HomeMy WebLinkAbout; ; 2020-2021 Operating Budget & Capital Improvement Program; 2020-06-302020 -21FISCAL YEAR
Operating Budget &
Capital Improvement Program
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
2020-21
BUDGET
F I S C A L
Y E A R
Operating Budget &
Capital Improvement Program
CITY OF CARLSBAD
Budget preparation team
Finance team
Erika Benitez, Senior Management Analyst
Bridget Desmarais, Management Analyst
Ryan Green, Assistant Finance Director
Roxanne Muhlmeister, Finance Manager
Leadership team
Scott Chadwick, City Manager
Celia Brewer, City Attorney
Geoff Patnoe, Assistant City Manager
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Laura Rocha, Deputy City Manager, Administrative Services
Kevin Branca, Director, Finance
Mike Calderwood, Chief, Fire Department
Maria Callander, Director, Information Technology
Tom Frank, Director, Public Works Transportation
Sheila Cobian, Clerk Services Manager, Office of the City Clerk
Morgen Fry, Executive Assistant, Office of the City Manager
Neil Gallucci, Chief, Police Department
David Graham, Director, Innovation & Economic Development
Jason Haber, Director, Legislative Affairs, Office of the City Manager
Kyle Lancaster, Director, Parks & Recreation
John Maashoff, Manager, Public Works Facilities & Fleet
Jeff Murphy, Director, Community Development
Vicki Quiram, Director, Public Works Utilities
Kristina Ray, Director, Communication & Engagement
Suzanne Smithson, Director, Library & Cultural Arts
Baq Taj, Engineering Manager, Public Works Construction Management & Inspections
Judy Von Kalinowski, Director, Human Resources
James Wood, Manager, Public Works Environmental Management
Department budget preparers & reviewers
Cindy Anderson, Police Department Sue Armstrong, Communication & Engagement
Conrad Avila, Finance Pat Downie, City Clerk Services
Bonnie Elliott, Parks & Recreation Fiona Everett, Library & Cultural Arts
Fred Gaines Jr, Transportation Ed Garbo, Risk Management
Shawn Gaskari, Facilities & Fleet Brent Gerber, Information Technology
Ligeia Heagy, Utilities Chad Kantner, Parks & Recreation
Esther Lan, Finance Tom Mallory, Communications & Engagement
Jennie Marinov, Fire Department Debbie Jo McCool, Library & Cultural Arts
Robyn Nuschy, City Attorney’s Office Debbie Porter, Human Resources
Megan Powers, Environmental Management Jason Rosado, City Treasurer’s Office
Terie Rowley, Risk Management Laureen Ryan, Community Development
Richard Schultz, Library & Cultural Arts Joe Stewart, Innovation & Economic Dev.
Craddock Stropes, Public Works Admin. Cynthia Vigeland, Community Services
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
TABLE OF CONTENTS
INTRODUCT I ON
City Manager’s Transmittal Letter ................................................................................................A-1
Readers Guide ..............................................................................................................................A-3
Budget Process .............................................................................................................................A-4
Public Involvement .......................................................................................................................A-5
About the City of Carlsbad ...........................................................................................................A-9
Organization Chart .......................................................................................................................A-19
Economic and Fiscal Issues ...........................................................................................................A-21
Financial Management Policies ....................................................................................................A-24
Appropriation Limit ......................................................................................................................A-27
Debt Management .......................................................................................................................A-28
Basis of Budgeting ........................................................................................................................A-29
OPERATING BUDGET
Overview ......................................................................................................................................B-1
Revenue Summary .......................................................................................................................B-2
Expenditure Summary ..................................................................................................................B-13
Personnel Allocations………………………………………………………………………………………………………………B-20
Schedule of Projected Fund Balances ..........................................................................................B-21
Schedule of Revenue Estimates ...................................................................................................B-23
Schedule of Budget Expenditures ................................................................................................B-29
PUBLIC SAFETY
Summary ......................................................................................................................................C-1
Organization Chart .......................................................................................................................C-2
Fire Department ...........................................................................................................................C-3
Police Department .......................................................................................................................C-6
PUBLIC WORKS
Summary ......................................................................................................................................D-1
Organization Chart .......................................................................................................................D-2
Public Works Administration ........................................................................................................D-3
Construction Management & Inspection .....................................................................................D-5
Environmental Management .......................................................................................................D-7
Facilities & Fleet ...........................................................................................................................D-17
Transportation .............................................................................................................................D-22
Utilities .........................................................................................................................................D-28
COMMUNITY SERVICES
Summary ......................................................................................................................................E-1
Organization Chart .......................................................................................................................E-2
Community Services Administration ............................................................................................E-3
City Clerk Services ........................................................................................................................E-5
Community Development ............................................................................................................E-7
Library & Cultural Arts ..................................................................................................................E-25
Parks & Recreation .......................................................................................................................E-42
CITY OF CARLSBAD
ADMINISTRATIVE SERVI CES
Summary ......................................................................................................................................F-1
Organization Chart .......................................................................................................................F-2
Finance .........................................................................................................................................F-3
Office of Innovation & Economic Development ...........................................................................F-5
Human Resources ........................................................................................................................F-8
Information Technology ...............................................................................................................F-15
Miscellaneous Non-Departmental ...............................................................................................F-17
POLICY & LEADERSHIP
Summary ......................................................................................................................................G-1
Organization Chart .......................................................................................................................G-2
Office of the City Council ..............................................................................................................G-3
Office of the City Treasurer ..........................................................................................................G-4
Office of the City Manager ...........................................................................................................G-6
Office of the City Attorney ...........................................................................................................G-8
Communication & Engagement ...................................................................................................G-10
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................................H-1
Investing in our Quality of Life .....................................................................................................H-2
Project Evaluation ........................................................................................................................H-2
Fiscal Year 2020-21 Appropriations .............................................................................................H-3
New Capital Improvement Projects .............................................................................................H-5
Revenues ......................................................................................................................................H-6
Future Growth and Development ................................................................................................H-7
Future Projects .............................................................................................................................H-8
Calculation of Future Fees ............................................................................................................H-8
Unfunded Projects .......................................................................................................................H-9
Projected Fund Balances for Fiscal Year 2019-20 ........................................................................H-10
Projected Fund Balances for Fiscal Year 2020-21 ........................................................................H-11
Revenue Projections Schedule .....................................................................................................H-12
Budget Expenditure Schedule ......................................................................................................H-13
Detail Schedule of Capital Projects by Category ..........................................................................H-15
Capital Improvement Program Summary by Fund .......................................................................H-31
Glossary of Capital Project Funding Sources ................................................................................H-42
APPENDICES
Planned Major Capital Outlay Items Fiscal Year 2020-21 ............................................................I-1
Out of State Travel Budget Fiscal Year 2020-21 ...........................................................................I-2
Fund Classifications and Descriptions ..........................................................................................I-3
Department/Fund Relationship ...................................................................................................I-9
Glossary ........................................................................................................................................I-11
Acronyms .....................................................................................................................................I-18
Resolutions Adopting the Budget ................................................................................................I-21
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-1
Dear City Council:
The fiscal year 2020-21 city budget represents a moment in time for which the city had prepared. In
fact, the City Council’s years of prudent financial oversight, sound fiscal policies and discipline put the
City of Carlsbad in the best possible position to face the unprecedented challenge of the COVID-19
public health and economic crisis. With this solid foundation in place, city staff were able to proceed
with the development of a very thoughtful and strategic approach to this year’s budget. The result is
a balanced budget that reflects the City Council’s top priorities and preserves core city services at the
high levels expected by the Carlsbad community.
Building on a strong foundation
Last year city staff recommended several new policies to the City Council and took a new approach to
the annual budget process. Departments re-evaluated all spending to ensure even greater alignment
with current city priorities, industry best practices, current conditions and trends for the future. The
city’s practice of automatic across the board annual increases to costs based on the Consumer Price
Index was eliminated as was the automatic carry forward of unspent money from previous budget
years. These and other changes provided a clearer picture of the city’s financial status and facilitated
a more strategic allocation of resources to support community priorities. Most importantly, the
combination of new policies and practices set the city up for long term financial stability that could
withstand the expected ups and downs of the economy.
Of course, the effects of COVID-19 go beyond what anyone could have expected before March 19,
2020, when the statewide stay at home order was first issued. The city is, however, benefitting
nonetheless from the groundwork laid in the 2019-20 fiscal year.
Adapting to changing needs
The draft budget was nearly complete when the COVID-19 public health emergency was first
declared. Revenues were exceeding previous forecasts, and the city was proposing an ambitious slate
of projects and initiatives to support community needs, priorities and values. That was then.
With the declaration of a local emergency, the city’s leadership team mobilized to reassess spending
and priorities in light of extreme economic uncertainty. Every city department conducted a bottom
up review to identify potential areas of saving, including:
•Reducing or eliminating all discretionary spending
•Postponing projects and initiatives that did not directly support core community safety and
welfare needs
•Implementing a managed hiring freeze
•Eliminating most travel and non-essential training
•Reducing the use of outside consultants
In addition to reducing spending, the city’s budget team recommended a temporary decrease to the
amount of money set aside on an annual basis for infrastructure replacement and general capital
construction funds that help ensure the city is well-prepared for future needs.
Key priorities
With core city services fully funded, staff turned to the top priorities identified by the City Council:
economic revitalization, housing and homelessness, and traffic and mobility. In each of these areas,
the fiscal year 2020-21 budget includes resources that will allow steady progress to continue.
A-2 CITY OF CARLSBAD
Economic revitalization
•Funding of $5 million from reserves was approved for investment in economic recovery and
revitalization initiatives related to COVID-19, including a microloan program for businesses.
•Continue with its business expansion, attraction and retention program focused around key
industry clusters.
•Day to day business support, marketing, information sharing and regional collaboration will
continue.
•Continue with its talent attraction and retention program, working with local business.
Housing and homelessness
•While most other General Fund program budgets were reduced for fiscal year 2020-21, the
Homeless Response Program budget remained intact. This includes a homeless program
manager, contract social workers, a special homeless outreach team in the Police
Department, regional partnerships and more.
•A flexible housing subsidy program with $400,000 from the Affordable Housing Trust Fund
will be created to help individuals and families who are homeless or at-risk.
Traffic and mobility
•The city will finalize and begin implementation of its new Sustainable Mobility Plan.
•One quarter of this year’s new Capital Improvement Program spending, $8 million, focuses
on projects to enhance traffic flow and mobility.
Budget overview
With this background in mind, the following is an overview of fiscal year 2020-21 anticipated
revenues and expenditures.
•The Operating Budget for fiscal year 2020-21 totals $292.5 million, with revenues for the
year estimated at $287.4 million.
•General Fund revenues are estimated at $164.8 million and General Fund budgeted
operating expenditures are $163.6 million.
•Revenue estimates for the Operating Budget indicate that the city will receive a total of
$287.4 million in fiscal year 2020-21, a change of about $1.4 million under the estimated
fiscal year 2019-20 revenues.
•General Fund revenues are expected to increase by $500,000, compared to the prior year.
•Special Revenue funds are projected to fall by 12.3%, or $1.9 million, due to expected
decreases in affordable housing fee revenues, public safety grants and library donations.
•Enterprise Fund revenues are projected to increase slightly by 0.6% or $400,000 in the
upcoming fiscal year. More detailed information on the city’s revenue sources is provided in
the following discussion.
•The city’s Operating Budget for fiscal year 2020-21 totals $292.5 million, which is an increase
of about $500,000, or 0.2%, as compared to the adopted fiscal year 2019-20 budget.
•The total Operating Budget for the General Fund for fiscal year 2020-21 is $163.6 million,
which is $3.5 million, or 2.1% less than the previous year’s Adopted Budget of $167.1 million.
•The budget has no net increase in full time personnel.
I would like to thank the City Council for your leadership and vision during this challenging year. With
your ongoing guidance and support, I feel confident the City of Carlsbad will continue to set the
standard among municipal governments, emerging from the COVID-19 emergency with the health
and safety of our community members protected and ready to fully realize our shared vision for the
future.
Scott Chadwick
City Manager
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-3
INTRODUCTION
The annual budget is the most significant expression of how City Council policies are translated into
daily operations. In this document, you will see where the city gets the money it uses to carry out its
mission and how that money will be spent during the fiscal year that begins July 1, 2020.
More than a spending plan, the annual budget is also intended to provide a window into the complex
and dynamic economic environment within which your local government operates. As such, this
document reviews local, state and national trends affecting city finances, as well as demographic
information, regulations and policies that affect how, when and where the city invests resources.
READERS GUIDE
Some of the information included in this budget document is required by state law. Other details are
provided for context and transparency. More than anything, city staff have prepared this budget to
serve as a practical guide and tool for ensuring the City of Carlsbad lives up to our standard of being
the best run government, period.
The following information is included in the three main sections of the budget:
INTRODUCTION
•Information about our city, its size, demographics, city government structure and other
background.
•How the budget is prepared and approved.
•Input we received from the public and how it has been incorporated into city spending
priorities.
•The economic and fiscal issues facing the city.
•Financial management policies.
OPERATING BUDGET
•An overview of where the city gets the money (“revenue”) to fund daily operations.
•A big picture summary of city staffing levels, spending broken out into different categories
and other aggregate information.
•Detailed budgets for all city functional areas.
CAPITAL IMPROVEMENT PROGRAM
•Major city construction projects (roads, water and wastewater system, parks, etc.) included
in this year’s budget.
•How projects are identified and prioritized.
•Sources of funding.
•Long term plan.
A-4 CITY OF CARLSBAD
BUDGET PROCESS
The City Council sets the overall policy direction for Carlsbad and helps staff prioritize programs,
projects and services to support that direction. Public input plays a critical role in setting both the
long-range policy direction of the city and decisions about day to day spending.
BUDGET BASICS
The city operates on a fiscal year that begins July 1. City staff in all departments prepare individual
budgets for their functional areas. These budgets are then combined into an overall city budget that
is presented to the City Council each spring for review and input.
The City Council has the authority to approve the annual budget and may amend it during the year if
needed. The legal level of budgetary control is at the fund level, which means spending in each
different type of fund may not exceed the budgeted amount without City Council approval.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-5
PUBLIC INVOLVEMENT
The City of Carlsbad is committed to engaging community members in decisions affecting their lives.
The city budget is influenced by input received throughout the year as well as specific feedback
during the budget creation process. Every other year, the city seeks feedback from residents through
a statistically representative telephone survey. This feedback helps inform City Council goals and
priorities for the year ahead.
A-6 CITY OF CARLSBAD
Resident survey
In July 2019, the City Council provided input into questions for a statistically representative survey of
1,000 residents. Specifically, the City Council wanted to gauge to what extent concerns that had been
raised by specific constituents were shared by the larger community. The graph below shows these
issues and their importance to the community based on the survey, with responses grouped by low
importance (green), moderate importance (yellow), and high importance (blue) importance ratings.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-7
Priority setting
In January 2020, the City Council chose its three top priority areas of focus for the fiscal year 2020-21
budget, based on survey feedback and other input gathered throughout the year. These were:
•Growth management
•Traffic and mobility
•Homelessness
The City Council acknowledged that other issues, such as preserving open space, environmental
sustainability, economic development and protecting public safety, were also very important. But,
after discussing options, recognized that identifying no more than three areas would help city staff
better focus resources in the budget.
Input on priorities
Community members then had an opportunity to provide input specific to the three priorities:
Public Workshop
Community members were invited to participate in roundtable discussions facilitated by department
directors and city budget analysts. City staff provided an overview of the budget process and posed
questions for small group discussions designed to gather input on the three issues that City Council
identified – growth, traffic and homelessness.
Monday, Feb. 10
Faraday Administration Center
6 to 7:30 p.m.
Online Survey
The Fiscal Year 2020-21 budget online survey provided an opportunity similar to the workshop, but in
a format that could be completed at a time and location convenient for those who could not attend
an in person workshop.
Jan. 30 – Feb. 14, 2020
Findings
The workshop and online survey included two main questions.
1.What specific projects and programs would you like to see in the city budget to support these
areas (growth, traffic, homelessness)?
The following are some of the general themes of responses (in no specific order):
•More homeless outreach/services
•Additional parking
•More affordable housing
•Transportation improvements (increase train service, carpool lanes, right turn only lanes,
traffic light synchronization, sidewalks, wider bike lanes, lowering train tracks through
Carlsbad Village, etc.)
•Preservation of open space
•Additional community parks, community gardens, pickleball courts
•Increased police patrolling/enforcement
•More focus on solutions to address climate change
A-8 CITY OF CARLSBAD
2.What is the city currently doing that you want to make sure continues?
The following is a summary of the community responses received at the workshop:
•Parks
•Continue to have community workshops
•Transparency
•Keep a strong library system
•Community Choice Energy – Clean Energy Alliance
•Confined investments in improving Carlsbad's beach and beach-front access and facilities
•Repairing roads and traffic control
Input from the 10 workshop participants and 218 survey respondents was provided to city
department directors and budget analysts working on the three priority areas.
Updated priorities (post COVID-19)
In March, one month following the public input process for budget priorities, a local health
emergency was declared due to the COVID-19 pandemic. In April city staff presented to the City
Council an updated economic forecast based on the current and future effects of the COVID-19 public
health emergency. At this time, the City Council considered input from the public workshop and
online survey, as well as the implications of COVID-19, and decided to update its budget priorities to
reflect current needs and priorities. These new priorities are:
•Economic revitalization
•Affordable housing and homelessness
•Traffic and mobility
Throughout the department summaries are descriptions of projects and initiatives that support these
priorities. Although the city budget had to be dramatically reshaped based on COVID-19, staff was
able to focus resources in these three priority areas. Specific COVID-19 economic revitalization
programs were added to the budget, as well as ongoing support for local businesses. In some cases,
such as the city’s homeless response efforts, existing programs were maintained at their current
levels of funding, which had been doubled the previous fiscal year. For traffic and mobility, capital
improvement projects were prioritized and the timing of some projects changed to enable specific
projects supporting traffic and mobility to move forward.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-9
A-10 CITY OF CARLSBAD
CARLSBAD, CALIFORNIA
The City of Carlsbad is situated in north
San Diego County where a great climate,
beautiful beaches and lagoons, and
abundant natural open space, combine
with world class resorts, family
attractions, well-planned
neighborhoods, a diverse business
sector and a charming village
atmosphere to create the ideal
California experience.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-11
CITY GOVERNMENT
The City of Carlsbad is a municipal corporation following the council-manager form of government.
The City Council, the city’s legislative body, defines the policy direction of the city. The city
manager oversees the day to day operations of the city. The City of Carlsbad also has an elected City
Clerk and City Treasurer.
DISTRICTS
The City Council consists of an elected
mayor and four elected council members.
Each serves a four-year term. The city
recently switched to a system where City
Council members are elected by
district instead of at large or citywide.
CHARTER CITY
There are two types of cities in California –
charter and general law. Charter cities
follow the laws set forth in the state’s
constitution along with their own adopted
“charter” document. General law cities
follow the laws set forth by the state
legislature.
In 2008, City of Carlsbad residents voted to approve the charter city measure, Proposition D, by 82
percent. The charter gives Carlsbad more flexibility on such issues as purchasing and contracting,
because the process mandated by the state can be expensive and cumbersome, causing project
delays. Certain affairs, such as traffic and vehicle regulation, open and public meetings laws, certain
planning and environmental laws, and eminent domain, remain matters of state authority even as a
charter city.
OUR HISTORY
Named for a famed 19th Century European spa whose mineral springs were found to be remarkably
similar to those found here, Carlsbad’s history reflects the heritage of many cultures. The shoreline of
Carlsbad’s Agua Hedionda Lagoon was home to the indigenous Luiseño and Diegueños Indians for
centuries before the arrival of the Spaniards. The area known today as Carlsbad was once a territory
of Spain and then Mexico. The City of Carlsbad was incorporated in 1952 and today is home to more
than 100,000 people. Guided by an award-winning growth management plan approved by voters in
1986, Carlsbad has matured into a well-rounded community where parks, roads and other
infrastructure have kept pace with development. Now that most of the growth in Carlsbad has
already occurred, the city is focused on sustaining an excellent quality of life for residents and
continuing to foster a strong sense of community.
A-12 CITY OF CARLSBAD
RESIDENT AGE DISTRIBUTION
15%
17%
19%
21%
23%
25%
27%
29%
31%
33%
35%
0-19 20-39 40-59 60+
Population Age Distribution
Carlsbad California US
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-13
RESIDENT INCOME
$-
$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
Mean Household Income Comparison
Carlsbad San Diego County National
A-14 CITY OF CARLSBAD
EDUCATION
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
Less than high
school
High school
graduate
Some college,
no degree
Associate's
degree
Bachelor's
degree
Graduate or
professional
degree
Educational Attainment Comparison
Percent of Population Over 25 Years Old
National California San Diego County Carlsbad
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-15
RACE AND HISPANIC ORIGIN
White alone 84.4%
Black or African American alone (a) 0.9%
American Indian and Alaska Native alone (a) 0.2%
Asian alone (a) 8.3%
Native Hawaiian and other Pacific Islander alone (a) 0.2%
Two or more races 4.3%
Hispanic or Latino (b) 14.3%
a. Includes persons reporting just one race
b. Hispanic people may be of any race, so they are also included in applicable race categories
HOUSEHOLDS
TECHNOLOGY
A-16 CITY OF CARLSBAD
TAX BASE
TOP SALES TAX GENERATORS*
Apple Stores Hoehn Buick/GMC/Cadillac Life Technologies
Bob Baker Chrysler/Dodge/Jeep/Ram Hoehn Motors Lowe’s Home Centers
Bob Baker Hyundai Jaguar/Land Rover Carlsbad Omni La Costa
Bob Baker Mazda JP Morgan Chase Bank Park Hyatt Aviara Resort
Bob Baker Subaru Ken Grody Ford Toyota Lease Trust
Costco Wholesale Legoland California Toyota Scion
Genmark Diagnostics Lexus Carlsbad Weseloh Chevrolet/Kia
*alphabetical order
TOP PROPERTY TAX CON TRIBUTORS
Taxpayer
2019 Taxable
Assessed Value
% of Total City
Net Assessed Value
Poseidon Water Desalination Plant $544,402,445 1.72%
La Costa Glen Retirement Community $260,922,718 0.82%
Omni La Costa Resort & Spa $237,065,147 0.75%
Legoland California, LLC $226,235,083 0.72%
The Forum Shopping Center $198,561,381 0.63%
The Shoppes at Carlsbad $173,289,771 0.55%
La Costa Town Center, LLC $143,481,791 0.45%
Carlsbad Premium Outlets $126,982,812 0.40%
Pacific View Apartments $124,725,402 0.39%
The Reserve at Carlsbad Apartments $115,900,559 0.37%
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-17
HIGH -TECH INDUSTRIAL CLUSTERS
EMPLOYEES BY CLUSTER
Hospitality and Tourism 13,840
Information and Communications Technology 8,862
Life Sciences 6,366
Action Sports Manufacturing 1,888
Clean Technology 659
A-18 CITY OF CARLSBAD
TOP EMPLOYERS
Name Industry Employees
Legoland California Hospitality and Tourism 2,300
ViaSat Information Technology 2,153
Life Technologies Life Sciences 1,982
Omni La Costa Resort & Spa Hospitality and Tourism 1,300
Carlsbad Unified School District Education 1,032
Gemological Institute of America Research and Education 856
City of Carlsbad Government 746
Nortek Security Control Information Technology 637
HM Electronics Information Technology 571
OptumRX Healthcare 571
Taylor Made Golf Company Action Sports 570
TOURISM ECONOMY
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-19
A-20 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-21
FISCAL ISSUES
& FINANCIAL
MANAGEMENT
A-22 CITY OF CARLSBAD
ECONOMIC AND FISCAL ISSUES FACING THE CITY
This has been an unprecedented time for the City of Carlsbad, the nation, and the entire world, due
to the impacts of the Coronavirus Disease 2019 (“COVID-19”). The World Health Organization (WHO)
declared COVID-19 a global pandemic on March 11, 2020. The city subsequently declared a local
emergency on March 17, 2020, and a countywide stay-at-home order began on March 19, 2020. The
stay-at-home order has been extended and is currently in effect with some easing of restrictions since
the initial order. At the time of developing the Fiscal Year 2020-21 Proposed Budget, the world has
been grappling with the effects of COVID-19.
The economic impacts of COVID-19 to the federal, state, and regional economies have been
unparalleled and continue to remain uncertain. Since the pandemic began, almost 40 million
Americans have lost their jobs and filed for unemployment benefits, including more than 4.8 million
Californians. In April 2020, the statewide unemployment rate climbed to 15.5 percent. In Carlsbad,
some businesses have closed, and thousands of residents have lost their jobs. The stock market has
lost several trillion dollars in a few short weeks; the Federal Open Market Committee (FOMC) reacted
sharply with a 50-basis-point reduction in the Federal Funds Discount Rate (Discount Rate) on March
3, 2020 and again on March 15, 2020 with an additional 100-basis-point reduction, impacting the
city’s investment income.
Preparing a budget for a full-service city always has its share of unknown variables. Doing so in the
midst of an economic shutdown during a global pandemic elevates the task to a new level of
uncertainty. It requires reprioritizing and adapting as the economy recovers. As restrictions are lifted
in phases, the city will have a clearer picture of our revenue outlook and whether the city will be
reimbursed for additional expenses related to the crisis response. It is impossible to anticipate, at this
point, the depth and duration of the economic downturn caused by the pandemic. Yet, Carlsbad’s
conservative approach to budgeting has withstood the test of time, allowing for cautious optimism.
At the federal level, the city is observing a reluctance to provide financial relief to cities like Carlsbad
with populations less than 500,000 in any of the federal stimulus aid packages. This critical help is
needed because our long-term ability to maintain police, fire, road, and park services at today’s
service levels has no safety net. Carlsbad relies almost entirely on the success of our economy via tax
revenues to fund 70% of these services. While the city has been advocating strongly to include
smaller cities in each iteration of the federal aid from the start, there is relief in sight. Residents and
business are as deserving of federal help to protect their public services as larger cities are.
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. Past economic
challenges have provided opportunities for developing solutions to address lost revenues while
preserving vital services. Expenditure reductions and shifting of priorities to maintain service levels
provide the needed measure of stability to offset the declines in the economic activity the city is
currently experiencing due to the COVID-19 pandemic. Although revenues will need to be closely
monitored as a result, disciplined spending and long-term financial planning remain critical to
ensuring the future sustainability of important city programs and services.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-23
Long-Term Financial Planning
Strategic planning begins with determining the city's fiscal capacity based upon long-term financial
forecasts of recurring available revenues and future financial obligations. Prior to the adoption of the
annual budget, the finance department will prepare and present to the City Council a Ten-Year
Financial Forecast (“Forecast”) that evaluates known internal and external issues impacting the city's
financial condition. The Forecast is intended to help the city achieve the following:
1. The city can attain and maintain financial sustainability;
2. The city has sufficient long-term information to guide financial decisions;
3. The city has sufficient resources to provide programs and services for the stakeholders;
4. Identify potential risks to on-going operations in the long-term financial planning process
and communicate these risks on an annual basis;
5. Establish mechanisms to identify early warning indicators; and
6. Identify changes in expenditure or revenue structures needed to deliver services or to meet
the goals adopted by the City Council.
It is important to stress that the Forecast is not a budget. It does not make expenditure decisions, but
rather highlights the need to prioritize the allocation of city resources, to ensure the continuation of
core city services. The purpose of the plan is to provide the City Council, key stakeholders, and the
public an overview of the city’s fiscal health based on various financial and service level assumptions
over the next ten years; and allow for the discussion of necessary steps to be initiated during the
development and implementation of future budgets. The Forecast is intended to look beyond the
annual budget cycle and serve as a planning tool to bring a long-term perspective to the budget
process. The Forecast should also take into consideration any Council Policies that need to be met on
an annual basis including General Fund reserve guidelines, pension funding guidelines, etc. Should
projected expenditures exceed projected revenues in any given year; the City Manager will need to
identify steps to mitigate the shortfalls prior to presenting a balanced budget to the City Council for
consideration during the annual budget development process. It should be noted that the Forecast is
a snapshot in time and will change as additional information is made available and incorporated into
the fiscal projections.
The city prepares a long-term financial model for both capital and operating needs. With a growing
city such as Carlsbad, it is imperative that the city plan for the impacts of development, constructing
and operating new public facilities, and planning resources needed to build them. The city prepares a
ten-year operating forecast for the General Fund, and a 15-year Capital Improvement Program. As
part of the Capital Improvement Program, the city annually calculates the amounts needed to pay for
the various projects and calculates the anticipated operating budget impacts. In this way, the city can
anticipate the effects of development from both a capital and an operating perspective.
One important initiative the city has undertaken to ensure its financial health is the development of
an Infrastructure Replacement Fund. With this fund, the city sets aside a portion of General Fund
revenues on an annual basis for major maintenance and replacement of its infrastructure. Much of
the city’s infrastructure is relatively new; thus, the city is just now experiencing the impact of
maintenance requirements. By setting aside funds now, the residents of Carlsbad can be assured that
the proper maintenance and replacement, as needed, will be performed on streets, parks, and many
facilities for which the city is responsible.
A-24 CITY OF CARLSBAD
Employee retirement costs continue to require ongoing prudent fiscal management. Overall, levels of
funding of the city’s plans and the CalPERS system have improved from higher than expected
investment returns over the last two fiscal years. While this boosts the funding position, risks remain
in the system. Required employer contributions will continue to increase over the next few years and
actual contribution increases could exceed expectations if future experience is unfavorable. City
Council issued a pension funding policy to codify its commitment to ensure that resources will be
available to fulfill the city’s contractual retirement promises to its employees, and to minimize the
chance that the funding of these benefits will interfere with providing essential services to the
community. The policy outlines a funding discipline to ensure that adequate resources will be
accumulated in a systematic and disciplined manner to fund the long-term cost of benefits to the plan
participants and annuitants.
With continued demand for enhancing services for the community, keeping up with technology
demands and replacement of aging infrastructure remains an issue. To maintain the city’s current and
proposed standards of performance, and to protect computer systems from ever increasing outside
attacks, viruses and new vulnerabilities, additional resources are continually needed to ensure
systems remain stable and reliable for all users and protected against data intrusion or loss.
Additional funding in this budget has been made for needed replacements, upgrades, and security.
Connected Carlsbad
As the adoption of new technology expands, expectations from the public and what they demand
from government is changing too. Carlsbad is quickly becoming a leader in deploying advanced
technological and data tools to provide better services for the community. Connected Carlsbad: An
Inclusive Smart Community Roadmap, recently presented to City Council, is designed to provide a
high-level, organized guide to the work the city will do in using data and technology. This customized
strategic roadmap is based on City Council approved projects, existing city documents, previous IT
assessments, and interviews with departments, combined with a global scan of other cities and best
practices that have emerged from leading smart city thinkers and Carlsbad-specific community
engagement. The roadmap is organized into five primary goal areas to:
• Modernize and Strengthen IT Infrastructure
• Build Capacity for Data-Driven Government
• Foster a Vibrant Civic Engagement Culture
• Enhance Accessibility and Transparency
• Promote Safety and Sustainability Through Connectivity
The city will continue to stay abreast of the economic climate and variables effecting the national,
state, and local levels. Updated financial forecasts and maintaining a structurally balanced budget for
the long term will allow City Council and decision makers to adjust for potential pitfalls and to ensure
fiscal challenges are identified and resolved.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-25
FINANCIAL MANAGEMENT POLIC I ES
Revenue Policies
The development and maintenance of balanced and reliable revenue streams will be the primary
revenue objective of the city. Efforts will be directed to optimize existing revenue sources while
periodically reviewing potential new revenue sources. The need to promote a healthy business
climate is recognized as one method to maximize existing revenue sources. Revenue estimates will be
prepared on an annual basis during the preparation of the budget, and major revenue categories will
be projected on a ten-year basis. Revenues will be estimated conservatively using accepted standards
and estimates provided by the state and other governmental agencies. Alternative revenue sources
will be periodically evaluated to determine their applicability to meet identified city needs. Sources of
revenue will be evaluated and modified as necessary to assure a diversified and growing revenue
base that improves the city’s ability to handle fluctuations in individual sources.
Revenues from “one-time” or limited duration revenue sources will not be used for ongoing
operating expenses. Fees and charges for services will be evaluated and, if necessary, adjusted
annually to ensure that they generate sufficient revenues to meet service delivery costs. The city will
establish user charges at a level generally related to the full cost (operating, direct, indirect, and
capital costs) of providing the service, unless City Council determines that a subsidy from the General
Fund is in the public interest. The city will also consider market rates and charges levied by other
municipalities of similar size for like services in establishing rates, fees, and charges. Enterprise and
Internal Service Funds will be self-supporting.
Expenditure and Budget Policies
Major expenditure categories will be projected on a ten-year basis. The city will operate on a current
funding basis. Expenditures will be budgeted and controlled so as not to exceed current revenues
plus the planned use of any accumulated fund balances. Annual budgeted operating expenditures
shall not exceed annual operating revenues, including budgeted use of reserves.
The city manager shall prepare and submit to the City Council annually a proposed operating and
capital budget by June 1st of each year, and the budget will be adopted by June 30th of each year.
Budget status reports are prepared monthly, distributed to all departments, and posted on the city’s
website. Because the budget is based on estimates, from time to time, it is necessary to make
adjustments to finetune the line-items within it. Various levels of administrative control are utilized
to maintain the budget’s integrity. Program managers are accountable for the line-item level of
control of their individual program budgets. Department heads are accountable for the fund level of
control for funds within their departments. Finance oversees the general level of accountability
related to budgetary integrity through systems checks and balances and various internal controls.
The city’s General Fund Surplus Policy-Council Policy No. 87 outlines the use of surplus funds resulting
from unrestricted General Fund actual revenues exceeding total actual expenditures, encumbrances,
and commitments for a given fiscal year. It is the intent of the city to use all surplus funds generated
to meet reserve policies, and the reduction or avoidance of long term liabilities. The city will not use
year end surplus funds to fund ongoing operations unless otherwise approved by City Council.
The city will use surplus funds to replenish any General Fund deficiencies, up to the minimum level as
set forth in the General Fund Reserve-Council Policy No. 74 and then any pension liability
deficiencies, as defined in City Council Policy No. 86, Pension Funding Policy.
A-26 CITY OF CARLSBAD
The city manager is authorized to approve the carryforward of any unencumbered and unspent and
unencumbered budget for a particular item equal to or less than $100,000 into the following fiscal
year. These items will be one-time expenditures and not for on-going services, programs or
personnel. Any remaining surplus funds in excess of reserve and pension liability deficiencies and
items equal to or greater than $100,000 will be brought forward for City Council approval.
The city adheres to long-range financial planning which forecasts revenues and expenditures over a
long-term period, using assumptions about economic conditions, future spending scenarios, and
other salient variables. Financial planning allows the city to execute overall strategies to support the
process of aligning financial capacity with long-term service objectives. Financial forecasts are
updated at least once a year, or more often, if unexpected changes in economic conditions or other
unforeseen circumstances exist. Any significant changes will be reported to the city manager and City
Council. Otherwise, these financial forecasts will be used as a tool during the development of the
annual budget process and to set utility rates as needed.
Reserve Policies
The city formally mandates the levels at which reserves shall be maintained for the General Fund and
informally sets minimum target levels for the Enterprise and Internal Service Funds.
The General Fund Reserve Guidelines-Council Policy No. 74 was most recently updated and approved
by the City Council in June 2019. The purpose of the policy is to establish a target minimum level of
designated reserves in the General Fund to:
• Reduce the risk of financial impacts resulting from a natural disaster or other catastrophic
events;
• Respond to the challenges of a changing economic environment, including prolonged
downturns in the local, state or national economy; and
• Demonstrate continued prudent fiscal management and creditworthiness.
The city commits to maintaining General Fund reserves (the term reserve refers to any unassigned
fund balance) at a target of 40% of General Fund annual operating expenditures. The total reserve
level will be calculated using the prior years adopted General Fund budgeted expenditures.
At the discretion of the City Council, reserve levels in excess of the 40% target requirement, may be
used for one-time opportunity cost purposes. Reserve funds will not be spent for any function other
than the specific direction in the annual budget; or by a separate City Council action.
As a general budget principle concerning the use of reserves, the City Council decides whether or not
to appropriate funds from reserves. Reserve funds will not be spent for any function other than the
specific purpose of the reserve account from which they are drawn without specific direction in the
annual budget; or by a separate City Council action.
The Wastewater and Water Operating Fund Reserves will target a reserve funding level of 40%. The
reserve amount is calculated by dividing unassigned fund balance by total budgeted operating
expenses plus replacement transfers plus budgeted debt service payments. The annual budget
process and setting utility user rates and charges will be used to achieve and maintain the target
reserve level.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-27
The city’s Workers’ Compensation Fund will maintain a minimum reserve equal to the estimated
outstanding claims as calculated by a third-party administrator. Additional reserve amounts may be
set aside as deemed appropriate based on a third-party actuarial study completed at two year
intervals. During the annual budget process, the target confidence level will be compared with the
projected fund balance, and, if the projected fund balance is greater than or lesser than the target, a
plan to adjust the fund balance will be considered, using either or both increasing revenues through
interdepartmental charges and one-time cash contributions from those funds contributing to the
shortfall.
The Risk Management Fund (General Liability) will maintain a minimum reserve equal to the
estimated outstanding claims as calculated by a third-party administrator. Additional reserve
amounts may be set aside as deemed appropriate based on a third-party actuarial study completed at
two year intervals. During the annual budget process, the reserve level will be compared with the
projected fund balance, and, if the projected fund balance is greater than or lesser than the target, a
plan to adjust the fund balance will be considered, using either or both increasing revenues through
interdepartmental charges and one-time cash contributions from those funds contributing to the
shortfall.
The Information Technology Asset Replacement Fund shall maintain a minimum reserve level defined
as the amount of accumulated depreciation of capitalized assets based on the original cost of each
capitalized asset, and up to a maximum reserve level defined as the accumulated depreciation based
on the estimated replacement cost of each capitalized asset.
The Vehicle Asset Replacement Fund shall maintain a minimum reserve level defined as the amount
of accumulated depreciation of capitalized Fleet assets based on the original cost of each capitalized
asset, and up to a maximum reserve level defined as the accumulated depreciation based on the
estimated replacement cost of each capitalized asset.
Investment Policy
The city has established a formal Investment Policy. It is the policy of the City of Carlsbad to invest
public funds not required for immediate day to day operations in safe, liquid and medium-term
investments that shall yield an acceptable return while conforming to all California statutes. It is
intended that the policy cover the investment activities of all contingency reserves and inactive cash
under the direct authority of the city. Investments of the city and its component units will be made
on a pooled basis; however, investments of bond proceeds will be held separately if required.
Pension Funding Policy
The city’s Pension Funding Policy-Council Policy No. 86 embodies funding and accounting principles to
ensure that resources will be available to fulfill the city’s contractual promises to its employees. The
policy objectives include using actuarially determined contributions (ADC) provided by CalPERS,
funding the full amount of the ADC each year, maintaining no less than a combined minimum of 80%
funded ratio, and demonstrating accountability and transparency by communicating all information
necessary for assessing the city’s progress toward meeting its pension funding objectives.
In the event the city is unable to meet the minimum combined pension funded ratio of 80% with
current resources (i.e., without borrowing or using reserves), the finance director will identify a
reasonable period to return to a minimum 80% funded ratio status.
A-28 CITY OF CARLSBAD
APPROPRIATION LIMIT
The appropriations limitation (otherwise known as the Gann Limit) imposed by the state creates a
restriction on the amount of revenue which can be appropriated in any fiscal year. The basis for
calculating the limit began in fiscal year 1978-79 and is increased based on population growth and
inflation. The appropriation limit applies only to those revenues defined as proceeds of taxes.
• Population growth of Carlsbad, OR
• Population growth within San Diego County,
AND
• Growth in California per capita income, OR
• Growth in non-residential assessed valuation due to new construction in the city.
The factors used to calculate the fiscal year 2020-21 Limit were:
• Population growth of Carlsbad AND
• Growth in non-residential assessed valuation due to new construction in the city.
The formula is outlined below:
Fiscal Year 2019-20 Expenditure Limit $478,842,379
% Population growth within Carlsbad 1.0073
Growth in non-residential assessed valuation X 1.0553
Net Increase Factor 1.0630
Fiscal Year 2020-21 Limit (2019-20 Limit x Factor) $509,009,448
Current Appropriation of Proceeds of Taxes
(Subject to the Limit) $140,076,477
Carlsbad’s appropriation limit is currently in excess of three and a half times its annual
appropriations. With such a large margin it is unlikely that the city will reach the appropriation limit in
the foreseeable future.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-29
DEBT MANAGEMENT
The use of debt has always been a primary issue in the development of the Capital Improvement
Program and the policies to implement the city’s Growth Management Program. Over the years, the
city has issued millions of dollars of bonds and Certificates of Participation (COPs) to fund streets,
buildings, sewer and water facilities, open space acquisitions, and other infrastructure projects. The
city is continually evaluating its outstanding debt as well as potential future issues to ensure that
interest costs are kept at a minimum and the use of the bond funds is appropriate.
The Government Code of the State of California has established maximum general obligation debt
limits for local governments within the state. The city’s outstanding general obligation debt should
not exceed 15% (as adjusted by 25% per the law) of total assessed property value. As of June 30,
2019, the city’s calculated debt limit for general obligation debt was $1.1 billion.
The city currently has approximately $68 million of debt outstanding at June 30, 2020. Of that $68
million, $155,923 is considered general obligation debt, $3.7 million is Redevelopment Tax Allocation
Bonds, $15.3 million is water construction loans and the remainder is debt of financing districts.
Outstanding debt obligations of financing districts (special districts and/or assessment districts)
within the city do not obligate the City of Carlsbad and are not paid from the city’s General Fund. No
new debt is anticipated to be issued for the General Fund in the upcoming year.
Principal
Repayment Retirement Outstanding
Debt Issue Name Source Year at 6/30/20 Principal Interest Total
2016 Capital Leases
Copier Equipment Governmental Funds 2021 155,923$ 155,923$ 3,578$ 159,501$
1993 Redevelopment
Tax Allocation Bonds Tax Increment 2023 3,705,000$ 855,000$ 173,706$ 1,028,706$
CFD #3 2016 Improvement Area 1
Special Tax Bonds Special District 2036 7,285,000$ 350,000$ 181,462$ 531,462$
CFD #3 2016 Improvement Area 2
Special Tax Bonds Special District 2038 11,605,000$ 490,000$ 313,474$ 803,474$
1998 Rancho Carrillo (AD 96-1)
Limited Obligation Assessment 2028 5,885,000$ 585,000$ 345,145$ 930,145$
Improvement Bonds District
2013 Reassessment District (AD 2012-1)
Limited Obligation Assessment 2035 24,135,000$ 1,160,000$ 968,307$ 2,128,307$
Improvement Bonds District
State Water Resources Control Board Loans
2005 Construction Loan 2025 3,005,198$ 571,729$ 75,130$ 646,859$
2006 Construction Loan 2027 7,867,132$ 1,048,679$ 180,944$ 1,229,623$
2014 Construction Loan 2050 4,410,550$ -$ -$ -$
Totals 68,053,803$ 5,216,331$ 2,241,746$ 7,458,077$
City of Carlsbad
Outstanding Debt Issues
Debt Service Payments FY 2020-21
Recycled
Water
User Fees
A-30 CITY OF CARLSBAD
BASIS OF BUDGETING
The city budgets on a modified accrual basis for all funds except for its enterprise and internal service
funds, which are budgeted on a full accrual basis. This is consistent with the city’s basis of accounting
as reported in its Comprehensive Annual Financial Report or “CAFR.”
The city's Governmental fund budgets consist of:
• The General Fund
• Special revenue funds
• Capital project funds
To summarize, under this basis, revenues are estimated for the fiscal year if they are susceptible to
accrual, e.g. amounts can be determined and will be collected within the current period. Principal and
interest on general long-term debt are budgeted as expenditures when due, whereas other
expenditures are budgeted for liabilities expected to be incurred during the current period or shortly
thereafter to pay current liabilities.
Proprietary fund budgets are adopted using the full accrual basis of accounting whereby revenue
projections are developed recognizing revenues expected to be earned in the period, and
expenditure estimates are developed for all expenses anticipated to be incurred during the fiscal
year. The city's proprietary fund types consist of enterprise and internal service funds because the
city has municipally owned utilities or other enterprise activities.
Fiduciary funds are used if the city has a fiduciary or custodial responsibility for assets. The city
currently budgets for one fiduciary fund, the Successor Agency to the Former Carlsbad
Redevelopment Agency.
Budgetary Control
The legal level of budgetary control is the fund level, and expenditures should not exceed budgeted
amounts at the fund level. Budgetary control is maintained through the city’s accounting system, as
well as through monthly reporting on all revenue and expenditure accounts and other special reports
summarizing the financial position of the city. The City Council adopts the formal budget for all funds
prior to the beginning of each fiscal year and may amend the budget, as necessary, throughout the
year. All unencumbered, unspent appropriations expire at year-end unless specifically carried into the
new fiscal year by City Council actions.
Internal Controls
Internal controls exist with the accounting system to ensure safety of assets from misappropriation,
unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These
internal controls must be established consistent with the sound management practices based on the
cost/benefit of the controls imposed. The cost of a control should not be excessive in relation to its
benefit as viewed by city management. The internal controls in existence within the city’s system are
sufficient to ensure, in all material aspects, both the safety of the city’s assets and the accuracy of the
financial record keeping system.
Controls on the use and transfers of budget funds are outlined in the adopted budget resolution in
the appendix of this document.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-31
A-32 CITY OF CARLSBAD
BUDGETARY FUND STRUCTURE
The budget of the city is organized on the basis of funds, each of which is considered to be a separate
accounting entity. The operations of each fund are accounted for by providing a separate set of self-
balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures.
Detailed descriptions of each fund and a department/fund budget relationship matrix can be found in
the appendix of this document. The various funds are grouped as follows:
GOVERNMENTAL FUNDS
General Fund
Special Revenue Funds
• Affordable Housing
• Agricultural Mitigation Fee
• Buena Vista Channel Maintenance District
• Citizen’s Option for Public Safety (COPS)
• Community Activity Grants
• Community Development Block Grant
• Cultural Arts Donations
• Flower Fields Grant Program
• Habitat Mitigation Fee
• Library Gifts and Bequests
• Lighting and Landscaping District No. 2
• Local Cable Infrastructure
• Median Maintenance District
• Police Asset Forfeiture
• Public Safety Grants
• Recreation Donations
• Rental Assistance/Section 8 Program
• Senior Program Donations
• Street Lighting Maintenance District
• Street Tree Maintenance District
Capital Project Funds
• Bridge and Thoroughfare District #2 --Poinsettia Lane/Aviara Parkway
• Bridge and Thoroughfare District #3 – Cannon Road West
• Community Facilities District No. 1
• Gas Tax
• Gas Tax-Road Maintenance and Rehabilitation
• General Capital Construction (GCC)
• Grants-Federal
• Industrial Corridor Park Fees
• Infrastructure Replacement (IRF)
• Park in-Lieu Fees (PIL)
• Parking in-Lieu Fees
• Planned Local Drainage Area Fees (PLD)
• Public Facilities Fees (PFF)
• Transportation Development Act (TDA)
• Traffic Impact Fees (TIF)
• TransNet
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-33
PROPRIETARY FUNDS
Internal Service Funds
• Workers’ Compensation
• Risk Management
• Self-Insured Benefits
• Vehicle Maintenance
• Vehicle Replacement
• Information Technology Maintenance
• Information Technology Replacement
Enterprise Funds
• Potable Water Operations
• Potable Water Connection
• Potable Water Replacement
• Recycled Water Operations
• Recycled Water Connection
• Recycled Water Replacement
• Wastewater Operations
• Wastewater Connection
• Wastewater Replacement
• Solid Waste Management
• Watershed Protection
• The Crossings Golf Course
FIDUCIARY FUND
Private Purpose Trust Fund
• Successor Agency to the Redevelopment Agency
A-34 CITY OF CARLSBAD
The California Society of Municipal Finance Officers (CSMFO) recognizes those entities with
highly professional budget documents with two levels of certificates. The first level is the
“Meritorious Budget Award,” which requires the entity to meet a very specific list of criteria
defined by CSMFO. The second level is the “Operating Budget Excellence Award,” which
requires that the organization meet even higher criteria which effectively enhances the
usability of the document.
In preparing the budget for Fiscal Year 2020-21, the city has once again followed CSMFO’s
award criteria. This budget document will be submitted to CSMFO for the Fiscal Year 2020-
21 budget award program.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM A-35
Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to City of Carlsbad, California, for its Annual Budget for
the fiscal year beginning July 1, 2019. In order to receive this award, a governmental unit must
publish a budget document that meets program criteria as a policy document, as a financial plan,
as an operations guide and as a communications device.
This award is valid for a period of one year only. In preparing the budget for Fiscal Year 2020-21,
the city has once again followed GFOA’s award criteria. This budget document will be submitted
to GFOA for the Fiscal Year 2020-21 budget award program.
A-36 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-1
OPERATING BUDGET OVERVIEW
This section includes a summary of the revenues and expenditures included in the fiscal year 2020-21
operating budget. Spending is presented by funding source, department and type, such as personnel
or maintenance and operations. For context, previous years’ spending levels are often presented
alongside this information.
Detailed summaries of department services and expenditures are included within the five main
sections of the operating budget following this overview. The five city branches include:
• Public Safety
• Public Works
• Community Services
• Administrative Services
• Policy & Leadership
Information about capital projects, such as construction of roads and pipelines, the development of
parks and construction and maintenance of city facilities, is included in the Capital Improvement
Program section.
B-2 CITY OF CARLSBAD
OPERATING BUDGET REVENUE SUMMARY
The Operating Budget for fiscal year 2020-21
totals $292.5 million, with revenues for the year
estimated at $287.4 million. General Fund
revenues are estimated at $164.8 million and
General Fund budgeted operating expenditures
are $163.6 million.
Revenue estimates for the Operating Budget
indicate that the city will receive a total of
$287.4 million in fiscal year 2020-21, a change
of about $1.4 million under the estimated fiscal
year 2019-20 revenues. General Fund revenues
are expected to increase by $500,000,
compared to the prior year. Special Revenue
funds are projected to fall by 12.3%, or $1.9
million, due to expected decreases in affordable
housing revenues and donations. Enterprise
Fund revenues are projected to increase slightly
by 0.6% or $400,000 in the upcoming fiscal year.
More detailed information on the city’s revenue
sources is provided in the following discussion.
The following table shows the total operating revenues anticipated to be received by the city for fiscal
year 2019-20, as well as those budgeted for fiscal year 2020-21.
Estimated Budgeted $%
2019-20 2020-21 Change Change
General Fund 164.3$ 164.8$ 0.5$ 0.3%
Special Revenue 15.6 13.7 (1.9) -12.3%
Enterprise 78.7 79.1 0.4 0.6%
Internal Service 25.1 25.8 0.7 2.7%
Successor Agency Housing Trust 5.1 4.0 (1.2) -22.6%
Total 288.8$ 287.4$ (1.4)$ -0.5%
REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-3
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues are of
particular interest as they fund basic city services, such as Police, Fire, Library and Cultural Arts, Street
and Park Maintenance, and Recreation programs. The table below provides a summarized outlook for
the General Fund revenues.
Up until the COVID-19 pandemic, General Fund revenues were on pace to have their best year ever.
However, the impacts of the COVID-19 have drastically impacted sales tax, transient occupancy tax,
income from property and investments, and other revenues. The shelter-in-place orders imposed by
California Governor Newsom essentially shut down a majority of Carlsbad’s retail establishments,
dine-in restaurants, and hotels. Although the shelter-in-place orders are slowly being lessened, a
sense of normalcy is not expected until there is a vaccine for the virus, which may not occur for six to
eighteen months. Even through this pandemic, property tax revenues are expected to weather the
storm without much of a hit, although the city does expect a small increase in delinquencies.
Just under 80% 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 2.5% in fiscal
year 2020- 21, as assessed values are expected to grow modestly. However, due to the recession that
has been created from the COVID-19 crisis, the city is projecting that delinquent ad valorem property
taxes will increase by 2%. The median price of a single family residence (SFR), based on resale data
from Zillow, is up by 5.7% year over year in February 2020. All zip codes, or quadrants, in Carlsbad
have seen increases for the year. In addition, according to Zillow estimates, home prices are
projected to fall by 1.2% within the next year due to the anticipated recession.
B-4 CITY OF CARLSBAD
Until the unemployment rate stabilizes to pre-COVID-19 levels and small businesses begin to recover,
housing and commercial property prices are not anticipated to increase significantly on an annual
basis. However, low interest rates on mortgages will help to stabilize housing prices during this time
period. Increased fixed rate mortgage interest rates caused ripples across the housing market in
2019, causing home sales volumes to fall back and prices followed by year’s end.
Further, residential construction has yet to gain any momentum in San Diego, falling back
considerably in 2019. Thus far, multi-family construction has experienced a quicker recovery than
single-family residential construction. In addition, the Federal Reserve is expected to keep the
discount rate flat, at a historically low rate, for the remainder of calendar year 2020, which could help
the housing market as a stabilization in interest rates could lower the pressure on mortgage rates. It
would be expected that this, coupled with a higher unemployment rate, would create a slightly lower
or even a flattening in home prices in the upcoming fiscal year.
Changes in property taxes revenues lag behind changes in the housing market, as the tax revenue for
the upcoming fiscal year is based on assessed values from January 2020. Thus, the taxes to be
received for fiscal year 2020-21 are based on assessed values as of January 1, 2020.
Proposition 13, adopted in 1978, limits the annual increase in assessed values for property. Under
this proposition, assessed values (and the related property tax) can grow by no more than 2% per
year. The value upon which the tax is based is only increased to the full market value upon the sale of
a property. Thus, property taxes tend to grow slowly unless there is a significant amount of housing
activity. In past decades, the city has seen robust growth in property tax revenue due to new
development, high turnover of existing homes, and double-digit growth in housing prices. However,
as the city approaches buildout, development has slowed. Despite historically low interest rates,
slower development combined with a rising unemployment rate and tax reform has caused a slowing
in property tax growth in the city.
29 29 31 33 35 35 35 41 37 36
48 51 50 54 57 62 65 68 72 74
$ MillionsFiscal Year
Property and Sales Tax Revenues
Property
Sales
Tax
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-5
Sales Tax revenues generally move in step with economic conditions and have heavily impacted by
the shelter-in-place and subsequent recession created by the COVID-19 pandemic. Up until fiscal year
2019-20, sales tax revenues had improved markedly, peaking in fiscal year 2018-19 at $40.8 million.
However, on March 19, 2020, Governor Gavin Newsom issued a shelter-in-place for the State of
California, shutting down retail establishments, dine-in restaurants, and non-essential businesses.
Then, on March 31, 2020, Governor Newsom issued an executive order granting a three month
extension for small businesses to file their quarterly sales tax returns. This will delay sales tax
revenues for the city by up to one calendar year. Through the shelter-in-place order, the ensuing
projected recession, and the small business sales tax relief, it is projected that sales tax revenues for
fiscal year 2019-20 will decrease by 9% over fiscal year 2018-19 actuals. The city is projecting that the
shelter-in-place order will be partially lifted some time during the month of June 2020, but the
national economy will then be in a recession. Without the shelter-in-place impacting sales tax
revenues, and with small businesses beginning to pay their deferred sales tax to the state, sales tax
revenue for fiscal year 2020-21 is expected to decrease by 2% to $36.3 million. This is still below the
sales tax peak of $40.8 million in fiscal year 2018-19. Some of the decrease in sales tax revenues will
be partially offset by an increase in internet sales revenue generated from the Wayfair or AB147 law
that went into effect in October 2019.
As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation
(comprised heavily of new auto sales) and general retail sectors, both of which account for over
three-quarters of taxable sales in Carlsbad. New auto sales are highly elastic in comparison to
economic trends, and tax revenues from new auto sales fell precipitously during the recession, from
$6.7 million in 2007 to $4.4 million in 2009. Since that dip, revenues hit a high of $8.5 million for the
four quarters ended December 31, 2019. General retail sales, although down slightly in the fourth
quarter, remain strong. Revenues received under Proposition 72, a 0.5 cent increase in California
sales tax for the funding of local public safety services, is included in sales tax revenues.
Transportation,
31.9%
Construction,
2.6%
General Retail,
28.0%
Miscellaneous,
0.6%
Restaurants,
19.2%
Business to Business,
17.7%
Sales Tax by Category
Fourth Quarter 2019
B-6 CITY OF CARLSBAD
The third highest General Fund revenue source is Transient Occupancy Tax (TOT, or hotel tax).
TOT is forecasted to decrease by 30% in fiscal year 2020-21 when compared to fiscal year 2018-19
actuals. This downward trend began in fiscal year 2019-20, due to the impacts of COVID-19 on
Carlsbad’s tourism industry. Many hotels have had to shut down during this time however, it is
anticipated that hotels will slowly begin to recover in fiscal year 2020-21. The recessionary impacts on
tourism are expected to at least last for the next 18 months. The assumptions used in budgeting TOT
for fiscal year 2020-21 include:
• Occupancy of 45%-50% projected for the summer of 2020
• Occupancy rates between 50%-60% until spring of 2021
• Occupancy rates between 60%-70% during spring break 2021
• Average daily rates to initially decrease by 30%
• Average daily rates improving to a 20% decrease by the end of fiscal year 2020-21
The city is still expecting to see the opening of the Home2 Suites and the Springhill Suites during fiscal
year 2020-21. As seen in the above graph, TOT had increased by over 104% since fiscal year 2011-12
through fiscal year 2018-19 as new hotels, such as the two hotels at the Legoland California Resort,
Cape Rey Carlsbad Beach Resort, and the Westin Hotel have opened in the past years. According to a
report from Tourism Economics, San Diego tourism will see modest growth in visitation of around 2%
once the economy rebounds, for the next few years, as an increase in available rooms will impact
occupancy rates in the city. However, average daily room rates will remain relatively stable in the
coming years, according to the report. Carlsbad currently has approximately 4,764 hotel rooms, 668
timeshares, and over 265 registered vacation rentals.
0
5
10
15
20
25
30
2012 2013 2014 2015 2016 2017 2018 2019 2020e 2021e$ MillionsFiscal Year
Transient Occupancy Taxes
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-7
Franchise Tax revenue has stabilized over the
past years and is projected at $5.5 million in fiscal
year 2020-21. Franchise taxes are paid by certain
industries that use the city’s right-of-way to
conduct their business. The city currently has
franchise agreements for cable TV service, solid
waste services, cell sites, fiber optic antenna
systems and gas and electric services. The solid
waste franchise experienced minor revenue
increases that mirror growth in population and
changes in rate structures. Cable TV franchise
revenue is expected to decrease by 5% from $1.5
million to $1.4 million over the next fiscal year due
to decreases in the number of paid subscription
services. This trend will most likely continue in
future years as more subscribers cut cable services and move to online streaming services.
San Diego Gas & Electric (SDG&E) pays franchise taxes for the use of the public land over which they
transport gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas
and electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax
captures the franchise taxes on gas and electricity that is transported using public lands, which would
not otherwise be included in the calculations for franchise taxes, due to deregulation of the power
industry. The majority of the “in-lieu” taxes received is attributable to Cabrillo Power, the operator of
the Encina power plant, and is based on the gas used in the generation of electricity. This revenue
source is expected to drop slightly in fiscal year 2020-21 due to decreases in electric sales and lower
gas prices in fiscal year 2020-21, and then flatten out over the next several years.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged
to funds outside the General Fund for services performed by departments within the General Fund.
Through a modest increase in miscellaneous interdepartmental charges due to small cost increases,
total interdepartmental charges are expected to increase by 1.2%.
Business license taxes are closely tied to the health of the local economy, and are projected to
remain flat at $5 million in fiscal year 2020-21 when compared to current year estimates. This is still
below the pre-COVID-19 level of $5.3 million in fiscal year 2018-19 however, the recession created by
the pandemic will still have an impact on the city’s business community for the next couple of years.
There are currently about 9,930 licensed businesses in Carlsbad, with 2,491 of them home-based.
Income from investments and property includes interest earnings, as well as rental income
from city-owned land and facilities. The city is expected to earn about $2.5 million in interest on its
General Fund investments for fiscal year 2020-21, and another $2.4 million in rental and lease
income. The yield on the city’s portfolio is expected to decrease to around 1.7% and cash balances
are also expected to decrease as delayed and reduced sales tax payments, lower transient occupancy
tax income, and a reduction in other revenue sources due to the COVID-19 crisis lower the average
projected cash balance in the General Fund for the year.
0
1
2
3
4
5
6
7
2012 2015 2018 2021e
$ Millions Franchise Taxes
Other
SDG&E
B-8 CITY OF CARLSBAD
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These revenues are difficult to predict, as many of the
planning and engineering activities occur months or years before any actual development.
During fiscal year 2009-10, development-
related revenues began to turn around
from historic lows experienced in fiscal
year 2008-09. Since then, development-
related revenues have fluctuated in line
with increases and decreases in
residential, commercial and industrial
development. In fiscal year 2020-21, the
city expects a 15.5% decrease in
development related revenues, to
approximately $2.6 million, following
higher than anticipated development
activity occurring in fiscal year 2019-20.
The projected decrease in development-
related revenues is tied to the volume and type of development projected to be permitted, multi-
family versus single-family, and the drop in the revenues derived from the early stages of
development (plan checks, engineering plan checks, and building fees).
Ambulance fee revenues are estimated to grow by 7.2% or $191,000 when compared to current
year estimates due to a small increase in ambulance rates combined with a heightened focus on
collection efforts. Although California Senate Bill 523 was fully implemented during fiscal year 2019-
20, requiring the city to remit to the state a portion of their ambulance fee revenues as part of a
quality assurance program related to Medi-Cal transports, the city is seeing additional Medi-Cal
reimbursement rates due to the senate bill.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad
expects to receive approximately $1.2 million in transfer taxes for fiscal year 2020-21, which is a 2%
increase from fiscal year 2019-20 estimates. The housing market continues to remain relatively strong
as interest rates are at historic lows and are not predicted to increase in the near future. Housing
prices are continuing to slowly increase in Carlsbad and inventories remain solid.
All other revenues include recreation fees, intergovernmental revenues, other licenses and fees,
fines and forfeitures, transfers in, and other charges and fees. The estimate for fiscal year 2020-21
totals $6.2 million, a $500,000 decrease from the previous year, primarily due to one-time grant and
other revenues received in fiscal year 2019-20, a reduction in forecasted recreation fees due to
COVID-19, and lower miscellaneous licenses and fees due to a slowdown in development activity.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-9
Overall, as reflected in the above bar chart, General Fund revenues are expected to be up 0.3% from
fiscal year 2019-20 estimates, as the city begins to recover from the recession caused by the COVID-
19 pandemic. Although sales tax, franchise revenues, income from property and investments, and
development-related revenues will still see decreases, the city expects to see some rebounding in
TOT, property tax and business license taxes compared to fiscal year 2019-20 estimates. These
increases are forecasted to continue into fiscal year 2021-22 as the economy slowly recovers from
the recession caused by the pandemic. Although the city experienced revenue growth between 9%
and 17% in the late 1990s, it was not sustainable. Much of those increases were due to the opening
of new hotels, restaurants, retail centers, and new home development. As new development slows, it
will be increasingly more difficult to produce double-digit growth in revenues. A recovering economy
is certainly driving General Fund revenues higher, but this growth comes from a lower revenue base
that was created in fiscal year 2019-20 due to the impacts of the COVID-19 crisis. The city’s revenues
are not projected to fully recover to pre-COVID-19 levels until fiscal year 2021-22, and then revenue
growth should stabilize at around 2% to 3% in the following years.
-0.9%6.7%3.3%
11.9%3.1%
-
20
40
60
80
100
120
140
160
180
200
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020e FY 2021e
Fiscal Year
General Fund Revenues$ Millions
-6.5 0.3%4.7%
9.2%
3.9%
B-10 CITY OF CARLSBAD
Other Funds
Revenues from Special Revenue funds are expected to total $13.7 million in fiscal year 2020-21, a
decrease of $1.9 million or 12.3% from fiscal year 2019-20 estimates. Funds collected in this category
are restricted to specified purposes. The types of programs supported within Special Revenue funds
are those funded by specific revenue streams such as:
• Federal Grants (Rental Assistance and Community Development Block Grants)
• Special fees and assessments (Affordable Housing and Maintenance Assessment Districts)
• Donations (Library, Cultural Arts, Recreation and Senior Donations)
The most noteworthy changes in the Special Revenue funds occurred in the Affordable Housing Fee
Fund, a decrease of $585,000 and the Agriculture Mitigation Fee Fund, which shows a decrease of
$240,000. Affordable housing fees and Agriculture Mitigation fees are related to development and
can fluctuate significantly from year-to-year. Revenues from grants and donations also are expected
to reduce slightly. These donations are generally one-time revenues and tend to fluctuate from year-
to year.
The Successor Agency Housing Trust Fund revenues are budgeted at $4 million, a 22.6%
decrease over fiscal year 2019-20 estimates. Although the Carlsbad Redevelopment Agency has been
dissolved, the California Department of Finance has approved the repayment of the approximately
$8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the
General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation
Refunding Bonds. Payments are distributed annually from available property tax revenues allocated
by the state to the successor agency.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-11
Enterprise fund revenues for fiscal year 2020-21 are projected at $79.1 million, an increase of 0.6%
or $433,000 over the current year estimates. The revenue breakdown by activity is shown in the
graph below.
Enterprise funds are similar to a business, in that rates are charged to support the operations that
supply the service. Carlsbad Enterprise funds include water and recycled water delivery, wastewater
services, solid waste management, and operation of a municipal golf course. In addition to paying for
the wholesale and fixed water costs, the fiscal year 2020-21 Operating Budget includes funding for
replacement of Carlsbad’s water infrastructure, a critical valve replacement project, and maintaining
sufficient operating reserves.
The Water Enterprise Fund revenue for fiscal year 2020-21 is estimated to remain flat at $45.6
million when compared to current year revenue estimates. Recycled Water revenues at $8.2
million are expected to decrease slightly by 2% or $200,000. These decreased estimates are a
combination of customer demand hardening and weather expectations.
Estimated revenues for Wastewater are $14.3 million, a 2.6% decrease over the current year
estimate. This decreased estimate is largely driven by demand hardening and weather expectations
for wastewater’s volumetric customers.
Estimated revenues from operations of the Golf Course are expected to increase by 11.5% next
year to $6.9 million when compared to current year estimates of $6.2 million. However, when
compared to fiscal year 2018-19 actuals of $8.2 million, estimated revenues for next fiscal year are
down by 15% or $1.3 million. This loss of revenue is due to the COVID-19 pandemic and resulting
stay-at-home orders that occurred March through May of 2020.
B-12 CITY OF CARLSBAD
Solid Waste Management revenues increase by 6.7%
to $4.1 million when compared to current year estimates,
a difference of $257,000.
Internal Service funds show estimated revenues of
$25.8 million for fiscal year 2020-21, a 2.7% or $672,000
increase over fiscal year 2019-20 projections.
Internal Service funds account for services provided within
the city itself, from one department to another, on a cost
reimbursement basis. These include programs such as the
self-insurance funds for Workers’ Compensation and
General Liability (Risk Management), as well as Vehicle
Maintenance and Replacement, and Information Technology. Departments pay for these services;
therefore, the rates charged are based on the cost to provide the service. The goal of an Internal
Service fund is to match budgeted expenses with charges to the departments.
A recent actuarial review of the Workers’ Compensation fund determined that the city should
continue to set aside cash reserves in anticipation of future workers’ compensation claims. In order
to achieve this, charges to city departments need to increase by 10% each year over the next several
years. Charges for the upcoming fiscal year were planned to be $3.8 million, an increase of 10% over
the current fiscal year, however, the city is closing out the Self-Insured Benefit fund which has a
current cash balance of $1.9 million. This balance will be transferred to the Workers’ Compensation
Fund.
The Self-Insured Benefit fund was used for many years to collect department expenses to pay dental
claim fees for all employees since the city was self-insured for dental benefits. In 2018, the city
moved from being self-insured to paying a set monthly insurance premium, the cost of which is
shared between the city and the employees. These insurance payments are now made through the
city’s payroll trust funds consistent with other employee benefits. To close out the fund, the
remaining cash balance is being transferred to the Workers’ Compensation fund to be used as a one-
time offset to departmental workers’ compensation chargebacks for fiscal year 2020-21.
There are increases in Vehicle Maintenance and Replacement charges of 18% and 19%,
respectively. Vehicle maintenance and replacement costs rise when the number of vehicles and the
price of new vehicles or the cost to maintain those vehicles increases; for example, many older
generation sedans at the end of their useful life are now being replaced with hybrid and plug-in
hybrids at a higher per unit cost. There have also been significant cost increases over the last several
years in specialized vehicles, such as fire trucks and ambulances.
Information Technology (IT) charges to departments have decreased by 5% or $733,000 when
compared to fiscal year 2019-20 estimates. Estimated expenses are coming in lower than expected
for fiscal year 2019-20 which reduces the amount needed to collect from departments in the
following fiscal year. The division continues to modernize and strengthen IT infrastructure with an
aim to leverage technology to increase proficiencies citywide.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-13
OPERATING BUDGET EXPENDITURE SUMMARY
The city’s Operating Budget for fiscal year 2020-21 totals $292.5 million, which represents an increase
of about $500,000, or 0.2%, as compared to the adopted fiscal year 2019-20 budget. A summary of
the changes in each of the city’s programs will be discussed below. Further information about each
program can be found in the individual program summary pages.
The General Fund contains most of the discretionary revenues that support basic core city services.
However, this should not diminish the importance of the other operating funds, as they also
contribute to the array of services available within Carlsbad. The remainder of this section will
provide more information about the budgeted expenditures by fund and program.
General Fund
The total Operating Budget for the General Fund for fiscal year 2020-21 is $163.6 million, which is
$3.5 million, or 2.1% less than the previous year’s Adopted Budget of $167.1 million. These changes
are discussed in more detail on the following pages.
Budget Budget $%
2019-20 2020-21 Change Change
General Fund 167.1$ 163.6$ (3.5)$ -2.1%
Special Revenue 14.7 14.6 (0.1) -0.7%
Enterprise 82.6 83.5 0.9 1.2%
Internal Service 26.1 28.9 2.8 10.8%
Successor Agency Housing Trust 1.5 1.9 0.4 25.0%
Total 292.0$ 292.5$ 0.5$ 0.2%
By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
Budget Budget $%
2019-20 2020-21 Change Change
Personnel 101.3$ 105.0$ 3.7$ 3.6%
Maintenance & Operations 53.7 51.2 (2.5) -4.8%
Capital Outlay 0.6 0.4 (0.2) -30.4%
Transfers 11.5 7.0 (4.5) -38.9%
Total 167.1$ 163.6$ (3.5)$ -2.1%
(In Millions)
GENERAL FUND SUMMARY
By Expenditure Type
B-14 CITY OF CARLSBAD
Personnel
Personnel costs make up approximately 64% of the General Fund budget. The total personnel budget
for fiscal year 2020-21 is $105 million, which is $3.7 million, or 3.6% greater than the previous year’s
total personnel budget of $101.3 million.
The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries
include full and part-time staff costs and are expected to increase in fiscal year 2020-21 by $4.9
million, or 7.1%. The increase is due contracted and anticipated wage increases for current
employees scheduled in fiscal year 2020-21. Due to the current environment as a result of the COVID-
19 pandemic, no new full or part-time positions are proposed for the next fiscal year. This increase is
partially offset by a reduction of 13.28 FTE part-time seasonal positions, mainly from the Parks &
Recreation department due to reductions made in response to the COVID-19 pandemic.
Retirement Benefits Cost
CalPERS administers the city’s defined benefit pension
plan, and costs have been increasing in past years as
CalPERS addresses a structural shortfall in plan assets to
cover unfunded liabilities. As part of CalPERS’ strategy to
ensure the plan’s sustainability, CalPERS deliberately
raised participating agencies’ contributions over several
years to improve the plan’s long-term funded status. The
pension system continues to pursue tactics in support of
its strategy to ensure plan sustainability, such as investing
in less risky assets, even though these tactics will increase near-term pension costs. While pension
costs are increasing, there is some downward pressure on costs, as new employees receive lower
pension benefits. CalPERS has taken significant steps to ensuring plan sustainability.
In support of CalPERS strategies for plan sustainability, and as part of the city’s strategic, long-term
approach to financial management, the city actively manages its unfunded pension liability. This
active management helps ensure that resources are available to fulfill the city’s contractual promises
to its employees and minimizes the chance that funding these pension benefits will interfere with the
city’s ability to provide essential public services.
Budget Budget $%
2019-20 2020-21 Change Change
Salaries and Wages 68.8$ 73.7$ 4.9$ 7.1%
Retirement Benefits 19.1 18.9 (0.2) -0.9%
Health Insurance 8.8 9.0 0.2 2.1%
Other Personnel 4.6 3.4 (1.2) -25.9%
Total 101.3$ 105.0$ 3.7$ 3.6%
Personnel Costs
(In Millions)
GENERAL FUND
In support of CalPERS strategies for
plan sustainability, and as part of the
city’s strategic, long-term approach to
financial management, the city
actively manages its unfunded
pension liability.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-15
Health Insurance and Other Personnel Costs
Health insurance costs are increasing by $200,000 or 2.1% over the prior year. This increase is due to
the normal increase in health insurance for current employees. Other personnel costs include
workers’ compensation expenses and other miscellaneous costs, such as Medicare, unemployment
and disability.
Maintenance and Operations
Maintenance and operations costs represent about 31% of the total General Fund budget, and
include the budgets for all program expenses other than personnel, capital outlay and transfers.
Overall, total maintenance and operations costs are projected at $51.2 million, an decrease of about
$2.5 million, or 4.8%, for fiscal year 2020-21 when compared to fiscal year 2019-20.
In response to projected reduced revenues due to the COVID-19 pandemic and the resulting stay-at-
home orders, departments were asked to re-evaluate their budget requests for fiscal year 2020-21
and decrease discretionary spending wherever possible. General funded departments were able to
reduce their maintenance and operations budget requests by 8% overall. Many of these reductions
were in non-mandated employee training and in state conference travel budgets which were reduced
by 49% and out of state travel for training and conferences was reduced by 83%. Other discretionary
spending, such as equipment, office supplies and professional and outside services were reduced
when possible with a focus on those that would have the smallest impact on city services to the
community.
Capital Outlay
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of
$400,000 are budgeted in the General Fund for fiscal year 2020-21. This purchase is for the
replacement of 11 EKG monitors in the fire department. The complete list of proposed major capital
purchases for all funds (over $10,000) is shown on a schedule in the appendices section.
Operating Costs Associated with Capital Investments
As the city completes major capital projects, the costs of maintaining and operating the facilities and
improvements, including additional personnel if necessary, are added to departmental operating
budgets. There were no operating increases included in the upcoming budget related to new capital
projects.
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the
General Fund to other city funds and are expected to be repaid to the General Fund in future years.
No General Fund advances are included in this year’s Operating Budget. It is anticipated that the
Successor Agency Trust Fund will repay $2,460,000 in the upcoming fiscal year towards the
outstanding loan between the city and the former Redevelopment Agency. This advance is expected
to be fully repaid around the year 2023.
B-16 CITY OF CARLSBAD
Note: The spike in fiscal year 2016-17 reflects a one-time payment to pay off the golf course construction
bonds and a transfer to the General Capital Construction Fund for replacement of Fire Station No. 2.
As reflected in the graph above, the city’s General Fund expenditures were reduced with the budget
in fiscal year 2011-12, and expenditure increases were minimal through fiscal year 2012-13. Fiscal
year 2013-14 expenditures reflected a 10.8% increase due to labor costs and one-time expense for
the Poinsettia Fires. The following year, fiscal year 2014-15, expenditures remained relatively flat. The
fiscal year 2015-16 budget reflected an 8.1% increase in expenditures due primarily to increased
personnel costs, and the fiscal year 2016-17 expenditures included $25.3 million in one-time costs
($10.5 million for a transfer to the Capital Improvement Program for Fire Station No. 2 replacement,
and $14.8 million to pay of the golf course construction bonds).
The expenditures for fiscal year 2017-18 reflect a substantial decrease due to the one-time costs
reflected in fiscal year 2016-17 for the defeasance of the golf course bonds of $14.8 million and the
transfer of $10.5 million to the General Capital Construction Fund for the reconstruction of Fire
Station No. 2. These cost reductions were partially offset by an additional one-time payment to
CalPERS to address the city’s unfunded pension liability, the addition of nine staff members,
additional legal and expert costs associated with the county airport expansion and the Safety Training
Center lawsuit, higher personnel costs due to normal salary and benefit increases, higher mutual aid
costs, and the filling of prior year vacancies.
Expenditures in fiscal year 2018-19 reflect an additional one-time $20 million payment to CalPERS to
further bring down the city’s unfunded pension liability. Fiscal year 2019-20 estimates included the
approved addition of 34 new full-time employees. Budgeted expenditures for fiscal year 2020-21.
Budgeted expenditures for fiscal year 2020-21 show a decrease in response to the COVID-19
pandemic and the need to reduce discretionary spending as much as possible during this
unprecedented time.
$112.6 $111.2
$123.3 $125.1 $135.3
$174.2
$151.3
$172.4 $167.1 $163.6
$-
$50
$100
$150
$200
in millionsHistory of General Fund Expenditures
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-17
Program Expenditures
Another way of looking at the General Fund budget is
by program. The chart below compares the total fiscal
year 2020-21 budget to those amounts adopted in the
previous year. A detailed description of each
department, its services, budget summary and
department accomplishments and priorities can be
found in the department program summary pages.
Transfers
Transfers are amounts anticipated to be transferred from the General Fund to another city fund. The
transfers included in the adopted budget are as follows:
• $5.5 million, split between the Infrastructure Replacement Fund ($1 million) and General Capital
Construction Fund ($4.5 million) for major new construction, maintenance and/or replacement
of city infrastructure and facilities. This represents 3% of the General Fund revenues, which is a
decrease from the 6% transfer that was approved for fiscal year 2019-20. This percentage was
reduced in order to minimize the impact to personnel and maintenance and operations
expenditure reductions in the General Fund in response to the economic environment as a result
of the COVID-19 pandemic. This transfer percentage will be evaluated again during the next
budget cycle.
A detailed description of each
department’s budget can be found
in the department program
summaries.
Budget Budget $%
2019-20 2020-21 Change Change
Policy & Leadership Group 7.8$ 6.7$ (1.1)$ -14.7%
Administrative Services - Finance 6.1 6.0 (0.1) -1.8%
Administrative Services - Human Resources 5.0 5.0 - -0.7%
Administrative Services - Innovation & Economic Dev.0.9 1.1 0.2 20.0%
Community Services - Administration - 0.6 0.6 0.0%
Community Services - City Clerk Services 1.3 1.3 - -5.5%
Community Services - Community & Economic Dev.11.2 10.8 (0.4) -3.4%
Community Services - Library & Cultural Arts 13.7 13.3 (0.4) -3.3%
Community Services - Parks & Recreation 18.9 18.0 (0.9) -4.8%
Public Safety - Fire 25.7 27.2 1.5 5.6%
Public Safety - Police 42.0 44.6 2.6 6.1%
Public Works - Administration 2.1 1.8 (0.3) -13.6%
Public Works - Construction Mgmt. & Inspections 3.5 2.9 (0.6) -16.3%
Public Works - Environmental Management 0.8 0.8 - 4.8%
Public Works - Facilities 5.8 5.9 0.1 1.9%
Public Works - Transportation 7.6 7.4 (0.2) -2.6%
Non-Departmental 14.7 10.4 (4.3) -29.4%
Total 167.1$ 163.6$ (3.5)$ -2.1%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
B-18 CITY OF CARLSBAD
• $309,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm
Water expenses.
• $700,000 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.
• $500,000 to the Golf Course Enterprise Fund is budgeted for fiscal year 2020-21 and will be
transferred if additional cash is needed to cover current operating expenses of the golf course
over the next fiscal year. The golf course plans to execute a compliant COVID-19 response phased
operational plan in golf and food and beverage to allow revenues to reestablish.
General Fund Summary
The Operating Budget for fiscal year 2020-21 provides a balanced General Fund budget for the
coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted
expenditures by $1.2 million. This projected surplus will be added to city reserves to be used in
accordance with the city’s adopted reserve policy.
Fiscal Year 2020-21 General Fund Surplus
General Fund fiscal year 2020-21 Revenue Estimates $164.8 million
General Fund fiscal year 2020-21 Adopted Expenditures $163.6 million
Projected Surplus for fiscal year 2020-21 $1.2 million
General Fund Reserves
Projected unassigned balance at June 30, 2020 $88.9 million
Plus: advance repayment from Successor Agency $2.4 million
Plus: projected fiscal year 2020-21 surplus $1.2 million
Equals: projected unassigned balance at June 30, 2021 $92.5 million
Carlsbad has historically benefitted from a strong and diverse economic base, and has maintained
financial policies to protect the city from the fluctuations of the business cycle, increasing costs and
unfunded mandates. The COIVD-19 pandemic has caused a sudden and significant impact to local,
national and global economies. Fortunately, the city was in excellent financial shape prior to the
pandemic and the proposed budget is a piece in the process to financial recovery. Throughout this
unprecedented time, the city will continue to monitor and pivot if necessary to changes in the fiscal
environment, evaluate opportunities to strengthen financial policies, identify opportunities to
improve business practices and provide the greatest service level to the community.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-19
Changes in Other Funds
Special Revenue funds, at $14.6 million, show a
minor decrease in expenditures of less than 1%, or
$104,000, when compared to fiscal year 2019-20.
Spending in most programs is to remain at similar or
slightly lower levels over the prior year.
Expenditure increases of $100,000, or 30%,
are planned in the Library Gifts & Bequest
Funds for books, materials and supplies to
help supplement budget reductions in the
Library & Cultural Arts operating budget in
the General Fund as a result of the COVID-19
pandemic.
Similar increases are planned in the Police Asset
Forfeiture Fund to pay for needed police equipment.
The budget in this fund has increased $316,000 or 236%
when compared to the prior fiscal year. A higher than
normal revenue amount was received during fiscal year
2019-20 which enables the increase in spending for the next fiscal year.
Enterprise funds total $83.5 million, an increase of $907,000, or 1.1%, over the fiscal
year 2019-20 adopted budget. The Potable Water and Recycled Water funds continue to operate and
maintain critical infrastructure systems and provides the safe delivery of drinking water, conservation
outreach and treated irrigation water. The Wastewater fund provides reliable wastewater collection
services.
The Internal Service funds total $28.9 million, with an overall increase of $2.8 million, or 10.8%,
over fiscal year 2019-20. Half of this increase is attributable to the $1.9 million budgeted transfer
from the Self-Insurance Benefit Fund to the Workers’ Compensation fund. More detail on this
transfer can be found in the Health and Other Personnel Costs section earlier in this document. The
other half of the increase is in the Information Technology fund. The city continues to modernize,
upgrade and invest in needed equipment, systems and applications.
The budget for the Successor Agency Housing Trust Fund is slightly higher for fiscal year 2020-21
at $1.9 million when compared to the prior year’s adopted budget of $1.5 million. The Recognized
Obligation Payments Schedule (ROPS) identifies financial commitments of the former Redevelopment
Agency, including the remaining scheduled debt service payments on the Redevelopment Agency
bond issue, the outstanding loan from the city’s General Fund and minor allowable administrative
costs. The last debt service payment on the bond issue is scheduled for September 2023 and the city
loan is expected to be paid off by the end of fiscal year 2022-23. These obligations are to be paid from
semi-annual property tax increment revenue received by the Successor Agency.
B-20 CITY OF CARLSBAD
PERSONNEL ALLOCATION S
Adopted Adopted Adopted Adopted
Budget Budget Budget Budget
Department(*)2017-18 2018-19 2019-20 2020-21
City Attorney 7.00 7.00 8.00 8.00
City Clerk Services 6.00 7.00 7.00 7.00
City Council 1.00 2.00 2.00 2.00
City Manager 8.00 9.00 12.00 7.00
City Treasurer 0.75 0.75 1.00 1.00
Communication & Engagement 5.00 7.00 7.00 7.00
Finance 32.00 32.00 31.00 31.00
Human Resources 11.00 11.00 17.00 17.00
Information Technology 27.00 32.00 35.00 37.00
Innovation & Economic Development 3.00 3.00 2.00 4.00
Community Services - Administration 0.00 0.00 0.00 3.00
Community Development 58.75 59.75 63.75 61.75
Library & Cultural Arts 51.50 50.50 52.50 52.50
Parks & Recreation 57.00 55.00 55.00 55.00
Fire 90.00 92.00 97.75 97.75
Police 170.00 170.00 184.00 184.00
Public Works 165.00 166.75 172.75 172.75
Total Full-Time Personnel 693.00 704.75 747.75 747.75
Hourly Full-Time Equivalent Personnel 179.09 185.87 199.97 186.19
Total 872.09 890.62 947.72 933.94
*Notes:
In FY 2018-19, Police IT was consolidated with city IT, resulting in the transfer of 5 FTE.
FY 2019-20 includes a mid-year increase of 2 FTE in Police as approved by City Council.
FY 2019-20 reorganizations include Finance, Human Resources, Community Development and Police.
This table excludes paid interns, due to transitional nature of intern employment.
In FY 2020-21 5 FTEs were moved from City Manager to Comm. Serv. Admin. (3 FTE), and Innovation &
Economic Development (2 FTE).
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-21
B-22 CITY OF CARLSBAD
SCHEDULE OF PROJECTED FUND BALANCES
Projected
Beginning Advances Ending
Fund Balance Projected Projected & Fund Fund Balance
Fund July 1, 2019 Revenues Expenditures Transfers June 30, 2020
General Fund $82,479,945 * $164,252,000 $159,801,000 1,976,000 88,906,945
Special Revenue Funds
Affordable Housing 21,538,307 1,716,000 675,000 22,579,307
Agricultural Mitigation Fee 759,504 243,552 0 1,003,056
Buena Vista Channel Maintenance District 1,394,469 115,000 137,500 1,371,969
Citizen's Option for Public Safety 255,535 240,700 245,000 251,235
Community Activity Grants 1,085,116 21,000 0 1,106,116
Community Development Block Grant 5,645 821,700 827,345 0
Cultural Arts Donations 264,664 51,000 59,350 256,314
Flower Fields Grant Program 933,514 9,758 943,272 0
Habitat Mitigation Fee 0 1,500 1,104,114 1,104,114 1,500
Library and Arts Endowments 261,200 5,000 4,000 262,200
Library Gifts and Bequests 1,375,752 324,000 317,600 1,382,152
Lighting and Landscaping District No. 2 3,816,835 685,000 350,000 4,151,835
Local Cable Infrastructure 842,903 323,000 180,000 985,903
Median Maintenance District 243,627 906,500 890,000 260,127
Parking In Lieu Fee 1,062,401 155,880 48,000 1,170,281
Police Asset Forfeiture 181,385 246,500 125,000 302,885
Public Safety Grants 0 350,000 350,000 0
Recreation Donations 297,123 30,800 53,250 274,673
Rental Assistance 285,726 7,550,000 7,670,000 165,726
Senior Donations 334,086 22,000 36,000 320,086
Street Lighting Maintenance District 2,422,850 955,000 770,000 2,607,850
Street Tree Maintenance District 147,499 865,000 630,000 382,499
Total Special Revenue Funds 37,508,141 15,638,890 15,415,431 1,104,114 38,835,714
Enterprise Funds
Water Operations 28,064,543 45,571,000 44,000,000 29,635,543
Recycled Water Operations 8,572,441 8,348,600 9,000,000 7,921,041
Wastewater Operations 8,882,298 14,700,000 13,600,000 9,982,298
Solid Waste Management 14,652,576 3,869,000 4,212,000 14,309,576
Golf Course 1,961,770 6,205,000 7,379,000 787,770
Total Enterprise Funds 62,133,628 78,693,600 78,191,000 0 62,636,228
Internal Service Funds
Workers' Compensation 3,301,487 3,815,000 3,030,000 4,086,487
Risk Management 2,779,467 2,299,000 2,065,000 3,013,467
Self-Insured Benefits 1,900,266 19,897 0 1,920,163
Vehicle Maintenance 1,071,317 2,994,500 2,610,000 1,455,817
Vehicle Replacement 18,067,636 2,751,000 4,410,000 16,408,636
Information Technology 6,217,903 13,232,500 12,125,000 7,325,403
Total Internal Service Funds 33,338,076 25,111,897 24,240,000 0 34,209,973
Successor Agency Housing Trust Fund 1,305,531 5,110,000 1,825,000 (3,050,000) 1,540,531
Total Operating Funds $216,765,321 $288,806,387 $279,472,431 30,114 226,129,391
* For the General Fund only, this represents unassigned fund balance.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-23
SCHEDULE OF PROJECTED FUND BALANCES
Projected
Beginning Advances Ending
Fund Balance Estimated Adopted & Fund Fund Balance
Fund June 30, 2020 Revenues Budget Transfers June 30, 2021
General Fund $88,906,945 * $164,787,962 $163,621,037 2,460,000 92,533,870 *
Special Revenue Funds
Affordable Housing 22,579,307 1,131,000 880,698 22,829,609
Agricultural Mitigation Fee 1,003,056 7,000 0 1,010,056
Buena Vista Channel Maintenance District 1,371,969 114,000 195,245 1,290,724
Citizen's Option for Public Safety 251,235 177,000 253,937 174,298
Community Activity Grants 1,106,116 10,000 30,000 1,086,116
Community Development Block Grant 0 656,200 655,643 557
Cultural Arts Donations 256,314 52,700 122,385 186,629
Flower Fields Grant Program 0 0 0 0
Habitat Mitigation Fee 1,500 15,000 0 16,500
Library and Arts Endowments 262,200 3,000 6,000 259,200
Library Gifts and Bequests 1,382,152 258,700 426,910 1,213,942
Lighting and Landscaping District No. 2 4,151,835 681,300 354,681 4,478,454
Local Cable Infrastructure 985,903 295,000 351,000 929,903
Median Maintenance District 260,127 1,062,000 1,221,612 100,515
Parking In Lieu Fee 1,170,281 12,000 50,000 1,132,281
Police Asset Forfeiture 302,885 47,000 316,000 33,885
Public Safety Grants 0 0 0 0
Recreation Donations 274,673 50,000 98,700 225,973
Rental Assistance 165,726 7,751,000 7,723,066 193,660
Senior Donations 320,086 21,000 104,500 236,586
Street Lighting Maintenance District 2,607,850 910,000 967,581 2,550,269
Street Tree Maintenance District 382,499 470,000 877,810 (25,311)
Total Special Revenue Funds 38,835,714 13,723,900 14,635,768 37,923,846
Enterprise Funds
Water Operations 29,635,543 45,584,600 46,126,865 29,093,278
Recycled Water Operations 7,921,041 8,179,400 10,583,658 5,516,783
Wastewater Operations 9,982,298 14,317,000 15,235,755 9,063,543
Solid Waste Management 14,309,576 4,126,300 5,022,951 13,412,925
Golf Course 787,770 6,919,000 6,571,000 1,135,770
Total Enterprise Funds 62,636,228 79,126,300 83,540,229 58,222,299
Internal Service Funds
Workers' Compensation 4,086,487 4,066,093 3,664,554 4,488,026
Risk Management 3,013,467 2,393,460 2,684,739 2,722,188
Self-Insured Benefits 1,920,163 0 1,920,163 0
Vehicle Maintenance 1,455,817 3,552,550 3,296,304 1,712,063
Vehicle Replacement 16,408,636 3,312,445 3,779,298 15,941,783
Information Technology 7,325,403 12,499,451 13,567,910 6,256,944
Total Internal Service Funds $34,209,973 $25,823,999 $28,912,968 31,121,004
Successor Agency Housing Trust Fund $1,540,531 $3,955,000 $1,933,523 (2,460,000) 1,102,008
Total Operating Funds $226,129,391 $287,417,161 $292,643,525 0 220,903,027
* For the General Fund only, this represents unassigned fund balance.
B-24 CITY OF CARLSBAD
SCHEDULE OF REVENUE ESTIMATES
2019-20 2020-21 Change as % Difference
2018-19 Estimated Estimated of 19-20 2019-20 to
Revenue Source Actuals Revenue Revenue Estimated 2020-21
General Fund
Taxes
Property Tax $68,496,492 $72,425,000 $74,218,000 2.5% $1,793,000
Sales Tax 40,794,779 37,154,000 36,329,000 -2.2% (825,000)
Transient Occupancy Tax 26,320,645 17,948,000 18,463,000 2.9%515,000
Franchise Tax 6,099,805 5,815,000 5,512,000 -5.2% (303,000)
Business License Tax 5,321,780 5,071,000 4,990,000 -1.6%(81,000)
Transfer Tax 1,714,782 1,180,000 1,204,000 2.0%24,000
Total Taxes 148,748,283 139,593,000 140,716,000 0.8%1,123,000
Intergovernmental
Homeowners Exemption 345,211 350,000 350,000 0.0%-
Other Intergovernmental 1,592,991 786,000 574,000 -27.0% (212,000)
Total Intergovernmental 1,938,202 1,136,000 924,000 -18.7% (212,000)
Licenses and Permits
Building Permits 1,696,927 1,250,000 795,000 -36.4% (455,000)
Other Licenses and Permits 971,121 1,245,000 1,019,000 -18.2% (226,000)
Total Licenses And Permits 2,668,048 2,495,000 1,814,000 -27.3% (681,000)
Charges for Services
Planning Fees 730,167 318,000 367,000 15.4%49,000
Building Department Fees 1,161,368 890,000 850,000 -4.5%(40,000)
Engineering Fees 583,903 590,000 565,000 -4.2%(25,000)
Ambulance Fees 2,500,590 2,639,000 2,830,000 7.2%191,000
Recreation Fees 2,897,546 2,137,000 2,195,000 2.7%58,000
Other Charges or Fees 1,262,965 485,000 608,000 25.4%123,000
Total Charges For Services 9,136,539 7,059,000 7,415,000 5.0%356,000
Fines and Forfeitures 539,537 480,000 515,000 7.3%35,000
Income from Investments and Property 9,602,281 7,131,000 7,482,000 4.9%351,000
Interdepartmental Charges 4,581,303 4,898,000 4,955,962 1.2%57,962
Other Revenue Sources 1,774,163 1,460,000 966,000 -33.8% (494,000)
Total General Fund $178,988,356 $164,252,000 $164,787,962 0.3%$535,962
* Interest is calculated on an amortized cost basis.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-25
SCHEDULE OF REVENUE ESTIMATES
2019-20 2020-21 Change as % Difference
2018-19 Estimated Estimated of 19-20 2019-20 to
Revenue Source Actuals Revenue Revenue Estimated 2020-21
Special Revenue Funds
Affordable Housing
Affordable Housing Fees $732,010 $450,000 $46,000 -89.8% ($404,000)
Property Tax 492,876 760,000 615,000 -19.1% (145,000)
Interest Income 1,179,139 426,000 440,000 3.3%14,000
Other Revenue 133,481 80,000 30,000 -62.5%(50,000)
Total Affordable Housing 2,537,506 1,716,000 1,131,000 -34.1% (585,000)
Agricultural Mitigation Fee
Agricultural Mitigation Fees - 227,552 - -100.0% (227,552)
Interest Income 31,798 16,000 7,000 -56.3%(9,000)
Total Agriculutural Mitigation Fee 31,798 243,552 7,000 -97.1% (236,552)
Buena Vista Channel Maintenance
Assessment Fees 91,388 90,000 100,000 11.1%10,000
Interest Income 53,652 25,000 14,000 -44.0%(11,000)
Total Buena Vista Channel Maintenance 145,040 115,000 114,000 -0.9%(1,000)
Citizen's Option for Public Safety
State Funding (AB3229)255,040 235,200 175,000 -25.6%(60,200)
Interest Income 10,105 5,500 2,000 -63.6%(3,500)
Total Citizen'S Option For Public Safety 265,145 240,700 177,000 -26.5%(63,700)
Community Activity Grants
Interest Income 40,769 21,000 10,000 -52.4%(11,000)
Total Community Activity Grants 40,769 21,000 10,000 -52.4%(11,000)
Community Development Block Grant
Federal Grant 625,448 604,000 655,000 8.4%51,000
Interest Income 9,926 1,500 1,200 -20.0%(300)
Other Revenue 190,740 216,200 - -100.0% (216,200)
Total Community Dev. Block Grant 826,114 821,700 656,200 -20.1% (165,500)
Cultural Arts Donations
Donations 41,901 45,000 46,500 3.3%1,500
Interest Income 9,771 6,000 3,200 -46.7%(2,800)
Other Revenue 5,870 - 3,000 0.0%3,000
Total Cultural Arts Donations 57,542 51,000 52,700 3.3%1,700
Flower Fields Grant Program
Interest Income 36,447 9,758 - -100.0%(9,758)
Total Flower Fields Grant Program 36,447 9,758 0 -100.0%(9,758)
Habitat Mitigation Fee
Mitigation Fees 17,202 - 15,000 0.0%15,000
Interest Income 1,874 1,500 - -100.0%(1,500)
Total Habitat Mitigation Fee 19,076 1,500 15,000 900.0%13,500
B-26 CITY OF CARLSBAD
SCHEDULE OF REVENUE ESTIMATES
2019-20 2020-21 Change as % Difference
2018-19 Estimated Estimated of 19-20 2019-20 to
Revenue Source Actuals Revenue Revenue Estimated 2020-21
Special Revenue Funds - Continued
Library And Arts Endowment Fund
Interest Income 9,851 5,000 3,000 -40.0%(2,000)
Total Library And Arts Endowment Fund 9,851 5,000 3,000 -40.0%(2,000)
Library Gifts/Bequests
Gifts and Bequests 1,154,287 299,000 245,200 -18.0%(53,800)
Interest Income 36,320 25,000 13,500 -46.0%(11,500)
Other Revenue - - - 0.0%-
Total Library Gifts/Bequests 1,190,607 324,000 258,700 -20.2%(65,300)
Lighting And Landscaping District No. #2
Assessment Fees 609,793 610,000 638,000 4.6%28,000
Interest Income 131,429 75,000 43,300 -42.3%(31,700)
Other Revenue - - - 0.0%-
Total Lighting And Landscaping Dist. No. #2 741,222 685,000 681,300 -0.5%(3,700)
Local Cable Infrastructure Fund
Cable Fees 424,979 307,000 285,000 -7.2%(22,000)
Interest Income 26,130 16,000 10,000 -37.5%(6,000)
Total Local Cable Infrastructure Fund 451,109 323,000 295,000 -8.7%(28,000)
Median Maintenance
Assessment Fees 354,872 355,000 362,000 2.0%7,000
Other 506,003 551,500 600,000 8.8%48,500
Total Median Maintenance 860,875 906,500 962,000 6.1%55,500
Parking In Lieu
Parking In Lieu Fees 22,480 134,880 - -100.0% (134,880)
Interest Income 41,997 21,000 12,000 -42.9%(9,000)
Total Parking In Lieu 64,477 155,880 12,000 -92.3% (143,880)
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-27
SCHEDULE OF REVENUE ESTIMATES
2019-20 2020-21 Change as % Difference
2018-19 Estimated Estimated of 19-20 2019-20 to
Revenue Source Actuals Revenue Revenue Estimated 2020-21
Special Revenue Funds - Continued
Police Asset Forfeiture
Asset Forfeitures 41,771 240,000 45,000 -81.3% (195,000)
Interest Income 6,647 6,500 2,000 -69.2%(4,500)
Total Police Asset Forfeiture 48,418 246,500 47,000 -80.9% (199,500)
Public Safety Grants
Federal Grant 553,229 350,000 - -100.0% (350,000)
Total Police Grants 553,229 350,000 0 -100.0% (350,000)
Recreation Donations
Donations 59,402 25,000 47,000 88.0%22,000
Interest Income 11,018 5,800 3,000 -48.3%(2,800)
Total Recreation Donations 70,420 30,800 50,000 62.3%19,200
Rental Assistance
Federal Grant 7,494,252 7,400,000 7,680,000 3.8%280,000
Other Revenue 262,334 150,000 71,000 -52.7%(79,000)
Total Rental Assistance 7,756,586 7,550,000 7,751,000 2.7%201,000
Senior Donations
Donations 128,796 6,000 6,000 0.0%-
Interest Income 12,184 7,000 6,000 -14.3%(1,000)
Other Revenue 9,129 9,000 9,000 0.0%-
Total Senior Donations 150,109 22,000 21,000 -4.6%(1,000)
Street Lighting
Assessment Fees 738,247 735,000 742,000 1.0%7,000
Other Revenue 159,401 170,000 145,000 -14.7%(25,000)
Interest Income 91,997 50,000 23,000 -54.0%(27,000)
Total Street Lighting 989,645 955,000 910,000 -4.7%(45,000)
Street Tree Maintenance
Assessment Fees 467,495 465,000 470,000 1.1%5,000
Other Revenue 276,209 400,000 100,000 -75.0% (300,000)
Total Street Tree Maintenance 743,704 865,000 570,000 -34.1% (295,000)
Total Special Revenue Funds $17,589,689 $15,638,890 $13,723,900 -12.3% ($1,914,990)
B-28 CITY OF CARLSBAD
SCHEDULE OF REVENUE ESTIMATES
2019-20 2020-21 Change as % Difference
2018-19 Estimated Estimated of 19-20 2019-20 to
Revenue Source Actuals Revenue Revenue Estimated 2020-21
Enterprise Funds
Water Operations
Water Sales $26,824,255 $28,165,000 $28,127,000 -0.1% ($38,000)
Ready-to-Serve charge 12,098,600 12,053,000 11,986,000 -0.6%(67,000)
Water Rebates 259,491 - - 0.0%-
Property Tax 3,981,688 3,590,000 3,805,000 6.0%215,000
New Account Charges 133,525 132,000 134,000 1.5%2,000
Back-Flow Program Fees 163,073 166,000 162,000 -2.4%(4,000)
Penalty Fees 303,953 303,000 303,000 0.0%-
Interest Income 1,165,139 633,500 550,000 -13.2%(83,500)
Engineering Overhead 37,143 38,000 64,000 68.4%26,000
Service Connection Fees 68,403 66,000 85,000 28.8%19,000
Other Revenue 305,497 424,500 368,600 -13.2%(55,900)
Total Water Operations 45,340,767 45,571,000 45,584,600 0.0%13,600
Recycled Water Operations
Water Sales 5,653,189 6,945,000 6,561,000 -5.5% (384,000)
Ready-to-Serve charge 1,157,960 1,183,600 1,150,000 -2.8%(33,600)
Recycled Water Credits 690,490 - - 0.0%-
Interest Income 145,917 118,000 80,000 -32.2%(38,000)
Other Revenue 555,265 102,000 388,400 280.8%286,400
Total Recycled Water Operations 8,202,821 8,348,600 8,179,400 -2.0% (169,200)
Wastewater Operations
Service Charges 13,977,282 14,292,000 14,012,000 -2.0% (280,000)
Misc. Sewer 27,048 22,000 27,000 22.7%5,000
Engineering Overhead 29,703 31,000 50,000 61.3%19,000
Penalty Fees 94,452 92,000 92,000 0.0%-
Interest Income 475,977 207,000 75,000 -63.8% (132,000)
Other Revenue 63,394 56,000 61,000 8.9%5,000
Total Wastewater Operations 14,667,856 14,700,000 14,317,000 -2.6% (383,000)
Solid Waste Management
Recycling Fees (AB939)378,933 330,000 340,000 3.0%10,000
Penalty Fees 58,457 60,000 60,000 0.0%-
Trash Surcharge 3,000,274 3,075,000 3,000,000 -2.4%(75,000)
Interest Income 550,004 272,000 273,300 0.5%1,300
Other Revenue 353,604 132,000 453,000 243.2%321,000
Total Solid Waste Management 4,341,272 3,869,000 4,126,300 6.7%257,300
Golf Course Operations
Charges for Services 7,978,896 6,105,000 6,332,000 3.7%227,000
Interest Income 46,358 29,000 5,000 -82.8%(24,000)
Other Revenue 182,560 71,000 582,000 719.7%511,000
Total Golf Course Operations 8,207,814 6,205,000 6,919,000 11.5%714,000
Total Enterprise Funds $80,760,530 $78,693,600 $79,126,300 0.6%$432,700
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-29
SCHEDULE OF REVENUE ESTIMATES
2019-20 2020-21 Change as % Difference
2018-19 Estimated Estimated of 19-20 2019-20 to
Revenue Source Actuals Revenue Revenue Estimated 2020-21
Internal Service Funds
Workers' Compensation
Interdepartmental Charges $3,004,370 $3,455,000 $1,880,930 -45.6% ($1,574,070)
Interest Income 451,433 250,000 250,000 0.0%-
Other Revenue 1,773,924 110,000 1,935,163 1659.2% 1,825,163
Total Workers' Compensation 5,229,727 3,815,000 4,066,093 6.6%251,093
Risk Management
Interdepartmental Charges 2,091,149 2,195,000 2,309,460 5.2%114,460
Interest Income 153,651 86,000 70,000 -18.6%(16,000)
Other Revenue 50,967 18,000 14,000 -22.2%(4,000)
Total Risk Management 2,295,767 2,299,000 2,393,460 4.1%94,460
Self-Insured Benefits
Interdepartmental Charges 298,133 - - 0.0%-
Other Revenue 75,048 19,897 - -100.0%(19,897)
Total Self-Insured Benefits 373,181 19,897 0 -100.0%(19,897)
Vehicle Maintenance
Interdepartmental Charges 2,770,789 2,950,000 3,500,050 18.7%550,050
Interest Income 29,134 9,500 7,500 -21.1%(2,000)
Other Revenue 64,552 35,000 45,000 28.6%10,000
Total Vehicle Maintenance 2,864,475 2,994,500 3,552,550 18.6%558,050
Vehicle Replacement
Interdepartmental Charges 2,272,471 2,366,000 2,872,445 21.4%506,445
Interest Income 679,775 355,000 350,000 -1.4%(5,000)
Other Revenue 25,662 30,000 90,000 200.0%60,000
Total Vehicle Replacement 2,977,908 2,751,000 3,312,445 20.4%561,445
Information Technology
Interdepartmental Charges 11,352,800 13,048,100 12,379,451 -5.1% (668,649)
Interest Income 271,211 137,000 120,000 -12.4%(17,000)
Other Revenue 32,643 47,400 - -100.0%(47,400)
Total Information Technology 11,656,654 13,232,500 12,499,451 -5.5% (733,049)
Total Internal Service Funds $25,397,712 $25,111,897 $25,823,999 2.8%$712,102
Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 3,637,680 5,095,000 3,940,000 -22.7% (1,155,000)
Interest Income 87,709 15,000 15,000 0.0%-
Total Successor Agency Housing Fund 3,725,389 5,110,000 3,955,000 -22.6% (1,155,000)
Total Trust Funds $3,725,389 $5,110,000 $3,955,000 -22.6% ($1,155,000)
Total Operating Funds $306,461,676 $288,806,387 $287,417,161 -0.5% ($1,389,226)
B-30 CITY OF CARLSBAD
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2019-20 19-20 Budget
2017-18 2018-19 Estimated 2019-20 2020-21 to
Department Actuals Actuals Expenditures Budget Budget 20-21 Budget
General Fund
Policy And Leadership Group
City Council $414,273 $453,386 $456,000 $608,117 $586,317 -3.6%
City Attorney 1,645,117 1,751,649 1,885,000 1,930,232 1,987,318 3.0%
City Manager 2,345,020 2,329,708 2,476,500 3,350,555 2,153,294 -35.7%
City Treasurer 236,335 212,225 205,000 249,496 244,090 -2.2%
Community Outreach And Engagement 1,511,292 1,602,350 1,603,500 1,675,553 1,692,761 1.0%
Total Policy And Leadership Group 6,152,037 6,349,318 6,626,000 7,813,953 6,663,780 -14.7%
Administrative Services
Finance 4,075,310 5,195,794 5,745,000 6,099,607 5,989,716 -1.8%
Human Resources 3,174,602 3,561,005 4,130,000 5,043,384 5,010,104 -0.7%
Innovation and Economic Development 697,403 673,700 977,000 943,462 1,131,877 20.0%
Total Administrative Services 7,947,315 9,430,499 10,852,000 12,086,453 12,131,697 0.4%
Community Services
Community Services Administration - - - - 581,849 -
City Clerk Services 886,743 1,013,027 1,100,600 1,336,532 1,263,159 -5.5%
Community Development 9,881,459 10,692,924 10,280,000 11,155,303 10,781,168 -3.4%
Library And Cultural Arts 11,990,021 12,969,709 12,817,000 13,743,851 13,291,868 -3.3%
Parks And Recreation 16,028,770 17,165,407 16,745,500 18,890,152 17,993,237 -4.7%
Total Community Services 38,786,993 41,841,067 40,943,100 45,125,838 43,911,281 -2.7%
Public Safety
Fire 22,736,339 24,017,515 26,600,000 25,724,746 27,173,120 5.6%
Police 35,310,020 39,009,548 43,085,000 42,017,261 44,593,457 6.1%
Total Public Safety 58,046,359 63,027,063 69,685,000 67,742,007 71,766,577 5.9%
Public Works
Public Works Administration 1,569,375 1,626,845 1,696,000 2,067,458 1,786,198 -13.6%
Construction Management & Inspections 2,706,324 2,575,598 3,150,000 3,459,299 2,893,903 -16.3%
Environmental Management 585,802 669,711 882,000 772,217 808,946 4.8%
Facilities 4,848,898 5,058,965 5,385,000 5,754,883 5,862,683 1.9%
Transportation 6,174,496 6,877,759 6,715,000 7,607,635 7,410,972 -2.6%
Total Public Works 15,884,895 16,808,878 17,828,000 19,661,492 18,762,702 -4.6%
Miscellaneous Non-Departmental Expenditures
Community Contributions 13,666 11,213 10,000 0 0 -
Dues & Subscriptions 50,848 51,688 71,500 55,000 75,000 36.4%
Legal Services 717,087 793,095 800,000 750,000 750,000 0.0%
Professional Services 143,077 39,830 40,000 40,000 42,000 5.0%
Other Miscellaneous Expenditures 163,807 738,439 650,000 0 0 -
Personnel Related 140,607 149,563 152,400 175,000 284,000 62.3%
Property Tax & Other Administration 639,319 660,633 670,000 725,000 725,000 0.0%
Total Expenditures 1,868,411 2,444,461 2,393,900 1,745,000 1,876,000 7.5%
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM B-31
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2019-20 19-20 Budget
2017-18 2018-19 Estimated 2019-20 2020-21 to
Department Actuals Actuals Expenditures Budget Budget 20-21 Budget
General Fund - Continued
Transfers
Transfer to Infrastructure Replacement Fund 9,970,000 10,681,000 5,111,500 5,111,500 1,000,000 -80.4%
Transfer to General Capital Construction Fund 0 0 5,111,500 5,111,500 4,500,000 -12.0%
Transfer to Golf Course Operations Fund 0 0 0 0 500,000 -
Transfer To LLD#1 (Medians & Trees)850,000 775,000 950,000 950,000 700,000 -26.3%
Transfer To Storm Water Program 218,511 219,274 300,000 300,000 309,000 3.0%
Other Miscellaneous Transfers 1,858,216 1,500,000 0 0 0 -
Total Transfers 12,896,727 13,175,274 11,473,000 11,473,000 7,009,000 -38.9%
Total Miscellaneous Non-Departmental 14,765,138 15,619,735 13,866,900 13,218,000 8,885,000 -32.8%
Subtotal General Fund 141,582,737 153,076,560 159,801,000 165,647,743 162,121,037 -2.1%
Contingencies - - - 1,500,000 1,500,000 0.0%
Total General Fund 141,582,737 153,076,560 159,801,000 167,147,743 163,621,037 -2.1%
Special Revenue Funds
Affordable Housing $393,438 $704,106 $675,000 $1,128,778 $880,698 -22.0%
Agricultural Mitigation Fee 275,834 149,893 0 0 0 -
Buena Vista Channel Maintenance 102,839 135,419 137,500 194,882 195,245 0.2%
Citizen's Option For Public Safety 322,045 236,881 245,000 268,428 253,937 -5.4%
Community Activity Grants 0 0 0 10,000 30,000 200.0%
Community Development Block Grant 132,519 509,402 827,345 632,895 655,643 3.6%
Cultural Arts Donations 49,182 29,920 59,350 70,200 122,385 74.3%
Flower Fields Grant Program 0 50,000 943,272 50,000 0 -100.0%
Habitat Mitigation Fee 4,356 3,637 1,104,114 0 0 -
Library And Arts Endowment Fund 5,955 1,493 4,000 4,000 6,000 50.0%
Library Gifts/Bequests 132,290 301,371 317,600 327,277 426,910 30.4%
Lighting And Landscaping District No. 2 253,297 253,519 350,000 354,378 354,681 0.1%
Local Cable Infrastructure Fund 166,285 270,649 180,000 373,000 351,000 -5.9%
Median Maintenance 981,749 960,502 890,000 1,206,305 1,221,612 1.3%
Parking In Lieu 43,262 46,102 48,000 50,000 50,000 0.0%
Police Asset Forfeiture 92,205 25,600 125,000 94,000 316,000 236.2%
Police Grants 113,278 566,987 350,000 0 0 -
Recreation Donations 89,871 47,518 53,250 112,000 98,700 -11.9%
Rental Assistance 7,216,263 7,479,464 7,670,000 7,755,564 7,723,066 -0.4%
Senior Donations 52,004 105,492 36,000 205,500 104,500 -49.1%
Street Lighting 566,517 754,086 770,000 1,038,120 967,581 -6.8%
Street Tree Maintenance 665,323 658,389 630,000 864,537 877,810 1.5%
Total Special Revenue Funds 11,658,512 13,290,430 15,415,431 14,739,864 14,635,768 -0.7%
B-32 CITY OF CARLSBAD
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2019-20 19-20 Budget
2017-18 2018-19 Estimated 2019-20 2020-21 to
Department Actuals Actuals Expenditures Budget Budget 20-21 Budget
Enterprise Funds
Water Operations $44,087,903 $42,715,366 $44,000,000 $45,213,561 $46,126,865 2.0%
Recycled Water Operations 8,732,260 9,342,838 9,000,000 10,127,818 10,583,658 4.5%
Wastewater Operations 13,224,657 18,534,329 13,600,000 14,163,213 15,235,755 7.6%
Solid Waste Management 3,318,047 3,955,189 4,212,000 4,820,871 5,022,951 4.2%
Golf Course Operations 7,322,249 7,794,389 7,379,000 8,227,596 6,571,000 -20.1%
Total Enterprise Funds 76,685,116 82,342,111 78,191,000 82,553,059 83,540,229 1.2%
Internal Service Funds
Workers' Compensation $4,291,779 $5,411,518 $3,030,000 $3,651,419 $3,664,554 0.4%
Risk Management 2,041,118 2,181,589 2,065,000 2,519,958 2,684,739 6.5%
Self-Insured Benefits 746,570 382,552 - 86,000 1,920,163 2132.7%
Vehicle Maintenance 2,605,205 2,844,293 2,610,000 3,171,081 3,296,304 3.9%
Vehicle Replacement 3,201,201 2,067,034 4,410,000 4,107,783 3,779,298 -8.0%
Information Technology 8,769,808 12,433,677 12,125,000 12,549,759 13,567,910 8.1%
Total Internal Service Funds 21,655,681 25,320,663 24,240,000 26,086,000 28,912,968 10.8%
Trust Funds
Successor Agency Housing Fund 1,816,779 1,769,568 1,825,000 1,546,792 1,933,523 25.0%
Total Trust Funds 1,816,779 1,769,568 1,825,000 1,546,792 1,933,523 25.0%
Total Operating Funds 253,398,825 275,799,332 279,472,431 292,073,458 292,643,525 0.2%
General Fund 163,621,037
Non GF 129,022,488
$292,643,525
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-1
PUBLIC SAFETY
The City of Carlsbad’s public safety services create
and maintain a safe community for all who live,
work and play in our city. This important work is
carried out by the dedicated men and women of
the Police and Fire departments. Highly
specialized divisions cover all aspects of modern
law enforcement, fire prevention, response and
recovery, emergency medical services, and
emergency preparedness and operations.
We are proud to serve the Carlsbad community,
working in partnership to deliver on the city
mission at the highest possible level, every day.
Michael Calderwood
Fire Chief
760-931-2141
michael.calderwood@carlsbadca.gov
Neil Gallucci
Chief of Police
760 931-2100
police@carlsbadca.gov
C-2 CITY OF CARLSBAD
afet
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-3
PUBLIC SAFETY |
FIRE DEPARTMENT
Account: 0012210-0012260 Fund: General
ABOUT
The Fire Department is an all-hazard first responder agency safeguarding lives, property, and the
environment through 24-hour fire, rescue, marine safety, and emergency medical services. The
department is separated into three bureaus: Emergency Operations, Emergency Preparedness, and
Fire Prevention. Each bureau is committed to serving the Carlsbad community through prevention,
preparation, response, and recovery.
SERVICES
• Respond to structure and wildland fires
• Deliver emergency medical services
• Perform high-risk technical search and rescues
• Deploy to natural or man-made disasters
• Coordinate response support operations for natural or man-made disasters
• Provide Special Weapons and Tactics (SWAT) medics to Carlsbad Police and other law
enforcement agencies
• Maintain coastal year-round lifeguard services from Oak Avenue to northern city limit
• Coordinate Carlsbad Community Emergency Response Team volunteer program
• Lead Carlsbad Emergency Management Administrative Team
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $12,385,583 $12,588,773 $13,471,287 $14,192,450
Retirement Benefits 3,833,797 3,774,944 4,454,145 4,171,640
Health Insurance 1,261,201 1,294,516 1,541,811 1,699,188
Other Personnel Expenses 838,595 889,583 1,098,837 799,339
Personnel Services Subtotal 18,319,176 18,547,816 20,566,080 20,862,617
Operating Expenses
Professional & Contract Services 1,221,736 1,484,350 1,665,755 1,659,080
Supplies & Materials 656,014 1,011,163 782,831 791,531
Repair & Maintenance 86,456 73,609 85,800 79,600
Interdepartmental Charges 2,125,121 2,363,903 2,176,692 3,169,984
Other Operating Expenses 253,944 294,330 312,308 225,308
Capital Outlay 73,892 242,344 135,280 385,000
Operating Expenses Subtotal 4,417,163 5,469,699 5,158,666 6,310,503
TOTAL EXPENDITURES $22,736,339 $24,017,515 $25,724,746 $27,173,120
Full Time Positions 90.00 92.00 97.75 97.75
Hourly/FTE Positions 2.00 5.50 5.50 5.50
C-4 CITY OF CARLSBAD
• Manage Emergency Operations Center facility, staffing, equipment and supplies to ensure
incident response readiness
• Disseminate public emergency notifications
• Conduct large-scale emergency evacuations
• Administer citywide preparedness training and exercises and update preparedness plans
• Oversee Hazard Reduction Program with identification and abatement of brush fire hazards
• Review code compliance on construction plan submittals
• Perform construction inspections for new buildings and remodeling projects.
• Conduct code compliance inspections for schools, care facilities, hotels, motels, apartment
complexes, and hazardous materials handling facilities
• Investigate suspicious or large loss fires for cause and origin
• Organize Fire Explorer Program for high school and college age students
• Promote public safety outreach and education programs across all bureaus
• Engage community using Carlsbad Fire Department Instagram page
RECENT ACCOMPLISHMENTS
• Established year-round lifeguard service along coastline from Oak Avenue to northern city
limit
• Ratified Carlsbad Firefighters’ Association MOU including lifeguard wages and conditions
• Updated Exposure and Infection Control Plan
• Launched new web-based records management system to document incidents in the field
• Enrolled in ground emergency medical transportation reimbursement program
• Drafted North Zone Urban Search and Rescue Governance Agreement and Operating Plan
• Hosted wireless emergency alerts for public safety personnel and first responders
• Represented City of Carlsbad at national-level natural disaster conferences
• Updated Continuity of Operations Plan
• Conducted extended EOC operations in support of COVID-19 mitigation and response
• Facilitated policy group coordination of COVID-19 mitigation and response
• Achieved full compliance with new state mandated fire inspection program
• Completed local amendment adoption process of the 2019 California Fire Code
• Conducted Standard of Cover update and ambulance operations assessment
• Developed and implemented new employee safety and wellness pilot programs
• Launched social media program to increase community engagement and communication
12183
12520
12833
13331
2016 2017 2018 2019
Incident Volume by Calendar Year
99%
93%
98%
99%
99%
99%
99%
90%92%94%96%98%100%
Overall Satisfaction
Pain Relieved
Procedures Explained
Courtesy
Competence
Response Time
911 Dispatcher
Emergency Medical Services rated on a five-point scale
2019 Customer Survey Ratings
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-5
GOALS | OBJECTIVES | PRIORITIES
• Present Standard of Cover and ambulance operations assessment recommendations
• Adopt a best practice-based response time policy by type of risk
• Replace all EKG monitors used on standard suppression apparatus
• Complete upgrade of regional portable radios no longer supported with parts and repairs
• Partner with the Police Department for Lagoon Safety Program at Agua Hedionda Lagoon
• Revise Lifeguard Policy and Procedural Manual
• Pursue United Lifesaving Association Lifeguard Program Accreditation
• Establish Regional Urban Search and Rescue Task Force to address both local and
countywide vulnerabilities
• Automate survey for emergency medical services to collect data and conduct analysis
• Develop Emergency Operations Plan Hazard-specific Appendixes and Objectives
• Support COVID-19 recovery operations
• Digitize all historical fire prevention plans and records
• Procure fire prevention software to manage state mandated inspection program
• Develop an internal arson investigation program
• Implement results from the Cost of Service Study
• Facilitate community-driven strategic plan to help prepare for department accreditation
• Revise Administrative Directive and Policy Manual
• Expand wellness programs offering physical, medical, emotional and biometric resources
• Research online permit and payment process for city permits and documents
• Enhance situational awareness with fire station digital dashboards
• Leverage technology platforms to assist with data collection, analysis, and communication
• Build department Intranet page
• Redevelop department performance measures for internal assessment
Service Delivery Benchmark CY 2016 CY 2017 CY 2018 CY 2019
Call to 1st Arrival
Time from receipt of request for assistance until first unit
arrives on scene in 07:30 minutes or less/90% of the time
77.66%
75.6%
75.65%
75.39%
C-6 CITY OF CARLSBAD
PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $18,086,325 $18,794,827 $20,786,831 $23,684,866
Retirement Benefits 6,197,678 6,292,156 7,212,014 7,027,746
Health Insurance 2,044,517 2,064,894 2,542,616 2,652,679
Other Personnel Expenses 1,345,541 1,493,533 1,877,306 1,505,739
Personnel Services Subtotal 27,674,061 28,645,410 32,418,767 34,871,030
Operating Expenses
Professional & Contract Services 1,401,166 2,091,636 1,682,213 2,365,997
Supplies & Materials 548,559 1,449,527 481,492 541,333
Repair & Maintenance 521,999 167,402 218,744 239,059
Interdepartmental Charges 3,820,578 5,595,529 6,714,251 6,687,982
Other Operating Expenses 815,848 597,059 493,163 457,993
Capital Outlay 1,055,337 1,292,453 371,059 0
Operating Expenses Subtotal 8,163,487 11,193,606 9,960,922 10,292,364
TOTAL EXPENDITURES $35,837,548 $39,839,016 $42,379,689 $45,163,394
General Fund $35,310,020 $39,009,548 $42,017,261 $44,593,457
Special Revenue Fund 527,528 829,468 362,428 569,937
TOTAL FUNDING $35,837,548 $39,839,016 $42,379,689 $45,163,394
Full Time Positions 170.00 170.00 184.00 184.00
Hourly/FTE Positions 2.00 2.00 2.00 2.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-7
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATION
Account: 0012110
0012122
Fund: General
ABOUT
The Administration Division includes Command Staff personnel, administrative specialists, and station
volunteers who develop and administer functions and programs that support the city’s and the Police
Department’s statement of values in a manner responsive to the city and its citizen and establish
policies and long-range plans to meet department goals and city needs.
SERVICES
• Develop and manage programs that reduce crime, encourage citizen participation, and
improve community safety
• Assist staff with individual and group development
• Provide support to divisions to assist with meeting goals
• Develop and manage programs that reduce crime, encourage citizen participation and
improve community safety
RECENT ACCOMPLISHMENTS
• “Report card” grade of A- by Campaign Zero, the only city in California to receive an A
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $481,424 $566,748 $724,970 $548,832
Retirement Benefits 149,609 180,698 210,771 202,369
Health Insurance 51,653 52,288 89,207 55,987
Other Personnel Expenses 39,699 45,856 58,691 39,329
Personnel Services Subtotal 722,385 845,590 1,083,639 846,517
Operating Expenses
Professional & Contract Services 745,423 1,066,872 990,741 1,005,741
Supplies & Materials 76,860 66,152 42,800 42,800
Repair & Maintenance 127 143 9,540 9,540
Interdepartmental Charges 45,761 3,293,977 3,980,034 3,803,103
Other Operating Expenses 277,447 288,879 279,050 277,050
Capital Outlay 5,708 566,481 0 0
Operating Expenses Subtotal 1,151,326 5,282,504 5,302,165 5,138,234
TOTAL EXPENDITURES $1,873,711 $6,128,094 $6,385,804 $5,984,751
Full Time Positions 5.00 5.00 6.00 5.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-8 CITY OF CARLSBAD
GOALS | OBJECTIVES | PRIORITIES
• Respond to increasing demands with population growth and new dwellings in the city
• Enhancing information technology to improve service levels and increase efficiency
• Collaboration - with other departments, cities, agencies, and community groups
• Innovation - using technology to provide the most efficient and effective service
• Engagement - using social media to engage the community
• Redesign website to improve data collection
• Work with the city’s GIS team to enhance insight on police strategies
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-9
PUBLIC SAFETY |
POLICE DEPARTMENT: FIELD OPERATIONS
Account: 0012115-2121
0012123-2125
Fund: General
ABOUT
The field operations division includes Patrol, Traffic, Canines, Lagoon Patrol and Police Rangers.
The Police Department compares its average response time to different priority level calls to the
national average. The national average response time for Priority 1 calls is less than six minutes. The
average response time for Priority 1 calls in Carlsbad is 5.5 minutes.
The FBI Index is used to measure crime in Carlsbad. The FBI Index includes homicide, rape, robbery,
aggravated assault, burglary, larceny/theft, and motor vehicle theft. In 2019, Carlsbad’s violent crime
rate was 1.94 per 1,000 population and the property crime rate was 17.82 per 1,000 population. The
county average for violent crime is 3.37 and for property crime is 16.00.
SERVICES
• Respond to calls for emergency and non-emergency services
• Provide emergency services, preventative patrol, traffic enforcement, and special
enforcement in the community
• Take reports including crime, arrest, collisions, incident, citation, and field interview
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $9,880,522 $10,265,590 $11,025,512 $13,117,430
Retirement Benefits 3,711,453 3,669,292 4,293,373 4,092,542
Health Insurance 1,089,236 1,115,760 1,334,434 1,426,334
Other Personnel Expenses 728,458 814,781 1,020,666 815,795
Personnel Services Subtotal 15,409,669 15,865,423 17,673,985 19,452,101
Operating Expenses
Professional & Contract Services 286,150 562,647 355,938 441,562
Supplies & Materials 110,498 463,771 89,699 136,715
Repair & Maintenance 19,145 27,886 8,600 21,500
Interdepartmental Charges 1,596,707 1,727,007 2,077,465 2,181,479
Other Operating Expenses 113,106 131,217 104,100 98,600
Capital Outlay 981,036 175,460 259,562 0
Operating Expenses Subtotal 3,106,642 3,087,988 2,895,364 2,879,856
TOTAL EXPENDITURES $18,516,311 $18,953,411 $20,569,349 $22,331,957
Full Time Positions 96.00 95.00 97.00 99.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-10 CITY OF CARLSBAD
• Enforce laws and ordinances, preserve the peace, and provide for the protection of life and
property through proactive programs of enforcement and prevention
Police Activity CY2015 CY2016 CY2017 CY2018 CY2019
Police Activities/Calls for Service 92,061 84,858 90,760 99,562 112,323
Number of Cases 9,253 8,884 8,643 8,705 8,774
9-1-1 Calls 29,765 27,410 29,144 32,509 33,061
Total Phone Calls 151,406 145,944 149,715 156,488 157,587
RECENT ACCOMPLISHMENTS
• Response time for Priority 1 calls reduced from 5.72 to 5.50
• Recovered 92 vehicles using Automated License Plate Readers (LPR)
• Responded to over 4,500 calls for service related to homeless concerns
• Police Department assisted in distributing 75,000 surgical face masks to the community in
response to COVID-19 County Health Orders
GOALS | OBJECTIVES | PRIORITIES
• Utilize new and existing resources to address complaints and quality of life issues
• Address traffic complaints and partner with outside agencies for the city’s special events to
increase security and awareness
• Continue to work on department’s technology foundation to be more effective and efficient,
acquire more timely and accurate data, and to support a data-driven approach to policing
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Reduction of budget for non-essential training and conferences
• Utilizing grants and federal funds to maintain certain essential services
• Reviewed the use of overtime and decreased hours in several areas that were fully staffed
• Elimination of some outsourced services
• Two additional Community Services Officer II’s were approved by the City Council and added
to the budget mid-year
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-11
PUBLIC SAFETY |
POLICE DEPARTMENT: SUPPORT OPERATIONS
Account: 0012126-2138
0012142-2145
Fund: General
ABOUT
The support operations division includes the Crime Suppression Team (CST), the Homeless Outreach
Team (HOT), SWAT Team, Crisis Negotiation Team, Investigations Division, Family Services,
Communications, and Records.
SERVICES
• Provide public safety communication including answering 9-1-1 and other calls and
dispatching appropriate emergency personnel
• Provide follow-up investigations leading to the identification and apprehension of persons
responsible for the commission of crimes
• Collect and process evidence collected in the field by police employees
• Provide support to divisions to assist with meeting goals
• Assist in the preservation of all life and ensure a safe resolution to critical incidents
• Investigate and follow up on crime and incident reports as they relate to the family
• Assist in the coordination of diversion, prevention, and education activities
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $6,529,749 $7,397,833 $8,430,189 $9,122,559
Retirement Benefits 1,994,990 2,226,183 2,496,828 2,508,891
Health Insurance 783,422 852,256 1,066,912 1,076,865
Other Personnel Expenses 487,128 580,590 734,837 594,225
Personnel Services Subtotal 9,795,289 11,056,862 12,728,766 13,302,540
Operating Expenses
Professional & Contract Services 182,062 341,137 192,634 690,794
Supplies & Materials 96,019 311,428 87,175 117,900
Repair & Maintenance 99,135 97,563 149,879 157,294
Interdepartmental Charges 467,215 553,978 635,592 667,340
Other Operating Expenses 72,763 125,518 65,470 46,300
Capital Outlay 31,192 15,964 111,497 0
Operating Expenses Subtotal 948,386 1,445,588 1,242,247 1,679,628
TOTAL EXPENDITURES $10,743,675 $12,502,450 $13,971,013 $14,982,168
Full Time Positions 58.00 65.00 77.00 73.50
Hourly/FTE Positions 1.00 1.00 1.00 1.00
C-12 CITY OF CARLSBAD
CY2015 CY2016 CY2017 CY2018 CY2019
Violent Crime Clearance Rate 70% 55% 48% 46% 58%
Property Crime Clearance Rate 29% 15% 10% 11% 12%
RECENT ACCOMPLISHMENTS
• Lead investigating agency in a national child sexual assault series
• Solved two homicide cases with suspects in custody within hours of the crime
• Violent crime case closures increase from 46% to 58%
• The Homeless Outreach Team (HOT) and Social Workers served 355 unduplicated homeless
individuals and made over 1,240 contacts.
o Bridged 71 homeless individuals into shelters and 49 into permanent housing
o Connected 70 homeless individuals to medical or mental health care services
o Placed 29 homeless veterans into veteran programs
o Assisted 27 homeless individuals into substance treatment programs
• Between July to December 2019, HOT removed 129 encampments
GOALS | OBJECTIVES | PRIORITIES
• Continue training and professional development for succession planning
• Focus on homeless response through assistance and local resources
• Continue partnership with faith-based organizations and local non-profit organizations
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The Maintenance & Operations budget for the Homeless Response Program has been
transferred from the Housing Trust Fund to the Police department in fiscal year 2020-21
• The Homeless Response Program accepted $250,000 in funds from the State of California to
assist with homeless prevention and intervention services
• $400,000 was budgeted from the Housing Trust Fund to create a flexible housing subsidy
program for individuals and families who are homeless or at-risk of homelessness
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-13
PUBLIC SAFETY |
POLICE DEPARTMENT: PROFESSIONAL SERVICES
Account: 0012140 Fund: General
ABOUT
The Professional Services Division provides support to the Police Department in the form of training,
internal affairs, professional standards, and personnel recruitment and hiring.
SERVICES
• Coordinate all department training
• Recruit new employees
• Organize testing programs and conduct Police Officer Standards and Training (POST) and
mandated pre-employment investigations
• Establish, maintain and enforce department professional standards
• Investigate citizen complaints
• Provide information to the media to inform the public regarding crime activity in the city
• Help improve the quality of life for Carlsbad citizens through crime prevention awareness
and education, and help reduce the fear of crime through the dissemination of information
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $556,445 $445,218 $491,025 $761,390
Retirement Benefits 173,682 179,860 174,627 187,405
Health Insurance 64,995 37,586 39,448 82,746
Other Personnel Expenses 40,357 50,208 52,379 48,154
Personnel Services Subtotal 835,479 712,872 757,479 1,079,695
Operating Expenses
Professional & Contract Services 57,294 120,637 121,900 76,900
Supplies & Materials 87,000 507,345 153,818 73,918
Repair & Maintenance 0 0 5,725 5,725
Interdepartmental Charges 12,690 20,567 17,630 32,300
Other Operating Expenses 22,297 28,011 34,543 26,043
Capital Outlay 0 3,683 0 0
Operating Expenses Subtotal 179,281 680,243 333,616 214,886
TOTAL EXPENDITURES $1,014,760 $1,393,115 $1,091,095 $1,294,581
Full Time Positions 5.00 4.00 3.00 5.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
C-14 CITY OF CARLSBAD
RECENT ACCOMPLISHMENTS
• Combined the new training management program, Managing Employee Training Records
(METR) with a Field Training Software
• Proactive response to COVID-19 to enhance health and safety of employees and
community:
o Required all employees to conduct self-check of COVID-19 symptoms before start of
shift; implemented plan to have employees tested if anyone tested positive
o Decontamination station outside of station
o Twice a week deep-cleaning service of all common areas and patrol vehicles
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-15
POLICE DEPARTMENT |
INFORMATION TECHNOLOGY
Account: 0012147 Fund: General
ABOUT
Provide information technology support to the Police Department. This activity and budget was
transferred and incorporated into the city’s Information Technology Department beginning in fiscal
year 2018-19.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $400,617 $0 $0 $0
Retirement Benefits 133,189 0 0 0
Health Insurance 44,612 0 0 0
Other Personnel Expenses 41,056 0 0 0
Personnel Services Subtotal 619,474 0 0 0
Operating Expenses
Professional & Contract Services 130,237 0 0 0
Supplies & Materials 31,537 13 0 0
Repair & Maintenance 323,237 16,210 0 0
Interdepartmental Charges 1,695,665 0 0 0
Other Operating Expenses 330,235 12,434 0 0
Capital Outlay 31,178 3,821 0 0
Operating Expenses Subtotal 2,542,089 32,478 0 0
TOTAL EXPENDITURES $3,161,563 $32,478 $0 $0
Full Time Positions 5.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
C-16 CITY OF CARLSBAD
PUBLIC SAFETY |
POLICE DEPARTMENT: POLICE GRANTS AND ASSET FORFEITURE
Account: 121-122
123
124
Fund: Special Revenue-Asset Forfeiture
Special Revenue-COPS Fund
Special Revenue-Public Safety Grants
ABOUT
Police grants include federal and state asset forfeiture, the Citizens Option for Public Safety (COPS),
the Justice Assistance Grant (JAG), and the Urban Areas Security Initiatives (UASI) Program.
SERVICES
• Grants are used to purchase equipment, supplement staffing costs, and assist with training
RECENT ACCOMPLISHMENTS
• The COPS grant is used to fund 1.0 sworn officer position
• Purchases include brush gear, bicycle safety gear, and cameras
GOALS | OBJECTIVES | PRIORITIES
• Continue to seek grant funding for necessary equipment
• Monitor for additional grants related to COVID-19
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $237,568 $119,438 $115,135 $134,655
Retirement Benefits 34,755 36,123 36,415 36,539
Health Insurance 10,599 7,004 12,615 10,747
Other Personnel Expenses 8,843 2,098 10,733 8,236
Personnel Services Subtotal 291,765 164,663 174,898 190,177
Operating Expenses
Professional & Contract Services 0 343 21,000 151,000
Supplies & Materials 146,645 100,818 108,000 170,000
Repair & Maintenance 80,355 25,600 45,000 45,000
Interdepartmental Charges 2,540 0 3,530 3,760
Other Operating Expenses 0 11,000 10,000 10,000
Capital Outlay 6,223 527,044 0 0
Operating Expenses Subtotal 235,763 664,805 187,530 379,760
TOTAL EXPENDITURES $527,528 $829,468 $362,428 $569,937
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM C-17
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• $47,395 Coronavirus Emergency Supplemental Fund (CESF) used to purchase cleaning
supplies, personal protective equipment for officers, decontamination station, and cleaning
services in response to COVID-19
• Asset forfeiture to be used to fund certain critical programs and services
C-18 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-1
PUBLIC WORKS
Public Works is responsible for planning,
providing and maintaining the
infrastructure that supports a high
quality of life in Carlsbad. From
buildings and vehicles, to roads
and habitat, to safe, reliable
water supplies and more —
Public Works oversees
responsible and sustainable
management practices for a wide
variety of city assets.
This includes administration of the Capital
Improvement Program, a 15-year plan that
encompasses road and traffic improvements;
storm drain systems; major facilities maintenance,
repairs and renovation; water and wastewater
infrastructure; construction of civic buildings and other
infrastructure projects. Public Works plays a key role in
promoting environmental sustainability, enhancing
transportation options and protecting public health and safety.
Paz Gomez
Deputy City Manager, Public Works
760-602-2751
paz.gomez@carlsbadca.gov
D-2 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-3
PUBLIC WORKS |
ADMINISTRATION
Account: 0018310 Fund: General
ABOUT
Public Works Administration provides leadership and strategic vision for the entire Public Works
Branch, which comprises four departments, Transportation, Utilities, Fleet & Facilities and
Construction Management & Inspection and provides administrative support services with a focus on
strategic alignment to the Community Vision and City Council goals.
SERVICES
Functional areas include branch management, department support, budget oversight, Capital
Improvement Program oversight, business systems and technology support, outreach and community
engagement, contract administration and records management.
RECENT ACCOMPLISHMENTS
• Realigned the Public Works Branch into full asset-managing departments including
restructuring the former General Services Department into the Fleet & Facilities
Department, transferring Streets & Storm Drain Maintenance into the Transportation
Department and changing the Construction Management & Inspection Division into a stand-
alone department within the branch
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $794,465 $756,799 $816,856 $900,061
Retirement Benefits 245,894 270,303 199,685 204,459
Health Insurance 134,758 95,929 102,381 107,431
Other Personnel Expenses 41,060 47,042 40,916 27,042
Personnel Services Subtotal 1,216,177 1,170,073 1,159,838 1,238,993
Operating Expenses
Professional & Contract Services 53,303 66,240 494,680 243,078
Supplies & Materials 41,407 48,330 44,829 42,139
Repair & Maintenance 23,990 54,831 60,787 61,087
Interdepartmental Charges 216,046 229,557 233,992 177,901
Other Operating Expenses 18,124 52,531 73,332 23,000
Capital Outlay 328 5,283 0 0
Operating Expenses Subtotal 353,198 456,772 907,620 547,205
TOTAL EXPENDITURES $1,569,375 $1,626,845 $2,067,458 $1,786,198
Full Time Positions 10.90 7.65 7.60 7.85
Hourly/FTE Positions 1.00 1.00 1.00 1.00
D-4 CITY OF CARLSBAD
• Development and implementation of a project submittal app and dashboard for the Capital
Improvement Program integrated with GIS and the IFAS accounting system
• Upgraded three major business systems to improve work order and inspections tracking and
reporting across Public Works, including EnerGov, Hansen and Asset Works
• Upgraded fuel pump hardware at Fleet Operations Facility to modernize tracking of city fleet
data, such as fuel consumption and maintenance needs
• Implementation of DocuSign electronic signatures for Public Works administrative
documents
• Updated and streamlined Public Works contract templates to improve consistency,
enforceability and efficiency
• Award of the city’s first job order contracts to allow more efficient and cost-effective
procurement of recurring repair and construction activities
• Implementation of electronic bidding procedures to eliminate the need for in-person bid
openings
• Managed communications and outreach activities in support of several major capital
improvement projects, including the State Street Drainage Improvement Project, La Costa
pavement overlay, slurry seal program and Palomar Airport Road widening
• Facilitate communications and outreach for transportation initiatives such as the Sustainable
Mobility Plan and the residential traffic calming program
GOALS | OBJECTIVES | PRIORITIES
• Engage in the planning, design and implementation of a CIP project management system
• Transition to new software provider for @Your Service app, a customer-facing application in
which the public and city departments can submit requests for public works services
• Improve effectiveness and access to online analytics for divisions to better manage
workload, assets and costs using Tableau server in partnership with the Office of Innovation
and Economic Development
• Develop and implement a new system to track treatment control best management
practices inspections in compliance with storm water regulations
• Develop and operationalize formal contractor evaluation procedures
• Continue to update the city’s Engineering Manual and other relevant standards
• Continue implementing a strategy to digitize all Public Works records per the city’s records
retention schedule
• Continue to develop and implement communications and outreach plans to support design
and construction of capital improvement projects
• Continue to focus on employee coaching, development and training for staff at all levels
throughout the department
• Develop consultant and contractor evaluation processes
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-5
PUBLIC WORKS |
CONSTRUCTION MANAGEMENT & INSPECTION
Account: 00185XX Fund: General
ABOUT
Construction Management & Inspection ensures safe construction of Capital Improvement Program
and private development projects in compliance with legal, regulatory and contractual requirements.
In January 2020, this department changed from being a division in the Transportation Department to
its own stand-alone department within the Public Works Branch.
SERVICES
This department manages construction of CIP projects and public works contracts for all city asset
managing departments, inspection and oversight of private development grading, storm water and
improvements and inspection and oversight of all activity in the public right of way.
RECENT ACCOMPLISHMENTS
• Transitioned smoothly from being a division in the Transportation Department to becoming
a stand-alone department within the Public Works Branch in January 2020
• Implemented COVID-19 safety measures to allow all inspectors and project managers to
operate remotely or semi-remotely while still providing a full range of essential construction
management and inspection services
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,387,180 $1,455,678 $1,731,931 $1,530,892
Retirement Benefits 401,960 406,788 393,678 382,482
Health Insurance 226,852 198,362 264,409 233,217
Other Personnel Expenses 68,945 73,459 81,856 47,507
Personnel Services Subtotal 2,084,937 2,134,287 2,471,874 2,194,098
Operating Expenses
Professional & Contract Services 220,889 48,518 492,609 323,519
Supplies & Materials 24,156 22,219 46,592 51,732
Repair & Maintenance 6,404 3,447 6,314 6,314
Interdepartmental Charges 301,607 319,284 396,655 303,980
Other Operating Expenses 30,763 45,301 45,255 14,260
Capital Outlay 37,568 2,542 0 0
Operating Expenses Subtotal 621,387 441,311 987,425 699,805
TOTAL EXPENDITURES $2,706,324 $2,575,598 $3,459,299 $2,893,903
Full Time Positions 15.40 15.40 17.70 15.20
Hourly/FTE Positions 1.00 1.00 1.00 1.00
D-6 CITY OF CARLSBAD
• Provided construction management services on several high-profile capital improvement
projects, including the State Street Drainage Improvement, Maerkle Reservoir Cover
Replacement, City Hall Exterior Improvements, La Costa Avenue pavement overlay, Agua
Hedionda Lift Station and recycled water pipelines installations throughout the city
• Coordinated inspection services with City of Vista for the Buena Sewer Improvements
Project
• Provided construction inspection services for private developments such as Poinsettia 61
and ensure safe work in the right of way for 5G infrastructure installations throughout the
city
• Continued refinement of EnerGov permit tracking system modules to improve cross-
departmental coordination and efficiency
• Maintained storm water compliance through training, education, outreach and enforcement
actions resulting in zero construction related notices of violations from the Regional Water
Quality Control Board to date
• Completion of the California Stormwater Quality Association certification requirements for
the Construction General Permit Trainer of Record by a senior construction inspector.
Currently, there are fewer than 130 people in California who have completed this highly
sought-after certification. The trainer of record will train city staff on storm water
certification requirements
GOALS | OBJECTIVES | PRIORITIES
• Continue to provide construction management services for high-profile parks,
transportation, water, sewer and storm drain infrastructure projects
• Complete Buena Vista Channel maintenance and clean-up project
• Widen El Camino Real Bridge at Cannon Road over Agua Hedionda Creek
• Continued focus on treatment control best management practices related efforts, including
a partnership with the city’s IT and GIS staff to develop and implement a comprehensive
inspection tracking and data management system following treatment control best
management practices
• Partner with the City Attorney’s Office, contract administration and engineering staff to
comprehensively update the city’s standard public works contract and engineering standards
to align with latest edition of the Standard Specifications for Public Works Construction
• Complete an update of storm water inspections and compliance procedures
• Develop and implement a certified in-house Qualified Storm Water Pollution Prevention Plan
Developer and Practitioner Program for eligible city staff
• Leverage project management tools and processes to improve efficiency and effectiveness
within the department
• Implement process improvements to support innovation efforts
• Develop a contractor evaluation process to improve accountability
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The Construction Management & Inspection Division was transferred from the
Transportation Department to its own stand-alone department beginning in fiscal year 2020-
21
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-7
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT
Account: 0015110
0015130
Fund: General
ABOUT
The General Fund portion of the Environmental Management Department budget includes the
Climate Action Plan Division, Habitat Management Plan Division and coordination of the municipal
component of the National Pollutant Discharge Elimination System Municipal Storm Water Permit.
These programs support the community vision areas of open space and the natural environment,
sustainability and access to recreation and active, healthy lifestyles.
The Climate Action Plan, or CAP, was approved by the City Council in September 2015 with approval
of the General Plan update. It contains various measures that are intended to reduce greenhouse gas
emissions within Carlsbad in accordance with California emissions reductions targets. Each of these
measures has specific actions that the city needs to complete, such as adopting ordinances, preparing
plans and conducting public outreach and stakeholder involvement.
The final Habitat Management Plan was adopted in November 2004. By providing a regulatory
structure that addresses environmental impacts and guidelines pertaining to long-term habitat
management, the plan will protect the city’s natural resources while allowing compatible economic
growth through establishment of a citywide preserve system. The municipal component of the
stormwater permit requires the city to inventory municipal facilities, implement best management
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $283,702 $244,533 $276,028 $316,820
Retirement Benefits 81,453 72,185 66,632 69,813
Health Insurance 38,791 32,642 37,263 35,491
Other Personnel Expenses 7,069 9,130 9,501 9,580
Personnel Services Subtotal 411,015 358,490 389,424 431,704
Operating Expenses
Professional & Contract Services 146,327 264,365 326,250 306,950
Supplies & Materials 1,386 4,756 6,300 5,617
Repair & Maintenance 12 20 0 50
Interdepartmental Charges 22,264 33,134 41,671 58,222
Other Operating Expenses 4,798 8,946 8,572 6,403
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 174,787 311,221 382,793 377,242
TOTAL EXPENDITURES $585,802 $669,711 $772,217 $808,946
Full Time Positions 2.55 2.55 2.55 2.65
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-8 CITY OF CARLSBAD
practices, conduct inspections of municipal facilities, provide outreach and training to city staff and
report on these activities in an annual report submitted to the San Diego Regional Water Quality
Control Board.
SERVICES
Habitat Management Plan
• Provide leadership and citywide coordination to ensure compliance with Habitat
Management Plan regulations
• Coordinate with the Planning Division on private development projects
• Coordinate with various city departments on CIP projects
• Serve as liaison between city staff and regulatory agencies
• Oversee preserve managers to ensure Habitat Management Plan-compliant biological
management, monitoring and reporting
• Protect threatened and endangered species, such as the coastal California gnatcatcher, least
Bell’s vireo and vernal pool species, by providing targeted monitoring and management
• Evaluate and enhance wildlife movement throughout the habitat plan’s preserve system and
coordinate with partners to enhance regional wildlife movement
• Implement educational outreach and volunteer program to engage the community and
promote an understanding of habitat conservation and land stewardship
• Lead the city’s Ward’s weed eradication, surveillance and habitat restoration program
• Participate regionally in SANDAG’s Environmental Mitigation Program Working Group and
San Diego Management and Monitoring Program
Municipal Storm Water Permit
• Support municipal compliance activities related to the municipal facilities including:
o Inventory
o Contract administration for inspections
o Training
o Stormwater pollution prevention plans
Sustainability Initiatives
• Assist the city in implementing the Sustainability Guiding Principles as resources allow, such
as working with the Chamber of Commerce and Cleantech San Diego
• Coordinate and participate in climate adaptation projects, such as the Batiquitos Lagoon
Resiliency Plan and Safety and Service Center Microgrid Feasibility Study, to support
sustainability of natural and community resources
Climate Action Plan
• Coordinate and oversee implementation of the CAP through an interdepartmental matrix
team
• Collect CAP implementation monitoring data and prepare an annual report
• Coordinate preparation of a community-wide greenhouse gas inventory and forecast on a
biannual basis
• Perform outreach and education related to CAP activities and respond to public inquiries
• Oversee and coordinate implementation of the Home Energy Score Assessment program
and Carlsbad Green Business Network
• Participate in regional groups such as SANDAG Regional Energy Working Group, San Diego
Regional Climate Collaborative, Climate Science Alliance and the North Coast Energy Action
Collaborative
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-9
• Research and monitor upcoming regulations and activities related to energy initiatives
• Monitor regional climate change preparedness activities
• Coordinate and provide training opportunities
RECENT ACCOMPLISHMENTS
• Developed and initiated the city’s Ward’s weed eradication program
• Prepared one of the city’s first climate smart conservation plans and began long-term
management of the Poinsettia Station Vernal Pool Preserve
• Received Habitat Management Plan coverage for six vernal pool species, approved by
wildlife agencies
• Completed five-year post-fire habitat recovery monitoring in the Poinsettia Fire burn area
• Conducted required storm water inspections at municipal facilities
• Completed Storm Water Pollution Prevention Plan updates at several municipal facilities
• Trained municipal staff from various departments and divisions related to the Municipal
Storm Water Permit
• Facilitated data collection from city departments to complete the Jurisdictional Runoff
Management Plan Annual Report
• Coordinated with California Department of Fish and Wildlife, Batiquitos Lagoon Foundation
and Climate Science Alliance – South Coast to complete the Batiquitos Lagoon Resiliency
Plan Climate Scenario Planning Report
• Partnered with Scripps Institute of Oceanography’s Center for Climate Change Impacts and
Adaptation to receive a State Coastal Conservancy Climate Ready Grant
• Gave presentations on city’s CAP implementation at various public meetings, including Local
Government Sustainable Energy Coalition’s statewide forum, San Diego Green Building
Council’s panel discussion and Bay Area Regional Energy Network’s regional forum
• Created and launched Carlsbad Green Business Network
• Created Home Energy Score Assessment Program
• Continued coordinating the CAP Interdepartmental Implementation Team and provided
assistance for their respective CAP implementation responsibilities
• Participated in and contributed to local meetings, collaborations, conferences and symposia
regarding best practices for energy efficiency, renewable energy, climate mitigation and
climate resiliency, including the SANDAG Energy Working Group, SANDAG Regional Energy
Action Collaboratives, Climate Collaborative and Climate Science Alliance
• Completed CAP Annual Report and presented report to City Council
• Amended CAP to include updated greenhouse gas emissions inventory, targets and forecast
and Community Choice Energy as a new reduction measure
• Partnered with Carlsbad Chamber of Commerce Green Business Committee to plan and
organize panel discussions at the Green Business Expo and encourage sustainability
initiatives in local businesses
D-10 CITY OF CARLSBAD
GOALS | OBJECTIVES | PRIORITIES
• Coordinate with local and regional stakeholders to monitor, manage and conduct outreach
for the shot hole borer beetle and Ward’s weed, the highest priority threats to the Habitat
Management Plan’s preserve system
• Expand volunteer program to protect high priority species and habitats in unmanaged
preserve areas and conduct biological monitoring
• Continue implementing wildlife movement program to evaluate and enhance wildlife
movement
• Perform habitat enhancement or restoration in high priority, high-risk areas of the preserve
• Participate in regional collaborations, such as the San Diego Management and Monitoring
Program, Climate Science Alliance and SANDAG’s Environmental Mitigation Program
• Maximize opportunities for grant funding, stay informed of best management practices and
foster effective conservation
• Pursue other partnering opportunities and grants to meet Habitat Management Plan goals
and priorities
• Maintain collaborative relationships with counterparts at U.S. Fish and Wildlife Service,
California Department of Fish and Wildlife and California Coastal Commission to ensure
solutions-oriented habitat plan implementation
• Work with city staff to ensure that projects are implemented in a manner consistent with
the habitat plan
• Improve implementation of municipal storm water activities citywide with assistance from
Municipal Storm Water Permit contractor
• Work with municipal facility inspection contractor to complete all required inspections
• Undergo a comprehensive CAP update, with the General Plan Housing Element update
• Assist the Planning Division with incorporation of climate adaptation strategies in the
General Plan Safety Element update
• Work with city staff and Scripps Institute of Oceanography to implement the State Coastal
Conservancy grant-funded South Carlsbad Boulevard Climate Adaptation Project
• Prepare CAP Annual Report and present findings to City Council
• Continue to administer CAP Interdepartmental Implementation Team and provide assistance
in their respective CAP implementation responsibilities
• Evaluate the feasibility for grid-connected and off-grid fleet, employee and public electric
vehicle charging stations at city facilities
• Continue to participate in and contribute to local, regional and statewide meetings,
collaborations, conferences and symposia regarding best practices for energy efficiency,
renewable energy, climate mitigation and climate resiliency
• Continue to partner with industry organizations in CAP implementation, including the
Carlsbad Chamber of Commerce, Cleantech San Diego and the San Diego Green Building
Council
• Increase participation in San Diego Regional Climate Collaborative by serving as Board
member
• Continue to research grant funding opportunities
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-11
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT: SUSTAINABLE MATERIALS
Account: 520XXXX Fund: Enterprise
ABOUT
This budget includes oversight and coordination of the city’s Sustainable Materials Management
Division. Consistent with the General Plan, the Environmental Management Department coordinates
the citywide waste reduction and recycling program to maintain compliance with the following state
regulations related to diversion and disposal of solid waste:
Assembly Bill 939 Integrated Waste Management Act of 1989
AB 341 Mandatory Commercial Recycling
AB 2176 Large Venue and Large Events Recycling
AB 1826 Mandatory Commercial Organics Recycling
AB 1594 Green Material Used as Alternative Daily Cover
Senate Bill 1383 Short-Lived Climate Pollutants: Organic Waste Methane
SB 1016 Solid Waste Per Capita Disposal Measurement Act
The Sustainable Materials Management Division staff oversee the Coast Waste Management contract
for recycling and trash services, the Palomar Transfer Station agreement for disposal services,
composting service contract, various waste reduction and diversion outreach and education contracts
and household hazardous waste service contracts.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $131,141 $157,809 $259,351 $267,013
Retirement Benefits 39,554 42,696 52,557 65,346
Health Insurance 26,148 20,708 54,217 37,228
Other Personnel Expenses 4,886 6,277 8,904 8,553
Personnel Services Subtotal 201,729 227,490 375,029 378,140
Operating Expenses
Professional & Contract Services 314,643 548,861 716,047 834,447
Supplies & Materials 90,614 60,266 31,807 34,472
Repair & Maintenance 0 0 1,870 0
Interdepartmental Charges 124,285 108,575 115,217 136,411
Other Operating Expenses 22,919 18,533 6,574 3,433
Capital Outlay 0 32,050 0 0
Operating Expenses Subtotal 552,461 768,285 871,515 1,008,763
TOTAL EXPENDITURES $754,190 $995,775 $1,246,544 $1,386,903
Full Time Positions 1.80 1.80 2.80 2.80
Hourly/FTE Positions 0.50 0.50 0.50 0.50
D-12 CITY OF CARLSBAD
SERVICES
• Work toward compliance with AB 939, AB 341, AB 2176, AB 1826, SB 1383 and SB 1016
• Represent the city at meetings with the State of California regulatory agency, CalRecycle,
businesses, residents, regional partners and other stakeholders
• Oversee contract management for residential and commercial recycling and trash services,
green waste composting, residential composting and household hazardous waste program
• Work with city facilities, custodial, library and parks staff to improve the city’s municipal
waste reduction, recycling and waste diversion programs
• Prepare state and county grant applications with Council approval, appropriate funds,
implement grant activities, track expenses and submit reports
• Coordinate outreach and education targeted to increase recycling for residents, businesses,
municipal employees and the public
• Coordinate the annual Earth Month events that promote waste diversion and recycling
among residents including Household Hazardous Waste and Earth Day Celebration
• Conduct annual rate analysis to determine cost-effective practices and adhere to contract
requirements
• Prepare and submit required annual recycling, composting and disposal reports to
CalRecycle as required by SB 1016
• Participate in regional activities with SANDAG Solid Waste Technical Advisory Committee
• Research innovative environmental stewardship best practices to recycle more
• Actively promote innovative methods to engage businesses and residents to decrease waste
and increase recycling
RECENT ACCOMPLISHMENTS
• Developed a three-phase Sustainable Materials Management Plan for the city that was
approved by City Council
• Updated the solid waste municipal ordinance to align with new waste reduction and
recycling mandates
• Coordinated fourth annual Earth Month activity events that encouraged sustainable
practices such as waste reduction, recycling, compost and ocean clean up.
• Negotiated and amended the contract for organic waste disposal to have all city’s green
waste composted at a certified commercial compost facility, as required by AB 1594
• Worked collaboratively with the Carlsbad Unified School District to assess and improve
waste diversion and recycling practices at all elementary schools
• Developed effective contract management monitoring measures with new contractors,
ensuring accountability and best value for contracted services
• Participated in food recovery and organics recycling conferences to learn about best
practices for successful program implementation
• Increased outreach and education by developing a multi-family guide, commercial organic
and recycling brochures and other outreach materials including social media
• Coordinated with Palomar Transfer Station and Waste Management to improve construction
and demolition recycling at Palomar Transfer Station
• Submitted all required annual reports and responded to CalRecycle’s compliance questions
related to existing programs activities and statistics
• Reviewed special event applications for compliance with recycling and trash best practices
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-13
GOALS | OBJECTIVES | PRIORITIES
• Review, prioritize and implement improvements needed based on feedback from CalRecycle
in the mandatory commercial recycling, construction and demolition recycling programs.
• Develop Sustainable Materials Management Implementation Plan to engage all city
departments to reduce waste and divert more
• Negotiate new contracts for solid waste collection, disposal and recycling processing.
• Increase waste diversion in the commercial sector by implementing outreach to targeted
high trash generating businesses with low diversion rates
• Coordinate outreach efforts to businesses to prevent and reduce food waste based on waste
audits and on-site assistance
• Continue outreach and education to residents to increase recycling rates encouraging
composting to divert food waste
• Work with the Building Department, Palomar Transfer Station and Waste Management to
increase outreach to construction companies to improve diversion levels of construction and
demolition material
• Continue tracking disposal rate (pounds per person per day) to verify accuracy and
determine whether adjustments are needed
• Increase awareness and participation in household hazardous waste recycling program
• Research organic recycling opportunities to provide solutions for city’s businesses and
residents
• Coordinate Earth Month activities and events including participation from various city
departments
D-14 CITY OF CARLSBAD
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT: WATERSHED PROTECTION
Account: 5125110 Fund: Enterprise
ABOUT
This budget includes leadership and stewardship of the city’s resources, specifically protecting our
creeks, lagoons and ocean. The Environmental Management Department coordinates the citywide
Watershed Protection Division and helps the city maintain compliance with the National Pollutant
Discharge Elimination System Municipal Storm Water Permit issued by the San Diego Regional Water
Quality Control Board.
SERVICES
• Watershed Principal and Participation: Watershed Protection Division personnel participate
in watershed activities with neighboring cities in the Carlsbad Watershed and act as the
Principal Co-permittee. As the principal co-permittee for the watershed, the city serves as a
liaison with the Regional Water Control Board, ensures the submittal of annual reports and
participates in the San Diego County Copermittees Regional Program Planning Committee.
• City Representation: The Watershed Protection Division personnel represent the city at
meetings with the Environmental Protection Agency, Regional Water Quality Control Board,
San Diego County Co-permittees, Carlsbad Watershed, environmental nonprofit groups and
other related stakeholders.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $366,023 $406,309 $467,287 $550,304
Retirement Benefits 107,049 117,475 108,189 121,134
Health Insurance 50,768 73,406 86,102 93,689
Other Personnel Expenses 14,822 18,544 19,854 17,956
Personnel Services Subtotal 538,662 615,734 681,432 783,083
Operating Expenses
Professional & Contract Services 274,124 274,649 540,092 509,514
Supplies & Materials 7,424 4,337 30,866 20,041
Repair & Maintenance 460 263 1,112 530
Interdepartmental Charges 279,389 320,727 342,483 358,758
Other Operating Expenses 12,465 14,229 16,127 8,820
Capital Outlay 328 5,085 0 0
Operating Expenses Subtotal 574,190 619,290 930,680 897,663
TOTAL EXPENDITURES $1,112,852 $1,235,024 $1,612,112 $1,680,746
Full Time Positions 5.15 5.25 5.70 6.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-15
• Water Quality Monitoring: The Watershed Protection Division staff implement a monitoring
program to evaluate Municipal Separate Storm Sewer, or MS4, discharges. Required
monitoring programs include receiving water monitoring, MS4 outfall discharge monitoring,
sediment quality monitoring and various special studies.
• Education and outreach and public participation: Watershed Protection Division staff
implement a public outreach and educational program to promote and encourage behavior
changes that reduce the discharge of pollutants into the MS4 and protect water quality in
our receiving waters. Outreach to municipal staff is conducted to inform and educate
employees and city contractors on the requirements for municipal facilities and operations.
• Business program: Businesses are assessed to ensure the use of proper best management
practices and pollution prevention activities, to prevent discharges into the MS4 and protect
receiving waters. Follow-up visits, targeted education or enforcement may be required.
• Illicit discharge detection and elimination: The Municipal Storm Water Permit requires this
program to detect and eliminate illicit discharges into the MS4. This program includes the
response to and investigation of, potential illicit discharges in the city, field screening at
major outfalls and management of a public hotline.
• Annual city report writing: Program personnel are responsible for compiling the annual
Jurisdictional Runoff Management Program report. In addition, program personnel
coordinate preparation of the new program documents at the beginning of each Municipal
Storm Water Permit cycle.
• Inter-departmental support: Watershed Protection Division continues to work inter-
departmentally on storm water and other environmentally-related activities, including with
the Carlsbad Fire Department during emergency response, Parks & Recreation, Community
Development’s Land Development Engineering Division, Construction Management &
Inspection, Transportation, Fleet & Facilities and Utilities Departments.
• Total Maximum Daily Load, or TMDL, regulation management: The program assesses
specified impaired water bodies for the availability and accuracy of water quality data
• Statewide trash amendments: Watershed Protection Division staff act as the lead division
for planning and implementation of the statewide trash amendments. This program is
expected to be implemented by multiple divisions over time. Watershed Protection’s role
will be limited to planning, coordinating, inspections, public outreach, monitoring and
reporting, while other divisions may need to update engineering standards, construct capital
projects and provide maintenance and operations related to the regulation. The
implementation plan was completed in November 2018 and will direct program
implementation. It is anticipated that the trash amendment requirements will be
incorporated into the next Municipal Storm Water Permit
RECENT ACCOMPLISHMENTS
• Worked inter-departmentally to implement the Municipal Storm Water Permit
• Managed the contract for a Watershed Coordinator to assist the watershed agencies with
implementing the Water Quality Improvement Plan and report to optimize the watershed’s
compliance with the Municipal Storm Water Permit
• Submitted the Carlsbad Watershed Management Area Water Quality Improvement Plan and
the Jurisdictional Urban Runoff Management Plan Annual Reports to the Regional Water
Quality Control Board
D-16 CITY OF CARLSBAD
• Worked inter-departmentally with staff and consultants to complete the internal Track 2
Trash Amendments plan. Executing the implementation plan will require substantial future
resources to achieve compliance
• Continued San Marcos Hydrologic Area participation in the Beaches and Creeks Bacteria
TMDL
• Revised and updated divisional procedure plans to better define and monitor program
performance and costs.
• Worked inter-departmentally to update the Jurisdictional Runoff Management Program to
direct the implementation of strategies developed in the Water Quality Improvement Plan
• Participated in Creek to Bay Cleanup, Coastal Cleanup Day, Earth Day pop-up event and
other outreach and education activities within the City of Carlsbad and regionally
• Started a Litter Removal Pilot study to assess the litter accumulation rates in various areas to
help inform future enhancements to the litter removal programs
GOALS | OBJECTIVES | PRIORITIES
• Continue to support the City of Carlsbad’s quality of life by responsibly managing
environmental resources
• Continue serving as the principal co-permittee for the Carlsbad Watershed Management
Area
• Implement 100% of required Water Quality Improvement Plan strategies and meet the
interim and final numeric goals in the plan
• Prepare and submit Water Quality Improvement Plan Annual Report to the Regional Board
as required
• Incorporate innovative methods to implement the city’s Jurisdictional Runoff Management
Program in conjunction with the Carlsbad Watershed Water Quality Improvement Plan.
Prepare and submit Jurisdictional Runoff Management Program to Regional Board as
required
• Plan for implementation of the revised Municipal Storm Water Permit, which will include
new requirements to control trash. This is expected in spring of 2021
• Conduct 100% of existing development inspections required by the Municipal Storm Water
Permit. Prepare and submit 100% of plans, studies or other documents as required by the
Municipal Storm Water Permit or other regulatory order
• Conduct 100% of water quality monitoring required by the Municipal Storm Water Permit
• Continue to improve business processes within the EnerGov system and create streamlined
reporting tools to allow more efficient access to data
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-17
PUBLIC WORKS |
FACILITIES & FLEET: FACILITIES
Account: 0015310
0015320
3155110
Fund: General
General
Special Revenue-Parking in Lieu
ABOUT
The Facilities Division provides safe and comfortable working spaces at city facilities and maintains
quality indoor public spaces. This division oversees design and construction management of new city
facilities and operates the Safety Training Center for public safety organizations across the region.
SERVICES
• Maintenance of the city-owned facilities, including building exteriors, interiors, cleaning and
custodial services and set-up of offices and meeting rooms
• Building improvements, renovations, repairs and relocations
• Operations and leasing of the Safety Training Center for public safety personnel training
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,459,813 $1,476,900 $1,782,995 $1,957,261
Retirement Benefits 321,974 350,449 356,169 379,577
Health Insurance 217,114 212,338 292,723 327,501
Other Personnel Expenses 76,621 73,822 85,933 63,014
Personnel Services Subtotal 2,075,522 2,113,509 2,517,820 2,727,353
Operating Expenses
Professional & Contract Services 740,751 1,017,489 911,952 887,115
Supplies & Materials 759,854 580,957 738,267 692,340
Repair & Maintenance 550,411 617,759 844,563 841,467
Interdepartmental Charges 265,836 286,423 336,429 391,341
Other Operating Expenses 344,142 358,207 409,352 373,067
Capital Outlay 155,644 130,723 46,500 0
Operating Expenses Subtotal 2,816,638 2,991,558 3,287,063 3,185,330
TOTAL EXPENDITURES $4,892,160 $5,105,067 $5,804,883 $5,912,683
General Fund $4,848,898 $5,058,965 $5,754,883 $5,862,683
Special Revenue Fund 43,262 46,102 50,000 50,000
Total Funding $4,892,160 $5,105,067 $5,804,883 $5,912,683
Full Time Positions 17.80 19.85 20.45 21.65
Hourly/FTE Positions 6.50 9.00 8.50 8.50
D-18 CITY OF CARLSBAD
RECENT ACCOMPLISHMENTS
Facilities
• Significantly increased cleaning and disinfecting protocols in city facilities due to the COVID-
19 pandemic
• Completed 2,233 work orders
• Remodeled the City Hall lobby, six offices and multiple cubicle reconfigurations at the
Faraday Center and an office conversion at Fire Station 5
• Flooring restoration at Calavera Hills Community Center, Stagecoach Community Center,
Harding Community Center and Heritage Hall
• Emergency flood, mold and asbestos remediation at the Senior Center, Carlsbad Municipal
Water District, Las Palmas building, Scout House and Fire Station 2
• Completed flooring and painting renovations at the Holiday, Scout and Kruger Houses
• Completed electrical panel upgrades at Fire Station 5 and Harding Community Center
• Installed a roof and a roll-up door to enhance usability and security at Fire Station 5
• Refurbished the roof and skylights at the Faraday Administration Center to current federal
safety standards
• Completed the preliminary design and Conditional Use Permit for the Fire Station 2
replacement project
• Completed Phase I of a citywide upgrade of streetlights with LED fixtures
Safety Training Center
• Recovered $1,112,241 settlement in ongoing construction defect litigation
• Provided facilities and support for 135 Carlsbad Fire Department training days and 149
Carlsbad Police Department training days
• Supported 149 training days for 26 outside agency leases
• Negotiated seven new lease agreements with outside law enforcement agencies
• Completed LED lighting retrofit for both training classrooms
• Completed final draft of a citywide Injury and Illness Prevention Plan
• Procured a new firearms training simulator for law enforcement training
• Supported nonprofit veteran’s organization, Active Valor, by hosting a special event for U.S.
Military Gold Star Families
• Hosted the 2019 Police and Fire Biathlon
• Completed fall protection upgrades to rappelling tower, roof access ladders and the
residential training prop to increase employee safety during training
• Replaced fire suppression and standpipe training props in the commercial training tower
• Completed campus security camera and alarm upgrades
GOALS | OBJECTIVES | PRIORITIES
Facilities
• Begin conversion of the city facility and parking lot light pole and fixture replacement project
• Continue implementation of accessibility upgrades at public city facilities
• Continue interior cubicle and office reconfigurations at Faraday Administration Center
• Continue development of a Facility Asset Management System
• Develop a road map for “smart building” conversion
• Complete Capital Improvement Program projects:
o New Village Arts roof and siding
o Carlsbad City Library on Dove Lane fire alarm system replacement
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-19
o Calavera Hills Community Park exterior improvement
o Obtain a conditional use permit for the Orion Center Project and solicit for design-build
services
o Award design-build contact for Fire Station 2 replacement project
o Renovate the Dove Library parking lot to relocate accessible parking stalls
o Complete design work and obtain building permit for the Safety Center renovation
Safety Training Center
• Upgrade stormwater best management practices at several locations inside the campus
• Upgrade rappelling tower to support technical rescue and rope operator courses
• LED lighting improvements for both indoor firearms ranges
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Adjusted budget and personnel to complete transition of Facilities from the General Services
Department to the Facilities & Fleet Department
D-20 CITY OF CARLSBAD
PUBLIC WORKS |
FACILITIES & FLEET: FLEET MAINTENANCE & REPLACEMENT
Account: 6205460
6215461
Fund: Vehicle Maintenance Fund
ABOUT
The Fleet Maintenance Program funds labor, parts, services, fuel and oil necessary to maintain the
city’s fleet of vehicles and equipment. This program funds asset replacement and vehicle outfitting.
Cost-effective vehicle procurement is achieved through cooperative purchasing agreements and
formal and informal bidding processes. Fleet assets enable client departments to achieve their
operational mission in a safe, efficient manner.
The Fleet Vehicle Replacement Program is funded through a replacement charge for each vehicle or
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.
SERVICES
• Provide safe and appropriately maintained vehicles for use by city staff; inspect vehicles per
requirements of the biannual inspection of terminals and smog programs
• Perform timely repairs to city vehicles and maintain 24/7 road call services for emergency
vehicles
• Comply with relevant regulations
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $544,560 $571,260 $779,297 $833,217
Retirement Benefits 157,056 162,015 165,094 187,684
Health Insurance 88,096 100,159 130,061 164,997
Other Personnel Expenses 33,475 30,721 34,281 27,133
Personnel Services Subtotal 823,187 864,155 1,108,733 1,213,031
Operating Expenses
Professional & Contract Services 31,321 44,969 39,343 39,343
Supplies & Materials 1,282,828 1,414,315 1,486,033 1,486,033
Repair & Maintenance 327,124 376,150 382,394 384,094
Interdepartmental Charges 121,850 118,801 124,728 164,750
Other Operating Expenses 18,895 25,903 29,850 9,053
Capital Outlay 3,201,201 2,067,034 4,107,783 3,779,298
Operating Expenses Subtotal 4,983,219 4,047,172 6,170,131 5,862,571
TOTAL EXPENDITURES $5,806,406 $4,911,327 $7,278,864 $7,075,602
Full Time Positions 8.50 8.50 9.70 10.25
Hourly/FTE Positions 1.00 1.00 1.00 1.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-21
• Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for
emergencies and monitoring fuel tanks in accordance with state and county regulations
• Maintain records related to fleet asset inventory and work order history through
management of the AssetWorks fleet maintenance database
• Evaluate the city fleet on an annual basis to identify units eligible for replacement in
accordance with Administrative Order No. 3 and calculate estimated acquisition costs
• Manage the Fleet Replacement Committee, made up of city staff from various departments,
to make recommendations for unit replacement, retention or disposal
• Establish the replacement charge for each vehicle or piece of equipment in service and
charge back departments monthly
• Advise on development of specifications for purchase of replacement units that satisfy client
department performance requirements while optimizing life cycle return on investment in
alignment with the Climate Action Plan
• In partnership with the Finance Department, purchase replacement units through the public
bidding process or through cooperative purchasing programs
• Arrange for public auction of replaced units, or sale to interested public agencies or special
districts
RECENT ACCOMPLISHMENTS
• Completed 439 periodic maintenance work orders and 888 repair work orders during the
period of July 2019 through March 2020
• Hired public works superintendent for fleet program management and support
• Activated 60 new vehicles and equipment, including 16 plug-in hybrid electric vehicles and
one all-electric vehicle, representing 36% of all new light duty vehicle replacements or
additions to the fleet
GOALS | OBJECTIVES | PRIORITIES
• Assess, review and update Administrative Order No. 3, on city vehicles, in coordination with
other departments, for inclusion of responsible city agents and conformance to the city’s
Climate Action Plan
• Annually assess vehicles for conversion to alternative fuel options in support of the CAP goal
to increase the proportion of fleet low- and zero-emissions vehicle miles traveled to 25% of
all city-related vehicle miles traveled by 2035
• Procure and install vehicle telematics systems to review vehicle use and analyze of candidacy
for alternative fuel conversion
• Develop a fleet assets master plan for more efficient management of fleet resources
• Assess and improve fleet database and data management systems and techniques
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The budget and personnel were adjusted to complete the transition of the Fleet Program
from the General Services Department to the Facilities & Fleet Department
D-22 CITY OF CARLSBAD
PUBLIC WORKS |
TRANSPORTATION
Account: 0016310
0018410
00186xx
00187xx
1626357
163
164
5216310
Fund: General
General
General
General
Special Revenue- Streetlight Maintenance
Special Revenue-Buena Vista Channel
Special Revenue-LLD #2
Enterprise-Storm Drain Maintenance
ABOUT
The Transportation Department cares for road infrastructure and projects, keeps people and traffic
moving, maintains streets and storm drains, maintains street lighting and provides incident response
for city and private property. It is responsible for enhancing mobility and safety citywide through
ongoing transportation planning, streets and traffic engineering, drainage engineering, streets
maintenance, street lighting, storm drain maintenance and signal operations activities. The
department also provides maintenance and posting of street signs, street legends, striping, graffiti
and trash removal, street sweeping and pothole and sidewalk repairs. Other services include the
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $2,651,570 $3,049,533 $3,686,958 $3,765,289
Retirement Benefits 838,729 929,744 906,051 896,483
Health Insurance 457,700 509,880 662,636 671,807
Other Personnel Expenses 162,572 183,167 202,647 121,608
Personnel Services Subtotal 4,110,571 4,672,324 5,458,292 5,455,187
Operating Expenses
Professional & Contract Services 1,025,889 1,295,410 1,126,998 1,030,514
Supplies & Materials 246,047 313,188 528,350 498,192
Repair & Maintenance 1,035,499 1,314,331 1,524,824 1,467,574
Interdepartmental Charges 1,562,690 1,593,901 1,799,058 1,737,239
Other Operating Expenses 563,728 541,537 719,708 655,075
Capital Outlay 3,730 14,482 0 0
Operating Expenses Subtotal 4,437,583 5,072,849 5,698,938 5,388,594
TOTAL EXPENDITURES $8,548,154 $9,745,173 $11,157,230 $10,843,781
General Fund $6,174,496 $6,877,759 $7,607,635 $7,410,972
Enterprise Fund 1,451,005 1,724,390 1,962,215 1,915,302
Special Revenue Fund 922,653 1,143,024 1,587,380 1,517,507
TOTAL FUNDING $8,548,154 $9,745,173 $11,157,230 $10,843,781
Full Time Positions 42.45 44.00 44.15 43.90
Hourly/FTE Positions 1.50 1.50 1.50 1.50
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-23
maintenance of decorative lighting and oversight of the Buena Vista Creek Channel Maintenance
Assessment District and Lighting and Landscape District No. 2.
SERVICES
• Traffic and Mobility: Planning, engineering and signals operations and serve as liaison with
the Traffic and Mobility Commission
• Streets and Storm Drain Maintenance: Roadside maintenance of more than 900 lane miles,
including street signs, street legends, striping, graffiti and trash removal, street sweeping,
pothole and sidewalk repairs and inspection and maintenance of the storm drain system
• streetlamps and decorative lighting maintenance and repair
• Transportation and storm drain engineering: Develop plans, specifications and estimates
and provide project or design management of projects involving streets and storm drains
• Asset management of transportation, drainage and other city infrastructure
• Buena Vista Creek Channel Maintenance Assessment District: Ensure adequate funds are
collected to administer and maintain the Buena Vista Creek Channel from Jefferson Street
east to the South Vista Way bridge
• Lighting and Landscape District No. 2: The maintenance and assessment district funds the
costs of streetlights, street trees and medians within the district boundaries covering newer
developments in the city
RECENT ACCOMPLISHMENTS
Traffic and Mobility
• Began the final phase of the Adaptive Traffic Signal project. Implemented and documented
results for the first adaptive corridor, including adaptive signal operations at freeway
interchanges
• Led and reassessed development of the Sustainable Mobility Plan and the Transportation
Demand Management, or TDM, program.
o Implemented the TDM framework plans, worked with local businesses to increase
awareness of the program, incorporated SANDAG iCommute and TDM best practices
and identified proven strategies for encouraging employees to reduce driving alone,
both pre- and during COVID-19
• Revised the Carlsbad Municipal Code to reflect a change in the Traffic and Mobility
Commission’s name (from the Traffic Safety Commission) and responsibilities; developed
communications plan and prepared the first annual Work Plan
• Managed the Carlsbad Connector on-demand shuttle service program and crafted the option
for the second year of service
• Completed conceptual designs and feasibility analysis for ADA-compliant ramps for the
beach access points at Pine Avenue and Tamarack State Beach
• Received Caltrans grant funding to prepare a Local Roadway Safety Plan for a citywide study
of traffic collisions to address traffic safety needs of all roadway users in Carlsbad
• Completed design for traffic calming projects for three streets and hosted 12 neighborhood
meetings, completing nine traffic calming measures by end of the fiscal year
• Implemented a road diet reducing vehicle lanes and providing new buffered bicycle lanes on
La Costa Avenue as part of the pavement overlay project
• Completed design for three rectangular rapid flashing beacons and construction at eight
locations. Installed permanent speed feedback installations at 11 locations
D-24 CITY OF CARLSBAD
• Completed traffic analysis of the Poinsettia Lane extension project
• Implemented the new multimodal level of service or MMLOS methodology
• Finished first phase of Intelligent Traffic Control project, linking all schools’ flashing beacons
• Began the Traffic Signal Master Plan, completed the draft Evaluation & Monitoring Manual
• Developed conceptual designs for fiber optic communications network
• Managed the signal maintenance contract including resolution of service requests and 746
pavement or sidewalk markings for the Dig Alert System
• Prepared the fiscal year 2017-18 annual Growth Management Plan monitoring report and
presented eight deficient street facilities for consideration by City Council
• Presented the College Boulevard extension project to City Council
• Prepared the fiscal year 2018-19 annual Growth Management Plan monitoring report and
presented the MMLOS methodology for the first time along with four additional deficient
street facilities for consideration by the City Council
Streets and Storm Drain Maintenance
• Successfully integrated with the Transportation Department in January 2020
• Quickly mobilized crews and closed Carlsbad Boulevard from La Costa Avenue to Pine
Avenue, Ponto Road and Ponto Drive from Ponto Road to its southern terminus per the
emergency declaration tied to the COVID-19 pandemic
• Replaced 167 signs that were knocked down in vehicle incidents
• Inspected 100% of high-priority storm drain inlets, removing over 11 tons of sediment and
debris
• Completed 1,800 lane miles of street sweeping monthly, removing over 1,200 tons of debris
• Completed 464 streetlight and electrical maintenance service requests
• Completed 114 storm drain maintenance requests and 43 storm drain emergency responses
• Replaced about 7,000 square feet of sidewalk and 15,000 square feet of asphalt within the
city’s right of way
• Completed installation of the first phase of the citywide streetlight LED fixtures replacement
program, covering major streets and intersections
Transportation Engineering and Drainage Engineering – Projects Constructed
• 2019 Slurry Seal Project
• La Costa Avenue Overlay Project
• Concrete Replacement Program – fiscal year 2019 improvements
• Bridge Preventive Maintenance Program
• ADA Improvement Program in Village area
• Storm Drain Rehabilitation and Replacement Program – Romeria Corrugated Metal Pipe
Replacement
• 2019 Kelly Channel Emergency Repair
• State Street Drainage Improvements Project
• Calavera Dam Vegetation Maintenance and Emergency Spillway Improvements
• Farol Court Drainage Improvements Long Term Vegetation Maintenance and Monitoring
• Agua Hedionda Creek Vegetation Maintenance between Cannon and El Camino Real Bridges
• City Hall Exterior Refurbishment and Drainage Improvements
• Survey Carlsbad Boulevard emergency revetment
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-25
Transportation Engineering and Drainage Engineering – Design and Initiatives Completed
• Cold-in-Place Recycling and Pavement Overlay Project
• Poinsettia Lane Traffic Signals at Cassia Road and Oriole Court
• El Camino Real Bridge over Agua Hedionda Creek Phase 1
• El Camino Real and College Boulevard Intersection Improvements
• City Hall Exterior Safety and Accessibility Improvements
• Bridge Preventive Maintenance Program
• Barrio Lighting Phase 1
• Agua Hedionda Creek Vegetation Maintenance Project between El Camino Real and Cannon
Bridges resource agency permits obtained through 2024
• Palomar Airport Road Widening at Paseo Del Norte
• Storm Drain System and Repair Program – Cured-in-place pipe lining of 19 corrugated metal
piping
Asset Management and Capital Improvement Program Administration – Activities Completed
• Transitioned the annual update to the city’s Capital Improvement Program to the Public
Works Administration Division
• Managed preparation and update of the annual Capital Improvement Program for
transportation and drainage engineering projects
• Pavement Management Program records updates
• Prepared and processed annual reports to transportation agencies such as SANDAG, Caltrans
and the California Transportation Commission to secure funding for CIP projects
• Created, edited and added asset inventory data associated with Transportation, Drainage,
Facilities and Parks & Recreation assets
• Produced a variety of atlas books, mapping products and data analysis for use by design,
maintenance and operations staff
• Conducted closed-circuit television Inspection of two miles of the city’s storm drain pipeline
Buena Vista Creek Channel Maintenance
• Obtained permit amendment and extensions through the California Department of Fish and
Wildlife and the California Coastal Commission
• Coordinated with the City of Oceanside’s Community and Economic Development
Department and a private developer about the proposed Inns at Buena Vista Creek
• Worked with the Carlsbad Police Department Homeless Outreach Team
• Maintained vegetation around three drainage outfalls
• Submitted monitoring reports to fulfill agency permit conditions
• Completed the fifth year of five-year maintenance cycle, cycle to reset November 2020
• Service agreement executed for the next five years of channel maintenance and
environmental monitoring
GOALS | OBJECTIVES | PRIORITIES
Traffic and Mobility
• Finalize the Sustainable Mobility Plan in parallel with the CIP budget evaluation process.
• Continue to develop TDM mobility option awareness to inspire change
• Incorporate data-driven metrics to create both qualitative and quantitative updates
• Work zone road management to include TDM solution messaging
• Prepare traffic studies associated with developments and identify proposed improvements
• Update Engineering Standards in accordance with the General Plan’s Mobility Element
D-26 CITY OF CARLSBAD
• Continue implementation of traffic calming improvements on residential streets under the
Carlsbad Residential Traffic Management Program
• Implement the new Growth Management monitoring program for transportation facilities in
conjunction with the General Plan Mobility Element
• Continue to implement the Traffic Signal Master Plan
• Continue implementation and development of the Adaptive Traffic Signal Program and
Intelligent Traffic Signal Program
Streets and Storm Drain Maintenance
• Continue to implement Transportation Department best practices
• Develop plans and specifications, bid and complete installation of Phase 2 of the citywide
streetlight replacement program
• Develop plans and specifications for citywide regulatory and warning sign replacement
• Safely maintain all levels of service during the COVID-19 pandemic and recovery period
Transportation and Drainage Engineering
• Complete various ongoing transportation engineering and drainage system CIP projects
• Adopt update to the Drainage Master Plan and corresponding sections of city ordinances
• Continue conducting special and technical studies and investigations on public infrastructure
• Continue preparing and processing a variety of engineering and environmental reports to
local, regional, state and federal agencies, including SANDAG, Caltrans and the California
Transportation Commission to secure funding for CIP projects
• Continue managing the implementation of the financing districts and assist developers with
the formation of additional financing districts and reimbursement agreements
• Update the city’s engineering standards
Asset Management
• Continue work that supports the formation of financing districts as needed to facilitate the
construction of public infrastructure throughout the city
• Continue creating, updating and refining the inventory of the city’s infrastructure assets and
implementation of the data reviewer tool in concert with the creation of the inventory
• Continue to maintain the city’s Pavement Management Program and update the pavement
trench cut moratorium web app
• Continue preparing and mapping products and analyses of public works asset inventory data
• Continue facilitating the use of asset inventory data with business systems and GIS staff
• Review existing CIP inventory and analyze consistency with General Plan update, Climate
Action Plan, Traffic and Mobility Commission and City Council goals
• Continue storm drain closed circuit television inspections and initiate maintenance measures
in response to identified deficiencies
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-27
Buena Vista Creek Channel Maintenance
• Continue compliance with California Environmental Quality Act and environmental
permitting
• Continue environmental monitoring and reporting as required by agency permits
• Continue coordination with the Carlsbad Police Department Homeless Outreach Team
• Continue coordination with the Community and Economic Development Department of the
City of Oceanside and private developer regarding the proposed Inns at Buena Vista Creek
• Clear vegetation from three drainage outfalls entering the channel from Oceanside
• Continue plant and trash removal for flood capacity purposes
D-28 CITY OF CARLSBAD
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS
Account: 5016310 Fund: Enterprise
ABOUT
To ensure that drinking water is available on demand and customers can rely on receiving safe, high
quality water that meets all regulatory health standards, the Carlsbad Municipal Water District staff
provide ongoing maintenance and repair of the following: Nine storage reservoirs and/or tanks, 455
miles of pipeline, 17 pressure zones, 77 pressure regulating stations, three pumping stations, 14,369
valves, 4,397 fire hydrants and 29,293 potable meters. Staff also provides education and outreach
related to water conservation.
In fiscal year 2020-21, CMWD will continue to operate and maintain its critical infrastructure systems,
while increasing the use of technology to improve and manage the system more efficiently and
effectively, thereby extending the useful life of the assets. Optimized asset management reduces the
need for infrastructure replacement and reactive response.
SERVICES
• Operation and maintenance of infrastructure, including reservoirs, pressure regulating
stations, pump stations, pipelines, valves, meters and other elements
• Delivery of drinking water
• Water quality and cross-contamination (between drinking water and recycled water) testing
• Regulatory reporting
• Water conservation education and outreach
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $2,277,223 $2,269,516 $2,551,421 $2,536,130
Retirement Benefits 1,325,525 998,851 598,737 586,725
Health Insurance 582,255 602,867 449,801 419,940
Other Personnel Expenses 121,517 118,918 125,896 80,675
Personnel Services Subtotal 4,306,520 3,990,152 3,725,855 3,623,470
Operating Expenses
Professional & Contract Services 7,236,298 7,162,939 7,970,600 8,659,800
Supplies & Materials 24,875,512 23,564,467 25,797,700 26,133,700
Repair & Maintenance 340,265 242,174 358,450 538,050
Interdepartmental Charges 2,196,626 2,453,099 2,655,773 2,744,695
Other Operating Expenses 5,082,938 5,222,567 4,340,183 4,407,150
Capital Outlay 49,744 79,968 365,000 20,000
Operating Expenses Subtotal 39,781,383 38,725,214 41,487,706 42,503,395
TOTAL EXPENDITURES $44,087,903 $42,715,366 $45,213,561 $46,126,865
Full Time Positions 29.60 29.80 30.30 29.50
Hourly/FTE Positions 0.50 0.50 0.50 0.45
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-29
RECENT ACCOMPLISHMENTS
• Added advanced metering infrastructure technology to existing meters. Staff can now
quickly alert customers to high water usage and potential leaks
• Completion of the Potable Water Master Plan
• Completion of the Supervisory Control and Data Acquisition or SCADA Master Plan. SCADA is
a system of hardware and software that monitors infrastructure, gathers real-time data and
allows operators to make changes as-needed remotely
• Completion of the Asset Management Plan
• Completion of the utility billing system upgrade
• Completion of the installation of the Maerkle Reservoir cover replacement project
• Established program compliance with California Senate Bill 998, Water Shut-off Protection
Act
GOALS | OBJECTIVES | PRIORITIES
• Meet all federal and state water quality objectives
• Meet or exceed the American Water Works Association benchmark for pipeline breaks (1.4
to 12.6 breaks per 100 miles of pipeline, CMWD’s break rate is 1.74 for fiscal year 2018-19)
• Meet or exceed the AWWA benchmark for pipeline leaks (1.5 to 11 leaks per 100 miles of
pipeline, CMWD’s leak rate is 8.93 for fiscal year 2018-19)
• Continue to meet or exceed operational requirements and benchmarks
• Complete the design phase of a critical valve replacement project that includes replacement
of valves throughout the district
• Complete design and agreements for Flow Control Facility No. 5, which will provide CMWD
with a direct connection to the Poseidon Water LLC desalinated water pipeline
• Begin implementation of the new SCADA Master Plan
D-30 CITY OF CARLSBAD
PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS
Account: 5026310 Fund: Enterprise
ABOUT
The Carlsbad Municipal Water District or CMWD provides ongoing treatment, maintenance and
repair of the recycled water system’s Carlsbad Water Recycling Facility treatment plant, three storage
tanks, four pump stations, three pressure reducing stations, five pressure zones, 93 miles of pipelines,
815 valves and 950 meters. CMWD’s Cross-Connection Control and Backflow Program ensures a safe
supply of drinking water by prevention of cross-contamination from the recycled system into the
potable system, in accordance with federal and state regulations. CMWD also purchases and delivers
recycled water from the Vallecitos Water District.
The Carlsbad Water Recycling Facility treatment plant is next to the Encina Wastewater Authority
Treatment Plant. CMWD takes wastewater from that plant and treats it to California Title 22 recycled
water quality standards and then delivers that water to customers for irrigation and certain industrial
uses. This effort reduces the amount of wastewater that would normally be released by the
wastewater treatment plant into the ocean outfall, reduces dependence on imported drinking water
and provides customers with a reliable local supply of recycled water. Recycled water is not subject to
state water conservation requirements.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $908,012 $849,549 $1,053,002 $1,164,750
Retirement Benefits 501,237 447,110 257,352 266,750
Health Insurance 133,445 126,154 196,340 189,792
Other Personnel Expenses 44,926 47,768 51,846 37,022
Personnel Services Subtotal 1,587,620 1,470,581 1,558,540 1,658,314
Operating Expenses
Professional & Contract Services 1,159,795 2,183,790 1,991,087 1,958,200
Supplies & Materials 1,940,254 1,462,839 2,361,500 2,376,300
Repair & Maintenance 12,328 20,923 78,643 103,243
Interdepartmental Charges 365,226 520,537 596,566 682,619
Other Operating Expenses 3,659,778 3,656,891 3,491,482 3,789,982
Capital Outlay 7,259 27,277 50,000 15,000
Operating Expenses Subtotal 7,144,640 7,872,257 8,569,278 8,925,344
TOTAL EXPENDITURES $8,732,260 $9,342,838 $10,127,818 $10,583,658
Full Time Positions 12.40 11.95 12.20 13.00
Hourly/FTE Positions 0.00 0.00 0.00 0.05
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-31
In fiscal year 2020-21, CMWD will continue to use technology to improve and manage the system
more efficiently and effectively. The recycled water system is relatively new, built just 30 years ago.
CMWD has an opportunity to begin implementing Supervisory Control and Data Acquisition, or
SCADA and asset management techniques on a relatively young system, thereby maximizing the
lifespan of these assets and reducing replacement costs over the long term.
SERVICES
• Operation of infrastructure, including the Carlsbad Water Recycling Facility plant, reservoirs,
pressure regulating stations, pump stations, pipelines, valves, meters and other elements
• Treatment of wastewater to meet State of California Title 22 recycled water requirements
• Maintenance of infrastructure
• Delivery of recycled water
• Water quality testing
• Backflow testing
• Recycled water conversion program
RECENT ACCOMPLISHMENTS
• Added Advanced metering infrastructure technology to existing meters allowing staff to
quickly alert customers to high water usage and potential leaks
• Completion of the Recycled Water Master Plan
• Completion of the SCADA Master Plan
• Completion of the Asset Management Plan
• Completion of design of a 1.5 million-gallon storage tank
• Completion of installation of recycled water services project, which will provide an
opportunity to connect more customers to the system
GOALS | OBJECTIVES | PRIORITIES
• Complete construction of a 1.5 million-gallon storage tank
• Meet all federal and state water quality objectives
• Meet or exceed the American Water Works Association or AWWA benchmark for pipeline
breaks (1.4 to 12.6 breaks per 100 miles of pipeline, CMWD’s break rate is 2.15 for fiscal year
2018-19)
• Meet or exceed the AWWA benchmark for pipeline leaks (1.5 to 11 leaks per 100 miles of
pipeline, CMWD’s leaks rate is 1.07 for fiscal year 2018-19)
• Continue to meet or exceed operational requirements and benchmarks
D-32 CITY OF CARLSBAD
PUBLIC WORKS |
UTILITIES: WASTEWATER OPERATIONS
Account: 5116310 Fund: Enterprise
ABOUT
The Utilities Department is responsible for providing wastewater services to approximately 85,000
customers within around the City of Carlsbad service area. The Wastewater Division provides reliable
wastewater collection services and delivers the wastewater to the Encina Wastewater Authority
treatment plant. The Carlsbad wastewater system is valued at $535 million dollars.
After treatment at that plant, the wastewater is treated again to state Title 22 recycled water
standards at the Carlsbad Municipal Water District’s Water Recycling Facility and then delivered as
recycled water to customers for irrigation and certain industrial uses.
The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater
lift stations and wet wells and about 303 miles of mainlines and associated access holes. In the
coming fiscal year, the city will continue to operate and maintain its critical infrastructure systems,
while increasing the use of technology to improve and manage the system more efficiently and
effectively, thereby extending the useful life of the assets.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,402,048 $1,425,837 $1,653,476 $1,721,993
Retirement Benefits 736,023 606,651 390,208 395,477
Health Insurance 226,671 248,829 316,128 291,717
Other Personnel Expenses 69,993 74,777 82,573 53,553
Personnel Services Subtotal 2,434,735 2,356,094 2,442,385 2,462,740
Operating Expenses
Professional & Contract Services 3,733,660 7,328,965 5,608,481 5,336,700
Supplies & Materials 277,685 313,417 266,577 318,100
Repair & Maintenance 19,439 51,532 232,750 261,500
Interdepartmental Charges 1,321,072 1,244,941 1,352,520 1,427,715
Other Operating Expenses 5,200,400 7,215,666 4,260,500 5,409,000
Capital Outlay 237,666 23,714 0 20,000
Operating Expenses Subtotal 10,789,922 16,178,235 11,720,828 12,773,015
TOTAL EXPENDITURES $13,224,657 $18,534,329 $14,163,213 $15,235,755
Full Time Positions 18.45 20.00 19.60 19.45
Hourly/FTE Positions 0.00 0.00 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM D-33
SERVICES
• Operation of infrastructure such as lift stations, wet wells, pipelines, manholes and other
elements
• Closed circuit camera review of pipelines to determine pipeline integrity
• Maintenance of infrastructure
• Collection of wastewater
• Delivery of wastewater to the EWA treatment plant
• Prevention of wastewater spills
• Fats, Oils and Grease program
• Public outreach regarding the “Dos and Don’ts” of what can go into a pipeline
RECENT ACCOMPLISHMENTS
• Construction of the $45 million Agua Hedionda Pump Station that will replace the 1964
pump station at that location. Construction has been completed and the new pump station
is in the commissioning process to ensure it functions as designed
• Construction of the $5.5 million Foxes Landing Lift Station Replacement project, which has
been substantially completed and is in the commissioning process
• Completion of the Wastewater Master Plan and the Asset Management Plan
• Completion of the Supervisory Control and Data Acquisition or SCADA Master Plan
GOALS | OBJECTIVES | PRIORITIES
• Meet or exceed the American Water Works Association benchmark rate for wastewater
system reliability (0.6 to 3.7 overflows per 100 miles of pipeline, the city’s overflow rate is
approximately 1.0 for fiscal year 2018)
• Continue to meet or exceed operational requirements and benchmarks
• Complete the generator replacement project at two lift stations where the existing
generators have met their useful lifespan and new generators are needed to ensure system
reliability
• Complete closed-circuit TV inspections of several large diameter interceptor sewers, to
determine the existing integrity of these pipelines that convey wastewater from collector
pipelines to the Encina Wastewater Authority treatment facility
• Begin implementation of the new SCADA Master Plan
D-34 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-1
COMMUNITY SERVICES
The Community Services Branch includes programs,
services and events that support Carlsbad's excellent
quality of life. The branch includes the following
key areas of focus:
• City Clerk Services
• Community Development
• Library & Cultural Arts
• Parks & Recreation
These city service areas ensure the
city’s planning and building policies are
carried out, foster lifelong learning,
support strong neighborhoods,
administer affordable housing and
homeless response programs, attend to the
community’s health and wellness and promote
transparency in government.
Gary Barberio
Deputy City Manager, Community Services
760-434-2822
gary.barberio@carlsbadca.gov
E-2 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-3
COMMUNITY SERVICES |
ADMINISTRATION
Account: 0012410 Fund: General
ABOUT
The Community Services Branch provides programs, services and events that promote and support
Carlsbad’s excellent quality of life. Community Services Administration provides leadership to the
Community Services branch.
SERVICES
Functional areas include department management, budget oversight, outreach and community
engagement and real estate services. The Community Services branch ensures that the city’s
planning, land development engineering, building and code enforcement policies are carried out, that
affordable housing programs are administered, that lifelong learning is fostered, that library and
cultural arts services are delivered, that the city’s health and wellness are advanced through parks,
recreation and senior services, that transparency in government is promoted and that the city’s real
estate assets are managed.
RECENT ACCOMPLISHMENTS
• Recruited and hired three new department directors
• Conducted a special election
• Completed the Village and Barrio Master Plan
• Extended operating hours at the Library Learning Center
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $0 $0 $0 $396,798
Retirement Benefits 0 0 0 49,174
Health Insurance 0 0 0 47,034
Other Personnel Expenses 0 0 0 10,831
Personnel Services Subtotal 0 0 0 503,837
Operating Expenses
Professional & Contract Services 0 0 0 26,500
Supplies & Materials 0 0 0 9,600
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 0 0 0 30,912
Other Operating Expenses 0 0 0 11,000
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 0 0 0 78,012
TOTAL EXPENDITURES $0 $0 $0 $581,849
Full Time Positions 0.00 0.00 0.00 3.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
E-4 CITY OF CARLSBAD
• Opened the Chapters Café at the Carlsbad City Library on Dove Lane
• Completed major parks projects at Aviara and Poinsettia Community Parks
• Opened the Village H trail to the public
• Acquired 14 acres as permanent open space
• Leased the Hawthorne property
GOALS | OBJECTIVES | PRIORITIES
• Conduct the November 2020 election
• Manage the 2020 Census
• Complete the Local Coastal Program update
• Complete the Housing Element update
• Complete Calavera Hills Community Park Gateway improvements
• Finish dog park at Poinsettia Community Park
• Advance Agua Hedionda trail improvements design
• Reopen Library & Cultural Arts and Parks & Recreation facilities and programs
• Manage Community Services Branch through the COVID-19 pandemic
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The Community Services Administration division was established by transferring the
personnel and maintenance and operations expenses from the City Manager’s office
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-5
COMMUNITY SERVICES |
CITY CLERK SERVICES
Account: 0010210
0011610
Fund: General
ABOUT
City Clerk Services serves as a vital link between city government and those it serves, providing access
to public records, publishing City Council agendas, preparing minutes and serving as the city’s
election official.
SERVICES
• City Council Agenda preparation
• Minutes preparation
• Legal noticing and publishing
• Maintain Fair Political Practices Commission filings
• Maintain Carlsbad Municipal Code
• Maintain, preserve and provide access to all legislative documents
• Election administration
• Codification of the Carlsbad Municipal Code
• Notarize documents
• Provide proofs of life certifications
• Assist City Attorney’s Office with citywide ethics training
• Ensure public records are archived, preserved and accessible to the public
• Respond to Public Records Act Requests
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $418,992 $458,564 $582,240 $620,594
Retirement Benefits 103,135 119,040 121,221 135,664
Health Insurance 64,919 74,685 121,843 110,015
Other Personnel Expenses 16,991 20,830 24,150 16,375
Personnel Services Subtotal 604,037 673,119 849,454 882,648
Operating Expenses
Professional & Contract Services 53,678 39,907 103,200 75,500
Supplies & Materials 69,960 89,381 126,562 97,330
Repair & Maintenance 1,103 966 5,221 5,221
Interdepartmental Charges 123,688 129,043 144,319 120,660
Other Operating Expenses 32,197 80,611 107,776 81,800
Capital Outlay 2,080 0 0 0
Operating Expenses Subtotal 282,706 339,908 487,078 380,511
TOTAL EXPENDITURES $886,743 $1,013,027 $1,336,532 $1,263,159
Full Time Positions 6.00 7.00 7.00 7.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
E-6 CITY OF CARLSBAD
• Process subpoenas, summons and claims
• Develop and implement records management and document management programs
• Process recorded documents and bond releases
• Provide document research assistance to staff and the public
• Provide training and support to various department personnel designated to scan
documents into the city’s records repository
• Manage and coordinate destruction of records past retention
RECENT ACCOMPLISHMENTS
• Implemented a new Public Records Act Request portal that allows members of the public to
search for information requested by others
• Began comprehensive update of Carlsbad Municipal Code
• Updated all board, commission and committee agenda material templates
• conducted board, commission and committee member training
• Created a Staff Report Preparation Manual for preparing clear, concise staff reports
• Performed back-file conversion digitizing over 500 boxes of records held in off-site storage
• Added over 18,500 records to the city’s document management system to allow for online
searching for residents and staff
• Assisted in researching and recommending Laserfiche as a replacement program for the
city’s document management system
• Collaborated with Information Technology in the planning and designing of the Laserfiche
environment
• Created mapping documentation for the migration of data from HP Records Manager to
Laserfiche
• Classified 10,000+ legacy documents to specific categories in preparation for data migration
GOALS | OBJECTIVES | PRIORITIES
• Implement a new council inquiry platform to allow City Council members to efficiently
obtain information for constituents
• Automate the staff report routing process
• Evaluate feasibility of offering passport application acceptance services
• Continue to systematically update the Carlsbad Municipal Code
• provide greater transparency on the city website by providing access to more public records
• Provide Citywide Public Records Act training and training on proper maintenance of records
• Implement and train city staff regarding Records Retention Schedule
• Assist with implementation and training of Laserfiche application citywide
• Continue to assist and collaborate with Information Technology department in planning and
designing Laserfiche environment and the process of mapping and the migration of data
from HP Records Management to Laserfiche
• Continue to collaborate with various departments on digitizing their documents
• Increase avaialble space at the Faraday Administration Center by creating process to quality
check digitized Planning and Engineering records against physical mylars in to enable
retirement of physical documents
• Continue to conduct departmental records audits
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-7
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY
COMMUNITY DEVELOPMENT
• Administration
• Land Development Engineering
• Planning
• Building & Code Enforcement
• Housing Services
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $5,074,750 $5,470,349 $6,167,974 $6,147,835
Retirement Benefits 1,434,454 1,501,035 1,402,684 1,399,250
Health Insurance 766,624 764,460 936,038 933,124
Other Personnel Expenses 196,291 227,183 261,468 189,800
Personnel Services Subtotal 7,472,119 7,963,027 8,768,164 8,670,009
Operating Expenses
Professional & Contract Services 2,024,967 2,578,649 2,492,480 2,223,044
Supplies & Materials 258,615 174,616 344,312 168,945
Repair & Maintenance 8,918 5,482 6,046 2,923
Interdepartmental Charges 1,126,973 1,291,543 1,342,030 1,285,832
Other Operating Expenses 8,812,266 9,341,702 9,326,300 9,653,345
Capital Outlay 16,790 3,975 0 0
Operating Expenses Subtotal 12,248,529 13,395,967 13,511,168 13,334,089
TOTAL EXPENDITURES $19,720,648 $21,358,994 $22,279,332 $22,004,098
General Fund $9,881,459 $10,692,924 $11,155,303 $10,781,168
Special Revenue Fund 8,022,410 8,896,502 9,577,237 9,289,407
Trust Fund 1,816,779 1,769,568 1,546,792 1,933,523
TOTAL FUNDING $19,720,648 $21,358,994 $22,279,332 $22,004,098
Full Time Positions 58.75 59.75 63.75 61.75
Hourly/FTE Positions 4.34 4.34 12.00 12.00
E-8 CITY OF CARLSBAD
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: ADMINISTRATION
Account: 0013010 Fund: General
ABOUT
The Community Development Administration assists divisions within the department in
accomplishing goals by liaising with City Hall, removing roadblocks, coordinating between divisions,
managing budgets, resource allocation and training budgets and other support efforts. Community
Development Administration supports the Building and Code Enforcement, Engineering, Planning and
Housing Services divisions and coordinates with other departments.
SERVICES
• Continue to modernize and streamline operations, including process improvements
• Devotes staff resources to improving the customer usability of major IT strategic projects,
specifically enterprise content management, Laserfiche, I-Pay, Carlsbad Connect App and
EnerGov
• Provide resources on interdepartmental initiatives such as the Climate Action Plan. Focus on
providing positive engagement to make the compliance understandable and less onerous for
new businesses and homeowners improving and/or developing property
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $653,419 $796,432 $851,870 $897,591
Retirement Benefits 156,849 186,636 199,198 199,743
Health Insurance 80,518 106,080 114,482 127,924
Other Personnel Expenses 19,306 25,174 26,987 26,258
Personnel Services Subtotal 910,092 1,114,322 1,192,537 1,251,516
Operating Expenses
Professional & Contract Services 287,202 394,944 125,000 55,000
Supplies & Materials 88,050 61,423 72,816 41,000
Repair & Maintenance 460 263 0 150
Interdepartmental Charges 82,179 132,999 143,903 211,600
Other Operating Expenses 26,959 22,179 19,500 5,700
Capital Outlay 1,114 1,401 0 0
Operating Expenses Subtotal 485,964 613,209 361,219 313,450
TOTAL EXPENDITURES $1,396,056 $1,727,531 $1,553,756 $1,564,966
Full Time Positions 5.00 7.00 7.00 6.45
Hourly/FTE Positions 0.50 0.50 3.00 2.50
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-9
RECENT ACCOMPLISHMENTS
• Supported testing user acceptance to update the enterprise software system, EnerGov
• Reconfigured EnerGov incorporating updates from the city’s Development Fee Schedule
• Supported a pilot program for electronic, or paperless, review and inspection of minor
building permits
• Continued efforts to enhance staff engagement and customer service opportunities
GOALS | OBJECTIVES | PRIORITIES
• Support IT with an initial phase of online permitting which will offer applicants the ability to
apply, pay fees and receive permits online for select, minor permits
• Develop a process guide for homeowners and applicants covering simple and complex
permits
• Digitize building plan prints and project files to make them available in digital form making
documents readily available for staff and the public
• Support IT with offering minor permits via an online customer self-service portal, a module
of EnerGov
• Continue to digitize historical documents for ease of customers and internal users
• Continue staff training and development to support staff engagement
• Develop standardized case management reports for Planning and Engineering services to
assist management staff to better track, manage and prioritize permit workload
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Two full-time employees were transferred to Information Technology:
1.0 FTE business systems specialist and 1.0 FTE special projects manager
• Economic Development has been transferred from Community Development to
Administrative Services and combined with the Innovation Division from the City Manager’s
department to create the new Office of Innovation and Economic Development
E-10 CITY OF CARLSBAD
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING
Account: 0013110
0013120
Fund: General
ABOUT
The Land Development Engineering Division ensures that all construction for new development
projects and work in the public right-of-way complies with adopted codes and engineering standards.
Land Development Engineering is responsible for subdivision and other land development
engineering activities, including encroachments within the city rights of way, project conditioning,
plan check, issuing permits for construction, flood plain administration, transportation and traffic
review for developments and maintenance of maps and records of improvements.
SERVICES
• Subdivision map review and processing
• Discretionary review and project conditioning
• Grading, public improvement and right-of-way plan checking and permitting
• Flood plain administration and residential assistance
• Traffic review and analysis for development projects
• Transportation Demand Management for development projects
• Maintain the engineering section of the public counter
• Customer service and public information
• Maintenance of engineering standards
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $865,904 $972,210 $1,067,182 $1,156,703
Retirement Benefits 257,124 287,486 260,297 267,265
Health Insurance 163,830 161,337 193,823 188,728
Other Personnel Expenses 35,367 40,181 43,791 35,225
Personnel Services Subtotal 1,322,225 1,461,214 1,565,093 1,647,921
Operating Expenses
Professional & Contract Services 354,708 335,746 306,192 456,700
Supplies & Materials 4,543 10,606 3,154 4,504
Repair & Maintenance 1,483 805 623 623
Interdepartmental Charges 171,193 161,702 172,129 146,911
Other Operating Expenses 42,451 32,236 37,167 8,700
Capital Outlay 0 2,574 0 0
Operating Expenses Subtotal 574,378 543,669 519,265 617,438
TOTAL EXPENDITURES $1,896,603 $2,004,883 $2,084,358 $2,265,359
Full Time Positions 10.75 10.75 11.75 11.00
Hourly/FTE Positions 0.50 0.50 0.50 1.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-11
RECENT ACCOMPLISHMENTS
• Developed a policy for evaluating vehicle miles traveled in accordance with the California
Environmental Quality Act
• Issued 1,400 engineering permits
• Reviewed 1,030 building permit applications
• Reviewed and conditioned 200 discretionary permits
GOALS | OBJECTIVES | PRIORITIES
• DeveIop new policies for implementation of new state water quality regulations
• Develop a policy for state required capture of trash for new developments
• Continue to refine procedures and adopt new technology to enhance the customer
experience
• Update GIS systems, update records management and refine procedures for the
administration of the flood plain
E-12 CITY OF CARLSBAD
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: PLANNING
Account: 00132XX
170
171
172
Fund: General
Special Revenue-Flower Fields Grant
Special Revenue-Ag.Mitigation Fees
Special Revenue-Habitat Management Fees
ABOUT
The Planning Division guides the physical development of the city in a manner that preserves the
quality of life for residents, by ensuring that all new planning programs and development projects
comply with the General Plan, Local Coastal Program, Zoning Ordinance and the performance
standards of the Growth Management Plan.
SERVICES
• Technical support to the Planning Commission and City Council
• Prepare and update plans for the long-range development of the city such as the General
Plan, Local Coastal Plan, Growth Management Plan as well as master and specific plans
• Prepare and update ordinances and policies regulating development
• Complete special studies
• Ensure the consistency of all development proposals with the city’s General Plan, Local
Coastal Program, zoning, subdivision and environmental ordinances
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,727,127 $1,794,738 $1,881,571 $1,911,326
Retirement Benefits 499,489 517,840 453,204 449,935
Health Insurance 218,039 207,834 229,084 276,962
Other Personnel Expenses 67,429 73,678 74,391 58,970
Personnel Services Subtotal 2,512,084 2,594,090 2,638,250 2,697,193
Operating Expenses
Professional & Contract Services 501,640 526,714 376,133 167,133
Supplies & Materials 48,838 40,350 141,900 36,149
Repair & Maintenance 942 546 3,373 0
Interdepartmental Charges 292,926 279,074 301,017 265,545
Other Operating Expenses 304,629 228,394 104,208 10,400
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,148,975 1,075,078 926,631 479,227
TOTAL EXPENDITURES $3,661,059 $3,669,168 $3,564,881 $3,176,420
General Fund $3,380,869 $3,465,638 $3,514,881 $3,176,420
Special Revenue 280,190 203,530 50,000 0
TOTAL FUNDING 3,661,059$ 3,669,168$ 3,564,881$ 3,176,420$
Full Time Positions 20.00 20.00 20.00 20.00
Hourly/FTE Positions 0.00 0.00 0.50 1.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-13
• Environmental review of all private and public projects for compliance with the California
Environmental Quality Act and the city’s Environmental Protection Procedures
• Process city permits for capital improvement projects
• Provide planning and zoning information
• Plan check grading plans, subdivision maps and building permits for compliance with city
requirements and conditions of approval
• Plan check landscape plans for conformance with the Landscape Manual
• Represent the city with other agencies
RECENT ACCOMPLISHMENTS
• Completed City Council and Coastal Commission hearings on the suggested modifications for
the Village and Barrio Master Plan Update, resulting in final approval of the plan
• Finalized the draft Local Coastal Program Land Use Plan, completed public outreach and
review and revised the plan in response to public comments
• Applied for and obtained a planning grant of $310,000 from the Department of Housing and
Community Development to 1) examine the rezoning of available parcels; 2) create objective
design standards for multi-family housing projects; 3) develop applicable Municipal Code
regulations; and 4) produce forms, internal procedures, marketing brochures and other
outreach tools for projects eligible for streamlined ministerial review
• Updated the inclusionary housing and density bonus zoning ordinances to reflect changes in
state law adopted by the legislature in 2017, 2018 and 2019
• Created a work plan, citizen advisory committee charter, request for proposals, selected a
consultant, held meetings with the Housing Element Advisory Committee and started the
Housing Element Update
• Processed development permits requiring approval by either the city planner, Planning
Commission or City Council
GOALS | OBJECTIVES | PRIORITIES
• Complete the draft Housing Element and Environmental Impact Report Addendum
• Develop a Case Prioritization and Process Guide to help set a clear purpose and reasonable
expectations for the public, establishing standard processing procedures and policies for all
discretionary permit cases, including case prioritization and targeted timeline standards
• Revise permit review of city capital improvement projects to reduce processing time, while
still maintaining high quality design and environmental standards
• Revise City Council Policy 64 – Wireless Communication Facilities to comply with federal law
• Prepare amendments to address the Village and Barrio Master Plan Amendments Package
E-14 CITY OF CARLSBAD
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: BUILDING & CODE ENFORCEMENT
Account: 0013610
0012530
Fund: General
ABOUT
The Building & Code Enforcement Division serves to protect those who live and work in Carlsbad by
enforcing building and safety standards contained in the State of California Building Codes and
various municipal codes and policies.
Building division staff are the main point of contact for an applicant during the building plan check
process and during construction. Once a project has been approved and a permit is issued, a building
inspector is the applicants' educated advocate evaluating the contractor’s work.
Code enforcement staff partner with Carlsbad residents to promote and maintain a safe and
desirable living and working environment, to improve the quality of Carlsbad’s neighborhoods
through education, enforcement and abatement and to respond to community concerns. The team’s
objective is not to be punitive, but to ensure awareness and compliance with established codes and
regulations, to protect public health and safety and maintain the quality of life in Carlsbad.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,143,968 $1,135,268 $1,146,962 $1,353,633
Retirement Benefits 307,545 305,437 260,287 279,208
Health Insurance 205,264 205,490 205,426 235,800
Other Personnel Expenses 43,958 51,169 56,406 42,986
Personnel Services Subtotal 1,700,735 1,697,364 1,669,081 1,911,627
Operating Expenses
Professional & Contract Services 552,724 532,601 549,727 504,727
Supplies & Materials 10,341 15,676 19,726 29,527
Repair & Maintenance 2,554 1,664 250 350
Interdepartmental Charges 235,763 236,590 258,755 239,807
Other Operating Expenses 27,688 48,748 32,150 10,250
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 829,070 835,279 860,608 784,661
TOTAL EXPENDITURES $2,529,805 $2,532,643 $2,529,689 $2,696,288
Full Time Positions 10.00 10.00 10.00 15.00
Hourly/FTE Positions 1.00 1.00 1.00 4.50
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-15
SERVICES
• Plan check, fee assessment, permit issuance and inspection for compliance with adopted
state and local codes including recycling, storm water, energy generation and conservation
• Available as a resource to the city’s residents and business partners for questions and to
provide historical documents related to construction
• Provide information related to ongoing construction projects
• Receive and process requests for construction plans for existing buildings
• Maintain records during construction and prepare files for electronic conversion
• Responsible for enforcement of zoning, building codes, general property maintenance and
miscellaneous Municipal Codes. Code enforcement is a responsibility shared by many city
departments and entails the cooperation of residents and businesses
RECENT ACCOMPLISHMENTS
• Plan checked and issued over 3,400 building permits valued at over $181,937,648
• Established a Climate Action Plan committee to coordinate program implementation efforts
• Provided relevant training, education and career development opportunities for staff
• Continued migration of metadata of historical files into HP Records Management for future
public access
• Filled several key positions and transferred the Code Enforcement Division from the Housing
Services Division to the Building Division to better align services and responsibilities
• Code Enforcement is on track to close over one thousand cases in fiscal year 2019-20.
GOALS | OBJECTIVES | PRIORITIES
• Implement a city sponsored program to provide home energy audits for residents applying
for certain types of building permits
• Coordinate the Climate Action Plan with amended Green Building and Energy Code
requirements in an effort to achieve a lower carbon footprint throughout Carlsbad
• Maintain a high level of service with a focus on creating more efficient processes
• Draft a pilot program for online project submittal and electronic plan review for non-
structural residential remodels, decks, solar installations, patio covers and HVAC systems
• Establish a video building inspection program for minor inspections such as drywall, water
heater, patio covers and gas line extensions
• Obtain 100% International Code Council certification for all building inspectors
• Continue to modernize and expand code enforcement efforts to continuously seek
improvements and innovation in the delivery of services, sustain an extraordinary built
community and comply with new state regulations
• Develop a code enforcement team through comprehensive education and certification
following industry standards set by the California Association of Code Enforcement Officers
• Develop a Case Prioritization and Process Guide to establish a clear purpose and set
reasonable expectations for the public and establish standard processing procedures and
policies for all code enforcement cases, including case prioritization and targeted timeline
standards
E-16 CITY OF CARLSBAD
COMMUNITY SERVICES |
HOUSING SERVICES
Account: 0012510
0012520
1502810
Fund: General
General
Special Revenue – Community Grants
ABOUT
Housing Services provides various programs, activities and services that assist in the effort to sustain
an extraordinary Carlsbad community. These include the disbursement of community grants, delivery
of community education programs and support to the Housing Commission.
SERVICES
Community Funding Program
• Provide financial assistance to community organizations, teams and special events that
benefit the residents of Carlsbad in compliance with city council policies
• Through the Agricultural Conversion Mitigation Fee program, fund projects that improve
agricultural lands for continued agricultural production, protect and enhance the coastal and
lagoon environment, improve lagoon nature centers and restore beaches for public use
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $220,889 $290,028 $573,033 $338,373
Retirement Benefits 41,989 46,839 82,004 84,319
Health Insurance 26,267 21,554 113,582 52,427
Other Personnel Expenses 7,381 10,205 19,823 10,893
Personnel Services Subtotal 296,526 368,626 788,442 486,012
Operating Expenses
Professional & Contract Services 239,632 416,048 482,217 439,217
Supplies & Materials 52,567 20,555 28,501 13,600
Repair & Maintenance 2,839 1,699 0 0
Interdepartmental Charges 60,086 144,530 154,532 131,779
Other Operating Expenses 10,800 10,771 28,927 37,527
Capital Outlay 15,676 0 0 0
Operating Expenses Subtotal 381,600 593,603 694,177 622,123
TOTAL EXPENDITURES $678,126 $962,229 $1,482,619 $1,108,135
General Fund $678,126 $962,229 $1,472,619 $1,078,135
Special Revenue 0 0 10,000 30,000
TOTAL FUNDING 678,126$ 962,229$ 1,482,619$ 1,108,135$
Full Time Positions 5.45 4.30 8.78 3.78
Hourly/FTE Positions 1.84 1.84 5.50 2.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-17
Community Education Programs
• Carlsbad Student Leader Academy (high school students)
• CityStuff (third grade students)
Housing Commission
• Provide technical and administrative support to the Carlsbad Housing Commission
RECENT ACCOMPLISHMENTS
• Issued three Winning Teams Grants to local Carlsbad schools helping to offset travel
expenses to national championship competition
• In partnership with the YouSchool and Servant Leadership Institute, the city commenced the
Carlsbad Student Leader Academy in spring 2020 with 20 high school students participating.
The second half of the spring session was suspended due to the COVID-19 emergency. To
date, this program has provided leadership training to 100+ Carlsbad high school aged
residents
• In partnership with 14 local elementary schools and 32 community volunteers, the city
began the CityStuff program in spring 2020 and engaged 1,127 third grade students in 54
classrooms. The program was suspended due to the COVID-19 emergency
GOALS | OBJECTIVES | PRIORITIES
• Implement the Community Activity Grant and Winning Teams Grant programs and process
applications for assistance that are consistent with the city council policies
• Continue to support the Agricultural Conversion Mitigation Fee program
• Provide education focused on civic proficiency and leadership to Carlsbad youth
• Provide technical and administrative support to the Carlsbad Housing Commission
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• During fiscal year 2019-20, two full-time employees were transferred out of Housing
Services: 1.0 full-time homeless resource program manager was transferred to the Police
Department
• 1.0 full-time volunteer program manager was transferred to Human Resources
• Starting in fiscal year 2020-21, the Code Enforcement Division (5.0 full-time FTE and 3.5
part-time FTE) was transferred within Community Development to the Building Division to
create the newly combined Building and Code Enforcement division
E-18 CITY OF CARLSBAD
COMMUNITY SERVICES |
HOUSING SERVICES: AFFORDABLE HOUSING TRUST FUND
Account: 133, 134 Fund: Special Revenue
ABOUT
The Affordable Housing Trust Fund Program is the city’s primary source of affordable housing funding
for low income households. The Affordable Housing Trust Fund collects fees generated from the
Inclusionary Housing In-Lieu Fee and the sale of affordable housing credits that satisfy a developer’s
inclusionary housing obligation as well as loan repayments from existing developments. With these
funds, the city provides affordable housing programs and low income and homeless services support
and financial assistance for residential developments that provide housing opportunities to low
income households.
SERVICES
Affordable Housing Programs
• Research and develop new opportunities for affordable housing for low income households
through alternative product types and/or programs
• Ensure regulatory agreement compliance for all existing affordable housing developments
for low income households
• Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute
counseling and education programs
• Administer the Minor Home Repair Program
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $77,782 $91,355 $176,462 $110,572
Retirement Benefits 55,080 44,175 39,587 26,402
Health Insurance 11,765 7,335 17,797 6,986
Other Personnel Expenses 6,333 7,828 10,705 3,269
Personnel Services Subtotal 150,960 150,693 244,551 147,229
Operating Expenses
Professional & Contract Services 26,536 316,372 561,711 489,267
Supplies & Materials 39,753 12,579 56,400 19,000
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 124,346 140,765 148,276 127,942
Other Operating Expenses 51,843 83,697 117,840 97,260
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 242,478 553,413 884,227 733,469
TOTAL EXPENDITURES $393,438 $704,106 $1,128,778 $880,698
Full Time Positions 2.60 1.60 1.30 0.60
Hourly/FTE Positions 0.50 0.50 1.00 1.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-19
Low Income and Homeless Services Support
• Provide funding to the Carlsbad Services Center, which provides temporary day labor
employment services, employment training and readiness, access to benefits, basic needs,
rental assistance and case management
• Provide funding to the regional winter shelter and year-round Bridge-to-Housing network
programs
Affordable Housing Financial Assistance
• Negotiate and prepare financial assistance and loan documents for the construction of
single-family and multi-family low income affordable housing developments
Inclusionary Housing
• Continue to implement the Inclusionary Housing Ordinance by providing information to
developers, the public and city staff on the requirements of the ordinance
• Negotiate and prepare affordable housing agreements and density bonus agreements
• Monitor the development and operation of low income affordable housing developments
• Assist with the development of low income affordable housing developments from concept
to construction
RECENT ACCOMPLISHMENTS
• Partnered with municipalities throughout San Diego County to successfully support
furthering fair housing choices for all residents
• Construction and sales were completed on 15 of 25 new ownership homes in Bressi Ranch
(Kensington), as well as at least two of 15 affordable accessory dwelling units at Poinsettia
61 (Treviso)
• Issued a Minor Home Repair grant to one household
• The City Council authorized a $8.3 million financial assistance package for construction of
Windsor Pointe, a 50 affordable apartment unit community with permanent supportive
services to homeless and lower income veteran families and people experiencing
homelessness with mental health service needs
GOALS | OBJECTIVES | PRIORITIES
• Complete processing the financial assistance package to Windsor Pointe and facilitate
initiation of project construction
• Continue to work with residential developers with inclusionary housing requirements to
produce additional homes affordable to lower-income households
• Research and develop other programs and/or development opportunities to increase the
supply of affordable housing for low income households
• Preserve and improve the quality of the city’s existing housing stock
• Continue to support the Carlsbad Service Center, regional winter shelter and Bridge-to-
Housing network programs
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The maintenance and operations portion of the Homeless Response Program was budgeted
with Housing Trust Funds since its inception in May 2018. The budget has been moved to the
Police Department’s budget in the General Fund beginning in fiscal year 2020-21.
• $400,000 was budgeted to create a flexible housing subsidy program for individuals and
families who are homeless or at-risk of homelessness
E-20 CITY OF CARLSBAD
COMMUNITY SERVICES |
HOUSING SERVICES: RENTAL ASSISTANCE
Account: 190 Fund: Special Revenue
ABOUT
The federally funded Section 8 rental assistance program provides monthly rental subsidies to very
low-income households in Carlsbad and processes new participants into the program as additional
funds are available from the federal government.
SERVICES
Section 8 Tenant Based Rental Assistance
• Provide federal funding to subsidize rents for eligible low-income households
• Assist low-income households in the community with access to rental housing that is decent,
safe and sanitary
• Ensure the program is being administered in compliance with federal regulations, federal
guidelines, the Carlsbad Administrative Plan and the Public Housing Agency Plan
• Achieve and maintain a lease rate that effectively and fully utilizes funding allocation
Family Self-Sufficiency
• Enable unemployed, under-employed or under-educated low-income families achieve
economic independence from welfare
• Assist families to identify barriers to becoming self-sufficient
• Provide guidance to families for establishing a five-year goal and plan
• Coordinate needed support services and act as an advocate on behalf of the client
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $298,537 $312,439 $310,903 $300,769
Retirement Benefits 82,666 81,236 79,710 73,464
Health Insurance 45,909 43,266 44,022 38,636
Other Personnel Expenses 12,616 14,692 22,513 9,689
Personnel Services Subtotal 439,728 451,633 457,148 422,558
Operating Expenses
Professional & Contract Services 34,831 33,832 33,500 34,000
Supplies & Materials 6,120 5,741 10,515 10,665
Repair & Maintenance 640 505 300 300
Interdepartmental Charges 133,853 150,866 116,801 115,743
Other Operating Expenses 6,601,091 6,836,887 7,137,300 7,139,800
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 6,776,535 7,027,831 7,298,416 7,300,508
TOTAL EXPENDITURES $7,216,263 $7,479,464 $7,755,564 $7,723,066
Full Time Positions 3.50 4.60 4.00 4.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-21
RECENT ACCOMPLISHMENTS
• Provided monthly rental assistance to approximately 550 very-low and extremely low-
income households
• Received “High Performer” ranking under the Section Eight Management Assessment
Program for the ninth consecutive year, due to outstanding program performance
GOALS | OBJECTIVES | PRIORITIES
• Fully implement the Section 8 program management software to improve operational
efficiency and reduce the need for paper file storage and increase the ability for electronic
file storage
• Complete intake and lease up for rental assistance vouchers for 15 non-elderly, disabled
participants
E-22 CITY OF CARLSBAD
COMMUNITY SERVICES |
HOUSING SERVICES: COMMUNITY DEVELOPMENT BLOCK GRANT
Account: 391 Fund: Special Revenue
ABOUT
The Community Development Block Grant or CDBG program represents federal funds provided to the
city to develop viable urban communities through the provision of decent housing, a suitable living
environment and by expanding economic opportunities for lower income persons. This program in
the City of Carlsbad is focused on providing specific benefit to low income residents, with serving the
city’s homeless population and providing affordable housing as the two highest priorities.
SERVICES
• Provide staff support to the CDBG Funding Advisory Committee and City Council in the
selection process for identifying activities to be included in the Annual Action Plan for the
CDBG Program
• Prepare a five-year consolidated plan for submittal to U.S. Department of Housing and
Urban Development
• Ensure that documentation is maintained to meet guidelines established by HUD for
continued CDBG funding
• Monitor activities of grant sub-recipients to ensure that HUD and city requirements are met
• Prepare the Consolidated Annual Performance and Evaluation Report for review and
acceptance by the City Council and HUD
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $34,856 $30,127 $81,913 $48,864
Retirement Benefits 13,752 12,043 14,639 11,718
Health Insurance 5,926 3,503 11,042 3,503
Other Personnel Expenses 1,591 1,584 3,602 1,558
Personnel Services Subtotal 56,125 47,257 111,196 65,643
Operating Expenses
Professional & Contract Services 18,735 21,711 20,000 39,000
Supplies & Materials 0 0 300 3,500
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 390 750 950 500
Other Operating Expenses 57,269 439,684 500,449 547,000
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 76,394 462,145 521,699 590,000
TOTAL EXPENDITURES $132,519 $509,402 $632,895 $655,643
Full Time Positions 0.60 0.65 0.57 0.57
Hourly/FTE Positions 0.00 0.00 0.50 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-23
RECENT ACCOMPLISHMENTS
• Provided funding assistance to six non-profit, non-city organizations to provide services to
low income households with a focus on affordable housing, supportive services to low
income and special needs populations and assisted in the prevention and reduction of
homeless residents in Carlsbad
• CDBG funds were expended to purchase resales of affordable ownership units to be resold
to low and/or very low-income buyers. Two homes were purchased in fiscal year 2019
• Successful submission and HUD approval of the Annual CDBG Action Plan for fiscal year
2019-20
GOALS | OBJECTIVES | PRIORITIES
• Successful completion and submission of the fiscal year 2020-21 Consolidated Annual Plan
Evaluation Report
• Project identification and related expenditure plan for CDBG funds to provide for additional
affordable housing opportunities for low income households, with specific focus on those
experiencing homelessness
• Identification of additional programs that can be funded through the CDBG program to assist
the homeless residents of Carlsbad
E-24 CITY OF CARLSBAD
COMMUNITY SERVICES |
HOUSING SERVICES: SUCCESSOR AGENCY
Account: 801 Fund: Trust Fund
ABOUT
The successor agency is responsible for preparing a recognized obligation payments schedule as
detailed by the State of California’s Department of Finance, listing the enforceable obligations of the
former redevelopment agency and their source of payment. This payment schedule is subject to
approval by the countywide oversight board.
SERVICES
• Activities associated with the dissolution of the redevelopment agency
• Ensure payment of all debt obligations as approved by the Oversight Board
RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2020-21 for approval by
the countywide Oversight Board
• Received loan repayment from the successor agency and funding for payment on
redevelopment bond
GOALS | OBJECTIVES | PRIORITIES
• Continue to take actions to dissolve the former redevelopment agency in a timely manner
and ensure repayment of all approved debt obligations
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $52,268 $47,752 $78,078 $30,004
Retirement Benefits 19,960 19,343 13,758 7,196
Health Insurance 9,106 8,061 6,780 2,158
Other Personnel Expenses 2,310 2,672 3,250 952
Personnel Services Subtotal 83,644 77,828 101,866 40,310
Operating Expenses
Professional & Contract Services 8,959 681 38,000 38,000
Supplies & Materials 8,403 7,686 11,000 11,000
Repair & Maintenance 0 0 1,500 1,500
Interdepartmental Charges 26,237 44,267 45,667 46,005
Other Operating Expenses 1,689,536 1,639,106 1,348,759 1,796,708
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,733,135 1,691,740 1,444,926 1,893,213
TOTAL EXPENDITURES $1,816,779 $1,769,568 $1,546,792 $1,933,523
Full Time Positions 0.85 0.85 0.35 0.35
Hourly/FTE Positions 0.00 0.00 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-25
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SUMMARY
LIBRARY & CULTURAL ARTS
• Administration
• Circulation Services
• Reference, Genealogy & Carlsbad History Services
• Children’s Services
• Collections & Technical Services
• Bilingual, Literacy & Lifelong Learning Services
• Community Relations
• Cultural Arts
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $5,507,562 $5,637,609 $6,087,974 $6,296,303
Retirement Benefits 1,129,298 1,192,438 1,097,641 1,107,392
Health Insurance 528,849 558,617 662,330 641,553
Other Personnel Expenses 267,211 285,752 284,611 176,604
Personnel Services Subtotal 7,432,920 7,674,416 8,132,556 8,221,852
Operating Expenses
Professional & Contract Services 459,594 670,957 748,961 685,010
Supplies & Materials 1,209,765 1,506,185 1,440,701 1,454,292
Repair & Maintenance 41,251 44,187 51,525 49,075
Interdepartmental Charges 2,481,776 2,683,080 3,139,071 2,857,734
Other Operating Expenses 542,987 552,684 632,514 579,200
Capital Outlay 9,155 170,984 0 0
Operating Expenses Subtotal 4,744,528 5,628,077 6,012,772 5,625,311
TOTAL EXPENDITURES $12,177,448 $13,302,493 $14,145,328 $13,847,163
General Fund $11,990,021 $12,969,709 $13,743,851 $13,291,868
Special Revenue Fund 187,427 332,784 401,477 555,295
TOTAL FUNDING $12,177,448 $13,302,493 $14,145,328 $13,847,163
Full Time Positions 51.50 50.50 52.50 52.50
Hourly/FTE Positions 59.83 59.83 61.66 61.66
E-26 CITY OF CARLSBAD
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADMINISTRATION
Account: 0014010 Fund: General
ABOUT
Library & Cultural Arts Administration provides management and leadership for the delivery of library
and cultural arts programs and services; plans for the efficient use of resources and facilities;
coordinates relations with local, state and federal government agencies; and provides liaison services,
resource assistance and technical guidance to Library Board of Trustees, Arts Commission, Historic
Preservation Commission, the Friends of the Library, the Carlsbad Library & Arts Foundation, the
Carlsbad Friends of the Arts and the Serra Cooperative Library System.
SERVICES
• Conduct strategic planning, set programs and services, monitor and respond to industry
trends
• Manage all personnel and volunteer recruitment activities; develop and maintain policies.
and procedures; provide centralized training services for all staffing and volunteer services
• Develop and monitor budgets, contract and grant administration and purchasing and
accounting processes
• Develop and plan technology solutions to effectively deliver library and cultural arts services
• Participate in and promote public education pertaining to the general history of Carlsbad,
historic areas and sites
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,157,094 $1,203,324 $1,249,359 $1,283,986
Retirement Benefits 309,339 336,757 287,914 283,433
Health Insurance 152,762 158,599 165,801 124,564
Other Personnel Expenses 45,162 50,474 49,113 36,536
Personnel Services Subtotal 1,664,357 1,749,154 1,752,187 1,728,519
Operating Expenses
Professional & Contract Services 96,522 133,433 94,320 25,700
Supplies & Materials 122,074 120,090 130,167 131,012
Repair & Maintenance 39,744 42,042 41,955 45,855
Interdepartmental Charges 511,854 479,852 549,183 693,003
Other Operating Expenses 531,269 537,048 625,704 578,600
Capital Outlay 0 124,932 0 0
Operating Expenses Subtotal 1,301,463 1,437,397 1,441,329 1,474,170
TOTAL EXPENDITURES $2,965,820 $3,186,551 $3,193,516 $3,202,689
Full Time Positions 13.00 12.00 12.00 12.00
Hourly/FTE Positions 3.83 3.83 3.82 3.82
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-27
RECENT ACCOMPLISHMENTS
• Completed the second year of a three-year effort with The Centre for Organization
Effectiveness to advance talent development and succession planning, focusing on
transferring knowledge to new staff, including a new Library & Cultural Arts Director
• Made additional investments in the training and development of the part-time workforce,
which is vital to continue high-quality service delivery and to foster a strong future
workforce
• Initiated a Technology Vision & Strategic Staffing effort to recommend processes and staffing
necessary to meet the technology needs of the community
• Upgraded the self-check kiosks and operating system to offer new features and comply with
industry standards for secure processing of credit card transactions
• Developed the framework for integrating the library’s patron account system with the city’s
system for accepting payments to improve accuracy and efficiency
• Upgraded rental venue and meeting room AV systems to provide consistent, state-of-the-art
features
• Supported three boards and commissions in the development of work plans for presentation
to the City Council
GOALS | OBJECTIVES | PRIORITIES
• Complete work on talent development and succession planning including transition to new
leadership; institutionalize ongoing talent management practices
• Carefully manage department resources in a shifting economic environment
• Provide expertise and input into the procurement process to select a future integrated
library system that meets the cutting-edge expectations of a modern public library
E-28 CITY OF CARLSBAD
COMMUNITY SERVICES|
LIBRARY & CULTURAL ARTS: CIRCULATION SERVICES
Account: 0014015 Fund: General
ABOUT
Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of
all library print and audio-visual materials.
SERVICES
• Issue new and replacement library cards to borrowers and Internet users
• Circulate print and audio-visual materials, answer collection related questions
• Track reserved and overdue items; sort, organize and shelve all library materials
• Collect fines and fees; reconcile daily transactions and oversee collection agency accounts
• Coordinate Carlsbad’s participation in county-wide delivery and return of Serra Cooperative
member library materials
• Collect retired flags from deposit boxes; deliver to the Fire Department for proper disposal
• Conduct an annual inventory of the collection
• Maintain accuracy of user records through reports
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $827,213 $869,886 $898,079 $936,680
Retirement Benefits 106,476 108,809 105,568 104,014
Health Insurance 33,525 40,944 46,392 58,219
Other Personnel Expenses 52,528 54,765 51,154 26,123
Personnel Services Subtotal 1,019,742 1,074,404 1,101,193 1,125,036
Operating Expenses
Professional & Contract Services 0 0 0 0
Supplies & Materials 6,982 20,908 14,120 12,500
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 164,760 173,810 205,505 113,375
Other Operating Expenses 0 0 0 0
Capital Outlay 0 5,908 0 0
Operating Expenses Subtotal 171,742 200,626 219,625 125,875
TOTAL EXPENDITURES $1,191,484 $1,275,030 $1,320,818 $1,250,911
Full Time Positions 4.50 4.50 4.50 4.50
Hourly/FTE Positions 21.08 20.68 20.68 20.68
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-29
RECENT ACCOMPLISHMENTS
• Expanded collection of staff training videos to simplify onboarding of new circulation staff.
Worked with training coordinator to explore new training methods and platforms
• Expanded selection of sewing classes to include individual projects. Donated over 100 quilts
made in class to the Trauma Intervention Project
• Participated in launch of simplified self-check kiosk application
GOALS | OBJECTIVES | PRIORITIES
• Explore digital library card applications, mobile checkout devices and other efficiencies to
improve the customer experience
• Partner with San Diego County foster care to donate quilts made in sewing classes to foster
children
• Complete change in placement of service desks and staffing models to better address patron
usage patterns
E-30 CITY OF CARLSBAD
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: REFERENCE, GENEALOGY &
CARLSBAD HISTORY SERVICES
Account: 0014016 Fund: General
ABOUT
Reference Services staff assists the public with information needs; locates library materials for
patrons; provides instruction on resource use; performs research for the public, local business and
government; and provides readers’ advisory assistance.
The Genealogy & Carlsbad History staff provides reference and instructional assistance to patrons
researching their ancestry and preserves Carlsbad history materials for public research. The division
works closely with the North San Diego County Genealogical Society, a partner organization of the
Dove Library, to provide educational genealogy programs for the community and with the City of
Carlsbad’s Historic Preservation Commission to support their work.
Both areas support patrons’ increasing use of technology through digital literacy training and access
to emerging technologies.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,325,750 $1,284,739 $1,429,476 $1,475,555
Retirement Benefits 242,348 248,526 241,978 243,601
Health Insurance 81,185 87,605 111,176 107,905
Other Personnel Expenses 64,762 67,294 68,365 40,181
Personnel Services Subtotal 1,714,045 1,688,164 1,850,995 1,867,242
Operating Expenses
Professional & Contract Services 5,992 207 4,000 1,700
Supplies & Materials 10,590 8,806 16,749 16,699
Repair & Maintenance 1,147 1,770 3,870 1,920
Interdepartmental Charges 783,702 877,169 1,014,351 932,387
Other Operating Expenses 304 837 3,700 0
Capital Outlay 6,376 0 0 0
Operating Expenses Subtotal 808,111 888,789 1,042,670 952,706
TOTAL EXPENDITURES $2,522,156 $2,576,953 $2,893,665 $2,819,948
Full Time Positions 11.00 11.00 11.00 11.00
Hourly/FTE Positions 15.30 15.35 15.35 15.35
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-31
SERVICES
• Respond to in-person, telephone, email and text reference questions, provide instruction,
classes and tours, assist the public with access to digital resources and administer services to
homebound patrons
• Support a collaborative learning environment in which community members can express
their creativity through digital photography and editing, 3D printing and design, coding and
electronics, digital crafting and media conversion
• Contribute to the management and selection of books, digital resources, audiovisual
materials, magazines, newspapers and other library materials
• Introduce new technology and electronic resources, facilitate instructional programs, assist
users in the library’s computer labs and lead book clubs
• Plan and execute community outreach activities such as visits to schools, senior centers,
farmers’ markets and other community groups
• Manage the selection and organization of print and digital genealogy and Carlsbad history
resources, preserve archival collections and provide instruction and assistance to patrons of
all ages researching genealogy or local history
• Coordinate with the North San Diego County Genealogical Society to schedule and provide
free educational genealogy programs
• Support the work of the City of Carlsbad’s Historic Preservation Commission through
research, digitization and programming
RECENT ACCOMPLISHMENTS
• Acquired, tested and developed curriculum for creative digital and technology-related
programs and services to northern Carlsbad, including digital crafting, virtual reality and the
ability to convert photos, slides and negatives to digital formats
• Implemented live online chat feature, LibChat, which allows patrons to ask questions of
research librarians from their computer
• Evaluated existing programs and services to respond to community needs; added computers
in study rooms to aid tutoring services and patrons, leveraged LibCAL for teen programming
and tailored Books To Go outreach programs to schools
• Awarded grant from Institute of Museum and Library Services to participate in Embedded
Evaluation in Public Libraries, a team-based training project to build evaluation knowledge
and skills, embed evaluation in the library and develop professional networks
• Upgraded Exploration HUB equipment with new iMacs and Adobe Creative Suite,
GameMaker Studio 2 and Adobe Premiere Elements. Improved space by reconfiguring
design to enhance creativity, social interaction and team projects.
• Created research files and digitized resources to support the work of the City of Carlsbad’s
Historic Preservation Commission
GOALS | OBJECTIVES | PRIORITIES
• Expand creative digital and technology-related programs and services in northern Carlsbad,
including virtual reality headsets, digital crafting and a mobile recording studio
• Develop comprehensive Reference training and onboarding procedures in video and wiki
online platforms to develop and enhance staff efficacies
• Increase access to digitized archival materials located in the Carlsbad History Collection
through the selection and population of an improved digital asset management system
E-32 CITY OF CARLSBAD
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CHILDREN’S SERVICES
Account: 0014035 Fund: General
ABOUT
The Children’s Services Division supports the educational, literacy, informational, cultural and
recreational needs of young patrons from babies through middle school-aged children. Youth-related
reference and readers’ advisory services are also offered to parents, caregivers and teachers.
SERVICES
• Develop and present educational programs for children year-round, including weekly early
literacy and educational programs, as well as special reading programs such as the annual
Summer Reading Adventure
• Promote literacy and the enjoyment of reading by connecting children with books through
personal interactions, programs and development of an age-appropriate collection
• Support digital literacy for children by providing computers with early literacy programs,
internet access and educational games as well as remote access to digital databases for
homework assistance
• Answer reference questions and assist in using the collection and internet computers for
research and homework
• Manage the Homework Zone program, which offers children in grades 1-12 personalized
homework assistance provided by volunteers
• Provide library instruction and tours for children and youth-related groups
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $638,259 $638,805 $680,082 $697,071
Retirement Benefits 140,130 146,113 128,219 127,899
Health Insurance 105,162 97,165 109,147 100,503
Other Personnel Expenses 32,152 33,788 33,815 19,890
Personnel Services Subtotal 915,703 915,871 951,263 945,363
Operating Expenses
Professional & Contract Services 0 0 0 0
Supplies & Materials 3,073 11,844 6,595 5,795
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 317,259 351,627 423,754 353,548
Other Operating Expenses 0 0 110 0
Capital Outlay 0 26,201 0 0
Operating Expenses Subtotal 320,332 389,672 430,459 359,343
TOTAL EXPENDITURES $1,236,035 $1,305,543 $1,381,722 $1,304,706
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 5.55 5.55 5.55 5.55
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-33
• Build community connections through story times, book talks and instructional sessions at
local schools and special events throughout the city
• Provide leadership opportunities and community service hours for teens
RECENT ACCOMPLISHMENTS
• Strengthened early literacy efforts by initiating “Baby’s First Visit to the Library” promotion
in conjunction with Library Card Sign-up Month
• Established a thematic, systemwide STEAM program for youth in kindergarten through sixth
grade
• Developed department-wide story time curriculum standards to ensure the quality of early
literacy programs and ease of training for new staff
• Enhanced outreach efforts by adding the presentation of story times and book talks to local
schools and representing the department at the TGIF Concerts in the Parks series
• Represented the city in the presentation of CityStuff curriculum to third-grade classrooms
plus conducted library tours for the participants
GOALS | OBJECTIVES | PRIORITIES
• Explore new opportunities for virtual programming and the potential for hybrid models with
existing programs and events
• Strengthen early literacy efforts by launching “1,000 Books Before Kindergarten” program
• Design and implement a unified, thematic approach to STEAM exploration and discovery for
children from pre-K to grade 6 and their families in the newly configured Leichtag Family
Foundation Discovery Room
• Provide children from pre-K to grade 6 with opportunities for developing digital literacy and
21st century thinking skills through STEAM programming systemwide
• Utilize donated funds to design and implement improvements to the Cole Children’s picture
book area to provide a more attractive and interactive experience for young children and
their families
E-34 CITY OF CARLSBAD
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: COLLECTIONS & TECHNICAL SERVICES
Account: 0014040
1454010
1454011
Fund: General
Special Revenue-Gifts/Benefits
Special Revenue-Friends of the Library
ABOUT
Collections & Technical Services coordinates the selection of materials and manages collection
development for all library facilities. Staff oversee selection, ordering, invoicing and acquisition of
library materials for the public, in both physical and electronic formats. Staff also catalog and prepare
library materials for public use, evaluate new content formats, devise new cataloging and processing
procedures as new formats are added and evaluate usage patterns for electronic formats.
SERVICES
• Manage the selection of library materials in accordance with collection development policies
and industry practices to continue to meet the educational, life-long learning and
entertainment needs of the community
• Source and purchase library materials, in physical and electronic format
• Track the ordering and invoicing of materials, working with department and city staff to
ensure timely payment to vendors
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $547,275 $536,015 $566,605 $590,667
Retirement Benefits 135,246 140,045 128,187 125,371
Health Insurance 73,597 76,874 85,168 90,138
Other Personnel Expenses 26,074 27,439 28,515 17,308
Personnel Services Subtotal 782,192 780,373 808,475 823,484
Operating Expenses
Professional & Contract Services 12,371 86,839 34,000 29,750
Supplies & Materials 991,038 1,218,800 1,160,115 1,153,389
Repair & Maintenance 0 0 200 0
Interdepartmental Charges 128,317 136,204 166,166 180,240
Other Operating Expenses 456 419 250 0
Capital Outlay 0 4,625 0 0
Operating Expenses Subtotal 1,132,182 1,446,887 1,360,731 1,363,379
TOTAL EXPENDITURES $1,914,374 $2,227,260 $2,169,206 $2,186,863
General Fund $1,861,763 $2,079,500 $2,039,791 $1,960,663
Special Revenue Fund 52,611 147,760 129,415 226,200
TOTAL FUNDING $1,914,374 $2,227,260 $2,169,206 $2,186,863
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 2.93 2.88 2.88 2.88
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-35
• Create and maintain database records and label materials to allow patrons to discover and
locate items of interest
• Manage and reorganize physical shelving and location of materials as required to assist
patrons in finding materials of interest
• Perform Inter-Library Loans to provide patron access to materials outside the Carlsbad
collection
• Coordinate the removal of out-of-date or damaged materials to maintain a current and
desirable collection
• Use vendor reporting portals to track and assess patron use of electronic content
RECENT ACCOMPLISHMENTS
• Identified and added to the collection new eResources and expanded the existing eBooks
collection in response to increased patron demand for online access to popular digital
content
• Implemented innovative approaches to eBook circulation to provide better access to the top
demand titles
• Documented procedures and conducted staff cross-training to build skills and ensure
continuity of services during staff absences and for succession planning, working to organize
documentation for easy access
• Leveraged less frequently used features of cataloging software applications, including
Integrated Library System software and vendor data processing to increase cataloging
efficiency and streamline labor-intensive processes
• Modified labeling, shelving locations and database indexing to improve access and increase
findability
• Developed a new green approach to providing book group multiple copy materials that saves
money for the library and is less wasteful for the environment
GOALS | OBJECTIVES | PRIORITIES
• Participate in market and product analysis of discovery layer software with an eye towards
providing next generation catalog findability and patron access to the library collections,
both physical and electronic
• Provide expertise and input into the procurement process to select a future integrated
library system that meets the cutting-edge expectations of a modern public library
E-36 CITY OF CARLSBAD
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: BILINGUAL, LITERACY & LIFELONG
LEARNING SERVICES
Account: 001405X Fund: General
ABOUT
The Library Learning Center offers general library programs and services in addition to childhood,
family and adult literacy programs, collections and activities. Two unique aspects of the Learning
Center are Bilingual Services and Literacy Services. Bilingual Services provides specialized library
services and programs to Spanish-speaking patrons and community members wanting to explore the
language. Literacy Services provides one-to-one tutoring along with additional learning services for
adult learners who want to improve their reading, writing and computer skills to meet life goals.
SERVICES
• Provide access to English-Spanish, bilingual and literacy materials for all ages
• Offer reading and writing help by trained volunteer tutors for English-speaking adults
• Provide English as a second language classes in partnership with MiraCosta College
• Provide children’s activities in English, Spanish and bilingual English-Spanish
• Facilitate the Homework Zone program, which offers homework assistance to school-age
students by volunteers
• Offer intensive reading help to elementary school-age children
• Manage an accredited Career Online High School diploma program and support students
• Provide teen programs, concerts and family events
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $378,193 $363,504 $449,976 $456,495
Retirement Benefits 64,106 66,491 66,933 75,604
Health Insurance 10,862 12,708 33,092 52,716
Other Personnel Expenses 20,432 21,425 22,139 12,919
Personnel Services Subtotal 473,593 464,128 572,140 597,734
Operating Expenses
Professional & Contract Services 1,804 1,744 2,015 1,575
Supplies & Materials 45,483 44,435 8,755 6,155
Repair & Maintenance 75 90 300 300
Interdepartmental Charges 409,733 456,462 534,771 407,358
Other Operating Expenses 10,448 7,507 600 600
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 467,543 510,238 546,441 415,988
TOTAL EXPENDITURES $941,136 $974,366 $1,118,581 $1,013,722
Full Time Positions 3.00 3.00 4.00 4.00
Hourly/FTE Positions 5.66 5.66 5.67 6.07
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-37
• Offer Spanish-language book clubs
• Provide learning assistance in reading, writing and comprehension to students in partnership
with Carlsbad High School
RECENT ACCOMPLISHMENTS
• Onboarded a new principal librarian, two library assistants and a new volunteer coordinator
• Added one full-time library assistant in the Learning Center to support increased offerings to
the community, including added Saturday hours
• Raised awareness of Library Learning Center services through outreach programs
• Addressed challenges with access to library, bilingual English-Spanish and literacy services
and community interest by offering Saturday hours of service at the Library Learning Center
GOALS | OBJECTIVES | PRIORITIES
• Explore new opportunities for virtual programming and the potential for hybrid models with
existing programs and events
• Develop a new digital literacy and technology tutoring program that will serve Literacy
Services learners
• Launch family literacy programming supported with new California Library Literacy Services
grant funding
• Expand English as a Second Language class offerings in partnership with MiraCosta College to
include additional conversation skills classes
• Seek external partner to provide tax preparation assistance
E-38 CITY OF CARLSBAD
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: COMMUNITY RELATIONS
Account: 0014060
1454013
1454014
Fund: General
Special Revenue-Gartner Donation
Special Revenue-Benson Donation
ABOUT
The Community Relations Division coordinates the development, delivery and assessment of
programs for the community, performs outreach to promote departmental services and identify
community needs, advances partnerships and provides a wide range of event management services
and related activities in support of programs staged in the Ruby G. Schulman Auditorium, George and
Patricia Gowland Meeting Room and other library venues. In addition, the Community Relations
Division assists with internal communications and external publicity for the department through print
and electronic publications, social media, digital signage and website and intranet management.
SERVICES
• Coordinate with the city’s Communications Office on marketing and publicity for library and
cultural arts programs and services. Activity includes website communications, e-
newsletters, social media initiatives and video productions.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $187,533 $268,291 $274,266 $287,956
Retirement Benefits 37,333 51,485 43,920 44,213
Health Insurance 25,462 45,104 38,692 40,687
Other Personnel Expenses 8,737 11,119 11,379 7,622
Personnel Services Subtotal 259,065 375,999 368,257 380,478
Operating Expenses
Professional & Contract Services 70,499 132,228 76,744 62,800
Supplies & Materials 5,818 60,666 95,550 116,547
Repair & Maintenance 285 285 4,200 1,000
Interdepartmental Charges 107,692 116,627 141,005 104,840
Other Operating Expenses 0 0 0 0
Capital Outlay 2,779 7,917 0 0
Operating Expenses Subtotal 187,073 317,723 317,499 285,187
TOTAL EXPENDITURES $446,138 $693,722 $685,756 $665,665
General Fund $366,459 $540,111 $487,894 $464,955
Special Revenue Fund 79,679 153,611 197,862 200,710
TOTAL FUNDING $446,138 $693,722 $685,756 $665,665
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 1.95 2.35 3.33 3.33
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-39
• Plan, execute and evaluate programs for adults including special events, author lectures,
play readings, film series, poetry reading and writing workshops and concert series
• Manage the public rental use of three facilities including reservations, billing, room set up
and technical support
• Provide technical and event support for library and cultural arts programs
RECENT ACCOMPLISHMENTS
• Executed audio-visual upgrade in the Cole Library Community Room to improve community
program experiences
• Executed audio-visual upgrade at the Library Learning Center to improve learning
experiences
• Developed and implemented community outreach training for staff to increase effectiveness
in assessing community needs and delivering messages on Library & Cultural Arts services
• Used staff vacancies as opportunity to reassign work within division for maximum efficiency
GOALS | OBJECTIVES | PRIORITIES
• Develop a request for bids to pursue a replacement of the integrated audio system in the
Schulman Auditorium, when funding becomes available
• Explore new opportunities for virtual programming and delivery platforms
E-40 CITY OF CARLSBAD
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CULTURAL ARTS
Account: 001406X
148
175
Fund: General
Special Revenue-Special Events
Special Revenue-Schulman Endowment
ABOUT
The Cultural Arts Office plans, promotes and carries out visual and performing arts programs, arts
education activities, temporary and permanent public art and other cultural offerings to make
connections among artists, cultural organizations, community groups, businesses, visitors and
residents that sustain and promote a thriving, diverse and creative city.
SERVICES
• Present visual arts exhibitions, performing arts and film programming at the Ruby G.
Schulman Auditorium, the William D. Cannon Art Gallery and other Carlsbad locations
• Create, document and maintain the city’s permanent and temporary public art collection
• Administer the Community Arts Grant program with the Carlsbad Arts Commission and
community arts stakeholders
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $446,245 $473,045 $540,131 $567,893
Retirement Benefits 94,320 94,212 94,922 103,257
Health Insurance 46,294 39,618 72,862 66,821
Other Personnel Expenses 17,364 19,448 20,131 16,025
Personnel Services Subtotal 604,223 626,323 728,046 753,996
Operating Expenses
Professional & Contract Services 272,406 316,506 537,882 563,485
Supplies & Materials 24,707 20,636 8,650 12,195
Repair & Maintenance 0 0 1,000 0
Interdepartmental Charges 58,459 91,329 104,336 72,983
Other Operating Expenses 510 6,873 2,150 0
Capital Outlay 0 1,401 0 0
Operating Expenses Subtotal 356,082 436,745 654,018 648,663
TOTAL EXPENDITURES $960,305 $1,063,068 $1,382,064 $1,402,659
General Fund $905,168 $1,031,655 $1,307,864 $1,274,274
Special Revenue Fund 55,137 31,413 74,200 128,385
TOTAL FUNDING $960,305 $1,063,068 $1,382,064 $1,402,659
Full Time Positions 4.00 4.00 5.00 5.00
Hourly/FTE Positions 3.53 3.53 4.38 4.38
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-41
• Offer educational programs for youth and adults, including Three-Part Art, Family Open
Studios and summer workshop intensives, as well as partnering with Parks & Recreation
Department at Leo Carrillo Ranch Historic Park
• Produce nine TGIF Concerts in the Parks with pre-shows showcasing local talent
• Work closely with Carlsbad Friends of the Arts to build their leadership and fundraising
capacity
• Create a diversified array of experiences in the visual and performing arts that foster
interaction with artists, while also promoting a more profound connection for residents as
both participants and audience members
RECENT ACCOMPLISHMENTS
• Hired the city’s first full-time public art coordinator in February, to implement temporary
and permanent projects and maintain the existing public art inventory
• Completed a Venue Feasibility Study and Market Survey documenting community need and
interest in a performing and visual arts venue, as detailed in the Arts & Culture Master Plan
• Completed research and identified top strategy for mobile delivery of arts programming;
utilized the TGIF stage and Family Open Studios with community partnerships at Art in the
Village and Carlsbad Village Street Fair
• Hosted three guest artist residencies, offering community members an opportunity to
observe and interact with artists onsite
• Installed new temporary public art including a mural in the Cole Library and the Carlsbad
Beach Chair in The Village
• Continued performing arts series, Starring Artists (season 3) and Front Row Fridays (season
2) featuring music, theater and dance, reflecting interests of an expanding audience
• Collaborated with local arts organizations to highlight local talent at TGIF Concerts in the
Parks during a pre-show at each concert
GOALS | OBJECTIVES | PRIORITIES
• Continue to address priority initiatives from the Arts & Culture Master Plan
• Complete design, develop curriculum and explore grant resources for a mobile arts vehicle,
to further extend arts experiences throughout Carlsbad, for future procurement when
funding is available
• Create opportunities for residents to serve on arts committees alongside Arts
Commissioners to increase community feedback on arts topics
• Implement the pilot STEAM initiative with Carlsbad’s three Title 1 elementary schools with a
future goal of replication to other Carlsbad schools
• Continue guest artist residencies in visual, performing and arts education to reach an inter-
generational audience through classes, performances, workshops and collaboration with
community partners
• Explore new opportunities for virtual programming and the potential for a hybrid model with
existing programs and events
• Add new public art installations to respond to community interest including additional beach
chairs such as the one located in the Village
• Continue public art maintenance and restoration process
• Implement a web-based grants management application to improve the grants process and
provide greater efficiency in managing grant funding
E-42 CITY OF CARLSBAD
COMMUNITY SERVICES |
PARKS & RECREATION: SUMMARY
PARKS & RECREATION
• Administration
• Recreation
• Parks and Trail Maintenance
• Street Tree Maintenance
• Median Maintenance
• The Crossings Golf Course
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $5,891,709 $6,075,224 $6,837,929 $6,891,761
Retirement Benefits 1,180,398 1,223,591 1,159,449 1,145,476
Health Insurance 521,009 499,377 677,173 629,667
Other Personnel Expenses 454,186 516,470 526,557 318,744
Personnel Services Subtotal 8,047,302 8,314,662 9,201,108 8,985,648
Operating Expenses
Professional & Contract Services 5,316,991 5,583,800 6,854,909 6,691,136
Supplies & Materials 1,116,680 1,426,487 1,547,541 1,167,121
Repair & Maintenance 22,303 49,796 75,184 77,664
Interdepartmental Charges 1,354,347 1,502,012 1,638,952 1,541,470
Other Operating Expenses 8,735,534 9,021,384 9,389,646 8,231,820
Capital Outlay 546,809 833,556 798,750 172,000
Operating Expenses Subtotal 17,092,664 18,417,035 20,304,982 17,881,211
TOTAL EXPENDITURES $25,139,966 $26,731,697 $29,506,090 $26,866,859
General Fund $16,028,770 $17,165,407 $18,890,152 $17,993,237
Enterprise Fund 7,322,249 7,794,389 8,227,596 6,571,000
Special Revenue Fund 1,788,947 1,771,901 2,388,342 2,302,622
TOTAL FUNDING $25,139,966 $26,731,697 $29,506,090 $26,866,859
Full Time Positions 57.00 55.00 55.00 55.00
Hourly/FTE Positions 89.83 89.61 89.61 77.83
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-43
COMMUNITY SERVICES |
PARKS & RECREATION: ADMINISTRATION
Account: 001451X
0014545
0014635
140
149
Fund: General
General
General
Special Revenue-Scholarships
Special Revenue-Donations
ABOUT
The Parks & Recreation Department is nationally accredited by the Commission for the Accreditation
of Park and Recreation Agencies for excellence in operation and service. Parks & Recreation
Administration provides department leadership, planning and administrative services to help develop
and sustain high quality parks and recreation programs.
SERVICES
• Evaluate and monitor business processes to improve operations and performance
• Develop and monitor operating budget and annual Capital Improvement Program budget
• Process and issue city special event permits
• Enhance open space and trail system by land acquisition, construction and maintenance
• Oversee management agreement for The Crossings at Carlsbad Municipal Golf Course
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,184,613 $1,160,250 $1,305,248 $1,295,644
Retirement Benefits 304,914 304,755 292,823 289,753
Health Insurance 112,900 109,844 160,825 111,361
Other Personnel Expenses 53,341 58,395 74,732 47,350
Personnel Services Subtotal 1,655,768 1,633,244 1,833,628 1,744,108
Operating Expenses
Professional & Contract Services 375,350 164,780 376,100 309,100
Supplies & Materials 68,776 216,980 82,400 86,143
Repair & Maintenance 20,113 44,879 71,784 74,114
Interdepartmental Charges 160,984 165,455 207,210 207,489
Other Operating Expenses 85,589 96,745 142,850 99,500
Capital Outlay 1,995 168,254 0 0
Operating Expenses Subtotal 712,807 857,093 880,344 776,346
TOTAL EXPENDITURES $2,368,575 $2,490,337 $2,713,972 $2,520,454
General Fund $2,278,704 $2,442,819 $2,601,972 $2,421,754
Special Revenue Fund 89,871 47,518 112,000 98,700
Total Funding $2,368,575 $2,490,337 $2,713,972 $2,520,454
Full Time Positions 11.30 11.45 12.45 11.45
Hourly/FTE Positions 1.78 6.15 1.13 1.36
E-44 CITY OF CARLSBAD
• Monitor recreation programs with participant surveys and community outreach
• Administer recreation program scholarships to low-income Carlsbad residents
• Design, produce and distribute Community Services Guide publications
• Update and implement master and strategic planning efforts
• Development, monitor and support the department’s Information Technology
• Provide liaison services with Parks & Recreation, Senior and Beach Preservation commissions
RECENT ACCOMPLISHMENTS
• Maintained national accreditation from the Commission for the Accreditation of Park and
Recreation Agencies
• Attained one additional staff certification through the Certified Park and Recreation
Professional Program
• Completed Aviara Community Park Phase II Improvements Project and Poinsettia
Community Park Phase III Improvements Project
• Monitored construction of Buena Vista Reservoir Site Park Development Project
• Monitored permitting of Poinsettia Community Park Phase IV Improvements Project
• Completed and received City Council adoption of Trails Master Plan and Community Forest
Management Plan Update
• Conducted public outreach program for master planning of Veterans Memorial Park
• Conducted public outreach program for Parks & Recreation Department Master Plan Update
• Completed outdoor wayfinding and interpretive signs at Leo Carrillo Ranch Historic Park
• Supported three boards and commissions in the development of annual work plans for
presentation to the City Council
• Presented session on intergenerational programs at California Parks and Recreation Society’s
annual conference
• Participated in North County Community Intergenerational Council
GOALS | OBJECTIVES | PRIORITIES
• Complete process to update Parks & Recreation Department Master Plan
• Assist with construction administration of Calavera Hills Community Park Gateway Project
• Monitor and direct plan and specification refinement phases of Poinsettia Community Park
Phase IV Improvements Project and subsequently assist with construction administration
• Monitor and direct plan and specification refinement phases of Buena Vista Reservoir Site
Park Project and assist with construction administration
• Monitor and direct plan and specification refinement phases of Hosp Grove Park
Refurbishments Project
• Administer design services contract for the design/development construction drawings for
the South Shore Aqua Hedionda Lagoon (Hub Park) Trail
• Commence interpretive exhibit planning for newly restored stable bunkhouse at Leo Carrillo
Ranch Historic Park and proceed with installation based on findings and community input
• Progress with conceptual design phase for master planning of Veterans Memorial Park
• In partnership with Public Works, continue to improve the city’s municipal waste reduction,
recycling and waste diversion programs
• Complete implementation of a mobile application to enhance citywide trails use
• Support the three commissions in accomplishing the goals and tasks within each work plan,
including coordination of a Beach Preservation Commission North Beach Clean-up Event
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-45
COMMUNITY SERVICES |
PARKS & RECREATION: RECREATION
Account: 0014520-44
0014546-73
143
Fund: General
General
Special Revenue-Senior Program Donations
ABOUT
The Parks & Recreation Department offers a wide range of programs and services, including youth
and adult sports, instructional classes, camps, aquatics, preschool, teens and special events. The
department operates 336 acres of developed community parks and special use areas, featuring multi-
use fields, tennis courts, dog parks, skate parks, playgrounds, two historic parks, a senior center, four
multigenerational community centers and two aquatic centers.
SERVICES
• Provide information, enrollment and registration services for programs and facilities
• Collect and account for revenue to ensure efficient and cost-effective programming
• Supervise operations and programs at community centers, parks and other city facilities
• Process applications and issue permits for use of facilities
• Promote fair and efficient use of athletic facilities for resident nonprofit sports organizations
• Issue Agua Hedionda Lagoon use permits and distribute information regarding regulations
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $3,001,222 $3,196,137 $3,566,859 $3,651,412
Retirement Benefits 415,049 441,588 426,861 423,392
Health Insurance 168,099 141,666 198,903 203,977
Other Personnel Expenses 269,703 321,829 314,696 187,305
Personnel Services Subtotal 3,854,073 4,101,220 4,507,319 4,466,086
Operating Expenses
Professional & Contract Services 881,885 907,830 1,174,915 1,123,895
Supplies & Materials 757,000 758,271 915,466 709,803
Repair & Maintenance 1,892 4,417 2,900 3,050
Interdepartmental Charges 730,882 873,821 995,004 983,071
Other Operating Expenses 401,985 425,921 452,890 426,920
Capital Outlay 155,358 131,013 0 0
Operating Expenses Subtotal 2,929,002 3,101,273 3,541,175 3,246,739
TOTAL EXPENDITURES $6,783,075 $7,202,493 $8,048,494 $7,712,825
General Fund $6,731,071 $7,097,001 $7,842,994 $7,608,325
Special Revenue Fund 52,004 105,492 205,500 104,500
Total Funding $6,783,075 $7,202,493 $8,048,494 $7,712,825
Full Time Positions 20.25 19.25 18.25 19.25
Hourly/FTE Positions 78.32 74.68 79.70 71.84
E-46 CITY OF CARLSBAD
• Conduct cultural and historic park educational and interpretive programming
• Instill values of good sportsmanship and respect in all recreation activities through T.R.U.S. T.
(Teaching Respect, Unity and Sportsmanship through Teamwork) Program
• Coordinate youth and adult competitive swim instruction and coaching
• Schedule use of pools for school and club swim, water polo and diving teams
• Educate the public and staff on first aid, CPR, AED and water rescue skills
• Serve as a certification site for aquatics training programs through the American Red Cross
• Provide parent participation preschool and toddler programs
• Provide teen programs incorporating fun and healthy activities in a supervised environment
• Arrange classes, seminars, professional services and other learning opportunities for seniors
• Arrange intergenerational programs that increase cooperation and interaction
• Provide senior transportation services between community locations
• Provide congregate and home meals to seniors at little or no cost
• Manage volunteers which support the Senior Center, Leo Carrillo Ranch and special events
• Create and offer a variety of special events for the community
RECENT ACCOMPLISHMENTS
• Implemented innovative educational class programming at the newly restored stable within
Leo Carrillo Ranch Historic Park
• Implemented and improved California History & Art 4th grade program fundraising event
• Expanded intergenerational programs offering new classes between teens and seniors
• Implemented new youth basketball spring league expanding program by 250 kids
• Implemented and expanded afterschool programs and camps
• Hosted USA Swimming Speedo Sectional Championship at Alga Norte Community Park
• Provided leadership opportunities and community service hours for teen students
participating with seniors in recreational activities
• Provided Public Works Department aid in planning Monroe Street Pool Replacement Project
and implementing energy assessment audit at Alga Norte Aquatic Center
• Renovated the Senior Center fitness room and deployed new exercise equipment with built-
in smart technology
• Partnered with the Chief Innovation Officer to support the Age-Friendly Communities Project
• Redesigned and updated Leo Carrillo Ranch visitor guide and botanical brochure
• Received California Preservation Foundation Preservation Design Award for Leo Carrillo
Ranch Historic Park stable restoration and corral project
GOALS | OBJECTIVES | PRIORITIES
• Expand adult 50+ opportunities and collaborations beyond the Senior Center
• Continue participation in North County Community Intergenerational Council
• Partner with the Chief Innovation Officer on the Age-Friendly Communities Project
• Partner with Public Works to implement the Alga Norte Aquatic Center Energy Audit
• Support Public Works Department in planning Monroe Street Pool Replacement Project
• Design and install new interpretive exhibits in the stable bunkroom, Leo and Deedie’s
Bedroom and outdoor audio tour at Leo Carrillo Ranch Historic Park
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Reduction in part-time employees in response to COVID-19
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-47
COMMUNITY SERVICES |
PARKS & RECREATION: PARKS AND TRAIL MAINTENANCE
Account: 00146XX Fund: General
ABOUT
The Parks & Recreation Department maintains approximately 336 acres of developed community
parks and special use areas, 51 miles of trails and 744 acres of habitat preserves, urban forests and
undeveloped lands.
SERVICES
• Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses and
school athletic fields
• Inspect and maintain restroom facilities and picnic areas
• Inspect and maintain tennis and basketball courts, soccer, softball and baseball and multi-
purpose fields and tot lots
• Repair park structures, athletic field lighting, play equipment and other park fixtures
• Prune all trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high-
maintenance trees
• Maintain existing citywide trails and coordinate development of new trails
• Manage trail volunteer program
• Oversee management and maintenance of preserves, urban forests and undeveloped lands
• Coordinate coastal activities with the California Department of Parks and Recreation,
California Coastal Commission and lagoon foundations
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,359,590 $1,338,424 $1,552,723 $1,518,927
Retirement Benefits 372,952 380,340 342,366 337,554
Health Insurance 200,390 206,355 252,202 256,115
Other Personnel Expenses 107,661 110,701 109,831 66,104
Personnel Services Subtotal 2,040,593 2,035,820 2,257,122 2,178,700
Operating Expenses
Professional & Contract Services 2,984,819 3,467,616 3,904,404 3,813,391
Supplies & Materials 266,068 436,957 490,725 312,225
Repair & Maintenance 298 500 500 500
Interdepartmental Charges 472,027 465,867 511,135 426,242
Other Operating Expenses 1,251,966 1,216,285 1,281,300 1,232,100
Capital Outlay 3,224 2,542 0 0
Operating Expenses Subtotal 4,978,402 5,589,767 6,188,064 5,784,458
TOTAL EXPENDITURES $7,018,995 $7,625,587 $8,445,186 $7,963,158
Full Time Positions 21.00 19.35 19.45 19.85
Hourly/FTE Positions 7.98 7.25 7.25 3.10
E-48 CITY OF CARLSBAD
RECENT ACCOMPLISHMENTS
• Assumed ongoing maintenance of Aviara Community Park Phase II Improvements, Poinsettia
Community Park Phase III Improvements and Calavera Hills Village H property
• Assumed service of trash receptacles and portable restrooms along selective segments of
the seawall from State of California Parks & Recreation Department
• Commenced implementation of City Council-adopted Trails Master Plan
• Began implementation of City Council-adopted Community Forest Management Plan Update
• Planned, bid and administered contracts for replacement of two synthetic turf fields at
Stagecoach Community Park and rubberized surfacing at Hidden Canyon and Aviara
Community Parks
• Constructed three new pitcher warm-up areas at Calavera Hills Community Park athletic
fields
• Resurfaced nine tennis courts at Carlsbad High School Tennis Courts
• Installed Americans with Disabilities Act compliant accessible curb ramps at Poinsettia,
Calavera Hills and Stagecoach Community Parks
GOALS | OBJECTIVES | PRIORITIES
• Assume maintenance of the Poinsettia Community Park Phase IV Improvements upon
completion of construction
• Assume maintenance responsibilities at Calavera Hills Community Park Gateway upon
completion of construction
• Provide staff and materials for a Beach Preservation Commission North Beach Clean-up
Event
• Resurface 10 tennis courts at Poinsettia Community Park
• Assume maintenance responsibilities at Buena Vista Reservoir Site Park upon completion of
construction
• Plan, bid and administer contract for retrofit to LED fixtures on pathway lights and parking
lot lights at Stagecoach, Calavera Hills and Poinsettia Community Parks
• Replant parks and trails trees within vacancies created by prior removals and plant new
parks and trails trees, in accordance with the Community Forest Management Plan
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Reduction in part-time employees in response to COVID-19
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-49
COMMUNITY SERVICES |
PARKS & RECREATION: STREET TREE MAINTENANCE
Account: 160 Fund: Special Revenue
ABOUT
The street tree maintenance assessment district provides maintenance to all city accepted street
trees within the public right-of-way, including specialized maintenance for street trees in the
Downtown Carlsbad Village area.
SERVICES
• Inspect and prune city street trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year
supplemental cycle for high maintenance trees
• Respond to approximately 600 street tree service requests and provide storm and
emergency assistance as necessary
• Refine, support, administer and inspect canopy maintenance block pruning program
• Replant street trees within vacancies created by prior removals and plant new street trees
within public rights of way, in accordance with the Community Forest Management Plan
• Assume maintenance responsibility of new street trees within approved developments
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $178,685 $183,185 $211,439 $216,653
Retirement Benefits 47,048 49,386 49,418 48,104
Health Insurance 19,852 20,742 32,613 29,113
Other Personnel Expenses 12,923 13,392 14,317 9,343
Personnel Services Subtotal 258,508 266,705 307,787 303,213
Operating Expenses
Professional & Contract Services 348,287 347,999 514,250 530,090
Supplies & Materials 10,246 5,267 27,550 27,550
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 41,959 29,819 6,550 8,957
Other Operating Expenses 6,323 8,599 8,400 8,000
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 406,815 391,684 556,750 574,597
TOTAL EXPENDITURES $665,323 $658,389 $864,537 $877,810
Full Time Positions 2.45 2.70 2.65 2.45
Hourly/FTE Positions 0.88 0.75 0.75 0.75
E-50 CITY OF CARLSBAD
COMMUNITY SERVICES |
PARKS & RECREATION: MEDIAN MAINTENANCE
Account: 161 Fund: Special Revenue
ABOUT
The median maintenance assessment district provides landscape and irrigation maintenance for
approximately 68 acres of median planters and nine acres of developed parkways, including the
Downtown Carlsbad Village area.
SERVICES
• Administer and oversee landscape and irrigation maintenance for all city median planters
and developed parkways, including litter control, weed abatement, pruning, shrub and tree
refurbishment and irrigation repairs
• Inspect and prune median trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental
cycle for high maintenance trees
• Replant median trees within vacancies created by prior removals and plant new median
trees within public roadways, in accordance with the Community Forest Management Plan
• Perform plan checks, conduct inspections and assume maintenance responsibility for new
median planters and developed parkways constructed from city capital improvement
projects and private development
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $167,599 $197,228 $201,660 $209,125
Retirement Benefits 40,435 47,522 47,981 46,673
Health Insurance 19,768 20,770 32,630 29,101
Other Personnel Expenses 10,558 12,153 12,981 8,642
Personnel Services Subtotal 238,360 277,673 295,252 293,541
Operating Expenses
Professional & Contract Services 459,395 423,326 608,000 629,660
Supplies & Materials 14,590 9,012 31,400 31,400
Repair & Maintenance 0 0 0 0
Interdepartmental Charges (51,505) (32,950) (80,947) (84,289)
Other Operating Expenses 320,909 283,441 352,600 351,300
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 743,389 682,829 911,053 928,071
TOTAL EXPENDITURES $981,749 $960,502 $1,206,305 $1,221,612
Full Time Positions 2.00 2.25 2.20 2.00
Hourly/FTE Positions 0.87 0.78 0.78 0.78
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM E-51
COMMUNITY SERVICES |
PARKS & RECREATION: THE CROSSINGS GOLF COURSE
Account: 572 Fund: Enterprise
ABOUT
The Crossings at Carlsbad is an 18-hole municipal golf course and event facility. Amenities for public
use include a 6,835-yard championship golf course, a clubhouse complete with a golf shop, players’
lounge, banquet facilities, fireplace lit dining room, full-service kitchen, outdoor deck with ocean
views and three miles of hiking trails that connect to Veterans Memorial Park. JC Management, Inc.
manages this facility via an agreement with the Carlsbad Public Financing Authority.
SERVICES
• Administer management and operations agreement with JC Management, Inc.
• Maintain and renovate turf, landscaping, drainage and irrigation systems
• Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons
• Oversee food and beverage services at the Players’ Lounge and Canyons Restaurant
• Manage sales and marketing for golf and non-golf activities, special events, banquets,
weddings and other gatherings
• Train and oversee marshals, greeters and assistants servicing the course and clubhouse
RECENT ACCOMPLISHMENTS
• Repaired and replaced mainline irrigation at various locations
• Completed irrigation coverage analysis and implemented adjustments to improve course
• Continued water conservation and turf replacement plan for areas out of play along Palomar
Airport Road
• Tilled, replenished sand and improved drainage in selective bunkers near the greens
• Bid, award and administered construction contract for the replacement of the liner in the
two lakes on the course
• Improved drainage of the driving range turf areas
• Replaced clubhouse entry concrete to enhance aesthetics and customer accessibility
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Operating Expenses
Professional & Contract Services 267,255 272,249 277,240 285,000
Supplies & Materials 0 0 0 0
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 0 0 0 0
Other Operating Expenses 6,668,762 6,990,393 7,151,606 6,114,000
Capital Outlay 386,232 531,747 798,750 172,000
Operating Expenses Subtotal 7,322,249 7,794,389 8,227,596 6,571,000
TOTAL EXPENDITURES $7,322,249 $7,794,389 $8,227,596 $6,571,000
E-52 CITY OF CARLSBAD
GOALS | OBJECTIVES | PRIORITIES
• Execute COVID-19 response compliant phased operational plans in golf and in food and
beverage to allow revenues to reestablish and ultimately grow
• Execute a Capital Improvement Plan with projects that have a return on investment or are
needed for maintenance effectiveness and/or safety considerations
• Enhance wedding offerings by converting the existing women’s locker room into a bridal
preparation suite to increase venue appeal
• Install a new monument sign at The Crossing Drive and Palomar Airport Road for greater
visibility of the course and restaurant
• Install golf ball capture netting along the driving range and golf course maintenance facility
for safety considerations
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-1
ADMINISTRATIVE SERVICES
The Administrative Services Branch serves as a key
provider of both internal and external services to the
city. The branch focuses on the delivery of financial,
human resources, innovation and information
technology related services to city staff and the
public as well as promoting a strong local
economy.
By supporting the city organization in
maintaining efficient and effective operations,
the departments within the Administrative
Services Branch play a key role in ensuring
prudent use of taxpayer resources as well as
attracting and retaining a talented and engaged city
workforce, and ensuring the economic vitality of the city.
Laura Rocha
Deputy City Manager, Administrative Services
760-602-2430
laura.rocha@carlsbadca.gov
F-2 CITY OF CARLSBAD
se
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-3
ADMINISTRATIVE SERVICES |
FINANCE
Account: 0011310 Fund: General
ABOUT
As a steward of the city’s assets and liabilities, the Finance Department sets and implements a
strategic financial management plan and provides information in an effective and timely manner,
ensuring the city makes sound financial decisions.
SERVICES
• Long-range financial planning and budget management
• General accounting and reporting
• Debt management
• Internal audit
• Purchasing
• Payroll and human capital management system administration
• Receiving, messenger and mail services
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $2,524,951 $2,355,362 $2,695,654 $2,858,592
Retirement Benefits 695,765 685,955 645,891 657,559
Health Insurance 368,949 340,102 448,573 420,038
Other Personnel Expenses 99,402 100,019 106,321 78,860
Personnel Services Subtotal 3,689,067 3,481,438 3,896,439 4,015,049
Operating Expenses
Professional & Contract Services 748,094 743,228 950,645 905,365
Supplies & Materials 270,329 288,100 386,140 368,110
Repair & Maintenance 9,865 15,938 11,800 19,100
Interdepartmental Charges (851,869) 417,086 477,415 419,642
Other Operating Expenses 203,264 248,603 377,168 262,450
Capital Outlay 6,560 1,401 0 0
Operating Expenses Subtotal 386,243 1,714,356 2,203,168 1,974,667
TOTAL EXPENDITURES $4,075,310 $5,195,794 $6,099,607 $5,989,716
Full Time Positions 30.00 30.00 31.00 31.00
Hourly/FTE Positions 1.00 2.00 3.50 3.50
F-4 CITY OF CARLSBAD
RECENT ACCOMPLISHMENTS
• Closely monitored the economy and provided updates to the City Council on the city’s Ten-
Year Financial Forecast to ensure the General Fund remained in balance throughout the year
• Worked with Housing and Neighborhood Services on unlicensed short-term vacation rentals
• Completed the upgrade of the city’s timekeeping system (SumTotal)
• Upgraded the city’s utility billing system allowing for greater flexibility to meet changing
demands and increased citizen visibility to utility data
• Continued a cost of service study that utilizes a new approach to costing city services
• Maintained a balanced budget without using city reserves
• Began implementing an upgrade to the city’s cashiering system to a PC-compliant platform
• Adopted a cash funds policy providing a uniform, citywide framework for the establishment,
use and safekeeping of cash funds
• Implemented California Senate Bill 998 regarding discontinuance of residential water service
• Held a public financing forum for the City Council, staff and public
• Updated and/or developed several council policies on pension funding strategy, General
Fund surplus policy, General Fund Reserve guidelines and internal audit framework
• Improved the city’s budgeting process and expanded the public to provide input
• Continued to utilize the Finance internship program
GOALS | OBJECTIVES | PRIORITIES
• Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the
General Fund remains in balance
• Continue to audit internal operations, as well as external vendors and customers
• Complete an administrative order on the use of outside legal counsel and expert advisors
• Continue a business process redesign of the city’s current financial information system, IFAS
• Begin upgrade of city’s financial information system to latest platform, Finance Enterprise
• Perform a close-out analysis for Bridge & Thoroughfare District No. 3 (Cannon Road West)
• Continue working with the Information Technology Department to develop a strategic plan
for a future enterprise resource planning system
• Continue implementation of the new accounts payable electronic funds transfer program
• Continue working with Construction Management & Inspection on the refunding of
outstanding developer deposits
• Complete the upgrade of the city’s cashiering system to a PC-compliant platform
• Research a new transient occupancy tax tracking system
• Implement a new false alarm system
• Complete the Master Fee Schedule update
• Adopt a local debt policy in accordance with State Assembly Bill 1029
• Implement Governmental Accounting Standards Board Statement 84, on fiduciary funds and
begin implementation of GASB 87, on leases
• Expand the use of electronic bidding citywide to increase efficiencies in the procurement
process for staff and service providers
• Implement the use of electronic signature software for department and organizational
documents to streamline routing for approvals and reducing paper waste
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• One 0.50 part-time employee was transferred from Information Technology to Finance
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-5
ADMINISTRATIVE SERVICES |
OFFICE OF INNOVATION & ECONOMIC DEVELOPMENT
Account: 0011033
0011035
Fund: General
ABOUT
The Office of Innovation and Economic Development, or OIED, works to support a vibrant and diverse
economy by bringing a culture of innovation and collaboration among city departments and regular
engagement with the business community. Through innovative programming and business support
services, OIED supports economic growth, promotes the vitality of Carlsbad Village, attracts new
businesses in targeted industries, partners with regional economic developers and solidifies the city’s
position as a key employment hub.
SERVICES
• Conduct business expansion, attraction and retention efforts
• Serve all industry sectors through innovative efforts in talent-attraction, traded economies
and fostering business clusters that provide for an inclusive economy
• Develop and maintain robust business-support programs, implement promotional and
marketing materials, provide economic and demographic information and act as the city’s
liaison to the business community to remove barriers to economic growth and vitality
• Provide centralized support for all city data efforts including, new application evaluation,
data systems consultation, data analytics and data visualization
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $279,590 $311,941 $325,554 $645,240
Retirement Benefits 83,483 88,947 66,891 111,987
Health Insurance 21,865 28,474 29,592 56,671
Other Personnel Expenses 8,983 9,847 10,073 16,525
Personnel Services Subtotal 393,921 439,209 432,110 830,423
Operating Expenses
Professional & Contract Services 184,445 142,984 409,000 193,975
Supplies & Materials 42,885 40,528 30,905 32,534
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 35,674 36,435 41,147 53,845
Other Operating Expenses 40,478 14,544 30,300 21,100
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 303,482 234,491 511,352 301,454
TOTAL EXPENDITURES $697,403 $673,700 $943,462 $1,131,877
Full Time Positions 3.00 3.00 2.00 4.00
Hourly/FTE Positions 0.00 0.00 0.50 1.00
F-6 CITY OF CARLSBAD
• Citywide and departmental continuous improvement support including design-thinking,
strategic planning facilitation, innovation sessions, process re-engineering consultation and
training
• Offer training in design-thinking, strategic planning, innovation, data management, data
analytics and data visualization
RECENT ACCOMPLISHMENTS
• Managed the city’s response to address the challenges of the business community during
the COVID-19 crisis, including partnering in joint communications to Carlsbad business with
the Carlsbad Chamber and Carlsbad Village Association, responding to business inquiries
addressed to the city and developing the Economic Recovery and Revitalization Initiative in
coordination with the City Council
• Spurred the creation of innovative data visualization tools as a part of the COVID-19
response including mapping open restaurants, city-to-city COVID-19 case trendline,
Emergency Operations Center dashboards, a situational awareness heatmap for first
responders and automated city facility occupancy estimates
• Developed a data inventory and began the cross-departmental development of a citywide
data policy for the collection, management and governance of city data
• Led and executed the launch of Carlsbad Connector, a pilot program of first mile/last mile
transportation services from the Poinsettia Train Station to the business parks
• Conducted development work on the Carlsbad Life in Action website to improve design with
a message that speaks to talent with a launch planned in summer 2020
• Managed the Life in Action talent attraction campaign, showcasing careers and innovation in
the city’s major industry clusters and providing recruitment tools for Carlsbad businesses
• Directly assisted a Carlsbad company on a California Competes Tax Credit application,
resulting $6.5 million in state income tax credits with anticipated creation of 45 new jobs
• Worked with North County cities to implement the Innovate78 workplan including continued
programming through Startup78, Innovators Dinners and increased branding and marketing
• Helped plan and execute North County Manufacturing & Engineering Day with San Diego
North Economic Development Council, where 12 Carlsbad companies exhibited to over
1,300 local high school students
• Maintained communication materials for business and citizen awareness including
e-newsletters, original content and economic indicator and industry cluster infographics
• Supported key technology and networking groups such as San Diego Tech Talks and San
Diego Tech Hub through promotion, engagement and program development (“Be the Boss”)
• Facilitated the development of workplans for the Traffic and Mobility Commission, Senior
Commission and Parks and Recreation Commission
GOALS | OBJECTIVES | PRIORITIES
• Continue to lead the city’s business and economic response to the COVID19 crisis, including
implementation of economic revitalization measures at the direction of the City Council
• Support emergency disaster recovery, revitalization and resilience with innovative
approaches to systems and data
• Continue to grow the talent attraction presence online with a strengthening of economic
development-focused social media and driving visitors to the new Life in Action website
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-7
• Continue to provide excellent data and information to existing Carlsbad businesses and
those looking to relocate to Carlsbad through direct communication
• Continue to implement the 78 Corridor economic development plan for North County
promoting regional prosperity and economic growth and administer the contract on behalf
of the five cities
• Build upon the development of a citywide data inventory with the development of a
citywide data policy that addresses the collection, management and governance of city data
• Support the evaluation of new technology and systems for all departments particularly those
that relate to data and smart cities
• Foster a culture of innovation through continued in-house facilitations, training, as well as
internal and external engagement
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The Office of Innovation and Economic Development was established by transferring the
personnel (2.0 full time and 0.5 part-time FTE) and program budget for Innovation from the
City Manager’s office and the Economic Development personnel (2.0 full-time) and program
budget from Community Development
F-8 CITY OF CARLSBAD
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES
Account: 00115XX Fund: General
ABOUT
The Human Resources Department provides services for the employees of the city so they, in turn,
can provide the highest level of service to the public. The responsibilities of the department serve to
support the creation of a high-performance work culture that can carry out the vision for the
organization as defined by the City Council and the City Manager. The primary objectives are
achieving compliance with federal and state mandates, making process improvements to increase
efficiency and effectiveness and helping the city remain resilient while delivering exceptional service.
SERVICES
• Recruitment and onboarding
• Employment compliance
• Workforce planning
• Employee engagement, training and development
• Employee relations
• Labor relations
• Classification and compensation
• Employee benefits
• Managing employee leaves of absence
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,075,450 $1,180,144 $1,335,245 $1,592,924
Retirement Benefits 268,242 285,678 290,321 360,396
Health Insurance 118,648 108,454 176,305 166,202
Other Personnel Expenses 35,582 39,956 43,243 42,110
Personnel Services Subtotal 1,497,922 1,614,232 1,845,114 2,161,632
Operating Expenses
Professional & Contract Services 1,103,813 1,282,206 2,157,700 1,925,280
Supplies & Materials 86,129 108,032 98,000 113,870
Repair & Maintenance 0 625 0 0
Interdepartmental Charges 169,561 198,380 231,790 238,072
Other Operating Expenses 303,077 357,530 710,780 571,250
Capital Outlay 14,100 0 0 0
Operating Expenses Subtotal 1,676,680 1,946,773 3,198,270 2,848,472
TOTAL EXPENDITURES $3,174,602 $3,561,005 $5,043,384 $5,010,104
Full Time Positions 10.00 10.00 14.00 14.00
Hourly/FTE Positions 0.70 0.70 2.20 2.20
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-9
RECENT ACCOMPLISHMENTS
• Provided all state and federally mandated training to all employees so that the city is
compliant with state and federal law
• Trained and supported the organization during year three of the employee engagement
effort by maintaining existing efforts and introducing additional courses
• Filled over 400 vacant full time and part time positions
• Negotiated labor contracts with: Carlsbad Police Officers’ Association, Carlsbad Police
Management Association and Carlsbad Firefighters’ Association
• Worked with fire management and the firefighters’ association to create the infrastructure
for a permanent beach lifeguard division within the Carlsbad Fire Department
• Implemented paid family leave benefits and updated disability benefits
• Coordinated 1,300+ volunteers who provided over 64,000 volunteer hours
• Implemented new policies and practices related to the COVID-19 public health emergency
designed to protect employees while continuing to provide essential services
• Redesigned processes including: recruitment testing, interviewing and employee
onboarding, training using technology to adapt to social distancing requirements during the
COVID-19 public health emergency
Recruitment (Full and Part-Time) FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19
Number of applicants processed 8551 8037 9544 9455 9131
Number of new hires 299 260 292 309 339
Number of promotions (full-time only) 41 31 58 53 70
GOALS | OBJECTIVES | PRIORITIES
• Provide all state and federally mandated training to all employees so that the city is
compliant with state and federal law, including biennial Sexual Harassment Prevention
• Design an internal supervisor’s academy
• Design, program and meet and confer on a new performance management process
• Establish a new Human Resources template and resource library
• Develop policies including equal employment opportunity, substance abuse and lactation
accommodation
• Increase collaboration with multiple agencies for fire promotional assessments
• Continue to enhance first day onboarding experience
• Deploy Learning Management System software city-wide to increase our ability to track
training compliance; track goals, success metrics and development plans; provide data
analytics on the education, skills and training of the workforce and increase training
efficiency
• Successfully negotiate labor contract with the Carlsbad City Employee’s Association
• Initiate conversion of storage of hard copy personnel and benefit files to an on-line database
• Increase process efficiency for tracking and analyzing volunteer and mediation activities
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• During fiscal year 2019-20, one full-time volunteer program manager and the associated
program budget was transferred out of Housing Services to Human Resources
F-10 CITY OF CARLSBAD
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: WORKERS’ COMPENSATION
Account: 6111520 Fund: Internal Service
ABOUT
This internal service fund is used to pay for all city expenses associated with work-related injuries and
illnesses.
SERVICES
• Working with injured employees and their physicians to ensure timely medical treatment
• Coordinating employees’ return to work, including light duty assignments
• Working directly with injured employees to settle their outstanding claims without litigation
• Striving to reduce the number of lost days of work due to work-related injuries and illnesses
RECENT ACCOMPLISHMENTS
Workers’ Comp Claims FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19
Total open claims 135.0 200.0 196.0 232.0 236.0
Average days lost per claim 18.1 10.6 34.2 23.8 5.2
Number of litigated claims 12.0 9.0 9.0 1.0 2.0
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $85,696 $101,677 $101,365 $107,285
Retirement Benefits 25,670 28,140 25,414 25,546
Health Insurance 7,323 7,449 12,672 10,801
Other Personnel Expenses 3,138 3,664 3,602 2,952
Personnel Services Subtotal 121,827 140,930 143,053 146,584
Operating Expenses
Professional & Contract Services 398,597 439,935 537,000 537,000
Supplies & Materials 0 0 0 0
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 590 600 490 970
Other Operating Expenses 3,770,765 4,830,053 2,970,876 2,980,000
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 4,169,952 5,270,588 3,508,366 3,517,970
TOTAL EXPENDITURES $4,291,779 $5,411,518 $3,651,419 $3,664,554
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-11
GOALS | OBJECTIVES | PRIORITIES
• Continue to improve systems to monitor lost days of work
• Share workers’ compensation data with management to effect change, especially in key
departments
• Make recommendations to reduce the number of days an employee is out of the workplace
due to a work-related cause
• Ensure employees receive timely treatment to reach maximum medical improvement
F-12 CITY OF CARLSBAD
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: RISK MANAGEMENT
Account: 6121930 Fund: Internal Service
ABOUT
Risk Management administers funding of the self-insured and insured portions of the city’s liability
insurance program which helps protect the city’s financial interests. Risk Management works closely
with the city attorney’s office and outside legal counsel to monitor, control and resolve litigated
claims. Risk Management also works to recover monetary losses to city property caused by the
negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act (ADA)
Coordinator and assists with ongoing efforts of the city to comply with Title II of the ADA.
SERVICES
• Handle all liability claims received by the city
• Litigation management
• Loss prevention
• Purchase of insurance products
• Subrogation
• Insurance review for contracts
• Safety program oversight
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $189,299 $190,251 $197,193 $203,117
Retirement Benefits 53,979 56,399 50,460 49,987
Health Insurance 17,113 18,370 20,086 21,590
Other Personnel Expenses 6,789 7,183 7,136 5,697
Personnel Services Subtotal 267,180 272,203 274,875 280,391
Operating Expenses
Professional & Contract Services 1,697,633 1,124,861 1,648,288 1,813,288
Supplies & Materials 6,927 8,443 10,692 10,692
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 19,689 19,750 24,313 10,649
Other Operating Expenses 49,689 756,332 561,790 569,719
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,773,938 1,909,386 2,245,083 2,404,348
TOTAL EXPENDITURES $2,041,118 $2,181,589 $2,519,958 $2,684,739
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-13
RECENT ACCOMPLISHMENTS
• Completed comprehensive re-write of the city’s Injury and Illness Prevention Program
• Moved the city to another excess liability pool which resulted in expanded coverage at a
lower cost
• Took the lead in initiating a lawsuit against the developer of the safety training center for
construction defects, which resulted in a $2.0 plus million settlement to the city. Litigation is
continuing
GOALS | OBJECTIVES | PRIORITIES
• Continued enhancement of the city’s safety program to ensure better safety training of
employees and fewer accidents
• Continue aggressive follow-up on subrogation efforts to increase city loss recoveries
• Assist with implementation of new learning management software which will greatly assist
with managing the ongoing safety training program
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Increase in budgeted insurance premiums to cover anticipated higher liability and property
insurance premiums for the coming year
F-14 CITY OF CARLSBAD
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: SELF-INSURED BENEFITS
Account: 613 Fund: Internal Service
ABOUT
The Self-Insured Benefits Fund was used to pay dental insurance administration fees and claim
expenses for all employees as well as a portion of retiree post-employment health benefits.
As of July 2018, the city moved from being self-insured for dental to paying a set monthly insurance
premium the cost of which is shared between the city and the employees. Dental insurance premium
payments are now made through the city’s payroll trust funds consistent with health insurance
premiums and other employee benefits.
To close out the fund, the remaining cash balance of $1.9 million is budgeted in fiscal year 2020-21 to
be transferred to the city’s Worker’s Compensation Fund. This one-time transfer was used to reduce
the amount in Worker’s Compensation chargebacks that were budgeted to be paid by each
department of the city for fiscal year 2020-21.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $0 $0 $0 $0
Retirement Benefits 0 0 0 0
Health Insurance 0 91,529 0 0
Other Personnel Expenses 0 0 0 0
Personnel Services Subtotal 0 91,529 0 0
Operating Expenses
Professional & Contract Services 136,657 21,077 86,000 0
Supplies & Materials 0 0 0 0
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 0 0 0 0
Other Operating Expenses 609,913 269,946 0 1,920,163
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 746,570 291,023 86,000 1,920,163
TOTAL EXPENDITURES $746,570 $382,552 $86,000 $1,920,163
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-15
ADMINISTRATIVE SERVICES |
INFORMATION TECHNOLOGY
Account: 640, 641 Fund: Internal Service
ABOUT
The Information Technology Department supports the technology needs of all city departments.
There are seven divisions within Information Technology each with specific responsibilities to help
the other city departments meet their goals.
SERVICES
• Administration: Oversight of the department’s use of resources and formation of priorities
• Operations: Implementation and support of technology infrastructure
• Applications: Implementation and support of enterprise software applications and systems
• GIS: Implementation and support of citywide geographic information system
• Project Management: Ensures all technology implementations and system upgrades are
performed in a standardized methodology
• Client Services: Service Desk, PC support and strategic initiatives for support
• Public Safety: Technology implementation and support specifically designed for the unique
requirements of the Police and Fire departments
• IT Security: Oversight of IT security policies and practices as well as threat investigation
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $2,733,771 $3,094,376 $3,999,881 $4,151,703
Retirement Benefits 678,294 939,690 916,476 953,176
Health Insurance 273,517 338,039 529,233 544,799
Other Personnel Expenses 91,149 120,562 143,917 113,354
Personnel Services Subtotal 3,776,731 4,492,667 5,589,507 5,763,032
Operating Expenses
Professional & Contract Services 1,415,096 1,515,879 1,532,002 1,548,600
Supplies & Materials 205,074 272,898 101,700 209,830
Repair & Maintenance 1,463,906 2,645,674 2,995,560 3,192,416
Interdepartmental Charges 20,262 26,611 21,934 26,077
Other Operating Expenses 831,106 1,510,858 1,827,200 1,694,296
Capital Outlay 1,057,633 1,969,090 481,856 1,133,659
Operating Expenses Subtotal 4,993,077 7,941,010 6,960,252 7,804,878
TOTAL EXPENDITURES $8,769,808 $12,433,677 $12,549,759 $13,567,910
Full Time Positions 27.00 32.00 35.00 37.00
Hourly/FTE Positions 1.50 1.50 3.00 1.00
F-16 CITY OF CARLSBAD
RECENT ACCOMPLISHMENTS
• Replacements: Backup system replacement, network LAN switch, 911 phone system and call
recorder, crime scene investigation technology
• Upgrades: Remote access capabilities, EnerGov Permitting and Land Development System,
Info Public Sector asset management and work order system, SumTotal timekeeping system,
NorthStar Utility Billing System including implementing a new and improved customer portal
and integrated voice response payment portal - IPayment Centralized Cashiering
• New Implementations: Change management module in ServiceNow, audio and visual
hardware in meeting rooms, Web-based GIS Portal, GovQA correspondence module for
council inquiries and outbound integrated voice response system
• Approval of digital information network project
• Completed over 5,300 service desk tickets
• Deployed Citrix, Microsoft Teams and Zoom: Virtual applications support remote work
efforts and public meetings
• Created new GIS-based Capital Improvement Program project submittal applications
• Deployed numerous GIS web applications for the city’s COVID-19 response
GOALS | OBJECTIVES | PRIORITIES
• Replacement of identity management system
• Upgrades: Council Chambers audio visual hardware and software, city’s internet website,
internal financial system, Public Works work order software, EnerGov permitting and land
development system and migration to new online customer portal, enterprise GIS System,
interview room equipment, migration to ArcGIS Pro desktop GIS software
• Implementations: Carlsbad Digital Information Network, Carlsbad Connects application,
unified communications platform that includes voice, video and digital capabilities, learning
management system, project portfolio management system, staff report management
system, new false alarm billing system, security tools, Laserfiche enterprise content
management system, performance metrics and dashboards
• Continue to modernize and strengthen IT infrastructure
• Develop and implement a plan to upgrade, replace or sunset software applications
• Build capacity for data-driven government
• Complete consolidation of Active Directory environments
• Consolidate IT operations management tools
• Standardize and assume management of departmental mobile accounts
• Develop and implement computer training course catalog
• Redesign ServiceNow service portal
• Begin procurement of a new computer-aided dispatch and mobile system
• Install closed-circuit video cameras at various city locations
• Deploy applications for various departments in support the city’s data science efforts
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Two full-time positions were transferred from Community Development (one business
systems specialist and one special projects manager)
• One 0.50 part-time FTE employee was transferred to the Finance department
• 1.5 in part-time FTEs were reduced due to the COVID-19 pandemic
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM F-17
ADMINISTRATIVE SERVICES |
MISCELLANEOUS NON-DEPARTMENTAL
Account: 0019xxxx Fund: General
ABOUT
The Miscellaneous Non-Departmental accounts for all General Fund transfers to other funds, City
Council contingencies and other miscellaneous General Fund expenses, such as outside legal counsel,
property tax administration fees, citywide dues and subscriptions and Innovation Fund expenditures.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Miscellaneous Non-Departmental Expenditures
Legal Services $717,087 $793,095 $750,000 $750,000
Community Contributions 13,666 11,213 0 0
Other Personnel 140,607 149,563 175,000 284,000
Professional Services 143,077 39,830 40,000 42,000
Property Tax and Other Administration 639,319 660,633 725,000 725,000
Dues and Subscriptions 50,848 51,688 55,000 75,000
Innovation Fund 163,807 738,439 0 0
Miscellaneous Non-Departmental Subtotal 1,868,411 2,444,461 1,745,000 1,876,000
General Fund Transfers
Transfer to Infrastructure Replacement Fund 9,970,000 10,681,000 5,111,500 1,000,000
Transfer to General Capital Construction Fund 0 0 5,111,500 4,500,000
Transfer to Golf Course Operations Fund 0 0 0 500,000
Transfer to LLD #1 (Medians & Trees)850,000 775,000 950,000 700,000
Transfer to Storm Water Program 218,511 219,274 300,000 309,000
Miscellaneous Transfers Out 1,858,216 1,500,000 0 0
General Fund Transfers Subtotal 12,896,727 13,175,274 11,473,000 7,009,000
City Council Contingencies
Contingencies (Adopted budget)0 0 1,500,000 1,500,000
TOTAL EXPENDITURES $14,765,138 $15,619,735 $14,718,000 $10,385,000
F-18 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM G-1
POLICY &
LEADERSHIP
The City of Carlsbad follows a council-
manager form of government,
where elected City Council
members provide direction on the
policies and regulations that
govern the operations of the city.
The Policy & Leadership branch
includes the following areas:
• Office of the City Council
• Office of the City Treasurer (elected)
• Office of the City Manager
• Office of the City Attorney
• Office of City Clerk (elected)
• Communication & Engagement
The City Council appoints the city manager, city attorney and
members of the city’s boards, commissions and committees. The Office of the City Manager
handles administration and oversight of the city organization, including hiring the city workforce,
supervising city departments and ensuring the City Council’s policy priorities are met.
Scott Chadwick
City Manager
760-434-2820
manager@carlsbadca.gov
G-2 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM G-3
POLICY AND LEADERSHIP |
OFFICE OF THE CITY COUNCIL
Account: 0011010 Fund: General
ABOUT
As the legislative body of the city, the City Council establishes the policies and regulations under
which the city operates.
SERVICES
The City Council, as a legislative body, approves direction, policies and regulations that govern the
operations of the city. The City Council appoints residents to serve on various Boards and
Commissions and may serve as city representatives on regional boards such as SANDAG, NCTD and
the San Diego County Water Authority.
GOALS | OBJECTIVES | PRIORITIES
Due to a City Council vacancy and the COVID-19 public health emergency, the City Council did not
hold its traditional goal setting meeting in fiscal year 2019-20. Instead, the City Council directed staff
to gather input from the public on their greatest areas of interest and concern. Based on that
feedback and the COVID-19 emergency, the City Council identified three main areas of focus for fiscal
year 2020-21:
• Affordable housing and homelessness
• Business revitalization
• Mobility
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $229,823 $232,248 $273,604 $277,960
Retirement Benefits 35,955 36,522 52,859 59,609
Health Insurance 77,212 71,804 121,127 98,843
Other Personnel Expenses 4,739 5,143 7,605 6,940
Personnel Services Subtotal 347,729 345,717 455,195 443,352
Operating Expenses
Professional & Contract Services 7,622 31,050 46,000 46,000
Supplies & Materials 16,528 22,640 25,903 23,416
Repair & Maintenance 0 20 0 0
Interdepartmental Charges 27,501 28,585 34,996 25,039
Other Operating Expenses 14,319 21,431 46,023 48,510
Capital Outlay 574 3,943 0 0
Operating Expenses Subtotal 66,544 107,669 152,922 142,965
TOTAL EXPENDITURES $414,273 $453,386 $608,117 $586,317
Full Time Positions 1.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
G-4 CITY OF CARLSBAD
POLICY AND LEADERSHIP |
OFFICE OF THE CITY TREASURER
Account: 0011010 Fund: General
ABOUT
The Office of the City Treasurer provides cash and investment management services which adhere to
the city’s Investment Policy and meet the changing investment needs of the city to optimize
investment returns, consistent with maintaining safety of principal, ensuring sufficient liquidity and
return on investment.
SERVICES
• Cash and investment management
• Reporting and oversight
RECENT ACCOMPLISHMENTS
• Worked with the City Council to address investment strategies as they pertain to mortgage-
backed securities and the California Asset Management Program
• Reformed the quarterly Investment Review Committee program to provide greater oversight
• Assisted with the reform of the cash handling policy
• Assisted with planning and implementation of upgrades to the new utility billing software
and cashiering system and the planning of upgrades to the permit system
• Actively participated in the city’s semi-annual Citizens Academy
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $79,600 $97,241 $101,792 $88,610
Retirement Benefits 19,978 21,136 24,897 22,573
Health Insurance 6,538 13,793 24,587 26,339
Other Personnel Expenses 3,006 3,544 3,725 2,390
Personnel Services Subtotal 109,122 135,714 155,001 139,912
Operating Expenses
Professional & Contract Services 107,145 55,151 62,800 71,100
Supplies & Materials 1,800 2,094 2,395 2,590
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 18,122 19,120 23,450 29,088
Other Operating Expenses 146 146 5,850 1,400
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 127,213 76,511 94,495 104,178
TOTAL EXPENDITURES $236,335 $212,225 $249,496 $244,090
Full Time Positions 0.75 0.75 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM G-5
GOALS | OBJECTIVES | PRIORITIES
• Anticipate and meet the changing investment needs of the city to optimize investment
returns, consistent with maintaining safety of principal, ensuring sufficient liquidity and
return on investment
• Work with the Finance Department to upgrade of the city’s safe and armor pickup system
• Work with the Finance Department on the upgrade of the city’s financial information system
• Further develop the City Treasurer page of the city’s website, informing the community of
the mission of the City Treasurer, the city’s Investment Policy and investment activities. Use
the website as a forum to receive and respond community comments and questions.
• Continue to participate in the city’s Citizens Academy
G-6 CITY OF CARLSBAD
POLICY AND LEADERSHIP |
OFFICE OF THE CITY MANAGER
Account: 0011010 Fund: General
ABOUT
The City Manager’s Office is dedicated to continuous improvement that fosters the well-being of a
high performing organization that delivers impactful results to further the public good.
SERVICES
The City Manager’s office provides City Council support, administrative leadership, policy
development management, legislative affairs and general management of public communication and
engagement.
RECENT ACCOMPLISHMENTS
In the past year, the City Manager’s office has worked with departments on the following
accomplishments:
• Established a new function within the City Manager’s Office focused on legislative relations
and affairs. This has dramatically increased the city’s awareness and engagement in
legislative issues affecting Carlsbad
• Implemented a digital constituent correspondence system that has streamlined the process
for providing timely responses to all inquiries
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,343,335 $1,354,934 $1,731,995 $1,080,470
Retirement Benefits 354,359 389,327 419,317 355,799
Health Insurance 128,938 147,142 216,752 138,311
Other Personnel Expenses 35,265 36,993 47,943 26,550
Personnel Services Subtotal 1,861,897 1,928,396 2,416,007 1,601,130
Operating Expenses
Professional & Contract Services 298,157 205,775 703,965 378,865
Supplies & Materials 57,384 47,616 50,632 50,445
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 98,821 113,697 135,202 98,479
Other Operating Expenses 26,681 25,450 44,749 24,375
Capital Outlay 2,080 8,774 0 0
Operating Expenses Subtotal 483,123 401,312 934,548 552,164
TOTAL EXPENDITURES $2,345,020 $2,329,708 $3,350,555 $2,153,294
Full Time Positions 8.00 9.00 12.00 7.00
Hourly/FTE Positions 0.00 0.00 0.50 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM G-7
• Led the reengineering of City Council staff report preparation, which has improved the
efficiency and quality of more than 200 reports during the first year of implementation
• Directed enhanced community engagement for city issues and projects, providing input from
diverse stakeholders to the City Council to support decision making
• Continued to evaluate and update policies and procedures with the goal of ensuring they are
relevant, modernized, efficient and optimized to inform organizational activity
• Led the continued development of a cross-departmental infrastructure prioritization process
for the Capital Improvement Program that will lead to more efficient evaluation and
deployment of projects
• Led the city’s response to the COVID-19 public health emergency, including full activation of
the city’s Emergency Operations Center and directing the day to day provision of emergency
services
• Reduced and restructured the city budget in response to COVID-19 related economic
impacts
GOALS | OBJECTIVES | PRIORITIES
In addition to overall administrative leadership and policy development, to continually deliver results
for the public, this fiscal year the City Manager’s office is focusing on five priorities:
• Effectively manage the response, reopening and recovery related to the COVID-19 public
health emergency
• Ensure the most efficient and effective provision of city services while adapting to changing
financial conditions
• Adapt community engagement and transparency efforts to foster authentic civic
engagement with residents, organizations and businesses through alternative methods due
to public health restrictions
• Increase intergovernmental collaboration and legislative advocacy with local, state and
federal governments to further the City Council adopted legislative platform and support as-
needed special projects
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• The Office of Innovation and the Community Services Administration departments were
established by transferring the personnel and the maintenance and operations expenses
from the City Manager’s office. In total, 5.5 FTEs were transferred, 2.5 to the Office of
Innovation and 3.0 to Community Services Administration
G-8 CITY OF CARLSBAD
POLICY AND LEADERSHIP |
OFFICE OF THE CITY ATTORNEY
Account: 0011210 Fund: General
ABOUT
The Office of the City Attorney consists of the city attorney, two assistant city attorneys, two deputy
city attorneys and support staff. The city attorney is appointed by the Mayor and City Council.
SERVICES
• Advise the City Council, committees, boards and commissions
• Prepare and review ordinances and resolutions
• Provide legal opinions on questions from the City Council, City Manager or other city officers
• Attend City Council meetings as well as meetings of other boards and commissions as
deemed necessary
• Negotiate and prepare all contracts
• Represent the city in court proceedings and report to the City Council on litigation
• Enforce city laws and regulations
• Prepare contracts, forms and instruments for approval or execution
• Appear on behalf of the city before regulatory and legislative agencies
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $1,085,857 $1,102,174 $1,236,331 $1,302,493
Retirement Benefits 293,599 332,628 324,132 336,023
Health Insurance 83,445 91,565 129,806 151,239
Other Personnel Expenses 28,811 32,067 35,165 32,617
Personnel Services Subtotal 1,491,712 1,558,434 1,725,434 1,822,372
Operating Expenses
Professional & Contract Services 2,969 4,322 6,098 3,445
Supplies & Materials 38,140 57,966 54,791 46,894
Repair & Maintenance 0 1 200 0
Interdepartmental Charges 89,773 114,498 122,472 97,350
Other Operating Expenses 20,443 16,428 21,237 17,257
Capital Outlay 2,080 0 0 0
Operating Expenses Subtotal 153,405 193,215 204,798 164,946
TOTAL EXPENDITURES $1,645,117 $1,751,649 $1,930,232 $1,987,318
Full Time Positions 7.00 7.00 8.00 8.00
Hourly/FTE Positions 0.50 0.50 0.00 0.00
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM G-9
RECENT ACCOMPLISHMENTS
• Provided ethics training sessions to elected and appointed officials and city staff
• Engaged with community activists and other special interest groups in the city to develop a
comprehensive rewrite of the Carlsbad Municipal Code sections regarding expressive activity
• Negotiated a cooperative settlement agreement with the County of San Diego regarding the
McClellan-Palomar Airport Carlsbad
• Received defense verdicts in several lawsuits at both the trial and appellate court level
• Prosecuted 21 misdemeanor cases
• Resolved complex code enforcement cases to benefit the community and residents
• Worked with the City Council subcommittee on a detailed review of the Municipal Code
• Reviewed and advised on numerous contracts, public records requests and council inquiries
GOALS | OBJECTIVES | PRIORITIES
• To provide quality and timely legal advice to all elected and appointed city officials and all
major service areas, assisting them in making sound legal decisions to carry out the goals of
the City Council
• Complete comprehensive update of Municipal Code, City Council policies and administrative
orders
• Support City Manager in strategic operations related to ongoing and significant capital
projects
G-10 CITY OF CARLSBAD
POLICY AND LEADERSHIP |
COMMUNICATION & ENGAGEMENT
Account: 0011012
1381010
Fund: General
Local Cable Infrastructure Fund
ABOUT
The goal of the city’s communication and engagement program is to ensure mutually beneficial, two-
way communication with internal and external audiences about city issues and services, leading to a
more responsive and transparent government. This program is carried out by communicating about
issues of interest to the community; developing meaningful public involvement programs for city
issues that engage the community in city decision making; increasing government transparency and
service by providing timely, accurate and easy to understand information about city programs and
services; promoting participation in library, cultural arts, parks and recreation programs and services;
helping city staff be aware of and understand city issues; providing ongoing communication skills
training for city staff; and providing communication support during activation of the city’s Emergency
Operations Center.
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Budget
Personnel Services
Salaries & Wages $573,065 $555,168 $744,107 $864,646
Retirement Benefits 137,142 131,675 137,642 158,022
Health Insurance 71,179 55,556 116,896 122,921
Other Personnel Expenses 20,774 21,853 27,744 22,360
Personnel Services Subtotal 802,160 764,252 1,026,389 1,167,949
Operating Expenses
Professional & Contract Services 412,317 644,444 458,147 404,206
Supplies & Materials 265,651 257,868 245,050 164,585
Repair & Maintenance 990 0 0 0
Interdepartmental Charges 129,364 125,026 144,604 134,952
Other Operating Expenses 29,279 21,886 49,363 29,069
Capital Outlay 37,816 59,523 125,000 143,000
Operating Expenses Subtotal 875,417 1,108,747 1,022,164 875,812
TOTAL EXPENDITURES $1,677,577 $1,872,999 $2,048,553 $2,043,761
General Fund $1,511,292 $1,602,350 $1,675,553 $1,692,761
Special Revenue Fund 166,285 270,649 373,000 351,000
Total Funding $1,677,577 $1,872,999 $2,048,553 $2,043,761
Full Time Positions 5.00 7.00 7.00 7.00
Hourly/FTE Positions 3.39 3.39 3.50 3.50
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM G-11
SERVICES
• Informational materials: Develop fact sheets, fliers, newsletters, Q&A documents, videos
and other communication pieces that further understanding of city issues, news, services
and events
• Online communication: Manage the city’s website, social media, email communication and
other digital communication channels
• Cable channel: Enable the community to watch City Council meetings and find out about city
issues, news, services and events on a 24/7 channel stream
• Community outreach and involvement: Develop programs that enhance public involvement
in city government decision making
• Media relations: Provide accurate, timely information to the media
• Training: Provide communication skills training to city staff
• Internal communication: Provide easy access, through a variety of channels, to information
of interest to and affecting city employees
• Emergency communication: Maintain a trained team of city staff and updated action plan to
ensure the community has access to important information during an emergency
RECENT ACCOMPLISHMENTS
• Designed and supported public involvement processes on issues including trenching railroad
tracks, local coastal plan, Veterans Park, budget planning and Parks & Recreation Master
Plan
• Launched a new function within the department to write City Council staff reports and
presentations, and responses to resident inquiries and other similar documents in an easy to
understand, accessible format. Wrote or edited 130 inquiries and 75 staff reports.
• Continued to build the city’s Facebook following to a new high of 52,000 fans
• Increased Instagram followers by 39% to a new total of 11,200
• Increased Twitter followers by 12% to a new total of 17,000
• Maintained an email database of 64,585 and distributed a total of 448 targeted emails
regarding city issues, programs and events
• Produced and distributed more than 250 news releases, columns and articles about city
services, issues and programs
• Supported the city’s response to the COVID-19 emergency, including daily community
updates, signage, employee communication and other outreach
GOALS| OBJECTIVES | PRIORITIES
• Continue to increase the city’s capacity to involve community members in city decision
making
• Continue the transition to new digital communication channels to reduce printing and paper
usage and make access to city information convenient for those who prefer these channels
• Support the city’s ongoing COVID-19 response and changes in city services and programs
resulting from the emergency
G-12 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-1
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program (CIP)
reflects the city’s ongoing commitment to maintaining the
highest standards of quality facilities for our community
today and in the future. It is a planning document, not a
commitment for spending. The 15-year program outlines the
expenditure plan for future capital projects and the
corresponding revenues to pay for those expenditures.
Projects that are shown in the CIP are generally defined as
any construction, rehabilitation or replacement of major
infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer
and drainage facilities, and other facilities that are located on or in the ground. In most cases, the
total construction cost of each of these assets is recorded and tracked as part of the city’s inventory
of capital infrastructure assets and other city-owned property.
Once the Council adopts the proposed annual CIP budget, projects receive an appropriation that
authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget
information is shown for a 15-year period to provide the most comprehensive information about
known future projects. Spending authority in future years is not granted until adoption of the annual
proposed CIP budget associated with each year.
Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high quality
facilities and infrastructure that support the needs and priorities of the community. The CIP is
organized by the following project classifications:
Planning
Study
Plan
Assessment
Maintenance &
Operations
Technical master plans
Repair
Refurbishment/
Rehabilitation
Modifications
Improvements
Maintenance Program
Monitoring
Replacement
Upgrade
Capital Projects
Regulatory & Policy-
Driven:
Legal requirements,
compliance with Growth
Management Plan,
Climate Action Plan,
defined projects to
implement policies,
plans and goals adopted
by City Council
Community
Enhancements: new
facilities, expansions,
parks & trails, traffic
signals, coastal
improvements
Project
Accounting
CFD #1 Admin
Open Space
Acquisition
Loans
Repayment/ Transfer
H-2 CITY OF CARLSBAD
INVESTING IN OUR QUALITY OF LIFE
As the city continues to grow and develop, there is a corresponding increase in the demand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted
a Growth Management Plan in 1986. The plan was established to manage development within the
city by linking residential, commercial, and industrial development directly to standards for
availability of public services and facilities.
The Growth Management Plan states that unless a standard level of facilities is available to meet new
demands resulting from the city’s growth, development cannot proceed. Recently, certain actions,
such as imposing a moratorium, have been determined to be impermissible by the California Housing
and Community Development Department, per Senate Bill 330, Housing Crisis Act of 2019, which
became effective on Jan. 1, 2020.
The detailed level of planning required by Growth Management has allowed Carlsbad’s Capital
Improvement Program to anticipate the funding needed for capital improvements in the next 15
years. Facilities such as community centers, parks, and fire stations have been constructed and
opened to the public under this program.
The Capital Improvement Program has been designed to specifically address areas where new or
expanded facilities will be needed to maintain compliance with the adopted performance standards.
With the adoption of the fiscal year 2020-21 CIP, compliance with the Growth Management Plan is
continued.
Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing
infrastructure projects through numerous asset management programs, which ensure adequate
inspection, maintenance, and replacement of buildings and parks, water, sewer and drainage
systems, bridges, and roadways systems.
PROJECT EVALUATION
Development of the CIP is a team
effort involving all operational
departments, the city manager’s
office, City Council, and the
community. Community feedback on
infrastructure needs is considered
and incorporated as appropriate. The
CIP is fully vetted at multiple levels of
the city organization by appropriate
staff using an inclusive and
transparent process, and reviewed
on a quarterly basis.
Capital
Improvement
Program
Public Health
and Safety
City mission,
vision and
organizational
values
Community
values
Environmental
Review
Governing and
Policy
Documents
Funding
availability
City
Council
Goals
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-3
As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels
of service throughout their lifecycle. Recommendations for project funding considers current project
status, project scheduling and sequencing requirements, project constraints and current staff
capacity. Project charters are updated to include project description, location, summary of need,
justification including any legislative or policy citations, cost estimates and project scores.
In anticipation of revenue decreases in some capital funding sources, staff recommended funding
adjustments in fiscal year 2020-21 that focused on matching existing resources with realistic and
achievable project schedules. New project requests were minimized, and the city remains committed
to continue work on projects that are already underway.
FISCAL YEAR 2020-21 APPROPRIATIONS BY CATEGORY
In the fiscal year 2020-21 CIP, there are approximately 230 continuing and new projects planned over
the next 15 years. The fiscal year 2020-21 CIP outlines $29.1 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for one new project.
Projected revenues during the same fiscal year are estimated at $34.5 million.
Capital Projects
47%
Maintenance &
Operations
19%
Project Accounting
34%
FY 2020-21 Appropriations by Category
$29.1 million
H-4 CITY OF CARLSBAD
FISCAL YEAR 2020-21 APPROPRIATIONS BY PROJECT TYPE
Civic Buildings and Facility Maintenance
$4.3 million
This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs
include repair, maintenance, and replacement of civic buildings.
Parks
$755,000
Projects include improvements and enhancements to existing parks, such as playground resurfacing,
picnic areas and other needs identified by the community and in recently updated parks master plans.
Drainage
$500,000
The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as well
as maintaining the water quality of the city’s creeks, lagoons and ocean. As the city continues to age, it
is increasingly necessary to balance repairing and replacing the existing lines with enhancing the
current infrastructure to accommodate future needs.
Sewer
$10.4 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation
projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are
built and paid for with impact fees collected with new development.
Water and Recycled Water
$5.0 million
Future water and recycled water projects include construction of new pipelines, replacement of
existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been
producing and delivering recycled water for over 30 years.
Streets and Circulation System
$8.2 million
People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they
drive, walk, bike, or ride a bus or train. Carlsbad continues to invest in modernizing roads, leveraging
technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways,
bridges, sidewalks and other assets in public rights of way throughout the city.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-5
NEW CAPITAL IMPROVEMENT PROJECTS
Village H South Off-Leash Dog Area and Trail Segment 5B
Managing Department: Parks & Recreation
Classification: Capital Project
Funding Source: Public Facility Fees
Budget
FY21 $ 375,000
FY23 $ 872,800
TOTAL $1,247,800
About This Project
The City of Carlsbad took ownership of a 61-acre piece of property, bisected at the corner of Carlsbad
Village Drive and Victoria Avenue, as part of a lawsuit settlement involving the Quarry Creek housing
project. The project anticipates approximately one acre of fenced, off-leash dog area, a parking lot
and a pre-fabricated restroom. The project also includes the design and construction of the balance
of Trail Segment 5B (Carlsbad Village Drive to Tamarack Avenue), as reflected in the Carlsbad Trails
Master Plan.
Project Need
City Council directed city staff to “initiate public outreach to engage residents in the development of
a plan to integrate an off-leash dog run as part of the Village H property.” Taking into account
community input, staff and Preserve Calavera created a conceptual plan to allow an off-leash dog
area while protecting sensitive habitat preserves and providing for wildlife movement.
General Plan Consistency
The project is consistent with Open Space, Conservation, and Recreation Element Goal 4-G.3
(“Protect environmentally sensitive lands, wildlife habitats, and rare, threatened or endangered plant
and animal communities”) and Policy 4-P.41 (“Implement the projects recommended in the City of
Carlsbad Trails Master Plan through the city’s capital improvement program, private development
conditions and other appropriate mechanisms”). The project’s Open Space and Community Facilities
land use designations support recreation and community-serving uses.
Climate Action Plan Consistency
The project is consistent with CAP Section 3.6 – Pedestrian Improvements
Anticipated Environmental Review
Potential Mitigated Negative Declaration or addendum to the Environmental Impact Report prepared
for the Calavera Hills Master Plan Phase II.
H-6 CITY OF CARLSBAD
CAPITA L IMPROVEMENT PROGRAM REVENUES
Over the next 15 years, revenues for Capital Projects are estimated at $708.2 million and are
segregated into 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 (5) other sources, including
grants, sales taxes, and contributions from other agencies.
Approximately 18% of all capital revenue is received as a result of development (Developer Fees and
Financing Districts in the chart above), and is dependent upon assumptions made about the city's
annual growth in dwelling units and commercial/industrial square feet. These revenues include Public
Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage Fees
(PLD), 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 32% 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 26%, 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 24% 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.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-7
FUTURE GROWTH AND DEVELOPMENT
As shown on the graph on the previous page, there are a variety of revenues that are used to fund
the capital projects. In order to estimate revenues to be received from development, several
assumptions about the rate and type of future development are made. These assumptions can
change from year to year and tend to correlate with the current economic climate.
Every year, city staff evaluates all existing and future private development projects and compares this
information to the capacity of the city using the most current adopted general plans. Information
about existing development activity combined with estimates of how remaining net developable land
might develop is then summarized to prepare future projections about when and where residential
and non-residential development may occur. The following table shows the number of residential
units and non-residential square feet of development that was used in calculating estimated
revenues for fiscal year 2020-21 and subsequent years to build out.
Projecte d Future Development
Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for
construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital
funds are sufficient, significant operating cost impacts and availability of staff resources are also
considered in evaluating the timing of projects. Where funding discrepancies occur, alternative
financing methods and project timing are evaluated and recommendations are made to resolve the
discrepancies.
Conservatively, about 2,800 residential units are anticipated for future development, and it is
currently estimated that the city is more than 90% built out. Residential development for fiscal year
2020-21 is projected at 167 units, and, over the next five years, should average 210 units per year.
The amount of non-residential development is projected at about 556,000 square feet over the next
five years.
Projects include several multi-family residential developments, commercial industrial, office and
other mixed-use projects. Development estimates provide data for estimating future fee revenues,
which are calculated by multiplying each applicable development fee by the estimated number of
dwelling units and/or square feet of construction expected during each year.
Fiscal Year
Residential
Units
Non-Residential
Square Feet
2020-21 167 204,134
2021-22 127 149,011
2022-23 319 29,657
2023-24 61 112,332
2024-25 381 61,186
2025-31 1,082 1,706,327
2031-build out 690 2,402,960
Totals 2,827 4,665,607
H-8 CITY OF CARLSBAD
FUTURE PROJECTS
The CIP for fiscal year 2020-21 to fiscal year 2034-35 outlines approximately 230 projects at a cost of
$623.9 million. Long-range planning and responsible asset management play key roles in the
development of future capital projects. Using data from various infrastructure master plans, ongoing
asset condition assessments, technical modelling, field inspections as well as community feedback,
the information provided for future years reflects the most comprehensive snapshot of known or
anticipated future projects as well as associated estimated costs.
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of future multi-family and single-family residential units is assumed
to be 80% and 20%, respectively, and reflects the anticipated mix of residential development for each
Local Facilities Management Zone.
In order to calculate estimated revenues for Traffic Impact Fees, the number of average daily trips
was computed for each type of development use. An attached multi-family residential dwelling unit is
assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day. The
trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000 square
feet of development, respectively, although the actual volume of trips generated by commercial and
industrial buildings can vary widely depending on the ultimate land use.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-9
Community Facilities District (CFD) No. 1 is a citywide district established to finance various civic
facilities required under the city’s Growth Management Plan. Park-in-Lieu Fees are collected for the
purchase and development of parkland within each quadrant of the city, and the fees are based on
the acquisition cost of parkland. Projects in the CIP funded with Park-in-Lieu Fees include future park
site acquisition, development and restoration. Bridge and Thoroughfare Fee Districts (BTD) are
formed by property owners to finance specific road construction projects located within the district
boundaries. Poinsettia Lane – Aviara Parkway (BTD No. 2) was formed to finance the construction of
Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar
Airport Road and Poinsettia Lane.
UNFUNDED PROJECTS
There are six projects identified in the Capital Improvement Program for which there is no identifiable
funding source and, in some cases, where only partial funding has been identified. The city will
investigate obtaining possible external funding, such as federal and state grants, loans, or other
financing sources. Once funding is identified for these projects, the project costs will have to be
reviewed and updated to reflect actual cost estimates. The unfunded projects do not receive annual
inflationary increases. Two projects are partially funded by the Traffic Impact Fee (TIF) Program. The
program was planned to generate enough revenue to pay for 20% of the total costs of these projects,
leaving the remaining 80% unfunded.
Business Park Recreational Facility (Partial Funding)6,600,000$
Cannon Lake Park (6.7 Acres)2,243,000
Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding)6,905,600
Carlsbad Blvd./ Palomar Airport Road (Partial Funding)14,109,600
Carlsbad Blvd. Realignment - Segments 3-5 26,100,000
College Boulevard Extension 30,000,000
TOTAL UNFUNDED PROJECTS 85,958,200$
H-10 CITY OF CARLSBAD
PROJECTED FUND BALANCES FOR FISCAL YEAR 20 19-2 0
July 1, 2019 Projected June 30, 2020
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 12,147,090 2,331,495 - - 14,478,585
BTD#3 - Cannon Road West 503,448 7,982 - - 511,430
Community Development Block Grant - - - - -
CFD #1 - Citywide 87,334,515 3,596,787 1,193,377 182,658 89,555,267
Gas Tax 13,344,910 2,284,930 3,001,992 610,000 12,017,848
Gas Tax (Road Maint. & Rehab Acct.)1,337,299 1,724,259 1,639,351 - 1,422,207
General Capital Const.42,666,245 5,111,500 4,769,387 - 43,008,358
Grants - Federal - 1,440,000 8,143 - 1,431,857
Infrastructure Replacement 118,964,129 7,195,384 6,630,249 - 119,529,264
Other 1,859,723 31,493 - - 1,891,216
Park Fee Zones 5,13,16, 17, 18 4,427,448 127,595 - - 4,555,043
Park-In-Lieu NE 3,835,412 468,015 - - 4,303,427
Park-In-Lieu NW 1,502,376 95,551 925 - 1,597,002
Park-In-Lieu SE 1,428,906 411,788 4,850 - 1,835,844
Park-In-Lieu SW 551,165 248,854 386,658 - 413,361
Planned Local Drainage Area A 1,012,787 128,865 140,102 - 1,001,550
Planned Local Drainage Area B 2,483,850 129,224 1,042,185 - 1,570,889
Planned Local Drainage Area C 1,598,249 38,156 98,923 - 1,537,482
Planned Local Drainage Area D 780,830 34,430 184,636 - 630,624
Public Facilities Fee 27,060,099 2,199,842 1,391,816 - 27,868,125
Sewer Connection 8,862,588 4,579,674 2,823,552 - 10,618,710
Sewer Replacement 26,060,652 13,961,082 5,539,804 - 34,481,930
TDA - - - - -
Traffic Impact Fee 22,594,162 3,008,280 1,191,233 - 24,411,209
Transnet/Local 25,361,161 5,437,581 6,320,961 - 24,477,781
Transnet/STP - - - - -
Water - Potable 33,719,528 1,614,105 153,259 - 35,180,374
Water - Recycled (4,138,167) 24,033,033 11,928,792 - 7,966,074
Water Replacement - Potable 55,115,949 7,109,794 11,533,731 - 50,692,012
Water Replacement - Recycled 16,654,808 1,440,899 188,034 - 17,907,673
Total 507,069,162 88,790,599 60,171,960 792,658 534,895,143
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-11
PROJECTED FUND BALANCES FOR FISCAL YEAR 2020 -21
July 1, 2020 June 30, 2020 July 01, 2020 2020-21 June 30, 2021
Projected Estimated Continuing New Total CIP Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 14,478,585 - 13,769,150 - 13,769,150 709,435
BTD#3 - Cannon Road West 511,430 - 105,021 (105,021) - 511,430
Community Development Block Grant - - - - - -
CFD #1 - Citywide 89,555,267 4,379,265 29,825,834 134,000 29,959,834 63,974,698
Gas Tax 12,017,848 2,321,630 11,340,512 1,548,656 12,889,168 1,450,310
Gas Tax (Road Maint. & Rehab Acct.)1,422,207 1,958,885 971,972 2,176,000 3,147,972 233,120
General Capital Const.43,008,358 4,500,000 40,701,129 (2,819,079) 37,882,050 9,626,308
Grants - Federal 1,431,857 - 1,431,857 - 1,431,857 -
Infrastructure Replacement 119,529,264 1,000,000 26,185,187 6,500,000 32,685,187 87,844,077
Other 1,891,216 - 1,294,591 - 1,294,591 596,625
Park Fee Zones 5,13,16, 17, 18 4,555,043 70,281 - - - 4,625,324
Park-In-Lieu NE 4,303,427 - 200,000 - 200,000 4,103,427
Park-In-Lieu NW 1,597,002 361,321 792 - 792 1,957,531
Park-In-Lieu SE 1,835,844 326,756 - - - 2,162,600
Park-In-Lieu SW 413,361 255,278 222,573 - 222,573 446,066
Planned Local Drainage Area A 1,001,550 - 22,496 - 22,496 979,054
Planned Local Drainage Area B 1,570,889 226,596 2,401,013 (661,332) 1,739,681 57,804
Planned Local Drainage Area C 1,537,482 632 184,115 (163,016) 21,099 1,517,015
Planned Local Drainage Area D 630,624 91,841 22,511 - 22,511 699,954
Public Facilities Fee 27,868,125 962,903 2,105,322 1,151,581 3,256,903 25,574,125
Sewer Connection 10,618,710 349,946 3,899,731 246,000 4,145,731 6,822,925
Sewer Replacement 34,481,930 4,181,955 23,568,701 11,033,874 34,602,575 4,061,310
TDA - - - - - -
Traffic Impact Fee 24,411,209 948,884 21,073,781 (2,727,000) 18,346,781 7,013,312
Transnet/Local 24,477,781 4,209,000 17,723,960 7,834,000 25,557,960 3,128,821
Transnet/STP - - - - - -
Water - Potable 35,180,374 1,286,397 3,981,923 250,000 4,231,923 32,234,848
Water - Recycled 7,966,074 245,743 6,251,418 870,000 7,121,418 1,090,399
Water Replacement - Potable 50,692,012 6,845,091 44,527,182 1,965,300 46,492,482 11,044,621
Water Replacement - Recycled 17,907,673 - 4,351,401 1,887,900 6,239,301 11,668,372
Total 534,895,143 34,522,404 256,162,172 29,121,863 285,284,035 284,133,512
H-12 CITY OF CARLSBAD
REVENUE PROJECTIONS SCHEDULE
2016-17 2017-18 2018-19 2019-20 2020-21
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 59,251 305,677 751,810 2,331,495 -
BTD#3 - Cannon Road West 79,875 4,293 18,996 7,982 -
Community Development Block Grant 308,112 16,335 - - -
CFD #1 - Citywide 3,065,439 2,795,212 6,095,889 3,596,787 4,379,265
Gas Tax 2,194,398 2,749,382 3,299,173 2,284,930 2,321,630
Gas Tax (Road Maint. & Rehab Acct.)- 661,528 2,132,844 1,724,259 1,958,885
General Capital Const.10,521,222 - 1,077,525 5,111,500 4,500,000
Grants - Federal 19,890 40,371 956,847 1,440,000 -
Infrastructure Replacement 9,765,585 10,358,061 15,073,019 7,195,384 1,000,000
Other 11,763 19,704 109,630 31,493 -
Park Fee Zones 5,13,16, 17, 18 420,515 501,489 244,229 127,595 70,281
Park-In-Lieu NE 998,551 69,308 1,441,530 468,015 -
Park-In-Lieu NW 253,193 771,528 1,086,531 95,551 361,321
Park-In-Lieu SE 18,033 16,622 372,419 411,788 326,756
Park-In-Lieu SW 52,856 61,225 190,127 248,854 255,278
Planned Local Drainage Area A 49,255 77,773 155,094 128,865 -
Planned Local Drainage Area B 362,617 75,817 136,887 129,224 226,596
Planned Local Drainage Area C 4,339 5,489 82,796 38,156 632
Planned Local Drainage Area D 27,296 22,847 124,198 34,430 91,841
Public Facilities Fee 6,501,517 4,947,110 3,673,762 2,199,842 962,903
Sewer Connection 1,377,814 842,150 874,464 4,579,674 349,946
Sewer Replacement 4,932,632 4,872,244 7,662,061 13,961,082 4,181,955
TDA 59,887 23,682 - - -
Traffic Impact Fee 3,041,034 3,059,920 2,586,291 3,008,280 948,884
Transnet/Local 4,172,670 4,269,152 3,779,436 5,437,581 4,209,000
Transnet/STP (198) - - - -
Water - Potable 1,932,938 1,786,623 2,064,521 1,614,105 1,286,397
Water - Recycled 3,987,107 1,231,038 2,144,721 24,033,033 245,743
Water Replacement - Potable 5,073,257 5,002,438 6,970,260 7,109,794 6,845,091
Water Replacement - Recycled 1,015,575 1,348,906 2,046,796 1,440,899 -
Total 60,306,423 45,935,924 65,151,856 88,790,599 34,522,404
Note: Revenues include loans, advances and transfers.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-13
BUDGET EXPENDITURE SCHEDULE
2017-18 2018-19 2019-20 2020-21 2020-21 2020-21
Actual Actual Estimated Continuing New Total CIP
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy 13,995 - - 13,769,150 - 13,769,150
BTD#3 - Cannon Road West 193,137 - - 105,021 (105,021) -
Community Development Block Grant 16,335 - - - - -
CFD #1 - Citywide 384,470 665,531 1,376,035 29,825,834 134,000 29,959,834
Gas Tax 2,862,646 2,609,525 3,611,992 11,340,512 1,548,656 12,889,168
Gas Tax (Road Maint. & Rehab Acct.)10,711 1,441,968 1,639,351 971,972 2,176,000 3,147,972
General Capital Const.3,122,730 3,355,394 4,769,387 40,701,129 (2,819,079) 37,882,050
Grants - Federal 975,193 - 8,143 1,431,857 - 1,431,857
Infrastructure Replacement 3,346,454 1,963,003 6,630,249 26,185,187 6,500,000 32,685,187
Other - - - 1,294,591 - 1,294,591
Park Fee Zones 5,13,16, 17, 18 - - - - - -
Park-In-Lieu NE - - - 200,000 - 200,000
Park-In-Lieu NW 992,883 (1,716) 925 792 - 792
Park-In-Lieu SE 887,896 432,960 4,850 - - -
Park-In-Lieu SW 9,191 2,458,313 386,658 222,573 - 222,573
Planned Local Drainage Area A - 3,352 140,102 22,496 - 22,496
Planned Local Drainage Area B 286,812 1,114,394 1,042,185 2,401,013 (661,332) 1,739,681
Planned Local Drainage Area C - 2,168 98,923 184,115 (163,016) 21,099
Planned Local Drainage Area D - 2,451 184,636 22,511 - 22,511
Public Facilities Fee 8,820,647 4,996,962 1,391,816 2,105,322 1,151,581 3,256,903
Sewer Connection 9,281,833 1,293,191 2,823,552 3,899,731 246,000 4,145,731
Sewer Replacement 6,993,624 5,934,908 5,539,804 23,568,701 11,033,874 34,602,575
TDA 5,783 - - - - -
Traffic Impact Fee 624,181 324,564 1,191,233 21,073,781 (2,727,000) 18,346,781
Transnet/Local 5,254,026 1,561,510 6,320,961 17,723,960 7,834,000 25,557,960
Transnet/STP - - - - - -
Water - Potable 43,344 6,700 153,259 3,981,923 250,000 4,231,923
Water - Recycled 3,727,004 825,659 11,928,792 6,251,418 870,000 7,121,418
Water Replacement - Potable 4,046,139 7,089,068 11,533,731 44,527,182 1,965,300 46,492,482
Water Replacement - Recycled 186,353 215,047 188,034 4,351,401 1,887,900 6,239,301
Total 52,085,387 36,294,952 60,964,618 256,162,172 29,121,863 285,284,035
Note: Expenditures include loans, advances and transfers.
H-14 CITY OF CARLSBAD
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
Abandon Potable Services (New
Recycled Services)
Multiple
Districts
High
52051 WATER REPL 1,742,000
ADA Beach Access-Pine To Tamarack District 1 Medium
60651 GCC 375,000
Adaptive Traffic Signal Program Multiple
Districts
High
63261
TRANSNET-
LOC 2,641,938
63264
TRANSNET-
LOC 1,000,000
Advance Street Name Signs Multiple
Districts
High
60861 GAS TAX 40,000
Avenida Encinas Pedestrian Access
Improvements
District 2 Critical
60911 GAS TAX 75,000
Avenida Encinas Widening - South of
Palomar Airport Road
District 3 High
60041 TIF 5,177,000
Aviara Community Park - Phase 2 District 2 High
46041 PIL-SW 3,120,500
46042 PIL-SW 38,200
46043 PFF 700,000
Aviara Parkway And Plum Tree
Waterline
District 2 Low
19021 WATER REPL -
Barrio Street Lighting District 1 High
40131 GCC 760,000
Beach Access Repair/Upgrades - Pine
Avenue To Tamarack
District 1 Critical
38961 IRF 1,612,750
38962 GCC 4,199,000
Buena Interceptor Sewer Access Road
Improvements
District 3 High
55371 SEWER REPL 1,150,000
Buena Interceptor Sewer
Improvements
Multiple
Districts
Critical
55011 SEWER REPL 1,588,499
55012
SEWER
CONN 550,000
Buena Interceptor Sewer Realignment
- East Segment
District 2 High
55441 SEWER REPL 507,000
Business Park Recreational Facility
(Partial Funding)
District 2 Low
19041 ZONE 5 -
Calavera Hills Community Center
Referbishment
District 2 Medium
47461 IRF 45,000
Calavera Hills Community Park
Gateway Improvements
District 2 Medium
46011 GCC 1,046,850
46012 GCC 10,500
1,742,000-------
2,875,000-----2,500,000-
2,641,938-------
1,000,000-------
40,000-------
75,000-------
5,177,000-----5,177,000-5,177,000
3,120,500-------
38,200-------
700,000-------
1,100,500----1,000,500100,000-
999,999-----239,999-
1,612,750-------
6,199,000------2,000,000
1,150,000-------
3,758,499------2,170,000
550,000-------
1,987,000-----1,480,000-
4,760,0004,760,000------
685,000-----540,000100,000
1,146,850-----100,000-
Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-15
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
Calavera Hills Community Park
Gateway Improvements
District 2 Medium
46011 GCC 1,046,850
46012 GCC 10,500
Cannon Park Restroom District 2 Medium
47261 GCC 690,000
Carlsbad Blvd And Tamarack Avenue
Pedestrian Improvements
District 1 Critical
60581 GAS TAX 1,576,000
60583
TRANSNET-
LOC 1,054,000
Carlsbad Blvd Realignment Multiple
Districts
Medium
60311
TRANSNET-
LOC 3,250,000
Carlsbad Blvd Realignment / Palomar
Airport Road (Segment 2)
District 2 Low
19081 TIF -
Carlsbad Boulevard Waterline
Replacement At Terramar
District 2 Critical
50481 WATER REPL 2,430,000
Carlsbad Boulevard Widening
Mountain View Drive to Northerly City
Limits
District 1 Low
19101 TIF -
19102 TIF -
Carlsbad Village Dr. & Grand Ave.
Pedestrian And Crossing Imp.
District 1 High
19121
TRANSNET-
LOC -
Carlsbad Village Drive Widening -
Pontiac Drive To Victoria Avenue
Multiple
Districts
Low
19131 TIF -
Chestnut Avenue Complete Street
Improvements-Valley To Pio Pico
District 1 Medium
19161
TRANSNET-
LOC -
Christiansen Way Improvements District 1 Medium
19171
TRANSNET-
LOC -
City Hall Complex Multiple
Districts
Critical
40081 CFD#1 1,028,105
College Boulevard - Cannon Road To
Badger Lane (375 Zone)
District 2 Medium
50131
WATER
CONN 1,060,000
College Boulevard - Cannon Road To
Badger Lane (490 Zone)
District 2 Medium
50121
WATER
CONN 1,090,000
College Boulevard Reach A and Cannon
Road Reach 4A
District 2 High
36362 OTHER 1,713,002
36363 PLDB -
36364
TRANSNET-
LOC -
Crestview Drive Transmission Main District 2 Low
50331 WATER REPL 240,000
Desalinated Water Flow Control
Facility No. 5
District 2 High
50381
WATER
CONN 1,904,300
DMP Facility AAA (Jefferson Street) District 1 Low 19231 PLDA -
11,500-----1,000-
690,000-----634,354-634,354
1,576,000-------
1,054,000-------
3,250,000-------
932,000932,000------
5,080,000----150,0002,500,000-
984,000984,000------
1,274,0001,274,000------
1,320,000-----1,320,000-
3,102,0003,102,000------
1,080,000-----1,080,000-
310,000-----310,000-
51,028,105-50,000,000-----
1,095,000----35,000--
1,460,000----370,000--
1,713,002-------
512,196512,196------
1,205,000------1,205,000
240,000-------
10,104,300-----7,950,000250,000
Capital Projects
CITY OF CARLSBADH-16
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
SourceDMP Facility AAA (Jefferson Street) District 1 Low 19231 PLDA -
DMP Facility AAAA (Madison Street) District 1 Medium
19241 PLDA -
DMP Facility AC (Highland Drive
Drainage Project)
District 1 Medium
66091 PLDA -
DMP Facility AFA (Hidden Valley
Drainage Restoration and Enhanceme..
District 2 Low
19251 PLDA -
DMP Facility AFB (Calavera Hills
Drainage Restoration and Enhanceme..
District 2 Low
19261 PLDA -
DMP Facility BB 1 And 2 (Washington
Street)
District 1 Low
19271 PLDB -
DMP Facility BCB (Magnolia Avenue) District 1 Medium
19281 PLDB -
DMP Facility BFB-L & BFB-1 (Tamarack
And El Camino Real Plda "B")
District 2 Low
19291 PLDB -
DMP Facility BFB-U (El Camino Real) District 2 High
66221 PLDB 138,220
DMP Facility BL-L (College Blvd. Bridge
Reimb. Plda "B")
District 2 Low
19301 PLDB -
DMP Facility BL-U (College Boulevard) District 2 Low
19311 PLDB -
DMP Facility BM (Cantarini/College
Boulevard Box Culvert)
District 2 Low
19321 PLDB -
DMP Facility BQ (Sunny Creek) District 2 Low
19331 PLDB -
DMP Facility BR (Cantarini/College
Boulevard Pipe Drainage)
District 2 Low
19341 PLDB -
DMP Facility C1 - Carlsbad Boulevard
Encinas Creek Bridge Plda "C")
District 3 High
39192 PLDC 2,539,565
DMP Facility C2 (Paseo Del Norte) District 3 Low
19351 PLDC -
DMP Facility CA (Avenida Encinas) District 3 Low
19361 PLDC -
DMP Facility DBA (Poinsettia Village) District 4 Low
19371 PLDD -
DMP Facility DBB (Avenida Encinas) District 4 Low
19381 PLDD -
DMP Facility DFA (Batiquitos Lagoon
Stormwater Treatment)
District 4 Low
19391 PLDD -
DMP Facility DH (Altive Place Canyon
Restoration)
District 3 Low
19401 PLDD -
DMP Facility DQB (La Costa Town
Center)
District 4 Medium
19411 PLDD -
DMP Facility DZ (Poinsettia Lane) District 3 High 19421 PLDD -
416,500416,500------
921,408921,408------
91,60891,608------
163,164163,164------
1,086,0651,086,065------
468,096468,096------
904,329904,329------
891,220------753,000
1,816,101-1,816,101-----
384,509384,509------
204,077204,077------
131,355131,355------
180,773180,773------
2,376,549-------163,016
727,730727,730------
529,402529,402------
167,215167,215------
429,108429,108------
256,423256,423------
232,812232,812------
745,842745,842------
Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-17
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
DMPFacilityDQB(LaCostaTown
Center)District 4 Medium 19411 PLDD -
DMP Facility DZ (Poinsettia Lane) District 3 High
19421 PLDD -
Drainage Master Plan Update Multiple
Districts
High
66231 PLDA 166,512
66232 PLDB 558,000
66233 PLDC 121,890
66234 PLDD 209,598
El Camino Real And Agua Hedionda
Creek Bridge Railing & Sidewalk
District 2 Critical
60561 IRF 210,000
El Camino Real And Cannon Road
Intersection Improvements
District 2 Critical
60421 TIF 2,615,000
El Camino Real And Carlsbad Village
Drive Dual Left Turns
District 1 Low
19431 TIF -
El Camino Real And College Blvd
Intersection Improvements
District 2 Critical
60711 GAS TAX 895,000
60712 GCC 131,000
El Camino Real Left Turn Lane To
Westbound Tamarack Avenue
District 2 Low
60501 TIF 286,000
El Camino Real Medians Multiple
Districts
High
36431 PFF 909,500
36432 GAS TAX 1,984,530
El Camino Real Right Turn Lane To East
Bound Alga Road
District 3 Low
19441 TIF -
El Camino Real Widening - Arenal Road
To La Costa Avenue
District 4 High
60511 TIF 3,200,000
El Camino Real Widening - Cassia Rd To
Camino Vida Roble
District 3 Critical
60721
TRANSNET-
LOC 1,380,000
60722 FED GRNT 1,440,000
El Camino Real Widening - Lisa Street
To Crestview Drive
District 2 Low
60851 GCC 108,953
El Camino Real Widening - Sunny Creek
To Jackspar
District 2 High
60941
TRANSNET-
LOC -
Faraday & El Camino Real Sewer
Replacement - Orion To PAR
District 2 High
55391
SEWER
CONN 140,000
Fire Station No. 2 Replacement District 4 High
40601 GCC 13,000,000
Fire Station No. 4 Expansion District 3 High 47401 IRF 810,000
642,063642,063------
166,512-------
558,000-------
121,890-------
209,598-------
210,000-------
3,315,000------700,000
1,132,000-1,132,000-----
895,000-------
131,000-------
0-------286,000
695,781-------213,719
1,404,530-------580,000
438,000-438,000-----
5,000,000-----1,800,000-
1,555,000------175,000
1,440,000-------
0-------108,953
4,000,000------4,000,000
436,000----250,00046,000-
13,000,000-------
Capital Projects
CITY OF CARLSBADH-18
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
SourceFire Station No. 2 Replacement District 4 High 40601 GCC 13,000,000
Fire Station No. 4 Expansion District 3 High
47401 IRF 810,000
Foxes Landing Lift Station Wetwell And
Pump Replacement
District 1 Critical
55261 SEWER REPL 5,492,000
Hydroelectric Generator at Desal Flow
Control Facility No. 5
District 2 Medium
50591
WATER
CONN 200,000
Intelligent Traffic Control Devices Multiple
Districts
Low
66341 GAS TAX 200,000
Intersection Control - Camino De Los
Coches And La Costa Avenue
District 4 Critical
63251 GAS TAX 250,000
Kelly Drive And Park Drive Road Diet
And Multiuse Trail
District 2 Critical
60751
TRANSNET-
LOC 4,175,000
60753 GAS TAX 130,000
La Costa Avenue Traffic Improvements District 4 Medium
60761 GAS TAX 863,000
Laguna Drive Storm Drain District 1 Medium
66281 GAS TAX 370,000
Lake Calavera Outlet Improvements District 2 High
50541 GCC 1,220,000
Lake Calavera Trails Master
Plan/Construction (Prop C)
District 2 High
38661 GCC 1,063,250
Las Palmas Trunk Sewer District 2 Critical
55401
SEWER
CONN 556,000
Left Turn Lane Extensions Multiple
Districts
High
60771 GAS TAX 200,000
Leo Carrillo Ranch Park Phase 3 -
Stables Restoration and Restroom
Construction
District 2 Medium
46021 PFF 1,631,500
46022 PIL-SE 1,334,100
46023 PFF 29,655
Limited Access Pipeline Relocation
Program
Multiple
Districts
Critical
50351 WATER REPL 1,940,000
Maerkle Reservoir Floating Cover
Replacement
District 2 Critical
50361 WATER REPL 13,055,000
Maerkle Reservoir Transmission Main District 2 Critical
50011 WATER REPL 6,330,000
Marca Place Drainage Improvements District 4 Medium
66141 GAS TAX 65,000
Melrose Drive And Alga Road Dual Left
Turn Lanes (RTCIP)
District 2 Low
19531 TIF -
Melrose Drive Right Turn Lane To West
BoundPalomarAirportRoad
District 2 High 60341 TIF 561,000
5,335,000------4,525,000
5,492,000-------
2,275,000-----2,075,000-
200,000-------
250,000-------
4,175,000-------
130,000-------
863,000-----841,700-841,700
2,950,000----1,494,0001,000,00086,000
1,260,000-----40,000-
1,128,250------65,000
3,186,000-----2,630,000-
200,000-------
1,631,500-------
1,334,100-------
29,655-------
4,940,000----1,000,0002,000,000-
13,055,000-------
14,631,000---8,301,000---
65,000-------
1,237,0001,237,000------
Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-19
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
MelroseDriveAndAlgaRoadDualLeft
Turn Lanes (RTCIP)District 2 Low 19531 TIF -
Melrose Drive Right Turn Lane To West
Bound Palomar Airport Road
District 2 High
60341 TIF 561,000
Miscellaneous Pipeline Replacement -
Recycled
District 2 High
19541 RECL REPL -
Normally Closed Valve (Install
Motorized Valve)
District 2 High
50501 WATER REPL 485,000
North Batiquitos Access Road
Improvement
District 4 High
55471 SEWER REPL 250,000
North Batiquitos Lift Station
Forcemain Rehabilitation
District 4 Medium
55361 SEWER REPL 550,000
Ocean Street Restroom Facility District 1 High
47291 GCC 775,000
Orion Center District 2 High
35721 CFD#1 33,995,266
35722 WATER REPL 6,650,399
35723 SEWER REPL 3,995,000
35724 CFD#1 541,000
35725 RECL REPL 2,660,000
Palomar Airport Road And College Blvd
Improvements
District 2 High
60281 TIF 495,500
Palomar Airport Road/El Fuerte Street
Right Turn Lane
District 2 Low
19581 TIF -
Palomar Airport Road/Paseo Del Norte
Left Turn Lane Extension
Multiple
Districts
Medium
60431 Gas Tax 32,193
60432
TRANSNET-
LOC 250,277
Palomar Airport Road/Paseo Del Norte
Right Turn Lane
Multiple
Districts
Medium
60441 Gas Tax 101,891
60442
TRANSNET-
LOC 925,639
Palomar Airport Waterline
Realignment
District 2 High
50551 WATER REPL 525,000
Pine Avenue Park - Phase II
(Community Building)
District 1 High
46031 PIL-NW 2,197,000
46032 PFF 10,016,040
46033 PFF 123,300
Poinsettia Community Park - Phase 3 District 3 High 46051 PFF 5,231,475
711,000------150,000
6,010,0002,910,0002,150,000350,000350,000250,000--
485,000-------
250,000-------
550,000-------
775,000-------
34,705,846-----710,580-
6,789,409-----139,010-
4,078,500-----83,500-
552,310-----11,310-
2,715,600-----55,600-
995,500------500,000
1,198,000-1,198,000-----
47,193------15,000
250,277-------
116,891------15,000
925,639-------
1,000,000------475,000
2,197,000-------
10,016,040-------
123,300-------
Capital Projects
CITY OF CARLSBADH-20
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
PineAvenuePark-PhaseII
(Community Building)District 1 High 46033 PFF 123,300
Poinsettia Community Park - Phase 3 District 3 High
46051 PFF 5,231,475
46052 PFF 43,225
Poinsettia Community Park - Phase 4 -
Dog Park
District 3 Medium
46081 PFF 1,080,500
46082 PFF 11,340
Poinsettia Lane - Reach E Cassia Road
To Skimmer Court
District 3 High
39221 BTD#2 14,081,200
Poinsettia Lane - Reaches A,B,C,F,G &
Aviara Pkwy Reimb
District 2 High
19591 BTD#2 -
Poinsettia Lane Lift Station Overflow District 3 High
55291 SEWER REPL 1,106,243
Poinsettia Lane Widening - Paseo Del
Norte To Batiquitos Drive (RTCIP)
District 3 Null
19601 TIF -
Pressure Reducing Station Program Multiple
Districts
Critical
50201 WATER REPL 3,462,000
Recycled Water Line - CWRF To Agua
Hedionda Lagoon
Multiple
Districts
Critical
50271 WATER REPL 1,632,594
50272 RECL WATER 3,417,406
Recycled Water Phase 3 - CWRF
Expansion
District 3 High
52091 WATER REPL 3,517,276
52092 RECL WATER 6,844,124
Recycled Water Phase 3 - Pipelines Multiple
Districts
Critical
52081 WATER REPL 2,497,529
52082 RECL WATER 21,256,331
Recycled Water Phase 3 - Reservoir District 3 High
52101 WATER REPL 690,000
52102 RECL WATER 2,250,000
Robertson Ranch Park Development
(Partial Funding)
District 2 Medium
38011 PIL-NE 200,000
38012 PFF -
Santa Fe II Inlet Pipeline Null High
50571 WATER REPL 495,000
SCADA Improvements Multiple
Districts
Critical
55421 SEWER REPL 1,207,500
55422 WATER REPL 1,305,000
5,231,475-------
43,225-------
2,061,000------980,500
21,140------9,800
14,081,200-------
1,168,8331,168,833------
1,106,243-------
1,039,0001,039,000------
11,862,0003,000,0003,000,000600,000600,000600,000600,000-
1,632,594-------
3,417,406-------
3,517,276-------
6,844,124-------
2,497,529-------
21,256,331-------
980,000------290,000
3,120,000------870,000
2,735,000----2,450,00085,000-
12,592,000----12,592,000--
2,865,000----2,370,000--
10,058,100--610,5002,412,5003,209,2001,858,100760,300
Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-21
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
SCADA Improvements Multiple
Districts
Critical
55421 SEWER REPL 1,207,500
55422 WATER REPL 1,305,000
55423 RECL REPL 357,500
Sewer Line Capacity Improvements Multiple
Districts
High
55481 SEWER REPL 100,000
Sidewalk/Street Construction Program Multiple
Districts
High
60021 TIF 3,200,000
Simsbury Sewer Extension District 2 Medium
55331 SEWER REPL 671,000
South Shore Agua Hedionda Lagoon
Trail
District 2 High
40851 GCC 674,500
State Street and Grand Avenue Road
Improvements
District 1 Medium
60821
TRANSNET-
LOC -
Terramar Area Coastal Improvements District 2 High
60541 TIF 6,000,001
60542 GCC 999,999
60543
TRANSNET-
LOC 1,000,000
60544 SEWER REPL 500,000
60545 PFF -
Traffic Control Improvements -
Poinsettia Lane & Cassia Road
Multiple
Districts
High
63292 GAS TAX 411,000
Traffic Control Improvements -
Poinsettia Lane & Oriole Court
District 3 High
63302 GAS TAX 411,000
Traffic Improvement Program Multiple
Districts
Critical
60701 GAS TAX 1,400,000
Traffic Signal - Faraday Avenue And
Camino Hills Drive
District 2 Medium
63311 GAS TAX 210,000
Traffic Signal - La Costa Avenue And
Levante Street
District 4 Low
39381 GAS TAX 250,000
Traffic Signal - Maverick Way & Camino
De Los Coches
District 4 Critical
63322 GAS TAX 140,000
Traffic Signal - Poinsettia Lane And
Brigantine Road
Multiple
Districts
Low
19711 GAS TAX -
Traffic Signal - Tamarack Avenue And
Valley Street
District 1 Medium
19721 GAS TAX -
Trail Connectivity To Tamarack State
Beach (Prop C)
District 1 Medium
40631 GCC 3,276,000
Tri-Agency Water Transmission
PipelineReplacement
District 2 High 50081 WATER REPL 6,455,000
10,155,600--610,5002,412,5003,209,2001,858,100760,300
2,394,000--398,000337,600631,500381,500287,900
1,070,000-----870,000100,000
4,400,000---300,000300,000300,000300,000
671,000-------
719,500------45,000
325,000-----325,000-
6,650,001------650,000
999,999-------
1,000,000-------
1,000,000------500,000
2,450,000-----2,450,000-
411,000-------
411,000-------
2,300,000----300,000300,000300,000
210,000-----210,000-210,000
250,000-------
140,000-------
210,000---210,000---
290,000------290,000
3,276,000-----3,123,844-3,123,844
Capital Projects
CITY OF CARLSBADH-22
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
TrailConnectivityToTamarackState
Beach (Prop C)District 1 Medium 40631 GCC 3,276,000
Tri-Agency Water Transmission
Pipeline Replacement
District 2 High
50081 WATER REPL 6,455,000
Valley and Magnolia Complete Streets District 1 High
60191 TIF 3,286,206
60192 WATER REPL 71,000
60193 OTHER -
Valley Street Road Diet And Traffic
Calming
District 1 Medium
19741
TRANSNET-
LOC -
Veteran's Memorial Park (All
Quadrants)
Multiple
Districts
Critical
46091 CFD#1 478,200
Village and Barrio Traffic Circles District 1 High
40151 GCC 315,000
40152
TRANSNET-
LOC 1,025,000
40153 SEWER REPL 160,000
40154 GAS TAX -
Village Decorative Lighting District 1 Medium
40161 GCC 703,853
Village H South Off Leash Dog Area and
Trail Segment 5B
District 2 Low Not
Assigned PFF -
Village Intelligent Parking
Implementation
District 1 Low
60891 GCC 300,000
Villas Sewer Lift Station Replacement District 2 Critical
55501 SEWER REPL 130,000
Vista Carlsbad Interceptor - Agua
Hedionda LS & Forcemain (VC12-VC13)
District 2 Critical
34921
SEWER
CONN 30,863,405
Vista Carlsbad Interceptor - Buena
Vista Lift Station Improvements
District 1 Critical
55351
SEWER
CONN 1,125,000
Vista Carlsbad Interceptor - Lagoon
Bridge Replacement (VC11B)
Multiple
Districts
Critical
38861
SEWER
CONN 9,625,200
Vista Carlsbad Interceptor - Reach VC3 District 1 Critical
39501
SEWER
CONN 597,000
Vista Carlsbad Interceptor - Reach
VC14 To VC15
Multiple
Districts
High
39491
SEWER
CONN 21,107,163
Water Valve Repair/Replacement
Program
Multiple
Districts
Critical
50191 WATER REPL 5,990,000
6,455,000-------
3,536,206------250,000
71,000-------
0-------
1,645,000-----1,645,000-
23,922,200-23,420,000----24,000
415,000------100,000
1,025,000-------
560,000------400,000
2,175,000------2,175,000
1,103,853-----400,000-
1,247,800----872,800-375,000
300,000----300,000--300,000
850,000-----720,000-
30,913,405------50,000
4,346,000-3,150,000----71,000
9,625,200-------
2,689,000---2,092,000---
21,107,163-------
20,540,0005,650,0005,110,000960,000960,000940,000930,000-
Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-23
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
ADA Improvement Program Multiple
Districts
Critical
60491
TRANSNET
-LOC 1,670,000
60492 IRF -
Agua Hedionda Creek Maintenance District 2 High
33381 PLDB 4,098,069
33382 IRF -
Agua Hedionda Lift Station Biological
Monitoring And Maintenance
District 2 Medium
55451
SEWER
REPL 150,000
Alga Norte Park Modifications District 3 Medium
47331 GCC 314,000
Assessment District 97-1 Concrete
Improvements
District 3 High
60841 GCC 420,000
Aviara and Hidden Canyon Parks
Playground Safety Resurfacing
Multiple
Districts
High
47451 IRF 600,000
Bridge Preventitive Maintenance
Program
Multiple
Districts
Critical
60661 IRF 1,227,511
Buena Vista Creek Channel Clearing At El
Camino Real
Multiple
Districts
High
66191 GCC 675,000
Camino Hills And Jackspar Drive Slope
Stabilization
District 2 Critical
60301 GCC 859,400
Cannon Road and Bobcat Blvd District 2 High
60901 GAS TAX 155,000
Carlsbad Blvd Emergency Repair District 3 Critical
60631 GAS TAX 841,000
Carlsbad Blvd Median-Tamarack Avenue
To Pine Avenue
District 1 Low
19071 GAS TAX -
Carlsbad Blvd Pedestrian Lighting -
Tamarack To State Street
District 1 High
60681
TRANSNET
-LOC 1,325,000
Carlsbad Blvd Realignment / Palomar
Airport Road (Segment 2) (RTCIP)
District 2 Low
19091 TIF -
Cathodic Protection Program Multiple
Districts
Critical
50071
WATER
REPL 1,426,700
City Facility Accessibility Upgrades Multiple
Districts
Medium
47271 GCC 500,000
City Facility Safety And Parking Lot
Lighting Assessment
Multiple
Districts
High
60741 IRF 410,000
City Hall Complex Refurbishment District 1 Medium
47181 IRF 1,059,000
City Hall Exterior Refurbishment District 1 Critical
47251 GCC 2,250,000
Citywide Drainage Improvement
Program
Multiple
Districts
High 66082 GAS TAX 6,090,594
2,060,000---65,000130,00065,000130,000
0-------
3,548,753-------549,316
330,000--60,00060,00060,00075,00075,000
225,000------75,000
974,000-----660,000-
420,000-------
600,000-------
2,457,511----230,000500,000500,000
1,250,000------575,000
859,400-----700,000-700,000
155,000-------
841,000-------
2,763,0002,763,000------
1,325,000-------
3,681,0003,681,000------
2,716,700280,000260,000190,000190,000190,000180,000-
500,000-------
1,410,000------1,000,000
1,059,000-------
2,250,000-------
Maintenance and Operations
CITY OF CARLSBADH-24
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
SourceCity Hall Exterior Refurbishment District 1 Critical 47251 GCC 2,250,000
Citywide Drainage Improvement
Program
Multiple
Districts
High
66082 GAS TAX 6,090,594
66083 IRF 1,634,000
Citywide Street Lighting Program Multiple
Districts
Medium
60921 GAS TAX 150,000
Citywide Thermoplastic Pavement
Markings
Multiple
Districts
Critical
60931 GAS TAX 50,000
Cole Library Expansion District 1 Low
19211 CFD#1 -
19212 PFF -
19213 GCC -
College Boulevard Wetland Habitat
Creation
District 2 Medium
66211 PLDB 955,000
66212 GCC -
Concrete Repair/Replacement Program Multiple
Districts
High
60132 GAS TAX 2,933,000
60133 GAS TAX 107,000
Curb Inlet Filter Retrofit Program Multiple
Districts
Medium
66261 IRF 230,000
DMP Facility BFA (Country Store) District 2 High
66271 PLDB 963,673
Dove Library Lighting Improvements District 3 Low
40811 GCC 225,000
Dove Library Parking Lot Renovation District 3 Medium
47441 GCC 50,000
Emergency Operations Center
Reconfiguration
District 2 Medium
47191 GCC 1,658,000
47192 IRF 200,000
Faraday Center Refurbishment District 2 Medium
47201 IRF 3,154,380
Farol Court Storm Drain Outfall at Agua
Hedionda Creek
District 2 Medium
66181 IRF 696,700
Fire Flow System Improvements Multiple
Districts
High
50431
WATER
REPL 1,710,000
Fire Station No. 1, 4, and 5 Drainage
Improvements
Multiple
Districts
Medium
66161 GCC 350,000
Fire Station No. 5 New Roof And Storage
Building
District 2 Medium 47361 GCC 225,000
6,090,594-------
4,844,000----595,0001,865,000750,000
150,000-------
50,000-------
5,988,0005,988,000------
11,936,00011,936,000------
1,000,0001,000,000------
89,984-------865,016
410,000------410,000
6,433,0001,250,0001,250,000250,000250,000250,000250,000-
107,000-------
230,000-------
963,673-------
225,000-------
475,000------425,000
1,658,000-------
200,000-------
3,154,380-------
696,700-------
2,174,000---264,000100,000100,000-
480,000------130,000
Maintenance and Operations2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-25
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
FireStationNo.1,4,and5Drainage
Improvements
Multiple
Districts Medium 66161 GCC 350,000
Fire Station No. 5 New Roof And Storage
Building
District 2 Medium
47361 GCC 225,000
Fleet Fuel Island Upgrade District 2 High
47471 IRF 150,000
Fleet Maintenance Refurbishment District 2 High
47141 IRF 1,374,000
47142 GCC 896,100
Guardrail Replacement And
Improvement Program
Multiple
Districts
Medium
60871 GAS TAX 250,000
Harding Center Refurbishment District 1 Low
47081 IRF 115,000
Headwall Replacement Program Multiple
Districts
Medium
66241 IRF 510,000
Holiday Park Facilities Maintenance District 1 Medium
47091 IRF 80,000
Hosp Grove Park Improvements District 1 Medium
47281 IRF 1,682,000
Kelly Drive Channel Repair District 2 High
66061 IRF 1,341,000
La Costa Slope Repair West of Romeria District 4 Low
60241 GAS TAX 255,749
Lake Calavera Reservoir Maintenance District 2 High
50492 GCC 721,001
Lake Calavera Storm Drain
Improvements
District 2 Medium
66251 GCC 451,500
Leo Carrillo Ranch Roof Repairs District 2 High
47481 IRF 250,000
Library Fire Alarm Panel Upgrades Multiple
Districts
Low
47411 IRF 180,000
Maerkle Facility Improvements District 2 Critical
50091
WATER
REPL 2,235,200
Miscellaneous City Building
Improvements
Multiple
Districts
Medium
47231 IRF 1,565,000
Miscellaneous Pipeline Replacements Multiple
Districts
Critical
39041
WATER
REPL 7,838,366
Monroe Street Pool Replacement District 1 High
47241 IRF 6,187,000
47242 GCC 62,000
New Village Arts Building Roof And
Exterior Refurbishment
District 1 Medium
47391 IRF 253,626
Park Drive Street and Drainage
Improvement
District 1 High 66111 GCC 717,439
225,000-------
150,000-------
2,074,000-----700,000-
896,100-------
250,000-----100,000-100,000
295,000-----130,00050,000
510,000-------
80,000-------
1,877,000-----195,000-
1,341,000-----300,000-300,000
255,749-------
639,501----58,50050,000-190,000
5,569-------445,931
1,550,000-----1,200,000100,000
180,000-------
2,235,200-------
3,665,000750,000750,000150,000150,000150,000150,000-
59,028,36621,080,00019,890,0003,000,0002,800,0002,690,0001,730,000-
6,723,000-----536,000-
67,360-----5,360-
253,626-------
Maintenance and Operations
CITY OF CARLSBADH-26
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
NewVillageArtsBuildingRoofAnd
Exterior Refurbishment District 1 Medium 47391 IRF 253,626
Park Drive Street and Drainage
Improvement
District 1 High
66111 GCC 717,439
66112 GAS TAX 1,865,000
Parking Lot Maintenance Program Multiple
Districts
High
60521 IRF 1,530,000
Pavement Management Program Multiple
Districts
High
60011
TRANSNET
-LOC 20,946,374
60012 GAS TAX 8,138,130
60013
TRANSNET
-LOC 9,222,476
60016 RMRA 3,960,000
Public Beach Access Improvements
(Ocean Street)
District 1 High
60571 GCC 3,610,336
60572 IRF 726,683
Rancho Santa Fe Trail Slope
Improvements
District 4 High
60881 GCC 350,000
Recycled Water Condition Assessment
Program
Multiple
Districts
Critical
52111 RECL REPL 650,000
Recycled Water Valve & Appurtenance
Replacement Program
Multiple
Districts
Critical
52121 RECL REPL 260,000
Reservoir Repair And Maintenance
Program
Multiple
Districts
Critical
50241
WATER
REPL 5,850,000
Retroreflectivity Sign Replacement
Program
Multiple
Districts
Medium
60371 GAS TAX 1,000,000
Roadway Slope Stabilization Multiple
Districts
Medium
60811 GAS TAX 614,000
Romeria Drainage Improvements District 4 High
66041 GCC 410,000
66042 GAS TAX 348,000
Safety Center Renovation District 2 High
47151 IRF 5,953,050
47152 GCC 2,013,500
Safety Training Center Settlement District 2 Low
47431 GCC 1,077,525
Senior Center Refurbishment District 1 Medium
47381 IRF 1,248,000
Sewer Lift Station Repairs And Upgrades Multiple
Districts
Critical 38401 SEWER
REPL
2,935,380
717,439-------
1,865,000-------
1,530,000-----500,000-500,000
40,446,3747,500,0007,500,0001,500,0001,500,0001,500,000--
8,138,130-------
28,446,4765,500,0005,500,0001,100,0001,100,0001,100,0002,600,0002,324,000
32,736,0009,500,0009,500,0001,900,0001,900,0001,900,0001,900,0002,176,000
3,610,336-------
726,683-------
350,000-------
1,440,000310,000280,00050,00050,00050,00050,000-
2,060,000700,000630,000120,000120,000120,000110,000-
14,490,0003,610,0003,070,000-1,960,000---
1,660,000-----660,000-
614,000-----200,000-200,000
410,000-------
347,356-------644
12,603,050-----6,650,000-
2,013,500-------
1,077,525-------
1,248,000-------
Maintenance and Operations2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-27
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
SourceSenior Center Refurbishment District 1 Medium 47381 IRF 1,248,000
Sewer Lift Station Repairs And Upgrades Multiple
Districts
Critical
38401
SEWER
REPL 2,935,380
Sewer Line Condition Assessment Multiple
Districts
Critical
55131
SEWER
REPL 1,458,000
Sewer Line Refurbishments And
Replacement
Multiple
Districts
High
55031
SEWER
REPL 7,376,475
Sewer Monitoring Program (Capacity) Multiple
Districts
Critical
55041
SEWER
CONN 517,000
Stagecoach Park Synthetic Turf
Replacement
District 4 High
47421 IRF 2,200,000
Storm Drain Condition Assessment Multiple
Districts
High
66201 IRF 600,000
Storm Drain System Rehab And Repair
Program
Multiple
Districts
High
66071 IRF 4,591,360
Street Lighting Replacement Program Multiple
Districts
High
60621 GCC 319,269
60622
TRANSNET
-LOC 3,325,000
The Crossings Golf Course Lake Liner
Replacement
District 2 High
40841 GCC 835,500
Traffic Monitoring Program Multiple
Districts
High
60031 TIF 1,430,900
Traffic Signal Operations Modifications Multiple
Districts
Medium
63271 GAS TAX 180,000
Vallecitos Interceptor Sewer Cleaning
and CCTV
Multiple
Districts
High
55491
SEWER
REPL 250,000
Vista Carlsbad Interceptor -
Rehabilitation (VC1 & VC2)
District 2 Critical
55511
SEWER
REPL 20,000
Water Infrastructure Condition
Assessment Program
Multiple
Districts
Critical
50511
WATER
REPL 990,000
Water Loss Monitoring Program Multiple
Districts
High
50521
WATER
REPL 300,000
Wayfinding Sign Replacement Program Multiple
Districts
Medium
60611 GAS TAX 150,000
5,185,380750,000750,000150,000150,000150,000150,000150,000
4,968,0001,370,0001,240,000225,000225,000225,000225,000-
42,176,47514,050,00013,350,0001,850,0001,850,0001,850,0001,850,000-
950,000110,000110,00022,00022,00022,00022,000125,000
2,200,000-------
1,200,000---200,000200,000200,000-
5,391,360---200,000200,000200,000200,000
319,269-------
3,325,000-------
835,500-------
2,198,900-288,00096,00096,00096,00096,00096,000
180,000-------
250,000-------
1,936,000-----1,795,000121,000
7,750,0002,480,0002,250,000420,000410,000410,000400,000390,000
1,700,000500,000500,000100,000100,000100,00050,00050,000
150,000-------
Maintenance and Operations
CITY OF CARLSBADH-28
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
Chestnut Complete Street I-5 To Railroad
Project Study
District 1 Medium
60691
TRANSNET
-LOC -
Maerkle Reservoir Solar Project District 2 Low
47221 GCC 250,000
Ocean Street Reconfiguration Concepts
Study
District 1 Medium
60781 GCC 95,000
Odor And Corrosion Prevention Assessment Multiple
Districts
Medium
55201
SEWER
REPL 320,000
Railroad Double Tracking Multiple
Districts
Critical
60591 GCC 2,250,000
Rancho Carlsbad Groundwater Supply District 2 Low
19621
WATER
CONN -
19622
WATER
REPL -
Roadway Improvements - Coastal Area
Analysis & Implementation
Multiple
Districts
Medium
60791 GCC 200,000
San Luis Rey Mission Basin Groundwater
Supply
Multiple
Districts
Low
50441
WATER
CONN 77,500
50442
WATER
REPL 77,500
Sewer Modeling Multiple
Districts
Low
55461
SEWER
CONN 300,000
Traffic Impact Fee Update Multiple
Districts
High
60401 TIF 200,000
Traffic Signal Master Plan Multiple
Districts
High
63331 GCC 150,000
Utility Undergrounding Program Study Multiple
Districts
Medium
60831 GCC 100,000
Village Public Gathering Spaces Study District 1 Medium
40611 GCC 345,000
Water Modeling Multiple
Districts
Low
50581
WATER
CONN 300,000
Water, Recycled And Sewer Master Plan Multiple
Districts
Critical
55431
SEWER
REPL 422,680
55432
WATER
REPL 543,560
55433 RECL REPL 411,760
85,000-----85,000-
250,000----249,170--249,170
95,000-----95,000-95,000
320,000-------
173,173-------2,076,827
1,750,0001,425,000325,000-----
1,750,0001,425,000325,000-----
200,000-------
8,577,5002,500,0006,000,000-----
8,577,5002,500,0006,000,000-----
650,000125,000125,00025,00025,00025,00025,000-
200,000-------
150,000-------
100,000----100,000--100,000
345,000-----345,000-345,000
675,000125,000125,00025,00025,00025,00050,000-
422,680-------
543,560-------
411,760-------
Planning2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-29
Project Name District Score
Funding
ID
Funding
Source
Prior
Appropriation
Year 1
(2020-21)
Year 2
(2021-22)
Year 3
(2022-23)
Year 4
(2023-24)
Year 5
(2024-25)
Year 6-10
(2026-30)
Year 11-15
(2031-35)
Total
Funding
Source
Aviara Reimbursement Agreement District 2 Low
36491 PIL-SW 238,000
Btd#3 Reconciliation And Closeout District 2 Low
60671 BTD#3 125,000
Carlsbad Water Recycling Facility (Encina
Capital Projects)
District 3 Critical
52031
WATER
REPL 709,390
52032 RECL REPL 631,710
CFD#1 Administration Multiple
Districts
Low
19151 CFD#1 -
Encina Capital Projects Multiple
Districts
High
58011
SEWER
REPL 35,243,727
Gas Tax Transfer to General Fund
(Transportation Operating Budget)
Multiple
Districts
Null Not
Assigned GAS TAX -
Loan Repayment - Park-in-Lieu SW to
Public Facility Fee Fund
Null Null Not
Assigned PIL-NE -
Loan Repayment - Sewer Connection to
Sewer Repl
Null Null Not
Assigned
SEWER
CONN -
Open Space And Trail Acquisition (Prop C) Multiple
Districts
High
40831 GCC 2,215,000
Poinsettia Lane - Cassia Road To Skimmer
Court (Reimb. Agreement)
District 3 Medium
50451
WATER
CONN 600,000
Quarry Creek Sewer Extension (SBA "A" -
Reimb. Agreement)
District 2 Low
19611 OTHER -
Traffic Impact Fee Funds to CFD #1 Null Null Not
Assigned TIF -
238,000-------
19,979-------105,021
709,390-------
6,941,7101,300,0001,200,000125,000320,000315,0001,450,0001,600,000
550,000--110,000110,000110,000110,000110,000
139,503,16536,720,30534,753,1467,547,8956,880,0636,217,3605,383,0956,757,574
3,600,000-600,000600,000600,000600,000600,000600,000
1,100,0001,100,000------
4,700,0004,700,000------
4,015,000------1,800,000
600,000-------
567,000-----567,000-
1,944,0001,404,00090,00090,00090,00090,00090,00090,000
Project Accounting
CITY OF CARLSBADH-30
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-31
CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND
Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15
Years 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 709,435 709,435 709,435 709,435 709,435 1,728,019
REVENUES
Developer Fees - - - - 1,018,584 2,248,440
Total Revenues N/A - - - - 1,018,584 2,248,440
CAPITAL PROJECTS
Poinsettia Lane - Reach E Cassia Road To Skimmer Court 14,081,200 - - - - - -
Poinsettia Lane - Reaches A,B,C,F,G & Aviara Pkwy Reimb - - - - - - 1,168,833
Total Project Expenditures 14,081,200 - - - - - 1,168,833
ENDING FUND BALANCE N/A 709,435 709,435 709,435 709,435 1,728,019 2,807,626
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 406,409 511,430 571,094 571,094 571,094 571,094
REVENUES
Developer Fees - 59,664 - - - 3,453,172
Total Revenues N/A - 59,664 - - - 3,453,172
CAPITAL PROJECTS
BTD#3 Reconciliation and Closeout 125,000 (105,021) - - - - -
Total Project Expenditures 125,000 (105,021) - - - - -
ENDING FUND BALANCE N/A 511,430 571,094 571,094 571,094 571,094 4,024,266
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A - - - - - -
REVENUES
Grant Revenues - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
- - - - - - -
- - - - - - -
Total Project Expenditures - - - - - - -
ENDING FUND BALANCE N/A - - - - - -
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 59,729,433 63,974,698 67,064,008 70,307,363 73,435,435 76,780,116
REVENUES
Developer Special Taxes 4,379,265 3,921,201 3,353,355 3,238,072 3,454,682 11,820,908
Total Revenues N/A 4,379,265 3,921,201 3,353,355 3,238,072 3,454,682 11,820,908
CAPITAL PROJECTS
CFD#1 Administration - 110,000 110,000 110,000 110,000 110,000 -
City Hall Complex 1,028,105 - - - - - 50,000,000
Cole Library Expansion - - - - - - 5,988,000
Loan - CFD #1 to Traffic Impact Fee Fund 1,973,000 - - - - - -
Orion Center 33,995,266 - 710,580 - - - -
Orion Center - Public Art 541,000 - 11,310 - - - -
Veteran's Memorial Park (All Quadrants)478,200 24,000 - - - - 23,420,000
Total Project Expenditures 38,015,571 134,000 831,890 110,000 110,000 110,000 79,408,000
ENDING FUND BALANCE N/A 63,974,698 67,064,008 70,307,363 73,435,435 76,780,116 9,193,025
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
BTD NO. 3 CANNON ROAD WEST
COMMUNITY DEVELOPMENT BLOCK GRANT
H-32 CITY OF CARLSBAD
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 677,336 1,450,310 231,277 571,141 2,536,779 4,754,776
REVENUES
Gas Tax and Prop 42 Funds 2,321,630 2,942,667 2,983,864 3,025,638 3,067,997 33,144,375
Total Revenues N/A 2,321,630 2,942,667 2,983,864 3,025,638 3,067,997 33,144,375
CAPITAL PROJECTS
Advance Street Name Signs 40,000 - - - - - -
Avenida Encinas Pedestrian Access Improvements 75,000 - - - - - -
Cannon Road At Bobcat Blvd. Rehabilitation 155,000 - - - - - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,576,000 - - - - - -
Carlsbad Blvd Emergency Repair 841,000 - - - - - -
Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000
Citywide Drainage Improvement Program 6,090,594 - - - - - -
Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 50,000 - - - - - -
Concrete Repair/Replacement Program 2,933,000 - 250,000 250,000 250,000 250,000 2,500,000
El Camino Real And College Blvd Intersection Improvements 895,000 - - - - - -
El Camino Real Medians 1,984,530 (580,000) - - - - -
Gas Tax Transfer To General Fund (Transportation Operating Budget)- 600,000 600,000 600,000 600,000 600,000 600,000
Guardrail Replacement And Improvement Program 250,000 (100,000) 100,000 - - - -
Intelligent Traffic Control Devices 200,000 - - - - - -
Intersection Control - Camino De Los Coches And La Costa Avenue 250,000 - - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - -
La Costa Avenue Traffic Improvements 863,000 (841,700) 841,700 - - - -
La Costa Slope Repair West of Romania 255,749 - - - - - -
Laguna Drive Storm Drain 370,000 86,000 1,000,000 1,494,000 - - -
Left Turn Lane Extensions 200,000 - - - - - -
Marca Place Drainage Improvements 65,000 - - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane 32,193 15,000 - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 101,891 15,000 - - - - -
Park Drive Drainage And Street Improvements 1,865,000 - - - - - -
Pavement Management Program 8,138,130 - - - - - -
Retroreflectivity Sign Replacement Program 1,000,000 - 660,000 - - - -
Roadway Slope Stabilization 614,000 (200,000) 200,000 - - - -
Romeria Drainage Improvements 348,000 (644) - - - - -
Traffic Control Improvements - Poinsettia Lane & Cassia Road 411,000 - - - - - -
Traffic Control Improvements - Poinsettia Lane & Oriole Court 411,000 - - - - - -
Traffic Improvement Program 1,400,000 300,000 300,000 300,000 - - -
Traffic Signal - Faraday Avenue And Camino Hills Drive 210,000 (210,000) 210,000 - - - -
Traffic Signal - La Costa Avenue And Levante Street 250,000 - - - - - -
Traffic Signal - Maverick Way & Camino De Los Coches 140,000 - - - - - -
Traffic Signal - Poinsettia Lane And Brigantine Road - - - - 210,000 - -
Traffic Signal - Tamarack Avenue And Valley Street - 290,000 - - - - -
Traffic Signal Operations Modifications 180,000 - - - - - -
Village And Barrio Traffic Circles - 2,175,000 - - - - -
Wayfinding Sign Replacement Program 150,000 - - - - - -
Total Project Expenditures 32,625,087 1,548,656 4,161,700 2,644,000 1,060,000 850,000 5,863,000
ENDING FUND BALANCE N/A 1,450,310 231,277 571,141 2,536,779 4,754,776 32,036,151
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 450,235 233,120 614,133 1,061,295 1,599,996 2,228,929
REVENUES
Gas Tax (RMRA) Revenues 1,958,885 2,281,013 2,347,162 2,438,701 2,528,933 29,861,119
Total Revenues N/A 1,958,885 2,281,013 2,347,162 2,438,701 2,528,933 29,861,119
CAPITAL PROJECTS
Concrete Repair/Replacement Program 107,000 - - - - - -
Pavement Management Program 3,960,000 2,176,000 1,900,000 1,900,000 1,900,000 1,900,000 19,000,000
Total Project Expenditures 4,067,000 2,176,000 1,900,000 1,900,000 1,900,000 1,900,000 19,000,000
ENDING FUND BALANCE N/A 233,120 614,133 1,061,295 1,599,996 2,228,929 13,090,048
GAS TAX FUND
GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-33
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 2,307,229 9,626,308 6,470,751 11,596,081 17,471,081 23,537,081
REVENUES
Transfer from General Fund 4,500,000 5,739,000 5,833,000 5,875,000 6,066,000 65,382,000
Total Revenues N/A 4,500,000 5,739,000 5,833,000 5,875,000 6,066,000 65,382,000
CAPITAL PROJECTS
ADA Beach Access-Pine To Tamarack 375,000 - 2,500,000 - - - -
Agua Hedionda South Shore Trail (HUB Trail)674,500 45,000 - - - - -
Alga Norte Park Modifications 314,000 - 660,000 - - - -
Assessment District 97-1 Concrete Improvements 420,000 - - - - - -
Barrio Street Lighting 760,000 - 239,999 - - - -
Beach Access Repair/Upgrades - Pine Avenue To Tamarack 4,199,000 2,000,000 - - - - -
Buena Vista Creek Channel Clearing At El Camino Real 675,000 575,000 - - - - -
Calavera Park Gateway Improvements 1,046,850 - 100,000 - - - -
Calavera Park Gateway Improvements - Public Art 10,500 - 1,000 - - - -
Camino Hills And Jackspar Drive Slope Stabilization 859,400 (700,000) 700,000 - - - -
Cannon Park Restroom 690,000 (634,354) 634,354 - - - -
City Facility Accessibility Upgrades 500,000 - - - - - -
City Hall Exterior Refurbishment 2,250,000 - - - - - -
Cole Library Expansion (Brownley Donation)- - - - - - 1,000,000
College Boulevard Wetland Habitat Creation - 410,000 - - - - -
Crossings Golf Course Lake Liner Replacement 835,500 - - - - - -
Dove Library Lighting Improvements 225,000 - - - - - -
Dove Library Parking Lot Revision 50,000 425,000 - - - - -
El Camino Real And College Blvd Intersection Improvements 131,000 - - - - - -
El Camino Real Widening - Lisa Street To Crestview Drive 108,953 (108,953) - - - - -
Emergency Operations Center Reconfiguration 1,658,000 - - - - - -
Fire Station No. 1, 4 and 5 Drainage Improvements 350,000 130,000 - - - - -
Fire Station No. 2 Replacement 13,000,000 - - - - - -
Fire Station No. 5 New Roof And Storage Building 225,000 - - - - - -
Fleet Maintenance Refurbishment 896,100 - - - - - -
Lake Calavera Outlet Improvements 1,220,000 - 40,000 - - - -
Lake Calavera Reservoir Maintenance 721,001 (190,000) 50,000 58,500 - - -
Lake Calavera Storm Drain Improvements 451,500 (445,931) - - - - -
Lake Calavera Trails Master Plan/Construction (Prop C)1,063,249 65,000 - - - - -
Maerkle Reservoir Solar Project 250,000 (249,170) - 249,170 - - -
Monroe Street Pool Replacement - Public Art 62,000 - 5,360 - - - -
Ocean Street Reconfiguration Concepts Study 95,000 (95,000) 95,000 - - - -
Ocean Street Restroom Facility 775,000 - - - - - -
Open Space And Trail Acquisition (Prop C)2,215,000 1,800,000 - - - - -
Park Drive Drainage And Street Improvements 717,439 - - - - - -
Public Beach Access Improvements (Ocean Street)3,610,336 - - - - - -
Railroad Double Tracking 2,250,000 (2,076,827) - - - - -
Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - -
Roadway Improvements - Coastal Area Analysis & Implementation 200,000 - - - - - -
Romeria Drainage Improvements 410,000 - - - - - -
Safety Center Renovation 2,013,500 - - - - - -
Safety Training Center Refurbishments 1,077,525 - - - - - -
Street Lighting Replacement Program 319,269 - - - - - -
Terramar Area Coastal Improvements (Park)999,999 - - - - - -
Traffic Signal Master Plan 150,000 - - - - - -
Trail Connectivity To Tamarack State Beach (Prop C)3,276,000 (3,123,844) 3,123,844 - - - -
Utility Undergrounding Program Study 100,000 (100,000) - 100,000 - - -
Village And Barrio Traffic Circles 315,000 100,000 - - - - -
Village Decorative Lighting 703,853 - 400,000 - - - -
Village Intelligent Parking Implementation 300,000 (300,000) - 300,000 - - -
Village Public Gathering Spaces Study 345,000 (345,000) 345,000 - - - -
Total Project Expenditures 54,244,474 (2,819,079) 8,894,557 707,670 - - 1,000,000
N/A 9,626,308 6,470,751 11,596,081 17,471,081 23,537,081 87,919,081
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A - - - - - -
REVENUES
Grant Revenue - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
El Camino Real Widening - Cassia Rd To Camino Vida Roble 1,440,000 - - - - - -
Total Project Expenditures 1,440,000 - - - - - -
ENDING FUND BALANCE N/A - - - - - -
GENERAL CAPITAL CONSTRUCTION (GCC)
GRANTS - FEDERAL
H-34 CITY OF CARLSBAD
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 93,344,077 87,844,077 79,842,077 84,240,077 89,505,077 95,361,077
REVENUES
Transfer from General Fund 1,000,000 5,739,000 5,833,000 5,875,000 6,066,000 65,382,000
Total Revenues N/A 1,000,000 5,739,000 5,833,000 5,875,000 6,066,000 65,382,000
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance - 75,000 75,000 60,000 60,000 60,000 -
Agua Hedionda Creek Storm Drain Outfall (Farol Court)696,700 - - - - - -
Aviara & Hidden Canyon Park Playground Safety Resurfacing 600,000 - - - - - -
Beach Access Repair/Upgrades - Pine Avenue To Tamarack 1,612,750 - - - - - -
Bridge Preventitive Maintenance Program 1,227,511 500,000 500,000 230,000 - - -
Calavera Hills Community Center Refurbishment 45,000 100,000 540,000 - - - -
City Facility Safety And Parking Lot Lighting Assessment 410,000 1,000,000 - - - - -
City Hall Complex Refurbishment 1,059,000 - - - - - -
Citywide Drainage Improvement Program 1,634,000 750,000 1,865,000 595,000 - - -
Curb Inlet Filter Retrofit 230,000 - - - - - -
El Camino Real And Agua Hedionda Creek Bridge Railing & Sidewalk 210,000 - - - - - -
Emergency Operations Center Reconfiguration 200,000 - - - - - -
Faraday Center Refurbishment 3,154,380 - - - - - -
Fire Station No. 4 Expansion 810,000 4,525,000 - - - - -
Fleet Maintenance Refurbishment 1,374,000 - 700,000 - - - -
Fleet Service Center Fuel Island Upgrade 150,000 - - - - - -
Harding Center Refurbishment 115,000 50,000 130,000 - - - -
Hosp Grove Park Improvements 1,682,000 - 195,000 - - - -
Kelly Drive Channel Repair 1,341,000 (300,000) 300,000 - - - -
La Costa Avenue Drainage Improvements - - - - - - -
Leo Carrillo Ranch Roof Refurbishment 250,000 100,000 1,200,000 - - - -
Library Fire Alarm Panel Upgrades 180,000 - - - - - -
Miscellaneous City Building Improvements 1,565,000 - 150,000 150,000 150,000 150,000 1,500,000
Monroe Street Pool Replacement 6,187,000 - 536,000 - - - -
New Village Arts Building Roof And Exterior Refurbishment 253,626 - - - - - -
Parking Lot Maintenance Program 1,530,000 (500,000) 500,000 - - - -
Public Beach Access Improvements (Ocean Street)726,683 - - - - - -
Safety Center Renovation 5,953,050 - 6,650,000 - - - -
Senior Center Refurbishment 1,248,000 - - - - - -
Stagecoach Park Synthetic Turf Replacement 2,200,000 - - - - - -
Storm Drain Condition Assessment 600,000 - 200,000 200,000 200,000 - -
Storm Drain Headwall Replacement Program 510,000 - - - - - -
Storm Drain System Rehab And Repair Program 4,591,360 200,000 200,000 200,000 200,000 - -
42,346,060 6,500,000 13,741,000 1,435,000 610,000 210,000 1,500,000
ENDING FUND BALANCE N/A 87,844,077 79,842,077 84,240,077 89,505,077 95,361,077 159,243,077
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 596,625 596,625 596,625 596,625 596,625 596,625
REVENUES
Other Financing Sources - 567,000 - - - -
Total Revenues N/A - 567,000 - - - -
CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,713,002 - - - - - -
Quarry Creek Sewer Extension (SBA "A" - Reimb. Agreement)- - 567,000 - - - -
Total Project Expenditures 1,713,002 - 567,000 - - - -
ENDING FUND BALANCE N/A 596,625 596,625 596,625 596,625 596,625 596,625
INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R)
OTHER
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-35
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 4,103,427 4,103,427 4,018,427 1,588,849 1,588,849 1,588,849
REVENUES
Developer Fees - - 20,422 - - 3,543,259
Total Revenues N/A - - 20,422 - - 3,543,259
CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000
Robertson Ranch Park Development 200,000 - 85,000 2,450,000 - - -
Total Project Expenditures 200,000 - 85,000 2,450,000 - - 4,550,000
ENDING FUND BALANCE N/A 4,103,427 4,018,427 1,588,849 1,588,849 1,588,849 582,108
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 1,596,210 1,957,531 2,312,034 3,975,472 4,329,975 6,927,393
REVENUES
Developer Fees 361,321 354,503 1,663,438 354,503 2,597,418 5,460,713
Total Revenues N/A 361,321 354,503 1,663,438 354,503 2,597,418 5,460,713
CAPITAL PROJECTS
Pine Avenue Park - Phase 2 (Community Center And Garden)2,197,000 - - - - - -
Total Project Expenditures 2,197,000 - - - - - -
ENDING FUND BALANCE N/A 1,957,531 2,312,034 3,975,472 4,329,975 6,927,393 12,388,107
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 1,835,844 2,162,600 2,417,878 2,780,373 2,826,323 2,826,323
REVENUES
Developer Fees 326,756 255,278 362,495 45,950 - 5,106
Total Revenues N/A 326,756 255,278 362,495 45,950 - 5,106
CAPITAL PROJECTS
Leo Carrillo Park - Phase 3 1,334,100 - - - - - -
Total Project Expenditures 1,334,100 - - - - - -
ENDING FUND BALANCE N/A 2,162,600 2,417,878 2,780,373 2,826,323 2,826,323 2,831,428
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 190,788 446,066 573,705 573,705 573,705 573,705
REVENUES
Developer Fees/Loans 255,278 127,639 - - - 362,495
Total Revenues N/A 255,278 127,639 - - - 362,495
CAPITAL PROJECTS
Aviara Community Park - Phase 2 3,120,500 - - - - - -
Aviara Community Park - Phase 2 - Public Art 38,200 - - - - - -
Aviara Reimbursement Agreement 238,000 - - - - - -
Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000
Total Project Expenditures 3,396,700 - - - - - 1,100,000
N/A 446,066 573,705 573,705 573,705 573,705 (163,800)
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PARK-IN-LIEU NE
H-36 CITY OF CARLSBAD
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 4,555,043 4,625,324 4,683,054 4,693,042 4,723,031 4,743,031
REVENUES
Developer Fees 70,281 57,730 9,988 29,988 20,000 958,642
Total Revenues N/A 70,281 57,730 9,988 29,988 20,000 958,642
CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding)- - - - - - 4,760,000
Total Project Expenditures - - - - - - 4,760,000
ENDING FUND BALANCE N/A 4,625,324 4,683,054 4,693,042 4,723,031 4,743,031 941,673
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 979,054 979,054 979,054 986,894 986,894 994,133
REVENUES
Developer Fees - - 7,840 - 7,239 39,328
Total Revenues N/A - - 7,840 - 7,239 39,328
CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street)- - - - - - 289,534
DMP Facility AAAA (Madison Street)- - - - - - 416,500
DMP Facility AC (Highland Drive)- - - - - - 921,408
DMP Facility AFA (Hidden Valley Drainage Restoration)- - - - - - 91,608
DMP Facility AFB (Calavera Hills Drainage Restoration)- - - - - - 163,164
Drainage Master Plan Update 166,512 - - - - - -
Total Project Expenditures 166,512 - - - - - 1,882,214
ENDING FUND BALANCE N/A 979,054 979,054 986,894 986,894 994,133 (848,753)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A (830,124) 57,804 218,996 265,373 311,750 358,127
REVENUES
Developer Fees 226,596 161,192 46,377 46,377 46,377 2,489,951
Total Revenues N/A 226,596 161,192 46,377 46,377 46,377 2,489,951
CAPITAL PROJECTS
College Boulevard/Cannon Road Drainage - - - - - - 512,196
DMP Facility B & BN (Agua Hedionda And Calavera Creek Plda "B")4,098,069 (549,316) - - - - -
DMP Facility BB 1 And 2 (Washington Street)- - - - - - 1,086,065
DMP Facility BCB (Magnolia Avenue)- - - - - - 468,096
DMP Facility BFA (Country Store)963,673 - - - - - -
DMP Facility BFB-L & BFB-1 (Tamarack And El Camino Real Plda "B")- - - - - - 904,329
DMP Facility BFB-U (El Camino Real)138,220 753,000 - - - - -
DMP Facility BL-L (College Blvd. Bridge Reimb. Plda "B")- - - - - - 1,816,101
DMP Facility BL-U (College Boulevard)- - - - - - 384,509
DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 204,077
DMP Facility BQ (Sunny Creek)- - - - - - 131,355
DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 180,773
DMP Wetland Creation 955,000 (865,016) - - - - -
Drainage Master Plan Update 558,000 - - - - - -
Total Project Expenditures 6,712,962 (661,332) - - - - 5,687,501
ENDING FUND BALANCE N/A 57,804 218,996 265,373 311,750 358,127 (2,839,423)
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
PARK FEE ZONES 5,13,16,17,18
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-37
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 1,353,367 1,517,015 1,549,269 1,695,424 1,752,832 1,964,147
REVENUES
Developer Fees 632 32,254 146,155 57,408 211,316 1,574,877
Total Revenues N/A 632 32,254 146,155 57,408 211,316 1,574,877
CAPITAL PROJECTS
DMP Facility C1 - Carlsbad Boulevard Encinas Creek Bridge Plda "C")2,539,565 (163,016) - - - - -
DMP Facility C2 (Paseo Del Norte)- - - - - - 727,730
DMP Facility CA (Avenida Encinas)- - - - - - 529,402
Drainage Master Plan Update 121,890 - - - - - -
Total Project Expenditures 2,661,455 (163,016) - - - - 1,257,132
ENDING FUND BALANCE N/A 1,517,015 1,549,269 1,695,424 1,752,832 1,964,147 2,281,893
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 608,113 699,954 745,625 788,859 841,553 888,766
REVENUES
Developer Fees 91,841 45,670 43,234 52,693 47,213 1,347,455
Total Revenues N/A 91,841 45,670 43,234 52,693 47,213 1,347,455
CAPITAL PROJECTS
DMP Facility DBA (Poinsettia Village)- - - - - - 167,215
DMP Facility DBB (Avenida Encinas)- - - - - - 429,108
DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 256,423
DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 232,812
DMP Facility DQB (La Costa Town Center)- - - - - - 745,842
DMP Facility DZ (Poinsettia Lane)- - - - - - 642,063
Drainage Master Plan Update 209,598 - - - - - -
Total Project Expenditures 209,598 - - - - - 2,473,463
ENDING FUND BALANCE N/A 699,954 745,625 788,859 841,553 888,766 (237,243)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 25,762,803 25,574,125 23,868,950 11,851,573 12,287,846 13,960,294
REVENUES
Developer Fees 962,903 744,825 1,447,123 436,273 1,672,448 16,948,913
Total Revenues N/A 962,903 744,825 1,447,123 436,273 1,672,448 16,948,913
CAPITAL PROJECTS
Aviara Community Park - Phase 3 700,000 - - - - - -
Cole Library Expansion - - - - - - 11,936,000
El Camino Real Medians 909,500 (213,719) - - - - -
Leo Carrillo Park - Phase 3 1,631,500 - - - - - -
Leo Carrillo Park - Phase 3 - Public Art 29,655 - - - - - -
Loan - Public Facility Fee Fund to Park-in-Lieu NE for Park Site Acquisition 4,550,000 - - - - - -
Loan - Public Facility Fee Fund To Park-in-Lieu SW 1,100,000 - - - - - -
Pine Avenue Park - Phase 2 (Community Center And Garden)10,016,040 - - - - - -
Pine Avenue Park - Phase 2 (Community Center And Garden) - Public Art 123,300 - - - - - -
Poinsettia Community Park - Phase 3 5,231,475 - - - - - -
Poinsettia Community Park - Phase 3 - Public Art 43,225 - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park 1,080,500 980,500 - - - - -
Poinsettia Community Park - Phase 4 - Dog Park - Public Art 11,340 9,800 - - - - -
Robertson Ranch Park Development - - - 12,592,000 - - -
Terramar Area Coastal Improvements - - 2,450,000 - - - -
Village H South Off Leash Dog Area and Trail Segment 5B - 375,000 - 872,500 - - -
Total Project Expenditures 25,426,535 1,151,581 2,450,000 13,464,500 - - 11,936,000
ENDING FUND BALANCE N/A 25,574,125 23,868,950 11,851,573 12,287,846 13,960,294 18,973,207
PUBLIC FACILITY FEE FUND (PFF)
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
H-38 CITY OF CARLSBAD
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 6,718,979 6,822,925 4,261,317 4,254,724 3,595,583 3,976,219
REVENUES
Developer Fees and Miscellaneous 271,296 161,391 290,407 120,059 427,636 3,584,899
Other Agency Contributions (City of Vista)78,650 - - 1,359,800 - 2,047,500
Total Revenues N/A 349,946 161,391 290,407 1,479,859 427,636 5,632,399
CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 500,000 - - - - - -
Faraday & El Camino Real Sewer Replacement - Orion To PAR 140,000 - 46,000 250,000 - - -
Las Palmas Trunk Sewer 556,000 - 2,630,000 - - - -
Loan Repay - Sewer Conn To Sewer Repl - - - - - - 4,700,000
Sewer Modeling 300,000 - 25,000 25,000 25,000 25,000 250,000
Sewer Monitoring Program (Capacity)517,000 125,000 22,000 22,000 22,000 22,000 220,000
Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 1,125,000 71,000 - - - - 3,150,000
Vista Carlsbad Interceptor - Agua Hedionda LS & Forcemain (VC12-VC13)30,863,408 50,000 - - - - -
Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,625,200 - - - - - -
Vista Carlsbad Interceptor - Reach VC14 To VC15 21,107,163 - - - - - -
Vista Carlsbad Interceptor - Reach VC3 597,000 - - - 2,092,000 - -
Total Project Expenditures 65,330,771 246,000 2,723,000 297,000 2,139,000 47,000 8,320,000
ENDING FUND BALANCE N/A 6,822,925 4,261,317 4,254,724 3,595,583 3,976,219 1,288,618
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 10,913,229 4,061,310 (6,186,737) (13,588,466) (20,775,984) (23,343,804)
REVENUES
Transfer from Sewer Operating Fund 4,181,955 4,166,648 4,249,831 4,330,045 7,815,575 94,152,292
Total Revenues N/A 4,181,955 4,166,648 4,249,831 4,330,045 7,815,575 94,152,292
CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring And Maintenance 150,000 75,000 - - - - -
Buena Interceptor Sewer Access Road Improvements 1,150,000 - - - - - -
Buena Interceptor Sewer Improvements 1,588,499 2,170,000 - - - - -
Buena Interceptor Sewer Realignment - East Segment 507,000 - 1,480,000 - - - -
Encina Capital Projects 35,243,727 6,757,574 5,383,095 6,217,360 6,880,063 7,547,895 71,473,451
Foxes Landing Lift Station Wetwell And Pump Replacement 5,492,000 - - - - - -
Loan - Sewer Repl To Sewer Conn 4,700,000 - - - - - -
North Batiquitos Interceptor Sewer Access Road Improvements 250,000 - - - - - -
North Batiquitos Lift Station Forcemain Rehabilitation 550,000 - - - - - -
Odor And Corrosion Prevention Assessment 320,000 - - - - - -
Orion Center 3,995,000 - 83,500 - - - -
Poinsettia Lane Lift Station Overflow 1,106,243 - - - - - -
SCADA Improvements 1,207,500 760,300 1,858,100 3,209,200 2,412,500 610,500 -
Sewer Lift Station Repairs And Upgrades 2,935,384 150,000 150,000 150,000 150,000 150,000 1,500,000
Sewer Line Capacity Improvements 100,000 100,000 870,000 - - - -
Sewer Line Condition Assessment 1,458,000 - 225,000 225,000 225,000 225,000 2,610,000
Sewer Line Refurbishments And Replacement 7,376,475 - 1,850,000 1,850,000 1,850,000 1,850,000 27,400,000
Simsbury Sewer Extension 671,000 - - - - - -
Terramar Area Coastal Improvements 500,000 500,000 - - - - -
Vallecitos Interceptor Sewer Cleaning And CCTV 250,000 - - - - - -
Village And Barrio Traffic Circles 160,000 400,000 - - - - -
Villas Sewer Lift Station Replacement 130,000 - 720,000 - - - -
Vista Carlsbad Intercepter - Rehabilitation (VC1 & VC2)20,000 121,000 1,795,000 - - - -
Water, Recycled, And Sewer Master Plan 422,680 - - - - - -
Total Project Expenditures 70,283,508 11,033,874 14,414,695 11,651,560 11,517,563 10,383,395 102,983,451
ENDING FUND BALANCE N/A 4,061,310 (6,186,737) (13,588,466) (20,775,984) (23,343,804) (32,174,963)
SEWER CONNECTION FEE FUND
SEWER REPLACEMENT FUND
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-39
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 3,337,428 7,013,312 275,325 863,904 816,929 1,992,674
REVENUES
Developer Fees 948,884 725,013 1,074,579 439,025 1,361,744 14,767,900
Total Revenues N/A 948,884 725,013 1,074,579 439,025 1,361,744 14,767,900
CAPITAL PROJECTS
Avenida Encinas Widening - South Of Palomar Airport Road 5,177,000 (5,177,000) 5,177,000 - - - -
Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2)- - - - - - 932,000
Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2) (RTCIP)- - - - - - 3,681,000
Carlsbad Blvd Widening Mountain View To Northerly City Limits - - - - - - 984,000
Carlsbad Blvd Widening Mountain View To Northerly City Limits (RTCIP)- - - - - - 1,274,000
Carlsbad Village Drive Widening - Pontiac Drive To Victoria Avenue - - - - - - 3,102,000
El Camino Real And Cannon Road Intersection Improvements 2,615,000 700,000 - - - - -
El Camino Real And Carlsbad Village Drive Dual Left Turns - - - - - - 1,132,000
El Camino Real Left Turn Lane To Westbound Tamarack Avenue 286,000 (286,000) - - - - -
El Camino Real Right Turn Lane To East Bound Alga Road - - - - - - 438,000
El Camino Real Widening - Arenal Road To La Costa Avenue 2,412,500 - 1,350,000 - - - -
El Camino Real Widening - Arenal Road To La Costa Avenue (RTCIP)787,500 - 450,000 - - - -
Melrose Drive And Alga Road Dual Left Turn Lanes (RTCIP)- - - - - - 1,237,000
Melrose Drive Right Turn Lane To West Bound Palomar Airport Road 561,000 150,000 - - - - -
Palomar Airport Road And College Blvd Improvements 495,500 500,000 - - - - -
Palomar Airport Road/El Fuerte Street Right Turn Lane - - - - - - 1,198,000
Poinsettia Lane Widening - Paseo Del Norte To Batiquitos Drive (RTCIP)- - - - - - 1,039,000
Sidewalk/Street Construction Program 3,200,000 300,000 300,000 300,000 300,000 - -
Terramar Area Coastal Improvements 6,000,001 650,000 - - - - -
Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 1,494,000
Traffic Impact Fee Update 200,000 - - - - - -
Valley and Magnolia Complete Streets 2,226,206 250,000 - - - - -
Valley and Magnolia Complete Streets (SDG&E Funds)1,060,000 - - - - - -
Traffic Monitoring Program 1,430,900 96,000 96,000 96,000 96,000 96,000 288,000
Total Project Expenditures 26,451,607 (2,727,000) 7,463,000 486,000 486,000 186,000 16,799,000
ENDING FUND BALANCE N/A 7,013,312 275,325 863,904 816,929 1,992,674 (38,426)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 6,753,821 3,128,821 384,901 2,486,503 4,797,077 7,325,082
REVENUES
Transportation Taxes 4,209,000 4,686,080 4,831,602 4,975,574 5,128,005 51,957,420
Total Revenues N/A 4,209,000 4,686,080 4,831,602 4,975,574 5,128,005 51,957,420
CAPITAL PROJECTS
ADA Improvement Program 1,670,000 130,000 65,000 130,000 65,000 - -
Adaptive Traffic Signal Program 2,641,938 - - - - - -
Adaptive Traffic Signal Program (Non-Jurisdictional Fees)1,000,000 - - - - - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,054,000 - - - - - -
Carlsbad Blvd Pedestrian Lighting - Tamarack To State Street 1,325,000 - - - - - -
Carlsbad Blvd Realignment 3,250,000 - - - - - -
Carlsbad Village Dr. & Grand Ave. Pedestrian And Crossing Imp.- - 1,320,000 - - - -
Chestnut Avenue Complete Street Improvements-Valley To Pio Pico - - 1,080,000 - - - -
Chestnut Complete Street I-5 To Railroad Project Study - - 85,000 - - - -
Christiansen Way Improvements - - 310,000 - - - -
College Blvd Reach A And Cannon Road Reach 4A - 1,205,000 - - - - -
El Camino Real Widening - Cassia Rd To Camino Vida Roble 1,380,000 175,000 - - - - -
El Camino Real Widening - Sunny Creek To Jackspar - 4,000,000 - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 4,175,000 - - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane 250,277 - - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 925,639 - - - - - -
Pavement Management Program 20,946,374 - - 1,500,000 1,500,000 1,500,000 15,000,000
Pavement Management Program (Non-Juris Fees)9,222,476 2,324,000 2,600,000 1,100,000 1,100,000 1,100,000 11,000,000
State Street Improvements At Nw Corner Of Grand - - 325,000 - - - -
Street Lighting Replacement Program 3,325,000 - - - - - -
Terramar Area Coastal Improvements 1,000,000 - - - - - -
Valley Street Road Diet And Traffic Calming - - 1,645,000 - - - -
Village And Barrio Traffic Circles 1,025,000 - - - - - -
Total Project Expenditures 53,190,704 7,834,000 7,430,000 2,730,000 2,665,000 2,600,000 26,000,000
ENDING FUND BALANCE N/A 3,128,821 384,901 2,486,503 4,797,077 7,325,082 33,282,502
TRAFFIC IMPACT FEES (TIF)
TRANSNET - LOCAL
H-40 CITY OF CARLSBAD
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A - - - - - -
REVENUES
TRANSNET REVENUE - - - - - -
TOTAL REVENUES N/A - - - - - -
CAPITAL PROJECTS
- - - - - - -
TOTAL PROJECT EXPENDITURES - - - - - - -
ENDING FUND BALANCE N/A - - - - - -
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 31,198,451 32,234,848 23,077,720 23,906,195 24,586,891 26,035,241
REVENUES
Developer Fees 1,286,397 917,872 1,258,475 705,696 1,473,350 13,719,038
Total Revenues N/A 1,286,397 917,872 1,258,475 705,696 1,473,350 13,719,038
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (490 Zone)1,090,000 - - 370,000 - - -
College Boulevard - Cannon Road To Badger Lane (375 Zone)1,060,000 - - 35,000 - - -
Desalinated Water Flow Control Facility No. 5 1,904,300 250,000 7,950,000 - - - -
Hydroelectric Generator at Desal Flow Control Facility No. 5 200,000 - 2,075,000 - - - -
Poinsettia Lane - Cassia Road To Skimmer Court (Reimb. Agreement)600,000 - - - - - -
Rancho Carlsbad Groundwater Supply - - - - - - 1,750,000
San Luis Rey Mission Basin Groundwater Supply 77,500 - - - - - 8,500,000
Water Modeling 300,000 - 50,000 25,000 25,000 25,000 250,000
Total Project Expenditures 5,231,800 250,000 10,075,000 430,000 25,000 25,000 10,500,000
ENDING FUND BALANCE N/A 32,234,848 23,077,720 23,906,195 24,586,891 26,035,241 29,254,279
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 1,714,656 1,090,399 1,090,399 1,090,399 1,090,399 1,090,399
REVENUES
Recycled Water Revenue 245,743 - - - - -
Total Revenues N/A 245,743 - - - - -
CAPITAL PROJECTS
Recycled Water Line - CWRF To Agua Hedionda Lagoon 3,417,406 - - - - - -
Recycled Water Phase 3 - Pipelines 21,256,331 - - - - - -
Recycled Water Phase 3 - CWRF Expansion 6,844,124 - - - - - -
Recycled Water Phase 3 - Reservoir 2,250,000 870,000 - - - - -
Total Project Expenditures 33,767,861 870,000 - - - - -
ENDING FUND BALANCE N/A 1,090,399 1,090,399 1,090,399 1,090,399 1,090,399 1,090,399
WATER CONNECTION - POTABLE
WATER CONNECTION - RECYCLED
TRANSPORTATION DEVELOPMENT ACT (TDA)
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-41
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 6,164,830 11,044,621 7,639,140 2,063,683 (8,757,779) (7,488,899)
REVENUES
Transfer from Water Operating Fund 6,845,091 7,181,630 7,184,242 7,176,038 7,149,380 74,863,161
Total Revenues N/A 6,845,091 7,181,630 7,184,242 7,176,038 7,149,380 74,863,161
CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services)1,742,000 - - - - - -
Aviara Parkway And Plum Tree Waterline - - 100,000 1,000,500 - - -
Carlsbad Boulevard Waterline Replacement At Terramar 2,430,000 - 2,500,000 150,000 - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)709,390 - - - - - -
Cathodic Protection Program 1,426,700 - 180,000 190,000 190,000 190,000 540,000
Crestview Drive Transmission Main 240,000 - - - - - -
El Fuerte And Corintia Street Pressure Reducing Station - - - - - - -
Fire Flow System Improvements 1,710,000 - 100,000 100,000 264,000 - -
Limited Access Pipeline Relocation Program 1,940,000 - 2,000,000 1,000,000 - - -
Maerkle Facility Improvements 2,235,200 - - - - - -
Maerkle Reservoir Floating Cover Replacement 13,055,000 - - - - - -
Maerkle Reservoir Transmission Main 6,330,000 - - - 8,301,000 - -
Miscellaneous Pipeline Replacements 7,838,366 - 1,730,000 2,690,000 2,800,000 3,000,000 40,970,000
Orion Center 6,650,399 - 139,010 - - - -
Palomar Airport Waterline Realignment 525,000 475,000 - - - - -
Pressure Reducing Station Program 3,462,000 - 600,000 600,000 600,000 600,000 6,000,000
Rancho Carlsbad Groundwater Supply - - - - - - 1,750,000
Recycled Water Line - CWRF To Agua Hedionda Lagoon 1,632,594 - - - - - -
Recycled Water Phase 3 - CWRF Expansion 3,517,276 - - - - - -
Recycled Water Phase 3 - Pipelines 2,497,529 - - - - - -
Recycled Water Phase 3 - Reservoir 690,000 290,000 - - - - -
Reservoir Repair And Maintenance Program 5,850,000 - - - 1,960,000 - 6,680,000
San Luis Rey Mission Basin Groundwater Supply 77,500 - - - - - 8,500,000
Santa Fe II Inlet Pipeline 495,000 - - 2,370,000 - - -
SCADA Improvements 1,305,000 760,300 1,858,100 3,209,200 2,412,500 610,500 -
Tri-Agency Water Transmission Pipeline Replacement 6,455,000 - - - - - -
Valley and Magnolia Complete Streets 71,000 - - - - - -
Water Infrastructure Assessment Program 990,000 390,000 400,000 410,000 410,000 420,000 4,730,000
Water Loss Monitoring 300,000 50,000 50,000 100,000 100,000 100,000 1,000,000
Water Motorized Valve Install 485,000 - - - - - -
Water Valve Repair/Replacement Program 5,990,000 - 930,000 940,000 960,000 960,000 10,760,000
Water, Recycled, And Sewer Master Plan 543,560 - - - - - -
Total Project Expenditures 81,193,514 1,965,300 10,587,110 12,759,700 17,997,500 5,880,500 80,930,000
ENDING FUND BALANCE N/A 11,044,621 7,639,140 2,063,683 (8,757,779) (7,488,899) (13,555,738)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035
BEGINNING FUND BALANCE (1)N/A 13,381,272 11,668,372 9,621,272 8,254,772 7,077,172 6,034,172
REVENUES
Transfer from Recycled Water Operating Fund - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
Carlsbad Water Recycling Facility (Encina Capital Projects)631,710 1,600,000 1,450,000 315,000 320,000 125,000 2,500,000
CWRF Irrigation And Landscape 175,000 (175,000) - - - - -
Miscellaneous Pipeline Replacements - - - 250,000 350,000 350,000 5,060,000
Orion Center 2,660,000 - 55,600 - - - -
Recycled Water Infrastructure Assessment Program 650,000 - 50,000 50,000 50,000 50,000 590,000
Recycled Water Valve & Appurtenance Replacement Program 260,000 - 110,000 120,000 120,000 120,000 1,330,000
SCADA Improvements 357,500 287,900 381,500 631,500 337,600 398,000 -
Water, Recycled, And Sewer Master Plan 411,760 - - - - - -
Total Project Expenditures 5,145,970 1,712,900 2,047,100 1,366,500 1,177,600 1,043,000 9,480,000
ENDING FUND BALANCE N/A 11,668,372 9,621,272 8,254,772 7,077,172 6,034,172 (3,445,828)
WATER REPLACEMENT - POTABLE
WATER REPLACEMENT - RECYCLED
H-42 CITY OF CARLSBAD
GLOSSARY OF
CAPITAL PROJECT FUNDING SOURCES
BTD#2 – Bridge and Thoroughfare District No. 2
developer fees are paid to partially fund the
Poinsettia Lane and Aviara Parkway street
construction project.
BTD#3 – Bridge and Thoroughfare District No. 3
developer fees are paid to partially fund Cannon
Road improvements.
CDBG – Community Development Block Grants
are allocated by the federal government to help
develop viable urban communities for low and
moderate income households.
CFD#1 – The City of Carlsbad Community
Facilities District No. 1 (Mello-Roos) funds civic
projects, I-5 interchange projects, and road
segments.
Federal Grants (FED GRNT) – Federal Grants such as Highway Bridge Program funding.
Gas Tax – Gas Tax revenues for street projects are received under the Streets & Highways Code of the
State of California.
Gas Tax 1B – Gas Tax revenues for street projects specifically for road maintenance and rehabilitation
are received under the Streets & Highways Code of the State of California.
General Capital Construction (GCC) – General Capital Construction funds, created through fund
transfers from the city's General Fund, are used to fund various municipal and other capital projects.
Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major
maintenance and replacement of the city’s infrastructure.
Other – Sources include revenues related to pending financing districts, property owner
contributions, and contributions from other agencies.
Park-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development.
PIL fees are segregated by quadrant to fund park projects in those quadrants.
Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer
Planned Local Drainage Fees. PLD fees are segregated by drainage area.
Public Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic facilities,
park development, streets, traffic signals, and other facilities.
Sewer Connection (SEWER CONN) – Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEWER REPL) – Sewer Replacement is part of sewer user fees and pays for repair
and replacement of the city's existing sewer system.
TDA – City street and bicycle projects can receive funding from Transportation Development Act sales
tax receipts.
Traffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street construction and
improvement projects.
TransNet (TRNSNT-BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San
Diego Regional Transportation Commission finance various bicycle, freeway interchange and local
road improvement projects.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM H-43
Water Connection (WATER CONN) – Development fees include Major Facility Fees used to fund
expansion of water lines and ancillary water facilities.
Water Replacement (WATER REPL) – Water Replacement funds are included in water utility rates and
pay for the repair and replacement of existing potable water lines and facilities.
Water Recycled (RECL WATER) – Revenues used to fund new Recycled Water projects; revenues for
Phase III expansion includes grant and loan funds.
Water Recycled Replacement (RECL REPL) – Recycled Water Replacement funds are included in utility
rates and pay for the repair and replacement of existing recycled water lines and facilities.
Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management
Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor.
H-44 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-1
PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2020-21
Department Item Description Quantity One-Time Cost
Communications / Local Cable Infrastructure Council Chambers Audiovisual Upgrades 143,000
Communications/Local Cable Infrastructure Subtotal $143,000
Golf Course Facility Equipment 15,000
Facility Improvements 157,000
Golf Course Subtotal $172,000
Fire EKG Monitors 11 385,000
Fire Subtotal $385,000
Fleet Replacement Fire: MICU Ambulance 1 310,804
Fire: Small SUV 1 51,000
Fire: Intermediate SUV 1 87,487
Fire: Ladder Truck 1 1,525,000
Parks & Recreation: Boom Truck 1 165,482
Parks & Recreation: Stump Cut 1 70,000
Parks & Recreation: Chipper 1 47,000
Police: Mini Van 1 67,000
Police: Pickup Truck 1 50,000
Police: SUV 7 490,000
Public Works: Paint Truck 1 419,000
Public Works: Large Trailer 1 26,000
Public Works: Vacuum Trailer 1 62,226
Public Works: Dump Truck 1 165,569
Public Works: Utility Pickup Truck 1 62,000
Public Works Utilities: Jetter Trailer 1 69,530
Public Works Utilities: Skip Loader 1 82,200
Public Works Utilities: Compact Hybrid Sedan 1 29,000
Fleet Replacement Subtotal 24 $3,779,298
Public Works Vehicle Outfitting: Water Operations 1 20,000
Vehicle Outfitting: Recycled Water Operations 1 15,000
Vehicle Outfitting: Wastewater Operations 1 20,000
Public Works Subtotal $55,000
Information Technology Replacement Firewalls 2 23,946
Citywide Infrastructure Replacements 4 72,695
Routers 1 16,883
Servers 7 71,418
Switches 9 173,165
Information Technology Subtotal $358,107
Grand Total Major Capital Outlay $4,892,405
*Major Capital Outlay only includes items of $10,000 or greater.
(Greater than $10,000)
I-2 CITY OF CARLSBAD
OUT OF STATE TRAVEL BUDGET FISCAL YEAR 2020 -21
Travel Description Employees Destination 2020-21 Budget
General Fund
City Council
Legislative Meetings 2 Washington, D.C.3,000
Transforming Local Government Conference 2 TBD 3,000
National League of Cities 2 TBD 3,800
City Council Total $9,800
Police
ICAC (reimbursed from ICAC)2 TBD 3,600
CATO Conference 4 TBD 2,800
TacOps West Conference 4 TBD 1,800
California Homicide Investigators Association Conference 4 TBD 2,500
As-Needed Out of State Travel for Recruitment Purposes 1 Varies 20,000
IACP Conference 2 New Orleans, LA 3,500
IACP LEIT Conference 2 TBD 3,500
Benchmark Cities Conference 4 TBD 6,000
Police Total $43,700
Fire
Fire Department Instructors Conference 3 Indianapolis, IN 8,500
International Code Council - Building & Fire Code Hearings 1 Rochester, NY 2,500
Seagrave - Final Inspection for Ladder Truck 4 Clintonville, WI 4,500
Seagrave - Final Inspection for Engine 4 Clintonville, WI 4,500
Lifeline - Final Inspection for Ambulance 2 Sumner, IA 3,000
Fire Total $23,000
General Fund Subtotal $76,500
Non General Fund Subtotal $0
Grand Total Out Of State Travel $76,500
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-3
FUND CLASSIFICATION S AND DESCRIPTIONS
The financial operations of the city are organized into funds for which budgets are prepared. These funds are
grouped into three major categories: Governmental, Proprietary, and Fiduciary.
Governmental Funds
Governmental funds are made up of the General Fund, Special Revenue Funds and Capital Project Funds.
The General Fund (001) is used to account for all financial resources necessary to carry out basic governmental
activities of the city that are not accounted for in another fund. The General Fund supports essential city
services such as police and fire protection, street maintenance, libraries, parks, and open space management.
Special Revenue Funds are used to account for specific revenues that are legally restricted to expenditures for
specified purposes.
Affordable Housing (133) – Collects fees generated from the Inclusionary Housing In-Lieu Fee and the sale
of affordable housing credits that satisfy a developer’s inclusionary housing obligation as well as loan
repayments from existing developments. With these funds, the city provides affordable housing programs
and low income and homeless services support and financial assistance for residential developments that
provide housing opportunities to low income households.
Agricultural Mitigation Fee (171) – The Agricultural Conversion Mitigation Fee program funds projects that
improve agricultural lands for continued agricultural production, protect and enhance the coastal and
lagoon environment, improve lagoon nature centers and restore beaches for public use.
Buena Vista Channel Maintenance District (163) – Ensures adequate funds are collected from property
owners within the district to administer and maintain the Buena Vista Creek Channel from Jefferson Street
east to the South Vista Way bridge.
Citizens Option for Public Safety (COPS) (123) – Supplemental Law Enforcement Services Funds to be spent
providing “front line police services” such as anti-gang efforts, crime prevention, juvenile justice programs
Community Activity Grants (150) – Provides city funded grants to community service groups.
Community Development Block Grant (391) – Federal funds provided to the city to develop viable urban
communities through the provision of decent housing, a suitable living environment and by expanding
economic opportunities for lower income persons.
Cultural Arts Donations (148) – Funds used to promote and support the programs and activities of the city’s
Cultural Arts Office.
Flower Fields Grant Program (170) – A grant program to support the preservation and enhancement of the
Carlsbad Flower Fields.
Habitat Mitigation Fee (172) – Funding for conservation of certain parcels totaling approximately 300 acres
which lie in the unincorporated area to the southeast of Carlsbad and which are essential to the biological
viability of the Habitat Management Plan.
I-4 CITY OF CARLSBAD
Library Gifts & Bequests (145) – Includes Friends of the Library annual donations, Library and Arts
Endowments and Library Gifts and Bequests. Donations are used to support Library programming and
activities.
Lighting and Landscaping District No. 2 (164) – This maintenance and assessment district funds the costs of
streetlights, street trees and medians within the district boundaries covering newer developments in the
city.
Local Cable Infrastructure (138) – Funds used for the associated capital costs of the city’s own cable
channel and other city outreach and communications programs, franchise fees from cable and internet
providers make up the revenue for this fund.
Median Maintenance District (161) – Provides landscape and irrigation maintenance for approximately 68
acres of median planters and nine acres of developed parkways, including the Downtown Carlsbad Village
area.
Police Asset Forfeiture (122) – Funds received from the police department’s drug enforcement activities
which are restricted for use in supporting police activities including the acquisition of equipment, supplies
or services.
Public Safety Grants (124) – Used to purchase equipment, supplement staffing costs, and assist with
training.
Recreation Donations (140) – Donations that provide a way to give financial support to very low-income
individuals and families to participate in Parks & Recreation programs.
Rental Assistance/Section 8 Program (190) – Federal funding that provides funding to cities to provide
vouchers to help low income residents pay rent.
Senior Program Donations (143) – These donations provide nutrition, transportation, activities, events and
other programs benefiting Carlsbad's senior population.
Street Lighting Maintenance District (162) – The street lighting maintenance assessment district provides
funding for the operation and maintenance of all city accepted streetlights within the public right-of-way.
Street Tree Maintenance District (160) – The street tree maintenance assessment district provides partial
funding for the operation and maintenance to all city accepted street trees within the public right-of-way,
including specialized maintenance for street trees in the Downtown Carlsbad Village area.
Capital Project Funds are used to account for specific revenues that are restricted to expenditures for capital
project purposes.
Bridge and Thoroughfare District Number 2 (BTD#2) (362) – Developer fees are paid to partially fund the
Poinsettia Lane and Aviara Parkway street construction project.
Bridge and Thoroughfare District Number 3 (BTD#3) (363) – Developer fees are paid to partially fund
Cannon Road improvements.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-5
Community Facilities District No. 1 (CFD#1) (430) – (Mello-Roos) funds civic projects, I-5 interchange
projects, and road segments.
Gas Tax (152) – Gas Tax revenues for street projects are received under the Streets & Highways Code of the
State of California.
Gas Tax Road Maintenance and Rehabilitation (153) – Gas Tax revenues for street projects specifically for
road maintenance and rehabilitation are received under the Streets & Highways Code of the State of
California.
General Capital Construction (GCC) (300) – General Capital Construction funds, created through fund
transfers from the city's General Fund, are used to fund various municipal and other capital projects.
Grants-Federal (392) – Federal Grants such as Highway Bridge Program funding.
Industrial Corridor Park Fees (334) – Fees paid by development in Local Facilities Management Zones 5, 13,
16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor.
Infrastructure Replacement (IRF) (370) – Annual transfers from the General Fund to pay for major
maintenance and replacement of the city’s infrastructure.
Park in-Lieu Fees (PIL) (330-333) – Park-in-Lieu Fees are charged to developers for park acquisition and
development. PIL fees are segregated by quadrant to fund park projects in those quadrants.
Parking in-Lieu Fees (315) – Funding collected by new developments in Carlsbad Village that do not provide
adequate parking facilities for use in construction of future parking facilities and improvements.
Planned Local Drainage Area Fees (PLD) (350-353) – Drainage facilities necessitated by growth are paid
from developer Planned Local Drainage Fees. PLD fees are segregated by drainage area.
Public Facilities Fees (PFF) (320) – Public Facilities Fees are charged to developers to fund civic facilities,
park development, streets, traffic signals, and other facilities.
Transportation Development Act (TDA) (380) – City street and bicycle projects can receive funding from
Transportation Development Act sales tax receipts.
Traffic Impact Fees (TIF) (310) – Developer Traffic Impact Fees are used for various street construction and
improvement projects.
TransNet (342) – Receipts of county sales taxes allocated by the San Diego Regional Transportation
Commission to finance various bicycle, freeway interchange and local road improvement projects.
I-6 CITY OF CARLSBAD
Proprietary Funds
Proprietary funds are Internal Service Funds and Enterprise Funds.
Internal Service Funds are used to account for operations internal to the city where the intent is that the cost
of providing services to the city department is financed primarily through department user charges.
Workers’ Compensation (611) – Management of workers’ compensation insurance and claims.
Risk Management (612) – Management of vehicle and city liability insurance.
Self-Insured Benefits (613) – Used to pay dental insurance administration fees and claim expenses for all
employees as well as a portion of retiree post-employment health benefits.
Vehicle Maintenance (620) – Vehicle maintenance and operations of citywide fleet, including gas and oil
charges.
Vehicle Replacement (621) – Funding for the replacement of vehicles currently in operation, based on the
expected replacement cost at the end of vehicles useful life.
Information Technology Maintenance (640) – Maintenance and operations of citywide technology assets.
Information Technology Replacement (641) – Funding for the replacement of current technology assets
based on the expected replacement cost at the end of the anticipated useful life.
Enterprise Funds are used to account for operations that are financed and operated similar to a private
business where the intent is that the cost of providing services to the public is financed primarily through user
charges.
Potable Water Operations (501) – Carlsbad Municipal Water District (CMWD), a subsidiary of the city,
provides potable water service to approximately 85 percent of the city.
Potable Water Connection (506) – Development fees include Major Facility Fees used to fund expansion of
potable water lines and ancillary water facilities.
Potable Water Replacement (505) – Water Replacement funds are included in water utility rates and pay
for the repair and replacement of existing potable water lines and facilities.
Recycled Water Operations (502) – Funds used to operate and maintain critical infrastructure systems and
to provide the safe delivery of conservation outreach and treated irrigation water.
Water Connection-Recycled (507) – Revenues used to fund new Recycled Water projects; revenues for
Phase III expansion includes grant and loan funds.
Water Replacement-Recycled (508) – Recycled Water Replacement funds are included in utility rates and
pay for the repair and replacement of existing recycled water lines and facilities.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-7
Wastewater Operations (511) – The city operates and maintains a sanitary wastewater collection system,
which covers approximately 65 percent of the geographic area of the city.
Wastewater Connection (512) – Development fees include Sewer Connection charges for expansion of
sewer lines and facilities.
Wastewater Replacement (515) – Sewer Replacement is part of sewer user fees and pays for repair and
replacement of the city's existing sewer system.
Solid Waste Management (520) – Administers and monitors the solid waste contract and the Palomar
Transfer Station agreement and is responsible for ensuring the waste reduction and recycling components
of the Source Reduction and Recycling Element and Household Hazardous Waste Element comply with
state mandated diversion and disposal requirements.
Watershed Protection (521) – Fund dedicated to providing programs which enable stewardship of the city’s
resources protecting our beaches, creeks, and lagoons.
The Crossings Golf Course (572) – Funds used to cover the operations of the city’s municipal golf course.
Fiduciary Fund
Fiduciary funds are private purpose trust funds used to account for situations where the city’s role is purely
custodial, such as the receipt, temporary investment, and remittance of fiduciary resources to individuals,
private organizations, or other governments.
Successor Agency to the Redevelopment Agency (801) – Responsible for administering enforceable
obligations of the former Carlsbad Redevelopment Agency (RDA) including administration of housing loans
and other debt obligations, completing existing projects and ultimately to wind down RDA operations over
time.
I-8 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-9
DEPARTMENT/FUND RELATIONSHIP
Police DepartmentFireDepartmentPublic WorksCommunity ServicesAdministrative ServicesPolicy & LeadershipCapitalProjectsGeneral X X X X X
Special Revenue
Affordable Housing X
Agricultural Mitigation Fees X
Buena Vista Channel Maintenance District X
Citizens Option for Public Safety X
Community Development Block Grant X
Cultural Arts Donations X
Flower Fields Grant Program X
Habitat Mitigation Fee X
Library Gifts & Bequests X
Lighting & Landscaping District No. 2 X
Local Cable Infrastructure X
Median Maintenance District X
Police Asset Forfeiture X
Public Safety Grants X X
Recreation Donations X
Rental Assistance/Section 8 Program X
Senior Program Donations X
Street Lighting Maintenance District X
Street Tree Maintenance District X
Capital Project
Bridge & Thoroughfare District No. 2 X
Bridge & Thoroughfare District No. 3 X
Community Facilities District No. 1 X
Gas Tax X
Gas Tax Road Maintenance and Rehabilitation X
General Capital Construction X
Grants-Federal X
Industrial Corridor Park Fees X
Infrastructure Replacement X
Park-in-Lieu Fees X
Budget Program
Fund
I-10 CITY OF CARLSBAD
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-11
GLOSSARY
A
Accrual Basis of Accounting – A method of accounting by which transactions are recognized when they
occur, regardless of the timing of cash receipts and disbursements.
Accounting System – The collective set of records and procedures used to record, classify, and report
information on the financial status and operations of the city. The city currently uses SunGard’s IFAS
(Integrated Financial Accounting System software).
Accounts Payable – Amounts owed by the city to external entities for goods and services received.
Accounts Receivable – Amounts due to the city from external entities for goods and services furnished.
Adopted Budget – The title of the budget following its formal adoption by resolution of the City Council.
Ad Valorem – In proportion to value, a basis for levy of taxes on property.
Appropriation – The legal authorization by the City Council to make expenditures and incur obligations for
specific purposes. An appropriation is usually limited in the amount and the time in which it may be
expended.
Assessed Valuation – A dollar value placed on real estate or other property by the County of San Diego as a
basis for levying property taxes.
Asset Management – Lifecycle management of an infrastructure asset to provide the required level of
service in the most cost-effective manner. Activities include project concept development or planning,
design and construction, commissioning, operations and maintenance, repair, replacement, upgrade,
restoration, modernization or refurbishment and decommissioning or disposal.
Audit, external – An examination of city records and accounts by an external source to check their validity
and accuracy. A systematic collection of the sufficient, competent evidential matter needed to attest to the
fairness of management’s assertions in the financial statements or to evaluate whether management has
efficiently and effectively carried out its responsibilities.
Audit, internal – An examination of city records and/or processes by an internal source to provide an
assessment in order to improve the economy, efficiency and effectiveness of city government.
B
Balanced Budget – A budget in which planned expenditures do not exceed planned funds available. For
budgeting purposes, the use of contingency reserves or use of fund balance will be considered revenue in
defining a balanced budget.
Beginning/Ending Fund Balance – Unencumbered resources available in a fund from the prior/current year
after payment of the prior/current year expenses.
Bond – A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus
interest, by a specified future date.
I-12 CITY OF CARLSBAD
Branch – In the organization structure of the city, the Branch is the highest level and refers to
Administrative Services, Community Services, Public Works, Policy and Leadership, or Public Safety.
Budget – An annual financial plan that identifies revenues, types and levels of services to be provided, and
the amount of funds that can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does
the Capital Improvement Program appropriation.
Budget Adjustment – This is a supplemental increase or decrease to the approved budget approved by the
City Council via a resolution or meeting minute motion.
Budget Calendar – The schedule of key dates or milestones which a government follows in the preparation
and adoption of the budget.
Budget Document – The official written statement prepared by the Finance Department and supporting
staff, which represents the proposed budget to the legislative body.
C
Capital Assets – Purchases or acquisitions of assets with an initial individual cost of more than $10,000 and
an estimated useful life in excess of one year. Categories include: land, buildings, equipment, infrastructure
assets (roads, bridges, traffic signals, water and sewer systems, drainage systems) and other similar
categories. Intangible assets such as computer software with an initial cost of more than $100,000 and an
estimated useful life in excess of one year is also classified as a capital asset.
Capital Improvement Program – A multi-year financial plan containing proposed construction of physical
assets such as park, street, water, sewer and recreation facilities. This program has identified all projects
which are the responsibility of the city between the present to buildout.
Capital Project Funds – Funds that are utilized to account for resources used for the acquisition and
construction of capital facilities by the city, with the exception of those assets financed by proprietary
funds.
Capital Outlay – Equipment (fixed assets) with a value $1,000 or more and an estimated useful life of more
than one year, such as automobiles and office furniture, which appear in the operating budget.
Carryover/Carryforward – The approved use of prior year funds to cover obligations incurred in the prior
year, but not disbursed until the current year.
Community Development Block Grant (CDBG) – Funds allocated to local government from the federal
government, usually through a local clearinghouse based on a formula, but required to be applied for and
used within a broad functional area such as community development.
Community Facilities District (CFD) – A designated area for specific capital improvements installed by the
city or a developer, or the maintenance of the same. The property owners receiving the benefit of the
improvements pay an assessment on their property tax bills.
Comprehensive Annual Financial Report (CAFR) – Audited financial statements submitted to the Mayor,
City Council, and City Manager by the Finance Director on an annual basis.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-13
Consumer Price Index (CPI) – A statistical description of price levels provided by the U.S. Department of
Labor. The change in this index from year to year is used to measure the cost of living and economic
inflation.
Cost Allocation – A method used to charge General Fund overhead costs to other funds, such as Enterprise
funds and Internal Service funds.
D
Debt Service – The payment of principal and interest on borrowed funds such as bonds.
Deficit – When the expenditures of a government are greater than its taxes and other revenues.
Deferred Maintenance – A backlog of needed repairs to city facilities including facility maintenance,
painting and structural repairs.
Department – An organizational unit comprised of programs or divisions. Examples include the Police
Department, Library Department, and Human Resources Department.
Depreciation – The expense incurred with the expiration of a capital asset.
Development Impact Fee (DIF) – Fees generated by development applications to offset the effect of
development on city infrastructure.
Direct Costs – Operational expenditures exclusive to a specific service or program.
Discretionary Revenue – Revenue received or collected which is not restricted in use and can be used for
any city expenditure.
Division – In the organization structure of the city, the division is subunit within a department. Each branch
is broken down to departments, such Community Services branch being broken down into departments
including Library and Cultural Arts. The Library and Cultural Arts Department is then broken down into
divisions, such as the Children’s division.
E
Encumbrance – A legal obligation to pay funds, an expenditure of which has not yet occurred. The
designation or reserving of funds to buy an item or service.
Enterprise Fund – A fund type established to account for the total costs of selected governmental facilities
and services that are operated similar to private enterprises. These funds are supported directly by fees
and charges to users such as sewer services, and are intended to be entirely self-supported.
Estimated Revenue – The revenue projected or estimated to be received during the fiscal period shown.
Expenditure – The actual spending of funds set aside by appropriation for identified goods and services.
F
Fee – A general term used for any charge levied by government for providing a service or permitting an
activity.
I-14 CITY OF CARLSBAD
Fines & Forfeitures – Revenues received and/or bail monies forfeited upon conviction of a misdemeanor
or municipal infraction.
Fiscal Year – 12-month period designated as the budget year. The City of Carlsbad's fiscal year is July 1 to
June 30.
Fringe Benefits – This consists of the costs to provide employee benefits that include insurance and
retirement and other miscellaneous benefits.
Full-time Equivalent (FTE) – The hours worked by one employee on a full-time basis, used to convert the
hours worked by several part-time employees into the hours worked by full-time employees. One full-time
position equates to 2,080 annual hours, and two employees each working 1,000 annual hours equals 1.0
full-time equivalent employee.
Full Time Position – A position whereby the employee works a full schedule as defined by the city, receives
the benefits for full-time employees, and is covered by employment laws. One full-time position equates
to 2,080 annual hours.
Fund – A set of interrelated accounts to record revenues and expenditures associated with a specific
purpose.
Fund Balance – The amount of financial resources available for use, or the excess of an entity’s assets over
its liabilities. A negative fund balance is sometimes referred to as a deficit.
G
GANN Appropriation Limit – This term refers to Article XIIIB of the California State Constitution that places
limits on the amount of proceeds from taxes that state and local government agencies can receive and
spend each year.
Generally Accepted Accounting Principles (GAAP) – A combination of authoritative standards (set by policy
boards) and the commonly accepted ways of recording and reporting accounting information. GAAP aims
to improve the clarity, consistency and comparability of the communication of financial information.
General Fund – The primary fund used by the city for which revenues and expenditures are not legally
restricted for use. Examples of departments operating within the General Fund include Fire, Library, Parks
& Recreation and Police.
General Plan – City decision-makers rely on the General Plan for making decisions about land use and
providing public facilities like roads, parks, and fire stations. It is also a policy document that guides
decisions related to protecting, enhancing, and providing those things the community values most, such as
open space, habitat conservation, beach preservation, arts and community character. All cities and
counties in California are required by law to have a General Plan.
Governmental Accounting Standards Board (GASB) – The Governmental Accounting Standards Board
establishes and improves standards of states and local governmental accounting and financial reporting
that will result in useful information for users of financial reports and guide and educate the public,
including issuers, auditors, and users of those financial reports.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-15
Government Finance Officers Association (GFOA) Distinguished Budget Award – Recognition in
governmental budgeting. Its attainment represents a significant accomplishment by the management, staff
and elected officials of recipients. Budgets are evaluated for effectiveness as a policy document, a financial
plan, an operations guide and as a communication device.
Grant – Contributions of cash or other assets from another agency to be used or expended for a specified
purpose, activity, or facility.
Growth Management Plan – A comprehensive approach to land-use planning ensuring controlled and
managed growth within the city, while providing designated public facilities.
Growth Management Standards – Acceptable service levels that have been established for 11 public facility
categories.
I
Indirect Cost – Costs that are essential to the operation of the city but not exclusive to any specific service
or program. Indirect costs are primarily associated with support departments such as City Clerk, City
Attorney, City Administration, Human Resources, and Finance.
Infrastructure – Public domain fixed assets including roads, curbs, gutters, sidewalks, drainage systems,
lighting systems and other items that have value only to the city.
Interest Expense – Interest costs paid on loans and bonds.
Interfund Transfers – Payments from one fund to another fund, primarily for work or services provided.
Internal Service Fund – A fund that provides services to all city departments, and bills the various other
funds for services rendered. Examples are Fleet Maintenance, Information Systems, and Workers’
Compensation. Charges are allocated based on various usage formulas.
Investment – Securities and real estate purchased and held for the production of income in the form of
interest, dividends, rentals and base payments.
Investment Policy – A City Council adopted policy identifying permitted investments of the city’s idle cash.
L
Long-Term Debt – Debt with a maturity of more than one year after the date of issue.
M
Mandated Program – A requirement by the State or Federal government that the city perform a task,
perform a task a particular way or perform a task to meet a particular standard, often without
compensation from the higher level of government.
Maintenance and Operations – A general category used for classifying expenditures for materials, supplies,
and services that are normally used within the fiscal year.
Memorandum of Understanding – A document detailing the outcomes of labor negotiations between the
city and its various bargaining units.
I-16 CITY OF CARLSBAD
Modified Accrual Basis of Accounting – A method of accounting in which revenues are recognized in the
period they become available and measurable, and expenditures are recognized in the period the
associated liability is incurred.
Municipal – In it broadest sense, an adjective which denotes the state and all subordinate units of
government. In a more restricted sense, an adjective which denotes a city or village as opposed to other
local governments.
Municipal Code – A collection of ordinances approved by City Council.
O
One-time Expenditures and/or Revenues – These are expenditures and/or revenues for one-time projects
or services. After the project or service is completed, expenditures and/or revenues are terminated and
are not considered part of the budget for the following year.
Operating Budget – The annual appropriation of funds for ongoing program costs, which include salaries,
benefits, maintenance, operation, and capital outlay items.
Operating Costs – Estimated expenses that can be expected to occur following the construction of a Capital
Improvement Project.
Ordinance – A formal legislative enactment by the City Council.
Object Code – Refers to the specific expense or revenue category within the accounting structure. Object
codes are four digits, such as 6300 for part-time salaries.
Organization Key (Org key) – Refers to the specific assigned org key in the accounting structure. Each
division has multiple organization (org) keys to refer to each program. Org keys are seven digits, the first
three digits reference the fund and the next four digits reference the program. For example, 0012210
refers to Fire Administration, which is within the General Fund (001).
P
PERS – CalPERS, Public Employees Retirement System provided for employees in the State of California.
Personnel – Costs associated with providing the staff necessary to provide the desired levels of services.
Included are both salary and benefit costs.
Preliminary Budget – The title of the budget prior to its formal adoption by resolution of the City Council.
Program Revenue – Revenues generated by a given activity.
R
Reserves – A separate fund balance classification maintained for restricted use, i.e., fiscal sustainability or
economic stabilization; or for unrestricted use to protect the city from emergencies or unanticipated
expenditures.
Resolution – A special order of the City Council that requires less legal formality than an Ordinance.
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-17
Revenues – Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and
grants during the fiscal year.
S
Special Assessment – A compulsory levy made against certain properties to defray all or part of the cost of
a specific capital improvement or service deemed to benefit primarily those properties.
Special Revenue Funds – A fund that collects revenues that are restricted by the city, state, or federal
government as the method by which they may be spent. These funds are used to account for the revenue
derived from specific taxes or other earmarked revenue sources (other than for major capital projects) that
are restricted by law or administrative action to expenditures for specified purposes.
Successor Agency – A designated successor entity to the former redevelopment agency, given all authority,
rights, powers, duties, and obligations previously vested with the former redevelopment agency per AB 1X
26.
Surplus – When revenues exceed expenditures in a given fiscal year.
T
Taxes – Mandatory charges levied by a governmental unit for the purpose of financing services performed
for the common benefit.
Transfers – Legally authorized financial transaction occurring between a fund receiving revenue to the fund
through which the resources are to be expended.
I-18 CITY OF CARLSBAD
ACRONYMS
ADA – Americans with Disabilities Act
ADC – Actuarial Determined Contributions
AED – Automated External Defibrillator
APWA – American Public Works Association
ARC – Annual Required Contribution (CalPERS)
AWWA – American Water Works Association
BIT – Biannual Inspection of Terminals
BMP – Barrio Master Plan
BTD – Bridge and Thoroughfare Benefit District
CAFR – Comprehensive Annual Financial Report
CalJac – California Firefighters' Joint Apprenticeship Committee
CalPERS – California Public Employees Retirement System
CalTrans – California Department of Transportation
CAP – Climate Action Plan
CAPER – Consolidated Annual Performance and Evaluation Report
CCEA – Carlsbad City Employees' Association
CDBG – Community Development Block Grant
CED – Community and Economic Development
CEMAT – Carlsbad Emergency Management Administration Team
CERT – Community Emergency Response Team
CEQA – California Environmental Quality Act
CFA – Carlsbad Firefighters' Association
CFA – Community Facilities District
CFD – Community Facilities District
CIP – Capital Improvement Program
CM&I – Construction Management and Inspection
CMWD – Carlsbad Municipal Water District
COPS – Citizens' Option for Public Safety Grant
CPMA – Carlsbad Police Management Association
CPOA – Carlsbad Police Officers' Association
CPR – Cardiopulmonary Resuscitation
CSMFO – California Society of Municipal Finance Officers
CST – Crime Suppression Team
CTBID – Carlsbad Tourism Business Improvement District
CWEA – California Water Environment Association
CWRF – Carlsbad Water Reclamation Facility
DOJ – Department of Justice
DOT – Department of Transportation
ECM – Enterprise Content Management
EFT – Electronic Funds Transfer
EIR – Environmental Impact Report
EMS – Emergency Medical Services
EOC – Emergency Operations Center
ACRONYMS
2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM I-19
ERP – Enterprise Resource Planning
ESL – English as a Second Language
EWA – Encina Wastewater Authority
FEMA – Federal Emergency Management Agency
FPPC – Fair Political Practices Commission
FTE – Full-Time Equivalent
FY – Fiscal Year
GAAP – Generally Accepted Accounting Principles
GASB – Governmental Accounting Standards Board
GCC – General Capital Construction
GDP – Gross Domestic Product
GFOA – Government Finance Officers Association
GHG – Greenhouse Gas Emissions
GIS – Geographic Information System
GPS – Global Positioning System
HA – Hydrologic Area
HMP – Habitat Management Plan
HOT – Homeless Outreach Team
HPRM – HP Records Manager
HR – Human Resources
HUD – Department of Housing and Urban Development
IDDE – Illicit Discharge Direction and Elimination
IFAS – Integrated Financial Accounting System
IRF – Infrastructure Replacement Fund
ISF – Internal Service Fund
IT – Information Technology
ITE – Institute of Transpiration Engineers
JAG – Juvenile Assistance Grant
JPA – Joint Powers Authority
JURMP – Jurisdictional Urban Runoff Management Plan
LAC – Local Assistance Center
LCP – Local Coastal Program
LMS – Learning Management System
M&O – Maintenance and Operations
MFF – Major Facility Fee
MPA – Masters in Public Administration
MS4 – Municipal Separate Storm Sewer
NAISCO – National Association of Chief Information Officers
NFPA – National Fire Protection Association
PERS – Public Employees Retirement System
PFF – Public Facilities Fees
PHA – Public Housing Agency
PIL – Park-In-Lieu Fees
I-20 CITY OF CARLSBAD
PLD – Planned Local Drainage
POST – Police Officer Standards and Training
PW – Public Works
RFP – Request for Proposal
ROPS – Recognized Obligation Payment Schedule
ROW – Right of Way
SANDAG – San Diego Association of Governments
SCADA – Supervisory Control and Data Acquisition System
SDG&E – San Diego Gas and Electric
SEMAP – Section Eight Management Assessment Program
SFR – Single Family Residence
STEAM – Science, Technology, Engineering, the Arts, and Mathematics Program
SW – Storm Water
SWAT – Special Weapons Attack Team
SWPPP – Storm Water Pollution Prevention Plan
SWQMP – Storm Water Quality Management Program
TCBMP – Treatment Control Best Management Practices
TCMP – Traffic Control Management Plan
TDM – Transportation Demand Management
TIF – Traffic Impact Fee
TMDL – Total Maximum Daily Load
TOT – Transient Occupancy Tax, or hotel tax
UASI – Urban Areas Security Initiatives Program
UDC – Unified Disaster Council (of San Diego)
WQIP – Water Quality Improvement Plan
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for fiscal year (FY) 2020-21 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 2020-21 Preliminary Operating Budget and FY 2020-21 to FY
2034-35 Capital Improvement Program – Preliminary” as amended, if necessary, in accordance with
Exhibits 3A through 3C attached and incorporated by reference, are adopted as the final Operating
and Capital Improvement Budgets for the City of Carlsbad for FY 2020-21 along with the program
options and/or adjustments, if any, determined by the City Council as set forth in the minutes of the
City Council meeting of Tuesday, June 23, 2020.
3.That the amounts reflected as estimated revenues for FY 2020-21 as shown in
Exhibits 3A and 3B are adopted as the budgeted revenues for FY 2020-21.
4.That the amounts designated as the FY 2020-21 Budget request in Exhibits 3A
and 3B are appropriated to the department or fund for which they are designated and such
appropriation shall not be increased except as provided in this resolution.
5.That total appropriations for each fund may only be increased or decreased by
the City Council by passage of a resolution amending the budget except as provided in this resolution.
RESOLUTION NO. 2020-127
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2020-21 FOR THE CITY OF
CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR BUDGET FUNDS
I-212020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
6.That the following controls are placed on the use and transfer of budget funds:
A.No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the City Council or City Manager as described below.
i.The City Manager may authorize all transfers of funds from account to
account within any department.
ii.The City Manager may authorize transfers of funds between 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.
ix.The City Council must authorize all transfers of funds from the City Council’s
I-22 CITY OF CARLSBAD
Contingency Account.
B.The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit 3C.
C.The City Manager may authorize the hiring of temporary or part-time staff as
necessary within the limits imposed by the controls listed above.
7.That the legal level of budgetary control is the fund level. Budgets may not legally be
exceeded at the fund level without appropriate authorization by the City Council.
8.That interest earned on grants may be appropriated during the year for the purpose
for which the grant was received.
9.That all appropriations in the Capital Improvement Program remaining unexpended at
June 30, 2020, are appropriated to FY 2020-21. Unexpended appropriations will remain in their
respective project budgets.
10.That all appropriations in the Operating Budget remaining unexpended at June 30,
2020 related to developer deposits received for developer funded studies not yet completed,
previously appropriated funding in the Innovation Fund or grant awards received or expected for
projects that are continuing into the next fiscal year are appropriated to FY 2020-21.
11.That all appropriations for outstanding encumbrances as of June 30, 2020, are
continued into FY 2020-21 for such contracts or obligations.
///
///
///
///
///
///
///
///
I-232020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development
Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad
Redevelopment Agency held on the 23rd day of June, 2020, by the following vote to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
MATT HALL, Mayor
(SEAL)
ity Cle k
I-24 CITY OF CARLSBAD
RESOLUTION NO. 1641
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT, ADOPTING THE WATER DISTRICT’S FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR
FISCAL YEAR 2020-21 AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District has
reviewed the proposed final Operating Budget and Capital Improvement Program for Fiscal Year (FY)
2020-21 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 2020-21 Preliminary Operating Budget and FY 2020-21 to FY 2034-35 Capital
Improvement Program - Preliminary," as amended, if necessary, in accordance with Exhibits 4-A and
4-B attached and incorporated by reference, are adopted as the final Operating and Capital
Improvement Budgets for the Carlsbad Municipal Water District for the FY 2020-21 along with any
program options and/or adjustments determined by the Board of Directors as set forth in the
minutes of the Board of Director’s meeting of Tuesday, June 23, 2020.
3.That the amounts reflected as estimated revenues for FY 2020-21 are adopted
as the budgeted revenues for FY 2020-21.
4.That the amounts designated as FY 2020-21 Budget in Exhibits 4-A and 4-B are
appropriated to the fund for which they are designated and such appropriation shall not be increased
except as provided in this resolution.
5.That total appropriations may only be increased or decreased by the Board of
1-252020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
Directors by passage of a resolution amending the budget except as provided in this resolution.
6.That the following controls are placed on the use and transfer of budget funds:
A.No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Board of Directors or Executive Manager as described below.
i.The Executive Manager may authorize all transfers of funds from
account to account within the same fund 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, 2020 are continued into FY
2020-21 for such contracts and obligations.
8.All appropriations for Capital Improvement Projects remaining unexpended at
June 30, 2020, are appropriated for such capital projects for FY 2020-21.
///
///
I-26 CITY OF CARLSBAD
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting ofthe City Council ofthe
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development
Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad
Redevelopment Agency held on the 23rd day of June, 2020, by the fo llowing vote to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
MATT HALL, PRESIDENT
(SEAL)
I-272020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF
THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING
BUDGET OF THE CARLSBAD HOUSING AUTHORITY FOR FISCAL YEAR
2020-21 AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(the Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority Section 8
Programs for fiscal year (FY) 2020-21; 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 2020-21 Preliminary Operating Budget and FY 2020-21 to FY 2034-35 Capital
Improvement Program – Preliminary," as amended, if necessary, in accordance with Exhibit 5A
attached and incorporated by reference, are adopted as the final Operating Budget for the Carlsbad
Housing Authority Section 8 Programs for FY 2020-21, along with any program options and/or
adjustments, if any, determined by the Commission as set forth in the minutes of the Commission’s
meeting of Tuesday, June 23, 2020, and that all funding for planning and administrative expenses have
been determined to be necessary and appropriate for implementation of the Carlsbad Housing
Authority’s activities in FY 2020-21.
3.That the amounts reflected as estimated revenues for FY 2020-21 are adopted
as the budgeted revenues for FY 2020-21.
4.That the amount designated as FY 2020-21 Budget request in Exhibit 5A is
RESOLUTION NO. 547
I-28 CITY OF CARLSBAD
appropriated to the fund for which it is designated, and such appropriation shall not be increased
except as provided in this resolution.
5.That the following controls are placed on the use and transfer of budget funds:
A.No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Commission or Executive Director as described below.
i.The Executive Director may authorize all transfers of funds from account
to account within the same fund 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 appropriations for any state or federal grant funds in the Operating
Budget remaining unexpended at June 30, 2020, are appropriated to FY 2020-21.
7.That all outstanding encumbrances as of June 30, 2020, are continued into FY
2020-21 for such contracts and obligations.
I-292020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors
of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission,
and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency
held on the 23rd day of June, 2020, by the following vote to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
(SEAL)
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I-30 CITY OF CARLSBAD
RESOLUTION NO. 81
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD PUBLIC
FINANCING AUTHORITY ADOPTING THE FINAL OPERATING BUDGET AND
CAPITAL IMPROVEMENT PROGRAM OF THE CROSSINGS AT CARLSBAD
MUNICIPAL GOLF COURSE FOR FISCAL YEAR 2020-21 AND ESTABLISHING
CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Public Financing Authority has
reviewed the proposed final Operating Budget and Capital Improvement Program for fiscal year (FY)
2020-21; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Public
Financing Authority as 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 2020-21 Preliminary Operating Budget and FY 2020-21 to 2034-35 Capital
Improvement Program – Preliminary," as amended, if necessary, in accordance with Exhibit 6A
attached and incorporated by reference, are adopted as the final Operating and Capital Improvement
Budgets for the Crossings at Carlsbad Municipal Golf Course for FY 2020-21, along with any program
options and/or adjustments, if any, determined by the Board of Directors as set forth in the minutes of
the Board’s meeting of Tuesday, June 23, 2020.
3.That the amounts reflected as estimated revenues for FY 2020-21 are adopted
as the budgeted revenues for FY 2020-21.
I-312020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
4.That the amount designated as FY 2020-21 Budget request in Exhibit 6A is
appropriated to the fund for which it is designated, and such appropriation shall not be increased
except as provided in this resolution.
5.That the following controls are placed on the use and transfer of budget funds:
A.No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the 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, 2020, are continued into FY
2020-21 for such contracts and obligations.
///
///
///
///
1-32 CITY OF CARLSBAD
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors
of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission,
and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency
held on the 23rd day of June, 2020, by the following vote to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
MATT HALL, President
(SEAL)
I-332020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
RESOLUTION NO. 2020-128
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA ACTING AS SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, ADOPTING THE FINAL OPERATING BUDGET
OF THE SUCCESSOR AGENCY AND ENFORCEABLE DEBT OBLIGATIONS OF
THE CITY OF CARLSBAD’S REDEVELOPMENT OBLIGATION RETIREMENT
FUND FOR FISCAL YEAR 2020-21 AND ESTABLISHING CONTROLS ON
CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the City Council of the City of Carlsbad, California has been designated as the
Successor Agency for the Carlsbad Redevelopment Agency (Successor Agency) and, as such, is
responsible for the administrative responsibilities required to complete the work of the former
Carlsbad Redevelopment Agency and repay all enforceable debt obligations; and
WHEREAS, the Successor Agency and the appointed Oversight Board have reviewed the
proposed Operating Budget for the Successor Agency and previously approved the enforceable debt
obligations to be repaid from the Redevelopment Obligation Retirement Fund for fiscal year (FY) 2020-
21; and
WHEREAS, the Successor Agency finds that the proposed Operating Budget for the
Agency and the Oversight Board approved enforceable debt obligations of the Redevelopment
Obligation Retirement Fund are consistent with the Recognized Obligation Payment Schedule prepared
by the Successor Agency and approved by the Oversight Board; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
operating budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad acting as
Successor Agency for the Carlsbad Redevelopment Agency as follows:
1.That the above recitations are true and correct.
I-34 CITY OF CARLSBAD
2.That certain documents now on file in the office of the Carlsbad City Clerk
entitled "City of Carlsbad, FY 2020-21 Preliminary Operating Budget and FY 2020-21 to 2034-35 Capital
Improvement Program – Preliminary," as amended, if necessary, in accordance with Exhibit 7A
attached and incorporated by reference, are adopted as the final Operating Budget for the Successor
Agency and the enforceable debt obligations of City of Carlsbad’s Redevelopment Obligation
Retirement Fund for FY 2020-21, along with any program options and/or adjustments, if any,
determined by the Successor Agency as set forth in the minutes of the Successor Agency’s meeting of
Tuesday, June 23, 2020.
3.That the amounts reflected as estimated revenues for FY 2020-21 are adopted
as the budgeted revenues for FY 2020-21.
4.That the amount designated as FY 2020-21 budget request in Exhibit 7A is
appropriated to the fund for which it is designated, and such appropriation shall not be increased
except as provided in this resolution.
5.That the following controls are placed on the use and transfer of budget funds:
A.No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Successor Agency or designee, as described below.
i.The City Manager may authorize all transfers of funds from account to
account within the same fund in an amount up to $100,000 per transfer.
ii.The City Manager may delegate the authority to make budget transfers
and adjustments.
iii.The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager is authorized to increase an appropriation for a specific
purpose where said appropriation is offset by unbudgeted revenue which is designated for said specific
I-352020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
purpose, and is approved in advance by the Oversight Board.
B. The Successor Agency must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The City
Manager may authorize the hiring of temporary or part-time staff as necessary, within the limits
imposed by the controls listed above and subject to the Operations Budget for the Successor Agency.
6. That all outstanding encumbrances as of June 30, 2020, are continued into FY
2020-21 for such contracts and obligations, as approved by the Oversight Board.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors
of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission,
and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency
held on the 23rd day of June, 2020, by the following vote to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
MATT HALL, President
(SEAL)
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I-36 CITY OF CARLSBAD
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2020-21 APPROPRIATION
LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE
CONSTITUTION AND STATE LAW
WHEREAS, Article XIIIB of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes commonly known as the “Gann
Limit”; and
WHEREAS, state law requires that this limit be presented to the governing body of each
entity each fiscal year; and
WHEREAS, the Gann Limit is based on a combination of a population factor and an
inflation factor as outlined in 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 (FY) 2020-21 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, establishes and adopts
the FY 2020-21 appropriation limit of five hundred and nine million, nine thousand, four hundred and
forty eight dollars ($509,009,448) as computed in the attached Exhibit 8-A.
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RESOLUTION NO . 2020-129
I-372020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors
of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission,
and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency
held on the 23rd day of June, 2020, by the following vote to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
MATT HALL, President
(SEAL)
I-38 CITY OF CARLSBAD
RESOLUTION NO. 2020-130
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE
WHEREAS, the City Council of the City of Carlsbad 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 as shown in Exhibit 9A and 9B are
adopted.
3.The City Council 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 the
Community Services Guide. The fees 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,
I-392020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
discount or promotional pricing) than the lowest fee charged for like kind programs or classes in
similarly benchmarked Southern California cities.
4.The City Council authorizes the City Manager or his/her designee to change
parking violation fees at the time, and by the same amount, as the state changes its 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 Sept. 1, 2020; not sooner than 60
days after adoption in accordance with California Government Code Section 66017 for development-
related service fees and development impact fees.
6.Per the contract with Waste Management, changes to the recycling and trash
fees as shown in Exhibit 9B shall become effective on July 1, 2020.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development
Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad
Redevelopment Agency held on the 23rd day of June, 2020, by the following vote to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
MATT HALL, Mayor
(SEAL)
I-40 CITY OF CARLSBAD
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE CITY OF CARLSBAD’S SHARE OF THE
FISCAL YEAR 2020-21 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 2020-21 Operating Budget
of the EWA as approved by the JAC on April 22, 2020, in the amount of $4,145,972 for Wastewater
Plant Operations, $953,505 for Wastewater Plant Operations pension pay-down (year two of three),
$1,392,864 for the Carlsbad Water Recycling Facility Operations, and $256,601 for Carlsbad Water
Recycling Facility Operations pension pay-down (year two of three) is approved.
3.That the City of Carlsbad’s estimated share of the FY 2020-21 Capital Budget of
RESOLUTIO N NO. 2020-131
I-412020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
the EWA as approved by the JAC on April 22, 2020, in the amount of $6,757,574 for Wastewater Plant
Capital and $1,600,000 for Carlsbad Water Recycling Facility Capital is approved.
4.That the City Manager, or his/her designee, is authorized to approve
appropriations to the EWA estimated budgets listed above based on the City of Carlsbad’s actual
share of the EWA budget.
5.That all outstanding operating encumbrances as of June 30, 2020 are continued
into FY 2020-21 for such contracts and obligations.
6.That all capital improvement program budget appropriations and outstanding
encumbrances as of June 30, 2020 are continued into FY 2020-21 for such contracts and obligations.
7.That the City Manager, or his/her designee, is authorized to make payment on behalf
of the City of Carlsbad to EWA in accordance with the budget as approved by the JAC pursuant to the
Encina Agreement.
I-42 CITY OF CARLSBAD
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development
Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad
Redevelopment Agency held on the 23rd day of June, 2020, by the following vote to wit:
AYES: Hall, Blackburn, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
I-432020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
RESOLUTION NO. 2020-132 .
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DETERMINING THAT THE FISCAL YEAR 2020-21 CAPITAL
IMPROVEMENT PROGRAM BUDGET IS CONSISTENT WITH THE GENERAL
PLAN AND CLIMATE ACTION PLAN
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital
Improvement Program for fiscal year (FY) 2020-21 and has held such public hearings as are necessary
prior to adoption of the Capital Improvement Program Budget; and
WHEREAS, on June 23, 2020, the City Council reviewed for consistency with the General
Plan goals and policies for the capital projects receiving an allocation of funds for FY 2020-21 pursuant
to Carlsbad Municipal Code Section 2.24.040(B); and
WHEREAS, the City Council also reviewed the FY 2020-21 capital projects for consistency
with applicable Climate Action Plan measures and actions; and
WHEREAS, at said hearing, upon hearing and considering all testimony and arguments,
if any, of all persons desiring to be heard, the City Council considered all factors relating to the City
Council’s determination.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1.That the above recitations are true and correct.
2.That based on the evidence presented at the hearing, the City Council
determines that the Capital Improvement Program for FY 2020-21 is consistent with the General Plan
based on the following findings:
a)The capital projects are consistent with the goals and policies of the city’s
General Plan in that they enhance the city’s character and image by balancing development with open
I-44 CITY OF CARLSBAD
space, by providing for the recreational and community needs of a wide variety of users in an
established area, and by improving and expanding the city’s circulation system.
b)The capital projects are consistent with applicable goals and policies of
the Open Space, Conservation and Recreation Element of the General Plan, as described in Attachment
11A.
c)The capital projects are consistent with, and support the Climate Action
Plan greenhouse gas reduction measures and actions, as described in Attachment 11A.
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.
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I-452020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors
of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission,
and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency
held on the 23rd day of June, 2020, by the following vote to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher.
None.
None.
MATT HALL, Mayor
(SEAL)
I-46 CITY OF CARLSBAD