HomeMy WebLinkAbout2019-06-18; City Council; ; Adoption of the FY 2019-20 Operating and Capital Improvement Program Budgets, the FY 2019-20 Appropriation Limit and Revision of Fees and Charges for ServicesIn 2019, the City of Carlsbad made changes to how it engaged the community in the
development of the city budget. Different than in previous years, when the public's main
opportunity to review the budget occurred in May, the 2019 engagement started in early
March. This allowed the community to provide input on their needs and values earlier in the
process, when they had a greater opportunity to influence the spending priorities
recommended by city staff. Another change in 2019 was the use of a new online engagement
platform. This tool provided an opportunity for community members to provide input at a time
and place most convenient to them. The main themes that emerged from the public input
process and the incorporation of the themes into city's upcoming budget can be found in the
preliminary budget document on file with the City Clerk or on the city's website.
Maintaining good fiscal health remains a significant priority. Meeting this objective preserves
the city's ability to continue providing important programs and services to the community.
Through the past decade of economic challenges, solutions were developed to address lost
revenues while preserving vital services. This was combined with expenditure reductions that
reduced the City of Carlsbad workforce and required shifting of priorities to maintain service
levels. These combined efforts provided a needed measure of stability to offset the decline in
economic activity. Although revenues have improved considerably since then, disciplined
spending and long-term financial planning remain critical to ensuring the future sustainability of
important city programs and services.
The Preliminary Operating Budget for FY 2019-20 totals $296.9 million citywide, which
represents an increase of $20.8 million, or 7.6 percent, as compared to the FY 2018-19 Adopted
Budget. Operating revenues are estimated at $291.8 million, which is a decrease of $1.9
million, or 0.6 percent, over the current year's projections.
The recommended Preliminary General Fund Operating Budget is $166.8 million, with
estimated revenues of $170.5 million. This is a 1.8 percent increase in the estimated General
Fund revenues as compared to the projected FY 2018-19 revenues, and a 7.0 percent increase
in General Fund budgeted expenditures compared to the FY 2018-19 adopted budget.
General Fund Estimated Revenues -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 and Cultural Arts, Street and Park Maintenance, and Recreation
programs. The table below provides a summarized outlook for the major General Fund
revenues.
June 18, 2019 Item #5 Page 3 of 197
GENERAL FUND REVENUES
(In Millions)
Estimated Budgeted $ %
2018-19 2019-20 Change Change
Property Tax $ 68.3 $ 71.0 $ 2.6 3.8%
Sales Tax 36.0 37.3 1.3 3.6%
Transient Occupancy Tax 27.6 28.5 1.0 3.5%
Franchise Taxes 6.1 5.6 (0.4) -7.1%
Business License Tax 4.5 4.6 0.1 2.5%
Development Revenues 3.7 2.4 (1.3) -35.2%
All Other Revenue 21.3 21.1 (0.3) -1.3%
Total $ 167.5 $ 170.5 $ 3.0 1.8%
General Fund revenues continue to indicate a healthy local economy, as growth continues to be
positive, although signs point to a slowing in revenue growth. Just over 80 percent of General
Fund revenues are derived from three sources -property tax, sales tax, and transient
occupancy tax (TOT). 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 3.8 percent in
FY 2019-20, as assessed values continue to improve. Sales tax revenues generally move ih step
with economic conditions and have improved markedly over the past years. Sales tax revenue
for FY 2019-20 is expected to increase by 3.6 percent. The third highest General Fund revenue
source is Transient Occupancy Tax (TOT, or hotel tax). TOT is forecasted to increase by 3.5
percent in FY 2019-20, stabilizing at a record high just over $28.5 million.
General Fund Budgeted Expenditures -The General Fund contains most of the discretionary
revenues that fund basic core city services. The table below provides a summary of General
Fund expenditures by type.
GENERAL FUND SUMMARY
By Expenditure Type
(In Millions)
Budget Budget $ %
2018-19 2019-20 Change Change
Personnel $ 92.9 $ 101.0 $ 8.1 8.8%
Maintenance & Operations 49.5 53.8 4.2 8.6%
Capital Outlay 0.2 0.6 0.3 143.6%
Transfers 13.2 11.5 (1.7) -13.1%
Total $ 155.8 $ 166.8 $ 10.9 7.0%
June 18, 2019 Item #5 Page 4 of 197
Position Changes
A net increase of 39.0 permanent full-time positions is reflected in the FY 2019-20 Operating
Budget. These changes result in a city workforce of 743.75 permanent full and three-quarter
time employees and 199.57 hourly, full-time equivalent positions. More information about the
added positions can be found in the attached position request exhibit (Exhibit 3C) and the FY
2019-20 Preliminary Budget and Capital Improvement Program on file with the City Clerk.
Transfers to Other Funds and Council Contingency
The FY 2019-20 Preliminary Operating Budget also includes the following General Fund
transfers to other funds:
• $10.2 million, split evenly between the Infrastructure Replacement Fund and General
Capital Construction Fund for major new construction, maintenance and/or replacement of
city infrastructure and facilities. This represents 6.0 percent of the General Fund Revenues.
• $300,000 to the Storm Water Program for reimbursement for the General Fund portion of
Storm Water expenses.
• $950,000 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.
Finally, the City Council Contingency is a discretionary account in the General Fund which is
available to the City Council to address unanticipated emergencies, unforeseen program needs
or other unbudgeted City Council directives throughout the fiscal year. This contingency is
budgeted at $1.5 million for FY 2019-20, which is equal to the prior year's contingency budget.
Other Funds
Enterprise Fund revenues, including Water, Wastewater Services and Solid Waste
Management, are projected at $79.8 million, a $3.0 million (3.6 percent) decrease over
projected FY 2018-19 revenues. The budgeted expenditures are estimated at $87.5 million for
FY 2019-20, which is an increase of $8.4 million, or 10.6 percent, over the FY 2018-19 Adopted
Budget. The most significant change in Water and Wastewater Operations is due to the
estimated increases in funding for depreciation replacement transfers related to growth and
aging of the utility infrastructure systems.
Revenues from Special Revenue funds are expected to total $13.6 million in FY 2019-20, a
decrease of 13 percent from FY 2018-19. 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) and donations (Library, Cultural
Arts, Recreation and Senior Donations). The most noteworthy changes in the Special Revenue
funds occurred in the Affordable Housing Fee Fund, a decrease of $671,000 and the Library
Gifts and Bequests Fund, which shows a decrease of $900,000. Affordable housing fees are
related to development and can fluctuate significantly from year-to-year. The decrease in
June 18, 2019 Item #5 Page 5 of 197
Library Gifts and Bequests is a result of a large one-time donation that was received from an
individual donor during FY 2018-i9. Revenues from grants and donations are generally one-
time revenues and tend to fluctuate from year-to year.
Expenditures for Special Revenue funds, at $14.9 million, show a $2 million or 15.8 percent
increase when compared to FY 2018-19. The most significant increase is in affordable housing
which has an increase of $800,000. Two new full-time positions were added to this fund to aid
in affordable housing and homeless response programs. The homeless response program
funding was also added as an on-going budget in FY 2019-20.
Increases were also seen in the federal rental assistance program, which anticipates a $640,000
increase in housing assistance payments over the current year and the senior donation program
with a $135,000 increase in program spending for senior center supplies and activities when
compared to the prior year.
More information regarding the city's projected revenues and operating budget
recommendations can be found in the attached exhibits as well as the FY 2019-20 Preliminary
Operating Budget on file with the City Clerk.
Changes to the Preliminary FY 2019-20 Operating Budget
There were 110 changes made to the Preliminary Operating Budget since the preliminary budget
was .presented to City Council on May 21, 2019.
Capital Improvement Program
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. Projects 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. Estimated budget information is shown for a 15-year period to
provide the most comprehensive information about known future projects. All future
construction costs are estimates and are reviewed and further refined each year.
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 residents of Carlsbad
adopted a Growth Management Plan in 1986. The Growth Management Plan states that unless
an adequate level of facilities is available to meet new demands resulting from the city's growth,
development cannot proceed. This plan is the foundation for making decisions about the timing
and prioritization of the capital projects under consideration.
There has also been an increased demand for resources to modernize, repair, and replace
existing infrastructure. Prudent financial planning has ensured ongoing funding for these
projects as well, for many years into the future. About half of Carlsbad's comprehensive capital
plan encompasses numerous asset management programs, which ensure adequate inspection,
June 18, 2019 Item #5 Page 6 of 197
maintenance, and replacement of buildings and parks, water, sewer and drainage systems,
bridges, and roadways systems.
Development ofthe CIP is a collaborative effort involving all operational departments, the city
manager's office, City Council, and the community. 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. Public health and safety, environmental impacts, governing and policy documents, as
well as regulatory requirements are considered. Community feedback on infrastructure needs
is also considered and incorporated as appropriate. Project charters are updated to include
project description, location, summary of need, justification including any legislative or policy
citations, cost estimates and project scores. The CIP is then fully vetted at multiple levels of the
city organization by appropriate staff using an inclusive and transparent process, and reviewed
on a quarterly basis.
The FY 2019-20 CIP outlines approximately $53.4 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for new projects.
The attached budget Exhibit 3B provides a detailed list of every project in the 15-year CIP,
including the estimated annual budget. The following chart details appropriations by project
type:
CIP Projects-FY 2019-20 Appropriations by Type
Project Type Percent Total Cost
Civic Projects 20% 10,403,000
Parks 2% 1,122,500
Drainage 5% 2,531,500
Wastewater 21% 11,325,211
Water 20% 10,567,800
Streets/Circulation 31% 16,787,950
Other (loans) 1% 690,000
Total 100% 53,427,961
Projected revenues during the fiscal year 2019-20 are estimated at $51.4 million. Revenues are
generated from six major funding sources: (1) fees generated by development in Carlsbad, (2)
special district fees and taxes (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. While evaluating
the availability of funding, every effort was made to fund projects using the most restrictive
funding source first. In addition to evaluating the availability of capital construction funds,
operating fund impacts were also considered.
June 18, 2019 Item #5 Page 7 of 197
The proposed 15-year CIP for FY 2019-20 to FY 2033-34 outlines approximately 261 continuing
and new projects, at a cost of approximately $614.9 million as shown below:
CIP Projects -All Future Project Costs by Type
Project Type Percent Total Cost
Civic Projects 14% 86,472,000
Parks 7% 44,344,500
Drainage 3% 16,744,810
Wastewater 26% 158,232,528
Water 28% 169,724,248
Streets/Circulation 20% 123,477,783
Other (loans) 2% 15,923,000
Total 100% 614,918,869
Over the next 15 years, revenues for capital projects are estimated at $725.9 million.
Approximately 19 percent of all capital revenue is received as a result of development, and is
dependent upon assumptions made about the city's annual growth in dwelling units and
commercial/industrial square feet. These revenues include Public Facilities Fees (PFF), Traffic
Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection
Fees (MFF), and Sewer Connection charges, Community Facilities Districts (CFD) and Bridge and
Thoroughfare Benefit Districts (BTD).
Water and wastewater replacement revenues generated by user fees equal approximately 34
percent 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 25
percent, 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 22 percent 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.
General Plan Consistency
The General Plan governs all city actions relating to the City of Carlsbad's physical development,
and is mandated by and derives its authority from state law. The CIP is an important tool for
advancing General Plan goals and policies, as well as for carrying out Climate Action Plan (CAP)
measures and actions. Each of the new CIP projects have been reviewed for consistency with
General Plan goals and policies, as well as applicable CAP greenhouse gas reduction measures
and actions.
This year's CIP includes 15 new projects, five of which are submitted by the Carlsbad Municipal
Water District (CMWD), which fall into the following project type categories: Facilities
Maintenance, Park Development, Sewer, Water, Recycled Water and Circulation System.
Attachment llA contains descriptions, location maps, cost and funding source information, and
brief statements of consistency with relevant General Plan goals and policies, CAP measures and
actions, and the anticipated environmental review requirement for each project.
June 18, 2019 Item #5 Page 8 of 197
Staff has reviewed all the proposed new projects and concludes that all are consistent with the
General Plan, and therefore recommends that the City Council can find that the FY 2019-20
Capital Improvement Program is consistent with the General Plan.
Climate Action Plan (CAP} Consistency
General Plan Sustainability Element Policy 9-P.1 calls on the city to "enforce the Climate Action
Plan as the city's strategy to reduce greenhouse gas emissions." The CAP recognizes the CIP as a
tool to help carry out that strategy as it relates to city facilities and operations. A number of this
year's proposed capital projects support CAP measures and actions, and include: 1) installing
corrosion control improvements for existing recycled water pipelines; 2) modeling water and
sewer for private developers to determine if adequate, legal and safe systems are included in the
design of the project; 3) installing energy efficient street light bulbs; 4) implementing a street
lighting program, which will install high-efficiency lighting on new street lights throughout the
city; and 5) improving existing water and sewer infrastructure.
Exhibit 11A describes how the various CIP projects relate to applicable CAP measures and actions.
Changes to the Capital Improvement Program
There were no changes made to the Preliminary Capital Improvement Program (CIP) since the
preliminary budget was presented to City Council on May 21, 2019.
Gann Spending Limit
In addition to adopting the Operating Budget, the City Council is asked to adopt the Gann
Spending Limit as required by Article XIIIB of the California Constitution. The Gann Limit creates
a restriction on the amount of revenue that can be appropriated in any fiscal year. The revenues,
which are subject to this limitation, are those considered "proceeds of taxes." The basis for
calculating the Gann Limit began in Fiscal Year 1978-79 and is adjusted each year based on
population growth and inflation. The city's spending limit for FY 2019-20 is calculated at $478.8
million; the calculation of the city's spending projections subject to the limit is $148.1 million,
well below the legal limit for the coming fiscal year.
General Fees, Charges for Services and Development Impact Fees
Each year city staff evaluates and proposes changes to fees and charges for services. An annual
review is conducted to ensure that the fees being charged do not exceed direct and indirect
costs of providing the service. A comprehensive cost of service study is prepared every three
to five years to update the calculation of the cost, and confirm that fees and charges for service
do not exceed the updated cost.
This comprehensive cost of service study on most general city fees and all development service
fees is currently underway. Staff will return later this year to council with the completed study
and recommended fee updates and changes for council approval.
In the interim, staff has reviewed the fee schedule and is recommending the changes as shown
in Exhibit 9A, Proposed Master Fee Schedule Changes, Fiscal Year 2019-20, and further
discussed below. These are mainly changes to those fees not included in the current fee study,
June 18, 2019 Item #5 Page 9 of 197
such as some facility rental fees, ambulance fees, trash service fees and all development impact
fees.
INDEX 2018-19 2019-20 ASSOCIATED FEES
West Urban CPI One Year Most General City and Development Related
(1/2019) 3.10% 2.70% Service Fees, unless otherwise noted
Development Impact Fees: Planned Local
Drainage Area Fees and License Tax on New
Los Angeles ENR CCI One Year Construction for Mobile Homes, Bridge &
(1/2019) 3.30% 1.20% Thoroughfare District #2
All Other Development Impact Fees (Sewer
ENR CCI One Year (4/2019) 20 Benefit Area Fees, Sewer Connection Fees,
City Average 2.80% 2.30% Water Connection Fees)
ENR CCI One Year (12/2018) 20
City Average 3.30% 2.90% Bridge & Thoroughfare District #3
Habitat Mitigation Fees, Safety Training
San Diego CPI (1/2019) 2.80% 2.60% Center Facility Rental Fees
Traffic Impact Fees -Increase by annual
change in Caltrans or 2.0%, whichever is
Caltrans CCI (1/2018) 3.08% 12.61% greater. Caltrans for 19-20 is 12.61%
Ambulance Inflation Factor 1.10% 2.30% Ambulance Fees
General City Fees
These are fees or rentals charged for the usage of city services and property. Depending on the
fee, these fees are increased annually by the increase in the annual West Urban Consumer Price
Index or the San Diego (CPI) published by the Bureau of Labor and Statistics, which reflects the
cost of inflation. The one-year change in the West Urban CPI is 2.7 percent and the change is
the San Diego CPI is 2.6 percent. Ambulance Fees are included in General City Fees, and are
adjusted annually by the change in the Ambulance Inflation Factor, published the Center for
Medicare and Medicaid Services. All other general city fees will be brought to council later this
year once the cost of service study has been completed.
Development Related Service Fees
These are fees charged to recover the cost of staff time and materials spent on development
related activities. The Street Light Energizing Fees are being increased based on the cost for
energizing each street light. Changes to all development related service fees will be brought to
council later this year once the cost of service study has been completed.
Development Impact Fees
These fees are used to pay for infrastructure projects needed as a result of increased
development throughout the city. These fees will be increased by the index stated in the
respective resolution or ordinance establishing the fee, typically the Engineering News Record
(ENR) Construction Cost Index.
June 18, 2019 Item #5 Page 10 of 197
New Fees
The following new fees are recommended, to allow the city to recover the costs for providing
these services.
Fee Description Fee Justification
Safety Training Center Facility Custodial clean-up for special events that 1 Rental Fee-Special Events $SO/hr. are not covered under room rentals. Recovery
2 Safety Training Center Facility $115/hr. Allows leasing of space for less than half a
Rental Fee-Shooting Range day.
Increasing Fees
Trash collection rates are listed on the Master Fee Schedule, but are a pass through from the
service provider. The city currently has a contract for these services with Waste Management.
These fees are increased annually according to the contract, and go into effect July 1, 2019.
Removed Fees
The library is requesting the removal of the fee below based on declining use of DVDs and video
games. The library has recently introduced new online services, such as media streaming, as a
free resource available to their patrons.
Category Fee Description 2018-19
Fee
1 Library Library Borrowing -Audio Visual Insurance fee (per DVD/Video $1 per item Game
FY 2018-19 Program Options
Council is also asked to consider the following program option:
Decrease the Annual Required Contribution (ARC} to the California Public Employees'
. Retirement System (Cal PERS} by paying down a portion of the Unfunded Actuarial Liability
(UAL}. The annual cost to the city for the administration of Safety and Miscellaneous defined
benefit pension plans is greatly influenced by the annual payment on the portion of the pension
plan that is not fully covered by existing benefits. This unfunded portion totals $163 million,
representing a "deficit" of approximately 23.9 percent between the two plans combined. As
the unfunded liability is greater than what could be paid in a single year, Cal PERS allows
participating agencies to spread this payment over time, usually 20 or 30 years, depending on
the source of the loss. This additional payment will pay down a portion ofthe UAL in the
amount of $20 million, split between the General Fund {96.7 percent) and other funds (3.3
percent). The General Fund portion will be paid with a combination ofthe projected surplus for
the current fiscal year (FY 2018-19), $5.5 million from the fund balance assigned for CalPERS
stability, and fund reserves (unassigned fund balance). The remaining 3.3 percent of the costs
will be allocated to the respective funds based on their share of the pension cost. The decrease
in annual costs will be between $2 million and $2.S million per year over the next ten years as
well as $11.3 million in interest.
June 18, 2019 Item #5 Page 11 of 197
FY 2018-19 Operating Budget Adjustments
The following adjustments are requested to transfer funds or increase budgeted appropriations
based on an updated assessment of the respective funds.
The federal funding received during FY 2018-19 for administrative expenses for the federal
Section 8 Rental Assistance Program was not sufficient to cover all of the city's administrative
expenses of the program. An operating transfer of $55,000 is requested from the Affordable
Housing Special Revenue Fund to the Rental Assistance Special Revenue Fund.
A budget increase of $75,000 in the Street Tree Maintenance Special Revenue Fund is requested
for increased tree maintenance costs incurred during FY 2018-19. There is sufficient cash
available in the Street Tree Maintenance Fund to cover these increased costs.
The Encina Wastewater Authority approved a pension payoff at its April 24, 2019 meeting. A
budget increase of $3,141,012 to the Wastewater Fund and $845,288 to the Recycled Water Fund
to record Carlsbad's share of this payoff is requested.
Fiscal Analysis
The fiscal impact of the proposed budgets is detailed in the attached schedules.
Environmental Evaluation (CEQA)
Pursuant to Public Resources Code Section 21065, the action of adopting the prioritizing and fund
allocation program for FY 2019-2020 CIP, does not constitute a "project" within the meaning of
California Environmental Quality Act (CEQA) in that it has no potential to cause either a direct
physical change in the environment, or a reasonably foreseeable indirect physical change in the
environment, and therefore does not require environmental review.
No physical activity will occur until all required CEQA review is conducted at the time individual
projects listed in the CIP are undertaken. Attachment llA describes each of the CIP project
activities and indicates the anticipated environmental review requirement of the project under
CEQA based on information available at this time. Most of the projects can be found categorically
exempt from CEQA review and will not be subject to any further environmental analysis unless
the scope of any project changes or new information becomes available to indicate that
environmental review will be necessary. The sewer line capacity improvements and the Vallecitos
interceptor sewer cleaning and CCTV projects may require additional CEQA review depending on
the scope of improvements and their locations. In any case, as discretionary permits are
requested, each of these projects will be required to comply with all appropriate CEQA
requirements.
Public Notification
Information regarding public notification of this item such as mailings, public hearing notices
posted in the newspaper and on the city website are available in the Office of the City Clerk.
Public meetings have been held throughout the FY 2019-20 budget adoption process, including
a public workshop held in March 2019 and a staff presentation to City Council for the operating
budget and Capital Improvement Program held on May 21, 2019. The community was also
June 18, 2019 Item #5 Page 12 of 197
invited to participate in an online budget priority survey during March 2019. Notices on fee
changes were sent to the Building Industry Association (BIA) and San Diego Gas and Electric.
The Preliminary Operating Budget and Capital Improvement Program for FY 2019-20 and Master
Fee Schedule is on file with the City Clerk and on the city's website at: www.carlsbadca .gov. The
Capital Improvement Program Technical Appendix will be available for review in the Finance and
Public Works departments by September 2019.
Exhibits
1. FY 2019-20 Final Operating Budget Revenue and Expenditure Summaries.
2. FY 2019-20 Capital Improvement Program Summary.
3. Resolution of the City Council of the City of Carlsbad, California, adopting the final Operating
Budget and Capital Improvement Program for FY 2019-20 for the City of Carlsbad and
establishing controls on changes in appropriations for the various funds.
4. Resolution of the Board of Directors of the Carlsbad Municipal Water District, California,
adopting the water district final Operating Budget and Capital Improvement Program for FY
2019-20.
5. Resolution of the Community Development Commission of the City of Carlsbad, California,
adopting the final Operating Budget of the Housing Authority for FY 2019-20.
6. Resolution of the Board of Directors of the Carlsbad Public Financing Authority adopting the
Operating Budget of the Crossings at Carlsbad Municipal Golf Course for FY 2019-20.
7. Resolution of the City Council of the City of Carlsbad, California, acting as the Successor
Agency for the Carlsbad Redevelopment Agency, adopting the Operating Budget of the
Carlsbad Redevelopment Obligation Retirement Funds for FY 2019-20.
8. Resolution of the City Council of the City of Carlsbad, California, establishing the FY 2019-
20 appropriation limit as required by Article XIIIB of the California State Constitution and
State law.
9. Resolution of the City Council of the City of Carlsbad, California, adopting changes to the
Master Fee Schedule.
10. Resolution of the City Council of the City of Carlsbad, California, adopting the City of
Carlsbad's share of the Fiscal Year 2019-20 Capital and Operating Budget of the Encina
Wastewater Authority.
11. Resolution of the City Council of the City of Carlsbad, California, determining that the FY
2019-20 Capital Improvement Program Budget is consistent with the General Plan and
applicable Climate Action Plan measures and actions.
12. Resolution of the City Council of the City of Carlsbad, California approving adjustments to
the FY 2018-19 Operating Budget and Capital Improvement Program.
13. Council Memorandum dated June 3, 2019
14. Community Correspondence received as of June 4, 2019.
June 18, 2019 Item #5 Page 13 of 197
RESOLUTION NO. 2019-092
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2019-20 FOR THE CITY OF
CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR THE VARIOUS FUNDS.
EXHIBIT 3
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for FY 2019-20 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, "City of Carlsbad, FY 2019-20 Preliminary Operating Budget and FY 2019-20 to FY
2033-34 Capital Improvement Program -Preliminary" as amended, if necessary, in accordance with
Exhibits 3A through 3C attached hereto and incorporated by reference herein, is hereby adopted as
the Operating and Capital Improvement Budgets for the City of Carlsbad for FY 2019-20 along with
the Program Options and/or adjustments, if any, determined by the City Council as set forth in the
minutes of the Council meeting of Tuesday, June 18, 2019.
3. That the amounts reflected as estimated revenues for FY 2019-20 as shown in
Exhibits 3A and 3B are hereby adopted as the budgeted revenues for FY 2019-20.
4. That the amounts designated as the FY 2019-20 Budget request in Exhibits 3A
and 3B are hereby appropriated to the department or fund for which they are designated and such
appropriation shall not be increased except as provided herein.
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 herein.
June 18, 2019 Item #5 Page 52 of 197
6. That the following controls are hereby placed on the use and transfers of
budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between departments
within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate any of the authority given to him/her under
this resolution.
iv. The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager may authorize increases in an appropriation for a
specific purpose where the appropriation is offset by unbudgeted revenue, which is designated for
said specific purpose.
v. The City Manager may authorize the transfer of appropriations between
accounts and/or capital projects up to $1,000,000 for the costs associated with the Encina
Wastewater Facility (Encina) as authorized by the Encina Wastewater Authority's staff and/or Board.
Any increase to the total appropriations for Encina's operating budget and capital program must be
approved by the City Council.
vi. The City Manager may authorize budget adjustments to increase the
appropriations for the Workers Compensation and Risk Management Funds operating budgets in an
amount equal to the increases in costs of estimated claims expenses.
vii. The City Manager may authorize budget adjustments to increase the
appropriations for the Workers Compensation and Risk Management Funds for estimated IBNR
(incurred but not reported) losses.
viii. The City Manager may authorize budget adjustments to increase the
appropriations for Mutual Aid Overtime in an amount equal to the increases in amounts to be
reimbursed by other agencies.
June 18, 2019 Item #5 Page 53 of 197
ix. The City Council must authorize all transfers of funds from the Council's
Contingency Account.
B. The City Manager may authorize emergency out of state travel for public safety
or emergency services purposes.
C. The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit 3C.
D. 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 and grants in the
Operating Budget remaining unexpended at June 30, 2019, are hereby appropriated to FY 2019-20.
10. That all appropriations for outstanding encumbrances as of June 30, 2019, are hereby
continued into FY 2019-20 for such contracts or obligations.
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
June 18, 2019 Item #5 Page 54 of 197
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 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST:
~~iY1 ~ENGL QN,Otyk ·
(SEAL)
,1111111111,,,,,,,,,
;t'o'''~ CAFl,/~111
1/;,/,c
"' ·"•" /,c
~ •' ... ~;:::, ~~ .•· ···V' ~
{S(~-~l') ~ -~11~.-'> -:=:: ·• •• .._.,.. •' ~ ~ A 0
'•• •••• •·ti. .. S ~ "-:0. ........... ..,.".,,,-"' .,,,✓. ..,I..IFO°'~ ,~ 'I,,,,, 1" ,,,,, ....
,,,,,,,,,11111111111
June 18, 2019 Item #5 Page 55 of 197
EXH I BIT 3B
CAPITA L PROJECT FUNDS
PRO JECTED FUND BALANCES FOR FY 2018-19
July 1, 2018 Projected June 30, 2019
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 -Poinsettia Lane/Aviara Pkwy 11,614,234 1,031,716 12,645,950
BTD#3 -Cannon Road West 493,704 9,584 503,288
Community Development Block Grant
CFD #1 -Citywide 83,486,745 3,505,404 1,652,353 176,077 85,163,719
Gas Tax 12,934,295 3,104,275 2,797,901 610,000 12,630,669
Gas Tax (Road Maint. & Rehab Acct.) 415,762 1,839,992 1,881,924 373,830
General Capital Const. 44,944,114 4,824,940 40,119,174
Grants -Federal (956,847) 956,847
Infrastructure Replacement 107,920,898 12,967,492 2,620,913 118,267,477
Other 1,823,732 35,403 1,859,135
Park Fee Zones 5,13,16, 17, 18 4,263,461 235,693 4,499,154
Park-In-Lieu NE 2,445,433 2,132,648 4,578,081
Park-In-Lieu NW 441,687 761,754 1,203,441
Park-In-Lieu SE 1,518,606 313,184 441,921 1,389,869
Park-In-Lieu SW 2,863,171 59,005 2,838,493 83,683
Planned Local Drainage Area A 878,000 168,162 1,750 1,044,412
Planned Local Drainage Area B 3,525,273 295,100 1,200,918 2,619,455
Planned Local Drainage Area C 1,546,698 76,367 283 1,622,782
Planned Local Drainage Area D 672,085 33,936 377 705,644
Public Facilities Fee 28,869,182 2,557,550 6,124,900 25,301,832
Sewer Connection 9,192,982 12,052,970 3,640,251 17,605,701
Sewer Replacement 24,737,719 5,619,082 5,431,229 24,925,572
TDA
Traffic Impact Fee 20,759,345 2,009,965 939,693 21,829,617
Transnet/Local 21,835,971 4,340,687 2,819,610 23,357,048
Transnet/STP
Water -Potable 32,269,949 1,306,607 14,335 33,562,221
Water -Recycled (8,886,137) 28,548,907 9,523,737 10,139,033
Water Replacement -Potable 56,241,790 5,801,487 16,334,863 45,708,414
Water Replacement -Recycled 15,086,849 1,415,504 392,878 16,109,475
Total 480,938,701 91,179,320 63,483,269 786,077 507,848,675
June 18, 2019 Item #5 Page 67 of 197
CAPITAL PROJECT FUNDS
PROJECTED FUND BALANCES FOR FY 2019-20
July 1, 2019 June 30, 2019 July 01, 2019 2019-20
Projected Estimated Continuing New Total CIP
Fund Balance Revenues Appropriations Appropriations Appropriations
BTD#2 -Poinsettia Lane/ Aviara Pkwy 12,645,950 1,417,022 12,645,950 1,123,200 13,769,150
BTD#3 -Cannon Road West 503,288 77,088 105,021 -105,021
Community Development Block Grant -----
CFD #1 -Citywide 85,163,719 3,582,516 29,848,971 190,000 30,038,971
Gas Tax 12,630,669 3,015,224 12,699,060 1,054,000 13,753,060
Gas Tax (Road Maint. & Rehab Acct.) 373,830 1,897,182 774,365 1,400,000 2,174,365
General Capital Const. 40,119,174 5,112,000 32,438,897 8,286,500 40,725,397
Grants -Federal -1,440,000 1,440,000 -1,440,000
Infrastructure Replacement 118,267,477 5,112,000 24,724,678 7,705,250 32,429,928
Other 1,859,135 -1,294,592 -1,294,592
Park Fee Zones 5,13,16, 17, 18 4,499,154 141,020 ---
Park-In-Lieu NE 4,578,081 255,278 200,000 -200,000
Park-In-Lieu NW 1,203,441 311,901 ---
Park-In-Lieu SE 1,389,869 556,506 ---
Park-In-Lieu SW 83,683 234,856 228,077 -228,077
Planned Local Drainage Area A 1,044,412 95,786 95,688 -95,688
Planned Local Drainage Area B 2,619,455 487,488 3,437,827 -3,437,827
Planned Local Drainage Area C 1,622,782 53,582 227,734 -227,734
Planned Local Drainage Area D 705,644 125,280 128,623 -128,623
Public Facilities Fee 25,301,832 1,690,411 2,296,803 98,000 2,394,803
Sewer Connection 17,605,701 1,327,615 1,833,018 1,628,000 3,461,018
Sewer Replacement 24,925,572 6,747,000 21,465,643 9,847,211 31,312,854
TDA -----
Traffic Impact Fee 21,829,617 3,160,576 13,626,238 8,043,000 21,669,238
Transnet/Local 23,357,048 5,331,000 18,841,124 3,925,000 22,766,124
Transnet/STP -----
Water -Potable 33,562,221 1,805,640 2,477,547 1,450,000 3,927,547
Water -Recycled 10,139,033 275,615 6,886,642 -6,886,642
Water Replacement -Potable 45,708,414 6,052,997 38,731,607 8,120,000 46,851,607
Water Replacement -Recycled 16,109,475 1,140,000 3,997,950 557,800 4,555,750
June 30, 2020
Projected
Balance
293,822
475,355
-
58,707,264
1,892,833
96,647
4,505,777
-
90,949,549
564,543
4,640,174
4,633,359
1,515,342
1,946,375
90,462
1,044,510
(330,884)
1,448,630
702,301
24,597,440
15,472,298
359,718
-
3,320,955
5,921,924
-
31,440,314
3,528,006
4,909,804
12,693,725
Total 507,848,675 51,445,583 230,446,055 53,427,961 283,874,016 275,420,243
City of Carlsbad
2019-20 Operating Budget June 18, 2019 Item #5 Page 68 of 197
CAPITAL PROJECT FUNDS
REVENUE PROJECTIONS SCHEDULE
2015-16 2016-17 2017-18 2018-19
Actual Actual Actual Projected
Fund Revenue Revenue Revenue Revenue
BTD#2 -Poinsettia Lane/Aviara Pkwy 170,247 59,251 305,677 1,031,716
BTD#3 -Cannon Road West 142,735 79,875 4,293 9,584
Community Development Block Grant 16,685 308,112 16,335
CFD #1 -Citywide 3,703,742 3,157,564 2,893,157 3,505,404
Gas Tax 2,670,913 2,194,398 2,749,382 3,104,275
Gas Tax (Road Ma int. & Rehab Acct.) 661,528 1,839,992
General Capital Const. 10,521,222 423,659
Grants -Federal 586,794 19,890 40,371 956,847
Infrastructure Replacement 10,398,720 9,765,585 10,358,061 12,967,492
Other 37,172 11,763 19,704 35,403
Park Fee Zones 5,13,16, 17, 18 222,742 420,515 501,489 235,693
Park-In-Lieu NE 425,412 998,551 69,308 2,132,648
Park-In-Lieu NW 1,373,329 253,193 771,528 761,754
Park-In-Lieu SE 247,608 18,033 16,622 313,184
Park-In-Lieu SW 1,144,840 52,856 61,225 59,005
Planned Local Drainage Area A 60,052 49,255 77,773 168,162
Planned Local Drainage Area B 73,444 362,617 75,817 295,100
Planned Local Drainage Area C 23,344 4,339 5,489 76,367
Planned Local Drainage Area D 12,157 27,296 22,847 33,936
Public Facilities Fee 3,023,448 6,501,517 6,168,509 2,557,550
Sewer Connection 3,841,658 1,377,814 842,150 12,052,970
Sewer Replacement 3,634,999 4,932,632 4,872,244 5,619,082
TDA 59,887 23,682
Traffic Impact Fee 2,152,837 3,041,034 3,059,920 2,009,965
Transnet/Local 4,114,901 4,172,670 4,269,152 4,340,687
Transnet/STP 1,037 (198}
Water -Potable 1,273,422 1,932,938 1,786,623 1,306,607
Water -Recycled 82,341 3,987,107 1,231,038 28,548,907
Water Replacement -Potable 6,132,087 5,073,257 5,002,438 5,801,487
Water Replacement -Recycled 1,362,016 1,015,575 1,348,906 1,415,504
Total 46,928,682 60,398,548 47,678,927 91,179,320
Note: Revenues include loans, advances and transfers.
City of Carlsbad
2019-20 Operating Budget
2019-20
Estimated
Revenue
1,417,022
77,088
3,582,516
3,015,224
1,897,182
5,112,000
1,440,000
5,112,000
141,020
255,278
311,901
556,506
234,856
95,786
487,488
53,582
125,280
1,690,411
1,327,615
6,747,ood
3,160,576
5,331,000
1,805,640
275,615
6,052,997
1,140,000
51,445,583
June 18, 2019 Item #5 Page 69 of 197
CAPITAL PROJECT FUNDS
BUDGET EXPENDITURE SCHEDULE
2016-17 2017-18 2018-19 2019-20 2019-20 2019-20
Actual Actual Estimated Continuing New Total CIP
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2-Poinsettia Lane/Aviara Pkwy 36,395 13,995 12,645,950 1,123,200 13,769,150
BTD#3 -Cannon Road West 1,241 193,137 105,021 105,021
Community Development Block Grant 308,112 16,335
CFO #1 -Citywide 157,793 384,470 1,828,430 29,848,971 190,000 30,038,971
Gas Tax 2,992,097 2,862,646 3,407,901 12,699,060 1,054,000 13,753,060
Gas Tax (Road Ma int. & Rehab Acct.) 10,711 1,881,924 774,365 1,400,000 2,174,365
General Capital Const. 2,396,960 3,122,730 4,824,940 32,438,897 8,286,500 40,725,397
Grants -Federal 41,915 975,193 1,440,000 1,440,000
Infrastructure Replacement 2,834,779 3,346,454 2,620,913 24,724,678 7,705,250 32,429,928
Other 1,294,592 1,294,592
Park Fee Zones 5,13,16, 17, 18
Park-In-Lieu NE 200,000 200,000
Park-In-Lieu NW 1,142,850 1,792,883
Park-In-Lieu SE 3,468 887,896 441,921
Park-In-Lieu SW 54,961 9,191 2,838,493 228,077 228,077
Planned Local Drainage Area A 562 1,750 95,688 95,688
Planned Local Drainage Area B 230,860 286,812 1,200,918 3,437,827 3,437,827
Planned Local Drainage Area C 9,577 283 227,734 227,734
Planned Local Drainage Area D 377 128,623 128,623
Public Facilities Fee 766,176 8,820,647 6,124,900 2,296,803 98,000 2,394,803
Sewer Connection 24,443,894 1,001,281 3,640,251 1,833,018 1,628,000 3,461,018
Sewer Replacement 4,374,704 1,921,655 5,431,229 21,465,643 9,847,211 31,312,854
TOA 56,619 5,783
Traffic Impact Fee 3,785,577 722,126 939,693 13,626,238 8,043,000 21,669,238
Transnet/Local 3,418,316 5,254,026 2,819,610 18,841,124 3,925,000 22,766,124
Transnet/STP 51,749
Water -Potable 3,047 6,700 14,335 2,477,547 cl.,450,000 3,927,547
Water -Recycled 2,241,719 139,990 9,523,737 6,886,642 6,886,642
Water Replacement -Potable 2,718,426 2,663,820 16,334,863 38,731,607 8,120,000 46,851,607
Water Replacement -Recycled 30,136 62,970 392,878 3,997,950 557,800 4,555,750
Total 52,101,933 34,501,451 64,269,346 230,446,055 53,427,961 283,874,016
Note: Expenditures include loans, advances and transfers.
City of Carlsbad
2019-20 Operating Budget June 18, 2019 Item #5 Page 70 of 197
PROJ.
ID
40081
35721
35724
35722
35725
35723
40601
47151
47152
NA
NA
NA
40811
38661
40631
NA
NA
47331
NEW
NEW
47271
60741
47181
47251
NEW
47191
47192
47201
47401
47361
47141
47142
NEW
47081
47091
NEW
47411
47221
47231
47241
47242
PROJECT TITLE
CIVIC PROJECTS
ADMINISTRATIVE FACILITIES
City Hall Complex
Orlon Center
Orion Center-Public Art
Orion Center
Orion Center
Orion Center
POLICE & FIRE FACILITIES
Fire Station No. 2 Replacement
Safety Center Improvements
Safety Center Improvements
LIBRARY FACILITIES
Cole library Expansion
Cole Library Expansion
Cole Library Expansion (Brownley Donation)
Dove Library Lighting Improvements
OPEN SPACE AND TRAILS
Lake Calavera Trails Master Plan/Construction (Prop C)
Trail Connectivity To Tamarack State·Beach (Prop C)
Open Space And Trail Acquisition (Prop C)
MISCELLANEOUS CITYWIDE PROJECTS
CFD#l Administration
SUBTOTAL CIVIC PROJECTS
FACILITIES MAINTENANCE
Alga Norte Park Modifications
Aviara & Hidden Canyon Park Playground Safety Resurfacing
Calavera Hills Community Center Refurbishment
City Facility Accessibility Upgrades
City Facility safety And Parking Lot Lighting Assessment
City Hall Complex Refurbishment
City Hall Exterior Refurbishment
Dove Library Parking Lot Revision
Emergency Center Reconfiguration
Emergency Center Reconfiguration
Faraday Center Refurbishment
Fire Station No. 4 Expansion
Fire Station No. 5 New Roof And Storage Building
Fleet Maintenance Refurbishment
Fleet Maintenance Refurbishment
Fleet Service Center Fuel Island Evaluation
Harding Center Refurbishment
Holiday Park. Facilities Maintenance
Leo Carrillo Ranch Roof Repairs
Library Fire Alarm Panel Upgrades
Maerkle Reservoir Solar Project
Miscellaneous City Building Improvements
Monroe Street Pool Replacement
Monroe Street Pool Replacement -Public Art
FY 2019-20 Preliminary Capital Improvement Program
COUNCIL PROJECT FUNDING
DISTRICT SCORE SOURCE
ALL 100 CFD#l
2 75 CFD#l
2 75 CFD#l
2 75 WATER REPL
2 75 RECL REPL
2 75 SEWER REPL
4 85 GCC
2 80 IRF
2 80 GCC
1 CFD#l
1 PFF
1 GCC
3 45 GCC
2 85 GCC
1 52 GCC
ALL N/A GCC
N/A N/A CFD#l
3 62 GCC
1,2 82 IRF
2 so IRF
ALL 60 GCC
ALL 75 IRF
1 58 IRF
1 97 GCC
3 52 GCC
2 58 GCC
2 58 IRF
2 60 IRF
3 80 IRF
2 55 GCC
2 75 IRF
2 75 GCC
2 85 IRF
1 45 IRF
1 so IRF
2 85 IRF
1,3 42 IRF
2 35 GCC
ALL 55 IRF
1 70 IRF
·1 70 GCC
TOTAL
COST
51,028,105
33,995,266
541,000
6,650,399
2,660,000
3,995,000
13,000,000
5,953,050
2,013,500
5,988,000
11,936,000
1,000,000
225,000
1,063,250
3,276,000
4,000,000
550,000
147,874,570
314,000
600,000
685,000
500,000
410,000
1,059,000
2,250,000
50,000
1,658,000
200,000
3,154,380
810,000
225,000
1,374,000
896,100
150,000
115,000
80,000
250,000
180,000
250,000
3,665,000
6,187,000
62,000
PRIOR
EXP/ENC
278,105
5,456,866
429
197,926
142,767
170,225
822,694
442,710
224,899
-
29,731
983,902
181,721
35,000
8,966,975
30,445
8,101
89,448
873,230
305,550
-
15,756
633,448
229,861
169,249
143,013
17,683
95,032
4,500
-
830
555,738
109,965
BALANCE
FORWARD
750,000
28,538,400
540,571
6,452,473
2,517,233
3,824,775
9,727,306 I
5,510,340
1,788,601
195,269
79,348
18,279
I
59,942,595
183,555
-
491,899
320,552
120,770
1,944,450
1,642,244
200,000
2,220,932
580,139
55,751
1,121,987
807,417
19,968
75,500
180,000
249,170
144,262
5,307,035
YEAR 1
2019-20
2,450,000
3,076,000
110,000
5,636,000
100,000
600,000
45,000
65,000
50,000
300,000
109,000
71,000
150,000
250,000
865,000
770,000
62,000
YEAR 2
2020-21
3,965,000
110,000
4,075,000
640,000
150,000
YEAR 3
2021-22
110,000
110,000
150,000
YEAR4
2022-23
110,000
110,000
150,000
YEAR 5
2023-24
110,000
110,000
150,000
YEAR 6-10
2025-29
50,000,000
50,000,000
750,000
YEAR 11-15
2030-34
5,988,000
11,936,000
1,000,000
18,924,000
750,000
June 18, 2019 Item #5 Page 71 of 197
I PROJ.
ID
47391
47291
60521
60571
60572
47431
47321
47381
47421
---NA
47261
47281
46031
46032
46033
46091
---46011
46012
38011
NA
---46041
46042
46043
36491
46051
46052
46081
46082
46021
46022
46023
66181
66191
NEW
66261
NA
NA
66091
NA
NA
33381
NA
PROJECT TITLE
New Village Arts Building Roof And Exterior Refurbishment
Ocean Street Restroom Facility
Parking Lot Maintenance Program
Public Beach Access Improvements (Ocean Street)
Public Beach Access Improvements (Ocean Street)
Safety Training Center Refurbishments
Safety Training Center Water Recirculating System Study
Senior Center Refurbishment
Stagecoach Park Synthetic Turf Replacement
SUBTOTAL FACILITIES MAINTENANCE
PARK DEVELOPMENT PROJECTS
NORTHWEST QUADRANT PARKS
Business Park Recreational Facility (Partial Funding)
Cannon Park Restroom
Hosp Grove Park Improvements
Pine Avenue Park -Phase 2 (Community Center And Garden)
Pine Avenue Park -Phase 2 (Community Center And Garden)
Pine Avenue Park -Phase 2 (Community Center And Garden) -Public Art
Veteran's Memorial Park (All Quadrants)
NORTHEAST QUADRANT PARKS
Calavera Park Gateway Improvements
Calavera Park Gateway Improvements -Public Art
Robertson Ranch Park Development
Robertson Ranch Park Development
SOUTHWEST QUADRANT PARKS
Avlara Community Park -Phase 2
Aviara Community Park -Phase 2 -Public Art
Aviara Community Park -Phase 3
Aviara Reimbursement Agreement
Poinsettia Community Park -Phase 3
Poinsettia Community Park -Phase 3 -Public Art
Poinsettia Community Park -Phase 4 -Dog Park
Poinsettia Community Park -Phase 4 -Dog Park -Public Art
SOUTHEAST QUADRANT PARKS
Leo Carrillo Park -Phase 3
Leo Carrillo Park -Phase 3
Leo Carrillo Park -Phase 3 -Public Art
SUBTOTAL PARK PROJECTS
DRAINAGE PROJECTS
Agua Hedionda Creek Storm Drain Outfall (Faro! Court)
Buena Vista Creek Channel Clearing At El Camino Real
Cannon Road At Sage Creek Road Rehabilitation
Curb Inlet Filter Retrofit
DMP Facility AAA (Jefferson Street)
DMP Facility AAAA (Madison Street)
DMP Facility AC (Highland Drive)
DMP Facility AFA (Hidden Valley Drainage Restoration)
DMP Facility AFB (Calavera Hills Drainage Restoration)
DMP Facility B & BN (Agua Hedionda And Calavera Creek Plda "B")
DMP Facility BB 1 And 2 (Washington Street)
COUNCIL PROJECT
DISTRICT SCORE
1 63
1 70
ALL 80
1 88
1 88
2 N/A
2 35
1 69
4 89
2 N/A
1 68
1 66
2 73
2 73
2 73
ALL 94
2 66
2 66
2 45
2 45
2 83
2 83
2 83
2 N/A
2 83
2 83
2 62
2 62
2 66
2 66
2 66
2 60
1,2 87
2 77
All 60
1
1
2 50
FY 2019-20 Preliminary Capital Improvement Program
FUNDING TOTAL PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11-15
SOURCE COST EXP/ENC FORWARD 2019-20 2020-21 2021-22 2022-23 2023-24 2025-29 2030-34
IRF 253,626 2,386 221,240 30,000
GCC 775,000 35,485 739,515
IRF 1,530,001 227,920 1,302,081
GCC 3,610,336 3,580,273 30,063
IRF 726,683 550,000 176,683
GCC 895,574 895,574
GCC 50,000 50,000
IRF 1,248,000 327,015 20,985 900,000
IRF 2,200,000 35,000 1,765,000 400,000
36,413,700 8,039,928 20,866,772 4,767,000 790,000 150,000 150,000 150,000 750,000 750,000
ZONES 4,760,000 4,760,000
GCC 690,000 56,101 633,899
IRF 1,682,000 7,101 915,899 759,000
PIL-NW 2,197,001 2,197,001
PFF 10,016,040 9,358,365 657,675
PFF 123,300 123,300
CFO#l 23,898,200 378,200 20,000 80,000 23,420,000
GCC 1,046,850 62,427 809,423 175,000
GCC 10,500 10,500
Pll-NE 2,650,000 -200,000 2,450,000
PFF -12,592,000 12,592,000
PIL-SW 3,120,500 3,119,755 745
Pll-SW 38,200 29,968 8,232
PFF 700,000 426,856 273,144
PIL-SW 238,000 18,900 219,100
PFF 5,231,475 5,092,168 139,307
PFF 43,22S 38,631 4,594
PFF 1,080,500 . 40,663 943,337 96,500
PFF 11,340 9,840 1,500
PFF 1,631,500 1,605,680 25,820
PIL-SE 1,334,100 1,334,100
PFF 29,655 288 29,367
73,124,386 23,889~,890,382 1 1,122,500 ~042,00_0 23,420,000 4,760,000
IRF 696,700 581,021 115,679
GCC 675,000 28,884 371,116 275,000
GAS TAX 675,000 155,000 520,000
IRF 230,000 230,000
PLOA 289,534 289,534
PLOA 416,SOO -416,500
PLOA 921,408 921,408
PLDA 91,608 91,608
PLDA 163,164 163,164
PLOB 4,598,069 3,512,142 1,085,927
PLOB 1,086,065 1,086,065
June 18, 2019 Item #5 Page 72 of 197
I PROJ.
ID PROJECT TITLE
NA DMP Facility BCB (Magnolia Avenue)
66271 DMP Facility BFA (Country Store)
NA DMP Facility BFB-L & BFB-1 (Tamarack And El Camino Real Plda "B")
66221 DMP Facility BFB-U (El Camino Real)
36363 DMP Facility BJ B, BNB And BJ-1 (College Boulevard/Cannon Road)
NA DMP Facility BL-L (College Blvd. Bridge Reimb. Plda "B'.')
NA DMP Facility BL'U (College Boulevard)
NA DMP Facility BM (Cantarini/College Boulevard Box Culvert)
NA DMP Facility BQ (sunny Creek)
NA DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)
39192 DMP Facility Cl -Carlsbad Boulevard Encinas Creek Bridge Plda "C")
NA DMP Facility C2 (Paseo Del Norte)
NA DMP Facility CA (Avenida Encinas)
NA DMP Facility DBA (Poinsettia Village)
NA DMP Facility DBB (Avenida Encinas)
NA DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)
NA DMP Facility DH (Altive Place Canyon Restoration)
NA · DMP Facility DQB (La Costa Town Center)
NA DMP Facility DZ (Poinsettia Lane)
66211 DMP Wetland Creation
66231 Drainage Master Plan Update
66232 Drainage Master Plan Update
66233 Drainage Master Plan Update
66234 Drainage Master Plan Update
66161 Fire Station No, 1-5 Drainage Improvements
66241 Headwall Replacement Program
66061 Kelly Drive Channel Repair
66021 La Costa Avenue Drainage Improvements
66281 Laguna Drive Storm Drain
50492 Lake Calavera Reservoir Mitigation
66251 Lake Calavera Storm Drain Improvements
66141 Marca Place Drainage Improvements
66083 Nw Quadrant Storm Drain Improvement Program
66082 Nw Quadrant Storm Dratn Improvement Program
66111 Park Drive Drainage And Street Improvements
66112 Park Drive Drainage And Street Improvements
66042 Romeria Drainage Improvements
66041 Romeria Drainage Improvements
66201 Storm Drain Condition Assessment
66071 Storm Drain System Rehab And Repair Program
SUBTOTAL DRAINAGE PROJECTS
SEWER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
58011 Encina Capital e~ojects
55451
55371
55011
55012
55441
55381
55391
55261
55401
SEWER COLLECTION SYSTEM
Agua Hedionda Lift Station Blological Monitoring And Maintenance
Buena Interceptor Sewer Access Road Improvements
Buena Interceptor Sewer Improvements
Buena Interceptor Sewer Improvements
Buena Interceptor Sewer Realignment - East Segment
Chinquapin lift Station Force Main Outfall Realignment
Faraday & El Camino Real Sewer Replacement -Orion To PAR
Foxes Landing lift Station Wetwell And Pump Replacement
Las Palmas Trunk Sewer
COUNCIL PROJECT
DISTRICT SCORE
2
2
2 77
2 74
2
2 64
ALL 70
ALL 70
ALL 70
ALL 70
ALL 60
ALL 55
2 75
4 76
1 65
2 70
2 64
4
1,2 70
1,2 70
1 80
1 80
4 80
4 80
ALL 84
ALL 79
ALL N/A
2 63
3 87
2,3 93
2,3 93
2 81
1 62
2 71
1 90
2 90
FY 2019-20 Preliminary Capital Improvement Program
FUNDING TOTAL PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 YEAR 11-15
SOURCE COST EXP/ENC FORWARD 2019-20 2020-21 2021-22 2022-23 2023-24 2025-29 2030-34
PLDB 468,096 -468,096
PLDB 963,673 963,673
PLDB 904,329 904,329
PLDB 138,220 110,223 27,997
PLDB 2,761,644 2,249,448 512,196
PLDB 1,816,101 1,816,101
PLDB 384,509 384,509
PLDB 204,077 204,077
PLDB 131,355 131,355
PLDB 180,773 180,773
PLDC 2,539,565 2,376,548 163,017
PLDC 727,730 727,730
PLDC 529,402 529,402
PLOD 167,215 167,215
PLOD 429,108 429,108
PLOD 256,423 256,423
PLOD 232,812 232,812
PLOD 745,842 745,842
PLOD 642,063 642,063
PLDB 955,000 52,393 902,607
PLDA 98,000 2,312 95,688
PLOB 458,000 377 457,623
PLDC 65,000 283 64,717
PLOD 129,000 377 128,623
GCC 480,000 225,000 125,000 130,000
IRF 510,000 34,768 475,232
IRF 1,666,000 411,277 749,723 180,000 325,000
IRF 1,244,150 944,809 184,341 115,000
GAS TAX 370,000 370,000
GCC 901,501 347,956 258,545 114,500 72,000 50,000 58,500
GCC 609,000 5,569 230,931 215,000 157,500
GAS TAX 65,000 1,071 63,929
IRF 1,634,000 318,729 1,285,271 30,000
GAS TAX 6,090,594 6,084,110 6,484
GCC 717,439 692,148 25,291
GAS TAX 1,865,000 98,347 1,766,653
GAS TAX 348,000 346,979 1,021
GCC 410,000 342,047 37,953 30,000
IRF 1,400,000 210,656 189,344 200,000 200,000 200,000 200,000 200,000
IRF 5,391,360 2,993,391 505,969 1,092,000 200,000 200,000 200,000 200,000
49,473,029 21,745,865 10,982,354 2,531,500 1,604,500 450,000 458,500 400,000 1,816,101 9,484,209
SEWER REPL 128,754,044 21,607,523 8,345,493] 5,290,711 6,234,341 5,127,072 5,924,570 6,563,932 34,272,281 35,388,121 I
SEWER REPL 225,000 125,000 25,000 25,000 2S,OOO 25,000
SEWER REPL 1,150,000 359 1,149,641
SEWER REPL 3,758,499 431,011 930,988 226,500 2,170,000
SEWER CONN 550,000 500,000 50,000
SEWER REPL 1,987,000 507,000 1,480,000
SEWER REPL 320,000 61,775 258,225
SEWER CONN 186,000 140,000 46,000
SEWER REPL 5,492,000 4,972,879 519,121
SEWER CONN 3,186,000 556,000 2,630,000
June 18, 2019 Item #5 Page 73 of 197
I PROJ.
ID
NEW
55361
55201
55291
NA
55421
38401
NEW
55131
55031
NEW
55041
55331
55341
NEW
NA
NEW
34921
55351
38861
39491
39501
55431
NA
50481
50071
50131
50121
50331
50381
50341
50431
NEW
50541
50351
50091
50361
50011
39041
50501
50551
S0451
50201
NA
NA
50241
50561
50441
50442
SOS71
50461
55422
PROJECT TITLE
North Batiquitos Interceptor Sewer Access Road Improvements
North Batiquitos Lift Station Forcemain Rehabilitation
Odor And Corrosion Prevention Assessment
Poinsettia Lane Lift Station Overflow
Quarry Creek Sewer Extension (SBA 11A11 -Reimb. Agreement)
SCADA Improvements
Sewer Lift Station Repairs And Upgrades
Sewer Line Capacity Improvements
Sewer Line Condition Assessment
Sewer Line Refurbishments And Replacement
Sewer Modeling
Sewer Monitoring Program (Capacity)
Simsbury Sewer Extension
Terra mar Sewer Rep lacement -El Arbo[ And Los Robles
Vallecitos Interceptor Sewer Cleaning And CCTV
Villas Sewer lift Station Replacement
Vista Carlsbad lntercepter-Rehabilitation (VCl & VC2)
Vista Carlsbad Interceptor-Agua Hedionda Ls & Force main (VC12-VC13)
Vista Carlsbad Interceptor-Buena Vista Lift Station Improvements
Vista Carlsbad Interceptor-Lagoon Bridge Replacement (VCllB)
Vista Carlsbad Interceptor-Reach VC14 To VC15
Vista Carlsbad Interceptor-Reach VC3
Water, Recycled, And Sewer Master Plan
SUBTOTAL SEWER PROJECTS
WATER DISTRIBUTION SYSTEM
Aviara Parkway And Plum Tree Waterline
Carlsbad Boulevard Waterline Replacement At Terra mar
Cathodic Protection Program
College Boulevard -Cannon Road To Badger Lane (37S Zone)
College Boulevard -Cannon Road To Badger Lane (490 Zone)
Crestview Drive Transmission Main
Desalinated Water Flow Control Facility No, 5
El Fuerte And Corintia Street Pressure Reducing Station
Fire Flow System Improvements
Hydroelectric Generator At Desa! Flow Control Facility No. 5
Lake Calavera Outlet Improvements
Limited Access Pipeline Relocation Progr:am
Maerkle Facility Improvements
Maerkle Reservoir Floating Cover Replacement
Maerkle Reservoir Transmission Main
Miscellaneous Pipeline Replacements
Normally Closed Valve (Install Motorized Valve)
Palomar Airport Waterline Realignment
Poinsettia Lane -Cassia Road To Skimmer Court (Reimb. Agreement)
Pressure Reducing Station Program
Rancho Carlsbad Groundwater Supply
Rancho Carlsbad Groundwater Supply
Reservoir Repair And Maintenance Program
San Dieguito Water !ntertie And Pipeline Extension
San Luis Rey Mission Basin Groundwater Supply
San Luis Rey Mission Basin Groundwater Supply
Santa Fe II Inlet Pipeline
Santa Fe II Reservoir Site Electrical Improvements
SCADA Improvements
COUN_clL PROJECT
DISTRICT SCORE
4 80
4 60
ALL 52
3 80
2 45
ALL 100
ALL 95
ALL 70
ALL 100
ALL 73
ALL 40
ALL 98
2 65
2 70
2,3 89
2 90
1,2 90
2 90
1 95
1,2 90
2,3 80
1 90
ALL 90
2,3 25
2 95
ALL 97
2 60
2 60
2 30
2 70
3 25
2 75
2 so
2 8S
ALL 98
2 98
2 90
2 90
ALL 73
2,3 72
2 85
3 55
ALL 98
2
2
ALL 98
4 40
N/A 35
N/A 35
N/A 81
N/A so
ALL 100
FY 2019-20 Preliminary Capital Improvement Program
FUNDING TOTAL PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 YEAR 11-15
SOURCE COST EXP/ENC FORWARD 2019-20 2020-21 2021-22 2022-23 2023-24 202S-29 2030-34
SEWER REPL 250,000 250,000
SEWER REPL 550,000 966 549,034
SEWER REPL 320,000 51,572 268,428
SEWER REPL 1,299,249 1,006,242 193,007 100,000
OTHER 567,000 567,000
SEWER REPL 1,207,500 121,726 85,774 1,000,000
SEWER REPL 5,035,380 2,364,418 45,962 525,000 150,000 150,000 150,000 150,000 750,000 750,000
SEWER REPL 970,000 100,000 870,000
SEWER REPL 4,968,000 462,488 770,512 225,000 225,000 225,000 225,000 225,000 1,240,000 1,370,000
SEWER REPL 41,856,475 3,726,955 2,119,520 1,530,000 1,530,000 1,850,000 1,850,000 1,850,000 13,350,000 14,050,000
SEWER CONN 2,400,000 300,000 300,000 300,000 600,000 900,000
SEWER CONN 928,000 340,127 51,873 125,000 125,000 22,000 22,000 22,000 110,000 110,000
SEWER REPL 671,000 666,999 4,001
SEWER REPL 1,250,000 -1,250,000
SEWER REPL 250,000 250,000 .
SEWER REPL 850,000 130,000 720,000
SEWER REPL 141,000 20,000 121,000
SEWER CONN 30,367,000 30,352,881 14,119
SEWER CONN 1,125,000 141,735 983,265
SEWER CONN 9,518,000 9,411,903 106,097
SEWER CONN 20,745,000 20,707,336 37,664
SEWER CONN 2,689,000 597,000 2,092,000
SEWER REPL 447,680 388,518 9,162 25,000 25,000
274,013,827 96,817,413 18,963,886 11,325,211 16,918,341 7,699,072 10,288,570 9,110,932 50,322,281 52,568,121
WATER REPL 1,100,500 100,000 1,000,500
WATER REPL 5,080,000 133 1,929,867 500,000 2,500,000 150,000
WATER REPL 2,716,700 169,686 1,077,014 180,000 180,000 190,000 190,000 190,000 260,000 280,000
WATER CONN 1,095,000 183 1,059,817 35,000
WATER CONN 1,460,000 1,090,000 370,000
WATER REPL 240,000 240,000
WATER CONN 7,904,300 1,104,070 230 800,000 6,000,000
WATER REPL 800,000 800,000
WATER REPL 6,045,000 1,620,000 90;000 390,000 390,000 390,000 390,000 1,450,000 1,325,000
WATER REPL 2,275,000 200,000 2,075,000
GCC 1,260,000 780,000 440,000 40,000
WATER REPL 4,940,000 760,854 1,179,146 2,000,000 1,000,000
WATER REPL 2,235,200 1,242,330 892,870 100,000
WATER REPL 13,055,000 9,003,973 4,051,027
WATER REPL 15,631,000 172,652 6,157,348 1,000,000 8,301,000
WATER REPL 56,973,000 3,144,311 788,689 3,320,000 1,530,000 1,730,000 2,690,000 2,800,000 19,890,000 21,080,000
WATER REPL 485,000 260,000 225,000
WATER REPL 525,000 525,000
WATER CONN 2,032,000 300,000 300,000 1,432,000
WATER REPL 11,862,000 894,249 1,967,751 600,000 600,000 600,000 600,000 600,000 3,000,000 3,000,000
WATER CONN 1,750,000 325,000 1,425,000
WATER REPL 1,750,000 325,000 1,425,000
WATER REPL 15,490,000 3,923,921 1,726,079 200,000 1,000,000 1,960,000 3,070,000 3,610,000
WATER REPL 280,000 280,000
WATER CONN 8,577,500 27,500 50,000 6,000,000 2,500,000
WATER REPL 8,577,500 27,500 50,000 6,000,000 2,500,000
WATER REPL 2,865,000 470,000 25,000 2,370,000
WATER REPL 150,000 8,580 141,420
WATER REPL 1,305,000 480,187 474,813 350,000
June 18, 2019 Item #5 Page 74 of 197
I PROJ.
ID
50081
50511
50521
NEW
50191
55432
---52051
52031
52032
NEW
52131
NA
52111
50271
50272
52091
52092
52081
52082
52102
52101
52121
55423
55433
---63261
63264
NEW
63292
63302
NA
NA
NA
63251
NA
63281
63311
63141
39381
63322
NA
NA
NA
63331
63271
PROJECT TITLE
Tri-Agency Water Transmission Pipeline Replacement
Water Condition Assessment Program
Water Loss Monitoring
Water Modeling
Water Valve Repair/Replacement Program
Water, Recycled, And Sewer Master Plan
SUBTOTAL WATER DISTRIBUTION SYSTEM
RECYCLED WATER SYSTEM
Abandon Potable Services (New Recycled Services)
Carlsbad Water Recycling Facility (Encina Capital Projects)
Carlsbad Water Recycling Facility (Encina Capital Projects)
Cathodic Protection Program
Cwrf Irrigation And Landscape
Miscellaneous Pipeline Replacements
Recycled Water Condition Assessment Program
Recycled Water line -CWRF To Agua Hedionda Lagoon
Recycled Water line -CWRF To ·Agua Hedionda lagoon
Recycled Water Phase 3 -CWRF Expansion
Recycled Water Phase 3 -CWRF Expansion
Recycled Water Phase 3 -Pipelines
Recycled Water Phase 3 -Pipelines
Recycled Water Phase 3 -Reservoir
Recycled Water Phase 3 -Reservoir
Recycled Water Valve & Appurtenance Replacement Program
SCADA Improvements
Water, Recycled, And Sewer Master Plan
SUBTOTAL RECYCLED WATER PROJECTS
CIRCULATION SYSTEM
TRAFFIC SIGNALS
Adaptive Traffic Signal Program
Adaptive Traffic Signal Program (Non-Jurisdictional Fees)
Intelligent Traffic Control Devices
Traffic Control Improvements -Poinsettia lane & Cassia Road
Traffic Control Improvements -Poinsettia lane & Oriole Court
Traffic Signal -Alga Road And Cazadero Drive
Traffic Signal -Armada Drive And Fleet Street South
Traffic Signal -Armada Drive And Grand Pacific Resorts
Traffic Signal -camino De Los Caches And La Costa Avenue
Traffic Signal -Camino Vida Roble And Yarrow Drive
Traffic Signal - El Fuerte Street And Rancho Pancho
Traffic Signal -Faraday Avenue And Camino Hills Drive
Traffic Signal -Faraday Avenue And Palmer Way
Traffic Signal -La Costa Avenue And Levante Street
Traffic Signal -Maverick Way & Camino De Los Caches
Traffic Signal -Monroe Street And Hosp Way
Traffic Signal -Poinsettia Lane And Brigantine Road
Traffic Signal -Tamarack Avenue And Valley Street
Traffic Signal Master Plan
Traffic Signal Operations Modifications
SUBTOTAL TRAFFIC SIGNAL PROJECTS
STREET PROJECTS
COUNCIL PROJECT
DISTRICT SCORE
2 87
ALL 98
ALL 80
ALL 40
ALL 98
ALL 100
2,3 80
3 97
3 97
ALL 92
3 25
ALL 92
ALL 100
2,3 90
2,3 90
3 70
3' 70
ALL 90
ALL 90
3 87
3 87
ALL 98
ALL 100
ALL 100
ALL 80
ALL 80
ALL 29
3 80
3 80
3 45
2 40
2 40
4 95
2 40
2 35
2 so
2 so
4 45
4 90
1 45
3 45
2 65
ALL 72
1,2,3 75
FY 2019-20 Preliminary Capital Improvement Program
FUNDING TOTAL PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11-15
SOURCE COST EXP/ENC FORWARD 2019-20 2020-21 2021-22 2022-23 2023-24 2025-29 2030-34
WATER REPL 6,455,000 2,182,093 4,272,907
WATER REPL 7,360,000 600,000 390,000 400,000 410,000 410,000 420,000 2,250,000 2,480,000
WATER REPL 1,700,000 49,173 150,827 100,000 100,000 100,000 100,000 100,000 500,000 500,000
WATER CONN 2,400,000 300,000 300,000 300,000 600,000 900,000
WATER REPL 20,490,000 3,644,325 1,455,675 890,000 910,000 930,000 940,000 960,000 5,110,000 5,650,000
WATER REPL 568,560 490,310 3,250 50,000 25,000
217,433,260 27,271,030 33,548,730 9,160,000 6,175,000 15,250,000 14,552,500 16,021,000 48,780,000 46,675,000
WATER REPL 1,742,000 779,920 112,080 850,000
WATER REPL 709,390 405,329 304,061
RECL REPL 3,929,658 428,910 202,800 207,000 211,000 215,000 219,000 1,162,478 1,283,470
RECL REPL 160,000 20,000 20,000 20,000 20,000 20,000 30,000 30,000
RECL REPL 175,000 175,000
RECL REPL 5,660,000 250,000 350,000 2,150,000 2,910,000
RECL REPL 1,440,000 600,000 50,000 50,000 50,000 50,000 50,000 280,000 310,000
WATER REPL 1,632,594 1,328,831 303,763 ·
RECL WATER 3,417,406 3,417,406
WATER REPL 3,517,276 3,479,960 37,316
RECL WATER 6,844,124 6,806,524 37,600
WATER REPL 2,497,529 2,022,404 475,125
RECL WATER 18,700,000 13,788,968 4,911,032
RECL WATER 2,250,000 311,990 1,938,010
WATER REPL 690,000 5,190 684,810
RECL REPL 2,050,000 150,000 110,000 110,000 110,000 120,000 120,000 630,000 700,000
RECL REPL 357,500 98,359 109,141 150,000
RECL REPL 436,760 369,094 17,666 25,000 25,000
S6,209,237 32,813,975 10,284,514 1,407,800 412,000 391,000 655,000 759,000 4,252,478 5,233,470
TRANSNET-LOC 2,641,938 2,329,746 312,192
TRANS NET-LDC 1,000,000 1,000,000
GAS TAX 200,000 200,000
GAS TAX 250,000 511 249,489
GAS TAX 250,000 14,928 235,072
GAS TAX 210,000 210,000
GAS TAX 210,000 210,000
GAS TAX 210,000 210,000
GAS TAX 250,000 250,000
GAS TAX 210,000 210,000
GAS TAX 210,000 210,000
GAS TAX 210,000 -210,000
GAS TAX 210,000 210,000
GAS TAX 250,000 250,000
GAS TAX 140,000 4,000 116,000 20,000
GAS TAX 210,000 210,000
GAS TAX 210,000 210,000
GAS TAX 210,000 210,000
GCC 150,000 150,000
GAS TAX 180,000 32,995 117,005 30,000
7,411,938 2,382,180 2,849,758 500,000 210,000 1,260,000 210,000
June 18, 2019 Item #5 Page 75 of 197
FY 2019-20 Preliminary Capital Improvement Program
I PROJ. COUNCIL PROJECT FUNDING TOTAL PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 YEAR 6-10 YEAR 11-15
ID PROJECT TITLE DISTRICT SCORE SOURCE COST EXP/ENC FORWARD 2019-20 2020-21 2021-22 2022-23 2023-24 202S-29 2030-34
606Sl ADA Beach Access-Pine To Tamarack 1 64 GCC 2,875,000 72,331 2,669 300,000 2,500,000
60491 ADA Improvement Program ALL 95 TRANSNET-LOC 1,670,000 9S4,472 71S,528
60861 Advance Street Name Signs ALL 70 GAS TAX 40,000 40,000
60841 Assessment District 97-1 Concrete Improvements 3 70 GCC 420,000 204,026 21S,974
NEW Avenida Encinas Pedestrian Access Improvements 2 95 GAS TAX 7S,OOO 7S,OOO
60041 Avenida Encinas Widening -sOuth of Palomar Airport Road 3 80 TIF S,346,7SO 169,7SO S,177,000
40131 Barrio Street Lighting 1 73 GCC 760,000 3,14S 756,855
38961 Beach Access Repair/Upgrades -Pine Avenue To Tamarack 1 95 IRF 1,612,750 590,240 177,260 845,2SO
38962 Beach Access Repair/Upgrades -Pine Avenue To Tamarack 1 95 GCC 4,199,000 583,138 3,615,862
60661 Bridge Preventitive Maintenance Program ALL 90 IRF 1,190,000 791,514 398,486
60671 Btd#3 Reconciliation And Closeout 2 N/A BTD#3 12S,OOO 19,979 105,021
60301 Camino Hills And Jackspar Drive Slope Stabilization 2 90 GCC 8S9,400 64,842 794,558
60581 Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,2 90 GAS TAX 1,576,000 587,783 988,217
60583 Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,2 90 TRANSNET-LOC 1,054,000 71,630 982,370
60631 Carlsbad Blvd Emergency Repair 3 91 GAS TAX 841,000 420,455 420,545
NA Carlsbad Blvd Median-Tamarack Avenue To Pine A\!'enue 1 GAST AX 2,763,000 2,763,000
60681 Carlsbad Blvd Pedestrian lighting -Tamarack To State Street 1 75 TRANSNET-LOC 1,325,000 21,925 1,303,075
60311 Carlsbad Blvd Realignment 2,3,4 80 TRANSNET-LOC 3,250,000 1,528,891 1,721,109
NA Carlsbad 8lvd Realignment/ Palomar Airport Road (Segment 2) 2 TIF 9_32,000 932,000
NA Carlsbad Blvd Realignment/ Palomar Airport Road (Segment 2) (RTCIP) 2 TIF 3,681,000 3,681,000
NA Carlsbad Blvd Widening Mountain View To Northerly City Limits 1 TIF 984,000 984,000
NA Carlsbad Blvd Widening Mountain View To Northerly City Limits (RTCIP) 1 TIF 1,274,000 1,274,000
NA Carlsbad Village Dr. & Grand Ave. Pedestrian And Crossing Imp. 1 85 TRANS NET-LDC 1,320,000 1,320,000
NA Carlsbad Village Drive Widening -Pontiac Drive To Victoria Avenue 1,2 TIF 3,102,000 3,102,000
NA Chestnut Avenue Complete Street Improvements-Valley To Pio Pico 1 62 TRANSNET-LOC 1,080,000 1,080,000
60691 Chestnut Complete Street 1-5 To Railroad Project Study 1 62 TRANSNET-LOC 85,000 85,000
NA Christiansen Avenue Improvements 1 63 TRANSNET-LOC 310,000 -310,000
NEW Citywide Street lighting Program ALL 65 GAS TAX 150,000 150,000
NEW Citywide Thermoplastic Pavement Markings ALL 95 GAS TAX 100,000 -50,000 50,000
36362 College Blvd Reach A And Cannon Road Reach 4A 2 74 OTHER 1,713,000 418,40B 1,294,592
60132 Concrete Repair/Replacement Program ALL 80 GAS TAX 6,433,000 2,358,165 324,835 250,000 250,000 250,000 250,000 250,000 1,250,000 1,250,000
60133 Concrete Repair/Replacement Program ALL 80 SAS TAX (RMRA 107,000 107,000
60561 El Camino Real And Agua Hedionda Creek Bridge Railing & Sidewalk 2 96 IRF 210,000 210,000
60421 El Camino Real And Cannon Road Intersection Improvements 2 97 TIF 2,615,000 1,295,598 989,402 330,000
NA El Camino Real And Carlsbad Village Drive Dual Left Turns 2 TIF 1,132,000 1,132,000
60711 El Camino Real And College Blvd Intersection Improvements 2 100 GAS TAX 895,000 200,570 694,430
60712 El Camino Real And College Blvd Intersection Improvements 2 100 GCC 131,000 131,000
60501 El Camino Real Left Turn Lane To Westbound Tamarack Avenue 2 30 TIF 286,000 286,000
36432 El Camino Real Medians ALL 72 GAS TAX 1,984,530 552,530 1,432,000
36431 El Camino Real Medians ALL 72 PFF 909,500 695,781 213,719
NA El Camino Real Right Turn Lane To East Bound Alga Road 3 TIF 438,000 438,000
60722 El Camino Real Widening -Cassia Rd To Camino Vida Roble 3 93 FED GRNT 1,440,000 1,440,000
60721 El Camino Real Widening -Cassia Rd To Camino Vida Roble 3 93 TRANSNET-LOC 1,380,000 329 1,379,671
60511 El Camino Real Widening -Arena I Road To la Costa Avenue 4 88 TIF 3,762,500 1,925,000 487,500 1,350,000
60511 El Camino Real Widening -Arena I Road To La Costa Avenue (RTCIP) 4 88 TIF 1,237,500 625,000 162,500 450,000
60851 El Camino Real Widening -Lisa Street To Crestview Drive GCC 108,953 108,953
NA E! Camino Real Widening -Sunny Creek To Jacks par 2 59 TRANSNET-LOC 3,335,000 3,335,000
60871 Guardrail Replacement And Improvement Program ALL 91 GAS TAX 250,000 2so,ooo
60753 Kelly Drive And Park Drive Road Diet And Multi use Trail 2 96 GAS TAX 130,000 130,000
60751 Kelly Drive And Park Drive Road Diet And Multi use Trail 2 96 TRANSNET-LOC 4,175,000 680,508 3,494,492
NA Kelly Drive Channel Replacement 2 IRF 2,114,000 2,114,000
60761 La Costa Avenue -Traffic Calming 4 GAS TAX 863,000 21,300 841,700
60771 Left Turn Lane Extensions 2,3,4 75 GAS TAX 200,000 200,000
NA Melrose Drive And Alga Road Dual Left Turn Lanes (RTCIP) 2 TIF 1,237,000 1,237,000
60341 Melrose Drive Right Turn Lane To West Bound Palomar Airport Road 2 71 TIF 561,000 95,632 465,368
60781 Ocean Street Reconfiguration Concepts Study 1 63 GCC 200,000 95,000 105,000
June 18, 2019 Item #5 Page 76 of 197
FY 2019-20 Preliminary Capital Improvement Program
I PROJ. COUNCIL PROJECT FUNDING TOTAL PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 YEAR 11-15
ID PROJECT TITLE DISTRICT SCORE SOURCE COST EXP/ENC FORWARD 2019-20 2020-21 2021-22 2022-23 2023-24 2025-29 2030-34
60281 Palomar Airport Road And College Blvd Improvements 2 TIF 495,500 345,5S6 149,944
NA Palomar Airport Road/El Fuerte Street Right Turn Lane 2 TIF 1,198,000 1,198,000
60432 Palomar Airport Road/Paseo Del Norte Left Turn Lane 3 55 TRANSNET-LOC 250,277 82,093 168,184
60442 Palomar Airport Road/Paseo De! Norte Right Turn Lane 3 60 TRANSNET-LOC 925,639 92,145 833,494
60011 Pavement Management Program ALL 85 TRANSNET-LOC 41,946,375 17,990,483 1,455,892 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 7,500,000
60012 Pavement Management Program ALL 85 GAS TAX 8,138,130 7,326,599 811,531
60016 Pavement Management Program ALL 85 SAS TAX (RMRA 30,560,000 1,892,635 667,365 1,400,000 1,900,000 1,900,000 1,900,000 1,900,000 9,500,000 9,500,000
60013 Pavement Management Program (Non-Juris Fees) ALL 85 TRANSNET-LOC 24,622,476 6,379,403 1,243,073 1,600,000 1,100,000 1,100,000 1,100,000 1,100,000 5,500,000 5,500,000
39221 Poinsettia Lane -Reach E Cassia Road To Skimmer Court 3 88 BTD#2 14,081,200 312,050 12,645,950 1,123,200
NA Poinsettia Lane -Reaches A,B,C,F,G & Aviara Pkwy Reimb 3 BTD#2 1,168,833 1,168,833
NA Poinsettia Lane Widening -Paseo Del Norte To Batiquitos Drive (RTCIP) 3 TIF 1,039,000 1,039,000
60591 Railroad Doub!e Tracking 1 94· GCC 2,250,000 173,173 2,076,827
60881 Rancho Santa Fe Trail Slope Improvements 4 80 GCC '350,000 64,256 285,744
60701 Residential Traffic Improvement Program ALL 95 GAS TAX 2,100,000 544.,518 355,482 300,000 300,000 300,000 300,000
60371 Retroreflectivity Sign Replacement Program ALL 60 GAS TAX 2,320,000 21,317 2,298,683 (1,320,000) 660,000 660,000
60791 Roadway Improvements -Coastal Area Analysis & Implementation 1 60 GCC 200,000 47,617 152,383
60811 Roadway Slope Stabilization ALL 65 GAS TAX 614,000 118,069 331,931 164,000
60191 Sidewalk/Street Construction -Valley Street Magnolia Avenue 1 85 TIF 2,140,000 491,017 1,648,983
60192 Sidewalk/Street Construction -Valley Street Magnolia Avenue 1 85 WATER REPL 71,000 204 70,796
60191 Sidewalk/Street Construction -Valley Street Magnolia Avenue (5DG&E Funds) 1 85 TIF 1,060,000 1,060,000
60021 Sidewalk/Street Construction Program ALL 75 TIF 4,486,206 385,889 2,900,317 300,000 300,000 300,000 300,000
60821 State Street Improvements At NW Corner Of Grand 1 65 TRANSNET-LOC 325,000 325,000
60622 Street lighting Replacement Program ALL 70 TRANSNET-LOC 3,325,000 292,956 2,207,044 825,000
60621 Street Lighting Replacement Program ALL 70 GCC 319,270 319,270
60543 Terra mar Area Coastal Improvements 2 80 TRANSNET-LOC 1,000,000 1,000,000
60541 Terra mar Area Coastal Improvements 2 80 TIF 6,000,001 1,243,148 3,056,853 1,700,000
60544 Terra mar Area Coastal Improvements 2 80 SEWER REPL 500,000 350,000 150,000
60542 Terra mar Area Coastal Improvements (Park) 2 80 GCC 999,999 73 999,926
60401 Traffic Impact Fee Update ALL 72 TIF 200,000 24,400 175,600
60031 Traffic Monitoring Program ALL 68 TIF 2,102,900 991,129 343,771 96,000 96,000 96,000 96,000 96,000 288,000
60831 Utility Undergrounding Program Study ALL 70 GCC 100,000 100,000
NA Valley Street Road Diet And Traffic Calming 1 57 TRANSNET-LOC 1,645,000 1,645,000
40151 Village And Barrio Traffic Circles 1 80 GCC 315,000 37,453 277,547
40152 Village And Barrio Traffic Circles 1 80 TRANSNET-LOC 1,025,000 1,025,000
40153 Village And Barrio Traffic Circles 1 80 SEWER REPL 160,000 160,000
40161 Village Decorative lighting 1 69 GCC 1,503,853 151,353 -552,500 400,000 400,000
60891 Village Intelligent Parking Implementation 1 29 GCC 300,000 60,000 240,000
40611 Village Public Gathering Spaces Study 1 68 GCC 345,000 345,000
60611 Wayfinding Sign Replacement Program ALL 60 GAS TAX 150,000 35,947 114,053
SUBTOTAL STREETS PROJECTS 241,180,542 51,765,695 68,117,064 16,287,950 15,726,000 6,506,000 5,446,000 5,146,000 32,255,000 39,930,833
LOANS TO OTHER FUNDS ---
NA loan -CFO #1 to Traffic Impact Fee Fund N/A CFD#l 1,973,000 1,973,000
NA loan -Sewer Rep I To Sewer Conn N/A SEWER REPL 4,700,000 4,700,000
NA loan -Public Facility Fee Fund To Park-in-lieu SW N/A PFF 1,100,000 1,100,000
NA loan -Public Facility Fee Fund To Park-in-lieu NE for Park Site Acquisition N/A PFF 4,550,000 4,550,000
SUBTOTAL FUTURE LOANS TO OTHER FUNDS 12,323,000 12,323,000 0 0 0 0 0 0 0 0
REPAYMENTS/TRANSFERS ---NA Gas Tax Transfer To General Fund (Transportation Operating Budget) N/A GAS TAX 3,600,000 600,000 600,000 600,000 600,000 600,000 600,000
NA loan -Park-in-lieu NE To Public Facility Fee Fund for Park Site Acquisition . N/A PIL-NE 4,550,000 4,550,000
NA loan Repay -Sewer Conn To Sewer Rep I N/A SEWER CONN 4,700,000 4,700,000
NA Loan Repay -Park-in-Lieu SW To Public Facility Fee Fund N/A PIL-SW 1,100,000 1,100,000
NA Traffic Impact Fee Funds to CFO #1 N/A TIF 1,973,000 90,000 90,000 90,000 90,000 90,000 90,000 1,433,000
SUBTOTAL LOAN REPAYMENTS 15,923,000 0 0 690,000 690,000 690,000 690,000 690,000 690,000 11,783,000
June 18, 2019 Item #5 Page 77 of 197
FY 2019-20 Preliminary Capital Improvement Program
PROJ. COUNCIL PROJECT FUNDING TOTAL PRIOR BALANCE
ID PROJECT TITLE DISTRICT SCORE SOURCE COST EXP/ENC FORWARD
GRAND TOTAL ALL FUNDED PROJECTS 1,131,380,489 286,015,5_65 230,446,055
UNFUNDED PROJECTS
Business Park Recreational Facility (Partial Funding) 6,600,000
Cannon Lake Park (6.7 Acres) 2,243,000
Carlsbad Boulevard Mountain View To Northerly City Limits (Partial Funding) 6,905,600
Carlsbad Boulevard/ Palomar Airport Road (Partial Funding) 14,109,600
Carlsbad Boulevard Realignment -Segments 3-5 26,100,000
TOTAL UNFUNDED PROJECTS 55,958,200
YEAR 1
2019-20
53,427,961
YEAR 2
2020-21
46,600,841
YEAR 3
2021-22
31,246,072
YEAR 4
2022-23
47,392,570
YEAR 5
2023-24
32,386,932
YEAR 6-10
2025-29
213,545,860
YEAR 11-15
2030-34
190,318,633
June 18, 2019 Item #5 Page 78 of 197
PRELIMINARY BUDGET STAFFING CHANGES FY 2019-20
REQUESTED,PROPOSED
Department Fund FTE Count Job Title Fiscal Impact
City Attorney General Fund 1.00 Assistant City Attorney $203,675
City Manager General Fund 1.00 Administrative Secretary $82,997
City Manager General Fund 1.00 Business Intelligence & Analytics Manager $164,075
City Manager General Fund 1.00 Intergovernmental Affairs Manager $154,420
City Treasurer General Fund 0.25 Assistant to the Treasurer $29,639
Community & Economic Development General Fund 1.00 Engineering Technician II $95,492
Community & Economic Development General Fund 1.00 Code Enforcement Officer II (approved 1.0 of 3.0) $93,978
Community & Economic Development General Fund 1.00 Code Enforcement Program Manager $109,546
Community & Economic Development Housing Trust 1.00 Housing Assistant $71,488
Community & Economic Development Housing Trust 1.00 Program Manager $109,546
Finance General Fund 1.00 Accountant $129,256
Fire General Fund 1.00 Business Systems Specialist $116,059
Fire General Fund 1.00 Fire Captain Specialist $156,251
Fire General Fund 0.75 Fire Prevention Specialist $80,434
Fire General Fund 2.00 Fire Prevention Specialist II $231,772
Fire General Fund 1.00 Senior Office Specialist $71,993
Human Resources General Fund 1.00 Human Resources Technician $82,997
Human Resources General Fund 1.00 Management Analyst (approved 1.0 of 2.0) $109,546
Human Resources General Fund 1.00 Senior Office Specialist $71,993
Information Technology Internal Service 1.00 Client Systems Administrator $119,975
Information Technology Internal Service 1.00 GIS Associate Administrator $128,994
Information Technology Internal Service 1.00 IT Operations Security Manager $162,493
Police General Fund 8.00 Police Officers $1,041,376
Police General Fund 2.00 Police Records Specialist II $142,976
Police General Fund 1.00 Police Sergeant $167,940
Public Works General Fund 1.00 Associate Contract Administrator $89,653
Public Works Enterprise 1.00 Environmental Specialist II (approved 1.0 of 2.0) $109,546
Public Works I nterna I Service 1.00 Public Works Superintendent, Fleet $148,201
Public Works Enterprise 1.00 SCADA Supervisor $129,256
Public Works General Fund 1.00 Senior Engineer $148,201
Public Works Enterprise 1.00 Senior Environmental Specialist $117,020
Total Requested, Proposed 39.00 $4,670,788
June 18, 2019 Item #5 Page 80 of 197
PRELIMINARY BUDGET STAFFING CHANGES FY 2019-20
REQUESTED, NOT PROPOSED
Department Fund FTE Count Job Title Fiscal Impact
City Manager General Fund 1.00 Senior Program Manager $126,854
Community & Economic Development General Fund 0.75 Associate Contract Administrator $73,466
Community & Economic Development General Fund 1.00 Associate Planner $108,434
Community & Economic Development General Fund 1.00 Senior Planner $128,862
Community & Economic Development General Fund 2.00 Code Enforcement Officer II (approved 1.0 of 3.0) $187,956
Finance General Fund 1.00 Purchasing Officer $148,201
Human Resources General Fund 1.00 Management Analyst (approved 1.0 of 2.0) $109,546
Human Resources General Fund 2.00 Senior Human Resources Technician $176,222
Information Technology Internal Service 1.00 Applications Analyst $123,830
Information Technology Internal Service 1.00 Business Intelligence Analyst $123,830
Information Technology Internal Service 1.00 IT Automation Engineer $151,658
Library & Cultural Arts General Fund 1.00 Community Arts Coordinator $88,294
Library & Cultural Arts General Fund 1.00 Library Assistant $72,413
Parks & Recreation General Fund 1.00 Archivist $92,137
Public Works Enterprise 1.00 Asset Management Analyst $109,546
Public Works General Fund 1.00 Assistant Engineer $115,562
Public Works Enterprise 1.00 Assistant Engineer $115,562
Public Works Enterprise 1.00 Associate Engineer $132,178
Public Works General Fund 1.00 Associate Engineer $132,178
Public Works Enterprise 1.00 Environmental Specialist II (approved 1.0 of 2.0) $109,546
Public Works General Fund 1.00 Municipal Project Manager -LTD Term $150,134
Public Works Enterprise 1.00 Municipal Projects Manager $150,134
Public Works General Fund 1.00 Program Manager $109,546
Public Works Enterprise 1.00 Utility Locator $67,591
Public Works General Fund 1.00 . Utility Locator $67,591
Public Works Enterprise 1.00 Water Systems Operator II $107,562
Total Requested, Not Proposed 27.75 $3,078,833
June 18, 2019 Item #5 Page 81 of 197
RESOLUTION NO. 1617
A RESOLUTION OF THE BOARD OF DIRECTORS OF CARLSBAD MUNICIPAL
WATER DISTRICT, CALIFORNIA (CMWD), ADOPTING THE WATER
DISTRICT FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR FISCAL YEAR 2019-20.
EXHIBIT4
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, California,
has reviewed the proposed final Operating Budget and Capital Improvement Program for Fiscal Year
2019-20 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 Secretary entitled "City of
Carlsbad, FY 2019-20 Preliminary Operating Budget and FY 2019-20 to FY 2033-34 Capital
Improvement Program -Preliminary,", as amended, if necessary, in accordance with Exhibits 4-A and
4-B attached hereto and incorporated by reference herein, is hereby adopted as the Operating and
Capital Improvement Budgets for the Carlsbad Municipal Water District for the Fiscal Year 2019-20
along with any Program Options and/or adjustments determined by the City Council as set forth in
the minutes of the Council's meeting of Tuesday, June 18, 2019.
3. That the amounts reflected as estimated revenues for FY 2019-20 are hereby
adopted as the budgeted revenues for FY 2019-20.
4. That the amounts designated as FY 2019-20 Budget in Exhibits 4-A and 4-B is
hereby appropriated to the fund for which it is designated and such appropriation shall not be
increased except as provided herein.
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 herein.
June 18, 2019 Item #5 Page 82 of 197
6. That the following controls are hereby placed on the use and transfers of
budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Water Board or Executive Manager as described below.
i. The Executive Manager may authorize all transfers of funds from
account to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Manager may delegate the authority to make budget
transfers.
iii. 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.
iv. 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.
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 outstanding encumbrances as of June 30, 2019 are hereby continued
into FY 2019-20 for such contracts and obligations.
8. All appropriations for Capital Improvement Projects remaining unexpended at
June 30, 2019, are hereby appropriated for such capital projects for Fiscal Year 2019-20.
Ill
Ill
June 18, 2019 Item #5 Page 83 of 197
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 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST:
(SEAL)
June 18, 2019 Item #5 Page 84 of 197
FY 2019-20 to 2033-34 Capital Improvement Program -CMWD
I PROJ. COUNCIL PROJECT FUNDING TOTAL PRIOR BALANCE YEAR 1
ID PROJECT TITLE DISTRICT SCORE SOURCE COST EXP/ENC FORWARD 2019-20
35725 Orion Center 2 75 RECL REPL 2,660,000 142,767 2,517,233
52032 Carlsbad Water Recycling Facility (Encina Capital Projects) 3 97 RECL REPL 3,929,658 428,910 202,800
NEW Cathodic Protection Program ALL 92 RECL REPL 160,000 20,000
52131 Cwrf Irrigation And Landscape 3 25 RECL REPL 175,000 175,000
NA Miscellaneous Pipeline Replacements ALL 92 RECL REPL 5,660,000
52111 Recycled Water Condition Assessment Program ALL 100 RECL REPL 1,440,000 600,000 50,000
52121 Recycled Water Valve & Appurtenance Replacement Program ALL 98 RECL REPL 2,050,000 150,000 110,000
55423 SCADA Improvements ALL 100 RECL REPL 357,500 98,359 109,141 150,000
55433 Water, Recycled, And Sewer Master Plan ALL 100 RECL REPL 436,760 369,094 17,666 25,000
50272 Recycled Water Line -CWRF To Agua Hedionda Lagoon 2,3 90 RECL WATER 3,417,406 3,417,406
52092 Recycled Water Phase·3 -CWRF Expansion 3 70 RECL WATER 6,844,124 6,806,524 37,600
52082 Recycled Water Phase 3 -Pipelines ALL 90 RECL WATER 18,700,000 13,788,968 4,911,032
52102 Recycled Water Phase 3 -Reservoir 3 87 RECL WATER 2,250,000 311,990 1,938,010
50131 College Boulevard -Cannon Road To Badger Lane (375 Zone} 2 60 WATER CONN 1,095,000 183 1,059,817
50121 College Boulevard -Cannon Road To Badger Lane {490 Zone) 2 60 WATER CONN 1,460,000 1,090,000
50381 Desalinated Water Flow Control Facility No. 5 2 70 WATER CONN 7,904,300 1,104,070 230 800,000
50451 Poinsettia lane -Cassia Road To Skimmer Court {Reimb. Agreement) 3 55 WATER CONN 2,032,000 300,000 300,000
NA Rancho Carlsbad Groundwater Supply 2 WATER CONN 1,750,000
50441 San Luis Rey Mission Basin Groundwater Supply N/A 35 WATER CONN 8,577,500 27,500 50,000
NEW Water Modeling ALL 40 WATER CONN 2,400,000 300,000
35722 Orion Center 2 75 WATER REPL 6,650,399 197,926 6,452,473
NA Aviara Parkway And Plum Tree Waterline 2,3 25 WATER REPL 1,100;500
50481 Carlsbad Boulevard Waterline Replacement At Terra mar 2 95 WATER REPL 5,080,000 133 1,929,867 500,000
50071 Cathodic Protection Program ALL 97 WATER REPL 2,716,700 169,686 1,077,014 180,000
50331 Crestview Drive Transmission Main 2 30 WATER REPL 240,000 240,000
50341 El Fuerte And Corintia Street Pressure Reducing Station 3 25 WATER REPL 800,000
50431 Fire Flow System Improvements 2 75 WATER REPL 6,045,000 1,620,000 90,000
NEW Hydroelectric Generator At Desai Flow Control Facility No. 5 2 50 WATER REPL 2,275,000 200,000
50351 Limited Access Pipeline Relocation Program ALL 98 WATER REPL 4,940,000 760,854 1,179,146
50091 Maerkle Facility Improvements 2 98 WATER REPL 2,235,200 1,242,330 892,870 100,000
50361 Maerkle Reservoir Floating Cover Replacement 2 90 WATER REPL 13,055,000 9,003,973 4,051,027
50011 Maerkle Reservoir Transmission Main 2 90 WATER REPL 15,631,000 172,652 6,157,348
39041 Miscellaneous Pipeline Replacements ALL 73 WATER REPL 56,973,000 3,144,311 788,689 3,320,000
50501 Normally Closed Valve (Install Motorized Va lve) 2,3 72 WATER REPL 485,000 260,000 225,000
50551 Palomar Airport Waterline Realignment 2 85 WATER REPL 525,000 525,000
50201 Pressure Reducing Station Program ALL 98 WATER REPL 11,862,000 894,249 1,967,751 600,000
NA Rancho Carlsbad Groundwater Supply 2 WATER REPL 1,750,000
50241 Reservoir Repair And Maintenance Program ALL 98 WATER REPL 15,490,000 3,923,921 1,726,079 200,000
50561 San Dieguito Water lntertie And Pipeline Extension 4 40 WATER REPL 280,000 280,000
50442 San Luis Rey Mission Basin Groundwater Supply N/A 35 WATER REPL 8,577,500 27,500 50,000
50571 Santa Fe II Inlet Pipeline N/A 81 WATER REPL 2,865,000 470,000 25,000
50461 Santa Fe II Reservoir Site Electrical Improvements N/A 50 WATER REPL 150,000 8,580 141,420
55422 SCADA Improvements ALL 100 WATER REPL 1,305,000 480,187 474,813 350,000
50081 Tri-Agency Water Transmission Pipeline Replacement 2 87 WATER REPL 6,455,000 2,182,093 4,272,907
50511 Water Condition Assessment Program ALL 98 WATER REPL 7,360,000 600,000 390,000
50521 Water loss Monitoring ALL 80 WATER REPL 1,700,000 49,173 150,827 100,000
50191 Water Valve Repair/Replacement Program ALL 98 WATER REPL 20,490,000 3,644,325 1,455,675 890,000
55432 Water, Recycled, And Sewer Meister Plan ALL 100 WATER REPL 568,560 490,310 3,250 50,000
52051 Abandon Potable Services (New Recycled Services) 2,3 80 WATER REPL 1,742,000 779,920 112,080 850,000
52031 Carlsbad Water Recycling Facility (Encina Capital Projects) 3 97 WATER REPL 709,390 405,329 304,061
50271 Recycled Water Line -CWRF To Agua Hedionda lagoon 2,3 90 WATER REPL 1,632,594 1,328,831 303,763
52091 Recycled Water Phase 3 -CWRF Expansion 3 70 WATER REPL 3,517,276 3,479,960 37,316
52081 Recycled Water Phase 3 -Pipelines ALL 90 WATER REPL 2,497,529 2,022,404 475,125
52101 Recycled Water Phase 3 -Reservoir 3 87 WATER REPL 690,000 5,190 684,810
60192 Sidewalk/Street Construction -Valley Street Magnolia Avenue 1 85 WATERREPL 71,000 204 70,796
Grand Total all CMWD Pro1ects 281,763,896 60,425,902 52,093,746 10,127,800
YEAR 2 YEAR 3 YEAR4
2020-21 2021-22 2022-23
207,000 211,000 215,000
20,000 20,000 20,000
250,000
50,000 50,000 50,000
110,000 110,000 120,000
25,000
35,000
370,000
6,000,000
1,432,000
300,000
100,000 1,000,500
2,500,000 150,000
180,000 190,000 190,000
800,000
390,000 390,000 390,000
2,075,000
2,000,000 1,000,000
1,000,000
1,530,000 1,730,000 2,690,000
600,000 600,000 600,000
1,000,000
2,370,000
400,000 410,000 410,000
100,000 100,000 100,000
910,000 930,000 940,000
25,000
6,547,000 15,641,000 15,207,500
YEARS YEAR 6-10
2023-24 2025-29
219,000 1,162,478
20,000 30,000
350,000 2,150,000
50,000 280,000
120,000 630,000
325,000
6,000,000
300,000 600,000
190,000 260,000
390,000 1,450,000
8,301,000
2,800,000 19,890,000
600,000 3,000,000
325,000
1,960,000 3,070,000
6,000,000
420,000 2,250,000
100,000 500,000
960,000 5,110,000
16,780,000 53,032,478
YEAR 11-15
2030-34
1,283,470
30,000
2,910,000
310,000
700,000
1,425,000
2,500,000
900,000
280,000
1,325,000
21,080,000
3,000,000
1,425,000
3,610,000
2,500,000
2,480,000
500,000
5,650,000
51,908,470
m X :!: 0:, =i t
June 18, 2019 Item #5 Page 85 of 197
RESOLUTION NO. 545
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF
THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE OPERATING
BUDGET OF THE CARLSBAD HOUSING AUTHORITY FOR FISCAL YEAR
2019-20.
EXHIBIT 5
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(the Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority Section 8
Programs, for FY 2019-20; 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 entitled "City
of Carlsbad, FY 2019-20 Preliminary Operating Budget and FY 2019-20 to FY 2033-34 Capital
Improvement Program -Preliminary," as amended, if necessary, in accordance with Exhibit SA
attached hereto and incorporated by reference herein, is hereby adopted as the Operating Budget for
the Carlsbad Housing Authority Section 8 Programs for FY 2019-20, along with any Program Options
and/or adjustments, if any, determined by the City Council as set forth in the minutes of the Council's
meeting of Tuesday, June 18, 2019, and that all funding for planning and administrative expenses has
been determined to be necessary and appropriate for implementation of the Carlsbad Housing
Authority activities in FY 2019-20.
3. That the amounts reflected as estimated revenues for FY 2019-20 are hereby
adopted as the budgeted revenues for FY 2019-20.
4. That the amount designated as FY 2019-20 Budget request in Exhibit SA is
hereby appropriated to the fund for which it is designated, and such appropriation shall not be
June 18, 2019 Item #5 Page 90 of 197
increased except as provided herein.
5. That the following controls are hereby placed on the use and transfers of
budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Commission or Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from
account to account within the same fund in an amount up to $100,000 per transfer.
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 outstanding encumbrances as of June 30, 2019, are hereby continued
into FY 2019-20 for such contracts and obligations.
June 18, 2019 Item #5 Page 91 of 197
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 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST:
(SEAL)
,,,11111,,,
,,,, \l~LOP,\f€ 1111 ,, ,;;,<i-•••••••• 4')' .,,. ~~ .. -··· ·····.~o~ '~-·-~--:: :::, :" ESTABLISHED ": ~ ":
= 11 i~ = -: 9, ~ 2013 / o ::: -:. V... ••~ ~ --:., •··... ..•·· .::::, ... , ········ * ,, ,,,,C-1RLS&~S> ,,,, ,,,,. "''''
June 18, 2019 Item #5 Page 92 of 197
RESOLUTION NO. 79
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD PUBLIC
FINANCING AUTHORITY ADOPTING THE OPERATING BUDGET OF THE
CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE FOR FISCAL YEAR
2019-20.
EXHIBIT 6
WHEREAS, the Board of Directors of the Carlsbad Public Financing Authority has
reviewed the proposed final Operating Budget and Capital Improvement Program for Fiscal Year 2019-
20;and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
budgets.
NOW, THEREFORE, BE IT RESOLVED by the Public Financing Authority Board 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 Carlsbad City Clerk
entitled "City of Carlsbad, FY 2019-20 Preliminary Operating Budget and FY 2019-20 to 2033-34 Capital
Improvement Program -Preliminary," as amended, if necessary, in accordance with Exhibit 6A
attached hereto and incorporated by reference herein, is hereby adopted as the Operating and Capital
Improvement Budgets for the Crossings at Carlsbad Municipal Golf Course for FY 2019-20, along with
any Program Options and/or adjustments, if any, determined by the Board of Directors as set forth in
the minutes of the Board of Director's meeting of Tuesday, June 18, 2019.
3. That the amounts reflected as estimated revenues for FY 2019-20 are hereby
adopted as the budgeted revenues for FY 2019-20.
4. That the amount designated as FY 2019-20 Budget request in Exhibit 6A is hereby
appropriated to the fund for which it is designated, and such appropriation shall not be increased
except as provided herein.
June 18, 2019 Item #5 Page 95 of 197
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Board of Directors or designee, as described below.
i. The City Manager, as Executive Director of the Carlsbad Public Financing
Authority, may authorize all transfers of funds from account to account within the same fund in an
amount up to $100,000 per transfer.
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.
6. That all outstanding encumbrances as of June 30, 2019, are hereby continued
into FY 2019-20 for such contracts and obligations.
Ill
Ill
Ill
Ill
Ill
Ill
Ill
June 18, 2019 Item #5 Page 96 of 197
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 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST:
(SEAL)
June 18, 2019 Item #5 Page 97 of 197
RESOLUTION NO. 2019-093
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA ACTING AS SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, ADOPTING THE OPERATING BUDGET OF THE
SUCCESSOR AGENCY AND ENFORCEABLE OBLIGATIONS OF THE CITY OF
CARLSBAD'S REDEVELOPMENT OBLIGATION RETIREMENT FUND FOR
FISCAL YEAR 2019-20.
EXHIBIT 7
WHEREAS, the City Council of the City of Carlsbad, California has been designated as the
Successor Agency for the Carlsbad Redevelopment 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 obligations; and
WHEREAS, the City Council as the Successor Agency for the Carlsbad Redevelopment
Agency and the appointed Oversight Board have reviewed the proposed Operating Budget for the
Agency and previously approved the Enforceable Debt Obligations to be repaid from the
Redevelopment Obligation Retirement Fund for FY 2019-20; and
WHEREAS, the Successor Agency finds that the proposed Operating Budget for the
Agency and the Oversight Board approved debt obligations of the Redevelopment Obligation
Retirement Fund is 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 budgets.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California
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 Carlsbad City Clerk
entitled "City of Carlsbad, FY 2019-20 Preliminary Operating Budget and FY 2019-20 to 2033-34 Capital
June 18, 2019 Item #5 Page 100 of 197
Improvement Program -Preliminary," as amended, if necessary, in accordance with Exhibit 7-A
attached hereto and incorporated by reference herein, is hereby adopted as the Operating Budget for
the Carlsbad Redevelopment Obligation Retirement Fund for FY 2019-20, along with any Program
Options and/or adjustments, if any, determined by the City Council as set forth in the minutes of the
Council's meeting of Tuesday, June 18, 2019.
3. That the amounts reflected as estimated revenues for FY 2019-20 are hereby
adopted as the budgeted revenues for FY 2019-20.
4. That the amount designated as FY 2019-20 Budget request in Exhibit 7-A is
hereby appropriated to the fund for which it is designated, and such appropriation shall not be
increased except as provided herein.
5. That the following controls are hereby placed on the use and transfers 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, as Executive Director for the Successor Agency, may
authorize all transfers of funds from account to account within the same fund in an amount up to
$100,000 per transfer.
ii. The City Manager, as Executive Director of the Successor Agency, may
delegate the authority to make budget transfers and adjustments.
iii. The City Manager, as Executive Director of the Successor Agency, may
authorize budget adjustments involving offsetting revenues and expenditures; the City Manager, as
Executive Director of the Successor Agency, is authorized to increase an appropriation for a specific
purpose where said appropriation is offset by unbudgeted revenue which is designated for said specific
June 18, 2019 Item #5 Page 101 of 197
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, as Executive Director of the Successor Agency, 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
Operations Budget for the Successor Agency.
6. That all outstanding encumbrances as of June 30, 2019, are hereby continued
into FY 2019-20 for such contracts and obligations, as approved by the Oversight Board.
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 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST:
~tO~.cifl
BARBARA ENGLESON, City Cle;: .,
(SEAL) ,,1111111111111,,,,,
"''''''''r.. CAJ:1/11110 ~ o·~~,.ft"-' ~~ .. •·~---··.'1~~ !'i.... ........ ~ ···· ... .,.\
lo(~~ ?:A)oJ ~ \ W, ~ ~ •••• •-,i11••M ,,••• .,;:: ~ " .. ' ..... ~ 1c ~.:. ............ J..'t,,,T-,;,; .,,,~ ,,IF a.~' ,,.,. :1,,,,. ' 01"' ,,,," 1111111,,111111111111'
June 18, 2019 Item #5 Page 102 of 197
RESOLUTION NO. 2019-094
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2019-20 APPROPRIATION
LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE
CONSTITUTION AND STATE LAW.
EXHIBIT 8
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 Exhibit 8-A attached hereto; 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 2019-20 as listed in Exhibit 8-A, attached to this
resolution and incorporated by this reference:
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, does hereby establish
and adopt the Fiscal Year 2019-20 appropriation limit of four hundred and seventy-eight million, eight
hundred and forty-two thousand, and three hundred seventy-nine dollars ($478,842,379) as computed
in Exhibit 8-A attached hereto.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City
Council, Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority
June 18, 2019 Item #5 Page 105 of 197
Board of Directors, Community Development Commission, and City of Carlsbad as Successor Agency to
the Redevelopment Agency, held on the 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST:
,,11111111111111,,,, ~''o'''~ CAFI)'',,,,,,, ~ ·'"~'-ft'l. .$'~ ,,•·· .• ~•:·• •• '->~~ lt::/m· ~ -.... .. ..,.\ §()[ ;,:jfO~ \\f~w/J ~ ·-.~~ .......... $' 'l.,.. .. ' .. ~ ... ~ 'l. '-A ······•··•·•~,r~
I;. -,,I, '°'" ~ ~,,,,, '-FOT' ,,,,,,, 11//111111111111111'
June 18, 2019 Item #5 Page 106 of 197
EXHIBIT SA
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 creates a
restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues which
are subject to the Limitation are those considered "proceeds of taxes." The basis for calculating the Limit
began in fiscal year 1978-79 and is increased based on population growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the following
options for calculating its Gann Limit:
► Population growth of Ca rlsbad, OR
► Population growth within San Diego County, AND
► Growth in California per capita income, OR
► Growth in non-residential a.ssessed valuation due to new construct ion in the city.
The factors used to calculate the fiscal year 2019-20 Limit were:
► Population growth within San Diego County AND
► Growth in California pe r capita income
The formula is outlined below:
Fiscal Year 2018-19 Expenditure Limit
% Population growth within San Diego County
Growth in California per capita income
Net Increase Factor
Fiscal Yea r 2019-20 Limit (2018-19 Limit x Factor)
Current Appropriation of Proceeds of Taxes
(Subject to the Limit)
$458,105,219
1.0052
X 1.0385
1.0439
$478,842,379
$148,103,240
The spending limit for the City of Carlsbad fo r fiscal year 2019-20 is $478.8 million, with appropriations of
"proceeds of taxes" of $148.1 million. The result of the calcu lation provides t he city with an operating
margin of $330.7 million.
D-11 June 18, 2019 Item #5 Page 107 of 197
RESOLUTION NO. 2019-095
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE.
EXHIBIT 9
WHEREAS, the City Council of the City of Carlsbad 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 of 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 are for the fees shown in Exhibit
9-A and attached hereto, and as amended by determinations of the City Council at its meeting of
Tuesday, June 18, 2019, as set forth in the minutes of that meeting, and as memorialized by
subsequent resolution of the City Council.
3. The City Council hereby authorizes the City Manager or his/her designee to set
parks and recreation and library and cultural arts program, rental, and class fees that are included in
June 18, 2019 Item #5 Page 108 of 197
the Community Services Guide. The fee shall not exceed the fully burdened (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 hereby authorizes the City Manager or his/her designee to
change parking violation fees at the time, and by the same amount, as the state changes their portion
of the fee. Any changes to these fees will be made to the current Master Fee Schedule.
5. This resolution shall become effective on September 1, 2019; not sooner than
60 days after adoption in accordance with Government Code 66017, for the Development-related
service fees and Development impact fees.
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 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST:
~ B~N,City Clerk~
(SEAL)
June 18, 2019 Item #5 Page 109 of 197
City of Carlsbad
Master Fee Schedule Changes
Fiscal Year 2019-20
General City Service Fees
EXHIBIT9A
The following fee changes will go into effect September 1st, 2019. Any fees not listed below will remain the same as
the 2018-19 Master Fee Schedule.
!General City Service Fees
Ambulance Fees 18-19 Fee 19-20 Fee Change
Assessment/Non-Transport with medication given, no charge for
assessment non-transport if no medication given $206 $211 $5
Ambulance Fee -Advanced Life Support 1 -Resident and Non-Resident -
plus Level I or Level II supplies and medications $1,184 $1,211 $27
Ambulance Fee -Advanced Life Support 2 -Non-Resident -plus Level II
supplies and medications $1,389 $1,421 $32
Ambulance Fee -Advanced Life Support 2 -Resident -plus Level II
supplies and medications $1,287 $1,316 $29
Ambulance Fee -Basic Life Support -Resident and Non-Resident $966 $988 $22
Ambulance Fee -Mileage Charge -per mile $24 $24 $0
Ambulance Fee -Oxygen Charge $77 $79 $2
Increased by the Ambulance Inflation Factor {2.30%)
Safety Training Center Facility Rental Fees '·" 18-19 Fee 19-20 Fee Change
Classroom -Full Day $528 $540 $12
Classroom -Half Day $296 $310 $14
Confined Space Prop -Full Day $500 $600 $100
Confined Space Prop -Half Day $250 $300 $50
Grinder -Full Day $418 $430 $12
Grinder -Half Day $236 $250 $14
Grinder/Commercial Prop (No Fire Ops) -Full Day $600 $620 $20
Grinder/Commercial Prop (No Fire Ops) -Half Day $300 $310 $10
Grinder/Residential Prop (No Fire Ops) -Full Day $600 $620 $20
Grinder/Residential Prop (No Fire Ops) -Half Day $300 $310 $10
One Shooting Range -Full Day $1,100 $1,140 $40
One Shooting Range -Half Day $550 $570 $20
Streetscape -Full Day $145 $150 $5
Streetscape -Half Day $100 $110 $10
Two Shooting Ranges -Full Day $1,250 $1,280 $30
Two Shooting Ranges -Half Day $650 $670 $20
Increased by San Diego CPI (2.60%}, increased hazmat costs where applicable, and rounded.
Special Events Recovery -Hourly N/A $50 N/A
New in 2019-20, based on the FBHR of a Custodian. Cleanup for special events that are not covered under room
rentals.
Shooting Range -Hourly N/A $115 N/A
New in 2019-20, based on the 1/2 day rental rate divided by 5 hours. Allows leasing of space for less than a half
day.
Library 18-19 Fee 19-20 Fee Change
Library Borrowing -Audio Visual Insurance fee (per DVD/Video Game) $1 $0 Removed
June 18, 2019 Item #5 Page 110 of 197
City of Carlsbad
Master Fee Schedule Changes
Fiscal Year 2019-20
Development Related Service Fees
The following fee changes will go into effect September 1st, 2019. Any fees not listed below will
remain the same as the 2018-19 Master Fee Schedule.
! Development Related Service Fees
Street Light Energizing Fees 18-19 Fee 19-20 Fee Change
100 WATTS $125 $122 -$3
150WATTS $172 $168 -$4
200 WATTS $220 $215 -$5
250 WATTS $268 $262 -$6
40 WATTS $67 $66 -$1
45 WATTS $72 $71 -$1
70 WATTS $96 $94 -$2
85 WATTS $110 $108 -$2
Street Light Energizing Fees are the cost for energizing each street light for eighteen months
and includes a $30.00 charge per light for connecting the light to an SDG&E service point. These
fees are adjusted annually based on the cost of service.
June 18, 2019 Item #5 Page 111 of 197
City of Carlsbad
Master Fee Schedule Changes
Fiscal Year 2019-20
Development Impact Fees
The following fee changes will go into effect September 1st, 2019. Any fees not listed below will remain the same as the
2018-19 Master Fee Schedule.
!Development Impact Fees
Bridge and Thoroughfare District #2 18-19 Fee 19-20 Fee Change
Bridge & Thoroughfare District #2 -Zone 20 $1,982 $2,005 $23
Bridge & Thoroughfare District #2 -Zone 21 $1,600 $1,620 $20
Bridge & Thoroughfare District #2 -Zone 5 $382 $387 $5
Increased by the Los Angeles ENR CCI One Year (1/2019} {1.20%}
Bridge and Thoroughfare District #3 I 18-19 Fee I 19-20 Fee I Change
Bridge & Thoroughfare District #3 -Fee per ADT I $2191 $2261 $7
Increased by the ENR CCI One Year {12/2018} 20 City Average (2.90%}
Habitat Mitigation Fees ;., . 18-19 Fee 19-20 Fee Change
Type D -Coastal Sage Scrub $33,494 $34,365 $871
Type E -Non-Native Grassland $16,748 $17,183 $435
Type F -Agricultural Land, Disturbed Land, Eucalyptus Woodland $3,350 $3,437 $87
Increased by San Diego CPI {2.60%)
Planned Local Drainage Area Fees 18-19 Fee 19-20 Fee (lhange
PLDA -High Runoff -Drainage Area A $29,212 $29,562 $350
PLDA -High Runoff -Drainage Area B $10,917 $11,048 $131
PLDA -High Runoff -Drainage Area C $10,600 $10,727 $127
PLDA -High Runoff -Drainage Area D $10,050 $10,171 $121
PLDA-Low Runoff-Drainage Area A $6,741 $6,822 $81
PLDA-Low Runoff -Drainage Area B $2,520 $2,550 $30
PLDA-Low Runoff -Drainage Area C $2,446 $2,475 $29
PLDA -Low Runoff -Drainage Area D $2,319 $2,347 $28
PLDA -Medium Runoff -Drainage Area A $13,405 $13,566 $161
PLDA -Medium Runoff -Drainage Area B $4,857 $4,915 $58
PLDA -Medium Runoff -Drainage Area C $3,460 $3,502 $42
PLDA -Medium Runoff -Drainage Area D $3,794 $3,839 $45
Increased by the Los Angeles ENR CCI One Year (1/2019} {1.20%}
June 18, 2019 Item #5 Page 112 of 197
City of Carlsbad
Master Fee Schedule Changes
Fiscal Year 2019-20
Development Impact Fees
The following fee changes will go into effect September 1st, 2019. Any fees not listed below will remain the same as the
2018-19 Master Fee Schedule.
!Development Impact Fees
Potable and Recycled water Connection Fees 18-19 Fee 19-20 Fee Change
1" Meter Size, Inches -Displacement $9,644 $9,866 $222
1-1/2" Meter Size, Inches -Displacement $18,217 $18,636 $419
1-1/2" Meter Size, Inches -Turbo (All Irrigation Meters) $21,386 $21,878 $492
2" Meter Size, Inches -Displacement $27,434 $28,065 $631
2" Meter Size, Inches -Turbo (All Irrigation Meters) $34,291 $35,079 $788
3/4" Meter Size, Inches -Displacement $6,111 $6,251 $140
3" Meter Size, Inches -Displacement $46,413 $47,481 $1,068
3" Meter Size, Inches -Turbo (All Irrigation Meters) $72,199 $73,859 $1,660
4" Meter Size, Inches -Displacement $72,199 $73,859 $1,660
4" Meter Size, Inches -Turbo (All Irrigation Meters) $206,282 $211,027 $4,745
5/8" Meter Size, Inches -Displacement $4,286 $4,385 $99
6" Meter Size, Inches -Displacement $134,083 $137,166 $3,083
6" Meter Size, Inches -Turbo (All Irrigation Meters) $412,557 $422,046 $9,489
8" Meter Size, Inches -Displacement $158,476 $162,121 $3,645
8" Meter Size, Inches -Turbo (All Irrigation Meters) $577,778 $591,066 $13,288
Increased by the ENR CCI One Year (4/2019} 20 City Average {2.30%}
Sewer Benefit Area Fees ' ' 18-19 Fee 19-20 Fee Change
Sewer Benefit Area Fee -Area A $1,178 $1,205 $27
Sewer Benefit Area Fee -Area B $1,341 $1,372 $31
Sewer Benefit Area Fee -Area C $2,471 $2,528 $57
Sewer Benefit Area Fee -Area D $2,476 $2,533 $57
Sewer Benefit Area Fee -Area E $3,651 $3,735 $84
Sewer Benefit Area Fee -Area F $3,671 $3,755 $84
Sewer Benefit Area Fee -Area G $740 $757 $17
Sewer Benefit Area Fee -Area H $1,077 $1,102 $25
Sewer Benefit Area Fee -Area J $2,032 $2,078 $46
Sewer Benefit Area Fee -Area K $1,606 $1,643 $37
Sewer Benefit Area Fee -Area L $1,606 $1,643 $37
Sewer Benefit Area Fee -Area M $79 $81 $2
Sewer Connection Fee $960 $982 $22
Increased by the ENR CCI One Year (4/2019} 20 City Average {2.30%}
Traffic Impact Fees 18-19 Fee 19-20 Fee Change
Traffic Impact Fee -Apartment (Inside of CFD 1) per ADT $288 $324 $36
Traffic Impact Fee -Apartment (Outside of CFD 1) per ADT $339 $382 $43
Traffic Impact Fee -Commercial/Industrial Cost Per Trip (Inside CFD) $114 $129 $15
Traffic Impact Fee -Commercial/Industrial Cost Per Trip (Outside of CFD) $136 $153 $17
Traffic Impact Fee -Condominium (Inside of CFD 1) per ADT $288 $324 $36
Traffic Impact Fee -Condominium (Outside of CFD 1) per ADT $339 $382 $43
Traffic Impact Fee -Single Family (Inside of CFD 1) per ADT $2c88 $324 $36
Traffic Impact Fee -Single Family (Outside of CFD 1) per ADT $339 $382 $43
Increased by annual change in Ca/trans or 2.0%, whichever is greater. Ca/trans for 19-20 is 12.61%
June 18, 2019 Item #5 Page 113 of 197
City of Carlsbad
Master Fee Schedule Changes
Fiscal Year 2019-20
Waste Management Fees
The following fee changes will go into effect July 1, 2019; per the City's contract with Waste Management.
Residential Services* "' 18-19 Fee 19-20 Fee
Residential -per month (64 or 96 gallon cart) $21.55 $22.03
Residential -per month (35 gallon trash) $19.51 $19.96
Trash Collection -Residential -per month (backyard service) $27.57 $28.24
Extra trash cart beyond first cart $2.48 $2.56
Two additional Green Waste and/or Recycling carts will be free of charge, each
additional cart will be charged $2.48 $2.56
Commercial Services* 18-19 Fee 19-20 Fee
Commercial Cart (1-96 gal trash, 1-96 gal recycling)
One pick-up per week (1-96 gal cart-trash, 1-96 gal cart -recycling) $48.01 $49.16
Two pick-ups per week (1-96 gal cart -trash, 1-96 gal cart -recycling) $84.90 $86.90
Three pick-ups per week (1-96 gal cart -trash, 1-96 ga l cart -recycling) $121.73 $124.60
One pick-up per week (1-96 gal cart -trash) $22.89 $23.44
Two pick-ups per week (1-96 gal cart -trash) $45.79 $46.89
Three pick-ups per week (1-96 gal cart -trash) $68.68 $70.33
Extra pick-up per week (1-96 gal cart-trash) $10.78 $11.04
Commercial Yard Bins '
2-yard bin -one pick-up per week $82.03 $83.91
2-yard bin -two pick-ups per week $144.42 $147.67
2-yard bin -three pick-ups per week $206.83 $211.46
2-yard bin -four pick-ups per week $269.15 $275.14
2-yard bin -five pick-ups per week $331.59 $338.96
2-yard bin -six pick-ups per week $393.99 $402.74
2-yard bin -extra pick-up $39.41 $40.36
3-yard bin -one pick-up per week $111.47 $113.99
3-yard bin -two pick-ups per week $203.31 $207.84
3-yard bin -three pick-ups per week $295.12 $301.67
3-yard bin -four pick-ups per week $386.94 $395.51
3-yard bin -five pick-ups per week $478.76 $489.34
3-yard bin -six pick-ups per week $570.60 $583.20
3-yard bin -extra pick-up $52.89 $54.16
4-yard bin -one pick-up per week $148.66 $152.01
4-yard bin -two pick-ups per week $277.66 $283.87
4-yard bin -three pick-ups per week $406.71 $415.78
4-yard bin -four pick-ups per week $535.71 $547.64
4-yard bin -five pick-ups per week $664.73 $679.51
4-yard bin -six pick-ups per week $793.75 $811.39
4-yard bin -extra pick-up $63.28 $64.80
5-yard bin -one pick-up per week $185.85 $190.05
5-yard bin -two pick-ups per week $352.08 $359.98
5-yard bin -three pick-ups per week $518.29 $529.88
5-yard bin -four pick-ups per week ' $684.50 $699.79
5-yard bin -five pick-ups per week $850.73 $869.71
5-yard bin -six pick-ups per week $1,016.95 $1,039.64
5-yard bin -extra pick-up $73.66 $75.41
June 18, 2019 Item #5 Page 114 of 197
City of Carlsbad
Master Fee Schedule Changes
Fiscal Year 2019-20
Waste Management Fees
The following fee changes will go into effect July 1, 2019; per the City's contract with Waste Management.
Commercial Split Bins, includes 2 locks
One pick-up per week $89.92 $92.05
Two pick-ups per week $164.15 $168.01
Three pick-ups per week $238.37 $243.95
Four pick-ups per week $312.58 $319.89
Five pick-ups per week $386.79 $395.83
Six pick-ups per week $461.02 $471.78
Commercial Recycling
96 gal cart -one pick-up per week $18.14 $21.57
96 gal cart -two pick-ups per week $36.28 $43.14
96 gal cart -three pick-ups per week $54.42 $64.71
96 gal cart -extra pick-up $8.31 $10.22
3-yard bin -one pick-up per week $80.56 $82.62
3-yard bin -two pick-ups per week $136.29 $139.77
3-yard bin -three pick-ups per week $192.01 $196.92
3-yard bin -four pick-ups per week $247.73 $254.07
3-yard bin -five pick-ups per week $295.69 $303.26
3-yard bin -six pick-ups per week $354.61 $363.70
3-yard bin -seven pick-ups per week $413.72 $424.32
3-yard bin -extra pick-up $36.99 $37.93
4-yard bin -one pick-up per week $81.87 $83.97
4-yard bin -two pick-ups per week $138.49 $142.05
4-yard bin -three pick-ups per week $195.11 $200.12
4-yard bin -four' pick-ups per week $251.72 $258.19
4-yard bin -five pick-ups per week $300.46 $308.17
4-yard bin -six pick-ups per week $360.33 $369.59
4-yard bin -seven pick-ups per week $420.39 $431.19
4-yard bin - extra pick-up $37.61 $38.57
Commercial Yard Waste
96 gal cart -one pick-up per week $21.27 $21.77
96 gal cart - extra pick up $9.91 $10.15
3-yard bin -one pick-up per week $113.76 $116.38
3-yard bin -two pick-ups per week $201.27 $205.83
Commercial Compactor
3-yard bin -one pick-up per week $156.48 $159.76
3-yard bin -two pick-ups per week $293.16 $299.22
3-yard bin -three pick-ups per week $429.82 $438.65
3-yard bin -four pick-ups per week $566.46 $578.07
3-yard bin -five pick-ups per week $703.13 $717.51
3-yard bin -six picks-up per week $839.81 $856.97
3-yard bin -extra pick-up $63.52 $64.98
June 18, 2019 Item #5 Page 115 of 197
City of Carlsbad
Master Fee Schedule Changes
Fiscal Year 2019-20
Waste Management Fees
The following fee changes will go into effect July 1, 2019; per the City's contract with Waste Management.
Cmmercial -Special Haul Bin Rate -includes delivery fee
3-yard bin -one pick-up per week $135.54 $139.35
3-yard bin -two pick-ups per week $211.96 $217.78
3-yard bin -three pick-ups per week $288.36 $296.20
3-yard bin -four pick-ups per week $364.77 $374.63
3-yard bin -five pick-ups per week $441.19 $453.07
3-yard bin -six pick-ups per week $517.61 $531.50
3-yard bin -extra pick-up $44.23 $45.50
Commercial Construction and Demolition Recycling
Special Haul Bin (no Storm Water Fees) 1 week or less $95.58 $98.41
3-yard temporary C&D Recycling Bin $113.49 $116.62
4-yard temporary C&D Recycling Bin $123.43 $126.75
Commercial -Roll off Service
Service Fee -Roll off service $227.03 $233.92
Service Fee /Contaminated Load $227.03 $233.92
Disposal Fee per Ton (pass through) $46.74 $47.52
Roll off -Demurrage Per Day Charge $4.83 $4.98
Delivery $58.43 $60.20
Delivery Demo (includes signage) $63.43 $63.43
Relocation Charge onsite $45.65 $47.03
Relocation Charge offsite $65.12 $67.10
Wash Out Receiver Boxes $52.22 $53.81
Dead Run charge $78.27 $80.65
Standby charge per minute after 5 minutes $2.07 $2.13
June 18, 2019 Item #5 Page 116 of 197
City of Carlsbad
Master Fee Schedule Changes
Fiscal Year 2019-20
Waste Management Fees
The following fee changes will go into effect July 1, 2019; per the City's contract with Waste Management.
Other Fees and Charges*
Bin Exchange $62.10 $63.68
Bin Lock Set Up Fee $38.81 $39.80
Locking Fee $14.75 $15.13
Overloaded Bins $53.22 $54.83
Bin paint charge fee -allowed 1 per year. After first paint within one year, there will
be a charge per paint request. $106.38 $109.61
Bin that needs to be moved:
5 to 30 feet $5.44 $5.57
31 to 50 feet $7.38 $7.57
Additional 25 feet increments $7.38 $7.57
Special haul bin delivery $42.60 $43.90
Certified burial at Miramar plus special handling fee charged by Miramar $333.48 $343.60
Commercial Return to Service Fee -The return to service fee for two or more calls in a c $68.54 $70.62
Copy Fee -The charge for copies requested by customers $1.46 $1.50
Delivery of extra cart $12.23 $12.60
Late Fee -Minimum fee on any delinquent account -$3 minimum charge $3.67 $3.78
Single and Multi-Family Residents - 3 bulky item pick ups per calendar year with 5 items maximum per pick
up
Bulky Item -Exceeding 5 per pick up -First item $43.40 $44.71
Bulky Item -Exceeding 5 per pick up -each additional item $11.13 $11.46
Commercial Bin Customers shall be charged for bulky item pick-ups
Per Bulky Item -first item $43.40 $44.71
Per Bulky Item -each additional item $11.13 $11.46
Bulky Item requiring 2 people to handle $62.31 $64.20
Contamination Fee -to recover costs for separating solid waste placed in a recycling or $55.33 $57.01
Scout service per bin per service $50.32 $51.58
Residential Return to Service Fee -The return to service fee for two or more calls in a or $34.85 $35.91
Restart Fee -The fee for restarting commercial service when a permanent account has
been terminated for non-payment. $20.91 $21.54
*Storm Water fee included
June 18, 2019 Item #5 Page 117 of 197
EXHIBIT 10
RESOLUTION NO. 2019-096
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE FY 2019-20 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 (EWA) by the Member Agencies following the recommendation of the Joint
Advisory Committee (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 2019-20 Operating Budget
of the EWA as approved by JAC on April 24, 2019, in the amount of $4,101,976 for Wastewater Plant
Operations, $953,505 for Wastewater Plant Operations pension pay-down (year one of three),
$1,370,486 for the Carlsbad Water Recycling Facility Operations, and $256,601 for Carlsbad Water
Recycling Facility Operations pension pay-down (year one of three) is hereby approved.
3. That the City of Carlsbad's estimated share of the FY 2019-20 Capital Budget of
the EWA as approved by JAC on April 24, 2019, in the amount of $5,290,711 for Wastewater Plant
June 18, 2019 Item #5 Page 118 of 197
Capital and $202,800 for Carlsbad Water Recycling Facility Capital is hereby approved.
4. That the City Manager, or his/her designee, is hereby authorized to approve
appropriations to the EWA estimated budgets listed above based on the City of Carlsbad's actual
share of the EWA budget.
5. That all outstanding operating encumbrances as of June 30, 2019 are hereby
continued into FY 2019-20 for such contracts and obligations.
6. That all capital improvement program budget appropriations and outstanding
encumbrances as of June 30, 2019 are hereby continued into FY 2019-20 for such contracts and
obligations.
7. That the City Manager, or his/her designee, is hereby authorized to make payment on
behalf of the City of Carlsbad to EWA in accordance with the budget as approved by JAC pursuant to
the Encina Agreement.
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
Ill
June 18, 2019 Item #5 Page 119 of 197
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City
Council, Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority
Board of Directors, Community Development Commission, and City of Carlsbad as Successor Agency
to the Redevelopment Agency, held on the 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
MA~
ATTEST:
-difw?~ BRA ENGELSDN,City~rk
(SEAL)
\\1111111111111111,
/'''i CA~~";,❖,~
.$'\.~ ..... -.•.• ~~ 1St--~·-!o\ \o\~W~J J ~ ~-.:,:"'""". ..... ~ ;-,, ~·· ...... ~~ ~ ... :...·• ......... •·.J,. .... 'ff ~ ~ ... 1.,, o~~ ~~ '/,,,,,, F ,~ ,,,,,,""
l/////11111111111\\
June 18, 2019 Item #5 Page 120 of 197
RESOLUTION NO. 2019-097
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DETERMINING THAT THE FY 2019-2020 CAPITAL
IMPROVEMENT PROGRAM BUDGET IS CONSISTENT WITH THE GENERAL
PLAN AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS.
EXHIBIT 11
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital
Improvement Program for FY 2019-20 and has held such public hearings as are necessary prior to
adoption of the Capital Improvement Program Budget; and
WHEREAS, on June 18, 2019 the City Council reviewed for consistency with the General
Plan goals and policies for all Capital projects receiving an allocation of funds for FY 2019-20 pursuant
to Carlsbad Municipal Code Section 2.24.065 (b); and
WHEREAS, the City Council also reviewed the FY 2019-20 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 Council considered all factors relating to the City Council
Determination.
NOW, THEREFORE, BE IT RESOLVED by the City Council ofthe 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 2019-20 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.
June 18, 2019 Item #5 Page 121 of 197
b) The projects are consistent with applicable goals and policies of the Land
Use and Community Design, Mobility, Public Safety, and Arts, History, Culture, and Education Elements
of the General Plan, as described in Attachment 11A.
c) Specific projects are consistent with, and support Climate Action Plan
greenhouse gas reduction measures and actions, as described in Attachment 11A.
d) As required by the General Plan, the proposed improvements are
consistent with the city's Growth Management Plan in that the projects ensure that the necessary
improvements are provided for facilities maintenance, park development, sewer and water projects,
and circulation systems, in accordance with the performance standards contained in the city's 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.
Ill
Ill
Ill
Ill
June 18, 2019 Item #5 Page 122 of 197
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 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST: -
(SEAL)
June 18, 2019 Item #5 Page 123 of 197
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
FY 2019-20
CAPITAL IMPROVEMENT PROGRAM
NEW PROJECTS
PROJECT NAME
FACILITY MAINTENANCE
Aviara and Hidden Canyon Community Parks Playground Safety Resurfacing
Leo Carrillo Ranch Roof Repairs
Fleet Service Center Fuel Island Evaluation
Dove Library Parking Lot Revision
Calavera Hills Community Center Refurbishment
TRANSPORTATION
Avenida Encirias Pedestrian Access Improvements
lntelligient Tr~ffic Control Devices
Citywide Street Lighting Program
Bobcat Boulevard (Cannon Rd.) at Sage Creek Road Rehabilitation
Citywide Thermoplastic Pavement Marking Program
SEWER
Vallecitos Interceptor Sewer Cleaning & CCTV
Sewer Modeling
Sewer Line Capacity Improvements
WATER
Water Modeling
Cathodic Protection Program
EXHIBIT 11-A
Total Project Funding Source FY 2019-20
Cost Appropriation
$ 600,000 IRF $ 600,000
$ 250,000 IRF $ 250,000
$ 150,000 IRF $ 150,000
$ 50,000 GCC $ 50,000
$ 685,000 IRF $ 685,000
$ 75,000 GAS TAX $ 75,000
$ 200,000 GAS TAX $ 200,000
$ 150,000 GAS TAX $ 150,000
$ 675,000 GAS TAX $ 155,000
$ 100,000 GAS TAX $ 100,000
$ 250,000 SEWER REPL. $ 250,000
$ 2,400,000 SEWER CONN. $ 300,000
$ 970,000 SEWER REPL. $ 100,000
$ 2,400,000 WATER CONN. $ 300,000
$ 160,000 RECL. REPL. $ 160,000
June 18, 2019 Item #5 Page 124 of 197
RESOLUTION NO. 2019-098
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING ADJUSTMENTS TO THE FY 2018-19
OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM.
EXHIBIT 12
WHEREAS, an operating transfer of $55,000 from the Affordable Housing Special
Revenue Fund to the Rental Assistance Special Revenue Fund, to cover the city's administrative
expenses for the federal Section 8 Rental Assistance Program in excess of the amount of federal
funding received for FY 2018-19, is recommended; and
WHEREAS, a budget increase of $75,000 in the Street Tree Maintenance Special
Revenue Fund, for increased tree maintenance costs incurred during FY 2018-19 is recommended;
and
WHEREAS, a budget increase of $3,141,012 to the Wastewater Fund and $845,288 to
the Recycled Water Fund to record Carlsbad's share of Encina Wastewater Authority's pension payoff
approved via Encina Wastewater Authority's' budget adoption on April 24, 2019 is recommended;
and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the above recitations are true and correct.
2. That the City Council of the City of Carlsbad, California, does hereby authorize an
operating transfer of $55,000 from the Affordable Housing Special Revenue Fund to the Rental
Assistance Special Revenue Fund, to cover the city's administrative expenses for the federal Section 8
Rental Assistance Program in excess of the amount of federal funding received for FY 2018-19.
June 18, 2019 Item #5 Page 140 of 197
3. That the City Council of the City of Carlsbad, California, does hereby authorize an
operating transfer of $75,000 from the Street Tree Maintenance Special Revenue Fund, for increased
tree maintenance costs incurred during FY 2018-19.
4. That the City Council of the City of Carlsbad, California, does hereby authorize an
appropriation of $3,141,012 to the Wastewater Fund and $845,288 to the Recycled Water Fund to
record the liability of Carlsbad's total share of Encina Wastewater Authorities pension payoff
approved via Encina Wastewater Authority's' budget adoption on April 24, 2019.
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 18th day of June, 2019, by the following vote to wit:
AYES: Blackburn, Bhat-Patel, Schumacher, Hamilton.
NAYS: Hall.
ABSENT: None.
ATTEST: ~~u-,-~
BARBARA ENGLESON, City Clerk V
(SEAL)
June 18, 2019 Item #5 Page 141 of 197
June 3, 2019
To:
From:
Council Memorandum
Honorable Mayor Hall and Members of the City Council
Scott Chadwick, City Manager
EXHIBIT 13
{city of
Carlsbad
Re: Responses to Questions from May 21, 2019 FY 2019-20 Preliminary Budget
Presentation
The Fiscal Year 2019-20 Preliminary Operating Budget and Capital Improvement Program was
presented to the City Council and the community on May 21. The meeting was an opportunity
for the public and the City Council to review the draft budget prepared by city staff. Several
questions from the City Council and the community were posed to city staff. Those questions
and answers have been compiled into this single memo. The public hearing for the preliminary
budget is scheduled for the June 18 council meeting.
The city's budget document is the single most important expression of Carlsbad's core mission,
City Council policy priorities and, ultimately, the community's vision. With this in mind, the city
has developed a budget that reflects where the City of Carlsbad is today and where we are
headed in the years to come. Most of all, the city remains in excellent financial health and is
committed to sound business practices needed to thrive in today's complex environment.
Budget Overview
The total operating budget is comprised of various operating funds, each having a unique
approach to budgeting. For example, the General Fund is one of many, unique funds in the total
operating budget. It is the city's practice for the General Fund that estimated revenues must
meet or exceed proposed expenditures. As such, the General Fund operating budget, which
covers the city's day to day services like police, fire, parks and libraries, is proposed to increase
7 percent, with a budget of $166.8 million, projected revenues of $170.5 million, and a
projected surplus of $3.7 million. By comparison, the 2018-19 general fund operating budget
increased 6.9 percent over the previous year.
With the city's other unique funds, such as special revenue or enterprise funds, estimated
revenues do not always exceed estimated expenses in a given year. This is due to the timing of
revenues and expenses in the funds as well as the nature of the expenses. In some cases,
revenue may be received years ahead of a related planned expenditure creating situations in a
given year where expenses exceed revenues. In these situations, the "past revenue" comes
from fund balance or reserves and gives the appearance of a deficit even though sufficient
funds are available.
City Manager's Office
City Hall 1200 Carlsbad Village Drive I Carlsbad, CA 92008 I 760-434-2820 t
June 18, 2019 Item #5 Page 142 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 2
Therefore, the total Operating Budget for FY 2019-20, made up of many unique funds, totals
$296.9 million, with revenues for the year estimated at $291.8 million. This does not mean that
next year's expenditures will exceed our projected revenues in all funds. The city's goal is
always to manage the total operating budget conservatively, and end each fiscal year with a
surplus in the General Fund.
Community Budget Priorities
The city asked for input on spending priorities earlier in the budget process this year and used a
new online public input tool in addition to the traditional public workshop. In all, about 1,300
residents shared their budget priorities with the city. The main themes from the public input
were:
• Neighborhood quality of life
• Public Safety
• Parks, recreation, trails and open space
• Environmental sustainability
• Transportation and mobility
• Enhancing arts and culture
Other Changes to the Budget Process
In addition to getting input from the public earlier in the process, city staff made other changes
this year to how budget priorities are set. In past years all city departments started the budget
process with the same increase, usually based on the rate of inflation. Likewise, up to 10% of
unspent money in department budgets was automatically rolled over into the next year's
budget. Both of these practices were eliminated this year in favor of a department by
department and program by program evaluation of need, based on data. As a result, city
leaders had more flexibility in allocating resources strategically, rather than needing to ask for
budget increases to cover every increase in spending.
When the final budget is presented June 18, staff will present proposed updates to city financial
policies, including pension funding, surplus management, and reserves, with the goal of further
strengthening the city's long-term financial position.
Questions and Answers (items with a * indicate that the question was answered by staff
publicly at the council meeting on May 21).
POLICE
1. When you talk about our sworn officers being pulled away for calls, it decreases
discretionary police work. Correct me if I'm wrong, but the way that I think about that is
the proactive community-oriented policing that really is relationship building and being a
presence in the community. Is that accurate?
June 18, 2019 Item #5 Page 143 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 3
Absolutely. Officers go out and do proactive work to address concerns from incoming calls.
We do a lot of data driven policing, and they direct their patrols based on that data.
Officer's time becomes encumbered by calls for service, and once they get over a 60%
saturation level, they're no longer doing proactive police work because there's a lot of
administrative duties that come with that.*
Community policing focuses on building connections with the public and working with the
residents. Officers are assigned to a beat for six months before they are rotated so that
they can get to know the residents and the area they are serving. The police department
follows a data-driven analysis approach to community policing, so the officers are directed
to hot spot areas in the city where they conduct proactive police work. The increased
presence helps establish trust with the residents and helps them feel more secure in their
neighborhoods.
2. Inmate contracting transportation services -is that only for where we need help with a
mental health hold, or is that service used for anything else as well?
Right now, it is only for mental health holds, however, if we were to arrest somebody for a
charge and they ended up being at the hospital for some reason (i.e. sick, injured) from
whatever they were doing, we could have that same transport company come and take
over the custody so we wouldn't have to have an officer sitting there. There's different
things that they can do, but essentially, right now, they are used for mental health
evaluations.*
The contract that we have with Advantage Sentry and Protection (ASAP) includes
transportation of prisoners to and from locations designated by the police department. At
this time, the police department's administrative instruction to officers is to only utilize the
company to transport mental health holds and provide security for inmates who are
hospitalized, but we do have the option for them to transport inmates to jail, if necessary.
3. We haven't put in a request for more record technicians in 20 years?
That is the best number we could come up with.*
According to Human Resources and Finance, one FTE was approved in FY2015-16 but the
position was for a Property & Evidence Technician. Prior to that, a part-time Records clerk
position was added in FY2003-04. Finance's records date back to 1991 and there was a total
of five FTE in Records at the time, which is the same number of FTE in Records today.
The organization chart below is from 2001 which also shows five FTE for Records.
June 18, 2019 Item #5 Page 144 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 5
The chart below shows sworn staffing versus population, dating back to 1988:
YEAR POPULATION TOTAL PATROL OFFICERS PER
(in 1000s) SWORN SWORN 1000 CITIZENS
1988 58.8 69 54 1.17
1989 61.9 71 54 1.15
1990 62.8 79 54 1.26
1991 64.2 79 54 1.23
1992 65.7 80 54 1.22
1993 67.3 80 54 1.19
1994 67.9 80 54 1.18
1995 68.1 80 54 1.17
1996 68.2 85 54 1.25
1997 70.1 90 57 1.28
1998 73.7 93 59 1.26
1999 77.6 96 61 1.24
2000 82.0 100 63 1.22
2001 83.1 103 64 1.24
2002 88.0 107 66 1.22
2003 90.3 107 67 1.18
2004 92.7 107 67 1.15
2005 95.1 109 67 1.15
2006 98.6 112 69 1.14
2007 101.0 115 ' 71 1.14
2008 103.8 115 71 1.11
2009 104.7 115 70 1.10
2010 105.3 115 68 1.09
2011 107.8 115 68 1.07
2012 109.4 115 68 -1.05
2013 111.1 115 68 1.04
2014 112.1 113 68 1.01
2015 113.3 113 68 1.00
2016 114.0 113 68 0.99
2017 114.0 115 67 1.01
2018 115.3 119 68 1.03
June 18, 2019 Item #5 Page 146 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 6
6. Is one of the industry standards a patrol officer per 1,000 people in population?
It is a metric that is used and SAN DAG publishes an annual report that talks about that, and
that's where we get the numbers. So, yes, that is one of the metrics that is used not just in
California or San Diego county but across the nation. The metric is a good metric because it
gives you an idea of where you're sitting for service levels. Having said that, different
communities have different needs. The City of Carlsbad is unique, and we would have a
much different level of service than other cities or areas, so we really have to look at what's
needed for our community and what the best metric is for us.*
FIRE
7. In the last 10 years have we increased the number of ambulances we have in our city?
In 2004 we came forward with a study, and in 2005 we added a 3rd ambulance. It's
possible we would need a 4th ambulance very soon, and that is one of the reasons why
we're looking at getting some of the analytics to tell us where we would put that 4th
ambulance if we got one. The other thing that we're looking at is making some changes
regionally, and what I mean by that is we're getting a medical director in the dispatch
center, which would help us to start tiering dispatches. As these things develop over the
next couple months, and having people that can collect that data, it will help us provide a
really good answer if we need a 4th ambulance, and if so, where should it be.*
8. Every one of our firemen, whether they're on an ambulance or fire engine, are
paramedics, is that correct?
All of our firefighters -captains, batallion chiefs, division chiefs, engineers, firefighters -
they're all paramedics.*
9. So, every one of those trucks can provide the same service an ambulance can provide
other than they just can't transport a patient, is that right?
That is correct.*
10. Is that common across the county or the state, or are we special?
It is fairly common in the county, it's becoming more common in the state. Not every fire
department in the county has paramedics the way we do but it's becoming more and more
common.*
11. You had mentioned there would be an individual that would alleviate some of the
overtime that individuals are having to work on, is that the SOS or what particular
position would that be in regards to?
The training captain or captain specialist.*
June 18, 2019 Item #5 Page 147 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 12
reflect what a 30 percent fund balance in a given year would have been . For example, in
Fiscal Year 2010-11 a 30 percent fund balance would have been $32.4M . The blue bars
represent the amount of fund balance in a given year which is more than the 30 percent
fund balance amount. For Fiscal Year 2010-11 the amount greater than 30 percent (the
blue bar) is $25.lM. Lastly, the percentages shown at the top represent the actual fund
balance as a percentage of General Fund expenditures. For example, in Fiscal Year 2010-11,
a fund balance of $57.SM was 53.32 percent of General Fund expenditures. There are no
potential future bills to be paid with the fund balance. General Fund balance is reserved
unless otherwise directed from City Council.
100,000,000
90,000,000
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
Fund Balance Analysis
70.63%
53.90%
64.15% 54.57% 53.21%
61.62%
62.54%
54.50% 53.32%
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
(est.) (proj.)
■30% ■>30%
June 18, 2019 Item #5 Page 153 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 14
19. Show the last 5 years of pension contributions for both the city as the employer and the
employees as well as any additional prepayments made by the city.
f-!is!orv of PERS Payments
I FY 2014! FY 2015 FY 2016 FY 2017
Employee Contributions I 4,232,802 1 4,306,918 . 4,42?,131 4,524,207
Employer Contributions i 14,028,910 i 14,926,344 j 16,399,789 1 18,038,435
' 1s,261,n2 : 19,233,262 I 20,s22,920 22,s62,642 •
Additional Prepayment $9M .
FY 2018 FY 2019{est)
4,734,629 I 5,111,273
18,193,767 20,844,998
22,928,387 25,956,271
$11M $20M {proposed)
20. In the GDP chart, what percentage is healthcare spending nationally and here?
The City of Carlsbad has contracted with Cal PERS as the medical insurance provider for
employees. CalPERS offers 12 different medical plans which vary in cost. The averag~
increase in the cost (i.e., the premium charged by the insurance providers) of these medical
plans over the last 5 years is listed below.
Jan. 2015 5.0%
Jan. 2016 8.2%
Jan. 2017 3.2%
Jan. 2018 2.0%
Jan. 2019 1.1%
Per the Memorandum of Understanding (MOU} with each bargaining unit, and per the
Management Compensation and Benefits Plan, the dollar amount that the City of Carlsbad
spends on health insurance for employees equates to 80% of the average actual "health
premium" (i.e., the average cost of the medical/dental/vision insurance plans). The
employees pay the remaining portion of the health premium.
Cal PERS also requires the city to pay a fixed dollar amount for each City of Carlsbad retiree
who chooses to remain on the CalPERS medical plan during retirement. This fixed dollar
amount is currently $1,632/year/retiree. The retirees pay the remaining portion of the
medical premium. There are currently 252 City of Carlsbad retirees enrolled in the Cal PERS
medical plan.
The actual amount the City of Carlsbad spent on healthcare in the last 5 years (for both
employees and retirees) is listed below.
FY14/15 $7.7M
FY15/16 $8.2M
FY16/17 $8.4M
FYl 7 /18 $8.8M
FY18/19 (projected) $8.9M
June 18, 2019 Item #5 Page 155 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 17
requests - a replacement of existing equipment and a new equipment request. Most PC
replacements don't require a formal request as the Service Desk coordinates with the
departments when their PC's are scheduled for replacement and will replace an old PC for a
new PC at the end of the current PC's useful life.
25. What is sales tax from SE Quadrant 92009?
For the twelve months ended December 31, 2018, sales tax revenue generated from taxable
sales in the SE Quadrant of Carlsbad (zip code 92009) were $4,144,254. The 92009 zip code
includes the Forum Shopping Center, which is in the city's SW Quadrant. The majority of
92009 is the city's SE Quadrant, but a small segment of the zip code is in the SW Quadrant,
including the Forum Shopping Center. The State of California does not track the city's sales
tax by the city's quadrant boundaries.
26. What are our fees compared to the City of San Diego?
The link to the city's current master fee schedule and the fee schedules for the City of San
Diego are listed below. The City of San Diego does not have a single master schedule of
fe_es, but several schedules depending on the type of fee.
Carlsbad: https://cityadmin.carlsbadca.gov/civicax/filebank/blobdload.aspx?BloblD=36324 ·
San Diego: https://www.sandiego.gov/development-services/fees
It is important to note that the methodology used for calculating a particular fee may or
may not be the same in every city and/or public agency. For example, Grading Plan Check
Fees in Carlsbad are calculated using the amount of cubic yards per project while the same
fee in the city of San Diego is calculated based on the number of plan map sheets per
project.
City of Carlsbad Grading Plan Check Fee Schedule for Fiscal Year 2018-19:
Grading Plan Check Fees•
Fee
100 cubic yards or less $464 flat Fee
101 to 1,000 cubic yards $928 for the first 100 cubic yards, plus $120 for each additional 100 cubic
yards, or fraction thereof
1,001 to 10,000 cubic yards $2,777 for the first 1,000 cubic yards, plus $120 for each additional 1,000 cubic
yards, or fraction thereof
10,001 to 100,000 cubic yards $4,371 for the first 1'0,000 cubic yards, plus $180 for each additional 10,000
cubic yards, or fraction thereof
100,001 to 200,000 cubic yards $6,666 for the first 100,000 cubic yards, plus $285 for each additional 10,000
cubic yards, or fraction thereof
200,001 to cubic yards or more $10,694 for the first 200,000 cubic yards, plus $130 for each for additional
100,000 cubfc yards, or fraction thereof
•Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is
subject to City Engineer approval per CMC 15.16.062.
June 18, 2019 Item #5 Page 158 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 18
City of San Diego Grading Plan Check Fee Schedu le (as of January 2019}:
Table 502A -Construttion Permit Plan Chetk
.. --
Drawing Type ll'l(J'ement ·
Grading & Right-of-Way Permit, D-Sheet Up to .5 sheets
persheetbetween6-10
fPer sheet between 11-20
oer sheet over 20
·.----..
Grading Permit, O-Sheet Up to S sheets
tper sheet between ;6-10
per sheet between 11-20
1Per sheet over 20
Grading Permit, Construction Plan, Large Form<:1t Lio to 5 sheets
Only for: tper sheet between ,&,.10
1) Site Reconnaissance per sheet between 11-20
2) Hevegetation / Site Restoration 1Persheetover20
Right-of-Way Permit, Construction Plan. Large Format Up to 5 sheets
per sheet between 6-10
per sheet between 11-20
persheetover20
Right-of-Way Permit, Construction Plan. Small format Up to 2 sheets
ieach add'I sheet
Right-of-Way Perm rt, D-Sheet [Up to 5 sheets
tper sheet between ,6.• 1 O
per sheet between 11-20
oersheetover20
> ...
-. -
Base Rate Increment
Rate
$6,310.3369
$385.7467
$309.4691
-
$273.5097
S4,481 .8S38
$342.1595
$234.2812
$221.2050
$3,380.1874
$180,8869
$25.0626
$45.7666
$4,065.5961
$219.0257
$200.5011
$149.2862
$415.1681
$144.9274
S4,384.8n3
$632.0144
$299.6620
$29S.3033
27. Provide a more in-depth summary of the web GIS platform that we're looking to deploy -
more clarity on that, the context and the use and how we might imagine that looking
forward.
Web GIS represents a pattern for delivering geospatial capabilities which enables members
of an organization to easily access and use geographic information within a collaborative
environment. GIS professionals working on the desktop create and share content and
information to the Web GIS platforms extending geospatial business intelligence to broad
range of users across the organization.
For the City of Carlsbad, our Web GIS platform consists of two main implementations: Esri's
ArcGIS Enterprise and ArcGIS Online with Portal. While t hey provide similar f unctionality,
our use cases for leveraging them are different:
June 18, 2019 Item #5 Page 159 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 19
• ArcGIS Enterprise is the city's comprehensive GIS and location intelligence platform that
runs on-premise. Its Portal represents cloud-based GIS hosted on our infrastructure to
be used for internal customers. We will leverage this platform for integrating with other
. city enterprise-level platforms (Energov, Hansen, etc.) and data.
• ArcGIS Online is a location intelligence cloud GIS that runs on Esri's cloud as a Software
as a_Service (Saas) model. The city uses ArcGIS Online to create, use, and share
geospatial content, maps and applications with field crews and the public.
28. Comparison of our full-time staff positions in Human Resources vs. other cities?
The ratio of full-time staff working in the Human Resources department compared to the
total number of employee headcount (both full-time and part-time) in agencies within our
defined market of 17 other local public agencies (excluding the City of San Diego) is shown
below. The total number of employees shown were provided by each agency's Human
Resources Department and represents the total employee headcount (not converted to full-
time or part-time equivalents). Note: The City of Carlsbad is the only agency that has an
Employee Engagement program and dedicates HR staff time to measuring and improving
employee engagement.
Number of Total# of Employees to
Agency Full-Time HR Staff Employees in Agency HR Staff (Ratio)
Del Mar 2 55 28:1
Santee 4 145 36:1
Coronado 5 245 49:1
Imperial Beach 3 154 51:1
Poway 6 315 53:1
Encinitas 6 350 58:1
Solana Beach 1 65 65:1
San Marcos 6 400 67:1
Escondido 15 1000 67:1
National City 5 375 75:1
Chula Vista 17 1350 79:1
La Mesa 4 325 81:1
Oceanside 13 1100 85:1
Carlsbad(proposed) 14 1200 86:1
Vista 9 800 89:1
El Cajon 5 530 106:1
Carlsbad (current) 11 1200 109:1
San Diego County 120 17581 147:1
June 18, 2019 Item #5 Page 160 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 20
29. Please provide some detail on the compensation study.
The city periodically conducts an in-depth sala ry survey to ensure the city's pay ranges are
competitive in our market so that we can attract and retain the most qualified
employees. The last survey of pay ranges for Management and Part-Time job classifications
was conducted in FY2016/2017. There are approximately 130 Management and Part-Time
job classifications. For these job classifications, the city has defined its market to be 17
other local agencies (see list below}. For three Utilities job classifications, the market also
includes 7 water districts (see list below}. This type of in-depth survey analysis is conducted
by a compensation consultant as it requires an analysis of the job duties for each position
and in each agency in order to find equivalent "benchmark" (i.e., similar} classifications for
comparison.
• City of Chula Vista
• City of Coronado
• City of Del Mar
• City of El Cajon ,
• City of Encinitas
• City of Escondido
• City of Imperial Beach
• City of La Mesa
• City of National City
• City of Oceanside
• City of Poway
• City of San Marcos
• City of Solana Beach
• City of San Diego
• City of Santee
. • City of Vista
• County of San Diego
In addition to the agencies listed above, the following agencies will be considered in the survey
market only for Utilities Director, Utilities Manager and Utilities Supervisor classifications.
• Encina Wastewater Authority
• Helix Water District
• Olivenhain Municipal Water District
• Otay Water District
• Padre Dam Municipal Water District
• Vallecitos Water District
• Vista Irrigation District
June 18, 2019 Item #5 Page 161 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 21
30. For clarification, with the increase of .25 with the assistant to our city treasurer, this
would bring that position up to 1 FTE, correct?
Yes, that is correct.*
31. Golf Course costs versus revenues: Revenues $7.9M versus spending $8.2M. This is a loss.
Total costs analysis has been requested so that residents can prioritize the value of
operating a municipal golf course that serves a small portion of the community, including
any improvements and the prepayment of bonds from General Fund in FY17.
• It is hard to see that we are spending money on "beautification landscaping" along the
perimeter of the golf course when residents in the Barrio and Village have been asking
for lighting and traffic/parking solutions for years.
• When is the 3rd party audit expected to come back to Council as requested?
The $8.2 million is comprised of $7.4 million in operating expenses and $800 thousand in
capital expenditures. From an operating standpoint, that results in $500 thousand in
projected net profit. This anticipated net profit, along with $300 thousand in golf course
reserves, (i.e. $800 thousand in total) are being used on various capital projects to ensure
the course continues to be the high-quality course it is today. Staff's goal in developing a .
long-range financial plan for the golf course is to help ensure operational sustainability -
i.e., golf operations are not subsidized by the General Fund going forward. Proactively
managing assets is a less expensive, more sustainable solution over the long term. This
long-range financial planning approach has also helped eliminate General Fund subsidies in
recent history, with the last operating transfer occurring in Fiscal Year 2015-16.
The Crossings at Carlsbad serves the community in multiple ways, from open space to golf
to ocean-view dining and weddings. A citizen led initiative, Proposition H, was approved in
1982, limiting General Fund spending on projects to $1 million dollars unless the item was
"first placed upon the ballot and approved by a majority of voters voting thereon at an
election." The construction of a public golf course required this approval from Carlsbad
voters. As such, a citywide special election was held on June 6, 1989 asking the voters
whether they would approve the expenditure of city funds for the construction of a public
golf course, amongst other projects. Over 62 percent of voters approved spending city
funds on the construction of a public golf course. Concurrent with this vote, a 2 percent
increase in transient occupancy tax to generate additional revenues for the city, of which a
portion was to fund golf course expenses, was approved by over 65 percent of voters.
For FY 2018-19, the following statistics are projected for the golf course operations:
• 55,000+ paid rounds of golf
• 107 golf tournaments, ranging from 20-145 golfers
• 18 weeks of summer golf league, averaging 65 golfers
• 8 weeks of the summer junior camp golf instruction, averaging 15 youth golfers
June 18, 2019 Item #5 Page 162 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 22
For FY 2018-19, the following statistics are projected for the food and beverage operations:
• 400 booked events
• 53 booked weddings
• 40 weeks of Sunday brunch, averaging 150 guests
• 5 weeks of holiday brunch, averaging 400 guests
• 1 Valentines Day dinner, with 100 guests
• 25 weeks of Friday night live music on the patio, averaging 120 guests
• 18 weeks of trivia night on the patio, averaging 40 guests
Information to help Council make an informed decision regarding the requested 3rd party
audit is anticipated to be brought forward for Council's consideration by late summer.
32. Does the City Treasurer have his own Assistant?
No. While there is an "Assistant to the Treasurer" position that helps the City Treasurer, the
"assistant" nomenclature may be misleading. This position is a higher-level accountant
position (its classification resides between an accountant and senior accountant level) with
specialized experience in finance and investments. This position reports directly to Finance
Department staff who ultimately report to the City Manager, not the City Treasurer. This
structure is like the Council/staff structure in that Council sets policy and various staff
members reporting to the City Manager operationalize the policy.
The City Treasurer is responsible for setting the overall investment policy and making
investment decisions. The Assistant to the Treasurer position is responsible for managing
the city's cash accounts which includes cash flow projections and executing trades, among
other things. This position is also responsible for auditing investments, banking
transactions, and other applicable treasury functions. This position is also responsible for
preparing various reports to the Treasurer, Investment Review Committee, and City Council.
33. Spatial Business lntelligence ... what does that mean?
Spatial Business Intelligence (SBI) is the capability to leverage location as part of the Bl
process and represents the intersection of GIS and Bl. The new Web GIS platform (Portal)
hosts Esri's Insights application which is a spatially-centric Bl and exploratory data analysis
tool. Staff from various city divisions (Water, Stormwater, Fire, Police) have had training
using this tool and are excited to incorporate the tool.
34. The CalPERS benefit tiers slide (slide is shown below for reference) -when I add up the
numbers I don't know what those numbers mean. Are those employees that we have
today, or when you add those three columns what are they trying to represent? Please
double check that slide, I tried to get to the meaning of the numbers and I don't know
that they add up correctly.
June 18, 2019 Item #5 Page 163 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 24
COMMUNITY SERVICES
37. Policy for housing trust fund? Is there a report?
The Housing Trust Fund and the Housing In-Lieu Fee was established when the lnclusionary
Housing Ordinance was adopted in Sept. 1993. Council Resolution No. 93-268 approved the
In-Lieu Fee amount and its deposit to the Housing Trust Fund .
The Housing Trust Fund is administered consistent with Carlsbad Municipal Code as follows:
21.85.120 Collection of fees.
All fees collected under this chapter shall be deposited into a housing trust fund and shall
be expended only for the affordable housing needs of lower-income households, and
reasonable costs of administration consistent with the purpose of this chapter. (Ord. NS-535
§ l, 2000)
The ordinance adopting the lnclusionary Housing Ordinance was originally approved in
1993. The ordinance and subsequently the Municipal Code was amended in 2000 to clarify
and enhance the inclusionary housing policies. The Housing Trust fund is different than the
Housing Set-Aside Fund established under State Redevelopment Law. The inclusionary
housing ordinance and the Housing Trust Fund are local policies adopted by the City
Council.
The city deposits all housing in-lieu and impact fees into the Housing Trust Fund, as well
funds from housing credit sales, any affordable housing specific grants, repayment of
affordable housing development loans, bond issuance fees (for affordable housing) and
other related income generated as part of the use of the housing trust funds or
administration of the inclusionary housing ordinance.
The Housing Trust Fund currently has an unencumbered cash balance of approximately $17
million; it operates as a revolving fund because funds are used in a manner that generates
repayment through surplus cash loan repayments. As noted in the CMC section above, the
funds may be used for any purpose that meets the affordable housing needs of lower
income households, and reasonable costs of administration.
The Housing In-Lieu Fee ($4,515 per market rate unit) is paid by those developments of 6 or
fewer market rate housing units which are not required to build low income affordable
housing. Staff will be returning to City Council for future discussion regarding the fee.
38. What are the space needs costs associated with adding 39 FTE?
Several of the 39 FTE represent position reclassifications from a part-time FTE to a full-time
FTE. These types of FTE changes do not require "new space" and do not have any "new
space needs costs" associated with them. In addition, the rema ining new FTE will be
June 18, 2019 Item #5 Page 165 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 25
housed in 5 or 6 different city locations. No new physical building square footage will be
required, but approximately 30 new workstations or offices will need to be accommodated
within existing work locations. The fully loaded one-time cost (furniture and technology
needs) for new workstations ranges from an average of $7,S00to $10,500 (cubicle to
office), for a total estimated one-time cost of $225,000 to $315,000. Some of these costs
were included as supplemental budget requests from various departments and the
remaining will be paid from departmental budget savings.
39. Two positions for the program manager and housing navigator that would be paid from
the housing trust fund -I'm curious about the philosophy of one-time funds being used
for one-time projects, so I'd be curious to see how the housing trust fund would impact an
ongoing request for two additional staff members, which also includes pensions? I'd like
an analysis on that.
The Housing Trust Fund has funded administrative costs for Housing & Neighborhood
Service Programs for many years, including staffing costs as well as outside legal counsel
costs for general administration and development of loan agreements and other regulatory
documents. There are ongoing administrative costs associated with implementation of the
inclusionary housing ordinance and the fund allows for these administrative costs to be
charged to that account.
Over the past 10 years, the administrative costs charged to the fund have averaged
$493,870 per year. The proposed staffing positions for the homeless response plan
implementation would amount to an added cost of approximately $177,593 per year.
Because the Housing Trust Fund will continue to receive revenue from loan repayments,
purchase of housing credits, in-lieu fees and interest income for the foreseeable future, it is
allowable by state code to charge these administrative costs to the fund. Staff foresees
adequate funding in the trust fund to continue to develop new projects for affordable
housing as well as continue to cover the administrative costs of program implementation
for many more years. The average annual revenue received over the past 10 years is
$1,599,230.
40. The LCP and the zoning code amendment update, would you say that the need to focus on
that in the planning department, and being overburdened, is a part of why we haven't
seen that come before council?
The biggest challenge for the Local Coastal Program (LCP) update is that the current LCP
consists of six segments that are all different and unique, and staff is combining those all
together into one LCP with more consistent and current policies. Staff is also updating the
LCP comprehensively for the first time in decades, and over those couple of decades a lot of
things have changed with legislation, sea level rise, etc. Staff must work closely with the
local San Diego office of the California Coastal Commission. Staff is investing the amount of
time necessary to ensure that when the plan is brought to the City Council it has had a
complete and comprehensive review and is a plan that can be embraced and approved by
June 18, 2019 Item #5 Page 166 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 26
the city and the Coastal Commission because it meets all current policies. It is a labor-and
time-intensive project.
The Zoning Code Update also has similar challenges because the code has not been updated
in many areas since the city was incorporated in 1952. Staff is working to ensure that the
zoning code update incorporates recent requests by City Council as well as State legislative
mandates which have changed over time. The Zoning Code Update also involves changes
required to be consistent with the new policies set forth as part of the General Plan update.
It is a comprehensive and complete update which is labor-intensive for the city's advance
planning team.
41. I'm thinking about development applications' deadlines, and tasking our Planning staff
with one project then pulling them away to work on other projects that also have strong
deadlines. I'm wondering if that is one of the reasons an additional position might be
added. Am I thinking about that right?
Yes. Staff resources are impacted when they must change focus from one project to
another. In this case, private development applications are not the cause for delay of the
LCP and Zoning Code Update. For clarification, we have two teams of planners -current
planning and advance planning. The current planning team processes development
applications submitted by private property owners. Advance planning works on policy
documents such as the General Plan, Housing Element, Village Barrio Master Plan, Growth
Management Program and public project development applications. When priorities are
changed and staff must switch its focus to another more pressing matter, there can be staff
resource challenges depending on the workload at any given time.
42. The code enforcement officer II position, that person would be responsible for business
licensing and STVR enforcement, correct?
They'll be responsible for ensuring that business licenses are in compliance. On the
vacation rentals side, the business licenses are important because it ensures that they're
allowed to operate and ensuring that we're receiving our transient occupancy tax.*
Yes. This code enforcement officer II position will be responsible for ensuring that
businesses are in compliance with city licensing requirements and ensuring that the
businesses remain in compliance. The position is a transfer from Finance to Code
Enforcement as an employee development opportunity due to the expertise of this
individual. The employee is experienced not only in business license compliance, but also in
cashiering in order to collect the appropriate license fees and related taxes. This position
will assist the short-term vacation rental compliance team to ensure that the appropriate
permits/licenses are obtained and that the correct transient occupancy tax is collected from
each of the vacation rental operators.
June 18, 2019 Item #5 Page 167 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 27
43. Part time support for the city clerk and records, what percent FTE is being added on?
The request from the city clerk's office was to fund a one year special project to help update
sections of the municipal code, council policies and administrative order updates. It is
funded in the budget as temporary help and it is not an ongoing increase in part-time
employee head count.
44. Give a general overview to our residents of what the state mandates are for the General
Plan and compliance.
State legislation requires that several topics be addressed in the General Plan the next time
it is updated. The Housing Element is required to be updated by April 2021. The update will
be based on a new Regional Housing Needs Assessment Plan expected to be adopted by the
SAN DAG Board of Directors in October 2019. Amendments to the General Plan Land Use
Map may be required to identify sites to accommodate the city's RHNA allocation.
Concurrent with the update to the Housing Element the following is required: 1) update the
Safety Element to address climate change (SB 379 Jackson, 2015: SB 1035 Jackson 2018 -
Climate Adaptation); 2) evaluate the Safety Element to determine if it adequately addresses
fire hazard impacts (SB 1241 Kehoe, 2012 -Safety Element: fire hazard impacts); and 3)
update the Conservation Element to address areas that accommodate floodwater or
groundwater recharge (AB 162 Wolk, 2007 -Land use; water supply).
45. What is the real goal for the Homeless Response Team? How many times are we going to
touch the people? Is this going to be 7 days a week now vs. 4 days a week? If we could
get some more detail as to the full need. Where are we trying to get to with this?
The Homeless Response Team (HRT) is made up of several departments that respond to
various needs within the city's homeless response. For example, the Police Department is
requesting to add staffing resources to expand its abilities to serve through the Homeless
Outreach Team (HOT) of police officers. Community & Economic Development is
requesting to add staff resources, Homeless Response Program Manager and Housing
Assistant (Navigator) positions, and budget for 2.5 social workers (private contractors) and
other program costs to coordinate the city's response. Public Works is requesting to add
budget to continue its homeless encampment removal and clean up efforts on public
property. Fire, Parks & Recreation, Library & Cultural Arts also participate in the homeless
response as well. This team effort is intended to continue to implement the Homeless
Response Plan approved by the City Council in October 2017 and updated in May 2019.
To date, we estimate that we have been able to actively engage approximately 85 homeless
individuals to move towards a rehousing plan, and estimated about 100 or so individuals in
a pre-engagement status (which means there has been initial contact but more outreach is
needed by both police and the social workers). Working with the homeless residents takes
time and often requires numerous contacts before there can be success in moving them
forward to rehousing opportunities. The Homeless Response Plan indicates that each
homeless resident will be treated as an individual with needs unique to that individual. The
June 18, 2019 Item #5 Page 168 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 28
city's program is not a "one size fits all" program. With an increase in resources, staff will
continue to 1) build on the success we have had to date through individualized efforts to
meet the homeless where they are in the community, 2) coordinate with service partners
and the faith-based community of care providers, and 3) continue to move the homeless
residents towards rehousing or encourage behavior change to accept assistance and offers
to help through stricter enforcement of city regulations.
46. Opportunity grants, there was a certain amount of money set aside? I believe it was
about $1M, but I could be corrected on that number? We were going to spend the
interest off that each year on community grants. Explain difference between opportunity
grants and community grants?
Yes, $ 1 million was set aside for Community Activities Grants, which is different than the
Opportunity Grants. Community Activities Grants are administered by community &
economic development staff, and Opportunity Grants are administered by parks &
recreation staff. The $1 million set-aside was for the Community Activities Grants. The city
grants the interest earned amount on an annual basis. These funds are used for various
projects and programs that benefit the community citywide. The Opportunity Grants are
budgeted within the parks & recreation budget and used to assist lower income residents in
accessing recreation programs/classes.
The Community & Economic Development Department manages the Community Activity
Grants Program. The grants are designed to provide enrichment programs to the
community. An enrichment program is any program that enhances the quality of life for
residents and/or visitors. The City Council set aside $1 million from which the interest
earned is to be allocated for community service activities. These grants are intended to
provide alternatives to other city programs, such as the Community Development Block
Grants, by providing grants for services that may not be eligible under these other
programs.
The Parks & Recreation Department manages the Opportunity Grants Program. In April
1998, the City Council established this program offering recreation scholarships to Carlsbad
youth based on low income standards. In June 2018, the City Council expanded the
program to include Carlsbad residents of all ages and increased the annual scholarship
amount from $150 to $300 per person. To date, fund raisers and outside donations have
primarily supported the program. With the expansion, these funding strategies will no
longer support the program demands. Therefore, the Parks & Recreation Department has
requested $40,000 annually to run the program through the general fund operating
budget.
47. Thank you for including rec programs funding for those unable to afford programs.
Yes. This is the intent of the Opportunity Grants administered through the parks &
recreation department and was expanded recently to include all ages, and not just youth.*
June 18, 2019 Item #5 Page 169 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 29
48. Please explain new tot lot and restroom at Hosp Grove Park at $759,000. I am concerned
about the health of the forest itself. I request to see a plan for forest health and potential
replanting over time.
There is an existing CIP Project for Hosp Grove Park Improvements which is currently in the
study and preliminary design phase. The project is planned to include the removal and
replacement of the following: tot lot -with a broader range of play for ages 3-12; picnic
tables and benches, a pathway to the tot lot which is ADA accessible; perimeter fencing,
and monument entry signage. The project also includes the construction of a permanent
restroom building to replace the current portable restroom and enclosure. The total
funding allocation for the project to date is $923,000. That allocation initially accounted for
a septic system to service the restroom. However, after studying this potential, connecting
to the nearest sewer main -at the intersection of Marron Rd. and Jefferson Dr. -was
determined to be the preferable means of service. The $759,000 requested for FY 2019-20
is an increase to the project funding allocation, to address higher costs associated with
permitting and connecting to the sewer main, as well as to address costs for construction
management services, public outreach, and public art.
Funding for the ongoing maintenance of Hosp Grove is addressed via the Parks
Maintenance & Trails Maintenance Operating Budgets. The health and management of the
Hosp Grove forest is being reviewed as part of the update to the Community Forest
Management Plan, which is expected to be presented to the City Council for adoption in
mid-September.
49. "Intelligent Parking" program in the Village at $240,000.
The Village Intelligent Parking Implementation project was added to the CIP in fiscal year
2018-19 in response to resident feedback and results of the 2016 Coastal Mobility
Readiness Plan and 2017 Carlsbad Village, Barrio and Beach Area Parking Management Plan.
The project will implement a smart parking system to track available parking spaces and
monitor turn-over and may include a mobile app to advise drivers on available parking
spaces. Parking data collection efforts have shown that the city's highest parking occupancy
rate is in the Village and beach areas. Section 4.5.2 of the Village and Barrio Master Plan
addresses parking management and cites smartphone applications and real-time parking
information as potential strategies to support "parking wayfinding."
SO. TOT taxes are a great source of revenue, but there are impacts to quality of life with more
and more tourists using our streets, beaches, and amenities. How are we ensuring that
residents themselves are able to enjoy these amenities as a core quality of life?
Since May 2014, the Parks & Recreation Department budgeted over $5 .SM for capital
projects performed to enhance the coastal experience for the benefit of residents and
visitors. These projects have included Village/coastal streetscapes, bluffs, picnic facilities,
restrooms, accesses and parking. The department has also received over $140,000 in
June 18, 2019 Item #5 Page 170 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 30
increases to its operating budget for ongoing maintenance and refurbishment of these
areas to the city's high standards.
The Parks & Recreation Department's FY 2019-20 Budget also includes a supplemental
request for $108,000 in one-time improvement expenditures, and $137,000 in ongoing
maintenance, to assume additional recycling/trash collection and restroom cleaning
services along the coastline (Tamarack Avenue to Cannon Road}, from the State of
California. All of these improvements and ongoing maintenance responsibilities benefit
both residents and visitors.
51. Parks and Rec identified as resident priority. Why as staff increases in other areas are
proposed, Parks and Rec will actually have fewer staff than in FY18 budget?
The Parks & Recreation Department accomplishes many of the services it provides to the
community through contractual means. In particular, over the last several years, the
maintenance/refurbishment and monitoring/reporting of sites within the department's
inventory has transitioned such that approximately 80% of these services are accomplished
contractually. In addition, a significant amount of park planning/development services, as
well as recreation programming/enrichment services, are accomplished contractually.
The department's full-time staff count has decreased by 2 persons since FY 2017-18 (i.e.,
from 57 FT to 55 FT}, and the part-time staff count has remained relatively flat during the
same period (i.e., from 89.83 FTE to 89.61 FTE). However, the department's overall budget
request over that period has increased by four million dollars (i.e., $25.5 M to $29.5 M}.
The department's overall FY 2019-20 budget request this year includes nearly a half million
dollars in supplemental requests to add services, or enhance existing services provided to
the community.
52. Wasn't Agricultural Mitigation funding supposed to have been spent years ago? Wasn't
the committee supposed to be temporary, i.e. 5 or 6 years? How long will those funds
remain unallocated?
With the approval of City Council Resolution 2005-242 on August 2, 2005, the Ad Hoc
Committee was created to call for, review, and make recommendations to the City Council
for proposed expenditures from the Ag Mitigation Fund and to exist for a period of four
years, or until all funds were allocated, whichever occurred first. Several resolutions have
extended the existence of the Ad Hoc Committee with the most recent extension signed
April 11, 2017. Originally the grant cap was $50,000 and during the last round of grant
solicitation there was no grant cap and the city received only 3 proposals for a total funding
request of $149,893. There is currently $57,206 remaining in Ag Mitigation Funds. It is
anticipated that approximately $1.9M in Ag Mitigation Fees will be paid into the fund in
future years. As soon as all of the funds are received, and grants are awarded, the Ad Hoc
Committee will sunset.
June 18, 2019 Item #5 Page 171 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 31
53. Why are there no expenditures for Parking in-lieu Fees, even though pa rking in the Village
and Barrio are a constant complaint and a risk to commercial business and event success
in the Village?
There have been expenditures from the Parking in-lieu fees in the past to provide for
parking in the Village. Funds were used to purchase a parking lot on State Street that was
being leased from a private property owner who terminated the lease and fenced the
property when the lease expired. The redevelopment agency purchased the property with
funds from the parking in-lieu fee fund and reopened the parking lot which now ensures
that parking is available to the public in perpetuity. The latest expenditure of parking in-lieu
fees for the development of new parking was for the Carlsbad Boulevard and Beech Avenue
restriping project, which added 39 additional parking spaces near the intersection of
Carlsbad Boulevard and Beech Avenue at a cost of $42,056. The city does expend
approximately $50,000 in parking in-lieu fees each year in the operating budget to pay the
annual lease agreement with North County Transit District for the use of their property in
the village for public parking.
The available cash balance as of the most recent closed month, April 2019, is $1,054,000;
these funds may be used to expand and/or maintain public parking in the Village. The
approved parking program for the Village does not yet propose to expand public parking; it
currently proposes to better manage the public parking provided within the Village. When
the parking counts indicate that the average utilization ratio of 85% of all public parking lots
has been met, additional resources will then be needed and the funds may be used for that
purpose. There are actually few private projects that have paid parking in-lieu fees.
54. Is the policy for parking in-lieu fees sufficient? Specifically, in the Village and Barrio
where we are consistently adding density and commercial spaces, inviting tourists.
With the change in the new Village Barrio Master Plan in how parking requirements are
calculated, there may be more challenges for property owners to develop their properties
in their desired manner. Meeting on-site parking requirements is the greatest challenge for
most property developers in the Village and Barrio due to the small size of the lots and
other site constraints. The parking calculation changes may or may not result in more
requests to pa rticipate in the parking in-lieu fee program; it may ultimately constrain
development in the future. The parking requirements in the past were set forth in a
manner to encourage redevelopment of properties. The current requirements may result in
less development over time. Until the Village Barrio Master Plan is fully implemented both
inside and outside the coastal zone, it will be difficult to determine the ultimate impact of
the new parking requirements.
If the City Council would like to review the parking in-lieu fee amount per space, the matter
can be returned to City Council for consideration. The fee ($11,240) was originally set to
represent one third of the cost of building and maintaining (for 30 years) a public parking
space within a 2 level parking structure (no underground spaces); it was one-third the cost
June 18, 2019 Item #5 Page 172 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 32
because the public parking is considered a shared resource, not a specific assigned space to
the developer/property owner. The philosophy was that the private sector would fund two
thirds of the cost and the city would fund one-third of the cost of building additional public
parking based on the demand from new developments that could not meet their parking
requirement on site.
55. Neighborhood Quality of Life may need more than code enforcement to achieve. Quality
of life complaints in most neighborhoods are not about homelessness. Homelessness is a
big issue in the Village and Barrio, near the coast and along the open space and lagoons
mostly, as per the hot spot map.
Yes. The locations of the homeless are primarily concentrated in the locations noted above
and are not the only issue that negatively impacts quality of life. Neighborhood quality of
life is impacted both positively and negatively by the actions of other residents within the
community, as well as city programs intended to improve or enhance quality of life factors.
Code enforcement efforts do address violations of the municipal code on a variety of issues
from zoning, project condition compliance, junk & debris, building code compliance,
property maintenance, and more. The city offers mediation services at no cost to residents
to assist with ensuring better neighbor to neighbor relations. Code enforcement officers
not only seek compliance with the municipal code, but also seek to problem solve and help
residents comply with the municipal code which is intended to maintain a high quality of life
within the community. There are also other programs such as community grants and
education programs that assist in the effort to ensure a high quality of life for Carlsbad
residents.
56. Rec and Open Space not adequately addressed in this budget, even with resident
prioritization.
The Parks & Recreation Department's overall FY 2019-20 budget request increased from
FY 2018-19 (i.e., $28.1 M to $29.5 M) and includes over a half million dollars in ongoing
funding for supplemental requests to add services, or enhance existing services provided to
the community. Specifically, those requests pertain to the following:
• $279,104 for new agreement for community parks and school athletic field
maintenance services, which will include new amenities at Aviara Community Park
(i.e ., outdoor gathering area and catering support room/restroom facility) and
Poinsettia Community Park (i.e., arena multi-purpose field, expanded playground,
and six pickleball courts).
• $137,000 for maintenance, to assume additional recycling/trash collection and
restroom cleaning services along the coastline (Tamarack Avenue to Cannon Road),
from the State of California .
• $85,000 for ~aintenance of Village H property (i.e., approximately 9.9 acres of
preserves, 12.6 miles of open space, and .5 mile of trail).
June 18, 2019 Item #5 Page 173 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 33
• $40,000 for sustaining the Opportunity Grants Program, which was expanded to
include residents of all ages and to increase the annual scholarship from $150 to
$300 per person.
57. Parks and Rec Master Plan community outreach should be robust, as it is a community
priority and helps to protect and preserve these natural amenities for generations to
come.
Tt,e draft Request for Proposals for the development of the next Parks & Recreation
Department Master Plan includes provisions for significant public outreach, including:
SCOPE OF WORK PUBLIC PROCESS
• In collaboration with the city's communications department, identify, describe and
implement a comprehensive strategy and methodology for broad community
involvement in the master plan development process.
• Assure residents, user groups, associations, and other stakeholders are provided
multiple opportunities to participate in plan input and development.
• A minimum of three meetings each with the Parks & Recreation and Senior
Commissions and City Council to provide updates and progress reports (introductory,
midterm and final).
• Act as professional facilitators to gather specific information about services, use,
preferences and any agency strengths, weaknesses, opportunities and threats.
• Provide well-organized and directed activities, techniques and formats that will ensure
that a positive, open and proactive public participation process is achieved.
• Provide written records and summaries of the results of all public process and
communications strategies.
• Build plan consensus and agreement, and if consensus is not possible, provide
information for informed decision making.
• Provide methods to gain input from as many people as possible, including users and
non-users of the services and facilities.
PUBLIC OUTREACH & ENGAGEMENT
The City of Carlsbad is committed to involving the public in decisions about the
comprehensive master and strategic plan update. Describe how you would approach the
following tasks to accomplish this goal and include the level of effort required in your
proposed budget:
Review of Past Input
• Review all documentation from recent Parks & Recreation Department public input,
including the 2013 Master Plan, individual park master plan updates and input from
the Veterans Memorial Park master planning process currently underway.
Internal Focus Group Meetings
June 18, 2019 Item #5 Page 174 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 34
• Hold focus group meetings with city leaders and staff to identify needs and
priorities. Please include how many meetings you would hold and how many
participants each. Assume meetings would take place at city facilities and be
facilitated and documented by the contractor.
Super User Focus Group Meetings
• Hold focus group meetings with stakeholders, including sports leagues, user groups,
volunteers, seniors, Friends groups, nonprofit organizations and other individuals
and groups to identify needs and priorities. Please include how many meetings you
would hold, which groups you would target, and how many participants each.
Assume meetings would take place at city facilities, and be facilitated and
documented by the contractor.
Intercept Surveys
• Conduct on site intercept surveys to get input from parks and recreation users.
Please describe your methodology, including how many sites you wou ld
recommend, how you would choose the sites, and how many interviews would be
completed at each si.te. Input would be documented by the contractor.
Public Workshops
• Attend up to two public workshops hosted by the city. Present background
information about the master planning process and assist with facilitating small
group discussions and answering questions from the public. Document the input
received.
Presentations
• Prepare and deliver with Parks & Recreation Department staff up to six
presentations, including schools, community groups, city boards and commissions
and City Council meeting presentations. Prepare a PowerPoint presentation and
speaking points.
Statistically Reliable Survey
• Conduct a statistically reliable survey that can be generalized to the entire adult
population in Carlsbad with a plus or minus five percent margin of error. The survey
goal is to quantify the range of ideas, needs and priorities identified during public
meetings, focus groups and other public input. Please include a brief description of
your methodology, including sample size, questionnaire length and data collection
strategy.
Online Survey
• Prepare with Parks & Recreation Department staff, a general online survey using the
city's online platform, publicinput.com. The consultant will be responsible for
working with staff to devise questions and synthesize community input received.
Informational Materials and Plan
• Provide input on the public involvement design plan and project information
materials, website content, social media posts, video scripts and other information
prepared by the city's Communication Department and review for accuracy and
message consistency.
June 18, 2019 Item #5 Page 175 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 35
Project Management
• Participate in three planning meetings with the project team and the city's
Communication Department staff to discuss the public outreach and involvement
strategy and coordination.
Documentation
• Prepare a report summarizing the public outreach and involvement process and the
input received. Include original reports in their entirety from surveys, public
comments and other input. Identify how the input was used in developing the
master plan update. For input that was not incorporated, explain why.
The city's Communication Department will support the master planning effort with the
following:
• Public involvement design (messages, audiences, summary of key decisions where
public input is needed)
• Project informational materials and handouts
• Project video
• Social media
• Media relations
• Project website
• Public meeting planning, noticing, promotion, hosting and facilitation
• Online public input platform management
58. Park and Trails are a priority for residents, and also good for tourism. With a pent up
demand for a trail around i.e. Agua Hedionda Lagoon since Measure A, and with current
resident prioritization, why a!e we not investing here?
On March 7, 2019, the following information was provided in response to a City Council
Inquiry regarding the city's plans for the HUB lease for open space near Agua Hedionda
Lagoon:
City staff presented a report to the City Council on June 21, 2016, addressing the HUB lease
area -the lease history, the lease provisions (current through 2035), opportunities the lease
presents, the constraints associated with the lease, and a staff recommendation for the City
Council to consider the merits of pursuing some action in the HUB lease area at their 2017
Goal Setting Workshop. The City Council did not include the HUB park lease area as a goal
at their Goal Setting Workshop in 2017, as such, no further work has been undertaken on
the issue.
59. Would like to learn more about the Playground resurfacing materials in order to ensure
non-toxic to children.
Below are the materials specifications for the playground safety surfacing replacement
project at Hidden Canyon and Aviara Community Parks:
June 18, 2019 Item #5 Page 176 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 36
2.3 UNITARY, DUAL-DENSITY, SEAMLESS SURFACING
A. Description: Manufacturer's standard, site-mixed and applied, two-layer material with
wearing layer over cushioning layer, with combined, overall thickness as required, tested for
impact attenuation according to ASTM F 1292 and for accessibility according to ASTM F
1951.
1. Manufacturers: Subject to compliance with requirements, provide products by one of
the following:
a. TotTurf, a Playcore Company.
b. Surface America Incorporated.
c. Or equal.
2. Wearing Layer: Formulation of TPV rubber particles and aliphatic polyurethane binder,
minimum ½ inch thick.
3. Cushioning Layer: Formulation of recycled SBR particles and polyurethane binder.
4. Critical Height: As determined per fall height of play equipment specified.
5. Overall Thickness: As required for critical height indicated but not less than existing
surfacing depth.
6. Primer/Adhesive: Manufacturer's standard primer and weather-resistant, moisture-
cured polyurethane adhesive suitable for unit, substrate, and location.
7. Wearing Layer Color(s): As selected by Architect from manufacturer's full range.
a. Design: Where colored pattern graphic design is required, provide as indicated on
Drawings.
B. Leveling and Patching Material: Portland cement-based grout or epoxy-or polyurethane-
based formulation suitable for exterior use and approved by protective surfacing
manufacturer.
60. Explain funding strategy to make up 80% of Traffic Impact Program. Traffic and Ped/bike
mobility is a major concern of residents, business owners, employees, and tourists.
Traffic Impact Fees (TIF) fund projects that build additional capacity for the city's
transportation network, and may include improvements to the roadway that accommodate
bikes and pedestrians as well as vehicles. When the current TIF program was adopted the
analysis indicated that the remaining development in the city would account for 20% of the
ultimate vehicular trips generated. To maintain the required nexus between the fee and
the obligation of future development the TIF was calculated so as to collect 20% of the
projected costs of projects that were added to the TIF program. The balance of funding for
these projects cannot come from the TIF program and as such it will be provided through
typical transportation funding sources such as Gas Taxes, TransNet Local revenues and/or
State and Federal Grants.
June 18, 2019 Item #5 Page 177 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 37
61. We have over $12.SM in Park funds. What is the equitable short or mid-term plan shared
. with the public, especially SW quadrant?
On May 8, 2018 several members of the public expressed concerns to the City Council
regarding the amount of park acreage in the southwest quadrant of the city, particularly in
the coastal region. These concerns were linked to a Capital Improvement Program Budget
request for $200,000 to initiate master planning of the Veterans Memorial Park site. The
City Council subsequently directed staff to hold a (City Council Meeting) workshop to
provide an update on the current and future parks inventory.
At the City Council Meeting on July 24, 2018, staff provided the City Council with the
requested update via the review of the applicable sections of two significant documents -
the Carlsbad Citywide Facilities and Improvements Plan, and the Carlsbad Parks &
Recreation Department Needs Assessment and Master Plan. A review of the Carlsbad
Citywide Facilities and Improvements Plan noted that all of Carlsbad's quadrants are
currently compliant with the plan's parks performance standard. It also illustrated that
scheduling Veterans Memorial Park for construction will result in the park inventory for all
city quadrants exceeding the projected required acreage at buildout.
A review of the Carlsbad Parks & Recreation Needs Assessment and Master Plan noted that,
as a result of significant input received during public outreach efforts, the document reflects
what was determined to be Carlsbad's parks and recreation values and priorities. It also
illustrated' the department has addressed, or is in the process of addressing, each of the key
action items for Capital Improvement Program planning, and park, facility and amenity
development.
The City Council Staff Report on the Parks Update indicates that, "Unless directed otherwise
by the City Council, staff will continue with its CIP planning, and park, facility and amenity
development, as identified in the Carlsbad Citywide Facilities and Improvements Plan and
the Carlsbad Parks & Recreation Department Needs Assessment/Master Plan ." Staff was
not directed otherwise at that time.
PUBLIC WORKS
62. Do we have $3SM for trench, $60M for Linear Park, and $40M for an Arts Center, with this
proposed budget?
No. There was $2.2M added in recent years to the city's CIP program for railroad double
tracking/trenching with a current available balance of $2.lM. Funds have been spent on a
preliminary study. There are several CIP projects related to Carlsbad Blvd. realignment and
improvements which would create a linear park but some of these are only partially funded
at this time (unfunded estimate is $40M). There is currently no funding set aside for a
community arts center.
June 18, 2019 Item #5 Page 178 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 38
63. Is our sewer capacity per GM plan?
The Growth Management Plan is considered as part of infrastructure capacity
improvements. According to the most recent Growth Management Plan Monitoring Report
(FY 2016-17), truck-line capacity to meet demand, as determined by the appropriate sewer
districts, must be provided concurrent with development and the City of Carlsbad's sewer
service area pipelines are currently in compliance with the standard.
Specifically, a discussion on the city's Growth Management Plan is included in Section 1.4 of
both the Sewer and the Potable Water Master Plans completed in 2012. The master plans,
which are in the process of being updated, account for the Growth Management Plan and
utilize its data in hydraulic models. The results of these updated models provide planning
information that identifies where system vulnerabilities exist. As Carlsbad Municipal Water
District moves forward with the CIP design phase, engineering and operations staff will be
verifying the model findings by increasing monitoring in these areas during wet weather
events. The additional data will be used to refine the models before i;noving ahead with the
most critical CIP projects.
64. What CIP projects were proposed that didn't get in?
None. All new projects proposed for the CIP this year were included in the preliminary
budget presentation. As background, the Capital Improvement Program is a planning tool
that let s the city schedule and allocate funding to projects over time. In any given year,
projects could be "added" to the CIP, but not scheduled to be funded for several years.
Likewise, a project could be added and funded in the same year. Larger projects are often
funded over several budget cycles. Once a project has been funded, it means money has
been set aside for it, not necessarily that it will be implemented immediately.
Projects get added to the CIP based on criteria that include condition assessments, public
health and safety needs, supporting the community vision and City Council goals. The city
often goes through a master planning process to determine what projects are needed. For
example, utilities master plans are currently being updated. When those are ready, they'll
be presented to the City Council and, if approved, projects would be added to the CIP at
that time.
65. Cannon Road at Sage Creek Rehab project -how many complaints did we receive and
who were they from mostly (any particular neighborhood)? Why are we moving forward
with it this year?
This project was initiated by staff after receiving a call from the principal at Sage Creek High
School, who requested the city investigate the road issues. The city's standard practice, in
response to any customer service request like this, is to research promptly and investigate
further as needed. Based on subsequent field inspections, this project was added and
proposed for funding in next year's budget so that staff can determine the cause and get
the road repaired as needed. If a condition like this is not addressed quickly, it has the
June 18, 2019 Item #5 Page 179 of 197
Honorable Mayor Hall arid Members of the City Council
June 3, 2019
Page 39
potential to grow into a larger problem, which could end up costing more, causing a greater
disruption and potentially affecting public safety.
66. For the sewer and water modeling, are we anticipating modeling requirements past 8
years from now? Our request is $300K/year with total project cost of $2.4M each.
Private developers are required to submit plans for the city to review to determine if
adequate, legal and safe water and sewer systems are included in the design. This project
sets aside funding for as-needed contracted professional services to review modeling
requests from private developments. The funding request is for $300k in year 1, 3 and 5 for
a total of $900k. The request for years 6-10 is for $600k-representing $300k in year 7, and
$300k in year 9. The request for years 11-15 is $900k-representing $300k in year 11,
$300k in year 13 and $300k in year 15. This estimate assumes that the value of the master
agreement will be fully expended for each 3-year term. Even with information on
development growth projections, the amount needed for each year is difficult to estimate
because the scope/scale of each modelling project will vary depending on the complexities
of each individual project. These estimates may be refined in the future.
67. Just to make it more understandable, would you add the math into the questions re:
water/wastewater customer volume vs. city population -it's because some of our
residents are being serviced by other services providers, just in case someone is doing the
math and wonders about that.
The City of Carlsbad is served by three water districts: Carlsbad Municipal Water District,
Olivenhain Municipal Water District and Vallecitos Water District. Carlsbad Municipal
Water District provides water services to approximately 88,000 customers within a 32.3-
square mile service area covering about 80% of the city. A map of water district service
areas is available on the city website.
Wastewater collection services are provided by the City of Carlsbad, Leucadia Wastewater
District and Vallecitos Water District. The City of Carlsbad provides wastewater services to
approximately 85,000 customers within a 30-square mile service area covering about 75%
of the city. A wastewater district map is available on the city website.
68. Just to clarify, when we're talking about the CalRecycle compliance, does that also include
curbside composting which we're headed toward?
Yes, as part of the new organics regulations from Cal Recycle, the city will implement various
programs, including composting, food waste processing and food recovery to achieve
compliance with these new regulations.
June 18, 2019 Item #5 Page 180 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 40
69. I'm curious about some of the requests and possibly how long they may have been in the
pipeline. Fleet superintendent, for instance -I know there's a lot of work that goes down
in Fleet, so I'm curious how long this may have been a position that there may have been
a need for that didn't rise all the way to the level of the City Council?
The Fleet Superintendent position is specified in the city's Administrative Order No. 3 "Fleet
Management Program," dated Feb. 7, 1994. The duties of the position were re-allocated as
the result of a citywide department reorganization in 2010. Since then, the scope of
oversight required to effectively manage fleet operations has evolved and increased as the
size of the fleet has grown, new regulations and policies such as the Climate Action Plan are
adopted, and enhanced technology has emerged. This position has been previously
requested twice in the last three years by staff but was not brought forward for City Council
approval until now.
70. "Neighborhood Quality of Life" does include homeless response, but there is so i:nuch
more in what residents mean by that, beyond code enforcement---as we don't have codes
for some issues, i.e. noise. Please explain "citywide lighting" at $150,000.
From time to time, requests for new street lights are received . The newly proposed
Citywide Street Lighting Program proposes $150,000 in Gas Tax funding during fiscal year
2019-20 so the city can provide a timely response when new needs are identified. This
project will allow approximately 10 new street lights to be added to the city inventory as
needed in various areas of the city.
71. Please explain why only $300,000 is included in annual CIP recommendations for
residential traffic improvements, especially in Olde Carlsbad with more and more infill
development and insufficient mitigation on the directly adjoining streets and
neighborhoods affected.
The Residential Traffic Improvement Program project as included in the proposed CIP,
includes $300,000 each year in funding for fiscal years 2019-20, 2020-21, 202i-22 and 2022-
23 to implement the Carlsbad Residential Traffic Management Program (CRTMP) as well as
a set of speed feedback signs and crosswalks with rectangular rapid flashing beacons all of
which are intended to improve safety. The CRTMP was initially approved by the City Council
via Resolution No. 2001-139 on May 8, 2001, with a revision approved by the City Council
via Resolution No. 2011-115 on May 24, 2011. The CRTMP takes a neighborhood-focused
approach that depends on active feedback and collaboration with residents to identify and
resolve traffic issues on residential streets. In conjunction with the Residential Traffic
Improvement Program project the CIP for fiscal year 2019-20 proposes $16.2 million in road
improvement and mobility projects, or about one-third of the total $53.4 million in
requested appropriations.
June 18, 2019 Item #5 Page 181 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 41
72. Why are no expenditures noted for Habitat Management Fees, although this is a high
priority for residents, falling into two of top categories: environmental sustainability and
parks/trails?
This question appears to be referencing the Habitat Mitigation Fee shown on page B-19 and
B-20 of the preliminary budget. This projected revenue number on B-19 of $20,000 is an
estimate for potential developer impact fees to be collected in the next fiscal year. This
fund had a zero fund balance as of July 1, 2018 and $18,928 has been collected in the
current fiscal year. The purpose of the fee is to acquire land to meet California Gnatcatcher
Core Area requirements in the Habitat Management Plan. There is currently 12.3 acres left
to acquire of the initial 307.6-acre requirement.
73. Environmental Sustainability definition here is not how most residents mean it. Residents
expect clean water (and yes we need to fund that infrastructure and maintain it), but
when people call that out they are talking about alternative energy, clean oceans and
lagoons, etc. Not pipes for water and wastewater conveyance.
On July 7, 2017, the City Council adopted a set of Sustainability and Environmental Guiding
Principles via Resolution No. 2007-187 that includes protection, preservation and
restoration of the natural and human-made environment as well as clean air and water,
diverse and drought-resistant water supply, efficient transportation and low-emission fuel
sources, among other areas. The Community Vision statements finalized in 2010 included
"sustainable water" as part of the core value of Sustainability. Planning, providing,
operating and maintaining safe, reliable water infrastructure and meeting stringent health
and environmental regulations ensures healthy, sustainable supplies for Carlsbad. For the
past 30 years, the city's successful recycled water program has reduced the amount of non-
renewable potable water used in the city, as well as wastewater that would otherwise be
released into the ocean, which makes a positive impact on maintaining clean oceans and
lagoons, and helps fulffll the community vision.
74. Does the City of Carlsbad have a C&D (Construction and Demolition) Ordinance?
The city currently follows the California Green Building Standards Codes, which dictate the
recycling of construction and demolition material. Municipal Code Section 18.21.010 adopts
the state code by reference as the Green Building Standards Code of the City of Carlsbad.
75. NOTE: Infrastructure improvements for water and sewer totals $6.2M this year.
The fiscal year 2019-20 CIP requests total appropriations of $11.3 million for sewer projects
and $10.6 million for water and recycled water projects. The total requested appropriation
for all sewer, water and recycled water projects is $21.9 million for fiscal year 2019-20.
76. Over $4M proposed spend on new fleet vehicles?
Each year, Public Works staff reviews the list of vehicles slated for replacement based on
age and use, and completes condition assessment reports for each vehicle. Departments
across the city evaluate the list to make recommendations for replacements and request
June 18, 2019 Item #5 Page 182 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 42
new vehicles as needed to meet service and staffing levels. Requests for fleet vehicles and
equipment in the fiscal year 2019-20 budget fulfill critical community needs, including a fire
engine truck, 14 police sedans and utility vehicles to service parks, utilities and streets. The
Fleet Vehicle Replacement program is funded through a replacement charge for each piece
of equipment in service, based on the actual costs of vehicle procurement divided by the
expected life of the vehicle. Additional revenue is collected from the sale of retired city
fleet assets at auction. Through this method, the cost for vehicle replacements are
recouped over the life of the vehicle.
POLICY & LEADERSHIP
77. Will new intergovernmental affairs position support all city departments?
Yes. The intergovernmental affairs position will serve as the staff lead for the coordination
and implementation of the city's adopted legislative platform. Serving as a central clearing
house for the city's legislative activities, the position will work with departments to analyze,
monitor and engage on legislative activities that are relevant to city policies and operations.
All departments will be supported by this position and they in turn will support the city's
legislative and intergovernmental activities through this central point of contact.
78. Business Intelligence and Analytics Manager -how that would support data driven
decision making, understanding more about the role in the context of Policy and
Leadership and how that might look to Council and other leadership positions? I imagine
there will be some crossover there with Communications because of the new types of
public input that we're getting are qualitative as well as quantitative.
The Business Intelligence & Analytics Manager is the restoration of a position that was
reclassified in 2016 to address pressing needs to manage the over 100 software applications
at the city. The position is a technical expert role that will provide citywide data analytics
leadership and support. Reporting to the Chief Innovation Officer, this position is included
in the Policy and Leadership Group to work cross-departmentally in alignment with the
organization's goals. Initial projects will include the development of data governance,
management and quality control policies, protocols and procedures. Establishing policies
and systems, informed by the various departments, to collect, analyze and manage data to
build the city's capacity for data-driven decision making. Having a common data language,
methods of collection, standards for storage, and protocols for data sharing is fundamental
to being able to efficiently utilize data that is currently being generated. After building the
citywide approach to data, the ongoing work will include maintaining consistency with
citywide policies, supporting departments with special data analytics projects, identifying
multi-agency data sharing opportunities and ensuring compliance with state and federal
regulations. Ultimately, through visualization, dashboards and analytics tools, data can
become useful to staff and the public. Throughout the entire process this position will look
for opportunities to create more opportunities to make relevant data easily available to the
June 18, 2019 Item #5 Page 183 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 43
public. With this new position we will be able to enhance transparency, improve decision-
making and identify opportunity areas to deliver services to the public.
79. On the city attorney you said for the municipal code, so is this a full-time person that's
going to be on the payroll indefinite or is this just someone to get that job done?
This would be for a full-time position with responsibilities that exceed assisting with a single ·
project update of the municipal code. In addition to leading an update of the municipal
code, council policies, and administrative policies on an ongoing basis, this position would
have departmental counseling responsibilities, support anticipated legislative affairs issues,
and take a primary role in drafting ordinances and implementation strategies in response to
new laws and requirements adopted by state and federal governments. The City Attorneys
department is a service department and its workload increases with Council and
department requests. The City Attorney seeks to continue to provide timely and accurate
legal advice.
80. Staffing comparison of our city attorney's office vs. other cities?
Cities vary between having in-house city attorney offices or contracting with a law firm to
provide general legal support. Additionally, the amount of legal work will vary by city. It is
important to note that some cities provide more services than others. For example, a
number of cities in the region contract with the San Diego County Sheriff for law
enforcement rather than provide their own police services. Other cities don't run a water
utility like the City of Carlsbad. With this proposed budget the City of Carlsbad would have
a simil.ar number of attorneys to the cities of Escondido and Oceanside. The chart below is a
survey of 15 San Diego county cities to show the number of in -house attorneys vs. the use
of contracted services along with the current number of employees by city (includes both
full-time and part-time employee headcount).
June 18, 2019 Item #5 Page 184 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 44
i I
I Number of Full-Total# of
Agency Time Attorneys Employees in
Agency
Del Mar Contract 55
Solana Beach Contract 65
Santee Contract 145
Imperial Beach Contract 154
Coronado Contract 245
Poway Contract 315
La Mesa Contract 325
Encinitas Contract 350
National City 2 attorneys 375
San Marcos Contract 400
El Cajon Contract 530
Vista 3 attorneys 800
Escondido 7 attorneys 1000
Oceanside 6 attorneys 1100
Carlsbad (current) 5 attorneys 1200
Carlsbad(proposed} 6 attorneys 1200
Chula Vista 10 attorneys 1350
81. What is the "City Council Inquiry platform"?
Employees
to Attorney
Staff (Ratio)
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
188:1
n/a
n/a
267:1
143:1
183:1
240:1
200:1
135:1
This on line tool will enable City Council members and members of the public to submit
questions on the city's website and see information from questions asked by others. It will
be similar to the platform launched last year for Public Records Act requests where
members of the public can not only make their own requests but search requests made
previously. Each of these platforms will have the ability to search the contents of the other,
enabling members of the public to find the information they're looking for more quickly and
conveniently.
82. We have heard residents say many times that they do not want consultants to do public
outreach, as it is impersonal and not as effective as someone who is more connected to
the history of Carlsbad and the community desires---not as bullet points in the
Community Vision, but as the full breadth of input behind the community vision.
City staff utilize consultants from time to time, including to assist with public outreach.
Recognizing the importance of tailoring public outreach to the Carlsbad community, the city
has put in place a protocol that ensures the overall outreach approach is directed and
June 18, 2019 Item #5 Page 185 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 45
overseen by a staff member who is familiar with the community's values, needs and
preferences.
83. Digital engagement is a great idea, but it does not take the place of in-person and more
interactive engagement opportunities. After the in-person budget workshop this year, I
have never heard such positive response about community engagement since EC3.
City staff strive to provide multiple ways for the public to engage in city decision making,
and all have their strengths. In person, interactive workshops, such as the budget
workshop, provide a valuable opportunity for staff to hear from community members in a
more in depth and personal format. It also enables community members to hear from one
another in a positive, constructive environment. Digital engagement lacks this
interpersonal component but opens up the opportunity to engage with a much larger
segment of the population. City staff will continue to provide many different ways for the
public to engage, with the goal of gathering substantive input from a broad cross section of
community interests.
84. When did Council direct staff to "update the Carlsbad Community Vision"? A vision is not
typically updated so soon; it is a vision. The strategy and process could be updated, but
the vision stays true.
On Jan. 30, 2019, the City Council approved a motion directing staff to transition to a model
of ongoing community engagement that would help inform City Council goal setting,
spending plans and other city decisions. As part of this agenda item discussion, staff
recommended gathering input from the community during the summer to "check in" on the
Community Vision, prior to the City Council's fall 2019 goal setting meeting. Staff has
sought input on the nine core values in the Community Vision a few times since it was
adopted by the City Council in 2010. This input largely sought to gauge how well the city
was fulfilling the nine core values. The goal of the engagement process planned for the
summer is to hear what these values mean to community members today. It is not intended
to create a new community vision.
FEE UPDATES:
85. The removal of $1 DVD fee from the library, does that extend to the Senior Center as
well?
DVD and video game borrowing is only available at the city's three library locations. This is
not an activity that is currently offered at the Senior Center.
June 18, 2019 Item #5 Page 186 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 46
CAPITAL IMPROVEMENT PROGRAM
86. Sewer line capacity improvements, sewer modeling and water modeling -When you say
to me contracting for professional services to review hydraulic sewer modeling requests
from private developments, can you tell what that pragmatically practically looks like?
What is the private developer asking the city to do? And same with the water modeling,
I'm wondering how this interacts with the private developer, we usually task them with
paying for certain things, so I'm wondering about that.
Private developers are required to submit plans to the city for review to determine if
adequate, legal and safe water, sewer and fire systems are included in the design. During
this process, hydraulic modeling is reviewed to confirm that the city's systems contain
adequate capacity to serve the proposed development. If the system has adequate capacity
for the proposed development, connection fees are assessed. If additional capacity is
required, hydraulic modeling must be performed and the developer pays for the cost of
modeling.
87. The sewer line capacity improvements -if we do have existing capacity issues with our
sewer lines, we need to know.
We will be coming forward in the next few months with our sewer master plan, so you'll get
a presentation on that shortly. A Sewer Master Plan Update was completed in 2012, based
on 2010 data . The Sewer Master Plan is in the process of being updated, and will
incorporate the recent General Plan update, as well as current demand, capacity, growth
projections and condition assessments. The updated Sewer Master Plan will be presented
to Council in the next few months.
88. Parks & Recreation is something that's important to our community, sustainability, and
then we've taken some of the projects from previous Council cycles and we've placed
them below that -how are those being prioritized and how we're going to be adding in
projects that we've heard specifically from our residents? There are very specific projects
that our residents have asked for us to pursue. When is the best time for that
conversation to occur, at the next hearing?
The next hearing is when we ultimately will be seeking Council approval or authorization.
This is the proposed budget, so this is again an opportunity for the community to engage in
this process, to engage your elected officials, to say what is important, and so when we
ultimately get to that 18th meeting, that's an opportunity for the community to engage and
tell the City Council where they'd like to see us appropriately place the funds. Staff
presented the proposed fiscal year 2019-20 budget at the May 21 Council meeting. At the
public hearing on June 18, the community will have an opportunity to engage, say what is
important to them, and tell the City Council where they'd like to see the funds
programmed. This is when staff ultimately will be seeking City Council approval or
authorization.
June 18, 2019 Item #5 Page 187 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 47
89. Citywide street lighting program -it would be helpful to know what the breakdown of
where the street lights will be added, if we know that? We've received some inquiries
about the lighting and safety in the Barrio.
The newly proposed Citywide Street Lighting Program proposes $150,000 in Gas Tax funding
during fiscal year 2019-20 so the city can analyze requests and if warranted install new
street lights. This project will allow approximately 10 new street lights to be added to the
city inventory as needed in various areas of the city. Two projects in the CIP address
lighting specifically in the Village and Barrio. The Barrio Street Lighting project scope
includes preparation of a study to analyze the need for additional lighting throughout the
Barrio, and additional pedestrian lighting around the perimeter of Pine Avenue Park. The
project efforts to date have been focused on developing street light fixture standards for
both safety lights, which are on 26-foot tall poles, and pedestrian lights, which are on 13-
foot tall poles. A report on the Village Decorative Lighting Study is scheduled to go before
Council on June 25. While the study area for this project is focused on the Village,
recommendations will include decorative lighting elements to enhance connections
between the Village and the Barrio. Additionally, general urban design guidelines from the
study may be used to inform any potential future decorative lighting initiatives in the Barrio.
90. We've received a memo on how items are being scored, can we also incorporate that into
our report? I think it would be helpful for residents to see how we're scoring and how
those are picked and brought to the forefront.
The project scoring methodology is utilized to determine if a project proposal is worthy of
funding. The project scorin'g methodology is not utilized to prioritize the importance or
timing of projects. Factors applied to project scores include risk to health, safety and
environment and regulatory or mandated requirements; community values; asset
condition, annual recurring costs and asset longevity; multiple category benefit and
bundling opportunities; project readiness; and funding availability (see table below}. This
information is included in the city's budget document under the Capital Improvement
Program "Project Evaluation" section.
Factors Points
Risk to Health, Safety and Environment and Regulatory or Mandated Requirements 35
Community Values 25
Asset Condition, Annual Recurring Costs and Asset Longevity 20
Multiple Category Benefit and Bundling Opportunities 10
Project Readiness 5
Funding Availability 5
Total 100
June 18, 2019 Item #5 Page 188 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 48
91. I only heard the word Growth Management twice, but that used to be our primary trigger
for who we are and everything we do. We might want to start looking at what the
standards were in 1994 vs. today, to meet all the needs and legal things we have to do
around our growth. That might be something we want to talk about sooner than later,
because so much has changed, but that is a driving document in who we are and what we
do. If you look in the budget, we still have $73M worth of P&R projects related to Growth
Management that we haven't accomplished yet.
The Growth Management Plan (GMP) has been a cornerstone for proactively managing
growth over the past 30 years by guiding development and ensuring that adequate facilities
are properly financed and provided concurrent with all new development. At its March 20,
2018 goal-setting session, the City Council expressed a desire to begin a process to review
and update the city's GMP. On Oct. 23, 2018, Council received an update on the GMP and
directed staff to pursue a comprehensive review and update of the GMP using a citizens
advisory committee approach.
City staff annually present the Growth Management Plan Monitoring Report to council
which indicates how the standards are being met for facilities and other improvements
based on development and increases in population. These reports drive the new projects
set forth in the CI_P on an annual basis, if not already included within the CIP. The City
Council has indicated its intent to review the Growth Management Program and consider
the changes that might be needed for the future. Staff is preparing a work plan for this
effort and will present within the next month or two for City Council discussion.
92. Where are we at with the El Camino widening from La Costa Avenue to Arenal -That was
in last year's budget, was it not? Where are we at in this year's budget, I know that's a
multi-year project, but just to make sure it's continuing on.
The El Camino Real Widening -Arena! Road to La Costa Avenue project will construct an
additional southbound lane, raised medians, sidewalk and bike lanes. Staff have identified
various environmentally sensitive areas, utility conflicts (including high pressure petroleum
pipeline and high voltage transmission lines), and topographic challenges. These findings
require preliminary coordination with California Coastal Commission, followed by
environmental studies and engineering that are anticipated to take place over the course of
several years. The funding request is $650,000 for fiscal year 2019-20, and $1.8 million for
fiscal year 2020-21.
June 18, 2019 Item #5 Page 189 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 49
PUBLIC SPEAKERS/COMMENTS -MAY 21st MEETING
Request: Several speakers commented on park acreage in the Southwest Quadrant.
City Response:
Growth Management Program Standards
In the most recent annual Growth Management Monitoring Report for FY 2016-17, there are no
compliance issues related to the Growth Management Plan for the Southwest Quadrant and
LFMZ 9, specifically related to the open space and parks standards. There is no deficiency of
open space based on approved policies for Zone 9. There is a deficiency in park space for the
southwest quadrant, but based on past City Council GMP decisions, that deficit will be met with
the Veterans Park development, which the city has initiated design efforts this year.
With that said, staff has indicated in past correspondence to San Pacifico, Ponto and other
interested residents that the current development application will ultimately be reviewed to
determine its compliance with all applicable regulations, zoning code requirements as well as
Local Coastal Program policies. Staff has not been able to complete its review yet, including the
environmental impact review. The application is now in pending status and is not being actively
reviewed for compliance at this time. The development application is current and has not been
withdrawn by the proposed developer (Shopoff) or the land owner.
It is important to note that the Poinsettia Shores Master Plan (PSMP, dated October 20, 1993)
discusses open space and resource preservation for the area that includes the Ponto
development area and says the following: "Approximately 46.0 acres or 28% of the PSMP
consists of Open Space. The open space provided within PSMP complies with all applicable city
ordinances and standards. As identified in the Zone 9 LFMP and consistent with the Citywide
Facilities Improvement Plan, the Growth Management Open Space standard is already met for
Zone 9 through the earlier preservation of the sensitive bluffs and slopes."
Purchase of the Ponto Property by the city for a Coastal Park
In 1982 the citizens of Carlsbad elected to put an expenditure limitation of $1 million on tbe
purchase and/or improvements to real property absent a citizen vote pursuant to Proposition
H. In 2002 the citizens authorized an expenditure of over $1 million to construct, among other
things, "trail linkages and open space" via Prop C. An Open Space Advisory Committee was
appointed on October 18, 2005 to establish priorities for open space property acquisition and
trail linkages and make recommendatipns to the City Council. On March 13, 2007, the
candidate list for open space property acquisitions was submitted to the City Council for
authorizations to pursue. There were 13 cand idate properties identified and authorized by City
Council and ranked for open space acquisition. The City Council has budgeted $4 million to date
for acquisition of open space. The Ponto property was not nominated for consideration and is
not on the list for open space acquisition.
June 18, 2019 Item #5 Page 190 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 50
The committee selected ranking criteria focused purely on open space and trails related issues
(e.g. sensitive species, wildlife corridors, and trail linkages). The properties identified were
generally considered for inclusion in the Habitat Management Plan (HMP) and count towards
the city's conservation goals. These open spaces were to be maintained and monitored in
accordance with the Open Space Management Plan and the MHCP; they were not intended to
be public parks or active recreational areas. No access was generally to be allowed into these
open space areas.
In light of the Prop C fund authorization, plus the City Council adopted criteria for acquisition, it
appears the Prop C funds were approved specifically for open space acquisition
(habitat/preservation and not recreational), not parks. This is why staff indicated to residents
that acquisition of property for a park would require a vote by the residents of Carlsbad in
accordance with Proposition H.
There is not a park or open space deficiency within the Southwest Quadrant and/or Zone 9 per
previously approved City Council GMP policies and requirements adopted in 1986. However, if
the City Council would like to consider an additional park in the city inventory on the Ponto
property through an arms-length land acquisition, it could undertake preliminary investigative
activities so long as it does not unreasonably delay or defer action on a pending development
application and the property is for sale. [See answer below re: application]. There is no
schedule at this time as to when the application might be withdrawn or continue to move
forward in the process. There has also been no indication that the property is available, or is
being actively or openly advertised/marketed for sale. The property owner has given no
indication to the city that the property is available for purchase.
Request: Formally terminate the Shopoff application.
City Response: The applicant has asked that processing be suspended but that the application
not be withdrawn. City staff is currently honoring that request. However, the city could deem
the application complete and trigger additional processing requirements such as completion of
an environmental impact report CEQA review. If the applicant chooses not to proceed or
chooses to withdraw, the application could be deemed withdrawn.
Request: Schedule a community workshop to discuss acquisition of Planning Area Fin Zone 9.
City Response: Should the City desire to hold a community workshop regarding property
acquisition while a development application is pending, it should bifurcate the issues and not
act in any unreasonable manner to delay or frustrate the development application.
Request: Update General Plan and LCP to address coastal park deficiency.
City Response: There have been city council determinations that there is not a park deficiency
in the Ponto area. The City Council 1986 adopted Growth Management Program policies
indicate that Veteran's Park is the approved development to address park deficiencies (if any) in
June 18, 2019 Item #5 Page 191 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 51
all four quadrants of the city. The developers in the Southwest Quadrant participated in the
acquisition of the Veteran's Park property and in-lieu fees have been paid by property owners
at time of development for construction of Veteran's Park.
Request: Engage with the landowner re: terms of sale for the Ponto property.
City Response: Cities can acquire property for a public purpose through negotiated purchase or
by initiating condemnation proceedings, both governed by specific statutory processes.
Generally, cities must assure conformity with the general plan and provide for environmental
review. In addition, the city may have funding constraints imposed by Proposition H as
discussed above.
RESIDENT QUESTIONS-MAY 23rd Email
1. I was especially glad tQ see the on line budget packet that the top tax generating
businesses were listed. Would you consider highlighting these at a council meeting?
find many of our residents seem to not understand just how important our strong
business climate has been in allowing our city to have the level of services we enjoy.
Thank you for the suggestion. Our economic development manager provides updates to
the City Council from time to time, and would be happy to include an overview of the top
sales tax generators and how sales tax helps fund city services the next time an update is
provided to the City Council.
2. Would you con.sider including business engagement in the future budget collaborative
effort?
Yes. The city checks in with the business community through surveys and other
opportunities for input on a variety of topics and would be happy to add budget priorities to
its business-oriented engagement efforts.
3. I appreciated that you stated that WANTS are secondary to NEEDS. In that regard, at the
March public engagement workshop, I thought wants were expressed by community
folks, which became priorities, because most of us there had no clue about the needs of
various departments. For example, we take for granted that we will have clean water,
sewer services, pothole-free streets ....... so we did not list those as priorities. Instead we
listed wants like parks and art and such. If our basic services like water, sewer and such
were not provided then they would become top priorities! Last night's presentations by
departments were very much focused on NEEDS. This was realistic, top priority items for
spending our funds. Necessary things like road improvement and sewer pipe
replacement .... So, as a person who attended the public engagement session, I would
have gained more from the facts of the needs like last night, rather than a wants input
session. I am probably failing to communicate this clearly, but is this the new approach to
budget development? It felt backwards to me. I feel like saying simplistically, "First tell
me what has to be accomplished in order to keep the lights on and fulfill projects already
June 18, 2019 Item #5 Page 192 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 52
on the plan, and then show me how much money we have left over for going to
Disneyland!"
Thank you for that feedback. You're right, the city must first take care of its core mission of
protecting public safety and welfare. This is something that will happen with or without the
public telling us it is a priority. That's why we engaged the public around a discussion of
ideas that go beyond our core services. This way, we can recommend available resources
be allocated in a way that best supports community's priorities. Although not all of these
ideas can be implemented immediately, the input is still very valuable in helping staff
understand what the public values.
4. I think someone else asked about projects that have been waiting in the CIP pipeline.
would like that to be answered too. Especially in regards to Vet's Park. I remember over
35 years ago, when serving on P&R commission planting trees on the future site of
Macario Canyon Park. When the folks pushing for a park in the Ponto area say they have
waited a long time for a park there (2years), I think they just don't have the perspective.
About Ponto, isn't the land private, and isn't the 14 million dollar estimate to purchase
unrealistic, and doesn't that price not included millions of $s to develop the land?
The master planning process for Veterans Memorial Park is currently underway. A recent
public workshop and on line survey for the community was offered to receive input on the
community's values, needs and priorities for the park. Now the project team is reviewing
the public's input and will develop conceptual site plans guided by this input. When ready,
these draft plans will be shared with the public for feedback.
Refer to the "Purchase of the Ponto Property by the city for a Coastal Park" section of this
memo for more information regarding Ponto.
5. Hasn't our policy been to work with developers to negotiate trails and parks when
projects are approved?
City staff work with developers as part of the project permitting process to obtain new
trails. Project developers are required to construct trails on their property that are
identified in the Open Space, Conservation, and Recreation Element of the General Plan
update on Figure 4-4: Existing and Planned Future Recreational Trails. Trails (consistent
with Figure 4-4) are included on the project plans for the discretionary permit for any
development project and a condition of approval requires construction of the trail.
The Parks & Recreation Department has prepared a draft Trails Master Plan that is
anticipated to be considered for adoption this summer by the Parks & Recreation
Commission, the Planning Commission and the City Council. An adopted Trails Master Plan
will continue to guide the development of the trail system.
Proposed future parks are also identified in the Open Space, Conservation, and Recreation
Element of the General Plan on Figure 4-3 : Parks. For large developments, the city has
June 18, 2019 Item #5 Page 193 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 53
negotiated with developers to provide park land. In most cases, new development is
required to pay a park in lieu fee that is used to acquire land for parks or construct park
improvements.
6. What is our end goal with the homeless?
Refer to the answer to question number 48.
7. Why does the city and not the state improve and maintain the state beach area?
In 2014, the city became increasingly concerned about the effects of the California State
Department of Parks & Recreation's declining service levels within the Upper Picnic
Facilities at the Tamarack State Beach and the Coastal Bluff at Tamarack/Frazee State
Beach. In particular, there were concerns regarding the state's reduced budget for
maintenance of these properties, and the corresponding impacts on the general public -
including residents, business owners, and tourists. The state's inability to provide basic
improvement and routine maintenance services on such high profile properties negatively
affected the city. For these reasons, several members of the public indicated a desire for
the city to assume servicing these state-owned properties. City staff initiated discussions
with state staff on the potential for the city to assume such services -in the short term, and
in the long term. In May 2014, the City Council and the State of California Department of
Parks & Recreation management entered into a Right of Entry (ROE} Permit, allowing the
city to refurbish/restore the Upper Picnic Facilities and Coastal Bluff, and to perform routine
maintenance of these properties over the subsequent year -at the city's cost. Based on the
successful results achieved at these properties under the initial ROE Permit, the city and
state entered into an annual ROE Permit in 2015, 2016, 2017, 2018 and 2019 . The city's
desire is to execute a long term agreement with the state which will provide for
continuation of the services identified in the ROE Permit, as well as the potential for
expanding maintenance and operations services to other state-owned properties within the
city. Although several meetings with state staff from the local and district offices have been
held on the potential for a long-term operating agreement, no such agreement has been
realized to date. The city's FY 2019-20 Operating Budget includes a supplemental request
for $108,000 in one-time improvement expenditures, and $137,000 in ongoing
maintenance, to assume additional recycling/trash collection and restroom cleaning
services along the coastline (Tamarack Avenue to Cannon Road}, from the State of
California.
8. What does the state do with the parking fee $?
According to the State of California Department of Parks & Recreation staff, "The fee
collected from the day use lot at Tamarack and South Ponto is paid into the State Treasury
to the credit of the State Parks and Recreation Fund, as outlined in Public Resources Code
5010."
June 18, 2019 Item #5 Page 194 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 54
9. How much are we maintaining in reserves? Is it 40% or closer to 50%? This is very
important priority in my mind. Our reserves kept us going in the crash of 2008.
Refer to the answer to question number 15.
10. What does all the $ for compliance go for?
In recent years, new regulations have been' imposed on cities, often without additional
resources to meet them. These are sometimes referred to as unfunded mandates. To
comply with these state and federal laws, the city must allocate resources. For example, if
the state mandates a certain level of recycling, the city must develop a program to achieve
this goal. Nearly every city department has similar examples of regulations that require the
city to spend resources to comply.
11. Please explain the goals of the Climate Action plan.
In 2005, the California governor issued an executive order requiring cities to:
• By 2020, reduce greenhouse gas emissions to 1990 levels
• By 2050, reduce greenhouse gas emissions to 20 percent of 1990 levels
In 2006 the California Legislature passed the Global Warming Solutions Act, also known
as AB 32, which established the 2020 emissions target and gave the California Air Resources
Board the task of developing a plan to hit the target. A Climate Action Plan is a long-range
strategy to reduce emissions of greenhouse gases to meet these goals. GHGs include
carbon dioxide, methane, nitrous oxide and water vapor.
12. Why does it seem like the budget is not balanced?
Refer to the Budget Overview section at the beginning of this memo.
13. Why are fee updates listed but not explained?
The proposed fee updates are included in the Preliminary Budget Staff Report to council
dated May 21 as an attachment titled "Proposed Master Fee Schedule Changes, Fiscal Year
2019-20." Annual fee changes to existing fees are listed and all new fees to the schedule
are explained. The city's Master Fee Schedule is not published with detailed explanations
on each fee.
14. Will the proposed energy choice effect this year's budget?
The City Council has adopted a resolution stating its intention to pursue community choice
energy (CCE) to provide electric commodity service to the citizens and businesses of
Carlsbad. While 2021 is the earliest a Carlsbad CCE program could launch, future City
Council decisions could result in the city incurring pre-launch expenses during FY 2019-20.
The city is currently participating in an evaluation of potential CCE program governance
options, which will be presented to the City Council following its completion in late June.
Projected CCE start-up costs and staffing requirements vary widely among the governance
options being considered. For example, whether the city establishes a standalone Carlsbad-
only CCE or participates in a North County Cities CCE Jo int Powers Authority (JPA), pre-
June 18, 2019 Item #5 Page 195 of 197
Honorable Mayor Hall and Members of the City Council
June 3, 2019
Page 55
launch costs of approximately $1 million are anticipated. The city would bear the full
amount of those costs in a standalone CCE scenario; however, it would only be responsible
for a pro-rata share of those costs under the JPA scenario. Furthermore, while a
countywide CCE JPA would be expected to have proportionately larger pre-launch expenses,
there may be financing options that allow the city to participate without any up-front costs.
The current uncertainty regarding CCE-related costs that might be incurred during FY 2019-
20 requires that staff would return to the City Council with a mid-year budget request to
authorize any fund_ing needed to implement the City Council's preferred CCE program
governance option.
cc: Celia Brewer, City Attorney
Elaine Lu key, Chief Operations Officer
June 18, 2019 Item #5 Page 196 of 197
EXHIBIT 14
June 4, 2019
Mayor Hall and Council Members,
I know the budget process requires you to make hard decisions about what best meets
the most vital needs of the community. As you work through this year's budget requests I urge
you to revisit the request to add additional personnel to the staff of the Library learning
Center. The addition of the requested FTE's would allow the learning Center to add hours on
the weekend which would enhance the opportunities to use the facility for residents of the area
and all residents of the city. At the June 2nd literacy Celebration comments by several of the
recent successful participants in the program highlighted how helpful it was for these learners
to have the facility available to them on weekends so they could continue with their programs.
Our Learning Center was open during the renovations and thus the facility was available.
As I thought about this request for the additional staff, I wondered what the weekend
attendance percentages were at the Cole and the Dove as opposed to the rest of the week.
After checking for me, Director Pizzuto confirmed that 'Weekend door counts and circulation
statistics for the current fiscal year are consistently among the highest of the week relative to
the hours we are open" at both the Cole and the Dove. Shouldn't the patrons who are served
by the Learning Center have the same chance to visit their neighborhood library on the
weekend? For many of these residents the weekend is the only time available to do so.
Currently the Learning Center meeting rooms and study rooms are quite full during the
weekday times when tutoring takes place. At the recent June Literacy Celebration the stories
of success were truly moving. The On-line Graduation program continues to add graduates to
the roster of success. More hours mean more such accomplishments.
As you are aware, the Benson Fund administered by the Foundation was created, in
part, to support activities at the Leaming Center. Sadly, each year some of these funds go
unused because there is no opportunity to create additional programs within the current five
days of service at the learning Center. Those funds could support even more success with
additional staff and time.
The opinlons here are mine only; I do not represent any particular group. But it is true
that the library Board of Trustees were unanimous in the support of the request for the extra
staffing which would open the Learning Center for additional hours.
Thank you for all the time and careful thought you put into making these decisions.
Beth Hulsart
June 18, 2019 Item #5 Page 197 of 197
( City of
Carlsbad
Memorandum
June 14, 2019
To:
From:
Mayor and City Council Members
Laura Rocha, Deputy City Manager, Administrative Services
Laura.Rocha@carlsbadca.gov or 760-602-2415
Roxanne Muhlmeister, Finance Manager
Roxanne.Mulhmeister@carslbadca .gov or 760-602-2417
Via Scott Chadwick, City Manager
Elaine Lu key, Chief Operations Officer
All Receive -Agenda Item# '5
For the lnform.ition of th;-
CITY COUNCIL
Date" CA ✓ CC ✓
CM V coo __LocM (3) ~
Re: Additional Material/Information Regarding Item #5 Fiscal Year 2019-20
Operating and Capital Improvement Program Budgets for the June 18, 2019, City
Council Meeting
The Fiscal Year 2019-20 Preliminary Operating Budget and Capital Improvement Program was
presented to the City Council and the community on May 21. The meeting was an opportunity
for the public and the City Council to review the draft budget prepared by city staff. Several
questions from the City Council and the community were posed to city staff during the meeting.
Those questions and answers were compiled into a single memo and issued on June 3.
Additional questions received after June 3 were compiled and those questions and answers are
listed below:
1. Please clarify some high-level details about the $3.2 million project to "connect the trail at
the west end of Agua Hedionda Lagoon to the Tamarack Beach"; and how this relates to
the SANDAG-funded intersection enhancement at Tamarack and Coast Highway.
There are two projects that implement the City Council goal to "enhance Carlsbad's
coastline to ensure an exceptional experience in all the ways people want to enjoy it."
CIP Project No. 4063, Trail Connectivity to Carlsbad State Beach, examined the feasibility of
a trail connection from the Agua Hedionda North Shore Hubbs Trail east of Carlsbad
Boulevard along Agua Hedionda Lagoon to the beach. As a result of the study and public
outreach conducted to date, t.he consultant team developed a conceptual design for
recreational trail access under Carlsbad Boulevard cold water bridge connecting the trail on
the Agua Hedionda Lagoon north shore to Tamarack State Beach parking lot. The studies
and concept plan include Americans with Disabilities Act (ADA)-compliant access for the
trail to route under the railroad bridge to the future Reach 4, Coastal Rail Trail.
CIP Project No. 6058, Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements,
will adapt the streets, bike lanes, sidewalks and bus stops to better meet the needs of the
people who regularly use these areas in accordance with the city's General Plan Mobility
Element.
2. In the CIP spreadsheet I see a loan transfer of $1,973~000 from CFD #1 Fund to the Traffic
Impact Fee Funds; and a repayment of these funds back to the CFD #1 fund in the
proposed budget.
a. Please explain why traffic impact funds needed a loan.
When creating funding programs for capital projects, multiple funding strategies may be
employed to deal with revenue timing differences. Per the Traffic Impact Fee (TIF)
Program of 1991, CFD No. 1 was going to advance fund several improvements until
there were sufficient TIF monies available to repay CFD No. 1. CFD No. 1 was created, in
part, to fund the following road improvements: La Costa Avenue, Leucadia Blvd . and
Olivenhain Rd/RSF Rd. An advance of $4.3M was used to track the amount TIF owed CFD
No. 1 for its share of those projects. Each year, staff repays a portion of the advance
based on the share of TIF revenue received which was related to those original projects.
b. Is Traffic Impact Fees a policy in need of review/update?
Chapter 18.42 of the Carlsbad Municipal Code established the Traffic Impact Fee (TIF) in
1991. On April 8, 2008, the City Council adopted Resolution No. 2008-102 approving a
Traffic Fee Update Study and designating the circulation improvements to be funded by
the Tl F. Of the 24 projects identified, 10 are completed, five are in progress, eight have
not yet started and one was deleted. Per Chapter 18.42 of the city's municipal code, the
TIF fee shall _be adjusted annually as part of the budget process, by two percent or the
annual percentage change in the Caltrans Construction Cost Index, whichever is higher.
Should City Council wish to review this policy, staff can bring the item forward at a
future City Council meeting for consideration .
c. Please explain how traffic impact fees are accessed, and the process to utilize them in
the communities in which they were collected.
The purpose of the TIF is to provide a mechanism to mitigate for direct and indirect
traffic impacts caused by new development, expansion of new development, or
redevelopment on property located within the City of Carlsbad. TIF funding may only be
used for a· specific set of projects as identified through a methodology that includes a
traffic analysis to determine which roadway segments and intersections require
additional improvements, preparation of current costs estimates for the needed
improvements and distribution of these costs based on the traffic volumes generated by
development. Once the estimated project costs for the TIF program are generated, they
are apportioned to residential, commercial and industrial development based on the
volume of traffic created. Projects identified for TIF funding have been included in the
Capital Improvement Program. Council appropriates the requested funding for each
project upon adoption of the Capital Improvement Program budget.
3. Spending for Mobility in the budget is very low. Residents across Carlsbad are frustrated
with traffic, speeding, congestion, lack of transportation choices, bike and pedestrian
safety, and parking issues. Why are we not allocating more funding to address these
traffic-related day-to-day issues of health, safety, and quality of life especially in our Olde
Carlsbad communities where in-fill development is the uncomfortable new-normal, and
has dramatically increased negative impacts to these communities? Especially in the
Village, Barrio, and Coastal Zone, where we are advertising for and encouraging increased
visitors to the area, why are we not putting funding behind addressing the impacts of
increased traffic, congestion, ·visitors, parking, etc. that directly impact the residential
communities and businesses here?
The city takes a multi-faceted approach to improving mobility across the city that
includes various site-specific CIP projects and ongoing programs consistent with best
practices and engineering standards, as well as operational programs, educational and
enforcement activities. Some of these activities are funding through the CIP, and other
activities which are more operational and routine in nature are funded through the
various department operating budgets.
The CIP for fiscal year 2019-20 proposes $16.2 million in road improvement and mobility
projects, or about one-third of the total $53.4 million in requested appropriations. The
Traffic Impact Fee (TIF) program provides a mechanism to mitigate for direct and
indirect traffic impacts caused by new development, expansion of new development, or
redevelopment on property located within the City of Carlsbad. In fiscal year 2019-20 a
little over $8 million of TIF funding is requested for projects that, wh~n completed, will
alleviate traffic conditions citywide. These projects include: Avenida Encinas Widening -
South of Palomar Airport Road, El Camino Real and Cannon Road Intersection
Improvements, El Camino Real Widening-Arena! to La Costa Avenue and Terramar
Area Coastal Improvements.
In May 2018, Council approved a contract for $365,000 for a consultant to develop a
Sustainable Mobility Plan that will analyze the city's current active transportation
network, analyze where current and future travel demand is, recognize gaps in the
system, identify and prioritize where opportunities to fill those gaps are and provide
recommendations for an improved travel network that will better serve Carlsbad's
residents, workers and visitors. This plan will contain an existing conditions assessment
and identify potential projects that may be included in future CIPs.
4. "Connected Carlsbad: an inclusive smart community roadmap" was presented to Council
as a high-level strategic roadmap with five primary goals. Please explain how we will
incorporate these efforts and any associated program funding into a transparent
budgeting process.
On April 23, 2019 Connected Carlsbad was presented to the City Council as the first step in
soliciting public input on this roadmap and an associated action plan. The roadmap, action
plan and results of the associated community engagement will be presented to the City
Council in the fall. At that time, any associated program funding and the approach to
incorporating Connected Carlsbad into the budget process will be presented.
5. Please clarify how we are able to justify an overall Operating Expense increase of 7.6%, or
$20.8 million, when Revenues are expected to decrease by 0.6%, or $1.9 million.
The total operating budget is comprised of various operating funds, each having a unique
approach to budgeting. For example, the General Fund is one of many, unique funds in the
total operating budget. It is the city's practice for the General Fund that estimated
revenues must meet or exceed proposed expenditures. As such, the General Fund
operating budget, which covers the city's day to day services like police, fire, parks and
libraries, is proposed to increase 7 percent, with a budget of $166.8 million, projected
revenues of $170.5 million, and a projected surplus of $3.7 million. By comparison, the
2018-19 general fund operating budget increased 6.9 percent over the previous year.
With the city's other unique funds, such as special revenue or enterprise funds, estimated
revenues do not always exceed estimated expenses in a given year. This is due to the
timing of revenues and expenses in the funds as well as the nature of the expenses. In some
cases, revenue may be received years ahead of a related planned expenditure creating
situations in a given year where expenses exceed revenues. In these situations, the "past
revenue" comes from fund balance or reserves and gives the appearance of a deficit even
though sufficient funds are available.
Therefore, the total Operating Budget for FY 2019-20, made up of many unique funds, totals
$296.9 million, with revenues for the year estimated at $291.8 million. This does not mean
that next year's expenditures will exceed our projected revenues in all funds. The city's goal
is always to manage the total operating budget conservatively, and end each fiscal year with
a surplus in the General Fund .
6. Please explain the $10.2 million transfer from General Fund split evenly to Infrastructure
Replacement Fund and General Construction Capital {GCC) Fund.
a. Please clarify the rationale for transfer to the Infrastructure Replacement Fund, as my
understanding was that this fund was already well funded.
The Infrastructure Replacement Fund has been historically funded with annual cash
transfers from the General Fund to pay for major maintenance and replacement of the
city's infrastructure. A facility condition assessment report was last completed in 2012.
The purpose of an assessment report is to help the city devise a maintenance plan and
road map for improving city structures over time. Staff is in the process of updating this
assessment report, as several new facilities (for example, Alga Norte Community Park
and Aquatic Center and Pine Ave. Community Center) have been added to the city since
the completion of the report. The city is committed to maintaining and modernizing
facilities for the community and prudent financial planning has ensured ongoing funding
for this purpose. Staff will analyze the funded status of this fund once the new
condition assessment report has been completed and future transfers will be adjusted if
necessary.
b. Also, please clarify the prioritization rationale for the GCC Fund transfer.
The General Capital Construction (GCC) Fund is used to fund various municipal and
other capital projects and is funded through transfers from the city's General Fund.
Capital projects not covered under an existing fee program or other governmental
source (Federal grarit, Gas Tax, TransNet, etc.) is budgeted and expensed in the GCC
Fund. This fund has historically relied on one-time General Fund transfers in the past
and this year staff is proposing to split the usual budgeted cash transfer to the
Infrastructure Replacement Fund in half and transfer this amount instead to the General
Capital Construction Fund to fund several new or ongoing CIP projects (for example,
Trail Connectivity to Tamarack State Beach, Village Decorative Lighting, Lake Calavera
reservoir mitigation to name a few).
7. Please explain from where the funds transfer is coming for the Enterprise Fund's 10.6%
increase, or additional $8.4 million increase, in annual budget for new comprehensive
asset management program and SCADA program.
Transfers are increasing this year primarily related to Carlsbad's share of Encina's $257
million capital plan (Encina's overall budget increase to Carlsbad was 26.2%) along with the
proposed new comprehensive asset management program and SCADA program. While the
full SCADA program budget has not been asked for as part of the operating and capital
budget (it will be asked for separately when staff presents the program for Council's
consideration soon), the potential financial impacts have been· accounted for in the
increased transfers. This was done to increase operational efficiency in the finance
department (staff resources are saved by doing the work once up front instead of doing it
twice). If Council chooses not to pursue the SCADA program when it is presented for their
consideration, the actual transfer processed by staff will be decreased to reflect this.
Funding for these items will come from a mix of potable water, recycled water, and
wastewater reserves and potable water and wastewater rate increases. Reserves are being
drawn down over a several year period in conjunction with a projected modest rate ramp
(rate increases over a multi-year period) to minimize the impact to ratepayers. These
strategies are employed as part of the long-range financial plan to invest in projects which
promote financial sustainability and provide ratepayer value. More information will be
provided on this topic during staff's upcoming presentation on the new comprehensive
asset management program and SCADA program as well as during the cost of service study
and rate recommendations taking place later this fall.
8. Please explain why Affordable Housing Fees are projected down?
Residential development is not occurring at the same rate as in past years. Current
projections on future residential development indicates a general decline for the coming
fiscal year, any affordable housing fees will also decline. Until applications are received and
staff can discuss inclusionary housing requirements with the developer, it is difficult for staff
to predict the size of developments or when a developer might propose to build affordable
housing or pay a fee. The ultimate goal is to create new housing opportunities for low
income households. The preference is for the private developer to create those
opportunities, build the housing. While we may see a dedine in the fees over time, we will
continue to receive revenue to the Affordable Housing Trust Fund through loan
repayments, interest earnings, and other related income. At this time the decline in fees is
simply a conservative projection and an expectation that the fees will decline. The amount
of fees actually collected will ultimately be dependent on private developer decisions and
their timing for development in the future.
9. Is the Affordable Housing policy and/or fee in need of review/update?
Staff will bring forward an item for the City Council in 2019 to discuss adding inclusionary
requirements to apartment developments within the city and will present the issue of the in
lieu fee (currently $4,515, no annual escalator) amount at that time for consideration by the
City Council for direction on any adjustment to the fee. Should City Council wish to review
this policy, staff can bring the item forward at a future City Council meeting for
consideration.
10. Please explain why Parking-in-lieu fees are projected down?
The Parking In-Lieu fund derives revenue from two sources, 1) interest income and, 2) the
payment of the parking in-lieu fee (currently $11,240 per space, no annual escalator) when
a developer is approved for participation in the shared public parking program and not
required to build private parking on site. It is very difficult to anticipate when a developer
will propose to pay the in-lieu parking fee or provide parking on site. There are numerous
factors to consider such as size of development parcels, land uses (commercial vs.
residential), and size of development. As noted for residential development, the current
projections are that development in general will decline in the coming year. Therefore, staff
anticipates a general decline in potential revenue collected from parking in-lieu fees within
the Village and Barrio areas.
11. Is the Parking-in-lieu policy and/or fee in need of review/update?
The Council may wish to review the amount of the in-lieu fee for parking (currently $11,240
per space, no annual escalator) which is based on the cost of constructing a 2 level public
parking structure in the Village area and maintaining it for 30 years. The fee was set at 1/3
the cost and is based on a shared public parking program, where the city has responsibility
for 1/3 the cost itself and would need to contribute other funds to allow for construction of
a parking structure at some future date. Should City Council wish to review this policy, staff
can bring the item forward at a future City Council meeting for consideration.
12. Please explain the income versus cost on local taxpayers for the Carlsbad Municipal Golf
Course. I see a projected revenue of $7,911,965.00, and a proposed budgeted expense of
$8,227,596.00. Please explain the additional implications of this financial investment
based on the continued proposed shortfall and the inclusion of a bail-out bond repayment
of $14.8 million in FY17.
As shown on the chart below, the course is anticipated to have a net operating profit for the
upcoming fiscal year of $483,119. Once budgeted capital expenses of $798,750 are added
to the expense total it shows that prior accumulated golf course cash reserves are paying
for a portion of the capital improvements. Operating expenses plus capital outlay together
total $8,227,596. This is no General Fund subsidy associated with the Golf Course.
Golf Course Fund
Beginning Est. Reserve Balance 6/30/19
FY20 Budgeted Operating Revenues
FY20 Budgeted Operating Expenses
FY 20 Budgeted Operating Profit
FY20 Budgeted Capital Outlay
Ending Est. Reserve Balance 6/30/20
2,211,873
7,911,965
(7,428,846)
483,119
(798,750)
1,896,242
Staff's goal in developing a long~range financial plan for the golf course is to help ensure
operational sustainability -i.e., golf operations are not subsidized by the General Fund
going forward. Proactively managing assets is a less expensive, more sustainable solution
over the long term. This long-range financial planning approach has also helped eliminate
General Fund subsidies in recent history, with the last operating transfer occurring in Fiscal
Year 2015-16. This long-range plan includes ensuring that all expenses (both operating and
capital improvement costs) are paid solely out of facility revenues, which includes user fees,
restaurant sales, group events and facility rentals. Positive revenues in these areas in
recent years has helped to build cash reserves which can be used to pay for ongoing capital
improvements as needed.
The bond repayment proposed during the FY 2016-17 operating budget approval on June
28, 2016 was not categorized as a bail-out of the golf course. The program option presented
to Council was based on the finance practice for determining whether investing or paying
off debt has more value to an organization.
During the operating budget presentation on June 28, 2016, the Administrative Services
Director indicated the average carrying cost of debt was roughly 3.3% while the average
rate of return on the Treasurer's Portfolio was only 1.1%. The city avoided approximately
$8.4M in interest costs to continue carrying the debt through Council's decision to pay off
the golf course bonds. In the future once cash reserves have accumulated to an acceptable
amount to support ongoing capital improvements to the course and facilities, the goal is
that the city will start to pay back prior General Fund subsidies.
a. Please share the number and percentage of local residents who participate in the Golf
Course loyalty program, as frequent users.
The total JC Players cards issues at the Crossings is 2,024; of that number, 827 or 41%
are Carlsbad residents. The total JC Players cards issues ad all JC Management golf
courses to Carlsbad residents is 1,615.
b. Please share how the proposed $375,000 additional CIP investments for "course
improvements, drainage and erosion control improvements, facility equipment, and
facility improvements" are incorporated into the proposed budget as "planned major
capital outlay items" are not covered by the current third-party management contract
and how these expenditures affect the overall value of this taxpayer-funded municipal
golf course to our residents.
The capital projects are covered by the current third-party management contract.
Pursuant to Section 2.3 of the Agreement for Golf Course Management and Operations
dated Jan. 4, 2018 {"Agreement"), JC Resorts ["JCM"] is responsible for preparing a
Capital Improvement Plan. Further, pursuant to Section 2. 7 of the Agreement, " ... all
Capital Improvement projects are in Authority's sole control and discretion, and all costs
and expenses of Capital Improvement projects shall be paid from the Capital
Improvement Funds or from other Authority fund (and not from the Golf Course
Accounts). The costs and expenses of Capital Improvement projects shall not be
considered Golf Course Expenses. Once approved by the Board, JCM shall be responsible
for the construction or purchase of the Capital Improvements, unless otherwise
instructed by the Authority." In other words, capital expenses do not come from the
operating budget and are not paid for with operating funds, but are, generally, the
responsibility of JCM to implement (i.e. the Authority gives them the money, JCM does
the work).
As indicated in staff's response to question 34 of the June 3rd memo from the May 21st
Council questions, the decision to invest resources in capital improvements is done to
help ensure operational sustainability (i.e. golf operations are not subsidized by the
General Fund). Proactively managing assets is a less expensive, more sustainable
solution over the long term. This long-range financial planning approach has also helped
eliminate General Fund subsidies in recent history, with the last operating transfer
occurring in Fiscal Year 2015-16. This approach is also consistent with other city asset
management approaches such as the potable water, recycled water, and wastewater
proactive comprehensive asset management program which will be presented to
Council soon.
c. Please explain how the Crossings Lake Liner Refurbishment Project, among others,
also impact the value of this taxpayer-funded municipal golf course, including the
specific cost of this lake liner replacement to taxpayers.
Funding for the proposed lake liner refurbishment project is coming from accumulated
golf course cash reserves. Golf course reserves have recently been accumulated largely
by positive financial operating results (i.e. operating revenues generated from the users
of the golf course, restaurant and wedding venues have exceeded operating expenses).
Lease revenues related to golf course assets have also helped accumulate reserves in
recent years.
As indicated in the lake liner memo to Council dated March 4, 2019, the lake liner issues
have "led to consistent water loss over the past several months. This loss of water has in
turn driven up the associated utility costs, as more water has been added to maintain
the lakes' levels." The water loss was estimated at approximately $45,000 for a six-
month period based on a financial analysis performed for the months of July 2018
through December 2018. This equates to approximately $90,000 per year at current
water rates. Choosing not to fix the lake liners would drive up costs over the long-term
decreasing value to the users of the golf course and its amenities.
13. Please explain/elaborate on the Community Services Goal-Objective-Priority for a "new
City Council inquiry platform to allow City Council Members to efficiently obtain
information for constituents".
a. What is this platform, and how will it help City Council to understand issues and better
communicate with constituents?
On March 12, 2019, the City Council approved Resolution 2019-030 adding resources to
the fiscal year 2019 operating budget to meet increasing needs for City Council inquiry
responses, community engagement, City Council administrative support and public
information. This included procurement of the constituent correspondence module of
the GovQA platform. GovQA is the company that provides the Public Records Act
module the city began using last year, which allows public records requests to be made
and tracked online. This new platform will:
• Provide an on line option for City Council members and the public to make inquiries
<
of staff.
• Increase transparency by making all questions and answers available in a searchable
online database.
• Increase the efficiency of logging, tracking and responding to inquiries.
Similar to the PRA module, the legislative correspondence module will enable City
Council members and members of the public to submit questions through a centralized
on line system using a computer or mobile device. Some of the features and benefits
include:
• Responses will be uploaded to the system so they are available for City Council
members and the public to review on the city's website.
• When a new inquiry is initiated, a key word search will automatically pull related
public records requests and inquiries that have already been made on the topic,
providing convenient access to records and information.
• Since City Council members will be able to see all the inquiries submitted, they will
get a more complete picture of the issues most of interest to the community.
• This platform will assist City Council members in communicating with constituents
because they can search for information and refer constituents to this site, 24/7, to
access detailed information on topics that have come up in the past.
City Council members and members of the public who prefer to ask questions in person
or via email can continue to do so. Staff will then enter the information into the
platform for tracking purposes and to make the response available to the public.
14. Please explain/elaborate how Community and Economic Development/Planning provide
"technical support" to Planning Commission and City Council as a service.
a. And as there were no requests for additional staffing in this department, is there
sufficient staffing to actually support the pace of development we have seen in the
City, and also provide technical support to Planning Commission and City Council that
takes in to account the complicated issues of in-fill development and all of its evolving
impacts in this late stage of our Growth Management Plan?
The Planning Division provides "technical support" to the Planning Commission and City
Council by providing briefings, staff reports, presentations, training, and responding to
questions and information requests. Actions required to comply with laws such as
public noticing, preparation and posting of agendas and staff reports are completed by
Planning Division personnel. Staff provides briefings on policy issues, plans, ordinances,
and projects. The Planning Division staff prepare a written analysis of proposed
planning actions that is contained in staff reports and documented in resolutions with
findings and conditions. Plans and ordinances are updated to address changes in state
laws as well as to address local issues. Staff provides training to the Planning
Commission, manages commission agendas, and conducts briefings for each
commission meeting. Planning staff make presentations at public hearings and respond
to questions. Minutes of Planning Commission meetings are prepared. Public noticing
is conducted through mailings, publication in local newspapers, and posting to the
website in conjunction with distribution to subscriber lists. Reports and documents are
posted to the website. Planning Commission agenda packets are prepared and
delivered to Planning Commissioners.
Regarding the Community & Economic Development staffing question (12.a.), the
preliminary budget includes 5 position requests for CED: Homeless Response Program
Manager, Housing Assistant, Code Enforcement Program Manager, Code Enforcement
Officer II, and Engineering Tech II. While the preliminary budget does not include any
position requests for the Planning Division, it does include additional funding requests
for the Planning Division in an amount of $325,000; $250,000 for the Zoning Code/LCP
Update Outreach and Approval Process and $75,000 for General Plan Maintenance.
15. Parks and Recreation are proceeding with replacement plans for synthetic turf and
rubberized surfacing at sports fields and parks. Are we utilizing a "precautionary
principle" in decision-making that ensures we err on the side of caution and health in
choosing materials installed in our parks and on our playing fields will cause no harm to
human health and the environment?
On January 29, 2019, the Parks & Recreation Department presented the City Council with a
staff report that recommended adoption of a resolution approving the contract documents,
plans and specifications for the Stagecoach Community Park Synthetic Turf Replacement
Project (CIP Project No. 47421), and authorizing City Clerk to advertise the project for public
bids. The item was pulled from the Consent Calendar for comment by a member of the
public. She expressed concern over potential health impacts from the specified infill
material -i.e., an acrylic and polyurethane coated crumb rubber granulate. Crumb rubber
is recycled rubber produced from automotive tires.
The City Council then asked questions of staff regarding synthetic turf and its infill
alternatives, as well as the application of a "precautionary principle" in specifying materials
for the project. Staff responded to those questions and provided a summary of previous
and ongoing studies over synthetic turf and infill materials -particularly the crumb rubber
infill material. Staff additionally advised that the project could be postponed for a short
period, at the City Council's discretion, during which time additional information on
alternative materials could be compiled. By minute motion, the City Council continued the
item and directed staff to return with a report on the pros and cons of alternative options.
http://carlsbadca.swagit.com/play/01292019-1051. Staff anticipates returning to the City
Council in late July with the referenced report, and a request for direction on the materials
to be specified for the Stagecoach community Park project.
The Parks & Recreation Department also submitted a request for a new project in the FY
2019-20 CIP Budget, for the removal and replacement of the pour-in-place resilient
rubberized surfacing in the playgrounds at Hidden Canyon and Aviara Community Parks.
The existing resilient rubberized surfacing in each of these playgrounds served its useful life
and is in stages of disrepair beyond warranty coverage.
In response to Question 59 in the June 3, 2019 memorandum to the Mayor and City Council
Members on the FY 2019-20 Preliminary Budget Presentation, the following draft of the
materials specifications for this playground safety surfacing replacement project was
provided:
2.3 UNITARY, DUAL-DENSITY, SEAMLESS SURFACING
A. Description: Manufacturer's standard, site-mixed and applied, two-layer material with
wearing layer over cushioning layer, with combined, overall thickness as required, tested for
impact attenuation according to ASTM F 1292 and for accessibility according to ASTM F
1951.
1. Manufacturers: Subject to compliance with requirements, provide products by one of the
following: a. TotTurf, a Playcore Company. b. Surface America Incorporated. c. Or equal.
2. Wearing Layer: Formulation of TPV rubber particles and aliphatic polyurethane binder,
minimum ½ inch thick.
3. Cushioning Layer: Formulation of recycled SBR particles and polyurethane binder.
4. Critical Height: As determined per fall height of play equipment specified.
5. Overall Thickness: As required for critical height indicated but not less than existing
surfacing depth.
6. Primer/Adhesive: Manufacturer's standard primer and weather-resistant, moisture cured
polyurethane adhesive suitable for unit, substrate, and location.
7. Wearing Layer Color(s): As selected by Architect from manufacturer's full range. a.
Design: Where colored pattern graphic design is required, provide as indicated on Drawings.
B. Leveling and Patching Material: Portland cement-based grout or epoxy-or polyurethane
based formulation suitable for exterior use and approved by protective surfacing
manufacturer.
Each of the rubber materials specified above is available as a 'virgin' product.:.... i.e., not
crumb (recycled) rubber. At the City Council's discretion, virgin rubber materials can be
required for use in this project
16. There are "no significant changes" in the proposed annual operating expenses for the
Policy and Leadership/ Office of the City Council.
a. Please clarify whether City Council Members have staff and /or aides to support their
responsibilities in the community and in understanding and working on numerous
complex and important issues that affect both the communities in Carlsbad, as well as
the region.
City Council Members currently have one full time Secretary to the City Council, and a
second Sr. Office Specialist position approved in February, for a total of two full time
administrative positions to provide administrative support. The new Sr. Office Specialist
will report to the Secretary and that individual starts June 17.
CMC section 2.12.110 Council-manager relations describes how Council Members deal
with the administrative services of the city as follows:
"The city council and its members shall deal with the administrative services of the city
only through the city manager, except for the purpose of inquiry, and neither the city
council nor any member thereof shall give orders or instructions to any subordinates of
the city manager. The city manager shall take his or her orders and instructions from the
city council only when sitting in a duly convened meeting of the city council and no
individual council member shall give any orders or instructions to the city manager;
however any council m ember may, as an individual, request pertinent information on
municipal affairs and citizen complaints from the city manager and from department
heads through the city manager. These requests will be answered promptly."
b. Understanding that in order to even run for City Council, a person must reside in their
respective District in the City of Carlsbad, please share for the public the current City
. Council compensation rate compared to their scope of responsibilities.
The Mayor's current annual compensation is $25,826 plus benefits (health care and
PERS retirement or deferred compensation) and the City Council's current annual
compensation is $24,626 plus benefits. For comparison to other city elected positions,
both the City Clerk and City Treasurer receive $12,840 annually plus benefits.
At its meeting on Sept. 25, 2018, City Council adopted Ordinance No. CS~340 amending
Municipal Code Chapter 2.04, Section 2.04.010, of the Carlsbad Municipal Code
regarding compensation of the members of the City Council. Compensation is as
follows:
A. The compensation of each member of the city council shall be set at
$2,052.17 per month upon the effective date of this ordinance. Adjustments
to city council compensation shall not exceed the amount established by the
San Diego Regional Consumer Price index. Adjustments to city council
compensation must be made or permanently waived by ordinance in
January of each year. The city council is prohibited from enacting retroactive
increases for years in which a salary increase was waived .
B. The compensation established by this section is exclusive of any amounts
payable to each member of the city council as reimbursement for actual and
necessary expenses incurred in the performance of official duties for the
city.
Also, at the Sept. 18, 2018, meeting, by Minute Motion, City Council directed staff to
research costs of adding the ordinance to a Special Election, and if not economical to
place the item on the 2020 General Ballot.
Scope of Responsibilities
Under Section 200 of the Carlsbad City Charter, the city "shall be known as the 'Council-
Manager"' form of government. The City Council shall establish the policy of the City;
the City Manager shall carry out that policy."
. The duties of the City Council under this form of government are described in California
Government Code§ 34851-34859 and Title 1 and Title 2 of the Carlsbad Municipal Code.
Since City Council members act as part of a governing body, the scope of individual City
Council member duties is generally described only as it pertains to the collective City
Council rather than individually. This scope incudes:
• Establish policy and laws
• Approve the city budget as well as city contracts over defined threshold amounts
• Appoint the city manager, city attorney and members of boards, commissions and
committees
• Represent the city's interest at regional, county, state and federal levels
The mayor's role includes additional duties, such as presiding over City Council
meetings, signing certain documents executing City Council direction and acting as the
City Council's ceremonial representative.
This scope would apply to all cities with the Council-Manager form of government
unless otherwise specified in their municipal codes or charters.
17. Please clarify if the elected City Treasurer currently has assigned staff, how many, any
proposed increase, and what duties they fulfill.
While there is an "Assistant to the Treasurer" position that helps the City Treasurer, the
assistant nomenclature may be misleading. This position is a higher-level accountant
position (its classification resides between an accountant and senior accountant level) with
specialized experience in finance and investments. This position reports directly to Finance
Department staff who ultimately report to the City Manager, not the City Treasurer. This
structure is like the Council/staff structure in that Council sets policy and various staff
members reporting to the City Manager operationalize the policy.
The City Treasurer is responsible for setting the overall investment policy and making
investment decisions. The Assistant to the Treasurer position is responsible for managing
the city's cash accounts which includes cash flow projections and executing trades, among
other things. This position is also responsible for auditing investments, banking
transactions, and other applicable treasury functions. This position is also responsible for
preparing various reports to the Treasurer, Investment Review Committee, and City Council.
This position is currently a 0.75 position and is being requested to increase to a full 1.0
position in part due to the increasing number and complexity of regulatory requirements,
transactions and the number of systems tied to Treasury.
18. Please explain why in Policy and Leadership/ Community Outreach and Engagement why
a Goal-Objective-Priority is listed as "update of the Carlsbad Community Vision", when no
such direction has come from City Council, and in fact, we are only beginning to
implement policies and programs that fulfill the established Carlsbad Community Vision.
The phrase "update of the Carlsbad Community Vision" is meant to convey that staff is
seeking an updated understanding of what the nine core values mean to the community
today, 10 years after the values and the community vision were first defined through the
Envision Carlsbad process. Staff will update the description of this goal in the final budget to
better explain the intent.
As background, on Jan. 29, 2019, city staff presented a proposed new approach to City
Council goal setting. This included a new model of ongoing public engagement that enables
members of the public to weigh in on city issues and projects earlier in the process and in
ways most comfortable and convenient to them. As part of this presentation staff
recommended a "check in" with the community on the Community Vision and core values
during summer 2019 to help inform the fall 2019 City Council goal setting. Staff plans to
present this engagement effort as an opportunity to discuss how the core values can best
be integrated into city projects polices and plans, not to develop a new set of values. Staff is
finalizing plans for this engagement process and will provide an update memo to the City
Council separately.
19. Please explain in detail how the Carlsbad City Council was engaged in the CIP
prioritization as a part of developing the annual budget this year?
The project scoring methodology, adopted with the March 2019 update of Administrative
Order 50, is utilized to determine if a project proposal is worthy of funding. The project
scoring methodology is not utilized to prioritize the importance or timing of projects. On
May 14, Council received a presentation providing an overview of the Capital Improvement
Program, Administrative Order 50 and existing CIP projects. During the fiscal year 2019-20
preliminary budget presentation on May 21, 2019, Council received additional information
for consideration, including new projects, requests for additional funds for existing projects
and unfunded projects that do not have an identified funding source. If City Council
requests changes to the existing CIP, staff will return with associated impacts. -
20. With all the residential communities impacted by in-fill development expressing concern
about pedestrian safety, why was Avenida Encinas, a commercial corridor, prioritized for
pedestrian improvements in the proposed CIP?
Employees of area businesses requested the city investigate ways to improve safety and
pedestrian access between the businesses and area restaurants. The city's standard
practice, in response to any customer service request like this, is to research promptly,
perform a technical evaluation and, if warranted, propose a solution. The proposed project
puts in place cost-effective strategies that align with the city's General Plan Mobility
Element and desire to implement "complete streets," an approach that considers
accommodations for all modes of travel including bikes and pedestrians.
The proposed CIP includes $300,000 each year in funding for fiscal years 2019-20, 2020-21,
2021-22 and 2022-23 to implement the Carlsbad Residential Traffic Management Program
(CRTMP) as well as to install speed feedback signs and crosswalks with rectangular rapid
flashing beacons --all of which are intended to improve safety. In addition, the city
implements various projects to improve pedestrian safety as a result of resident feedback
that are smaller in cost and scope. These projects are implemented by city operations and
maintenance staff, and are not included in the CIP.
21. What are the standards we are using to evaluate the health and safety implications of
playground surfacing at our parks and specifically this year at the Aviara and Hidden
Canyon Parks Playgrounds?
The following standards are applied in evaluating health and safety implications of
playground surfacing:
For surfacing materials selection and recommendations -U.S Consumer Product Safety
Commission, Public Playground Safety Handbook, Sections 2.4 and 3.7 and 4.3
For impact attenuation -American Society for Testing and Materials (ASTM), Section F1292.
For accessibility of surfacing under and around playground equipment -ASTM, Section
F1951.
22. Please share the health and safety standards used in the evaluation for the CIP "Citywide
Thermoplastic Pavement Marking", and whether there are any health and safety-based,
precautionary principles employed in this decision-making process, or simply durability-
based on roadway surfaces.
This project will comply with materials standards and specifications required by the State of
California as described in the Standard Specifications for Public Works Construction
(Green book) 2018 Section 214-5, Traffic Striping, Curb and Pavement Markings and
Pavement Markers. The standards are designed to ensure public health, safety,
effectiveness and durability.
23. Please share/explain the value of spending $623,853 on out of state business travel for
staff in the proposed budget.
The city is committed and invested in having a highly competent staff and a large
component of that involves a continued investment in training. Out of state trainings and
conferences are only approved when there is not an in-state option available. The detail of
the out of state travel is shown in the Preliminary FY 2019-20 Operating Budget document
(pages J-2 through J-5). This amount is made up of $460,853 in General Fund related out of
state travel and $163,000 as non-General Fund. Of the General Fund total, $120,180 is
specifically for public safety out of state travel.
Much of this travel is to industry and user conferences and trainings which help staff stay up
to date in the latest industry standards, city computer (software) systems and legislative
changes at both the state and federal levels. Many industry related annual conferences are
held in different national locations each year. For example, the national League of Cities,
International Institute of Municipal Clerks, Governmental Finance Officers Association,
American Public Works Association and. the American Library Association just to name a
few. This investme'nt in training and user knowledge helps employees deliver the highest of
services to our community. The city makes every effort for staff to attend trainings within
California.
24. Please justify the exclusion of Village and Barrio Traffic Circles in the proposed CIP budget,
even though tt:iese projects were originally added to the CIP in 2013, and scored an 80 in
the assessment from 1-100.
The Village and Barrio Traffic Circles project has been funded through the CIP in previous
fiscal years. Once funding is appropriated through the budget, it becomes available for
project expenditures. Any unspent funding at the end of the fiscal year is carried over into
the next fiscal year until the project is completed and closed out. The current available
funding for this project is $1,462,547 and this amount will be carried over into the new
fiscal year. The project is still an active CIP funded project and has not been excluded for
next fiscal year. Staff is waiting for the Village Barrio Master Plan to be complete before
moving forward on the design and construction of this project.
25. Please justify the exclusion of Barrio Street Lighting in the proposed CIP budget, even
though this project was added to the CIP in 2013, and scored a 73 in the assessment from
1-100.
The Barrio Street Lighting project has been funded through the CIP in previous fiscal years.
Once funding is appropriated through the budget, it becomes available for project
expenditures. Any unspent funding at the end of the fiscal year is carried over into the next
fiscal year until the project is completed and closed out. The current available funding for
this project is $756,855 and this amount will be carried over into the new fiscal year. The
project is still an active CIP funded project and has not been excluded for next fiscal year.
Staff is waiting for the Village Barrio Master Plan to be complete before moving forward on
the design and construction of this project.
26. Please clarify if the Village Decorative Lighting project is proposed to be funded in the
FY20 CIP budget, as this project was added to the CIP in 2013, and scored a 69 in the
assessment from 1-100.
City Council approved a contract for a Village area lighting study in February 2018. On June
25, Community and Economic Development staff will present the results of this study to City
Council. A budget of $552,500 is included in the preliminary CIP program budget for FY
2019-20 in order to begin the implementation of lighting improvements in the village once
the study has been received and approved by City Council.
27. Please include these as official comments on Budget Related Policies pending approval in
this budget cycle:
· a. Policy 86: Consider the potential to phase in the goal to 80% pension liability funding
over two years. If council does not want to prioritize extra $10M pay-down this year.
Perhaps this $10M, or a portion thereof, could be prioritized this year to address other
important day-to-day concerns of residents, such as slowing traffic and increasing
pedestrian and bicycle safety in the Village, Barrio and along Carlsbad Blvd/Coast
Highway, as well as other already identified priority roadways such as Tamarack and
La Costa.
b. Policy 87: Requests 50% of surplus to address long-term obligations and 50% to "fund
innovation projects". Suggest we consider 50% of surplus funds be used instead for
unaddressed Neighborhood Quality of Life issues instead of general "innovation".
i. Quality of Life issues are not as the police define this, i.e. public
urination by homeless individuals, but rather as i.e. residential streets
and walkway safety, neighborhood character enhancement,
connections to transit, trails connections, open space procurement, and
power line undergrounding to save mature trees in support of reducing
heat island effect and CAP.
28. How will the City prioritize Village & Barrio CPI projects that have appropriated funds? For
instance, projects like Village Decorative Lighting and Barrio Lighting.
Implementation of the Capital Improvement Program is a continual process that considers
projects' scopes, costs and schedules along with Council and community priorities, staff
workload and external factors such as permitting and environmental review. Specifically,
projects in the Village & Barrio will be phased as part of a larger 3-year work program that
will help guide the implementation of public improvement projects identified in the Village
and Barrio Master Plan. The work program will be presented to Council in fiscal year 2019-
20. City staff will also continue outreach efforts with the stakeholders like CVA, Village Faire
and other property and business owners to further explore the lighting opportunities in the
private realm.
29. How were the Capital Improvement Projects scored and what do those scores mean?
The project scoring methodology is utilized to determine if a project proposal is worthy of
funding. The project scoring methodology is not utilized to prioritize the importance or
timing of projects. Factors applied to project scores include risk to health, safety and
environment and regulatory or mandated requirements; community values; asset
condition, annual recurring costs and asset longevity; multiple category benefit and
bundling opportunities; project readiness; and funding availability (see table below).
Factors Points
Risk to Health, Safety and Environment and Regulatory or Mandated Requirements 35
Community Values 25
Asset Condition, Annual Recurring Costs and Asset Longevity 20
Multiple Category Benefit and Bundling Opportunities 10
Project Readiness 5
Funding Availability 5
Total 100
30. How is the City funding and/or working to mitigate beach erosion?
In 1997, the City Council adopted a resolution to support the San Diego Association of
Governments (SANDAG) Shoreline Erosion Committee's annual Regional Shoreline
Monitoring Program (Program), and the development of a long-term beach replenishment
proposal. The Program measures changes in beach widths over time, documents the
benefits of sand replenishment projects, and helps to improve the design and effectiveness
of beach fills. The Program has historically been paid for on an annual schedule, by San
Diego County coastal cities, based on the linear miles of coast within their respective
boundary. In 2001, SANDAG completed the Regional Beach Sand Project (RBSP), which
placed approximately 2.1 million cubic yards of clean, beach-quality sand on twelve eroding
beaches in San Diego County.
In 2009, the City Council adopted a resolution which authorized the execution of a
Memorandum of Understanding (MOU), partnering with seven other cities in San Diego
County and SAN DAG, to conduct RBSP II, and agreeing to a cost share allocation of the
funding required for the project. In 2012, SAN DAG completed the RSBP II, depositing
approximately 1.5 million cubic yards of clean, beach-quality sand on eight eroded beaches
from Imperial Beach to Oceanside. The coast within the City of Carlsbad's boundary
received a total of 358,000 cubic yards of beach sand from the project.
On June 12, 2018 City of Carlsbad authorized the execution of a new MOU, committing to
funding its proportional share of the biological and shoreline monitoring for a five-year
period -from FY 2018 through FY 2022. The City of Carlsbad's proportional share for these
activities is $21,590 (avg.) per year. The city is also currently updating its Local Coastal
Program to include policies and strategies to adapt to rising sea levels. To inform this
update, the city prepared a Sea Level Rise Vulnerability Assessment in 2017, which
recommended pursuing beach nourishment as a sea level rise adaptation strategy. The
vulnerability assessment further recommended that the city continue to participate in
regional beach nourishment efforts. The date for the next regional beach sand
replenishment project has not yet been determined.
The Carlsbad shoreline also receives beach quality sand from the periodic dredging
operations of the Agua Hedionda and Batiquitos Lagoons. To date, the Agua Hedionda
lagoon has been dredged to maintain a flow of cooling water to the Encina power plant; it is
now anticipated to be dredged to ensure a water supply to the Carlsbad desalination plant.
The latest dredging operation was conducted between January and April of 2018. Dredging
typically removes 200,000 to 300,000 cubic yards of sand from the outer basin of the lagoon
only. The dredged sand is deposited on the adjacent Carlsbad beaches to replenish sand lost
to erosion. The Batiquitos Lagoon also requires periodic dredging to maintain an adequate
tidal flow. The next dredging cycle is expected to commence in the last quarter of 2019. The
owner of the lagoon, the California Department of Fish and Wildlife, has obtained permits
to dredge 118,000 cubic yards of sand, and deposit it ori the adjacent Carlsbad beaches to
replenish sand lost to erosion.
31. What's the status of ttie new City Hall site selection project?
In January of 2018, the City Council authorized work to begin on scoping and space planning
analysis for a new city hall and civic center. This work includes three deliverables: 1)
completion of a Scoping and Space Planning Analysis; 2) development of Site Evaluation
Criteria; and ultimately, 3) a City Council decision on the location for a new City Hall and
Civic Center. The Scoping and Space Planning Analysis will inform the City Council on the
sizing requirements needed for a new City Hall to support the administrative operations of
the city in the future. The Site Evaluation Criteria will be used to evaluate each of the four
potential city hall sites as a possible location for a new city hall and civic center. City staff
will be presenting the Scoping and Space Planning Analysis and Site Evaluation Criteria for
the consideration of the City Council this summer.
Staff will then complete additional public outreach and utilize the input to develop
conceptual site plans for each of the four possible locations. The conceptual site plans will
provide a visual representation of how each site could accommodate an appropriately sized
city hall and civic center (based on the Scoping and Space Planning Analysis). The Site
Evaluation Criteria will then be utilized to evaluate each of the four sites. City staff will then
present this information to the City Council, along with a best professional recommendation
on the preferred city hall and civic center location, for their consideration. It is anticipated
that the City Council would be able to reach a decision on the location of a new city hall and
civic center by the end of calendar year 2019.
cc: Celia Brewer, City Attorney
Elaine Lukey, Chief Operations Officer
Morgen Fry
Subject: FW: Capital Improvement projects
-----Original Message-----
From: Kathryn Antonacci
Sent: Monday, June 17, 2019 7:31 AM
To: Council Internet Email <CityCouncil@carlsbadca.gov>
Subject: Capital Improvement projects
Dear Carlsbad City Council member,
-,'\II Receive-Agenda Item# :J
For the Information of the: ~!TY.Ca Oat,' t2 b'~cc ✓
CM coo L DCM (~) 7
I am a long time resident of Carlsbad.• My name is Kathryn Antonacci and I live at and own 825 Avocado Ln in Carlsbad's
barrio.
At the meeting this Tuesday, it has come to my attention that 2 items in the budget relate to my home and
neighborhood .. I would ask you to please vote in favor of these.
Project 4013, Barrio Lighting and Project 4015, Village and Barrio Traffic Circles. I would also like to ask the city council to
please, please, please direct staff to initiate a Capital Improvement Project that would place a bicycle and pedestrian
crossing at Chestnut Avenue to provide Barrio residents easy access to the coast and beaches.
Thank you for your service to our city, and for you time and consideration of these projects.
Sincerely,
Kathryn L. Antonacci
Sent from my iPad
1
Morgen Fry
Subject: FW: Parks, Trails, Open Space
From: Enchanted Seashells
Sent: Sunday, June 16, 2019 4:15 PM
To: Council Internet Email <CityCouncil@carlsbadca.gov>
Subject: RE: Parks, Trails, Open Space
To Whom It May Concern:
There has been extensive public comment about the priority for parks, trails and open space.
The draft budget has excess reserve funds-but has not addressed those concerns.
'
!recommend three key actions:
-authorize trails at Hub Park-south shore of Agua Hedionda lagoon
-support a coastal access park for the SW quadrant ( Ponto area)
-prioritize updating the Parks Master Plan
Sincerely,
Rosanne Bentley
1
Morgen Fry
Subject: FW: Comments on Annual Budget
. From: Diane Nygaard
Sent: Sunday, June 16, 2019 11:52 AM
To: Council Internet Email <CityCouncil@carlsbadca.gov>
Subject: Comments on Annual Budget
Mayor and City Council
We appreciate that the city modified the annual budget process to provide for earlier, and
· hopefully more impactful, input from the public.
On Tuesday night your action on the budget will demonstrate if you have listened to the voices of
the community. At the May hearing on the budget staff said that your input/ direction would not
come until this final hearing in June. · This process has not made it easy for the public, or for you, to
objectively consider a limited number of changes that would better reflect the community's
priorities.
Here are a few things we ask you to consider:
-This budget really has not addressed the key issues raised by the public
A few dollars were added to the operating budget for parks maintenance. But the 2019 CIP budget
on page 68 shows 2% for parks. Page 69 CIP shows 7% for parks in the 15 year CIP, page 185
details the 15 new CIP projects. None of this reflects the key parks/trails issues raised by the
· public. ·
-You have surplus funds available-right now
This budget exceeds the general fund reserves policy-a minimum of 30% reserves, target of 40-
50%. You are over 50%. The residents have identified their priorities. Spending their tax dollars on
what they want is listening to your residents.
-Additional funds for new projects could be made available through reallocation of funds from
existing projects
For example-there is over$ 23m allocated to Veteran's Park-1/4 ofwhichis supposed to serve the
SW quadrant. Some of these funds could be reallocated to address the request for a coastal access
park in the SW quadrant.
-Policy direction can be provided now-with funding details to be addressed later
1
You are up against a deadline to aP,prove the annual budget. But you can do that and still provide
direction for new initiatives to be added this next year.
Three projects we ask you to consider:
1. Trails at Hub Park
This has been requested by the public since current residents became aware of the potential for such
trails with the Caruso project. These trails were anticipated years ago when the Hub Park lease
agreement was made with SDG & E. The draft Trails Master Plan has identified a future trail
segment 7c at an estimated cost of$ 450k and projected implementation of 2022. We see this as
critically needed ASAP to support increasing public demand for multi-use trails. Miles of illegal
trails have been cut in sensitive habitat at Carlsbad Highlands Ecological Reserve. 20 years ago
when the regional conservation plans were being developed no one really anticipated the rapid
expansion of outdoor recreation-and the impact that would cause on sensitive habitat.· New trails
at Hub Park could connect to existing ones at the Crossings and Veteran's Park-providing miles of
integrated trails, in varying terrain, serving multiple uses. Implementation will take over 2 years-
the time to start is now.
2. Coastal access park for the SW quadrant
The public has made this a priority. The staff response is that a change in policy is needed. It is
time to reconsider the policy from 1986 and actually meet the needs of the residents of
today. Provide policy direction to staff to consider alternatives to provide for a coastal access park
in the SW quadrant. Put Veteran's Park on hold until such alternatives can be considered. This
would allow for a future reallocation of funds, or a land swap that could be accomplished with no
new funds required. ··
3. Move up schedule for Parks Master Plan update
Given the public priority for parks, open space and trails it makes sense to relook at the big picture
plan as the logical next step. Residents repeatedly support neighborhood parks and open space -
like the Buena Vista Reservoir in the NW, Coastal access park in the SW and Village H in the
NE. The long awaited Trails Master Plan will be coming forward soon. in 1986 it was convenient
to plan for Veteran's park as the answer to future parks in every quadrant. But it should not be
assumed that the pan from 1986 best meets the needs of today. Now is the time to reassess this-
and make sure that future.parks are consistent with what the community wants. Good planning will
make sure that available park funds are spent wisely.
Thank you for considering our comments.
Diane Nygaard
On behalf of Preserve Calavera
2
Morgen Fry
Subject:
Attachments:
FW: Adopt Carlsbad 2019-2020 Preliminary Budget
Preliminary 2019-2020 Budget.pdf
From: Diane Rivera
Sent: Sunday, June 16, 2019 9:53 PM
To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Priya Bhat-Patel <Priya.Bhat-Patel@CarlsbadCA.gov>; Keith Blackburn
<Keith.Blackburn@carlsbadca.gov>; Barbara Hamilton.<Barbara.Hamilton@CarlsbadCA.gov>; Cori Schumacher
<Cori.Schumacher@CarlsbadCA.gov>; Council Internet Ema ii <CityCouncil@carlsbadca.gov>
Cc: Manager Internet Email <Manager@CarlsbadCA.gov>
Subject: Adopt Carlsbad 2019-2020 Preliminary Budget
Honorable Mayor Matt Hall
Honorable Mayor Pro Tern Dr. Priya Bhat-Patel
Council Member Keith Blackburn
Council Member Barbara Hamilton
Council Member Cori Schumacher
• Greetings,
Please approve and adopt Carlsbad's 2019-2020 Preliminary Budget.
I want to thank all staff and the City Manager for their dedicated and hard work
with the new budget format along with a well written narrative. And I appreciate
their effort to bring back a fair and reasonable budget as outlined in
the City Manager's Transmittal letter, A-1. The introduction section in the
Table of Contents lays out the background for what and why we need
to have these increases during this budget period.
In particular:
I want to support the increases for the Carlsbad Police Department and for .
the Carlsbad Fire Department as requested by both Chiefs of their respective
departments.
I want to support the increases to the Community & Economic Development
Services. With all that is planned for this budget, it is my hope that the citizens
1
of Carlsbad will be able to have access to transparent ,housing development that includes
affordable housing at all levels of the median area income levels (in addition to the City's
Section 8 arrangements) for all demographic of their citizens: seniors, persons
with disabilities, veterans, Transitional Housing for unsheltered individuals/families moving
into permanent housing and applicable, local, ancillary services needed to
accomplish successful pe1manent housing for each sector.
In closing, please approve and adopt.Carlsbad's 2019-2020 Preliminary Budget.
Thank you.
Sincerely,
Diane Rivera
CC_: City Manager Scott Cha~wick
2
Morgen Fry
Subject:
-----Original Message-----
FW: Parks and the Budget
From: Vickey Syage
Sent: Monday, June 17, 2019 9:16 AM
All Receive -Agenda Item # 5
For the Information of the:
CITY COUNCIL
Pare &/11(1_2 ./ cc ./
DC:M-(3) ✓
To: Council Internet Email <CityCouncil@carlsbadca.gov>; Matthew Hall <Matt.Hall@carlsbadca.gov>; Keith Blackburn
<Keith.Blackburn@carlsbadca.gov>; Priya Bhat-Patel <Priya.Bhat-Patel@CarlsbadCA.gov>; Cori Schum.acher
<Cori.Schumacher@CarlsbadCA.gov>; Barbara Hamilton <Barbara.Hamilton@CarlsbadCA.gov>
Cc: City Clerk <Clerk@carlsbadca.gov>; Scott Chadwick <Scott.Chadwick@carlsbadca.gov>
Subject: Parks and the Budget
Dear City Council and City Manager,
Tomorrow night you will take up the annual City Budget. I have some inputs regarding our money being spent on Parks
and Trails.
1. $23.4 million appears to be allocated to improvements at Veteran's Park. I ask that you reallocate some of that
money, and allow a park at Ponto be purchased and built. Some of that $23.4 million is for parks for the SW quadrant,
but as the residents in that area have established, it is very under-represented in terms of parks. The people want it, the
land is available, and the City does have money. Scale down the budget at Veteran's Park and let more of the land
remain untouched, natural open space. There will still be enough money to make a great park at the Veteran's Park
location. It's a Win-Win for the residents.
2. The trails along the Agua Hediorida L~goon are not slated to be built until 2022. The ONE thing that nearly everyone
agreed upon during the Measure A elections, were open space and trails around that lagoon. I'm sure you all remember
that Caruso Development touted it as the 85/15 plan and sold the Citizens Initiative to be an open space initiative.
Please, build those trails in this next fiscal year. We've all waited long enough. If it was important enough to have the
City spend at least $1 million of our tax dollars in 2015 -2016, not to mention ~he countless staff hours (not included in
that $1 million), then it's important enough for those trails to be a the top of the Trails plan list. Please move it up,
allocate enough money to finish the plan, to complete the original concept of the Hub Park, and let's close that chapter.
Thank you for your consideration.
Kind Regards,
Vickey Syage
1
Morgen Fry
Subject: FW: CB Budget for Parks and Trails
From: Bill Adams
Sent: Monday, June 17, 2019 10:36 AM
To: Council Internet Email <CityCouncil@carlsbadca.gov>
Subject: CB Budget for Parks and Trails
The draft budget has excess reserve funds-but has not addressed the below concems.
I support and recommend three key actions:
-authorize trails at Hub Park-south shore of Agua Hedionda lagoon
-support a coastal access park for the SW quadrant ( Ponto area)
-prioritize updating the Parks Master Plan
Bill Adams
Friend of Preserve Calavera
1
/\II Receive ---Agenda Item# 6'
For the I nformat,on of the: pTl l':OUNCIL ·
pattJn · 'rA v cc>(,
CM_COO_JL_DCM(3)_
Morgen Fry
Subject: FW: CIP 2019-2020 Proposals
Attachments: Scanned items081 Jpg; Scanned items082.jpg; Scanned items083Jpg
From: simon angel
Sent: Monday, June 17, 2019 11:15 AM
To: Manager Internet Email <Manager@CarlsbadCA.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; T. j.
Childs ; michael ajdour Diana Diana
Michele Montenez ; Amanda Mascia
; Patricia Amador
Subject: CIP 2019-2020 Proposals
Please accept the attachments in this submission for incorporation into the public record for City Council
meeting June 18, 2019.
Thank you.
1
POSITION PAPER
CAPITAL IMPROVEMENT PROGRAM
BARRIO PROJECTS
Simon Angel/Barrio Carlsbad Community Advocates
June 17, 2019
Reference: 2019-2020 Capital Improvement Program, Projects 4013, 4015 and Proposal for
Chestnut Avenue Railroad Crossing CIP Project
This paper is being submitted on behalf of residents of Barrio Carlsbad. Barrio Carlsbad is the
oldest neighborhood within the City of Carlsbad. It existed as a community of primarily Hispanic
agricultural workers that provided labor for the many agricultural businesses in the area. This
community pre-dated the incorporation of the City of Carlsbad in 1952. There were no
standards for building when many of the homes in the Barrio were built. The streets in the
Barrio were unpaved and there was no lighting system for streets. After the city was
incorporated, progress was made in these areas. Streets were paved and some lighting was
installed. These improvements came at a price. Taxes were required to pay for these
improvements by the city. While residents didn't care for paying taxes they understood that it is
a part of the give and take of life and being a part of a city. There were other costs as well.
Paved streets and alleys led to more traffic and increased speeds of traffic despite speed limits.
Street lighting was minimal so the streets were very dark at night. As the city expanded and the
population grew, traffic passing through the Barrio to downtown increased in both volume and
speed. Earlier efforts asking the dty provide some relief from traffic, lighting and other issues
were taken up by various persons and groups. Groups such as the Mexican-American
Association and individuals such as Roy Sanchez, Mario Monroy and others continued to push
for action over the years. Today we are continuing to push for a resolution to these issues to
make our community a safer place for residents and visitors alike and to advocate for projects
that will benefit the Barrio and all residents of Carlsbad.
Project 4015
With regard to traffic speed mitigation, Project 4015 of the Capital Improvement Program (CIP) . .
is identified as Village and Barrio Traffic Circles. It was vetted and monies were appropriated
prior to 2014 in the amount of $315,000.00. This project provides for traffic c!rcles, bulb-outs
Pagel of 3
and shared spaces within the Barrio community. The appropriation for this project has been re-
assessed from $315,000.00 prior to 2014 to $1.5 million dollars in the current FY 2019-20
proposal. This project was incorporated into the Village and Barrio Master Plan (VBMP ), at
page 4~53 and Figure 4-31 at page 4-54. Under the Implementation Action Matrix {1AM) Table
5-1 at page 5-9 of the VBMP, this project has been assigned Phase 1_= Short Range (1-2 years).
At a meeting held with staff in October of 2017 we pointed out that while traffic circles and
bulb-outs may be an effective way to mitigate speed of traffic, they may not be appropriate at
all the intersections identified in Figure 4-31 of the VBMP. The reason for this is that after
speaking with owners of some businesses and drivers delivering production materials and
picking up finished products for shippingwe came to realize that tractors hauling trailers with
lengths of 100' or more and tow trucks with extended beds would have trouble navigating
these traffic circles. Most of these businesses are located along Tyler Street that is accessed by
these trucks using Roosevelt Street and then turning onto Tyler Street from Chestnut Avenue,
Walnut Avenue, Pine Avenue and occasionally Oak Avenue. As an alternative to these traffic
circles, 4 way stops to establish right of way and some form of raised street implementations
or speed bumps along the north and south running streets of Roosevelt, Madison and Harding
streets would provide effective speed mitigation on these streets and possibly reducing the cost
of this project.
In June of 2019 I again met with staff to discuss this project prior to the June 18th public hearing.
to address this project under the CIP. I was surprised to learn that no re-evaluation regarding
this project had taken place following the input provided in October of 2017. The project
remained in its original state and scope with no change. No adjustment was made to address
the points raised in 2017. For this reason, we will request that the City Council provide the staff
with specific dire.ction to conduct such community outreach and assess.ment with changes to
the current project plan that, in the end, will provide a feasible and lasting solution to this issue.
Proiect 4013
This project under the CIP is identified as Barrio Lighting.:...This project was vetted and an
appropriation of $100,000.00 was approved prior to 2014. In June of 2016, this project was re-
assessed and the appropriation changed from $100,000 to $660,000, AB# 22,395, Preliminary
FY 2016-17 to_FY 2030-31. The latest estimated cost on this project is $897,000. The difference
between FY 2016-17 and FY 2019-20 is the result of "Studies and Reports". The 2016 docu·ment
states in relevant part at page 6 tinder "Civic Facility Improvements, Barrio Street Lighting-An
analysis of the need for additional street lightingthroughout the Barrio resulted in a project
to adti pedestrian scaled lighting around the perimeter of Pine Avenue Park." The scope is
very different between what was originally planned and what has been done·. Anyone living in
the Barrio can tell you that Pine Park has always been the most well lit area of the Barrio.
In 2018 this project was incorporated into the Village and Barrio Master Plan as a CIP project
with an updated scope stating, "Develop lighting design standards for the Barrio (4013)." It can
be found at Table 5-1 @ page5-8 of the VBMP and it was assigned a designation of Phase 1=
Short Range (1-2 years).
Page 2 of 3
In 2019 at a meeting with staff to discuss this matter prior to the June 18th public hearing
regarding projects u'nder the CIP, I was confused regarding the scope of this specific project
because a FINAL BARRIO NEIGHBORHOOD LIGHTING GUIDELINES was released in December of
2014. It was explained to me that staff needed to do an updated analysis to determine which
areas, if any, needed additional lighting. There are numerous areas on Barrio streets and
alleyways that have no city lighting and are not conducive to increased pedestrian mobilfty as
envisioned under the VBMP, especially at night. Again, we request that the City Council, by
positive action, provide direction to city staff to address this issue.
Both of these projects have been in the CIP process for more than 5 years. Requests to address
these issues extend further back in time by decades. These projects are not included in the top
10 projects targeted under the CIP for action or completion. We believe it is time to address
these issues despite being told by a city official that the city of Carlsbad is already "subsidizing
the Barrio up to approximately $700,000 annually''. ·
Another matter which we are asking the City Council to address within the CIP is to add a
project to this program. This project could be called "Chestnut Railroad Crossing''. The scope of
the project would be to provide a crossing at Chestnut Averiue for motor vehicles, bicycles
and pedestrians. Some crossing has been proposed and advocated for within the VBMP though
at a minimum of bicycle and pedestrian. The benefits to all Carlsbad residents is clear and is in
keeping with the VBMP goals and Coastal Com.mission policy to improve and extend beach and
coastal access to as many people as possible. Providing an add.itional crossing would also help
to alleviate traffic along Carlsbad Village .Drive and Tamarack Avenue especially during the
summer months. This matter has been addressed at every meeting held by the city with Barrio ·
residents. For these reasons we request that the City Council take positive action to direct staff
to assess this matter and report back at a future meeting.
Page 3 of3
Morgen Fry
Subject: FW: Annual Budget-Parks and Trails
From: Hope Nelson
Sent: Monday, June 17, 2019 9:59 PM
All Receive -Agenda Item # _b_
For the Information of the: f,~ COUNCIL
pat~(S ce tC cc ✓ -=-COO V DCM (3) t/
To: Council Internet Email <CityCouncil@carlsbadca.gov>; Matthew Hall <Matt.Hall@cadsbadca.gov>; Keith Blackburn
<Keith.Blackburn@carlsbadca.gov>; Priya Bhat-Patel <Priya.Bhat-Patel@CarlsbadCA.gov>; Cori Schumacher
<Cori.Schuniacher@CarlsbadCA.gov>; Barbara Hamilton <Barbara.Hamilton@CarlsbadCA.gov>
Cc: City Clerk <Clerk@carlsbadca.gov>; Scott Chadwick <Scott.Chadwick@carlsbadca.gov>
Subject: Annual Budget-Parks and Trails
Mayor and City Council:
I am hoping that the city's newly adjusted annual budget process will allow the City Council to more
thoughtfully consider public input before budget decisions are finalized.
Now is the time to demonstrate that you are listening to the Carlsbad community by making decisions that
reflect the community's stated priorities related specifically to parks and trails issues.
Please consider the following projects:
' 1. Developing a coastal access park for the SW quadrant: 1/4 of the funds allocated to Veteran's Park is
supposed to serve the South West quadrant but Veteran's Park is not geographically located in a place to really
serve the needs of the SW quadrant. The residents of the SW quadrant have the support of the community.
Some of the funds allocated to Veteran's Park should be shifted to fund a coastal access park in the SW
quadrant.
2. Trails at Hub Park: During the community vote on Measure A, the community realized the possibility of the
Trails Master Plan. Rick Caruso promised them as part of his Open Space sales pitch. The community voted
down the Mall but not the trails and not the open space. That is, in fact, what was clearly desired by residents on
both sides of the issue. It is time to fund the trails at Hub Park and connect them to the existing trails at the
Crossings and Veteran's Park, providing the integrated trails the community has asked for and undoubtedly will
use.
3. Accelerate the schedule for Parks Master Plan update: Understanding the community's often repeated
priority for parks, open space and trails, it is time to accelerate the schedule for the Parks Master Plan as the
next step. The Plan needs to be reviewed and reassessed to ensure it is consistent with the community's stated
priorities.
The City of Carlsbad has surplus funds available now. The budget exceeds the general fund reserves
policy. There is no reason to continue to delay when the community has stated their priorities over and over.
Please listen to the community.
Thank you for your serious consideration,
Hope and Vince Nelson, Carlsbad Residents
1
Morgen Fry
Subject: FW: Comments for June 18 CC mtg on Carlsbad Budget
From: Pat Bleha
Sent: Tuesday, June 18, 2019 9:21 AM
To: Council Internet Email <CityCouncil@carlsbadca.gov>
Subject: Comments for June 18 CC mtg on Carlsbad Budget
City Council Members and Mayor,
Your draft budget has excess funds but has not addressed these important points:
-authorized trails at Hub Park-south shore of Agua Hedionda lagoon
-supported a coastal access park for the SW quadrant ( Ponto area)
-prioritized updating the Parks Master Plan
/\II Receive -Agenda Item n5
For the Information of the: · i~ COUNCIL
Rat ) J:,:±£. CG l /·
_COO_DCM(3) V
These issues are important for a city which has grown tremendously and needs more recreational opportunities.
In fact surveys have indicated the people want more outdoor opportunities (not just events and lessons!) close
by.
As one of the richest cities in North County, you need to attend to these items. Why have you not done so
already?
Patricia Bleha, Carlsbad CA 92009
1
M orgen Fry
Subject: FW: Annual Budget Process -Considerations
From: Jan Bandich
Sent: Monday, June 17, 2019 11:06 PM
To: Council Internet Email <CityCouncil@carlsbadca.gov>
Subject: Annual Budget Process -Considerations
Mayor and City Council
All Receive -Agenda Item # S
For the Information of th;-
flTl co u N Cit Ba~ hJL1el@ a r • C @~''la> cc ,,.
CM JL COO J DCM (3) IL
I support everything in Diane Nygard's (Preserve Calavera) letter and updating the Parks Master Plan
as more than an advertisement for developers. Parks and trails are a high priority for the citizens of
Carlsbad , we pay our taxes and expect consideration for our preferences for budget expenditures to
be acknowledged.
I support their three key actions:
-authorize trails at Hub Park-south shore of Agua Hedionda lagoon
-support a coastal access park for the SW quadrant ( Ponto area)
-prioritize updating the Parks Master Plan
Jan Bandich
Carlbad Citizen
Mayor and City Council
We appreciate that the city modified the annual budget process to provide for earlier, and
hopefully more impactful, input from the public.
On Tuesday night your action on the budget will demonstrate if you have listened to the voices of
the community. At the May hearing on the budget staff said that your input/direction would not
come until this final hearing in June. This process has not made it easy for the public, or for you, to
objectively consider a limited number of changes that would better reflect the community's
priorities.
Here are a few things we ask you to consider:
-This budget really has not addressed the key issues raised by the public
A few dollars were added to the operating budget for parks maintenance. But the 2019 CIP budget
on page 68 shows 2% for parks. Page 69 CIP shows 7% for parks in the 15 year CIP, page 185
details the 15 new CIP projects. None of this reflects the key parks/trails issues raised by the
public.
1
-You have surplus funds available-right now
This budget exceeds the general fund reserves policy-a minimum of 30% reserves, target of 40-
50%. You are over 50%. The residents have identified their priorities. Spending their tax dollars on
what they want is listening to your residents ..
-Additional funds for new projects could be made available through reallocation of funds from
existing projects
For example-there is over$ 23m allocated to Veteran's Park-1/4 of which is supposed to serve the
SW quadrant. Some of these funds could be reallocated to address the request for a coastal access
park in the SW quadrant.
-Policy direction can be provided now-with funding details to be addressed later
You are up against a deadline to approve the annual budget. But you can do that and still provide
direction for new initiatives to be added this next year.
Three projects we ask you to consider:
1. Trails at Hub Park
This has been requested by the public since current residents became aware of the potential for such
trails with the Caruso project. These trails were anticipated years ago when the Hub Park lease
agreement was made with SDG & E. The draft Trails Master Plan has identified a future trail
segment 7c at an estimated cost of$ 450k and projected implementation of 2022. We see this as
critically needed ASAP to support increasing public demand for multi-use trails. Miles of illegal
trails have been cut in sensitive habitat at Carlsbad Highlands Ecological Reserve. 20 years ago
when the regional conservation plans were being developed no one really anticipated the rapid
expansion of outdoor recreation-and the impact that would cause on sensitive habitat. New trails
at Hub Park could connect to existing ones at the Crossings and Veteran's Park-providing miles of
integrated trails, in varying terrain, serving multiple uses . Implementation will take over 2 years-
the time· to start is now.
2. Coastal access park for the SW quadrant
The public has made this a priority. The staff response is that a change in policy is needed. It is
time to reconsider the policy from 1986 and actually meet the needs of the residents of
today. Provide policy direction to staff to consider alternatives to provide for a coastal access park
in the SW'quadrant. Put Veteran's Park on hold until such alternatives can be considered. This
would allow for a future reallocation of funds , or a land swap that could be accomplished with no
new funds required.
3. Move up schedule for Parks Master Plan update
2
Given the public priority for parks, open space and trails it makes sense to relook at the big picture
plan as the logical next step. Residents repeatedly support neighborhood parks and open space -
like the Buena Vista Reservoir in the NW, Coastal access park in the SW and Village H in the
NE. · The long awaited Trails Master Plan will be coming forward soon. in 1986 it was convenient
to plan for Veteran's park as the answer to future parks in every quadrant. But it should not be
assumed that the pan from 1986 best meets the needs of today. Now is the time to reassess this-
and make sure that future.parks are consistent with what the community wants. Good planning will
make sure that available park funds are spent wisely.
Thank you for considering our comments.
· Diane Nygaard
On behalf of Preserve Calavera
3
To the members of the:
'-~IT)' COUNCIL
Date~CA ✓ cc ✓
CM v COO VDCM (3) V
June 18, 2019
Council Memorandum
To: Honorable Mayor Hall and Members of the City Council
From: Scott Chadwick, City Manager
{cityof·
Carlsbad
Memo ID# 2019070
Re: Responses to Questions From the June 17 City Council Briefings
Agenda Item No. 5 -Fiscal year 2019-20 Operating and Capital Improvement Program Budgets
Question 1: I'd like more clarity on the Health and Safety Study on materials for the playground
replacement, to elaborate on Question No. 59 from the June 3, 2019, Budget Memorandum.
Answer: Staff and consultants are aware of studies associated with the use of recycled SBR
particles as an infill in synthetic turf fields. The following is a synopsis of the findings from
those studies, as offered by the city's synthetic turf replacement consultant, Bob Harding of DA
Hogan and Associates:
The resilient infill material used with the surfaces was and continues to be
predominately SBR granules. This is typically derived from tread material that are
removed and granulated from recycled automotive or truck tires. There has been an
ongoing national debate about the possibility that exposure to SBR products pose a
health risk, most often specifically a cancer risk. Much of the summary of scientific
studies leads one to understand there is no causal link between the use of SBR (recycled
tire) products and increased health risks specific to cancers. There are many studies and
news reports regarding purported health risks, however ultimately those tend to be
opinion based and/or anecdotal in nature. Based upon independent studies
commissioned that measure heavy metals as well as Polycyclic Aromatic Hydrocarbons
(PAH) levels, the risks involved trend to the less than 1:1,000,000 chance of increased
health risks which is classified as "de-minimus" (medically negligible).
In 2015, a client retained the services of an industrial toxicologist to evaluate current
published literature regarding the ongoing issue of crumb rubber infill. Based upon a
review of 32 study documents the conclusion is:
"Based on the scientific research, there is neither the dose, nor the exposure route, to
indicate a health hazard for artificial turf/crumb rubber field users. All studies
acknowledge that additional data is needed to more fully assess potential exposures and
possible health risks associated with the use of artificial turf fields with crumb rubber. In
the meantime, leading public health agencies, such as the EPA and Consumer Product
City Manager's Office
City Hall 1200 Carlsbad Village Drive I Carlsbad, CA 92008 I 760-434-2820 t
Honorable Mayor Hall and Members of the City Council
June 18, 2019
Page 2
Safety Commission, are supporting continued use of artificial turf fields with crumb
rubber."
The U.S. Environmental Protection Agency and the Consumer Protection & Safety
Commission have both been tasked with performing a comprehensive review of existing
studies, identifying gaps in our collective knowledge, and directing research in those
current areas lacking in data. No such comprehensive study has yet been published.
Anticipated release dates of preliminary findings have continually been pushed out since
the original December 2017 date.
We do know that these SBR materials have been commonly used in playgrounds and
running tracks long before they were first used for synthetic turf infill starting in the late
1990's. These infill materials are used on the overwhelming majority of the 1000 +/-
synthetic turf fields that are installed each year.
Staff researched the following standards and organizations:
• For surfacing materials selection and recommendations -U.S Consumer Product Safety
Commission, Public Playground Safety Handbook, Sections 2.4 and 3.7 and 4.3
• For impact attenuation -American Society for Testing and Materials (ASTM), Section
F1292.
• For accessibility of surfacing under and around playground equipment -ASTM, Section
F1951.
Neither staff, nor its consultants (Schmidt Design Group and DA Hogan and Associates), are
aware of studies directly associated with the use of recycled SBR particles, nor new TPV rubber
particles, on pour-in-place rubberized surfacing in playgrounds.
The draft materials specifications call for the 'Cushioning Layer' (i.e., the base layer or
underlayment) of the rubberized surfacing to be a formulation of recycled Styrene Butadiene
Rubber (SBR) particles and polyurethane binder. The depth of the Cushioning Layer across a
playground is generally at least 4", and deeper under/around several pieces of play apparatus
to meet added fall protection requirements. The draft materials specifications call for the
'Wearing Layer' (i.e., the top layer or color course) of rubberized surfacing to be a formulation
of virgin Thermo Plastic Vulcanized (TPV) rubber particles and aliphatic polyurethane binder.
The depth of the Wearing Layer across a playground is a minimum of .5". In the Cushioning
Layer, the recycled SBR particles are encapsulated by the polyurethane binder. In addition, the
Wearing Layer covers the Cushion Layer by a minimum of a .S" depth. Therefore, under normal
circumstances, direct exposure of playground patrons to the recycled SBR particles is
minimized.
Honorable Mayor Hall and Members of the City Council
June 18, 2019
Page 3
The draft materials specifications for these projects can be modified at the City Council's
discretion to require that new rubber particles be used in the Cushioning Layer (as well as the
Wearing Layer) of the subject projects.
Staff will continue to research and return to City Council prior to going out to bid with any
further directly related information.
cc: Celia Brewer, City Attorney
Elaine Lu key, Chief Operations Officer
Gary Barberio, Deputy City Manager, Community Services
Tammy Cloud-McMinn
From:
Sent:
To:
Cc:
Subject:
Council Internet Email
Wednesday, June 19, 2019 11:27 AM
City Clerk
Roxanne Muhlmeister
FW: Followup to last night's meeting
From: Christine Davis
Sent: Wednesday, June 19, 2019 10:43 AM
v/I-s)19 ~.
',-~tSJ/ I . :fF 5
To: Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <Scott.Chadwick@carlsbadca.gov>
Subject: Followup to last night's meeting
I would like to, once again, say thank you for allowing us to be part of the budget process
and also for allocating funds for "Village Decorative Lighting" and prioritizing its
implementation. As mentioned last night, this CIP project will be transformative for the
economic vitality of the Village businesses, as well as the safety for its residents and
visitors.
I would like to make sure that the council realizes that the Carlsbad Village Association,
while an ardent advocate for "gathering places" as outlined in the Village and Barrio
Master Plan, is not asking council and staff to implement the specific pilot project for the
Grand Avenue Promenade as presented by Imagine Carlsbad. It is our understanding that
$345,000 has been previously allocated in the CIP for 'Village Public Gathering Places
Study" as outlined on page H39 of the Draft Budget. CVA would like to encourage the
council and staff to bring this item forward and prioritize it so that we, together, can study
potential gathering places in the Village, perform community outreach, and see if we can
find a gathering place or places to activate the Village and make it a premier destination. It
is our hope that, together, we can revisit section 1.5.4 PLACEMAKING in the approved
Village and Barrio Master Plan, take cues from its recommendation, and make finding and
implementing potential gathering places in the Village a priority, whether that entails a
study, a pilot program, or some other method.
Thank you again for your thoughtfulness and attention to detail. We look forward to
collaborating with you.
CHRISTINE DAVIS I Executive Director
Carlsbad Village Association
Subscribe to our eNewsletter
Sent with Mixmax
All Receive -A~enda Item # _2
For the Information of the:
PT¥ COUNCIL Morgen Fry
Subject:
Date "'U'fW'1cA ✓ cc V
CM ✓coo v DCM (3) V
FW: RAIL ROAD PEDESTRIAN CROSSING AT CHESTNUT AVE
From: Mike McDonald
Sent: Tuesday, June 18, 2019 1:17 PM
To: Council Internet Email <CityCouncil@carlsbadca.gov>; Debbie Fountain <Debbie.Fountain@carlsbadca.gov>; Debbie
Fountain <Debbie.Fountain@carlsbadca.gov>
Subject: RAIL ROAD PEDESTRIAN CROSSING AT CHESTNUT AVE
To whom it may concern:
This has been a topic that I have heard about since I moved to Carlsbad in 1996. We've gone over and over it and
everyone seems to be in alignment that there should be a PEDESTRIAN Crossing at Chestnut.
Please consider the below as reasonable items in making it a Capital improvement in our community.
-aligns with city plan of more bike/pedestrian goals. -safety (kids walking home/to from many school will have to
cross at either car congested Tamarack or Carlsbad Village Drive ... which is about a mile apart, senior citizens will
be safer, bikes etc) -increase quality of life -it's in the plan already -vast majority of the people agreed during the
Dover Khol meetings that it was a #1 priority. -will certainly bring up the values of homes= higher property tax
dollars (would probably pay for itself over time) -allows people on west side to have better access to services such
as senior center, many parks and Lola,s -people on east side much closer access to ocean. -reduce people cutting
down fence at RR -reduce people climbing RR fence and crossing illegally/unsafely
-every other North County city has Multiple RR pedestrian only crossings
Thank you for your time.
Regards,
Mike McDonald
1
Morgen Fry
Subject: FW: Project 4013, Barrio Lighting and Project 4015, Village and Barrio Traffic Circles
-----Original Message-----
From: J Cannon
Sent: Monday, June 17, 2019 9:24 PM
To: Council Internet Email <CityCouncil@carlsbadca.gov>
Subject: Project 4013, Barrio Lighting and Project 4015, Village and Barrio Traffic Circles
Greetings Councilmembers,
I walk frequently through the Barrio, and have for the past few decades. The increasing population and accelerating
pace of development in the Village/Barrio has made many of the streets in the Barrio fairly dangerous to cross.
Good lighting and traffic circles will help in making pedestrians more visible, and slowing speeders along the North-
South running avenues.
I have also long missed having easy RR crossing at Chestnut as a convenient route to the beach. Back in the day, it was
just a dirt path that locals used, and it was a perfect pathway for those who lived between Tamarack and what was then
Elm Street.
Presently there is a very tall chain link fence that blocks this path, and people must walk a half mile north or south to
proceed to the coast.
Recently I saw the wonderful pedestrian/bike tunnel that goes under the Coast Highway off of Santa Fe in Encinitas, that
allows safe crossing for those who live east of the highway. I see so many other cities providing under/overpasses for
bikes and pedestrians, and have long been frustrated with previous Councils' refusal to consider building these
thoroughfares that will encourage walking/biking around town.
Many thanks for considering these suggestions for a more walkable Village/Barrio.
Janell Cannon
1
Hope Nelson
From:
Sent:
Subject:
Mayor and City Council:
Hope Nelson
Monday, June 17, 2019 9:59 PM
Annual Budget-Parks and Trails
I am hoping that the city's newly adjusted annual budget process will allow the City Council to
more thoughtfully consider public input before budget decisions are finalized.
Now is the time to demonstrate that you are listening to the Carlsbad community by making
decisions that reflect the community's stated priorities related specifically to parks and trails issues.
Please consider the following projects:
I. Developing a Coastal Access Park for the SW quadrant: 1/4 of the funds allocated to Veteran's
Park is supposed to serve the South West quadrant but Veteran's Park is not geographically located
in a place to really serve the needs of the SW quadrant. The residents of the SW quadrant have the
support of the community. Some of the funds allocated to Veteran's Park should be shifted to fund
a Coastal Access Park in the SW quadrant.
2. Trails at Hub Park: During the community vote on Measure A, the community realized the
possibility of the Trails Master Plan. Rick Caruso promised them as part of his Open Space sales
pitch. The community voted down the Mall but not the trails and not the open space. That is, in
fact, what was clearly desired by residents on both sides of the issue. It is time to fund the trails at
Hub Park and connect them to the existing trails at the Crossings and Veteran's Park, providing the
integrated trails the community has asked for and undoubtedly will use.
3. Accelerate the schedule for Parks Master Plan update: Understanding the community's often
repeated priority for parks, open space and trails, it is time to accelerate the schedule for the Parks
Master Plan as the next step. The Plan needs to be reviewed and reassessed to ensure it is consistent
with the community's stated priorities.
The City of Carlsbad has surplus funds available now. The budget exceeds the general fund
reserves policy. There is no reason to continue to delay when the community has stated their
priorities over and over. Please listen to the community.
Thank you for your serious consideration,
Hope and Vince Nelson
Carlsbad Residents
1
FISCAL
YEAR
PRELIMINARY
2019-20
BUDGET
Operating Budget &
Capital Improvement Program
{city of
Carlsbad
Preliminary Budget on May 21
•A new approach to budget
•Public engagement
•Economic and fiscal issues
•Revenues and expenditures summary
•Branch and department detail
•Capital Improvement Program
Tonight’s Presentation
•A new approach to budget
•Public engagement
•Economic and fiscal issues
•Revenues and expenditures summary
•Key requests by branch
•Capital Improvement Program
Overall Summary
•City remains in excellent financial health
•Organization adapting to significant changes
over past 10 years
•Highly collaborative process
–Public
–City Council
–Staff
A New WorldClimate Action Plan
New Legislation
Homeless Outreach
Cybersecurity New Facilities
Community Engagement
Emerging Technology
Changing workforce
General Plan Update
Traffic
New Parks
Increased Transparency
Public Safety Pressures
24/7 Services
Customer Service Needs
Environmental Sustainability
New Master Plans
Reporting Requirements
Infill Development
Preliminary Budget Process
•Ensure compliance, reduce liability and mitigate risk
•Emphasize core services
•Continuous improvement approach
•Citywide, department & program evaluation
–No automatic budget escalation
–No automatic roll over
•Focus on community priorities
–Early community engagement
Continued Investment in Public Priorities
•Neighborhood quality of life
•Parks and recreation
•Public safety
•Environmental sustainability
•Mobility/transportation
•Arts and culture
FISCAL YEAR
2019-20
BUDGET
PUBLIC INPUT
REPORT
{city of
Carlsbad
ultura arts
Employees
FY 20l!HO llud&f'I: Input R~
e multiple choke questions for the onllne
e open•ended comments on each of !hf'
rlht!purpowofldf'ntifyin8kf'ythf'mf'$.
n1usyourfavoritethln1aboutCarlsbad.
sshuedatourpubllcmeetln1)oradd
• • • • II 11
Carlsbad
111") Rtsldenu("I
23
1'
12
Final Budget Process
•Public memo with responses to questions regarding
the Preliminary Budget presentation on June 3
•Solicited additional feedback
•Public memo with responses to additional questions
regarding the FY 2019-20 Budget on June 14
•Result: credible, attainable, evidence-based budget
Evaluation Process
•Compliance
•Legislative mandates
•Mitigate risk
•Core need
•Improved service level
•Community priority
•Align with approved strategy
70 Positions requested
39 Positions proposed
20 Year Budget & Position History
0
200
400
600
800
1,000
1,200
1,400
$0
$50
$100
$150
$200
$250
$300
$350
FY 2000 FY 2010 Proposed FY 2020
Budget & Positions
General Fund & ISF Total Budget GF/ISF FTE Total FTE Population
Millions
82,000
105,055
115,241
84%186%
20 Year Budget & Position History
0
200
400
600
800
1,000
1,200
1,400
$0
$50
$100
$150
$200
$250
$300
$350
FY 2000 FY 2010 Proposed FY 2020
Budget & Positions
General Fund & ISF Total Budget GF/ISF FTE Total FTE Population
Millions
82,000
105,055
115,241
84%
21%
186%
25%
Budget Overview
Laura Rocha
Deputy City Manager
Administrative Services
Budget Principles
•The budget serves as a financial plan and guiding
tool to support organizational strategies and values.
Two important primary policies are:
–Balanced budget –ongoing revenues equal or
exceed ongoing expenditures
–One-time revenues used to cover one-time costs
Budget Overview
City is committed to maintaining excellent financial health
•Reserve levels are above policy levels
•Infrastructure Replacement Fund
•Innovation Fund for “Connected Carlsbad”
•Long-term financial planning
•Financial management policies
Carlsbad’s Economic Profile
•Median home prices
•Taxable sales
•Tourism (TOT)
•Assessed Values
(preliminary)3.9%
3.5%
3.63%
12.25%
Revenues & Expenditures
Roxanne Muhlmeister
Finance Manager
General Fund,
$170.5M, 58%
Special Revenue & Trust,
$16.7M, 6%
Enterprise,
$79.8M, 27%
Internal Service,
$24.8M, 9%
FY 2019-20 Operating Revenues by Fund Type
$291.8 million
General Fund,
$166.8M, 56%
Special Revenue & Trust,
$16.5M, 6%
Enterprise,
$87.5M, 29%
Internal Service,
$26.1M, 9%
FY 2019-20 Operating Budget Expenditures
$296.9 million
Overview of All Funds
($ in Millions)
Budgeted FY 2019-20
Fund
Est. Beginning
Fund Balance Revenues Expenditures Net
Est. Ending
Fund Balance
General Fund $84.1 $170.5 $(166.8)$3.7 $87.8
Special Revenue & Trust 37.5 16.7 (16.5)0.2 3.7
Enterprise 70.8 79.8 (87.5)(7.7)63.1
Internal Service 28.7 24.8 (26.1)(1.3)27.4
Total All Operating Funds $221.1 $291.8 $(296.9)$(5.1)$216.00
Revenues
$170.5M
Expenditures
$166.8M
General Fund
FY 2019-20
Surplus
Library Donation Fund
FY 2019-20
Use of Accumulated
Fund Balance
$3.7M
-$32K
Revenues
$280K Expenditures
$312K
New Position Requests
General Fund -Safety 16.75
General Fund -Other 13.25
Internal Service Funds 4.00
Housing Trust Fund 2.00
Enterprise Funds 3.00
Total 39.00
CalPERS Pension Funding
TOTAL MISCELLANEOUS -All Plans
as of June 30, 2017 *
Actuarial Accrued Liability -$363,173,103
Unfunded Liability
$93,362,695
74.29% Funded
* CalPERs most recent available data
Assets
~ $269,810,408
TOTAL SAFETY -All Plans
as of June 30, 2017 *
Actuarial Accrued Liability -$284,296,297
Unfunded Liability
$78,575,315 \
72.36% Funded
* calPERS most recent available data
Assets
$205,720,952
FY Action Taken
18-19 Proposed Fiscal Policies
17-18 Paid $11 million to reduce unfunded liability (Misc. Plan)
16-17 Paid $9 million to reduce unfunded
liability (split between both plans)
15-16 Established $10 million Pension
Stabilization Fund
12-13 Established 2nd Benefit Tier at 2% @ 60
Carlsbad’s Pension Actions
Carlsbad’s CalPERS Benefit Tiers
545
34 36
347
70
246
0
100
200
300
400
500
600
Tier 1 Tier 2 Tier 3Number of EmployeesMay 2014 May 2019
FY 2019-20 General Fund Revenues
$170.5 million
Property Tax
42%
Sales Tax
22%
Transient
Occupancy Tax
17%
Franchise Taxes
3%
Business
License Tax
3%
Development
Revenues
1%
All Other Revenue
12%
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019e 2020e
Property Tax Sales Tax Transient Occupancy Tax
Top 3 General Fund Revenue Sources
26
3.8% increase
3.6% increase
3.5% increase
-0.4%-0.9%6.7%3.3%
11.9%3.1%4.1%4.5%4.3%1.8%
$-
$30
$60
$90
$120
$150
$180
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019e FY 2020e$ MILLIONSFISCAL YEAR
History of General Fund Revenues
Policy/Leadership, $7.8M, 5%
Administrative
Services,
$11.1M, 7%
Public Safety,
$67.8M, 40%Community
Services,
$45.7M, 27%
Public Works,
$19.7M, 12%
Non-Departmental,
$14.7M, 9%
FY 2019-20 General Fund Expenditures
$166.8 million
FY 2019-20 General Fund Recap
Revenues $ 170.5 million
Expenditures 166.8 million
Projected surplus $ 3.7 million
Projected General Fund Reserves
Projected unassigned balance at 6/30/19 $84.1 million
Advance Repayments 2.1 million
Plus: Projected FY 2019-20 Surplus 3.7 million
Equals 6/30/20 Estimated Balance $89.9 million
•Police
•Fire
•Public Works
•Community Services
•Administrative Services
•Policy & Leadership
Budget Summaries
Police Department
Neil Gallucci
Chief of Police
Key Requests - Police
Address growth and maintain service level
•4 new Patrol Officers
•Vehicles & equipment
Homeless Response
•1 Homeless Outreach Team Sergeant
•2 Homeless Outreach Team officers
–Provide 7-day/week coverage with specially trained officers
•Associated vehicles & equipment
Key Requests - Police
Traffic
•2 new traffic “motor” officers
–Enable city to provide 1 motor officer for each
beat
–7-day-a-week dedicated traffic patrol
–Responsible for schools within each beat
•Associated vehicles & equipment
Key Requests - Police
Legislative mandates & public information
•2 new Records Technicians
–Also assists public at new reception area
•Additional supplemental needs
–Peer support services
–Police Explorer program
–Front lobby area remodel
–Inmate transportation services
Police Budget Summary
Adopted
Budget 2019
Proposed
Budget 2020 Change %
Personnel $29,142,779 $32,418,767 $3,275,988 11.2%
M&O 8,141,008 9,960,922 1,819,914 22.4%
Total $37,283,787 $42,379,689 $5,095,902 13.7%
Full-Time
Personnel 170.00 181.00 11.00 6.5%
Fire Department
Michael Calderwood
Fire Chief
Key Requests -Fire
Legislative mandate –Fire inspections
•2 new Fire Prevention Specialist II positions
•1 new Senior Office Specialist
•2 new vehicles
Hazard reduction –Weed abatement & fuel
modification
•.75 new Fire Prevention Specialist
Key Requests -Fire
Training –Safety and compliance
•1 new Fire Captain Specialist
•1 new vehicle
Emerging technology
•1 new Business Systems Specialist
•Digital records conversion
Fire Budget Summary
Adopted
Budget 2019
Proposed
Budget 2020 Change %
Personnel $18,240,299 $20,566,080 $2,325,781 12.8%
M&O 5,044,824 5,158,666 113,842 2.3%
Total $23,285,123 $25,724,746 $2,439,623 10.5%
Full-Time
Personnel 92.00 97.75 5.75 6.3%
Public Works
Paz Gomez, PE, CEM, GBEDeputy City Manager
Environmental ManagementJames Wood, Manager
General ServicesJohn Maashoff, Manager
TransportationMarshall Plantz, Director
UtilitiesVicki Quiram, Director
Key Requests –Public Works Admin.
Construction project oversight and efficiency
•Capital Improvement Program project management
system
•Updates to Engineering Standards
Environmental Sustainability
•Lake Calavera maintenance and operations
Key Requests –Environmental Mgmt.
Legislative compliance –Recycling
•1 new Environmental Specialist II
•CalRecycle compliance support
Legislative compliance –Water quality
•1 new Senior Environmental Specialist
Key Requests – Transportation
Environmental quality – stormwater/drainage
•1 new Senior Engineer
Construction oversight and efficiency
•1 new Associate Contract Administrator
Key Requests –Fleet Management
Fleet safety and management
•1 new Fleet Superintendent
•Fleet technology upgrades
–Investment in GPS technology to improve safety
and compliance with city policies
Key Requests –Utilities
Asset management and operational
improvements
•1 new SCADA Supervisor
•SCADA system improvements for water,
recycled water and wastewater
monitoring, operations
Public Works Budget Summary
Adopted
Budget 2019
Proposed
Budget 2020 Change %
Personnel $21,168,389 $21,889,222 $720,833 3.4%
M&O 77,517,972 85,988,977 8,471,005 10.9%
Total $98,686,361 $107,878,199 $9,191,838 9.3%
Full-Time
Personnel 166.75 172.75 6.00 3.6%
Community Services
Gary Barberio, Deputy City Manager
Community & Economic Development
Debbie Fountain, Director
Parks & Recreation
Kyle Lancaster, Interim Director
Library & Cultural Arts
Heather Pizzuto, Director
City Clerk & Records Services
Sheila Cobian, Manager
Key Requests –Community & Economic Dev.
Homeless Response Plan implementation
•1 new Program Manager
•1 new Housing Assistant
Code Enforcement
•1 new Code Enforcement Program Manager
•1 new Code Enforcement Officer II
Customer service
•1 new Engineering Technician II
Legislative and regulatory compliance
•General Plan compliance with new state mandates
Climate Action Plan implementation & resiliency
•Transportation Demand Management Plan
•Local Coastal Program, Zoning Code Amendment
update
Key Requests –Community & Economic Dev.
Key Requests –Parks & Recreation
Maintenance and operations
•Village H open space and trail maintenance
•Increased restrooms and trash services along Seawall
Connecting the community
•Expansion of the Opportunity Grants program
Key Requests –Library & Cultural Arts
Adopting and adapting to emerging technology
•Library technology vision and staffing plan
Arts & Culture Master Plan implementation
•New STEAM pilot program
•Guest artist residency program
•$8,000 (10%) increase in community arts grants
Key Requests –Clerk Services
•Funding for one year of part time support for
updating the Municipal Code, administrative orders
and policies
Community Services Budget Summary
Adopted
Budget 2019
Proposed
Budget 2020 Change %
Personnel $25,981,198 $27,207,795 $1,226,597 4.7%
M&O 37,532,402 40,827,352 3,294,950 8.8%
Total $63,513,600 $68,035,147 $4,521,547 7.1%
Full-Time
Personnel 175.25 180.25 5.00 2.9%
Administrative Services
Laura Rocha
Deputy City Manager
Information Technology
Maria Callander, Director
Human Resources
Judy Von Kalinowski, Director
Finance
Kevin Branca, Director
Key Requests –Information Technology
Cybersecurity
•1 new IT Operations Security Manager
•Implement and manage a cybersecurity program
•24-hour network monitoring services
•Network security software and hardware
Key Requests –Information Technology
Technology backbone and platform
•1 new Client Systems Administrator
•Software licenses
•Increased network speed and capacity
•Expansion of mobile network
•Equipment for added positions
Key Requests –Information Technology
Data Infrastructure
•1 Associate GIS Administrator
•Deploy the city’s first Web GIS platform
•Spatial business intelligence capability
•Business Intelligence and GIS external support
services
Key Requests –Information Technology
Innovation Fund
•High speed fiber network
•New records management system
•Identity management system
•Service desk portal automation
•Procurement of ERP system
Key Requests –Human Resources
Effective HR Management
•1 new Management Analyst
•1 new Senior Office Specialist
•1 new HR Technician
•Compensation study
•Learning management software
•Safety and security, new legislation,
compliance & employee engagement
Key Requests - Finance
Financial management and reporting
•1 new Accountant
–Produce timely reports that comply with regulations
–Enhance accounting and budget support to internal
departments
–Improve the transparency of the city’s financial information
•.25 Assistant to City Treasurer
•Selectron Customer Service Software –Utility billing
•External tax auditing program
Administrative Services Budget Summary
Adopted
Budget 2019
Proposed
Budget 2020 Change %
Personnel $10,956,214 $11,903,989 $947,775 8.7%
M&O 19,112,423 18,295,634 (816,789)-4.3%
Total $30,068,637 $30,199,623 $130,986 0.4%
Full-Time
Personnel 75.75 83.00 7.25 9.6%
Policy & Leadership
City Council
City Manager’s Office
Scott Chadwick, City Manager
Elaine Lukey, Chief Operations Officer
Jason Haber, Assistant to City Manager
David Graham, Chief Innovation Officer
City Attorney’s Office
Celia Brewer, City Attorney
Community Outreach & Engagement
Kristina Ray, Manager
Legislative affairs
•1 new Intergovernmental Affairs Manager
Data driven decision making
•1 new Business Intelligence and Analytics Manager
Reorganization
•1 new Administrative Secretary
Key Requests –City Manager’s Office
Legislative affairs & compliance
•1 new Assistant City Attorney
Key Requests –City Attorney
Key Requests –Community Outreach
Enhanced community outreach
•Digital outreach and engagement strategy
•Pilot program focusing on community services
•Build framework for ongoing digital communication
Policy & Leadership Budget Summary
Adopted
Budget 2019
Proposed
Budget 2020 Change %
Personnel $4,802,323 $5,623,025 $820,702 17.1%
M&O 2,178,932 2,314,432 135,500 6.2%
Total $6,981,255 $7,937,457 $956,202 13.7%
Full-Time
Personnel 25.00 29.00 4.00 16.0%
Operating Budget Summary
Adopted
Budget 2019
Proposed
Budget 2020 Change %
Personnel $110,511,202 $119,783,878 $9,272,676 8.4%
M&O 150,900,561 164,115,983 13,215,422 8.8%
Transfers 13,203,101 11,473,000 (1,730,101)-13.1%
Contingency 1,500,000 1,500,000 0
Total $276,114,864 $296,872,861 $20,757,997 7.5%
Full-Time
Personnel 704.75 743.75 39.00 5.5%
Fee Updates
Increases in development impact fees, solid waste fees,
ambulance fees and safety training center rental fees
All other fees will come for City Council approval when
cost of service study is completed later this year
Library proposing to remove $1/item audio visual fee
Capital Improvement Program
Paz Gomez, PE, CEM, GBE
Deputy City Manager
Public Works
Roxanne Muhlmeister
Finance Manager
Developer Fees,
20.5%
Financing
Districts, 9.9%
Utility
Replacement
Transfers, 27.1%
Infrastructure
Replacement
Transfers, 9.9%
General Capital
Construction
Transfers, 9.9%
Other Agencies,
22.7%
Capital Improvement Program
Projected Revenues FY2019-20
$51.4 million
CIP Expenditure Summary
•261 projects in 15-year CIP plan
•22 projects recently put into service
•$230.4 million in prior appropriations
•$53.4 million in FY 2019-20 new appropriations
•$283.8 million total project appropriations
CIP Program Summary
•Long-range planning for high quality facilities and
infrastructure
•Inclusive, transparent process including public input
•Funding for the future set aside today
•Consistent with Growth Management Plan, General
Plan and Climate Action Plan
Parks & Recreation
23 projects, including:
•Calavera Park Gateway Improvements
•Hosp Grove Park Improvements
•Poinsettia Community Park, Dog Park
•Senior Center Refurbishment
•Trail Connectivity to Tamarack State Beach
•Veteran’s Memorial Park
50 projects including:
•Agua Hedionda Lift Station Biological Monitoring and
Maintenance
•Desalinated Water Control Facility
•Drainage Master Plan projects
•Lake Calavera Reservoir Mitigation
•Maerkle Reservoir Solar Facility
•Street Lighting Replacement Program
Sustainability
95 projects including:
•ADA Beach Access, Pine to Tamarack
•Avenida Encinas Widening, S. of Palomar Airport Road
•El Camino Real & Cannon Road Intersection
Improvements
•Residential Traffic Improvement Program
•Traffic signal at La Costa Avenue and Levante Street
•Traffic Signal Operations Technology
Mobility
Other Projects of Interest
•Fire Station 2 Replacement
•Fire Station 4 Expansion
•Kelly Drive Channel Repair
•Poinsettia Lane Reach E
•Village Decorative Lighting
•Village & Barrio Traffic Circles
First-Time Funding
•Sewer Projects
–North Batiquitos Interceptor Sewer Access Road
Improvements
–Vista Carlsbad Interceptor Rehabilitation (VC1 & VC2)
•Water Distribution System
–Hydroelectric Generator At Desal Flow Control Facility
No. 5
New Projects
•Facilities Maintenance
–Aviara & Hidden Canyon Park Playground Safety
Resurfacing
–Calavera Hills Community Center Refurbishment
–Dove Library Parking Lot Revision
–Fleet Service Center Fuel Island Evaluation
–Leo Carrillo Ranch Roof Repairs
New Projects
•Drainage
–Cannon Road at Sage Creek Road Rehabilitation
•Sewer Projects
–Sewer Line Capacity Improvements
–Sewer Modeling
–Vallecitos Interceptor Sewer Cleaning and CCTV
•Water Distribution System
–Water Modeling
New Projects
•Recycled Water System
–Cathodic Protection Program
•Circulation System -Mobility
–Avenida Encinas Pedestrian Access
Improvements
–Citywide Street Lighting Program
–Citywide Thermoplastic Pavement Marking
–Intelligent Traffic Control Devices
Proposed Modifications to Prelim CIP
•$200,000 Traffic calming evaluation -June 11, 2019
–Carlsbad Blvd. from Agua Hedionda Trailhead to State
St. roundabout
–College Blvd. from Carlsbad Village Dr. to Cannon Rd.
–Tamarack Ave. from Skyline Rd. to Carlsbad Village Dr.
Recommended Actions
•Conduct tonight’s Public Hearing
•Adopt the following resolutions:
•Approve Final Operating and CIP Budgets for FY 2019-20 (Exhibits 3-7)
•Establish the FY 2019-20 appropriation limit (Exhibit 8)
•Approve changes to the Master Fee Schedule (Exhibit 9)
•Approve Carlsbad’s share of the FY 2019-20 Encina Wastewater
Authority Capital and Operating Budget (Exhibit 10)
•Determine that the FY 2019-20 CIP Budget is consistent with the
General Plan and applicable Climate Action Plan measures (Exhibit 11)
•Approve adjustments to the FY 2018-19 Operating Budget (Exhibit 12)
FISCAL
YEAR
PRELIMINARY
2019-20
BUDGET
Operating Budget &
Capital Improvement Program
{city of
Carlsbad