HomeMy WebLinkAbout; ; 2022-2023 Operating Budget, Capital Improvement Program and Strategic Digital Transformation Investment Program; 2022-06-30FISCAL YEAR
2022-23
BUDGET
Budget preparation team
Finance team
Zach Korach, Finance Director
Jeremy Bates, Senior Management Analyst
Bridget Desmarais, Management Analyst
Brigid Drury, Finance Manager
Leadership team
Scott Chadwick, City Manager
Cindie McMahon, City Attorney
Geoff Patnoe, Assistant City Manager
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Laura Rocha, Deputy City Manager, Administrative Services
Mike Calderwood, Chief, Fire Department
Maria Callander, Director, Information Technology
Sheila Cobian, Director, Legislative and Constituent Services
Tom Frank, Director, Public Works Transportation
Morgen Fry, Management Analyst, Office of the City Manager
David Graham, Chief Innovation Officer, Innovation & Economic Development
Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager
Zach Korach, Director, Finance
Kyle Lancaster, Director, Parks & Recreation
John Maashoff, Manager, Public Works Fleet & Facilities
Faviola Medina, City Clerk Services Manager, Office of the City Clerk
Mandy Mills, Director, Housing & Homeless Services
Jeff Murphy, Director, Community Development
Vicki Quiram, Director, Public Works Utilities
Kristina Ray, Director, Communication & Engagement
Suzanne Smithson, Director, Library & Cultural Arts
Baq Taj, Engineering Manager, Public Works Construction Management & Inspections
Judy Von Kalinowski, Director, Human Resources
Mickey Williams, Chief, Police Department
James Wood, Jr., Director, Public Works Environmental Sustainability
Department budget preparers & reviewers
Shoshana Aguilar, Utilities Cindy Anderson, Police Department
Sue Armstrong, Communication & Engagement Conrad Avila, Finance
Pat Downie, City Clerk’s Office Bonnie Elliott, Parks & Recreation
Fiona Everett, Library & Cultural Arts Ed Garbo, Risk Management
Shawn Gaskari, Fleet & Facilities Brent Gerber, Information Technology
Kayla Hanner, Finance Chad Kantner, Parks & Recreation
Esther Lan, Transportation Tom Mallory, Communications & Engagement
Jennie Marinov, Fire Department Kaylin McCauley, City Council
Roxanne Muhlmeister, Finance Debbie Jo McCool, Library & Cultural Arts
Bradley Northup, Fleet & Facilities Robyn Nuschy, City Attorney’s Office
Debbie Porter, Human Resources Megan Powers, Environmental Sustainability
Sarah Reiswig, Risk Management Kim Riboni, Finance
Jason Rosado, City Treasurer’s Office Laureen Ryan, Community Development
Sarah Sanders, Risk Management Richard Schultz, Library & Cultural Arts
Craddock Stropes, Public Works Admin. Cynthia Vigeland, Community Services
TABLE OF CONTENTS
INTRODUCTION
City Manager’s Transmittal Letter ................................................................................................A-1
Readers Guide ..............................................................................................................................A-4
Budget Process .............................................................................................................................A-5
Public Engagement .......................................................................................................................A-7
Strategic Plan ...............................................................................................................................A-7
About Carlsbad .............................................................................................................................A-12
Organization Chart .......................................................................................................................A-23
Fiscal Issues and Financial Management .....................................................................................A-25
Financial Management Policies ....................................................................................................A-29
Appropriation Limit ......................................................................................................................A-33
Debt Management .......................................................................................................................A-34
Basis of Budgeting ........................................................................................................................A-36
Budgetary Fund Structure ............................................................................................................A-37
OPERATING BUDGET
Overview ......................................................................................................................................B-1
Revenue .......................................................................................................................................B-2
Expenditures ................................................................................................................................B-13
Personnel Allocations………………………………………………………………………………………………………………B-20
Schedule of Projected Fund Balances ..........................................................................................B-22
Schedule of Revenue Estimates ...................................................................................................B-24
Schedule of Budget Expenditures ................................................................................................B-30
PUBLIC SAFETY
Summary ......................................................................................................................................C-1
Organization Chart .......................................................................................................................C-2
Fire Department ...........................................................................................................................C-3
Police Department .......................................................................................................................C-10
PUBLIC WORKS
Summary ......................................................................................................................................D-1
Organization Chart .......................................................................................................................D-2
Public Works Administration ........................................................................................................D-3
Construction Management & Inspection .....................................................................................D-5
Environmental Sustainability .......................................................................................................D-7
Fleet & Facilities ...........................................................................................................................D-14
Transportation .............................................................................................................................D-19
Utilities .........................................................................................................................................D-26
C OMMUNITY S ERVICES
Summary ......................................................................................................................................E-1
Organization Chart .......................................................................................................................E-2
Community Services Administration ............................................................................................E-3
Community Development ............................................................................................................E-5
Housing & Homeless Services ......................................................................................................E-16
Library & Cultural Arts ..................................................................................................................E-26
Parks & Recreation .......................................................................................................................E-41
ADMINISTRATIVE SERVICES
Summary ......................................................................................................................................F-1
Organization Chart .......................................................................................................................F-2
Administrative Services Administration .......................................................................................F-3
Finance .........................................................................................................................................F-5
Human Resources ........................................................................................................................F-7
Information Technology ...............................................................................................................F-14
Innovation & Economic Development .........................................................................................F-16
Miscellaneous Non-Departmental ...............................................................................................F-18
POLICY & LEADERSHIP
Summary ......................................................................................................................................G-1
Organization Chart .......................................................................................................................G-2
Office of the City Council ..............................................................................................................G-3
Office of the City Treasurer ..........................................................................................................G-5
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-3
Estimated Total Appropriations by Goal ......................................................................................H-8
Projects to Pursue Communitywide Digital Transformation ........................................................H-10
Projects to Build Capacity for Data-driven Decision-Making .......................................................H-18
Projects to Foster a Vibrant Civic Engagement Culture ...............................................................H-24
Projects to Enhance Accessibility and Transparency ...................................................................H-25
Projects to Promote Security and Sustainability Through Connectivity ......................................H-29
Future Projects .............................................................................................................................H-37
Detail Five-year Schedule of Projects by Connected Carlsbad Goal.............................................H-39
Detail Five-year Schedule of Projects by Fund .............................................................................H-40
Project Funding Sources ...............................................................................................................H-41
Funding Sources ...........................................................................................................................H-41
Fiscal Year 2022-23 Roadmap ......................................................................................................H-42
Five-year Roadmap ......................................................................................................................H-43
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................................I-1
Investing in our Quality of Life .....................................................................................................I-2
Project Evaluation ........................................................................................................................I-2
Fiscal Year 2022-23 Appropriations .............................................................................................I-3
New Capital Improvement Projects .............................................................................................I-5
Revenues ......................................................................................................................................I-12
Future Growth and Development ................................................................................................I-13
Future Projects .............................................................................................................................I-14
Calculation of Future Fees ............................................................................................................I-15
Unfunded Projects .......................................................................................................................I-15
Projected Fund Balances for Fiscal Year 2021-22 ........................................................................I-16
Projected Fund Balances for Fiscal Year 2022-23 ........................................................................I-17
Revenue Projections Schedule .....................................................................................................I-18
Budget Expenditure Schedule ......................................................................................................I-19
Detail 15-Year Schedule of Capital Projects .................................................................................I-21
Capital Improvement Program Summary by Fund .......................................................................I-41
Glossary of Capital Project Funding Sources ................................................................................I-53
APPENDICES
Planned Major Capital Outlay Items Fiscal Year 2022-23 ............................................................J-1
Out of State Travel Budget Fiscal Year 2022-23 ...........................................................................J-2
Fund Classifications and Descriptions ..........................................................................................J-5
Department/Fund Relationship ...................................................................................................J-11
Glossary ........................................................................................................................................J-13
Acronyms .....................................................................................................................................J-15
Budget Communications ..............................................................................................................J-17
General Fund Forecast .................................................................................................................J-19
Resolutions Adopting the Budget ................................................................................................J-37
A-1
Dear City Council:
Thanks to the City Council’s clear direction, the fiscal year 2022-23 city budget reflects strategic
investments in the community’s top priorities including promoting public safety, protecting the
environment and maintaining Carlsbad’s excellent quality of life.
The city’s financial health is supported by the City Council’s prudent budget policies, including
setting aside funding for ongoing investments in digital and physical infrastructure. I would also
like to acknowledge our city departments, which found new ways to make taxpayer dollars go
further, reducing their operations and maintenance spending by an average of 2% during a year
with 8% inflation in San Diego County.
Budget overview
The $198.4 million fiscal year 2022-23 General Fund operating budget maintains all core city
services at their current levels and continues more than a dozen programs approved by the City
Council in recent years to enhance Carlsbad’s quality of life. 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.
City Council goals
The budget provides the resources for work plans to achieve the goals set by City Council
through its recent strategic planning process.
Quality of life and safety
Carlsbad is one of the safest cities in the region thanks to investments in the city’s Police
Department, Fire Department and critical infrastructure. New and continued investments in the
fiscal year 2022-23 budget include:
• Building a temporary fire station on the site of the old power plant along the coast, as
part of a comprehensive plan to ensure the city’s Fire Department is prepared to meet
the community’s future needs.
• Adding four new full-time lifeguard positions that will enable Monroe Street Pool to be
open more hours. The city eliminated enough part time positions to offset the cost of
three of the four new lifeguard positions.
• Stepping up efforts to reduce homelessness in Carlsbad and its effects on the
community.
• Beginning the planning process for Carlsbad’s newest park.
Community character
One of the community’s core values is maintaining Carlsbad’s small-town beach community
character. The fiscal year 2022-23 budget includes programs to enhance Carlsbad’s defining
attributes and help the community feel connected, which include:
• Completing the development of objective design standards for multifamily homes
citywide and in the Village and Barrio areas.
A-2
• Funding regular maintenance to keep several recent park improvements at top quality,
including a new neighborhood park on the site of the former Buena Vista Reservoir and
a new dog park at Poinsettia Community Park.
• Expanding arts grants in the community.
• Adding a new position that will allow the city to increase assistance to those in need of
affordable rental housing from 550 households a year to 600. About 60% of the cost for
this position is eligible for federal reimbursement.
Environmental sustainability
Carlsbad is taking a strategic approach to environmental sustainability, striving to be a model for
how to leverage partnerships and innovation to achieve climate goals. New and continued
investments in the fiscal year 2022-23 budget that work toward this goal include:
• Advancing new environmental sustainability programs including phasing out more single
use plastics in Carlsbad.
• Implementing the city’s new organics composting program.
• Managing the preservation of 6,200 acres of protected wildlife habitat.
• Planting 500 trees to meet the goals of the Community Forest Management Plan
• Hosting a new beach clean-up event to involve the community in environmental
protection.
• Completing an update to the city’s Climate Action Plan.
• Making changes to city streets so they are more inviting to walkers and bikers.
Economic vitality
The City of Carlsbad has a strong and diverse economy that combines a thriving small business
community with leading industries of the future. Economic vitality supports the city’s financial
stability and ensures more residents have the jobs they want right in their own backyards. The
fiscal year 2022-23 budget includes:
• Expanding the light post banner program, which enhances a sense of place and
promotes Carlsbad as a destination.
• Scaling the successful Life in Action Recruiter pilot program to double the number of job
seekers and companies participating in this program, which connects qualified workers
directly to Carlsbad companies.
• Meeting with local businesses on a regular basis so the city can support their needs.
• Continuing to partner with local and regional organizations to strengthen the economy.
Organizational efficiency and excellence
By aligning the City Council, the community and city employees around common goals, the city
will operate more efficiently and save money. New and recent investments include:
• Expanding community engagement and transparency, including livestreaming nearly 200
public meetings of city boards and commissions, in addition to City Council meetings.
• Implementing a new fraud and ethics hotline to model best practices for fiscal
responsibility.
• Starting a new business process improvement program to identify operational resource
efficiency opportunities.
• Increasing technical support to develop more data and GIS projects, improving
operations and creating a better customer experience.
A-3
Changes to the budget
The fiscal year 2022-23 budget includes 24 new full-time positions. About 70% of these are police,
fire and lifeguard positions. Others are needed to maintain utilities infrastructure, provide more
affordable housing and manage the city’s data and technology needs. The city reduced part-time
positions by the equivalent of about 6 full time positions in next year’s budget for a net increase of
18.
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.
The $42.6 million Capital Improvement Program budget covers construction or rehabilitation
projects planned in the next fiscal year for major city infrastructure, including streets, libraries,
parks, fire stations and administrative facilities, pipes, sewers and drains.
Projects prioritized by the City Council include installing new lighting and traffic circles in the
Barrio, bringing the Monroe Street Pool expansion to voters and focusing on sustainable mobility
projects.
Strategic Digital Transformation Investment Program
Over the years, the city’s use of technology has become as critical to city operations as traditional
infrastructure. The fiscal year 2022-23 budget includes $3.9 million of estimated new
appropriations for the city’s Strategic Digital Transformation Investment Program as part of the
five-year expenditure plan for future digital transformation and technology projects.
General Fund reserve
The City Council has a policy to maintain the equivalent of 40% of the annual General Fund
operating budget in a reserve account. This helps ensure that during economic downturns, such
as those caused by COVID-19, the city can continue to meet the community’s needs. In June 2022
the city was projected to have $116 million in reserves, or 63% of the annual General Fund
operating budget.
Looking to the future
After 35 years of rapid growth, we are approaching a time when the needs will shift to
maintaining what has been built and protecting our excellent quality of life. It also represents a
shift in revenue sources.
The city is working on several strategies to address these changes. A citizens committee was
appointed by the City Council to develop a new framework for managing growth in a way that
protects our quality of life and the city’s financial health. Additionally, the City Council’s new 5-
Year Strategic Plan will help focus our resources on those things most important to the
community as we prepare for the future.
City staff will continue to provide regular updates to the City Council and the public about the
city’s budget priorities and overall financial health. By working together, we will continue to be
well-positioned to deliver on our community’s vision for the future.
Scott Chadwick
City Manager
Sincerely,
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, 2022.
More than a spending plan, the annual budget is also intended to provide a window into the complex
and dynamic economic environment within which your local government operates. As such, this
document reviews local, state and national trends affecting city finances, as well as demographic
information, regulations and policies that affect how, when and where the city invests resources.
READERS GUIDE
Some of the information included in this budget document is required by state law. Other details are
provided for context and transparency. More than anything, city staff have prepared this budget to
serve as a practical guide and tool for ensuring the City of Carlsbad lives up to its standard of being
the best run government, period.
The following information is included in the four main sections of the budget:
Introduction
• Information about the city, its size, its demographics, the city government structure and
other background
• How the budget is prepared and approved
• Input city staff received from the public and how it has been incorporated into city spending
priorities
• The economic and fiscal issues facing the city
• Financial management policies
Operating Budget
• An overview of where the city gets the money (“revenue”) to fund daily operations
• A big picture summary of city staffing levels, spending broken out into different categories
and other aggregate information
• Detailed budgets for all city functional areas
Strategic Digital Transformation Investment Program
• Major city digital transformation projects (online permitting, records management system,
police computer aided dispatch system, hardware and software, security strategy, etc.)
included in this year’s budget
• How projects are identified and prioritized
• Sources of funding and long-term plan
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. The city
operates on a fiscal year that begins July 1. City staff in all departments prepare individual budgets for
their functional areas. These budgets are then combined into an overall city budget that is presented
to the City Council each spring for review and input.
The City Council has the authority to approve the annual budget and may amend it during the year if
needed. The legal level of budgetary control is at the fund level, which means spending in each
different type of fund may not exceed the budgeted amount without City Council approval.
Additional information regarding the budgetary controls can be found in the resolution approving the
annual operating budget in the appendices.
December
City Council begins development of a five-year strategic plan. The City Council develops themes based
on public input and the Carlsbad Community Vision.
January
City staff hold a budget kick-off meeting to discuss priorities for the upcoming budget cycle, any
changes to the budget process compared to last fiscal year, and the calendar for submission of
required budget forms. Departments begin developing their budget submissions. Staff gather input
from the community to help inform the specific projects and initiatives under each goal theme in the
five-year strategic plan.
A-6
February
Departments provide their budget submissions to the Finance Department. These submissions
include any requests departments make to amend their budgets, such as:
• Additional funding for maintenance and operations
• Additional funding for personnel changes, such as new personnel and reclassifications
• Transferring funding for departmental reorganizations
• Movement of existing departmental budget for different purposes
Submissions also include general information about existing personnel allocations, requested out of
state travel and budget for professional and outside services. Finance Department staff review
submissions, analyze requested budgets, and work with departments to make any necessary changes.
March
Departments present their budgets, including significant changes and requests for new funding, to
the Finance Department. Finance Department staff provide feedback to each department in
preparation for their budget presentations to the City Manager. Departments submit estimates for
current fiscal year-end revenues and expenditures to Finance.
The City Council holds workshops to consider public input and finalize strategic plan goal themes.
April
Departments present their budgets for the upcoming fiscal year to the City Manager in individual
meetings. Based on feedback from these meetings, the City Manager decides which requests will
move forward for City Council consideration. Finance Department staff prepare the preliminary
budget document.
The City Council holds workshops to prioritize Capital Improvement Program projects.
May
Staff present the preliminary budget to the City Council for consideration. After this public meeting,
staff amends the preliminary budget document for any City Council-directed changes.
June
At a public hearing, staff present the final proposed budget to the City Council for consideration and
adoption.
A-7
PUBLIC ENGAGEMENT
The City of Carlsbad is committed to engaging community members in decisions affecting their lives.
There is perhaps no greater opportunity to shape these decisions than the creation of the annual city
budget.
The city encourages input throughout the year by promoting opportunities to provide input at
meetings of the City Council, boards, commissions, and committees. City staff also seek input on
specific projects and initiatives. Over the past 24
months, these opportunities have included:
• South Carlsbad Coastline
• Barrio Pedestrian Lighting Improvement
Project
• Potential Locations for Future Housing
• New City Hall and Civic Center
• Monroe Street Pool Improvements
• Civilian Oversight of Police
• Homeless Response
• Parks and Recreation Priorities
• Age-Friendly Community Plan
• Housing Element Update
• COVID Community Needs
• 2020-21 Budget Priorities
• City Digital Transformation
• Lowering the Railroad Tracks Through the Village and Barrio
This input is considered by city staff and the City Council in making decisions about resource
priorities. See below for more specific information regarding the public’s involvement in the City
Council’s five-year strategic plan.
FIVE -YEAR STRATEGIC PLAN
In 2021, the City Council decided to evolve its annual goal setting into the creation of a five-year
strategic plan. The benefits of a five-year plan include:
1. Establish a common vision that will help align long term policy priorities, day-to-day
operations, and resources with the community’s most important values, needs and
aspirations.
2. Build momentum for major goals by maintaining a focused effort over multiple years.
3. Identify agreed upon priorities, timelines and performance measures.
Starting in December 2021, the City Council developed themes based on input received through a
wide variety of public engagement programs during the past 24 months and the nine core values that
make up the Carlsbad Community Vision. These themes are:
• Community Character: Maintain Carlsbad’s unique community character
• Economic Vitality: Foster a healthy economy
• Quality of Life and Safety: Prioritize the safety and well-being of the community
• Sustainability & Natural Environment: Protect the environment and natural resources
• Organizational Excellence & Fiscal Health: Be a model for effective and efficient local
government
The City of Carlsbad is committed to
engaging community members in
decisions affecting their lives. There is
perhaps no greater opportunity to
shape these decisions than the
creation of the annual city budget
A-8
The City Council then asked staff to gather input from the community that could be used to help
inform the specific projects and initiatives under each goal theme in the five-year strategic plan. In
January and February 2022, city staff gathered input from nearly 2,000 community members through
a public workshop, online survey and virtual ideas board.
Topics of interest
The chart below shows the topics of greatest interest among those who provided input:
A-9
Among the four public-facing City Council goal themes, quality of life and safety received more than
twice as many comments and ideas as the other themes.
How the input was used
The City Council five-year strategic plan is scheduled to be completed in fall 2022. However, public
input on the major themes to be addressed in the plan was shared with all city departments to
consider when developing their proposed budgets for fiscal year 2022-23. Raw data, including
verbatim comments, were also shared with city staff to provide greater nuance and context.
By taking this approach, the fiscal year 2022-23 budget is already aligned with the five-year strategic
plan. Once the plan is finalized, it will serve as a road map for budgets through fiscal year 2026-27 by
identifying specific, measurable objectives to be achieved during this timeframe. The public will
continue to be engaged in refining specific projects and initiatives within the strategic plan as it is
implemented. This input will, in turn, also be incorporated into the annual budget process.
A-10
FISCAL YEAR 2021 -22 GOALS
Prior to the five-year strategic plan, the Carlsbad City Council had for many years participated in an
annual goal setting process that helped inform budget priorities. In early 2021, the City Council held a
series of workshops and established four goals. Goals one and four were completed in fiscal year
2021-22. Goals two and three, listed below, have costs carrying over into the fiscal year 2022-23
budget.
• 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.
The budgetary considerations for these work plans can be found below. Additional details about
these priorities are included in department program summaries.
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.
Resource Needs
• 5 new positions in Community Services Branch
• 3 new positions in Police Department
• Funding: See below
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-11
Goal #3
Bring Fire Department into conformance with Standards of Cover evaluation.
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
A-12
A-13
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.
A-14
CITY GOVERNMENT
The City of Carlsbad is a municipal corporation following the council-manager form of government.
The City Council, the city’s legislative body, defines the policy direction of the city. The city
manager oversees the day-to-day operations of the city. The City of Carlsbad also has an elected City
Clerk and City Treasurer.
Districts
The City Council consists of an elected mayor and four elected council members. Each serves a four-
year term. In 2017, the city switched to a system where City Council members are elected by
district instead of at large or citywide. District boundaries were updated following the 2020 Census.
A-15
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 the period of rapid
growth is coming to an end, the city is focused on sustaining an excellent quality of life for residents
and continuing to foster a strong sense of community.
A-16
DEMOGRAPHICS
A-17
A-18
HOW CARLSBAD COMPARES
The table below shows General Fund revenue comparisons with neighboring jurisdictions for fiscal
year 2021-22 adopted budgets. Population estimates for 2021 and total General Fund budgets are
included for additional context.
STATISTICS MAJOR REVENUE SOURCES
Population
(2022 est.)
General Fund
Budget
Property
Tax
Sales
Tax
Transient
Occupancy Tax
Building
Permits
Carlsbad 115,585 $198,445,022
% of GF Revenue 41.0% 24.7% 14.5% 0.5%
Per Capita $705.18 $424.99 $249.19 $7.79
El Cajon 105,638 $92,148,947
% of GF Revenue 26.1% 50.2% 3.0% 1.6%
Per Capita $222.91 $428.24 $25.56 $13.92
Encinitas 61,515 $97,592,155
% of GF Revenue 62.9% 17.5% 3.7% 2.1%
Per Capita $944.65 $263.19 $55.60 $30.89
Escondido 150,679 $125,773,960
% of GF Revenue 26.1% 40.6% 1.7% 0.9%
Per Capita $217.55 $338.55 $14.60 $7.30
National City 61,471 $66,215,913
% of GF Revenue 16.1% 58.4% 2.4% 0.6%
Per Capita $174.40 $632.10 $26.03 $6.88
Newport Beach 83,727 $244,186,089
% of GF Revenue 49.6% 17.6% 10.5% 1.4%
Per Capita $1,569.42 $555.69 $331.90 $42.99
Oceanside 173,048 $185,760,494
% of GF Revenue 42.2% 14.6% 5.8% 1.9%
Per Capita $461.08 $159.19 $63.60 $20.71
San Clemente 63,380 $81,159,560
% of GF Revenue 53.5% 17.0% 3.9% 0.7%
Per Capita $646.79 $205.03 $47.41 $7.89
San Marcos 93,585 $89,423,393
% of GF Revenue 30.6% 24.5% 0.8% 0.5%
Per Capita $292.33 $233.90 $7.90 $4.47
Vista 100,291 $103,851,942
% of GF Revenue 27.7% 34.2% 1.7% 1.7%
Per Capita $287.28 $354.10 $17.20 $17.97
A-19
Property tax per capita
The chart below shows fiscal year 2022-23 Property Tax revenue per capita comparison with other
jurisdictions:
Top property tax contributors
Taxpayer
2021 Taxable
Assessed Value
% of Total City
Net Assessed Value
Poseidon Water Desalination Plant $424,822,973 1.21%
La Costa Glen Retirement Community $276,265,671 0.78%
Legoland California, LLC $252,623,430 0.72%
La Costa Resort & Spa $240,911,267 0.68%
The Forum Shopping Center $206,583,259 0.59%
Levine Investments Limit Partnership $182,685,818 0.52%
The Shoppes at Carlsbad $178,546,161 0.51%
Park Hyatt Aviara Resort $160,542,900 0.46%
Grand Pacific Carlsbad LP $160,427,282 0.46%
La Costa Town Center, LLC $154,861,764 0.44%
A-20
Sales tax per capita
The chart below shows fiscal year 2022-23 Sales Tax revenue per capita comparison with other
jurisdictions:
Transient occupancy tax per capita
The chart below shows fiscal year 2022-23 Transient Occupancy Tax revenue per capita comparison
with other jurisdictions:
Building permit fee revenue per capita
The chart below shows fiscal year 2022-23 building permit fee revenue per capita comparison with
other jurisdictions:
$-
$100.00
$200.00
$300.00
$400.00
$500.00
$600.00
$700.00
$-
$50.00
$100.00
$150.00
$200.00
$250.00
$300.00
$350.00
$-
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
$45.00
$50.00
A-21
BUSINESS SECTOR
Top employers
Name Industry Employees
Viasat Information Technology 2,481
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 1,092
TaylorMade Golf Company Action Sports 960
City of Carlsbad Government 748
Nortek Security & Control Information Technology 637
HM Electronics, Inc. Information Technology 571
Gemological Institute of America Research and Education 555
Company size by employees
Top industries
A-22
Top sales tax generators
Alphatec Spine Genmark Diagnostics Premier Chevrolet of Carlsbad
Apple Stores Hoehn Motors Premier Kia of Carlsbad
Bob Baker Chrysler/Dodge
/Jeep/Ram Jaguar/Land Rover Carlsbad Shell Service Stations
Bob Baker Hyundai Ken Grody Ford Tesla
Bob Baker Mazda Legoland California Toyota Lease Trust
Bob Baker Subaru Legoland Food & Beverage Toyota Scion
Chevron Service Stations Lexus Carlsbad Vons Grocery Company
Costco Wholesale Life Technologies
Fashionphile Lowe’s Home Center
A-23
A-24
A-25
FISCAL ISSUES
& FINANCIAL
MANAGEMENT
A-26
ECONOMIC AND FISCAL ISSUES FACING THE CITY
At the time of developing the Fiscal Year 2022-23 Proposed Budget, the world, nation, state and city
continues to grapple with the ongoing economic effects of COVID-19. In the City of Carlsbad, the
most profound effects have been concentrated in the restaurant, travel, entertainment, and leisure
and hospitality sectors. Hospitality and tourism businesses have been hard-hit over the past two
years with fluctuating health order restrictions and consumer confidence impacting travel. Hotel
occupancy in January 2022 was significantly lower than January 2019 levels. However, occupancy
rose sharply in recent months, with March 2022 occupancy (75.5%) nearly matching March 2019
occupancy levels (76.5%). With the Omicron surge behind us, tourism leaders are optimistic that
individual and family travel could continue to rise.
Prior to the pandemic, the city boasted a low unemployment rate of 2.9%. At the height of the
pandemic, unemployment spiked to 13.8%. Over the past two years, the unemployment rate has had
some correlation to the prevalence of COVID-19 in the region. However, despite the Delta and
Omicron surges, which caused an uptick in unemployment at the state level in December 2021
(6.5%), unemployment continued to fall at the county and city level. The unemployment rate in
March 2022 was 4.2% at the state level, 3.4% at the county level, and 3.1% in Carlsbad. This is 0.2%
above pre-pandemic lows. Currently, many employers are citing difficulty in finding and retaining
workers. In March 2022, nationally, there were 1.9 open jobs for every unemployed worker. This is
one underlying cause to increased wage pressures and difficulty in retaining employees.
National interest rates, which dropped significantly during the pandemic, have now eclipsed pre-
pandemic rates for all categories. One-year rates are currently at 1.63%, ten-year rates are currently
at 2.32%, and 30-year rates are at 2.44%. With current inflation concerns, the Federal Reserve has
begun to raise interest rates and indicates plans for further rate increases over the next several
quarters.
To spawn economic recovery, several 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. Most health order restrictions on
businesses have now been lifted since the fiscal year 2021-22 budget was adopted on June 8, 2021,
and the results have been positive across most of the city’s revenue streams. While the city is
beginning to have a clearer picture of our revenue outlook, economic uncertainty resulting from
inflation and geopolitical conflict has created strong demand for conservative revenue projections
into the future.
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 continue to recover as COVID-19 restrictions lessen, but this recovery will be partially
offset by the end of federal and state aid that was provided as well as uncertainties surrounding rising
inflation and geopolitical conflict. 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.
A-27
Long-Term Financial Planning
Strategic planning begins with determining the city's fiscal capacity based upon long-term financial
forecasts of recurring available revenues and future financial obligations. Prior to the adoption of the
annual budget, the finance department will prepare a Ten-Year Financial Forecast (“Forecast”) that
evaluates known internal and external issues impacting the city's financial condition. The
methodology for preparing the Forecast can be found in the appendix of this document. The Forecast
is intended to help the city:
• Attain and maintain financial sustainability;
• Have sufficient long-term information to guide financial decisions;
• Have sufficient resources to provide programs and services for the stakeholders;
• Identify potential risks to on-going operations in the long-term financial planning process
and communicate these risks on an annual basis;
• Establish mechanisms to identify early warning indicators; and
• Identify changes in expenditure or revenue structures needed to deliver services or to meet
the goals adopted by the City Council.
It is important to stress that the Forecast is not a budget. The Forecast does not dictate expenditure
decisions, but rather highlights the need to prioritize the allocation of the city’s limited resources to
ensure the continuation of core city services. The purpose of the plan is to provide the City Council,
key stakeholders, and the public an overview of the city’s fiscal health based on various financial and
service level assumptions over the next ten years. It also allows for the discussion of necessary steps
to be initiated during the development and implementation of future budgets. The Forecast is
intended to look beyond the annual budget cycle and serve as a planning tool to bring a long-term
perspective to the budget process. The Forecast also takes into consideration 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 five-year Strategic Digital Transformation Investment Program, and a
fifteen-year Capital Improvement Program. As part of the new Strategic Digital Transformation
Investment Program and the Capital Improvement Program, the city annually calculates the amounts
needed to pay for the projects and 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-28
Employee retirement costs continue to require ongoing prudent fiscal management. The City Council
issued a pension funding policy to codify its commitment to ensure that resources will be available to
fulfill the city’s contractual retirement promises to its employees, and to minimize the chance that
the funding of these benefits will interfere with providing essential services to the community. The
policy outlines a funding discipline to ensure that adequate resources will be accumulated in a
systematic and disciplined manner to fund the long-term cost of benefits to the plan participants and
annuitants. Overall funding levels of the city’s plans are reviewed annually to ensure the city’s
funding level remains at least 80% – the city’s minimum targeted level. While this enhances the city’s
funding position, risks remain in the system. Required employer contributions will continue to
increase over the next few years and actual contribution increases could exceed expectations if
future investment return rates or other factors are unfavorable.
Revenue and expenditure growth projections
The city’s Forecast considers the annual growth of all currently known elements of city revenues and
expenditures. Projecting revenues is particularly difficult when considering 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. 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, was received in June 2022. The city has appropriately used 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. Following the final guidance from the U.S.
Department of the Treasury, the city’s current projected revenue loss from the COVID-19 pandemic is
estimated to be more than the $12.6 million in funding awarded to the city.
A-29
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 Policy 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.
A-30
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 Policy 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 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.
A-31
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.
A-32
Long Term General Fund Capital Funding Policy
The city’s Council Policy No. 91 – Long Term General Fund Capital Funding Policy ensures the needs of
the city are met and demonstrates continued prudent fiscal management by providing a funding
source for long-term, large value capital purchases. Many city assets demand large capital
expenditures, examples include roads, building, parks, and information technology infrastructure. The
city funds the General Fund portion of these necessary investments by adopting an annual budget
that includes a transfer from the General Fund to one or more of the city’s long-term capital funds.
These long-term capital funds include the General Capital Construction Fund, the Infrastructure
Replacement Fund and the Technology Investment Capital Fund. The city commits to targeting a
transfer to the city’s long-term capital funds of 6% of budgeted General Fund revenues. The transfers
are proposed during the annual budget process or on an as needed basis for the City Council’s
consideration.
Full versions of these policies and other City Council policies are available on the city’s website at
www.carlsbadca.gov/city-hall/laws-policies/council-policies.
A-33
APPROPRIATION LIMIT
The appropriations limitation imposed by the state, otherwise known as the Gann Limit, creates a
restriction on the amount of revenue that can be appropriated in any fiscal year. The basis for
calculating the limit began in fiscal year 1978-79 and is increased based on population growth and
inflation. The appropriation limit applies only to those revenues defined as proceeds of taxes.
• Population growth of Carlsbad, OR
• Population growth within San Diego County,
AND
• Growth in California per capita income, OR
• Growth in non-residential assessed valuation due to new construction in the city.
The factors used to calculate the fiscal year 2022-23 Limit were:
• Population growth of Carlsbad AND
• Growth in California per capita income.
The formula is outlined below:
Fiscal Year 2021-22 Expenditure Limit $542,095,062
% Population growth within Carlsbad 0.9992
Growth in California per capita income X 1.0755
Net Increase Factor 1.0746
Fiscal Year 2022-23 Limit (2021-22 Limit x Factor) $582,535,354
Current Appropriation of Proceeds of Taxes
(Subject to the Limit) $170,799,505
The City of Carlsbad’s appropriation limit is currently almost 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
$700
2019 2020 2021 2022 2023
Mi
l
l
i
o
n
s
Appropriations Limit by Fiscal Year
Gann Appropriation Limit
Appropriations Subject to
Limit
A-34
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,
2021, the city’s calculated debt limit for general obligation debt was $1.4 billion.
The city currently has approximately $56.5 million of debt outstanding as of June 30, 2022. Of that
$56.5 million, $1.95 million is Redevelopment Tax Allocation Bonds, $12.4 million is water
construction loans and the remainder is debt of financing districts. Outstanding debt obligations of
financing districts (special districts and/or assessment districts) within the city do not obligate the City
of Carlsbad and are not paid from the city’s General Fund. No new debt is anticipated to be issued for
the General Fund in the upcoming year.
A-35
Principal
Repayment Bond Retirement Outstanding
Debt Issue Name Source Fund Rating Year at 6/30/22
1993 Redevelopment
Tax Allocation Bonds Tax Increment 802 AAA 2023 1,950,000$ Refund 1988 bonds and obtain additional redevelopment funds
CFD #3 2016 Improvement Area 1
Special Tax Bonds Special District 434 Unrated 2036 6,575,000 Refunding of CFD 1
CFD #3 2016 Improvement Area 2
Special Tax Bonds Special District 434 Unrated 2038 10,615,000 Refunding of CFD 2
1998 Rancho Carrillo (AD 96-1)
Limited Obligation Assessment 209 Unrated 2028 3,225,000 Fund improvements within Rancho Carrillo
Improvement Bonds District
2013 Reassessment District (AD 2012-1)
Limited Obligation Assessment 420 Unrated 2035 21,780,000 Refund Poinsettia/College/Cannon
Improvement Bonds District
State Water Resources Control Board Loans
2005 Construction Loan 502 2025 1,847,446 Fund phase II of Industrial Park Pipelines
2006 Construction Loan 502 2027 5,745,655 Fund phase II of Industrial Park Pipelines
2014 Construction Loan 507 2050 4,804,281 Fund phase III of Industrial Park Pipelines
Totals 56,542,381$
City of Carlsbad
Outstanding Debt Issues
Purpose
Recycled
Water
User Fees
Unrated
Debt Issue Name Principal Interest Total Principal Interest Total Principal Interest Total
1993 Redevelopment
Tax Allocation Bonds 950,000$ 78,175$ 1,028,175$ 1,950,000$ 104,675$ 2,054,675$ 15,495,000$ 15,473,210$ 30,968,210$
CFD #3 2016 Improvement Area 1
Special Tax Bonds 360,000 174,363 534,363 6,575,000 1,480,644 8,055,644 8,290,000 2,537,069 10,827,069
CFD #3 2016 Improvement Area 2
Special Tax Bonds 510,000 293,475 803,475 10,615,000 2,950,513 13,565,513 13,015,000 4,738,675 17,753,675
1998 Rancho Carrillo (AD 96-1)
Limited Obligation 585,000 248,785 833,785 3,225,000 831,257 4,056,257 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 21,780,000 7,226,741 29,006,741 31,300,000 16,891,222 48,191,222
Improvement Bonds
State Water Resources Control Board Loans
2005 Construction Loan 600,673 46,186 646,859 1,847,446 93,133 1,940,578 9,694,504 2,595,825 12,290,329
2006 Construction Loan 1,097,473 132,150 1,229,623 5,745,655 402,459 6,148,113 19,382,546 5,174,387 24,556,933
2014 Construction Loan - - - 4,804,281 780,424 5,584,705 4,804,281 780,424 5,584,705
Totals 5,298,146$ 1,429,766$ 6,727,912$ 56,542,381$ 13,869,845$ 70,412,226$ 121,581,331$ 66,198,553$ 187,779,884$
Debt Service Payments
During FY 2022-23
Debt Service Payments from
FY 22-23 to Maturity
Debt Service Payments Total from
Inception to Maturity
A-36
BASIS OF BUDGETING
The city budgets on a modified accrual basis for all funds except for its enterprise and internal service
funds, which are budgeted on a full accrual basis. This is consistent with the city’s basis of accounting
as reported in its Annual Comprehensive Financial Report.
The city's Governmental fund budgets consist of:
• The General Fund
• Special revenue funds
• Capital project funds
To summarize, under this basis, revenues are estimated for the fiscal year if they are susceptible to
accrual, e.g. amounts can be determined and will be collected within the current period. Principal and
interest on general long-term debt are budgeted as expenditures when due, whereas other
expenditures are budgeted for liabilities expected to be incurred during the current period or shortly
thereafter to pay current liabilities.
Proprietary fund budgets are adopted using the full accrual basis of accounting whereby revenue
projections are developed recognizing revenues expected to be earned in the period, and
expenditure estimates are developed for all expenses anticipated to be incurred during the fiscal
year. The city's proprietary fund types consist of enterprise and internal service funds because the
city has municipally-owned utilities or other enterprise activities.
Fiduciary funds are used if the city has a fiduciary or custodial responsibility for assets. The city
currently budgets for one fiduciary fund, the Successor Agency to the Former Carlsbad
Redevelopment Agency.
The legal level of Budgetary Control is the fund level, and expenditures should not exceed
budgeted amounts at the fund level. Budgetary control is maintained through the city’s accounting
system, as well as through monthly reporting on all revenue and expenditure accounts and other
special reports summarizing the financial position of the city. The City Council adopts the formal
budget for all funds prior to the beginning of each fiscal year and may amend the budget, as
necessary by City Council action, throughout the year. All unencumbered, unspent appropriations
expire at year-end unless specifically carried into the new fiscal year in accordance with 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-37
BUDGETARY FUND STRUCTURE
The budget of the city is organized based on funds, each of which is considered to be a separate
accounting entity. The operations of each fund are accounted for by providing a separate set of self-
balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures.
Detailed descriptions of each fund and a department/fund budget relationship matrix can be found in
the 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
• Habitat Mitigation Fee
• Library and Arts Endowments
• 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)
• Technology Investment Capital
• Transportation Development Act (TDA)
• Traffic Impact Fees (TIF)
• TransNet
A-38
PROPRIETARY FUNDS
Internal Service Funds
• Workers’ Compensation
• Risk Management
• Vehicle Maintenance
• Vehicle Replacement
• Information Technology Operations
• Information Technology Replacement
Enterprise Funds
• Potable Water Operations
• Potable Water Connection
• Potable Water Replacement
• Recycled Water Operations
• Recycled Water Connection
• Recycled Water Replacement
• Wastewater Operations
• Wastewater Connection
• Wastewater Replacement
• Solid Waste Management
• Watershed Protection
• The Crossings Golf Course
FIDUCIARY FUND
Private Purpose Trust Fund
• Successor Agency to the Redevelopment Agency
A-39
The California Society of Municipal Finance Officers, or CSMFO, recognizes those entities
with highly professional budget documents with two levels of certificates. The first level is
the “Meritorious Budget Award,” which requires the entity to meet a very specific list of
criteria defined by CSMFO. The second level is the “Operating Budget Excellence Award,”
which requires that the organization meet even higher criteria which effectively enhances
the usability of the document.
In preparing the budget for fiscal year 2022-23, the city has once again followed CSMFO’s
award criteria. This budget document will be submitted to CSMFO for the fiscal year 2022-23
budget award program.
A-40
Government Finance Officers Association of the United States and Canada, or GFOA, presented a
Distinguished Budget Presentation Award to City of Carlsbad, California, for its Annual Budget for
the fiscal year beginning July 1, 2021. 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 2022-23,
the city has once again followed GFOA’s award criteria. This budget document will be submitted
to GFOA for the fiscal year 2022-23 budget award program.
B-1
OPERATING BUDGET OVERVIEW
This section includes a summary of the revenues and expenditures included in the fiscal year 2022-23
operating budget. Spending is presented by funding source, department and type, such as personnel
or maintenance and operations. For context, previous years’ spending levels are often presented
alongside this information.
Detailed summaries of department services and expenditures are included within the five main
sections of the operating budget following this overview. The five city branches include:
• Public Safety
• Public Works
• Community Services
• Administrative Services
• Policy & Leadership
Information about the city’s approach to planning for and funding digital transformation efforts
throughout the city is included in the Strategic Digital Transformation Investment Program section.
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 Operating Budget for fiscal year
2022-23 totals $342.3 million, with
revenues for the year estimated at
$339.8 million. General Fund revenues
are estimated at $198.8 million and
General Fund budgeted expenditures
are $198.4 million, which includes $2.7
million in one-time expenditures
funded from General Fund revenues to
operationalize the City Council’s goals
and priorities. Excluding the one-time
expenditures, the General Fund
budgeted operating expenditures are
$195.7 million.
Revenue estimates for the Operating Budget indicate the city will receive a total of $339.8 million in
fiscal year 2022-23, a change of 0.1% or $0.4 million below the estimated fiscal year 2021-22
revenues. General Fund revenues are expected to increase by $20 million compared to the prior
year’s adopted revenues and decrease $6.2 million or 3% compared to fiscal year 2021-22 estimates.
Special Revenue funds are projected to decrease by 5.0% or $1.0 million over fiscal year 2021-22
estimates. Enterprise Fund revenues are projected to increase by 5.6% or $4.7 million in the
upcoming fiscal year. Internal service funds are increasing consistently with service level additions in
other departments. The Successor Agency Housing Trust revenues are expected to decrease by $0.6
million as the loan owed to the General Fund was fully repaid by the end of fiscal year 2020-21. More
detailed information on the city’s revenue sources is provided in the following discussion.
The following table shows the total operating revenues anticipated to be received by the city for fiscal
year 2021-22, as well as those budgeted for fiscal year 2022-23.
Estimated Budgeted $%
2021-22 2022-23 Change Change
General Fund 204.9$ 198.8$ (6.2)$ -3.0%
Special Revenue 18.9 17.9 (1.0) -5.0%
Enterprise 84.8 89.6 4.7 5.6%
Internal Service 30.5 33.1 2.6 8.4%
Successor Agency Housing Trust 1.1 0.5 (0.6) -52.2%
Total 340.2$ 339.8$ (0.4)$ -0.1%
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 COVID-19 pandemic has created immense uncertainty in the city’s revenues, most notably in
sales tax and transient occupancy tax. The fiscal year 2021-22 adopted budget had anticipated
continued adverse impacts from the pandemic with moderate recovery; however, current
estimations indicate sales tax and transient occupancy tax will reach historically high levels. While
sales tax revenues were budgeted at $43.9 million and transient occupancy tax was budgeted at
$18.4 million, actual revenues are estimated at $50.3 million and $28.1 million, respectively. This was
mainly due to the staggered lessening of COVID-19 restrictions coupled with pent-up demand and
inflationary increases. While recovery from the pandemic was accelerated compared to original
estimates, new uncertainty surrounding the economy is rising. Significant inflationary increases and
its impacts on disposable income, tourism and the housing market indicate that maintaining a
conservative outlook for the city’s revenues in the future is most prudent.
Just over 80% of General Fund revenues are derived from three sources – property tax, sales tax, and
transient occupancy tax. Sales tax receipts and TOT revenues tend to be much more sensitive to
changes in economic conditions, unlike property tax revenues, which remain relatively stable because
of the mitigating effect of Proposition 13, which limits annual growth in assessed values.
Property tax, the largest source of General Fund revenues, is expected to grow by 6% over last year’s
adopted budget and 2.3% over the fiscal year 2021-22 estimated amount. While the residential real
estate market in Carlsbad has seen significant increases in values, commercial property assessed values
are still expected to remain relatively flat. Due to the uncertainty and slowdown of economic activity
created from the COVID-19 pandemic, commercial property transactions have been limited during the
prior year. Proposition 8 allows owners to have their property temporarily revalued if market value is
lower than the factored base year value, posing a risk that commercial property values could
temporarily decrease. While recovery from the pandemic has commenced, new uncertainties have
grown surrounding the economy, specifically inflation and impacts on disposable income and the
housing market. Commercial property prices are not anticipated to increase significantly on an annual
basis.
Estimated Budgeted $%
2021-22 2022-23 Change Change
Property Tax 79.7$ 81.5$ 1.8$ 2.3%
Sales Tax 50.3 49.1 (1.2) -2.4%
Transient Occupancy Tax 28.1 28.8 0.7 2.5%
Franchise Taxes 6.3 7.0 0.7 11.4%
Business License Tax 6.8 6.2 (0.6) -8.6%
Development Revenues 3.7 2.9 (0.9) -23.5%
All Other Revenue 30.0 23.3 (6.7) -22.4%
Total 204.9$ 198.8$ (6.2)$ -3.0%
GENERAL FUND REVENUES
(In Millions)
B-4
Assessed values on the residential real estate are expected to grow modestly, capped by California’s
Proposition 13. Proposition 13, adopted in 1978, limits the annual increase in assessed values for
property. Under this proposition, assessed values (and the related property tax) can grow by no more
than 2% per year. The value upon which the tax is based is only increased to the full market value
upon the sale of a property. The maximum increase of assessed values when properties are not sold
is by the change in California’s Consumer Price Index, which was 1.036% in 2021-22 – below the 2%
cap for the first time since 2016-17. Residential activity has been driven by low interest rates on
mortgages, pent-up demand that built during the shutdown and an increase in the ability to work
remotely. Increasing rates and diminishing pent-up demand as we exit the pandemic will have an
impact compared to past experience. The median price of a single family residence in Carlsbad based
on resale data from Zillow is $1.4 million, up by 28.5% year over year in March 2022.
Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for
the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be
received for fiscal year 2022-23 are based on assessed values as of January 1, 2022.
Property taxes tend to grow slowly unless there is a significant amount of development-related
activity. In past decades the city has seen robust growth in property tax revenue due to new
development, high turnover of existing homes, and double-digit growth in housing prices. However,
as opportunities for new development and growth lessen, development-related revenues have
slowed. In addition to recent interest rate increases, slower development combined with minimal
commercial property transactions and tax reform has caused a slowing in property tax growth in the
city.
$29 $31 $33 $35 $35 $35 $41 $38
$44
$50 $49 $51 $50 $54 $57 $62 $65 $68 $72 $77 $80 $82
$
M
i
l
l
i
o
n
s
Fiscal Year
Property and Sales Tax Revenues
Property
Tax
Sales
Tax
B-5
Sales Tax revenues generally move in step with economic conditions and overall Carlsbad’s
economy has been neutral during the pandemic. The restrictions resulting from the COVID-19
pandemic have led to increases in segments like auto sales, construction, drug store sales, chemical
products, food markets and recreational products, while others like restaurants and general retail
took a major hit. The city has also benefitted from sales tax revenues on internet sales generated as a
result of the Wayfair or AB147 law that went into effect in October 2019.
Until fiscal year 2019-20 sales tax revenues had improved markedly, peaking in fiscal year 2018-19 at
$40.8 million. The onset of the pandemic in March 2020 resulted in swift reductions in sales tax
revenues and the city ended the year with $38 million in sales tax revenues. During fiscal year 2020-
21, impacts of COVID-19 on sales tax generally correlated with shelter-in-place mandates. As
restrictions were lifted, recovery was realized as fiscal year 2020-21 ended with $44 million in sales
tax revenues. However, fiscal year 2021-22 experienced the most accelerated recovery—the city is
estimated to end the year at a historic high of $50 million in sales tax revenues. Much of this recovery
resulted from the easing of restrictions and pent-up demand. As we move forward into fiscal year
2022-23, much uncertainty remains surrounding market and economic conditions like inflation and
impacts to disposable income. As a result, a conservative estimate of $49.1 million is budgeted for
fiscal year 2022-23 which represents a decrease of $0.9 million, or 2%, over fiscal year 2021-22
estimates.
As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation
(comprised heavily of new auto sales) and general retail sectors, which combined account for over
half of taxable sales in Carlsbad. New auto sales are highly elastic—or responsive to changes in
price—in comparison to economic trends, and tax revenues from new auto sales fell precipitously
during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that dip, auto sales tax
revenues hit a high of $12.2 million for the four quarters ended December 31, 2021. With general
retail sales tax suffering for the year ended December 31, 2020, the most recent four quarters have
shown full recovery increasing nearly 75% and reaching historic levels.
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,
30.5%
Construction,
2.4%
General Retail,
20.4%Miscellaneous,
0.6%
Restaurants &
Markets, 13.3%
Business to Business,
12.7%
County Pool,
20.1%
Sales Tax by Category
Fourth Quarter 2021
B-6
The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT
or hotel tax. TOT was the revenue category most adversely impacted by COVID-19. From historic
highs of $26 million in fiscal year 2018-19, year-over-year decreases of 27% and 16% were
experienced. As of last year, TOT was expected to increase approximately 47%, marking the beginning
of an anticipated 3-year recovery. However, this recovery was accelerated with the easing of
restrictions and pent-up demand which resulted in TOT revenues reaching new historic highs. In fiscal
year 2021-22 TOT is estimated at approximately $28 million. While group business travel has yet to
fully return to pre-pandemic levels, uncertainty around rising inflation and diminishing pent up
demand drive a more conservative estimate in fiscal year 2022-23.
TOT has historically increased as new hotels—such as the two hotels at the Legoland California
Resort, Cape Rey Carlsbad Beach Resort and the Westin Hotel—have opened. The city saw the
opening of the Home2Suites and the Springhill Suites hotels during fiscal year 2021-22, but the
impact of new openings has been overshadowed by the COVID-19 disease containment and
suppression measures. As we navigate through the pandemic, TOT revenues are anticipated to
increase.
According to a report from Tourism Economics, San Diego County tourism will see significant growth
in visitation demand of around 36% in calendar year 2022 and another 9% in calendar year 2023. The
projected rebound is driven by lifted travel restrictions and the regions attractiveness for leisure
travel, offset by weak group and business travel. The following few years are expected to increase
steadily as group and business travel become more prevalent and increases in available rooms
continue. The City of Carlsbad currently has approximately 4,812 hotel rooms, 668 timeshares, and
over 357 registered vacation rentals.
Franchise Tax revenue has stabilized in recent years and is projected at $7.0 million in fiscal year
2022-23. Franchise taxes are paid by certain industries that use the city’s right-of-way to conduct
their business. The city currently has franchise agreements for cable TV service, solid waste services,
cell sites, fiber optic antenna systems and gas and electric services. The solid waste franchise fee
experienced minor revenue increases that mirror growth in population and changes in rate
structures. Cable TV franchise revenue is expected to decrease by 5% from $1.44 million to $1.36
million over the next fiscal year due to decreases in the number of paid subscription services. This
$15
$17
$20 $22 $22
$24
$26
$19
$16
$28 $29
0
5
10
15
20
25
30
35
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e
$
M
i
l
l
i
o
n
s
Fiscal Year
Transient Occupancy Taxes
B-7
trend will most likely continue in future years as more subscribers cut cable services and move to
online streaming services.
In April 2021, a new franchise agreement for solid waste was approved with Republic Services of San
Diego. The General Fund receives 7.5% of revenues collected. Revenue is expected to increase overall
to reflect the increased costs associated with a new organics composting program mandated by state
law and to provide new services based on feedback from the community.
San Diego Gas & Electric pays franchise taxes for the use of the public land over which they transport
gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures
the franchise taxes on gas and electricity that is transported using public lands, which would not
otherwise be included in the calculations for franchise taxes due to deregulation of the power
industry. This revenue source is expected to remain flat over the next several years.
Business license taxes are closely tied to the health of the local economy and are projected to
increase to $6.2 million in fiscal year 2022-23. This represents growth of $0.4 million or 7% when
compared to last year’s adopted budget. Increases in business license taxes are in line with projected
sales tax revenue increase as businesses either pay taxes based on the amount of their gross receipts
or based on set fees. There are currently about 9,591 licensed businesses in the City of Carlsbad, 77
more than in the prior year with 6,327 of them located in the city.
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These revenues are difficult to predict as many of the
planning and engineering activities occur months or years before any actual development.
Over the last 10 years development-related revenues
have fluctuated in line with increases and decreases
in residential, commercial and industrial
development. In fiscal year 2022-23 the city expects a
24% decrease in development related revenues to
approximately $2.9 million. This follows higher than
anticipated development activity occurring in fiscal
year 2021-22. The projected decrease in
development-related revenues is tied to the volume
and type of development projected to be permitted,
multi-family versus single-family, and a drop in the
revenues derived from building fees which occur in
the early stages of development.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged
to funds outside the General Fund for services performed by departments within the General Fund.
Miscellaneous interdepartmental charges are expected to decrease by 1%.
Income from investments and property include interest earnings as well as rental income
from city-owned land and facilities. The city is expected to earn about $2.8 million in interest on its
General Fund investments for fiscal year 2022-23 and another $2.7 million in rental and lease income.
The yield on the city’s portfolio is forecasted to average 1.5% and cash balances are expected to
B-8
remain flat as increases in receipts are projected to be offset by increases in expenditures as the City
Council’s goals are operationalized.
Ambulance fee revenues are estimated to increase $1.3 million over last year’s adopted budget.
This increase is due to the Fire Department’s addition of two new ambulances as approved in the
Standards of Cover, which will enable the Fire Department to transport more patients.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad
expects to receive approximately $1.6 million in transfer taxes for fiscal year 2022-23 which is a 22%
increase from the fiscal year 2021-22 adopted budget and relatively consistent with current year
estimates. The residential real estate market continues remains strong; however, this will likely be
influenced by rising interest rates. Housing prices are continuing to increase in Carlsbad and
inventories remain low.
Other intergovernmental revenues include miscellaneous receipts received from the state or
federal governments as well as local school districts. The city received its two annual American
Rescue Plan Act payments in fiscal year 2020-21 and fiscal year 2021-22 totaling $12.6 million. With
the funding ending in fiscal year 2021-22, intergovernmental revenues will decrease substantially in
fiscal year 2022-23.
All other revenues include recreation fees, other licenses and fees, fines and forfeitures, transfers
in and other charges and fees. The estimate for fiscal year 2022-23 totals $5 million and is expected
to remain relatively flat over the previous fiscal year.
Overall and as reflected in the bar chart above, General Fund revenues are expected to be down $6.2
million or 3% from fiscal year 2021-22 estimates. This is largely due to the final American Rescue Plan
Act payment of $6.3 million received in fiscal year 2021-22 and the recovery from COVID-19 exceeded
original timing expectations. As the city moves out of the pandemic, uncertainty surrounding
inflation, diminishing pent-up demand and impacts to the housing market contribute to a
conservative outlook that will be monitored into the future.
$-
$50
$100
$150
$200
$250
2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e
$
M
i
l
l
i
o
n
s
Fiscal Year
General Fund Revenues
B-9
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.
City staff develop 5-year and 10-year forecasts as part of the budget process. While long-term
projections are inherently less reliable than short-term projections, they can help detect potential
budget issues early and help the city plan for the future. Details on the city’s General Fund forecast,
including information on both revenue and expenditure assumptions, are available in an appendix to
this document.
Other Funds
Revenues from Special Revenue funds are expected to total $17.9 million, an increase of $4.0
million or 29% from the fiscal year 2021-22 adopted budget. Funds collected in this category are
restricted to specified purposes. The types of programs supported within Special Revenue funds are
those funded by specific revenue streams such as:
• Federal Grants (Rental Assistance and Community Development Block Grants)
• Special fees and assessments (Affordable Housing and Maintenance Assessment Districts)
• Donations (Library, Cultural Arts, Recreation and Senior Donations)
Rental Assistance
$11.4M, 64%
Affordable Housing
$0.5M, 3%
CDBG
$0.5M, 3%
Maintenance Districts
$4.0M, 22%
Donations and Grants
$0.5M, 3%
All Others
$1.0M, 5%
Special Revenue Funds
FY 2022-23 Budgeted Revenues $17.9 Million
B-10
Compared to the fiscal year 2021-22 adopted budget, the most noteworthy changes in the Special
Revenue funds occurred in the Rental Assistance Fund where increases of $3.9 million are expected
to occur. These revenues are federally funded and tend to fluctuate from year-to-year.
The Successor Agency Housing Trust Fund revenues are budgeted at $0.5 million which
represents a 52% decrease over fiscal year 2021-22 estimates. Although the Carlsbad Redevelopment
Agency has been dissolved, the California Department of Finance has approved the repayment of the
approximately $8.1 million (plus accrued interest) loaned to both the city’s former redevelopment
areas by the General Fund as well as debt service payments remaining on the former agency’s 1993
Tax Allocation Refunding Bonds. All outstanding loans and interest accrued 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.
Enterprise fund revenues for fiscal year 2022-23 are projected at $89.6 million representing an
increase of 5.6% or $4.7 million over the current year estimates. The revenue breakdown by activity is
shown in the graph below.
Enterprise funds are similar to a business in that rates are charged to support the operations that
supply the good and/or service. Carlsbad enterprise funds include water and recycled water delivery,
wastewater services, solid waste management and the operation of a municipal golf course. The fiscal
year 2022-23 operating budget reflects additions for an updated sewer master plan as well as
significant increases for Water Authority rate increases for purchases water.
The Water Enterprise Fund revenue for fiscal year 2022-23 is estimated at $47.0 million
representing a decrease of $0.7 million or 1.5% when compared to current year revenue estimates.
This decrease is driven by one-time SDCWA refunds received in fiscal year 2021-22 that are not
expected in fiscal year 2022-23. Projected revenues for Recycled Water of $8.7 million are
expected to increase by $0.2 million or 2% as minor customer growth is expected and a 1% increase
in rates is forecasted.
Water Operations
$47.0M, 52%
Recycled Water
$8.7M, 10%
Wastewater
Operations
$19.3M, 21%
Solid Waste
Management,
$5.0M, 6%
Golf Course
Operations,
$9.6M, 11%
Enterprise Funds
FY 2022-23 Budgeted Revenues $89.6 Million
B-11
Forecasted revenues for Wastewater are $19.3 million representing a 24% or $3.8 million increase
over the current year estimate. This estimated increase is largely driven by rate increases of 20% in
both 2022 and 2023 to support rising treatment costs and aging infrastructure costs.
Estimated revenues from operations of the Golf Course of $9.6 million are expected to increase
slightly by $0.6 million or 7% when compared to current year estimates. $7.5 million was
conservatively budgeted in fiscal year 2021-22; however, outdoor activities such as golf experienced
tremendous growth throughout the pandemic.
Solid Waste Management revenues are projected to
increase by 22% to $5.0 million when compared to
current year estimates. This increase is mainly driven by
a storm water reimbursement of $1.3 million from the
city’s new waste hauler contract.
Internal Service funds project estimated revenues of
$33.1 million for fiscal year 2022-23 representing an 8.4%
or $2.6 million increase over fiscal year 2021-22
projections.
Internal Service funds account for services provided
within the city itself, from one department to another
and on a cost reimbursement basis. These include programs such as the self-insurance funds for
Workers’ Compensation and General Liability (Risk Management), as well as Vehicle Maintenance
and Replacement, and Information Technology. Departments pay for these services and therefore the
rates charged are based on the cost to provide the service. The goal of an Internal Service fund is to
match budgeted expenses with charges to the departments.
A recent actuarial review of the Workers’ Compensation fund determined that the city should
continue to set aside cash reserves in anticipation of future Workers’ Compensation claims. To
achieve this, charges to city departments need to increase by 10-15% annually over the next several
years. These planned increases went into effect in fiscal year 2021-22 and are continuing into fiscal
year 2022-23. The fiscal year 2022-23 operating budget includes $5.3 million for Workers’
Compensation and $4.0 million for Risk Management. This represents a $0.4 million and $0.6 million
increase over the previous fiscal year estimates, respectively.
Vehicle Maintenance and Replacement charges are budgeted at $3.3 million and $4.0 million,
respectively. Vehicle replacement costs rise when the number of vehicles and the price of new
vehicles or the cost to maintain those vehicles increases. For example, many older generation sedans
at the end of their useful life are now being replaced with hybrid and plug-in hybrids at a higher per
unit cost. There have also been significant cost increases over the last several years in specialized
vehicles such as fire trucks and ambulances. The total number of vehicles that the Replacement
charge is collecting on has increased for two additional reasons: the city added vehicles to its fleet,
largely in the Fire and Police departments; and vehicles previously deferred for replacement were
replaced thereby restarting the collection cycle.
Information Technology charges to departments have increased by 11.0% or $1.6 million when
compared to fiscal year 2021-22 estimates. The main reason for this increase is due to a
reorganization of personnel within the city. Employees within the Business Systems Associate series
B-12
(9.49 total FTE) were transferred from various departments citywide to the Information Technology
Department. Consequently, the Information Technology budget and corresponding charges have
increased to account for these new personnel costs.
Internal Service Fund Allocation Methodology
Most of the revenue for the city’s internal service funds are generated from internal services charges.
The expenses of each fund are budgeted for and then allocated to other funds on an annual basis.
Each fund uses a different allocation basis to charge other funds for its costs, summarized below.
• Vehicle Replacement – Based on equipment assigned to departments.
• Vehicle Maintenance – A combination of fixed and variable maintenance charges. Fixed
maintenance charges are based on a three-year average of maintenance costs in
combination with budgeted labor costs. Variable maintenance charges are based on actuals.
• Information Technology Operations – Based on a combination of computers per department
as a percentage of citywide computers for citywide maintenance/licensing and costs charged
directly to individual departments for items specific to a department.
• Information Technology Replacement – Based on a combination of equipment and hardware
specifically assigned to a department and for infrastructure hardware an allocation based on
computers per department as a percentage of citywide computers.
• Workers’ Compensation – Based on a combination of personnel count and five-year average
claims costs by department.
• General Liability – Based on a combination of personnel count, five-year average claims costs
by department and vehicles assigned to departments.
The city also contracts with an outside consultant to develop a professionally prepared cost allocation
plan. The goal of this effort is to define the total cost of applicable administrative or “indirect
services” overhead costs to various departments, revenue funds, and grant funded programs. For the
purposes of budgeting, the city uses the full cost allocation plan to allocate all reasonably identifiable
administrative overhead costs to receivers of these services within the organization. This internal
budgeting tool establishes overhead support costs at the department level and allows the city to
charge out overhead costs incurred in the General Fund to non-General Fund departments on an
annual basis. In years where a new cost allocation plan is not developed, chargebacks are increased
by a percentage factor based on a weighted average of salary increases and the West Urban CPI.
General fees and charges for services
The city conducts a comprehensive cost of service study every five to seven years—most recently in
May 2021—to update the calculations and confirm that fees and charges for service do not exceed
the updated cost. 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, in the city’s Master Fee Schedule. Notable changes in fiscal year 2022-23 include: consolidating
special events application processing fees into a single fee, regardless of event size; making
affordable housing in-lieu fees based on amount per single-family market rate unit on a single-family
lot, plus a separate amount per square foot of net building area per unit for residential development
projects including between two and six units; increasing streetlight energizing fees significantly by
21% to 34%, reflecting increases in energy prices; adding a fee for those who don’t obtain a required
permit before beginning construction; and eliminating library late fines. Increases to the city’s trash
collection rates are set by the contracted service provider and go into effect July 1, 2022. Details on
these rates can be found in the Master Fee Schedule. There were no new taxes implemented
affecting the budget for fiscal year 2022-23.
B-13
OPERATING BUDGET EXPENDITURE SUMMARY
The city’s Operating Budget for fiscal year 2022-23 totals $342.3 million, which represents an increase
of about $25.2 million or 8.0% as compared to the adopted fiscal year 2021-22 budget. A summary of
the changes in each of the city’s programs will be discussed below. Further information about each
program can be found in the individual program summary pages.
The General Fund contains most of the discretionary revenues that support basic core city services.
However, this should not diminish the importance of the other operating funds as they also
contribute to the array of services available within Carlsbad. The remainder of this section will
provide more information about the budgeted expenditures by fund and program.
The total Operating Budget for the General Fund for fiscal year 2022-23 is $198.4 million which is
$13.8 million or 7.5% more than the previous year’s Adopted Budget of $184.6 million. These changes
are discussed in more detail on the following pages.
Personnel costs make up approximately 62.6% of the General Fund budget. The total personnel
budget for fiscal year 2022-23 is $124.1 million which is $7.8 million or 6.7% greater than the previous
year’s total personnel budget of $116.3 million. In fiscal year 2022-23, the budget proposes including
a line item for “vacancy savings.” This represents the estimated amount of budgeted personnel
savings that will be realized by the end of the fiscal year. Vacancy savings are realized when vacant or
new positions take longer than expected to fill or when they are filled at a lower cost than budgeted.
Budget Budget $%
2021-22 2022-23 Change Change
General Fund 184.6$ 198.4$ 13.8$ 7.5%
Special Revenue 15.4 17.3 1.9 12.3%
Enterprise 86.4 92.9 6.5 7.5%
Internal Service 29.6 32.6 3.0 10.1%
Successor Agency Housing Trust 1.1 1.1 - 0.0%
Total 317.1$ 342.3$ 25.2$ 8.0%
By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
Budget Budget $%
2021-22 2022-23 Change Change
Personnel 116.3$ 124.1$ 7.8$ 6.7%
Personnel, gross 116.3 126.1 9.8 8.4%
Vacancy Savings - (2.0) (2.0) 0.0%
Maintenance & Operations 60.3 59.2 (1.1) -1.8%
Capital Outlay 0.9 1.5 0.6 71.9%
Transfers 7.1 13.6 6.5 90.3%
Subtotal 184.6$ 198.4$ 13.8$ 7.5%
GENERAL FUND SUMMARY
By Expenditure Type
(In Millions)
B-14
This mechanism is being proposed for multiple reasons. (1) Budgeting for vacancy savings reduces the
total amount of the General Fund budget, (2) budgeted personnel costs more closely align with actual
personnel costs over the course of the fiscal year, (3) historically, the city would bring
recommendations to repurpose budget savings at the mid-year point of the fiscal year; this
mechanism pre-emptively achieves that objective, and (4) budgeting vacancy savings will achieve
alignment with the city’s 10-year forecast which has historically included a line for vacancy savings.
The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries
include full and part-time staff costs and are expected to increase in fiscal year 2022-23 by $3.5
million or 4.5%. The increase is primarily due to 24.0 new full-time positions and 3.4 full-time
equivalent part-time positions proposed for the next fiscal year.
The full-time additions include:
• General Fund
o Twelve Emergency Medical Technicians (Fire)
o Strategic Plan Analyst (Innovation & Economic Development), with part-time reduction
o Four Senior Lifeguards (Parks & Recreation), with part-time reduction
o Parks Planner – 5 year limited term (Parks & Recreation)
o Management Analyst (Police)
o Senior Engineer – 5 year limited term (Fleet & Facilities)
• Non-General Fund
o Housing Assistant (Housing & Homeless Services)
o Management Analyst (Utilities)
o Utility Locator (Utilities)
o Client Systems Associate Administrator (Information Technology), with part-time reduction
The part-time additions include:
• Three Emergency Medical Technicians (Fire)
• Building Maintenance Worker (Fleet & Facilities)
• An Administrative Secretary FTE increase (Administrative Services Administration)
• Three counseling associates and one counseling supervisor totaling 1.18 full-time equivalents
(Police)
In addition, costs have increased due to contracted and anticipated wage and benefit increases for
budgeted positions in fiscal year 2022-23. Staff made one change between the proposed to adopted
budget to add required funding and part-time personnel to the Police Department’s budget request
to maintain the GUIDE Program as an in-house program, as directed by the City Council.
Budget Budget $%
2021-22 2022-23 Change Change
Salaries and Wages 79.8$ 83.3 3.5 4.5%
Salaries and Wages, gross 79.8 85.3 5.5 6.9%
Vacancy Savings - (2.0) (2.0) 0.0%
Retirement Benefits 19.8 23.0 3.2 16.0%
Health Insurance 10.4 10.7 0.3 3.3%
Other Personnel 6.3 7.1 0.8 12.2%
Total 116.3$ 124.1$ 7.8$ 6.8%
Personnel Costs
(In Millions)
GENERAL FUND
B-15
Retirement Benefits Cost
CalPERS administers the city’s defined benefit pension
plan and costs have been increasing in past years as
CalPERS addresses a structural shortfall in plan assets to
cover unfunded liabilities. As part of CalPERS’ strategy to
ensure the plan’s sustainability, CalPERS deliberately
raised participating agencies’ contributions over several
years to improve the plan’s long-term funded status. The
pension system continues to pursue tactics in support of
its strategy to ensure plan sustainability such as investing in assets with the objective of achieving a
long-term rate of return that meets or exceeds 7%. While pension costs are increasing, there is some
downward pressure on costs as new employees receive lower pension benefits. CalPERS has taken
significant steps to ensuring plan sustainability, but still poses a significant risk on the city’s cost profile.
In support of CalPERS strategies for plan sustainability and as part of the city’s strategic, long-term
approach to financial management, the city actively manages its unfunded pension liability. Since
fiscal year 2016-17, the City Council has approved additional discretionary contributions of $56.4
million to decrease future costs of the city’s unfunded actuarial liability and strive to achieve a funded
status of 80% in accordance with City Council Policy Statement No. 86. This active management helps
ensure that resources are available to fulfill the city’s contractual promises to its employees and
minimizes the chance that funding these pension benefits will interfere with the city’s ability to
provide essential public services.
General Fund Health Insurance costs in the General Fund are increasing by $0.3 million or 3.3%
over the prior year. This increase is largely due to estimating maximum health insurance coverage
and associated costs for new and current employees. Other Personnel Costs include workers’
compensation expenses and other miscellaneous costs such as Medicare, unemployment and
disability which are increasing collectively by $0.8 million or 12.2%.
Maintenance and Operations costs represent about 29.8% of the total General Fund budget and
include the budgets for all program expenses other than personnel, capital outlay and transfers.
Overall, total maintenance and operations costs are projected at $59.2 million which represents a
decrease of about $1.1 million or 1.8% for fiscal year 2022-23 when compared to fiscal year 2021-22.
To ensure the city maintains a balanced budget and continuously analyzes its use of taxpayer dollars,
departments were asked to reduce their existing budget for fiscal year 2022-23 and decrease
discretionary spending wherever possible. Even with the approval of additional budget items, General
Fund departments were able to reduce their maintenance and operations budget requests by 1.8%
overall. This was accomplished despite the increase in costs for certain mandatory fees and
unavoidable costs such as SDG&E rate increases and other rising contracted services costs.
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of
$1.5 million are budgeted in the General Fund for fiscal year 2022-23. The majority is associated with
the purchase of a fire engine in the Fire Department and is related to the City Council goal to bring
the Fire Department into conformance with Standards of Cover evaluation.
In support of CalPERS strategies for
plan sustainability, and as part of the
city’s strategic, long-term approach to
financial management, the city
actively manages its unfunded
pension liability.
B-16
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. In this budget cycle, two five-year limited term positions were added for a senior engineer
and parks planner to assist with the capital improvement project workload in the near future. The
total annual cost for these two positions included in the city’s operating budget is $301,126.
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the
General Fund to other city funds and are expected to be repaid to the General Fund in future years.
No General Fund advances are included in this year’s Operating Budget.
Expenditures in the General Fund remained flat until fiscal year 2015-16 budget reflected an 8.2%
increase in expenditures due primarily to increased personnel costs, and the fiscal year 2016-17
expenditures included $25.3 million in one-time costs, including $10.5 million for a transfer to the
Capital Improvement Program for Fire Station 2 replacement, and $14.8 million to pay of the golf
course construction bonds.
The expenditures for fiscal year 2017-18 reflect a substantial decrease due to the one-time costs
reflected in fiscal year 2016-17 for the defeasance of the golf course bonds of $14.8 million and the
transfer of $10.5 million to the General Capital Construction Fund for the reconstruction of Fire
Station 2. These cost reductions were partially offset by an additional one-time payment to CalPERS
to address the city’s unfunded pension liability, the addition of nine staff members, additional legal
and expert costs associated with the county airport expansion and the Safety Training Center lawsuit,
higher personnel costs due to normal salary and benefit increases, higher mutual aid costs, and the
filling of prior year vacancies.
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.
$119 $121 $129
$171
$148
$168 $164
$211 $200 $198
$-
$50
$100
$150
$200
$250
2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e
$
(
i
n
m
i
l
l
i
o
n
s
)
Fiscal Year
History of General Fund Expenditures
B-17
Fiscal year 2020-21 expenditures reflect an additional one-time $10 million payment to CalPERS to
further bring down the city’s unfunded pension liability. The increase was largely offset by the
continuation COVID-19 pandemic and the city’s efforts to curb and defer expenditures.
Fiscal year 2021-22 expenditures reflect the plan to reinstate city services back to pre-pandemic
levels and operationalize the City Council’s goals. The increase includes $5.9 million in one-time costs
associated with the goals, and the addition of 18 new full-time and 6.7 part-time employees which
are mostly associated with the goals. The city also made an additional one-time $6.4 million payment
to CalPERS to bring down the city’s unfunded pension liability.
Program Expenditures Another way of looking at
the General Fund budget is by program. The chart
below compares the total fiscal year 2022-23 budget to
those amounts adopted in the previous year. A detailed
description of each department, its services, budget
summary and department accomplishments and
priorities can be found in the department program
summary pages.
A detailed description of each
department’s budget can be found
in the department program
summaries.
Budget Budget $%
2021-22 2022-23 Change Change
Policy & Leadership Group 8.1$ 8.5$ 0.4$ 4.2%
Administrative Services - Administration 0.5 0.6 0.1 31.5%
Administrative Services - Finance 5.6 5.5 (0.1) -2.8%
Administrative Services - Human Resources 5.0 5.3 0.3 6.2%
Administrative Services - Innovation & Economic Dev.1.2 2.5 1.3 104.5%
Community Services - Administration 0.7 0.7 - 3.0%
Community Services - Community Development 10.5 10.4 (0.1) -1.1%
Community Services - Housing & Homeless Services 5.9 3.1 (2.8) -46.9%
Community Services - Library & Cultural Arts 13.8 14.1 0.3 2.2%
Community Services - Parks & Recreation 19.2 21.2 2.0 10.5%
Public Safety - Fire 33.5 37.8 4.3 12.6%
Public Safety - Police 48.8 51.2 2.4 5.1%
Public Works - Administration 1.9 1.4 (0.5) -25.8%
Public Works - Construction Mgmt. & Inspection 3.0 3.3 0.3 9.1%
Public Works - Environmental Management 1.3 1.2 (0.1) -9.6%
Public Works - Facilities 6.6 6.8 0.2 3.3%
Public Works - Transportation 8.4 9.7 1.3 15.5%
Non-Departmental 10.6 15.1 4.5 43.1%
Total 184.6$ 198.4$ 13.8$ 7.5%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
B-18
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.
The transfers included in the adopted budget are as follows:
$11.9 million split evenly between the Infrastructure Replacement Fund, General Capital
Construction Fund and the Technology Investment Capital Fund ($3.96 million each). This
will fund major new construction, maintenance and/or replacement of city infrastructure
and facilities and the city’s future technology needs. This represents 6% of budgeted General
Fund revenues and is in line with the requirements set forth in Council Policy No. 91 – Long
Term General Fund Capital Funding Policy.
$332,000 to the Storm Water Program for reimbursement for the General Fund portion of
Storm Water expenses.
$1.4 million to the Median Maintenance and Street Tree Maintenance Special Revenue
Funds to cover cash shortfalls as annual assessments collected from property owners do not
cover annual operating expenditures. Annual assessments can only be increased with a
majority vote of the property owners.
General Fund Summary
The Operating Budget for fiscal year 2022-23 provides a balanced General Fund budget for the
coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted
expenditures by $0.5 million. This projected surplus will be added to city reserves to be used in
accordance with the city’s adopted reserve policy.
Fiscal Year 2022-23 General Fund Operating Surplus
General Fund fiscal year 2022-23 revenue estimates $198.8 million
General Fund fiscal year 2022-23 proposed expenditures $198.4 million
Projected operating surplus for fiscal year 2022-23 $ 0.4 million
General Fund Reserves
Projected unassigned balance at June 30, 2022 $115.7 million
Plus: projected fiscal year 2022-23 surplus $ 0.4 million
Equals: projected unassigned balance at June 30, 2023 $116.1 million
Changes in Other Funds
Special Revenue funds, budgeted at $17.3 million show an increase in expenditures of 12.3% or
$1.9 million when compared to fiscal year 2021-22. Spending in most programs is expected to remain
at similar or slightly higher levels over the prior year.
Expenditure increases of $2.5 million or 31.8% are planned in the Rental Assistance Fund largely
because of program expansion and corresponding increase in rental assistance payments. This
reflects additional revenue received from federally funded programs to assist more lower-income
households in Carlsbad.
Enterprise funds total $92.9 million which represents an increase of $6.5 million or 7.5% over the
fiscal year 2021-22 adopted budget. The Potable Water and Recycled Water funds continue to operate
and maintain critical infrastructure systems and provides the safe delivery of drinking water,
conservation outreach and treated irrigation water. The Wastewater fund provides reliable
wastewater collection services.
B-19
The Internal Service funds total $32.6 million and represents an overall increase of $3.0 million or
10.1% over fiscal year 2021-22. Much of the increase in Workers’ Compensation and Risk Management
costs is attributable to rising insurance liability rates, claims filed and administrative costs. Vehicle
Maintenance and Replacement and Information Technology expenditure increases correspond with
the city’s efforts to continue to modernize, upgrade and invest in needed equipment, systems and
applications. More detail regarding the increase in Information Technology due to the reorganization
of personnel can be found in the internal service fund piece of the revenue summary section earlier in
this document.
The budget for the Successor Agency Housing Trust Fund for fiscal year 2022-23 is approximately
the same as the prior year’s adopted budget of $1.1 million. The Recognized Obligation Payments
Schedule (ROPS) identifies financial commitments of the former Redevelopment Agency, including the
remaining scheduled debt service payments on the Redevelopment Agency bond issue, the outstanding
loan from the city’s General Fund and minor allowable administrative costs. The last debt service
payment on the bond issue is scheduled for September 2023 and the city loan will be paid off by the
end of fiscal year 2021-22. These obligations are to be paid from semi-annual property tax increment
revenue received by the Successor Agency.
Changes to Fund Balance
While the projected cumulative change in the city’s non-major funds’ ending balances is not significant,
several major funds are projected to see changes in their fund balances greater than 10 percent. The
Water Operations Fund is expected to decrease by approximately 12% by the end of fiscal year 2021-22
and another 10% by the end of fiscal year 2022-23. This is largely due to increasing operations costs and
cash transfers to account for depreciation. The Recycled Water Operations Fund is expected to
decrease significantly by the end of fiscal years 2021-22 and 2022-23. This decrease includes timing of
capital projects that are completed prior to an opportunity to apply for a reimbursement grant,
including a low interest State Revolving Fund loan which would be awarded in subsequent years. The
Golf Course Fund is anticipated to increase by nearly 78% by the end of fiscal year 2021-22 and 10% at
the end of fiscal year 2022-23. This is largely due to the strong performance of The Crossings during the
pandemic. Lastly, the Wastewater Operations Fund will increase by almost 30% by the end of fiscal year
2022-23, mainly due to revenue from rate increases structured to meet capital improvement goals.
B-20
PERSONNEL ALLOCATIONS
Adopted Adopted Adopted Final*Adopted
Budget Budget Budget Budget Budget
Department 2019-20 2020-21 2021-22 2021-22 2022-23
City Attorney 8.00 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 7.00 7.00
City Council 2.00 2.00 2.00 2.00 2.00
City Manager 12.00 7.00 7.00 7.00 7.00
City Treasurer 1.00 1.00 1.00 1.00 1.00
Communication & Engagement 7.00 7.00 7.00 9.00 9.00
Administrative Services - Administration 0.00 0.00 3.00 3.00 3.00
Finance 31.00 31.00 28.00 28.00 26.00
Human Resources 17.00 17.00 17.00 18.00 18.00
Information Technology 35.00 37.00 37.00 37.00 43.00
Innovation & Economic Development 2.00 4.00 4.00 4.00 9.00
Community Services - Administration 0.00 3.00 3.00 3.00 3.00
Community Development 63.75 61.75 53.00 52.00 52.00
Housing & Homeless Services 0.00 0.00 14.00 15.00 16.00
Library & Cultural Arts 52.50 52.50 52.50 53.00 51.00
Parks & Recreation 55.00 55.00 55.00 55.00 59.00
Fire 97.75 97.75 111.00 112.00 123.00
Police 184.00 184.00 186.00 186.00 187.00
Public Works 172.75 172.75 177.75 182.75 182.75
Total Full-Time Personnel 747.75 747.75 773.25 782.75 806.75
Hourly Full-Time Equivalent Personnel 199.97 186.59 193.81 185.65 180.90
Total 947.72 934.34 967.06 968.40 987.65
Notes:
The adopted budgets for fiscal years 2019-20 to 2021-22 include various reorgnizations and personnel transfers between departments.
*The ending budget for 2021-22 takes into account full-time personnel changes approved mid-year, including: the transfers of (1.0) FTE
from Community Development to Housing & Homeless Services and (1.0) FTE from Utilities to Human Resources, the addition of (6.0) FTE
in Environmental Sustainability and (1.0) FTE in Fire, and the conversion of hourly FTE to add (0.50) FTE to Library & Cultural Arts and (2.0)
FTE to Communications & Engagement.
The proposed budget for 2022-23 includes reorganization of (9.0) FTE from various departments to Information Technology and (4.0) FTE
from Information Technology to Innovation & Economic Development.
B-21
B-22
SCHEDULE OF PROJECTED FUND BALANCE S
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2021
Fund July 1, 2021 Revenues Expenditures June 30, 2022 Fund Balance
General Fund 110,998,762$ *204,922,372$ 200,223,160$ 115,697,974$ *4.2%
Special Revenue Funds
Affordable Housing 16,702,385 1,815,000 200,000 18,317,385 9.7%
Agricultural Mitigation Fee 1,025,623 223,100 - 1,248,723 21.8%
Buena Vista Channel Maintenance District 1,502,960 115,000 106,500 1,511,460 0.6%
Citizens' Option for Public Safety 304,670 186,034 266,106 224,598 -26.3%
Community Activity Grants 1,125,132 12,000 15,000 1,122,132 -0.3%
Community Development Block Grant 266,637 1,492,368 1,548,299 210,706 -21.0%
Cultural Arts Donations 338,366 51,826 82,491 307,701 -9.1%
Habitat Mitigation Fee - 65,100 - 65,100 0.0%
Library and Arts Endowments 270,832 2,800 6,000 267,632 -1.2%
Library Gifts and Bequests 1,654,623 200,816 216,363 1,639,076 -0.9%
Lighting and Landscaping District 2 4,615,763 687,680 398,124 4,905,319 6.3%
Local Cable Infrastructure 941,429 288,600 467,962 762,067 -19.1%
Median Maintenance District 84,768 1,315,000 1,160,000 239,768 182.9%
Parking In Lieu Fee 1,200,349 12,000 49,675 1,162,674 -3.1%
Police Asset Forfeiture 259,469 918 20,000 240,387 -7.4%
Public Safety Grants - 196,696 196,696 - 0.0%
Recreation Donations 292,508 28,234 45,782 274,960 -6.0%
Rental Assistance 235,713 9,682,700 9,597,000 321,413 36.4%
Senior Donations 336,216 14,037 19,000 331,253 -1.5%
Street Lighting Maintenance District 2,862,534 927,000 849,000 2,940,534 2.7%
Street Tree Maintenance District 159,543 910,000 950,000 119,543 -25.1%
Tyler Court Apartments 330,598 641,000 485,000 486,598 47.2%
Total Special Revenue Funds 34,510,118 18,867,909 16,678,998 36,699,029 6.3%
Enterprise Funds
Water Operations 30,390,857 47,723,538 51,321,219 26,793,176 -11.8%
Recycled Water Operations 5,652,330 8,537,611 11,403,789 2,786,152 -50.7%
Wastewater Operations 8,184,603 15,526,500 16,057,474 7,653,629 -6.5%
Solid Waste Management 11,991,468 4,084,447 4,017,239 12,058,676 0.6%
Golf Course 2,119,080 8,957,000 7,306,826 3,769,254 77.9%
Total Enterprise Funds 58,338,338 84,829,096 90,106,547 53,060,887 -9.1%
Internal Service Funds
Workers' Compensation 5,935,084 4,891,730 4,246,463 6,580,351 10.9%
Risk Management 2,668,730 3,392,080 3,740,520 2,320,290 -13.1%
Vehicle Maintenance 1,026,378 3,356,062 3,510,000 872,440 -15.0%
Vehicle Replacement 19,141,279 3,999,451 4,540,000 18,600,730 -2.8%
Information Technology 8,320,615 14,858,482 13,892,500 9,286,597 11.6%
Total Internal Service Funds 37,092,086 30,497,805 29,929,483 37,660,408 1.5%
Successor Agency Housing Trust Fund 1,431,269 1,067,000 1,038,500 1,459,769 2.0%
Total Operating Funds 242,370,573$ 340,184,182$ 337,976,688$ 244,578,067$ 0.9%
* For the General Fund only, this represents unassigned fund balance.
B-23
SCHEDULE OF PROJECTED FUND BALANCE S
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2022
Fund June 30, 2022 Revenues Budget June 30, 2023 Fund Balance
General Fund 115,697,974$ *198,764,175$ 198,445,022$ 116,017,127$ *0.3%
Special Revenue Funds
Affordable Housing 18,317,385 495,000 393,385 18,419,000 0.6%
Agricultural Mitigation Fee 1,248,723 15,000 - 1,263,723 1.2%
Buena Vista Channel Maintenance District 1,511,460 116,000 195,245 1,432,215 -5.2%
Citizens' Option for Public Safety 224,598 201,000 265,705 159,893 -28.8%
Community Activity Grants 1,122,132 13,500 30,000 1,105,632 -1.5%
Community Development Block Grant 210,706 527,154 636,728 101,132 -52.0%
Cultural Arts Donations 307,701 25,500 131,750 201,451 -34.5%
Habitat Mitigation Fee 65,100 - - 65,100 0.0%
Library and Arts Endowments 267,632 - 6,000 261,632 -2.2%
Library Gifts and Bequests 1,639,076 264,900 394,467 1,509,509 -7.9%
Lighting and Landscaping District 2 4,905,319 730,000 338,070 5,297,249 8.0%
Local Cable Infrastructure 762,067 260,000 395,006 627,061 -17.7%
Median Maintenance District 239,768 1,315,000 1,329,900 224,868 -6.2%
Parking In Lieu Fee 1,162,674 15,000 53,000 1,124,674 -3.3%
Police Asset Forfeiture 240,387 - 125,000 115,387 -52.0%
Public Safety Grants - - - - 0.0%
Recreation Donations 274,960 31,539 81,009 225,490 -18.0%
Rental Assistance 321,413 11,403,180 10,409,089 1,315,504 309.3%
Senior Donations 331,253 16,000 50,500 296,753 -10.4%
Street Lighting Maintenance District 2,940,534 920,000 1,065,393 2,795,141 -4.9%
Street Tree Maintenance District 119,543 920,000 880,235 159,308 33.3%
Tyler Court Apartments 486,598 648,637 540,716 594,519 22.2%
Total Special Revenue Funds 36,699,029 17,917,410 17,321,198 37,295,241 1.6%
Enterprise Funds
Water Operations 26,793,176 46,990,138 49,715,832 24,067,482 -10.2%
Recycled Water Operations 2,786,152 8,730,496 11,206,521 310,127 -88.9%
Wastewater Operations 7,653,629 19,276,500 16,999,568 9,930,561 29.8%
Solid Waste Management 12,058,676 4,999,230 5,801,402 11,256,504 -6.7%
Golf Course 3,769,254 9,574,000 9,195,000 4,148,254 10.1%
Total Enterprise Funds 53,060,887 89,570,364 92,918,323 49,712,928 -6.3%
Internal Service Funds
Workers' Compensation 6,580,351 5,314,620 4,507,014 7,387,957 12.3%
Risk Management 2,320,290 3,993,370 3,780,570 2,533,090 9.2%
Vehicle Maintenance 872,440 3,297,355 3,506,140 663,655 -23.9%
Vehicle Replacement 18,600,730 3,969,367 5,293,745 17,276,352 -7.1%
Information Technology 9,286,597 16,487,619 15,477,967 10,296,249 10.9%
Total Internal Service Funds 37,660,408 33,062,331 32,565,436 38,157,303 1.3%
Successor Agency Housing Trust Fund 1,459,769 510,000 1,068,845 900,924 -38.3%
Total Operating Funds 244,578,067$ 339,824,280$ 342,318,824$ 242,083,523$ -1.0%
* For the General Fund only, this represents unassigned fund balance.
B-24
SCHEDULE OF REVENUE ESTIMATES
2021-22 2022-23 Change as %Difference
2020-21 Estimated Estimated of 2021-22 2021-22 to
Revenue Source Actuals Revenue Revenue Estimated 2022-23
General Fund
Taxes
Property Tax 76,822,535$ 79,710,000$ 81,508,000$ 2.3%1,798,000$
Sales Tax 43,726,520 50,323,000 49,123,000 -2.4%(1,200,000)
Transient Occupancy Tax 15,583,688 28,091,000 28,803,000 2.5%712,000
Franchise Tax 5,773,811 6,245,589 6,958,000 11.4%712,411
Business License Tax 5,704,577 6,827,000 6,242,000 -8.6%(585,000)
Transfer Tax 1,786,174 1,697,000 1,570,000 -7.5%(127,000)
Total Taxes 149,397,305 172,893,589 174,204,000 0.8%1,310,411
Intergovernmental
Homeowners Exemption 346,499 350,000 353,000 0.9%3,000
Other Intergovernmental 9,496,508 7,156,915 617,309 -91.4%(6,539,606)
Total Intergovernmental 9,843,007 7,506,915 970,309 -87.1%(6,536,606)
Licenses and Permits
Building Permits 1,355,056 1,400,000 900,000 -35.7%(500,000)
Other Licenses and Permits 1,043,924 1,095,700 963,000 -12.1%(132,700)
Total Licenses And Permits 2,398,980 2,495,700 1,863,000 -25.4%(632,700)
Charges for Services
Planning Fees 365,766 682,500 456,000 -33.2%(226,500)
Building Department Fees 808,485 761,000 895,317 17.7%134,317
Engineering Fees 477,352 895,500 608,900 -32.0%(286,600)
Ambulance Fees 2,781,450 3,500,000 3,850,000 10.0%350,000
Recreation Fees 1,604,571 2,007,840 2,315,500 15.3%307,660
Other Charges or Fees 1,465,765 1,601,199 1,504,300 -6.1%(96,899)
Total Charges For Services 7,503,389 9,448,039 9,630,017 1.9%181,978
Fines and Forfeitures 423,380 216,170 210,750 -2.5%(5,420)
Income from Investments and Property 5,639,681 5,600,795 5,481,000 -2.1%(119,795)
Interdepartmental Charges 5,146,044 5,290,471 5,236,449 -1.0%(54,022)
Other Revenue Sources 1,887,817 1,470,693 1,168,650 -20.5%(302,043)
Total General Fund 182,239,603$ 204,922,372$ 198,764,175$ -3.0%(6,158,197)$
* Interest is calculated on an amortized cost basis.
B-25
SCHEDULE OF REVENUE ESTIMATES
2021-22 2022-23 Change as %Difference
2020-21 Estimated Estimated of 2021-22 2021-22 to
Revenue Source Actuals Revenue Revenue Estimated 2022-23
Special Revenue Funds
Affordable Housing
Affordable Housing Fees 273,120$ 467,000$ 120,000$ -74.3%(347,000)$
Property Tax - - - 0.0%-
Interest Income 245,794 448,000 345,000 -23.0%(103,000)
Other Revenue 22,727 900,000 30,000 -96.7%(870,000)
Total Affordable Housing 541,641 1,815,000 495,000 -72.7%(1,320,000)
Agricultural Mitigation Fee
Agricultural Mitigation Fees 4,696 210,100 - -100.0%(210,100)
Interest Income 1,903 13,000 15,000 15.4%2,000
Total Agriculutural Mitigation Fee 6,599 223,100 15,000 -93.3%(208,100)
Buena Vista Channel Maintenance
Assessment Fees 138,603 100,000 100,000 0.0%-
Interest Income 3,414 15,000 16,000 6.7%1,000
Total Buena Vista Channel Maintenance 142,017 115,000 116,000 0.9%1,000
Citizens' Option for Public Safety
State Funding (AB3229)292,465 185,000 200,000 8.1%15,000
Interest Income 1,354 1,034 1,000 -3.3%(34)
Total Citizens' Option For Public Safety 293,819 186,034 201,000 8.0%14,966
Community Activity Grants
Interest Income 2,036 12,000 13,500 12.5%1,500
Total Community Activity Grants 2,036 12,000 13,500 12.5%1,500
Community Development Block Grant
Federal Grant 1,440,502 1,322,368 527,154 -60.1%(795,214)
Interest Income 27 - - 0.0%-
Other Revenue 166,185 170,000 - -100.0%(170,000)
Total Community Dev. Block Grant 1,606,714 1,492,368 527,154 -64.7%(965,214)
Cultural Arts Donations
Donations 58,342 48,000 25,000 -47.9%(23,000)
Interest Income 1,132 3,826 500 -86.9%(3,326)
Total Cultural Arts Donations 59,474 51,826 25,500 -50.8%(26,326)
Habitat Mitigation Fee
Mitigation Fees 16,962 64,500 - -100.0%(64,500)
Interest Income (351) 600 - -100.0%(600)
Total Habitat Mitigation Fee 16,611 65,100 - -100.0%(65,100)
B-26
SCHEDULE OF REVENUE ESTIMATES
2021-22 2022-23 Change as %Difference
2020-21 Estimated Estimated of 2021-22 2021-22 to
Revenue Source Actuals Revenue Revenue Estimated 2022-23
Special Revenue Funds - Continued
Library And Arts Endowment Fund
Interest Income 490$ 2,800$ -$ -100.0%(2,800)$
Total Library And Arts Endowment Fund 490 2,800 - -100.0%(2,800)
Library Gifts/Bequests
Gifts and Bequests 243,427 183,232 250,800 36.9%67,568
Interest Income 3,900 17,584 14,100 -19.8%(3,484)
Total Library Gifts/Bequests 250,001 200,816 264,900 31.9%64,084
Lighting And Landscaping District 2
Assessment Fees 663,794 645,500 680,000 5.3%34,500
Interest Income 10,257 42,180 50,000 18.5%7,820
Total Lighting And Landscaping Dist. 2 674,051 687,680 730,000 6.2%42,320
Local Cable Infrastructure Fund
Cable Fees 302,404 280,000 260,000 -7.1%(20,000)
Interest Income 343 8,600 - -100.0%(8,600)
Total Local Cable Infrastructure Fund 302,747 288,600 260,000 -9.9%(28,600)
Median Maintenance
Assessment Fees 349,925 365,000 365,000 0.0%-
Other 700,267 950,000 950,000 0.0%-
Total Median Maintenance 1,050,192 1,315,000 1,315,000 0.0%-
Parking In Lieu
Parking In Lieu Fees 44,960 - - 0.0%-
Interest Income 2,477 12,000 15,000 25.0%3,000
Total Parking In Lieu 47,437 12,000 15,000 25.0%3,000
Police Asset Forfeiture
Asset Forfeitures 5,751 - - 0.0%-
Interest Income (288) 918 - -100.0%(918)
Total Police Asset Forfeiture 5,463 918 - -100.0%(918)
Public Safety Grants
Federal Grant 123,843 196,696 - -100.0%(196,696)
Total Police Grants 123,843 196,696 - -100.0%(196,696)
Recreation Donations
Donations 16,444 23,050 31,000 34.5%7,950
Interest Income 373 5,184 539 -89.6%(4,645)
Total Recreation Donations 16,817 28,234 31,539 11.7%3,305
B-27
SCHEDULE OF REVENUE ESTIMATES
2021-22 2022-23 Change as %Difference
2020-21 Estimated Estimated of 2021-22 2021-22 to
Revenue Source Actuals Revenue Revenue Estimated 2022-23
Special Revenue Funds - Continued
Rental Assistance
Federal Grant 8,745,835$ 8,984,000$ 10,072,680$ 12.1%1,088,680$
Other Revenue 383,582 698,700 1,330,500 90.4%631,800
Total Rental Assistance 9,129,417 9,682,700 11,403,180 17.8%1,720,480
Senior Donations
Donations 3,000 2,000 4,000 100.0%2,000
Interest Income 568 2,037 2,000 -1.8%(37)
Other Revenue - 10,000 10,000 0.0%-
Total Senior Donations 3,568 14,037 16,000 14.0%1,963
Street Lighting
Assessment Fees 686,395 740,000 740,000 0.0%-
Other Revenue 162,059 157,000 150,000 -4.5%(7,000)
Interest Income 4,956 30,000 30,000 0.0%-
Total Street Lighting 853,410 927,000 920,000 -0.8%(7,000)
Street Tree Maintenance
Assessment Fees 471,086 470,000 470,000 0.0%-
Other Revenue 354 440,000 450,000 2.3%10,000
Total Street Tree Maintenance 471,440 910,000 920,000 1.1%10,000
Tyler Court Apartments
Rental Income 604,339 640,000 646,672 1.0%6,672
Other Revenue 2,127 1,000 1,965 96.5%965
Interest Income 1 - - 0.0%-
Total Tyler Court Apartments 606,467 641,000 648,637 1.2%7,637
Total Special Revenue Funds 16,204,254$ 18,867,909$ 17,917,410$ -5.0%(950,499)$
B-28
SCHEDULE OF REVENUE ESTIMATES
2021-22 2022-23 Change as %Difference
2020-21 Estimated Estimated of 2021-22 2021-22 to
Revenue Source Actuals Revenue Revenue Estimated 2022-23
Enterprise Funds
Water Operations
Water Sales 28,691,928$ 28,500,000$ 29,000,000$ 1.8%500,000$
Ready-to-Serve charge 12,301,894 12,300,000 12,300,000 0.0%-
Property Tax 4,469,981 4,418,344 4,418,344 0.0%-
New Account Charges 130,028 130,000 130,000 0.0%-
Back-Flow Program Fees 167,089 175,000 175,000 0.0%-
Penalty Fees 5,815 74,150 161,750 118.1%87,600
Interest Income 48,949 354,500 354,500 0.0%-
Engineering Overhead 20,822 40,000 42,000 5.0%2,000
Service Connection Fees 43,351 20,000 20,000 0.0%-
Other Revenue 3,260,648 1,711,544 388,544 -77.3%(1,323,000)
Total Water Operations 49,140,505 47,723,538 46,990,138 -1.5%(733,400)
Recycled Water Operations
Water Sales 7,151,961 7,200,000 7,366,000 2.3%166,000
Ready-to-Serve charge 1,209,044 1,300,000 1,339,000 3.0%39,000
Interest Income (91,990) (64,000) (64,000) 0.0%-
Other Revenue 276,035 101,611 89,496 -11.9%(12,115)
Total Recycled Water Operations 8,545,050 8,537,611 8,730,496 2.3%192,885
Wastewater Operations
Service Charges 14,007,136 15,304,000 19,000,000 24.2%3,696,000
Misc. Sewer 19,614 (19,000) - -100.0%19,000
Engineering Overhead 16,199 19,000 25,000 31.6%6,000
Penalty Fees (11) 43,000 65,000 51.2%22,000
Interest Income (11,915) 95,000 95,000 0.0%-
Other Revenue 1,499,601 84,500 91,500 8.3%7,000
Total Wastewater Operations 15,530,624 15,526,500 19,276,500 24.2%3,750,000
Solid Waste Management
Recycling Fees (AB939)337,133 360,000 800,000 122.2%440,000
Penalty Fees (7) 19,000 19,000 0.0%-
Trash Surcharge 3,049,951 3,000,000 2,100,000 -30.0%(900,000)
Interest Income 16,881 140,200 160,100 14.2%19,900
Other Revenue 730,663 565,247 1,920,130 239.7%1,354,883
Total Solid Waste Management 4,134,621 4,084,447 4,999,230 22.4%914,783
Golf Course Operations
Charges for Services 8,105,675 8,830,000 9,466,000 7.2%636,000
Interest Income 10,852 30,000 19,000 -36.7%(11,000)
Other Revenue 55,544,802 97,000 89,000 -8.3%(8,000)
Total Golf Course Operations 63,661,329 8,957,000 9,574,000 6.9%617,000
Total Enterprise Funds 141,012,129$ 84,829,096$ 89,570,364$ 5.6%4,741,268$
B-29
SCHEDULE OF REVENUE ESTIMATES
2021-22 2022-23 Change as %Difference
2020-21 Estimated Estimated of 2021-22 2021-22 to
Revenue Source Actuals Revenue Revenue Estimated 2022-23
Internal Service Funds
Workers' Compensation
Interdepartmental Charges 1,880,304$ 4,524,730$ 5,174,620$ 14.4%649,890$
Interest Income 39,441 142,000 140,000 -1.4%(2,000)
Other Revenue 2,212,056 225,000 - -100.0%(225,000)
Total Workers' Compensation 4,131,801 4,891,730 5,314,620 8.6%422,890
Risk Management
Interdepartmental Charges 2,308,836 3,306,080 3,946,370 19.4%640,290
Interest Income 1,928 46,000 47,000 2.2%1,000
Other Revenue 59,053 40,000 - -100.0%(40,000)
Total Risk Management 2,369,817 3,392,080 3,993,370 17.7%601,290
Vehicle Maintenance
Interdepartmental Charges 3,207,532 3,291,562 3,272,355 -0.6%(19,207)
Interest Income 839 6,500 5,000 -23.1%(1,500)
Other Revenue 33,250 58,000 20,000 -65.5%(38,000)
Total Vehicle Maintenance 3,241,621 3,356,062 3,297,355 -1.8%(58,707)
Vehicle Replacement
Interdepartmental Charges 2,872,200 3,574,451 3,575,367 0.0%916
Interest Income 49,260 200,000 194,000 -3.0%(6,000)
Other Revenue 1,522,556 225,000 200,000 -11.1%(25,000)
Total Vehicle Replacement 4,444,016 3,999,451 3,969,367 -0.8%(30,084)
Information Technology
Interdepartmental Charges 12,530,344 14,752,389 16,408,619 11.2%1,656,230
Interest Income (28,270) 59,393 79,000 33.0%19,607
Other Revenue 1,243,014 46,700 - -100.0%(46,700)
Total Information Technology 13,745,088 14,858,482 16,487,619 11.0%1,629,137
Total Internal Service Funds 27,932,343$ 30,497,805$ 33,062,331$ 8.4%2,564,526$
Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 3,013,484 1,060,000 500,000 -52.8%(560,000)
Interest Income 768,871 7,000 10,000 42.9%3,000
Total Successor Agency Housing Fund 3,782,355 1,067,000 510,000 -52.2%(557,000)
Total Trust Funds 3,782,355$ 1,067,000$ 510,000$ -52.2%(557,000)$
Total Operating Funds 371,170,684$ 340,184,182$ 339,824,280$ -0.1%(359,902)$
B-30
SCHEDULE OF BUDGET EXPENDITURES
2021-22 Change as %
2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund
Policy And Leadership Group
City Council 466,528$ 487,977$ 632,975$ 649,975$ 652,220$ 0.3%
City Attorney 1,910,060 2,036,466 2,033,136 2,037,136 2,033,508 -0.2%
City Clerk 1,126,417 1,207,035 1,436,264 1,300,469 1,394,162 7.2%
City Manager 2,574,961 1,939,537 2,042,542 2,112,097 2,156,145 2.1%
City Treasurer 215,784 235,400 278,000 250,752 249,945 -0.3%
Communication & Engagement 1,651,700 1,493,938 2,031,550 1,771,173 1,979,186 11.7%
Total Policy And Leadership Group 7,945,450 7,400,353 8,454,467 8,121,602 8,465,166 4.2%
Administrative Services
Administration - - 525,745 568,883 747,797 31%
Finance 5,617,702 5,810,863 5,950,000 5,632,387 5,472,176 -2.8%
Human Resources 4,302,513 4,359,159 4,542,911 4,959,011 5,264,775 6.2%
Innovation & Economic Development 1,097,395 1,427,603 1,252,000 1,264,626 2,585,951 104.5%
Total Administrative Services 11,017,610 11,597,625 12,270,656 12,424,907 14,070,699 13.2%
Community Services
Community Services Administration - 654,001 862,511 656,221 675,917 3.0%
Community Development 10,328,444 10,715,350 9,893,000 10,502,061 10,384,700 -1.1%
Housing & Homeless Services - - 1,488,217 5,901,431 3,134,115 -47%
Library & Cultural Arts 13,030,148 12,344,689 14,030,250 13,780,555 14,088,425 2.2%
Parks & Recreation 17,584,182 16,786,632 20,629,095 19,159,380 21,167,014 10.5%
Total Community Services 40,942,774 40,500,672 46,903,073 49,999,648 49,450,171 -1.1%
Public Safety
Fire 25,620,353 30,712,871 34,651,000 33,521,412 37,756,943 12.6%
Police 44,841,600 47,615,546 48,936,163 48,756,017 51,240,884 5.1%
Total Public Safety 70,461,953 78,328,417 83,587,163 82,277,429 88,997,827 8.2%
Public Works
Public Works Administration 1,768,613 1,808,997 1,800,000 1,941,613 1,440,649 -25.8%
Construction Management & Inspection 2,944,509 2,728,545 2,760,000 2,990,665 3,262,768 9.1%
Environmental Management 758,852 1,030,453 844,297 1,282,225 1,159,789 -9.5%
Fleet & Facilities 5,537,243 5,341,736 5,830,000 6,555,934 6,768,736 3.2%
Transportation 7,583,250 7,553,800 9,230,700 8,405,466 9,707,559 15.5%
Total Public Works 18,592,467 18,463,531 20,464,997 21,175,903 22,339,501 5.5%
Miscellaneous Non-Departmental Expenditures
Community Contributions 7,983 2,595 - - - -
Dues & Subscriptions 71,519 72,714 75,000 80,000 80,000 0.0%
Legal Services 697,114 755,312 500,000 1,200,000 1,000,000 -16.7%
Professional Services 39,195 34,194 35,000 42,000 41,658 -0.8%
Other Miscellaneous Expenditures 3,860,320 1,055,650 55,000 - 100,000 -
Personnel Related 152,582 184,337 200,000 850,000 1,050,000 23.5%
COVID-related 910,211 245,579 150,000 - - -
Vacancy savings - - - - (2,000,000) -
Property Tax & Other Administration 658,895 759,165 750,000 750,000 750,000 0.0%
Total Miscellaneous Non-Departmental Expenditures 6,397,819 3,109,546 1,765,000 2,922,000 1,021,658 -65.0%
B-31
SCHEDULE OF BUDGET EXPENDITURES
2021-22 Change as %
2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 5,111,500$ 4,500,000$ 13,133,056$ 5,353,000$ 3,956,000$ -59.2%
Transfer to Infrastructure Replacement Fund 5,111,500 4,500,000 5,353,000 5,353,000 3,956,000 0.0%
Transfer from Infrastructure Replacement Fund - - (5,070,000) (5,070,000) - 0.0%
Transfer to Technology Investment Capital Fund - 10,656,000 - 3,956,000
Transfer To LLD#1 (Medians & Trees)950,000 700,000 1,390,000 1,190,000 1,400,000 -14.4%
Transfer To Storm Water Program 303,052 281,040 322,000 322,000 332,000 0.0%
Other Miscellaneous Transfers 2,090,114 47,031,506 993,748 - - -100.0%
Total Transfers 13,566,166 57,012,546 26,777,804 7,148,000 13,600,000 90.3%
Total Miscellaneous Non-Departmental 19,963,985 60,122,092 28,542,804 10,070,000 14,621,658 45.2%
Subtotal General Fund 168,924,239 216,412,690 200,223,160 184,069,489 197,945,022 7.5%
Contingencies - - - 500,000 500,000 0.0%
Total General Fund 168,924,239$ 216,412,690$ 200,223,160$ 184,569,489$ 198,445,022$ 7.5%
Special Revenue Funds
Affordable Housing 868,053$ 4,674,625$ 200,000$ 811,197$ 393,385$ -51.5%
Agricultural Mitigation Fee - - - - - -
Buena Vista Channel Maintenance 71,738 80,982 106,500 195,245 195,245 0.0%
Citizens' Option For Public Safety 247,072 263,590 266,106 266,106 265,705 -0.2%
Community Activity Grants - - 15,000 30,000 30,000 0.0%
Community Development Block Grant 324,153 936,783 1,548,299 638,299 636,728 -0.2%
Cultural Arts Donations 29,510 25,447 82,491 131,750 131,750 0.0%
Flower Fields Grant Program 943,272 - - - - -
Habitat Mitigation Fee 1,115,129 16,961 - - - -
Library And Arts Endowment Fund - - 6,000 6,000 6,000 0.0%
Library Gifts/Bequests 217,268 144,279 216,363 384,270 394,467 2.7%
Lighting And Landscaping District 2 353,503 287,307 398,124 376,001 338,070 -10.1%
Local Cable Infrastructure Fund 207,119 336,001 467,962 345,000 395,006 14.5%
Median Maintenance 1,077,147 1,036,374 1,160,000 1,369,415 1,329,900 -2.9%
Parking In Lieu 47,547 48,244 49,675 50,000 53,000 6.0%
Police Asset Forfeiture 122,365 54,225 20,000 170,000 125,000 -26.5%
Public Safety Grants 126,353 117,267 196,696 - - -
Recreation Donations 28,289 26,165 45,782 82,591 81,009 -1.9%
Rental Assistance 7,832,253 9,024,886 9,597,000 7,898,443 10,409,089 31.8%
Senior Donations 20,592 5,367 19,000 79,600 50,500 -36.6%
Street Lighting 633,162 777,332 849,000 971,246 1,065,393 9.7%
Street Tree Maintenance 575,205 750,272 950,000 943,555 880,235 -6.7%
Tyler Court Apartments 497,143 474,209 485,000 640,987 540,716 -15.6%
Total Special Revenue Funds 15,336,873$ 19,080,316$ 16,678,998$ 15,389,705$ 17,321,198$ 12.6%
B-32
SCHEDULE OF BUDGET EXPENDITURES
2021-22 Change as %
2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22
Department Actuals Actuals Expenditures Budget Budget Budget
Enterprise Funds
Water Operations 45,018,846$ 47,685,382$ 51,321,219$ 47,821,220$ 49,715,832$ 4.0%
Recycled Water Operations 8,103,913 7,603,103 11,403,789 10,103,790 11,206,521 10.9%
Wastewater Operations 13,504,660 13,053,207 16,057,474 16,057,473 16,999,568 5.9%
Solid Waste Management 4,508,618 5,003,349 4,017,239 5,183,474 5,801,402 11.9%
Golf Course Operations 7,715,414 6,832,769 7,306,826 7,231,000 9,195,000 27.2%
Total Enterprise Funds 78,851,451$ 80,177,810$ 90,106,547$ 86,396,957$ 92,918,323$ 7.5%
Internal Service Funds
Workers' Compensation 3,714,494$ 3,408,864$ 4,246,463$ 3,933,699$ 4,507,014$ 14.6%
Risk Management 2,515,711 2,675,135 3,740,520 3,207,702 3,780,570 17.9%
Self-Insured Benefits 66,103 1,834,163 - - - -
Vehicle Maintenance 2,951,752 3,239,389 3,510,000 3,516,373 3,506,140 -0.3%
Vehicle Replacement 2,165,563 2,342,065 4,540,000 4,546,033 5,293,745 16.4%
Information Technology 10,153,198 13,917,753 13,892,500 14,369,778 15,477,967 7.7%
Total Internal Service Funds 21,566,821$ 27,417,369$ 29,929,483$ 29,573,585$ 32,565,436$ 10.1%
Trust Funds
Successor Agency Housing Fund 398,597$ 239,902$ 1,038,500$ 1,067,495$ 1,068,845$ 0.1%
Total Trust Funds 398,597$ 239,902$ 1,038,500$ 1,067,495$ 1,068,845$ 0.1%
Total Operating Funds 285,077,981$ 343,328,087$ 337,976,688$ 316,997,231$ 342,318,824$ 8.0%
C-1
PUBLIC SAFETY
The City of Carlsbad’s public safety
services create and maintain a safe
community for all who live, work
and play in our city. This important
work is carried out by the dedicated
men and women of the Police and
Fire departments. Highly specialized
divisions cover all aspects of modern
law enforcement, fire prevention,
response and recovery, emergency
medical services, and emergency
preparedness and operations.
We are proud to serve the Carlsbad
community, working in partnership
to deliver on the city mission at the
highest possible level every day.
Michael Calderwood
Fire Chief
442-339-2141
FireMail@carlsbadca.gov
Mickey Williams
Chief of Police
442-339-2100
police@carlsbadca.gov
C-2
C-3
PUBLIC SAFETY |
FIRE DEPARTMENT: SUMMARY
FIRE
• Fire Administration
• Emergency Operations
• Community Risk Reduction & Resiliency
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 13,153,994$ 15,933,650$ 16,999,835$ 18,570,048$
Retirement Benefits 4,300,847 5,984,047 4,691,363 5,879,146
Health Insurance 1,429,979 1,675,972 2,219,351 2,296,419
Other Personnel Expenses 1,123,689 846,659 1,634,029 1,789,390
Personnel Services Subtotal 20,008,509 24,440,328 25,544,578 28,535,003
Operating Expenses
Professional & Contract Services 1,580,819 1,534,169 1,794,255 1,863,645
Supplies & Materials 961,736 720,270 1,151,247 1,154,382
Repair & Maintenance 64,630 95,569 75,360 91,623
Interdepartmental Charges 2,197,374 3,131,180 3,837,054 4,361,857
Other Operating Expenses 282,528 184,161 240,918 281,933
Capital Outlay 524,757 607,194 878,000 1,468,500
Operating Expenses Subtotal 5,611,844 6,272,543 7,976,834 9,221,940
TOTAL EXPENDITURES 25,620,353$ 30,712,871$ 33,521,412$ 37,756,943$
Full Time Positions 97.75 97.75 111.00 123.00
Hourly/FTE Positions 5.50 5.50 10.00 11.50
C-4
PUBLIC SAFETY |
FIRE DEPARTMENT: ADMINISTRATION
Account: 0012200
0012210
0012251
0012253
Fund: General
ABOUT
The Fire Department enhances the quality of life for all who live, work and play in the city through
excellence in emergency and support services. Fire Administration provides leadership, strategic
planning and organizational support across all department programs.
SERVICES
• Administer directives, policies and procedures
• Monitor budgets, contracts, procurement and accounting processes
• Oversee mutual aid reimbursement
• Research and support grant programs and opportunities
• Maintain records management
• Compile data and analyze business intel
• Manage webpage and social media content
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages $695,613 $639,039 $651,125 $594,716
Retirement Benefits 181,407 259,731 160,039 119,010
Health Insurance 80,967 81,704 90,006 70,744
Other Personnel Expenses 40,160 44,937 81,234 76,379
Personnel Services Subtotal 998,147 1,025,411 982,404 860,849
Operating Expenses
Professional & Contract Services 1,007,505.00 1,112,072 1,284,590 1,372,150
Supplies & Materials 35,817 48,304 83,161 83,486
Repair & Maintenance 700 23 400 475
Interdepartmental Charges 1,787,324 2,653,052 3,132,663 3,615,605
Other Operating Expenses 11,769 12,704 1,900 1,400
Capital Outlay 107,544 79,321.00 - -
Operating Expenses Subtotal 2,950,659 3,905,476 4,502,714 5,073,116
TOTAL EXPENDITURES $3,948,806 $4,930,887 $5,485,118 $5,933,965
Full Time Positions 5.00 5.00 5.00 4.00
Hourly/FTE Positions 0.00 1.00 0.50 0.50
C-5
RECENT ACCOMPLISHMENTS
• Completed Standards of Cover Work Plan Objective 1 to support City Council goal
• Developed new mission, values and motto statements
• Maintained COVID-19 Task Force to address city personnel needs and concerns
• Launched online request and payment system for fire incident and medical record reports
• Relocated administration personnel to temporary trailers during office renovations
• Provided city-issued mobile phones to all full-time fire personnel
GOALS
• Implement Standards of Cover Work Plan Objective 2 to support City Council goal
• Adopt best practice-based response time policy by type of risk
• Acquire property for permanent Fire Station 7
• Initiate Fire Station Master Plan
• Oversee Ambulance Service Fee Study
• Evaluate First Responder Feasibility Study
• Revise Memorandum of Understanding for Emergency Medical Services with the County of
San Diego
C-6
PUBLIC SAFETY |
FIRE DEPARTMENT: EMERGENCY OPERATIONS
Account: 0012220
0012229
0012250
0012252
Fund: General
ABOUT
Emergency Operations is an all-hazard first responder agency safeguarding lives, property and the
environment.
SERVICES
• Extinguish structure and wildland fires
• Deploy mutual aid assistance across the state
• Organize response and support operations for natural or man-made disasters
• Investigate and mitigate hazardous materials
• Deliver emergency medical services
• Perform high-risk technical search and rescues
• Offer SWAT Medic Program to support law enforcement agencies
• Provide lifeguard services at North Beach and Agua Hedionda Lagoon
• Maintain state-mandated professional licenses, certificates and continuing education credits
• Develop and supervise health and wellness programs
• Coordinate Fire Explorer Program for high school and college students
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages $11,522,735 $13,968,465 $15,013,507 $16,604,025
Retirement Benefits 3,841,669 5,207,222 4,139,927 5,327,255
Health Insurance 1,239,745 1,425,175 1,935,145 2,017,162
Other Personnel Expenses 1,005,506 712,311 1,364,798 1,536,207
Personnel Services Subtotal 17,609,655 21,313,173 22,453,377 25,484,649
Operating Expenses
Professional & Contract Services 408,093 200,794 229,985 227,315
Supplies & Materials 847,181 637,130 996,159 999,469
Repair & Maintenance 60,777 92,615 74,960 91,148
Interdepartmental Charges 75,691 184,478 239,790 338,955
Other Operating Expenses 231,617 164,002 227,518 259,033
Capital Outlay 260,876 527,873 878,000 1,468,500
Operating Expenses Subtotal 1,884,235 1,806,892 2,646,412 3,384,420
TOTAL EXPENDITURES $19,493,890 $23,120,065 $25,099,789 $28,869,069
Full Time Positions 82.00 82.00 94.00 107.00
Hourly/FTE Positions 4.00 3.50 8.50 10.50
C-7
RECENT ACCOMPLISHMENTS
• Established Emergency Medical Technician Program, creating an entry-level position for
emergency operations
• Procured, outfitted and deployed two new ambulances
• Hired additional paramedic firefighters and EMTs to deploy two new ambulances
• Converted one ambulance to new staffing model consisting of one paramedic firefighter and
one EMT instead of two paramedic firefighters consistent with Standard of Cover work plan
• Retained aerial ladder truck as reserve apparatus
• Ordered second utility terrain vehicle to support open space emergency responses
• Accepted donation for second rescue watercraft to support lifeguard emergency responses
• Operationalized temporary Fire Station 2 during rebuild of new station
• Completed office-to-bedroom conversion at Fire Station 6
• Installed carport to create additional apparatus storage at Fire Station 6
• Remodeled storage room for personal protective equipment at Fire Station 5
• Replaced all fire station mattresses
• Recruited and onboarded first community health nurse
• Disposed of and purchased new firefighting foam in compliance with health and environmental
laws
• Created and managed in-house COVID-19 testing program for all city employees
• Modified medical priority dispatching to improve resource availability and response times
• Coordinated onsite mobile clinic offering specialized medical tests and exams for firefighters
• Attained United Lifesaving Association Lifeguard Program Accreditation
• Sponsored Assembly Bill 1672 allowing USLA certified open water lifeguards to work at
swimming pools
• Co-sponsored Assembly Bill 1682 allowing lifeguard water vessels to travel over five mph
near swimmers and beaches while performing rescues
GOALS
• Recruit additional EMTs to convert all ambulances to new staffing model
• Operationalize temporary Fire Station 7
• Retrofit fire station plymovent systems with magnetic couplers
• Procure, outfit and deploy new engine
• Finalize plans and specifications for new urban search and rescue apparatus
• Execute quarterly training plan for North Zone Technical Rescue Team
• Submit congressional funding proposal for North Zone Technical Rescue Team
• Replace Very High Frequency radios required for large incidents
• Implement automated narcotic tracking system to comply with recordkeeping requirements
• Respond to at least 90% of requests for assistance within 2 minutes
• Maintain EMS satisfaction rating above 95%
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Time from request to first unit being en-route (90th percentile) 01:57 01:58 01:59
EMS customer survey overall satisfaction rating 95.5% 94.5% 95%
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Added 12 full-time EMT positions and three part-time EMT positions to meet City Council
Standards of Cover goal in accordance with approved work plan
C-8
PUBLIC SAFETY |
FIRE DEPARTMENT: COMMUNITY RISK REDUCTION & RESILIENCY
Account: 0012240-0012243 Fund: General
ABOUT
Community Risk Reduction & Resiliency mitigates all types of hazardous conditions and ensures
incident response readiness.
SERVICES
• Oversee Hazard Reduction Program with identification and abatement of brush fire hazards
• Respond to hazard inquires and complaints
• Coordinate outreach and education programs promoting fire safety tips and prevention
• Install and test smoke alarms in Carlsbad homes
• Investigate cause and origin for suspicious or large loss fires
• Review code compliance on construction plan submittals
• Complete construction inspections for new buildings and remodeling projects
• Conduct code compliance inspections for schools, care facilities, hotels, motels and apartment
complexes
• Manage Emergency Operations Center resources and operations to maintain hazard
environment and threat situational awareness
• Disseminate public emergency notifications and conduct large-scale emergency evacuations
• Provide mass care and sheltering training and capability
• Create and manage emergency planning and training for city staff
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages $935,646 $1,326,146 $1,335,203 $1,371,307
Retirement Benefits 277,771 517,094 391,397 432,881
Health Insurance 109,267 169,093 194,200 208,513
Other Personnel Expenses 78,023 89,411 187,997 176,804
Personnel Services Subtotal 1,400,707 2,101,744 2,108,797 2,189,505
Operating Expenses
Professional & Contract Services 165,221 221,303 279,680 264,180
Supplies & Materials 78,738 34,836 71,927 71,427
Repair & Maintenance 3,153 2,931 0 -
Interdepartmental Charges 334,359 293,650 464,601 407,297
Other Operating Expenses 39,142 7,455 11,500 21,500
Capital Outlay 156,337 0 - -
Operating Expenses Subtotal 776,950 560,175 827,708 764,404
TOTAL EXPENDITURES $2,177,657 $2,661,919 $2,936,505 $2,953,909
Full Time Positions 10.75 10.75 12.00 12.00
Hourly/FTE Positions 1.50 1.00 1.00 0.50
C-9
• Manage emergency planning, training and engagement activities with businesses,
community groups and other agencies
• Coordinate Carlsbad Community Emergency Response Team volunteer program
• Lead Carlsbad Emergency Management Administrative Team
• Represent Carlsbad in Unified San Diego County Emergency Services Organization
• Co-chair Ready Carlsbad Business Alliance Committee of Carlsbad Chamber of Commerce
RECENT ACCOMPLISHMENTS
• Reclassed wildland urban interface inspector as full-time position to support expanded year-
round hazard reduction program
• Created hazard reduction webpage on city website with fire hazard severity zone map in
accordance with Assembly Bill 38
• Formed internal Arson Investigation Program
• Provided smoke alarm installations within all city mobile home parks
• Completed state-mandated annual fire inspections in accordance with Senate Bill 1205
• Implemented new cost recovery fees and billing process for state-mandated fire inspections
• Maintained year-round COVID-19 and wildfire situational awareness and support in EOC
• Assisted in reopening city facilities and return of volunteers following COVID-19 restrictions
• Coordinated marine oil spill incident response for beach inspections and cleanup support
• Implemented EOC virtual capability for off-site incident response operations
• Obtained certification to issue Wireless Emergency Alert messages in accordance with
Senate Bill 833
• Updated Emergency Operations and Continuity of Operations plans
GOALS
• Develop Wildland Fire Homeowners Association Education Program
• Format fuel modification plans—plans requiring landscaped areas adjacent to new buildings be
dedicated for permanent vegetation management activities to improve community safety and
reduce property loss during wildfire emergencies—for GIS programs used in field operations
• Conduct community risk assessments for emergency planning of natural, technological and
man-made hazards and threats
• Extend smoke alarm installation program to all Carlsbad residents
• Adopt 2022 California Fire Code with local amendments
• Complete audit of Knox Box Program—a program that provides first responders with safe
and immediate to a residential property in the event of an alarm or an emergency—and
update city key issuance policy
• Coordinate with Information Technology to develop cybersecurity training and exercises
• Initiate structural and technology upgrades for EOC
• Expand emergency shelter staffing to sustain an additional mass-care shelter
• Participate in countywide Multi-Jurisdiction Hazard Mitigation Plan update
• Maintain 100% compliance with mandated inspections under Senate Bill 1205
• Work with property owners to reduce the number potential fire hazards on private property
and achieve increased compliance with applicable safety requirements
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Compliance with Senate Bill 1205-mandated inspections 100% 100% 100%
Parcels notified of potential fire hazards 150 142 150
Noncompliant parcels requiring weed abatement by city 3 3 3
C-10
PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY
POLICE
• Administration
• Field Operations
• Support Operations
• Professional Services
• Police Grants & Asset Forfeiture
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 22,752,120$ 23,442,173$ 24,974,039$ 25,853,833$
Retirement Benefits 7,281,652 10,176,003 7,408,450 8,353,791
Health Insurance 2,403,416 2,533,373 2,948,776 2,942,943
Other Personnel Expenses 1,954,328 1,494,433 3,084,193 3,593,209
Personnel Services Subtotal 34,391,516 37,645,982 38,415,458 40,743,776
Operating Expenses
Professional & Contract Services 1,882,137 2,209,244 1,824,038 1,816,720
Supplies & Materials 773,126 454,203 479,273 469,405
Repair & Maintenance 223,380 185,356 291,920 260,425
Interdepartmental Charges 6,648,956 6,548,607 7,730,391 7,723,463
Other Operating Expenses 523,438 319,389 447,893 614,600
Capital Outlay 894,837 601,499 3,150 3,200
Operating Expenses Subtotal 10,945,874 10,318,298 10,776,665 10,887,813
TOTAL EXPENDITURES 45,337,390$ 47,964,280$ 49,192,123$ 51,631,589$
General Fund 44,841,600$ 47,615,546$ 48,756,017$ 51,240,884$
Special Revenue Fund 495,790 435,082 436,106 390,705
TOTAL FUNDING 45,337,390$ 48,050,628$ 49,192,123$ 51,631,589$
Full Time Positions 184.00 184.00 186.00 187.00
Hourly/FTE Positions 2.00 2.00 2.00 3.18
C-11
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATION
Account: 0012110
0012122
Fund: General
ABOUT
This division includes personnel who develop and administer functions and programs that support
the city’s and the Police Department’s statement of values in a manner responsive to the city and its
residents. This division also establishes policies and long-range plans to meet department goals and
city needs.
SERVICES
• Develop and manage programs that reduce crime, encourage resident engagement and
improve community safety
• Assist staff with individual and team development
• Provide support to divisions to assist with meeting goals
• Respond to residents’ concerns, City Council inquiries and public records requests
RECENT ACCOMPLISHMENTS
• Began remodel of the Police & Fire Headquarters
• Conducted six Police Citizens Academy sessions and one city Citizens Academy
• Developed a teambuilding workshop for supervisors
• Implemented a weekly command staff video to effectively relay relevant information within
the department
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 821,721$ 787,934$ 784,994$ 882,956$
Retirement Benefits 220,721 364,243 248,162 229,062
Health Insurance 67,641 75,338 83,327 100,384
Other Personnel Expenses 60,964 44,743 100,331 117,598
Personnel Services Subtotal 1,171,047 1,272,258 1,216,814 1,330,000
Operating Expenses
Professional & Contract Services 989,252 975,152 1,005,741 949,000
Supplies & Materials 53,123 20,810 42,800 38,250
Repair & Maintenance 10,812 7,829 9,540 9,000
Interdepartmental Charges 3,980,129 3,801,221 3,963,301 4,273,139
Other Operating Expenses 296,796 254,782 269,050 360,550
Capital Outlay 387,738 24,651 - 3,200
Operating Expenses Subtotal 5,717,850 5,084,445 5,290,432 5,633,139
TOTAL EXPENDITURES 6,888,897$ 6,356,703$ 6,507,246$ 6,963,139$
Full Time Positions 6.00 5.00 6.00 7.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-12
GOALS
• Respond to growing number of calls for service while maintaining current level of service
• Use more innovative technology to provide the most efficient and effective service
• Reach more community members through the department’s social media platforms
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Added one Management Analyst position to support the administration division in budget
preparations, contract and grant administration, purchasing, records requests and other
tasks.
C-13
PUBLIC SAFETY |
POLICE DEPARTMENT: FIELD OPERATIONS
Account: 0012115-2121
0012123-2125
Fund: General
ABOUT
The Field Operations Division includes patrol, traffic, canines, lagoon patrol and police rangers. The
Police Department compares its average response time to different priority level calls to national
averages. The national average response time for Priority 1 calls is less than six minutes. The average
response time for Priority 1 calls in the city is 5.2 minutes.
The FBI Index is used to measure crime in the city. The FBI Index includes homicide, rape, robbery,
aggravated assault, burglary, larceny/theft and motor vehicle theft. In 2021, the city’s violent crime
rate was 2.18 per 1,000 population and the property crime rate was 17.39 per 1,000 population. The
county average is 3.74 for violent crime and 16.14 for property crime.
SERVICES
• Respond to calls for emergency and non-emergency services
• Utilize new and existing resources to address complaints and quality of life issues
• Provide emergency services, preventative patrol, traffic enforcement and special
enforcement in the community
• Take reports at incidents including crimes, arrests, collisions and conduct field interviews
• Enforce laws and ordinances, preserve the peace, and provide for the protection of life and
property through proactive programs of enforcement and prevention
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 12,465,034$ 12,759,559$ 14,026,507$ 13,676,425$
Retirement Benefits 4,363,257 5,894,379 4,367,113 4,643,888
Health Insurance 1,282,302 1,348,171 1,650,258 1,492,109
Other Personnel Expenses 1,067,474 807,276 1,661,386 1,847,458
Personnel Services Subtotal 19,178,067 20,809,385 21,705,264 21,659,880
Operating Expenses
Professional & Contract Services 383,518 399,966 452,713 507,620
Supplies & Materials 285,787 200,037 145,870 167,230
Repair & Maintenance 21,700 17,224 21,500 21,400
Interdepartmental Charges 2,020,193 2,049,500 2,994,818 2,725,205
Other Operating Expenses 120,622 24,550 101,750 135,950
Capital Outlay 492,153 504,118 3,150 -
Operating Expenses Subtotal 3,323,973 3,195,395 3,719,801 3,557,405
TOTAL EXPENDITURES 22,502,040$ 24,004,780$ 25,425,065$ 25,217,285$
Full Time Positions 97.00 99.50 102.00 96.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-14
Police Activity CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Police activities/Calls for service 90,760 99,562 112,323 110,448 107,156
Number of cases 8,643 8,705 8,774 8,222 8,704
9-1-1 calls 29,144 32,509 33,061 31,642 36,154
Total phone calls 149,715 156,488 157,587 162,055 162,541
RECENT ACCOMPLISHMENTS
• Instituted a program to comply with Assembly Bill 481 regarding use, acquisition and funding
of military equipment
• Implemented a daily activities log to enhance communication between all divisions within
the police department
• Adopted new de-escalation policy
• Executed a Memorandum of Understanding with the Mobile Crisis Response Team for as-
needed cooperation on mental health calls
• Received an approval rating of 4.45 out of 5, based on 1,257 crime victims surveyed, when
asked if they felt their crime report was handled effectively
• Achieved average response times as follows, including maintaining a response time under
the national average of six minutes for Priority 1 calls:
o Priority 1: 5.2 minutes
o Priority 2: 16.8 minutes
o Priority 3: 22.1 minutes
GOALS
• Partner with outside agencies to increase security and awareness and address traffic
complaints for the city’s special events
• Continue to work on department’s technology foundation to be more effective and efficient,
acquire more timely and accurate data, and support a data-driven approach to policing
• Implement the new computer-aided dispatch system, including integration with current
system, for effective interoperability
*Automated license plate reader technology, also known as License Plate Recognition, is used by the
Police Department to convert data associated with vehicle license plates for official law enforcement
purposes, including identifying stolen or wanted vehicles, stolen license plates and missing persons.
License Plate Recognition may also be used to gather information related to active warrants,
homeland security, electronic surveillance, suspect interdiction and stolen property recovery. The
statistics above show the number of suspects apprehended and vehicles recovered using license plate
readers. Figures cannot be projected or estimated for upcoming fiscal years.
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Suspects arrested with License Plate Recognition* 91 115 --
Vehicles recovered with License Plate Recognition* 66 117 --
C-15
PUBLIC SAFETY |
POLICE DEPARTMENT: SUPPORT OPERATIONS
Account: 0012126-2138
0012142-2145
Fund: General
ABOUT
The Support Operations Division includes the Crime Suppression Team, Homeless Outreach Team,
SWAT Team, Crisis Negotiation Team, Investigations Division, Family Services, Communications and
Records.
SERVICES
• Provide public safety communication including answering 9-1-1 and other calls and
dispatching appropriate emergency personnel
• Provide follow-up investigations leading to the identification and apprehension of persons
responsible for the commission of crimes
• Collect and process evidence collected in the field by police employees
• Provide support to divisions to assist with meeting goals
• Assist in the preservation of all life and ensure a safe resolution to critical incidents
• Investigate and follow up on crime and incident reports as they relate to the family
• Assist in the coordination of diversion, prevention and education activities
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 8,770,923$ 9,094,750$ 9,421,936$ 10,337,845$
Retirement Benefits 2,484,212 3,649,345 2,596,604 3,203,873
Health Insurance 1,006,231 1,036,172 1,134,731 1,234,254
Other Personnel Expenses 760,993 590,381 1,225,238 1,495,059
Personnel Services Subtotal 13,022,359 14,370,648 14,378,509 16,271,031
Operating Expenses
Professional & Contract Services 333,919 701,550 219,584 158,100
Supplies & Materials 188,682 131,782 101,685 106,225
Repair & Maintenance 152,667 123,598 210,155 184,750
Interdepartmental Charges 627,478 661,781 739,416 688,898
Other Operating Expenses 89,170 24,218 41,050 91,100
Capital Outlay 9,538 44,857 - -
Operating Expenses Subtotal 1,401,454 1,687,786 1,311,890 1,229,073
TOTAL EXPENDITURES 14,423,813$ 16,058,434$ 15,690,399$ 17,500,104$
Full Time Positions 77.00 73.50 73.00 78.00
Hourly/FTE Positions 1.00 1.00 1.00 2.18
C-16
CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Violent crime clearance rate 48% 46% 55% 59% 46%
Property crime clearance rate 10% 11% 9% 10% 11%
RECENT ACCOMPLISHMENTS
• Responded to 6,010 transient-related calls for service last year
• Implemented the Hotel Voucher Pilot Program and provide vouchers through the
department’s Homeless Outreach Team
• Implemented the Homeless Engagement Leading to Progress, or HELP, mobile application
• Created a storefront for the Homeless Outreach Team at the Visitor’s Center in the
downtown area in response to increasing transient issues
• Executed a Memorandum of Understanding with the District Attorney’s Office and North
County allied agencies for the North County Family Justice Center program, which will be an
integrated service for victims of domestic violence, abuse, sexual assault and related crimes
to seek therapy, forensic evidentiary exams, case management and other support
• Solved each of the city’s two homicides and one attempted homicide
• Received an approval rating of 4.17 out of 5, based on 1,217 crime victims surveyed, when
asked about satisfaction of their case being reviewed
GOALS
• Reduce the homeless unsheltered population in line with City Council goals
• Initiate grant-funded program for several detectives to work directly out of the North County
Family Justice Center to improve cross-coordination between law enforcement agencies,
prosecutors, victim advocacy and criminal justice
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Number of individuals contacted through outreach activities New 3,060 3,060
Percent of contacts that accept services New 38% 38%
Number of individuals that are provided housing New 161 161
C-17
PUBLIC SAFETY |
POLICE DEPARTMENT: PROFESSIONAL SERVICES
Account: 0012140 Fund: General
ABOUT
The Professional Services Division supports the Police Department in the form of training, internal
affairs, professional standards and personnel recruitment and hiring.
SERVICES
• Recruit new employees, organize testing programs and conduct mandated pre-employment
investigations and Peace Officer Standards and Training
• Establish, maintain and enforce department professional standards and coordinate all
department training
• Investigate resident complaints
• Provide information to the media to inform the public regarding crime activity in the city
• Help improve the quality of life for city residents through crime prevention awareness and
education, and help reduce the fear of crime through the dissemination of information
RECENT ACCOMPLISHMENTS
• Installed new software program Veritone to track data in accordance with the Racial and
Identity Profiling Act
• Installed new software program DogPro to track canine training and activities
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 503,843$ 630,925$ 605,257$ 826,783$
Retirement Benefits 176,752 217,449 159,444 240,880
Health Insurance 40,062 66,100 67,863 99,534
Other Personnel Expenses 53,656 44,399 80,661 114,163
Personnel Services Subtotal 774,313 958,873 913,225 1,281,360
Operating Expenses
Professional & Contract Services 115,827 114,576 86,000 142,000
Supplies & Materials 95,531 76,962 73,918 87,700
Repair & Maintenance 6,701 480 5,725 275
Interdepartmental Charges 17,628 32,349 28,396 32,021
Other Operating Expenses 16,850 12,389 26,043 17,000
Capital Outlay - - - -
Operating Expenses Subtotal 252,537 236,756 220,082 278,996
TOTAL EXPENDITURES 1,026,850$ 1,195,629$ 1,133,307$ 1,560,356$
Full Time Positions 3.00 5.00 4.00 5.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
C-18
• Instituted a new comprehensive Internal Affairs policy
• Received an approval rating of 4.61 out of 5, based on 1,312 crime victims surveyed, when
asked if their call was handled in a respectful, attentive, and expeditious manner
GOALS
• Eliminate personnel vacancies in the police department
C-19
PUBLIC SAFETY |
POLICE DEPARTMENT: POLICE GRANTS & ASSET FORFEITURE
Account: 121-122
123
124
Fund: Special Revenue-Asset Forfeiture
Special Revenue-COPS Fund
Special Revenue-Public Safety Grants
ABOUT
Police grants include federal and state asset forfeiture, the Citizens’ Option for Public Safety, the
Justice Assistance Grant, and the Urban Areas Security Initiatives Program.
SERVICES
• Grants are used to purchase police equipment, supplement staffing costs and assist with
training
RECENT ACCOMPLISHMENTS
• Used the Citizens’ Option for Public Safety grant to fund one full-time sworn officer position
• Used the Homeland Security Grant to purchase police radios and field equipment
• Used the Justice Assistance Grant to purchase electric bicycles for Homeless Outreach Team
GOALS
• Continue to seek grant funding for necessary equipment
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 190,599$ 169,005$ 135,345$ 129,824$
Retirement Benefits 36,710 50,587 37,127 36,088
Health Insurance 7,180 7,592 12,597 16,662
Other Personnel Expenses 11,241 7,634 16,577 18,931
Personnel Services Subtotal 245,730 234,818 201,646 201,505
Operating Expenses
Professional & Contract Services 59,621 18,000 60,000 60,000
Supplies & Materials 150,003 110,960 115,000 70,000
Repair & Maintenance 31,500 36,225 45,000 45,000
Interdepartmental Charges 3,528 3,756 4,460 4,200
Other Operating Expenses - 3,450 10,000 10,000
Capital Outlay 5,408 27,873 - -
Operating Expenses Subtotal 250,060 200,264 234,460 189,200
TOTAL EXPENDITURES 495,790$ 435,082$ 436,106$ 390,705$
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-20
D-1
PUBLIC WORKS
Public Works is responsible for planning,
providing and maintaining the
infrastructure that supports a high
quality of life in the City of Carlsbad.
From buildings and vehicles to roads and
habitat, to safe, reliable water supplies
and more — Public Works oversees
responsible and sustainable management
practices for a wide variety of city assets.
This includes administration of the
Capital Improvement Program, a 15-year
plan that encompasses road and traffic
improvements; storm drain systems;
major facilities maintenance, repairs and
renovation; water and wastewater
infrastructure; construction of civic
buildings and other infrastructure
projects. Public Works plays a key role in
promoting environmental sustainability,
enhancing transportation options and
protecting public health and safety.
Paz Gomez
Deputy City Manager, Public Works
442-339-2751
paz.gomez@carlsbadca.gov
D-2
D-3
PUBLIC WORKS |
ADMINISTRATION
Account: 0018310 Fund: General
ABOUT
Public Works Administration provides leadership and strategic vision for the entire Public Works
Branch, which is comprised of the Construction Management & Inspection, Fleet & Facilities,
Environmental Sustainability, Transportation and Utilities departments. It provides administrative
support services with a focus on strategic alignment to the Community Vision and City Council goals.
SERVICES
• Provide leadership and management support, operating budget oversight, CIP oversight,
contract administration and records management
• Support communications and outreach activities for major CIP projects
RECENT ACCOMPLISHMENTS
• Transitioned internal contract status reports to on-demand dashboards
• Expanded functionality of DocuSign to facilitate expedited contract execution
• Updated contract templates to facilitate use of anticipated federal funding
• Partnered with GIS staff to continually improve and update the internal project submittal
app, public dashboard and reporting for the CIP
• Facilitated an update of the city’s engineering manual and other relevant engineering standards
• Received the American Public Works Association, San Diego and Imperial Counties Chapter
Award of Merit for outstanding public service
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages $869,253 $907,628 $961,907 $782,418
Retirement Benefits 192,616 294,482 212,352 182,988
Health Insurance 93,826 100,656 111,713 72,660
Other Personnel Expenses 40,863 26,532 35,412 29,465
Personnel Services Subtotal 1,196,558 1,329,298 1,321,384 1,067,531
Operating Expenses
Professional & Contract Services 224,989 261,134 243,078 94,078
Supplies & Materials 33,999 19,291 42,139 18,301
Repair & Maintenance 43,340 11,916 61,087 2,100
Interdepartmental Charges 234,074 178,004 250,925 236,729
Other Operating Expenses 35,653 9,354 23,000 21,910
Capital Outlay 0 - - -
Operating Expenses Subtotal 572,055 479,699 620,229 373,118
TOTAL EXPENDITURES $1,768,613 $1,808,997 $1,941,613 $1,440,649
Full Time Positions 7.60 7.85 7.85 5.90
Hourly/FTE Positions 1.00 1.00 1.50 1.60
D-4
GOALS
• Complete an update of the city’s procurement policy and administrative order
• Digitize the processing of bonds related to contracts
• Continue to update and streamline standard contract language and processes
• Continue to develop and operationalize formal consultant and contractor performance
evaluation processes
• Engage in the planning, design and implementation of a citywide portfolio project
management system, including CIP project management
• Engage in planning, design and implementation of an enterprise asset management system
• Continue implementing a strategy to digitize all Public Works records per the city’s records
retention schedule
• Continue to focus on employee coaching, development and training for staff at all levels
throughout the department
D-5
PUBLIC WORKS |
CONSTRUCTION MANAGEMENT & INSPECTION
Account: 00185XX Fund: General
ABOUT
Construction Management & Inspection ensures safe construction of CIP and private development
projects in compliance with legal, regulatory and contractual requirements.
SERVICES
• Manage construction of CIP projects and public works contracts for all city asset-managing
departments
• Inspect and oversee private development grading
• Inspect and oversee stormwater and improvements
• Oversee all construction activity in the public right of way
RECENT ACCOMPLISHMENTS
• Implemented COVID-19 safety measures to allow all inspectors and project managers to
operate remotely or semi-remotely while still providing a full range of essential construction
management and inspection services
• Developed and implemented a comprehensive inspection tracking and data management
system following treatment control best management practices that has received regional
and national industry recognition
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,616,877$ 1,561,351$ 1,540,617$ 1,744,289$
Retirement Benefits 363,304 553,180 354,060 430,099
Health Insurance 206,541 215,154 253,932 266,138
Other Personnel Expenses 76,561 46,267 60,268 68,741
Personnel Services Subtotal 2,263,283 2,375,952 2,208,877 2,509,267
Operating Expenses
Professional & Contract Services 236,426 21,836 323,519 321,130
Supplies & Materials 21,498 22,538 51,732 13,027
Repair & Maintenance 1,713 54 6,314 314
Interdepartmental Charges 397,784 303,752 385,963 404,770
Other Operating Expenses 23,186 4,413 14,260 14,260
Capital Outlay 619 - - -
Operating Expenses Subtotal 681,226 352,593 781,788 753,501
TOTAL EXPENDITURES 2,944,509$ 2,728,545$ 2,990,665$ 3,262,768$
Full Time Positions 17.70 15.20 15.20 16.20
Hourly/FTE Positions 1.00 1.00 0.50 0.50
D-6
• Provided construction management and inspection services on several significant CIP
projects, including water valve replacements and pipelines, El Camino Real and College
Boulevard intersection improvements, El Camino Real and Cannon Road bridge, Calavera
Hills Community Park Gateway Improvements, Poinsettia Park dog park, Barrio Lighting
Project, and various traffic-calming projects
• Provided construction inspection services for private development projects such as Carlsbad
Village Lofts, Springhill Suites hotel, and ensured safe work in the right of way for 5G
communications infrastructure installation throughout the city
• Maintained stormwater compliance through training, education, outreach and enforcement
actions resulting in zero construction-related notices of violation from the Regional Water
Quality Control Board to date
• Developed and implemented a certified in-house Qualified Stormwater Pollution Prevention
Plan Developer and Practitioner Program for eligible city staff to achieve cost savings and
maintain compliance with state stormwater permit program
GOALS
• Continue to provide construction management services for parks, transportation, water,
sewer and storm drain infrastructure projects
• Continue to partner with the City Attorney’s Office on development of a contractor
performance evaluation process to improve accountability during e of a public works project
• Continue to leverage project management tools and processes to improve efficiency and
effectiveness within the department
• Continue to partner with property owners to reduce pollution and improve water quality
through the city’s Treatment Control Best Management Practices program
• Continue a strong commitment to stormwater regulation compliance and preservation of
the natural environment by avoiding violations levied by regional regulatory agencies at city
construction sites
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Response rate for Treatment Control Best Management
Practices Verification of Maintenance 75% 82% 75%
Construction stormwater violations on CIP projects 0 0 0
D-7
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY : SUMMARY
ENVIRONMENTAL SUSTAINABILITY
• Climate Action Plan & Habitat Management
• Sustainable Materials Management
• Watershed Protection
ABOUT
The General Fund portion of the Environmental Sustainability Department budget includes the
Climate Action Plan & Habitat Management Division, and coordination of the municipal component
of the National Pollutant Discharge Elimination System Municipal Stormwater Permit in the
Watershed Protection Division. These divisions integrate components of the Environmental and
Sustainability Guiding Principles and support the Carlsbad Community Vision areas of open space and
the natural environment, sustainability and access to recreation and active, healthy lifestyles.
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,051,026$ 1,087,903$ 1,146,936$ 1,657,905$
Retirement Benefits 227,608 372,361 262,396 400,937
Health Insurance 147,367 163,946 182,971 324,381
Other Personnel Expenses 78,150 (28,258) 46,921 68,964
Personnel Services Subtotal 1,504,151 1,595,952 1,639,224 2,452,187
Operating Expenses
Professional & Contract Services 1,309,916 1,815,862 2,179,279 1,596,311
Supplies & Materials 169,537 55,053 65,661 70,161
Repair & Maintenance 32 18 580 80
Interdepartmental Charges 499,019 554,598 710,499 842,129
Other Operating Expenses 39,804 21,564 21,121 29,021
Capital Outlay - - - 135,000
Operating Expenses Subtotal 2,018,308 2,447,095 2,977,140 2,672,702
TOTAL EXPENDITURES 3,522,459$ 4,043,047$ 4,616,364$ 5,124,889$
General Fund 758,852 1,030,453 1,282,225 1,159,789
Enterprise Fund 2,763,607 3,012,594 3,334,139 3,965,100
TOTAL FUNDING 3,522,459$ 4,043,047$ 4,616,364$ 5,124,889$
Full Time Positions 11.05 11.95 11.95 17.60
Hourly/FTE Positions 1.50 1.50 1.50 1.50
D-8
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY : CLIMATE ACTION PLAN &
HABITAT MANAGEMENT
Account: 0015110
0015130
Fund: General
SERVICES
• Coordinate with multiple city departments to oversee CAP implementation, collect CAP
implementation monitoring data and prepare an annual report
• Coordinate preparation of a communitywide greenhouse gas inventory and forecast
• Coordinate updates to the CAP document, as directed by City Council
• Perform outreach and education related to CAP activities and respond to public inquiries
• Oversee and coordinate implementation of the Home Energy Score Assessment program
and Carlsbad Green Business Network
• Participate in groups such as the SANDAG Regional Energy Working Group, Climate Science
Alliance and ReCAP Stakeholder Working Group
• Monitor GHG emissions data from SANDAG and incorporate into CAP; data is released every
two years and the department is currently awaiting 2020 data
• Research and monitor upcoming regulations, funding opportunities, and activities related to
climate mitigation and adaptation
• Monitor regional climate change preparedness activities
• Provide leadership and citywide coordination to ensure compliance with Habitat
Management Plan regulations
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 291,260$ 280,637$ 305,009$ 309,498$
Retirement Benefits 68,038 97,879 68,734 72,550
Health Insurance 31,793 33,130 38,654 36,087
Other Personnel Expenses 10,134 8,461 11,954 12,152
Personnel Services Subtotal 401,225 420,107 424,351 430,287
Operating Expenses
Professional & Contract Services 292,711 529,967 751,738 299,750
Supplies & Materials 11,832 20,354 11,807 12,607
Repair & Maintenance 22 9 50 50
Interdepartmental Charges 41,114 59,536 87,011 97,342
Other Operating Expenses 11,948 480 7,268 6,668
Capital Outlay - - - -
Operating Expenses Subtotal 357,627 610,346 857,874 416,417
TOTAL EXPENDITURES 758,852$ 1,030,453$ 1,282,225$ 846,704$
Full Time Positions 2.55 2.65 2.65 2.55
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-9
• Coordinate with various city departments on regulatory requirements for private
development projects and CIP projects
• Serve as liaison between city staff and regulatory agencies
• Oversee preserve managers to ensure Habitat Management Plan-compliant biological
management, monitoring and reporting
• Maintain collaborative relationships with the U.S. Fish and Wildlife Service, California
Department of Fish and Wildlife and California Coastal Commission staff to ensure solutions-
oriented Habitat Management Plan implementation
• Work with other city staff to ensure that projects are implemented in a manner consistent
with the Habitat Management Plan
RECENT ACCOMPLISHMENTS
• Began comprehensive update of the CAP
• Served as a board member for the San Diego Regional Climate Collaborative
• Served on the Technical Advisory Group for the Connecting Wildlands and Communities
Project and Environmental Mitigation Program Working Group for SANDAG
• Conducted required stormwater inspections at municipal facilities
GOALS
• Continue implementation of the Carlsbad Green Business Network and Home Energy Score
Assessment Program
• Increase number of participants in the Green Business Network
• Meet annual goal for acres added to Habitat Management Plan area
• Continue implementation and monitoring of adopted CAP, and complete a comprehensive
CAP update
• Implement an inspection program to identify potential threats to native species and habitats
• Coordinate with local and regional stakeholders to monitor, manage and conduct outreach
for shot hole borer and Ward’s weed, the highest priority threats to the preserve system
• Expand volunteer program to protect high priority species and habitats
• Continue implementing wildlife movement program
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Green Business Network participants 6 15 30
Acreage goal added to Habitat Management Plan area 96% 96% 96%
D-10
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: SUSTAINABLE MATERIALS
MANAGEMENT
Account: 0015120
520XXXX
Fund: General
Enterprise
ABOUT
This budget includes oversight and coordination of the city’s Sustainable Materials Management
Division. Consistent with the General Plan, this division coordinates the implementation of a citywide
waste reduction and recycling program to maintain compliance with rigorous state regulations
related to diversion and disposal of solid waste. The Sustainable Materials Management Division staff
oversee the franchise agreement for waste hauling and recycling services, Palomar Transfer Station
agreement for disposal services, composting service contract, various waste reduction and diversion
outreach and education contracts, and proper disposal of household hazardous waste.
SERVICES
• Represent the city at meetings with CalRecycle, businesses, residents and other stakeholders
• Work with other staff to improve the city’s waste reduction, diversion and recycling program
• Prepare state and county grant applications with the City Council’s approval, appropriate
funds, implement grant activities, track expenses and submit reports
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 228,125$ 259,845$ 277,837$ 825,400$
Retirement Benefits 46,319 92,946 61,719 202,509
Health Insurance 27,028 36,237 40,560 193,662
Other Personnel Expenses 7,919 7,920 11,340 35,238
Personnel Services Subtotal 309,391 396,948 391,456 1,256,809
Operating Expenses
Professional & Contract Services 520,799 894,703 834,447 785,547
Supplies & Materials 152,884 29,339 35,013 39,213
Repair & Maintenance - - - -
Interdepartmental Charges 115,212 136,392 217,584 322,694
Other Operating Expenses 14,731 15,723 3,833 12,833
Capital Outlay - - - 135,000
Operating Expenses Subtotal 803,626 1,076,157 1,090,877 1,295,287
TOTAL EXPENDITURES 1,113,017$ 1,473,105$ 1,482,333$ 2,552,096$
General Fund - - - 313,085
Enterprise Fund 1,113,017 1,473,105 1,482,333 2,239,011
TOTAL FUNDING 1,113,017$ 1,473,105$ 1,482,333$ 2,552,096$
Full Time Positions 2.80 2.80 2.80 9.65
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-11
• Coordinate outreach and education targeted at increasing recycling for residents,
businesses, municipal employees and the public
• Coordinate annual Earth Month and Earth Day events promoting recycling, proper disposal
of household hazardous waste, composting and beach cleanup
• Conduct annual rate analysis to determine cost-effective practices
• Prepare and submit required annual recycling, composting, and disposal reports to
CalRecycle as required by Senate Bill 1016
• Participate in regional activities with SANDAG Solid Waste Technical Advisory Committee
• Engage businesses and residents to decrease waste and increase recycling
RECENT ACCOMPLISHMENTS
• Completed the Sustainable Materials Management Implementation Plan
• Executed the Palomar Transfer Station contract amendment extension
• Facilitated the Carlsbad Food Recovery focus group to learn about best practices and
barriers to food recovery in the city
• Participated in food recovery and organics recycling conferences to learn about best
practices for successful program implementation
• Increased outreach and education by developing a multi-family guide, commercial organic
and recycling brochures, and other outreach materials, including social media posts
• Reviewed special event applications for compliance with recycling and trash best practices
GOALS
• Review, prioritize and implement improvements based on feedback from CalRecycle in the
mandatory commercial recycling and construction and demolition recycling programs
• Plan, prepare and arrange for a seamless transition to a new franchise hauler for solid waste
collection, disposal and recycling processing, which will become effective on July 1, 2022
• Provide outreach and implement a new solid waste collection program for food waste for
residential and commercial customers
• Monitor newly negotiated waste diversion and recycling programs at Palomar Transfer
Station targeting self-haulers
• Increase waste diversion in the commercial sector by implementing outreach to targeted
high trash-generating businesses with low diversion rates
• Work with partners to increase outreach to construction companies to improve diversion of
construction and demolition material
• Continue tracking per capita disposal rate in pounds per person per day to verify accuracy
• Reduce number of businesses without recycling services to zero
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Per capita disposal rate 7.7 lbs. 7.7 lbs. 7.5 lbs.
Businesses without recycling services 37 13 0
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Added six new full-time positions and implementation funding for the City Council-approved
sustainable materials management plan, funded largely by the city’s new solid waste
franchise agreement
D-12
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: WATERSHED PROTECTION
Account: 5215110 Fund: Enterprise
ABOUT
This budget includes leadership and stewardship of the city’s resources, specifically protecting our
creeks, lagoons and ocean. The Environmental Sustainability Department’s Watershed Protection
Division coordinates the citywide watershed protection program and helps the city maintain
compliance with the National Pollutant Discharge Elimination System Municipal Stormwater Permit
issued by the San Diego Regional Water Quality Control Board.
SERVICES
• Support residents’ quality of life by responsibly managing environmental resources
• Participate with neighboring cities in the Carlsbad Watershed as the Principal Co-permittee,
serving as a liaison with the Regional Board, ensuring submittal of annual reports and
participating in the San Diego County Co-permittees Regional Program Planning Committee
• Represent the city at meetings with the Environmental Protection Agency, Regional Board,
San Diego County Co-permittees, Carlsbad Watershed, environmental nonprofit groups and
other stakeholders
• Assess businesses to ensure the use of proper best management practices and pollution
prevention activities, prevent discharges into the MS4, and protect receiving waters; this
may require follow-up visits, targeted education or enforcement
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 531,641$ 547,421$ 564,090$ 523,007$
Retirement Benefits 113,251 181,536 131,943 125,878
Health Insurance 88,546 94,579 103,757 94,632
Other Personnel Expenses 60,097 (44,639) 23,627 21,574
Personnel Services Subtotal 793,535 778,897 823,417 765,091
Operating Expenses
Professional & Contract Services 496,406 391,192 593,094 511,014
Supplies & Materials 4,821 5,360 18,841 18,341
Repair & Maintenance 10 9 530 30
Interdepartmental Charges 342,693 358,670 405,904 422,093
Other Operating Expenses 13,125 5,361 10,020 9,520
Capital Outlay - - - -
Operating Expenses Subtotal 857,055 760,592 1,028,389 960,998
TOTAL EXPENDITURES 1,650,590$ 1,539,489$ 1,851,806$ 1,726,089$
Full Time Positions 5.70 6.50 6.50 5.40
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-13
• Conduct illicit discharge detection and elimination into the MS4 as required by the Municipal
Stormwater Permit, including responding to and investigating potential illicit discharges in
the city, performing field screening at major outfalls, and managing a public hotline
• Compile the annual Jurisdictional Runoff Management Program report and prepare new
program documents at the beginning of each Municipal Stormwater Permit cycle
• Act as the lead division for planning and implementation of the statewide Trash
Amendments and incorporate them into the next Municipal Stormwater Permit
RECENT ACCOMPLISHMENTS
• Worked inter-departmentally to implement the Municipal Stormwater Permit
• Managed the contract for a watershed coordinator to assist the watershed agencies with
updating and implementing the Water Quality Improvement Plan and report to optimize the
watershed’s compliance with the Municipal Stormwater Permit
• Submitted the Carlsbad Watershed Management Area Water Quality Improvement Plan and
the Jurisdictional Runoff Management Program Annual Reports to the Regional Board
• Worked inter-departmentally to coordinate on National Pollutant Discharge Elimination
System MS4 Trash Amendments implementation
• Participated virtually in Creek to Bay Cleanup, Coastal Cleanup Day and other outreach and
education activities within the city and regionally
GOALS
• Implement a monitoring program to evaluate Municipal Separate Storm Sewer System or
MS4 discharges, including receiving water monitoring, MS4 outfall discharge monitoring,
sediment quality monitoring and various special studies
• Implement a public outreach program to promote behavior changes that reduce the
discharge of pollutants into the MS4 and protect water quality in our receiving waters
• Implement all required strategies and numeric goals of the Water Quality Improvement Plan
• Incorporate innovative methods to implement the city’s Jurisdictional Runoff Management
Program in conjunction with the Carlsbad Watershed Water Quality Improvement Plan and
submit required reports to the San Diego Regional Water Quality Control Board
• Plan for implementation of the revised Municipal Stormwater Permit which will include new
requirements to control trash
• Conduct all annual inspections of existing development and water quality monitoring
required by the Municipal Stormwater Permit
• Implement additional water quality monitoring of the Agua Hedionda Lagoon in coordination
with the City of Vista and the County of San Diego, as required by the San Diego Regional
Water Quality Control Board
• Respond to at least 90% of illicit discharge emergencies within 45 minutes
• Detect and eliminate 100% of illicit discharges
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Emergency response times under 45 minutes for illicit discharges 100% 100% 90%
Illicit discharges detected and eliminated 100% 100% 100%
D-14
PUBLIC WORKS |
FLEET & FACILITIES: SUMMARY
FLEET & FACILITIES
• Facilities
• Fleet Maintenance & Replacement
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 2,341,840$ 2,496,346$ 2,850,454$ 2,954,275$
Retirement Benefits 494,036 800,794 599,384 644,987
Health Insurance 377,635 447,104 605,990 595,308
Other Personnel Expenses 147,381 24,440 123,948 127,194
Personnel Services Subtotal 3,360,892 3,768,684 4,179,776 4,321,764
Operating Expenses
Professional & Contract Services 1,213,791 980,637 926,458 887,571
Supplies & Materials 2,039,396 1,984,228 2,264,266 2,168,528
Repair & Maintenance 988,080 988,227 1,501,669 1,510,660
Interdepartmental Charges 456,089 545,549 845,389 790,453
Other Operating Expenses 386,241 354,678 403,614 645,900
Capital Outlay 3,689,692 1,737,056 4,547,168 5,296,745
Operating Expenses Subtotal 8,773,289 6,590,375 10,488,564 11,299,857
TOTAL EXPENDITURES 12,134,181$ 10,359,059$ 14,668,340$ 15,621,621$
General Fund 5,537,243$ 5,341,736$ 6,555,934$ 6,768,736$
Internal Service Fund 5,117,315$ 5,581,454$ 8,062,406$ 8,799,885$
Special Revenue Fund 47,547$ 48,244$ 50,000$ 53,000$
TOTAL FUNDING 10,702,105$ 10,971,434$ 14,668,340$ 15,621,621$
Full Time Positions 30.15 31.90 35.10 34.95
Hourly/FTE Positions 9.50 9.50 7.75 6.90
D-15
PUBLIC WORKS |
FLEET & FACILITIES: FACILITIES
Account: 0015310
0015320
3155110
Fund: General
Special Revenue-Parking in Lieu
ABOUT
The Facilities Division provides safe and comfortable working spaces at city facilities and maintains
quality indoor public spaces. Additionally, this division oversees the design and construction work for
new city facilities and building renovation projects and operates the Safety Training Center.
SERVICES
• Maintain city-owned facilities including building exteriors, interiors, cleaning and custodial
services, as well as set-up of offices and meeting rooms
• Provide building construction, improvements, renovations, repairs and relocations
• Operate and lease the Safety Training Center for public safety personnel training
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,675,451$ 1,707,594$ 2,000,062$ 2,108,360$
Retirement Benefits 347,710 534,701 410,206 444,822
Health Insurance 271,227 294,081 416,216 406,963
Other Personnel Expenses 81,643 55,957 88,341 90,811
Personnel Services Subtotal 2,376,031 2,592,333 2,914,825 3,050,956
Operating Expenses
Professional & Contract Services 1,159,427 928,046 887,115 848,228
Supplies & Materials 660,540 486,622 689,973 629,735
Repair & Maintenance 606,276 647,211 1,117,575 1,100,566
Interdepartmental Charges 331,450 383,863 600,750 561,904
Other Operating Expenses 356,117 324,331 394,561 627,347
Capital Outlay 94,949 27,574 1,135 3,000
Operating Expenses Subtotal 3,208,759 2,797,647 3,691,109 3,770,780
TOTAL EXPENDITURES 5,584,790$ 5,389,980$ 6,605,934$ 6,821,736$
General Fund 5,537,243$ 5,341,736$ 6,555,934$ 6,768,736$
Special Revenue Fund 47,547 48,244 50,000 53,000
Total Funding 5,584,790$ 5,389,980$ 6,605,934$ 6,821,736$
Full Time Positions 20.45 21.65 24.85 24.85
Hourly/FTE Positions 8.50 8.50 6.75 5.90
D-16
RECENT ACCOMPLISHMENTS
• Completed the Fire Station 6 dorm conversion project
• Replaced lighting fixtures to energy efficient LED fixtures at the MiraCosta Las Palmas
Facility, State Street parking lots, City of Carlsbad Faraday Center and the Carlsbad Recycled
Water Facility
• Completed 1,539 work orders as of April 2022, including reconfiguration of Faraday Center
to accommodate changing space needs
• Began construction of the Police and Fire Headquarters renovation project
• Obtained a conditional use permit for Temporary Fire Station 7
• Awarded revised citywide contracted custodial services contracts that leverage technology
to ensure contractor performance
• Provided facilities and support for 152 Fire Department training days and 104 Police
Department training days
• Supported 183 training days for 17 outside law enforcement agency leases
• Retrofitted 86 fluorescent can light fixtures to energy efficient LED fixtures and added 68
new LED light fixtures to both indoor shooting ranges, increasing lighting on the range for
safety
• Recycled 3,218 pounds of brass shell casings, 5,315 pounds of lead and copper from indoor
shooting range activities, and 4,967 pounds of scrap metal
GOALS
• Continue the city facility and parking lot light pole and fixture replacement project
• Perform a facilities conditions assessment throughout the city and continue development of
a Facility Asset Management System
• Obtain a conditional use permit for planned new Public Works headquarters
• Complete the Fire Station 2 replacement and Carlsbad City Library fire alarm system
replacement
• Begin construction on the Calavera Hills Community Park roof replacement project
• Complete plans and specifications for the Senior Center roof replacement project
• Increase the city’s investment in custodial and building maintenance to meet industry
standards for high quality facilities
• Initiate various refurbishment and repair projects at the Safety Training Center
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Added one limited-term Senior Engineer position to facilitate delivery capital projects
• Added one part-time building maintenance worker position to provide opportunities for
entry-level experience
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Custodial cost ($/square foot) $2.66 $2.43 $3.00
Building maintenance ($/square foot) $2.25 $2.25 $2.58
D-17
PUBLIC WORKS |
FLEET & FACILITIES: FLEET MAINTENANCE & REPLACEMENT
Account: 6205460
6215461
Fund: Vehicle Maintenance Fund
Vehicle Replacement Fund
ABOUT
The city’s fleet consists of 456 vehicles and equipment necessary to complete the city’s mission of
delivering quality and efficient services. The fleet maintenance & replacement programs enable
departments to achieve their operational mission in a safe, efficient manner.
The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the
city’s fleet of vehicles and equipment. The fleet maintenance program is funded through charges
based on vehicle type and utilization.
The fleet vehicle replacement program is funded through a replacement charge for each vehicle or
equipment in service, determined by actual costs of vehicle procurement divided by the expected life
of the vehicle. This program funds asset replacement and vehicle outfitting. Cost-effective vehicle
procurement is achieved through cooperative purchasing agreements and bidding processes.
Revenue is collected from the sale of retired city fleet assets at auction.
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 666,389$ 788,752$ 850,392$ 845,915$
Retirement Benefits 146,326 266,093 189,178 200,165
Health Insurance 106,408 153,023 189,774 188,345
Other Personnel Expenses 65,738 (31,517) 35,607 36,383
Personnel Services Subtotal 984,861 1,176,351 1,264,951 1,270,808
Operating Expenses
Professional & Contract Services 54,364 52,591 39,343 39,343
Supplies & Materials 1,378,856 1,497,606 1,574,293 1,538,793
Repair & Maintenance 381,804 341,016 384,094 410,094
Interdepartmental Charges 124,639 161,686 244,639 228,549
Other Operating Expenses 30,124 30,347 9,053 18,553
Capital Outlay 3,594,743 1,709,482 4,546,033 5,293,745
Operating Expenses Subtotal 5,564,530 3,792,728 6,797,455 7,529,077
TOTAL EXPENDITURES 6,549,391$ 4,969,079$ 8,062,406$ 8,799,885$
Full Time Positions 9.70 10.25 10.25 10.10
Hourly/FTE Positions 1.00 1.00 1.00 1.00
D-18
SERVICES
• Provide safe and appropriately maintained vehicles for use by city staff, inspect vehicles per
requirements of the biennial inspection of terminals and smog programs, and maintain 24/7
road call services for emergency vehicles
• Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for
emergencies and monitoring fuel tanks in accordance with state and county regulations
• Maintain records related to fleet asset inventory and work order history through
management of the AssetWorks fleet maintenance database
• Evaluate the city fleet on an annual basis to identify units eligible for replacement in
accordance with Administrative Order No. 3 and calculate estimated acquisition costs
• Manage the Fleet Replacement Committee, made up of city staff from various departments,
to make recommendations for unit replacement, retention or disposal
• Advise on development of specifications for purchase of replacement units that satisfy client
department performance requirements while optimizing life cycle return on investment in
alignment with the CAP
• Purchase replacement units through the public bidding process or through cooperative
purchasing programs
RECENT ACCOMPLISHMENTS
• Achieved recognition from Government Fleet magazine and the American Public Works
Association as one of the Top 50 Leading Fleets in the nation
• Executed an agreement with SDG&E to leverage the Power Your Drive for Fleets Make-
Ready Infrastructure Program, which is anticipated to install up to 26 level 3 DC fast chargers
at the fleet maintenance facility over the next five years
• Activated 42 new vehicles and equipment, including five hybrid compact light duty trucks
• Completed an update of Administrative Order No. 3
GOALS
• Annually assess vehicles for conversion to alternative fuel options in support of the CAP goal
to increase the proportion of fleet low and zero-emissions vehicle miles traveled to 25% of
all city-related vehicle miles traveled by 2035
• Implement a pilot GPS/vehicle telematics system in the city’s fleet of police vehicles
• Assess and improve fleet database and data management systems and techniques
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Fleet vehicles ready for active service 95% 95.4% 95%
Vehicle miles traveled by low/zero emission vehicles 7% 18% 25%
D-19
PUBLIC WORKS |
TRANSPORTATION: SUMMARY
TRANSPORTATION
• Storm Drain Maintenance & Engineering
• Traffic, Mobility, Transportation Engineering & Streets Maintenance
• Lighting & Landscaping Districts
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 3,342,066$ 3,507,800$ 3,862,555$ 4,066,074$
Retirement Benefits 844,103 1,283,466 912,785 1,037,649
Health Insurance 552,389 582,340 721,562 671,050
Other Personnel Expenses 190,282 111,136 158,902 170,886
Personnel Services Subtotal 4,928,840 5,484,742 5,655,804 5,945,659
Operating Expenses
Professional & Contract Services 1,192,636 1,052,886 1,414,487 1,970,070
Supplies & Materials 307,500 313,052 491,620 486,620
Repair & Maintenance 1,523,237 1,545,047 1,461,074 1,573,574
Interdepartmental Charges 1,809,816 1,656,409 2,078,913 2,426,231
Other Operating Expenses 601,699 597,981 693,495 738,515
Capital Outlay 20,431 37,838 - -
Operating Expenses Subtotal 5,455,319 5,203,213 6,139,589 7,195,010
TOTAL EXPENDITURES 10,384,159$ 10,687,955$ 11,795,393$ 13,140,669$
General Fund 7,583,250 7,553,800 8,405,466 9,707,559
Enterprise Fund 1,745,011 1,990,755 1,849,335 1,836,302
Special Revenue Fund 1,058,403 1,145,621 1,542,492 1,598,708
TOTAL FUNDING 10,386,664$ 10,690,176$ 11,797,293$ 13,142,569$
Full Time Positions 44.15 43.90 43.70 43.60
Hourly/FTE Positions 1.50 1.50 1.94 1.50
D-20
PUBLIC WORKS |
TRANSPORTATION: STORM DRAIN MAINTENANCE & ENGINEERING
Account: 0016310
5216310
Fund: General
Enterprise-Storm Drain Maintenance
ABOUT
The Transportation Storm Drain Maintenance and Engineering divisions are responsible for
maintaining and improving the city’s storm drain infrastructure.
SERVICES
• Address various drainage infrastructure and stormwater maintenance issues citywide
• Develop plans, specifications, and estimates, and provide project or design management of
projects involving storm drain assets
• Optimize maintenance efforts by monitoring and addressing new and ongoing drainage issues
• Perform inspection and maintenance of the storm drain system
RECENT ACCOMPLISHMENTS
• Completed construction of the Segovia Way Drainage Improvements Project
• Completed engineering design and advertised for construction bids of the Phase I - Magnolia
Avenue Storm Drain Improvements Project
• Completed engineering design of the Highland-Hoover Storm Drain Realignment Project
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages $660,516 $678,142 $620,841 $632,248
Retirement Benefits 150,123 242,324 141,276 150,992
Health Insurance 114,475 143,182 133,684 105,010
Other Personnel Expenses 35,712 21,449 25,557 26,398
Personnel Services Subtotal 960,826 1,085,097 921,358 914,648
Operating Expenses
Professional & Contract Services 273,790 313,103 310,165 460,165
Supplies & Materials 17,854 24,207 50,321 50,321
Repair & Maintenance 489,089 556,986 495,293 495,293
Interdepartmental Charges 266,865 243,104 373,873 322,228
Other Operating Expenses 92,825 114,006 91,424 91,424
Capital Outlay 5,397 5,688 0 0
Operating Expenses Subtotal 1,145,820 1,257,094 1,321,076 1,419,431
TOTAL EXPENDITURES $2,106,646 $2,342,191 $2,242,434 $2,334,079
General Fund 361,635 351,436 393,099 497,777
Enterprise Fund 1,745,011 1,990,755 1,849,335 1,836,302
TOTAL FUNDING 2,106,646$ 2,342,191$ 2,242,434$ 2,334,079$
Full Time Positions 9.75 8.60 7.10 7.00
Hourly/FTE Positions 0.50 0.50 0.98 0.50
D-21
• Investigated maintenance responsibilities for the drainage channel near the Omni La Costa
Golf Course
• Studied Lanakai Lane ponding issue
• Inspected 34,000 linear feet of storm drain pipeline with CCTV technologies
• Inspected 100% of high-priority storm drain inlets, removing an estimated 17 tons of
sediment and debris
• Completed approximately 1,800 lane miles of street sweeping monthly, removing an
estimated 1,100 tons of debris that otherwise would pollute the city’s storm drain system
• Completed 72 storm drain maintenance requests and 35 storm drain emergency responses
• Completed 307 litter removal requests
GOALS
• Establish a maintenance and assessment program for the city’s storm drain infrastructure
• Complete update of the city’s Drainage Master Plan
• Clean 100% of the Agua Hedionda Lagoon and Buena Vista Channels
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Agua Hedionda Lagoon Channel cleaned in fiscal year 100% 100% 100%
Buena Vista Channel cleaned and reported for permitting 100% 100% 100%
D-22
PUBLIC WORKS |
TRANSPORTATION: TRAFFIC, MOBILITY, TRANSPORTATION
ENGINEERING & STREETS MAINTENANCE
Account: 0018410
00186XX
00187XX
Fund: General
ABOUT
Traffic, Mobility, Transportation Engineering and Streets Maintenance divisions maintain and improve
the road infrastructure and keep people moving. They are responsible for enhancing mobility and
safety citywide through ongoing transportation planning, streets and traffic engineering, streets
maintenance, and signal operations activities.
SERVICES
• Conduct traffic and mobility planning, oversee engineering and signals operations, and serve
as liaison with the Traffic and Mobility Commission
• Perform roadside maintenance including street signs, street legends, striping, graffiti and
trash removal, pothole and sidewalk repairs
• Develop plans, specifications, and estimates, and provide project or design management of
projects involving street assets
• Provide world-class customer service and high-quality maintenance of public right-of-way
assets
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages $2,556,495 $2,691,623 $3,103,140 $3,275,276
Retirement Benefits 664,780 990,832 737,703 846,719
Health Insurance 417,216 421,434 569,967 548,203
Other Personnel Expenses 147,916 84,948 127,206 137,663
Personnel Services Subtotal 3,786,407 4,188,837 4,538,016 4,807,861
Operating Expenses
Professional & Contract Services 841,857 643,718 892,270 1,296,784
Supplies & Materials 250,825 263,515 367,080 362,080
Repair & Maintenance 959,332 821,915 692,809 805,309
Interdepartmental Charges 1,179,917 1,078,681 1,293,885 1,691,441
Other Operating Expenses 189,770 178,242 228,307 246,307
Capital Outlay 13,507 27,456 0 0
Operating Expenses Subtotal 3,435,208 3,013,527 3,474,351 4,401,921
TOTAL EXPENDITURES $7,221,615 $7,202,364 $8,012,367 $9,209,782
Full Time Positions 32.45 33.15 34.65 34.65
Hourly/FTE Positions 1.00 1.00 0.97 1.00
D-23
RECENT ACCOMPLISHMENTS
• Completed 183 work orders including 33,729 square feet of sidewalk and asphalt
• Completed 308 street sign-related work orders and replaced 163 signs that were knocked
down
• Completed 121 street paint work orders, 39 pressure washing sidewalks, and 223 graffiti
requests
• Implemented the Transportation Demand Management framework plans and best practices
• Initiated update of the city’s multimodal level of service methodology
• Prepared the Growth Management Plan annual monitoring report for the circulation section
• Completed the El Camino Real and College Boulevard Improvements Project
• Completed the ADA Ramps Improvement Project
• Completed the engineering design of the 2021 Sidewalk Improvements Project
• Completed College Boulevard Speed Feedback Signs Project
• Completed design of the Carlsbad Boulevard Pedestrian Improvements Project and
processed agreements with Caltrans for the project
GOALS
• Incorporate citywide pavement condition assessment data into the city’s GIS database
• Implement the Enterprise Asset Management program
• Update the city’s Engineering Standards in accordance with the General Plan’s Mobility
Element
• Revise the Carlsbad Residential Traffic Management Program
• Continue implementation and development of the Coordinated Traffic Signal Program
• Apply new traffic hardware and technology-based monitoring solutions to manage safe
traffic flow and safety during high traffic periods and emergency response
• Implement the enhanced annual roadway restriping program
• Complete Phase 2 of the citywide streetlight LED fixture replacement program along
collector and industrial streets
• Complete the Growth Management Plan Monitoring Report
• Update the Transportation Impact Analysis Guidelines and the multimodal level of service
methodology
• Address the Traffic Impact Fee guidelines and implement solutions
• Update Transportation Demand Management program
• Resolve 100% of dead animal removal requests within 24 hours
• Resolve 100% of graffiti removal requests within 96 hours
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Dead-animal removal requests resolved within 24 hours 100% 100% 100%
Graffiti removal requests resolved within 96 hours 100% 100% 100%
D-24
PUBLIC WORKS |
TRANSPORTATION: BUENA VISTA CHANNEL, LIGHTING &
LANDSCAPING DISTRICTS
Account: 162
163
164
Fund: Special Revenue- Street Light Maintenance
Special Revenue-Buena Vista Channel
Special Revenue-LLD 2
ABOUT
The Transportation Engineering Division provides oversight of the Buena Vista Creek Channel
Maintenance Assessment District, which is the maintenance assessment district that funds the costs
of streetlights, street trees and medians within the district boundaries covering newer developments
in the city. The Transportation Department also provides maintenance of decorative lighting and
oversight of the Lighting & Landscaping District 2.
SERVICES
• Ensure adequate funds are collected to administer and maintain the Buena Vista Creek
Channel from Jefferson Street east to the South Vista Way bridge
• Maintain and repair streetlamps and decorative lighting
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages $125,055 $138,035 $138,574 $158,550
Retirement Benefits 29,200 50,310 33,806 39,938
Health Insurance 20,698 17,724 17,911 17,837
Other Personnel Expenses 6,654 4,739 6,139 6,825
Personnel Services Subtotal 181,607 210,808 196,430 223,150
Operating Expenses
Professional & Contract Services 76,989 96,065 212,052 213,121
Supplies & Materials 41,326 27,551 76,119 76,119
Repair & Maintenance 74,816 166,146 272,972 272,972
Interdepartmental Charges 363,034 334,624 411,155 412,562
Other Operating Expenses 319,104 305,733 373,764 400,784
Capital Outlay 1,527 4,694 0 0
Operating Expenses Subtotal 876,796 934,813 1,346,062 1,375,558
TOTAL EXPENDITURES $1,058,403 $1,145,621 $1,542,492 $1,598,708
Full Time Positions 1.95 2.15 1.95 1.95
Hourly/FTE Positions 0.00 0.00 0.00 0.00
D-25
RECENT ACCOMPLISHMENTS
• Completed planning and design of Phase 2 of the citywide streetlight replacement program
• Completed 272 streetlight and electrical maintenance service requests
• Completed installation of over 130 LED streetlight fixtures in response to burnouts and
completed 172 streetlight repairs
• Completed plans and specifications for Phase 2 of the citywide light replacement program
• Completed annual vegetation clearing and trash removal from the Buena Vista Creek
Channel Maintenance District
GOALS
• Identify and optimize continuing needs for environmental permitting and monitoring
• Collaborate and coordinate with the Police Department Homeless Outreach Team on clean-
up efforts
• Clear vegetation from three drainage outfalls entering the Buena Vista channel from the City
of Oceanside
• Track and monitor areas for plant and trash removal for flood capacity purposes
• Track and monitor service times to ensure timely service for service requests
• Bid and complete installation of Phase II of the citywide streetlight replacement program
Performance Measure FY 2021
Actuals
FY 2022
Estimated
FY 2023
Projected
Progress on the Citywide Streetlight Replacement Program Phase 1
completed
Planning
and design
of Phase 2
complete;
ready to
bid
Bid,
authorize
and start
Phase 2
D-26
PUBLIC WORKS |
UTILITIES: SUMMARY
UTILITIES
• Potable Water Operations
• Recycled Water Operations
• Wastewater Operations
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 5,036,676$ 5,025,225$ 6,132,712$ 6,423,971$
Retirement Benefits 1,184,777 1,786,928 1,351,556 1,517,057
Health Insurance 900,569 910,027 1,041,731 982,043
Other Personnel Expenses 869,027 753,440 271,187 303,472
Personnel Services Subtotal 7,991,049 8,475,620 8,797,186 9,226,543
Operating Expenses
Professional & Contract Services 12,243,229 13,077,777 16,094,280 16,567,837
Supplies & Materials 26,320,992 28,380,456 30,850,200 31,665,871
Repair & Maintenance 237,760 437,870 746,143 579,693
Interdepartmental Charges 4,558,343 4,808,776 5,265,754 5,618,106
Other Operating Expenses 15,923,990 12,648,726 12,228,920 14,227,621
Capital Outlay 85,336 512,467 - 36,250
Operating Expenses Subtotal 59,369,650 59,866,072 65,185,297 68,695,378
TOTAL EXPENDITURES 67,360,699$ 68,341,692$ 73,982,483$ 77,921,921$
Full Time Positions 62.10 61.95 63.95 64.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-27
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS
Account: 5016310 Fund: Enterprise
ABOUT
To ensure drinking water is available on demand and customers can rely on receiving safe, high-
quality water, the Carlsbad Municipal Water District provides ongoing maintenance and repair of the
following: nine storage reservoirs or tanks, 455 miles of pipeline, 17 pressure zones, 71 pressure
regulating stations, three pumping stations, 14,369 valves, 4,441 fire hydrants and 30,320 potable
meters. CMWD purchases potable water from its wholesale water provider, the San Diego County
Water Authority, which includes desalinated water from the Carlsbad Desalination Plant.
SERVICES
• Operate infrastructure, including reservoirs, pressure regulating stations, pump stations,
transmission and distribution pipelines, valves, meters, and other apparatus
• Deliver safe drinking water and fire flow demand
• Meet water-related health, safety and environmental regulations
• Comply with state and federal drinking water standards for sampling and reporting
• Clean tanks and perform required maintenance on potable reservoirs
• Educate the public regarding water conservation and rebate programs, perform leak
detection studies and comply with conservation laws
• Coordinate with other water agencies and the San Diego County Water Authority on regional
water-related projects
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 2,459,473$ 2,456,258$ 2,906,467$ 3,020,543$
Retirement Benefits 569,526 853,829 635,085 707,921
Health Insurance 515,622 532,524 508,263 456,572
Other Personnel Expenses 111,934 932,144 128,488 142,351
Personnel Services Subtotal 3,656,555 4,774,755 4,178,303 4,327,387
Operating Expenses
Professional & Contract Services 7,345,483 7,339,768 8,534,600 8,568,654
Supplies & Materials 23,299,719 25,652,887 27,412,700 28,010,084
Repair & Maintenance 185,173 299,762 452,050 361,250
Interdepartmental Charges 2,663,442 2,722,945 2,969,197 3,161,356
Other Operating Expenses 8,581,187 6,479,626 4,274,370 5,267,601
Capital Outlay 20,567 415,639 - 19,500
Operating Expenses Subtotal 42,095,571 42,910,627 43,642,917 45,388,445
TOTAL EXPENDITURES 45,752,126$ 47,685,382$ 47,821,220$ 49,715,832$
Full Time Positions 30.30 29.50 30.55 30.95
Hourly/FTE Positions 0.50 0.45 0.20 0.00
D-28
RECENT ACCOMPLISHMENTS
• Began implementation of the recently completed Potable Water Master Plan
• Completed design of the new Supervisory Control and Data Acquisition system
• Awarded Utility of the Future recognition from the Water Environment Federation for 2021
• Completed cost of service study updates and received guidance from the CMWD Board on
three years of future rates
• Performed 2021 Lead and Copper sampling to comply with the new Lead and Copper Rule
• Completed the Urban Water Management Plan Update
• Replaced potable water pipeline crossings under Interstate 5, which received the 2022
Outstanding Project Award from the American Society of Civil Engineers
• Completed tank maintenance and cleaning on one potable reservoir
• Completed the Poinsettia 61 pressure regulating station
GOALS
• Optimize asset management by increasing the use of technology to improve and manage the
infrastructure system more efficiently and effectively
• Minimize costs while continuing to provide high levels of service at acceptable risk
• Work with the state’s Department of Water Resources and the State Water Resources
Control Board on implementation of Senate Bill 606 and Assembly Bill 1668, which require
the setting of agency water use efficiency standards, performance measures and variances
• Create inventory of lead service lines to comply with the new EPA Lead and Copper regulations
• Update the Drought Response Plan and the Potable Water Master Plan
• Stay within industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of
pipeline, per the American Water Works Association
• Comply with state conservation requirements, including reducing potable water use by at
least 25% compared to 10-year average from 1999-2008.
• Initiate construction of the Palomar Airport waterline replacement project, water main
replacements in the downtown and coastal areas, one new pressure regulating station and
replacement of two existing pressure regulating stations
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Added one Management Analyst position to support financial management of the Utilities
department, include maintaining financial models, managing funding sources, cost of service
study updates and more
• Added one Utility Locator position to reduce costs related to contract agreements for
markouts and allow current staff to focus on core job duties related to infrastructure
maintenance
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Pipeline breaks per 100 miles of pipe 2.0 <3.4 <3.4
Potable water use reduction compared to baseline average 20% 25% 25%
D-29
PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS
Account: 5026310 Fund: Enterprise
ABOUT
The Carlsbad Municipal Water District provides ongoing water treatment and maintenance and repair
of the recycled water system’s three storage tanks, four pump stations, three pressure reducing
stations, five pressure zones, 95 miles of pipelines, 815 valves and 961 meters. CMWD’s Cross-
Connection Control and Backflow program ensures a safe supply of drinking water by preventing
cross-contamination from the recycled system into the potable system, in accordance with federal
and state regulations. CMWD also purchases and delivers recycled water from the Vallecitos Water
District’s Meadowlark Water Reclamation Facility.
CMWD owns the Carlsbad Water Recycling Facility which is located next to the Encina Wastewater
Authority treatment plant. CMWD takes treated wastewater from that plant and further treats it to
State of California Title 22 recycled water quality standards and then delivers this water to customers
for irrigation and certain industrial uses. This effort reduces the amount of wastewater that would
normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence
on imported drinking water, and provides customers with a reliable local supply of water for non-
potable purposes. Recycled water is not subject to state water conservation requirements.
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,036,826$ 1,033,183$ 1,279,473$ 1,354,365$
Retirement Benefits 247,059 375,927 290,484 310,948
Health Insurance 135,911 141,496 212,783 189,818
Other Personnel Expenses 48,125 4,712 57,315 63,152
Personnel Services Subtotal 1,467,921 1,555,318 1,840,055 1,918,283
Operating Expenses
Professional & Contract Services 1,180,930 1,339,480 2,045,680 2,008,860
Supplies & Materials 2,783,276 2,397,182 3,084,500 3,034,650
Repair & Maintenance 34,144 61,170 68,943 66,743
Interdepartmental Charges 591,195 690,574 837,662 936,905
Other Operating Expenses 2,035,264 1,491,538 2,226,950 3,234,080
Capital Outlay 11,183 67,841 - 7,000
Operating Expenses Subtotal 6,635,992 6,047,785 8,263,735 9,288,238
TOTAL EXPENDITURES 8,103,913$ 7,603,103$ 10,103,790$ 11,206,521$
Full Time Positions 12.20 13.00 13.30 12.75
Hourly/FTE Positions 0.00 0.05 0.10 0.50
D-30
SERVICES
• Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility,
reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters
• Treat wastewater to meet State of California Title 22 recycled water requirements
• Meet health, safety and environmental regulations of recycled water
• Deliver recycled water
• Test water quality, cross connections and backflows
• Perform annual backflow tests at 278 sites and 619 recycled use site walk-through
inspections
• Convert sites from potable water to recycled water as service becomes available
RECENT ACCOMPLISHMENTS
• Began implementation of the 2019 Recycled Water Master Plan
• Completed design of the new Supervisory Control and Data Acquisition system
• Conducted pre-build activities for the recently completed design of a 1.5-million-gallon
storage tank, and applied approximately $900,000 grant from the U.S. Bureau of
Reclamation towards its funding
• Connected 25 customers to the new recycled pipeline segment
• Completed cost of service study updates and received guidance from the CMWD Board on
three years of future rates
GOALS
• Commence construction of a 1.5-million-gallon storage tank
• Complete Segment 5 retrofit conversions and connect customers to the expanded system
• Stay within industry benchmark for water main breaks of3.4 to 19.4 breaks per 100 miles of
pipeline, per the American Water Works Association
• Maintain recycled water cost at or below 75% of potable water cost
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4
Cost of recycled water as percent of potable water cost 71% 71% 73%
D-31
PUBLIC WORKS |
UTILITIES: WASTEWATER OPERATIONS
Account: 5116310 Fund: Enterprise
ABOUT
The Utilities Department is responsible for providing wastewater services to approximately 85,000
customers within the city’s service area. The Wastewater Division provides reliable wastewater
collection services and delivers wastewater to the Encina Wastewater Authority’s treatment plant.
After treatment, the water is further treated to state Title 22 recycled water standards at the
Carlsbad Municipal Water District’s Water Recycling Facility and then delivered as recycled water to
customers for irrigation and certain industrial uses, reducing the amount that reaches the ocean
outfall. The Wastewater Division maintains a sanitary sewage collection system that includes 11
wastewater lift stations and wet wells and about 265 miles of mainlines and 6,056 access holes. The
department implements a robust wastewater asset management program to minimize the total cost
of owning and operating utility assets while continuing to deliver high levels of service at acceptable
levels of risk.
SERVICES
• Operate and maintain infrastructure such as lift stations, wet wells, gravity sewer mains,
force mains, manholes and other elements
• Meet health, safety and environmental regulations of wastewater operation
• Collect wastewater and convey it to the Encina Wastewater Authority treatment plant
• Conduct closed-circuit camera review of pipelines to determine pipeline integrity
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,540,377$ 1,535,784$ 1,946,772$ 2,049,063$
Retirement Benefits 368,192 557,172 425,987 498,188
Health Insurance 249,036 236,007 320,685 335,653
Other Personnel Expenses 708,968 (183,416) 85,384 97,969
Personnel Services Subtotal 2,866,573 2,145,547 2,778,828 2,980,873
Operating Expenses
Professional & Contract Services 3,716,816 4,398,529 5,514,000 5,990,323
Supplies & Materials 237,997 330,387 353,000 621,137
Repair & Maintenance 18,443 76,938 225,150 151,700
Interdepartmental Charges 1,303,706 1,395,257 1,458,895 1,519,845
Other Operating Expenses 5,307,539 4,677,562 5,727,600 5,725,940
Capital Outlay 53,586 28,987 - 9,750
Operating Expenses Subtotal 10,638,087 10,907,660 13,278,645 14,018,695
TOTAL EXPENDITURES 13,504,660$ 13,053,207$ 16,057,473$ 16,999,568$
Full Time Positions 19.60 19.45 20.10 20.80
Hourly/FTE Positions 0.00 0.00 0.20 0.00
D-32
• Coordinate with the Encina Wastewater Authority as part of the Encina Joint Powers
Authority
• Prevent wastewater spills to protect the environment
• Administer city’s Fats, Oils, and Grease program
• Conduct public outreach regarding what can go into drains to prevent spills other issues
RECENT ACCOMPLISHMENTS
• Began implementation of the recently completed Sewer Master Plan
• Constructed the $5.5 million Foxes Landing Lift Station Replacement project
• Completed design of the new SCADA system
• Awarded $4.6 million in low-interest financing with the State Revolving Fund for the
wastewater portion of the SCADA project
• Completed cost of service study updates and received guidance from the CMWD Board on
three years of future rates
• Completed closed-circuit camera inspections of several large diameter interceptor sewers
that convey wastewater from collector pipelines to the Encina Wastewater Authority
treatment facility to assess their integrity
• Started construction of the Villas Lift Station Replacement project
• Completed analysis of the North Batiquitos Lift Station force main
GOALS
• Meet or exceed the American Water Works Association benchmark rate for combined
utilities for wastewater system reliability of 0.2 to 7.0 overflows per 100 miles of pipeline
• Complete the generator replacement project at two additional lift stations for system
reliability where the existing generators have met the end of their useful life
• Initiate the design of upgrades at two sewer lift stations
• Initiate the design of upgrades at two sewer lift stations
• Update the cost of services study and present updated rates to the City Council
• Average less than 0.38 spills per 100 miles of pipe
• Clean sewer pipe in line with the department’s preventive maintenance schedule
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Rate of spills per 100 miles of pipe 0 <0.38 <0.38
Department goal for amount of sewer pipe cleaned per year 93% 95% 100%
E-1
COMMUNITY SERVICES
The Community Services Branch includes programs, services and events that support Carlsbad's
excellent quality of life. The branch includes the following key areas of focus:
• Community Development
• Housing & Homeless Services
• Library & Cultural Arts
• Parks & Recreation
• Real Estate
These city service areas ensure the city’s
planning and building policies are carried
out, foster lifelong learning, support
strong neighborhoods, administer
affordable housing and homeless response
programs, attend to the community’s
health and wellness, and promote
transparency in government.
Gary Barberio
Deputy City Manager, Community Services
442-339-2822
gary.barberio@carlsbadca.gov
E-2
E-3
COMMUNITY SERVICES |
ADMINISTRATION
Account: 0012410 Fund: General
ABOUT
The Community Services Branch provides programs and services that promote and support Carlsbad’s
excellent quality of life. Community Services Administration provides leadership to the Community
Services branch.
SERVICES
Functional areas include department management, budget oversight, and real estate services. The
Community Services branch ensures that the city’s planning, land development engineering, building,
and code enforcement policies are carried out, that affordable housing and homelessness programs
are administered, that lifelong learning is fostered, that library and cultural arts services are delivered,
that the city’s health and wellness are advanced through parks, recreation and senior services, and
that the city’s real estate assets are well managed.
RECENT ACCOMPLISHMENTS
• Developed informational bulletins to help the public understand complex land use issues
• Issued over 4,700 building permits valued at over $132 million and completed over 18,000
building inspections
• Launched an online scheduling tool that allows residents to schedule appointments remotely
and the Customer Self Service portal to allow for online submission of basic permits
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages -$ 446,413$ 394,529$ 421,382$
Retirement Benefits - 93,183 95,454 104,509
Health Insurance - 58,369 66,574 60,862
Other Personnel Expenses - 10,862 14,055 15,275
Personnel Services Subtotal - 608,827 570,612 602,028
Operating Expenses
Professional & Contract Services - 13,319 26,500 19,400
Supplies & Materials - 14 9,600 4,850
Repair & Maintenance - - - -
Interdepartmental Charges - 30,900 38,509 43,639
Other Operating Expenses - 941 11,000 6,000
Capital Outlay - - - -
Operating Expenses Subtotal - 45,174 85,609 73,889
TOTAL EXPENDITURES -$ 654,001$ 656,221$ 675,917$
Full Time Positions 0.00 3.00 3.00 3.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-4
• Implemented a new Code Enforcement Case Prioritization and Process Guide and developed
specific key performance indicators based on internal audit recommendations
• Closed over 1,266 code enforcement cases
• Issued over 1,131 engineering permits and completed over 2,059 permit reviews
• Obtained approval of Local Coastal Program Update from City Council
• Updated City Council Policy No. 64 – Wireless Communication Facilities
• Updated Inclusionary Housing City Council Policies and the Inclusionary Housing In-lieu fee
• Completed the sale of 11 city-owned dwelling units to lower-income households
• Served over 700 individuals at-risk or experiencing homelessness, placed over 40 individuals
in shelters and over 40 individuals in permanent housing, completed over 30 encampment
clean-ups and provided monthly rental assistance to 550 lower-income households
• Provided $5.25 million from the Housing Trust Fund to three affordable housing projects
• Upgraded the library’s patron, materials management and materials handling systems
• Presented three author visits and four exhibits and guest artists in the Cannon Art Gallery
• Opened Buena Vista Reservoir Park and upgraded Calavera Hills Community Park Gateway
• Added over 500 trees to the city’s tree inventory
• Completed an update and expansion of the city’s Memorial Program
• Completed new Lease and Construction & Reimbursement Agreement for New Village Arts
• Renewed License Agreements with Verizon at Maerkle and La Costa High Reservoirs
• Completed new Lease Agreements for Mira Costa and Callaway Golf
GOALS
• Continue to identify and implement process improvements that help simplify and streamline
development permit intake, routing, and customer service interactions
• Implement a building inspection self-certification program allowing individuals to self-certify
• Update the city’s building codes to comply with new state building code, by January 2024
and implement an automated solar permitting platform consistent with Senate Bill 379
• Implement code enforcement audit recommendations, including a procedural manual,
training program and streamlined online tracking system
• Update the city’s grading ordinance
• Complete objective design standards citywide and in the Village & Barrio Master Plan
• Complete Phase I work with City Council appointed citizen’s committee for Growth
Management Program Update
• Update the city’s Homeless Response Plan
• Provide 25 new rental vouchers for non-elderly, disabled participants
• Assess library hours of service and optimize them to meet changing needs of the community
• Install public art at the Learning Center, New Village Arts Theatre and Fire Station 2
• Complete design for technology upgrades at Schulman Auditorium and Cannon Art Gallery
• Complete the Parks & Recreation Master Plan Update
• Receive City Council approval of Veterans Memorial Park Master Plan
• Obtain reaccreditation from the Commission for the Accreditation of P&R Agencies
• Add 500 new trees to the city’s tree inventory
• Complete new Civic Center site selection process
• Complete comprehensive update of the city’s Real Estate Strategic Plan
• Release RFP for disposition of the Foussat & Mission Property in Oceanside and Golf Course
Lots 4 and 5
E-5
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY
Summary level figures presented above for 2019-20 and 2020-21 actuals include divisions now organized under the
department Housing & Homeless Services, formed in 2021-22.
COMMUNITY DEVELOPMENT
• Administration
• Land Development Engineering
• Planning
• Building
• Code Enforcement
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 5,652,228$ 5,777,438$ 5,429,177$ 5,603,577$
Retirement Benefits 1,294,082 1,991,612 1,224,663 1,262,610
Health Insurance 756,976 806,470 869,369 873,634
Other Personnel Expenses 234,021 172,001 221,608 228,825
Personnel Services Subtotal 7,937,307 8,747,521 7,744,817 7,968,646
Operating Expenses
Professional & Contract Services 2,531,666 1,927,057 1,526,910 955,683
Supplies & Materials 309,712 278,436 104,287 97,114
Repair & Maintenance 593 65 370 370
Interdepartmental Charges 1,345,826 1,280,325 1,090,627 1,337,437
Other Operating Expenses 9,074,710 9,635,563 35,050 25,450
Capital Outlay 1,107,230 4,213,749 - -
Operating Expenses Subtotal 14,369,737 17,335,195 2,757,244 2,416,054
TOTAL EXPENDITURES 22,307,044$ 26,082,716$ 10,502,061$ 10,384,700$
General Fund 10,328,444$ 10,715,350$ 10,502,061$ 10,384,700$
Special Revenue Fund 11,580,003$ 15,127,464$ -$ -$
TOTAL FUNDING 21,908,447$ 25,842,814$ 10,502,061$ 10,384,700$
Full Time Positions 63.75 61.75 53.00 52.00
Hourly/FTE Positions 12.00 12.00 9.00 9.00
E-6
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: ADMINISTRATION
Account: 0013010-0013012 Fund: General
ABOUT
Community Development Administration provides leadership, financial assistance, and administrative
support for the delivery of land development programs and services; plans for the efficient use of
resources and facilities; and provides liaison services, resource assistance and technical guidance to
the Planning Commission and City Council. Community Development Administration adds value to
organizational processes and procedures to ensure best practices are instituted and support the
broader goals of the organization.
SERVICES
• Provide organizational leadership and administrative support
• Manage and oversee operating budget
• Manage contract administration and records
• Support in managing the department’s business systems and technology
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 812,622$ 842,027$ 910,113$ 925,334$
Retirement Benefits 191,405 276,853 202,483 222,690
Health Insurance 117,598 112,639 126,259 140,799
Other Personnel Expenses 27,384 22,528 35,163 35,967
Personnel Services Subtotal 1,149,009 1,254,047 1,274,018 1,324,790
Operating Expenses
Professional & Contract Services 122,679 63,921 385,000 35,000
Supplies & Materials 58,876 44,160 31,834 44,387
Repair & Maintenance - - 20 20
Interdepartmental Charges 143,904 211,596 168,149 341,090
Other Operating Expenses 23,616 1,239 4,700 3,700
Capital Outlay - - - -
Operating Expenses Subtotal 349,075 320,916 589,703 424,197
TOTAL EXPENDITURES 1,498,084$ 1,574,963$ 1,863,721$ 1,748,987$
Full Time Positions 7.00 6.45 7.00 7.00
Hourly/FTE Positions 3.00 2.50 2.50 1.00
E-7
RECENT ACCOMPLISHMENTS
• Assisted divisions in launching customer service programs such as Customer Self Service
Portal and Qless
• Developed a series of informational bulletins to help the public understand complex land use
issues
• Overhauled intranet site with updated content and improved organization/resources
GOALS
• Continue to modernize and streamline front counter operations
• Expand use of the Customer Self Service Portal
• Digitize building plan prints and project files to make them available to the public
• Engage staff in an electronic review pilot program
• Continue to identify and implement process improvements that help simplify and streamline
permit intake, routing, and customer service interactions
E-8
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING
Account: 0013110
0013120
Fund: General
ABOUT
The Land Development Engineering Division ensures that all grading and public improvements required
for new development projects and work in the public right-of-way comply with adopted codes and
engineering standards.
SERVICES
• Review and process requests to subdivide land
• Perform plan checking and permitting for grading, public improvement and right-of-way projects
• Provide flood plain administration and residential assistance
• Conduct transportation impact review and analysis for development projects
• Maintain the engineering section of the public counter
• Provide customer service and effective public information
RECENT ACCOMPLISHMENTS
• Changed process to allow digital submittals of right-of-way permit applications
• Initiated the Customer Self Service portal to process temporary water meter permits
• Implemented policies for state-required capture of trash for new developments
• Issued 1,131 engineering permits
• Performed 2,059 reviews for ministerial and discretionary permits
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,122,452$ 1,144,984$ 1,149,631$ 1,222,160$
Retirement Benefits 253,568 389,669 268,090 292,107
Health Insurance 168,182 184,518 205,316 217,650
Other Personnel Expenses 40,244 33,239 46,266 51,404
Personnel Services Subtotal 1,584,446 1,752,410 1,669,303 1,783,321
Operating Expenses
Professional & Contract Services 398,335 246,079 375,183 220,183
Supplies & Materials 7,657 3,812 6,644 4,400
Repair & Maintenance - - - -
Interdepartmental Charges 173,578 147,116 227,280 228,275
Other Operating Expenses 4,537 3,199 8,700 4,700
Capital Outlay - - - -
Operating Expenses Subtotal 584,107 400,206 617,807 457,558
TOTAL EXPENDITURES 2,168,553$ 2,152,616$ 2,287,110$ 2,240,879$
Full Time Positions 11.75 11.00 11.00 11.00
Hourly/FTE Positions 0.50 1.00 1.00 1.50
E-9
GOALS
• Implement measures to reduce the time it takes to conduct discretionary plan check review,
with the goal of completing 80% of discretionary plan check reviews within 21 days
• Maintain current building permit plan check review completion rate of at least 80% within
14 days
• Expand implementation of the Customer Self Service portal to allow processing of additional
permit types, such as right-of-way permits
• Update the city’s grading ordinance to clarify inconsistencies and memorialize current
practices
• Test and choose a system for digital large format plan review
• Continue to refine procedures and adopt new technology to enhance the customer
experience
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Discretionary permit plan check reviews completed within 21
days of submittal 70% 66% 68%
Building permit plan check reviews completed within 14 days
of submittal 89% 84% 85%
E-10
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: PLANNING
Account: 00132XX Fund: General
ABOUT
The Planning Division is responsible for updating and maintaining the city’s land use regulations (i.e.,
General Plan, Local Coastal Program, and Zoning Ordinance) pursuant to City Council direction and
state mandates as well as ensuring new growth and development complies with those established
regulations.
SERVICES
• Maintain and modify plans, ordinances, and policies for the long-range development and
sustainability of the city
• Ensure new development adheres to all applicable land use codes, policies, and regulations
• Complete environmental review of all private and public projects for compliance with the
California Environmental Quality Act and the city’s Environmental Protection Procedures
• Respond to questions and inquiries related to permit processing and development standards
• Provide technical support to the Planning Commission and the City Council
• Continuously enhance permit review process for efficiencies and implement streamlined
permitting processes
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,762,833$ 1,835,246$ 1,965,737$ 2,041,387$
Retirement Benefits 430,218 650,335 457,191 493,486
Health Insurance 208,537 219,870 261,994 268,185
Other Personnel Expenses 68,473 54,340 79,500 86,973
Personnel Services Subtotal 2,470,061 2,759,791 2,764,422 2,890,031
Operating Expenses
Professional & Contract Services 511,134 552,889 216,000 201,000
Supplies & Materials 49,774 36,511 36,282 32,650
Repair & Maintenance 20 5 - -
Interdepartmental Charges 299,619 260,976 313,059 360,431
Other Operating Expenses 977,793 21,284 11,400 11,400
Capital Outlay 1,104,114 - - -
Operating Expenses Subtotal 2,942,454 871,665 576,741 605,481
TOTAL EXPENDITURES 5,412,515$ 3,631,456$ 3,341,163$ 3,495,512$
General Fund 3,354,114$ 3,614,495$ 3,341,163$ 3,495,512$
Special Revenue 2,058,401 16,961 - -
TOTAL FUNDING 5,412,515$ 3,631,456$ 3,341,163$ 3,495,512$
Full Time Positions 20.00 20.00 20.00 20.00
Hourly/FTE Positions 0.50 1.00 1.00 1.50
E-11
RECENT ACCOMPLISHMENTS
• Entitled 696 residential housing units, of which 116 are dedicated affordable to lower
income families
• Completed Comprehensive Local Coastal Program Amendment, which was approved by City
Council
• Finalized new Wireless Communications Facilities Amendments policy, which was approved
by City Council
• Updated inclusionary housing policy and adjusted in-lieu fee
• Conducted public engagement activities and gathered input on Housing Element Update Site
Selection, from which the City Council endorsed two maps for further environmental review
GOALS
• Implement measures to reduce the time it takes to conduct discretionary permit plan check
reviews to meet target of 100% of reviews completed within 30 days
• Implement measures to reduce the time it takes to conduct building permit plan check
reviews to meet target of 80% of reviews completed within 14 days
• Complete environmental review and present Housing Element maps for City Council
consideration
• Complete permit-ready accessory dwelling unit plans
• Present Objective Design Standards inside and outside Village & Barrio Master Plan for City
Council consideration
• Draft master plan amendments to conditionally permit Farmers Markets and Cultural Arts in
the Barrio and add a policy encouraging development of vital uses as part of the Village &
Barrio Master Plan
• Work with the City Council-appointed Growth Management Citizens Committee to develop
recommendations to update the current Growth Management Plan
• Coordinate with California Coastal Commission staff in their review of the city’s application
for a Comprehensive Local Coastal Program Amendment
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Discretionary permit plan check reviews completed within 30
days of submittal 90% 89% 90%
Building permit plan check reviews completed within 14 days
of submittal 79% 71% 75%
E-12
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: BUILDING
Account: 0013610 Fund: General
ABOUT
The Building Division staff are the main point of contact for individuals wanting to build or modify a
structure on their property. Building staff provide guidance and review projects for conformance with
state and local building standards. Once a permit has been issued to authorize construction, a building
inspector is assigned to help the property owner ensure that the contractor’s work is consistent with
approved plans.
SERVICES
• Perform plan check, fee assessment, permit issuance and inspection for compliance with
adopted state and local codes including recycling, stormwater, energy generation and
conservation
• Respond to questions and inquiries related to permit processing and construction standards
• Provide information related to ongoing construction projects and historical building records
• Maintain records during construction and prepare files for electronic conversion following
final approval
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 719,434$ 760,441$ 853,484$ 925,249$
Retirement Benefits 167,323 267,350 195,472 203,191
Health Insurance 138,278 150,355 189,642 164,413
Other Personnel Expenses 30,662 23,498 36,790 40,944
Personnel Services Subtotal 1,055,697 1,201,644 1,275,388 1,333,797
Operating Expenses
Professional & Contract Services 479,657 386,470 483,727 449,000
Supplies & Materials 2,430 3,233 7,077 4,127
Repair & Maintenance 313 23 250 250
Interdepartmental Charges 245,993 214,733 260,022 270,324
Other Operating Expenses 9,374 1,036 4,700 2,700
Capital Outlay - - - -
Operating Expenses Subtotal 737,767 605,495 755,776 726,401
TOTAL EXPENDITURES 1,793,464$ 1,807,139$ 2,031,164$ 2,060,198$
Full Time Positions 8.00 10.00 10.00 10.00
Hourly/FTE Positions 0.00 1.00 1.00 1.50
E-13
RECENT ACCOMPLISHMENTS
• Issued over 4,700 building permits valued at over $132 million
• Conducted over 18,000 building inspections
• Launched an online scheduling tool that allows residents to schedule an appointment from
home or work
• Launched the Customer Self Service portal for online permit submission of basic permits
• Created website content for the city’s Mobile Home Park Program
• Achieved 100% State of California Safety Assessment Program Certification for all building
inspection staff
• Joined the California Building Officials and the International Code Council as a government
member
GOALS
• Reduce transition time between staff processing and consultant plan check review, with
goals of completing 80% of building permit plan check reviews within 14 days of submittal
and 80% of building inspections within 24 hours of request
• Finalize implementation of the inspection self-certification program that will allow qualified
individuals to self-certify installation of minor improvements
• Update the city’s building code and standards to comply with new state building code by
January 2024
• Maintain a high level of service with a focus on creating more efficient processes related to
permit and building inspection self-service, online records research and online project plan
submittal
• Expand the video inspection program to include more types of permits
• Implement an automated solar permitting platform consistent with Senate Bill 379 that will
allow applicants to apply for and receive an approved residential building permit for solar
systems up to 38.4 kW in real time
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Building permit plan check reviews completed within 14
days of submittal 66% 61% 62%
Building inspections completed within 24 hours of request 100% 90% 95%
E-14
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: CODE ENFORCEMENT
Account: 0013620 Fund: General
ABOUT
The Code Enforcement Division, working with residents and its partner enforcement agencies, is
tasked with enforcing the city’s laws that govern land use and quality of life issues, including public
nuisances, safety, and welfare. The purpose of these laws, and their enforcement, is to help maintain
safe and healthy living and working conditions for the members of the community. The Division’s
approach is not to be punitive, but to first attempt to achieve compliance with established codes and
regulations through education before more formal enforcement methods like citations are applied.
SERVICES
• Enforce zoning, building, general property maintenance, and other municipal codes
• Conduct inspections of alleged violations received from resident and business complaints
• Assist individuals on how to secure required permits and/or obtain compliance with
applicable codes
• Collaborate with partner enforcement agencies on overlapping enforcement cases
• Ensure that residents are aware and follow rules on short-term vacation rentals
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 370,344$ 487,360$ 550,212$ 489,447$
Retirement Benefits 70,183 131,233 101,427 51,136
Health Insurance 41,740 62,771 86,158 82,587
Other Personnel Expenses 20,546 15,270 23,889 13,537
Personnel Services Subtotal 502,813 696,634 761,686 636,707
Operating Expenses
Professional & Contract Services 11,049 17,416 67,000 50,500
Supplies & Materials 3,910 7,048 22,450 11,550
Repair & Maintenance 35 14 100 100
Interdepartmental Charges 17,998 23,641 122,117 137,317
Other Operating Expenses 16,076 4,526 5,550 2,950
Capital Outlay - - - -
Operating Expenses Subtotal 49,068 52,645 217,217 202,417
TOTAL EXPENDITURES 551,881$ 749,279$ 978,903$ 839,124$
Full Time Positions 2.00 5.00 5.00 4.00
Hourly/FTE Positions 1.00 3.50 3.50 3.50
E-15
RECENT ACCOMPLISHMENTS
• Became a stand-only division within the Community Development Department
• Developed and implemented the Code Enforcement Case Prioritization and Process Guide
• Developed specific key performance indicators that will start July 1
• Closed at least 1,266 cases, based on data as of April 2022
• Completed an audit of the division operations that identified specific opportunities that will
improve operational processes
GOALS
• Develop a procedural manual to serve as both a training and operations resource guide for
staff in response to an internal audit recommendation
• Develop a training program with a dedicated trainer to ensure code enforcement staff are
consistently up to date on current responsibilities and expectations in response to an
internal audit recommendation
• Develop and implement an online tracking system that simplifies the tracking of case
processing timelines, as reflected in the Code Enforcement Case Prioritization and Process
Guide in response to an internal audit recommendation
• Close Category 1 unsafe & hazardous conditions cases within three businesses days of
complaint at least 80% of the time
• Close Category 2 nuisance & blight-causing conditions cases within 30 businesses days of
complaint at least 80% of the time
• Close Category 3 miscellaneous violation conditions cases within 50 businesses days of
complaint at least 80% of the time
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Percent of Category 1 cases closed within three businesses
days of complaint New* New* 80%
Percent of Category 2 cases closed within 30 businesses
days of complaint New* New* 80%
Percent of Category 3 cases closed within 50 businesses
days of complaint New* New* 80%
*Fiscal year 2021-22 Internal Audit Plan was recently completed for the division. These are the
recommended indicators for future years.
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Established the Code Enforcement Division separate from the Building Division within the
Community Development Department
E-16
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUMMARY
Summary level figures presented above for 2019-20 and 2020-21 actuals exclude divisions formerly organized under the
department Community Development, as Housing & Homeless Services was formed in 2021-22.
HOUSING & HOMELESS SERVICES
• Housing Services
• Homeless Services
• Affordable Housing Programs
• Federally Funded Community Assistance Programs
• Successor Agency
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages -$ -$ 1,456,081$ 1,654,810$
Retirement Benefits - - 250,032 377,017
Health Insurance - - 210,286 264,423
Other Personnel Expenses - - 53,556 68,761
Personnel Services Subtotal - - 1,969,955 2,365,011
Operating Expenses
Professional & Contract Services - - 5,349,009 1,747,672
Supplies & Materials - - 233,726 261,642
Repair & Maintenance - - 300 300
Interdepartmental Charges - - 394,779 566,690
Other Operating Expenses - - 8,920,286 11,266,663
Capital Outlay - - 119,797 4,900
Operating Expenses Subtotal - - 15,017,897 13,847,867
TOTAL EXPENDITURES -$ -$ 16,987,852$ 16,212,878$
General Fund -$ -$ 5,901,431$ 3,134,115$
Special Revenue Fund - - 10,018,926$ 12,009,918$
Trust Fund - - 1,067,495$ 1,068,845$
TOTAL FUNDING -$ -$ 16,987,852$ 16,212,878$
Full Time Positions 0.00 0.00 14.00 16.00
Hourly/FTE Positions 0.00 0.00 3.00 1.81
E-17
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOUSING SERVICES
Account: 0012510
0012520
1502810
171
Fund: General
General
Special Revenue – Community Grants
Special Revenue – Agriculture Mitigation Fee
ABOUT
The Housing Division provides various programs, activities and services that assist in the effort to
sustain an extraordinary Carlsbad community. These include disbursing community grants, delivering
community education programs, funding the Carlsbad Service Center and supporting the Carlsbad
Housing Commission.
SERVICES
• Provide financial assistance to community organizations, teams and special events that
benefit and enrich residents in compliance with City Council policies
• Through the Agricultural Conversion Mitigation Fee program, fund projects that improve
agricultural lands for continued agricultural production, protect and enhance the coastal and
lagoon environment, improve lagoon nature centers, and restore beaches for public use
• Provide community education programs, including the Carlsbad Student Leader Academy for
high school students and CityStuff for third grade students
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 383,349$ 225,817$ 460,663$ 681,860$
Retirement Benefits 45,369 145,286 79,104 149,968
Health Insurance 40,415 28,982 49,242 81,024
Other Personnel Expenses 10,601 8,467 17,716 26,578
Personnel Services Subtotal 479,734 408,552 606,725 939,430
Operating Expenses
Professional & Contract Services 310,572 267,595 358,217 339,217
Supplies & Materials 16,079 8,454 13,600 13,600
Repair & Maintenance 110 14 - -
Interdepartmental Charges 152,401 131,716 121,576 168,016
Other Operating Expenses 3,452 527 37,527 53,777
Capital Outlay - - - -
Operating Expenses Subtotal 482,614 408,306 530,920 574,610
TOTAL EXPENDITURES 962,348$ 816,858$ 1,137,645$ 1,514,040$
General Fund 962,348$ 816,858$ 1,107,645$ 1,484,040$
Special Revenue - - 30,000 30,000
TOTAL FUNDING 962,348$ 816,858$ 1,137,645$ 1,514,040$
Full Time Positions 8.78 3.78 4.50 5.17
Hourly/FTE Positions 5.50 2.00 2.00 0.83
E-18
• Provide low income and homeless services support, including funding to the Carlsbad
Services Center, which offers temporary day labor employment services, employment
training and readiness, access to benefits, basic needs, rental assistance and case
management
• Administer the Minor Home Repair Program, which provides forgivable home repair loans to
low-income households who own and occupy their home as their primary residence
• Provide technical and administrative support to the Carlsbad Housing Commission
RECENT ACCOMPLISHMENTS
• Commenced the Carlsbad Student Leader Academy in spring 2021 with 20 high school
student participants
• Implemented alternative options to all classrooms participating in the CityStuff program to
offer the curriculum online and provide additional virtual assistance for third grade students
in 54 classrooms in partnership with 14 local elementary schools in response to COVID-19
• Completed marketing of interest list for Affordable Resale Program for 11 city-owned condos
in Bressi Ranch
• Facilitated affordable housing projects: 419 dwelling units affordable to moderate, low, very
low, and extremely low households are either under construction, approved and pending
construction, or are currently moving through the permit approval process
GOALS
• Implement the Community Activity Grant, Special Events Grant, Community Spirit Grant, and
Winning Teams Grant programs, and process applications for assistance that are consistent
with City Council policies
• Increase the amount of community grants dispersed to $5,000
• Provide community education to 54 classrooms
• Continue to support the Agricultural Conversion Mitigation Fee program
• Provide education focused on civic proficiency and leadership to Carlsbad youth
• Provide technical and administrative support to the Carlsbad Housing Commission
• Continue to support the Carlsbad Service Center
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Community Grants dispersed $6,000 $3,500 $5,000
Classrooms educated 54 54 54
E-19
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOMELESS SERVICES
Account: 0012540 Fund: General
ABOUT
The Homeless Services Division is responsible for leading all strategies, programs and initiatives
related to the city’s goal of reducing homelessness, including the city’s adopted Homeless Response
Plan. This division uses best practices, community input and consumer feedback to implement
solutions to prevent and reduce homelessness.
SERVICES
• Manage and implement the city’s Homeless Response Plan
• Provide housing navigation services for persons at-risk of or experiencing homelessness in
the city
• Oversee the Homeless Outreach and Case Management contract with Interfaith Community
Services
• Offer short-term emergency boarding for animals of a person experiencing homelessness
within the city via contract services
• Manage a rapid rehousing contract with Community Resource Center that helps individuals
and households at-risk of or experiencing homelessness within the city
• Oversee the contract with Urban Corps for citywide abandoned items and litter removal
services related to homeless encampments
• Engage with community residents and businesses through regular communication efforts
• Coordinate with neighboring jurisdictions and county resources on regional issues related to
homelessness
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages -$ -$ 499,799$ 463,317$
Retirement Benefits - - 60,528 116,301
Health Insurance - - 86,630 80,283
Other Personnel Expenses - - 14,034 18,757
Personnel Services Subtotal - - 660,991 678,658
Operating Expenses
Professional & Contract Services - - 4,098,295 889,500
Supplies & Materials - - 19,250 16,250
Repair & Maintenance - - - -
Interdepartmental Charges - - - 62,417
Other Operating Expenses - - 15,250 3,250
Capital Outlay - - - -
Operating Expenses Subtotal - - 4,132,795 971,417
TOTAL EXPENDITURES -$ -$ 4,793,786$ 1,650,075$
Full Time Positions 0.00 0.00 3.50 4.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-20
RECENT ACCOMPLISHMENTS
• Formed a new Housing and Homeless Services Department
• Began work on the City Council-approved work plan to reduce the homeless unsheltered
population, among those who want help, by 50% within five years
• Served 605 individuals at-risk or experiencing homelessness in the city via Interfaith
Community Services and the Homeless Outreach Team, providing 3,025 outreach contacts
and helping 99 people get bridged to shelter, substance use or mental health treatment
• Worked with the Police Department to implement new municipal code tools to provide
enforcement in a compassionate manner
• Enrolled the city into the Homeless Management Information System as a participating
agency through the Regional Task Force on the Homeless
• Implemented a new contract with Community Resource Center to implement a rapid
rehousing program for households currently experiencing homelessness in the city
GOALS
• Reduce the homeless unsheltered population, among those who want help, by 50% within
five years, with quarterly reports until the city decreases the unsheltered homeless
population or five years as directed by the City Council
• Update the city’s Homeless Response Plan
• Enter into an agreement with Catholic Charities to hire two licensed clinicians to provide
staff at the La Posada de Guadalupe Emergency Shelter with training, in order for the facility
to operate as a low barrier shelter
• Contract for an employment and benefit specialist who will be able to help connect people
to disability and social security benefits, general relief, CalWORKS, CalFresh, Veteran
benefits, stimulus checks, employment programs, and other aid programs
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Unduplicated homeless persons served 605 700 700
Shelter placements 49 110 120
Persons housed 13 40 40
Encampments cleared 10* 30 30
*CDC guidance limited encampment cleanup for most of 2021 due to COVID-19
E-21
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: AFFORDABLE HOUSING PROGRAMS
Account: 133
134
806
Fund: Special Revenue – Affordable Housing Trust
Special Revenue – Tyler Court Apartments
ABOUT
The city is a regional leader in the provision of affordable housing. The Affordable Housing Trust Fund
Program is the city’s primary source of affordable housing funding for low-income households. The
Affordable Housing Trust Fund collects fees generated from the Inclusionary Housing In-Lieu Fee and
the sale of affordable housing credits that satisfy a developer’s inclusionary housing obligation as well
as loan repayments from existing developments. With these funds, the city provides affordable
housing programs and low income and homeless services support, and financial assistance for
residential developments that provide housing opportunities to low-income households. The city also
owns Tyler Court Senior Apartments, a 75-unit senior apartment complex. This complex provides for
100% affordable housing to senior households with incomes at 30% and 50% of the San Diego County
Area median incomes. The city has an agreement with a third party to manage the day-to-day
operations of the apartment complex. The property is intended to remain a senior-only development
according to its approved conditional use permit and continues to have income and rent restrictions
to be affordable to very low and extremely low-income households.
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 173,859$ 102,028$ 111,395$ 53,332$
Retirement Benefits 40,313 36,004 17,886 11,645
Health Insurance 14,973 8,095 7,600 15,956
Other Personnel Expenses 9,449 3,287 4,553 2,626
Personnel Services Subtotal 238,594 149,414 141,434 83,559
Operating Expenses
Professional & Contract Services 599,068 350,465 794,497 377,955
Supplies & Materials 153,034 158,521 186,711 217,627
Repair & Maintenance - - - -
Interdepartmental Charges 148,080 127,920 64,236 71,059
Other Operating Expenses 223,304 148,765 145,509 181,001
Capital Outlay 3,116 4,213,749 119,797 2,900
Operating Expenses Subtotal 1,126,602 4,999,420 1,310,750 850,542
TOTAL EXPENDITURES 1,365,196$ 5,148,834$ 1,452,184$ 934,101$
Full Time Positions 1.30 0.60 0.60 0.80
Hourly/FTE Positions 1.00 1.00 1.00 0.06
E-22
SERVICES
• Provide affordable housing funding for low-income households via the Affordable Housing
Trust Fund Program
• Continue to implement the Inclusionary Housing Ordinance by providing information to
developers, the public, and city staff on the requirements of the ordinance
• Negotiate and prepare affordable housing agreements and density bonus agreements
• Assist with the development of low-income affordable housing developments from concept
to construction
• Oversee the third-party managed Tyler Court Senior Apartments
RECENT ACCOMPLISHMENTS
• Provided $5.25 million in funding commitments for three affordable housing projects
• Worked with Community Development Department to provide amendments to the
Inclusionary Housing Program, including an updated fee and streamlined City Council
policies
GOALS
• Administer the Housing Trust Fund in accordance with Council Policy No. 90
• Continue to work with residential developers with inclusionary housing requirements to
produce additional homes affordable to lower-income households
• Research and develop other programs and development opportunities to increase the
supply of affordable housing for low-income households
• Preserve and improve the quality of the city’s existing housing stock
• Continue to support the low-income senior community by offering affordable housing with
income and rent restrictions
E-23
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: FEDERALLY FUNDED
COMMUNITY ASSISTANCE PROGRAMS
Account: 190
391
Fund: Special Revenue – Section 8 Housing
Special Revenue – Community Development Block Grant
ABOUT
The city receives federal grants that benefit the community and low-income households. The
federally funded Section 8 rental assistance program provides monthly rental subsidies to very low-
income households and processes new participants into the program as additional funds are
available. The Community Development Block Grant program represents federal funds provided to
the city to develop viable urban communities through the provision of decent housing, a suitable
living environment and expanded economic opportunities for lower-income persons. This program is
focused on providing specific benefits to low-income residents, with serving the city’s homeless
population and providing affordable housing as the two highest priorities.
SERVICES
• Provide monthly rental subsidies to very low-income households and process new
participants as for the federally funded Section 8 rental assistance program
• Assist low-income households with access to safe and sanitary rental housing
• Ensure the Section 8 tenant-based rental assistance program is being administered in
compliance with federal regulations and guidelines, the Carlsbad Administrative Plan, and
the Public Housing Agency Plan
• Achieve and maintain a lease rate that fully utilizes Section 8 program funding allocation
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 284,497$ 362,144$ 384,224$ 456,301$
Retirement Benefits 82,533 89,509 92,514 99,103
Health Insurance 27,107 39,219 66,814 87,160
Other Personnel Expenses 23,347 10,790 17,253 20,800
Personnel Services Subtotal 417,484 501,662 560,805 663,364
Operating Expenses
Professional & Contract Services 93,164 37,214 73,000 111,000
Supplies & Materials 10,892 12,084 14,165 14,165
Repair & Maintenance 115 9 300 300
Interdepartmental Charges 118,593 116,631 201,672 257,528
Other Operating Expenses 7,516,158 9,294,069 7,686,800 9,997,460
Capital Outlay - - - 2,000
Operating Expenses Subtotal 7,738,922 9,460,007 7,975,937 10,382,453
TOTAL EXPENDITURES 8,156,406$ 9,961,669$ 8,536,742$ 11,045,817$
Full Time Positions 4.00 4.00 5.40 6.03
Hourly/FTE Positions 0.00 0.00 0.00 0.93
E-24
• Enable unemployed, under-employed, or under-educated low-income families to achieve
economic independence from welfare
• Administer the CDBG program representing federal funds provided to the city
• Prepare and implement a five-year consolidated plan and Annual Action Plan for submittal to
U.S. Department of Housing and Urban Development
• Provide staff support to the CDBG Funding Advisory Committee and the City Council in the
selection process for activities to be included in the CDBG Program
• Ensure that documentation is maintained to meet compliance with HUD established
guidelines for continued CDBG funding
• Monitor activities of grant sub-recipients to ensure proper use of funds
• Prepare the Consolidated Annual Performance and Evaluation Report for public review and
comment and final submission to HUD
• Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute
counseling and education program
RECENT ACCOMPLISHMENTS
• Provided monthly rental assistance to 550 very low and extremely low-income households
• Received and allocated additional funding assistance of $1.2 million in CDBG funding to sub-
recipients to be used to prevent, prepare for and respond to COVID-19
• Completed land acquisition and loan for construction of Windsor Pointe, a 50-unit affordable
apartment community with permanent supportive services to homeless and lower-income
veteran families and people experiencing homelessness with mental health service needs
• Provided funding assistance to five non-profit organizations to provide services to low-
income households with a focus on affordable housing, supportive services to low-income
and special needs populations, and assistance in the prevention of homelessness and
reduction of the homeless population
GOALS
• Continue to operate the Section 8 program effectively, and seek additional funding to serve
more clients as opportunities arise
• Complete processing of rental assistance vouchers for 25 non-elderly, disabled participants
• Successful completion and submission of the fiscal year 2021-22 Consolidated Annual Plan
Evaluation Report
• Create expenditure plan for CDBG funds to provide additional affordable housing
opportunities for low-income households, focusing on those experiencing homelessness
• Maintain high level of grant funding for community organizations
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Added one Housing Assistant position to support expansion of the federally funded Section 8
rental assistance program to provide more housing vouchers to lower-income families
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Clients receiving Rental Assistance 550 568 590
Dollar value of grants awarded to community organizations $565,819 $536,522 $527,154
E-25
COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY
Account: 801, 811 Fund: Trust Fund – Successor Agency
ABOUT
The successor agency is responsible for preparing a recognized obligation payments schedule as
detailed by the State of California’s Department of Finance, listing the enforceable obligations of the
former redevelopment agency and their source of payment. This payment schedule is subject to
approval by the countywide oversight board.
SERVICES
• Administer the successor agency, which is responsible for preparing a recognized obligation
payment schedule as detailed by the State of California’s Department of Finance, listing the
enforceable obligations of the former redevelopment agency and their source of payment
• Participate in activities associated with the dissolution of the redevelopment agency
• Ensure payment of all debt obligations as approved by the oversight board
RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2021-22 for approval by
the countywide oversight board
• Received loan repayment from the successor agency and funding for payment on
redevelopment bond
GOALS
• Continue to take actions to dissolve the former redevelopment agency in a timely manner
and ensure repayment of all approved debt obligations
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 22,838$ 17,391$ -$ -$
Retirement Benefits 13,170 5,373 - -
Health Insurance 146 21 - -
Other Personnel Expenses 3,315 582 - -
Personnel Services Subtotal 39,469 23,367 - -
Operating Expenses
Professional & Contract Services 6,008 5,008 25,000 30,000
Supplies & Materials 7,060 4,613 - -
Repair & Maintenance - - - -
Interdepartmental Charges 45,660 45,996 7,295 7,670
Other Operating Expenses 1,115,400 160,918 1,035,200 1,031,175
Capital Outlay - - - -
Operating Expenses Subtotal 1,174,128 216,535 1,067,495 1,068,845
TOTAL EXPENDITURES 1,213,597$ 239,902$ 1,067,495$ 1,068,845$
Full Time Positions 0.35 0.35 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-26
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SUMMARY
LIBRARY & CULTURAL ARTS
• Administration, Digital Initiatives & Special Projects
• Circulation Services
• Adult & Teen Services, Genealogy & Carlsbad History Services
• Children’s Services
• Collections & Technical Services
• Outreach, Literacy & Bilingual Services
• Cultural Arts
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 5,853,737$ 5,471,768$ 6,385,017$ 6,665,560$
Retirement Benefits 1,065,603 1,509,419 1,066,402 1,140,395
Health Insurance 570,108 597,556 718,917 700,556
Other Personnel Expenses 271,854 152,820 239,379 253,406
Personnel Services Subtotal 7,761,302 7,731,563 8,409,715 8,759,917
Operating Expenses
Professional & Contract Services 565,152 398,850 797,429 734,375
Supplies & Materials 1,149,355 1,060,417 1,371,112 1,302,947
Repair & Maintenance 43,662 40,419 10,273 6,800
Interdepartmental Charges 3,144,952 2,852,698 3,195,050 3,362,870
Other Operating Expenses 530,040 416,135 518,996 453,733
Capital Outlay 82,463 14,333 - -
Operating Expenses Subtotal 5,515,624 4,782,852 5,892,860 5,860,725
TOTAL EXPENDITURES 13,276,926$ 12,514,415$ 14,302,575$ 14,620,642$
General Fund 13,030,148$ 12,344,689$ 13,780,555$ 14,088,425$
Special Revenue Fund 246,778$ 169,726$ 522,020$ 532,217$
TOTAL FUNDING 13,276,926$ 12,514,415$ 14,302,575$ 14,620,642$
Full Time Positions 52.50 52.50 52.50 51.00
Hourly/FTE Positions 61.66 62.06 63.66 61.95
E-27
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADMINISTRATION, DIGITAL
INITIATIVES & SPECIAL PROJECTS
Account: 0014010 Fund: General
ABOUT
Library & Cultural Arts Administration provides management and leadership for the delivery of library
and cultural arts programs and services; plans for the efficient use of resources and facilities;
coordinates relations with local, state and federal government agencies; and provides liaison services,
resource assistance and technical guidance to Library Board of Trustees, Arts Commission, Historic
Preservation Commission, the Friends of the Carlsbad Library, the Carlsbad Library & Arts Foundation,
the Carlsbad Friends of the Arts, and the Serra Cooperative Library System.
SERVICES
• Conduct strategic planning, set programs and services, and monitor and respond to industry
trends and best practices
• Utilize data to develop meaningful performance metrics that show impact in the community
and adjust services based on community needs
• Manage personnel and volunteer recruitment activities, develop and maintain policies and
procedures, and provide centralized training services for all staff and volunteers
• Develop and monitor budgets, administer contracts and grants, and manage purchasing and
accounting processes
• Plan, develop and implement technology solutions to effectively deliver services
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,186,404$ 1,033,474$ 1,242,852$ 1,120,970$
Retirement Benefits 273,527 378,464 272,779 282,520
Health Insurance 121,529 129,096 166,532 146,018
Other Personnel Expenses 48,244 29,224 46,208 43,950
Personnel Services Subtotal 1,629,704 1,570,258 1,728,371 1,593,458
Operating Expenses
Professional & Contract Services 152,110 70,370 44,550 18,000
Supplies & Materials 108,870 105,168 99,756 83,895
Repair & Maintenance 41,821 38,967 7,053 4,155
Interdepartmental Charges 551,754 689,278 756,339 997,493
Other Operating Expenses 517,854 408,610 518,996 452,630
Capital Outlay 78,354 14,333 - -
Operating Expenses Subtotal 1,450,763 1,326,726 1,426,694 1,556,173
TOTAL EXPENDITURES 3,080,467$ 2,896,984$ 3,155,065$ 3,149,631$
Full Time Positions 12.00 12.00 12.00 10.00
Hourly/FTE Positions 3.82 3.82 3.82 3.37
E-28
• Work with the Library Board of Trustees, the Arts Commission and the Historic Preservation
Commission to ensure the department is responsive to community needs as represented by
trustees and commissioners
• Partner with support organizations including the Carlsbad Library & Arts Foundation, the
Friends of the Carlsbad Library and Friends of the Arts to ensure endowments, donations
and fundraising on behalf of the organization are put to good use
RECENT ACCOMPLISHMENTS
• Restructured the department to address changing priorities and expectations from the
community
• Utilized lessons learned to provide a combination of in-person and virtual programs and
services, returning to full services as the COVID-19 pandemic retreats
• Migrated from California Research and Education Network to the city’s Digital Information
Network, increasing in-house computer and wireless internet speed for patrons and staff
• Upgraded the library online catalog, allowing for responsive web design for an improved
experience on mobile devices
• Upgraded the library’s patron and materials management system and automated materials
handling system allowing for improved functionality and support
• Integrated the library’s computer management system with the Parks & Recreation public
computer labs so Parks & Recreation can utilize analytics and session management tools
GOALS
• Develop new strategies and goals addressing lessons learned and changing needs from the
community following the two-year COVID-19 pandemic
• Align programs and services with current best practices
• Assess library hours of service and optimize them to meet changing needs of the community
• Attract and retain quality staff by institutionalizing ongoing talent management and
succession planning practices and by developing a formal training structure and plan for
each position in the department
• Utilize metrics to determine usage of existing resources and to anticipate future needs
• Complete an upgrade of the audio-visual technology in the Exploration HUB
• Develop an internal communications plan
• Revitalize opportunities for volunteering
• Evaluate the future of patron computer, printing and copying services
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Volunteer hours 1,062 3,000 10,000
Patron computer sessions: Mobile 42,671 89,450 105,000
Patron computer sessions: Library-provided 4,280 19,755 25,000
E-29
COMMUNITY SERVICES|
LIBRARY & CULTURAL ARTS: CIRCULATION SERVICES
Account: 0014015 Fund: General
ABOUT
Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of
all print and audiovisual materials.
SERVICES
• Respond to in-person, telephone and email account inquiries
• Issue new and replacement library cards to borrowers and internet users
• Circulate print and audiovisual materials and answer collection-related questions
• Track reserved and overdue items and sort, organize and shelve all library materials
• Collect fines and fees, reconcile daily transactions and oversee collection agency accounts
• Coordinate the city’s participation in countywide delivery and return of Serra Cooperative
member library materials
• Collect retired flags from deposit boxes and deliver to the city’s Fire Department for proper
disposal
• Conduct a regular inventory of the collection
• Maintain accuracy of user records through reports
RECENT ACCOMPLISHMENTS
• Created a library-specific GIS dashboard in collaboration with Business Systems and City GIS
• Converted two part-time Circulation Supervisor positions to full-time
• Improved the quality of database records
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 934,856$ 885,675$ 948,762$ 1,006,963$
Retirement Benefits 109,433 133,425 93,502 99,025
Health Insurance 54,158 53,797 59,454 66,574
Other Personnel Expenses 50,810 24,572 38,161 41,484
Personnel Services Subtotal 1,149,257 1,097,469 1,139,879 1,214,046
Operating Expenses
Professional & Contract Services - - - -
Supplies & Materials 4,978 7,206 12,500 12,500
Repair & Maintenance - - - -
Interdepartmental Charges 205,512 113,364 143,328 185,231
Other Operating Expenses - - - -
Capital Outlay - - - -
Operating Expenses Subtotal 210,490 120,570 155,828 197,731
TOTAL EXPENDITURES 1,359,747$ 1,218,039$ 1,295,707$ 1,411,777$
Full Time Positions 4.50 4.50 4.50 5.00
Hourly/FTE Positions 20.68 20.68 20.68 20.68
E-30
• Offered library service via a hybrid in-person and curbside circulation model
• Restored staffing levels in proportion to services and open hours
• Supported Business Systems’ upgrade of the automated materials handling system
GOALS
• Implement new shelving standards to improve the appearance, accessibility and circulation
of the collection
• Cross-train other divisions in circulation processes to improve user experience and continuity
of service
• Improve communication and training around new standards and processes through regular
division meetings and trainings
• Increase the number of community members with library cards
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Circulation of physical items 313,560 810,759 997,233
New library accounts 5,827 9,672 10,833
E-31
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADULT & TEEN SERVICES, GENEALOGY &
CARLSBAD HISTORY SERVICES
Account: 0014016
0014025
Fund: General
ABOUT
Adult & Teen Services staff assists the public with information needs; locates library materials for
patrons; provides instruction on resource use; performs research for the public, local business and
government; and provides readers’ advisory assistance. The Genealogy & Carlsbad History staff
provides reference and instructional assistance to patrons researching their ancestry and preserves
Carlsbad history materials for public research. The division works closely with the North San Diego
County Genealogical Society to provide educational genealogy programs for the community, and with
the city’s Historic Preservation Commission to support their work.
SERVICES
• Respond to in-person, telephone, email and text reference questions; provide instruction,
classes and tours; assist the public with access to digital resources; and administer services
to homebound patrons; provide library programs for adults and teens
• Provide community outreach activities such as visits to schools, senior centers, farmers’
markets and other community groups
• Manage the selection and organization of print and digital genealogy and Carlsbad history
resources, preserve archival collections and provide instruction and assistance to patrons of
all ages researching genealogy or local history
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,354,842$ 1,298,620$ 1,496,551$ 1,554,949$
Retirement Benefits 234,870 328,064 231,378 248,689
Health Insurance 99,799 113,439 141,457 117,034
Other Personnel Expenses 64,368 35,963 54,466 57,384
Personnel Services Subtotal 1,753,879 1,776,086 1,923,852 1,978,056
Operating Expenses
Professional & Contract Services 135 - 5,249 3,700
Supplies & Materials 10,894 7,376 9,798 5,380
Repair & Maintenance 1,204 1,320 1,920 1,345
Interdepartmental Charges 1,014,348 932,376 1,003,207 1,011,766
Other Operating Expenses 912 - - -
Capital Outlay - - - -
Operating Expenses Subtotal 1,027,493 941,072 1,020,174 1,022,191
TOTAL EXPENDITURES 2,781,372$ 2,717,158$ 2,944,026$ 3,000,247$
Full Time Positions 11.00 11.00 11.00 11.00
Hourly/FTE Positions 15.35 15.35 15.35 14.87
E-32
• Coordinate with the North San Diego County Genealogical Society to schedule and provide
free educational genealogy programs
• Support the work of the city’s Historic Preservation Commission and city staff through
research, digitization and programming
RECENT ACCOMPLISHMENTS
• Added nine new databases for a total of 48 adult and teen eResources
• Resumed in-person services including study rooms, computer labs, the Exploration HUB,
Books-to-Go, book clubs and outreach programming
• Presented three successful in-person author visits with purposeful consideration to diversity,
equity and inclusion
• Expanded Grow Your Garden program to include a seed library in collaboration with
Carlsbad Community Gardens
• Delivered thousands of seeds packets and was awarded 500 seeds and 200 bee identification
guides through Plant Wildflowers grant
• Initiated personal reading recommendation program
• Transcribed oral histories in Carlsbad History Collection making the content of the recordings
keyword searchable in library’s catalog
• Acquired and launched new genealogy database in partnership with the North San Diego
County Genealogical Society
• Created and launched online form for scheduling personalized genealogy assistance
• Resumed in-person genealogy programs, and offered new hybrid in partnership with the
North San Diego County Genealogical Society, providing remote access to seven genealogy
research databases
• Scanned 4,000 photographic prints in the Historic Photo Collection to archival standards
• Completed collection management projects in the Genealogy Collection including a
complete inventory and analysis, shelf-shift and weed of materials
GOALS
• Evaluate and adjust staffing to meet the changing needs of the community
• Explore and enhance outreach opportunities in collaboration with the new Partnerships &
Community Outreach Principal Librarian
• Provide public access to digital records such as oral history audio and video recordings with a
new digital asset management system
• Create promotional materials to showcase the value of Genealogy & Carlsbad History
services to the community
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Community members reached through outreach N/A* 1,191 3,200
Carlsbad history research provided to city and community 324 hours 410 hours 510 hours
*no outreach during COVID-19 pandemic
E-33
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CHILDREN’S SERVICES
Account: 0014035 Fund: General
ABOUT
The Children’s Services Division supports the educational, literacy, informational, cultural and
recreational needs of young patrons from babies through middle school-aged children. Youth-related
reference and readers’ advisory services are also offered to parents, caregivers and teachers.
SERVICES
• Develop and present educational programs for children year-round, including weekly early
literacy and educational programs, as well as special reading programs such as the annual
Summer Reading Adventure
• Promote literacy and the enjoyment of reading by connecting children with books through
personal interactions, programs and development of an age-appropriate collection
• Support digital literacy for children by providing computers with early literacy programs,
internet access and educational games as well as remote access to digital databases for
homework assistance
• Answer reference questions and assist in using the collection and internet computers for
research and homework
• Provide library instruction and tours for children and youth-related groups
• Build community connections through story times, book talks and instructional sessions at
local schools and special events throughout the city
• Provide leadership opportunities and community service volunteer hours for teens
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 643,316$ 565,302$ 707,990$ 710,926$
Retirement Benefits 125,364 173,313 127,331 128,812
Health Insurance 93,565 92,324 99,489 129,381
Other Personnel Expenses 31,529 16,692 27,004 27,872
Personnel Services Subtotal 893,774 847,631 961,814 996,991
Operating Expenses
Professional & Contract Services - - - -
Supplies & Materials 11,645 770 2,900 2,900
Repair & Maintenance - - - -
Interdepartmental Charges 423,756 353,532 376,200 339,359
Other Operating Expenses - - - -
Capital Outlay - - - -
Operating Expenses Subtotal 435,401 354,302 379,100 342,259
TOTAL EXPENDITURES 1,329,175$ 1,201,933$ 1,340,914$ 1,339,250$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 5.55 5.55 5.55 5.55
E-34
RECENT ACCOMPLISHMENTS
• Strengthened early literacy efforts by launching 1,000 Books Before Kindergarten program
• Initiated a pilot program to circulate age-appropriate Maker Science, Technology,
Engineering, Arts and Mathematics Kits, which cover various STEAM concepts and include a
book and activities for patrons to complete at home
• Initiated personal reading recommendation program specifically for children
• Taught children and families how to participate in virtual programs and services
• Resumed in-person programming
• Adapted and streamlined the Summer Reading Adventure to be more inclusive for readers of
all skill levels and backgrounds
• Conducted the first Children’s Services Summit to evaluate how Children’s Services provides
public service, programming, collection and outreach efforts
GOALS
• Implement systemwide Children’s Services program standards
• Design and implement STEAM exploration and experiences for children and their families in
the Leichtag Family Foundation Discovery Room
• Design and implement improvements to the Cole Children’s picture book area to provide a
more attractive and interactive experience for young children and their families
• Re-establish in-person volunteer opportunities for teens to gain leadership skills and
community service hours
• Evaluate the Maker STEAM Kit pilot to determine next steps for the program
• Increase 1,000 Books Before Kindergarten participation by 30%
• Strengthen outreach efforts to increase summer reading participation
• Increase usage of Early Literacy Stations by 15% (note: closed during fiscal year 2021-22 until
March 2022 due to COVID-19)
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
1000 Books Before Kindergarten participants N/A 129 175
Summer Reading participants 822 1,063 1,500
Early Literacy Station users 1,827 8,500 9,775
E-35
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: COLLECTIONS & TECHNICAL SERVICES
Account: 0014040
1454010
1454011
Fund: General
Special Revenue-Gifts/Benefits
Special Revenue-Friends of the Library
ABOUT
Collections & Technical Services coordinates the selection of materials and manages collection
development and maintenance for all library facilities. Staff oversee selection, ordering, invoicing and
acquisition of library materials for the public, in both physical and electronic formats. Staff also
catalog and prepare library materials for public use, evaluate new content formats, devise new
cataloging and processing procedures as new formats are added and evaluate usage patterns for
electronic formats.
SERVICES
• Manage the selection of library materials in accordance with collection development policies
and industry practices to continue to meet the educational, lifelong learning and
entertainment needs of the community
• Source and purchase library materials, in physical and electronic format
• Track the ordering and invoicing of materials, working with department and city staff to
ensure timely payment to vendors
• Keep the catalog and collection organized, current, accurate and accessible
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 571,168$ 574,073$ 599,069$ 627,402$
Retirement Benefits 126,315 203,691 124,605 134,592
Health Insurance 83,845 81,715 84,483 81,757
Other Personnel Expenses 25,755 15,183 23,228 24,645
Personnel Services Subtotal 807,083 874,662 831,385 868,396
Operating Expenses
Professional & Contract Services 41,737 24,217 13,325 21,825
Supplies & Materials 895,706 816,803 1,109,389 1,031,564
Repair & Maintenance - - - -
Interdepartmental Charges 166,164 180,228 201,943 185,284
Other Operating Expenses 456 117 - -
Capital Outlay 4,109 - - -
Operating Expenses Subtotal 1,108,172 1,021,365 1,324,657 1,238,673
TOTAL EXPENDITURES 1,915,255$ 1,896,027$ 2,156,042$ 2,107,069$
General Fund 1,812,494$ 1,833,437$ 1,963,006$ 1,933,653$
Special Revenue Fund 102,761 62,590 193,036 173,416
TOTAL FUNDING 1,915,255$ 1,896,027$ 2,156,042$ 2,107,069$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 2.88 2.88 2.88 2.88
E-36
• Optimize the location of library materials for the best user experience
• Broaden access to material outside the city’s collection via Interlibrary Loan
• Maintain, track and assess patron use of electronic and physical content to guide purchasing
decisions
RECENT ACCOMPLI SHMENTS
• Initiated review of the library collections and catalog metadata for diversity, equity, and
inclusion to reflect best practices in maintaining a timely, relevant, and welcoming collection
• Reassessed and enhanced patron access to materials by modifying labeling, shelving
locations and database indexing to improve access and
• Evaluated, reprocessed, and relocated 40,000 items in the adult nonfiction collection to
increase findability
• Analyzed needs for a next generation library catalog to provide better user access to the
library collections
• Provided new eResources platforms including video streaming, eComics and eAudiobooks
• Shifted resources and collections planning to support an increase in community use of
eBooks and eAudiobooks
GOALS
• Further enhance library collections and metadata in relation to diversity, equity and
inclusion
• Revise the library materials selection process to streamline workflow and staff training
• Balance the addition of eBooks, audiobooks and physical items as patron preferences change
• Implement newly acquired technologies for both the purchasing process and catalog
maintenance
• Configure new software enhancements that will improve search results to help patrons find
the most relevant materials
• Perform a scheduled update of the Collection Development Policy to ensure both currency
and continuity of high standards in collection management
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
eBooks and audiobooks selected and added to collection 3,796 3,800 4,000
Physical items selected, cataloged, processed and added to collection 23,366 30,000 30,500
E-37
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: OUTREACH, LITERACY & BILINGUAL
SERVICES
Account: 001405X, 0014060
145013
145014
145015
145016
Fund: General
Special Revenue-Gartner Donation
Special Revenue-Benson Donation
Special Revenue-Falkenstein Donation
Special Revenue-Sutton Donation
ABOUT
The Library Learning Center offers general library programs and services in addition to providing
special collections, outreach services and entertaining activities across all ages and stages of language
and literacy learning. Bilingual Services, Literacy Services and Outreach & Strategic Partnership
personnel collaborate to provide specialized library services and programs focused on language
acquisition, learning and community building in English and Spanish.
SERVICES
• Provide access to English, Spanish, bilingual and literacy materials for all ages
• Offer reading and writing help by trained volunteer tutors for English-speaking adults to
meet their life goals
• Provide programs, concerts, events and activities for all ages in English, Spanish, and
bilingual formats
• Facilitate the Homework Zone program, which offers homework assistance to school-age
students by volunteers and offer intensive reading help to elementary school-age children
• Manage an accredited Career Online High School diploma program and support students
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 612,904$ 596,401$ 734,761$ 627,418$
Retirement Benefits 104,879 151,670 110,639 102,926
Health Insurance 62,200 64,202 81,110 51,961
Other Personnel Expenses 30,028 16,865 27,552 23,608
Personnel Services Subtotal 810,011 829,138 954,062 805,913
Operating Expenses
Professional & Contract Services 55,668 35,085 72,575 60,960
Supplies & Materials 90,848 104,707 105,865 134,154
Repair & Maintenance 623 - 1,300 300
Interdepartmental Charges 679,428 511,188 576,223 514,681
Other Operating Expenses 8,979 5,824 - -
Capital Outlay - - - -
Operating Expenses Subtotal 835,546 656,804 755,963 710,095
TOTAL EXPENDITURES 1,645,557$ 1,485,942$ 1,710,025$ 1,516,008$
Full Time Positions 6.00 6.00 6.00 5.00
Hourly/FTE Positions 9.00 9.40 9.00 6.65
E-38
• Provide learning assistance in reading, writing and comprehension to students in partnership
with Carlsbad High School
• Develop partnerships with local stakeholders to promote community connections and
improve services systemwide
RECENT ACCOMPLISHMENTS
• Resumed in-person programs, services and events and continued to offer virtual programs,
to be inclusive, equitable and reach the broadest audience possible
• Developed new digital literacy/technology capability to serve Literacy Services learners by
purchasing and checking out Chromebooks and offering virtual programming
GOALS
• Re-establish English as a Second Language class offerings in partnership with MiraCosta
College and include additional conversation skills classes
• Develop more robust digital resources, such as workshops, tools, and online programs for
the adult literacy program
• Evaluate and adjust staffing levels commensurate with services and open hours to meet the
changing needs of the community
• Redesign the Learning Center’s public service areas for enhanced safety, ergonomics and
customer service
• Develop new bilingual early literacy and youth services programming
• Develop a department-wide outreach and marketing strategy and increase support and
partnership with other city departments
• Increase the number of Career Online High School participants
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Career Online High School graduates 3 6 2
Bilingual program offerings 32 85 170
Active and current partners N/A 25 28
E-39
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CULTURAL ARTS
Account: 001406X
148
175
Fund: General
Special Revenue-Special Events
Special Revenue-Schulman Endowment
ABOUT
The Cultural Arts Office plans, promotes and carries out visual and performing arts programs, arts
education activities, temporary and permanent public art and other cultural offerings to make
connections among artists, cultural organizations, community groups, businesses, visitors and
residents that sustain and promote a thriving, diverse and creative city.
SERVICES
• Present visual arts exhibitions, performing arts and film programming at the Ruby G.
Schulman Auditorium, the William D. Cannon Art Gallery and other locations
• Create, document and maintain the city’s permanent and temporary public art experiences
• Administer the Community Arts Grant program with the Carlsbad Arts Commission and
community arts stakeholders
• Offer educational programs for youth and adults, including Three-Part Art, Pop Up Art and
summer workshops
• Implement programs featuring guest artist residencies and STEAM with schools reaching
7,000 students annually
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 550,247$ 518,223$ 655,032$ 1,016,932$
Retirement Benefits 91,215 140,792 106,168 143,831
Health Insurance 55,012 62,983 86,392 107,831
Other Personnel Expenses 21,120 14,321 22,760 34,463
Personnel Services Subtotal 717,594 736,319 870,352 1,303,057
Operating Expenses
Professional & Contract Services 315,502 269,178 661,730 629,890
Supplies & Materials 26,414 18,387 30,904 32,554
Repair & Maintenance 14 132 - 1,000
Interdepartmental Charges 103,990 72,732 137,810 129,056
Other Operating Expenses 1,839 1,584 - 1,103
Capital Outlay - - - -
Operating Expenses Subtotal 447,759 362,013 830,444 793,603
TOTAL EXPENDITURES 1,165,353$ 1,098,332$ 1,700,796$ 2,096,660$
General Fund 1,135,843$ 1,072,885$ 1,563,046$ 1,958,910$
Special Revenue Fund 29,510 25,447 137,750 137,750
TOTAL FUNDING 1,165,353$ 1,098,332$ 1,700,796$ 2,096,660$
Full Time Positions 5.00 5.00 5.00 6.00
Hourly/FTE Positions 4.38 4.38 6.38 7.95
E-40
• Present performing arts series, including TGIF Concerts in the Parks
• Maintain partnership with Carlsbad Friends of the Arts
• Seek out artist collaborations throughout Carlsbad and the North County
RECENT ACCOMPLISHMENTS
• Presented four exhibits in the Cannon Art Gallery, which focused on local artists and national
touring exhibits and coordinated community art displays in all three libraries
• Offered Cannon Art Gallery and Sculpture Garden tours to all ages
• Provided Arts Education at-home arts kits to homes and local schools
• Launched new grants management software to improve efficiency and access
• Presented 36 hours of Virtually Artful performances including TGIF in Your Backyard,
concerts in the Schulman and classical performances from Lincoln Center
• Hosted first virtual Public Art Advisory Subcommittee meetings for Fire Station 2 and
selected artist and design concept
• Initiated partnership with Carlsbad Village Association which paired local artists with local
businesses for temporary art installations, designed to spur greater economic development
within the creative sector
• Completed three additional Carlsbad Beach Chairs with local artists
• Restored aging permanent public art
• Refreshed and repaired the Sculpture Garden to ensure safety and security, fostering an
updated look and improved visitor experience
• Hosted four guest artist residencies with workshops and performances throughout the city
• Progressively reopened the Schulman Auditorium to live performances, Wednesday Cinema
Series, International Film Fridays and rentals to outside groups
GOALS
• Evaluate progress on Arts & Culture Master Plan Initiatives and determine which to pursue
next
• Develop curriculum and arts outreach programming to further extend arts experiences
• Develop STEAM initiative focused on building curriculum for a school-year program
• Collaborate with the business and creative sectors on new temporary art experiences
• Install two mural projects at the Library Learning Center and New Village Arts Theatre
• Install public art at newly rebuilt Fire Station 2
• Finalize plans for public transportation art at the Village & Barrio Traffic Circle and Chestnut
Underpass
• Receive a final design for technology renovation upgrades for the Schulman Auditorium and
Cannon Art Gallery, and request funding in the following fiscal year to complete the project
• Work with Carlsbad Friends of the Arts on building their leadership and fundraising capacity
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Permanent and temporary public art projects completed 2 5 8
Arts & Culture Master Plan Initiatives activated 12 15 20
E-41
COMMUNITY SERVICES |
PARKS & RECREATION: SUMMARY
PARKS & RECREATION
• Administration
• Recreation
• Parks & Trail Maintenance
• Street Tree Maintenance & Median Maintenance
• The Crossings Golf Course
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 6,366,613$ 5,897,102$ 6,942,615$ 7,447,323$
Retirement Benefits 1,091,356 1,572,592 1,141,979 1,273,007
Health Insurance 509,416 559,345 724,769 861,278
Other Personnel Expenses 507,784 293,094 477,446 473,268
Personnel Services Subtotal 8,475,169 8,322,133 9,286,809 10,054,876
Operating Expenses
Professional & Contract Services 6,241,274 6,202,333 7,326,523 8,329,905
Supplies & Materials 1,046,876 872,007 1,108,803 1,166,558
Repair & Maintenance 45,433 7,916 4,850 5,020
Interdepartmental Charges 1,609,380 1,574,949 1,956,645 1,992,582
Other Operating Expenses 8,345,686 8,186,933 9,073,911 10,467,217
Capital Outlay 555,031 157,054 108,000 687,500
Operating Expenses Subtotal 17,843,680 17,001,192 19,578,732 22,648,782
TOTAL EXPENDITURES 26,318,849$ 25,323,325$ 28,865,541$ 32,703,658$
General Fund 17,584,182$ 16,786,632$ 19,159,380$ 21,167,014$
Enterprise Fund 7,033,434$ 6,718,515$ 7,231,000$ 9,195,000$
Special Revenue Fund 1,701,233$ 1,818,178$ 2,475,161$ 2,341,644$
TOTAL FUNDING 26,318,849$ 25,323,325$ 28,865,541$ 32,703,658$
Full Time Positions 55.00 55.00 55.00 59.00
Hourly/FTE Positions 89.61 77.83 80.26 71.56
E-42
COMMUNITY SERVICES |
PARKS & RECREATION: ADMINISTRATION
Account: 0014510, 0014511
140
149
Fund: General
Special Revenue-Scholarships
Special Revenue-Donations
ABOUT
Parks & Recreation Administration provides department leadership, planning and administrative
services to help develop and sustain high-quality parks and recreation programs.
SERVICES
• Evaluate and monitor business processes to improve operations and performance
• Develop and monitor operating budget and annual CIP budget
• Process and issue city special event permits
• Enhance citywide open space and trails system through land acquisition, planning,
construction monitoring and maintenance
• Oversee management agreement for The Crossings at Carlsbad Municipal Golf Course
• Perform parks planning, design, administration and construction monitoring services
• Monitor recreation programs with participant surveys and community outreach
• Administer recreation program scholarships to low-income residents
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,230,946$ 1,211,204$ 1,296,655$ 1,243,160$
Retirement Benefits 273,297 418,881 283,306 301,822
Health Insurance 97,171 111,366 124,405 141,218
Other Personnel Expenses 71,887 44,584 64,422 57,782
Personnel Services Subtotal 1,673,301 1,786,035 1,768,788 1,743,982
Operating Expenses
Professional & Contract Services 167,760 96,004 299,787 251,440
Supplies & Materials 55,207 74,509 84,556 83,877
Repair & Maintenance 43,436 6,430 300 300
Interdepartmental Charges 208,185 206,443 273,978 398,987
Other Operating Expenses 90,749 38,212 109,024 129,583
Capital Outlay 72,031 6,314 - 2,500
Operating Expenses Subtotal 637,368 427,912 767,645 866,687
TOTAL EXPENDITURES 2,310,669$ 2,213,947$ 2,536,433$ 2,610,669$
General Fund 2,282,380$ 2,187,782$ 2,453,842$ 2,529,660$
Special Revenue Fund 28,289 26,165 82,591 81,009
Total Funding 2,310,669$ 2,213,947$ 2,536,433$ 2,610,669$
Full Time Positions 12.45 11.45 11.30 10.30
Hourly/FTE Positions 1.13 1.36 1.34 0.49
E-43
• Update and implement master and strategic planning efforts
• Develop, monitor and support the department’s information technology
• Liaise with Parks & Recreation, Senior and Beach Preservation Commissions
RECENT ACCOMPLI SHMENTS
• Attained additional staff certifications via Certified Parks & Recreation Professional Program
• Received Planning Commission approval of environmental documents and entitlement
permits for the Veterans Memorial Park Master Plan
• Checked plans and specifications of new development projects that include trail construction
• Resumed community engagement workshops and stakeholder meetings, public survey
distribution and collection, agency programs and services benchmarking, and fee
comparison studies related to the Parks & Recreation Department Master Plan Update
• Conducted Park inventories for the Parks & Recreation Department Master Plan Update
• Conducted two virtual Parks & Recreation Department master plan update public meetings
• Upgraded the Senior Center and Teen Center computer labs to the Pharos system to create
consistency between computer labs and increase efficiencies
• Supported the Fleet & Facilities Department in proposing the Monroe Street Pool
Renovation and Replacement Project to the Parks & Recreation Commission and City Council
• Implemented a mobile application to enhance citywide trails use
• Moved Parks & Recreation software system to its own dedicated hosting server and to
CivicPlus Platform for additional software security
• Integrated CivicRec to city’s single sign-on system
• Updated the senior center, Monroe Street Pool and Alga Norte Aquatic Complex door kickers
and turnstiles for added security
GOALS
• Complete process to update the Parks & Recreation Department Master Plan
• Obtain City Council approval of the final Veterans Memorial Park Master Plan
• Proceed with environmental permitting and entitlements phase for master planning of
Veterans Memorial Park
• Receive City Council award of a design services agreement and commence the public
engagement phase for master planning of the Robertson Ranch Community Park
• Enhance the city’s municipal waste reduction, recycling and waste diversion programs
Environmental Sustainability
• Support three commissions in accomplishing the goals and tasks within each work plan
• Continue to provide support to the Monroe Street Pool Renovation project
• Pursue further strategies to respond to the lifeguard staffing challenges
• Pursue reaccreditation from Commission for Accreditation of Park and Recreation Agencies
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Added one limited-term Parks Planner position to support major upcoming capital
improvement projects and ongoing demand for park planning resources
• Converted 6.63 part-time lifeguard positions to three full-time positions and added on full-
time position to better support operations at aquatics facilities
E-44
COMMUNITY SERVICES |
PARKS & RECREATION: RECREATION
Account: 0014520-44, 0014546-73
143
Fund: General
Special Revenue-Senior Program Donations
ABOUT
The Parks & Recreation Department offers a wide range of virtual and in-person programming,
including youth and adult sports, instructional classes, camps, aquatics, preschool and teen services,
and special events. The department operates 339 acres of developed community parks and special
use areas, featuring multi-use fields, tennis courts, dog parks, skate parks, playgrounds, two historic
parks, a senior center, four multigenerational community centers and two aquatic centers.
SERVICES
• Provide information, enrollment, and registration services for programs and facilities
• Collect and account for revenue to ensure efficient and cost-effective programming
• Plan, conduct and supervise recreation operations and programs both virtually and in-person
at community centers, parks and other city facilities
• Process applications and issue permits for use of recreational facilities and aquatic centers
• Promote fair and efficient use of athletic facilities for resident nonprofit sports organizations
• Conduct cultural and historic park educational and interpretive programming
• Serve as a certification site for aquatics training programs through the American Red Cross
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 3,408,780$ 2,967,030$ 3,714,640$ 4,174,164$
Retirement Benefits 417,981 550,229 429,754 499,474
Health Insurance 159,154 187,990 241,393 360,427
Other Personnel Expenses 310,525 172,287 292,354 296,721
Personnel Services Subtotal 4,296,440 3,877,536 4,678,141 5,330,786
Operating Expenses
Professional & Contract Services 873,406 527,056 1,090,095 1,080,852
Supplies & Materials 654,168 565,230 655,350 655,625
Repair & Maintenance 1,669 1,007 4,050 4,220
Interdepartmental Charges 985,690 972,541 1,121,914 1,091,629
Other Operating Expenses 424,284 437,488 476,827 506,528
Capital Outlay 67,074 927 - -
Operating Expenses Subtotal 3,006,291 2,504,249 3,348,236 3,338,854
TOTAL EXPENDITURES 7,302,731$ 6,381,785$ 8,026,377$ 8,669,640$
General Fund 7,282,139$ 6,376,418$ 7,946,777$ 8,619,140$
Special Revenue Fund 20,592 5,367 79,600 50,500
Total Funding 7,302,731$ 6,381,785$ 8,026,377$ 8,669,640$
Full Time Positions 18.25 19.25 19.40 24.40
Hourly/FTE Positions 79.70 71.84 74.28 66.44
E-45
• Provide programs that promote health and wellness and essential childhood development
• Arrange classes, seminars, transportation and professional services for seniors
• Arrange intergenerational programs that increase cooperation and interaction
• Provide congregate and home meals to seniors at little or no cost
• Manage volunteers supporting the Senior Center, Leo Carrillo Ranch, trails and special events
RECENT ACCOMPLISHMENTS
• Implemented the following strategies in response to the lifeguard staffing shortage:
o Expanded lifeguard academy courses
o Executed a memorandum of understanding with the Carlsbad Unified School District to
allow exclusive use of the pool for Carlsbad High School during the hours which the city
is unable to provide lifeguard services and the district has reserved the pool
o Received emergency determination from the State of California to allow ocean
lifeguards to serve as pool lifeguards
o Created new full-time lifeguard positions and adjusted lifeguard pay rates to be
competitive with other entities in the region
• Hosted USA Swimming Speedo Sectional Championship at Alga Norte Community Park
• Offered over 100 different types of programs that promoted health and wellness and
essential childhood development
• Assisted the Human Resources Department with eight full-time staff recruitments
GOALS
• Accommodate the demand for the Senior Nutrition Meal Program due to COVID-19 impacts
• Offer opportunities for hybrid recreation programs that have both virtual and in-person
participants and additional outdoor activities to adapt to the public’s health concerns
• Expand adult 50+ opportunities and collaborations beyond the Senior Center
• Offer programs that promote health and wellness and essential childhood development
• Augment staff with volunteers to build community and enhance fiscal stewardship
• Collaborate with the Friends of Carrillo Ranch to plan, design and implement a new
interpretive exhibit at Leo Carrillo Ranch
• Complete department’s master plan update and begin implementation of its findings related
to services, programs and events
• Utilize 10,000 hours of volunteer service to support recreation programs
• Execute 85% of advertised recreation programs
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Hours of Volunteer Services used 5,790 21,009 10,000
Advertised programs executed 76% 85% 85%
E-46
COMMUNITY SERVICES |
PARKS & RECREATION: PARKS & TRAIL MAINTENANCE
Account: 00146XX Fund: General
ABOUT
The Parks & Recreation Department maintains approximately 339 acres of developed community
parks and special use areas, 51 miles of trails, and 762 acres of habitat preserves, urban forests and
undeveloped lands.
SERVICES
• Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses,
and school athletic fields
• Inspect and maintain restroom facilities and picnic areas
• Inspect and maintain tot lots, tennis and basketball courts, soccer, softball, baseball and
multi-purpose fields
• Repair park structures, athletic field lighting, play equipment and other park fixtures
• Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental
cycle for high-maintenance trees, in accordance with Community Forest Management Plan
• Maintain existing citywide trails and coordinate development of new trails
• Manage the trail volunteers program
• Oversee maintenance and monitoring of preserves, urban forests, and undeveloped lands
• Coordinate coastal activities with the California Department of Parks & Recreation, California
Coastal Commission and lagoon foundations
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,294,611$ 1,338,219$ 1,498,373$ 1,677,798$
Retirement Benefits 311,227 469,644 333,989 388,440
Health Insurance 212,629 219,414 297,641 315,806
Other Personnel Expenses 100,107 59,681 93,915 98,784
Personnel Services Subtotal 1,918,574 2,086,958 2,223,918 2,480,828
Operating Expenses
Professional & Contract Services 4,111,422 4,413,623 4,367,891 5,386,863
Supplies & Materials 328,540 211,169 311,964 381,834
Repair & Maintenance 328 479 500 500
Interdepartmental Charges 501,436 417,762 580,718 508,083
Other Operating Expenses 1,145,543 1,086,771 1,273,770 1,260,106
Capital Outlay 13,820 5,670 - -
Operating Expenses Subtotal 6,101,089 6,135,474 6,534,843 7,537,386
TOTAL EXPENDITURES 8,019,663$ 8,222,432$ 8,758,761$ 10,018,214$
Full Time Positions 19.45 19.85 19.45 20.40
Hourly/FTE Positions 7.25 3.10 3.10 3.85
E-47
RECENT ACCOMPLISHMENTS
• Assumed ongoing maintenance and operations of the Calavera Hills Community Park
Gateway, including a new looped pathway with outdoor exercise stations and a picnic area
• Assumed ongoing maintenance and operations of the Poinsettia Community Park Phase IV
Improvements, including a new Dog Park, parking lot and restroom facility
• Administered the construction contract for replacing the resilient rubberized safety surfacing
of the playgrounds at Aviara and Hidden Canyon Community Parks
• Inspected and pruned city parks, facilities and trails trees on a 4 to 4.5-year cycle, and a 2 to
2.25-year supplemental cycle for high maintenance trees
• Added over 500 total trees to the city’s inventory, including those within parks, facilities and
trails, in accordance with City Council-adopted Community Forest Management Plan
• Administered the construction contract for retrofits to LED fixtures on pathway and parking
lot lights at Stagecoach, Calavera Hills and Poinsettia Community Parks
• Expanded the Parks & Recreation Department Memorial Program to include additional
memorial items and locations at the City Council’s direction
• Commenced administration of new maintenance services agreement for Work Category B
• Reopened remaining amenities within the parks inventory under COVID-19 protocols
• Maintained parks, preserves, and beach accesses in accordance with COVID-19 protocols
• Repaired several segments of Lake Calavera trails with heavy equipment and erosion control
• Executed a North Beach clean-up event with the Beach Preservation Commission
GOALS
• Resurface outdoor basketball courts at Stagecoach, Calavera Hills and La Costa Canyon
Community Parks
• Resurface blockhouse restroom floors at Aviara, Hidden Canyon, La Costa Canyon and
Laguna Riviera Community Parks
• Apply clear coat on playground surfacing at selective parks to aid in UV protection and wear
• Inspect and prune city parks, facilities and trails trees on a 4 to 4.5-year cycle, and a 2 to
2.25-year supplemental cycle for high maintenance trees
• Add 500 total trees to the city’s inventory, including those within parks, facilities and trails,
in accordance with City Council-adopted Community Forest Management Plan
• Plant parks and trails trees within vacancies created by prior removals and plant new parks
and trails trees in accordance with the Community Forest Management Plan
• Retrofit light fixtures on pathway lights at Holiday Park to energy efficient LED fixtures
• Initiate design of next phase of retrofits to LED fixtures on pathway and parking lot lights
• Perform sports lighting maintenance and enhancements at several community parks
• Repair additional segments of Lake Calavera trails with heavy equipment and erosion control
• Execute a North Beach clean-up event with the Beach Preservation Commission
• Reuse 95% of mulch generated at city parks at city facilities
• Increase number of recycling receptacles at park and trail facilities by 10%
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Mulch generated in parks reused 95% 95% 95%
Increase in number of recycling receptacles at parks and trails 9% 10% 10%
E-48
COMMUNITY SERVICES |
PARKS & RECREATION: STREET TREE & MEDIAN MAINTENANCE
Account: 160
161
Fund: Special Revenue
Special Revenue
ABOUT
The Street Tree Maintenance Assessment District provides maintenance to all city-accepted street
trees within the public right-of-way, including specialized maintenance for street trees in the
Downtown Carlsbad Village area.
The Median Maintenance Assessment District provides landscape and irrigation maintenance for
approximately 68 acres of median planters and nine acres of developed parkways and streetscapes,
including the Downtown Carlsbad Village area.
SERVICES
• Inspect and prune all city trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental
cycle for high maintenance trees
• Respond to street tree service requests and provide storm and emergency assistance as
necessary
• Refine, support, administer and inspect the tree maintenance block pruning program
• Plant street trees and median trees within vacancies created by prior removals in
accordance with the Community Forest Management Plan
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 432,276$ 380,649$ 432,947$ 352,201$
Retirement Benefits 88,851 133,838 94,930 83,271
Health Insurance 40,462 40,575 61,330 43,827
Other Personnel Expenses 25,265 16,542 26,755 19,981
Personnel Services Subtotal 586,854 571,604 615,962 499,280
Operating Expenses
Professional & Contract Services 868,654 870,627 1,299,750 1,299,750
Supplies & Materials 8,961 21,099 56,933 45,222
Repair & Maintenance - - - -
Interdepartmental Charges (85,931) (21,797) (19,965) (6,117)
Other Operating Expenses 273,814 345,113 360,290 372,000
Capital Outlay - - - -
Operating Expenses Subtotal 1,065,498 1,215,042 1,697,008 1,710,855
TOTAL EXPENDITURES 1,652,352$ 1,786,646$ 2,312,970$ 2,210,135$
Full Time Positions 4.85 4.45 4.85 3.90
Hourly/FTE Positions 1.53 1.53 1.53 0.78
E-49
• Perform plan checks, conduct inspections and assume maintenance responsibility for street
trees of development projects or ensure a street tree maintenance agreement is executed
and recorded by the developer
• Administer and oversee landscape and irrigation maintenance for all city medians planters
and developed parkways and streetscapes, including litter control, weed abatement,
pruning, shrub and tree refurbishment and irrigation repairs
• Perform plan checks, conduct inspections, and assume maintenance responsibility for
medians and parkways constructed from city capital improvement projects and private
development, or ensure a median and parkway maintenance agreement is executed and
recorded by the developer
RECENT ACCOMPLISHMENTS
• Inspected and pruned city street trees and median trees on a 4 to 4.5-year cycle, and a 2 to
2.25-year supplemental cycle for high maintenance trees
• Added over 500 total trees to the city’s inventory, including those within street rights-of-way
and medians, in accordance with City Council-adopted Community Forest Management Plan
• Responded to approximately 600 street tree service requests and provided storm and
emergency assistance as necessary
• Refined, supported, administered and inspected canopy maintenance block pruning program
• Plan checked, inspected and assumed maintenance responsibility of street trees of
development projects or ensured a street tree maintenance agreement was executed and
recorded by developer
• Administered and oversaw landscape and irrigation maintenance for all city median planters
and developed parkways and streetscapes
• Commenced administration of new maintenance services agreement for Work Category B
GOALS
• Respond to tree service requests and provide storm and emergency assistance as necessary
• Refine, support, administer and inspect tree maintenance block pruning program
• Inspect and prune streets and medians trees on a 4 to 4.5-year cycle and a 2 to 2.25-year
supplemental cycle for high maintenance trees
• Add 500 total trees to the city’s inventory, including those within street rights-of-way and
medians, in accordance with City Council-adopted Community Forest Management Plan
• Administer and oversee landscape and irrigation maintenance for all city median planters
and developed parkways
• Inspect 5,000 trees for pruning
• Increase number of recycling receptacles within the Downtown Village and Northern Beach
Streetscapes by 10% to support waste diversion objectives
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Street trees inspected for pruning 5,060 5,587 5,000
Increase in number of recycling receptacles within
Downtown Village and Northern Beach Streetscapes 10% 10% 10%
E-50
COMMUNITY SERVICES |
PARKS & RECREATION: THE CROSSINGS AT CARLSBAD
MUNICIPAL GOLF COURSE
Account: 572 Fund: Enterprise
ABOUT
The Crossings at Carlsbad Municipal Golf Course is an 18-hole municipal golf course and event facility.
Amenities for public use include a 6,835-yard championship golf course, a clubhouse complete with a
golf shop, players’ lounge, sunset patio, banquet facilities, fireplace lit dining room, full-service
kitchen, outdoor deck with ocean views, and three miles of hiking trails that connect to Veterans
Memorial Park. JC Management, Inc. manages this facility via an agreement with the Carlsbad Public
Financing Authority.
SERVICES
• Administer management and operations agreement with JC Management, Inc.
• Maintain and renovate turf, landscaping, drainage and irrigation systems
• Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons
• Oversee food and beverage services at the players’ lounge, sunset patio, Canyons Restaurant
and snack bar
• Manage sales and marketing for golf and non-golf activities, special events, banquets,
weddings and other gatherings
• Train and oversee marshals, greeters and assistants servicing the course and clubhouse
RECENT ACCOMPLISHMENTS
• Implemented COVID-19 response through compliant, phased reopening plans in food and
beverage operations to allow revenues to resume while maintaining protocols for patron
safety
• Enhanced wedding offerings by completing the partial conversion of the existing women’s
locker room into a bridal preparation suite
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Operating Expenses
Professional & Contract Services 220,032$ 295,023$ 269,000$ 311,000$
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses 6,411,296 6,279,349 6,854,000 8,199,000
Capital Outlay 402,106 144,143 108,000 685,000
Operating Expenses Subtotal 7,033,434 6,718,515 7,231,000 9,195,000
TOTAL EXPENDITURES 7,033,434$ 6,718,515$ 7,231,000$ 9,195,000$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-51
• Initiated permit and design tasks for wayfinding banners on street light poles at The
Crossings Drive and Palomar Airport Road to improve visibility of the course and restaurant
• Initiated water conservation and turf replacement plan for areas out of play along Palomar
Airport Road
• Tilled and replenished sand and improved drainage in selective bunkers near greens
• Completed monitoring of construction activities for the replacement of liners in the two
lakes on the course
• Improved drainage on select fairways and greens
• Obtained Carlsbad Public Financing Authority approval on the scheduled replacement of the
lithium battery operated golf cart fleet and ancillary cart fleet and ordered replacements
GOALS
• Ensure the pace of play is under five hours per round of golf, via staff educating and
expediting patrons, and met pace of play goal on at least 90% of rounds played
• Execute a Capital Improvement Plan with projects that have an anticipated return on
investment or are needed for maintenance effectiveness or safety considerations
• Enhance wedding and banquet opportunities with the design and construction of an event
patio outside the front entrance to the clubhouse and adjacent to the new bridal suite
• Enhance wedding and banquet opportunities with the design and construction of upgrades
to the westside patio and a new groomsman suite in an underutilized area at the back of the
clubhouse
• Initiate design and permitting of entertainment bays at the driving range for an elevated
experience of patrons
• Install wayfinding banners on street light poles at The Crossings Drive and Palomar Airport
Road to improve visibility of the course and restaurant
• Replace the lithium battery operated golf cart fleet and ancillary cart fleet upon arrival of
new carts on order
• Order and replace designated maintenance vehicles, carts and riding equipment
• Till, replenish sand and improve drainage in selective bunkers near the greens
• Replace carpeting within the clubhouse golf shop and offices
• Grow number of banquets and receptions by 2%
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Golf rounds that met pacing goal 91% 91% 90%
Increase in number of banquets and receptions hosted -29% 23% 2%
E-52
F-1
ADMINISTRATIVE SERVICES
Administrative Services is a transparent,
innovative and efficient support services
branch that is accountable for the assets
entrusted to it. The branch, comprised of
finance, human resources and risk
management, innovation & economic
development, information technology, and
internal audit provides related services to city
staff and the public as well as promotes a
strong local economy.
Our employees work together to add value to
organizational processes, provide timely and
reliable service to our community and
business partners, and find creative solutions
to problems while protecting our assets. Key roles also include attracting and retaining a talented and
engaged city workforce and ensuring the economic vitality of the city.
Laura Rocha
Deputy City Manager, Administrative Services
442-339-2430
laura.rocha@carlsbadca.gov
F-2
F-3
ADMINISTRATIVE SERVICES |
ADMINISTRATION
Account: 0011110 Fund: General
ABOUT
Administrative Services Administration provides financial, analytical, budget, strategic and
administrative support to the Administrative Services Branch and organization.
SERVICES
• Provide branch leadership and strategic support, long-range financial management and
budget oversight, internal audit, contract administration, and records management
RECENT ACCOMPLISHMENTS
• Recommended a strategically balanced budget, maintaining City Council approved reserve
levels
• Developed Internal Audit Plan for fiscal year 2021-22 comprised of value-add audit and risk
assessment engagements including an audit of the city’s procurement processes and a city-
wide risk assessment
• Completed an internal audit of the city’s code enforcement program which evaluated the
effectiveness of the city’s code enforcement policies and procedures and the degree to
which code enforcement staff adhered to program guidelines
• Awarded a five-year contract to a regional public accounting firm to perform the city’s
annual external financial audits and issue the city’s Annual Comprehensive Financial Report
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages -$ -$ 344,395$ 475,970$
Retirement Benefits - - 80,653 114,312
Health Insurance - - 44,483 48,747
Other Personnel Expenses - - 10,251 14,411
Personnel Services Subtotal - - 479,782 653,440
Operating Expenses
Professional & Contract Services - - 30,000 30,000
Supplies & Materials - - 5,290 9,790
Repair & Maintenance - - 200 100
Interdepartmental Charges - - 45,451 45,407
Other Operating Expenses - - 8,160 9,060
Capital Outlay - - - -
Operating Expenses Subtotal - - 89,101 94,357
TOTAL EXPENDITURES -$ -$ 568,883$ 747,797$
Full Time Positions 0.00 0.00 3.00 3.00
Hourly/FTE Positions 0.00 0.00 0.50 0.70
F-4
GOALS
• Ensure the city’s short and long-term financial status is healthy and sound
• Work with city leadership and City Council to develop plans for addressing any forecast
shortfalls in funding for operations and infrastructure
• Evaluate opportunities for bond refinancing that will result in savings
• Enhance transparency, accountability, and integrity in operational areas using innovation
and technology to streamline procedures and processes
• Perform quarterly internal control assessments that contribute to the strength of the city
internal control environment
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Delivery of value-added internal audit engagements 1 4 5
Performance of internal control assessments 0 1 4
F-5
ADMINISTRATIVE SERVICES |
FINANCE
Account: 0011310 Fund: General
ABOUT
As a steward of the city’s assets and liabilities, the Finance Department sets and implements a
strategic financial management plan and provides information in an effective and timely manner,
ensuring the city makes sound financial decisions.
SERVICES
• Oversee the city budget and long-range financial planning
• Monitor the economy closely and continuously update the city’s Ten-Year Financial Forecast
to ensure the General Fund remains in balance throughout the year Present quarterly
financial updates to the City Council
• Provide general accounting and reporting
• Support treasury administration
• Manage debt, cashiering, purchasing, utility billing and business licensing
• Process payroll and payments
• Manage receiving, messenger and mail services
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 2,726,186$ 2,813,045$ 2,524,627$ 2,381,968$
Retirement Benefits 630,077 952,788 583,702 595,494
Health Insurance 379,662 390,664 411,702 412,860
Other Personnel Expenses 103,306 74,318 86,710 83,476
Personnel Services Subtotal 3,839,231 4,230,815 3,606,741 3,473,798
Operating Expenses
Professional & Contract Services 809,639 757,573 923,350 910,940
Supplies & Materials 259,124 217,738 329,870 294,320
Repair & Maintenance 11,157 7,678 12,350 13,975
Interdepartmental Charges 477,881 421,112 480,063 706,753
Other Operating Expenses 220,670 175,947 277,013 72,390
Capital Outlay - - 3,000 -
Operating Expenses Subtotal 1,778,471 1,580,048 2,025,646 1,998,378
TOTAL EXPENDITURES 5,617,702$ 5,810,863$ 5,632,387$ 5,472,176$
Full Time Positions 31.00 31.00 28.00 26.00
Hourly/FTE Positions 3.50 3.50 3.00 3.00
F-6
RECENT ACCOMPLISHMENTS
• Completed the mid-year budget review process, which identified budget savings and allowed
the City Council to direct these funds to support its goals
• Upgraded the city’s current financial information system to the latest platform
• Completed the Master Fee Schedule update
• Tracked and submitted required reporting for various COVID-19-related grants, including the
American Rescue Plan Act State and Local Fiscal Recovery Funds
• Started implementation of new accounting guidance for lease accounting under GASB 87
with completion planned in July 2022
• Began process to implement new accounting guidance for software contracts under GASB 96
• Maintained a balanced operating budget and submitted a balanced budget to City Council
for fiscal year 2022-23
• Implemented the use of electronic submission and storage of all payables documentation
and approvals to both streamline processing and reduce paper waste
• Maintained full service of payments to vendors and employees during pandemic shutdowns
• Brought the results of a revenue study forward to the City Council
• Assisted in the negotiation process for two of the city’s bargaining units, the Carlsbad Police
Management Association and Carlsbad Police Officers Association
• Implemented several internal audit recommendations, including additional guidance on the
taxability of transient rent receipts on the city’s website, to maximize the city’s revenue
• Assisted with program-specific external audits including Utilities, Public Works, and Police
• Integrated the Strategic Digital Transformation Investment Program into the budget
• Adopted a local debt policy in accordance with State Assembly Bill 1029
GOALS
• Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the
General Fund remains in balance
• Continue to improve procedures to mitigate risk through additional controls in payables
process
• Implement several modules in the city’s financial information system to increase efficiency
and enhance internal controls, including budgeting and contract management
• Continue supporting program-specific audit requests for funding the city receives
• Complete implementation and maintenance of GASB 87 and GASB 96
• Expand the use of electronic bidding to increase efficiencies in the procurement process
• Continue working with IT and Human Resources to develop a strategic plan for future
technology system consolidations
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
General Fund Reserve Ratio 52% 63% 58%
Credit rating AAA AAA AAA
F-7
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: SUMMARY
HUMAN RESOURCES
• Human Resources
• Risk Management
• Workers’ Compensation
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,904,629$ 1,859,530$ 1,932,885$ 2,226,427$
Retirement Benefits 394,814 598,304 415,731 522,408
Health Insurance 175,446 174,905 215,008 218,572
Other Personnel Expenses 76,294 27,662 61,306 71,844
Personnel Services Subtotal 2,551,183 2,660,401 2,624,930 3,039,251
Operating Expenses
Professional & Contract Services 3,303,272 3,594,989 4,552,280 5,009,864
Supplies & Materials 94,905 105,691 93,877 100,174
Repair & Maintenance - - - -
Interdepartmental Charges 258,072 249,648 355,441 351,220
Other Operating Expenses 4,391,389 5,666,592 4,470,050 5,051,850
Capital Outlay - - 3,834 -
Operating Expenses Subtotal 8,047,638 9,616,920 9,475,482 10,513,108
TOTAL EXPENDITURES 10,598,821$ 12,277,321$ 12,100,412$ 13,552,359$
General Fund 4,302,513$ 4,359,159$ 4,959,011$ 5,264,775$
Internal Service Fund 6,296,308$ 7,918,162$ 7,141,401$ 8,287,584$
TOTAL FUNDING 10,598,821$ 12,277,321$ 12,100,412$ 13,552,359$
Full Time Positions 17.00 17.00 17.00 18.00
Hourly/FTE Positions 2.20 2.20 2.20 2.20
F-8
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: HUMAN RESOURCES
Account: 00115XX Fund: General
ABOUT
The Human Resources Department provides services for the employees of the city so they can
provide the highest level of service to the public. The responsibilities of the department serve to
support the creation of a high-performance work culture that can carry out the vision for the
organization as defined by the City Council and the City Manager. The primary objectives are
achieving compliance with federal and state mandates, making process improvements to increase
efficiency and effectiveness and helping the city remain resilient while delivering exceptional service.
SERVICES
• Monitor and maintain employment compliance
• Manage recruitment, retention and onboarding, including the Internship and Department of
Defense SkillBridge programs
• Provide for workforce planning
• Manage employee engagement, learning and development programs
• Manage employee relations and investigations
• Oversee labor relations
• Conduct classification studies
• Maintain competitive and equitable compensation structures
• Manage employee benefits, leave of absence and personnel actions
• Develop and maintain diversity, equity and inclusion program
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,588,487$ 1,537,269$ 1,653,928$ 1,924,419$
Retirement Benefits 319,916 492,744 349,629 446,332
Health Insurance 144,408 131,789 159,292 163,101
Other Personnel Expenses 51,042 38,766 51,900 61,483
Personnel Services Subtotal 2,103,853 2,200,568 2,214,749 2,595,335
Operating Expenses
Professional & Contract Services 1,379,795 1,385,821 1,749,780 1,707,864
Supplies & Materials 87,230 101,202 88,774 95,174
Repair & Maintenance - - - -
Interdepartmental Charges 233,256 238,056 331,524 315,252
Other Operating Expenses 498,379 433,512 570,350 551,150
Capital Outlay - - 3,834 -
Operating Expenses Subtotal 2,198,660 2,158,591 2,744,262 2,669,440
TOTAL EXPENDITURES 4,302,513$ 4,359,159$ 4,959,011$ 5,264,775$
Full Time Positions 14.00 14.00 14.00 15.00
Hourly/FTE Positions 2.20 2.20 2.20 2.20
F-9
RECENT ACCOMPLISHMENTS
• Led COVID-19 Task Force in partnership with the Fire Department
• Provided all mandated training to employees to remain compliant with state and federal law
• Updated benefit plan documents to remain compliant with all related laws
• Offered online classes to support the organization’s learning needs in addition to
professional growth and leadership academies
• Filled over 275 vacant full-time and part-time positions in fiscal year 2020-21 and expect to
fill over 370 positions in fiscal year 2021-22
• Processed 5,468 job applications in fiscal year 2020-21 and expect to process 6,300 in fiscal
year 2021-22
• Completed 24 full-time promotions in fiscal year 2020-21 and expect to process 90 in fiscal
year 2021-22
• Conducted multiple executive recruitments without the use of independent contractors,
resulting in substantial cost savings
• Implemented a new SkillBridge program in partnership with the Department of Defense to
provide career transition opportunities for those transitioning out of military service
• Conducted negotiations for new labor contracts with the Carlsbad Police Management
Association and Carlsbad Police Officers Association
• Offered a variety of trainings and worked with an employee committee to develop a City
Council-approved plan for Diversity, Equity & Inclusion program
• Met and conferred with bargaining units on the Substance Abuse, Discretionary Leave,
Catastrophic Leave Donation and Equal Employment Opportunity policies
• Resolved Fair Labor Standards Act overtime issue with all bargaining units
GOALS
• Maintain 100% compliance for legally mandated employee training
• Maintain a voluntary turnover rate of 10% or less
• Continue to develop new Let’s Connect program for performance management
• Continue to develop Diversity, Equity &I Inclusion program and Department of Defense
SkillBridge program
• Implement new or updated employment and labor compliance policies
• Negotiate labor contracts with Carlsbad Firefighters’ Association and Carlsbad City
Employees’ Association, effective Jan. 1, 2023
• Review employee benefits to maintain compliance and industry standards
• Review compensation structure to maintain market competitiveness
• Continue to increase use of data analytics in all program areas to be used citywide
• Expand social media outreach for recruitments
• Continue to collaborate with other North Zone fire agencies to conduct joint promotional
assessments to save time and money and improve processes
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Voluntary turnover rate 4% 9% 10%
Legally mandated employee training compliance rate 100% 100% 100%
F-10
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: RISK MANAGEMENT
Account: 6121930 Fund: Internal Service
ABOUT
Risk Management administers funding of the self-insured and insured portions of the city’s liability
insurance program which helps protect the city’s financial interests. Risk Management works closely
with the City Attorney’s Office and outside legal counsel to monitor, control, and resolve litigated
claims. Risk Management also works to recover monetary losses to city property caused by the
negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act
Coordinator and assists with ongoing efforts of the city to comply with Title II of the ADA.
Additionally, Risk Management oversees the city’s safety compliance program.
SERVICES
• Manage all liability claims received by the city
• Collaborate and resolve all risk management-related litigation with the City Attorney’s Office
• Pursue loss recovery and manage loss prevention program for employee-related losses
• Evaluate and provide advice regarding insurance purchases
• Manage subrogation of third-party damage to city assets
• Monitor compliance related to insurance requirements for all citywide independent
contractors
• Manage the citywide Safety Program
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 205,024$ 208,192$ 199,626$ 211,880$
Retirement Benefits 49,807 72,127 48,212 53,373
Health Insurance 23,304 31,011 33,628 33,442
Other Personnel Expenses 14,431 6,980 6,726 7,208
Personnel Services Subtotal 292,566 318,310 288,192 305,903
Operating Expenses
Professional & Contract Services 1,405,177 1,672,661 2,041,500 2,516,000
Supplies & Materials 7,675 4,489 5,103 5,000
Repair & Maintenance - - - -
Interdepartmental Charges 24,324 10,632 23,207 23,967
Other Operating Expenses 785,969 669,043 849,700 929,700
Capital Outlay - - - -
Operating Expenses Subtotal 2,223,145 2,356,825 2,919,510 3,474,667
TOTAL EXPENDITURES 2,515,711$ 2,675,135$ 3,207,702$ 3,780,570$
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
F-11
RECENT ACCOMPLISHMENTS
• Adopted and implemented Administrative Order No. 6, the Injury & Illness Prevention
Program
• Created citywide COVID-19 Prevention Plan in compliance with California Division of
Occupational Safety and Health requirements
• Successfully passed a claims audit commissioned by the city’s liability insurance pool
• Maintained 78% recovery rate of monetary losses to city property caused by the negligence
of third parties in fiscal year 2020-21
GOALS
• Continue enhancement of the city’s safety program to ensure better training of employees
and fewer accidents
• Maintain at least 80% closure rate for open andor pending claims
• Continue aggressive follow-up on subrogation efforts to maintain city property loss
recoveries at 75% or higher
• Review the ADA strategic plan to increase the effectiveness of the city’s program in
preventing discrimination against qualified individuals with disabilities
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
New claims that are closed 88% 80% 80%
Recovered damages to city property 78% 80% 80%
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Increased budget for insurance premiums and legal expenses to cover anticipated higher
liability and property insurance premiums and legal fees for the coming year
F-12
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: WORKERS’ COMPENSATION
Account: 6111520 Fund: Internal Service
ABOUT
This internal service fund is used to support the work-related injury and illness program.
SERVICES
• Work with injured employees and physicians to ensure timely medical treatment
• Coordinate employees’ return to work, including light duty assignments
• Work directly with injured employees to settle outstanding claims without litigation
• Provide information and recommendations to department supervisors to prevent work-
related injuries
RECENT ACCOMPLISHMENTS
• Implemented new policies and practices to comply with new legal mandates
• Resolved and closed 218 claims in fiscal year 2020-21 and expect to resolve and close 225
claims in fiscal year 2021-22
GOALS
• Continue to improve systems to monitor lost days of work
• Continue to share workers’ compensation data with management to effect change,
especially in key departments
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 111,118$ 114,069$ 79,331$ 90,128$
Retirement Benefits 25,091 33,433 17,890 22,703
Health Insurance 7,734 12,105 22,088 22,029
Other Personnel Expenses 10,821 (18,084) 2,680 3,153
Personnel Services Subtotal 154,764 141,523 121,989 138,013
Operating Expenses
Professional & Contract Services 518,300 536,507 761,000 786,000
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges 492 960 710 12,001
Other Operating Expenses 3,107,041 4,564,037 3,050,000 3,571,000
Capital Outlay - - - -
Operating Expenses Subtotal 3,625,833 5,101,504 3,811,710 4,369,001
TOTAL EXPENDITURES 3,780,597$ 5,243,027$ 3,933,699$ 4,507,014$
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
F-13
• Continue to make recommendations to reduce the number of days an employee is out of the
workplace due to a work-related cause
• Ensure employees receive timely treatment to reach maximum medical improvement
• Work directly with injured employees to settle outstanding claims without litigation
• Develop workers’ compensation strategic plan and data analytics
• Minimize the number of lost days of work due to work-related injuries and illnesses
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Average lost days of work per claim 56 40 40
Litigated claims as percent of open claims 1% 1% 1%
F-14
ADMINISTRATIVE SERVICES |
INFORMATION TECHNOLOGY
Account: 640, 641 Fund: Internal Service
ABOUT
The Information Technology Department supports the technology needs of all city departments.
There are seven service areas within IT, each with specific responsibilities to help the other city
departments meet their goals.
SERVICES
• Administer and oversee the department’s use of resources and formation of priorities
• Support operations through implementation and support of technology infrastructure
• Implement and support enterprise software applications and systems
• Provide project management services to ensure all technology implementations and system
upgrades are performed in a standardized methodology
• Provide client services through a service desk, PC support and strategic initiatives
• Support public safety through technology implementation and support specifically designed
for the unique requirements of the Police and Fire departments
• Oversee information technology security policies and practices as well as threat investigation
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 3,848,307$ 4,115,428$ 4,202,169$ 5,105,721$
Retirement Benefits 878,094 1,390,694 978,885 1,115,814
Health Insurance 433,595 524,700 604,865 713,650
Other Personnel Expenses 256,758 (265,758) 136,928 161,902
Personnel Services Subtotal 5,416,754 5,765,064 5,922,847 7,097,087
Operating Expenses
Professional & Contract Services 1,104,497 1,868,980 1,440,900 1,331,000
Supplies & Materials 213,292 184,712 121,700 134,497
Repair & Maintenance 1,219,973 2,948,269 3,924,685 4,295,130
Interdepartmental Charges 21,948 25,608 32,769 35,668
Other Operating Expenses 1,185,872 2,031,060 1,824,512 1,793,150
Capital Outlay 300,236 1,460,141 1,102,365 791,435
Operating Expenses Subtotal 4,045,818 8,518,770 8,446,931 8,380,880
TOTAL EXPENDITURES 9,462,572$ 14,283,834$ 14,369,778$ 15,477,967$
Full Time Positions 35.00 37.00 37.00 43.00
Hourly/FTE Positions 3.00 1.00 1.00 0.99
F-15
RECENT ACCOMPLISHMENTS
• Enhanced and modernized of the staff identity management solution, technology
infrastructure, audiovisual capabilities and public safety data analytics
• Upgraded enterprise applications including the financial, utility billing, utility mobile work
order and remittance processing systems
• Implemented unified communication system, virtual queuing application, online permitting
portal and numerous cyber security program enhancements
• Completed over 10,000 service desk tickets, deployed more than 300 mobile devices and
250 computers, supported numerous building construction and remodel projects, installed
closed-circuit video cameras at various city locations, and converted the Police Department’s
backfile of thousands of paper records going back 12 years
• Achieved cost savings through strategic application of internal staff expertise as opposed to
leveraging external consultants on large-scale technical projects
GOALS
• Upgrade enterprise applications such as the Public Works and IT workorder systems,
permitting, utility billing customer portal, and the citywide timekeeping system
• Implement project portfolio management, enterprise asset management, electronic reviews,
virtual permit counter, Police computer-aided dispatch and mobile system, enterprise digital
asset management solution and staff report management system
• Expand software platform for records management system forms, business process
automation and Police Department analytics
• Develop assessment tools to identify strategies for future projects, including an action
plan for IT service improvements
• Support the opening of the new Fire Station 2 and temporary Fire Station 7 as well as the
Police and Fire Headquarters remodel
• Continue modernization of IT infrastructure for projects supporting improved security and
data analytics, such as: extending the Carlsbad Digital Information Network, deploying
applications in support of the city's data science efforts, developing a cyber security
program, installing closed-circuit video cameras at various city locations, and consolidating
disparate endpoint management systems
• Reduce critical incidents to under industry standards of 2.5%
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Tickets marked critical incidents 3.08% 2.42% 2.30%
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Restructured and reorganized the GIS Division to the Innovation & Economic Development
to better support the needs and requirements of the city
• Added one Assistant IT Director position by restructuring the GIS Manager position, which
will oversee the customer-based services of IT
• Restructured 9.49 business system specialist positions into IT to better support the needs of
the city and to standardize the duties of these positions
• Converted one part-time position to one full-time client systems associate administrator
position
F-16
ADMINISTRATIVE SERVICES |
INNOVATION & ECONOMIC DEVELOPMENT
Account: 0011033
0011035
Fund: General
ABOUT
Innovation & Economic Development works to support a vibrant and diverse economy by cultivating
a culture of innovation and collaboration among city departments and regular engagement with the
business community. Through innovative programming and business support services, I&ED supports
economic growth, attracts new businesses in targeted industries, partners with regional economic
developers and solidifies the city’s position as a vibrant employment hub. I&ED also provides citywide
data services including managing the Data Governance Committee, implementing the Citywide Data
Governance and Management policy and providing training for citywide data initiatives to power
data-driven decision making with analytics and data visualization.
SERVICES
• Conduct business expansion, attraction and retention activities
• Serve all industry sectors through innovative efforts in talent attraction, traded economies
and fostering of business clusters that provide for an inclusive economy
• Develop and maintain innovative business support programs and act as the city’s liaison to
the business community to remove barriers to economic growth and vitality
• Provide governance and training for citywide data initiatives to power data-driven decision
making with advanced analytics and data visualization
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 193,649$ 662,249$ 646,452$ 1,247,953$
Retirement Benefits 49,387 175,812 142,175 285,472
Health Insurance 20,012 55,344 61,563 153,691
Other Personnel Expenses 7,676 15,622 19,443 39,591
Personnel Services Subtotal 270,724 909,027 869,633 1,726,707
Operating Expenses
Professional & Contract Services 724,785 392,923 213,000 411,400
Supplies & Materials 49,821 65,200 64,879 72,259
Repair & Maintenance - - - 105,400
Interdepartmental Charges 41,148 53,820 104,284 227,128
Other Operating Expenses 10,917 6,498 12,830 43,057
Capital Outlay - 135 - -
Operating Expenses Subtotal 826,671 518,576 394,993 859,244
TOTAL EXPENDITURES 1,097,395$ 1,427,603$ 1,264,626$ 2,585,951$
Full Time Positions 2.00 4.00 4.00 9.00
Hourly/FTE Positions 0.50 1.00 1.00 0.00
F-17
• Provide citywide training in design thinking, strategic planning, innovation thinking, process
improvement and re-engineering, data management, data analytics and data visualization
• Provide data systems consultation, evaluation, migration and data system upgrades to
ensure business continuity while replacing legacy systems
RECENT ACCOMPLISHMENTS
• Continued managing the city’s economic response to COVID-19, including joint
communications to Carlsbad businesses with the Carlsbad Chamber, Carlsbad Village
Association and Visit Carlsbad and provided direct support to over 800 businesses
• Implemented small business support programs through the Economic Revitalization and
Recovery Initiative including a small business loan program and Gift Carlsbad
• Expanded the Economic Insights and Intelligence program to deliver various data products
including quarterly economic scans
• Launched Life in Action Recruiter pilot to directly connect interested talent with companies
based on skills
• Implemented the Age-Friendly Carlsbad initiative, a cross-departmental project supported
by AARP to support intergenerational activities and older adults
• Spurred the creation of innovative data visualization tools to support city goals
• Developed a data governance and management policy, which was approved by City Council
• Ran innovation sprints to improve processes, save money and deliver more efficient service
• Developed digital projects and process improvements to maximize savings
• Provided direct training to department analysts on using data visualization tools to allow for
data insights self-service
GOALS
• Drive strategic economic recovery, revitalization and growth
• Expand and optimize support services for city businesses and city departments engaging
with businesses, including reaching more companies through BEAR activities
• Convene industry advisory groups to ensure the city is aware of current and anticipated
challenges for our diverse business community
• Create and deploy new and innovative programs to support business resiliency
• Provide more hours of data training to city staff
• Develop a coordinated approach to citywide data-driven decisions
• Identify opportunities and challenges that can be addressed using data
• Develop training for performance management, data and continuous improvement
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Companies reached through BEAR activities 40 45 50
Hours of data training conducted 28 20 30
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Transferred the GIS group from IT to I&ED to create the Citywide Data Services group, which
is responsible for citywide data governance, GIS services, and data training
• Converted two part-time positions to one full-time Strategic Plan Analyst to support the
city’s growing data needs in meeting City Council goals
F-18
ADMINISTRATIVE SERVICES |
MISCELLANEOUS NON-DEPARTMENTAL
Account: 00190XX Fund: General
ABOUT
The miscellaneous non-departmental accounts for all General Fund transfers to other funds, City
Council contingencies and other miscellaneous General Fund expenses, such as outside legal counsel,
personnel vacancy savings, citywide final vacation pay, and citywide dues and subscriptions.
COVID-19 related expenditures in fiscal years 2019-20,2020-21, and 2021-22 are associated with the
COVID-19 Economic Recovery and Revitalization Initiative and COVID-19 specific expenditures that
the city believes are recoverable through various reimbursements.
Vacancy savings, or anticipated personnel savings over the course of the fiscal year, are being added
to the budget in fiscal year 2022-23. Accounting for $2 million in vacancy savings will allow for
budgeted personnel costs to more closely align with actual personnel costs in the General Fund.
ADMINISTRATIVE SERVICES |
MISCELLANEOUS NON-DEPARTMENTAL
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Miscellaneous Non-Departmental Expenditures
Legal Services 697,114 755,312$ 1,200,000$ 1,000,000$
Community Contributions 7,983 2,595$ - -
Personnel Related 152,582 184,337$ 850,000 1,050,000
Professional Services 39,195 34,194$ 42,000 41,658
Property Tax and Other Administration 658,895 759,165$ 750,000 750,000
Dues and Subscriptions 71,519 72,714$ 80,000 80,000
COVID-19 Related 910,211 245,579$ - -
Vacancy Savings - - - (2,000,000)
Other Miscellaneous Expenditures 3,860,320 1,055,650$ - 100,000
Miscellaneous Non-Departmental Subtotal 6,397,819 3,109,546 2,922,000 1,021,658
General Fund Transfers
Transfer to General Capital Construction Fund 5,111,500 4,500,000 5,353,000 3,956,000
Transfer to Infrastructure Replacement Fund 5,111,500 4,500,000 5,353,000 3,956,000
Transfer from Infrastructure Replacement Fund - - (5,070,000) -
Transfer to Strategic Digital Transformation Investment Program - - - 3,956,000
Transfer to LLD #1 (Medians & Trees)950,000 700,000 1,190,000 1,400,000
Transfer to Storm Water Program 303,052 281,040 322,000 332,000
Miscellaneous Transfers Out 2,090,114 47,031,506 - -
General Fund Transfers Subtotal 13,566,166 57,012,546 7,148,000 13,600,000
City Council Contingencies
Contingencies - - 500,000 500,000
TOTAL EXPENDITURES 19,963,985$ 60,122,092$ 10,570,000$ 15,121,658$
G-1
POLICY & LEADERSHIP
The City of Carlsbad follows a council-manager form
of government, where elected City Council members
provide direction on the policies and regulations that
govern the operations of the city. The Policy &
Leadership branch includes the following areas:
• Office of the City Council
• Office of the City Treasurer (elected)
• Office of the City Manager
• Office of the City Attorney
• Office of the City Clerk (elected)
• Communication & Engagement
The City Council appoints the city manager, city
attorney and members of the city’s boards,
commissions and committees. The Office of the City
Manager handles administration and oversight of
the city organization, including hiring the city
workforce, supervising city departments and
ensuring the City Council’s policy priorities are met.
Scott Chadwick
City Manager
442-339-2820
manager@carlsbadca.gov
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
The City Council is continuing work to advance their goals identified in fiscal year 2021-22 and to
refine them through an ongoing Strategic Planning Process. In December 2021, the City Council
initiated work on a five-year Strategic Plan and identified five goal themes:
• Economic vitality
• Sustainability and the environment
• Community character
• Quality of life and safety
• Organizational excellence and fiscal health
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 260,589$ 274,624$ 286,814$ 295,280$
Retirement Benefits 51,736 84,102 60,010 62,121
Health Insurance 71,041 85,962 102,479 85,148
Other Personnel Expenses 7,726 6,390 6,142 6,478
Personnel Services Subtotal 391,092 451,078 455,445 449,027
Operating Expenses
Professional & Contract Services 1,815 5,453 46,000 46,500
Supplies & Materials 10,756 6,211 24,929 25,310
Repair & Maintenance - - - -
Interdepartmental Charges 34,992 25,020 79,815 88,478
Other Operating Expenses 27,873 215 43,786 42,905
Capital Outlay - - - -
Operating Expenses Subtotal 75,436 36,899 194,530 203,193
TOTAL EXPENDITURES 466,528$ 487,977$ 649,975$ 652,220$
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-4
Specifically, the current goals are targeted at:
• Reducing the city’s unsheltered homeless population among those who want help by 50%
within five years
• Bringing the city’s Fire Department into conformance with Standards of Cover evaluation, a
comprehensive review of fire and emergency medical services that identified the need for
additional staffing and facilities to address the city’s changing demographics and
development patterns
• Initiating work through a citizens committee to create a new plan to manage growth in a
way that maintains an excellent quality of life
• Fostering constructive City Council communication and teamwork and operating in
accordance with the city’s new ethics ordinance to support the delivery of superior public
service
The City Council also identified three key areas to be integrated into everything the city does:
• Diversity, equity and inclusion
• Meaningful and early public engagement
• Technology infrastructure
G-5
POLICY AND LEADERSHIP |
OFFICE OF THE CITY TREASURER
Account: 0010310 Fund: General
ABOUT
The Office of the City Treasurer provides cash and investment management services which adhere to
the city’s Investment Policy and meet the changing investment needs of the city to optimize
investment returns, consistent with maintaining safety of principal, ensuring sufficient liquidity and
return on investment.
SERVICES
Manage reporting and oversight of the city’s cash and investments
RECENT ACCOMPLISHMENTS
• Researched and expanded investment opportunities into municipal bonds
• Expanded the cash handling process
• Worked with the Finance Department to upgrade the city’s safe and armor pickup system
• Assisted with planning and implementation of the new payment portals for permitting
• Worked with the Finance Department on the upgrade of the city’s financial information
system
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 84,431$ 87,323$ 88,744$ 93,617$
Retirement Benefits 20,613 32,101 20,406 22,729
Health Insurance 21,316 25,958 28,773 26,346
Other Personnel Expenses 2,892 2,368 2,707 2,906
Personnel Services Subtotal 129,252 147,750 140,630 145,598
Operating Expenses
Professional & Contract Services 60,974 57,086 70,600 74,229
Supplies & Materials 2,081 1,488 2,414 1,810
Repair & Maintenance - - - -
Interdepartmental Charges 23,460 29,076 32,683 21,908
Other Operating Expenses 17 - 4,425 6,400
Capital Outlay - - - -
Operating Expenses Subtotal 86,532 87,650 110,122 104,347
TOTAL EXPENDITURES 215,784$ 235,400$ 250,752$ 249,945$
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-6
GOALS
• Anticipate and meet the changing investment needs of the city to optimize investment
returns, consistent with maintaining safety of principal while ensuring sufficient liquidity and
return on investment
• Further develop the City Treasurer webpage on the city’s website, informing the community
of the mission of the City Treasurer, the city’s Investment Policy and investment activities
• Use the City Treasurer webpage of the city’s website as a forum to receive and respond
community comments and questions
• Continue to participate in the city’s Citizens Academy
• Use innovative solutions to fund modern and secure cash handling solutions even in
uncertain times
G-7
POLICY AND LEADERSHIP |
OFFICE OF THE CITY MANAGER
Account: 0011010 Fund: General
ABOUT
The Office of the City Manager is dedicated to continuous improvement and organizational
excellence that fosters the well-being of a high performing organization that delivers impactful results
to further the public good.
SERVICES
The City Manager’s Office provides City Council support, administrative leadership of city operations,
policy development management, monitors and manages legislative affairs and provides general
management of public communication and engagement.
RECENT ACCOMPLISHMENTS
• Initiated a five-year Strategic Planning effort to assist in prioritizing the goals and objectives
of the City Council and community, focusing on long term fiscal sustainability and CIP
prioritization
• Led the city’s response to the COVID-19 public health emergency, including a safe and
measured return to in person services
• Reduced and restructured the city budget in response to continuing COVID-19 related fiscal
and operational impacts
• Ensured timely follow up of all City Council and constituent services requests
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,608,369$ 1,061,278$ 1,097,959$ 1,167,148$
Retirement Benefits 387,446 475,362 282,128 316,038
Health Insurance 175,974 133,336 144,821 143,953
Other Personnel Expenses 46,837 28,167 32,234 34,078
Personnel Services Subtotal 2,218,626 1,698,143 1,557,142 1,661,217
Operating Expenses
Professional & Contract Services 154,796 115,652 377,365 305,240
Supplies & Materials 37,432 22,318 43,129 55,179
Repair & Maintenance - - - -
Interdepartmental Charges 135,204 98,460 104,918 95,891
Other Operating Expenses 32,175 4,423 29,543 38,618
Capital Outlay (3,272) 541 - -
Operating Expenses Subtotal 356,335 241,394 554,955 494,928
TOTAL EXPENDITURES 2,574,961$ 1,939,537$ 2,112,097$ 2,156,145$
Full Time Positions 12.00 7.00 7.00 7.00
Hourly/FTE Positions 0.50 0.00 0.00 0.00
G-8
• Managed robust state and federal legislative program including sponsorship of state
legislation as well as coordination of City Council Legislative Committee
• Supported Clean Energy Alliance expansion and operations
• Extensive collaboration with neighboring cities and regional organizations to better share
best practices for improved cooperation and efficiencies in government
GOALS
• Continue to effectively manage the response, reopening and recovery related to the COVID-
19 public health emergency
• Ensure the most efficient and effective provision of city services while adapting to changing
financial conditions
• Adapt community engagement and transparency efforts to foster authentic civic
engagement with residents, organizations and businesses through alternative methods due
to public health restrictions
• Increase intergovernmental collaboration and legislative advocacy with local, state and
federal governments to further the City Council adopted legislative platform and support as-
needed special projects
G-9
POLICY AND LEADERSHIP |
OFFICE OF THE CITY ATTORNEY
Account: 0011210 Fund: General
ABOUT
The Office of the City Attorney consists of the city attorney, three assistant city attorneys, two deputy
city attorneys and support staff. The city attorney is appointed by the Mayor and the City Council.
SERVICES
• Advise the City Council, committees, boards and commissions
• Prepare and review ordinances and resolutions
• Provide legal opinions on questions from the City Council, City Manager or other city officers
• Attend City Council meetings as well as meetings of other boards and commissions as
deemed necessary
• Negotiate and prepare all contracts
• Represent the city in court proceedings and report to the City Council on litigation
• Enforce city laws and regulations
• Prepare contracts, forms and instruments for approval or execution
• Appear on behalf of the city before regulatory and legislative agencies
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 1,260,706$ 1,266,674$ 1,320,642$ 1,332,053$
Retirement Benefits 311,635 472,390 338,520 354,851
Health Insurance 114,307 129,650 148,875 145,714
Other Personnel Expenses 36,928 31,924 38,788 39,341
Personnel Services Subtotal 1,723,576 1,900,638 1,846,825 1,871,959
Operating Expenses
Professional & Contract Services 2,576 3,063 3,445 2,700
Supplies & Materials 44,218 31,209 41,341 35,757
Repair & Maintenance - - - -
Interdepartmental Charges 122,472 97,332 129,456 106,780
Other Operating Expenses 17,218 4,224 16,069 16,312
Capital Outlay - - - -
Operating Expenses Subtotal 186,484 135,828 190,311 161,549
TOTAL EXPENDITURES 1,910,060$ 2,036,466$ 2,037,136$ 2,033,508$
Full Time Positions 8.00 8.00 8.00 8.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-10
RECENT ACCOMPLISHMENTS
• Advised the City Council, City Manager and city staff on legal issues related to state and
county health orders
• Prepared new Municipal Code provisions related to the theft of catalytic converters, e-bike
safety and the reduction of single-use plastics
• Worked with Police Department to obtain Gun Violence Restraining Orders as appropriate
for domestic violence and mental health incidents
• Reviewed and advised on numerous contracts, public records requests and City Council
inquiries
• Assisted with establishing, staffing and advising the city’s first Independent Redistricting
Commission and prepared Municipal Code revisions to implement new City Council District
maps
• Advised the City Council, City Manager and city staff on legal issues related to the
development and implementation of programs to address issues of homelessness
• Spearheaded the formation of a countywide attorney discussion group on homelessness
through the City Attorneys’ Association of San Diego County
GOALS
• To provide quality and timely legal advice to all elected and appointed city officials and all
branches, assisting them in making sound legal decisions to carry out the goals of the City
Council
• Complete comprehensive update of Municipal Code, City Council policies and administrative
orders
• Support the City Manager in strategic operations related to ongoing and significant capital
projects
G-11
POLICY AND LEADERSHIP|
OFFICE OF THE CITY CLERK
Account: 0010210, 0011610 Fund: General
ABOUT
The Office of the City Clerk serves as a vital link between city government and those it serves,
providing access to public records, publishing City Council agendas, preparing minutes and serving as
the city’s election official.
SERVICES
• Prepare City Council agendas
• Prepare minutes
• Complete legal noticing and publishing
• Maintain Fair Political Practices Commission filings
• Maintain Carlsbad Municipal Code
• Maintain, preserve and provide access to all legislative documents
• Administer elections
• Notarize documents
• Provide proofs of life certifications
• Assist City Attorney’s Office with citywide ethics training
• Ensure public records are archived, preserved and accessible to the public
• Respond to Public Records Act Requests
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 586,938$ 593,961$ 630,775$ 659,421$
Retirement Benefits 118,851 192,490 132,962 142,961
Health Insurance 102,851 96,418 106,349 109,601
Other Personnel Expenses 23,359 15,723 20,069 21,990
Personnel Services Subtotal 831,999 898,592 890,155 933,973
Operating Expenses
Professional & Contract Services 24,427 30,415 100,500 70,500
Supplies & Materials 80,672 45,894 66,406 42,456
Repair & Maintenance 677 - 5,221 4,196
Interdepartmental Charges 144,324 120,648 156,387 143,237
Other Operating Expenses 44,318 111,486 81,800 199,800
Capital Outlay - - - -
Operating Expenses Subtotal 294,418 308,443 410,314 460,189
TOTAL EXPENDITURES 1,126,417$ 1,207,035$ 1,300,469$ 1,394,162$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
G-12
• Process subpoenas, summons and claims
• Develop and implement records management and document management programs
• Process recorded documents and bond releases
• Provide document research assistance to staff and the public
• Provide training and support to various department personnel designated to scan
documents into the city’s records repository
• Manage and coordinate destruction of records past retention
RECENT ACCOMPLISHMENTS
• Conducted the process to fill the City Council District 1 vacancy
• Updated the Carlsbad Municipal Code relating to the elected City Clerk
• Placed Measure C – Appointive City Clerk on the June 2022 Statewide Primary Election
• Began work on the agenda management workflow process through Laserfiche
• Completed the redistricting process for the city
• Completed drawing mylar consolidation project, which consolidated 40,000 pdf files into
4,000 multipage pdf files
• Assisted Fire Prevention in creating a digital records process and digitizing their legacy records
• Facilitated the live streaming of all board and commission meetings
GOALS
• Conduct the November 2022 General Municipal Election
• Fully automate the staff report routing process through Laserfiche
• Obtain a digital posting board to push out all agendas electronically throughout the city for
greater accessibility in conformance with the Brown Act
• Perform the 2022 Conflict of Interest Biannual Review
• Evaluate feasibility of offering passport application acceptance services
• Continue to systematically update the Carlsbad Municipal Code and City Council Policies
• Provide greater access to public records on the city website
• Provide Citywide Public Records Act and Ethics training
• Update the Records Retention Schedule and provide city staff with training
• Explore automation and workflows in Laserfiche
• Continue to collaborate with various departments on digitizing their documents
• Continue to conduct departmental records audits
G-13
POLICY & LEADERSHIP |
COMMUNICATION & ENGAGEMENT
Account: 0011012, 0011016
1381010
Fund: General
Special Revenue – Local Cable Infrastructure
ABOUT
The city’s communication and engagement program has two main areas of focus: to foster open,
two-way communication with the community about city issues, programs and services, leading to a
more responsive and transparent government; and to encourage and facilitate the community’s
participation in city decisions that affect their lives. This department is also responsible for promoting
communication and engagement within the city organization so employees are not only informed but
can see how their day-to-day work supports the larger city mission.
SERVICES
• Develop community engagement programs that facilitate early and meaningful public input
in city government decision making
• Manage the city’s digital communication channels, including the city website, social media,
email and text alerts, and an employee intranet
• Develop informational materials including fact sheets, fliers and newsletters that further
understanding of city issues, news, services and events
2019-20
Actual
2020-21
Actual
2021-22
Budget
2022-23
Budget
Personnel Services
Salaries & Wages 784,116$ 756,371$ 887,064$ 1,073,526$
Retirement Benefits 140,573 230,127 171,276 239,499
Health Insurance 105,126 112,283 123,779 174,135
Other Personnel Expenses 29,037 19,566 27,831 34,715
Personnel Services Subtotal 1,058,852 1,118,347 1,209,950 1,521,875
Operating Expenses
Professional & Contract Services 468,064 323,325 575,250 516,201
Supplies & Materials 156,765 73,442 128,091 107,686
Repair & Maintenance - - - -
Interdepartmental Charges 144,600 134,940 172,377 194,963
Other Operating Expenses 26,296 17,401 30,505 33,467
Capital Outlay 4,242 162,484 - -
Operating Expenses Subtotal 799,967 711,592 906,223 852,317
TOTAL EXPENDITURES 1,858,819$ 1,829,939$ 2,116,173$ 2,374,192$
General Fund 1,651,700$ 1,493,938$ 1,771,173$ 1,979,186$
Special Revenue Fund 207,119 336,001 345,000 395,006
Total Funding 1,858,819$ 1,829,939$ 2,116,173$ 2,374,192$
Full Time Positions 7.00 7.00 7.00 9.00
Hourly/FTE Positions 3.50 3.50 3.50 1.50
G-14
• Write and edit staff reports to ensure information presented at City Council meetings is
clear, complete and accurate
• Develop informational videos and produce video recordings and livestream all City Council
meetings and meetings of boards, commissions and committees
• Enable the community to watch City Council meetings and find out about city issues, news,
services and events on a dedicated 24/7 government cable channel
• Provide accurate, timely information to the media
• Provide communication skills training to city staff
• Provide employee communication that supports an informed and engaged workforce
• Provide communication skills training to city staff
• Maintain a trained team of city staff ready to perform public information duties 24/7 in case
of an emergency
RECENT ACCOMPLISHMENTS
• Launched a new online public engagement portal, attracting more than 3,000 participants in
its first three months
• Gathered community input on the City Council strategic plan, the future of south Carlsbad’s
coastline, sites for new housing, the CAP Update, City Council redistricting, Barrio lighting
and Veterans Memorial Park memorial designs and objective design standards
• Developed and distributed 52 editions of the city’s e-newsletter
• Increased email database to 83,000, an increase of 16% over the previous year
• Sent 550 targeted emails regarding city issues, programs and events, with an average open
rate of 55%, more than double the industry standard
• Produced and distributed 246 news releases and articles about city services and programs
• Posted 1,140 tweets generating 823,000 impressions
• Posted 1,700 updates on Facebook generating 768,000 impressions
• Increased Instagram followers to 17,000, an increase of 15% over the previous year
• Produced 169 videos and generated a total of 1.4 million video impressions
• Increased YouTube subscribers to 2,456, an increase of 17% over the previous year
GOALS
• Complete a minimum of three community engagement programs with at least 500
participants each for citywide programs and 150 participants each for neighborhood-specific
programs
• Produce an average of three news releases per week highlighting city news and programs
• Communicate directly with community members through a combination of social media and
email an average of five times a week
Performance Measure FY 2021
Actual
FY 2022
Estimated
FY 2023
Projected
Number of community engagement programs annually 3 4 3
Average number of news updates prepared per week 3 4 4
Average number of direct communications with community
members per week 5 5 5
H-1
STRATEGIC DIGITAL TRANSFORMATION INVESTMENT
PROGRAM
The Strategic Digital Transformation Investment Program, or SDTIP, is a comprehensive approach to
planning for and funding digital transformation efforts throughout the city. Several documents inform
this program, including the City Council-approved Connected Carlsbad: An Inclusive City Innovation
Roadmap, the Internal Digital Information Network Action Plan, and the Information Technology
Strategy, which are complemented by a five-year projected roadmap of digital transformation
investments. The SDTIP is the strategic plan for technology and digital transformation combined with
project descriptions, costs, funding sources and timelines. The purpose of this new program is to
provide for an annual investment strategy, not a commitment for spending, that outlines a five-year
expenditure plan for future digital transformation and technology projects and the corresponding
revenues necessary to pay for them.
Connected Carlsbad: An Inclusive City Innovation Roadmap
In January 2019, city staff presented Connected Carlsbad: An Inclusive City Innovation Roadmap,
designed to provide a high-level, organized guide outlining the principles that matter to the city in
creating a more connected community. This roadmap and its associated action plan were based on a
combination of items, including:
• City Council approved projects,
• existing city documents,
• previous Information Technology assessments and interviews with departments, and
• a global scan of other cities and best practices that have emerged from leading smart city
thinkers and Carlsbad-specific community engagement.
The Strategic Digital Transformation Investment Program expands on the Connected Carlsbad
Roadmap to include a strategy for evaluating and prioritizing projects and a five-year investment
roadmap that includes estimated costs and timelines. This new investment program continues to be
organized into the five primary goal areas approved by City Council in Connected Carlsbad, listed
below.
• Pursue Communitywide Digital Transformation focuses on the foundational elements,
including connectivity, up-to-date hardware and software, and a robust security strategy
while providing an aspirational vision for the future.
• Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing
necessary for the city to fully capture the value of emerging models of data analytics.
• Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human-
centered perspective that an engaged city that uses data and technology in a way that
respects people and their privacy will support a vibrant culture where residents,
organizations and businesses are invested in their community and its future.
• Enhance Accessibility and Transparency recognizes that open government and approaching
problem-solving from an accessibility perspective leads to better outcomes for all.
• Promote Safety and Sustainability through Connectivity leads to understanding the
interconnected nature of our communities that can achieve environmental, mobility and
sustainability goals when approached in a cross-departmental and community informed
manner.
H-2
Once City Council adopts the proposed Strategic Digital Transformation Investment Program, projects
receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year
only. Estimated budget information is shown for a five-year period to provide the most
comprehensive information about known future projects. Spending authority in future years is not
granted until adoption of the annual proposed SDTIP budget associated with each year.
INVESTING IN DIGITAL TRANSFORMATION
As the city continues to grow and develop, the use of technology has also grown exponentially over
the last two decades. The SDTIP outlines the financial resources needed to ensure that the
technology infrastructure is in place to enable the city to provide services to the community. Prudent
financial planning will ensure that ongoing funding for investment in technology is available.
PROJECT EVALUATION
Making decisions on technology implementations is a challenging and complex task. The challenging
nature of these decisions is exacerbated by the expanding reach of technology and the increasingly
interdisciplinary nature of emerging technologies. A major component of the SDTIP is the
establishment of a cross-departmental approach to technology leadership to evaluate, prioritize,
budget for and adopt digital transformation efforts. A new administrative order has been developed
that provides a collaborative forum for key staff to validate and prioritize technology
implementations. This approach also provides a structured venue to explore how particular
configurations of a technology implementation may positively or negatively affect others within the
organization. The process to evaluate digital transformation initiatives is ongoing and meetings may
be held on a monthly, bimonthly or quarterly basis depending on the need.
A number of factors are considered when putting together projects for the five-year program. All
digital transformation and technology projects shall be consistent with:
Strategic Digital
Transformation
Investment
Program
Public Health
and Safety
City Mission,
Vision and
Organizational
Values
Community
Values
City Council
Goals
Governing
and Policy
Documents
Funding
Availability
Environmental
Review
Technology
Standards and
Strategic Plans
H-3
Proposed projects are evaluated and prioritized by a set of criteria that include:
• Alignment with City Council goals and IT strategic plans, architecture, security and
technology standards, including legislative and regulatory mandates, and administrative
goals
• Coordination of IT investments across the enterprise to avoid duplication, maximizing the
return on investment and increasing efficiency
• Effective articulation of the business case including valid operational benefits of the project
• Accuracy and reasonableness of cost and benefit estimates
• Consideration of potential project risks and identification of appropriate means to manage
those risks
• Adherence to standard project management practices
• Capacity of staffing resources to implement the project
As the SDTIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage city resources.
INFORMATION TECHNOLOGY STRATEGY
Although digital transformation is a collaborative effort involving all city departments, Information
Technology is the core department that is responsible for delivering projects approved in the
Strategic Digital Transformation Investment Program. The IT Department is also responsible for
ensuring that technology implementations operate efficiently and effectively to support the delivery
of services to the city’s residents, businesses and visitors.
In late 2021, the IT leadership team conducted a multi-day strategic planning workshop and
developed a robust and detailed strategic plan update. This exercise involved development of
numerous strategic initiatives that align with overall city business goals and the creation of Vision,
Mission and Values statements to guide leadership on future endeavors.
In 2022, the IT Department underwent a re-organization to better align the team for continued
success. As part of this re-alignment, Geographic Information Systems, or GIS, moved from the IT
Department to the Innovation and Economic Development Department to create a new citywide
Data Services Division. Additionally, the IT Department created an Assistant IT Director position
overseeing administration, client services, project management and security to better align
coordinate the IT Department and city operations. The IT Department was able to create the role of
the Assistant IT Director without adding a new position due to the retirement of the GIS manager.
Mission and Guiding Principles
The Mission for the IT department is:
Leveraging partnerships, people, and technology, we collaborate with the organization to
deliver the best solutions for the City of Carlsbad.
Our guiding principles are as follows:
We partner with the organization to deliver innovative solutions by:
o Embracing and guiding change
o Understanding the business to get to the best yes
o Having a bias towards action and taking calculated risks
o Consistently asking is there a better way
H-4
We build trust within the organization by:
o Being accountable for our work and delivering on our promises
o Being approachable
o Communicating early and often
o Safeguarding the city’s digital assets
We create a great work environment by:
o Empowering staff
o Supporting each other
o Celebrating our success and learning from our mistakes
o Prioritizing growth and education
Strategic Goals
The IT department has developed five strategic goals:
• Connect with the Organization
• Develop the Workforce
• Drive Operational Standardization
• Deliver Services and Solutions
• Measure to Improve
Alignment between the five goals presented in the Connected Carlsbad Roadmap and the strategic
goals of the IT Department are critical to delivering effective technology services. This exercise was
key to the development of the strategic goals.
H-5
The Information Technology Department
The IT Department is organized into multiple divisions, including Enterprise Applications,
Infrastructure and Operations, Project Management, Client Services, Public Safety, Security and
Administration. These divisions work together to provide services that are crucial to digital
transformation efforts.
The city also has numerous technologists, known as Business Systems Specialists, embedded into
various departments in the city. These include departments in the Public Works branch, Parks &
Recreation, Library & Cultural Arts, Finance and Community Development departments. These
technologists specialize in the business processes of their respective departments, assist in the
administration of that department’s enterprise applications, and serve as technology liaisons
between Information Technology and the department. The goal of the Business Systems Specialists
team is to investigate business systems, identify options for improving business systems and bridge
the needs of the business through technology solutions.
IT Department Divisions
Administration
The IT Administration Division provides support to the other IT Department divisions by centralizing
the management of staff reports, contracts and agreements, accounts payable, purchasing,
budgeting, and coordination of asset replacement requirements. Having central staff to handle these
functions allows for continuity of procedures and standards within the department.
Client Services
Client Services provides the first level of support in the IT department. This group manages the
service desk, where staff call to get help when a technical service is not functioning as expected. This
group also manages the replacement of mobile devices such as smart phones and tablets.
Cybersecurity
The Cybersecurity section is responsible for building and managing the city’s information technology
security program. This includes the user security awareness program and training as well as incident
response to malicious attacks. Recently, the city hired its first IT Security Manager to specifically
oversee these efforts and formally define important strategies and policies. Given the nature of
threats to many organizations, this is a role of critical importance.
Enterprise Applications
The software applications used in the city deliver major technical services to city staff, providing them
with the technology tools and data necessary to do conduct their core business functions and make
data-driven decisions.
The IT Enterprise Applications Division is divided into two sections, database management and
enterprise application management.
The database management team provides technical support and expertise related to the city’s
database infrastructure. This includes ensuring the city’s database infrastructure is stable, secure and
readily available to support the city’s enterprise applications. Additionally, the database management
team works closely with the city’s Business Intelligence & Data Analytics Manager on initiatives
related to data governance and operational analytics.
H-6
The enterprise applications team provides technical support and expertise related to the city’s
portfolio of enterprise applications. Enterprise applications are the major applications, such as the
central finance system and public works enterprise asset management system, used by the city to
accomplish its core business functions. The team is divided into three groups supporting dedicated
departments within the city. One group supports the Public Works and Community Development
departments, another group supports the Human Resources and Finance departments, and another
group supports the remaining departments. The enterprise applications team also provides web
administrative support for the city’s internet website as well as assisting with the branding and
configuration of other city web-based applications.
Infrastructure and Operations
Infrastructure technologies are the foundation of all other digital services that IT provides. Without
these systems, data cannot be transported, processed or stored.
The IT Infrastructure and Operations Division manages these technologies and is divided into three
sections: Client Systems, Datacenter Systems and Networking. Each section of the team supports
multiple technologies that make up the technical services they are responsible for delivering.
The Client Systems section provides endpoint support to all information systems users in the city. This
includes deployment and support for desktops and laptops.
The Datacenter Systems section is responsible for the centralized computer processing and data
storage systems at the city. These are the platforms many other departments rely upon for the
delivery of critical applications. This section also holds the primary role in supporting collaboration
and remote work tools.
The Networking section is responsible for the support of all digital communication networking
technologies in the city. This section is also responsible for planning and implementing low voltage
cabling and working with the Facilities Department to ensure all IT hardware systems have
uninterruptible power and reliable cooling.
Project Management
The Project Management team provides project management support for larger technology
initiatives including new implementations and upgrades to existing systems. This team also provides
support, guidance and assistance to other city departments managing smaller technology projects
and assists departments in submitting project proposals as part of the Strategic Digital
Transformation Investment Program.
Public Safety
Public Safety IT is the technology team dedicated to public safety that provides application and
hardware support to the city’s Police and Fire departments. Regional information sharing amongst
Law Enforcement Agencies along with Joint Powers Authority membership for the city’s Fire
Department requires IT to proactively engage with regional partners. With so much information being
warehoused throughout the county, it is important to have a mechanism to intelligently display and
interpret all this data.
H-7
STRATEGIC DIGITAL TRANSFORMATION
INVESTMENT PROGRAM PROJECTS
The following contains information about the projects in the SDTIP. Full project pages are provided
for the new projects being requested for fiscal year 2022-23 and prior approved projects that have
changes in funding needs or project requirements. Projects with no changes and projects that have
been completed or cancelled are listed below. Full details for these projects can be found in the fiscal
year 2021-22 budget document.
Fiscal Year 2021-22 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2021-22 SDTIP and have no changes to
their funding needs or project requirements and are still in process. These projects are included in the
totals of the various graphs and charts shown in the SDTIP.
• Project Portfolio Management Tool & Consulting
• ServiceNow Service Portal
• Global Positioning System, or GPS, Technology Hardware
• Digital Engagement & Analytics Consultant
• Outdoor Wireless Study
• Exploration Hub Audio Visual Upgrade
• Next Generation Online Catalog
• Online Permitting/Electronic Reviews, also known as E-Reviews
Fiscal Year 2021-22 Completed or Cancelled Projects
The following projects were completed or cancelled during fiscal year 2021-22. The completed
projects are not part of the totals of the various graphs and charts, while the cancelled projects are
included if the project was previously funded.
Completed
• Mobile Computer Program
• Council Chamber Technology Upgrade
• Records Management System Expansion
• Unified Communications System
Cancelled
• Intranet Upgrade
• ServiceNow SAM Implementation
H-8
ESTIMATED TOTAL APPROPRIATIONS BY GOAL
Going into fiscal year 2022-23, there are 33 continuing and new projects planned over the next five
years at an estimated total cost of $27.34 million. Included in the $27.34 million is approximately
$15.35 million in estimated new costs over the course of the same time frame to provide additional
funding for the continuation of existing projects as well as funding for new projects. Within the
$15.35 million is approximately $3.94 million of estimated new appropriations for fiscal year 2022-23
for these same projects.
Build Capacity for
Data-driven
Decision Making,
1,775,000 -7%
Enhance
Accessibility and
Transparency,
1,496,852 -5%
Foster a Vibrant
Civic Engagement
Culture,
1,425,000 -5%
Promote Security and
Sustainability through
Connectivity,
9,664,015 -35%
Pursue
Communitywide
Digital Transformation,
12,981,500 -48%
Estimated Total Projects Costs by Goal
FY 2022-23 to FY 2026-27
$27.34 million
H-9
Pursue Communitywide Digital Transformation
$12.98 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security
strategy.
Build Capacity for Data-Driven Decision Making
$1.78 million
This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture
the value of emerging models of data analytics. It builds a comprehensive approach to citywide data
management to enable data-rich key performance metrics and effective operation of city departments.
A data policy and resources will be created to align departments with standards of data cataloging for
compliance ease of data sharing.
Foster a Vibrant Civic Engagement Culture
$1.43 million
The city’s civic engagement culture builds upon the first two goals with a human-centered perspective
to use data and technology in a way that respects people and their privacy. Projects in this category
will support a vibrant culture where residents, organizations and businesses are invested in their
community and its future.
Enhance Accessibility and Transparency
$1.49 million
This goal recognizes that open government and approaching problem-solving from an accessibility
perspective leads to better outcomes for all. Projects in this category include Civic Engagement with
Open Data, Online Permitting/Electronic Reviews, Patron Print/Copy Management and a Virtual
Permitting Counter.
Promote Security and Sustainability through Connectivity
$9.66 million
Projects in this goal include the annual replacement of hardware and technology infrastructure, a
Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System, and an
enhancement to the 9-1-1 emergency system.
H-10
SDTIP PROJECTS
PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION
Consolidation & Replacement of Core Systems
About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are
approximately 20 core systems include the city’s financial, human resources, payroll, budget, asset
and work order management, licensing and permitting, utilities operations, computer-aided dispatch,
land management, and program-event management. Rather than operate many systems with narrow
applicability, the city is evaluating ways to consolidate its core systems as legacy applications are
replaced. This may mean accelerated replacement for certain systems. The goal is to reduce
redundancy and inefficiency with operating many different systems with different vendors.
Consolidating down to a few systems that seamlessly integrates data and provides a more uniform
interface will improve the experience of city employees and the public. The scope of this multi-year
initiative includes the analysis, selection, purchase and implementation of the software and hardware
necessary to consolidate, replace and integrate these systems with as few systems as possible while
maintaining or enhancing existing capabilities.
The city is currently evaluating functional requirements and business processes. Once this process is
complete, the city’s consultant will provide a comprehensive report outlining the city’s requirements
for a new consolidated system as well as outlining the options and costs associated with system
consolidation and replacement based on an evaluation of the city’s needs. The next step will involve
the development and issuance of a request for proposal for a new consolidated system. This process
will take place during fiscal year 2022-23 and there has been a funding adjustment to reflect the
budgetary requirements of this process. City staff are not currently requesting funding for
implementation, operation or replacement costs. Staff will request an estimated $3.5 million in
funding for the acquisition and implementation of a new system as part of the fiscal year 2023-24 and
2024-25 SDTIP. It is not currently feasible to determine any operational or replacement costs because
Project Funding Source:
Technology Investment 4,400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 400,000$ 500,000$ 1,500,000$ 2,000,000$ -$ 4,400,000$
Est FY25-26
Budget
-$
H-11
they depend on the recommendations of the request for proposal process; staff will identify more
definitive costs during the request for proposal process.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city’s current application portfolio does not meet the city’s operational requirements, does not
meet user needs, does not follow industry best practices, lacks integration, and is inhibiting the city’s
ability to make data-driven decisions. Having fewer systems that consolidate the city’s core business
functions will enable streamlined business processes and provide more timely access to data and
information. It will also enhance operations and reduce inefficiencies of employees having to learn
and operate multiple systems.
H-12
Digital Information Network
About This Project
The city has an opportunity to work with a private company called Crown Castle to build a more
robust digital information network for its employees and facilities. Beginning in 2019, the city took
full advantage of this opportunity and replaced a leased network from a third-party vendor.
As the initial phase of this project has been completed, staff are looking ahead to the second and
third phases as originally approved by the City Council. These include leveraging the network to
expand services to the Transportation and Utilities departments to replace the aging network
infrastructure supporting their key systems. The additional funding request for fiscal year 2022-23
includes elements required for this expansion as well as some feature and functionality
enhancements to the services already in place.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data
transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing
fiber-optic cable assets owned by Crown Castle for city use. These cables are made up of multiple
fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure. The
city must make special arrangements with Crown Castle to use this asset. This network will carry the
information needed for data processing, email, internet access, public safety applications and a wide
range of services that are crucial to city operations.
Project Funding Source:
Technology Investment 6,025,584$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 4,825,584$ 200,000$ 500,000$ 500,000$ -$ 6,025,584$
Est FY25-26
Budget
-$
H-13
Enterprise Asset Management System
About This Project
This project implements a new web-enabled enterprise asset and work order management system
across all city departments to consolidate disparate asset databases, work order systems and
inventory management tools. The city worked with a consultant to develop a comprehensive report
outlining the city’s requirements for a new enterprise asset management system. The city used these
requirements to develop and issue a request for proposal and is currently in the process of selecting a
solution. Based on the costs identified in the request for proposal responses, an additional $500,000
is being requested. More definitive costs will be identified during the contract negotiation process
and will be approved by City Council when the contract for the selected solution is placed on a future
City Council agenda.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
Currently, departments manage and track assets and work orders in various ways. Many departments
use disparate, stand-alone Excel spreadsheets, custom or Microsoft-based databases that lack
integration, or paper files. The decentralized approach to asset management results is less accurate
and reliable inventory numbers, decreased accountability for assets in general, less efficient use of
staff time, and billing inaccuracies for those assets that are used as a basis to charge other
departments and external customers.
Project Funding Source:
Technology Investment 1,600,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 1,100,000$ 500,000$ -$ -$ -$ 1,600,000$
Est FY25-26
Budget
-$
H-14
ServiceNow SAM Implementation - Cancelled
About This Project
ServiceNow is the application that IT staff use to service staff technology needs. The Software Asset
Management project would have added new functionality to the ServiceNow tool to allow the IT
department to easily keep track of the city’s software assets. The new functionality would have
tracked how many software licenses have been purchased, who they are assigned to and the cost of
each license.
After further review, staff determined this solution is not needed at this time but will be revisited at a
later time.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The project will be reevaluated at a later time.
Project Funding Source:
Technology Investment -$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 150,000$ (150,000)$ -$ -$ -$ -$
Est FY25-26
Budget
-$
H-15
Timekeeping System Upgrade
About This Project
This project provides for the upgrade of the city’s timekeeping system to the latest version.
Operational costs will not change as a result of this project. There is no replacement cost associated
with this project.
Connected Carlsbad Goal:
Pursue Communitywide Digital Transformation
Project Need
The city last updated its existing timekeeping system in 2019. In order to stay on a current, stable and
vendor-supported version of the application, an upgrade is necessary. The next version will also fix
bugs and provide functionality that will improve processes and increase the productivity of Finance
Department payroll staff.
Project Funding Source:
Technology Investment 95,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 95,000$ -$ -$ -$ 95,000$
Est FY25-26
Budget
-$
H-16
Utility Billing Automation
About This Project
This project involves implementing the automation platform which adds additional functionality to
the city’s existing utility billing system. The automation platform allows city staff to schedule routine
tasks and administer best practice workflows for common business processes. This functionality
provides a flexible and modular approach to automating complex business rules and integrations,
while data validation enforcement helps maintain data integrity.
Based on current project demand and resource availability, city staff are tentatively scheduling this
for fiscal year 2023-24 and will request funding as part of the fiscal year 2023-24 SDTIP.
After this project is complete, staff expects operational costs for the utility billing automation
platform to increase by an estimated $7,500 annually. There is no replacement cost associated with
this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
There are several manual processes that take a significant amount of staff time and increase
the potential for errors within the current system.
Project Funding Source:
Utility Replacement 75,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 7,500
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Utility Replacement -$ -$ 75,000$ -$ -$ 75,000$
Est FY25-26
Budget
-$
H-17
Utility Billing Portal
About This Project
This project involves migrating from the existing CustomerConnect6 Utility Billing Portal to the
vendor’s most current utility billing portal solution.
City staff do not expect operational costs to change as a result of this project. There is no
replacement cost associated with this project.
Connected Carlsbad Goal:
Pursue Communitywide Digital Transformation
Project Need
The vendor for the city’s utility billing system announced they have ceased development on the city’s
existing utility billing customer portal and are migrating to a new solution. To ensure the city has a
secure billing portal that protects the city and its customers, it is imperative that the city is using a
billing portal supported by vendor-provided upgrades and security patches.
Project Funding Source:
Utility Replacement 90,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Utility Replacement -$ 90,000$ -$ -$ -$ 90,000$ -$
Est FY25-26
Budget
H-18
BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING
Business Process Automation
About This Project
This project facilitates the expansion of business process automation by adding licenses to the city’s
existing Laserfiche system. This will allow for the implementation of additional automated and
electronic document related workflows, additional DocuSign licensing to enable continued migration
from paper signatures to electronic signatures, and consulting services to assist with the automation
of existing manual HR processes.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The COVID-19 pandemic surfaced several opportunities to improve upon manual and paper driven
processes.
Project Funding Source:
Technology Investment 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 150,000$ -$ -$ -$ 150,000$
Est FY25-26
Budget
-$
H-19
Data Governance and Operational Analytics
About This Project
This project builds a comprehensive approach to citywide data management to enable data-rich key
performance metrics and effective operation of city departments. City Council recently approved a
policy statement on citywide data governance and management, including the establishment of a
data governance committee. City staff are requesting additional funding to purchase additional
software licenses and data lake design and engineering services.
After initial implementation, staff estimates operational costs to increase by $360,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
This project serves as the foundation for delivering more efficient city services. By leveraging data,
the city can achieve a better understanding of key performance metrics for all departments citywide.
The project will implement a citywide data policy to govern how the organization collects, maintains
and secures data in order to enable rich reporting and analytics for operations and leadership. The
policy will enact a data governance team that can revise the policy as needs and priorities change.
The data governance team will direct and oversee the data catalog and data inventory, participate in
the evaluation of new systems that will collect data, regularly review data security, and audit
processes of data collection and retention.
This project will fund the implementation of a data lake to house a centralized location to facilitate
easier cross-departmental reporting. Staff will be trained on data stewardship and how to unlock
operational insights using new data tools. The project will fund the delivery of department
performance dashboards to inform leadership and the City Council on the ongoing efforts of agency
goals. Further, the project creates capacity to acquire external datasets that inform city operations
and benefit multiple departments.
Project Funding Source:
Technology Investment 505,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 360,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 295,000$ 110,000$ 100,000$ -$ -$ 505,000$
Est FY25-26
Budget
-$
H-20
Discovery Management
About This Project
The first phase of this project involved the completion of an assessment to identify the functional and
business requirements for a discovery management solution which will be used to draft a request for
proposal. Based on current project demand and resource availability, city staff will develop and issue
of a request for proposal for the acquisition and implementation of a discovery management system
during fiscal year 2023-24. This project is tentatively scheduled for fiscal year 2023-24; staff will
identify and request funding as part of the fiscal year 2023-24 SDTIP.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The current process of identifying, gathering, sorting, reviewing and producing information and
documents required for litigation discovery is cumbersome and time consuming. The implementation
of a discovery management solution would enable the city to identify, gather, and sort information
and records from the massive volumes of content that span the city, including emails, and then sort
and eliminate exact copies to reduce the effort and cost of reviewing and producing the remaining
content. City staff may also use the discovery management solution to respond to large California
Public Records Act requests.
Project Funding Source:
Technology Investment 170,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 30,000$ -$ 140,000$ -$ -$ 170,000$ -$
Est FY25-26
Budget
H-21
Meter Data Management/Utility Analytics
About This Project
This project implements the Meter Data Management and analytics modules offered as additional
functionality to the existing utility billing system.
Based on current project demand and resource availability, city staff are tentatively rescheduling this
project for fiscal year 2023-24 from fiscal year 2022-23; staff will identify and request funding as part
of the fiscal year 2023-24 SDTIP.
After initial implementation, staff estimate operational costs to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The city has an existing automated meter infrastructure and completed a major upgrade to the utility
billing system last year. However, there are still many manual processes that exist between the two
systems. For example, if for some reason a meter is not being automatically read, the automated
meter infrastructure system will generate a report identifying the meter and staff must manually
create a work order in the utility billing system to dispatch a meter reader to troubleshoot the meter.
Implementing the Meter Data Management functionality of the utility billing system will automate
this and several other integration processes.
Additionally, the Meter Data Management solution offers robust analytics capability including a key
performance indicator dashboard, advanced leak detection and notification, water loss analysis, and
water conservation management.
Project Funding Source:
Utility Replacement 550,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 175,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Utility Replacement -$ -$ 550,000$ -$ -$ 550,000$ -$
Est FY25-26
Budget
H-22
Professional Technical Services for Data Project Delivery
About This Project
The ESRI Advantage Program provides technical assistance to staff on projects that meet city and City
Council goals. The program is currently being used to complete the first phase of the Fire Department
Standards of Cover project. This funding will allow for staff to be agile in starting and executing new
projects that use GIS and ESRI. The credits are also flexible so as city needs change, the city can adapt
its use of the technical assistance. It is estimated that the city will use at least $70,000 worth of
credits in fiscal year 2022-23.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
Annual consulting credit with ESRI to assist in GIS and data initiatives.
Project Funding Source:
Technology Investment 350,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 70,000$ 70,000$ 70,000$ 70,000$ 350,000$
Est FY25-26
Budget
70,000$
H-23
Regulator Water Usage Analytics
About This Project
Implement the Waterview Water Efficiency portal to assist the city in meeting legislatively
established water conservation goals and reporting requirements.
After initial implementation, city staff estimate operational costs to increase by $42,000 going
forward. There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The State of California has established water efficiency and allocation requirements as part of water
conservation legislation, Senate Bill 606 and Assembly Bill 1668. These bills require urban water retail
suppliers to develop annual urban water use objectives for their service areas that represent the total
amount of efficiently used water that can be delivered to the service area. The District needs an
application that analyzes data by the components of the water allocation and calculates water use
efficiency to help meet the new water efficiency and allocation requirements and to provide the data
needed for the annual reporting requirements which start November 2023.
Project Funding Source:
Utility Operating 50,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 42,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Utility Operating -$ 50,000$ -$ -$ -$ 50,000$ -$
Est FY25-26
Budget
H-24
FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE
Audiovisual Upgrades
About This Project
This project provides for upgrades and growth of the city's audiovisual equipment. The work
landscape has changed—audiovisual equipment that previously supported in-person meetings in a
room are now supporting meetings held virtually. The IT Department will update and maintain
audiovisual equipment to meet this new work environment and other necessary enhancements to
legacy technology.
There are no annual operational cost changes associated with this project. City staff cannot feasibly
estimate replacement costs until after the new equipment is purchased.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
This project allows for the standardization of audiovisual equipment within the city’s work facilities so
personnel can conduct business with internal and external resources virtually without the need to
move between facilities for meetings.
Project Funding Source:
Technology Investment 1,125,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 625,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,125,000$
Est FY25-26
Budget
100,000$
H-25
ENHANCE ACCESSIBILITY AND TRANSPARENCY
Civic Engagement with Open Data
About This Project
This project supports community engagement with city operations and makes government more
open and accountable. An open data portal will provide a resource for citizen access to detailed
financial, operational and historical datasets of city activity. City staff are requesting additional
funding to cover design research services and increased licensing costs.
After initial implementation, staff estimate operational costs to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Serving as the accessibility and transparency part of the Data Governance and Operational Analytics
project, this project will leverage the city’s data resources and deliver an online portal rich of city data
to enable increased community engagement and transparency. It is anticipated that this project will
also save staff time for all departments by reducing common public records requests by making these
datasets always available online. This key project will facilitate a deeper understanding within the
community and better inform residents that wish to know more about how their city operates. The
data governance team will direct and oversee the open data online catalog and track access to these
resources. Phase I will deliver a smaller set of data commonly requested by the public to an online
platform. Phase II will expand the publicly available datasets to cover information from all
departments and live progress on citywide initiatives and City Council goals.
Project Funding Source:
Technology Investment 198,000$
Managing Department:
Innovation & Economic Development
Estimated Annual Costs
Increase/(Decrease):
Operational 175,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 180,000$ 18,000$ -$ -$ -$ 198,000$
Est FY25-26
Budget
-$
H-26
Enterprise Digital Asset Management
About This Project
The city engaged with an outside consultant to complete an assessment that identified the functional
and business requirements for an enterprise digital asset management solution that will provide for
the storing, organizing, describing, accessing and preservation of digital assets. City staff will use
these requirements to develop and issue a request for proposal, which will take place during fiscal
year 2022-23. Staff are currently requesting funding for the acquisition and implementation of an
enterprise digital asset management system.
At this time, depending on the identified solution, city staff cannot feasibly determine any
operational or replacement costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Currently, the city has a wide range of digital assets maintained by numerous departments that are
currently managed, stored, accessed and shared using a variety of methods. These digital assets
range from unique archival documents, records, films, audio recordings, artwork and photos
maintained by the Library & Cultural Arts Department, photos and videos related to the history of Leo
Carrillo Ranch Historic Ranch maintained by Parks & Recreation Department, and photos of current
events maintained by the Communications & Engagement Department. Storage of these assets varies
from storage on an external hard drive, storage in SharePoint Digital Libraries or saved on network
drives. As a result, no centralized environment exists to store and catalogue these assets, making it
challenging to find, share and use these resources.
Project Funding Source:
Technology Investment 400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 50,000$ 350,000$ -$ -$ -$ 400,000$
Est FY25-26
Budget
-$
H-27
Patron Print/Copy Management
About This Project
This project replaces the existing print/copy management system used at the various library locations
within the city. City staff will need to complete a request for proposal to identify and implement
a new system.
At this time, city staff do not expect this project to result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The existing agreement will expire in September 2022 and the Library & Cultural Arts Department is
looking to enhance the current system.
Project Funding Source:
Technology Investment 88,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 18,000$ 70,000$ -$ -$ 88,000$
Est FY25-26
Budget
-$
H-28
Virtual Permitting Counter (OpenCounter)
About This Project
This project implements OpenCounter's Virtual Permitting Counter application. City staff adjusted the
additional funding from fiscal year 2022-23 to fiscal year 2023-24 to better reflect the timing of this
project.
After initial implementation, staff estimate operational costs to increase by $34,500 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Prior to determining what is required to establish a business or begin development in the City of
Carlsbad, potential applicants typically must meet with city staff. Staff then work to educate the
applicant on what is allowable from a zoning perspective, what type of plan cases and permits will be
required, and how much permitting will cost. OpenCounter establishes an online virtual permitting
counter that walks an applicant through much of this process online in a self-service portal.
Project Funding Source:
Technology Investment 84,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 34,500
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 61,000$ -$ 23,000$ -$ -$ 84,000$ -$
Est FY25-26
Budget
H-29
PROMOTE SECURITY AND SUSTAINABILITY THROUGH
CONNECTIVITY
Annual Hardware and Infrastructure Replacement
About This Project
This project provides for replacement equipment funding for scheduled replacement of laptops,
desktops, internal servers, routers, switches, and other network and data center requirements.
There is no increase or decrease in operational costs associated with the annual replacement
program. Due to the circular nature of the replacement program, replacement costs fluctuate
annually depending on the hardware life cycles which can range from three years to 20 years.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is
needed to support the city's technology infrastructure and department-specific needs.
Project Funding Source:
IT Replacement Fund 5,465,436$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
IT Replacement Annual 790,436$ 1,030,000$ 1,485,000$ 1,050,000$ 5,465,436$
Est FY25-26
Budget
1,110,000$
H-30
Business Process Documentation
About This Project
This project will begin to upgrade EnerGov and provide for consulting services to update existing
business process documentation to reflect user interface changes and assist with business process
improvement.
At this time, city staff do not expect this project to result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The upgrade to EnerGov will significantly change the user interface. Additionally, the city can use this
as a significant opportunity for business process improvement.
Project Funding Source:
Technology Investment 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 150,000$ -$ -$ -$ 150,000$
Est FY25-26
Budget
-$
H-31
Computer Aided Dispatch
About This Project
The city purchased its current Public Safety Computer-Aided Dispatch system, or CAD, in 2005. Over
the years, the current vendor provided a series of upgrades to the system as both needs and
technology have evolved. Through a series of mergers and acquisitions, the city’s current CAD system
is now at the end of life, and the city must select a replacement CAD system to maintain the
standards required by the State of California and expected by the citizens of Carlsbad. The city
completed a request for proposal process and selected the Motorola CAD and in-car video system
solution. The City Council approved the contract for this system on May 10, 2022.
With the selection of the CAD and in-car video system solution, city staff estimate the annual
operating budget to increase by $170,000 starting in fiscal year 2023-24. Staff estimate replacement
costs to be $90,000 annually for the in-car video system.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
This project provides a new robust and reliable CAD system, designed to support law enforcement
activities, that fully integrates with other system application components and meets the
requirements established by the Department of Justice. The CAD solution shall include real-time
mapping, automated vehicle location and a mobile data client. This mobile data client must include
real-time integrated mobile mapping and AVL functionality that provides situational awareness and
incident management tools to field personnel. The mobile application must be fully integrated with
CAD software to ensure a seamless transfer of information between the CAD and Mobile
applications, as well as the Police Department’s Report Writing and Records Management Systems.
The CAD configuration must address system redundancy factors and incorporate backup, failover and
recovery solutions. The in-car video solution promotes officer safety by doubling as a forward facing
LPR camera. The system also limits agency liability by automatically recording subjects placed in the
backseat. Seamless integration with the proposed CAD system and real-time access to the camera
views allow command staff to make informed situational awareness decisions with units out in the
field.
H-32
Cyber Security Program Development
About This Project
The cybersecurity program provides support and protection to the City of Carlsbad so it can
successfully accomplish its mission. As the threat landscape is changing and getting more
sophisticated in lockstep with advances in technology, we need to ensure the city’s cybersecurity
program is robust enough to keep threat actors from causing harm to the city.
To ensure we address the different areas and aspects of cybersecurity, city staff have developed and
adopted an approach based on the National Institute of Standards and Technology Cybersecurity
Framework to cybersecurity defense program which covers five functions:
• Identify – Develop the organizational understanding to manage cybersecurity risk to
systems, assets, data and capabilities. The activities in the Identify function are foundational
for effective use of the Framework. Understanding the business context, the resources that
support critical functions, and the related cybersecurity risks enables an organization to
focus and prioritize its efforts, consistent with its risk management strategy and business
needs. Examples of outcome categories within this function include Asset Management,
Business Environment, Governance, Risk Assessment and Risk Management Strategy.
• Protect – Develop and implement the appropriate safeguards to ensure delivery of critical
infrastructure services. The Protect function supports the ability to limit or contain the
impact of a potential cybersecurity event. Examples of outcome categories within this
function include Access Control, Awareness and Training, Data Security, Information
Protection Processes and Procedures, Maintenance, and Protective Technology.
• Detect – Develop and implement the appropriate activities to identify the occurrence of a
cybersecurity event. The Detect function enables timely discovery of cybersecurity events.
Examples of outcome categories within this function include Anomalies and Events, Security
Continuous Monitoring, and Detection Processes.
• Respond – Develop and implement the appropriate activities to act regarding a detected
cybersecurity event. The Respond function supports the ability to contain the impact of a
potential cybersecurity event. Examples of outcome categories within this function include
Response Planning, Communications, Analysis, Mitigation and Improvements.
Project Funding Source:
Technology Investment 850,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 350,000$ 100,000$ 100,000$ 100,000$ 100,000$ 850,000$
Est FY25-26
Budget
100,000$
H-33
• Recover – Develop and implement the appropriate activities to maintain plans for resilience
and to restore any capabilities or services that were impaired due to a cybersecurity event.
The Recover function supports timely recovery to normal operations to reduce the impact
from a cybersecurity event. Examples of outcome categories within this function include
Recovery Planning, Improvements and Communications.
At this time, and depending on the types of programs implemented over the course of the project,
city staff cannot feasibly determine any operational or replacement costs.
Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity
Project Need
As a result of internal assessments and evaluations by external parties, city staff have identified
certain initiatives within the five functions of the cybersecurity framework to translate into projects.
Implementation of these projects will incur costs and require funding. The funding will cover
assessment and evaluation, implementation, and staff training. Once the security infrastructure is in
place, operational costs will move to the operation budget. City staff identified and planned the
following projects for implementation:
- Disaster Recovery program assessment and development,
- Detection capability with security incident and event management technology,
- Cybersecurity governance program,
- Data classification tools, and
- Incident response procedure development and training.
H-34
Electronic Patient Care Reporting
About This Project
This project implements the electronic patient care reporting system that is being used by the County
of San Diego.
At this time, city staff do not expect this project to result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity
Project Need
The County of San Diego has requested that any agency in the county that provides Emergency
Medical Service migrate to the electronic patient care reporting system that is used by the county.
This will streamline Emergency Medical Service reporting requirements.
Project Funding Source:
Technology Investment 50,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 50,000$ -$ -$ -$ 50,000$
Est FY25-26
Budget
-$
H-35
Facility Security Master Plan
About This Project
This project is for a facility security master plan that would create a citywide inventory, identify
potential new locations, and develop a citywide plan to follow. The city will assess locations for
closed-circuit television, or CCTV, cameras, access control, alarm systems, physical door key audits
and perimeter fencing at city facilities to help ensure both employee and citizen safety at these
facilities. Staff will prioritize needs by risk and create a multi-year implementation plan. Staff will
present the resulting Facility Security Master Plan to the City Council for consideration, which is
expected to guide the city in creating requests for proposal for the implementation of the
recommended security controls over multiple years.
At this time, and depending on the recommendations of the master plan, city staff cannot feasibly
determine any operational or replacement costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The city does not have a consistent overarching plan or policy for the security of city buildings, parks
and critical infrastructure. The City of Carlsbad is committed to protecting the safety of the public and
city staff at city facilities amid today’s security risks.
Project Funding Source:
Technology Investment 400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 100,000$ 100,000$ 100,000$ 100,000$ -$ 400,000$ -$
Est FY25-26
Budget
H-36
Live 9-1-1
About This Project
Implement Live 9-1-1, which will allow officers and support personnel to monitor live emergency calls
to 9-1-1 while enroute to a call. This will provide increased situational awareness for responding
officers
The initial one-time cost for this system is $66,380. Yearly ongoing costs are $60,000 for software
licensing.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
Currently, responding officers are unable to hear the interaction between 9-1-1 callers and
dispatchers.
Project Funding Source:
Technology Investment 66,380$
need picture Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 60,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 66,380$ -$ -$ -$ 66,380$
Est FY25-26
Budget
-$
H-37
FUTURE PROJECTS
Estimated Fiscal Year 2022-23 through 2026-27 Appropriations by Goal
The City of Carlsbad’s SDTIP for fiscal year 2022-23 to fiscal year 2026-27 outlines 33 projects at an
estimated total cost of $27.34 million. Of the $27.34 million, $15.35 million is for new or increased
funding for projects over the next five years. The information provided for future years reflects the
most comprehensive snapshot of known or anticipated future projects as well as associated
estimated costs.
Build Capacity for Data-
driven Decision Making,
1,450,000 -10%
Enhance Accessibility
and Transparency,
479,000 -3%
Foster a Vibrant Civic
Engagement Culture,
500,000 -3%
Promote Security and
Sustainability through
Connectivity,
7,111,380 -46%
Pursue Communitywide
Digital Transformation,
5,810,000 -38%
Estimated Future Projects Costs by Goal
FY 2022-23 to FY 2026-27
$15.35 million
H-38
Estimated Fiscal Year 2022-23 Appropriations by Goal
The fiscal year 2022-23 SDTIP outlines $3.94 million in new appropriations for fiscal year 2022-23 to
provide additional funding for the continuation of existing projects as well as funding for new
projects.
Build Capacity for
Data-driven
Decision Making,
380,000 -10%
Enhance
Accessibility and
Transparency,
386,000 -10%
Foster a Vibrant Civic
Engagement Culture,
100,000 , 2%
Promote Security and
Sustainability through
Connectivity,
1,836,380 -47%
Pursue Communitywide
Digital Transformation,
1,235,000 -31%
Requested
FY 2022-23 Appropriations by Goal
$3.94 million
H-39
FIVE-YEAR SCHEDULE OF PROJECTS BY
CONNECTED CARLSBAD GOAL
Co
n
n
e
c
t
e
d
Re
q
u
e
s
t
e
d
Es
t
i
m
a
t
e
d
Es
t
i
m
a
t
e
d
Es
t
i
m
a
t
e
d
Es
t
i
m
a
t
e
d
Es
t
i
m
a
t
e
d
Ca
r
l
s
b
a
d
Fu
n
d
i
n
g
Fu
n
d
i
n
g
Pr
o
j
e
c
t
Pr
i
o
r
Ye
a
r
1
Ye
a
r
2
Ye
a
r
3
Ye
a
r
4
Ye
a
r
5
To
t
a
l
Pr
o
j
e
c
t
N
a
m
e
Go
a
l
So
u
r
c
e
ID
Ty
p
e
Ap
p
r
o
p
r
i
a
t
i
o
n
20
2
2
-
2
3
20
2
3
-
2
4
20
2
4
-
2
5
20
2
5
-
2
6
20
2
6
-
2
7
Fu
n
d
i
n
g
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
PC
D
T
TI
C
F
70
0
9
Ma
j
o
r
40
0
,
0
0
0
$
50
0
,
0
0
0
$
1,5
0
0
,
0
0
0
$
2,0
0
0
,
0
0
0
$
-
$
-
$
4,
4
0
0
,
0
0
0
$
Di
g
i
t
a
l
I
n
f
o
r
m
a
t
i
o
n
N
e
t
w
o
r
k
PC
D
T
TI
C
F
70
0
7
Ma
j
o
r
4,
8
2
5
,
5
8
4
20
0
,
0
0
0
50
0
,
0
0
0
50
0
,
0
0
0
-
-
6,
0
2
5
,
5
8
4
En
t
e
r
p
r
i
s
e
A
s
s
e
t
M
a
n
a
g
e
m
e
n
t
S
y
s
t
e
m
PC
D
T
TI
C
F
70
1
3
Ma
j
o
r
1,
1
0
0
,
0
0
0
50
0
,
0
0
0
-
-
-
-
1,
6
0
0
,
0
0
0
Pr
o
j
e
c
t
P
o
r
t
f
o
l
i
o
M
a
n
a
g
e
m
e
n
t
T
o
o
l
&
C
o
n
s
u
l
t
i
n
g
PC
D
T
TI
C
F
70
0
4
Ma
j
o
r
50
0
,
0
0
0
-
-
-
-
-
50
0
,
0
0
0
Se
r
v
i
c
e
N
o
w
S
A
M
I
m
p
l
e
m
e
n
t
a
t
i
o
n
PC
D
T
TI
C
F
70
1
5
Ma
j
o
r
15
0
,
0
0
0
(1
5
0
,
0
0
0
)
-
-
-
-
-
Se
r
v
i
c
e
N
o
w
S
e
r
v
i
c
e
P
o
r
t
a
l
PC
D
T
TI
C
F
70
6
Ma
j
o
r
15
0
,
0
0
0
-
-
-
-
-
15
0
,
0
0
0
Ti
m
e
k
e
e
p
i
n
g
S
y
s
t
e
m
U
p
g
r
a
d
e
PC
D
T
TI
C
F
NA
Ma
j
o
r
-
95
,
0
0
0
-
-
-
-
95
,
0
0
0
Ut
i
l
i
t
y
B
i
l
l
i
n
g
A
u
t
o
m
a
t
i
o
n
PC
D
T
UE
F
NA
Ma
j
o
r
-
-
75
,
0
0
0
-
-
-
75
,
0
0
0
Ut
i
l
i
t
y
B
i
l
l
i
n
g
P
o
r
t
a
l
PC
D
T
UE
F
NA
Ma
j
o
r
-
90
,
0
0
0
-
-
-
-
90
,
0
0
0
Gl
o
b
a
l
P
o
s
i
t
i
o
n
i
n
g
S
y
s
t
e
m
(
G
P
S
)
T
e
c
h
n
o
l
o
g
y
H
a
r
d
w
a
r
e
PC
D
T
TI
C
F
NA
Mi
n
o
r
45
,
9
1
6
-
-
-
-
-
45
,
9
1
6
7,
1
7
1
,
5
0
0
1,
2
3
5
,
0
0
0
2,0
7
5
,
0
0
0
2,5
0
0
,
0
0
0
-
-
12
,
9
8
1
,
5
0
0
Bu
s
i
n
e
s
s
P
r
o
c
e
s
s
A
u
t
o
m
a
t
i
o
n
BC
D
D
M
TI
C
F
NA
Ma
j
o
r
-
15
0
,
0
0
0
-
-
-
-
15
0
,
0
0
0
Da
t
a
G
o
v
e
r
n
a
n
c
e
a
n
d
O
p
e
r
a
t
i
o
n
a
l
A
n
a
l
y
t
i
c
s
BC
D
D
M
TI
C
F
70
1
9
Ma
j
o
r
29
5
,
0
0
0
11
0
,
0
0
0
10
0
,
0
0
0
-
-
-
50
5
,
0
0
0
Di
s
c
o
v
e
r
y
M
a
n
a
g
e
m
e
n
t
A
s
s
e
s
s
m
e
n
t
BC
D
D
M
TI
C
F
70
2
0
Ma
j
o
r
30
,
0
0
0
-
14
0
,
0
0
0
-
-
-
17
0
,
0
0
0
Me
t
e
r
D
a
t
a
M
a
n
a
g
e
m
e
n
t
/
U
t
i
l
i
t
y
A
n
a
l
y
t
i
c
s
BC
D
D
M
UE
F
NA
Ma
j
o
r
-
-
55
0
,
0
0
0
-
-
-
55
0
,
0
0
0
Pr
o
f
e
s
s
i
o
n
a
l
T
e
c
h
n
i
c
a
l
S
e
r
v
i
c
e
s
f
o
r
D
a
t
a
P
r
o
j
e
c
t
D
e
l
i
v
e
r
y
BC
D
D
M
TI
C
F
NA
Ma
j
o
r
-
70
,
0
0
0
70
,
0
0
0
70
,
0
0
0
70
,
0
0
0
70
,
0
0
0
35
0
,
0
0
0
Re
g
u
l
a
t
o
r
y
W
a
t
e
r
U
s
a
g
e
A
n
a
l
y
t
i
c
s
(
O
p
e
r
a
t
i
n
g
F
u
n
d
s
)
BC
D
D
M
UE
F
NA
Ma
j
o
r
-
50
,
0
0
0
-
-
-
-
50
,
0
0
0
32
5
,
0
0
0
38
0
,
0
0
0
86
0
,
0
0
0
70
,
0
0
0
70
,
0
0
0
70
,
0
0
0
1,
7
7
5
,
0
0
0
Au
d
i
o
V
i
s
u
a
l
U
p
g
r
a
d
e
s
FV
C
E
C
TI
C
F
70
0
0
Ma
j
o
r
62
5
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
1,
1
2
5
,
0
0
0
Di
g
i
t
a
l
E
n
g
a
g
e
m
e
n
t
&
A
n
a
l
y
t
i
c
s
C
o
n
s
u
l
t
a
n
t
FV
C
E
C
TI
C
F
70
0
8
Ma
j
o
r
20
0
,
0
0
0
-
-
-
-
-
20
0
,
0
0
0
Ou
t
d
o
o
r
W
i
r
e
l
e
s
s
S
t
u
d
y
FV
C
E
C
TI
C
F
70
1
4
Ma
j
o
r
10
0
,
0
0
0
-
-
-
-
-
10
0
,
0
0
0
92
5
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
1,
4
2
5
,
0
0
0
Ci
v
i
c
E
n
g
a
g
e
m
e
n
t
w
i
t
h
O
p
e
n
D
a
t
a
EA
T
TI
C
F
70
1
7
Ma
j
o
r
18
0
,
0
0
0
18
,
0
0
0
-
-
-
-
19
8
,
0
0
0
Ex
p
l
o
r
a
t
i
o
n
H
u
b
A
u
d
i
o
V
i
s
u
a
l
U
p
g
r
a
d
e
EA
T
TI
C
F
70
2
3
Ma
j
o
r
41
,
8
5
2
-
-
-
-
-
41
,
8
5
2
En
t
e
r
p
r
i
s
e
D
i
g
i
t
a
l
A
s
s
e
t
M
a
n
a
g
e
m
e
n
t
EA
T
TI
C
F
70
2
2
Ma
j
o
r
50
,
0
0
0
35
0
,
0
0
0
-
-
-
-
40
0
,
0
0
0
Ne
x
t
G
e
n
e
r
a
t
i
o
n
O
n
l
i
n
e
C
a
t
a
l
o
g
EA
T
TI
C
F
70
2
4
Ma
j
o
r
40
,
0
0
0
-
-
-
-
-
40
,
0
0
0
On
l
i
n
e
P
e
r
m
i
t
t
i
n
g
/
E
l
e
c
t
r
o
n
i
c
R
e
v
i
e
w
s
(
E
-
R
e
v
i
e
w
s
)
EA
T
TI
C
F
70
2
5
Ma
j
o
r
64
5
,
0
0
0
-
-
-
-
-
64
5
,
0
0
0
Pa
t
r
o
n
P
r
i
n
t
/
C
o
p
y
M
a
n
a
g
e
m
e
n
t
EA
T
TI
C
F
NA
Ma
j
o
r
-
18
,
0
0
0
70
,
0
0
0
-
-
-
88
,
0
0
0
Vir
t
u
a
l
P
e
r
m
i
t
t
i
n
g
C
o
u
n
t
e
r
(
O
p
e
n
C
o
u
n
t
e
r
)
EA
T
TI
C
F
70
2
6
Ma
j
o
r
61
,
0
0
0
-
23
,
0
0
0
-
-
-
84
,
0
0
0
1,
0
1
7
,
8
5
2
38
6
,
0
0
0
93
,
0
0
0
-
-
-
1,
4
9
6
,
8
5
2
An
n
u
a
l
H
a
r
d
w
a
r
e
a
n
d
I
n
f
r
a
s
t
r
u
c
t
u
r
e
R
e
p
l
a
c
e
m
e
n
t
PS
S
C
IT
R
F
NA
Ma
j
o
r
1,
1
0
2
,
6
3
5
79
0
,
0
0
0
1,0
3
0
,
0
0
0
1,4
8
5
,
0
0
0
1,1
1
0
,
0
0
0
1,0
5
0
,
0
0
0
6,
5
6
7
,
6
3
5
Bu
s
i
n
e
s
s
P
r
o
c
e
s
s
D
o
c
u
m
e
n
t
a
t
i
o
n
PS
S
C
TI
C
F
NA
Ma
j
o
r
-
15
0
,
0
0
0
-
-
-
-
15
0
,
0
0
0
Co
m
p
u
t
e
r
A
i
d
e
d
D
i
s
p
a
t
c
h
(
C
A
D
)
PS
S
C
TI
C
F
70
1
8
Ma
j
o
r
1,
0
0
0
,
0
0
0
58
0
,
0
0
0
-
-
-
-
1,
5
8
0
,
0
0
0
Cy
b
e
r
S
e
c
u
r
i
t
y
P
r
o
g
r
a
m
D
e
v
e
l
o
p
m
e
n
t
PS
S
C
TI
C
F
70
1
2
Ma
j
o
r
35
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
85
0
,
0
0
0
El
e
c
t
r
o
n
i
c
P
a
t
i
e
n
t
C
a
r
e
R
e
p
o
r
t
i
n
g
PS
S
C
TI
C
F
NA
Ma
j
o
r
-
50
,
0
0
0
-
-
-
-
50
,
0
0
0
Fa
c
i
l
i
t
y
S
e
c
u
r
i
t
y
M
a
s
t
e
r
P
l
a
n
PS
S
C
TI
C
F
70
0
3
Ma
j
o
r
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
-
-
40
0
,
0
0
0
Liv
e
9
1
1
PS
S
C
TI
C
F
NA
Ma
j
o
r
-
66
,
3
8
0
-
-
-
-
66
,
3
8
0
2,
5
5
2
,
6
3
5
1,
8
3
6
,
3
8
0
1,2
3
0
,
0
0
0
1,6
8
5
,
0
0
0
1,2
1
0
,
0
0
0
1,1
5
0
,
0
0
0
9,
6
6
4
,
0
1
5
11
,
9
9
1
,
9
8
7
$
3,
9
3
7
,
3
8
0
$
4,
3
5
8
,
0
0
0
$
4,
3
5
5
,
0
0
0
$
1,
3
8
0
,
0
0
0
$
1,
3
2
0
,
0
0
0
$
27
,
3
4
2
,
3
6
7
$
In
f
o
r
m
a
t
i
o
n
T
e
c
h
n
o
l
o
g
y
R
e
p
l
a
c
e
m
e
n
t
F
u
n
d
=
I
T
R
F
Te
c
h
n
o
l
o
g
y
I
n
v
e
s
t
m
e
n
t
C
a
p
i
t
a
l
F
u
n
d
=
T
I
C
F
Ut
i
l
i
t
i
e
s
E
n
t
e
r
p
r
i
s
e
F
u
n
d
s
(
O
p
e
r
a
t
i
n
g
o
r
C
a
p
i
t
a
l
)
=
U
E
F
Pr
o
m
o
t
e
S
e
c
u
r
i
t
y
a
n
d
S
u
s
t
a
i
n
a
b
i
l
i
t
y
t
h
r
o
u
g
h
C
o
n
n
e
c
t
i
v
i
t
y
T
o
t
a
l
Pu
r
s
u
e
C
o
m
m
u
n
i
t
y
w
i
d
e
D
i
g
i
t
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
T
o
t
a
l
Co
n
n
e
c
t
e
d
C
a
r
l
s
b
a
d
G
o
a
l
Pu
r
s
u
e
C
o
m
m
u
n
i
t
y
w
i
d
e
D
i
g
i
t
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
Fo
s
t
e
r
a
V
i
b
r
a
n
t
C
i
v
i
c
E
n
g
a
g
e
m
e
n
t
C
u
l
t
u
r
e
T
o
t
a
l
En
h
a
n
c
e
A
c
c
e
s
s
i
b
i
l
i
t
y
a
n
d
T
r
a
n
s
p
a
r
e
n
c
y
En
h
a
n
c
e
A
c
c
e
s
s
i
b
i
l
i
t
y
a
n
d
T
r
a
n
s
p
a
r
e
n
c
y
T
o
t
a
l
Pr
o
m
o
t
e
S
e
c
u
r
i
t
y
a
n
d
S
u
s
t
a
i
n
a
b
i
l
i
t
y
t
h
r
o
u
g
h
C
o
n
n
e
c
t
i
v
i
t
y
Bu
i
l
d
C
a
p
a
c
i
t
y
f
o
r
D
a
t
a
-
d
r
i
v
e
n
D
e
c
i
s
i
o
n
M
a
k
i
n
g
Bu
i
l
d
C
a
p
a
c
i
t
y
f
o
r
D
a
t
a
-
d
r
i
v
e
n
D
e
c
i
s
i
o
n
M
a
k
i
n
g
T
o
t
a
l
Fo
s
t
e
r
a
V
i
b
r
a
n
t
C
i
v
i
c
E
n
g
a
g
e
m
e
n
t
C
u
l
t
u
r
e
Pr
o
j
e
c
t
s
T
o
t
a
l
Fu
n
d
i
n
g
S
o
u
r
c
e
A
b
b
r
e
v
i
a
t
i
o
n
s
H-40
FIVE-YEAR SCHEDULE OF PROJECTS BY FUND
Co
n
n
e
c
t
e
d
Re
q
u
e
s
t
e
d
Es
t
i
m
a
t
e
d
Es
t
i
m
a
t
e
d
Es
t
i
m
a
t
e
d
Es
t
i
m
a
t
e
d
Es
t
i
m
a
t
e
d
Fu
n
d
i
n
g
Ca
r
l
s
b
a
d
Fu
n
d
i
n
g
Pr
o
j
e
c
t
Pr
i
o
r
Ye
a
r
1
Ye
a
r
2
Ye
a
r
3
Ye
a
r
4
Ye
a
r
5
To
t
a
l
Pr
o
j
e
c
t
N
a
m
e
So
u
r
c
e
Go
a
l
ID
Ty
p
e
Ap
p
r
o
p
r
i
a
t
i
o
n
20
2
2
-
2
3
20
2
3
-
2
4
20
2
4
-
2
5
20
2
5
-
2
6
20
2
6
-
2
7
Fu
n
d
i
n
g
Te
c
h
n
o
l
o
g
y
I
n
v
e
s
t
m
e
n
t
C
a
p
i
t
a
l
F
u
n
d
Au
d
i
o
V
i
s
u
a
l
U
p
g
r
a
d
e
s
TI
C
F
FV
C
E
C
70
0
0
Ma
j
o
r
62
5
,
0
0
0
$
10
0
,
0
0
0
$
10
0
,
0
0
0
$
10
0
,
0
0
0
$
10
0
,
0
0
0
$
10
0
,
0
0
0
$
1,
1
2
5
,
0
0
0
$
Bu
s
i
n
e
s
s
P
r
o
c
e
s
s
A
u
t
o
m
a
t
i
o
n
TI
C
F
BC
D
D
M
NA
Ma
j
o
r
-
15
0
,
0
0
0
-
-
-
-
15
0
,
0
0
0
Bu
s
i
n
e
s
s
P
r
o
c
e
s
s
D
o
c
u
m
e
n
t
a
t
i
o
n
TI
C
F
PS
S
C
NA
Ma
j
o
r
-
15
0
,
0
0
0
-
-
-
-
15
0
,
0
0
0
Civ
i
c
E
n
g
a
g
e
m
e
n
t
w
i
t
h
O
p
e
n
D
a
t
a
TI
C
F
EA
T
70
1
7
Ma
j
o
r
18
0
,
0
0
0
18
,
0
0
0
-
-
-
-
19
8
,
0
0
0
Co
m
p
u
t
e
r
A
i
d
e
d
D
i
s
p
a
t
c
h
(
C
A
D
)
TI
C
F
PS
S
C
70
1
8
Ma
j
o
r
1,0
0
0
,
0
0
0
58
0
,
0
0
0
-
-
-
-
1,
5
8
0
,
0
0
0
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
TI
C
F
PC
D
T
70
0
9
Ma
j
o
r
40
0
,
0
0
0
50
0
,
0
0
0
1,5
0
0
,
0
0
0
2,0
0
0
,
0
0
0
-
-
4,
4
0
0
,
0
0
0
Cy
b
e
r
S
e
c
u
r
i
t
y
P
r
o
g
r
a
m
D
e
v
e
l
o
p
m
e
n
t
TI
C
F
PS
S
C
70
1
2
Ma
j
o
r
35
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
85
0
,
0
0
0
Da
t
a
G
o
v
e
r
n
a
n
c
e
a
n
d
O
p
e
r
a
t
i
o
n
a
l
A
n
a
l
y
t
i
c
s
TI
C
F
BC
D
D
M
70
1
9
Ma
j
o
r
29
5
,
0
0
0
11
0
,
0
0
0
10
0
,
0
0
0
-
-
-
50
5
,
0
0
0
Di
g
i
t
a
l
E
n
g
a
g
e
m
e
n
t
&
A
n
a
l
y
t
i
c
s
C
o
n
s
u
l
t
a
n
t
TI
C
F
FV
C
E
C
70
0
8
Ma
j
o
r
20
0
,
0
0
0
-
-
-
-
-
20
0
,
0
0
0
Di
g
i
t
a
l
I
n
f
o
r
m
a
t
i
o
n
N
e
t
w
o
r
k
TI
C
F
PC
D
T
70
0
7
Ma
j
o
r
4,8
2
5
,
5
8
4
20
0
,
0
0
0
50
0
,
0
0
0
50
0
,
0
0
0
-
-
6,
0
2
5
,
5
8
4
Di
s
c
o
v
e
r
y
M
a
n
a
g
e
m
e
n
t
A
s
s
e
s
s
m
e
n
t
TI
C
F
BC
D
D
M
70
2
0
Ma
j
o
r
30
,
0
0
0
-
14
0
,
0
0
0
-
-
-
17
0
,
0
0
0
El
e
c
t
r
o
n
i
c
P
a
t
i
e
n
t
C
a
r
e
R
e
p
o
r
t
i
n
g
TI
C
F
PS
S
C
NA
Ma
j
o
r
-
50
,
0
0
0
-
-
-
-
50
,
0
0
0
En
t
e
r
p
r
i
s
e
A
s
s
e
t
M
a
n
a
g
e
m
e
n
t
S
y
s
t
e
m
TI
C
F
PC
D
T
70
1
3
Ma
j
o
r
1,1
0
0
,
0
0
0
50
0
,
0
0
0
-
-
-
-
1,
6
0
0
,
0
0
0
En
t
e
r
p
r
i
s
e
D
i
g
i
t
a
l
A
s
s
e
t
M
a
n
a
g
e
m
e
n
t
TI
C
F
EA
T
70
2
2
Ma
j
o
r
50
,
0
0
0
35
0
,
0
0
0
-
-
-
-
40
0
,
0
0
0
Ex
p
l
o
r
a
t
i
o
n
H
u
b
A
u
d
i
o
V
i
s
u
a
l
U
p
g
r
a
d
e
TI
C
F
EA
T
70
2
3
Ma
j
o
r
41
,
8
5
2
-
-
-
-
-
41
,
8
5
2
Fa
c
i
l
i
t
y
S
e
c
u
r
i
t
y
M
a
s
t
e
r
P
l
a
n
TI
C
F
PS
S
C
70
0
3
Ma
j
o
r
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
10
0
,
0
0
0
-
-
40
0
,
0
0
0
Liv
e
9
1
1
TI
C
F
PS
S
C
NA
Ma
j
o
r
-
66
,
3
8
0
-
-
-
-
66
,
3
8
0
Ne
x
t
G
e
n
e
r
a
t
i
o
n
O
n
l
i
n
e
C
a
t
a
l
o
g
TI
C
F
EA
T
70
2
4
Ma
j
o
r
40
,
0
0
0
-
-
-
-
-
40
,
0
0
0
On
l
i
n
e
P
e
r
m
i
t
t
i
n
g
/
E
l
e
c
t
r
o
n
i
c
R
e
v
i
e
w
s
(
E
-
R
e
v
i
e
w
s
)
TI
C
F
EA
T
70
2
5
Ma
j
o
r
64
5
,
0
0
0
-
-
-
-
-
64
5
,
0
0
0
Ou
t
d
o
o
r
W
i
r
e
l
e
s
s
S
t
u
d
y
TI
C
F
FV
C
E
C
NA
Ma
j
o
r
10
0
,
0
0
0
-
-
-
-
-
10
0
,
0
0
0
Pa
t
r
o
n
P
r
i
n
t
/
C
o
p
y
M
a
n
a
g
e
m
e
n
t
TI
C
F
EA
T
NA
Ma
j
o
r
-
18
,
0
0
0
70
,
0
0
0
-
-
-
88
,
0
0
0
Pr
o
f
e
s
s
i
o
n
a
l
T
e
c
h
n
i
c
a
l
S
e
r
v
i
c
e
s
f
o
r
D
a
t
a
P
r
o
j
e
c
t
D
e
l
i
v
e
r
y
TI
C
F
BC
D
D
M
NA
Ma
j
o
r
-
70
,
0
0
0
70
,
0
0
0
70
,
0
0
0
70
,
0
0
0
70
,
0
0
0
35
0
,
0
0
0
Pr
o
j
e
c
t
P
o
r
t
f
o
l
i
o
M
a
n
a
g
e
m
e
n
t
T
o
o
l
&
C
o
n
s
u
l
t
i
n
g
TI
C
F
PC
D
T
70
0
4
Ma
j
o
r
50
0
,
0
0
0
-
-
-
-
-
50
0
,
0
0
0
Se
r
v
i
c
e
N
o
w
S
A
M
I
m
p
l
e
m
e
n
t
a
t
i
o
n
TI
C
F
PC
D
T
70
1
5
Ma
j
o
r
15
0
,
0
0
0
(1
5
0
,
0
0
0
)
-
-
-
-
-
Se
r
v
i
c
e
N
o
w
S
e
r
v
i
c
e
P
o
r
t
a
l
TI
C
F
PC
D
T
70
1
6
Ma
j
o
r
15
0
,
0
0
0
-
-
-
-
-
15
0
,
0
0
0
Ti
m
e
k
e
e
p
i
n
g
S
y
s
t
e
m
U
p
g
r
a
d
e
TI
C
F
PC
D
T
NA
Ma
j
o
r
-
95
,
0
0
0
-
-
-
-
95
,
0
0
0
Vir
t
u
a
l
P
e
r
m
i
t
t
i
n
g
C
o
u
n
t
e
r
(
O
p
e
n
C
o
u
n
t
e
r
)
TI
C
F
EA
T
70
2
6
Ma
j
o
r
61
,
0
0
0
-
23
,
0
0
0
-
-
-
84
,
0
0
0
Gl
o
b
a
l
P
o
s
i
t
i
o
n
i
n
g
S
y
s
t
e
m
(
G
P
S
)
T
e
c
h
n
o
l
o
g
y
H
a
r
d
w
a
r
e
TI
C
F
PC
D
T
NA
Min
o
r
45
,
9
1
6
-
-
-
-
-
45
,
9
1
6
Te
c
h
n
o
l
o
g
y
I
n
v
e
s
t
m
e
n
t
C
a
p
i
t
a
l
F
u
n
d
T
o
t
a
l
10
,
8
8
9
,
3
5
2
3,0
0
7
,
3
8
0
2,7
0
3
,
0
0
0
2,8
7
0
,
0
0
0
27
0
,
0
0
0
27
0
,
0
0
0
20
,
0
0
9
,
7
3
2
In
f
o
r
m
a
t
i
o
n
T
e
c
h
n
o
l
o
g
y
R
e
p
l
a
c
e
m
e
n
t
F
u
n
d
An
n
u
a
l
H
a
r
d
w
a
r
e
a
n
d
I
n
f
r
a
s
t
r
u
c
t
u
r
e
R
e
p
l
a
c
e
m
e
n
t
IT
R
F
PS
S
C
NA
Ma
j
o
r
1,1
0
2
,
6
3
5
79
0
,
0
0
0
1,0
3
0
,
0
0
0
1,4
8
5
,
0
0
0
1,1
1
0
,
0
0
0
1,
0
5
0
,
0
0
0
6,
5
6
7
,
6
3
5
Ut
i
l
i
t
i
e
s
E
n
t
e
r
p
r
i
s
e
F
u
n
d
s
(
O
p
e
r
a
t
i
n
g
o
r
C
a
p
i
t
a
l
)
Me
t
e
r
D
a
t
a
M
a
n
a
g
e
m
e
n
t
/
U
t
i
l
i
t
y
A
n
a
l
y
t
i
c
s
UE
F
BC
D
D
M
NA
Ma
j
o
r
-
-
55
0
,
0
0
0
-
-
-
55
0
,
0
0
0
Re
g
u
l
a
t
o
r
y
W
a
t
e
r
U
s
a
g
e
A
n
a
l
y
t
i
c
s
(
O
p
e
r
a
t
i
n
g
F
u
n
d
s
)
UE
F
BC
D
D
M
NA
Ma
j
o
r
-
50
,
0
0
0
50
,
0
0
0
Ut
i
l
i
t
y
B
i
l
l
i
n
g
A
u
t
o
m
a
t
i
o
n
UE
F
PC
D
T
NA
Ma
j
o
r
-
75
,
0
0
0
75
,
0
0
0
Ut
i
l
i
t
y
B
i
l
l
i
n
g
P
o
r
t
a
l
UE
F
PC
D
T
NA
Ma
j
o
r
-
90
,
0
0
0
90
,
0
0
0
To
t
a
l
U
t
i
l
i
t
i
e
s
E
n
t
e
r
p
r
i
s
e
F
u
n
d
s
(
O
p
e
r
a
t
i
n
g
o
r
C
a
p
i
t
a
l
)
-
14
0
,
0
0
0
62
5
,
0
0
0
-
-
-
76
5
,
0
0
0
11
,
9
9
1
,
9
8
7
$
3,
9
3
7
,
3
8
0
$
4,
3
5
8
,
0
0
0
$
4,
3
5
5
,
0
0
0
$
1,
3
8
0
,
0
0
0
$
1,
3
2
0
,
0
0
0
$
27
,
3
4
2
,
3
6
7
$
Co
n
n
e
c
t
e
d
C
a
r
l
s
b
a
d
G
o
a
l
A
b
b
r
e
v
i
a
t
i
o
n
s
Bu
i
l
d
C
a
p
a
c
i
t
y
f
o
r
D
a
t
a
-
d
r
i
v
e
n
D
e
c
i
s
i
o
n
M
a
k
i
n
g
=
B
C
D
D
M
En
h
a
n
c
e
A
c
c
e
s
s
i
b
i
l
i
t
y
a
n
d
T
r
a
n
s
p
a
r
e
n
c
y
=
E
A
T
Fo
s
t
e
r
a
V
i
b
r
a
n
t
C
i
v
i
c
E
n
g
a
g
e
m
e
n
t
C
u
l
t
u
r
e
=
F
V
C
E
C
Pr
o
m
o
t
e
S
e
c
u
r
i
t
y
a
n
d
S
u
s
t
a
i
n
a
b
i
l
i
t
y
t
h
r
o
u
g
h
C
o
n
n
e
c
t
i
v
i
t
y
=
P
S
S
C
Pu
r
s
u
e
C
o
m
m
u
n
i
t
y
w
i
d
e
D
i
g
i
t
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
=
P
C
D
T
Co
n
n
e
c
t
e
d
C
a
r
l
s
b
a
d
G
o
a
l
Pr
o
j
e
c
t
s
T
o
t
a
l
H-41
PROJECT FUNDING SOURCES
Technology Investment Capital Fund – Funds set
aside on a yearly basis to fund ongoing SDTIP
digital transformation and technology projects.
Revenue is mostly comprised of an annual General
Fund transfer, estimated based on a portion of the
transfer of 6% of General Fund revenues, in
accordance with Council Policy No. 91 – Long Term
General Fund Capital Funding Policy.
Information Technology Replacement Fund – Funds are collected annually from the city’s operating
departments as part of the IT Department internal service fund chargeback; charges are based on an
asset’s lifecycle and original cost. These funds are used to replace assets at the end of their useful
lives.
Utilities Enterprise Funds (Operating or Capital) –
For information regarding the Utilities Enterprise Funds, please see the Public Works Section of the
Fiscal Year 2022-23 Operating Budget and for the Capital Funds please see the CIP Section of the
Fiscal Year 2022-23 Operating Budget.
FUNDING SOURCES
TECHNOLOGY INVESTMENT CAPITAL FUND
FUNDS AVAILABILITY PROJECTION
Estimated Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
3,039,160$ 4,059,780$ 5,542,780$ 6,972,780$ 11,114,780$
Transfers In 3,956,000 4,096,000 4,187,000 4,271,000 4,381,000
Interest Revenue 72,000 90,000 113,000 141,000 176,000
Project Appropriations 3,007,380 2,703,000 2,870,000 270,000 270,000
4,059,780$ 5,542,780$ 6,972,780$ 11,114,780$ 15,401,780$
3,039,160$
Ending Available Balance
Balance Available for Future Projects
Beginning Available Balance
INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND
FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
1,654,923$ 2,349,929$ 2,669,929$ 2,534,929$ 2,774,929$
Replacement Cost Revenue 1,485,006 1,350,000 1,350,000 1,350,000 1,350,000
Replacement Appropriations 790,000 1,030,000 1,485,000 1,110,000 1,050,000
2,349,929$ 2,669,929$ 2,534,929$ 2,774,929$ 3,074,929$
1,654,923$ Estimated Available Funds
Ending Available Balance
Beginning Available Balance
FY 2021-22 Projected Revenue 10,739,000$
FY 2022-23 Estimated Revenue 4,028,000$
FY 2022-22 Estimated Exenditures 1,615,320$
FY 2022-23 Continuing Appropriations 6,084,520$
FY 2022-23 New Appropriations 3,007,380$
FY 2022-23 Total Appropriations 9,091,900$
Budget Expenditure Schedule
Revenue Estimates Schedule
TECHNOLOGY INVESTMENT CAPITAL FUND
H-42
FISCAL YEAR 2022-23 ROADMAP
St
r
a
t
e
g
i
c
D
i
g
i
t
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
I
n
v
e
s
t
m
e
n
t
P
r
o
g
r
a
m
F
Y
2
0
2
2
-
2
3
S
c
h
e
d
u
l
e
Le
g
e
n
d
:
Pr
o
j
e
c
t
On
g
o
i
n
g
GO
A
L
IN
I
T
I
A
T
I
V
E
S
Co
n
s
o
l
i
d
a
t
i
o
n
&
R
e
p
l
a
c
e
m
e
n
t
o
f
C
o
r
e
S
y
s
t
e
m
s
Dig
i
t
a
l
I
n
f
o
r
m
a
t
i
o
n
N
e
t
w
o
r
k
En
t
e
r
p
r
i
s
e
A
s
s
e
t
M
a
n
a
g
e
m
e
n
t
Pr
o
j
e
c
t
P
o
r
t
f
o
l
i
o
M
a
n
a
g
e
m
e
n
t
Se
r
v
i
c
e
N
o
w
S
e
r
v
i
c
e
P
o
r
t
a
l
Tim
e
k
e
e
p
i
n
g
S
y
s
t
e
m
U
p
g
r
a
d
e
Ut
i
l
i
t
y
B
i
l
l
i
n
g
P
o
r
t
a
l
Glo
b
a
l
P
o
s
i
t
i
o
n
i
n
g
S
y
s
t
e
m
(
G
P
S
)
T
e
c
h
n
o
l
o
g
y
H
a
r
d
w
a
r
e
GO
A
L
IN
I
T
I
A
T
I
V
E
S
Bu
s
i
n
e
s
s
P
r
o
c
e
s
s
A
u
t
o
m
a
t
i
o
n
Da
t
a
G
o
v
e
r
n
a
n
c
e
a
n
d
O
p
e
r
a
t
i
o
n
a
l
A
n
a
l
y
t
i
c
s
Pr
o
f
e
s
s
i
o
n
a
l
T
e
c
h
n
i
c
a
l
S
e
r
v
i
c
e
s
f
o
r
D
a
t
a
P
r
o
j
e
c
t
D
e
l
i
v
e
r
y
Re
g
u
l
a
t
o
r
y
W
a
t
e
r
U
s
a
g
e
A
n
a
l
y
t
i
c
s
GO
A
L
IN
I
T
I
A
T
I
V
E
S
Au
d
i
o
V
i
s
u
a
l
U
p
g
r
a
d
e
s
Ou
t
d
o
o
r
W
i
r
e
l
e
s
s
S
t
u
d
y
GO
A
L
IN
I
T
I
A
T
I
V
E
S
Civ
i
c
E
n
g
a
g
e
m
e
n
t
w
i
t
h
O
p
e
n
D
a
t
a
Ex
p
l
o
r
a
t
i
o
n
H
u
b
A
u
d
i
o
V
i
s
u
a
l
U
p
g
r
a
d
e
En
t
e
r
p
r
i
s
e
D
i
g
i
t
a
l
A
s
s
e
t
M
a
n
a
g
e
m
e
n
t
Ne
x
t
G
e
n
e
r
a
t
i
o
n
O
n
l
i
n
e
C
a
t
a
l
o
g
On
l
i
n
e
P
e
r
m
i
t
t
i
n
g
/
E
l
e
c
t
r
o
n
i
c
R
e
v
i
e
w
s
(
E
-
R
e
v
i
e
w
)
Pa
t
r
o
n
P
r
i
n
t
/
C
o
p
y
M
a
n
a
g
e
m
e
n
t
Vir
t
u
a
l
P
e
r
m
i
t
t
i
n
g
C
o
u
n
t
e
r
(
O
p
e
n
C
o
u
n
t
e
r
)
GO
A
L
IN
I
T
I
A
T
I
V
E
S
An
n
u
a
l
H
a
r
d
w
a
r
e
a
n
d
I
n
f
r
a
s
t
r
u
c
t
u
r
e
R
e
p
l
a
c
e
m
e
n
t
Bu
s
i
n
e
s
s
P
r
o
c
e
s
s
D
o
c
u
m
e
n
t
a
t
i
o
n
Co
m
p
u
t
e
r
A
i
d
e
d
D
i
s
p
a
t
c
h
(
C
A
D
)
Cy
b
e
r
S
e
c
u
r
i
t
y
P
r
o
g
r
a
m
D
e
v
e
l
o
p
m
e
n
t
Ele
c
t
r
o
n
i
c
P
a
t
i
e
n
t
C
a
r
e
R
e
p
o
r
t
i
n
g
En
s
u
r
e
A
d
o
p
t
i
o
n
o
f
R
e
l
e
v
a
n
t
N
e
w
T
e
c
h
n
o
l
o
g
i
e
s
a
r
e
M
i
r
r
o
r
e
d
i
n
t
o
E
O
C
Fa
c
i
l
i
t
y
S
e
c
u
r
i
t
y
M
a
s
t
e
r
P
l
a
n
Liv
e
9
1
1
Tr
a
f
f
i
c
M
a
n
a
g
e
m
e
n
t
F
u
n
c
t
i
o
n
a
l
i
t
y
E
n
h
a
n
c
e
m
e
n
t
JU
N
JU
N
JU
N
JU
N
JU
N
MA
Y
MA
Y
MA
Y
MA
Y
MA
Y
AP
R
AP
R
AP
R
AP
R
AP
R
MA
R
MA
R
MA
R
MA
R
MA
R
FE
B
FE
B
FE
B
FE
B
FE
B
JA
N
JA
N
JA
N
JA
N
JA
N
Pr
o
m
o
t
e
S
a
f
e
t
y
a
n
d
Su
s
t
a
i
n
a
b
i
l
i
t
y
t
h
r
o
u
g
h
Co
n
n
e
c
t
i
v
i
t
y
OC
T
OC
T
JU
L
AU
G
SE
P
En
h
a
n
c
e
A
c
c
e
s
s
i
b
i
l
i
t
y
a
n
d
Tr
a
n
s
p
a
r
e
n
c
y
JU
L
AU
G
SE
P
Fo
s
t
e
r
a
V
i
b
r
a
n
t
C
i
v
i
c
En
g
a
g
e
m
e
n
t
C
u
l
t
u
r
e
Bu
i
l
d
C
a
p
a
c
i
t
y
f
o
r
D
a
t
a
-
dr
i
v
e
n
D
e
c
i
s
i
o
n
M
a
k
i
n
g
SE
P
OC
T
OC
T
Pu
r
s
u
e
C
o
m
m
u
n
i
t
y
W
i
d
e
Dig
i
t
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
JU
L
AU
G
JU
L
AU
G
AU
G
JU
L
OC
T
SE
P
SE
P
NO
V
DE
C
DE
C
DE
C
DE
C
DE
C
NO
V
NO
V
NO
V
NO
V
-As
s
e
s
s
m
e
n
t
--
--
-
-
De
c
i
s
i
o
n
--
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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
---
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Pil
o
t
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Ro
l
l
O
u
t
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
--
-
-
-
-
-
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
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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
---
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
---
-
-
-
-
-
-
-
-
Go
v
e
r
n
a
n
e
---
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Pil
o
t
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Ro
l
l
O
u
t
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
TB
D
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
TB
D
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
RF
P
--
-
-
-
-
-
-
-
-
-
-
-
---
-
-
-
-
Se
l
e
c
t
i
o
n
--
-
-
-
-
-
-
-
-
-
---
-
-
-
-
-
-
-
-
-
-
-
-
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
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
Aq
u
i
r
e
Ha
r
d
w
a
r
e
--
-
--
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
--
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
TB
D
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
As
s
e
s
s
m
e
n
t
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
---
---
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
TB
D
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
On
g
o
i
n
g
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
As
s
e
s
s
m
e
n
t
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
H-43
FIVE-YEAR ROADMAP
St
r
a
t
e
g
i
c
D
i
g
i
t
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
I
n
v
e
s
t
m
e
n
t
P
r
o
g
r
a
m
-
5
-
Y
e
a
r
R
o
a
d
m
a
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
Dig
i
t
a
l
I
n
f
o
r
m
a
t
i
o
n
N
e
t
w
o
r
k
En
t
e
r
p
r
i
s
e
A
s
s
e
t
M
a
n
a
g
e
m
e
n
t
S
y
s
t
e
m
Pro
j
e
c
t
P
o
r
t
f
o
l
i
o
M
a
n
a
g
e
m
e
n
t
T
o
o
l
&
C
o
n
s
u
l
t
i
n
g
Se
r
v
i
c
e
N
o
w
S
e
r
v
i
c
e
P
o
r
t
a
l
Tim
e
k
e
e
p
i
n
g
S
y
s
t
e
m
U
p
g
r
a
d
e
Ut
i
l
i
t
y
B
i
l
l
i
n
g
A
u
t
o
m
a
t
i
o
n
Ut
i
l
i
t
y
B
i
l
l
i
n
g
P
o
r
t
a
l
Glo
b
a
l
P
o
s
i
t
i
o
n
i
n
g
S
y
s
t
e
m
(
G
P
S
)
T
e
c
h
n
o
l
o
g
y
H
a
r
d
w
a
r
e
Tr
a
n
s
i
t
i
o
n
t
o
a
S
i
n
g
l
e
I
d
e
n
t
i
t
y
f
o
r
U
s
e
r
s
o
f
C
i
t
y
S
e
r
v
i
c
e
s
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Bu
s
i
n
e
s
s
P
r
o
c
e
s
s
A
u
t
o
m
a
t
i
o
n
Da
t
a
G
o
v
e
r
n
a
n
c
e
a
n
d
O
p
e
r
a
t
i
o
n
a
l
A
n
a
l
y
t
i
c
s
Dis
c
o
v
e
r
y
M
a
n
a
g
e
m
e
n
t
A
s
s
e
s
s
m
e
n
t
Me
t
e
r
D
a
t
a
M
a
n
a
g
e
m
e
n
t
/
U
t
i
l
i
t
y
A
n
a
l
y
t
i
c
s
Pro
f
e
s
s
i
o
n
a
l
T
e
c
h
n
i
c
a
l
S
e
r
v
i
c
e
s
f
o
r
D
a
t
a
P
r
o
j
e
c
t
D
e
l
i
v
e
r
y
Re
g
u
l
a
t
o
r
y
W
a
t
e
r
U
s
a
g
e
A
n
a
l
y
t
i
c
s
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
U
p
g
r
a
d
e
s
Dig
i
t
a
l
E
n
g
a
g
e
m
e
n
t
&
A
n
a
l
y
t
i
c
s
C
o
n
s
u
l
t
a
n
t
Ou
t
d
o
o
r
W
i
r
e
l
e
s
s
S
t
u
d
y
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
n
t
w
i
t
h
O
p
e
n
D
a
t
a
Ex
p
l
o
r
a
t
i
o
n
H
u
b
A
u
d
i
o
V
i
s
u
a
l
U
p
g
r
a
d
e
En
t
e
r
p
r
i
s
e
D
i
g
i
t
a
l
A
s
s
e
t
M
a
n
a
g
e
m
e
n
t
Ne
x
t
G
e
n
e
r
a
t
i
o
n
O
n
l
i
n
e
C
a
t
a
l
o
g
On
l
i
n
e
P
e
r
m
i
t
t
i
n
g
/
E
l
e
c
t
r
o
n
i
c
R
e
v
i
e
w
s
(
E
-
R
e
v
i
e
w
)
Pa
t
r
o
n
P
r
i
n
t
/
C
o
p
y
M
a
n
a
g
e
m
e
n
t
Vir
t
u
a
l
P
e
r
m
i
t
t
i
n
g
C
o
u
n
t
e
r
(
O
p
e
n
C
o
u
n
t
e
r
)
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
An
n
u
a
l
H
a
r
d
w
a
r
e
a
n
d
I
n
f
r
a
s
t
r
u
c
t
u
r
e
R
e
p
l
a
c
e
m
e
n
t
Bu
s
i
n
e
s
s
P
r
o
c
e
s
s
D
o
c
u
m
e
n
t
a
t
i
o
n
Co
m
p
u
t
e
r
A
i
d
e
d
D
i
s
p
a
t
c
h
(
C
A
D
)
Cy
b
e
r
S
e
c
u
r
i
t
y
P
r
o
g
r
a
m
D
e
v
e
l
o
p
m
e
n
t
Ele
c
t
r
o
n
i
c
P
a
t
i
e
n
t
C
a
r
e
R
e
p
o
r
t
i
n
g
Fa
c
i
l
i
t
y
S
e
c
u
r
i
t
y
M
a
s
t
e
r
P
l
a
n
Liv
e
9
1
1
Tr
a
f
f
i
c
M
a
n
a
g
e
m
e
n
t
F
u
n
c
t
i
o
n
a
l
i
t
y
E
n
h
a
n
c
e
m
e
n
t
En
s
u
r
e
A
d
o
p
t
i
o
n
o
f
R
e
l
e
v
a
n
t
N
e
w
T
e
c
h
n
o
l
o
g
i
e
s
a
r
e
M
i
r
r
o
r
e
d
i
n
t
o
E
O
C
Pr
o
m
o
t
e
S
a
f
e
t
y
a
n
d
Su
s
t
a
i
n
a
b
i
l
i
t
y
t
h
r
o
u
g
h
Co
n
n
e
c
t
i
v
i
t
y
GO
A
L
IN
I
T
I
A
T
I
V
E
S
Pr
i
o
r
Y
e
a
r
s
FY
2
0
2
2
-
2
3
FY
2
0
2
3
-
2
4
FY
2
0
2
4
-
2
5
FY
2
0
2
4
-
2
5
Pr
i
o
r
Y
e
a
r
s
FY
2
0
2
2
-
2
3
FY
2
0
2
3
-
2
4
Fo
s
t
e
r
a
V
i
b
r
a
n
t
C
i
v
i
c
En
g
a
g
e
m
e
n
t
C
u
l
t
u
r
e
IN
I
T
I
A
T
I
V
E
S
GO
A
L
GO
A
L
Bu
i
l
d
C
a
p
a
c
i
t
y
f
o
r
D
a
t
a
-
dri
v
e
n
D
e
c
i
s
i
o
n
M
a
k
i
n
g
GO
A
L
Pu
r
s
u
e
C
o
m
m
u
n
i
t
y
W
i
d
e
Dig
i
t
a
l
T
r
a
n
s
f
o
r
m
a
t
i
o
n
GO
A
L
IN
I
T
I
A
T
I
V
E
S
Pr
i
o
r
Y
e
a
r
s
FY
2
0
2
3
-
2
4
FY
2
0
2
4
-
2
5
FY
2
0
2
3
-
2
4
FY
2
0
2
3
-
2
4
FY
2
0
2
4
-
2
5
FY
2
0
2
4
-
2
5
FY
2
0
2
2
-
2
3
En
h
a
n
c
e
A
c
c
e
s
s
i
b
i
l
i
t
y
a
n
d
Tr
a
n
s
p
a
r
e
n
c
y
FY
2
0
2
5
-
2
6
FY
2
0
2
5
-
2
6
FY
2
0
2
5
-
2
6
FY
2
0
2
5
-
2
6
Pr
i
o
r
Y
e
a
r
s
FY
2
0
2
2
-
2
3
FY
2
0
2
2
-
2
3
IN
I
T
I
A
T
I
V
E
S
IN
I
T
I
A
T
I
V
E
S
Pr
i
o
r
Y
e
a
r
s
FY
2
0
2
5
-
2
6
FY
2
0
2
6
-
2
7
FY
2
0
6
5
-
2
7
FY
2
0
6
5
-
2
7
FY
2
0
6
5
-
2
7
FY
2
0
6
5
-
2
7
H-44
I-1
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment to
maintaining the highest standards of quality facilities for our community today and in the future. It is
a planning document, not a commitment for spending. The 15-year program outlines the expenditure
plan for future capital projects and the corresponding revenues to pay for those expenditures.
Projects that are shown in the CIP are generally defined as any construction, rehabilitation or
replacement of major infrastructure such as streets, libraries, parks, fire stations and administrative
facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground.
In most cases, the total construction cost of each of these assets is recorded and tracked as part of
the city’s inventory of capital infrastructure assets and other city-owned property.
Once the City Council adopts the proposed annual CIP budget, projects receive an appropriation that
authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget
information is shown for a 15-year period to provide the most comprehensive information about
known future projects. Spending authority in future years is not granted until adoption of the annual
proposed CIP budget associated with each year.
The CIP is organized by the following project classifications:
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
The City of Carlsbad’s philosophy is to take a
proactive, long-range planning approach to building
high quality facilities and infrastructure that support
the needs and priorities of the community. Prudent
financial planning has ensured ongoing funding to
modernize, repair, and replace existing infrastructure
projects through numerous asset management
programs. Since the city applies a comprehensive
asset management approach to infrastructure
planning and budgeting it is able to avoid more costly
unexpected repairs or operational needs and
minimize the burden on emergency expenditures.
As the city continues to grow and develop, there is a corresponding increase in the demand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted
a Growth Management Plan in 1986. The plan was established to manage development within the
city by linking residential, commercial, and industrial development directly to standards for
availability of public services and facilities.
The Growth Management Plan states that unless a standard level of facilities is available to meet new
demands resulting from the city’s growth, development cannot proceed. Recently, certain actions,
such as imposing a moratorium, have been determined to be impermissible by the California Housing
and Community Development Department, per Senate Bill 330, Housing Crisis Act of 2019, which
became effective on Jan. 1, 2020.
The detailed level of planning required by Growth Management has allowed the city’s CIP to
anticipate the funding needed for capital improvements in the next 15 years. Facilities such as
community centers, parks and fire stations have been constructed and opened to the public under
this program.
The CIP has been designed to specifically address areas where new or expanded facilities will be
needed to maintain compliance with the adopted performance standards. With the adoption of the
fiscal year 2022-23 CIP, compliance with the Growth Management Plan is continued.
PROJECT EVALUATION
Development of the CIP is a team effort involving all operational departments, the City Manager’s
Office, the City Council, and the community. Community feedback on infrastructure needs is
considered and incorporated as appropriate. The CIP is fully vetted at multiple levels of the city
organization by appropriate staff using an inclusive and transparent process and reviewed on a
quarterly basis.
I-3
Projects were evaluated for the ability to
deliver realistic outcomes considering
anticipated revenue decreases in some
capital funding sources. The city remains
focused on matching existing resources
with reasonable and achievable project
schedules while continuing to work on
projects that are already underway.
Existing project balances were evaluated
to determine whether additional funding
was needed or if the existing balances
were adequate. Funding
recommendations were matched against
project timing and balanced against
available funding sources.
As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels
of service throughout their lifecycle. Recommendations for project funding consider current project
status, project scheduling and sequencing requirements, project constraints, and current staff
capacity. Project charters are updated to include project description, location, summary of need,
justification including any legislative or policy citations, cost estimates, and project scores.
FISCAL YEAR 2022-23 APPROPRIATIONS BY CATEGORY
In the fiscal year 2022-23 CIP, there are approximately 226 continuing and new projects planned over
the next 15 years. The fiscal year 2022-23 CIP outlines $42.6 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 14 new projects.
Projected revenues during the same fiscal year are estimated at $59.5 million.
Capital Projects
49%
Maintenance &
Operations
35%
Project
Accounting
16%
FY 2022-23 Appropriations by Category
$42.6 million
Capital
Improvement
Program
Public health
and safety
City mission,
vision and organizational
values
Community
values
Environmental
review
Governing and
policy
documents
Funding
availability
City
Council
goals
I-4
FISCAL YEAR 2022-23 APPROPRIATIONS BY PROJECT TYPE
Civic Buildings and Facility Maintenance
$1.7 million
This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs
include repair, maintenance and replacement of civic buildings.
Parks
$1.8 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing,
picnic areas and other needs identified by the community and in recently updated parks master
plans.
Drainage
$3.3 million
The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as
well as maintaining the water quality of the city’s creeks, lagoons and ocean. As the city continues to
age, it is increasingly necessary to balance repairing and replacing the existing lines with enhancing
the current infrastructure to accommodate future needs.
Sewer
$13.9 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation
projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are
built and paid for with impact fees collected with new development.
Water and Recycled Water
$2.8 million
Future water and recycled water projects include construction of new pipelines, replacement of
existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been
producing and delivering recycled water for over 30 years.
Transportation
$19 million
People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they
drive, walk, bike, or ride a bus or train. The city continues to invest in modernizing roads, leveraging
technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways,
bridges, sidewalks and other assets in public rights of way throughout the city.
I-5
NEW CAPITAL IMPROVEMENT PROJECTS
Chinquapin Lift Station Improvements
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement
Budget
FY23 $ 300,000
FY24 $ 920,000
TOTAL $ 1,220,000
About This Project
The project will replace the generator and electrical equipment and construct a building to reduce
corrosion of the electrical gear.
Project Need
Expansion of the enclosure is required to meet the electrical code. Salt laden air causes premature
corrosion of electrical equipment, and a climate-controlled building is necessary. Generator
replacement will provide continued reliability. The project is consistent with California Electrical
Code.
C -Tank Access Road Repair and Electrical Improvement
Managing Department: Utilities
Classification: Capital Project
Funding Source: Recycled Replacement,
Recycled Connection
Budget
FY23 $ 300,000
FY25 $ 1,590,000
TOTAL $ 1,890,000
About This Project
The project will repair asphalt and unimproved portions of the access road to maintain vehicle access
to the reservoir. The project will provide electrical service from the end of Bobcat Boulevard to the
reservoir for future Supervisory Control and Data Acquisition, or SCADA, and communications
purposes.
Project Need
Ensures access to the facility is preserved and provides future SCADA and communication capabilities.
I-6
Leo Carrillo Ranch Park Phase 3B
Managing Department: Parks and
Recreation
Classification: Capital Project
Funding Source: Park-in-Lieu Southeast
Budget
FY25 $ 500,000
FY26 $ 500,000
FY27 $ 1,400,000
TOTAL $ 2,400,000
About This Project
The individual projects that comprise the Leo Carrillo Ranch Park Phase 3B Project were included in
the 1998 City Council approved (AB #14,521, Jan. 13, 1998) Leo Carrillo Ranch Master Plan. In 2014,
the city held a public workshop on prioritization of the park’s individual projects for future planning
and cost estimating purposes. The details of this project were prioritized by stakeholder and staff
feedback received at that workshop. The project will include updates and improvements to the
Carriage House, the Caretaker’s Residence, Botanical Garden, West Meadow, Botanical Trail, Arbor,
and Feed Storage Building/Tack Shed. This prioritization of the park’s individual projects was affirmed
via the 2015 Parks & Recreation Department Master Plan.
Project Need
The Phase 3B project is consistent with the City Council approved 1998 Leo Carrillo Ranch Park
Master Plan and the City Council adopted 2015 Parks & Recreation Department Master Plan (Park,
Facility and Program Rankings).
Orion Complex Energy Storage
Managing Department: Facilities
Classification: Planning
Funding Source: General Capital Construction
Budget
FY27 $ 250,000
TOTAL $ 250,000
About This Project
Study feasibility of alternative energy generation and storage, such as a microgrid, to support city
facilities located along Orion Way.
Project Need
If feasible, the project could offset ongoing energy costs and contribute to the city’s use of renewable
energy sources.
I-7
Poin settia Lift Station Rehabilitation
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement
Budget
FY24 $ 2,500,000
TOTAL $ 2,500,000
About This Project
Replacement of the three pumps and related mechanical equipment and electrical and odor control
improvements.
Project Need
Improvements will provide continued functionality of a critical wastewater facility and mitigate
potential of Sanitary Sewer Overflows.
Stagecoach Community Park Community Gardens
Managing Department: Parks and
Recreation
Classification: Capital Project
Funding Source: Park-in-Lieu Southeast
Budget
FY23 $ 225,000
FY24 $ 200,000
TOTAL $ 425,000
About This Project
The maintenance yard has become available for a new use. Staff proposes converting maintenance
yard at Stagecoach Park into a raised container community garden. Project will include 20 raised
planting beds, kiosk, composting bins, tool storage and benches.
Project Need
To address demand for community gardens in southeast quadrant. The project is consistent with the
Parks and Recreation Master Plan.
I-8
Traffic Signal Right Turn Overlaps
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 150,000
TOTAL $ 150,000
About This Project
Traffic signal modification to provide right turn overlap phase at Poinsettia/Paseo Del Norte
southbound approach, El Camino Real/Tamarack Avenue northbound approach, and Palomar Airport
Road/Melrose Drive eastbound approach.
Project Need
Right turn overlap phasing improves traffic flow through an intersection by allowing right turns to
occur at the same time as the protected left turn movement on the intersecting road. This improves
traffic flow efficiency while also reducing vehicle idling and emissions.
Vista/Carlsbad Interceptor – Point Repair Reaches
VC13 & VC14
Managing Department: Utilities
Classification: Maintenance and Operations
Funding Source: Sewer Replacement
Budget
FY23 $ 200,000
FY24 $ 600,000
FY25 $ 600,000
TOTAL $ 1,400,000
About This Project
Rehabilitate approximately 8,600 lineal feet of existing 42-inch diameter interceptor sewer pipeline
and manholes with cured-in-place pipe. Carlsbad shares the total cost of the project with the City of
Vista as a percentage of capacity.
Project Need
The existing 42-inch sewer is plastic lined and was constructed in the 1960s. Due to age and
deformations in plastic liner, a comprehensive rehabilitation is needed.
I-9
Village Decorative Lighting – Carlsbad Village Drive
from Harding Street to Ocean Street
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY23 $ 400,000
TOTAL $ 400,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 3 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
Village Decorative Lighting – Train Station Area
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 800,000
TOTAL $ 800,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 4 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
I-10
Village Decorative Lighting – Hospitality District
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 800,000
TOTAL $ 800,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 5 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
Village Decorative Lighting – Gateway Lighting
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 900,000
TOTAL $ 900,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 6 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
I-11
Village Decorative Lighting – Pedestrian Lampposts
Oak Avenue
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 450,000
TOTAL $ 450,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 7.1 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
Village Decorative Lighting – Pedestrian Lighting at
Village Outskirts
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 850,000
TOTAL $ 850,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 7.2 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
I-12
CAPITAL IMPROVEMENT PROGRAM REVENUES
Over the next 15 years, revenues for capital projects are estimated at $758.6 million and are
segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad,
(2) special district fees and taxes from the community facilities districts and bridge and thoroughfare
benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds
other than wastewater and water, (5) general capital construction funds, and (6) other sources,
including grants, sales taxes and contributions from other agencies.
Approximately 18.9% of all capital revenue is received as a result of development, including
Developer Fees and financing districts in the chart above, and is dependent upon assumptions made
about the city's annual growth in dwelling units and commercial and industrial square feet. These
revenues include Public Facilities Fees, Traffic Impact Fees, Park-In-Lieu Fees, Planned Local Drainage
Fees, Water Connection Fees, Sewer Connection charges, and community facilities districts and
bridge and thoroughfare benefit districts fees.
Water and wastewater replacement revenues generated by user fees equal approximately 36.8% of
total revenues and are used to pay for replacement of existing water and sewer facilities.
Infrastructure Replacement and General Capital Construction revenues, equal to 18.2%, are transfers
from the city’s General Fund, which are being set aside to pay for replacement of major capital
facilities other than wastewater and water facilities and the construction of various municipal
projects. The remaining 26.1% consists of revenues from other agencies and include federal and state
grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from
cities, developers, and other agencies.
Financing Districts
4.0%
General Capital
Construction
9.1%
Infrastructure
Replacement Fund
9.1%
Other agencies
26.1%
Developer fees
14.9%
Utility Replacement
transfers
36.8%
Capital Improvement Program
Projected Revenues FY 2022-23 to FY 2035-37
$758.6 million
I-13
FUTURE GROWTH AND DEVELOPMENT
As shown on the graph on the previous page, there are a variety of revenues that are used to fund
the capital projects. In order to estimate revenues to be received from development, several
assumptions about the rate and type of future development are made. These assumptions can
change from year to year and tend to correlate with the current economic climate.
Every year, city staff evaluates all existing and future private development projects and compares this
information to the capacity of the city using the most current adopted general plans. Information
about existing development activity combined with estimates of how remaining net developable land
might develop is then summarized to prepare future projections about when and where residential
and non-residential development may occur. The following table shows the number of residential
units and non-residential square feet of development that was used in calculating estimated
revenues for fiscal year 2022-23 and subsequent years to build out.
Projected Future Development
Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for
construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital
funds are sufficient, significant operating cost impacts and availability of staff resources are also
considered in evaluating the timing of projects. Where funding discrepancies occur, alternative
financing methods and project timing are evaluated, and recommendations are made to resolve the
discrepancies.
Conservatively, about 3,158 residential units are anticipated for future development, and it is
currently estimated that the city is more than 90% built out. Residential development for fiscal year
2022-23 is projected at 396 units, and, over the next five years, should average 256 units per year.
The amount of non-residential development is projected at about 419,000 square feet over the next
five years.
Projects include several multi-family residential developments, commercial industrial, office and
other mixed-use projects. Development estimates provide data for estimating future fee revenues,
which are calculated by multiplying each applicable development fee by the estimated number of
dwelling units and/or square feet of construction expected during each year.
I-14
FUTURE PROJECTS
The CIP for fiscal year 2022-23 to fiscal year 2035-37 outlines approximately 246 projects at a cost of
$695 million. Long-range planning and responsible asset management play key roles in the
development of future capital projects. Using data from various infrastructure master plans, ongoing
asset condition assessments, technical modelling, field inspections as well as community feedback,
the information provided for future years reflects the most comprehensive snapshot of known or
anticipated future projects as well as associated estimated costs.
Civic facilities
11%
Parks
9%
Drainage
7%
Wastewater
28%
Water/Recycled
Water
22%
Transportation
23%
Future Project Costs By Type
FY 2022-23 to FY 2035-37
$695 million
I-15
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of future multi-family and single-family residential units is assumed
to be 80% and 20%, respectively, and reflects the anticipated mix of residential development for each
Local Facilities Management Zone.
To calculate estimated revenues for Traffic Impact Fees, the number of average daily trips was
computed for each type of development use. An attached multi-family residential dwelling unit is
assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day. The
trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000 square
feet of development, respectively, although the actual volume of trips generated by commercial and
industrial buildings can vary widely depending on the ultimate land use.
CFD No. 1 is a citywide district established to finance various civic facilities required under the city’s
Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.
Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development
and restoration. Bridge and thoroughfare fee districts or BTDs are formed by property owners to
finance specific road construction projects located within the district boundaries. BTD No.2 Poinsettia
Lane/Aviara Parkway was formed to finance the construction of Poinsettia Lane between Aviara
Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane.
UNFUNDED PROJECTS
There are six projects identified in the CIP for which there is no identifiable funding source and, in
some cases, where only partial funding has been identified. The city will investigate obtaining
possible external funding, such as federal and state grants, loans, or other financing sources. Once
funding is identified for these projects, the project costs will have to be reviewed and updated to
reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. Two
projects are partially funded by the Traffic Impact Fee program. The program was planned to
generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining
80% unfunded.
Business Park Recreational Facility (Partial Funding)6,600,000$
Cannon Lake Park (6.7 Acres)2,243,000
Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding)6,905,600
Carlsbad Blvd./ Palomar Airport Road (Partial Funding)14,109,600
Carlsbad Blvd. Realignment - Segments 3-5 26,100,000
College Boulevard Extension 30,000,000
TOTAL UNFUNDED PROJECTS 85,958,200$
I-16
PROJECTED FUND BALANCES FOR FISCAL YEAR 2021 -22
July 1, 2021 Projected June 30, 2022
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 13,513,126$ 1,881,644$ -$ -$ 15,394,770$
BTD#3 - Cannon Road West 520,569 6,026 - - 526,595
CFD #1 - Citywide 94,519,267 2,569,143 1,548,784$ 136,939$ 95,402,688
Gas Tax 13,249,248 3,187,066 2,849,097 610,000 12,977,217
Gas Tax (Road Maint. & Rehab Acct.)4,470,272 2,449,147 5,435,499 - 1,483,920
General Capital Const.41,842,109 13,146,189 23,557,683 - 31,430,615
Grants - Federal (5,696) 1,138,005 145 - 1,132,164
Infrastructure Replacement 123,490,551 1,790,608 12,051,911 - 113,229,248
Other 1,914,046 22,138 962,234 - 973,950
Park Fee Zones 5,13,16, 17, 18 4,746,080 225,641 - - 4,971,721
Park-In-Lieu NE 4,618,117 155,317 - - 4,773,434
Park-In-Lieu NW 2,181,771 399,653 - - 2,581,424
Park-In-Lieu SE 1,747,717 139,642 1,196 - 1,886,163
Park-In-Lieu SW 754,704 54,984 - - 809,688
Planned Local Drainage Area A 972,197 32,116 34,551 - 969,762
Planned Local Drainage Area B 1,478,924 84,142 110,661 - 1,452,405
Planned Local Drainage Area C 1,547,165 56,164 2,802 - 1,600,527
Planned Local Drainage Area D 657,242 275,385 33,732 - 898,895
Public Facilities Fee 30,801,682 1,064,333 2,897,693 - 28,968,322
Sewer Connection 6,610,339 256,504 2,762,488 - 4,104,355
Sewer Replacement 21,282,557 5,519,725 6,405,387 - 20,396,895
Traffic Impact Fee 23,287,504 1,256,032 4,783,390 - 19,760,146
Transnet/Local 28,612,186 5,243,493 5,883,694 - 27,971,985
Water - Potable 36,447,661 889,627 145,381 - 37,191,908
Water - Recycled (11,310,024) 2,159,175 1,874,866 - (11,025,715)
Water Replacement - Potable 57,252,332 4,723,694 3,150,724 - 58,825,301
Water Replacement - Recycled 18,726,556 192,424 2,528,816 - 16,390,164
Total 523,928,204$ 48,918,018$ 77,020,734$ 746,939$ 495,078,549$
I-17
PROJECTED FUND BALANCES FOR FISCAL YEAR 2022 -23
July 1, 2022 June 30, 2022 July 01, 2022 2022-23 June 30, 2023
Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 15,394,770$ -$ 13,499,116$ -$ 13,499,116$ 1,895,654$
BTD#3 - Cannon Road West 526,595 - - - - 526,595
CFD #1 - Citywide 95,402,688 2,853,218 32,056,555 1,367,250 33,423,805 64,832,101
Gas Tax 12,977,217 3,377,749 12,645,638 3,527,852 16,173,490 181,476
Gas Tax (Road Maint. & Rehab Acct.)1,483,920 2,632,806 814,841 2,920,000 3,734,841 381,885
General Capital Const.31,430,615 4,051,000 18,328,229 1,949,588 20,277,817 15,203,798
Grants - Federal 1,132,164 2,373,295 3,505,459 - 3,505,459 0
Infrastructure Replacement 113,229,248 3,977,000 34,360,424 3,475,878 37,836,302 79,369,946
Other 973,950 - 323,489 - 323,489 650,461
Park Fee Zones 5,13,16, 17, 18 4,971,721 48,255 - - - 5,019,975
Park-In-Lieu NE 4,773,434 - 400,000 214,000 614,000 4,159,434
Park-In-Lieu NW 2,581,424 1,792,968 792 2,561,764 2,562,556 1,811,837
Park-In-Lieu SE 1,886,163 679,039 2,916 220,889 223,805 2,341,398
Park-In-Lieu SW 809,688 - 221,919 (2,355) 219,564 590,124
Planned Local Drainage Area A 969,762 28,788 39,391 25,000 64,391 934,159
Planned Local Drainage Area B 1,452,405 151,107 29,823 10,355 40,178 1,563,334
Planned Local Drainage Area C 1,600,527 156,935 38,274 25,000 63,274 1,694,188
Planned Local Drainage Area D 898,895 80,989 41,820 - 41,820 938,063
Public Facilities Fee 28,968,322 1,866,561 6,088,569 (820,408) 5,268,161 25,566,722
Sewer Connection 4,104,355 396,950 3,384,837 1,003,000 4,387,837 113,467
Sewer Replacement 20,396,895 5,560,398 26,168,950 9,022,521 35,191,471 (9,234,178)
Traffic Impact Fee 19,760,146 1,535,630 15,976,033 3,419,516 19,395,549 1,900,228
Transnet/Local 27,971,985 5,347,000 21,040,978 6,946,268 27,987,246 5,331,739
Water - Potable 37,191,908 1,724,252 11,179,664 523,601 11,703,265 27,212,895
Water - Recycled (11,025,715) 14,272,277 6,998,950 (4,017,388) 2,981,562 265,000
Water Replacement - Potable 58,825,301 5,609,663 39,292,528 8,783,006 48,075,534 16,359,430
Water Replacement - Recycled 16,390,164 1,000,000 5,092,443 1,417,500 6,509,943 10,880,221
Total 495,078,549$ 59,515,879$ 251,531,638$ 42,572,837$ 294,104,475$ 260,489,953$
I-18
REVENUE PROJECTIONS SCHEDULE
2018-19 2019-20 2020-21 2021-22 2022-23
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 751,810$ 217,466$ 22,020$ 1,881,644$ -$
BTD#3 - Cannon Road West 18,996 17,696 949 6,026 -
CFD #1 - Citywide 6,095,889 5,736,415 2,286,479 2,569,143 2,853,218
Gas Tax 3,299,173 3,118,353 2,733,074 3,187,066 3,377,749
Gas Tax (Road Maint. & Rehab Acct.)2,132,844 2,067,614 2,149,734 2,449,147 2,632,806
General Capital Const.1,077,525 5,111,500 4,654,470 13,146,189 4,051,000
Grants - Federal 956,847 41,175 256,529 1,138,005 2,373,295
Infrastructure Replacement 15,073,019 9,369,345 4,704,670 1,790,608 3,977,000
Other 19,704 65,369 3,384 22,138 -
Park Fee Zones 5,13,16, 17, 18 244,229 255,028 78,182 225,641 48,255
Park-In-Lieu NE 1,441,530 347,407 451,497 155,317 -
Park-In-Lieu NW 1,086,531 260,256 429,037 399,653 1,792,968
Park-In-Lieu SE 372,419 326,671 3,205 139,642 679,039
Park-In-Lieu SW 190,127 271,373 319,862 54,984 -
Planned Local Drainage Area A 155,094 48,111 27,489 32,116 28,788
Planned Local Drainage Area B 136,887 174,328 635,853 84,142 151,107
Planned Local Drainage Area C 82,796 53,875 2,779 56,164 156,935
Planned Local Drainage Area D 124,198 31,433 2,877 275,385 80,989
Public Facilities Fee 3,673,762 3,439,781 1,751,477 1,064,333 1,866,561
Sewer Connection 874,464 749,326 332,049 256,504 396,950
Sewer Replacement 7,662,061 5,682,839 4,390,568 5,519,725 5,560,398
Traffic Impact Fee 2,586,291 1,924,738 1,084,181 1,256,032 1,535,630
Transnet/Local 3,779,436 4,546,554 3,347,237 5,243,493 5,347,000
Water - Potable 2,064,521 2,188,356 713,234 889,627 1,724,252
Water - Recycled 2,144,721 2,815,693 59,190 2,159,175 14,272,277
Water Replacement - Potable 6,970,260 7,885,252 6,378,189 4,723,694 5,609,663
Water Replacement - Recycled 2,046,796 1,995,701 1,083,332 192,424 1,000,000
Total 65,061,930$ 58,741,652$ 37,901,545$ 48,918,018$ 59,515,879$
I-19
BUDGET EXPENDITURE SCHEDULE
2019-20 2020-21 2021-22 2022-23 2022-23 2022-23
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy 270,034$ -$ -$ 13,499,116$ -$ 13,499,116$
BTD#3 - Cannon Road West - - - - - -
CFD #1 - Citywide 381,703 582,179 1,685,723 32,056,555 1,367,250 33,423,805
Gas Tax 2,803,727 2,911,799 3,459,097 12,645,638 3,527,852 16,173,490
Gas Tax (Road Maint. & Rehab Acct.)889,601 170,381 5,435,499 814,841 2,920,000 3,734,841
General Capital Const.5,503,817 5,086,290 23,557,683 18,328,229 1,949,588 20,277,817
Grants - Federal 41,175 260,820 145 3,505,459 - 3,505,459
Infrastructure Replacement 5,848,629 3,333,331 12,051,911 34,360,424 3,475,878 37,836,302
Other - 8,868 962,234 323,489 - 323,489
Park Fee Zones 5,13,16, 17, 18 - - - - - -
Park-In-Lieu NE - - - 400,000 214,000 614,000
Park-In-Lieu NW 925 - - 792 2,561,764 2,562,556
Park-In-Lieu SE 4,850 - 1,196 2,916 220,889 223,805
Park-In-Lieu SW 383,869 1,118 - 221,919 (2,355) 219,564
Planned Local Drainage Area A 107,524 6,131 34,551 39,391 25,000 64,391
Planned Local Drainage Area B 305,319 1,510,279 110,661 29,823 10,355 40,178
Planned Local Drainage Area C 99,472 4,174 2,802 38,274 25,000 63,274
Planned Local Drainage Area D 107,285 49,311 33,732 41,820 - 41,820
Public Facilities Fee 1,184,567 164,847 2,897,693 6,088,569 (820,408) 5,268,161
Sewer Connection 190,119 810,372 2,762,488 3,384,837 1,003,000 4,387,837
Sewer Replacement 7,797,397 8,206,747 6,405,387 26,168,950 9,022,521 35,191,471
Traffic Impact Fee 629,024 1,196,826 4,783,390 15,976,033 3,419,516 19,395,549
Transnet/Local 4,294,221 2,152,292 5,883,694 21,040,978 6,946,268 27,987,246
Water - Potable 42,813 17,507 145,381 11,179,664 523,601 11,703,265
Water - Recycled 6,937,689 3,235,638 1,874,866 6,998,950 (4,017,388) 2,981,562
Water Replacement - Potable 6,761,187 5,224,472 3,150,724 39,292,528 8,783,006 48,075,534
Water Replacement - Recycled 151,548 792,286 2,528,816 5,092,443 1,417,500 6,509,943
Total 44,736,495$ 35,725,667$ 77,767,673$ 251,531,638$ 42,572,837$ 294,104,475$
I-20
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
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
Recyc
l
e
d
S
e
r
v
i
c
e
s
)
NO
C
i
t
y
w
i
d
e
M
e
d
i
u
m
5
2
0
5
1
WATERREPL
ADA Beach
A
c
c
e
s
s
-
P
i
n
e
t
o
T
a
m
a
r
a
c
k
N
O
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
1
H
i
g
h
6
0
4
9
1
TRANSNET
-LOC
Agua Hedi
o
n
d
a
C
r
e
e
k
M
a
i
n
t
e
n
a
n
c
e
N
O
2
H
i
g
h
33381
PLDB
66291
I
R
F
Agua Hedi
o
n
d
a
L
i
Ō
S
t
a
Ɵ
o
n
B
i
o
l
o
g
i
c
a
l
Monit
o
r
i
n
g
a
n
d
M
a
i
n
t
e
n
a
n
c
e
NO
2
C
r
i
Ɵ
c
a
l
5
5
4
5
1
SEW
E
R REPL
Alga
N
o
r
t
e
P
a
r
k
M
o
d
i
f
i
c
a
Ɵ
o
n
s
N
O
2
M
e
d
i
u
m
4
7
3
3
1
G
C
C
Asses
s
m
e
n
t
D
i
s
t
r
i
c
t
9
7
-
1
M
a
i
n
t
e
n
a
n
c
e
N
O
3
M
e
d
i
u
m
6
0
8
4
1
GCC
Avenida
E
n
c
i
n
a
s
a
n
d
P
a
l
o
m
a
r
A
i
r
p
o
r
t
Road Pedes
t
r
i
a
n
A
c
c
e
s
s
I
m
p
r
o
v
e
m
e
n
t
NO
2
L
o
w
6
0
9
1
1
G
A
S
T
A
X
Avenida
E
n
c
i
n
a
s
C
o
a
s
t
a
l
R
a
i
l
T
r
a
i
l
a
n
d
Pedest
r
i
a
n
I
m
p
r
o
v
e
m
e
n
t
s
NO
2
,
3
C
r
i
Ɵ
c
a
l
60041
TIF
60042
F
E
D
G
R
N
T
Avia
r
a
R
e
i
m
b
u
r
s
e
m
e
n
t
A
g
r
e
e
m
e
n
t
N
O
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
NO
1
H
i
g
h
40131
G
C
C
40133
GAS TAX
40134
TRANSNET
-LOC
Beach Ac
c
e
s
s
R
e
p
a
i
r
a
n
d
U
p
g
r
a
d
e
s
-
Pine
A
v
e
n
u
e
t
o
T
a
m
a
r
a
c
k
NO
1
C
r
i
Ɵ
c
a
l
38961
IRF
38962
G
C
C
1,925
,
8
2
5
-
-
-
-
500,000
500,000
50,000
875,825
2,875
,
0
0
0
-
-
-
-
2,500
,
0
0
0
-
-
375,000
9,385
,
0
0
0
2,225
,
0
0
0
2,225
,
0
0
0
715,000
175,000
715,000
175,000
715,000
2,440
,
0
0
0
3,545
,
2
4
9
-
-
-
-
-
-
-14,
6
4
5
3,559
,
8
9
4
1,663
,
0
0
0
585,000
520,000
95,000
90,000
80,000
80,000
80,000
133,000
225,000
-
-
-
-
-
-
-
225,000
1,020
,
2
0
0
-
-
-
-
-
706,200
-
314,000
420,000
-
-
-
-
-
-
-
420,000
100,000
-
-
-
-
-
25,000
-
75,000
5,177
,
9
0
3
-
-
-
-
-
-
3,177,
0
0
0
2,000
,
9
0
3
1,776
,
0
0
0
-
-
-
-
-
-
-
1,776
,
0
0
0
238,000
-
-
-
-
-
-
-
238,000
760,000
-
-
-
-
-
-
-
760,000
700,000
-
-
-
-
-
-
-
700,000
3,590
,
0
0
0
-
-
-
-
1,030
,
0
0
0
1,280,
0
0
0
1,280,
0
0
0
-
5,912
,
7
5
0
-
-
-
-
-
-
1,800,
0
0
0
4,112
,
7
5
0
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
I-21
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Beach Ac
c
e
s
s
R
e
p
a
i
r
a
n
d
U
p
g
r
a
d
e
s
-
Pine
A
v
e
n
u
e
t
o
T
a
m
a
r
a
c
k
NO
1
C
r
i
Ɵ
c
a
l
38961
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
C
i
t
y
w
i
d
e
H
i
g
h
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
R
o
a
d
Improvements
NO
3
H
i
g
h
5
5
3
7
1
SEW
E
R REPL
Buena
I
n
t
e
r
c
e
p
t
o
r
S
e
w
e
r
Improvements
NO
2
,
3
H
i
g
h
55011
SEW
E
RREPL
55012
SEW
E
R CONN
Buena
I
n
t
e
r
c
e
p
t
o
r
S
e
w
e
r
R
e
a
l
i
g
n
m
e
n
t
-
E
a
s
t
S
e
g
m
e
n
t
NO
2
H
i
g
h
5
5
4
4
1
SEW
E
R REPL
Buena Vi
s
t
a
C
r
e
e
k
C
o
n
c
r
e
t
e
C
h
a
n
n
e
l
Maint
e
n
a
n
c
e
a
t
E
l
C
a
m
i
n
o
R
e
a
l
NO
1
C
r
i
Ɵ
c
a
l
66191
G
C
C
66192
IRF
Busi
n
e
s
s
P
a
r
k
R
e
c
r
e
a
Ɵ
o
n
a
l
F
a
c
i
l
i
t
y
(ParƟa
l
F
u
n
d
i
n
g
)
NO
2
L
o
w
1
9
0
4
1
Z
O
N
E
5
C-Tank
A
c
c
e
s
s
R
o
a
d
R
e
p
a
i
r
a
n
d
Elec
t
r
i
c
a
l
I
m
p
r
o
v
e
m
e
n
t
s
YES
2
M
e
d
i
u
m
52151
RECY REPL
52152
RECYCON
N
Cala
v
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
2
M
e
d
i
u
m
4
7
4
6
1
IRF
Cala
v
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
2
H
i
g
h
4
6
0
1
1
G
C
C
Camino
D
e
L
o
s
C
o
c
h
e
s
a
n
d
L
a
C
o
s
t
a
Avenue
I
n
t
e
r
s
e
c
Ɵ
o
n
C
o
n
t
r
o
l
NO
4
C
r
i
Ɵ
c
a
l
6
3
2
5
1
GAS TAX
Camino
H
i
l
l
s
a
n
d
J
a
c
k
s
p
a
r
D
r
i
v
e
S
l
o
p
e
Stabi
l
i
z
a
Ɵ
o
n
NO
2
M
e
d
i
u
m
6
0
3
0
1
G
C
C
Cannon Pa
r
k
R
e
s
t
r
o
o
m
NO
2
L
o
w
4
7
2
6
1
GCC
Cannon Road
L
i
Ō
S
t
a
Ɵ
o
n
Improvements
NO
2
H
i
g
h
5
5
5
2
1
S
E
W
E
R
REPL
6,199
,
0
0
0
-
-
-
-
-
-
-
6,199
,
0
0
0
4,177
,
5
1
1
-
-
-
700,000
500,000
500,000
250,000
2,227
,
5
1
1
1,150
,
0
0
0
-
-
-
-
-
-
-
1,150
,
0
0
0
5,348
,
6
8
6
-
-
-
920,000
2,070
,
0
0
0
1,150,
0
0
0
250,000
958,686
550,000
-
-
-
-
-
-
-
550,000
2,675
,
0
0
0
-
-
-
-
-
2,168,
0
0
0
-
507,000
2,260
,
0
0
0
425,000
375,000
30,000
150,000
30,000
-
-
1,250
,
0
0
0
4,020
,
0
0
0
-
-
-
-
-
1,200,
0
0
0
-
2,820
,
0
0
0
5,065
,
2
0
0
-
-
-
4,665
,
2
0
0
400,000
-
-
-
1,575
,
0
0
0
-
-
-
-
1,325
,
0
0
0
-
250,000
-
315,000
-
-
-
-
265,000
-
50,000
-
1,985
,
0
0
0
-
-
-
-
-
-
1,300,
0
0
0
685,000
1,407
,
8
5
0
-
-
-
-
-
-
-
1,407
,
8
5
0
850,000
-
-
-
-
-
500,000
-
350,000
859,400
-
-
-
-
-
-
-
859,400
45,765
-
-
-
-
-
-
-
45,765
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
I-22
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Cannon Pa
r
k
R
e
s
t
r
o
o
m
NO
2
L
o
w
4
7
2
6
1
GCC
Cannon Road
L
i
Ō
S
t
a
Ɵ
o
n
Improvements
NO
2
H
i
g
h
5
5
5
2
1
SEW
E
RREPL
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
a
n
d
T
a
m
a
r
a
c
k
Avenue Pedes
t
r
i
a
n
I
m
p
r
o
v
e
m
e
n
t
s
NO
1
H
i
g
h
60581
GAS TAX
60583
TRANSNET
-LOC
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
E
m
e
r
g
e
n
c
y
R
e
p
a
i
r
N
O
3
H
i
g
h
6
0
6
3
1
GAS TAX
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
L
a
n
e
R
e
d
u
c
Ɵ
o
n
and Edge
S
t
r
i
p
i
n
g
NO
2
,
3
H
i
g
h
6
0
9
6
1
G
A
S
T
A
X
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
M
e
d
i
a
n
-
T
a
m
a
r
a
c
k
Avenue t
o
P
i
n
e
A
v
e
n
u
e
NO
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
Improvement
P
r
o
j
e
c
t
NO
1
H
i
g
h
60971
G
A
S
T
A
X
60972
FED GRNT
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
P
e
d
e
s
t
r
i
a
n
L
i
g
h
Ɵ
n
g
N
O
1
H
i
g
h
6
0
6
8
1
TRANSNET
-LOC
Carl
s
b
a
d
B
o
u
l
e
v
a
r
d
R
e
a
l
i
g
n
m
e
n
t
-
Manzano Dr
i
v
e
t
o
I
s
l
a
n
d
W
a
y
NO
2
L
o
w
19081
TIF
19091
T
I
F
Carl
s
b
a
d
B
o
u
l
e
v
a
r
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
2
C
r
i
Ɵ
c
a
l
5
0
4
8
1
WATER REPL
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
r
o
s
s
i
n
g
Improvements
NO
1
M
e
d
i
u
m
1
9
1
2
1
TRANSNET
-LOC
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
(Enc
i
n
a
C
a
p
i
t
a
l
P
r
o
j
e
c
t
s
)
NO
3
H
i
g
h
52031
WATERREPL
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
i
n
g
F
a
c
i
l
i
t
y
Ir
r
i
g
a
Ɵ
o
n
a
n
d
L
a
n
d
s
c
a
p
e
NO
3
H
i
g
h
5
2
1
3
1
RECL REPL
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
R
o
o
f
Replac
e
m
e
n
t
NO
3
L
o
w
4
7
4
9
1
R
E
C
L
R
E
P
L
715,000
-
-
-
-
-
-
565,000
150,000
2,276
,
0
0
0
-
-
-
-
700,000
-
-
1,576
,
0
0
0
1,054
,
0
0
0
-
-
-
-
-
-
-
1,054
,
0
0
0
841,000
-
-
-
-
-
-
-
841,000
300,000
-
-
-
-
-
-
-
300,000
2,763
,
0
0
0
2,763
,
0
0
0
-
-
-
-
-
-
-
222,100
-
-
-
-
-
-
-
222,100
591,600
-
-
-
-
-
-
-
591,600
1,325
,
0
0
0
-
-
-
-
-
-
-
1,325
,
0
0
0
932,000
932,000
-
-
-
-
-
-
-
3,681
,
0
0
0
3,681
,
0
0
0
-
-
-
-
-
-
-
4,730
,
0
0
0
-
-
-
-
-
-
1,300,
0
0
0
3,430
,
0
0
0
1,320
,
0
0
0
-
-
-
1,320
,
0
0
0
-
-
-
-
599,944
-
-
-
-
-
-
-
599,944
9,032
,
7
1
0
1,252
,
0
0
0
252,000
223,000
1,879
,
0
0
0
895,000
474,000
366,000
3,691
,
7
1
0
175,000
-
-
-
-
-
-
-
175,000
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
I-23
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
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
Ir
r
i
g
a
Ɵ
o
n
a
n
d
L
a
n
d
s
c
a
p
e
NO
3
H
i
g
h
5
2
1
3
1
RECL REPL
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
R
o
o
f
Replac
e
m
e
n
t
NO
3
L
o
w
4
7
4
9
1
R
E
C
L
R
E
P
L
Cathodi
c
P
r
o
t
e
c
Ɵ
o
n
P
r
o
g
r
a
m
N
O
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
0
0
7
1
WATER REPL
CFD#1 Adm
i
n
i
s
t
r
a
Ɵ
o
n
NO
2
,
3
L
o
w
1
9
1
5
1
C
F
D
#
1
Chestnut
A
v
e
n
u
e
C
o
m
p
l
e
t
e
S
t
r
e
e
t
Improvements
-
V
a
l
l
e
y
t
o
P
i
o
P
i
c
o
NO
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
1
M
e
d
i
u
m
6
0
6
9
1
TRANSNET
-LOC
Chestnut
U
n
d
e
r
p
a
s
s
P
u
b
l
i
c
A
r
t
P
r
o
j
e
c
t
N
O
1
M
e
d
i
u
m
6
0
9
8
1
GCC
Chinquapi
n
L
i
Ō
S
t
a
Ɵ
o
n
I
m
p
r
o
v
e
m
e
n
t
s
Y
E
S
1
H
i
g
h
5
5
5
4
1
SEW
E
RREPL
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
1
M
e
d
i
u
m
1
9
1
7
1
TRANSNET
-LOC
Ci
t
y
F
a
c
i
l
i
t
y
A
c
c
e
s
s
i
b
i
l
i
t
y
U
p
g
r
a
d
e
s
N
O
C
i
t
y
w
i
d
e
M
e
d
i
u
m
4
7
2
7
1
G
C
C
Ci
t
y
F
a
c
i
l
i
t
y
S
a
f
e
t
y
a
n
d
P
a
r
k
i
n
g
L
o
t
Li
g
h
Ɵ
n
g
A
s
s
e
s
s
m
e
n
t
NO
C
i
t
y
w
i
d
e
H
i
g
h
60741
IRF
60742
P
I
L
-
N
W
Ci
t
y
F
i
r
e
S
t
a
Ɵ
o
n
s
W
a
s
h
W
a
t
e
r
B
M
P
s
N
O
2
M
e
d
i
u
m
6
6
1
6
1
GCC
Ci
t
y
H
a
l
l
C
o
m
p
l
e
x
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
4
0
0
8
1
C
F
D
#
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
1
M
e
d
i
u
m
4
7
1
8
1
IRF
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
1
C
r
i
Ɵ
c
a
l
4
7
2
5
1
G
C
C
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
1
H
i
g
h
66082
GAS TAX
66083
I
R
F
225,000
-
-
-
-
-
-
-
225,000
3,096
,
7
0
0
280,000
260,000
190,000
190,000
190,000
190,000
190,000
1,606
,
7
0
0
550,000
-
-
110,000
110,000
110,000
110,000
110,000
-
1,080
,
0
0
0
-
-
-
-
1,080
,
0
0
0
-
-
-
85,000
-
-
-
-
-
85,000
-
-
250,000
-
-
-
-
-
-
150,000
100,000
1,220
,
0
0
0
-
-
-
-
-
920,000
300,000
-
310,000
-
-
-
310,000
-
-
-
-
500,000
-
-
-
-
-
-
-
500,000
1,910
,
0
0
0
-
-
-
-
-
-
-
1,910
,
0
0
0
200,000
-
-
-
-
-
200,000
-
-
280,000
-
-
-
-
-
-
-
280,000
51,028,
1
0
5
-
50,000
,
0
0
0
-
-
-
-
-
1,028
,
1
0
5
1,144
,
0
0
0
-
-
-
-
-
-
-
1,144
,
0
0
0
2,250
,
0
0
0
-
-
-
-
-
-
-
2,250
,
0
0
0
6,090
,
5
9
4
-
-
-
-
-
-
-
6,090
,
5
9
4
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
I-24
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
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
1
H
i
g
h
66082
GAS TAX
66083
I
R
F
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
C
i
t
y
w
i
d
e
M
e
d
i
u
m
6
0
9
2
1
GAS TAX
Ci
t
y
w
i
d
e
T
h
e
r
m
o
p
l
a
s
Ɵ
c
P
a
v
e
m
e
n
t
Marki
n
g
s
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
6
0
9
3
1
G
A
S
T
A
X
Cole
L
i
b
r
a
r
y
E
x
p
a
n
s
i
o
n
NO
1
L
o
w
19211
CFD#1
19212
P
F
F
19213
GCC
Cole
L
i
b
r
a
r
y
S
e
c
u
r
i
t
y
F
e
n
c
i
n
g
N
O
1
L
o
w
4
7
5
0
1
I
R
F
Col
l
e
g
e
B
o
u
l
e
v
a
r
d
-
C
a
n
n
o
n
R
o
a
d
T
o
Badger
L
a
n
e
(
3
7
5
Z
o
n
e
)
NO
2
M
e
d
i
u
m
5
0
1
3
1
WATER CONN
Col
l
e
g
e
B
o
u
l
e
v
a
r
d
-
C
a
n
n
o
n
R
o
a
d
T
o
Badger
L
a
n
e
(
4
9
0
Z
o
n
e
)
NO
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
E
x
t
e
n
s
i
o
n
N
O
2
H
i
g
h
36362
OTHER
36363
P
L
D
B
36364
TRANSNET
-LOC
Concret
e
R
e
p
a
i
r
/
R
e
p
l
a
c
e
m
e
n
t
Program
NO
4
M
e
d
i
u
m
60132
G
A
S
T
A
X
60133
RM
R
A
Coordi
n
a
t
e
d
T
r
a
f
f
i
c
S
i
g
n
a
l
P
r
o
g
r
a
m
N
O
C
i
t
y
w
i
d
e
H
i
g
h
63261
TRANSNET
-LOC
63264
TRANSNET
-LOC
63265
I
R
F
9,781
,
5
0
0
1,500
,
0
0
0
1,500
,
0
0
0
300,000
300,000
300,000
300,000
900,000
4,681
,
5
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
-
-
-
-
-
-
-
170,000
-
-
-
-
-
-
130,000
40,000
1,278
,
3
8
3
-
-
-
-
1,000
,
0
0
0
-
28,200
250,183
1,562
,
6
0
0
-
-
-
-
1,250
,
0
0
0
-
12,600
300,000
1,713
,
0
0
2
-
-
-
-
-
-
-
1,713
,
0
0
2
-
-
-
-
-
-
-
-
-
1,205
,
0
0
0
-
-
-
-
-
-
-
1,205
,
0
0
0
2,933
,
0
0
0
-
-
-
-
-
-
-
2,933
,
0
0
0
6,327
,
0
0
0
1,250
,
0
0
0
1,250
,
0
0
0
620,000
620,000
620,000
620,000
620,000
727,000
2,583
,
9
7
9
-
-
-
-
-
-
-
2,583
,
9
7
9
1,000
,
0
0
0
-
-
-
-
-
-
-
1,000
,
0
0
0
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
I-25
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Coordi
n
a
t
e
d
T
r
a
f
f
i
c
S
i
g
n
a
l
P
r
o
g
r
a
m
N
O
C
i
t
y
w
i
d
e
H
i
g
h
63264
TRANSNET
-LOC
63265
I
R
F
Cres
t
v
i
e
w
D
r
i
v
e
T
r
a
n
s
m
i
s
s
i
o
n
M
a
i
n
N
O
1
M
e
d
i
u
m
5
0
3
3
1
WATER REPL
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
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
S
t
r
e
e
t
)
N
O
1
L
o
w
1
9
2
3
1
PLDA
DM
P
F
a
c
i
l
i
t
y
A
A
A
A
(
M
a
d
i
s
o
n
S
t
r
e
e
t
)
N
O
1
M
e
d
i
u
m
1
9
2
4
1
P
L
D
A
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
1
M
e
d
i
u
m
6
6
0
9
1
PLDA
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
Enhancement
P
r
o
j
e
c
t
)
NO
2
L
o
w
1
9
2
5
1
P
L
D
A
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
Enhancement
P
r
o
j
e
c
t
)
NO
2
L
o
w
1
9
2
6
1
PLDA
DM
P
F
a
c
i
l
i
t
y
B
B
1
a
n
d
2
(
W
a
s
h
i
n
g
t
o
n
Str
e
e
t
)
NO
1
L
o
w
1
9
2
7
1
P
L
D
B
DM
P
F
a
c
i
l
i
t
y
B
C
B
(
M
a
g
n
o
l
i
a
A
v
e
n
u
e
)
N
O
1
M
e
d
i
u
m
1
9
2
8
1
PLDB
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
2
H
i
g
h
6
6
2
7
1
P
L
D
B
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
d
a
"B")
NO
1
L
o
w
1
9
2
9
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
F
B
-
U
(
E
l
C
a
m
i
n
o
R
e
a
l
)
N
O
1
H
i
g
h
66221
P
L
D
B
66222
IRF
DM
P
F
a
c
i
l
i
t
y
B
L
-
L
(
C
o
l
l
e
g
e
B
o
u
l
e
v
a
r
d
Bri
d
g
e
R
e
i
m
b
u
r
s
e
m
e
n
t
P
l
d
a
"
B
"
)
NO
2
L
o
w
1
9
3
0
1
P
L
D
B
DM
P
F
a
c
i
l
i
t
y
B
L
-
U
(
C
o
l
l
e
g
e
B
o
u
l
e
v
a
r
d
)
N
O
2
L
o
w
1
9
3
1
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
M
(
C
a
n
t
a
r
i
n
i
/
C
o
l
l
e
g
e
Bouleva
r
d
B
o
x
C
u
l
v
e
r
t
)
NO
2
L
o
w
1
9
3
2
1
P
L
D
B
800,000
-
-
-
-
-
-
-
800,000
856,000
-
-
-
-
-
535,000
21,000
300,000
10,811,
6
0
1
-
-
-
-
-
-
707,301
10,104,
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
-
-
-
-
-
-
-
468,096
468,096
-
-
-
-
-
-
-
1,241
,
6
4
9
-
-
-
-
-
-
-
1,241
,
6
4
9
904,329
904,329
-
-
-
-
-
-
-
153,489
-
-
-
-
-
-
-
153,489
4,100
,
0
0
0
50,000
50,000
50,000
50,000
50,000
3,000,
0
0
0
100,000
750,000
1,816
,
1
0
1
-
1,816
,
1
0
1
-
-
-
-
-
-
384,509
384,509
-
-
-
-
-
-
-
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
I-26
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
DM
P
F
a
c
i
l
i
t
y
B
L
-
U
(
C
o
l
l
e
g
e
B
o
u
l
e
v
a
r
d
)
N
O
2
L
o
w
1
9
3
1
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
M
(
C
a
n
t
a
r
i
n
i
/
C
o
l
l
e
g
e
Bouleva
r
d
B
o
x
C
u
l
v
e
r
t
)
NO
2
L
o
w
1
9
3
2
1
P
L
D
B
DM
P
F
a
c
i
l
i
t
y
B
Q
(
S
u
n
n
y
C
r
e
e
k
)
N
O
2
L
o
w
1
9
3
3
1
PLDB
DM
P
F
a
c
i
l
i
t
y
B
R
(
C
a
n
t
a
r
i
n
i
/
C
o
l
l
e
g
e
Bouleva
r
d
P
i
p
e
D
r
a
i
n
a
g
e
)
NO
2
L
o
w
1
9
3
4
1
P
L
D
B
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
3
L
o
w
1
9
3
5
1
PLDC
DM
P
F
a
c
i
l
i
t
y
C
A
(
A
v
e
n
i
d
a
E
n
c
i
n
a
s
)
N
O
3
L
o
w
1
9
3
6
1
P
L
D
C
DM
P
F
a
c
i
l
i
t
y
D
B
B
(
A
v
e
n
i
d
a
E
n
c
i
n
a
s
)
N
O
4
L
o
w
1
9
3
8
1
PLDD
DM
P
F
a
c
i
l
i
t
y
D
F
A
(
B
a
Ɵ
q
u
i
t
o
s
L
a
g
o
o
n
Stormw
a
t
e
r
T
r
e
a
t
m
e
n
t
)
NO
4
L
o
w
1
9
3
9
1
P
L
D
D
DM
P
F
a
c
i
l
i
t
y
D
H
(
A
l
Ɵ
v
e
P
l
a
c
e
C
a
n
y
o
n
Resto
r
a
Ɵ
o
n
)
NO
3
L
o
w
1
9
4
0
1
PLDD
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
4
M
e
d
i
u
m
1
9
4
1
1
P
L
D
D
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
3
H
i
g
h
1
9
4
2
1
PLDD
Dove
L
i
b
r
a
r
y
L
i
g
h
Ɵ
n
g
I
m
p
r
o
v
e
m
e
n
t
s
N
O
3
L
o
w
4
0
8
1
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
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
C
i
t
y
w
i
d
e
H
i
g
h
66231
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
H
e
d
i
o
n
d
a
CreekBr
i
d
g
e
R
a
i
l
i
n
g
a
n
d
S
i
d
e
w
a
l
k
NO
2
C
r
i
Ɵ
c
a
l
6
0
5
6
1
I
R
F
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
167,215
167,215
-
-
-
-
-
-
-
216,512
-
-
-
-
-
-
25,000
191,512
583,000
-
-
-
-
-
-
25,000
558,000
171,890
-
-
-
-
-
-
25,000
146,890
234,598
-
-
-
-
-
-
-
234,598
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
I-27
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
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
C
i
t
y
w
i
d
e
H
i
g
h
6
6
2
3
4
PLDD
El
C
a
m
i
n
o
R
e
a
l
a
n
d
A
g
u
a
H
e
d
i
o
n
d
a
Creek
B
r
i
d
g
e
R
a
i
l
i
n
g
a
n
d
S
i
d
e
w
a
l
k
NO
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
2
C
r
i
Ɵ
c
a
l
60421
TIF
60422
G
A
S
T
A
X
El
C
a
m
i
n
o
R
e
a
l
a
n
d
C
o
l
l
e
g
e
B
o
u
l
e
v
a
r
d
Int
e
r
s
e
c
Ɵ
o
n
I
m
p
r
o
v
e
m
e
n
t
s
NO
2
C
r
i
Ɵ
c
a
l
60711
GAS TAX
60712
G
C
C
El
C
a
m
i
n
o
R
e
a
l
M
e
d
i
a
n
s
NO
C
i
t
y
w
i
d
e
L
o
w
36431
PFF
36432
G
A
S
T
A
X
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
E
a
s
t
Bound Al
g
a
R
o
a
d
NO
3
L
o
w
1
9
4
4
1
TIF
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
R
o
a
d
to
L
a
C
o
s
t
a
A
v
e
n
u
e
NO
4
H
i
g
h
6
0
5
1
1
T
I
F
El
C
a
m
i
n
o
R
e
a
l
W
i
d
e
n
i
n
g
-
P
o
i
n
s
e
ƫ
a
Lane
t
o
C
a
m
i
n
o
V
i
d
a
R
o
b
l
e
NO
2
C
r
i
Ɵ
c
a
l
60721
TRANSNET
-LOC
60722
F
E
D
G
R
N
T
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
2
C
r
i
Ɵ
c
a
l
6
0
9
4
1
TRANSNET
-LOC
El
F
u
e
r
t
e
L
i
Ō
S
t
a
Ɵ
o
n
P
u
m
p
A
d
d
i
Ɵ
o
n
N
O
2
M
e
d
i
u
m
5
5
5
3
1
SEW
E
R CONN
Emergency
O
p
e
r
a
Ɵ
o
n
s
C
e
n
t
e
r
ReconfiguraƟon
NO
2
M
e
d
i
u
m
47191
GCC
47192
I
R
F
Encina
C
a
p
i
t
a
l
P
r
o
j
e
c
t
s
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
8
0
1
1
SEW
E
R REPL
Faraday
a
n
d
E
l
C
a
m
i
n
o
R
e
a
l
S
e
w
e
r
Replac
e
m
e
n
t
-
O
r
i
o
n
t
o
P
a
l
o
m
a
r
Air
p
o
r
t
R
o
a
d
NO
2
H
i
g
h
5
5
3
9
1
S
E
W
E
R
CONN
210,000
-
-
-
-
-
-
-
210,000
3,536
,
0
0
0
-
-
-
-
-
-
-
3,536
,
0
0
0
837,000
-
-
-
-
-
-
-
837,000
1,020
,
0
0
0
-
-
-
-
-
-
-
1,020
,
0
0
0
131,000
-
-
-
-
-
-
-
131,000
695,780
-
-
-
-
-
-
-
695,780
904,530
-
-
-
-
-
-
-
904,530
438,000
-
438,000
-
-
-
-
-
-
9,260
,
0
0
0
-
-
-
-
-
6,010,
0
0
0
-
3,250
,
0
0
0
3,155
,
0
0
0
-
-
-
-
-
-
50,000
3,105
,
0
0
0
1,440
,
0
0
0
-
-
-
-
-
-
-
1,440
,
0
0
0
5,010
,
0
0
0
-
-
-
-
-
-
1,010,
0
0
0
4,000
,
0
0
0
830,000
-
-
-
-
-
650,000
-
180,000
1,658
,
0
0
0
-
-
-
-
-
-
-
1,658
,
0
0
0
700,000
-
-
-
-
-
-
500,000
200,000
168,176
,
4
0
1
39,174
,
6
0
0
42,644
,
0
0
0
7,757,
2
0
0
8,002
,
5
0
0
8,450
,
0
0
0
6,957,
0
0
0
6,367,
8
0
0
48,823,
3
0
1
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
I-28
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Encina
C
a
p
i
t
a
l
P
r
o
j
e
c
t
s
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
8
0
1
1
SEW
E
R REPL
Faraday
a
n
d
E
l
C
a
m
i
n
o
R
e
a
l
S
e
w
e
r
Replac
e
m
e
n
t
-
O
r
i
o
n
t
o
P
a
l
o
m
a
r
Air
p
o
r
t
R
o
a
d
NO
2
H
i
g
h
5
5
3
9
1
SEW
E
RCONN
Faraday
A
v
e
n
u
e
I
m
p
r
o
v
e
m
e
n
t
s
N
O
2
H
i
g
h
6
0
9
9
1
GCC
Faraday
C
e
n
t
e
r
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
2
M
e
d
i
u
m
4
7
2
0
1
I
R
F
Fi
r
e
A
d
m
i
n
i
s
t
r
a
Ɵ
o
n
O
f
f
i
c
e
s
N
O
2
M
e
d
i
u
m
4
0
8
9
1
GCC
Fi
r
e
F
l
o
w
C
a
p
a
c
i
t
y
S
y
s
t
e
m
Improvements
NO
1
H
i
g
h
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
4
H
i
g
h
40601
GCC
40602
I
R
F
Fi
r
e
S
t
a
Ɵ
o
n
N
o
.
6
R
e
n
o
v
a
Ɵ
o
n
N
O
4
L
o
w
4
7
5
1
1
IRF
Flee
t
F
u
e
l
I
s
l
a
n
d
U
p
g
r
a
d
e
NO
2
H
i
g
h
4
7
4
7
1
I
R
F
Flee
t
M
a
i
n
t
e
n
a
n
c
e
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
2
H
i
g
h
47141
IRF
47142
G
C
C
Foxes
L
a
n
d
i
n
g
L
i
Ō
S
t
a
Ɵ
o
n
W
e
t
w
e
l
l
a
n
d
Pump
R
e
p
l
a
c
e
m
e
n
t
NO
1
C
r
i
Ɵ
c
a
l
5
5
2
6
1
SEW
E
R REPL
Gas
T
a
x
T
r
a
n
s
f
e
r
t
o
G
e
n
e
r
a
l
F
u
n
d
(Tr
a
n
s
p
o
r
t
a
Ɵ
o
n
O
p
e
r
a
Ɵ
n
g
B
u
d
g
e
t
)
NO
C
i
t
y
w
i
d
e
N
u
l
l
P
A
0
1
1
G
A
S
T
A
X
Grand
A
v
e
n
u
e
P
r
o
m
e
n
a
d
e
F
e
a
s
i
b
i
l
i
t
y
Study
NO
1
M
e
d
i
u
m
4
0
6
1
2
GCC
Guardra
i
l
R
e
p
l
a
c
e
m
e
n
t
a
n
d
Improvement
P
r
o
g
r
a
m
NO
C
i
t
y
w
i
d
e
M
e
d
i
u
m
6
0
8
7
1
G
A
S
T
A
X
Hardi
n
g
C
e
n
t
e
r
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
1
L
o
w
4
7
0
8
1
IRF
Headwal
l
R
e
p
l
a
c
e
m
e
n
t
P
r
o
g
r
a
m
N
O
1
H
i
g
h
6
6
2
4
1
I
R
F
1,740
,
0
0
0
-
-
-
-
-
-
1,600,
0
0
0
140,000
100,000
-
-
-
-
-
-
-
100,000
3,154
,
3
8
0
-
-
-
-
-
-
-
3,154
,
3
8
0
150,000
-
-
-
-
-
-
-
150,000
2,174
,
0
0
0
-
-
-
-
264,000
1,700,
0
0
0
-1,
5
0
0
,
0
0
0
1,710
,
0
0
0
13,000,
0
0
0
-
-
-
-
-
-
-
13,000,
0
0
0
1,433
,
8
8
2
-
-
-
-
-
-
-
1,433
,
8
8
2
35,000
-
-
-
-
-
-
-
35,000
3,363
,
8
0
0
-
-
100,000
400,000
400,000
200,000
500,000
1,763
,
8
0
0
2,574
,
0
0
0
-
-
-
-
-
-
500,000
2,074
,
0
0
0
896,100
-
-
-
-
-
-
-
896,100
6,392
,
0
0
0
-
-
-
-
-
-
700,000
5,692
,
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
-
800,000
-
-
-
-
-
600,000
200,000
-
300,000
-
-
-
-
-
-
-
300,000
305,000
-
-
-
-
-
140,000
-
165,000
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
I-29
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Hardi
n
g
C
e
n
t
e
r
R
e
f
u
r
b
i
s
h
m
e
n
t
N
O
1
L
o
w
4
7
0
8
1
IRF
Headwal
l
R
e
p
l
a
c
e
m
e
n
t
P
r
o
g
r
a
m
N
O
1
H
i
g
h
6
6
2
4
1
I
R
F
Hosp Gro
v
e
P
a
r
k
I
m
p
r
o
v
e
m
e
n
t
s
N
O
1
L
o
w
47281
IRF
47282
P
I
L
-
N
W
Hydroel
e
c
t
r
i
c
G
e
n
e
r
a
Ɵ
o
n
a
t
W
a
t
e
r
Faci
l
i
Ɵ
e
s
NO
2
M
e
d
i
u
m
5
0
5
9
1
WATERCONN
Int
e
l
l
i
g
e
n
t
T
r
a
f
f
i
c
C
o
n
t
r
o
l
D
e
v
i
c
e
s
N
O
C
i
t
y
w
i
d
e
L
o
w
6
6
3
4
1
G
A
S
T
A
X
Kel
l
y
D
r
i
v
e
a
n
d
P
a
r
k
D
r
i
v
e
C
o
m
p
l
e
t
e
Str
e
e
t
I
m
p
r
o
v
e
m
e
n
t
s
NO
1
H
i
g
h
60751
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
e
p
a
i
r
N
O
1
M
e
d
i
u
m
6
6
0
6
1
I
R
F
La
C
o
s
t
a
A
v
e
n
u
e
T
r
a
f
f
i
c
I
m
p
r
o
v
e
m
e
n
t
s
N
O
4
M
e
d
i
u
m
6
0
7
6
1
GAS TAX
Laguna Dr
i
v
e
S
t
o
r
m
D
r
a
i
n
NO
1
M
e
d
i
u
m
6
6
2
8
1
G
A
S
T
A
X
Lake
C
a
l
a
v
e
r
a
O
u
t
l
e
t
I
m
p
r
o
v
e
m
e
n
t
s
N
O
2
C
r
i
Ɵ
c
a
l
5
0
5
4
1
GCC
Lake
C
a
l
a
v
e
r
a
R
e
s
e
r
v
o
i
r
M
a
i
n
t
e
n
a
n
c
e
N
O
2
H
i
g
h
5
0
4
9
2
G
C
C
Las
P
a
l
m
a
s
R
o
o
f
R
e
p
l
a
c
e
m
e
n
t
N
O
2
M
e
d
i
u
m
4
7
5
2
1
IRF
Las
P
a
l
m
a
s
T
r
u
n
k
S
e
w
e
r
NO
2
H
i
g
h
5
5
4
0
1
SEW
E
R CONN
LeŌ Tu
r
n
L
a
n
e
E
x
t
e
n
s
i
o
n
s
NO
3
,
4
H
i
g
h
6
0
7
7
1
GAS TAX
Leo Ca
r
r
i
l
l
o
R
a
n
c
h
P
a
r
k
P
h
a
s
e
3
B
Y
E
S
3
M
e
d
i
u
m
2
3
0
7
1
P
I
L
-
S
E
510,000
-
-
-
-
-
-
-
510,000
1,562
,
0
0
0
-
-
-
-
-
-
-
1,562
,
0
0
0
2,652
,
1
2
6
-
-
-
-
1,323
,
4
7
6
208,650
1,000,
0
0
0
120,000
1,853
,
0
0
0
-
-
-
-
-
1,425,
0
0
0
28,000
400,000
200,000
-
-
-
-
-
-
-
200,000
4,675
,
0
0
0
-
-
-
-
-
-
500,000
4,175
,
0
0
0
130,000
-
-
-
-
-
-
-
130,000
1,085
,
0
0
0
-
-
-
-
-
-
-
1,085
,
0
0
0
3,441
,
0
0
0
-
-
-
-
-
1,900,
0
0
0
500,000
1,041
,
0
0
0
863,000
-
-
-
-
-
741,700
-
121,300
2,750
,
0
0
0
-
1,494
,
0
0
0
-
1,000
,
0
0
0
-
-
-
256,000
1,436
,
0
0
1
-
-
-
-
-
-
-
1,436
,
0
0
1
1,351
,
0
0
1
250,000
250,000
50,000
50,000
120,000
50,000
50,000
531,001
500,000
-
-
-
-
-
-
-
500,000
3,463
,
0
0
0
-
-
-
-
-
2,907,
0
0
0
-
556,000
800,000
-
-
-
150,000
150,000
150,000
150,000
200,000
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
I-30
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
LeŌ Tu
r
n
L
a
n
e
E
x
t
e
n
s
i
o
n
s
NO
3
,
4
H
i
g
h
6
0
7
7
1
GAS TAX
Leo Ca
r
r
i
l
l
o
R
a
n
c
h
P
a
r
k
P
h
a
s
e
3
B
Y
E
S
3
M
e
d
i
u
m
2
3
0
7
1
P
I
L
-
S
E
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
3
H
i
g
h
4
7
4
8
1
IRF
Lib
r
a
r
y
F
i
r
e
A
l
a
r
m
P
a
n
e
l
U
p
g
r
a
d
e
s
N
O
1
,
3
L
o
w
4
7
4
1
1
I
R
F
Limi
t
e
d
A
c
c
e
s
s
P
i
p
e
l
i
n
e
R
e
l
o
c
a
Ɵ
o
n
Program
NO
1
,
3
C
r
i
Ɵ
c
a
l
5
0
3
5
1
WATERREPL
Loan Repay
-
P
a
r
k
-
i
n
-
L
i
e
u
N
E
t
o
P
u
b
l
i
c
Faci
l
i
t
y
F
e
e
F
u
n
d
NO
N
u
l
l
N
u
l
l
P
A
0
4
1
P
I
L
-
N
E
Loan Repay
-
P
a
r
k
-
i
n
-
L
i
e
u
S
W
t
o
P
u
b
l
i
c
Faci
l
i
t
y
F
e
e
F
u
n
d
NO
N
u
l
l
N
u
l
l
P
A
0
2
1
PIL
-
S
W
Loan Repay
-
S
e
w
e
r
C
o
n
n
t
o
S
e
w
e
r
Repl
NO
N
u
l
l
N
u
l
l
P
A
0
3
1
SEW
E
RCONN
Maerkl
e
F
a
c
i
l
i
t
y
I
m
p
r
o
v
e
m
e
n
t
s
N
O
2
C
r
i
Ɵ
c
a
l
5
0
0
9
1
WATER REPL
Maerkl
e
R
e
s
e
r
v
o
i
r
F
l
o
a
Ɵ
n
g
C
o
v
e
r
Replac
e
m
e
n
t
NO
2
C
r
i
Ɵ
c
a
l
5
0
3
6
1
WATER REPL
Maerkl
e
R
e
s
e
r
v
o
i
r
S
o
l
a
r
P
r
o
j
e
c
t
N
O
2
M
e
d
i
u
m
4
7
2
2
2
WATER REPL
Maerkl
e
R
e
s
e
r
v
o
i
r
T
r
a
n
s
m
i
s
s
i
o
n
M
a
i
n
N
O
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
I
m
p
r
o
v
e
m
e
n
t
s
N
O
4
M
e
d
i
u
m
6
6
1
4
1
GAS TAX
Melr
o
s
e
D
r
i
v
e
R
i
g
h
t
T
u
r
n
L
a
n
e
t
o
W
e
s
t
Bound Pa
l
o
m
a
r
A
i
r
p
o
r
t
R
o
a
d
NO
2
C
r
i
Ɵ
c
a
l
6
0
3
4
1
T
I
F
Mis
c
e
l
l
a
n
e
o
u
s
C
i
t
y
B
u
i
l
d
i
n
g
Improvements
NO
C
i
t
y
w
i
d
e
M
e
d
i
u
m
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
1
H
i
g
h
47241
I
R
F
47242
GCC
47243
P
I
L
-
N
W
2,400
,
0
0
0
-
-
1,400,
0
0
0
500,000
500,000
-
-
-
1,450
,
0
0
0
-
-
-
-
-
-
-
1,450
,
0
0
0
180,000
-
-
-
-
-
-
-
180,000
4,940
,
0
0
0
-
-
-
-
1,000
,
0
0
0
2,000,
0
0
0
-
1,940
,
0
0
0
4,550
,
0
0
0
4,550
,
0
0
0
-
-
-
-
-
-
-
1,100
,
0
0
0
1,100
,
0
0
0
-
-
-
-
-
-
-
4,700
,
0
0
0
4,700
,
0
0
0
-
-
-
-
-
-
-
2,735
,
2
0
0
-
-
-
-
-
-
500,000
2,235
,
2
0
0
11,032,
8
4
4
-
-
-
-
-
-
-
11,032,
8
4
4
250,000
-
-
-
-
-
-
249,170
830
6,330
,
0
0
0
-
-
-
-
4,557
,
0
0
0
1,000,
0
0
0
-
773,000
65,000
-
-
-
-
-
-
-
65,000
911,000
-
-
-
-
-
-
-
911,000
3,665
,
0
0
0
750,000
750,000
-
-
150,000
150,000
150,000
1,715
,
0
0
0
2,657
,
7
4
7
-
-
-
-
-
908,983
-4,
4
3
8
,
2
3
6
6,187
,
0
0
0
236
-
-
-
-
-
-
-61,
7
6
4
62,000
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
I-31
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Monroe
S
t
r
e
e
t
P
o
o
l
R
e
p
l
a
c
e
m
e
n
t
N
O
1
H
i
g
h
47242
GCC
47243
P
I
L
-
N
W
New Vi
l
l
a
g
e
A
r
t
s
B
u
i
l
d
i
n
g
R
o
o
f
a
n
d
Exter
i
o
r
R
e
f
u
r
b
i
s
h
m
e
n
t
NO
1
L
o
w
4
7
3
9
1
IRF
New Vi
l
l
a
g
e
A
r
t
s
T
e
n
a
n
t
I
m
p
r
o
v
e
m
e
n
t
s
N
O
1
M
e
d
i
u
m
4
7
5
5
1
G
C
C
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
3
H
i
g
h
5
0
5
0
1
WATERREPL
North
B
a
Ɵ
q
u
i
t
o
s
A
c
c
e
s
s
R
o
a
d
Improvement
NO
4
H
i
g
h
5
5
4
7
1
SEW
E
R REPL
North
B
a
Ɵ
q
u
i
t
o
s
L
i
Ō
S
t
a
Ɵ
o
n
F
o
r
c
e
m
a
i
n
Rehabi
l
i
t
a
Ɵ
o
n
NO
4
H
i
g
h
5
5
3
6
1
SEW
E
R REPL
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
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
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
C
i
t
y
w
i
d
e
M
e
d
i
u
m
5
5
2
0
1
SEW
E
R REPL
Open Spac
e
a
n
d
T
r
a
i
l
A
c
q
u
i
s
i
Ɵ
o
n
(
P
r
o
p
C)
NO
C
i
t
y
w
i
d
e
H
i
g
h
4
0
8
3
1
GCC
Ori
o
n
C
e
n
t
e
r
NO
2
H
i
g
h
35721
C
F
D
#
1
35722
WATER REPL
35723
SEW
E
R REPL
35724
CFD#1
35725
R
E
C
L
R
E
P
L
Ori
o
n
C
o
m
p
l
e
x
E
n
e
r
g
y
S
t
o
r
a
g
e
Y
E
S
2
M
e
d
i
u
m
2
3
1
0
1
GCC
Palomar
A
i
r
p
o
r
t
R
o
a
d
a
n
d
A
v
e
n
i
d
a
Encina
s
G
r
o
w
t
h
M
a
n
a
g
e
m
e
n
t
P
l
a
n
Improvements
NO
2
,
3
H
i
g
h
6
1
0
2
1
G
A
S
T
A
X
3,061
,
7
6
4
-
-
-
-
-
1,500,
0
0
0
1,561,
7
6
4
-
313,626
-
-
-
-
-
-
-
313,626
613,000
-
-
-
-
-
-
-
613,000
985,000
-
-
-
-
-
-
500,000
485,000
363,800
-
-
-
-
-
-
113,800
250,000
200,000
-
-
-
-
-
-
-750,
0
0
0
950,000
200,000
-
-
-
-
-
200,000
-
-
834,355
-
-
-
59,355
-
-
-
775,000
320,000
-
-
-
-
-
-
-
320,000
4,015
,
0
0
0
-
-
-
-
-
-
-
4,015
,
0
0
0
35,257,
7
2
7
-
-
-
-
-
-
-
35,257,
7
2
7
6,789
,
4
0
9
-
-
-
-
-
-
-
6,789
,
4
0
9
4,078
,
5
0
0
-
-
-
-
-
-
-
4,078
,
5
0
0
429
-
-
-
-
-
-
-
429
2,715
,
6
0
0
-
-
-
-
-
-
-
2,715
,
6
0
0
250,000
-
-
250,000
-
-
-
-
-
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
I-32
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Ori
o
n
C
o
m
p
l
e
x
E
n
e
r
g
y
S
t
o
r
a
g
e
Y
E
S
2
M
e
d
i
u
m
2
3
1
0
1
GCC
Palomar
A
i
r
p
o
r
t
R
o
a
d
a
n
d
A
v
e
n
i
d
a
Encina
s
G
r
o
w
t
h
M
a
n
a
g
e
m
e
n
t
P
l
a
n
Improvements
NO
2
,
3
H
i
g
h
6
1
0
2
1
G
A
S
T
A
X
Palomar
A
i
r
p
o
r
t
R
o
a
d
a
n
d
C
o
l
l
e
g
e
Bouleva
r
d
I
m
p
r
o
v
e
m
e
n
t
s
NO
2
C
r
i
Ɵ
c
a
l
6
0
2
8
1
TIF
Palomar
A
i
r
p
o
r
t
R
o
a
d
/
P
a
s
e
o
D
e
l
N
o
r
t
e
Righ
t
T
u
r
n
L
a
n
e
NO
C
i
t
y
w
i
d
e
H
i
g
h
60441
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
2
C
r
i
Ɵ
c
a
l
5
0
5
5
1
WATER REPL
Park
D
r
i
v
e
S
t
r
e
e
t
a
n
d
D
r
a
i
n
a
g
e
Improvement
NO
1
C
r
i
Ɵ
c
a
l
66111
GCC
66112
G
A
S
T
A
X
Parki
n
g
L
o
t
M
a
i
n
t
e
n
a
n
c
e
P
r
o
g
r
a
m
N
O
1
H
i
g
h
6
0
5
2
1
IRF
Pavement Managem
e
n
t
P
r
o
g
r
a
m
N
O
C
i
t
y
w
i
d
e
H
i
g
h
60011
TRANSNET
-LOC
60012
GAS TAX
60013
TRANSNET
-LOC
60016
RM
R
A
Poins
e
ƫ
a
C
o
m
m
u
n
i
t
y
P
a
r
k
-
P
h
a
s
e
4
-
Dog Pa
r
k
NO
3
H
i
g
h
46081
P
F
F
46082
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
Agreement)
NO
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
R
o
a
d
to
S
k
i
m
m
e
r
C
o
u
r
t
NO
3
H
i
g
h
3
9
2
2
1
BTD#2
Poins
e
ƫ
a
L
a
n
e
-
R
e
a
c
h
e
s
A
,
B
,
C
,
F
,
G
andAvia
r
a
P
a
r
k
w
a
y
R
e
i
m
b
u
r
s
e
m
e
n
t
NO
2
H
i
g
h
1
9
5
9
1
B
T
D
#
2
230,000
-
-
-
-
-
-
-
230,000
1,295
,
5
0
0
-
-
-
-
-
-
-
1,295
,
5
0
0
320,538
-
-
-
-
-
-
-110,
0
0
0
430,538
917,482
-
-
-
-
-
-
-8,
1
5
7
925,639
2,310
,
0
0
0
-
-
-
-
-
-
560,000
1,750
,
0
0
0
717,439
-
-
-
-
-
-
-
717,439
3,965
,
0
0
0
-
-
-
-
-
-
1,030,
0
0
0
2,935
,
0
0
0
2,920
,
0
0
0
475,000
475,000
60,000
130,000
60,000
130,000
60,000
1,530
,
0
0
0
41,786,
5
6
3
8,250
,
0
0
0
8,250
,
0
0
0
1,650,
0
0
0
1,650
,
0
0
0
1,650
,
0
0
0
1,150,
0
0
0
-
19,186,
5
6
3
7,930
,
8
5
0
-
-
-
-
-
-
-
7,930
,
8
5
0
29,646,
4
7
6
4,750
,
0
0
0
4,750
,
0
0
0
950,000
950,000
950,000
950,000
2,200,
0
0
0
14,146,
4
7
6
43,936,
0
0
0
12,000
,
0
0
0
12,000
,
0
0
0
2,400,
0
0
0
2,400
,
0
0
0
2,400
,
0
0
0
2,400,
0
0
0
2,300,
0
0
0
8,036
,
0
0
0
2,838
,
1
4
0
-
-
-
-
-
-
-
2,838
,
1
4
0
-
-
-
-
-
-
-
-
-
600,000
-
-
-
-
-
-
-
600,000
14,081,
2
0
0
-
-
-
-
-
-
-
14,081,
2
0
0
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
I-33
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Poins
e
ƫ
a
L
a
n
e
-
R
e
a
c
h
E
C
a
s
s
i
a
R
o
a
d
to
S
k
i
m
m
e
r
C
o
u
r
t
NO
3
H
i
g
h
3
9
2
2
1
BTD#2
Poins
e
ƫ
a
L
a
n
e
-
R
e
a
c
h
e
s
A
,
B
,
C
,
F
,
G
and Av
i
a
r
a
P
a
r
k
w
a
y
R
e
i
m
b
u
r
s
e
m
e
n
t
NO
2
H
i
g
h
1
9
5
9
1
B
T
D
#
2
Poins
e
ƫ
a
L
i
Ō
S
t
a
Ɵ
o
n
R
e
h
a
b
i
l
i
t
a
Ɵ
o
n
Y
E
S
2
H
i
g
h
2
3
0
4
1
SEW
E
R REPL
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
2
H
i
g
h
47151
I
R
F
47152
GCC
Pressu
r
e
R
e
d
u
c
i
n
g
S
t
a
Ɵ
o
n
P
r
o
g
r
a
m
N
O
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
0
2
0
1
WATER REPL
Rancho Ca
r
l
s
b
a
d
G
r
o
u
n
d
w
a
t
e
r
S
u
p
p
l
y
N
O
2
L
o
w
50611
WATER CONN
50612
WATERREPL
Rancho S
a
n
t
a
F
e
T
r
a
i
l
S
l
o
p
e
Improvements
NO
4
H
i
g
h
6
0
8
8
1
GCC
Recyc
l
e
d
W
a
t
e
r
C
o
n
d
i
Ɵ
o
n
A
s
s
e
s
s
m
e
n
t
Program
NO
C
i
t
y
w
i
d
e
H
i
g
h
5
2
1
1
1
R
E
C
L
R
E
P
L
Recyc
l
e
d
W
a
t
e
r
P
h
a
s
e
3
-
R
e
s
e
r
v
o
i
r
N
O
3
H
i
g
h
52101
WATER REPL
52102
RECL WATER
Recyc
l
e
d
W
a
t
e
r
P
i
p
e
l
i
n
e
R
e
p
l
a
c
e
m
e
n
t
N
O
2
M
e
d
i
u
m
1
9
5
4
1
RECL REPL
Recyc
l
e
d
W
a
t
e
r
V
a
l
v
e
a
n
d
Appurtenance
R
e
p
l
a
c
e
m
e
n
t
P
r
o
g
r
a
m
NO
C
i
t
y
w
i
d
e
H
i
g
h
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
M
a
i
n
t
e
n
a
n
c
e
Program
NO
C
i
t
y
w
i
d
e
H
i
g
h
5
0
2
4
1
WATERREPL
Retro
r
e
f
l
e
c
Ɵ
v
i
t
y
S
i
g
n
R
e
p
l
a
c
e
m
e
n
t
Program
NO
C
i
t
y
w
i
d
e
M
e
d
i
u
m
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
A
r
e
a
Analy
s
i
s
a
n
d
I
m
p
l
e
m
e
n
t
a
Ɵ
o
n
NO
C
i
t
y
w
i
d
e
M
e
d
i
u
m
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
2
H
i
g
h
6
0
8
1
1
G
A
S
T
A
X
1,168
,
8
3
3
1,168
,
8
3
3
-
-
-
-
-
-
-
2,500
,
0
0
0
-
-
-
-
-
2,500,
0
0
0
-
-
9,993
,
0
5
0
-
-
-
-
-
-
-
9,993
,
0
5
0
10,973,
5
0
0
-
-
-
-
-
-
-
10,973,
5
0
0
13,062,
0
0
0
3,000
,
0
0
0
3,000
,
0
0
0
600,000
600,000
600,000
600,000
600,000
4,062
,
0
0
0
1,750
,
0
0
0
-
1,425
,
0
0
0
-
125,000
-
-
-
200,000
1,750
,
0
0
0
-
1,425
,
0
0
0
-
125,000
-
-
-
200,000
350,000
-
-
-
-
-
-
-
350,000
1,540
,
0
0
0
310,000
280,000
50,000
50,000
50,000
50,000
50,000
700,000
980,000
-
-
-
-
-
-
-
980,000
3,320
,
0
0
0
-
-
-
-
-
-
200,000
3,120
,
0
0
0
6,460
,
0
0
0
2,910
,
0
0
0
2,150
,
0
0
0
350,000
350,000
350,000
350,000
-
-
2,080
,
0
0
0
700,000
630,000
125,000
125,000
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
1,000
,
0
0
0
-
-
-
-
-
-
-
1,000
,
0
0
0
200,000
-
-
-
-
-
-
-
200,000
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
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
RoadwayIm
p
r
o
v
e
m
e
n
t
s
-
C
o
a
s
t
a
l
A
r
e
a
Analy
s
i
s
a
n
d
I
m
p
l
e
m
e
n
t
a
Ɵ
o
n
N
O
C
i
t
y
w
i
d
e
M
e
d
i
u
m
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
2
H
i
g
h
6
0
8
1
1
G
A
S
T
A
X
Roberts
o
n
R
a
n
c
h
P
a
r
k
D
e
v
e
l
o
p
m
e
n
t
(ParƟa
l
F
u
n
d
i
n
g
)
NO
2
M
e
d
i
u
m
38011
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
4
H
i
g
h
66041
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
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
C
i
t
y
w
i
d
e
L
o
w
50441
WATERCONN
50442
WATER REPL
Santa
F
e
I
I
I
n
l
e
t
P
i
p
e
l
i
n
e
NO
N
u
l
l
H
i
g
h
5
0
5
7
1
WATER REPL
Santa
F
e
I
I
R
e
s
e
r
v
o
i
r
S
i
t
e
E
l
e
c
t
r
i
c
a
l
Improvements
NO
3
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
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
55421
SEW
E
R REPL
55422
WATER REPL
55423
R
E
C
L
R
E
P
L
Schulman Audi
t
o
r
i
u
m
a
n
d
C
a
n
n
o
n
A
r
t
Gal
l
e
r
y
NO
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
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
N
O
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
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
5
1
3
1
S
E
W
E
R
REPL
1,280
,
0
0
0
-
-
-
-
-
500,000
200,000
580,000
3,635
,
5
0
0
-
-
-
-
2,621
,
5
0
0
400,000
214,000
400,000
13,473,
4
4
0
-
-
-
-
13,473
,
4
4
0
-
-
-
410,000
-
-
-
-
-
-
-
410,000
347,940
-
-
-
-
-
-
-
347,940
1,156
,
9
9
5
-
-
-
-
-
-
-
1,156
,
9
9
5
8,280
,
0
0
0
2,500
,
0
0
0
5,500
,
0
0
0
280,000
-
-
-
-277,
5
0
0
277,500
6,080
,
0
0
0
-
6,000
,
0
0
0
80,000
-
-
-
-77,
5
0
0
77,500
3,029
,
6
5
0
-
-
-
-
2,500
,
0
0
0
-
34,650
495,000
183,581
-
-
-
-
-
-
150,000
33,581
4,684
,
6
3
2
-
-
-
-
-
380,734
175,165
4,128
,
7
3
3
10,155,
6
0
0
-
-
-
-
610,500
2,412,
5
0
0
3,209,
2
0
0
3,923
,
4
0
0
2,394
,
0
0
0
-
-
-
-
398,000
337,600
631,500
1,026
,
9
0
0
350,000
-
-
-
-
-
-
150,000
200,000
1,848
,
0
0
0
-
-
-
-
-
-
600,000
1,248
,
0
0
0
78,000
-
-
-
-
-
-
58,000
20,000
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
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Senior
C
e
n
t
e
r
S
e
c
u
r
i
t
y
F
e
n
c
i
n
g
N
O
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
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
5
1
3
1
SEW
E
RREPL
Sewer
L
i
Ō
S
t
a
Ɵ
o
n
R
e
p
a
i
r
s
a
n
d
Upgrades
NO
2
C
r
i
Ɵ
c
a
l
3
8
4
0
1
SEW
E
R REPL
Sewer
L
i
n
e
C
a
p
a
c
i
t
y
I
m
p
r
o
v
e
m
e
n
t
s
N
O
1
H
i
g
h
5
5
4
8
1
SEW
E
R REPL
Sewer Model
i
n
g
NO
C
i
t
y
w
i
d
e
M
e
d
i
u
m
5
5
4
6
1
SEW
E
RCONN
Sewer Moni
t
o
r
i
n
g
P
r
o
g
r
a
m
(
C
a
p
a
c
i
t
y
)
N
O
C
i
t
y
w
i
d
e
H
i
g
h
5
5
0
4
1
SEW
E
R CONN
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
1
,
2
,
3
H
i
g
h
5
5
0
3
1
SEW
E
R REPL
Sidewal
k
/
S
t
r
e
e
t
C
o
n
s
t
r
u
c
Ɵ
o
n
P
r
o
g
r
a
m
N
O
1
,
2
H
i
g
h
60021
T
I
F
60022
GAS TAX
South
C
a
r
l
s
b
a
d
C
o
a
s
t
l
i
n
e
NO
2
,
3
,
4
M
e
d
i
u
m
6
0
3
1
1
TRANSNET
-LOC
South
S
h
o
r
e
A
g
u
a
H
e
d
i
o
n
d
a
L
a
g
o
o
n
Trai
l
NO
2
H
i
g
h
4
0
8
5
1
GCC
Stagecoa
c
h
C
o
m
m
u
n
i
t
y
P
a
r
k
Com
m
u
n
i
t
y
G
a
r
d
e
n
s
YES
4
M
e
d
i
u
m
4
6
1
1
1
P
I
L
-
S
E
Stat
e
S
t
r
e
e
t
a
n
d
G
r
a
n
d
A
v
e
n
u
e
R
o
a
d
Improvements
NO
1
M
e
d
i
u
m
6
0
8
2
1
TRANSNET
-LOC
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
NO
1
M
e
d
i
u
m
4
0
9
0
1
P
F
F
Storm Dr
a
i
n
C
o
n
d
i
Ɵ
o
n
A
s
s
e
s
s
m
e
n
t
N
O
C
i
t
y
w
i
d
e
H
i
g
h
6
6
2
0
1
IRF
Storm Dr
a
i
n
S
y
s
t
e
m
R
e
h
a
b
a
n
d
R
e
p
a
i
r
Program
NO
1
,
2
,
3
H
i
g
h
6
6
0
7
1
I
R
F
Str
e
e
t
L
i
g
h
Ɵ
n
g
R
e
p
l
a
c
e
m
e
n
t
P
r
o
g
r
a
m
N
O
C
i
t
y
w
i
d
e
H
i
g
h
60621
GCC
60622
T
R
A
N
S
N
E
T
-LOC
3,358
,
0
0
0
750,000
750,000
-
100,000
100,000
100,000
100,000
1,458
,
0
0
0
6,485
,
3
8
0
750,000
750,000
150,000
150,000
150,000
150,000
150,000
4,235
,
3
8
0
3,000
,
0
0
0
-
-
-
-
-
1,800,
0
0
0
1,000,
0
0
0
200,000
300,000
-
-
-
-
-
-
-
300,000
950,000
110,000
154,000
-
-
44,000
-
-
642,000
43,576,
4
7
5
14,050
,
0
0
0
13,350
,
0
0
0
1,850,
0
0
0
1,850
,
0
0
0
1,850
,
0
0
0
1,200,
0
0
0
1,200,
0
0
0
8,226
,
4
7
5
8,953
,
0
0
0
2,835
,
0
0
0
890,000
107,500
333,000
987,500
-
-
3,800
,
0
0
0
1,800
,
0
0
0
-
1,500
,
0
0
0
-
300,000
-
-
-
-
2,779
,
0
2
6
-
-
-
-
-
1,000,
0
0
0
-
1,779
,
0
2
6
789,940
-
-
-
-
-
-
34,440
755,500
425,000
-
-
-
-
-
200,000
225,000
-
325,000
-
-
-
325,000
-
-
-
-
300,000
-
-
-
-
-
-
-
300,000
7,692
,
5
0
0
3,002
,
5
0
0
2,375
,
0
0
0
420,000
375,000
350,000
300,000
270,000
600,000
10,253,
8
6
0
2,140
,
0
0
0
1,822
,
5
0
0
300,000
300,000
250,000
250,000
200,000
4,991
,
3
6
0
319,269
-
-
-
-
-
-
-
319,269
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
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Str
e
e
t
L
i
g
h
Ɵ
n
g
R
e
p
l
a
c
e
m
e
n
t
P
r
o
g
r
a
m
N
O
C
i
t
y
w
i
d
e
H
i
g
h
60621
GCC
60622
TRANSNET
-LOC
Susta
i
n
a
b
l
e
M
o
b
i
l
i
t
y
P
l
a
n
ImplementaƟon
P
r
o
g
r
a
m
NO
C
i
t
y
w
i
d
e
H
i
g
h
6
1
0
4
1
GAS TAX
Temporary
F
i
r
e
S
t
a
Ɵ
o
n
N
o
.
7
N
O
2
H
i
g
h
40911
G
C
C
40912
PFF
Terramar
A
r
e
a
C
o
a
s
t
a
l
I
m
p
r
o
v
e
m
e
n
t
s
N
O
2
H
i
g
h
60541
T
I
F
60542
GCC
60543
TRANSNET
-LOC
60544
SEW
E
R REPL
60545
P
F
F
The Cr
o
s
s
i
n
g
s
G
o
l
f
C
o
u
r
s
e
L
a
k
e
L
i
n
e
r
Replac
e
m
e
n
t
NO
2
H
i
g
h
40841
GCC
40842
G
C
C
Traffic C
o
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
C
i
t
y
w
i
d
e
H
i
g
h
6
3
2
9
2
GAS TAX
Traffic C
o
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
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
N
O
N
u
l
l
N
u
l
l
P
A
0
5
1
TIF
Traffi
c
I
m
p
a
c
t
F
e
e
U
p
d
a
t
e
NO
C
i
t
y
w
i
d
e
H
i
g
h
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
1
,
2
,
4
C
r
i
Ɵ
c
a
l
60701
GAS TAX
60702
G
C
C
3,325
,
0
0
0
-
-
-
-
-
-
-
3,325
,
0
0
0
1,020
,
5
6
6
-
-
-
-
-
510,000
510,566
-
900,000
-
-
-
-
-
-
-
900,000
922,000
-
-
-
-
-
-
-
922,000
9,450
,
0
0
1
-
-
-
-
2,800
,
0
0
0
-
-
6,650
,
0
0
1
999,999
-
-
-
-
-
-
-
999,999
2,000
,
0
0
0
-
-
-
-
-
1,000,
0
0
0
-
1,000
,
0
0
0
-
-
-
-
-
-
-
-
-
2,450
,
0
0
0
-
-
-
-
-
-
-
2,450
,
0
0
0
835,500
-
-
-
-
-
-
-
835,500
200,000
-
-
-
-
-
-
-
200,000
411,000
-
-
-
-
-
-
-
411,000
411,000
-
-
-
-
-
-
-
411,000
1,854
,
0
0
0
1,404
,
0
0
0
90,000
-
90,000
90,000
90,000
90,000
-
270,000
-
-
-
-
-
-
30,000
240,000
2,388
,
0
0
0
-
-
-
-
-
-
-
2,388
,
0
0
0
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
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Traffi
c
I
m
p
r
o
v
e
m
e
n
t
P
r
o
g
r
a
m
N
O
1
,
2
,
4
C
r
i
Ɵ
c
a
l
60701
GAS TAX
60702
G
C
C
Traffic M
o
n
i
t
o
r
i
n
g
P
r
o
g
r
a
m
NO
C
i
t
y
w
i
d
e
H
i
g
h
6
0
0
3
1
TIF
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
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
-
T
a
m
a
r
a
c
k
A
v
e
n
u
e
a
n
d
Val
l
e
y
S
t
r
e
e
t
NO
1
M
e
d
i
u
m
6
3
3
5
1
GAS TAX
Traffi
c
S
i
g
n
a
l
O
p
e
r
a
Ɵ
o
n
s
M
o
d
i
f
i
c
a
Ɵ
o
n
s
N
O
2
M
e
d
i
u
m
6
3
2
7
1
G
A
S
T
A
X
Traffi
c
S
i
g
n
a
l
R
i
g
h
t
T
u
r
n
O
v
e
r
l
a
p
s
Y
E
S
2
,
3
,
4
L
o
w
6
6
3
6
1
GAS TAX
Trai
l
C
o
n
n
e
c
Ɵ
v
i
t
y
t
o
T
a
m
a
r
a
c
k
S
t
a
t
e
Beach
(
P
r
o
p
C
)
NO
1
L
o
w
4
0
6
3
1
G
C
C
Trash
A
m
e
n
d
m
e
n
t
C
o
m
p
l
i
a
n
c
e
Program
NO
1
,
2
,
3
M
e
d
i
u
m
6
6
2
6
1
IRF
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
2
H
i
g
h
5
0
0
8
1
WATER REPL
Tyle
r
S
t
r
e
e
t
T
r
a
f
f
i
c
C
i
r
c
u
l
a
Ɵ
o
n
S
t
u
d
y
N
O
1
M
e
d
i
u
m
6
1
0
3
1
GCC
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
S
t
u
d
y
N
O
C
i
t
y
w
i
d
e
M
e
d
i
u
m
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
C
l
e
a
n
i
n
g
and CCTV
NO
2
,
3
C
r
i
Ɵ
c
a
l
5
5
4
9
1
SEW
E
R REPL
Val
l
e
y
a
n
d
M
a
g
n
o
l
i
a
C
o
m
p
l
e
t
e
S
t
r
e
e
t
s
N
O
1
H
i
g
h
60191
T
I
F
60192
WATERREPL
60193
TRANSNET
-LOC
Val
l
e
y
S
t
r
e
e
t
T
r
a
f
f
i
c
C
a
l
m
i
n
g
N
O
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
Quadrant
s
)
NO
2
C
r
i
Ɵ
c
a
l
4
6
0
9
1
C
F
D
#
1
1,200
,
0
0
0
-
-
-
-
400,000
400,000
400,000
-
1,745
,
4
1
6
-
-
-
-
-
-
122,516
1,622
,
9
0
0
380,000
-
-
-
-
-
-
240,000
140,000
502,370
-
-
-
-
-
-
-
502,370
315,800
-
-
-
-
-
-
135,800
180,000
150,000
-
-
-
-
-
-
150,000
-
3,494
,
6
6
9
-
-
-
3,342
,
5
1
3
-
-
-
152,156
9,705
,
0
0
0
-
3,000
,
0
0
0
2,000,
0
0
0
175,000
2,700
,
0
0
0
1,200,
0
0
0
100,000
530,000
6,455
,
0
0
0
-
-
-
-
1,836
,
0
3
0
1,000,
0
0
0
-
3,618
,
9
7
0
70,000
-
-
-
-
-
-
70,000
-
100,000
-
-
-
-
-
100,000
-
-
350,000
-
-
-
-
-
-
100,000
250,000
4,536
,
2
0
6
-
-
-
1,000
,
0
0
0
-
-
-
3,536
,
2
0
6
71,000
-
-
-
-
-
-
-
71,000
1,200
,
0
0
0
-
-
-
-
-
-
1,200,
0
0
0
-
1,645
,
0
0
0
-
-
-
1,645
,
0
0
0
-
-
-
-
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
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Val
l
e
y
S
t
r
e
e
t
T
r
a
f
f
i
c
C
a
l
m
i
n
g
N
O
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
Quadrant
s
)
NO
2
C
r
i
Ɵ
c
a
l
4
6
0
9
1
C
F
D
#
1
Vi
l
l
a
g
e
a
n
d
B
a
r
r
i
o
T
r
a
f
f
i
c
C
i
r
c
l
e
s
N
O
1
H
i
g
h
40151
GCC
40152
TRANSNET
-LOC
40153
SEW
E
RREPL
40154
G
A
S
T
A
X
Vi
l
l
a
g
e
D
e
c
o
r
a
Ɵ
v
e
L
i
g
h
Ɵ
n
g
-
C
a
r
l
s
b
a
d
Vi
l
l
a
g
e
D
r
i
v
e
f
r
o
m
H
a
r
d
i
n
g
S
t
r
e
e
t
t
o
Ocean
S
t
r
e
e
t
YES
1
M
e
d
i
u
m
6
1
0
5
1
GCC
Vi
l
l
a
g
e
D
e
c
o
r
a
Ɵ
v
e
L
i
g
h
Ɵ
n
g
-
G
a
t
e
w
a
y
Li
g
h
Ɵ
n
g
YES
1
M
e
d
i
u
m
2
3
1
4
1
G
C
C
Vi
l
l
a
g
e
D
e
c
o
r
a
Ɵ
v
e
L
i
g
h
Ɵ
n
g
-
H
o
s
p
i
t
a
l
i
t
y
Dis
t
r
i
c
t
YES
1
M
e
d
i
u
m
2
3
1
3
1
GCC
Vi
l
l
a
g
e
D
e
c
o
r
a
Ɵ
v
e
L
i
g
h
Ɵ
n
g
-
P
e
d
e
s
t
r
i
a
n
Lampp
o
s
t
s
O
a
k
A
v
e
n
u
e
YES
1
M
e
d
i
u
m
2
3
1
5
1
G
C
C
Vi
l
l
a
g
e
D
e
c
o
r
a
Ɵ
v
e
L
i
g
h
Ɵ
n
g
-
P
e
d
e
s
t
r
i
a
n
Li
g
h
Ɵ
n
g
a
t
V
i
l
l
a
g
e
O
u
t
s
k
i
r
t
s
YES
1
M
e
d
i
u
m
2
3
1
6
1
GCC
Vi
l
l
a
g
e
D
e
c
o
r
a
Ɵ
v
e
L
i
g
h
Ɵ
n
g
-
S
t
a
t
e
Str
e
e
t
,
M
a
d
i
s
o
n
,
R
o
o
s
e
v
e
l
t
,
a
n
d
Washi
n
g
t
o
n
NO
1
M
e
d
i
u
m
4
0
1
6
1
G
C
C
Vi
l
l
a
g
e
D
e
c
o
r
a
Ɵ
v
e
L
i
g
h
Ɵ
n
g
-
T
r
a
i
n
StaƟon
A
r
e
a
YES
1
M
e
d
i
u
m
6
1
0
6
1
GCC
Vi
l
l
a
g
e
H
S
o
u
t
h
O
f
f
L
e
a
s
h
D
o
g
A
r
e
a
a
n
d
Trai
l
S
e
g
m
e
n
t
5
B
NO
2
M
e
d
i
u
m
4
6
1
0
1
P
F
F
Vi
l
l
a
g
e
I
n
t
e
l
l
i
g
e
n
t
P
a
r
k
i
n
g
ImplementaƟon
NO
1
L
o
w
6
0
8
9
1
GCC
Vi
l
l
a
s
S
e
w
e
r
L
i
Ō
S
t
a
Ɵ
o
n
R
e
p
l
a
c
e
m
e
n
t
N
O
2
C
r
i
Ɵ
c
a
l
5
5
5
0
1
SEW
E
R REPL
Vis
t
a
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
A
g
u
a
Hedionda
L
S
a
n
d
F
o
r
c
e
m
a
i
n
(VC12-VC13)
NO
2
C
r
i
Ɵ
c
a
l
3
4
9
2
1
SEW
E
R CONN
Vis
t
a
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
B
u
e
n
a
Vis
t
a
L
i
Ō
S
t
a
Ɵ
o
n
I
m
p
r
o
v
e
m
e
n
t
s
NO
1
H
i
g
h
5
5
3
5
1
S
E
W
E
R
CONN
30,257,
6
5
0
-
-
-
-
24,630
,
9
5
0
1,257,
2
5
0
1,257,
2
5
0
3,112
,
2
0
0
415,000
-
-
-
-
-
-
-
415,000
1,025
,
0
0
0
-
-
-
-
-
-
-
1,025
,
0
0
0
160,000
-
-
-
-
-
-
-
160,000
4,159
,
0
0
0
-
-
-
-
-
-
1,400,
0
0
0
2,759
,
0
0
0
400,000
-
-
-
-
-
-
400,000
-
900,000
-
-
-
-
-
900,000
-
-
800,000
-
-
-
-
-
800,000
-
-
450,000
-
-
-
-
-
450,000
-
-
850,000
-
-
-
-
-
850,000
-
-
1,103
,
8
5
3
-
-
-
-
-
-
400,000
703,853
500,000
-
-
-
-
-
-
500,000
-
2,003
,
2
0
1
-
-
-
-
-
1,320,
7
0
1
160,500
522,000
300,000
-
-
-
300,000
-
-
-
-
1,254
,
0
0
0
-
-
-
-
-
-
100,000
1,154
,
0
0
0
33,190,
9
7
2
-
-
-
-
-
-
-
33,190,
9
7
2
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
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 Source
Pri
o
r
Appropri
a
Ɵ
o
n
Year
1
(2022-
2
3
)
Year
2
(2023-
2
4
)
Year
3
(2024-25
)
Year
4
(2025-26
)
Year
5
(2026-
2
7
)
Year
6
-
1
0
(2028-
3
2
)
Year
1
1
-
1
5
(2033-37
)
Total
F
u
n
d
i
n
g
Source
Vis
t
a
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
A
g
u
a
HediondaLSandForcem
a
i
n
(VC12-VC13)
NO
2
C
r
i
Ɵ
c
a
l
3
4
9
2
1
SEW
E
R CONN
Vis
t
a
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
B
u
e
n
a
Vis
t
a
L
i
Ō
S
t
a
Ɵ
o
n
I
m
p
r
o
v
e
m
e
n
t
s
NO
1
H
i
g
h
5
5
3
5
1
SEW
E
RCONN
Vis
t
a
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
L
a
g
o
o
n
Bri
d
g
e
R
e
p
l
a
c
e
m
e
n
t
(
V
C
1
1
B
)
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
3
8
8
6
1
SEW
E
R CONN
Vis
t
a
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
R
e
a
c
h
V
C
3
N
O
1
C
r
i
Ɵ
c
a
l
3
9
5
0
1
SEW
E
R CONN
Vis
t
a
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
R
e
a
c
h
VC14 To
V
C
1
5
NO
C
i
t
y
w
i
d
e
H
i
g
h
3
9
4
9
1
SEW
E
RCONN
Vis
t
a
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
Rehabi
l
i
t
a
Ɵ
o
n
(
V
C
1
a
n
d
V
C
2
)
NO
2
C
r
i
Ɵ
c
a
l
5
5
5
1
1
SEW
E
R REPL
Vis
t
a
/
C
a
r
l
s
b
a
d
I
n
t
e
r
c
e
p
t
o
r
-
P
o
i
n
t
Repai
r
R
e
a
c
h
e
s
(
V
C
1
3
&
V
C
1
4
)
YES
2
,
3
H
i
g
h
5
5
5
5
1
SEW
E
R REPL
Water
I
n
f
r
a
s
t
r
u
c
t
u
r
e
C
o
n
d
i
Ɵ
o
n
Asses
s
m
e
n
t
P
r
o
g
r
a
m
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
0
5
1
1
WATERREPL
Water
L
o
s
s
M
o
n
i
t
o
r
i
n
g
P
r
o
g
r
a
m
N
O
C
i
t
y
w
i
d
e
H
i
g
h
5
0
5
2
1
WATER REPL
Water
M
o
d
e
l
i
n
g
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
0
5
8
1
WATER CONN
Water
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
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
3
9
0
4
1
WATER REPL
Water
V
a
l
v
e
R
e
p
a
i
r
/
R
e
p
l
a
c
e
m
e
n
t
Program
NO
C
i
t
y
w
i
d
e
C
r
i
Ɵ
c
a
l
5
0
1
9
1
WATER REPL
1,335
,
0
0
0
-
-
-
-
939,000
100,000
-100,
0
0
0
396,000
9,464
,
8
3
3
-
-
-
-
-
-
-
9,464
,
8
3
3
480,000
-
-
-
-
-
380,000
-497,
0
0
0
597,000
21,362,
3
9
0
-
-
-
-
-
-
-
21,362,
3
9
0
2,141
,
0
0
0
-
-
-
-
1,500
,
0
0
0
500,000
-
141,000
1,400
,
0
0
0
-
-
-
-
600,000
600,000
200,000
-
8,620
,
0
0
0
2,480
,
0
0
0
2,250
,
0
0
0
450,000
420,000
420,000
410,000
410,000
1,780
,
0
0
0
1,890
,
0
0
0
550,000
550,000
110,000
110,000
110,000
110,000
-
350,000
425,000
-
-
-
-
25,000
25,000
25,000
350,000
65,028,
3
6
6
21,080
,
0
0
0
19,890
,
0
0
0
3,000,
0
0
0
3,000
,
0
0
0
3,000
,
0
0
0
2,800,
0
0
0
2,690,
0
0
0
9,568
,
3
6
6
22,500,
0
0
0
5,650
,
0
0
0
5,110
,
0
0
0
1,000,
0
0
0
960,000
960,000
960,000
940,000
6,920
,
0
0
0
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
I-40
I-41
CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND
Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15
Years 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,895,654$ 1,895,654$ 2,411,774$ 2,924,766$ 2,924,766$ 2,924,766$
REVENUES
Developer Fees - 516,120 512,992 - - 2,143,409
Total Revenues N/A - 516,120 512,992 - - 2,143,409
CAPITAL PROJECTS
Poinsettia Lane - Reach E Cassia Road To Skimmer Court 14,081,198$ - - - - - -
Poinsettia Lane - Reaches A,B,C,F,G & Aviara Pkwy Reimb - - - - - - 1,168,833
Total Project Expenditures 14,081,198 - - - - - 1,168,833
ENDING FUND BALANCE N/A 1,895,654$ 2,411,774$ 2,924,766$ 2,924,766$ 2,924,766$ 3,899,342$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 526,595$ 526,595$ 526,595$ 526,595$ 526,595$ 526,595$
REVENUES
Developer Fees - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
BTD#3 Reconciliation and Closeout 19,977$ - - - - - -
Total Project Expenditures 19,977 - - - - - -
ENDING FUND BALANCE N/A 526,595$ 526,595$ 526,595$ 526,595$ 526,595$ 526,595$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 63,346,133$ 64,832,101$ 66,372,017$ 43,985,014$ 45,104,880$ 46,240,357$
REVENUES
Developer Special Taxes 2,853,218 2,907,166 2,353,947 1,229,866 1,245,477 16,807,450
Total Revenues N/A 2,853,218 2,907,166 2,353,947 1,229,866 1,245,477 16,807,450
CAPITAL PROJECTS
CFD#1 Administration -$ 110,000 110,000 110,000 110,000 110,000 -
City Hall Complex 1,028,105 - - - - - 50,000,000
Cole Library Expansion - - - - - - 5,988,000
Orion Center 35,258,155 - - - - - -
Veteran's Memorial Park (All Quadrants)3,112,202 1,257,250 1,257,250 24,630,950 - - -
Total Project Expenditures 39,398,462 1,367,250 1,367,250 24,740,950 110,000 110,000 55,988,000
ENDING FUND BALANCE N/A 64,832,101$ 66,372,017$ 43,985,014$ 45,104,880$ 46,240,357$ 7,059,807$
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
BTD NO. 3 CANNON ROAD WEST
I-42
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 331,579$ 181,476$ 590,621$ 2,637,776$ 4,122,623$ 7,086,291$
REVENUES
Gas Tax and Prop 42 Funds 3,377,749 3,435,845 3,497,155 3,534,848 3,563,667 36,373,917
Total Revenues N/A 3,377,749 3,435,845 3,497,155 3,534,848 3,563,667 36,373,917
CAPITAL PROJECTS
Advance Street Name Signs 40,000$ (40,000) - - - - -
Avenida Encinas Pedestrian Access Improvements 75,000 - 25,000 - - - -
Barrio Street Lighting 700,000 - - - - - -
Cannon Road and Paseo del Norte SMP and GMP Improvements 60,000 (55,657) - - - - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,576,001 - - 700,000 - - -
Carlsbad Boulevard Emergency Repair 841,001 - - - - - -
Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 - - - - - -
Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000
Carlsbad Blvd Pedestrian Improvement Project 222,100 - - - - - -
Citywide Drainage Improvement Program 6,090,594 - - - - - -
Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 50,000 - - - - - -
Concrete Repair/Replacement Program 2,932,999 - - - - - -
El Camino Real And Cannon Road Intersection Improvements 837,001 - - - - - -
El Camino Real And College Blvd Intersection Improvements 1,020,000 - - - - - -
El Camino Real Medians 904,530 - - - - - -
Gas Tax Transfer To General Fund (Transportation Operating Budget)- 600,000 600,000 600,000 600,000 600,000 6,000,000
Guardrail Replacement And Improvement Program 300,000 - - - - - -
Intelligent Traffic Control Devices 200,000 - - - - - -
Intersection Control - Camino De Los Coches And La Costa Avenue 350,000 - 500,000 - - - -
Jefferson Street SMP Improvements 75,000 (70,657) - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - -
La Costa Avenue SMP Improvements 110,000 (99,252) - - - - -
La Costa Avenue Traffic Improvements 121,300 - 741,700 - - - -
La Costa Slope Repair West of Romeria 255,751 - - - - - -
Laguna Drive Storm Drain 256,000 - - - 1,000,000 - 1,494,000
Left Turn Lane Extensions 200,000 150,000 150,000 150,000 150,000 - -
Marca Place Drainage Improvements 65,000 - - - - - -
Palomar Airport Rd and Avenida Encinas GMP Improvements 230,000 - - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane 194,547 (52,948) - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 430,538 (110,000) - - - - -
Park Drive Drainage And Street Improvements 2,935,002 1,030,000 - - - - -
Pavement Management Program 7,930,849 - - - - - -
Retroreflectivity Sign Replacement Program 999,999 - - - - - -
Roadway Slope Stabilization 579,997 200,000 500,000 - - - -
Romeria Drainage Improvements 347,938 - - - - - -
Sidewalk/Street Construction Program - - - - 300,000 - 1,500,000
Sustainable Mobility Plan Implementation Program - 510,566 510,000 - - - -
Traffic Control Improvements - Poinsettia Lane & Cassia Road 411,000 - - - - - -
Traffic Control Improvements - Poinsettia Lane & Oriole Court 410,999 - - - - - -
Traffic Improvement Program 2,388,003 - - - - - -
Traffic Signal - El Fuerte Street And Rancho Pancho 210,000 (210,000) - - - - -
Traffic Signal - La Costa Avenue And Levante Street 250,000 (250,000) - - - - -
Traffic Signal - Maverick Way & Camino De Los Coches 140,000 240,000 - - - - -
Traffic Signal - Tamarack Avenue And Valley Street 502,370 - - - - - -
Traffic Signal Operations Modifications 180,000 135,800 - - - - -
Traffic Signal Right Turn Overlaps - 150,000 - - - - -
Village And Barrio Traffic Circles 2,759,000 1,400,000 - - - - -
Wayfinding Sign Replacement Program 50,683 - - - - - -
Total Project Expenditures 38,813,202 3,527,852 3,026,700 1,450,000 2,050,000 600,000 11,757,000
ENDING FUND BALANCE N/A 181,476$ 590,621$ 2,637,776$ 4,122,623$ 7,086,291$ 31,703,207$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 669,079$ 381,885$ 126,331$ 17,293$ 82,913$ 370,698$
REVENUES
Gas Tax (RMRA) Revenues 2,632,806 2,764,446 2,910,962 3,085,620 3,307,785 45,955,333
Total Revenues N/A 2,632,806 2,764,446 2,910,962 3,085,620 3,307,785 45,955,333
CAPITAL PROJECTS
Concrete Repair/Replacement Program 727,000$ 620,000 620,000 620,000 620,000 620,000 2,500,000
Pavement Management Program 8,036,002 2,300,000 2,400,000 2,400,000 2,400,000 2,400,000 24,000,000
Total Project Expenditures 8,763,002 2,920,000 3,020,000 3,020,000 3,020,000 3,020,000 26,500,000
ENDING FUND BALANCE N/A 381,885$ 126,331$ 17,293$ 82,913$ 370,698$ 19,826,031$
GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)
GAS TAX FUND
I-43
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 13,102,386$ 15,203,798$ 14,334,598$ 15,519,598$ 15,895,730$ 19,954,730$
REVENUES
Transfer from General Fund 4,051,000 4,187,000 4,235,000 4,278,000 4,389,000 47,708,000
Total Revenues N/A 4,051,000 4,187,000 4,235,000 4,278,000 4,389,000 47,708,000
CAPITAL PROJECTS
ADA Beach Access - Pine to Tamarack 375,002$ - - 2,500,000 - - -
Alga Norte Park Modifications 314,000 - 706,200 - - - -
Assessment District 97-1 Maintenance 420,000 - - - - - -
Barrio Street Lighting 760,001 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,199,000 - - - - - -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,250,000 - - 30,000 150,000 30,000 800,000
Calavera Hills Community Park Gateway Improvements 1,407,851 - - - - - -
Camino Hills and Jackspar Drive Slope Stabilization 859,399 - - - - - -
Cannon Park Restroom 55,645 - - - - - -
Chestnut Underpass Public Art Project 100,000 150,000 - - - - -
City Facility Accessibility Upgrades 500,001 - - - - - -
City Fire Stations Wash Water BMPs 280,000 - - - - - -
City Hall Exterior Refurbishment 2,250,001 - - - - - -
Cole Library Expansion - - - - - - 1,000,000
Dove Library Lighting Improvements 225,000 - - - - - -
Dove Library Parking Lot Renovation 474,999 - - - - - -
El Camino Real and College Boulevard Intersection Improvements 131,000 - - - - - -
Emergency Operations Center Reconfiguration 1,658,001 - - - - - -
Faraday Avenue Improvements 100,000 - - - - - -
Fire Administration Offices 150,000 - - - - - -
Fire Station No. 2 Replacement 13,000,000 - - - - - -
Fire Station No. 5 New Roof and Storage Building 345,001 (121,373) - - - - -
Fleet Maintenance Refurbishment 896,100 - - - - - -
Grand Avenue Promenade Feasibility Study - 200,000 600,000 - - - -
Lake Calavera Outlet Improvements 1,436,002 - - - - - -
Lake Calavera Reservoir Maintenance 531,004 50,000 50,000 120,000 50,000 50,000 500,000
Lake Calavera Storm Drain Improvements 5,569 - - - - - -
Lake Calavera Trails Master Plan/Construction (Prop C)1,128,248 - - - - - -
Maerkle Reservoir Solar Project 830 - - - - - -
Monroe Street Pool Replacement 62,000 (61,764) - - - - -
New Village Arts Tenant Improvements 613,000 - - - - - -
Ocean Street Reconfiguration Concepts Study - - 200,000 - - - -
Ocean Street Restroom Facility 775,000 - - - 59,355 - -
Open Space and Trail Acquisition (Prop C)4,015,000 - - - - - -
Orion Complex Energy Storage - - - - - 250,000 -
Park Drive Street and Drainage Improvement 717,440 - - - - - -
Police and Fire Headquarters Renovation 10,973,501 - - - - - -
Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - -
Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - -
Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - -
Romeria Drainage Improvements 409,999 - - - - - -
Safety Training Center Settlement 1,156,996 - - - - - -
Safety Training Center Water Recirculating System Study 50,000 (50,000) - - - - -
South Shore Agua Hedionda Lagoon Trail 755,501 34,440 - - - - -
Street Lighting Replacement Program 319,270 - - - - - -
Temporary Fire Station No. 7 900,000 - - - - - -
Terramar Area Coastal Improvements 1,000,000 - - - - - -
The Crossings Golf Course Lake Liner Replacement 835,500 - - - - - -
The Crossings Golf Course Lake Liner Replacement 200,000 - - - - - -
Traffic Improvement Program - 400,000 400,000 400,000 - - -
Traffic Signal Master Plan 150,001 (9,040) - - - - -
Trail Connectivity to Tamarack State Beach (Prop C)152,156 - - - 3,342,513 - -
Tyler Street Traffic Circulation Study - 70,000 - - - - -
Utility Undergrounding Program Study - - 100,000 - - - -
Village and Barrio Traffic Circles 415,000 - - - - - -
Village Decorative Lighting - Carlsbad Village Drive from Harding Street to Ocean Street - 400,000 - - - - -
Village Decorative Lighting - Gateway Lighting - - 900,000 - - - -
Village Decorative Lighting - Hospitality District - - 800,000 - - - -
Village Decorative Lighting - Pedestrian Lampposts Oak Avenue - - 450,000 - - - -
Village Decorative Lighting - Pedestrian Lighting at Village Outskirts - - 850,000 - - - -
Village Decorative Lighting - State Street, Madison, Roosevelt, and Washington 703,853 400,000 - - - - -
Village Decorative Lighting - Train Station Area - 500,000 - - - - -
Village Intelligent Parking Implementation - - - - 300,000 - -
Village Railroad Tracks Trenching 560,103 (12,675) - - - - -
Total Project Expenditures 63,777,314 1,949,588 5,056,200 3,050,000 3,901,868 330,000 2,300,000
N/A 15,203,798$ 14,334,598$ 15,519,598$ 15,895,730$ 19,954,730$ 65,362,730$
GENERAL CAPITAL CONSTRUCTION (GCC)
I-44
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (2,373,295)$ 0$ 0$ 0$ 0$ 0$
REVENUES
Grant Revenue 2,373,295 - - - - -
Total Revenues N/A 2,373,295 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000$ - - - - - -
Carlsbad Boulevard Pedestrian Improvement Project 591,600 - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 1,440,000 - - - - - -
Total Project Expenditures 3,807,600 - - - - - -
ENDING FUND BALANCE N/A 0$ 0$ 0$ 0$ 0$ 0$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 78,868,824$ 79,369,946$ 73,206,963$ 72,553,963$ 74,304,963$ 75,360,963$
REVENUES
Transfer from General Fund 3,977,000 4,096,000 4,187,000 4,271,000 4,381,000 48,220,000
Total Revenues N/A 3,977,000 4,096,000 4,187,000 4,271,000 4,381,000 48,220,000
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 133,002$ 80,000 80,000 80,000 90,000 95,000 1,105,000
Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,000 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 4,112,752 1,800,000 - - - - -
Bridge Preventative Maintenance Program 2,227,512 250,000 500,000 500,000 700,000 - -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 2,820,000 - 1,200,000 - - - -
Calavera Hills Community Center Refurbishment 685,001 1,300,000 - - - - -
City Facility Safety and Parking Lot Lighting Assessment 1,910,000 - - - - - -
City Hall Complex Refurbishment 1,143,999 - - - - - -
Citywide Drainage Improvement Program 4,681,502 900,000 300,000 300,000 300,000 300,000 3,000,000
Cole Library Security Fencing 40,000 130,000 - - - - -
Coordinated Traffic Signal Program 800,000 - - - - - -
DMP Facility BFB-U (El Camino Real)750,000 100,000 3,000,000 50,000 50,000 50,000 100,000
El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 210,000 - - - - - -
Emergency Operations Center Reconfiguration 200,000 500,000 - - - - -
Faraday Center Refurbishment 3,154,382 - - - - - -
Farol Court Storm Drain Outfall at Agua Hedionda Creek 529,749 - - - - - -
Fire Station No. 2 Replacement 1,433,884 - - - - - -
Fire Station No. 4 Expansion 267,410 (80,634) - - - - -
Fire Station No. 6 Renovation 35,000 - - - - - -
Fleet Fuel Island Upgrade 1,763,798 500,000 200,000 400,000 400,000 100,000 -
Fleet Maintenance Refurbishment 2,074,003 500,000 - - - - -
Harding Center Refurbishment 165,000 - 140,000 - - - -
Headwall Replacement Program 510,001 - - - - - -
Holiday Park Facilities Maintenance 79,823 - - - - - -
Hosp Grove Park Improvements 1,562,000 - - - - - -
Kelly Drive Channel Repair 1,041,003 500,000 1,900,000 - - - -
La Costa Avenue Drainage Improvements 868,367 - - - - - -
Las Palmas Roof Replacement 500,000 - - - - - -
Leo Carrillo Ranch Roof Repairs 1,449,999 - - - - - -
Library Fire Alarm Panel Upgrades 180,000 - - - - - -
Miscellaneous City Building Improvements 1,715,000 150,000 150,000 150,000 - - 1,500,000
Monroe Street Pool Replacement 6,187,001 (4,438,236) 908,983 - - - -
New Village Arts Building Roof and Exterior Refurbishment 313,627 - - - - - -
Parking Lot Maintenance Program 1,529,999 60,000 130,000 60,000 130,000 60,000 950,000
Police and Fire Headquarters Renovation 9,993,049 - - - - - -
Public Beach Access Improvements (Ocean Street)726,683 (153,252) - - - - -
Schulman Auditorium and Cannon Art Gallery 200,000 150,000 - - - - -
Senior Center Refurbishment 1,248,002 600,000 - - - - -
Senior Center Security Fencing 20,000 58,000 - - - - -
Stagecoach Park Synthetic Turf Replacement 2,200,000 - - - - - -
Storm Drain Condition Assessment 600,000 270,000 300,000 350,000 375,000 420,000 5,377,500
Storm Drain System Rehab and Repair Program 4,991,364 200,000 250,000 250,000 300,000 300,000 3,962,500
Trash Amendment Compliance Program 530,000 100,000 1,200,000 2,700,000 175,000 2,000,000 3,000,000
66,182,912 3,475,878 10,258,983 4,840,000 2,520,000 3,325,000 18,995,000
ENDING FUND BALANCE N/A 79,369,946$ 73,206,963$ 72,553,963$ 74,304,963$ 75,360,963$ 104,585,963$
INFRASTRUCTURE MAINTENANCE & REPLACEMENT
GRANTS - FEDERAL
I-45
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 650,461$ 650,461$ 650,461$ 650,461$ 650,461$ 650,461$
REVENUES
Other Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,712,999$ - - - - - -
Total Project Expenditures 1,712,999 - - - - - -
ENDING FUND BALANCE N/A 650,461$ 650,461$ 650,461$ 650,461$ 650,461$ 650,461$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE (1)N/A 4,373,434$ 4,159,434$ 3,759,434$ 1,158,356$ 1,158,356$ 1,158,356$
REVENUES
Developer Fees - - 20,422 - - 3,543,259
Total Revenues N/A - - 20,422 - - 3,543,259
CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition -$ - - - - - 4,550,000
Robertson Ranch Park Development 400,000 214,000 400,000 2,621,500 - - -
Total Project Expenditures 400,000 214,000 400,000 2,621,500 - - 4,550,000
ENDING FUND BALANCE N/A 4,159,434$ 3,759,434$ 1,158,356$ 1,158,356$ 1,158,356$ 151,615$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 2,580,632$ 1,811,837$ 1,777,963$ 2,431,525$ 3,099,627$ 3,760,912$
REVENUES
Developer Fees 1,792,968 1,874,777 1,977,037 668,102 661,285 6,333,337
Total Revenues N/A 1,792,968 1,874,777 1,977,037 668,102 661,285 6,333,337
CAPITAL PROJECTS
City Facility Safety and Parking Lot Lighting Assessment -$ - 200,000 - - - -
Hosp Grove Park Improvements 120,000 1,000,000 208,650 1,323,476 - - -
Monroe Street Pool Replacement - 1,561,764 1,500,000 - - - -
Pine Avenue Park - Phase II (Community Building)2,197,002 - - - - - -
Total Project Expenditures 2,317,002 2,561,764 1,908,650 1,323,476 - - -
ENDING FUND BALANCE N/A 1,811,837$ 1,777,963$ 2,431,525$ 3,099,627$ 3,760,912$ 10,094,248$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,883,247$ 2,341,398$ 2,748,960$ 2,248,960$ 1,748,960$ 348,960$
REVENUES
Developer Fees 679,039 607,562 - - - 5,106
Total Revenues N/A 679,039 607,562 - - - 5,106
CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,334,100$ (4,111) - - - - -
Leo Carrillo Ranch Park Phase 3B - - - 500,000 500,000 1,400,000 -
Stagecoach Community Park Community Gardens - 225,000 200,000 - - - -
Total Project Expenditures 1,334,100 220,889 200,000 500,000 500,000 1,400,000 -
ENDING FUND BALANCE N/A 2,341,398$ 2,748,960$ 2,248,960$ 1,748,960$ 348,960$ 354,065$
OTHER
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
I-46
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 587,769$ 590,124$ 590,124$ 590,124$ 590,124$ 590,124$
REVENUES
Developer Fees/Loans - - - - - 260,384
Total Revenues N/A - - - - - 260,384
CAPITAL PROJECTS
Aviara Community Park - Phase 2 3,120,504$ - - - - - -
Aviara Community Park - Phase 2 (Art)38,199 (2,355) - - - - -
Aviara Reimbursement Agreement 238,001 - - - - - -
Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000
Total Project Expenditures 3,396,704 (2,355) - - - - 1,100,000
N/A 590,124$ 590,124$ 590,124$ 590,124$ 590,124$ (249,493)$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 4,971,721$ 5,019,975$ 5,105,909$ 4,725,909$ 60,709$ 60,709$
REVENUES
Developer Fees 48,255 85,933 20,000 - - 972,947
Total Revenues N/A 48,255 85,933 20,000 - - 972,947
CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding)-$ - - 400,000 4,665,200 - -
Total Project Expenditures - - - 400,000 4,665,200 - -
ENDING FUND BALANCE N/A 5,019,975$ 5,105,909$ 4,725,909$ 60,709$ 60,709$ 1,033,655$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 930,371$ 934,159$ 934,159$ 941,999$ 941,999$ 941,999$
REVENUES
Developer Fees 28,788 - 7,840 - - 39,328
Total Revenues N/A 28,788 - 7,840 - - 39,328
CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street)-$ - - - - - 289,534
DMP Facility AAAA (Madison Street)- - - - - - 416,500
DMP Facility AC (Highland Drive Drainage Project)- - - - - - 921,408
DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project)- - - - - - 91,608
DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project)- - - - - - 163,164
Drainage Master Plan Update 191,511 25,000 - - - - -
Total Project Expenditures 191,511 25,000 - - - - 1,882,214
ENDING FUND BALANCE N/A 934,159$ 934,159$ 941,999$ 941,999$ 941,999$ (900,887)$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,422,582$ 1,563,334$ 1,824,449$ 1,906,101$ 1,987,753$ 2,068,606$
REVENUES
Developer Fees 151,107 261,116 81,652 81,652 80,852 2,447,221
Total Revenues N/A 151,107 261,116 81,652 81,652 80,852 2,447,221
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 3,559,890$ (14,645) - - - - -
College Boulevard Wetland Habitat Creation 99,245 - - - - - -
DMP Facility BB 1 and 2 (Washington Street)- - - - - - 1,086,065
DMP Facility BCB (Magnolia Avenue)- - - - - - 468,096
DMP Facility BFA (Country Store)1,241,649 - - - - - -
DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B")- - - - - - 904,329
DMP Facility BFB-U (El Camino Real)153,489 - - - - - -
DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B")- - - - - - 1,816,101
DMP Facility BL-U (College Boulevard)- - - - - - 384,509
DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 204,077
DMP Facility BQ (Sunny Creek)- - - - - - 131,355
DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 180,773
Drainage Master Plan Update 558,001 25,000 - - - - -
Total Project Expenditures 5,612,274 10,355 - - - - 5,175,305
ENDING FUND BALANCE N/A 1,563,334$ 1,824,449$ 1,906,101$ 1,987,753$ 2,068,606$ (659,478)$
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
PARK FEE ZONES 5,13,16,17,18
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PARK-IN-LIEU SW
I-47
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,562,253$ 1,694,188$ 1,799,312$ 1,924,085$ 1,924,085$ 1,924,085$
REVENUES
Developer Fees 156,935 105,124 124,772 - - 1,852,643
Total Revenues N/A 156,935 105,124 124,772 - - 1,852,643
CAPITAL PROJECTS
DMP Facility C1 (Carlsbad Boulevard Encinas Creek Bridge Plda "C")2,376,548$ - - - - - -
DMP Facility C2 (Paseo Del Norte)- - - - - - 727,730
DMP Facility CA (Avenida Encinas)- - - - - - 529,402
Drainage Master Plan Update 146,890 25,000 - - - - -
Total Project Expenditures 2,523,438 25,000 - - - - 1,257,132
ENDING FUND BALANCE N/A 1,694,188$ 1,799,312$ 1,924,085$ 1,924,085$ 1,924,085$ 2,519,596$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 857,075$ 938,063$ 1,057,740$ 1,104,953$ 1,104,953$ 1,104,953$
REVENUES
Developer Fees 80,989 119,676 47,213 - - 1,231,849
Total Revenues N/A 80,989 119,676 47,213 - - 1,231,849
CAPITAL PROJECTS
DMP Facility DBB (Avenida Encinas)-$ - - - - - 429,108
DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 256,423
DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 232,812
DMP Facility DQB (La Costa Town Center)- - - - - - 745,842
DMP Facility DZ (Poinsettia Lane)- - - - - - 642,063
Drainage Master Plan Facility DBA (Poinsettia Village)- - - - - - 167,215
Drainage Master Plan Update 234,599 - - - - - -
Total Project Expenditures 234,599 - - - - - 2,473,463
ENDING FUND BALANCE N/A 938,063$ 1,057,740$ 1,104,953$ 1,104,953$ 1,104,953$ (136,661)$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 22,879,753$ 25,566,722$ 26,181,915$ 14,070,813$ 14,555,616$ 15,036,195$
REVENUES
Developer Fees 1,866,561 1,935,894 1,362,338 484,803 480,579 17,427,278
Total Revenues N/A 1,866,561 1,935,894 1,362,338 484,803 480,579 17,427,278
CAPITAL PROJECTS
Aviara Community Park - Phase 2 700,001$ (263,919) - - - - -
Cole Library Expansion - - - - - - 11,936,000
El Camino Real Medians 695,781 - - - - - -
Kelly Drive and Park Drive Complete Street Improvements 1,085,000 - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,631,500 - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 29,654 (29,367) - - - - -
Pine Avenue Park - Phase II (Community Building)10,016,036 (687,622) - - - - -
Pine Avenue Park - Phase II (Community Building)123,300 - - - - - -
Poinsettia Community Park - Phase 3 5,236,067 - - - - - -
Poinsettia Community Park - Phase 3 38,632 - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park 2,838,141 - - - - - -
Robertson Ranch Park Development (Partial Funding)- - - 13,473,440 - - -
State Street Parking Lot Electric Vehicle Charging Stations 300,000 - - - - - -
Temporary Fire Station No. 7 922,000 - - - - - -
Terramar Area Coastal Improvements 2,450,000 - - - - - -
Village H South Off Leash Dog Area and Trail Segment 5B 522,000 160,500 1,320,701 - - - -
Total Project Expenditures 26,588,112 (820,408) 1,320,701 13,473,440 - - 11,936,000
ENDING FUND BALANCE N/A 25,566,722$ 26,181,915$ 14,070,813$ 14,555,616$ 15,036,195$ 20,527,473$
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
PUBLIC FACILITY FEE FUND (PFF)
I-48
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 719,518$ 113,467$ (3,422,219)$ (3,458,447)$ (3,321,996)$ (3,180,682)$
REVENUES
Developer Fees and Miscellaneous 396,950 436,314 336,422 136,451 141,314 3,469,588
Other Agency Contributions (City of Vista)- 65,000 610,350 - - -
Total Revenues N/A 396,950 501,314 946,772 136,451 141,314 3,469,588
CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 550,000$ - - - - - -
El Fuerte Lift Station Pump Addition 180,000 - 650,000 - - - -
Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road 140,000 1,600,000 - - - - -
Las Palmas Trunk Sewer 556,000 - 2,907,000 - - - -
Loan Repay - Sewer Conn to Sewer Repl - - - - - - 4,700,000
Sewer Modeling 299,999 - - - - - -
Sewer Monitoring Program (Capacity)642,000 - - 44,000 - - 264,000
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)32,363,824 - - - - - -
Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 396,001 (100,000) 100,000 939,000 - - -
Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,464,834 - - - - - -
Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,393 - - - - - -
Vista Carlsbad Interceptor - Reach VC3 597,000 (497,000) 380,000 - - - -
Total Project Expenditures 66,552,051 1,003,000 4,037,000 983,000 - - 4,964,000
ENDING FUND BALANCE N/A 113,467$ (3,422,219)$ (3,458,447)$ (3,321,996)$ (3,180,682)$ (4,675,094)$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (5,772,055)$ (9,234,178)$ (17,372,624)$ (15,940,256)$ (10,386,145)$ (4,387,038)$
REVENUES
Transfer from Sewer Operating Fund 5,560,398 10,287,288 16,152,368 16,576,611 15,756,307 110,993,215
Total Revenues N/A 5,560,398 10,287,288 16,152,368 16,576,611 15,756,307 110,993,215
CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring and Maintenance 225,000$ - - - - - -
Buena Interceptor Sewer Access Road Improvements 1,150,000 - - - - - -
Buena Interceptor Sewer Improvements 958,691 250,000 1,150,000 2,070,000 920,000 - -
Buena Interceptor Sewer Realignment - East Segment 507,000 - 2,168,000 - - - -
Cannon Road Lift Station Improvements 150,000 565,000 - - - - -
Chinquapin Lift Station Force Main Outfall Realignment 320,000 (299,244) - - - - -
Chinquapin Lift Station Improvements - 300,000 920,000 - - - -
Encina Capital Projects 48,823,298 6,367,800 6,957,000 8,450,000 8,002,500 7,757,200 81,818,600
Foxes Landing Lift Station Wetwell and Pump Replacement 5,692,002 700,000 - - - - -
North Batiquitos Access Road Improvement 250,000 113,800 - - - - -
North Batiquitos Lift Station Forcemain Rehabilitation 950,000 (750,000) - - - - -
Odor and Corrosion Prevention Assessment 320,000 - - - - - -
Orion Center 4,078,500 - - - - - -
Poinsettia Lane Lift Station Overflow 1,008,592 - - - - - -
Poinsettia Lift Station Rehabilitation - - 2,500,000 - - - -
SCADA Improvements 4,128,733 175,165 380,734 - - - -
Sewer Condition Assessment 1,457,999 100,000 100,000 100,000 100,000 - 1,500,000
Sewer Lift Station Repairs and Upgrades 4,235,384 150,000 150,000 150,000 150,000 150,000 1,500,000
Sewer Line Capacity Improvements 200,000 1,000,000 1,800,000 - - - -
Sewer System Rehabilitation and Replacement 8,226,479 1,200,000 1,200,000 1,850,000 1,850,000 1,850,000 27,400,000
Simsbury Sewer Extension 638,402 - - - - - -
Terramar Area Coastal Improvements - - - - - - -
Terramar Sewer Replacement - El Arbol and Los Robles 1,250,000 (1,250,000) - - - - -
Vallecitos Interceptor Sewer Cleaning and CCTV 250,000 100,000 - - - - -
Village and Barrio Traffic Circles 160,001 - - - - - -
Villas Sewer Lift Station Replacement 1,154,002 100,000 - - - - -
Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2)141,000 - 500,000 1,500,000 - - -
Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)- 200,000 600,000 600,000 - - -
Water, Recycled and Sewer Master Plan 389,985 - - - - - -
Total Project Expenditures 86,665,068 9,022,521 18,425,734 14,720,000 11,022,500 9,757,200 112,218,600
ENDING FUND BALANCE N/A (9,234,178)$ (17,372,624)$ (15,940,256)$ (10,386,145)$ (4,387,038)$ (5,612,423)$
SEWER CONNECTION FEE FUND
SEWER REPLACEMENT FUND
I-49
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 3,784,113$ 1,900,228$ (2,472,275)$ (5,301,030)$ (6,439,086)$ (6,264,448)$
REVENUES
Developer Fees 1,535,630 1,727,498 1,048,745 284,944 282,138 15,260,829
Total Revenues N/A 1,535,630 1,727,498 1,048,745 284,944 282,138 15,260,829
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 2,170,653$ 3,177,000 - - - - -
Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 932,000
Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000
El Camino Real and Cannon Road Intersection Improvements 3,536,000 - - - - - -
El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - 438,000
El Camino Real Widening - Arenal Road to La Costa Avenue 3,250,001 - 6,010,000 - - - -
Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 - - - - - -
Palomar Airport Road and College Boulevard Improvements 1,295,499 - - - - - -
Sidewalk/Street Construction Program 3,800,000 - - 987,500 333,000 107,500 3,725,000
Terramar Area Coastal Improvements 6,650,005 - - 2,800,000 - - -
Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 - 1,494,000
Traffic Impact Fee Update 240,000 30,000 - - - - -
Traffic Monitoring Program 1,622,899 122,516 - - - - -
Valley and Magnolia Complete Streets 3,536,206 - - - 1,000,000 - -
Total Project Expenditures 27,012,265 3,419,516 6,100,000 3,877,500 1,423,000 107,500 10,270,000
ENDING FUND BALANCE N/A 1,900,228$ (2,472,275)$ (5,301,030)$ (6,439,086)$ (6,264,448)$ (1,273,619)$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 6,931,007$ 5,331,739$ 4,701,939$ 4,424,723$ 3,343,483$ 5,470,618$
REVENUES
Transportation Taxes 5,347,000 5,010,200 5,147,784 5,293,760 5,442,135 55,010,356
Total Revenues N/A 5,347,000 5,010,200 5,147,784 5,293,760 5,442,135 55,010,356
CAPITAL PROJECTS
ADA Improvement Program 2,440,001$ 715,000 175,000 715,000 175,000 715,000 4,450,000
Barrio Street Lighting - 1,280,000 1,280,000 1,030,000 - - -
Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,001 - - - - - -
Carlsbad Boulevard Pedestrian Lighting 1,325,000 - - - - - -
Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements - - - - 1,320,000 - -
Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - 1,080,000 - - -
Chestnut Complete Street I-5 to Railroad Project Study - - 85,000 - - - -
Christiansen Way Improvements - - - - 310,000 - -
College Boulevard Extension 1,205,001 - - - - - -
Coordinated Traffic Signal Program 2,583,979 - - - - - -
Coordinated Traffic Signal Program 1,000,001 - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,105,001 50,000 - - - - -
El Camino Real Widening - Sunny Creek to Jackspar 3,999,999 1,010,000 - - - - -
Kelly Drive and Park Drive Complete Street Improvements 4,175,000 500,000 - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane Extension 250,278 (575) - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 925,641 (8,157) - - - - -
Pavement Management Program 19,186,565 - 1,150,000 1,650,000 1,650,000 1,650,000 16,500,000
Pavement Management Program 14,146,476 2,200,000 950,000 950,000 950,000 950,000 9,500,000
South Carlsbad Coastline 1,779,027 - 1,000,000 - - - -
State Street and Grand Avenue Road Improvements - - - - 325,000 - -
Street Lighting Replacement Program 3,325,001 - - - - - -
Terramar Area Coastal Improvements 1,000,000 - 1,000,000 - - - -
Valley and Magnolia Complete Streets - 1,200,000 - - - - -
Valley Street Traffic Calming - - - - 1,645,000 - -
Village and Barrio Traffic Circles 1,024,999 - - - - - -
Total Project Expenditures 62,525,970 6,946,268 5,640,000 5,425,000 6,375,000 3,315,000 30,450,000
ENDING FUND BALANCE N/A 5,331,739$ 4,701,939$ 4,424,723$ 3,343,483$ 5,470,618$ 30,030,974$
TRAFFIC IMPACT FEES (TIF)
TRANSNET - LOCAL
I-50
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 26,012,244$ 27,212,895$ 27,778,968$ 27,139,512$ 28,104,068$ 29,004,396$
REVENUES
Developer Fees 1,724,252 2,016,073 1,635,544 1,089,556 1,180,328 15,159,895
Total Revenues N/A 1,724,252 2,016,073 1,635,544 1,089,556 1,180,328 15,159,895
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)250,183$ 28,200 - 1,000,000 - - -
College Boulevard - Cannon Road To Badger Lane (490 Zone)300,000 12,600 - 1,250,000 - - -
Desalinated Water Flow Control Facility No. 5 10,104,300 707,301 - - - - -
Hydroelectric Generation at Water Facilities 400,000 28,000 1,425,000 - - - -
Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement)600,000 - - - - - -
Rancho Carlsbad Groundwater Supply 200,000 - - - 125,000 - 1,425,000
San Luis Rey Mission Basin Groundwater Supply 277,500 (277,500) - - - 280,000 8,000,000
Water Modeling 350,000 25,000 25,000 25,000 - - -
Total Project Expenditures 12,481,983 523,601 1,450,000 2,275,000 125,000 280,000 9,425,000
ENDING FUND BALANCE N/A 27,212,895$ 27,778,968$ 27,139,512$ 28,104,068$ 29,004,396$ 34,739,292$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (18,024,665)$ 265,000$ 265,000$ 0$ 0$ 0$
REVENUES
Recycled Water Loans and Grants 14,272,277 - - - - -
Total Revenues N/A 14,272,277 - - - - -
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements -$ 50,000 - 265,000 - - -
Recycled Water Line - Carlsbad Water Recycling Facility to Agua Hedionda Lagoon 3,417,406 (13,500) - - - - -
Recycled Water Phase 3 - Carlsbad Water Recycling Facility Expansion 6,753,630 - - - - - -
Recycled Water Phase 3 - Pipelines 21,256,333 (4,253,888) - - - - -
Recycled Water Phase 3 - Reservoir 3,120,000 200,000 - - - - -
Total Project Expenditures 34,547,369 (4,017,388) - 265,000 - - -
ENDING FUND BALANCE N/A 265,000$ 265,000$ 0$ 0$ 0$ 0$
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 19,532,773$ 16,359,430$ 4,880,391$ (6,551,478)$ (6,781,987)$ (6,977,989)$
REVENUES
Transfer from Water Operating Fund 5,609,663 5,323,461 5,115,661 5,174,491 5,233,998 55,767,363
Total Revenues N/A 5,609,663 5,323,461 5,115,661 5,174,491 5,233,998 55,767,363
CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services)875,827$ 50,000 500,000 500,000 - - -
Aviara Parkway and Plum Tree Waterline 200,000 (200,000) - - - - -
Carlsbad Boulevard Waterline Replacement at Terramar 3,430,001 1,300,000 - - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - -
Cathodic Protection Program 1,606,701 190,000 190,000 190,000 190,000 190,000 540,000
Crestview Drive Transmission Main 300,000 21,000 535,000 - - - -
Fire Flow Capacity System Improvements 1,710,000 (1,500,000) 1,700,000 264,000 - - -
Limited Access Pipeline Relocation Program 1,939,999 - 2,000,000 1,000,000 - - -
Maerkle Facility Improvements 2,235,201 500,000 - - - - -
Maerkle Reservoir Floating Cover Replacement 11,032,843 - - - - - -
Maerkle Reservoir Solar Project - 249,170 - - - - -
Maerkle Reservoir Transmission Main 773,000 - 1,000,000 4,557,000 - - -
Normally Closed Valve (Install Motorized Valve)485,000 500,000 - - - - -
Orion Center 6,789,410 - - - - - -
Palomar Airport Waterline Realignment 1,750,000 560,000 - - - - -
Pressure Reducing Station Program 4,061,999 600,000 600,000 600,000 600,000 600,000 6,000,000
Rancho Carlsbad Groundwater Supply 200,000 - - - 125,000 - 1,425,000
Recycled Water Line - Carlsbad Water Recycling Facility to Agua Hedionda Lagoon 1,632,595 (303,763) - - - - -
Recycled Water Phase 3 - Carlsbad Water Recycling Facility Expansion 3,291,435 - - - - - -
Recycled Water Phase 3 - Pipelines 2,497,528 (349,751) - - - - -
Recycled Water Phase 3 - Reservoir 980,000 - - - - - -
Reservoir Repair and Maintenance Program 5,849,999 - 1,960,000 - - - 6,680,000
San Dieguito Water Intertie And Pipeline Extension 280,000 (280,000) - - - - -
San Luis Rey Mission Basin Groundwater Supply 77,500 (77,500) - - - 80,000 6,000,000
Santa Fe II Inlet Pipeline 495,000 34,650 - 2,500,000 - - -
Santa Fe II Reservoir Site Electrical Improvements 33,580 150,000 - - - - -
SCADA Improvements 3,923,400 3,209,200 2,412,500 610,500 - - -
Tri-Agency Water Transmission Pipeline Replacement 3,618,972 - 1,000,000 1,836,030 - - -
Valley and Magnolia Complete Streets 71,000 - - - - - -
Water Infrastructure Condition Assessment Program 1,780,000 410,000 410,000 420,000 420,000 450,000 4,730,000
Water Loss Monitoring Program 349,999 - 110,000 110,000 110,000 110,000 1,100,000
Water System Rehabilitation and Replacement 9,568,372 2,690,000 2,800,000 3,000,000 3,000,000 3,000,000 40,970,000
Water Valve Repair/Replacement Program 6,919,997 940,000 960,000 960,000 960,000 1,000,000 10,760,000
Water, Recycled and Sewer Master Plan 491,213 - - - - - -
Technology Investment Projects
Meter Data Management/Utility Analytics - - 550,000 - - - -
Utility Billing Automation - - 75,000 - - - -
Utility Billing Portal - 90,000 - - - - -
Total Project Expenditures 79,850,514 8,783,006 16,802,500 16,547,530 5,405,000 5,430,000 78,205,000
ENDING FUND BALANCE N/A 16,359,430$ 4,880,391$ (6,551,478)$ (6,781,987)$ (6,977,989)$ (29,415,626)$
WATER CONNECTION - POTABLE
WATER CONNECTION - RECYCLED
WATER REPLACEMENT - POTABLE
I-51
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 11,297,721$ 10,880,221$ 11,101,856$ 9,413,716$ 8,476,250$ 9,211,649$
REVENUES
Transfer from Recycled Water Operating Fund 1,000,000 1,433,235 1,449,860 1,466,534 1,483,399 14,833,990
Total Revenues N/A 1,000,000 1,433,235 1,449,860 1,466,534 1,483,399 14,833,990
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements -$ 250,000 - 1,325,000 - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)3,691,710 366,000 474,000 895,000 1,879,000 223,000 1,504,000
Carlsbad Water Recycling Facility Irrigation and Landscape 175,000 - - - - - -
Carlsbad Water Recycling Facility Roof Replacement 225,000 - - - - - -
Orion Center 2,715,600 - - - - - -
Recycled Water Condition Assessment Program 700,001 50,000 50,000 50,000 50,000 50,000 590,000
Recycled Water Pipeline Replacement - - 350,000 350,000 350,000 350,000 5,060,000
Recycled Water Valve and Appurtenance Replacement Program 260,000 120,000 - 120,000 125,000 125,000 1,330,000
SCADA Improvements 1,026,900 631,500 337,600 398,000 - - -
Water, Recycled and Sewer Master Plan 369,609 - - - - - -
Total Project Expenditures 9,163,820 1,417,500 1,211,600 3,138,000 2,404,000 748,000 8,484,000
ENDING FUND BALANCE N/A 10,880,221$ 11,101,856$ 9,413,716$ 8,476,250$ 9,211,649$ 15,561,639$
WATER REPLACEMENT - RECYCLED
I-52
I-53
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.
Gas Tax – Gas Tax revenues for street projects that are
received under the Streets & Highways Code of the
State of California.
Gas Tax (Road Maintenance and Rehabilitation Account) – 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.
Grants - Federal – Federal Grants such as Highway Bridge Program funding.
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.
Parks Fee Zones 5, 13, 16, 17, 18 – 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.
Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer
Planned Local Drainage Fees. PLD fees are segregated by drainage area.
I-54
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.
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 Potable (WATER CONN) – Development fees include Major Facility Fees used to
fund expansion of water lines and ancillary water facilities.
Water Connection Recycled (RECL WATER) – Revenues used to fund new Recycled Water projects;
revenues for Phase III expansion includes grant and loan funds.
Water Replacement Potable (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 Replacement Recycled (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.
J-1
PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2022-23
Department Item Description Quantity One-Time Cost
Environmental Sustainability New vehicles 3 135,000
Environmental Management Subtotal $135,000
Utilities Light bars and equipment outfitting for new utility truck 10,000
Utilities Subtotal $10,000
Golf Course Driving Range Netting 40,540
Monument Sign 25,000
Waterfall Planting 55,000
AirWall System Replacement for Fireside Room 25,000
Mega Top Salad Unit - Refrigeration 5,500
M3 Refrigerator - 3 Door Storage 5,700
Groom Suite 25,000
Events Patio Outside of Front Entrance 52,000
Canyon's Westside Patio Upgrade 59,000
Duplex Sewer Pump Station Replace 28,000
Parking Lot Slurry & Stripe 32,000
Bunker Renovation Phase 4 of 5 56,000
Cart Path Repairs (6-8 panels)50,000
Toro Triplex Greens Mower 50,000
Workman HDxD Utility Vehicle 32,000
GTX Electric Utility Cart 18,000
Topdresser 17,000
Drinking Fountains 16,000
Entertainment Range Bays 55,000
Carpeting for Golf Shop and Offices 26,000
Starter Area Upgrade 12,000
Golf Course Subtotal $684,740
Fire Very High Frequency Radio Replacements 11 250,000
Plymovent Systems 60,000
Fire Engine 1 924,000
Fire Engine Equipment Outfitting 222,500
Fire Subtotal $1,456,500
Fleet Replacement Finance: SUV 1 36,000
Fire: Ambulance 2 660,000
Fire: SUV 2 150,000
Fire: Urban Search and Rescue Truck 1 1,400,000
Fire: Pickup Truck 2 171,000
Fire: Truck 1 918,000
Library: Dodge Sprinter 1 50,000
Parks & Recreation: Pickup Truck 1 44,000
Parks & Recreation: Stump Cutter 1 12,000
Parks & Recreation: Tractor 1 30,000
Parks & Recreation: Sedan 1 35,000
Police: Sedan 2 80,000
Police: Utility Hybrid 5 312,000
Police: SUV with K9 Outfitting 3 225,000
Police: Pickup Truck 1 45,000
Public Works: Pickup Truck 6 305,281
Public Works: Backhoe Loader 1 125,000
Fleet Replacement Subtotal 32 $4,598,281
Information Technology Replacement Servers 1 16,718
Information Technology Subtotal $16,718
Grand Total Major Capital Outlay $6,901,239
*Major Capital Outlay only includes items of $10,000 or greater.
(Greater than $10,000)
J-2
OUT OF STATE TRAVEL BUDGET FISCAL YEAR 2022-23
Travel Description Employees Destination 2022-23 Budget
General Fund
City Council
Legislative Meetings 2 Washington, D.C.3,000$
National League of Cities 2 TBD 3,000
City Council Total 6,000$
City Clerk Services
Association for Intelligent Information Management 1 New Orleans, LA 3,000$
International Institute for Municipal Clerks 1 Little Rock, AR 3,000
Managing Electronic Records 1 Chicago, IL or Indianapolis, IN 3,000
City Clerk Services Total 9,000$
City Treasurer
Association of Public Treasurers of US & Canada 2 Henderson, NV 2,400$
Government Investment Officers Association 2 Las Vegas, NV 1,400
City Treasurer Total 3,800$
City Manager
ICMA National Conference 2 Columbus, OH 3,500$
ICMA Regional Conference 2 TBD 3,000
Legislative Meetings 2 Washington, D.C.3,000
City Manager Total 9,500$
Communication & Engagement
IAP2 Training Conference 1 TBD 4,500$
3CMA National Communication Conference 1 TBD 4,500
PRSA National Conference 1 TBD 6,000
Communication & Engagement Total 15,000$
Administrative Services - Admin
IEDC Conference 1 Oklahoma City, OK 2,000$
Administrative Services - Admin Total 2,000$
Finance
GFOA Annual Conference 5 Portland, OR 9,000$
Harris Conference 2 Las Vegas, NV 5,800
Tyler Connect (Energov - Business License) Conference 2 TBD 6,600
Central Square (IFAS) conference 2 Orlando, FL 6,000
Finance Total 27,400$
Human Resources
Neogov Conference 4 Las Vegas, NV 12,000$
LMS Conference 1 TBD 3,000
World at Work Conference 1 TBD 3,000
Human Resources Total 18,000$
Innovation and Economic Development
IEDC Annual Conference 2 Oklahoma City, OK 5,000$
ICMA Annual Conference 2 Columbus, OH 4,000
Smart Cities Connect/Smart Cities Week 2 Washington, DC 3,000
National League of Cities - City Summit 1 Kansas City, KS 2,000
Harvard TECH Civic Innovation Summit 2 Cambridge, MA 4,000
City Possible City Executive summit 1 Block Island, RI 2,000
SXSW Tech Industry Conference 1 Austin, TX 3,000
Smart City Expo 1 Miami, FL 2,000
Innovation and Economic Development Total 25,000$
Police
IACP, LEIT, Benchmarkcities 4 TBD 10,000$
CHIA conference 4 TBD 2,400
CPTED, SMILE conference 1 TBD 1,700
ICAC conference (reimbursed by grant)1 TBD 2,000
International Association for ID 2 TBD 2,100
Various background investigations 1 TBD 20,000
CATO Conference 4 TBD 4,600
Police Total 42,800$
J-3
Travel Description Employees Destination 2022-23 Budget
Fire
IAFC Fire Rescue International 5 San Antonio, TX 12,500$
National Fire Academy 1 Emittsburg, MD 3,000
LOIN Personal Protection Council 2 TBD 2,000
LOIN Fiber to Fabrics 2 TBD 2,000
F.I.E.R.O PPE Symposium 2 TBD 2,000
Fire Chiefs Summit 2 Albuquerque, NM 4,000
Redmond Health & Safety Symposium 2 TBD 4,000
Firehouse World 5 Columbus, OH 10,000
Harvard Kennedy School 1 Cambridge, MA 3,000
Fire Service Executive Development Institute 1 Washington 3,000
National Fire Academy - Executive Fire Officer 1 Emittsburg, MD 3,000
National Fire Academy - Executive Chief Officer 1 Emittsburg, MD 3,000
International Code Council Conference & Code Hearings 1 Louisville, KY 2,500
National Fire Protection Association Conference 1 TBD 2,500
Wildland Urban Interface Conference 1 TBD 2,000
Vision 20/20 Community Risk Reduction Conference 1 TBD 2,000
National Fire Sprinkler Association Conference 1 Las Vegas, NV 2,000
Arson Investigators Training Conference 1 TBD 3,000
EduCode Training Conference 1 Las Vegas, NV 3,000
CPSE Excellence Conference 1 TBD 2,500
Fire Total 71,000$
Community Development
ICMA National Conference 1 Columbus, OH 2,100$
Institute of Transporation Engineers 1 New Orleans, LA 2,100
Community Development Total 4,200$
Housing & Homeless Services
National Association of Housing and Redevelopment Officials Conference 2 Washington, DC 4,000
Housing & Homeless Services Total 4,000$
Library & Cultural Arts
ALA Annual 2 Chicago, IL 3,500$
Society of American Archivists 1 Boston, MA 1,700
Americans for the Arts Annual Convention 2 TBD 3,500
ALSC National Institute 1 Kansas City, MO 1,750
ALA LibLearnX 1 New Orleans, LA 2,500
Computers in Libraries 1 Arlington, VA 1,500
Creando Enlaces 2 San Diego/Tijuana 750
Library & Cultural Arts Total 15,200$
Parks & Recreation
CivicRec Summit 2 TBD 6,000$
NRPA Conference 6 Phoenix, AZ 15,000
Parks & Recreation Total 21,000$
Public Works - General Fund
American Public Works Association Conference 4 Charlotte, NC 9,350$
ICMA Conference 1 TBD 2,350
Waste Expo 2 TBD 3,000
National Facilities Management and Technology Conference 2 Las Vegas, NV 4,560
Transportation Research Board 102nd Annual Meeting 1 Washington, DC 1,600
Tableau Conference 1 TBD 2,210
Energov Conference 1 TBD 2,210
EAM Vendor Conference 1 TBD 2,280
Tri-State Seminar 2 Las Vegas, NV 2,300
National Adaptation Forum 1 Baltimore, MD 1,500
Public Works - General Fund 31,360$
General Fund Subtotal 305,260$
J-4
Travel Description Employees Destination 2022-23 Budget
Non-General Fund
Housing & Homeless Services
National Association of Housing and Redevelopment Officials Conference 1 Washington, DC 2,800$
YARDI Software Forum 2 TBD 5,000
Housing & Homeless Services Total 7,800$
Public Works - Fleet & Facilities
Replacement Apparatus Inspections - F995 & F830 4 Clintonville, WI 6,000$
Replacement Apparatus Inspections - F976 3 Boise, ID 4,500
Replacement Apparatus Inspections - F498 3 Sumner, IA 4,500
Replacement Apparatus Inspection - USAR Chassis 2 Clintonville, WI 3,000
Replacement Apparatus Inspection - USAR Body 4 Fort Collins, CO 6,000
AssetWorks Conference 2 TBD 5,560
Public Works - Fleet & Facilities Total 29,560$
Public Works - Utilities
GFOA 1 Portland, OR 1,600$
Tri-State Seminar 2 Las Vegas, NV 1,220
APWA PWX 2022 3 Charlotte, NC 2,150
Water Environment Federation conference 1 TBD 2,200
UESI Pipelines 2022 Conference 1 Indianapolis, IN 2,150
Itron Conference 2022 1 Marco Island, FL 1,680
Harris/Northstar Conference 2022 1 Las Vegas, NV 1,010
WaterSmart Innovations 2022 2 Las Vegas, NV 2,020
AWWA Water Infrastructure conf 1 Portland, OR 2,450
Water Environemnt Foundation TEC 1 New Orleans, LA 3,480
Public Works - Utilities Total 19,960$
Public Works - Environmental Management
Resource Recycling Conference 2 Austin, TX 3,000$
SOAR- Sustainability Operations Actions and Resources 1 TBD 2,000
US Composting Council Conference 1 TBD 2,000
Public Works - Solid Waste Total 7,000$
Information Technology
ITFMA 1 TBD 3,500$
Cisco Live 2 TBD 6,700
Microsoft Ignite 1 TBD 3,500
Gartner Infrastructure 1 Las Vegas, NV 3,500
Service Now Knowledge 2023 1 TBD 3,500
CentralSquare 2 TBD 4,200
Northstar 1 TBD 1,800
SQL Server & Azure SQL Conference 1 Las Vegas, NV 2,000
Tyler 2 TBD 4,200
MOTOROLA 2 TBD, FL 6,700
IGNITE 1 TBD, FL 3,500
IACP 1 Dallas, TX 3,500
TECH MENTOR 1 Redmond, WA 3,500
FIRE CONFERENCE 1 Denver, CO 3,500
Defcon 1 Las Vegas, NV 2,000
Information Technology Total 55,600$
Non General Fund Subtotal 119,920$
Grand Total Out Of State Travel 425,180$
J-5
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.
Library and Arts Endowments (175) – Donations are used to support Library programming and activities.
J-6
Library Gifts & Bequests (145) – Includes Friends of the Library annual donations and Library Gifts and
Bequests. Donations are used to support Library programming and activities.
Lighting and Landscaping District 2 (164) – This maintenance and assessment district funds the costs of
streetlights, street trees and medians within the district boundaries covering newer developments in the
city.
Local Cable Infrastructure (138) – Funds used for the associated capital costs of the city’s own cable
channel and other city outreach and communications programs. Franchise fees from cable and internet
providers make up the revenue for this fund.
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-7
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.
Technology Investment Capital (375) – Technology Investment Capital funds, created through annual fund
transfers from the city's General Fund, are used to fund various technology projects.
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.
J-8
Workers’ Compensation (611) – Management of workers’ compensation insurance and claims.
Risk Management (612) – Management of vehicle and city liability insurance.
Vehicle Maintenance (620) – Vehicle maintenance and operations of citywide fleet, including gas and oil
charges.
Vehicle Replacement (621) – Funding for the replacement of vehicles currently in operation, based on the
expected replacement cost at the end of vehicles useful life.
Information Technology Operations (640) – Maintenance and operations of citywide technology assets.
Information Technology Replacement (641) – Funding for the replacement of current technology assets
based on the expected replacement cost at the end of the anticipated useful life.
Enterprise Funds are used to account for operations that are financed and operated similar to a private
business where the intent is that the cost of providing services to the public is financed primarily through user
charges.
Potable Water Operations (501) – Carlsbad Municipal Water District (CMWD), a subsidiary of the city,
provides potable water service to approximately 85% of the city.
Potable Water Connection (506) – Development fees include Major Facility Fees used to fund expansion of
potable water lines and ancillary water facilities.
Potable Water Replacement (505) – Water replacement charges are included in water utility rates and pay
for the repair and replacement of existing potable water lines and facilities.
Recycled Water Operations (502) – Funds used to operate and maintain critical infrastructure systems and
to provide the safe delivery of conservation outreach and treated irrigation water.
Recycled Water Connection (507) – Revenues used to fund new Recycled Water projects; revenues for
Phase III expansion includes grant and loan funds.
Recycled Water Replacement (508) – Recycled Water Replacement funds are included in utility rates and
pay for the repair and replacement of existing recycled water lines and facilities.
Wastewater Operations (511) – The city operates and maintains a sanitary wastewater collection system,
which covers approximately 65% of the geographic area of the city.
Wastewater Connection (512) – Development fees include Sewer Connection charges for expansion of
sewer lines and facilities.
Wastewater Replacement (515) – Sewer replacement charges are part of sewer user fees and pay for
repair and replacement of the city's existing sewer system.
Solid Waste Management (520) – Administers and monitors the solid waste contract and the Palomar
Transfer Station agreement and is responsible for ensuring the waste reduction and recycling components
of the Source Reduction and Recycling Element and Household Hazardous Waste Element comply with
state mandated diversion and disposal requirements.
J-9
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.
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-10
J-11
DEPARTMENT/FUND RELATIONSHIP
Po
l
i
c
e
De
p
a
r
t
m
e
n
t
Fi
r
e
De
p
a
r
t
m
e
n
t
Pu
b
l
i
c
Wo
r
k
s
Co
m
m
u
n
i
t
y
Se
r
v
i
c
e
s
Ad
m
i
n
i
s
t
r
a
t
i
v
e
Se
r
v
i
c
e
s
Po
l
i
c
y
&
Le
a
d
e
r
s
h
i
p
Ca
p
i
t
a
l
Pr
o
j
e
c
t
s
General X X X X X X
Special Revenue
Community Activity Grants X
Capital Project
Community Facilities District No. 1 X
General Capital Construction X
Infrastructure Replacement X
Park-in-Lieu Fees/Park Development Fund X
Enterprise
Potable Water Operations X
Potable Water Connection X
Potable Water Replacement X
Recycled Water Operations X
Recycled Water Connection X
Recycled Water Replacement X
Wastewater Operations X
Wastewater Connection X
Wastewater Replacement X
The Crossings Golf Course 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 & Arts Endowments X
Library Gifts & Bequests X
Lighting & Landscaping District No. 2 X X
Local Cable Infrastructure X
Median Maintenance District X
Police Asset Forfeiture X
Fund
Budget
Program
Major Funds
Non-Major Funds
J-12
Po
l
i
c
e
De
p
a
r
t
m
e
n
t
Fi
r
e
De
p
a
r
t
m
e
n
t
Pu
b
l
i
c
Wo
r
k
s
Co
m
m
u
n
i
t
y
Se
r
v
i
c
e
s
Ad
m
i
n
i
s
t
r
a
t
i
v
e
Se
r
v
i
c
e
s
Po
l
i
c
y
&
Le
a
d
e
r
s
h
i
p
Ca
p
i
t
a
l
Pr
o
j
e
c
t
s
Special Revenue (continued)
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
Gas Tax X
Gas Tax Road Maintenance and Rehabilitation X
Grants-Federal X
Industrial Corridor Park Fees X
Parking-in-Lieu Fees X
Planned Local Drainage Area Fees (PLD)X
Public Facilities Fees X
Technology Investment Capital 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 Operations X
Information Technology Replacement X
Enterprise
Solid Waste Management X
Watershed Protection X
Fiduciary
Successor Agency to the
Redevelopment Agency X X
Fund
Budget
Program
J-13
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, sewage and recreation facilities. The 15-year program outlines the expenditure
plan for future capital projects and the corresponding revenues to pay for those expenditures.
Capital Outlay – Equipment (fixed assets) with a value $1,000 or more and an estimated useful life of more
than one year, such as automobiles and office furniture, which appear in the operating budget.
Carlsbad Community Vision – A set of nine core values and vision statements developed through
consultation with the community in 2010 that serve as a guide for city leaders as they serve the city.
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.
J-14
Fund Balance – The amount of financial resources available for use.
General Fund – The primary fund used by the city for which revenues and expenditures are not legally
restricted for use. Examples of departments operating within the General Fund include Fire, Library, and
the City Manager's Office.
Grant – Contributions of cash or other assets from another governmental agency to be used or expended
for a specified purpose, activity, or facility.
Growth Management Plan – A comprehensive approach to land-use planning ensuring controlled and
managed growth within the city, while providing designated public facilities.
Growth Management Standards – Acceptable service levels that have been established for 11 public facility
categories.
Interfund Transfers – Payments from one fund to another fund, primarily for work or services provided.
Internal Service Fund – A fund that provides services to all city departments and bills the various other funds
for services rendered. Examples are Fleet Maintenance, Information Systems and Workers’ Compensation.
Maintenance and Operations – A general category used for classifying expenditures for materials, supplies
and services that are normally used within the fiscal year.
Operating Budget – The annual appropriation of funds for ongoing program costs, which include salaries,
benefits, maintenance and operations and capital outlay items. Carlsbad's Operating Budget encompasses
one fiscal year.
Operating Costs – Estimated expenses that can be expected to occur following the construction of a Capital
Improvement Project.
Personnel Costs – Expenditures associated with providing the staff necessary to provide the desired levels of
services, including 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 manner in which they may be spent.
Strategic Digital Transformation Investment Program – A strategic plan for technology and digital
transformation combined with project descriptions, costs, funding sources and timelines. It outlines a five-
year expenditure plan for future digital transformation and technology projects and the corresponding
revenues necessary to pay for them.
J-15
ACRONYM S
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
CalWORKs – California Work Opportunities and Responsibility to Kids
CAD – Computer-aided Dispatch
CAP – Climate Action Plan
CCEA – Carlsbad City Employees' Association
CCTV – Closed-circuit Television
CDBG – Community Development Block Grant
CEQA – California Environmental Quality Act
CFA – Carlsbad Firefighters' Association
CFD – Community Facilities District
CIP – Capital Improvement Program
CM&I – Construction Management & Inspection
CMWD – Carlsbad Municipal Water District
COPS – Citizens' Option for Public Safety Grant
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
EMT – Emergency Medical Technician
EOC – Emergency Operations Center
EPA – Environmental Protection Agency
ERP – Enterprise Resource Planning
ESL – English as a Second Language
EWA – Encina Wastewater Authority
FBI – Federal Bureau of Investigation
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
J-16
GIS – Geographic Information System
GPS – Global Positioning System
HA – Hydrologic Area
HELP – Homeless Engagement Leading to Progress
HMP – Habitat Management Plan
HOT – Homeless Outreach Team
HPRM – HP Records Manager
HR – Human Resources
HUD – Department of Housing and Urban Development
I&ED – Innovation & Economic Development
ICC – International Code Council
ICMA – International City/County Management Association
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 System
NFPA – National Fire Protection Association
NIST – National Institute of Standards and Technology
PC – personal computer
PCDC – Pursue Communitywide Digital Transformation
PCI – Payment card industry
PERS – Public Employees Retirement System
PFF – Public Facilities Fees
PHA – Public Housing Agency
PIL – Park‐In‐Lieu Fees
PLA – Public Library Association
PLD – Planned Local Drainage
POST – Police Officer Standards and Training
PSSC – Promote Security and Sustainability through Connectivity
PW – Public Works
RFP – Request for Proposal
ROPS – Recognized Obligation Payment Schedule
ROW – Right-of-Way
SANDAG – San Diego Association of Governments
SB – Senate Bill
SCADA – Supervisory Control and Data Acquisition System
SDCWA – San Diego County Water Authority
SDG&E – San Diego Gas & Electric
SDTIP – Strategic Digital Transformation Investment Program
STEAM – Science, Technology, Engineering, the Arts, and Mathematics Program
SWAT – Special Weapons Attack Team
SWPPP – Storm Water Pollution Prevention Plan
SWQMP – Storm Water Quality Management Program
TCBMP – Treatment Control Best Management Practices
TCMP – Traffic Control Management Plan
TDA – Transportation Development Act
TDM – Transportation Demand Management
TIF – Traffic Impact Fee
TMDL – Total Maximum Daily Load
TOT – Transient Occupancy Tax, or hotel tax
UASI – Urban Areas Security Initiatives Program
UDC – Unified Disaster Council (of San Diego)
USLA – Unified States Lifesaving Association
WQIP – Water Quality Improvement Plan
J-17
BUDGET COMMUNICATIONS
City Council Workshops
Strategic Plan Workshop #1 on Dec. 13, 2021 – https://carlsbadca.new.swagit.com/videos/149987
Strategic Plan Workshop #2 on March 16, 2022 – https://carlsbadca.new.swagit.com/videos/156898
CIP Project Prioritization Workshop #1 on April 20, 2022 – https://carlsbadca.new.swagit.com/videos/170480
CIP Project Prioritization Workshop #2 on April 26, 2022 – https://carlsbadca.new.swagit.com/videos/170665
CIP Project Prioritization Workshop #3 on May 3, 2022 – https://carlsbadca.new.swagit.com/videos/171072
City Council Budget Meetings
Fiscal Year 2022-23 Preliminary Operating Budget on May 24, 2022 –
https://carlsbadca.new.swagit.com/videos/174409
Fiscal Year 2022-23 Preliminary Strategic Digital Transformation Investment Program and Capital Improvement
Program on June 7, 2022 – https://carlsbadca.new.swagit.com/videos/175144
Fiscal Year 2022-23 Operating Budget, Strategic Digital Transformation Investment Program and Capital
Improvement Program, the Fiscal Year 2022-23 Appropriation Limit and Revisions of Fees and Charges of
Services on June 14, 2022 – https://carlsbadca.new.swagit.com/videos/175538
Social Media Communications
Facebook Posts
City Council meeting agenda on May 20, 2022 –
https://www.facebook.com/photo/?fbid=374446531383359&set=a.221114840049863
City Council meeting agenda on May 24, 2022 –
https://www.facebook.com/photo/?fbid=377155171112495&set=a.221114840049863
City Manager’s update on May 26, 2022 –
https://www.facebook.com/photo/?fbid=378683360959676&set=a.221114840049863
City Council meeting agenda on June 3, 2022 –
https://www.facebook.com/photo/?fbid=383936220434390&set=a.221114840049863
City Council meeting agenda on June 7, 2022 –
https://www.facebook.com/photo/?fbid=386549176839761&set=a.221114840049863
City Council meeting agenda on June 10, 2022 –
https://www.facebook.com/photo/?fbid=388628283298517&set=a.221114840049863
City Council meeting agenda on June 14, 2022 –
https://www.facebook.com/photo/?fbid=391236353037710&set=a.221114840049863
Twitter Posts
https://twitter.com/carlsbadcagov/status/1536748558560395268
https://twitter.com/carlsbadcagov/status/1535331133507964931
https://twitter.com/carlsbadcagov/status/1534238068667990017
https://twitter.com/carlsbadcagov/status/1532787712029245440
https://twitter.com/carlsbadcagov/status/1529518679981019136
https://twitter.com/carlsbadcagov/status/1529148744536662017
https://twitter.com/carlsbadcagov/status/1527703666525888513
J-18
City Manager’s Update E-Newsletters
City Manager’s Update for May 5, 2022 – https://myemail.constantcontact.com/City-Manager-s-Update--May-
5--2022.html?soid=1102527936699&aid=J_uiR6YYFyM
City Manager’s Update for May 19, 2022 – https://myemail.constantcontact.com/City-Manager-s-Update--
May-19--2022.html?soid=1102527936699&aid=ohrAsJi1KyM
City Manager’s Update for May 26, 2022 – https://myemail.constantcontact.com/City-Manager-s-Update--
May-26--2022.html?soid=1102527936699&aid=08usr9VuZo0
City Manager’s Update for June 2, 2022 – https://myemail.constantcontact.com/City-Manager-s-Update--June-
2--2022.html?soid=1102527936699&aid=Mv9WGHzvKGQ
City Manager’s Update for June 9, 2022 – https://myemail.constantcontact.com/City-Manager-s-Update--June-
9--2022.html?soid=1102527936699&aid=8t1fZiVTBzQ
J-19
GENERAL FUND FORECAST
Overview
City staff develops medium-term (5-year) and long-term (10-year) forecasts as part of the budget
process. While long-term projections are inherently less reliable than short-term projections, they
can help detect structural budget issues early. As shown in the following chart, revenues will start to
fall short of expenditures in fiscal year 2025-26 because revenues are growing at a slower rate than
expenditures. Assumptions for both revenues and expenditures are detailed further in this forecast
section.
Forecast Methodology
A financial forecast is a planning tool that helps identify trends and anticipate the long-term
consequences of budget decisions. The forecast is instrumental in modeling the effects of retirement
costs, employee compensation, on-going maintenance and operations, as well as revenues for the
city’s budget.
The forecast is not a budget nor a plan but rather a model based on cost and revenue assumptions
updated regularly as new information becomes available. Of these components, cost projections
which are based on known costs are relatively reliable. However, revenue forecasts are based on
assumptions related to future economic conditions, which are inherently more uncertain. Economic
forecasts change frequently and demonstrate the difficulties of committing to a particular prediction
of the future. For this reason, the city’s forecast is updated regularly.
While economic conditions are the primary drivers for economically sensitive revenues such as
property tax, sales tax and transient occupancy tax, other factors drive non-economically sensitive
categories such as franchise, ambulance, and departmental fee revenues. These revenue categories
are more heavily impacted by rate changes, energy prices, and consumption levels. Collections from
local, state, and federal agencies are primarily driven by grant and reimbursement funding available
from these agencies. As a result, these revenues experience no significant net gain or loss during
economic expansions or slowdowns. All revenue projections are based upon a careful examination of
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32
$
(
i
n
t
h
o
u
s
a
n
d
s
)
General Fund 10-Year Forecast
Revenues Expenditures
J-20
the collection history and patterns related to seasonality and the economic environment the city is
most likely to encounter in the future. Staff also considered potential COVID-19 impacts in
determining the most reasonable estimated figures.
A discussion of both the national and local economic outlooks used to develop the revenue estimates
for the fiscal year 2022-23 forecast is included below. To create the revenue forecasts, the city
reviewed national, state, and regional economic forecasts from multiple sources, including the
Congressional Budget Office, California’s Legislative Analyst’s Office (LAO), and the Center for
Continuing Study of the California Economic (CCSCE). The city also relies on third-party consultants to
provide revenue estimates in their respective field of expertise. For sales tax, the city contracts with
Avenu.
The city’s Consumer Price Index (CPI) forecasts are derived from the UCLA Anderson Forecast for the
Nation and California.
National Economic Outlook
Real gross domestic product (GDP) increased at an annual rate of 6.9% in the fourth quarter of 2021,
following an increase of 2.3% in the third quarter. The increase was revised down 0.1 percentage
points from the “second” estimate released in February. The acceleration in the fourth quarter was
led by an acceleration in inventory investment, upturns in exports and residential fixed investment, as
well as an acceleration in consumer spending. In the fourth quarter, COVID-19 cases resulted in
continued restrictions and disruptions in the operations of establishments in some parts of the
country. Government assistance payments in the form of forgivable loans to businesses, grants to
state and local governments, and social benefits to households all decreased as provisions of several
federal programs expired or tapered off.
Geopolitical conflict has fueled volatility in financial markets. The conflict has exacerbated inflationary
pressures, particularly in energy and commodities, and has caused tightening in financial markets.
While consumer spending and economic growth remain strong, an extended conflict along with
elevated energy prices increases the risk of an economic slowdown later this year. While the Federal
Reserve is expected to tighten monetary policy, the Federal Open Market Committee (FOMC) has
very little margin for error as it attempts to combat inflation without pushing the economy into a
recession.
Carlsbad Economic Outlook
As of 2021, Carlsbad had the second largest gross regional product (GRP) in San Diego County at
nearly $14.6 billion, only trailing the City of San Diego. In 2019, Carlsbad’s economy grew by $800
million to nearly $13.6 billion. In 2020, as a result of the pandemic, the city’s GRP remained flat. In
2021, its economy grew by approximately $1 billion, to nearly $14.6 billion. This growth was seen
across all industry categories, and was led by manufacturing, wholesale trade, and professional,
scientific, and technical services.
Unemployment has continued to steadily improve since an initial spike to 13.8% at the onset of the
COVID-19 pandemic. The March 2022 unemployment rate of 3.1% in Carlsbad only lags pre-pandemic
unemployment levels by 0.2 percentage points. The unemployment rate for the County of San Diego
was 3.4% in March 2022 and the State of California was 4.2%. Currently, many employers are citing
difficulty in finding and retaining workers. In March 2022, nationally, there were 1.9 open jobs for
every unemployed worker. This is one underlying cause to increased wage pressures and difficulty
retaining employees.
J-21
There were 15,628 unique job postings in Carlsbad between January and March, a slight increase
from the previous quarter. This continues a trend of increased postings quarter over quarter for the
past eight quarters. The median advertised salary for these postings was $44,200, which is on average
$2,600 more than jobs posted in the previous quarter. Of jobs posted, 45% did not indicate any
experience was required and 68% indicated an education requirement of High School/GED or less.
Continued feedback from hospitality and restaurant businesses indicate hiring in those industries
remains a challenge.
Carlsbad has established itself as having the right workforce to fuel innovation in tech and life
sciences fields. Carlsbad businesses can access talent from San Diego County, Orange County, and
even southwest Riverside County. Nearly 60% of working-age residents hold a bachelor’s degree, with
more than 25% attaining an advanced degree. Outside of some communities in central San Diego,
Carlsbad has the heaviest concentration of households with degrees in science, technology,
engineering, and mathematics (STEM degrees). This local talent mix is among the leading reasons that
firms choose Carlsbad.
Commercial vacancy rates improved in all segments this quarter. The industrial vacancy rate is now at
2.9%, compared to 10.8% pre-pandemic. The office vacancy rate is currently 13%, compared to
15.25% pre-pandemic. Retail, which was disproportionately impacted by the pandemic continues to
see elevated vacancy rates, although they have improved slightly since last quarter. Retail vacancy is
now at 8.3%, compared to 5.27% pre-pandemic. Average market rents per square foot, per year have
also risen across all categories this quarter. Retail rates are now $43.55. Office rates are now $36.95.
Industrial rates are now at $19.24.
Hospitality and tourism businesses have been hard-hit over the past two years with fluctuating health
order restrictions and consumer confidence impacting travel. Hotel occupancy in January was
significantly lower than January 2019 levels. However, occupancy rose sharply over the quarter, with
March occupancy (75.5%) nearly matching March 2019 occupancy levels (76.5%). With the Omicron
surge behind us, tourism leaders are optimistic that individual and family travel could continue to
rise. Baseline comparison is 2019, as it represents normal conditions. Carlsbad’s average daily room
rate (ADR) remains higher than pre-pandemic levels. Despite beginning the quarter with lower
occupancy numbers, ADR quickly rose as occupancy rates recovered. ADR was $209.40 in March,
compared to $174.54 in March 2019. Baseline comparison is 2019, as it represents normal conditions.
Median household income in Carlsbad continues to exceed county income levels. The median income
for a household in Carlsbad in 2019 was $123,409, which was $44,085 higher than the county median
income. The delta between Carlsbad median income and the County median income grew by $11,768
between 2018 and 2019, meaning Carlsbad is outpacing the region in terms of household income
growth. Home values in Carlsbad, along with San Diego County, continue to rise significantly, with
median home prices in the city at $1.44 million in March, a gain of 3.7% over the previous quarter.
This value is seasonally adjusted and only includes the middle price tier of homes. Carlsbad home
values have risen 28.5% over the past year. The continued rise in home values can be partially
attributed to constrained supply and strong demand in the region.
There were a total of 2,810 business licenses issued in the third quarter of fiscal year 2021-22,
including 1,156 non-residential, 757 residential, and 897 outside-the-city licenses. This represents the
strongest quarter for business licenses issued since the pandemic. The number of licenses issued does
not reflect the number of businesses in Carlsbad as a business may carry multiple licenses, short-term
vacation rentals are required to get a license, and businesses outside of Carlsbad that do business in
J-22
the city or with the city are required to get a license. It is estimated that there are approximately
6,327 businesses in Carlsbad. Upon evaluation of the number of business licenses that were
discontinued - those that were once active but not renewed - Carlsbad actually lost fewer businesses
during the pandemic than the 24 months prior to the pandemic.
Between January and March, permit activity remained the same for commercial building permits and
increased for residential building permits. The number of residential permits issued (1,139) was an
increase of 148 over the last quarter. Commercial permits issued (117), was consistent with last
quarter. The number of residential building permits issued has been generally increasing over the
past two years. While permit activity is improving year-over-year, residential builders continue to cite
labor shortages and increased building costs as challenges to new housing starts.
General Fund Revenues
The city’s top three revenue sources continue to be property tax, sales tax, and transient occupancy
tax (TOT). While this will continue to be true, the city expects revenues to be below the historic highs
estimated in fiscal year 2021-22.
As shown in the chart below, General Fund revenues are expected to be $198.8 million in fiscal year
2022-23 and increase through the forecast. Sales tax is conservatively projected to decrease from the
record highs in fiscal year 2021-22. Property tax and transient occupancy tax are expected to increase
moderately. Other revenue sources consider assumptions ranging from no growth to conservative
growth.
The National Bureau of Economic Research (NBER), an American private nonprofit research
organization, defines the beginning and ending dates of recessions. The NBER defines a recession as
“a significant decline in economic activity spread across the economy, lasting more than two quarters
which is 6 months, normally visible in real gross domestic product (GDP), real income, employment,
industrial production, and wholesale retail sales.” Since World War II, recessions have lasted an
average of 11.1 months and have occurred, on average, about every 58.4 months (4.8 years).
$184,812 $204,786 $219,042 $235,127
$254,384
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$
i
n
t
h
o
u
s
a
n
d
s
Fiscal Year
10-Year General Fund Revenues
J-23
Sales Tax
Sales tax is one of the city’s largest revenues sources. Sales taxes are collected at the point-of-sale
and remitted to the California Department of Tax and Fee Administration (CDTFA), formerly the
Board of Equalization. The CDTFA allocates tax revenue owed to the city in monthly payments.
Sales tax revenues were adversely
impacted in fiscal year 2019-20 with the
onset of the pandemic. The restrictions
resulting from the COVID-19 pandemic
have led to increases in segments like
auto sales, construction, drug store
sales, chemical product, food markets
and recreational products, while others
like restaurants and general retail took a
major hit. The city has also been
benefitting from sales tax revenues on
internet sales generated as a result of
the Wayfair or AB147 law that went into effect in October 2019.
Until fiscal year 2019-20, sales tax revenues had improved markedly, peaking in fiscal year 2018-19 at
$40.8 million. The onset of the pandemic in March of 2020 resulted in swift reductions in sales tax
revenues and the city ended the year with $38 million in sales tax revenues. During fiscal year 2020-
21, impacts of COVID-19 on sales tax generally correlated with shelter-in-place mandates and as
restrictions were lifted, recovery was realized as fiscal year 2020-21 ended with $44 million in sales
tax revenues. Fiscal year 2021-22 experienced the most accelerated recovery however and it is
estimated to end the year at $50 million in sales tax revenues, a historic high for the city. Much of this
recovery resulted from the easing of restrictions and pent-up demand. As we move forward into fiscal
year 2022-23, much uncertainty remains surrounding market and economic conditions like inflation
and impacts to disposable income. As a result, a conservative estimate of $49.1 million is budgeted
for fiscal year 2022-23 which represents a decrease of $0.9 million, or 2%, over fiscal year 2021-22
estimations. With rising inflation and pent-up demand likely to decrease, conservative estimates have
been applied for sales tax in the out-years of the forecasted period.
The city’s sales tax base is heavily weighted in the transportation (comprised heavily of new auto
sales) and general retail sectors, both of which account for over half of taxable sales in Carlsbad. New
auto sales are highly elastic in comparison to economic trends, and tax revenues from new auto sales
Estimated Projected Projected Projected Projected Projected
Revenue Category 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
Sales Tax 50,323$ 49,123$ 49,876$ 51,769$ 53,449$ 54,945$
Property Tax 79,666$ 81,511$ 84,299$ 87,138$ 89,799$ 92,123$
Transient Occupancy Tax 28,091$ 28,803$ 29,524$ 30,262$ 31,060$ 31,901$
Franchise Tax 6,213$ 6,958$ 6,914$ 6,872$ 6,830$ 6,784$
Business License Tax 6,968$ 6,377$ 6,472$ 6,702$ 6,915$ 7,099$
Development Related 3,970$ 2,860$ 3,301$ 1,887$ 543$ 591$
Interdepartmental Charges 5,221$ 5,456$ 5,664$ 5,797$ 5,924$ 6,072$
Income from Investments and Property 5,095$ 5,480$ 5,802$ 6,054$ 6,303$ 6,563$
Ambulance Fee 2,650$ 3,850$ 3,996$ 4,090$ 4,180$ 4,284$
Transfer Tax 1,697$ 1,570$ 1,601$ 1,633$ 1,666$ 1,699$
Intergovernmental 7,745$ 1,415$ 1,415$ 1,415$ 1,415$ 1,415$
Other Revenues 6,564$ 5,447$ 5,924$ 5,722$ 5,483$ 5,566$
Total 204,203$ 198,848$ 204,786$ 209,340$ 213,567$ 219,042$
5-Year General Fund Revenue Forecast (in thousands)
J-24
fell precipitously during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that
dip, auto sales tax revenues hit a high of $12.2 million for the four quarters ended Dec. 31, 2021.
With general retail sales tax suffering for the year ended Dec. 31, 2020, the most recent four quarters
have shown full recovery increasing nearly 75% and reaching historic levels.
Revenues received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of
local public safety services, is included in sales tax revenues.
Sales taxes are expected to increase over the next 5 years by annual average rate of 1.8%.
Property Tax
Property tax is the largest source of General Fund revenues, is expected to grow by 6% over last
year’s adopted budget and 2.3% over the fiscal year 2021-22 estimated amount. While the residential
real estate market in Carlsbad has seen significant increases in values, commercial property assessed
values are still expected to remain more flat. Due to the uncertainty and slowdown of economic
activity created from the COVID-19 crisis commercial property transactions have been limited during
the prior year. Proposition 8 allows owners to have their property temporarily revalued if market
value is lower than the factored base year value, posing a risk that commercial property values could
temporarily decrease. Until the economic uncertainty wanes and small businesses begin to recover,
commercial property prices are not anticipated to increase significantly on an annual basis.
Assessed values on the residential real estate are expected to grow modestly, capped by California’s
Proposition 13. Proposition 13, adopted in 1978, limits the annual increase in assessed values for
property. Under this proposition, assessed values (and the related property tax) can grow by no more
than 2% per year. The value upon which the tax is based is only increased to the full market value
upon the sale of a property. The maximum increase of assessed values, when not sold, is by the
change in California’s Consumer Price Index, which was 1.036% for 2021-22 – below the 2% cap for
the first time since 2016-17. Residential activity has been driven by low interest rates on mortgages,
pent up demand that built during the shutdown and an increase in the ability to work remotely. The
median price of a single family residence in Carlsbad, based on resale data from Zillow, is $1.4 million,
up by 28.5% year over year in March 2022. Estimates for the upcoming 2022-23 assessment year
provided by the County of San Diego’s Assessor’s Office project moderate growth; however, the city’s
forecast assumes a more conservative outlook after taking into account current economic conditions
and the related risks posed upon the housing market. Rising inflation and the Federal Reserve’s
continued interest rates hikes are likely to impact property values as well as the volume of
transactions.
Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for
the upcoming fiscal year is based on assessed values from January 2022. Thus, the taxes to be
received for fiscal year 2022-23 are based on assessed values as of Jan. 1, 2022.
J-25
Property taxes tend to grow slowly unless
there is a significant amount of
development-related activity. In past
decades, the city has seen robust growth
in property tax revenue due to new
development, high turnover of existing
homes, and double-digit growth in
housing prices. However, as the city
approaches buildout, development has
slowed. In addition to recent interest rate
increases, slower development combined
with minimal commercial property
transactions and tax reform has caused a slowing in property tax growth in the city.
Property taxes are expected to increase over the next 10 years by annual average rate of 3.1%.
Transient Occupancy Tax
Transient Occupancy Tax is the third highest revenue source for the General Fund also known as TOT
or hotel tax. TOT was the revenue category most adversely impacted by COVID-19. From historic
highs of $26 million in fiscal year 2018-19, year-over-year decreases of 27% and 16% were
experienced. As of last year, TOT was expected to increase approximately 47%, marking the beginning
of an anticipated 3-year recovery. However, this recovery was accelerated with the easing of
restrictions and pent up demand which resulted in TOT revenues reaching new historic highs,
estimated to end fiscal year 2021-22 at approximately $28 million. While group business travel has
yet to fully return to pre-pandemic levels, uncertainty around rising inflation and diminishing pent up
demand result in conservative estimates applied to the forecast.
According to a report from Tourism
Economics, San Diego County tourism
will see significant growth in visitation
demand of around 36% in calendar year
2022 and another 9% in calendar year
2023. The projected rebound is driven by
lifted travel restrictions and the regions
attractiveness for leisure travel, offset by
weak group and business travel. The
following few years are expected to
increase steadily as group and business
travel become more prevalent and
increases in available rooms continue. The City of Carlsbad currently has approximately 4,812 hotel
rooms, 668 timeshares, and over 315 registered vacation rentals.
Transient occupancy taxes are expected to increase over the next 10 years by annual average rate of
2.6%.
J-26
Franchise Tax
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 $1.44 million to $1.36 million over the next fiscal year due to decreases in the
number of paid subscription services. This trend will most likely continue in future years as more
subscribers cut cable services and move to online streaming services.
The city also receives franchise fee revenues for solid waste recycling and organics services. In April
2021, a new agreement was approved with Republic Services of San Diego. The city receives 7.5% of
revenues collected as well as an annual payment of $0.8 million in support of AB 939 and $1.3 million
storm water fee. The increase in fiscal year 2022-23 is driven by this $0.8 million payment to assist
with AB 939. Increases in the forecast are driven by estimated population growth which drives
consumption.
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 out over the next several years.
Franchise taxes are expected to increase over the next 10 years by an annual average rate of 0.7%.
Business License Tax
Business licenses taxes are closely tied to
the health of the local economy and are
projected to increase to $6.2 million in
fiscal year 2022-23, a growth of $0.4
million, or 7%, when compared to last
year’s adopted budget. 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 9,591 licensed businesses
in the City of Carlsbad, 77 more than in
the prior year with 6,327 of them located in the city. Over the next 10 years, business license tax
revenues are forecasted to increase annually, on average, by approximately 2.4%.
J-27
Development-Related
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 2022-23, the
city expects a 28% decrease in
development related revenues, to
approximately $2.9 million, following
higher than anticipated development activity occurring in fiscal year 2021-22. The projected decrease
in development-related revenues is tied to the volume and type of development projected to be
permitted, multi-family versus single-family, and a drop in the revenues derived from building fees
which occur in the early stages of development.
It is difficult to forecast development-related revenues as they fluctuate significantly from one year to
the next. The city works with consultants to identify and estimate future development based on
capacity. While development-related revenues are trending downward, based on capacity, the
forecast assumes increases in the second half of the forecasted period.
Interdepartmental Charges
Interdepartmental charges are generated
through engineering services charged to
capital projects, reimbursed work from
other funds and miscellaneous
interdepartmental expenses charged to
funds outside the General Fund for services
performed by departments within the
General Fund. Miscellaneous
interdepartmental charges correlate with
consumer price index (CPI) and are expected
to increase annually and on-average by
2.5%.
J-28
Income from Investments and Property
This category includes interest
earnings as well as rental income from
city-owned land and facilities. The city
is expected to earn about $2.8 million
in interest on its General Fund
investments for fiscal year 2022-23,
and another $2.7 million in rental and
lease income. The yield on the city’s
portfolio is forecasted to average 1.5%
and cash balances are expected to
remain flat as increases in receipts are
projected to be offset by increases in expenditures as the City Council’s goals are operationalized.
Ambulance Fees
The city receives ambulance fee
revenues based on gross revenue
generated by the ambulance transport
service provider. Ambulance fees are
anticipated to increase over the
forecast period by 2.5% on average.
Transfer Taxes
Transfer taxes are those taxes paid to
the county upon the transfer of
interests in real estate. The tax is $1.10
per $1,000 of property value, split
equally between the county and the
city. Carlsbad expects to receive
approximately $1.6 million in transfer
taxes for fiscal year 2022-23, which is a
22% increase from fiscal year 2021-22
adopted budget and relatively
consistent with current year estimates.
The residential real estate market continues remains strong; however, this will likely be influenced by
rising interest rates. Housing prices are continuing to increase in Carlsbad and inventories remain low.
Over the forecasted period, transfer taxes are expected to annually increase on average by 2.0% in
alignment with housing industry projections.
J-29
Intergovernmental Revenues
These revenues represent funds received
from other governmental entities. In
recent years, this revenue category has
experienced a great deal of activity with
the American Rescue Plan Act of 2021 in
which the city received $12.6 million
over a two-year span. Over the
forecasted period, intergovernmental
revenues are anticipated to remain flat.
Other Revenues
All other revenues include recreation
fees, other licenses and fees, fines and
forfeitures, transfers in, and other
charges and fees. Over the forecasted
period, these revenues are anticipated
to increase conservatively by 0.5%
annually, on average.
General Fund Expenditures
Each year, the city updates the budget by considering historical, present, and future costs and trends.
In recent years, the city has added new rigor to the budget process which includes the following
measures and strategies:
• Automatic consumer price index (CPI) increases were no longer added to base budgets.
Instead, budget requests are required to substantiate the specific increase each year
• The process for carrying forward appropriations and encumbrances was formalized whereby
requests exceeding $100,000 require City Council approval.
• The process for requesting new staff was also enhanced whereby new requests must meet
one of the following criteria:
o Needed to comply with legal and regulatory requirements
o Address a critical public safety need
o Meet City Council priorities or goals
• In fiscal year 2022-23, departments were directed to identify budgetary savings which
resulted in a decrease in General Fund maintenance and operation expenditures of
approximately 1.8% over the previous year’s adopted budget
As shown in the chart below, General Fund expenditures are expected to increase from $198.3
million in fiscal year 2022-23 to $269 million over the 10-year forecast period, representing an
increase of $70 million or 35%.
J-30
Personnel Expenditures
Salaries
Full-time salaries are projected to grow at a rate of 4.3% per year, based on the presumed rate of
growth by CalPERS. Part-time salaries are forecasted to grow at a rate of 1.9% as they generally grow
slower than full-time salaries. In fiscal year 2022-23 the city’s budget began accounting for vacancy
savings. Vacancy savings represents the amounts of savings achieved through attrition. The forecast
assumes $2 million in vacancy savings on an annual basis.
Health Benefits
In fiscal year 2022-23 health benefits account for about 10% of all personnel costs in the General
Fund, primarily due to health insurance costs. The city pays employees a fixed amount for health and
dental insurance costs instead of covering a percentage of premiums. Health benefit costs are
forecasted to increase annually on average by approximately 6%.
Retirement
Rising retirement costs are driving the increase in employee benefits. Carlsbad provided retirement
benefits for its employees through the California Public Employee’s Retirement System (CalPERS).
Poor investment returns during the Great Recession significantly decreased the plan’s assets. In
addition, enhanced benefits and actuarial assumption changes due to increased life expectancies
increased the plan’s liabilities. As a result, the city’s pension costs have increased significantly and are
one of the city’s largest financial obligations.
$216,441 $201,466
$224,290 $240,671
$268,676
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$
(
i
n
t
h
o
u
s
a
n
d
s
)
Fiscal Year
10-Year General Fund Expenditures
Estimated Projected Projected Projected Projected Projected
Expenditure Category 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
Salaries 75,815$ 81,969$ 83,919$ 86,608$ 89,406$ 92,295$
Benefits 42,963$ 41,792$ 44,641$ 47,577$ 50,828$ 53,825$
Maintenance and Operations 59,790$ 60,393$ 58,351$ 59,635$ 61,126$ 62,654$
Capital Outlay 889$ -$ -$ -$ -$ -$
Council Contingency 500$ 500$ 500$ 500$ 500$ 500$
Transfers 26,778$ 13,663$ 14,054$ 14,363$ 14,652$ 15,017$
Total 206,735$ 198,318$ 201,466$ 208,682$ 216,512$ 224,290$
5-Year General Fund Expenditure Forecast (in thousands)
J-31
The city’s CalPERS costs are projected to increase over the next few years, as shown in the table
below.
In December 2016, the CalPERS Board of Administration lowered the discount rate from 7.5% to 7.0%
with a three-year phase-in beginning in fiscal year 2018-19 to improve the financial stability of the
pension system. This resulted in significant increases in retirement costs. In fiscal year 2021-22, the
CalPERS Board lowered the discount rate from 7.0% to 6.8% because the fiscal year 2020-21
investment gain of 21.3% triggered the Funding Risk Mitigation Policy.
The city’s retirement rates are based on a blend of all three miscellaneous tiers (2.7% @ 55, 2% @ 60,
and 2% @ 62). Although employees pay a different rate depending on their respective tier, the city’s
costs are the same for all three tiers. The table below shows the current breakdown of city
employees amongst the three retirement tiers the majority of employees in the city are currently
covered under Tier 3. Savings from the lower-cost Tier 2 and Tier 3 plans are not expected to be
substantial for several years.
A retiree’s highest monthly pension benefits are calculated by multiplying:
- Service credit: the number of years of CalPERS service.
- Benefit Factor: percentage of pay based on age.
- Compensation Basis: the highest monthly average salary for a defined period.
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28
Projected Payroll 46,525,350$ 47,804,798$ 49,119,429$ 50,470,213$ 51,858,144$ 53,284,243$
Normal Cost (%)11.7%11.4%11.1%10.9%10.6%10.4%
Normal Cost ($)5,452,771$ 5,449,747$ 5,452,257$ 5,501,253$ 5,496,963$ 5,541,561$
UAL Payment 7,227,710$ 7,816,000$ 8,512,000$ 8,962,000$ 9,449,000$ 9,666,000$
Total Contribution 12,680,481$ 13,265,747$ 13,964,257$ 14,463,253$ 14,945,963$ 15,207,561$
Total Contribution (%)27.3%27.7%28.4%28.7%28.8%28.5%
Projected CalPERS Contributions (Miscellaneous)
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28
Projected Payroll 27,032,538$ 27,775,932$ 28,539,770$ 29,324,615$ 30,131,042$ 30,959,645$
Normal Cost (%)19.8%19.5%19.3%19.1%18.9%18.6%
Normal Cost ($)5,349,739$ 5,416,307$ 5,508,176$ 5,601,001$ 5,694,767$ 5,758,494$
UAL Payment 5,881,880$ 6,498,000$ 7,050,000$ 7,890,000$ 8,279,000$ 8,458,000$
Total Contribution 11,231,619$ 11,914,307$ 12,558,176$ 13,491,001$ 13,973,767$ 14,216,494$
Total Contribution (%)41.5%42.9%44.0%46.0%46.4%45.9%
Projected CalPERS Contributions (Safety)
Misc. Classic 231 22.8%19,374,576$
Misc. Tier 2 53 19.4%5,442,376$
Misc. PEPRA 265 15.9%18,071,874$
CalPERS Plan Breakdown by Tier (Miscellaneous)
Number of
EmployeesTier
Total Normal
Cost FY 2022-23
Payroll on
6/30/2020
Fire Classic 45 30.5%5,472,471$
Fire Tier 2 18 28.5%1,857,522$
Fire PEPRA 27 24.5%2,363,122$
Police Classic 48 34.3%6,725,419$
Police Tier 2 16 32.3%1,823,360$
Police PEPRA 65 28.9%6,677,721$
CalPERS Plan Breakdown by Tier (Safety)
Tier
Number of
Employees
Total Normal
Cost FY 2022-23
Payroll on
6/30/2020
J-32
Other Benefits
The forecast assumes health insurance, dental insurance, and vision insurance increase by CPI.
Maintenance and Operations
General Fund Departments budget for costs to support the ongoing maintenance and operations of
the city. These costs comprise materials and supplies, professional services, and one-time special
projects. One-time costs are budgeted for in year one of the forecasted period so naturally the
increase over the forecasted period remains relatively low. On average, maintenance and operations
costs are expected to increase approximately 1% annually.
Capital Outlay
Capital outlay costs are typically not budgeted for in the city’s General Fund; however, from time to
time, departments may experience the need to purchase an item that is classified as a capital asset.
Because the annual capital outlay amounts are relatively minimal, they have not been included in the
city’s General Fund forecast.
Council Contingency
The city maintains a Council Contingency budget at a level of $500,000.
Transfers
The General Fund is responsible for transferring funds for the following purposes:
• Lighting and Landscaping District #1 (LLD #1) – the city established LLD #1 in 1986 and during
its formation, no annual inflator was applied. As a result, the assessment paid by property
owners in the District have become insufficient to cover the costs of lighting and
landscaping. As a result, the General Fund is responsible for making up the difference. The
transfer amount is expected to increase 7% over the next five years at an annual average
rate of 1.4%.
• Future Capital Funding – the General Fund is responsible for a significant portion of the city’s
capital project funding. On an annual basis, the General Fund transfers an equivalent of 6%
of estimated General Fund revenues to the Strategic Digital Transformation Investment
Program, the Infrastructure Replacement Fund, and the General Capital Construction Fund.
This transfer amount increases throughout the forecast based on increases in forecasted
General Fund revenues.
CalPERS
The city provides a defined benefit pension to its employees through the California Public Employees’
Retirement System (CalPERS). Retirement benefits are calculated using a formula based on an
employee’s age, earnings, and years of service. The retirement benefits are funded by:
• Investment earnings (60%)
• Employer contributions (29%)
• Employee contributions (11%)
Each year, CalPERS determines an employer’s contributions based on actual investment returns and
actuarial assumptions including:
• Expected investment returns (discount rates)
• Inflation rates
• Salaries
• Retirement ages
• Life expectancies
J-33
Contributions to fund the pension plan are comprised of two components:
• The normal cost (the cost of the benefits earned in a respective year).
• The amortization of the unfunded accrued liability (UAL).
CalPERS Discount Rate
Defined benefit plans are highly sensitive to the discount rate assumption. The discount rate is the
expected rate of return of the plan’s assets over the long term. The discount rate will depend on the
plan’s size, asset allocation, time horizon, and other considerations.
From the city’s perspective, the discount rate is important as it is used to determine the city’s annual
contributions to the plan, the plan’s unfunded liability, and the plan’s funded status. In other words,
the discount rate is used to determine whether a plan has enough assets to meet its future
obligations. The discount rate must be realistic to allow the city to foresee funding issues that may
impact future operating budgets and future generations of retirees and plan members. If the discount
rate assumption is too high and investments earn less than expected, a funding shortfall may result,
requiring the city or CalPERS members to make greater contributions than expected.
CalPERS Investment Earnings
Since investment earnings fund nearly 60% of retirement benefits, the city’s pension plan is sensitive
to the investment returns of CalPERS. Investment returns affect how much of the retirement benefits
can be funded by investment earnings rather than contributions. If investment returns are lower than
the discount rate, contributions must increase to make up the difference. As a result, pension plans
need accurate return assumptions to ensure fiscal sustainability.
Currently CalPERS assumes it will earn investment returns of 6.8% each year. As illustrated in the
following chart, over the last 20 years, CalPERS has earned investment returns below the discount
rate assumption approximately half of the time. Individual fiscal year investment returns have ranged
between -24.0% and +21.7%. In particular, CalPERS earned negative investment returns in 2001 and
2002 due to the dot-com crash and 2008 and 2009 due to the Great Recession.
-6.1%
3.7%
16.6%
12.3%11.8%
19.1%
-5.1%
-24.0%
13.3%
21.7%
0.1%
13.2%
18.4%
2.4%0.6%
11.2%8.6%6.7%4.7%
21.3%
-30.0%
-20.0%
-10.0%
0.0%
10.0%
20.0%
30.0%
FY02 FY06 FY10 FY14 FY18
An
n
u
a
l
I
n
v
e
s
t
m
e
n
t
R
e
t
u
r
n
s
CalPERS Historical Investment Returns
Annual Investment Return Discount Rate
J-34
For fiscal year 2020-21, CalPERS reported an investment return of 21.3%, 14.3 percentage points
higher than the 7% discount rate. The average investment return is 10.3% for a 5-year period, 8.5%
for a 10-year period, 6.9% for a 20-year period, and 8.4% for a 30-year period. As returns in a given
year are volatile, it can be more instructive to look at returns over longer time horizons.
CalPERS Update
Funding Risk Mitigation Policy
Under the Funding Risk Mitigation Policy, the 21.3% return in fiscal year 2020-21 triggered a
reduction in the discount rate from 7% to 6.8%. the Funding Risk Mitigation Policy, approved by the
CalPERS Board in 2005, lowers the discount rate in years of good investment returns to reduce risk in
the portfolio. The Risk Mitigation Policy will affect contributions starting in fiscal year 2023-24.
Asset Liability Management Process
In November 2021, CalPERS completed its quadrennial Asset Liability Management (ALM) process,
which reviewed investment strategies and actuarial assumptions. At the November 15-17, 2021,
meetings, the CalPERS Board approved a 6.8% discount rate, selected a new asset allocation for the
fund’s investment portfolio, and adopted new actuarial assumptions.
*Includes a 5% allocation to leverage.
CalPERS Plan Status
As of the most recent actuarial valuation on June 30, 2020, the city’s miscellaneous pension plan had
assets of $330.9 million, liabilities of $430.5 million and a funded ratio of 76.9%. The city’s safety
pension plan has assets of $251.4 million, liabilities of $343.2 million and a funded ratio of 73.2%. The
unfunded liability is the difference between assets and liabilities, while the funded ratio is the ratio of
assets to liabilities.
1 Year 21.3%
5 Year 10.3%
10 Year 8.5%
20 Year 6.9%
30 Year 8.4%
Time Period Total Investment Return
Asset Class
Global Equity 50%42%
Fixed Income 28%30%
Real Assets 13%15%
Private Equity 8%13%
Private Debt 0%5%
Liquidity 1%0%
Total 100%105%
New
Allocation
Current
Allocation
J-35
Impact of CalPERS Investments Returns
CalPERS assumes it will earn investment returns of 7% each year. If investment returns are higher
than 7%, the city’s contributions decrease. Conversely, if investment returns are lower than 7%, the
city’s contributions increase.
In fiscal year 2019-20, CalPERS earned 4.7%, 2.3 percentage points below the 7% discount rate. As a
result, the city’s required pension contributions will increase to make up the difference. The fiscal
year 2019-20 investment loss will affect the city’s pension costs starting in fiscal year 2022-23. The
contribution increase will be amortized over 20 years and phased in over five years.
For fiscal year 2020-21, CalPERS reported an investment return of 21.1%, 14.3 percentage points
above the 7% discount rate. The Investment return triggered the Funding Risk Mitigation Policy,
lowering the discount rate to 6.8%. The investment gain and discount rate reduction will impact the
city’s pension costs starting in fiscal year 2023-24. The discount rate reduction partially offsets the
effect of the investment gain.
In 2022, financial market volatility has increased due to heightened geopolitical risk, supply chain
bottlenecks and persistent inflation, and the Federal Reserve’s pivot to a less accommodative
monetary policy. Any investment losses will impact the city’s future pension costs.
Impact of CalPERS Discount Rate Changes
Due to lower-than-historical interest rates and economic growth, market experts project lower
returns for the next several decades. The Pew Research Center forecasts a long-term investment
return of 6.5% for typical pension fund portfolios.
During its Asset Management Liability Process, CalPERS considered discount rates between 6.25% and
7%. Ultimately, CalPERS approved a discount rate of 6.8%, a decrease from the previous discount rate
of 7%.
The discount rate has a significant effect on the city’s CalPERS contributions. If the discount rate is
less than the discount rate assumption, the city’s CalPERS contributions will increase.
City Strategies
In recent years, unfunded liabilities, or pension debt, have caused cities in California to cut back on
public services. Three cities have declared bankruptcy. Pension debt is the difference between how
much money is available to pay for the pensions city employees receive when they retire, and the
June 30, 2019 June 30, 2020
Present Value of Projected Benefits 467,508,549$ 493,021,289$
Entry Age Normal Accrued Liability 410,200,348$ 430,502,885$
Market Value of Assets 322,146,603$ 330,903,112$
Unfunded Accrued Liability 88,053,745$ 99,599,773$
Funded Ratio 78.5%76.9%
CalPERS Miscellaneous Plan Status
June 30, 2019 June 30, 2020
Present Value of Projected Benefits 391,995,147$ 420,888,640$
Entry Age Normal Accrued Liability 324,351,564$ 343,243,950$
Market Value of Assets 243,980,037$ 251,416,320$
Unfunded Accrued Liability 80,371,527$ 91,827,630$
Funded Ratio 75.2%73.2%
CalPERS Safety Plan Status
J-36
money needed to pay for the actual benefits. Pension debt is an estimate because it’s not possible to
know exactly how well the pension fund investments will perform nor how many employees will
retire, at what age they will retire and how long they will live.
The City of Carlsbad has long recognized the financial uncertainty caused by the state’s pension
system. That’s why Carlsbad was one of the first cities in the region to enact pension reform, pre-
dating state reforms in 2013. This and other strategies have reduced the city’s pension debt
considerably compared to most other cities in the state.
In 2019, the City Council adopted a Pension Funding Policy (City Council Policy Statement No. 86).
This policy states that the city will strive to maintain an 80% funded status. Said another way, the goal
of this policy is to keep Carlsbad’s pension debt at no more than 20%.
Since fiscal year 2016-17, the city has contributed $56.4 million to CalPERS to reduce the city’s
unfunded liability and thereby achieve interest savings. These contributions were in addition to the
annual required contributions set by CalPERS.
Even though CalPERS is continuing to take prudent measures to manage the pension liability for its
participants, the annual costs paid by participating members will continue to increase. And, while
CalPERS has outperformed its assumed rate of return on investments over the last 10-years, future
economic uncertainty is likely to have a profound impact on its investment performance, which will
impact the city’s annual required contributions.
J-37
RESOLUTION NO. 2022-135.
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 2022-23 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) 2022-23 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 2022-23 Preliminary Operating Budget,” presented at the Joint
Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary,
and “Strategic Digital Transformation Investment Program and Capital Improvement
Program,” presented at the Joint Special Meeting on June 7, 2022 as Exhibits 3 and 4 to
Item No. 13, as amended, if necessary, in accordance with Attachments A-A3, B-B2, C
and D to this Exhibit 4, attached and incorporated by reference, are adopted as the final
Operating Budget, Strategic Digital Transformation Investment Program and Capital
Improvement Program for the City of Carlsbad for FY 2022-23 along with the program
options and adjustments, if any, determined by the City Council as set forth in the
minutes of this Joint Special Meeting on June 14, 2022.
3.That the amounts reflected as estimated revenues for FY 2022-23 as shown in
Attachments A-A3, B-B2 and D are adopted as the budgeted revenues for FY 2022-23.
4.That the amounts as designated as the FY 2022-23 Budget request in Attachments A-A3,
B-B2 and D are appropriated to the department or fund for which they are designated,
and such appropriation shall not be increased except as provided in this resolution.
J-38
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 Information
Technology and departments citywide as it relates to the reorganization of staff
within the business systems specialist series.
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 budget adjustments to increase the
appropriation for the Workers’ Compensation and Risk Management Funds’
operating budgets in an amount equal to the increases in costs of claims
expenses or estimated losses and liabilities.
vi.The City Manager may authorize budget adjustments to increase the
appropriation for unforeseen legal expenses and liabilities.
vii.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.
viii.The City Council must authorize all transfers of funds from the City Council’s
Contingency Account.
ix.The City Manager may delegate any of the authority given to the City Manager
under this resolution.
J-39
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 may be appropriated during the year for the purpose for
which the grant was received.
9. That all appropriations in the Capital Improvement Program remaining unexpended at
June 30, 2022, are appropriated to FY 2022-23 in their respective project budgets.
10. That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended at June 30, 2022, are appropriated to FY 2022-23 in their
respective project budgets.
11. That all appropriations in the Operating Budget remaining unexpended at June 30, 2022
related to developer deposits received for developer-funded studies not yet completed
or grant awards received or expected for projects that are continuing into the next fiscal
year are appropriated to FY 2022-23.
12. That all appropriations for outstanding encumbrances as of June 30, 2022, are continued
into FY 2022-23 for such contracts or obligations.
J-40
AYES:
NAYS:
ABSENT:
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 14th day of June, 2022, by the following vote, to wit:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
� FAVIOLA MEDINA, City Clerk Services Manager
(SEAL)
J-41
RESOLUTION NO. 1673.
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT, ADOPTING THE WATER DISTRICT’S FINAL
OPERATING BUDGET, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT
PROGRAM AND CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2022-
23 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, Strategic Digital Transformation Investment Program and Capital
Improvement Program for Fiscal Year (FY) 2022-23 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 2022-23 Preliminary Operating Budget,” presented at the Joint
Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary,
and “Strategic Digital Transformation Investment Program and Capital Improvement
Program,” presented at the Joint Special Meeting on June 7, 2022 as Exhibits 3 and 4 to
Item No. 13, as amended, if necessary, in accordance with Attachments A-A3, B-B2, C
and D of Exhibit 4 of Item No. 7 presented at this Joint Special Meeting on June 14, 2022,
are adopted as the final Operating Budget, Strategic Digital Transformation Investment
Program and Capital Improvement Program for the Carlsbad Municipal Water District
for FY 2022-23 along with any program options and/or adjustments determined by the
Board of Directors as set forth in the minutes of this Joint Special Meeting on June 14,
2022.
3.That the amounts reflected as estimated revenues for FY 2022-23 are adopted as the
budgeted revenues for FY 2022-23.
4.That the amounts designated as FY 2022-23 Budgets in Attachments A and B to this
Exhibit 5 are appropriated to the fund for which they are designated, and such
appropriation shall not be increased except as provided in this resolution.
J-42
5.That total appropriations may only be increased or decreased by the Board of Directors
by passage of a resolution amending the budget except as provided in this resolution.
6.That the following controls are placed on the use and transfer of budget funds:
A.No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Board of Directors or Executive Manager as described below.
i.The Executive Manager may authorize all transfers of funds from account to
account within the same fund.
ii.The Executive Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the Executive Manager may authorize increases in
an appropriation for a specific purpose where the appropriation is offset by
unbudgeted revenue 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, 2022 are continued
into FY 2022-23 for such contracts and obligations.
8.That interest earned on grants may be appropriated during the year for the purpose for
which the grant was received.
9.That all appropriations for Capital Improvement Projects remaining unexpended at June
30, 2022, are appropriated for such capital projects for FY 2022-23.
J-43
10.That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended at June 30, 2022, are appropriated to FY 2022-23 in their
respective 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 14th day of June, 2022, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
�FAVIOLA MEDINA, City Clerk Services Manager
(SEAL)
J-44
RESOLUTION NO. 553.
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 2022-23 AND
ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET
FUNDS
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority for fiscal year (FY)
2022-23; 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 2022-23 Preliminary Operating Budget,” presented at the Joint
Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary,
in accordance with Attachments A-A3 and C of Exhibit 4 to Item No. 7 presented at this
Joint Special Meeting on June 14, 2022, are adopted as the final Operating Budget for
the Carlsbad Housing Authority for FY 2022-23, along with any program options and/or
adjustments, if any, determined by the Commission as set forth in the minutes of this
Joint Special Meeting on June 14, 2022, 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 2022-23.
3.That the amounts reflected as estimated revenues for FY 2022-23 are adopted as the
budgeted revenues for FY 2022-23.
4.That the amount designated as FY 2022-23 Budget request in Attachment A to this
Exhibit 6 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:
J-45
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, 2022, are appropriated to FY 2022-23.
7.That all outstanding encumbrances as of June 30, 2022, are continued into FY 2022-23
for such contracts and obligations.
J-46
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 14th day of June, 2022, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
(SEAL)
J-47
RESOLUTION NO. 89.
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 2022-23 AND ESTABLISHING
CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Public Financing Authority has reviewed the
proposed final Operating Budget and Capital Improvement Program for The Crossings at Carlsbad
Municipal Golf Course for fiscal year (FY) 2022-23; 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 2022-23 Preliminary Operating Budget,” presented at the Joint
Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary,
and “Strategic Digital Transformation Investment Program and Capital Improvement
Program,” presented at the Joint Special Meeting on June 7, 2022 as Exhibits 3 and 4 to
Item No. 13, as amended, if necessary, in accordance with Attachments A-A3, B-B2, C
and D of Exhibit 4 to Item No. 7 presented at this Joint Special Meeting on June 14, 2022
are adopted as the final Operating and Capital Improvement Program Budgets for The
Crossings at Carlsbad Municipal Golf Course for FY 2022-23, along with any program
options and/or adjustments, if any, determined by the Board of Directors as set forth in
the minutes of this Joint Special Meeting on June 14, 2022.
3.That the amounts reflected as estimated revenues for FY 2022-23 are adopted as the
budgeted revenues for FY 2022-23.
4.That the amount designated as FY 2022-23 Budget request in Attachment A to this
Exhibit 7 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:
J-48
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, 2022, are continued into FY 2022-23
for such contracts and obligations.
7.That all Capital Improvement Budgets remaining unexpended at June 30, 2022, are
appropriated to FY 2022-23 for their respective projects.
J-49
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 14th day of June, 2022, by the following vote, to wit:
(SEAL)
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
� FAVIOLA MEDINA, City Clerk Services Manager
J-50
RESOLUTION NO. 2022-136.
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 THE ENFORCEABLE DEBT OBLIGATIONS OF
THE CITY OF CARLSBAD’S REDEVELOPMENT OBLIGATION RETIREMENT
FUND FOR FISCAL YEAR 2022-23 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) 2022-
23; 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 2022-23 Preliminary Operating Budget,” presented at the Joint
Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary,
in accordance with Attachments A-A3, B-B2, C and D of Exhibit 4 to Item 7 presented at
this Joint Special Meeting on June 14, 2022 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 2022-23, along with any program
J-51
options and/or adjustments, if any, determined by the Successor Agency as set forth in
the minutes of this Joint Special Meeting of June 14, 2022.
3.That the amounts reflected as estimated revenues for FY 2022-23 are adopted as the
budgeted revenues for FY 2022-23.
4.That the amount designated as FY 2022-23 Budget request in Attachment A to this
Exhibit 8 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.
6.That all outstanding encumbrances as of June 30, 2022, are continued into FY 2022-23
for such contracts and obligations, as approved by the Oversight Board.
J-52
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 14th day of June, 2022, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
�FAVIOLA MEDINA, City Clerk Services Manager
(SEAL)
J-53
RESOLUTION NO. 2022-137.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2022-23 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) 2022-23 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
2022-23 appropriation limit of $582,535,354 as computed in the attached and
incorporated Attachment A.
J-54
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 14th day of June, 2022, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
,r!FAVIOLA MEDINA, City Clerk Services Manager
(SEAL)
J-55
RESOLUTION NO. 2022-138.
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.
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.
J-56
5.This resolution shall become effective on Sept. 1, 2022; not sooner than 60 days after
adoption in accordance with California Government Code Section 66017 for
development-related service fees and development impact fees.
6.Per the contract with Republic Services, changes to the recycling and trash fees as shown
in Attachment A shall become effective on July 1, 2022.
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 14th day of June, 2022, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
(SEAL)
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
,r!FAVIOLA MEDINA, City Clerk Services Manager
J-57
RESOLUTION NO. 1674
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT, ADOPTING CHANGES TO THE MASTER FEE
SCHEDULE
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District has the authority to
establish fees for district services; and
WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain an adequate
fee structure recovering costs for district services; and
WHEREAS, the Board of Directors has determined the cost of providing water services; and
WHEREAS, the Board of Directors finds it necessary to recover the costs for water services; and
WHEREAS, the Board of Directors has held the necessary public hearing and allowed for public
comment on the establishment said fees.
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 the changes to the Master Fee Schedule as shown in Attachment A are adopted.
3.This resolution shall become effective on Sept. 1, 2022; not sooner than 60 days after
adoption in accordance with California Government Code Section 66017 for water fees.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the 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 14th day of June, 2022, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
�FAVIOLA MEDINA, City Clerk Services Manager
J-58
RESOLUTION NO. 554.
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE
CITY OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE
SCHEDULE
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(Commission) has the authority to establish fees for housing services; and
WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain an adequate
fee structure recovering costs for housing services; and
WHEREAS, the Community Development Commission has determined the cost of providing
housing services; and
WHEREAS, the Community Development Commission finds it necessary to recover the costs for
housing services; and
WHEREAS, the Community Development Commission has held the necessary public hearing and
allowed for public comment on the establishment said fees.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of
Carlsbad, California, as follows:
1.That the above recitations are true and correct.
2.That the changes to the Master Fee Schedule as shown in Attachment A are adopted.
3.This resolution shall become effective on Sept. 1, 2022; not sooner than 60 days after
adoption in accordance with California Government Code Section 66017 for housing
fees.
J-59
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 14th day of June, 2022, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
SCOTT CHADWICK, Secretary
{SEAL)
J-60
RESOLUTION NO. 2022-139.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE CITY OF CARLSBAD’S SHARE OF THE FISCAL
YEAR 2022-23 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 2022-23 Operating Budget of the
EWA as approved by the JAC on April 27, 2022, in the amount of $4,558,061 for
Wastewater Plant Operations, $1,461,581 for the Carlsbad Water Recycling Facility
Operations, as described in Attachment A.
3. That the City of Carlsbad’s estimated share of the FY 2022-23 Capital Budget of the EWA
as approved by the JAC on April 27, 2022 in the amount of $6,367,800 for Wastewater
Plant Capital and $366,000 for Carlsbad Water Recycling Facility Capital is approved, as
described in Attachment A.
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.
J-61
5.That all outstanding operating encumbrances as of June 30, 2022 are continued into FY
2022-23 for such contracts and obligations.
6.That all Capital Improvement Program budget appropriations and outstanding
encumbrances as of June 30, 2022 are continued into FY 2022-23 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 14th day of June, 2022, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
� FAVIOLA MEDINA, City Clerk Services Manager
(SEAL)
J-62
RESOLUTION NO. 2022-140.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DETERMINING THAT THE FY 2022-23 CAPITAL
IMPROVEMENT PROGRAM BUDGET IS CONSISTENT WITH THE GENERAL
PLAN AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital
Improvement Program for FY 2022-23 and has held such public hearings as are necessary prior to
adoption of the Capital Improvement Program Budget; and
WHEREAS, on June 14, 2022, the City Council reviewed for consistency with the General Plan
goals and policies for all Capital projects receiving an allocation of funds for FY 2022-23 pursuant to
Carlsbad Municipal Code Section 2.24.065 (b); and
WHEREAS, the City Council also reviewed the FY 2022-23 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, said City Council considered all factors relating to the City Council
determination.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
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 2022-23 is consistent with the General Plan
based on the following findings:
a)The projects are consistent with the goals and policies of the city's
General Plan in that the projects are required to ensure the provision of adequate public facilities and
services concurrent with or prior to need.
b)The projects are consistent with applicable goals and policies of the Land
Use and Community Design; Mobility; Open Space, Conservation, and Recreation; Sustainability
Elements of the General Plan, as described in Attachment A.
c)Specific projects are consistent with, and support Climate Action Plan
greenhouse gas reduction measures and actions, as described in Attachment A.
J-63
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 projects, and
circulation systems, in accordance with the performance standards contained in the city's Growth
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 the
appropriate court not later than the ninetieth day following the date on which this decision becomes
final; however, if within ten days after the decision becomes final a request for the record is filed with
a deposit in an amount sufficient to cover the estimated cost or preparation of such record, the time
within which such petition may be filed in court is extended to not later than the thirtieth day following
the date on which the record is either personally delivered or mailed to the party, or his attorney of
record, if he has one. A written request for the preparation of the record of the proceedings shall be
filed with the City Clerk, City of Carlsbad, 1200 Carlsbad Village Drive, Carlsbad, CA 92008.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City
Council, Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority
Board of Directors, Community Development Commission, and City of Carlsbad as Successor Agency to
the Redevelopment Agency, held on the 14th day of June, 2022, by the following vote to wit:
AYES:
NAYS:
ABSENT:
Blackburn, Bhat-Patel, Acosta, Norby.
Hall.
None.
.ftr-v FAVIOLA MEDINA, City Clerk Services Manager
(SEAL)
J-64