
l
a
g
e
D
r
i
v
e
a
n
d
G
r
a
n
d
Avenue Pedes
t
r
i
a
n
a
n
d
C
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s
s
i
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g
.
.
NO
D
i
s
t
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c
t
1
M
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d
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1
9
1
2
1
TRANSNET-LOC
Carl
s
b
a
d
V
i
l
l
a
g
e
D
r
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v
e
W
i
d
e
n
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-
PonƟac Dr
i
v
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t
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V
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c
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o
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a
A
v
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n
u
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NO
MulƟpl
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r
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c
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s
Low
1
9
1
3
1
T
I
F
Carl
s
b
a
d
W
a
t
e
r
R
e
c
y
c
l
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F
a
c
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l
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y
(Enc
i
n
a
C
a
p
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t
a
l
P
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o
j
e
c
t
s
)
NO
D
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s
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c
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3
C
r
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Ɵ
c
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5
2
0
3
1
WATER REPL
52032
R
E
C
L
R
E
P
L
Carl
s
b
a
d
W
a
t
e
r
R
e
c
y
c
l
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n
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F
a
c
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l
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y
Ir
r
i
g
a
Ɵ
o
n
a
n
d
L
a
n
d
s
c
a
p
e
NO
D
i
s
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r
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c
t
3
L
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w
5
2
1
3
1
RECL
R
E
P
L
Carl
s
b
a
d
W
a
t
e
r
R
e
c
y
c
l
i
n
g
F
a
c
i
l
i
t
y
Roof
R
e
p
l
a
c
e
m
e
n
t
YES
D
i
s
t
r
i
c
t
3
L
o
w
4
7
4
9
1
R
E
C
L
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P
L
Cathodi
c
P
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t
e
c
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o
n
P
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g
r
a
m
N
O
MulƟpl
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s
Cri
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c
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5
0
0
7
1
WATER REPL
CFD#1 Adm
i
n
i
s
t
r
a
Ɵ
o
n
N
O
MulƟpl
e Dis
t
r
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c
t
s
Low
1
9
1
5
1
C
F
D
#
1
Chestnut
A
v
e
n
u
e
C
o
m
p
l
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t
e
Stree
t
I
m
p
r
o
v
e
m
e
n
t
s
-
V
a
l
l
e
y
t
o
.
.
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
1
9
1
6
1
TRANSNET-LOC
Chestnut
C
o
m
p
l
e
t
e
S
t
r
e
e
t
I
-
5
t
o
Rai
l
r
o
a
d
P
r
o
j
e
c
t
S
t
u
d
y
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
6
0
6
9
1
T
R
A
N
S
N
E
T
-
L
O
C
Chestnut
U
n
d
e
r
p
a
s
s
P
u
b
l
i
c
A
r
t
Proj
e
c
t
YES
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
6
0
9
8
1
GCC
Chri
s
Ɵ
a
n
s
e
n
W
a
y
I
m
p
r
o
v
e
m
e
n
t
s
N
O
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
1
9
1
7
1
T
R
A
N
S
N
E
T
-
L
O
C
Ci
t
y
F
a
c
i
l
i
t
y
A
c
c
e
s
s
i
b
i
l
i
t
y
Upgrades
NO
MulƟpl
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t
r
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c
t
s
Medium
4
7
2
7
1
GCC
Ci
t
y
F
a
c
i
l
i
t
y
S
a
f
e
t
y
a
n
d
P
a
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k
i
n
g
Lot
L
i
g
h
Ɵ
n
g
A
s
s
e
s
s
m
e
n
t
NO
MulƟpl
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t
r
i
c
t
s
High
6
0
7
4
1
I
R
F
Ci
t
y
H
a
l
l
C
o
m
p
l
e
x
NO
MulƟpl
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t
r
i
c
t
s
Cri
Ɵ
c
a
l
4
0
0
8
1
CFD#1
Ci
t
y
H
a
l
l
C
o
m
p
l
e
x
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
D
i
s
t
r
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c
t
1
M
e
d
i
u
m
4
7
1
8
1
I
R
F
Ci
t
y
H
a
l
l
E
x
t
e
r
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o
r
R
e
f
u
r
b
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s
h
m
e
n
t
N
O
D
i
s
t
r
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c
t
1
C
r
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c
a
l
4
7
2
5
1
GCC
66082
G
A
S
T
A
X
1,325,
0
0
0
-
-
-
-
-
-
-
1,325,
0
0
0
1,779,
0
2
6
-
-
-
-
-
-
-
1,779,
0
2
6
932,000
932,000
-
-
-
-
-
-
-
3,681,
0
0
0
3,681
,
0
0
0
-
-
-
-
-
-
-
5,080,
0
0
0
-
-
-
-
-
1,650
,
0
0
0
1,000
,
0
0
0
2,430,
0
0
0
984,000
984,000
-
-
-
-
-
-
-
1,274,
0
0
0
1,274
,
0
0
0
-
-
-
-
-
-
-
1,320,
0
0
0
-
-
-
-
-
1,320
,
0
0
0
-
-
3,102,
0
0
0
3,102
,
0
0
0
-
-
-
-
-
-
-
599,944
-
-
-
-
-
-
-109,
4
4
6
709,390
7,336,
7
1
0
1,300
,
0
0
0
1,200
,
0
0
0
200,000
310,000
320,000
315,000
1,460
,
0
0
0
2,231,
7
1
0
175,000
-
-
-
-
-
-
-
175,000
22
5
,000
-
-
-
-
-
-
225,000
-
2,906,
7
0
0
280,000
260,000
190,000
190,000
190,000
190,000
180,000
1,426,
7
0
0
440,000
-
-
-
110,000
110,000
110,000
110,000
-
1,080,
0
0
0
-
-
-
-
-
1,080
,
0
0
0
-
-
85,000
-
-
-
-
-
85,000
-
-
-
2
5
0
,
0
0
0
-
-
-
-
150,000
100,000
-
310,000
-
-
-
-
-
310,000
-
-
500,000
-
-
-
-
-
-
-
500,000
1,910,
0
0
0
-
-
-
-
-
-
500,000
1,410,
0
0
0
51,028
,
1
0
5
-
50,000,
0
0
0
-
-
-
-
-
1,028,
1
0
5
1,144,
0
0
0
-
-
-
-
-
-
85,000
1,059,
0
0
0
2,250,
0
0
0
-
-
-
-
-
-
-
2,250,
0
0
0
Al
l
P
r
o
j
e
c
t
s
I-37
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Ci
t
y
H
a
l
l
E
x
t
e
r
i
o
r
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
D
i
s
t
r
i
c
t
1
C
r
i
Ɵ
c
a
l
4
7
2
5
1
GCC
Ci
t
y
w
i
d
e
D
r
a
i
n
a
g
e
I
m
p
r
o
v
e
m
e
n
t
Program
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
6
0
8
2
G
A
S
T
A
X
66083
IRF
Ci
t
y
w
i
d
e
S
t
r
e
e
t
L
i
g
h
Ɵ
n
g
P
r
o
g
r
a
m
N
O
MulƟpl
eDis
t
r
i
c
t
s
Medium
6
0
9
2
1
G
A
S
T
A
X
Ci
t
y
w
i
d
e
T
h
e
r
m
o
p
l
a
s
Ɵ
c
Pavement Mark
i
n
g
s
NO
MulƟpl
e Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
6
0
9
3
1
GAS TAX
Cole
L
i
b
r
a
r
y
E
x
p
a
n
s
i
o
n
N
O
D
i
s
t
r
i
c
t
1
L
o
w
1
9
2
1
1
C
F
D
#
1
19212
PFF
19213
G
C
C
Cole
L
i
b
r
a
r
y
S
e
c
u
r
i
t
y
F
e
n
c
i
n
g
Y
E
S
D
i
s
t
r
i
c
t
1
L
o
w
4
7
5
0
1
IRF
Col
l
e
g
e
B
o
u
l
e
v
a
r
d
-
C
a
n
n
o
n
R
o
a
d
To Badge
r
L
a
n
e
(
3
7
5
Z
o
n
e
)
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
5
0
1
3
1
W
A
T
E
R
C
O
N
N
Col
l
e
g
e
B
o
u
l
e
v
a
r
d
-
C
a
n
n
o
n
R
o
a
d
To Badge
r
L
a
n
e
(
4
9
0
Z
o
n
e
)
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
5
0
1
2
1
WATER CONN
Col
l
e
g
e
B
o
u
l
e
v
a
r
d
R
e
a
c
h
A
a
n
d
Cannon Road
R
e
a
c
h
4
A
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
3
6
3
6
2
O
T
H
E
R
36363
PLDB
36364
T
R
A
N
S
N
E
T
-
L
O
C
Concret
e
R
e
p
a
i
r
/
R
e
p
l
a
c
e
m
e
n
t
Program
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Medium
6
0
1
3
2
GAS TAX
60133
R
M
R
A
Cres
t
v
i
e
w
D
r
i
v
e
T
r
a
n
s
m
i
s
s
i
o
n
Main
NO
D
i
s
t
r
i
c
t
2
L
o
w
5
0
3
3
1
WATER REPL
Curb
I
n
l
e
t
F
i
l
t
e
r
R
e
t
r
o
f
i
t
P
r
o
g
r
a
m
N
O
MulƟpl
eDis
t
r
i
c
t
s
Medium
6
6
2
6
1
I
R
F
Desal
i
n
a
t
e
d
W
a
t
e
r
F
l
o
w
C
o
n
t
r
o
l
Faci
l
i
t
y
N
o
.
5
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
5
0
3
8
1
WATER CONN
DM
P
F
a
c
i
l
i
t
y
A
A
A
(
J
e
f
f
e
r
s
o
n
Stree
t
)
NO
D
i
s
t
r
i
c
t
1
L
o
w
1
9
2
3
1
P
L
D
A
DM
P
F
a
c
i
l
i
t
y
A
A
A
A
(
M
a
d
i
s
o
n
Stree
t
)
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
1
9
2
4
1
PLDA
DM
P
F
a
c
i
l
i
t
y
A
C
(
H
i
g
h
l
a
n
d
D
r
i
v
e
Drai
n
a
g
e
P
r
o
j
e
c
t
)
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
6
6
0
9
1
P
L
D
A
DM
P
F
a
c
i
l
i
t
y
A
F
A
(
H
i
d
d
e
n
V
a
l
l
e
y
Drai
n
a
g
e
R
e
s
t
o
r
a
Ɵ
o
n
a
n
d
E
n
h
a
n
.
.
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
2
5
1
PLDA
DM
P
F
a
c
i
l
i
t
y
A
F
B
(
C
a
l
a
v
e
r
a
H
i
l
l
s
Drai
n
a
g
e
R
e
s
t
o
r
a
Ɵ
o
n
a
n
d
E
n
h
a
n
.
.
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
2
6
1
P
L
D
A
DM
P
F
a
c
i
l
i
t
y
B
B
1
a
n
d
2
(Washi
n
g
t
o
n
S
t
r
e
e
t
)
NO
D
i
s
t
r
i
c
t
1
L
o
w
1
9
2
7
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
C
B
(
M
a
g
n
o
l
i
a
Avenue)
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
1
9
2
8
1
P
L
D
B
6,090,
5
9
4
-
-
-
-
-
-
-
6,090,
5
9
4
8,721,
5
0
0
1,325
,
0
0
0
1,325
,
0
0
0
265,000
265,000
265,000
595,000
2,297
,
5
0
0
2,384,
0
0
0
150,000
-
-
-
-
-
-
-
150,000
50,000
-
-
-
-
-
-
-
50,000
5,988,
0
0
0
5,988
,
0
0
0
-
-
-
-
-
-
-
11,936
,
0
0
0
11,936
,
0
0
0
-
-
-
-
-
-
-
1,000,
0
0
0
1,000
,
0
0
0
-
-
-
-
-
-
-
-
17
0
,
000
-
-
-
-
130,000
40,000
-
1,095,
0
0
0
-
-
-
-
-
844,817
-809,
8
1
7
1,060,
0
0
0
1,460,
0
0
0
-
-
-
-
-
1,160
,
0
0
0
-790,
0
0
0
1,090,
0
0
0
1,713,
0
0
2
-
-
-
-
-
-
-
1,713,
0
0
2
-
-
-
-
-
-
-
-
-
2,705,
0
0
0
-
-
-
-
1,500,
0
0
0
-
-
1,205,
0
0
0
2,933,
0
0
0
-
-
-
-
-
-
-
2,933,
0
0
0
5,837,
0
0
0
1,250
,
0
0
0
1,250
,
0
0
0
750,000
620,000
620,000
620,000
620,000
107,000
800,000
-
-
-
-
-
500,000
60,000
240,000
3,230,
0
0
0
-
1,500
,
0
0
0
300,000
300,000
300,000
300,000
300,000
230,000
10,104
,
3
0
0
-
-
-
-
-
-
7,950
,
0
0
0
2,154,
3
0
0
289,534
289,534
-
-
-
-
-
-
-
416,500
416,500
-
-
-
-
-
-
-
921,408
921,408
-
-
-
-
-
-
-
91,608
91,608
-
-
-
-
-
-
-
163,164
163,164
-
-
-
-
-
-
-
1,086,
0
6
5
1,086
,
0
6
5
-
-
-
-
-
-
-
Al
l
P
r
o
j
e
c
t
s
I-38
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
DM
P
F
a
c
i
l
i
t
y
B
B
1
a
n
d
2
(Washi
n
g
t
o
n
S
t
r
e
e
t
)
NO
D
i
s
t
r
i
c
t
1
L
o
w
1
9
2
7
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
C
B
(
M
a
g
n
o
l
i
a
Avenue)
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
1
9
2
8
1
P
L
D
B
DM
P
F
a
c
i
l
i
t
y
B
F
A
(
C
o
u
n
t
r
y
S
t
o
r
e
)
N
O
D
i
s
t
r
i
c
t
2
H
i
g
h
6
6
2
7
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
F
B
-
L
a
n
d
B
F
B
-
1
(Tamarack
a
n
d
E
l
C
a
m
i
n
o
R
e
a
l
P
l
.
.
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
2
9
1
P
L
D
B
DM
P
F
a
c
i
l
i
t
y
B
F
B
-
U
(
E
l
C
a
m
i
n
o
Real
)
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
6
6
2
2
1
PLDB
66222
I
R
F
DM
P
F
a
c
i
l
i
t
y
B
L
-
L
(
C
o
l
l
e
g
e
Boulev
a
r
d
B
r
i
d
g
e
R
e
i
m
b
u
r
s
e
m
e
.
.
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
3
0
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
L
-
U
(
C
o
l
l
e
g
e
Boulev
a
r
d
)
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
3
1
1
P
L
D
B
DM
P
F
a
c
i
l
i
t
y
B
M
(Canta
r
i
n
i
/
C
o
l
l
e
g
e
B
o
u
l
e
v
a
r
d
B
o
.
.
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
3
2
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
Q
(
S
u
n
n
y
C
r
e
e
k
)
N
O
D
i
s
t
r
i
c
t
2
L
o
w
1
9
3
3
1
P
L
D
B
DM
P
F
a
c
i
l
i
t
y
B
R
(Canta
r
i
n
i
/
C
o
l
l
e
g
e
B
o
u
l
e
v
a
r
d
P
i
p
.
.
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
3
4
1
PLDB
DM
P
F
a
c
i
l
i
t
y
C
2
(
P
a
s
e
o
D
e
l
N
o
r
t
e
)
N
O
D
i
s
t
r
i
c
t
3
L
o
w
1
9
3
5
1
P
L
D
C
DM
P
F
a
c
i
l
i
t
y
C
A
(
A
v
e
n
i
d
a
Enci
n
a
s
)
NO
D
i
s
t
r
i
c
t
3
L
o
w
1
9
3
6
1
PLDC
DM
P
F
a
c
i
l
i
t
y
D
B
B
(
A
v
e
n
i
d
a
Enci
n
a
s
)
NO
D
i
s
t
r
i
c
t
4
L
o
w
1
9
3
8
1
P
L
D
D
DM
P
F
a
c
i
l
i
t
y
D
F
A
(
B
a
Ɵ
q
u
i
t
o
s
Lagoon S
t
o
r
m
w
a
t
e
r
T
r
e
a
t
m
e
n
t
)
NO
D
i
s
t
r
i
c
t
4
L
o
w
1
9
3
9
1
PLDD
DM
P
F
a
c
i
l
i
t
y
D
H
(
A
l
Ɵ
v
e
P
l
a
c
e
Canyon Res
t
o
r
a
Ɵ
o
n
)
NO
D
i
s
t
r
i
c
t
3
L
o
w
1
9
4
0
1
P
L
D
D
DM
P
F
a
c
i
l
i
t
y
D
Q
B
(
L
a
C
o
s
t
a
T
o
w
n
Center
)
NO
D
i
s
t
r
i
c
t
4
M
e
d
i
u
m
1
9
4
1
1
PLDD
DM
P
F
a
c
i
l
i
t
y
D
Z
(
P
o
i
n
s
e
ƫ
a
L
a
n
e
)
N
O
D
i
s
t
r
i
c
t
3
H
i
g
h
1
9
4
2
1
P
L
D
D
Dove L
i
b
r
a
r
y
L
i
g
h
Ɵ
n
g
Improvemen
t
s
NO
D
i
s
t
r
i
c
t
3
L
o
w
4
0
8
1
1
GCC
Dove L
i
b
r
a
r
y
P
a
r
k
i
n
g
L
o
t
RenovaƟon
NO
D
i
s
t
r
i
c
t
3
M
e
d
i
u
m
4
7
4
4
1
G
C
C
Drai
n
a
g
e
M
a
s
t
e
r
P
l
a
n
F
a
c
i
l
i
t
y
D
B
A
(Poi
n
s
e
ƫ
a
V
i
l
l
a
g
e
)
NO
D
i
s
t
r
i
c
t
4
L
o
w
1
9
3
7
1
PLDD
Drai
n
a
g
e
M
a
s
t
e
r
P
l
a
n
U
p
d
a
t
e
N
O
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
6
2
3
1
P
L
D
A
66232
PLDB
66233
P
L
D
C
66234
PLDD
El
C
a
m
i
n
o
R
e
a
l
a
n
d
A
g
u
a
HediondaCreekBr
i
d
g
e
R
a
i
l
i
n
g
a
.
.
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
6
0
5
6
1
I
R
F
468,096
468,096
-
-
-
-
-
-
-
1,241,
6
4
9
-
-
-
-
-
-
-
1,
2
4
1
,
6
4
9
904,329
904,329
-
-
-
-
-
-
-
891,220
-
-
-
-
-
-
-
891,220
1,
5
7
8
,
0
0
0
30,000
30,000
6,000
6,000
6,000
750,000
750,000
-
1,816,
1
0
1
-
1,816
,
1
0
1
-
-
-
-
-
-
384,509
384,509
-
-
-
-
-
-
-
204,077
204,077
-
-
-
-
-
-
-
131,355
131,355
-
-
-
-
-
-
-
180,773
180,773
-
-
-
-
-
-
-
727,730
727,730
-
-
-
-
-
-
-
529,402
529,402
-
-
-
-
-
-
-
429,108
429,108
-
-
-
-
-
-
-
256,423
256,423
-
-
-
-
-
-
-
232,812
232,812
-
-
-
-
-
-
-
745,842
745,842
-
-
-
-
-
-
-
642,063
642,063
-
-
-
-
-
-
-
225,000
-
-
-
-
-
-
-
225,000
475,000
-
-
-
-
-
-
-
475,000
167,215
167,215
-
-
-
-
-
-
-
191,512
-
-
-
-
-
-
25,000
166,512
558,000
-
-
-
-
-
-
-
558,000
146,890
-
-
-
-
-
-
25,000
121,890
234,598
-
-
-
-
-
-
25,000
209,598
Al
l
P
r
o
j
e
c
t
s
I-39
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Drai
n
a
g
e
M
a
s
t
e
r
P
l
a
n
U
p
d
a
t
e
N
O
MulƟpl
e Dis
t
r
i
c
t
s
High
6
6
2
3
4
PLDD
El
C
a
m
i
n
o
R
e
a
l
a
n
d
A
g
u
a
Hedionda
C
r
e
e
k
B
r
i
d
g
e
R
a
i
l
i
n
g
a
.
.
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
6
0
5
6
1
I
R
F
El
C
a
m
i
n
o
R
e
a
l
a
n
d
C
a
n
n
o
n
R
o
a
d
Int
e
r
s
e
c
Ɵ
o
n
I
m
p
r
o
v
e
m
e
n
t
s
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
6
0
4
2
1
TIF
60422
G
A
S
T
A
X
El
C
a
m
i
n
o
R
e
a
l
a
n
d
C
a
r
l
s
b
a
d
Vi
l
l
a
g
e
D
r
i
v
e
D
u
a
l
L
e
Ō
T
u
r
n
s
NO
D
i
s
t
r
i
c
t
1
L
o
w
1
9
4
3
1
TIF
El
C
a
m
i
n
o
R
e
a
l
a
n
d
C
o
l
l
e
g
e
Boulev
a
r
d
I
n
t
e
r
s
e
c
Ɵ
o
n
Improvemen
t
s
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
6
0
7
1
1
G
A
S
T
A
X
60712
GCC
El
C
a
m
i
n
o
R
e
a
l
M
e
d
i
a
n
s
N
O
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Low
3
6
4
3
1
P
F
F
36432
GAS TAX
El
C
a
m
i
n
o
R
e
a
l
R
i
g
h
t
T
u
r
n
L
a
n
e
t
o
East
B
o
u
n
d
A
l
g
a
R
o
a
d
NO
D
i
s
t
r
i
c
t
3
L
o
w
1
9
4
4
1
T
I
F
El
C
a
m
i
n
o
R
e
a
l
W
i
d
e
n
i
n
g
-
A
r
e
n
a
l
Road t
o
L
a
C
o
s
t
a
A
v
e
n
u
e
NO
D
i
s
t
r
i
c
t
4
H
i
g
h
6
0
5
1
1
TIF
El
C
a
m
i
n
o
R
e
a
l
W
i
d
e
n
i
n
g
-
Poins
e
ƫ
a
L
a
n
e
t
o
C
a
m
i
n
o
V
i
d
a
Roble
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
6
0
7
2
1
T
R
A
N
S
N
E
T
-
L
O
C
60722
FED GRNT
El
C
a
m
i
n
o
R
e
a
l
W
i
d
e
n
i
n
g
-
S
u
n
n
y
Creek
t
o
J
a
c
k
s
p
a
r
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
6
0
9
4
1
T
R
A
N
S
N
E
T
-
L
O
C
El
F
u
e
r
t
e
L
i
Ō
S
t
a
Ɵ
o
n
P
u
m
p
AddiƟon
YES
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
5
5
5
3
1
SEW
E
R
C
O
N
N
Enci
n
a
C
a
p
i
t
a
l
P
r
o
j
e
c
t
s
N
O
MulƟpl
e Dis
t
r
i
c
t
s
High
5
8
0
1
1
S
E
W
E
R
R
E
P
L
Faraday
a
n
d
E
l
C
a
m
i
n
o
R
e
a
l
Sewer
R
e
p
l
a
c
e
m
e
n
t
-
O
r
i
o
n
t
o
P
.
.
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
5
5
3
9
1
SEW
E
R
C
O
N
N
Faraday
A
v
e
n
u
e
I
m
p
r
o
v
e
m
e
n
t
s
Y
E
S
D
i
s
t
r
i
c
t
2
H
i
g
h
6
0
9
9
1
G
C
C
Faraday
C
e
n
t
e
r
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
4
7
2
0
1
IRF
Fi
r
e
A
d
m
i
n
i
s
t
r
a
Ɵ
o
n
O
f
f
i
c
e
s
Y
E
S
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
4
0
8
9
1
G
C
C
Fi
r
e
F
l
o
w
C
a
p
a
c
i
t
y
S
y
s
t
e
m
Improvemen
t
s
NO
MulƟpl
eDis
t
r
i
c
t
s
High
5
0
4
3
1
WATER REPL
Fi
r
e
S
t
a
Ɵ
o
n
N
o
.
2
R
e
p
l
a
c
e
m
e
n
t
N
O
D
i
s
t
r
i
c
t
4
H
i
g
h
4
0
6
0
1
G
C
C
Fi
r
e
S
t
a
Ɵ
o
n
N
o
.
4
E
x
p
a
n
s
i
o
n
N
O
D
i
s
t
r
i
c
t
3
H
i
g
h
4
7
4
0
1
IRF
Fi
r
e
S
t
a
Ɵ
o
n
N
o
.
5
N
e
w
R
o
o
f
a
n
d
Storag
e
B
u
i
l
d
i
n
g
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
4
7
3
6
1
G
C
C
Fi
r
e
S
t
a
Ɵ
o
n
N
o
.
6
R
e
n
o
v
a
Ɵ
o
n
Y
E
S
D
i
s
t
r
i
c
t
4
L
o
w
4
7
5
1
1
IRF
Fi
r
e
S
t
a
Ɵ
o
n
s
N
o
.
1
a
n
d
N
o
.
5
Drai
n
a
g
e
I
m
p
r
o
v
e
m
e
n
t
s
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Medium
6
6
1
6
1
G
C
C
210,000
-
-
-
-
-
-
-
210,000
3,536,
0
0
0
-
-
-
-
-
-
-
3,536,
0
0
0
32
5
,000
-
-
-
-
-
-
51
2
,
0
0
0
3
2
5
,
0
0
0
1,132,
0
0
0
-
1,132
,
0
0
0
-
-
-
-
-
-
1,020,
0
0
0
-
-
-
-
-
-
75,000
945,000
131,000
-
-
-
-
-
-
-
131,000
695,781
-
-
-
-
-
-
-
695,781
904,530
-
-
-
-
-
-
-500,
0
0
0
1,404,
5
3
0
438,000
-
438,000
-
-
-
-
-
-
5,750,
0
0
0
-
-
-
-
-
2,500
,
0
0
0
50,000
3,200,
0
0
0
3,105,
0
0
0
-
-
-
-
-
-
1,550
,
0
0
0
1,555,
0
0
0
1,440,
0
0
0
-
-
-
-
-
-
-
1,440,
0
0
0
4,000,
0
0
0
-
-
-
-
-
-
-
4,000,
0
0
0
-
780
,
0
00
-
-
-
-
600,000
180,000
-
152,783
,
3
0
1
39,288
,
0
0
0
33,894,
0
0
0
8,240,
0
0
0
7,910
,
0
0
0
7,877,
0
0
0
6,751
,
0
0
0
6,822
,
0
0
0
42,001
,
3
0
1
1,340,
0
0
0
-
-
-
-
-
1,200
,
0
0
0
-
140,000
100,000
-
-
-
-
-
-
100,000
-
3,154,
3
8
0
-
-
-
-
-
-
-
3,154,
3
8
0
15
0
,000
-
-
-
-
-
-
150,000
-
2,174,
0
0
0
-
-
-
264,000
100,000
100,000
-
1,710,
0
0
0
13,000
,
0
0
0
-
-
-
-
-
-
-
13,000
,
0
0
0
267,410
-
-
-
-
-
-
-5,
0
6
7
,
5
9
0
5,335,
0
0
0
345,000
-
-
-
-
-
-
120,000
225,000
70,000
-
-
-
-
-
-
35,000
35,000
Al
l
P
r
o
j
e
c
t
s
I-40
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Fi
r
e
S
t
a
Ɵ
o
n
N
o
.
6
R
e
n
o
v
a
Ɵ
o
n
Y
E
S
D
i
s
t
r
i
c
t
4
L
o
w
4
7
5
1
1
IRF
Fi
r
e
S
t
a
Ɵ
o
n
s
N
o
.
1
a
n
d
N
o
.
5
Drai
n
a
g
e
I
m
p
r
o
v
e
m
e
n
t
s
NO
MulƟpl
e Dis
t
r
i
c
t
s
Medium
6
6
1
6
1
G
C
C
Flee
t
F
u
e
l
I
s
l
a
n
d
U
p
g
r
a
d
e
N
O
D
i
s
t
r
i
c
t
2
H
i
g
h
4
7
4
7
1
IRF
Flee
t
M
a
i
n
t
e
n
a
n
c
e
Refurb
i
s
h
m
e
n
t
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
4
7
1
4
1
I
R
F
47142
GCC
Foxes
L
a
n
d
i
n
g
L
i
Ō
S
t
a
Ɵ
o
n
Wetwel
l
a
n
d
P
u
m
p
R
e
p
l
a
c
e
m
e
n
t
NO
D
i
s
t
r
i
c
t
1
C
r
i
Ɵ
c
a
l
5
5
2
6
1
S
E
W
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R
R
E
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T
a
x
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r
a
n
s
f
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o
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r
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s
p
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.
NO
MulƟpl
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s
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GAS TAX
Guardra
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l
R
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p
l
a
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m
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t
a
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Improvemen
t
P
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r
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m
NO
MulƟpl
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c
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s
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6
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8
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1
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m
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7
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High
6
6
2
4
1
I
R
F
Hosp Gr
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e
P
a
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k
I
m
p
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e
m
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t
s
N
O
D
i
s
t
r
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c
t
1
L
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4
7
2
8
1
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Hydroel
e
c
t
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c
G
e
n
e
r
a
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o
n
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t
Water
F
a
c
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l
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s
NO
D
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s
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c
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2
M
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d
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5
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5
9
1
W
A
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N
N
Int
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l
l
i
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e
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t
T
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f
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D
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s
N
O
MulƟpl
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t
r
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c
t
s
Low
6
6
3
4
1
GAS TAX
Jefferso
n
S
t
r
e
e
t
S
u
s
t
a
i
n
a
b
l
e
Mobi
l
i
t
y
P
l
a
n
I
m
p
r
o
v
e
m
e
n
t
s
YES
D
i
s
t
r
i
c
t
1
H
i
g
h
6
1
0
0
1
G
A
S
T
A
X
Kel
l
y
D
r
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v
e
a
n
d
P
a
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k
D
r
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v
e
Com
p
l
e
t
e
S
t
r
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e
t
I
m
p
r
o
v
e
m
e
n
t
s
NO
M
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l
Ɵ
p
l
e
Dis
t
r
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c
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s
Cri
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c
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l
6
0
7
5
1
TRANSNET-LOC
60753
G
A
S
T
A
X
60754
PFF
Kel
l
y
D
r
i
v
e
C
h
a
n
n
e
l
R
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p
a
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r
N
O
D
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s
t
r
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c
t
2
M
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d
i
u
m
6
6
0
6
1
I
R
F
La Cos
t
a
A
v
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n
u
e
S
u
s
t
a
i
n
a
b
l
e
Mobi
l
i
t
y
P
l
a
n
I
m
p
r
o
v
e
m
e
n
t
s
YES
D
i
s
t
r
i
c
t
4
H
i
g
h
6
1
0
1
1
GAS TAX
La Cos
t
a
A
v
e
n
u
e
T
r
a
f
f
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c
Improvemen
t
s
NO
D
i
s
t
r
i
c
t
4
M
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d
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6
0
7
6
1
G
A
S
T
A
X
Laguna Dr
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v
e
S
t
o
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m
D
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n
N
O
D
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s
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r
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c
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1
M
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d
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6
6
2
8
1
GAS TAX
Lake
C
a
l
a
v
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r
a
O
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t
l
e
t
Improvemen
t
s
NO
D
i
s
t
r
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c
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2
H
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5
0
5
4
1
G
C
C
Lake
C
a
l
a
v
e
r
a
R
e
s
e
r
v
o
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r
Main
t
e
n
a
n
c
e
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
5
0
4
9
2
GCC
Lake
C
a
l
a
v
e
r
a
T
r
a
i
l
s
M
a
s
t
e
r
Plan
/
C
o
n
s
t
r
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c
Ɵ
o
n
(
P
r
o
p
C
)
NO
D
i
s
t
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t
2
M
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d
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m
3
8
6
6
1
G
C
C
Las
F
l
o
r
e
s
D
r
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v
e
S
u
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t
a
i
n
a
b
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e
Mobi
l
i
t
y
P
l
a
n
I
m
p
r
o
v
e
m
e
n
t
s
YES
D
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s
t
r
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1
H
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h
T
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m
p
1
GAS TAX
Las
P
a
l
m
a
s
R
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o
f
R
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p
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m
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t
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E
S
D
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s
t
r
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c
t
2
M
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d
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4
7
5
2
1
I
R
F
280,000
-
-
-
-
-
-
-200,
0
0
0
480,000
1,663,
0
0
0
-
-
-
-
-
-
1,500
,
0
0
0
163
,00
0
2,074,
0
0
0
-
-
-
-
-
-
700,000
1,374,
0
0
0
896,100
-
-
-
-
-
-
-
896,100
5,692,
0
0
0
-
-
-
-
-
-
200,000
5,492,
0
0
0
9,000,
0
0
0
3,000
,
0
0
0
3,000
,
0
0
0
600,000
600,000
600,000
600,000
600,000
-
300,000
-
-
-
-
-
-
150,000
150,000
305,000
-
-
-
-
-
140,000
-
165,000
510,000
-
-
-
-
-
-
-
510,000
1,757,
0
0
0
-
-
-
-
-
195,000
-
1,562,
0
0
0
2,275,
0
0
0
-
-
-
-
-
1,875
,
0
0
0
200,000
200,000
200,000
-
-
-
-
-
-
-
200,000
75
,0
0
0
-
-
-
-
-
-
75,000
-
4,175,
0
0
0
-
-
-
-
-
-
-
4,175,
0
0
0
130,000
-
-
-
-
-
-
-
130,000
1,
0
8
5
,
0
0
0
-
-
-
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-
1,085
,
0
0
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1,041,
0
0
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-
-
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-
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1,041,
0
0
0
11
0
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-
-
-
-
-
-
110,000
-
863,000
-
-
-
-
-
741,700
100,000
21,300
2,750,
0
0
0
-
1,494
,
0
0
0
1,000,
0
0
0
-
-
-
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0
0
0
456,000
1,436,
0
0
1
-
-
-
-
-
-
40,000
1,396,
0
0
1
531,001
-
-
-
-
-
-
-
531,001
1,128,
2
5
0
-
-
-
-
-
-
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1,128,
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5
0
85,000
-
-
-
-
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85,000
-
-
Al
l
P
r
o
j
e
c
t
s
I-41
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
LasFl
o
r
e
s
D
r
i
v
e
S
u
s
t
a
i
n
a
b
l
e
Mobi
l
i
t
y
P
l
a
n
I
m
p
r
o
v
e
m
e
n
t
s
YES
D
i
s
t
r
i
c
t
1
H
i
g
h
T
e
m
p
1
GAS TAX
Las
P
a
l
m
a
s
R
o
o
f
R
e
p
l
a
c
e
m
e
n
t
Y
E
S
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
4
7
5
2
1
I
R
F
Las
P
a
l
m
a
s
T
r
u
n
k
S
e
w
e
r
N
O
D
i
s
t
r
i
c
t
2
H
i
g
h
5
5
4
0
1
SEW
E
R
C
O
N
N
LeŌ Tu
r
n
L
a
n
e
E
x
t
e
n
s
i
o
n
s
N
O
MulƟpl
eDis
t
r
i
c
t
s
High
6
0
7
7
1
G
A
S
T
A
X
Leo Ca
r
r
i
l
l
o
R
a
n
c
h
P
a
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k
P
h
a
s
e
3
-
Stabl
e
s
R
e
s
t
o
r
a
Ɵ
o
n
a
n
d
Rest
r
o
o
m
C
o
n
s
t
r
u
c
Ɵ
o
n
NO
D
i
s
t
r
i
c
t
2
L
o
w
4
6
0
2
1
PFF
46022
P
I
L
-
S
E
46023
PFF
Leo Ca
r
r
i
l
l
o
R
a
n
c
h
R
o
o
f
R
e
p
a
i
r
s
N
O
D
i
s
t
r
i
c
t
2
H
i
g
h
4
7
4
8
1
I
R
F
Lib
r
a
r
y
F
i
r
e
A
l
a
r
m
P
a
n
e
l
Upgrades
NO
MulƟpl
e Dis
t
r
i
c
t
s
Low
4
7
4
1
1
IRF
Limi
t
e
d
A
c
c
e
s
s
P
i
p
e
l
i
n
e
RelocaƟon
P
r
o
g
r
a
m
NO
MulƟpl
eDis
t
r
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c
t
s
Cri
Ɵ
c
a
l
5
0
3
5
1
W
A
T
E
R
R
E
P
L
Loan
r
e
p
a
y
-
P
a
r
k
-
i
n
-
L
i
e
u
S
W
t
o
Publ
i
c
F
a
c
i
l
i
t
y
F
e
e
F
u
n
d
NO
N
u
l
l
N
u
l
l
N
u
l
l
PIL
-
S
W
Loan Repay
-
S
e
w
e
r
C
o
n
n
t
o
Sewer
R
e
p
l
NO
N
u
l
l
N
u
l
l
N
u
l
l
S
E
W
E
R
C
O
N
N
Loan Repayment
P
a
r
k
-
i
n
-
L
i
e
u
N
E
to
P
u
b
l
i
c
F
a
c
i
l
i
t
y
F
e
e
F
u
n
d
NO
N
u
l
l
N
u
l
l
N
u
l
l
PIL
-
N
E
Maerk
l
e
F
a
c
i
l
i
t
y
I
m
p
r
o
v
e
m
e
n
t
s
N
O
D
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s
t
r
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c
t
2
C
r
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Ɵ
c
a
l
5
0
0
9
1
W
A
T
E
R
R
E
P
L
Maerk
l
e
R
e
s
e
r
v
o
i
r
F
l
o
a
Ɵ
n
g
C
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v
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r
Replac
e
m
e
n
t
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
5
0
3
6
1
WATER REPL
Maerk
l
e
R
e
s
e
r
v
o
i
r
S
o
l
a
r
P
r
o
j
e
c
t
N
O
D
i
s
t
r
i
c
t
2
M
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d
i
u
m
4
7
2
2
1
G
C
C
Maerk
l
e
R
e
s
e
r
v
o
i
r
T
r
a
n
s
m
i
s
s
i
o
n
Main
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
5
0
0
1
1
WATER REPL
Marca
P
l
a
c
e
D
r
a
i
n
a
g
e
Improvemen
t
s
NO
D
i
s
t
r
i
c
t
4
M
e
d
i
u
m
6
6
1
4
1
G
A
S
T
A
X
Mel
r
o
s
e
D
r
i
v
e
a
n
d
A
l
g
a
R
o
a
d
Dual
L
e
Ō
T
u
r
n
L
a
n
e
s
(
R
T
C
I
P
)
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
5
3
1
TIF
Mel
r
o
s
e
D
r
i
v
e
R
i
g
h
t
T
u
r
n
L
a
n
e
t
o
West
B
o
u
n
d
P
a
l
o
m
a
r
A
i
r
p
o
r
t
R
o
.
.
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
6
0
3
4
1
T
I
F
Mi
s
c
e
l
l
a
n
e
o
u
s
C
i
t
y
B
u
i
l
d
i
n
g
Improvemen
t
s
NO
MulƟpl
eDis
t
r
i
c
t
s
Medium
4
7
2
3
1
IRF
Monroe
S
t
r
e
e
t
P
o
o
l
R
e
p
l
a
c
e
m
e
n
t
N
O
D
i
s
t
r
i
c
t
1
H
i
g
h
4
7
2
4
1
I
R
F
47242
GCC
New V
i
l
l
a
g
e
A
r
t
s
B
u
i
l
d
i
n
g
R
o
o
f
and Ex
t
e
r
i
o
r
R
e
f
u
r
b
i
s
h
m
e
n
t
NO
D
i
s
t
r
i
c
t
1
L
o
w
4
7
3
9
1
I
R
F
Normal
l
y
C
l
o
s
e
d
V
a
l
v
e
(
I
n
s
t
a
l
l
Motor
i
z
e
d
V
a
l
v
e
)
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
5
0
5
0
1
WATER REPL
North
B
a
Ɵ
q
u
i
t
o
s
A
c
c
e
s
s
R
o
a
d
Improvemen
t
NO
D
i
s
t
r
i
c
t
4
H
i
g
h
5
5
4
7
1
S
E
W
E
R
R
E
P
L
50
0
,000
-
-
-
-
-
-
500,000
-
3,463,
0
0
0
-
-
-
-
-
2,907
,
0
0
0
-
556,000
200,000
-
-
-
-
-
-
-
200,000
1,631,
5
0
0
-
-
-
-
-
-
-
1,631,
5
0
0
1,334,
1
0
0
-
-
-
-
-
-
-
1,334,
1
0
0
29,655
-
-
-
-
-
-
-
29,655
1,450,
0
0
0
-
-
-
-
-
-
1,100
,
0
0
0
350,000
180,000
-
-
-
-
-
-
-
180,000
4,940,
0
0
0
-
-
-
-
1,000,
0
0
0
2,000
,
0
0
0
-
1,940,
0
0
0
1,100,
0
0
0
1,100
,
0
0
0
-
-
-
-
-
-
-
4,700,
0
0
0
4,700
,
0
0
0
-
-
-
-
-
-
-
4,550,
0
0
0
4,550
,
0
0
0
-
-
-
-
-
-
-
2,235,
2
0
0
-
-
-
-
-
-
-
2,235,
2
0
0
11,032
,
8
4
4
-
-
-
-
-
-
-2,
0
2
2
,
1
5
6
13,055
,
0
0
0
250,000
-
-
-
-
-
249,170
-
830
6,330,
0
0
0
-
-
-
-
4,557,
0
0
0
1,000
,
0
0
0
-5,
5
5
7
,
0
0
0
6,330,
0
0
0
65,000
-
-
-
-
-
-
-
65,000
1,237,
0
0
0
1,237
,
0
0
0
-
-
-
-
-
-
-
911,000
-
-
-
-
-
-
200,000
711,000
3,665,
0
0
0
750,000
750,000
-
150,000
150,000
150,000
150,000
1,565,
0
0
0
6,187,
0
0
0
-
-
-
-
-
-
-
6,187,
0
0
0
62,000
-
-
-
-
-
-
-
62,000
313,626
-
-
-
-
-
-
-
313,626
485,000
-
-
-
-
-
-
-
485,000
Al
l
P
r
o
j
e
c
t
s
I-42
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Normal
l
y
C
l
o
s
e
d
V
a
l
v
e
(
I
n
s
t
a
l
l
Motor
i
z
e
d
V
a
l
v
e
)
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
5
0
5
0
1
WATER REPL
North
B
a
Ɵ
q
u
i
t
o
s
A
c
c
e
s
s
R
o
a
d
Improvemen
t
NO
D
i
s
t
r
i
c
t
4
H
i
g
h
5
5
4
7
1
S
E
W
E
R
R
E
P
L
North
B
a
Ɵ
q
u
i
t
o
s
L
i
Ō
S
t
a
Ɵ
o
n
Forcemain
R
e
h
a
b
i
l
i
t
a
Ɵ
o
n
NO
D
i
s
t
r
i
c
t
4
M
e
d
i
u
m
5
5
3
6
1
SEW
E
R
R
E
P
L
Ocean
S
t
r
e
e
t
R
e
c
o
n
f
i
g
u
r
a
Ɵ
o
n
Concepts
S
t
u
d
y
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
6
0
7
8
1
G
C
C
Ocean
S
t
r
e
e
t
R
e
s
t
r
o
o
m
F
a
c
i
l
i
t
y
N
O
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
4
7
2
9
1
GCC
Odor
a
n
d
C
o
r
r
o
s
i
o
n
P
r
e
v
e
n
Ɵ
o
n
Asses
s
m
e
n
t
NO
MulƟpl
e Dis
t
r
i
c
t
s
Medium
5
5
2
0
1
S
E
W
E
R
R
E
P
L
Open Spac
e
a
n
d
T
r
a
i
l
A
c
q
u
i
s
i
Ɵ
o
n
(Prop
C
)
NO
MulƟpl
eDis
t
r
i
c
t
s
High
4
0
8
3
1
GCC
Ori
o
n
C
e
n
t
e
r
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
3
5
7
2
1
C
F
D
#
1
35722
WATER REPL
35723
S
E
W
E
R
R
E
P
L
35724
CFD#1
35725
R
E
C
L
R
E
P
L
Palomar
A
i
r
p
o
r
t
R
o
a
d
a
n
d
Avenida
E
n
c
i
n
a
s
G
r
o
w
t
h
M
a
n
a
g
.
.
YES
MulƟpl
e Dis
t
r
i
c
t
s
High
6
1
0
2
1
GAS TAX
Palomar
A
i
r
p
o
r
t
R
o
a
d
a
n
d
C
o
l
l
e
g
e
Boulev
a
r
d
I
m
p
r
o
v
e
m
e
n
t
s
NO
D
i
s
t
r
i
c
t
2
C
r
i
Ɵ
c
a
l
6
0
2
8
1
T
I
F
Palomar
A
i
r
p
o
r
t
R
o
a
d
/
E
l
F
u
e
r
t
e
Stree
t
R
i
g
h
t
T
u
r
n
L
a
n
e
NO
D
i
s
t
r
i
c
t
2
L
o
w
1
9
5
8
1
TIF
Palomar
A
i
r
p
o
r
t
R
o
a
d
/
P
a
s
e
o
D
e
l
Norte
L
e
Ō
T
u
r
n
L
a
n
e
E
x
t
e
n
s
i
o
n
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
0
4
3
1
G
A
S
T
A
X
60432
TRANSNET-LOC
Palomar
A
i
r
p
o
r
t
R
o
a
d
/
P
a
s
e
o
D
e
l
Norte
R
i
g
h
t
T
u
r
n
L
a
n
e
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
0
4
4
1
G
A
S
T
A
X
60442
TRANSNET-LOC
Palomar
A
i
r
p
o
r
t
W
a
t
e
r
l
i
n
e
Real
i
g
n
m
e
n
t
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
5
0
5
5
1
W
A
T
E
R
R
E
P
L
Park
D
r
i
v
e
S
t
r
e
e
t
a
n
d
D
r
a
i
n
a
g
e
Improvemen
t
NO
D
i
s
t
r
i
c
t
1
C
r
i
Ɵ
c
a
l
6
6
1
1
1
GCC
66112
G
A
S
T
A
X
Park
i
n
g
L
o
t
M
a
i
n
t
e
n
a
n
c
e
Program
NO
MulƟpl
e Dis
t
r
i
c
t
s
High
6
0
5
2
1
IRF
Pavement Managem
e
n
t
P
r
o
g
r
a
m
N
O
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
0
0
1
1
T
R
A
N
S
N
E
T
-
L
O
C
60012
GAS TAX
60013
T
R
A
N
S
N
E
T
-
L
O
C
340,000
-
-
-
-
-
90,000
-
250,000
950,000
-
-
-
-
-
-
400,000
550,000
200,000
-
-
-
-
-
200,000
-
-
775,000
-
-
-
-
-
-
-
775,000
320,000
-
-
-
-
-
-
-
320,000
4,015,
0
0
0
-
-
-
-
-
-
-
4,015,
0
0
0
35,257
,
7
2
7
-
-
-
-
-
-
721,890
33,
9
9
5
,
2
6
6
6,789,
4
0
9
-
-
-
-
-
-
139,010
6,650,
3
9
9
4,078,
5
0
0
-
-
-
-
-
-
83,500
3,995,
0
0
0
429
-
-
-
-
-
-
-
42
9
2,715,
6
0
0
-
-
-
-
-
-
55,600
2,660,
0
0
0
460,000
-
-
-
-
-
-
230,000
230,000
1,295,
5
0
0
-
-
-
-
-
-
300,000
995,500
1,198,
0
0
0
-
1,198
,
0
0
0
-
-
-
-
-
-
194,546
-
-
-
-
-
-
50,000
144,546
250,277
-
-
-
-
-
-
-
250,277
430,538
-
-
-
-
-
-
80,000
350,538
925,639
-
-
-
-
-
-
-
925,639
1,750,
0
0
0
-
-
-
-
-
-
750,000
1,000,
0
0
0
717,439
-
-
-
-
-
-
-
717,439
3,965,
0
0
0
-
-
-
-
-
1,030
,
0
0
0
1,070
,
0
0
0
1,865,
0
0
0
2,860,
0
0
0
475,000
475,000
130,000
60,000
130,000
60,000
500,000
1,030,
0
0
0
37,186
,
5
6
3
7,500
,
0
0
0
7,500
,
0
0
0
1,500,
0
0
0
1,500
,
0
0
0
-
-
-
19,186
,
5
6
3
7,719,
9
3
9
-
-
-
-
-
-
-210,
9
1
1
7,
9
3
0
,
8
5
0
Al
l
P
r
o
j
e
c
t
s
I-43
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Pavement Managem
e
n
t
P
r
o
g
r
a
m
N
O
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
60012
GAS TAX
60013
T
R
A
N
S
N
E
T
-
L
O
C
60016
RM
R
A
Pine
A
v
e
n
u
e
P
a
r
k
-
P
h
a
s
e
I
I
(Com
m
u
n
i
t
y
B
u
i
l
d
i
n
g
)
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
4
6
0
3
1
P
I
L
-
N
W
46032
PFF
46033
P
F
F
Poins
e
ƫ
a
C
o
m
m
u
n
i
t
y
P
a
r
k
-
Phase
3
NO
D
i
s
t
r
i
c
t
3
M
e
d
i
u
m
4
6
0
5
1
PFF
46052
P
F
F
Poins
e
ƫ
a
C
o
m
m
u
n
i
t
y
P
a
r
k
-
Phase
4
-
D
o
g
P
a
r
k
NO
D
i
s
t
r
i
c
t
3
H
i
g
h
4
6
0
8
1
PFF
Poins
e
ƫ
a
L
a
n
e
-
C
a
s
s
i
a
R
o
a
d
t
o
Skimm
e
r
C
o
u
r
t
(
R
e
i
m
b
u
r
s
e
m
e
n
t
.
.
NO
D
i
s
t
r
i
c
t
3
M
e
d
i
u
m
5
0
4
5
1
WATER CONN
Poins
e
ƫ
a
L
a
n
e
-
R
e
a
c
h
E
C
a
s
s
i
a
Road t
o
S
k
i
m
m
e
r
C
o
u
r
t
NO
D
i
s
t
r
i
c
t
3
H
i
g
h
3
9
2
2
1
B
T
D
#
2
Poins
e
ƫ
a
L
a
n
e
-
R
e
a
c
h
e
s
A,B,
C
,
F
,
G
a
n
d
A
v
i
a
r
a
P
a
r
k
w
a
y
R
e
.
.
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
1
9
5
9
1
BTD#2
Poins
e
ƫ
a
L
a
n
e
W
i
d
e
n
i
n
g
-
P
a
s
e
o
Del
N
o
r
t
e
t
o
B
a
Ɵ
q
u
i
t
o
s
D
r
i
v
e
(
R
T
.
.
NO
D
i
s
t
r
i
c
t
3
M
e
d
i
u
m
1
9
6
0
1
T
I
F
Pol
i
c
e
a
n
d
F
i
r
e
H
e
a
d
q
u
a
r
t
e
r
s
RenovaƟon
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
4
7
1
5
1
IRF
47152
G
C
C
Press
u
r
e
R
e
d
u
c
i
n
g
S
t
a
Ɵ
o
n
Program
NO
MulƟpl
eDis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
0
2
0
1
WATER REPL
Publ
i
c
B
e
a
c
h
A
c
c
e
s
s
Improvemen
t
s
(
O
c
e
a
n
S
t
r
e
e
t
)
NO
D
i
s
t
r
i
c
t
1
L
o
w
6
0
5
7
1
G
C
C
60572
IRF
Rai
l
r
o
a
d
D
o
u
b
l
e
T
r
a
c
k
i
n
g
N
O
MulƟpl
e Dis
t
r
i
c
t
s
Low
6
0
5
9
1
G
C
C
Rancho Ca
r
l
s
b
a
d
G
r
o
u
n
d
w
a
t
e
r
Supply
NO
D
i
s
t
r
i
c
t
2
L
o
w
5
0
6
1
1
WATER CONN
50612
W
A
T
E
R
R
E
P
L
Rancho San
t
a
F
e
T
r
a
i
l
S
l
o
p
e
Improvemen
t
s
NO
D
i
s
t
r
i
c
t
4
H
i
g
h
6
0
8
8
1
GCC
Recycl
e
d
W
a
t
e
r
C
o
n
d
i
Ɵ
o
n
Asses
s
m
e
n
t
P
r
o
g
r
a
m
NO
MulƟpl
e Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
2
1
1
1
R
E
C
L
R
E
P
L
Recycl
e
d
W
a
t
e
r
L
i
n
e
-
C
a
r
l
s
b
a
d
Water
R
e
c
y
c
l
i
n
g
F
a
c
i
l
i
t
y
t
o
A
g
u
a
HediondaLagoon
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
0
2
7
1
WATER REPL
50272
R
E
C
L
W
A
T
E
R
30,546
,
4
7
6
5,500
,
0
0
0
5,500
,
0
0
0
1,100,
0
0
0
1,100
,
0
0
0
1,600,
0
0
0
1,600
,
0
0
0
2,600
,
0
0
0
11,546
,
4
7
6
34,636
,
0
0
0
9,500
,
0
0
0
9,500
,
0
0
0
1,900,
0
0
0
1,900
,
0
0
0
1,900,
0
0
0
1,900
,
0
0
0
1,900
,
0
0
0
6,136,
0
0
0
2,197,
0
0
0
-
-
-
-
-
-
-
2,197,
0
0
0
10,016
,
0
4
0
-
-
-
-
-
-
-
10,016
,
0
4
0
123,300
-
-
-
-
-
-
-
123,300
5,236,
0
6
8
-
-
-
-
-
-
-
5,
2
3
6,06
8
38,632
-
-
-
-
-
-
-
38
,
6
3
2
2,813,
1
4
0
-
-
-
-
-
-
731,000
2,0
82
,14
0
600,000
-
-
-
-
-
-
-
600,000
14,081
,
2
0
0
-
-
-
-
-
-
-
14,081
,
2
0
0
1,168,
8
3
3
1,168
,
8
3
3
-
-
-
-
-
-
-
1,039,
0
0
0
1,039
,
0
0
0
-
-
-
-
-
-
-
5,953,
0
5
0
-
-
-
-
-
-
-
5,953,
0
5
0
2,013,
5
0
0
-
-
-
-
-
-
-
2,013,
5
0
0
12,462
,
0
0
0
3,000
,
0
0
0
3,000
,
0
0
0
600,000
600,000
600,000
600,000
600,000
3,462,
0
0
0
3,610,
3
3
6
-
-
-
-
-
-
-
3,610,
3
3
6
726,683
-
-
-
-
-
-
-
726,683
560,105
-
-
-
-
-
-
-
560,105
-
1
,
7
5
0
,
0
0
0
1,425
,
0
0
0
-
-
-
125,000
200,000
-
-
1,7
5
0
,
0
0
0
1,425
,
0
0
0
-
-
-
125,000
200,000
350,000
-
-
-
-
-
-
-
350,000
1,490,
0
0
0
310,000
280,000
50,000
50,000
50,000
50,000
50,000
650,000
1,632,
5
9
4
-
-
-
-
-
-
-
1,632,
5
9
4
Al
l
P
r
o
j
e
c
t
s
I-44
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Recycl
e
d
W
a
t
e
r
L
i
n
e
-
C
a
r
l
s
b
a
d
Water
R
e
c
y
c
l
i
n
g
F
a
c
i
l
i
t
y
t
o
A
g
u
a
Hedionda
L
a
g
o
o
n
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
50271
WATER REPL
50272
R
E
C
L
W
A
T
E
R
Recycl
e
d
W
a
t
e
r
P
h
a
s
e
3
-
Pipe
l
i
n
e
s
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
2
0
8
1
WATER REPL
52082
R
E
C
L
W
A
T
E
R
Recycl
e
d
W
a
t
e
r
P
h
a
s
e
3
-
Reservo
i
r
NO
D
i
s
t
r
i
c
t
3
H
i
g
h
5
2
1
0
1
WATER REPL
52102
R
E
C
L
W
A
T
E
R
Recycl
e
d
W
a
t
e
r
P
i
p
e
l
i
n
e
Replac
e
m
e
n
t
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
1
9
5
4
1
RECL
R
E
P
L
Recycl
e
d
W
a
t
e
r
V
a
l
v
e
a
n
d
Appurtenan
c
e
R
e
p
l
a
c
e
m
e
n
t
P
r
o
.
.
NO
MulƟpl
e Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
2
1
2
1
R
E
C
L
R
E
P
L
Reservo
i
r
R
e
p
a
i
r
a
n
d
Main
t
e
n
a
n
c
e
P
r
o
g
r
a
m
NO
MulƟpl
e Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
0
2
4
1
WATER REPL
Retro
r
e
f
l
e
c
Ɵ
v
i
t
y
S
i
g
n
Replac
e
m
e
n
t
P
r
o
g
r
a
m
NO
MulƟpl
eDis
t
r
i
c
t
s
Medium
6
0
3
7
1
G
A
S
T
A
X
Roadway
I
m
p
r
o
v
e
m
e
n
t
s
-
C
o
a
s
t
a
l
Area
A
n
a
l
y
s
i
s
a
n
d
I
m
p
l
e
m
e
n
t
a
Ɵ
.
.
NO
MulƟpl
eDis
t
r
i
c
t
s
Medium
6
0
7
9
1
GCC
Roadway
S
l
o
p
e
S
t
a
b
i
l
i
z
a
Ɵ
o
n
N
O
MulƟpl
e Dis
t
r
i
c
t
s
High
6
0
8
1
1
G
A
S
T
A
X
Robert
s
o
n
R
a
n
c
h
P
a
r
k
Developmen
t
(
P
a
r
Ɵ
a
l
F
u
n
d
i
n
g
)
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
3
8
0
1
1
PIL
-
N
E
38012
P
F
F
Rom
e
r
i
a
D
r
a
i
n
a
g
e
I
m
p
r
o
v
e
m
e
n
t
s
N
O
D
i
s
t
r
i
c
t
4
H
i
g
h
6
6
0
4
1
GCC
66042
G
A
S
T
A
X
Safet
y
T
r
a
i
n
i
n
g
C
e
n
t
e
r
S
e
Ʃ
l
e
m
e
n
t
N
O
D
i
s
t
r
i
c
t
2
L
o
w
4
7
4
3
1
GCC
San L
u
i
s
R
e
y
M
i
s
s
i
o
n
B
a
s
i
n
Groundwater
S
u
p
p
l
y
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Low
5
0
4
4
1
W
A
T
E
R
C
O
N
N
50442
WATER REPL
Santa
F
e
I
I
I
n
l
e
t
P
i
p
e
l
i
n
e
N
O
N
u
l
l
H
i
g
h
5
0
5
7
1
W
A
T
E
R
R
E
P
L
Santa
F
e
I
I
R
e
s
e
r
v
o
i
r
S
i
t
e
Elec
t
r
i
c
a
l
I
m
p
r
o
v
e
m
e
n
t
s
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
5
0
4
6
1
WATER REPL
SCADA
I
m
p
r
o
v
e
m
e
n
t
s
N
O
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
5
4
2
1
S
E
W
E
R
R
E
P
L
55422
WATER REPL
55423
R
E
C
L
R
E
P
L
Schulman Audi
t
o
r
i
u
m
a
n
d
Cannon Ar
t
G
a
l
l
e
r
y
YES
D
i
s
t
r
i
c
t
3
M
e
d
i
u
m
4
7
5
3
1
IRF
Senior
C
e
n
t
e
r
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
4
7
3
8
1
I
R
F
3,417,
4
0
6
-
-
-
-
-
-
-
3,417,
4
0
6
2,497,
5
2
9
-
-
-
-
-
-
-
2,497,
5
2
9
21,256
,
3
3
1
-
-
-
-
-
-
-
21,256
,
3
3
1
980,000
-
-
-
-
-
-
-
980,000
3,120,
0
0
0
-
-
-
-
-
-
-
3,120,
0
0
0
6,110,
0
0
0
2,910
,
0
0
0
2,150
,
0
0
0
350,000
350,000
350,000
-
-
-
1,830,
0
0
0
700,000
630,000
-
120,000
-
120,000
-
260,000
14,490
,
0
0
0
3,610
,
0
0
0
3,070
,
0
0
0
-
-
1,960,
0
0
0
-
-
5,850,
0
0
0
1,240,
0
0
0
-
-
-
-
-
240,000
-
1,000,
0
0
0
200,000
-
-
-
-
-
-
-
200,000
900,000
-
-
-
-
-
320,000
166,000
414,000
2,850,
0
0
0
-
-
-
-
2,450,
0
0
0
-
200,000
200,000
12,592
,
0
0
0
-
-
-
-
12,592,
0
0
0
-
-
-
410,000
-
-
-
-
-
-
-
410,000
347,940
-
-
-
-
-
-
-
347,940
1,156,
9
9
5
-
-
-
-
-
-
-
1,156,
9
9
5
8,577,
5
0
0
2,500
,
0
0
0
5,500
,
0
0
0
-
-
-
300,000
200,000
77,500
8,577,
5
0
0
2,500
,
0
0
0
6,000
,
0
0
0
-
-
-
-
-
77,500
2,865,
0
0
0
-
-
-
-
-
2,370
,
0
0
0
-
495,000
33,581
-
-
-
-
-
-
-116,
4
1
9
150,000
4,684,
6
3
2
-
-
-
380,734
175,165
-
2,160
,
9
3
3
1,967,
8
0
0
10,155
,
6
0
0
-
-
-
610,500
2,412,
5
0
0
3,209
,
2
0
0
1,858
,
1
0
0
2,065,
3
0
0
2,394,
0
0
0
-
-
-
398,000
337,600
631,500
381,500
645,400
200,000
-
-
-
-
-
-
200,000
-
Al
l
P
r
o
j
e
c
t
s
I-45
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
SchulmanA
u
d
i
t
o
r
i
u
m
a
n
d
Cannon Ar
t
G
a
l
l
e
r
y
YES
D
i
s
t
r
i
c
t
3
M
e
d
i
u
m
4
7
5
3
1
IRF
Senior
C
e
n
t
e
r
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
4
7
3
8
1
I
R
F
Senior
C
e
n
t
e
r
S
e
c
u
r
i
t
y
F
e
n
c
i
n
g
Y
E
S
D
i
s
t
r
i
c
t
1
L
o
w
4
7
5
4
1
IRF
Sewer
C
o
n
d
i
Ɵ
o
n
A
s
s
e
s
s
m
e
n
t
N
O
MulƟpl
eDis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
5
1
3
1
S
E
W
E
R
R
E
P
L
Sewer
L
i
Ō
S
t
a
Ɵ
o
n
R
e
p
a
i
r
s
a
n
d
Upgrades
NO
MulƟpl
e Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
3
8
4
0
1
SEW
E
R
R
E
P
L
Sewer
L
i
n
e
C
a
p
a
c
i
t
y
Improvemen
t
s
NO
MulƟpl
e Dis
t
r
i
c
t
s
High
5
5
4
8
1
S
E
W
E
R
R
E
P
L
Sewer Model
i
n
g
NO
MulƟpl
eDis
t
r
i
c
t
s
Low
5
5
4
6
1
SEW
E
R
C
O
N
N
Sewer Moni
t
o
r
i
n
g
P
r
o
g
r
a
m
(Capac
i
t
y
)
NO
MulƟpl
e Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
5
5
0
4
1
S
E
W
E
R
C
O
N
N
Sewer
S
y
s
t
e
m
R
e
h
a
b
i
l
i
t
a
Ɵ
o
n
a
n
d
Replac
e
m
e
n
t
NO
MulƟpl
e Dis
t
r
i
c
t
s
High
5
5
0
3
1
SEW
E
R
R
E
P
L
Sidewal
k
/
S
t
r
e
e
t
C
o
n
s
t
r
u
c
Ɵ
o
n
Program
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
0
0
2
1
T
I
F
60022
GAS TAX
South
S
h
o
r
e
A
g
u
a
H
e
d
i
o
n
d
a
Lagoon T
r
a
i
l
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
4
0
8
5
1
G
C
C
Stagecoac
h
P
a
r
k
S
y
n
t
h
e
Ɵ
c
T
u
r
f
Replac
e
m
e
n
t
NO
D
i
s
t
r
i
c
t
4
L
o
w
4
7
4
2
1
IRF
Stat
e
S
t
r
e
e
t
a
n
d
G
r
a
n
d
A
v
e
n
u
e
Road
I
m
p
r
o
v
e
m
e
n
t
s
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
6
0
8
2
1
T
R
A
N
S
N
E
T
-
L
O
C
Stat
e
S
t
r
e
e
t
P
a
r
k
i
n
g
L
o
t
E
l
e
c
t
r
i
c
Vehic
l
e
C
h
a
r
g
i
n
g
S
t
a
Ɵ
o
n
s
YES
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
4
0
9
0
1
PFF
Storm Dra
i
n
C
o
n
d
i
Ɵ
o
n
Asses
s
m
e
n
t
NO
MulƟpl
e Dis
t
r
i
c
t
s
High
6
6
2
0
1
I
R
F
Storm Dra
i
n
S
y
s
t
e
m
R
e
h
a
b
a
n
d
Repair
P
r
o
g
r
a
m
NO
MulƟpl
eDis
t
r
i
c
t
s
High
6
6
0
7
1
IRF
Stree
t
L
i
g
h
Ɵ
n
g
R
e
p
l
a
c
e
m
e
n
t
Program
NO
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
High
6
0
6
2
1
G
C
C
60622
TRANSNET-LOC
Tamarack
A
v
e
n
u
e
S
u
s
t
a
i
n
a
b
l
e
Mobi
l
i
t
y
P
l
a
n
I
m
p
r
o
v
e
m
e
n
t
s
YES
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
T
e
m
p
1
G
A
S
T
A
X
Temporary
F
i
r
e
S
t
a
Ɵ
o
n
N
o
.
7
Y
E
S
D
i
s
t
r
i
c
t
2
H
i
g
h
4
0
9
1
1
GCC
Terramar
A
r
e
a
C
o
a
s
t
a
l
Improvemen
t
s
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
6
0
5
4
1
T
I
F
60542
GCC
60543
T
R
A
N
S
N
E
T
-
L
O
C
60544
SEW
E
R
R
E
P
L
60545
P
F
F
1,248,
0
0
0
-
-
-
-
-
-
-
1,248,
0
0
0
-
78,
0
00
-
-
-
-
58,000
20,000
-
3,358,
0
0
0
750,000
750,000
100,000
100,000
100,000
100,000
-
1,458,
0
0
0
6,335,
3
8
0
750,000
750,000
150,000
150,000
150,000
150,000
1,150
,
0
0
0
3,085,
3
8
0
3,073,
0
0
0
-
-
-
-
-
2,873
,
0
0
0
-
200,000
300,000
-
-
-
-
-
-
-
300,000
950,000
110,000
154,000
-
44,000
-
-
-
642,000
41,726
,
4
7
5
14,050
,
0
0
0
13,350,
0
0
0
1,850,
0
0
0
1,850
,
0
0
0
1,200,
0
0
0
1,200
,
0
0
0
850,000
7,376,
4
7
5
4,600,
0
0
0
-
-
-
300,000
300,000
200,000
300,000
3,500,
0
0
0
3,300,
0
0
0
1,500
,
0
0
0
1,500
,
0
0
0
300,000
-
-
-
-
-
755,500
-
-
-
-
-
-
36,000
719,500
2,200,
0
0
0
-
-
-
-
-
-
-
2,200,
0
0
0
325,000
-
-
-
-
-
325,000
-
-
300,000
-
-
-
-
-
-
300,000
-
3,400,
0
0
0
1,000
,
0
0
0
1,000
,
0
0
0
200,000
200,000
200,000
200,000
-
600,000
8,831,
3
6
0
1,520
,
0
0
0
1,520
,
0
0
0
200,000
200,000
200,000
200,000
200,000
4,791,
3
6
0
319,269
-
-
-
-
-
-
-
319,269
3,325,
0
0
0
-
-
-
-
-
-
-
3,325,
0
0
0
710,000
-
-
-
-
510,000
200,000
-
-
90
0
,
0
0
0
-
-
-
-
-
-
900,000
-
6,650,
0
0
1
-
-
-
-
-
-
-
6,650,
0
0
1
999,999
-
-
-
-
-
-
-
999,999
1,000,
0
0
0
-
-
-
-
-
-
-
1,000,
0
0
0
-
-
-
-
-
-
-
-1,
0
0
0
,
0
0
0
1,000,
0
0
0
Al
l
P
r
o
j
e
c
t
s
I-46
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Terramar
A
r
e
a
C
o
a
s
t
a
l
Improvemen
t
s
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
60544
SEW
E
R
R
E
P
L
60545
P
F
F
The Cro
s
s
i
n
g
s
G
o
l
f
C
o
u
r
s
e
L
a
k
e
Line
r
R
e
p
l
a
c
e
m
e
n
t
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
4
0
8
4
1
GCC
40842
G
C
C
Traffic Co
n
t
r
o
l
I
m
p
r
o
v
e
m
e
n
t
s
-
Poins
e
ƫ
a
L
a
n
e
a
n
d
C
a
s
s
i
a
R
o
a
d
NO
MulƟpl
e Dis
t
r
i
c
t
s
High
6
3
2
9
2
GAS TAX
Traffic Co
n
t
r
o
l
I
m
p
r
o
v
e
m
e
n
t
s
-
Poins
e
ƫ
a
L
a
n
e
a
n
d
O
r
i
o
l
e
C
o
u
r
t
NO
D
i
s
t
r
i
c
t
3
H
i
g
h
6
3
3
0
2
G
A
S
T
A
X
Traffi
c
I
m
p
a
c
t
F
e
e
F
u
n
d
s
t
o
C
F
D
#1
NO
N
u
l
l
N
u
l
l
N
u
l
l
TIF
Traffi
c
I
m
p
a
c
t
F
e
e
U
p
d
a
t
e
N
O
MulƟpl
e Dis
t
r
i
c
t
s
High
6
0
4
0
1
T
I
F
Traffi
c
I
m
p
r
o
v
e
m
e
n
t
P
r
o
g
r
a
m
N
O
M
u
l
Ɵ
p
l
e
Dis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
6
0
7
0
1
GAS TAX
60702
G
C
C
Traffic
M
o
n
i
t
o
r
i
n
g
P
r
o
g
r
a
m
N
O
MulƟpl
eDis
t
r
i
c
t
s
High
6
0
0
3
1
TIF
Traffi
c
S
i
g
n
a
l
-
F
a
r
a
d
a
y
A
v
e
n
u
e
and Camino
H
i
l
l
s
D
r
i
v
e
NO
D
i
s
t
r
i
c
t
2
M
e
d
i
u
m
6
3
3
1
1
G
A
S
T
A
X
Traffi
c
S
i
g
n
a
l
-
L
a
C
o
s
t
a
A
v
e
n
u
e
and L
e
v
a
n
t
e
S
t
r
e
e
t
NO
D
i
s
t
r
i
c
t
4
L
o
w
3
9
3
8
1
GAS TAX
Traffi
c
S
i
g
n
a
l
-
M
a
v
e
r
i
c
k
W
a
y
a
n
d
Camino
D
e
L
o
s
C
o
c
h
e
s
NO
D
i
s
t
r
i
c
t
4
C
r
i
Ɵ
c
a
l
6
3
3
2
2
G
A
S
T
A
X
Traffi
c
S
i
g
n
a
l
-
P
o
i
n
s
e
ƫ
a
L
a
n
e
and Br
i
g
a
n
Ɵ
n
e
R
o
a
d
NO
MulƟpl
eDis
t
r
i
c
t
s
Low
1
9
7
1
1
GAS TAX
Traffi
c
S
i
g
n
a
l
-
T
a
m
a
r
a
c
k
A
v
e
n
u
e
and Va
l
l
e
y
S
t
r
e
e
t
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
1
9
7
2
1
G
A
S
T
A
X
Traffi
c
S
i
g
n
a
l
M
a
s
t
e
r
P
l
a
n
N
O
MulƟpl
eDis
t
r
i
c
t
s
High
6
3
3
3
1
GCC
Traffi
c
S
i
g
n
a
l
O
p
e
r
a
Ɵ
o
n
s
ModificaƟons
NO
MulƟpl
eDis
t
r
i
c
t
s
Medium
6
3
2
7
1
G
A
S
T
A
X
Trai
l
C
o
n
n
e
c
Ɵ
v
i
t
y
t
o
T
a
m
a
r
a
c
k
Stat
e
B
e
a
c
h
(
P
r
o
p
C
)
NO
D
i
s
t
r
i
c
t
1
L
o
w
4
0
6
3
1
GCC
Transf
e
r
F
i
r
e
S
t
a
Ɵ
o
n
N
o
.
4
F
u
n
d
s
to Gener
a
l
F
u
n
d
YES
D
i
s
t
r
i
c
t
3
N
u
l
l
N
u
l
l
I
R
F
Tri
-
A
g
e
n
c
y
W
a
t
e
r
T
r
a
n
s
m
i
s
s
i
o
n
Pipe
l
i
n
e
R
e
p
l
a
c
e
m
e
n
t
NO
D
i
s
t
r
i
c
t
2
H
i
g
h
5
0
0
8
1
WATER REPL
UƟl
i
t
y
U
n
d
e
r
g
r
o
u
n
d
i
n
g
P
r
o
g
r
a
m
Study
NO
MulƟpl
eDis
t
r
i
c
t
s
Medium
6
0
8
3
1
G
C
C
Val
l
e
c
i
t
o
s
I
n
t
e
r
c
e
p
t
o
r
S
e
w
e
r
Clean
i
n
g
a
n
d
C
C
T
V
NO
MulƟpl
e Dis
t
r
i
c
t
s
High
5
5
4
9
1
SEW
E
R
R
E
P
L
Val
l
e
y
a
n
d
M
a
g
n
o
l
i
a
C
o
m
p
l
e
t
e
Stree
t
s
NO
D
i
s
t
r
i
c
t
1
H
i
g
h
6
0
1
9
1
T
I
F
60192
WATER REPL
60193
T
R
A
N
S
N
E
T
-
L
O
C
2,
4
5
0
,00
0
-
-
-
-
-
-
2,450
,
0
0
0
-
835,500
-
-
-
-
-
-
-
835,500
200,000
-
-
-
-
-
-
200,000
-
411,000
-
-
-
-
-
-
-
411,000
411,000
-
-
-
-
-
-
-
411,000
1,944,
0
0
0
1,404
,
0
0
0
90,000
90,000
90,000
90,000
90,000
90,000
-
240,000
-
-
-
-
-
-
40,000
200,000
2,388,
0
0
0
-
-
-
-
-
-
400,000
1,98
8
,0
0
0
400,000
-
-
-
-
-
400,000
-
-
2,198,
9
0
0
-
288,000
-
96,000
96,000
96,000
96,000
1,526,
9
0
0
210,000
-
-
-
-
210,000
-
-
-
250,000
-
-
-
-
-
-
-
250,000
140,000
-
-
-
-
-
-
-
140,000
210,000
-
-
-
-
210,000
-
-
-
-
-
-
-
-
-
-
-
-
150,000
-
-
-
-
-
-
-
150,000
180,000
-
-
-
-
-
-
-
180,000
3,276,
0
0
0
-
-
-
-
3,123,
8
4
4
-
-
152,156
5,070,
0
0
0
-
-
-
-
-
-
5,070
,
0
0
0
-
6,455,
0
0
0
-
-
-
-
-
2,836
,
0
3
0
-2,
8
3
6
,
0
3
0
6,455,
0
0
0
100,000
-
-
-
-
-
100,000
-
-
250,000
-
-
-
-
-
-
-
250,000
3,536,
2
0
6
-
-
-
-
-
-
-
3,536,
2
0
6
71,000
-
-
-
-
-
-
-
71,000
Al
l
P
r
o
j
e
c
t
s
I-47
Proj
e
c
t
N
a
m
e
New
Proj
e
c
t
Dis
t
r
i
c
t
S
c
o
r
e
Funding
ID
Funding
S
o
u
r
c
e
Pri
o
r
Appropr
i
a
Ɵ
o
n
Year
1
(2021-
2
2
)
Year
2
(2022-
2
3
)
Year
3
(2023-
2
4
)
Year
4
(2024-25
)
Year
5
(2025-
2
6
)
Year
6
-
1
0
(2027-
3
1
)
Year
1
1
-
1
5
(2032-36
)
Total
F
u
n
d
i
n
g
Source
Val
l
e
y
a
n
d
M
a
g
n
o
l
i
a
C
o
m
p
l
e
t
e
Stree
t
s
NO
D
i
s
t
r
i
c
t
1
H
i
g
h
60192
WATER REPL
60193
T
R
A
N
S
N
E
T
-
L
O
C
Val
l
e
y
S
t
r
e
e
t
R
o
a
d
D
i
e
t
a
n
d
Traffic
C
a
l
m
i
n
g
NO
D
i
s
t
r
i
c
t
1
M
e
d
i
u
m
1
9
7
4
1
TRANSNET-LOC
Veteran
'
s
M
e
m
o
r
i
a
l
P
a
r
k
(
A
l
l
Quadrants
)
NO
MulƟpl
eDis
t
r
i
c
t
s
Cri
Ɵ
c
a
l
4
6
0
9
1
C
F
D
#
1
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I-49
CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND
Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15
Years 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 328,773 328,773 844,893 1,357,885 1,357,885 1,357,885
REVENUES
Developer Fees - 516,120 512,992 - - 2,143,409
Total Revenues N/A - 516,120 512,992 - - 2,143,409
CAPITAL PROJECTS
Poinsettia Lane - Reach E Cassia Road To Skimmer Court 14,081,198 - - - - - -
Poinsettia Lane - Reaches A,B,C,F,G & Aviara Pkwy Reimb - - - - - - 1,168,833
Total Project Expenditures 14,081,198 - - - - - 1,168,833
ENDING FUND BALANCE N/A 328,773 844,893 1,357,885 1,357,885 1,357,885 2,332,461
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 520,699 581,683 581,683 581,683 581,683 581,683
REVENUES
Developer Fees 60,984 - - - - 3,605,928
Total Revenues N/A 60,984 - - - - 3,605,928
CAPITAL PROJECTS
- - - - - - -
Total Project Expenditures - - - - - - -
ENDING FUND BALANCE N/A 581,683 581,683 581,683 581,683 581,683 4,187,611
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 62,573,249 64,984,677 68,042,078 70,241,338 51,254,334 54,837,804
REVENUES
Developer Special Taxes 4,518,318 4,342,400 3,484,261 3,207,996 3,583,469 10,382,489
Total Revenues N/A 4,518,318 4,342,400 3,484,261 3,207,996 3,583,469 10,382,489
CAPITAL PROJECTS
CFD#1 Administration - 110,000 110,000 110,000 110,000 - -
City Hall Complex 1,028,104 - - - - - 50,000,000
Cole Library Expansion - - - - - - 5,988,000
Loan - CFD #1 to Traffic Impact Fee Fund 1,944,000 - - - - - -
Orion Center 33,995,266 721,890 - - - - -
Orion Center - Public Art 541,000 - - - - - -
Veteran's Memorial Park (All Quadrants)1,837,200 1,275,000 1,175,000 1,175,000 22,085,000 - -
Total Project Expenditures 39,345,570 2,106,890 1,285,000 1,285,000 22,195,000 - 55,988,000
ENDING FUND BALANCE N/A 64,984,677 68,042,078 70,241,338 51,254,334 54,837,804 9,232,292
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
BTD NO. 3 CANNON ROAD WEST
I-50
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 2,204,862 787,918 77,007 1,597,883 4,091,471 5,322,182
REVENUES
Gas Tax and Prop 42 Funds 2,955,545 3,005,789 3,050,876 3,093,588 3,130,711 33,081,697
Total Revenues N/A 2,955,545 3,005,789 3,050,876 3,093,588 3,130,711 33,081,697
CAPITAL PROJECTS
Advance Street Name Signs 40,000 - - - - - -
Avenida Encinas Pedestrian Access Improvements 75,000 - - - - - -
Barrio Street Lighting - 700,000 - - - - -
Cannon Road and Paseo del Norte SMP and GMP Improvements - 60,000 - - - - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,575,999 - - - - - -
Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000
Carlsbad Blvd Pedestrian Improvement Project - 108,400 - - - - -
Carlsbad Boulevard Lane Reduction and Edge Striping - 300,000 - - - - -
Citywide Drainage Improvement Program 6,090,593 - - - - - -
Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 50,000 - - - - - -
Concrete Repair/Replacement Program 2,932,999 - - - - - -
El Camino Real And Cannon Road Intersection Improvements 512,000 325,000 - - - - -
El Camino Real And College Blvd Intersection Improvements 945,001 75,000 - - - - -
El Camino Real Medians 1,404,530 (500,000) - - - - -
Gas Tax Transfer To General Fund (Transportation Operating Budget)- 600,000 600,000 600,000 600,000 600,000 6,000,000
Guardrail Replacement And Improvement Program 150,000 150,000 - - - - -
Intelligent Traffic Control Devices 200,000 - - - - - -
Intersection Control - Camino De Los Coches And La Costa Avenue 250,000 100,000 500,000 - - - -
Jefferson Street SMP Improvements - 75,000 - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - -
La Costa Avenue SMP Improvements - 110,000 - - - - -
La Costa Avenue Traffic Improvements 21,300 100,000 741,700 - - - -
Laguna Drive Storm Drain 456,000 (200,000) - - - 1,000,000 1,494,000
Las Flores Drive SMP Improvements - - 85,000 - - - -
Left Turn Lane Extensions 200,000 - - - - - -
Marca Place Drainage Improvements 65,000 - - - - - -
Palomar Airport Rd and Avenida Encinas GMP Improvements - 230,000 - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane 144,546 50,000 - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 350,539 80,000 - - - - -
Park Drive Drainage And Street Improvements 1,865,002 1,070,000 1,030,000 - - - -
Pavement Management Program 8,138,128 (210,911) - - - - -
Retroreflectivity Sign Replacement Program 999,999 - 240,000 - - - -
Roadway Slope Stabilization 414,000 166,000 320,000 - - - -
Romeria Drainage Improvements 347,938 - - - - - -
Sidewalk/Street Construction Program - - - - - 300,000 3,000,000
Tamarack Avenue SMP Improvements - - 200,000 510,000 - - -
Traffic Control Improvements - Poinsettia Lane & Cassia Road 410,999 - - - - - -
Traffic Control Improvements - Poinsettia Lane & Oriole Court 411,000 - - - - - -
Traffic Improvement Program 1,700,000 400,000 - - - - -
Traffic Signal - Faraday Avenue And Camino Hills Drive - - - 210,000 - - -
Traffic Signal - La Costa Avenue And Levante Street 250,000 - - - - - -
Traffic Signal - Maverick Way & Camino De Los Coches 140,000 - - - - - -
Traffic Signal - Poinsettia Lane And Brigantine Road - - - 210,000 - - -
Traffic Signal - Tamarack Avenue And Valley Street 440,261 - - - - - -
Traffic Signal Operations Modifications 180,001 - - - - - -
Village And Barrio Traffic Circles 2,175,001 584,000 - - - - -
Total Project Expenditures 33,215,836 4,372,489 3,716,700 1,530,000 600,000 1,900,000 13,257,000
ENDING FUND BALANCE N/A 787,918 77,007 1,597,883 4,091,471 5,322,182 25,146,879
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 673,408 405,758 203,426 91,483 68,638 35,656
REVENUES
Gas Tax (RMRA) Revenues 2,252,350 2,317,668 2,408,057 2,497,155 2,617,018 31,711,245
Total Revenues N/A 2,252,350 2,317,668 2,408,057 2,497,155 2,617,018 31,711,245
CAPITAL PROJECTS
Concrete Repair/Replacement Program 107,000 620,000 620,000 620,000 620,000 750,000 2,500,000
Pavement Management Program 6,136,002 1,900,000 1,900,000 1,900,000 1,900,000 1,900,000 19,000,000
Total Project Expenditures 6,243,002 2,520,000 2,520,000 2,520,000 2,520,000 2,650,000 21,500,000
ENDING FUND BALANCE N/A 405,758 203,426 91,483 68,638 35,656 10,246,901
GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)
GAS TAX FUND
I-51
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 11,001,245 14,107,245 14,337,075 17,007,231 22,889,231 29,007,231
REVENUES
Transfer from General Fund 5,353,000 5,534,000 5,794,000 5,882,000 6,118,000 65,612,000
Total Revenues N/A 5,353,000 5,534,000 5,794,000 5,882,000 6,118,000 65,612,000
CAPITAL PROJECTS
ADA Beach Access-Pine To Tamarack 375,002 - 2,500,000 - - - -
Agua Hedionda South Shore Trail (HUB Trail)719,500 36,000 - - - - -
Alga Norte Park Modifications 314,000 - 660,000 - - - -
Assessment District 97-1 Concrete Improvements 420,000 - - - - - -
Barrio Street Lighting 760,000 - - - - - -
Beach Access Repair/Upgrades - Pine Avenue To Tamarack 6,199,001 - - - - - -
Buena Vista Creek Channel Clearing At El Camino Real 1,250,000 - - - - - -
Calavera Park Gateway Improvements 1,296,351 101,000 - - - - -
Calavera Park Gateway Improvements - Public Art 10,500 - - - - - -
Camino Hills And Jackspar Drive Slope Stabilization 159,398 700,000 - - - - -
Cannon Park Restroom 55,645 - - - - - -
Chestnut Underpass Public Art Project - 100,000 150,000 - - - -
City Facility Accessibility Upgrades 500,001 - - - - - -
City Hall Exterior Refurbishment 2,250,001 - - - - - -
Cole Library Expansion (Brownley Donation)- - - - - - 1,000,000
Crossings Golf Course Lake Liner Replacement 835,500 200,000 - - - - -
Dove Library Lighting Improvements 225,000 - - - - - -
Dove Library Parking Lot Revision 475,000 - - - - - -
El Camino Real And College Blvd Intersection Improvements 131,000 - - - - - -
Faraday Avenue Improvements - 100,000 - - - - -
Fire Administration Offices - 150,000 - - - - -
Fire Station No. 1, 4 and 5 Drainage Improvements 480,000 (200,000) - - - - -
Fire Station No. 2 Replacement 12,999,999 - - - - - -
Fire Station No. 5 New Roof And Storage Building 225,001 120,000 - - - - -
Fleet Maintenance Refurbishment 896,100 - - - - - -
Lake Calavera Outlet Improvements 1,220,000 40,000 - - - - -
Lake Calavera Reservoir Maintenance 531,003 - - - - - -
Lake Calavera Storm Drain Improvements 5,569 - - - - - -
Lake Calavera Trails Master Plan/Construction (Prop C)1,128,248 - - - - - -
Maerkle Reservoir Solar Project 830 - 249,170 - - - -
Monroe Street Pool Replacement - Public Art 62,000 - - - - - -
Ocean Street Reconfiguration Concepts Study - - 200,000 - - - -
Ocean Street Restroom Facility 775,000 - - - - - -
Open Space And Trail Acquisition (Prop C)4,015,000 - - - - - -
Park Drive Drainage And Street Improvements 717,440 - - - - - -
Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - -
Railroad Double Tracking 560,104 - - - - - -
Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - -
Roadway Improvements - Coastal Area Analysis & Implementation 200,000 - - - - - -
Romeria Drainage Improvements 409,998 - - - - - -
Safety Center Renovation 2,013,500 - - - - - -
Safety Training Center Refurbishments 1,156,995 - - - - - -
Street Lighting Replacement Program 319,270 - - - - - -
Temporary Fire Station No. 7 - 900,000 - - - - -
Terramar Area Coastal Improvements (Park)999,999 - - - - - -
Traffic Improvement Program - - 400,000 - - - -
Traffic Signal Master Plan 150,001 - - - - - -
Trail Connectivity To Tamarack State Beach (Prop C)152,156 - - 3,123,844 - - -
Utility Undergrounding Program Study - - 100,000 - - - -
Village And Barrio Traffic Circles 415,001 - - - - - -
Village Decorative Lighting 703,853 - 400,000 - - - -
Village Intelligent Parking Implementation - - 300,000 - - - -
Village Public Gathering Spaces Study - - 345,000 - - - -
Total Project Expenditures 50,073,306 2,247,000 5,304,170 3,123,844 - - 1,000,000
N/A 14,107,245 14,337,075 17,007,231 22,889,231 29,007,231 93,619,231
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A (0) (0) (0) (0) (0) (0)
REVENUES
Grant Revenue 2,367,600 - - - - -
Total Revenues N/A 2,367,600 - - - - -
CAPITAL PROJECTS
Avenida Encinas Widening - South of Palomar Airport Road - 1,776,000 - - - - -
Carlsbad Blvd Pedestrian Improvement Project - 591,600 - - - - -
El Camino Real Widening - Cassia Rd To Camino Vida Roble 1,440,000 - - - - - -
Total Project Expenditures 1,440,000 2,367,600 - - - - -
ENDING FUND BALANCE N/A (0) (0) (0) (0) (0) (0)
GENERAL CAPITAL CONSTRUCTION (GCC)
GRANTS - FEDERAL
I-52
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 88,772,763 78,027,853 79,723,853 83,686,853 87,807,853 92,824,853
REVENUES
Transfer from General Fund 5,353,000 5,534,000 5,794,000 5,882,000 6,118,000 65,612,000
Total Revenues N/A 5,353,000 5,534,000 5,794,000 5,882,000 6,118,000 65,612,000
CAPITAL PROJECTS
Adaptive Traffic Signal Program - 800,000 - - - - -
Agua Hedionda Creek Maintenance 75,002 58,000 80,000 80,000 80,000 - -
Aviara & Hidden Canyon Park Playground Safety Resurfacing 600,000 - - - - - -
Beach Access Repair/Upgrades - Pine Avenue To Tamarack 1,612,752 2,500,000 - - - - -
Bridge Preventitive Maintenance Program 1,727,512 500,000 250,000 500,000 500,000 - -
Buena Vista Creek Channel Clearing At El Camino Real - 2,820,000 730,000 - - - -
Calavera Hills Community Center Refurbishment 145,000 540,000 - - - - -
City Facility Safety And Parking Lot Lighting Assessment 1,410,001 500,000 - - - - -
City Hall Complex Refurbishment 1,058,999 85,000 - - - - -
Citywide Drainage Improvement Program 2,384,002 2,297,500 595,000 265,000 265,000 265,000 2,650,000
Cole Library Security Fencing - 40,000 130,000 - - - -
Curb Inlet Filter Retrofit 230,000 300,000 300,000 300,000 300,000 300,000 1,500,000
DMP Facility BFB-U (El Camino Real)- 750,000 750,000 6,000 6,000 6,000 60,000
El Camino Real And Agua Hedionda Creek Bridge Railing & Sidewalk 210,000 - - - - - -
Faraday Center Refurbishment 3,154,382 - - - - - -
Fire Station 6 Renovation - 35,000 - - - - -
Fire Station No. 2 Replacement 1,433,883 - - - - - -
Fire Station No. 4 Expansion 5,335,000 (5,067,590) - - - - -
Transf. Back Fire Sta. No. 4 Funds to General Fund - 5,070,000 - - - - -
Fleet Maintenance Refurbishment 1,374,003 700,000 - - - - -
Fleet Service Center Fuel Island Upgrade 149,999 1,500,000 - - - - -
Harding Center Refurbishment 165,000 - 140,000 - - - -
Hosp Grove Park Improvements 1,562,000 - 195,000 - - - -
Hosp Grove Park Improvements (Sewer Extension)120,000 - - - - - -
Kelly Drive Channel Repair 1,041,003 - - - - - -
Las Palmas Roof Replacement - 500,000 - - - - -
Leo Carrillo Ranch Roof Refurbishment 349,999 1,100,000 - - - - -
Library Fire Alarm Panel Upgrades 180,000 - - - - - -
Miscellaneous City Building Improvements 1,565,000 150,000 150,000 150,000 150,000 - 1,500,000
Monroe Street Pool Replacement 6,187,001 - - - - - -
New Village Arts Building Roof And Exterior Refurbishment 313,627 - - - - - -
Parking Lot Maintenance Program 1,030,000 500,000 60,000 130,000 60,000 130,000 950,000
Public Beach Access Improvements (Ocean Street)726,683 - - - - - -
Safety Center Renovation 5,953,050 - - - - - -
Schulman Auditorium and Cannon Art Gallery - 200,000 - - - - -
Senior Center Refurbishment 1,248,001 - - - - - -
Senior Center Security Fencing - 20,000 58,000 - - - -
Stagecoach Park Synthetic Turf Replacement 2,200,000 - - - - - -
Storm Drain Condition Assessment 600,000 - 200,000 200,000 200,000 200,000 2,000,000
Storm Drain Headwall Replacement Program 510,002 - - - - - -
Storm Drain System Rehab And Repair Program 4,791,364 200,000 200,000 200,000 200,000 200,000 3,040,000
Total Project Expenditures 49,443,265 16,097,910 3,838,000 1,831,000 1,761,000 1,101,000 11,700,000
ENDING FUND BALANCE N/A 78,027,853 79,723,853 83,686,853 87,807,853 92,824,853 146,736,853
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 628,799 628,799 628,799 628,799 628,799 628,799
REVENUES
Other Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,712,999 - - - - - -
Total Project Expenditures 1,712,999 - - - - - -
ENDING FUND BALANCE N/A 628,799 628,799 628,799 628,799 628,799 628,799
INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R)
OTHER
I-53
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 4,434,133 4,234,133 4,234,133 1,804,555 1,804,555 1,804,555
REVENUES
Developer Fees - - 20,422 - - 3,543,259
Total Revenues N/A - - 20,422 - - 3,543,259
CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000
Robertson Ranch Park Development 200,000 200,000 - 2,450,000 - - -
Total Project Expenditures 200,000 200,000 - 2,450,000 - - 4,550,000
ENDING FUND BALANCE N/A 4,234,133 4,234,133 1,804,555 1,804,555 1,804,555 797,814
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 2,157,849 2,750,864 4,489,293 6,220,905 8,232,029 8,845,593
REVENUES
Developer Fees 593,015 1,738,429 1,731,612 2,011,124 613,563 3,422,320
Total Revenues N/A 593,015 1,738,429 1,731,612 2,011,124 613,563 3,422,320
CAPITAL PROJECTS
Pine Avenue Park - Phase 2 (Community Center And Garden)2,197,002 - - - - - -
Total Project Expenditures 2,197,002 - - - - - -
ENDING FUND BALANCE N/A 2,750,864 4,489,293 6,220,905 8,232,029 8,845,593 12,267,912
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 1,744,047 2,045,275 2,678,365 2,724,315 2,724,315 2,724,315
REVENUES
Developer Fees 301,228 633,089 45,950 - - 5,106
Total Revenues N/A 301,228 633,089 45,950 - - 5,106
CAPITAL PROJECTS
Leo Carrillo Park - Phase 3 1,334,099 - - - - - -
Total Project Expenditures 1,334,099 - - - - - -
ENDING FUND BALANCE N/A 2,045,275 2,678,365 2,724,315 2,724,315 2,724,315 2,729,421
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 565,405 565,405 565,405 565,405 565,405 565,405
REVENUES
Developer Fees/Loans - - - - - 362,495
Total Revenues N/A - - - - - 362,495
CAPITAL PROJECTS
Aviara Community Park - Phase 2 3,120,504 - - - - - -
Aviara Community Park - Phase 2 - Public Art 38,199 - - - - - -
Aviara Reimbursement Agreement 238,001 - - - - - -
Loan Repay - Park-in-Lieu SW To Public Facility Fee Fund - - - - - - 1,100,000
Total Project Expenditures 3,396,704 - - - - - 1,100,000
ENDING FUND BALANCE N/A 565,405 565,405 565,405 565,405 565,405 (172,101)
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PARK-IN-LIEU NE
I-54
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 4,800,689 4,813,644 4,818,206 4,838,206 4,858,206 4,858,206
REVENUES
Developer Fees 12,955 4,562 20,000 20,000 - 1,167,182
Total Revenues N/A 12,955 4,562 20,000 20,000 - 1,167,182
CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding)- - - - - - 4,760,000
Total Project Expenditures - - - - - - 4,760,000
ENDING FUND BALANCE N/A 4,813,644 4,818,206 4,838,206 4,858,206 4,858,206 1,265,388
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 956,779 931,779 931,779 939,619 968,406 968,406
REVENUES
Developer Fees - - 7,840 28,788 - 39,328
Total Revenues N/A - - 7,840 28,788 - 39,328
CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street)- - - - - - 289,534
DMP Facility AAAA (Madison Street)- - - - - - 416,500
DMP Facility AC (Highland Drive)- - - - - - 921,408
DMP Facility AFA (Hidden Valley Drainage Restoration)- - - - - - 91,608
DMP Facility AFB (Calavera Hills Drainage Restoration)- - - - - - 163,164
Drainage Master Plan Update 166,512 25,000 - - - - -
Total Project Expenditures 166,512 25,000 - - - - 1,882,214
ENDING FUND BALANCE N/A 931,779 931,779 939,619 968,406 968,406 (874,480)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 392,859 468,115 543,372 618,628 704,277 779,534
REVENUES
Developer Fees 75,256 75,256 75,256 85,649 75,256 2,301,927
Total Revenues N/A 75,256 75,256 75,256 85,649 75,256 2,301,927
CAPITAL PROJECTS
DMP Facility B & BN (Agua Hedionda And Calavera Creek Plda "B")3,559,891 - - - - - -
DMP Facility BB 1 And 2 (Washington Street)- - - - - - 1,086,065
DMP Facility BCB (Magnolia Avenue)- - - - - - 468,096
DMP Facility BFA (Country Store)963,673 - - - - - -
DMP Facility BFB-L & BFB-1 (Tamarack And El Camino Real Plda "B")- - - - - - 904,329
DMP Facility BFB-U (El Camino Real)891,220 - - - - - -
DMP Facility BL-L (College Blvd. Bridge Reimb. Plda "B")- - - - - - 1,816,101
DMP Facility BL-U (College Boulevard)- - - - - - 384,509
DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 204,077
DMP Facility BQ (Sunny Creek)- - - - - - 131,355
DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 180,773
Drainage Master Plan Update 558,000 - - - - - -
Total Project Expenditures 5,972,784 - - - - - 5,175,305
ENDING FUND BALANCE N/A 468,115 543,372 618,628 704,277 779,534 (2,093,845)
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
PARK FEE ZONES 5, 13, 16, 17, 18
I-55
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 1,533,684 1,576,448 1,694,353 1,797,952 1,922,725 1,922,725
REVENUES
Developer Fees 67,764 117,905 103,599 124,772 - 2,053,080
Total Revenues N/A 67,764 117,905 103,599 124,772 - 2,053,080
CAPITAL PROJECTS
DMP Facility C2 (Paseo Del Norte)- - - - - - 727,730
DMP Facility CA (Avenida Encinas)- - - - - - 529,402
Drainage Master Plan Update 121,890 25,000 - - - - -
Total Project Expenditures 121,890 25,000 - - - - 1,257,132
ENDING FUND BALANCE N/A 1,576,448 1,694,353 1,797,952 1,922,725 1,922,725 2,718,673
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 630,604 641,531 717,039 769,732 816,945 816,945
REVENUES
Developer Fees 35,927 75,508 52,693 47,213 - 1,331,895
Total Revenues N/A 35,927 75,508 52,693 47,213 - 1,331,895
CAPITAL PROJECTS
DMP Facility DBA (Poinsettia Village)- - - - - - 167,215
DMP Facility DBB (Avenida Encinas)- - - - - - 429,108
DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 256,423
DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 232,812
DMP Facility DQB (La Costa Town Center)- - - - - - 745,842
DMP Facility DZ (Poinsettia Lane)- - - - - - 642,063
Drainage Master Plan Update 209,598 25,000 - - - - -
Total Project Expenditures 209,598 25,000 - - - - 2,473,463
ENDING FUND BALANCE N/A 641,531 717,039 769,732 816,945 816,945 (324,622)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 27,476,816 23,607,195 24,418,847 13,071,892 14,449,527 14,900,540
REVENUES
Developer Fees 763,379 1,684,452 1,245,045 1,377,635 451,012 16,158,925
Total Revenues N/A 763,379 1,684,452 1,245,045 1,377,635 451,012 16,158,925
CAPITAL PROJECTS
Aviara Community Park - Phase 3 700,001 - - - - - -
Cole Library Expansion - - - - - - 11,936,000
El Camino Real Medians 695,781 - - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail - 1,085,000 - - - - -
Leo Carrillo Park - Phase 3 1,631,500 - - - - - -
Leo Carrillo Park - Phase 3 - Public Art 29,654 - - - - - -
Loan - Public Facility Fee Fund To Park-in-Lieu NE for Park Site Acquisition 4,550,000 - - - - - -
Loan - Public Facility Fee Fund To Park-in-Lieu SW 1,100,000 - - - - - -
Pine Avenue Park - Phase 2 (Community Center And Garden)10,016,036 - - - - - -
Pine Avenue Park - Phase 2 (Community Center And Garden) - Public Art 123,300 - - - - - -
Poinsettia Community Park - Phase 3 5,231,474 - - - - - -
Poinsettia Community Park - Phase 3 - Public Art 43,225 - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park 2,061,001 731,000 - - - - -
Poinsettia Community Park - Phase 4 - Dog Park - Public Art 21,140 - - - - - -
Robertson Ranch Park Development - - - 12,592,000 - - -
State Street parking lot EV charging station - 300,000 - - - - -
Terramar Area Coastal Improvements - 2,450,000 - - - - -
Village H South Off Leash Dog Area and Trail Segment 5B 455,000 67,000 872,800 - - - -
Total Project Expenditures 26,658,112 4,633,000 872,800 12,592,000 - - 11,936,000
ENDING FUND BALANCE N/A 23,607,195 24,418,847 13,071,892 14,449,527 14,900,540 19,123,465
PUBLIC FACILITY FEE FUND (PFF)
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
I-56
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 2,316,154 3,188,102 (1,491,180) (1,934,998) (1,637,817) (1,511,111)
REVENUES
Developer Fees and Miscellaneous 251,948 307,717 288,382 341,181 126,706 3,032,965
Other Agency Contributions (City of Vista)- 520,000 1,359,800 - - 2,047,500
Total Revenues N/A 251,948 827,717 1,648,182 341,181 126,706 5,080,465
CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 550,000 - - - - - -
El Fuerte Lift Station Pump Addition - 180,000 600,000 - - - -
Faraday & El Camino Real Sewer Replacement - Orion To PAR 140,000 - 1,200,000 - - - -
Las Palmas Trunk Sewer 556,000 - 2,907,000 - - - -
Loan Repay - Sewer Conn To Sewer Repl - - - - - - 4,700,000
Sewer Modeling 300,000 - - - - - -
Sewer Monitoring Program (Capacity)642,000 - - - 44,000 - 264,000
Vista Carlsbad Interceptor - Agua Hedionda LS & Forcemain (VC12-VC13)31,175,825 - - - - - -
Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 1,196,001 (800,000) 800,000 - - - 3,150,000
Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,464,834 - - - - - -
Vista Carlsbad Interceptor - Reach VC14 To VC15 21,350,392 - - - - - -
Vista Carlsbad Interceptor - Reach VC3 597,000 - - 2,092,000 - - -
Total Project Expenditures 65,972,052 (620,000) 5,507,000 2,092,000 44,000 - 8,114,000
ENDING FUND BALANCE N/A 3,188,102 (1,491,180) (1,934,998) (1,637,817) (1,511,111) (4,544,646)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A (2,906,598) (5,883,383) (19,248,071) (23,181,923) (22,452,298) (21,393,931)
REVENUES
Transfer from Sewer Operating Fund 5,599,836 5,650,312 5,568,313 11,120,359 11,398,368 111,499,639
Total Revenues N/A 5,599,836 5,650,312 5,568,313 11,120,359 11,398,368 111,499,639
CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring And Maintenance 225,000 - - - - - -
Buena Interceptor Sewer Access Road Improvements 1,150,000 - - - - - -
Buena Interceptor Sewer Improvements 3,758,504 (2,799,813) 3,500,000 - - - -
Buena Interceptor Sewer Realignment - East Segment 507,000 - 2,026,000 - - - -
Cannon Road Lift Station Improvements - 150,000 530,000 - - - -
Encina Capital Projects 42,001,300 6,822,000 6,751,000 7,877,000 7,910,000 8,240,000 73,182,000
Foxes Landing Lift Station Wetwell And Pump Replacement 5,492,003 200,000 - - - - -
Loan - Sewer Repl To Sewer Conn 4,700,000 - - - - - -
North Batiquitos Interceptor Sewer Access Road Improvements 250,000 - 90,000 - - - -
North Batiquitos Lift Station Forcemain Rehabilitation 550,000 400,000 - - - - -
Odor And Corrosion Prevention Assessment 320,000 - - - - - -
Orion Center 3,995,000 83,500 - - - - -
Poinsettia Lane Lift Station Overflow - - - - - - -
SCADA Improvements 1,967,800 2,160,933 - 175,165 380,734 - -
Sewer Lift Station Repairs And Upgrades 3,085,381 1,150,000 150,000 150,000 150,000 150,000 1,500,000
Sewer Line Capacity Improvements 200,000 - 2,873,000 - - - -
Sewer Line Condition Assessment 1,457,999 - 100,000 100,000 100,000 100,000 1,500,000
Sewer Line Refurbishments And Replacement 7,376,477 850,000 1,200,000 1,200,000 1,850,000 1,850,000 27,400,000
Terramar Area Coastal Improvements 1,000,000 (1,000,000) - - - - -
Vallecitos Interceptor Sewer Cleaning And CCTV 250,000 - - - - - -
Village And Barrio Traffic Circles 560,000 (400,000) - - - - -
Villas Sewer Lift Station Replacement 130,000 960,000 - - - - -
Vista Carlsbad Intercepter - Rehabilitation (VC1 & VC2)141,000 - 1,795,000 - - - -
Total Project Expenditures 79,117,464 8,576,620 19,015,000 9,502,165 10,390,734 10,340,000 103,582,000
ENDING FUND BALANCE N/A (5,883,383) (19,248,071) (23,181,923) (22,452,298) (21,393,931) (13,476,292)
SEWER CONNECTION FEE FUND
SEWER REPLACEMENT FUND
I-57
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 7,322,419 4,850,970 1,635 460,294 1,051,709 1,220,883
REVENUES
Developer Fees 604,551 1,213,665 944,658 1,077,415 259,174 15,095,535
Total Revenues N/A 604,551 1,213,665 944,658 1,077,415 259,174 15,095,535
CAPITAL PROJECTS
Avenida Encinas Widening - South of Palomar Airport Road 170,653 2,000,000 3,177,000 - - - -
Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2)- - - - - - 932,000
Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2) (RTCIP)- - - - - - 3,681,000
Carlsbad Blvd Widening Mountain View To Northerly City Limits - - - - - - 984,000
Carlsbad Blvd Widening Mountain View To Northerly City Limits (RTCIP)- - - - - - 1,274,000
Carlsbad Village Drive Widening - Pontiac Drive To Victoria Avenue - - - - - - 3,102,000
El Camino Real And Cannon Road Intersection Improvements 3,536,000 - - - - - -
El Camino Real And Carlsbad Village Drive Dual Left Turns - - - - - - 1,132,000
El Camino Real Right Turn Lane To East Bound Alga Road - - - - - - 438,000
El Camino Real Widening - Arenal Road To La Costa Avenue 3,200,001 50,000 2,500,000 - - - -
Melrose Drive And Alga Road Dual Left Turn Lanes (RTCIP)- - - - - - 1,237,000
Melrose Drive Right Turn Lane To West Bound Palomar Airport Road 711,001 200,000 - - - - -
Palomar Airport Road And College Blvd Improvements 995,501 300,000 - - - - -
Palomar Airport Road/El Fuerte Street Right Turn Lane - - - - - - 1,198,000
Poinsettia Lane Widening - Paseo Del Norte To Batiquitos Drive (RTCIP)- - - - - - 1,039,000
Sidewalk/Street Construction Program 3,499,999 300,000 200,000 300,000 300,000 - -
Terramar Area Coastal Improvements 6,650,004 - - - - - -
Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 1,494,000
Traffic Impact Fee Update 200,000 40,000 - - - - -
Traffic Monitoring Program 1,526,899 96,000 96,000 96,000 96,000 - 288,000
Valley and Magnolia Complete Streets 3,536,206 - - - - - -
Total Project Expenditures 24,026,264 3,076,000 6,063,000 486,000 486,000 90,000 16,799,000
ENDING FUND BALANCE N/A 4,850,970 1,635 460,294 1,051,709 1,220,883 (482,582)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 5,626,032 5,140,032 39,232 85,016 476,776 2,570,911
REVENUES
Transportation Taxes 4,304,000 4,459,200 4,600,784 4,736,760 4,869,135 49,280,356
Total Revenues N/A 4,304,000 4,459,200 4,600,784 4,736,760 4,869,135 49,280,356
CAPITAL PROJECTS
ADA Improvement Program 1,800,001 640,000 715,000 175,000 715,000 175,000 4,450,000
Adaptive Traffic Signal Program 2,641,938 - - - - - -
Adaptive Traffic Signal Program (Non-Jurisdictional Fees)1,000,000 - - - - - -
Barrio Street Lighting - - 1,280,000 1,280,000 1,030,000 - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,054,001 - - - - - -
Carlsbad Blvd Pedestrian Lighting - Tamarack To State Street 1,325,000 - - - - - -
Carlsbad Blvd Realignment 1,779,027 - - - - - -
Carlsbad Village Dr. & Grand Ave. Pedestrian And Crossing Imp.- - 1,320,000 - - - -
Chestnut Avenue Complete Street Improvements-Valley To Pio Pico - - 1,080,000 - - - -
Chestnut Complete Street I-5 To Railroad Project Study - - 85,000 - - - -
Christiansen Way Improvements - - 310,000 - - - -
College Blvd Reach A And Cannon Road Reach 4A 1,205,000 - - 1,500,000 - - -
El Camino Real Widening - Cassia Rd To Camino Vida Roble 1,554,998 1,550,000 - - - - -
El Camino Real Widening - Sunny Creek To Jackspar 4,000,000 - - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 4,175,001 - - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane 250,277 - - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 925,641 - - - - - -
Pavement Management Program 19,205,857 - - - 1,500,000 1,500,000 15,000,000
Pavement Management Program (Non-Juris Fees)11,546,475 2,600,000 1,600,000 1,600,000 1,100,000 1,100,000 11,000,000
State Street Improvements At NW Corner Of Grand - - 325,000 - - - -
Street Lighting Replacement Program 3,325,001 - - - - - -
Terramar Area Coastal Improvements 1,000,000 - - - - - -
Valley and Magnolia Complete Streets - - 1,200,000 - - - -
Valley Street Road Diet And Traffic Calming - - 1,645,000 - - - -
Village And Barrio Traffic Circles 1,024,999 - - - - - -
Total Project Expenditures 57,813,216 4,790,000 9,560,000 4,555,000 4,345,000 2,775,000 30,450,000
ENDING FUND BALANCE N/A 5,140,032 39,232 85,016 476,776 2,570,911 21,401,267
TRAFFIC IMPACT FEES (TIF)
TRANSNET - LOCAL
I-58
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 32,419,593 26,417,939 23,453,876 24,793,054 26,338,594 27,309,757
REVENUES
Developer Fees 998,529 1,365,755 1,364,178 1,570,540 971,163 13,988,922
Total Revenues N/A 998,529 1,365,755 1,364,178 1,570,540 971,163 13,988,922
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)1,060,000 (809,817) 844,817 - - - -
College Boulevard - Cannon Road To Badger Lane (490 Zone)1,090,000 (790,000) 1,160,000 - - - -
Desalinated Water Flow Control Facility No. 5 2,154,300 7,950,000 - - - - -
Hydroelectric Generator at Desal Flow Control Facility No. 5 200,000 200,000 1,875,000 - - - -
Poinsettia Lane - Cassia Road To Skimmer Court (Reimb. Agreement)600,000 - - - - - -
Rancho Carlsbad Groundwater Supply - 200,000 125,000 - - - 1,425,000
San Luis Rey Mission Basin Groundwater Supply 77,500 200,000 300,000 - - - 8,000,000
Water Modeling 300,000 50,000 25,000 25,000 25,000 - -
Total Project Expenditures 5,481,800 7,000,183 4,329,817 25,000 25,000 - 9,425,000
ENDING FUND BALANCE N/A 26,417,939 23,453,876 24,793,054 26,338,594 27,309,757 31,873,679
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A (19,981,340) 236,239 236,239 236,239 236,239 236,239
REVENUES
Recycled Water Loans and Grants 20,217,580 - - - - -
Total Revenues N/A 20,217,580 - - - - -
CAPITAL PROJECTS
Recycled Water Line - CWRF To Agua Hedionda Lagoon 3,417,406 - - - - - -
Recycled Water Phase 3 - CWRF Expansion - - - - - - -
Recycled Water Phase 3 - Pipelines 21,256,334 - - - - - -
Recycled Water Phase 3 - Reservoir 3,119,999 - - - - - -
Total Project Expenditures 27,793,739 - - - - - -
ENDING FUND BALANCE N/A 236,239 236,239 236,239 236,239 236,239 236,239
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 11,325,223 23,908,045 13,094,138 6,311,233 8,631,338 12,487,188
REVENUES
Transfer from Water Operating Fund 9,122,706 8,806,823 8,806,595 8,964,605 9,125,850 100,893,018
Total Revenues N/A 9,122,706 8,806,823 8,806,595 8,964,605 9,125,850 100,893,018
CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services)1,742,002 (866,175) 50,000 500,000 500,000 - -
Aviara Parkway And Plum Tree Waterline - 200,000 900,500 - - - -
Carlsbad Boulevard Waterline Replacement At Terramar 2,430,000 1,000,000 1,650,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)709,389 (109,446) - - - - -
Cathodic Protection Program 1,426,702 180,000 190,000 190,000 190,000 190,000 540,000
Crestview Drive Transmission Main 240,000 60,000 500,000 - - - -
Fire Flow System Improvements 1,710,000 - 100,000 100,000 264,000 - -
Limited Access Pipeline Relocation Program 1,939,999 - 2,000,000 1,000,000 - - -
Maerkle Facility Improvements 2,235,201 - - - - - -
Maerkle Reservoir Floating Cover Replacement 13,054,999 (2,022,156) - - - - -
Maerkle Reservoir Transmission Main 6,330,000 (5,557,000) 1,000,000 4,557,000 - - -
Miscellaneous Pipeline Replacements 7,838,369 1,730,000 2,690,000 2,800,000 3,000,000 3,000,000 40,970,000
Orion Center 6,650,400 139,010 - - - - -
Palomar Airport Waterline Realignment 1,000,001 750,000 - - - - -
Pressure Reducing Station Program 3,461,997 600,000 600,000 600,000 600,000 600,000 6,000,000
Rancho Carlsbad Groundwater Supply - 200,000 125,000 - - - 1,425,000
Recycled Water Line - CWRF To Agua Hedionda Lagoon 1,632,595 - - - - - -
Recycled Water Phase 3 - Pipelines 2,497,527 - - - - - -
Recycled Water Phase 3 - Reservoir 979,999 - - - - - -
Reservoir Repair And Maintenance Program 5,849,999 - - 1,960,000 - - 6,680,000
San Luis Rey Mission Basin Groundwater Supply 77,500 - - - - - 8,500,000
Santa Fe II Inlet Pipeline 495,000 - 2,370,000 - - - -
Santa Fe II Reservoir Site Electrical Improvements 149,999 (116,419) - - - - -
SCADA Improvements 2,065,300 1,858,100 3,209,200 2,412,500 610,500 - -
Tri-Agency Water Transmission Pipeline Replacement 6,455,002 (2,836,030) 2,836,030 - - - -
Valley and Magnolia Complete Streets 71,000 - - - - - -
Water Infrastructure Assessment Program 1,380,000 400,000 410,000 410,000 420,000 420,000 4,730,000
Water Loss Monitoring 349,999 - 50,000 100,000 100,000 100,000 1,000,000
Water Motorized Valve Install 485,000 - - - - - -
Water Valve Repair/Replacement Program 5,989,998 930,000 940,000 960,000 960,000 960,000 10,760,000
Total Project Expenditures 79,247,977 (3,460,116) 19,620,730 15,589,500 6,644,500 5,270,000 80,605,000
ENDING FUND BALANCE N/A 23,908,045 13,094,138 6,311,233 8,631,338 12,487,188 32,775,206
WATER CONNECTION - POTABLE
WATER CONNECTION - RECYCLED
WATER REPLACEMENT - POTABLE
I-59
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE N/A 12,253,688 10,081,588 8,965,088 7,907,488 6,679,488 6,079,488
REVENUES
Transfer from Recycled Water Operating Fund - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
Carlsbad Water Recycling Facility (Encina Capital Projects)2,231,710 1,460,000 315,000 320,000 310,000 200,000 2,500,000
CWRF Roof Replacement - 225,000 - - - - -
Orion Center 2,660,000 55,600 - - - - -
Recycled Water Infrastructure Assessment Program 650,001 50,000 50,000 50,000 50,000 50,000 590,000
Recycled Water Pipeline Replacement - - - 350,000 350,000 350,000 5,060,000
Recycled Water Valve & Appurtenance Replacement Program 260,000 - 120,000 - 120,000 - 1,330,000
SCADA Improvements 645,400 381,500 631,500 337,600 398,000 - -
Total Project Expenditures 6,447,111 2,172,100 1,116,500 1,057,600 1,228,000 600,000 9,480,000
ENDING FUND BALANCE N/A 10,081,588 8,965,088 7,907,488 6,679,488 6,079,488 (3,400,512)
WATER REPLACEMENT - RECYCLED
I-60
GLOSSARY OF
CAPITAL PROJECT FUNDING SOURCES
BTD 2 – Bridge and Thoroughfare District 2 developer
fees are paid to partially fund the Poinsettia Lane and
Aviara Parkway street construction project.
BTD 3 – Bridge and Thoroughfare District 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 1 (Mello-Roos) funds civic projects, I-5
interchange projects, and road segments.
Federal Grants (FED GRNT) – Federal Grants such as
Highway Bridge Program funding.
Gas Tax – Gas Tax revenues for street projects that 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 that
are received under the Streets & Highways Code of the State of California.
General Capital Construction (GCC) – General Capital Construction funds, created through fund
transfers from the city's General Fund, are used to fund various municipal and other capital projects.
Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major
maintenance and replacement of the city’s infrastructure.
Other – Sources include revenues related to pending financing districts, property owner
contributions, and contributions from other agencies.
Park-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development.
PIL fees are segregated by quadrant to fund park projects in those quadrants.
Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer
Planned Local Drainage Fees. PLD fees are segregated by drainage area.
Public Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic facilities,
park development, streets, traffic signals, and other facilities.
Sewer Connection (SEWER CONN) – Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEWER REPL) – Sewer Replacement is part of sewer user fees and pays for repair
and replacement of the city's existing sewer system.
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-61
TransNet (TRNSNT-BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San
Diego Regional Transportation Commission finance various bicycle, freeway interchange and local
road improvement projects.
Water Connection (WATER CONN) – Development fees include Major Facility Fees used to fund
expansion of water lines and ancillary water facilities.
Water Replacement (WATER REPL) – Water Replacement funds are included in water utility rates and
pay for the repair and replacement of existing potable water lines and facilities.
Water Recycled (RECL WATER) – Revenues used to fund new Recycled Water projects; revenues for
Phase III expansion includes grant and loan funds.
Water Recycled Replacement (RECL REPL) – Recycled Water Replacement funds are included in utility
rates and pay for the repair and replacement of existing recycled water lines and facilities.
Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management
Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor.
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J-1
PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2021-22
Department Item Description Quantity One-Time Cost
Community Services Tyler Court Apartments Elevator Replacement 119,797
Community Services Subtotal $119,797
Golf Course Monument Sign 25,000
Large Rough Mower 60,000
Landscape Improvements 23,000
Golf Course Subtotal $108,000
Fire Portable Radios 7 38,000
Convert reserve ambulance for front line use 2 260,000
Ambulance 2 580,000
Fire Subtotal $878,000
Fleet Replacement Fire: Brush Truck 1 481,824
Fire: Ambulance 1 275,000
Fire: Truck 1 867,000
Fire: Truck 1 871,216
Parks & Recreation: Senior Center Van 1 42,000
Parks & Recreation: Trailer 2 29,876
Parks & Recreation: Track Loader 1 66,263
Parks & Recreation: Tractor 1 38,189
Police: Sedan 7 262,740
Police: Utility Hybrid 5 344,000
Police: SUV 1 38,000
Police: SUV with K9 Outfitting 1 80,000
Police: Cargo Van 1 35,000
Public Works: Truck 5 165,000
Public Works: SUV 2 66,260
Public Works: Van 1 32,000
Public Works: Utility Truck 2 80,437
Public Works: Asphalt Truck 1 175,000
Public Works: Paint Striping Truck 1 419,000
Public Works: Truck with Utility Lights & Rack 1 48,724
Public Works: Portable Power Generator 1 34,305
Public Works: Utility Truck with Crane 1 94,199
Fleet Replacement Subtotal 39 $4,546,033
Information Technology Replacement Firewalls 2 33,506
Routers 4 69,888
Switches 2 196,339
Information Technology Subtotal $299,733
Grand Total Major Capital Outlay $5,951,563
*Major Capital Outlay only includes items of $10,000 or greater.
(Greater than $10,000)
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OUT OF STATE TRAVEL BUDGET FISCAL YEAR 2021-22
Travel Description Employees Destination 2021-22 Budget
General Fund
City Council
Legislative Meetings 2 Washington, D.C.4,400$
League of National Cities 2 TBD 4,400
City Council Total 8,800$
City Treasurer
Association of Public Treasurers of US & Canada 2 Henderson, NV 1,500$
Government Investment Officers Association 2 Las Vegas, NV 1,500
City Treasurer Total 3,000$
City Manager
ICMA National Conference 2 Portland, OR 3,500$
ICMA Regional Conference 2 TBD 2,750
Legislative Meetings 2 Washington, D.C.3,550
City Manager Total 9,800$
Administrative Services - Admin
ICMA National Conference 1 TBD 5,000$
Administrative Services - Admin Total 5,000$
Finance
Harris Conference 3 Las Vegas, NV 8,700$
Tyler Connect (Energov - Business License) Conference 1 San Antonio, TX 3,300
Central Square (IFAS) conference 2 Las Vegas, NV 6,000
Finance Total 18,000$
Police
Out of State Homicide Investigations TBD TBD 2,500$
Out of State Backgrounds Investigations TBD TBD 10,000
Police Total 12,500$
Fire
Final Inspections for 2 Type I Engines 4 Clintonville, WI 4,800$
Final Inspection for Type III Brush Engine 3 TBD 4,000
Final Inspection for Rescue Ambulance 3 TBD 3,500
Final Inspection for 2 Rescue Ambulances 3 TBD 3,500
Fire Department Instructors Conference 4 Indianapolis, IN 6,000
Fire-Rescue International 3 Charlotte, NC 5,000
Fire Total 26,800$
Community Development
ICMA 1 Columbus, OH 2,900$
Institute of Transportation Engineer 1 Portland, OR 2,500
ICC Educode 1 Las Vegas, NV 2,200
National Association of Housing and Redevelopment Officials Conference 2 Washington, D.C.4,000
Community Development Total 11,600$
Library & Cultural Arts
LibLearnX (ALA)1 San Antonio, TX 2,000$
PLA 1 Portland, OR 2,000
COSUGI 1 TBD 2,000
American Alliance of Museums 1 Boston, MA 2,500
ALA Annual 1 San Antonio, TX 2,500
Library & Cultural Arts Total 11,000$
Parks & Recreation
CivicRec Summit 3 Manhattan, KS 3,000$
Parks & Recreation Total 3,000$
Public Works - General Fund
National Adaptation Forum 1 Atlanta, GA 2,000$
Public Works - General Fund 2,000$
General Fund Subtotal 111,500$
J-3
Travel Description Employees Destination 2021-22 Budget
Non-General Fund
Community Development
National Association of Housing and Redevelopment Officials Conference 1 Washington, DC 2,800$
YARDI Software Forum 2 TBD 5,000
Community Development Total 7,800$
Public Works - Environmental Management
WasteCon/Expo 1 TBD 1,000$
Resource Recyling Conference 1 TBD 1,000
Swanapalooza 1 TBD 1,000
Public Works - Environmental Management Total 3,000$
Non General Fund Subtotal 10,800$
Grand Total Out Of State Travel 122,300$
J-4
FUND CLASSIFICATION S 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.
Cultural Arts Donations (148) – Funds used to promote and support the programs and activities of the city’s
Cultural Arts Office.
Flower Fields Grant Program (170) – A grant program to support the preservation and enhancement of the
Carlsbad Flower Fields.
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.
J-5
Library Gifts & Bequests (145) – Includes Friends of the Library annual donations, Library and Arts
Endowments, 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.
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.
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.
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.
J-6
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 Highway Bridge Program funding.
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.
Transportation Development Act (TDA) (380) – City street and bicycle projects can receive funding from
Transportation Development Act sales tax receipts.
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.
J-7
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.
Information Technology Maintenance (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 percent 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 percent 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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General X X X X X X
Special Revenue
Affordable Housing X
Agricultural Mitigation Fees X
Buena Vista Channel Maintenance District X
Citizens Option for Public Safety X
Community Development Block Grant X
Cultural Arts Donations X
Flower Fields Grant Program X
Habitat Mitigation Fee X
Library Gifts & Bequests X
Lighting & Landscaping District No. 2 X X
Local Cable Infrastructure X
Median Maintenance District X
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 & Thoroughfare District No. 2 X
Bridge & Thoroughfare District No. 3 X
Community Facilities District No. 1 X
Gas Tax X
Gas Tax Road Maintenance and Rehabilitation X
General Capital Construction X
Grants-Federal X
Industrial Corridor Park Fees X
Infrastructure Replacement X
Park-in-Lieu Fees X
Budget
Program
Fund
J-10
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Capital Project (continued)
Parking-in-Lieu Fees X
Planned Local Drainage Area Fees (PLD)X
Public Facilities Fees X
Transportation Development Act (TDA)X
Traffic Impact Fees (TIF)X
TransNet X
Internal Service
Workers' Compensation X
Risk Management X
Vehicle Maintenance X
Vehicle Replacement X
Information Technology Maintenance X
Information Technology Replacement 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
Solid Waste Management X
Watershed Protection X
The Crossings Golf Course X
Fiduciary
Successor Agency to the
Redevelopment Agency X X
Fund
Budget
Program
J-11
GLOSSARY
Appropriation – A specific amount of money authorized by the City Council for an approved work program
or individual project.
Assessed Valuation – A dollar value placed on real estate or other property by the County of San Diego as a
basis for levying property taxes.
Balanced Budget – A budget in which planned expenditures do not exceed planned funds available.
Beginning/Ending Fund Balance – Unencumbered resources available in a fund from the prior/current year
after payment of the prior/current year expenses.
Bond – A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus
interest, by a specified future date.
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 Improvement Program – A multi-year financial plan containing proposed construction of physical
assets such as park, street, sewerage, 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.
Cost Allocation – A method used to charge General Fund overhead costs to other funds, such as Enterprise
Funds and Internal Service Funds.
Debt Service – The payment of principal and interest on borrowed funds such as bonds.
Department – An organizational unit comprised of programs or divisions. Examples include the 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.
J-12
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.
Personnel Costs – Expenditures associated with providing the staff necessary to provide the desired levels of
services. Included are both salary and benefit costs.
Revenues – Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and
grants during the fiscal year.
Special Revenue Funds – A fund that collects revenues that are restricted by the city, state, or federal
government as the method by which they may be spent.
Strategic Digital Technology 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.
J-13
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
BCDDM – Build Capacity for Data-driven Decision Making
BTD – Bridge and Thoroughfare Benefit District
CAD – Computer Aided Dispatch
CalPERS – California Public Employees Retirement System
CalTrans – California Department of Transportation
CAP – Climate Action Plan
CCEA – Carlsbad City Employees' Association
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
COSUGI – Customers of SirsiDynix Users Group, Inc.
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
DOJ – Department of Justice
EAT – Enhance Accessibility and Transparency
EIR – Environmental Impact Report
EKG – Electrocardiogram
EMS – Emergency Medical Services
EOC – Emergency Operations Center
ERP – Enterprise Resource Planning
ESL – English as a Second Language
EWA – Encina Wastewater Authority
FEMA – Federal Emergency Management Agency
FPPC – Fair Political Practices Commission
FTE – Full‐Time Equivalent
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
HMP – Habitat Management Plan
HOT – Homeless Outreach Team
HPRM – HP Records Manager
J-14
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
IFAS – Integrated Financial Accounting System
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
NFPA – National Fire Protection Association
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
RFP – Request for Proposal
ROPS – Recognized Obligation Payment Schedule
ROW – Right-of-Way
SANDAG – San Diego Association of Governments
SCADA – Supervisory Control and Data Acquisition System
SB – Senate Bill
SDG&E – San Diego Gas & Electric
SDTIP – Strategic Digital Technology Investment Program
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
TDM – Transportation Demand Management
TIF – Traffic Impact Fee
TMDL – Total Maximum Daily Load
TOT – Transient Occupancy Tax, or hotel tax
UASI – Urban Areas Security Initiatives Program
UDC – Unified Disaster Council (of San Diego)
WQIP – Water Quality Improvement Plan
J-15
BUDGET COMMUNICATIONS
City Council Budget Workshops
Workshop #1 on Feb. 4, 2021 – https://carlsbadca.new.swagit.com/videos/126489
Workshop #2 on Feb. 11, 2021 – https://carlsbadca.new.swagit.com/videos/126491
Workshop #3 on March 11, 2021 – https://carlsbadca.new.swagit.com/videos/126496
City Council Budget Meetings
Fiscal Year 2021-22 Preliminary Budget on May 18, 2021 – https://carlsbadca.new.swagit.com/videos/126510
Fiscal Year 2021-22 Operating Budget, Strategic Digital Transformation Investment Program and Capital
Improvement Program, the Fiscal Year 2021-22 Appropriation Limit and Revisions of Fees and Charges of
Services on June 8, 2021 – https://carlsbadca.new.swagit.com/videos/126511
Social Media Communications
Facebook Posts
ICYMI, city budget highlights on June 14, 2021 –
https://www.facebook.com/cityofcarlsbad/photos/a.274209329281740/4089123017790333
City Manager’s update on June 9, 2021 –
https://www.facebook.com/cityofcarlsbad/photos/a.274209329281740/4076009369101698
City Council meeting agenda on June 8, 2021 –
https://www.facebook.com/cityofcarlsbad/photos/a.274209329281740/4072344612801507
City Council meeting agenda on June 4, 2021 –
https://www.facebook.com/cityofcarlsbad/photos/a.274209329281740/4062193373816631
This Week in Carlsbad on May 21, 2021 –
https://www.facebook.com/cityofcarlsbad/photos/a.274209329281740/4019998824702753
News Update on May 19, 2021 –
https://www.facebook.com/cityofcarlsbad/photos/a.274209329281740/4013686708667298
City Council meeting agenda on May 18, 2021 –
https://www.facebook.com/cityofcarlsbad/photos/a.274209329281740/4008556239180345
City budget primer video on May 16, 2021 –
https://www.facebook.com/cityofcarlsbad/videos/479042916716487
Twitter Posts
https://twitter.com/carlsbadcagov/status/1402414991844724736
https://twitter.com/carlsbadcagov/status/1402389639265128448
https://twitter.com/carlsbadcagov/status/1402285294834130946
https://twitter.com/carlsbadcagov/status/1400995875787259911
https://twitter.com/carlsbadcagov/status/1395139404885282821
https://twitter.com/carlsbadcagov/status/1394781354299203585
https://twitter.com/carlsbadcagov/status/1394683511320240128
https://twitter.com/carlsbadcagov/status/1394021144571912195
Other Enews Communications
https://myemail.constantcontact.com/This-Week-in-Carlsbad.html?soid=1102527936699&aid=yeJ3MOTGnIM
https://myemail.constantcontact.com/This-Week-in-Carlsbad.html?soid=1102527936699&aid=4JKEKFRz8Bc
J-16
RESOLUTION NO. 2021-132.
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 2021-22 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) 2021-22 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 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,”
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachments A through D
attached and incorporated by reference, are adopted as the final Operating,
Strategic Digital Transformation Investment Program and Capital Improvement
Program Budgets for the City of Carlsbad for FY 2021-22 along with the program
options and adjustments, if any, determined by the City Council as set forth in the
minutes of the City Council meeting of Tuesday, June 8, 2021.
3.That the amounts reflected as estimated revenues for FY 2021-22 as shown in
Attachments A, B and D are adopted as the budgeted revenues for FY 2021-22.
4.That the amounts as designated as the FY 2021-22 Budget request in Attachments
A, B 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.
J-17
5.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.
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 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 Police,
Community Development and the new Housing & Homeless Services
departments within the General Fund.
iii.The City Manager may authorize transfers of funds between departments
within the same fund in an amount up to $100,000 per transfer.
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, which is designated for said specific purpose.
v.The City Manager may authorize the transfer of appropriations between
accounts and/or capital projects up to $1,000,000 for the costs associated
with the Encina Wastewater Facility (Encina) as authorized by the Encina
Wastewater Authority’s staff and/or Board. Any increase to the total
appropriations for Encina’s operating budget and capital program must be
approved by the City Council.
vi.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.
vii.The City Manager may authorize budget adjustments to increase the
appropriation for unforeseen legal expenses and liabilities.
J-18
viii.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.
ix.The City Council must authorize all transfers of funds from the City
Council’s Contingency Account.
x.The City Manager may delegate any of the authority given to him or her
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.
7.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.
8.That interest earned on grants and/or donations may be appropriated during the
year for the purpose for which the grant and/or donations were received.
9.That all appropriations in the Capital Improvement Program remaining
unexpended at June 30, 2021, are appropriated to FY 2021-22 in their respective
project budgets.
10.That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended at June 30, 2021, are appropriated to FY 2021-22 in their
respective Innovation Fund or project budgets.
11.That all appropriations in the Operating Budget remaining unexpended at June 30,
2021 related to developer deposits received for developer-funded studies not yet
completed or grant awards or donations received or expected for projects that are
continuing into the next fiscal year are appropriated to FY 2021-22.
12.That all appropriations for outstanding encumbrances as of June 30, 2021, are
continued into FY 2021-22 for such contracts or obligations.
J-19
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 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
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BARBARA ENGLESON, City Clerk
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J-20
RESOLUTION NO. 1655.
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT, ADOPTING THE WATER DISTRICT’S
FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM
FOR FISCAL YEAR 2021-22 AND ESTABLISHING CONTROLS ON
CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District has reviewed
the proposed final Operating Budget and Capital Improvement Program for Fiscal Year (FY) 2021-
22 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, 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 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,”
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachments A and B attached
and incorporated by reference, are adopted as the final Operating and Capital
Improvement Program Budgets for the Carlsbad Municipal Water District for the
FY 2021-22 along with any program options and/or adjustments determined by
the Board of Directors as set forth in the minutes of the Board of Director’s
meeting of Tuesday, June 8, 2021.
3.That the amounts reflected as estimated revenues for FY 2021-22 are adopted as
the budgeted revenues for FY 2021-22.
4.That the amounts designated as FY 2021-22 Budgets in Attachments A and B are
appropriated to the fund for which they are designated, and such appropriation
shall not be increased except as provided in this resolution.
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.
J-21
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 which is designated for said
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 the Workers’ Compensation and Risk Management
Funds’ operating budgets in an amount equal to the increases in costs of
estimated claims expenses.
v.The Executive Manager may authorize budget adjustments to increase the
appropriation for unforeseen legal expenses and liabilities.
vi.The Executive Manager may delegate the authority to make budget
transfers.
B.The Board of Directors must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the
final Budget. The Executive Manager may authorize the hiring of temporary or
part time staff as necessary within the limits imposed by the controls listed
above.
7.That all appropriations for outstanding encumbrances as of June 30, 2021 are
continued into FY 2021-22 for such contracts and obligations.
J-22
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, 2021, are appropriated for such capital projects for FY 2021-22.
10.That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended at June 30, 2021, are appropriated to FY 2021-22 in their
respective Innovation Fund or project budgets.
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 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, President
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BARBARA ENGLESON, Secretary
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J-23
RESOLUTION NO. 550.
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 2021-22 AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(the Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority Section
8 Programs for fiscal year (FY) 2021-22; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
operating budgets.
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 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,”
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachment A attached and
incorporated by reference, are adopted as the final Operating Budget for the
Carlsbad Housing Authority Section 8 Programs for FY 2021-22, along with any
program options and/or adjustments, if any, determined by the Commission as
set forth in the minutes of the Commission’s meeting of Tuesday, June 8, 2021,
and 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 2021-22.
3.That the amounts reflected as estimated revenues for FY 2021-22 are adopted as
the budgeted revenues for FY 2021-22.
J-24
4.That the amount designated as FY 2021-22 Budget request in Attachment A 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 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 the Carlsbad Housing Authority to
make budget transfers and adjustments.
iii.The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director is authorized
to increase an appropriation for a specific purpose where said
appropriation is offset by unbudgeted revenue which is designated for said
specific purpose.
B.The Commission must authorize any increase in the number of authorized
permanent personnel positions above the level identified in the final budget.
The Executive Director may authorize the hiring of temporary or part time staff
as necessary within the limits imposed by the controls listed above.
6.That all appropriations for any state or federal grant funds in the Operating Budget
remaining unexpended at June 30, 2021, are appropriated to FY 2021-22.
7.That all outstanding encumbrances as of June 30, 2021, are continued into FY
2021-22 for such contracts and obligations.
//
//
//
//
//
//
J-25
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 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
cfr#71 6z,4"
MATT HALL, Chairperson
SCOTT CHAD WICK, Secretary
(SEAL)
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J-26
RESOLUTION NO. 85.
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
PUBLIC FINANCING AUTHORITY ADOPTING THE FINAL OPERATING
BUDGET AND CAPITAL IMPROVEMENT PROGRAM OF THE CROSSINGS
AT CARLSBAD MUNICIPAL GOLF COURSE FOR FISCAL YEAR 2021-22
AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS OF
BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Public Financing Authority has reviewed
the proposed final Operating Budget and Capital Improvement Program for The Crossings at
Carlsbad Municipal Golf Course for fiscal year (FY) 2021-22; and
WHEREAS, public hearings have been held as 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 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,”
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachment A attached and
incorporated by reference, are adopted as the final Operating and Capital
Improvement Budgets for The Crossings at Carlsbad Municipal Golf Course for FY
2021-22, along with any program options and/or adjustments, if any, determined
by the Board of Directors as set forth in the minutes of the Board’s meeting of
Tuesday, June 8, 2021.
3.That the amounts reflected as estimated revenues for FY 2021-22 are adopted as
the budgeted revenues for FY 2021-22.
4.That the amount designated as FY 2021-22 Budget request in Attachment A is
appropriated to the fund for which it is designated, and such appropriation shall
not be increased except as provided in this resolution.
J-27
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 Board of Directors or designee, as described below.
i.The City Manager, as Executive Director of the Carlsbad Public
Financing Authority, may authorize all transfers of funds from account
to account within the same fund.
ii.The City Manager, as Executive Director of the Carlsbad Public
Financing Authority, may delegate the authority to make budget
transfers and adjustments.
iii.The City Manager, as Executive Director of the Carlsbad Public
Financing Authority, may authorize budget adjustments involving
offsetting revenues and expenditures; the City Manager, as Executive
Director of the Carlsbad Public Financing Authority, is authorized to
increase an appropriation for a specific purpose where said
appropriation is offset by unbudgeted revenue which is designated for
said specific purpose.
iv.The City Manager, as Executive Director of the Carlsbad Public
Financing Authority, may delegate any of the authority given to him or
her under this resolution.
6.That all outstanding encumbrances as of June 30, 2021, are continued into FY
2021-22 for such contracts and obligations.
7.That all Capital Improvement Budgets remaining unexpended at June 30, 2021,
are appropriated to FY 2021-22 for their respective projects.
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J-28
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 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None. -1/eict,ff/laZ(
MATT HALL, President
9f 1P)ARelliiti i.-trtf0
BARBARA ENGLESON, Secretary
(SEAL)
J-29
RESOLUTION NO. 2021-133.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ACTING AS SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, ADOPTING THE FINAL OPERATING
BUDGET OF THE SUCCESSOR AGENCY AND ENFORCEABLE DEBT
OBLIGATIONS OF THE CITY OF CARLSBAD’S REDEVELOPMENT
OBLIGTION RETIREMENT FUND FOR FISCAL YEAR 2021-22 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) 2021-22; 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 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,”
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachment A attached and
J-30
incorporated by reference, 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 2021-22, along with any
program options and/or adjustments, if any, determined by the Successor Agency
as set forth in the minutes of the Successor Agency’s meeting of Tuesday, June 8,
2021.
3.That the amounts reflected as estimated revenues for FY 2021-22 are adopted as
the budgeted revenues for FY 2021-22.
4.That the amount designated as FY 2021-22 budget request in Attachment A 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 designee, 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 the authority to make budget transfers
and adjustments.
iii.The City Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the City Manager is authorized
to increase an appropriation for a specific purpose where said
appropriation is offset by unbudgeted revenue which is designated for
said specific purpose and is approved in advance by the Oversight
Board.
B.The Successor Agency must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the
final budget. The City Manager may authorize the hiring of temporary or part-
time staff as necessary, within the limits imposed by the controls listed above
and subject to the Operating Budget for the Successor Agency.
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6. That all outstanding encumbrances as of June 30, 2021, are continued into FY
2021-22 for such contracts and obligations, as approved by the Oversight Board.
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 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
BARBARA ENGLESON, City Clerk
(SEAL)
J-32
RESOLUTION NO. 2021-134.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2021-22
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, attached and incorporated by reference; 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) 2021-22 as listed in the attached and
incorporated Attachment A.
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 2021-22 appropriation limit of $542,095,062 as computed in the attached and
incorporated Attachment A.
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J-33
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 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
L-Mierrt v( corr
BARBARA ENGLESON, City Clerk
(SEAL)
001111111111 91/40
CA/i/
J-34
RESOLUTION NO. 2021-135.
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 said 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 said 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.
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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, 2021; 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 Waste Management, changes to the recycling and trash fees
as shown in Attachment A shall become effective on July 1, 2021.
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 8th day of June, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
\.„.._,2\AC-3111/W illair 3-415
BARBARA ENGLESON, City Clerk
(SEAL)
J-36
RESOLUTION NO. 2021-136
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE CITY OF CARLSBAD’S SHARE OF THE
FISCAL YEAR 2021-22 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 said budget and
provide for the payment of its share of such 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 2021-22 Operating Budget of
the EWA as approved by the JAC on April 28, 2021, in the amount of $4,429,799
for Wastewater Plant Operations, $953,505 for pension pay-down (year three of
three), $1,405,351 for the Carlsbad Water Recycling Facility Operations, and
$256,601 for Carlsbad Water Recycling Facility Operations pension pay-down
(year three of three) is approved, as described in Attachment A.
3.That the City of Carlsbad’s estimated share of the FY 2021-22 Capital Budget of
the EWA as approved by the JAC on April 28, 2021 in the amount of $6,822,000
for Wastewater Plant Capital and $1,460,000 for Carlsbad Water Recycling Facility
Capital is approved, as described in Attachment A.
J-37
NAYS: None.
ABSENT: None.
IV1ATT HALL, Mayor
(SEAL)
III IJfl111 \\\\ 0 ....... ...<
../INgt-•••••'S
V.
BARBARA ENGLESON, City erk
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, 2021 are continued
into FY 2021-22 for such contracts and obligations.
6. That all Capital Improvement Program budget appropriations and outstanding
encumbrances as of June 30, 2021 are continued into FY 2021-22 for such
contracts and obligations.
7 That the City Manager, or a designee, is authorized to make payment on behalf of
the City of Carlsbad to 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 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 8th day ofJune, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
J-38
RESOLUTION NO. 2021-137 .
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DETERMINING THAT THE FISCAL YEAR 2021-22 CAPITAL
IMPROVEMENT PROGRAM BUDGET IS CONSISTENT WITH THE GENERAL
PLAN AND THE CLIMATE ACTION PLAN
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital
Improvement Program for fiscal year (FY) 2021-22 and has held such public hearings as are necessary
prior to adoption of the Capital Improvement Program Budget; and
WHEREAS, on June 8, 2021, the City Council reviewed for consistency with the General Plan
goals and policies for the capital projects receiving an allocation of funds for FY 2021-22 pursuant to
Carlsbad Municipal Code Section 2.24.040(B); and
WHEREAS, the City Council also reviewed the FY 2021-22 capital projects for consistency with
applicable Climate Action Plan measures and actions; and
WHEREAS, at said hearing, 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’s
determination; and
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 based on the evidence presented at the hearing, the City Council determines that
the Capital Improvement Program for FY 2021-22 is consistent with the General Plan
based on the following findings:
a.The capital 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.
b.The capital projects are consistent with applicable goals and policies of the Land Use
and Community Design, Mobility, Public Safety, and Arts, History, Culture, and
Education Elements of the General Plan, as described in Attachment A.
c.The capital projects are consistent with and support the Climate Action Plan
greenhouse gas reduction measures and actions, as described in Attachment A.
J-39
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, sewer
and water projects, and circulation systems, in accordance with the performance
standards contained in the city’s Grown Management regulations.
3.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 appropriate
court not later than then 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 of 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.
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MATT HALL, Mayor
BARBARA ENGLESON, City Clerk
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 8th day of June, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
(SEAL)
J-41
RESOLUTION NO. 2021-138.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING AN ADJUSTMENT TO THE FISCAL YEAR 2020-21
CAPITAL IMPROVEMENT PROGRAM BUDGET
WHEREAS, on Jan. 26, 2021, the City Council of the City of Carlsbad, California approved a
resolution to appropriate funds of $1,200,000 from the Sewer Replacement Fund to the capital project
budget for the Agua Hedionda Sewer Lift Station and Vista/Carlsbad Interceptor Sewer Reaches VC11B-
VC15 project to cover unforeseen costs and additional services; and
WHEREAS, the capital project budget for the Agua Hedionda Sewer Lift Station and
Vista/Carlsbad Interceptor Sewer Reaches VC11B-VC15 project is budgeted and held in the Sewer
Connection Fee Fund; and
WHEREAS, the appropriation of funds of $1,200,000 should have been requested and approved
from the Sewer Connection Fee Fund and not the Sewer Replacement Fund; and
WHEREAS, there is a sufficient fund balance in the Sewer Connection Fee Fund to accommodate
this request.
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 Deputy City Manager, Administrative Services, is authorized to appropriate
additional funds of $1,200,000 from the Sewer Connection Fee Fund to the Agua
Hedionda Sewer Lift Station and Vista/Carlsbad Interceptor Sewer Reaches VC11B-VC15
project budget.
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J-42
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
tit v". f eri-
BARBARA ENGLESON, City Clerk
(SEAL)
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 8th day of June, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
J-43
J-44