HomeMy WebLinkAbout2021-06-08; City Council; ; Adoption of the Fiscal Year 2021-22 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2021-22 ApproprMeeting Date: June 8, 2021
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services
laura.rocha@carlsbadca.gov or 760-602-2415
Ryan Green, Finance Director
ryan.green@carlsbadca.gov or 760-602-2414
Subject: Adoption of the Fiscal Year 2021-22 Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program,
the Fiscal Year 2021-22 Appropriation Limit and Revision of Fees and
Charges for Services
Recommended Action
The following actions are recommended to be taken by the City Council of the City of Carlsbad;
the boards of directors of the Carlsbad Municipal Water District and the City of Carlsbad Public
Financing Authority; the City of Carlsbad Community Development Commission and the City
Council of the City of Carlsbad as the successor agency to the Carlsbad Redevelopment Agency
for final adoption of their respective fiscal year 2021-22 operating, strategic digital
transformation investment program and capital improvement program budgets:
•Hold a public hearing on:
o The FY 2021-22 operating budget, FY 2021-22 to FY 2026-27 Strategic Digital
Transformation Investment Program and FY 2021-22 to 2035-36 Capital
Improvement Program for the City of Carlsbad
o The FY 2021-22 operating budgets and FY 2021-22 to FY 2035-36 Capital
Improvement Program for the Carlsbad Municipal Water District, the Public
Financing Authority, the Community Development Commission and the City of
Carlsbad as the Successor Agency to the Carlsbad Redevelopment Agency
o Establishing new and modifying existing city fees in the city’s Master Fee
Schedule
•Adopt a resolution of:
o The City Council of the City of Carlsbad adopting the final Operating Budget,
Strategic Digital Transformation Investment Program and Capital Improvement
Program for FY 2021-22 for the City of Carlsbad and establishing controls on
changes in appropriations for budget funds
June 8, 2021 Item #11 Page 1 of 336
o The Board of Directors of the Carlsbad Municipal Water District adopting the
water district’s final Operating Budget and Capital Improvement Program for FY
2021-22 and establishing controls on changes in appropriations for budget funds
o The Community Development Commission of the City of Carlsbad adopting the
final Operating Budget of the Carlsbad Housing Authority for FY 2021-22 and
establishing controls on changes in appropriation for budget funds
o 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 FY 2021-22 and establishing controls on
changes in appropriations for budget funds
o The City Council of the City of Carlsbad, acting as the 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 FY 2021-22 and establishing
controls on changes in appropriations for budget funds
o The City Council of the City of Carlsbad establishing the FY 2021-22 appropriation
limit as required by Article XIIIB of the California State Constitution and state law
o The City Council of the City of Carlsbad adopting changes to the Master Fee
Schedule
o The City Council of the City of Carlsbad approving the City of Carlsbad’s share of
the FY 2021-22 Operating and Capital Budgets of the Encina Wastewater
Authority
o The City Council of the City of Carlsbad determining that the FY 2021-22 Capital
Improvement Program Budget is consistent with the city’s General Plan and
Climate Action Plan
o The City Council of the City of Carlsbad approving an adjustment to the Fiscal
Year 2020-21 Capital Improvement Program Budget
Executive Summary
The budget for fiscal year 2021-22 was developed around maintaining the city’s fiscal health
while supporting economic recovery, with a focus on resiliency over the long-term during this
time of economic uncertainty caused by the COVID-19 health pandemic and the resulting stay-
at-home order.
The Strategic Digital Transformation Investment Program is a comprehensive approach to
planning for and funding digital transformation efforts throughout the city. The purpose of this
new program is to provide an annual investment strategy, not a commitment for spending, by
outlining a five-year expenditure plan for future digital transformation and technology projects
and the corresponding revenues necessary to pay for them.
The Capital Improvement Program reflects the city’s ongoing commitment to maintaining
facilities to the highest standards of quality for our community today and in the future. It is a
planning document, not a commitment for future spending. The 15-year program outlines the
expenditure plan for future capital projects and the corresponding revenues to pay for those
expenditures.
June 8, 2021 Item #11 Page 2 of 336
Discussion
Operating budget
The annual operating budget is the most significant expression of how City Council policies are
translated into daily operations. The City Council sets the overall policy direction for Carlsbad
and helps staff prioritize programs, projects and services to support that direction.
City Council goal-setting has historically been an opportunity to clarify city policy priorities and
inform how resources are allocated in the city budget. Staff held workshops with the City
Council to discuss priorities on Feb. 4, 2021, Feb. 11, 2021, and March 11, 2021, and the City
Council approved the following four priorities as areas of focus for the upcoming fiscal year:
• Engage the community through a citizens committee to create a new plan to manage
growth in Carlsbad in a way that maintains an excellent quality of life
• Reduce the homeless unsheltered population, among those who want help, by 50
percent within five years
• Bring the Fire Department into conformance with the Standards of Cover evaluation1
• Conduct a facilitated City Council workshop to work on team building and City Council
communication and an ethics ordinance to support the delivery of superior public
service
Staff presented work plans to put the City Council’s goals into operation at the council meetings
on April 27, 2021, May 4, 2021, and May 11, 2021. The approved work plans are integrated
throughout the city’s fiscal year 2021-22 operating budget and Capital Improvement Program.
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. The
operating budget’s principles and fiscal recovery priorities help guide the city’s evolution
through uncertain times, supporting economic recovery through changes to our policies and
programs where applicable, focusing on resiliency over the long-term by using temporary
solutions to bridge revenue losses expected in the short-term and seeking new ways to conduct
work through efficiencies and new platforms or service models.
The City Council has a policy of maintaining a reserve with the target balance of 40% of the
General Fund operating budget. These are the cash balances made available from the prudent
fiscal policy of producing a balanced budget annually, and at times seeing unexpected
revenues, or expenditures coming in lower than the budget. One of the purposes of this reserve
is to protect against cyclical swings in the economy and to fund large one-time expenditures.
The City Council’s recently set goals employ a strategy of using $5.9 million of the General Fund
reserves to fund one-time expenditures to effectively execute the goals. The additional one-
time expenditures funded by reserves result in a projected deficit in FY 2021-22. Excluding the
one-time expenditures, the city projects an operational surplus.
The recommended Preliminary General Fund Operating Budget totals $184.4 million, with
estimated revenues of $178.8 million. General Fund revenues provide a representative picture
of the local economy. These revenues are of particular interest because they contain most of
1 The Standards of Cover evaluation identified both the current deployment performance of the Fire Department
and the city’s desired service levels and then assessed the city’s ability to provide them. This evaluation was begun
by an outside consultant in 2019 and completed and presented to the City Council on May 19, 2020.
June 8, 2021 Item #11 Page 3 of 336
the discretionary funds that pay for basic city services, such as police, fire, library and cultural
arts services, street and park maintenance and recreation. A summarized outlook of the major
General Fund revenues can be found in the operating budget overview (Exhibit 1).
The operating budget overview also contains a detailed look at expenditures by type, General
Fund transfers to other funds and information about the City Council contingency fund. The
chart below shows the adopted FY 2020-21 General Fund budget as well as the proposed FY
2021-22 budget.
General Fund summary for FY 2021-22
(in millions)
Adopted
budget
2020-21
Proposed
budget
2021-22
Total revenues $ 164.8 $ 178.8
Expenditure base for personnel, services, and programs 154.7 175.9
Revenues over base expenditures 10.1 2.9
City Council contingency, capital outlay, and transfers 8.9 8.5
Total expenditures 163.6 184.4
Revenues over total expenditures $ 1.2 $ (5.6)
The proposed budget for next fiscal year includes 772.25 permanent full- and three-quarter-
time employees, an increase of 24.5 compared to the FY 2020-21 adopted budget. Additionally,
there is a proposed increase of 7.222 part-time employees, for a net personnel increase of
31.72.
The proposed additional employees in support of the City Council’s FY 2021-22 goals include
the:
• Police Department’s addition of three full-time positions in support of the City Council’s
goal to reduce the city’s homeless unsheltered population
• Housing & Homeless Services Department’s addition of a new Director, Housing Services
Manager, Program Manager and Management Analyst in support of the City Council’s
goal to reduce the city’s homeless unsheltered population
• Fire Department’s addition of nine full-time Paramedic Firefighters, three full-time
Emergency Medical Technicians and 3.0 hourly, full-time equivalent emergency medical
technician personnel in support of the City Council’s goal to meet the department’s
Standards of Cover
The operating budget overview contains a full breakdown of personnel costs for the General
Fund and a comprehensive list of all full-time additions.
Lastly, enterprise fund revenues, including those from water, wastewater services and solid
waste management and the city’s golf course, are projected at $79.1 million, a $1.2 million or
1.6% increase over projected FY 2020-21 revenues. The budgeted expenditures are estimated
at $86.4 million for FY 2021-22, which is an increase of $2.9 million or 3.5% over the FY 2020-21
2 Part-time personnel figures are presented as their hourly, full-time equivalent basis.
June 8, 2021 Item #11 Page 4 of 336
adopted budget. A more detailed look at the year-over-year variances in the city’s enterprise
funds, as well as information about the city’s other special revenue funds, can be found in the
operating budget overview (Exhibit 1).
Capital Improvement Program
Carlsbad’s philosophy is to take a proactive, long-range planning approach to building and
maintaining high quality facilities and infrastructure that support the needs and priorities of the
community. Projects in the Capital Improvement Program, or 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. The CIP is organized into several classifications,
including planning, maintenance and operations, capital projects, including both regulatory and
policy-driven projects as well as community enhancement, and project accounting.
Estimated budget information is shown for a 15-year period to provide the most
comprehensive information about known future projects. One project, Fire Station 4, was
removed from the list of future projects. All future construction costs are estimates and are
reviewed and further refined every year. A more detailed look at the city’s strategy to invest in
the quality of life through its capital improvements and how the city evaluates projects can be
found in the CIP document (Exhibit 3).
Overall, the FY 2021-22 CIP outlines $56.2 million in new appropriations to provide additional
funding for the continuation of existing projects as well as funding for 20 new projects.
Projected revenues during the same fiscal year are estimated at $65.8 million. The following
table details appropriations by project type.
Capital Improvement Program projects for FY 2021-22 appropriations by type
(in millions)
Percent Total cost
Civic projects 15% $ 8.2
Parks 4% 2.6
Drainage 13% 7.2
Sewer 20% 11.5
Water and recycled water 6% 3.1
Transportation 42% 23.6
Total 100% $ 56.2
Strategic Digital Transformation Investment Program
Connected Carlsbad: An inclusive city innovation roadmap, presented to the City Council in
January 2019, was designed to provide a high-level, organized guide to the principles that
matter to the city in creating a more connected community. The Strategic Digital
Transformation Investment Program, or SDTIP, expands Connected Carlsbad to include a
strategy for evaluating and prioritizing projects and a five-year investment roadmap that
includes estimated costs and timelines. This new investment program continues to be
organized into the five primary goal areas approved by the City Council in Connected Carlsbad.
Estimated budget information in this program is shown for a five-year period to provide the
most comprehensive information about known future projects. Two projects,
June 8, 2021 Item #11 Page 5 of 336
OKTA/ServiceNow Identify Automation and teleconferencing services for public meetings, were
removed from the list of future projects. Spending authority in future years is not granted until
adoption of the annual proposed SDTIP budget associated with each year. More information
about the city’s strategy to invest in digital transformation and how the city evaluates these
projects can be found in the SDTIP document (Exhibit 2).
The FY 2021-22 SDTIP outlines 33 continuing and new projects planned over the next five years
at an estimated total cost of $26.9 million. The city has already appropriated $11.5 million
toward these projects. Approximately $4.9 million in new appropriations are proposed to
execute the FY 2021-22 projects. The estimated costs over the course of the following four
years is estimated to require additional funding of $10.5 million for the continuation of existing
projects as well as funding for new projects. The table below presents estimated total project
costs by primary goal area in Connected Carlsbad:
Strategic Digital Transformation Investment Program projects for FY 2021-22 appropriations
by Connected Carlsbad goal area
(in millions)
Percent Total cost
Pursue communitywide digital transformation 49% $ 13.1
Build capacity for data-driven decision making 3% 0.8
Foster a vibrant civic engagement culture 6% 1.6
Enhance accessibility and transparency 6% 1.7
Promote security and sustainability through connectivity 36% 9.7
Total 100% $ 26.9
Changes to the FY 2021-22 Operating Budget, Strategic Digital Transformation Investment
Program and Capital Improvement Program from preliminary to final versions
Staff made the following changes to the operating budget since the preliminary budget was
presented to the City Council on May 18, 2021:
• Updated the Capital Improvement Program Summary by Fund tables within the Capital
Improvement Program for updated Year 4 estimated costs for the Veteran’s Memorial
Park, within Community Facilities District No.1.
• Updated the personnel allocations exhibit to adjust the prior year adopted budget by
3.0 full-time equivalent positions, related to the city’s homeless services initiative.
• Created the new Housing & Homeless Services Department and moved approximately
$3.6 million of maintenance and operating expenditures budget into the new Homeless
division of this department. Also, moved approximately $660,000 in personnel budget
from other departments and divisions into the Homeless division of the Housing &
Homeless Services Department budget.
These changes impacted the individual department budgets for Police Support
Operations, Housing Services, and the Affordable Housing Trust Fund. These changes
also impacted the Budget Expenditure Summary within the Expenditure Summary in the
Operating Budget Overview. Although total expenditures remain the same,
approximately $200,000 of costs shifted from the special revenue fund category to the
General Fund. There is a similar overall increase to the other General Fund expenditures
June 8, 2021 Item #11 Page 6 of 336
tables in the Overview, including by expenditure type, personnel costs, and by
department.
• Minor text revisions throughout.
Gann appropriations limit
In addition to adopting the Operating Budget, the City Council is asked to adopt the Gann
Appropriations Limit as required by Article XIIIB of the California Constitution. This limit creates
a restriction on the amount of revenue that can be appropriated for spending in any fiscal year.
The revenues that are subject to this limitation are those considered “proceeds of taxes.” The
basis calculating the Gann limit began in FY 1978-79 and is adjusted each year based on
population growth and inflation. The city’s spending limit for FY 2021-22 is calculated at $542
million and the calculation of the city’s spending projections subject to the limit is $149 million,
well below the legal limit for the coming fiscal year.
General fees, charges for services and development impact fees
The city conducts a comprehensive cost of service study every five to seven years to update the
calculation of the cost and confirm that fees and charges for service do not exceed the updated
cost. Most recently, on May 18, 2021, staff presented an update to the preliminary findings of a
comprehensive cost of service study that was initially presented to the City Council on Dec. 10,
2019, for most general city fees and development service fees. The City Council provided the
following direction to staff:
• Implement the updated fee structures included in the Final Cost of Service Study and
Fee Schedule Update Report dated May 6, 2021.
• Increase existing fees to the low end of the industry trend in cost recovery range,
limited to a maximum annual increase of 10%.
• Adopt a new fire prevention fee not previously included in the Master Fee Schedule at
the low end of the industry trend in cost recovery range.
Additionally, each year city staff evaluate and propose changes to fees and charges for services
not included in the comprehensive fee study, such as ambulance fees and trash service fees.
The results of this annual review are captured in the city’s Master Fee Schedule to ensure that
the fees being charged do not exceed direct and indirect costs of providing the service. Based
on the analysis for FY 2021-22, including fees included in the fee study and those evaluated
outside of the study, staff is recommending the rates presented in the updated Master Fee
Schedule in the attached Exhibit 10, Attachment A. This includes three new fees:
• Shooting range hazardous waste disposal fee charged to recover increases in hazardous
waste disposal costs at the Safety Training Center shooting range. This fee will offset
costs associated with increases in hazardous waste disposal fees, materials required to
package hazardous waste and transportation costs. The fee is based on city costs to
purchase packaging material and city costs to hire third-party contractors to collect,
transport and dispose of this hazardous waste at special disposal sites.
• Fats, oils, and greases fee charged to food establishments to cover the cost of inspection
and compliance efforts to help prevent sanitary sewer overflows. The fee is based on an
assessment of cost and considered survey data from other cities and wastewater
June 8, 2021 Item #11 Page 7 of 336
agencies that would apply to city services associated with this fee. Staff time includes
on-site inspection of prevention practices including inspection of employee educational
records, cleaning records, best management practices such as sink drain traps and trash
receptacles for food solids, and inspection of grease devices. The fee also accounts for
employee travel-time, record keeping, and educational materials provided to the food
establishment.
• Potable water shutdown fee to recover costs when a developer connects into a main
line and Utilities staff must turn valves to shut off the water during the connection
process. Staff time includes shutdown planning, on-site presence during construction
activities and ensuring consistent water quality. The cost recovery basis uses the
comparable data of a recycled water shutdown, which is captured in this year’s fee
schedule update.
Documents showing that these fees do not exceed the reasonable cost the city incurs in
providing the service associated with the fee are on file with the departments that charge these
three new fees. The proposed Master Fee Schedule also includes the elimination of fees for
sewer benefit areas A, B, G, J, L, and M and Bridge and Thoroughfare District No. 1 because
recent assessments concluded that sufficient funds have been collected to fulfill the project
costs associated with these fees.
Increases to the city’s trash collection rates are set by the contracted service provider and go
into effect July 1, 2021. Details on these rates can be found in the Master Fee Schedule (Exhibit
10, Attachment A).
FY 2020-21 adjustment to the Capital Improvement Program budget
Staff request the following adjustments to increase appropriations based on an updated
assessment of the respective funds.
On Jan. 26, 2021, Utilities Department staff presented an item to the City Council related to
Amendment No. 5 to the Project Agreement between the City of Carlsbad and the City of Vista
for construction of the Agua Hedionda sewer lift station and Vista/Carlsbad interceptor sewer
reaches VC11B-VC15. As part of this item, staff recommended the City Council adopt a
resolution to authorize the deputy city manager, administrative services, to appropriate
additional funds from the Sewer Replacement Fund to the Project Budget in the amount of
$1,200,000. This additional appropriation was needed to complete the estimated remaining
work and staff expenses for the project. The City Council approved this resolution no. 2021-031.
Upon additional investigation, staff determined that language contained in the approved
Resolution No. 2021-031 stated the additional appropriation needed to be from the Sewer
Replacement Fund, when it should have included language that the appropriation was to be
from the Sewer Connection Fund. Therefore, staff is recommending the City Council adopt the
proposed resolution to resolve this issue and appropriate additional funds of $1.2 million from
the Sewer Connection Fund to fund the construction work at the Agua Hedionda Sewer Lift
Station and Vista/Carlsbad Interceptor Sewer Reaches VC11B-VC15 incurred under Amendment
No. 5 of the Project Agreement between the City of Carlsbad and the City of Vista.
June 8, 2021 Item #11 Page 8 of 336
FY 2021-22 Diversity, Equity and Inclusion Program Options
At the City Council meeting on May 18, 2021, in which staff presented the Preliminary FY2021-
22 Operating Budget, the City Council directed staff to return with information regarding work
that had already been done in the area of diversity, equity and inclusion and options for how to
continue that work, including the potential use of $150,000 of budget surplus funds to increase
work in this area. The attached Exhibit 14 provides information related to this request,
including the option to add a Senior Program Manager position to enhance and manage a
diversity, equity, and inclusion program. The estimated cost of the proposed senior program
manager position, including salary and benefits, is $162,000. Other costs associated with
developing and implementing a diversity, equity and inclusion work plan and growing the new
program would be paid for using available funds in the FY 2021-22 Operating Budget.
Fiscal Analysis
The fiscal impact of the proposed budgets is detailed in the attached schedules.
Next Steps
Once adopted, the attached schedules and any adjustments made through an approved City
Council motion will become the spending plan for FY 2021-22.
Environmental Evaluation (CEQA)
In keeping with Public Resources Code Section 21065, the action of adopting the prioritizing
and fund allocation program for the FY 2021-22 Capital Improvement Plan does not constitute a
“project” within the meaning of the California Environmental Quality Act in that it has no
potential to cause a direct physical change in the environment, or a reasonably foreseeable
indirect change in the environment, and therefore does not require environmental review.
No physical activity will occur until all required CEQA review is conducted at the time individual
projects listed in the CIP are undertaken. Attachment 11A describes each of the CIP project
activities and indicates the anticipated environmental review requirement of the project under
CEQA based on information available at this time. Most of the projects can be found
categorically exempt from CEQA review and will not be subject to any further environmental
analysis unless the scope of any project changes or additional information becomes available to
indicate that environmental review will be necessary.
Public Notification and Outreach
A staff presentation to the City Council for the Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program was held on May 18,
2021. Notices on the proposed fee changes were published in the newspaper and sent to the
Building Industry Association and San Diego Gas & Electric.
The Operating Budget, Strategic Digital Transformation Investment Program and Capital
Improvement Program for FY 2021-22 is on file with the Office of the City Clerk and on the city’s
website at carlsbadca.gov/departments/finance/city-budget.
The Capital Improvement Program project details and interactive map is also available to the
public on the city’s website and can be found at carlsbadca.gov/departments/public-works.
June 8, 2021 Item #11 Page 9 of 336
Exhibits
1. FY 2021-22 Final Operating Budget Summary
2. FY 2021-22 Strategic Digital Transformation Investment Program Summary
3. FY 2021-22 Capital Improvement Program Summary
4. Resolution of the City Council of the City of Carlsbad adopting the final Operating Budget,
Strategic Digital Transformation Investment Program and Capital Improvement Program for
FY 2021-22 for the City of Carlsbad and establishing controls on changes in appropriations
for budget funds
5. 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 FY 2021-22 and
establishing controls on changes in appropriations for budget funds
6. Resolution of the Community Development Commission of the City of Carlsbad adopting the
final Operating Budget of the Carlsbad Housing Authority for FY 2021-22 and establishing
controls on changes in appropriations for budget funds
7. 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 FY 2021-22 and establishing controls on changes in appropriations
of budget funds
8. Resolution of the City Council of the City of Carlsbad, acting as the 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 FY 2021-22 and establishing controls on changes in appropriations for
budget funds
9. Resolution of the City Council of the City of Carlsbad establishing the FY 2021-22 Gann
Appropriations Limit as required by Article XIIIB of the California State Constitution and state
law
10. Resolution of the City Council of the City of Carlsbad adopting changes to the Master Fee
Schedule
11. Resolution of the City Council of the City of Carlsbad approving the City of Carlsbad’s share
of the FY 2021-22 Operating and Capital Budgets of the Encina Wastewater Authority
12. Resolution of the City Council of the City of Carlsbad determining that the FY 2021-22 Capital
Improvement Program Budget is consistent with the General Plan and the Climate Action
Plan
13. Resolution of the City Council of the City of Carlsbad approving an adjustment to the FY
2020-21 Capital Improvement Program Budget
14. FY 2021-22 Diversity, Equity & Inclusion Program Options
15. Amended Notice of Joint Public Hearing
16. Correspondence – Memo to the City Council from the Library Board of Trustees
June 8, 2021 Item #11 Page 10 of 336
INTRODUCTION
The annual budget is the most significant expression of how City Council policies are translated into
daily operations. In this document, you will see where the city gets the money it uses to carry out its
mission and how that money will be spent during the fiscal year that begins July 1, 2021.
More than a spending plan, the annual budget is also intended to provide a window into the complex
and dynamic economic environment within which your local government operates. As such, this
document reviews local, state and national trends affecting city finances, as well as demographic
information, regulations and policies that affect how, when and where the city invests resources.
READERS GUIDE
Some of the information included in this budget document is required by state law. Other details are
provided for context and transparency. More than anything, city staff have prepared this budget to
serve as a practical guide and tool for ensuring the City of Carlsbad lives up to 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.
STRATEGIC DITIGITAL TRANSFORMATION INVESTMENT
PROGRAM
•Major city digital transformation projects (online permitting, records management system,
police computer aided dispatch system, hardware and software, security strategy, etc.).
•How projects are identified and prioritized.
•Sources of funding and long-term plan.
CAPITAL IMPROVEMENT PROGRAM
•Major city construction projects (roads, water and wastewater system, parks, etc.) included
in this year’s budget.
•How projects are identified and prioritized.
•Sources of funding and long-term plan.
Exhibit 1
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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.
June 8, 2021 Item #11 Page 12 of 336
PUBLIC ENGAGEMENT
The City of Carlsbad is committed to engaging community members in decisions affecting their lives.
The city budget is influenced by input received throughout the year as well as specific feedback
during the budget creation process. Every other year, the city seeks feedback from residents through
a statistically representative telephone survey. This feedback helps inform City Council goals and
priorities for the year ahead.
Due to the COVID-19 pandemic’s restrictions on in-person gatherings, the city adapted its public input
channels so community members could continue to share their ideas through online platforms.
Budget process
Public input specific to the budget process involved four main opportunities: City Council goal-setting,
presentation of goal work plans, presentation of the preliminary budget and the budget adoption
public hearing.
Top Issues
Survey feedback and input gathered throughout the year identified growth and homelessness as two
top concerns among City of Carlsbad residents. Managing traffic and affordable housing were also
significant issues, as was economic revitalization.
Goal setting
The City Council gat gathered in February and March 2021 for three public workshops to develop
goals for the fiscal year 2021-22 budget. Taking into account work that was already put in motion
through public input into the fiscal year 2020-21 budget, the City Council asked staff to focus on three
main areas:
• Engage the community through a citizens committee to create a new plan to manage growth
in Carlsbad in a way that maintains an excellent quality of life.
• Reduce the homeless unsheltered population, among those who want help, by 50% within
five years, with quarterly reports until we decrease the unsheltered homeless population or
five years.
• Bring Fire Department into conformance with Standards of Cover evaluation.
In addition to these three goals, the fiscal year 2021-22 budget reflects three priorities the City
Council asked to be integrated into day-to-day activities. These include early and meaningful public
engagement, technology infrastructure, and diversity, equity and inclusion.
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CARLSBAD, CALIFORNIA
The City of Carlsbad is situated in north
San Diego County where a great climate,
beautiful beaches and lagoons, and
abundant natural open space, combine
with world class resorts, family
attractions, well-planned
neighborhoods, a diverse business
sector and a charming village
atmosphere to create the ideal
California experience.
June 8, 2021 Item #11 Page 15 of 336
CITY GOVERNMENT
The City of Carlsbad is a municipal corporation following the council-manager form of government.
The City Council, the city’s legislative body, defines the policy direction of the city. The city
manager oversees the day to day operations of the city. The City of Carlsbad also has an elected City
Clerk and City Treasurer.
DISTRICTS
The City Council consists of an elected
mayor and four elected council members.
Each serves a four-year term. The city
recently switched to a system where City
Council members are elected by
district instead of at large or citywide.
CHARTER CITY
There are two types of cities in California –
charter and general law. Charter cities
follow the laws set forth in the state’s
constitution along with their own adopted
“charter” document. General law cities
follow the laws set forth by the state
legislature.
In 2008, City of Carlsbad residents voted to approve the charter city measure, Proposition D, by 82%.
The charter gives 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.
June 8, 2021 Item #11 Page 16 of 336
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
June 8, 2021 Item #11 Page 17 of 336
RESIDENT INCOME
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Mean Household Income Comparison
Carlsbad San Diego County National
June 8, 2021 Item #11 Page 18 of 336
EDUCATION
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
Less than high
school
High school
graduate
Some college,
no degree
Associate's
degree
Bachelor's
degree
Graduate or
professional
degree
Educational Attainment Comparison
Percent of Population over 25 years old
National California San Diego County Carlsbad
June 8, 2021 Item #11 Page 19 of 336
RACE AND HISPANIC ORIGIN
White alone 84.9%
Black or African American alone (a) 0.9%
American Indian and Alaska Native alone (a) 0.2%
Asian alone (a) 8.0%
Native Hawaiian and other Pacific Islander alone (a) 0.2%
Two or more races 4.3%
Hispanic or Latino (b) 13.9%
a. Includes persons reporting just one race
b. Hispanic people may be of any race, so they are also included in applicable race categories
HOUSEHOLDS
TECHNOLOGY
June 8, 2021 Item #11 Page 20 of 336
TAX BASE
TOP SALES TAX GENERATORS*
Apple Stores Costco Wholesale Lexus Carlsbad
Applied Bio-Systems Fashionphile Life Technologies
Bob Baker Chrysler/Dodge/Jeep/Ram Genmark Diagnostics Lowe’s Home Center
Bob Baker Hyundai Hoehn Buick/GMC/Cadillac Premier Chevrolet of Carlsbad
Bob Baker Mazda Hoehn Motors Shell Service Stations
Bob Baker Subaru Jaguar/Land Rover Carlsbad Tesla
Canyon Bicycles USA JP Morgan Chase Bank Toyota Lease Trust
Chevron Service Stations Ken Grody Ford Toyota Scion
Vons Grocery Company
*alphabetical order
TOP PROPERTY TAX CONTRIBUTORS
Taxpayer
2020 Taxable
Assessed Value
% of Total City
Net Assessed Value
Poseidon Water Desalination Plant $435,303,442 1.24%
Grand pacific Carlsbad LP $356,844,999 1.02%
La Costa Glen Retirement Community $269,065,704 0.77%
Legoland California, LLC $253,190,367 0.72%
La Costa Resort & Spa $239,566,369 0.68%
Levine Investments Limit Partnership $218,530,656 0.62%
The Forum Shopping Center $202,532,608 0.58%
The Shoppes at Carlsbad $173,987,418 0.50%
Park Hyatt Aviara Resort $157,395,000 0.45%
La Costa Town Center, LLC $146,563,211 0.42%
June 8, 2021 Item #11 Page 21 of 336
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
June 8, 2021 Item #11 Page 22 of 336
TOP EMPLOYERS
Name Industry Employees
ViaSat, Inv. Information Technology 2,345
Legoland California Hospitality and Tourism 2,300
Thermo Fisher Scientific Life Sciences 1,982
Omni La Costa Resort & Spa Hospitality and Tourism 1,300
Carlsbad Unified School District Education 1,056
TaylorMade Golf Company Action Sports 960
Gemological Institute of America Research and Education 856
City of Carlsbad Government 748
Nortek Security & Control Information Technology 637
HM Electronics, Inc. Information Technology 571
Optum RX, Inc. Mail Order Pharmacy 571
TOURISM ECONOMY
June 8, 2021 Item #11 Page 23 of 336
June 8, 2021Item #11 Page 24 of 336
FISCAL ISSUES & FINANCIAL MANAGEMENT
June 8, 2021 Item #11 Page 25 of 336
ECONOMIC AND FISCAL ISSUES FACING THE CITY
Over one year ago, the unprecedented impacts of the Coronavirus Disease 2019 (“COVID-19”) began
challenging the City of Carlsbad, the state of California, the nation, and the entire world. 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 governor introduced a tiered reopening system, called the “Blueprint
for a Safer Economy” on August 28, 2020, imposing criteria on tightening and loosening COVID-19
allowable activities. The governor has since stated that the California economy will fully open on June
15 if vaccine supply is sufficient and if hospitalization rates are stable and low. At the time of
developing the Fiscal Year 2021-22 Proposed Budget, the world, nation, state and city continues to
grapple with the ongoing economic effects of COVID-19.
The economic impacts of COVID-19 to the federal, state, and regional economies have been
unparalleled, impacting all businesses. However, there have been disproportionate impacts
depending on industry, size of business, and even ownership structure. In Carlsbad, the most
profound effects have been concentrated in the restaurant, travel, entertainment and leisure &
hospitality sectors. Prior to the pandemic, Carlsbad boasted a low unemployment rate of 2.9%. At the
height of the pandemic, unemployment spiked to 13.8%. Unemployment improved to a low of 5.7%
in November, before rising to 6.6% in December amid the surge of cases and corresponding health
orders. Since then, unemployment has dropped again and was at 5.6% in March.
To spawn economic recovery, a number of federal, state and local programs were approved,
providing substantial resources for businesses. This includes the American Rescue Plan, the Paycheck
Protection Program, for which Carlsbad companies were recipients at a higher rate than any other
North County city in the first round; the State of California Small Business Relief Program, and
Carlsbad’s Economic Recovery and Revitalization Initiative. Due to many of these programs,
traditional debt-financing has been less appealing for businesses. National interest rates remain
lower than pre-pandemic levels, with one-year rates at 0.06% in March. Ten-year rates have
rebounded to 1.73% in March.
Preparing a budget for a full-service city always has its share of unknown variables. Doing so in the
midst of restricted economic activity caused by a global pandemic elevates the level of uncertainty. It
requires extensive planning and adapting as the economy recovers. The city has incurred many
expenses related to the pandemic, some of which are expected to be reimbursed. However, the local
emergency is still in effect and it is unknown when it will be lifted. As most restrictions are planned to
cease in June, the city will have a clearer picture of our revenue outlook. It is impossible to anticipate,
at this point, the depth and duration of the economic downturn caused by the pandemic.
Maintaining good fiscal health must remain a top priority. Meeting this objective preserves the city’s
ability to continue providing important programs and services to the community. Past economic
challenges and prudent financial planning have provided opportunities for developing solutions to
address lost revenues while preserving vital services. Revenues, along with the local economy, are
expected to begin to recover as COVID-19 restrictions are lifted, but this recovery will be partially
offset by the loss of federal and state aid that was provided. Some sectors like leisure & hospitality
are projected to recover slower than others, which could have a lasting impact on the city’s third
largest revenue source, transient occupancy tax. Expenditures and revenues will need to be closely
monitored as a result, disciplined spending and long-term financial planning remain critical to
ensuring the future sustainability of important city programs and services.
June 8, 2021 Item #11 Page 26 of 336
Long-Term Financial Planning
Strategic planning begins with determining the city's fiscal capacity based upon long-term financial
forecasts of recurring available revenues and future financial obligations. Prior to the adoption of the
annual budget, the finance department will prepare a Ten-Year Financial Forecast (“Forecast”) that
evaluates known internal and external issues impacting the city's financial condition. The Forecast is
intended to help the city 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 the city’s limited resources, to ensure the
continuation of core city services. The purpose of the plan is to provide the City Council, key
stakeholders, and the public an overview of the city’s fiscal health based on various financial and
service level assumptions over the next ten years; 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 also takes into consideration Council Policies that need to be met
on an annual basis including General Fund reserve guidelines, pension funding guidelines, etc. Should
projected expenditures exceed projected revenues in any given year, the City Manager will need to
identify steps to mitigate the shortfalls prior to presenting a balanced budget to the City Council for
consideration during the annual budget development process.
It should be noted that the Forecast is a snapshot in time and will change as additional information is
made available and incorporated into the fiscal projections. COVID-19 and the economic uncertainty
associated with the pandemic period has increased the volatility of projecting future revenues.
The city prepares a long-term financial model for both capital and operating needs. 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, a fifteen-year Capital Improvement Program, and a
five-year Strategic Digital Transformation Investment Program. As part of the Capital Improvement
Program and new Strategic Digital Transformation Investment Program, the city annually calculates
the amounts needed to pay for the various projects and calculates the anticipated operating budget
impacts. In this way, the city can anticipate the effects of development from both a capital and an
operating perspective.
One important initiative the city has undertaken to ensure its financial health is the development of
an Infrastructure Replacement Fund. With this fund, the city sets aside a portion of General Fund
revenues on an annual basis for major maintenance and replacement of its infrastructure. Much of
the city’s infrastructure is relatively new; thus, the city is just now experiencing the impact of
maintenance requirements. By setting aside funds now, the residents of Carlsbad can be assured that
June 8, 2021 Item #11 Page 27 of 336
the proper maintenance and replacement, as needed, will be performed on streets, parks, and many
facilities for which the city is responsible.
Employee retirement costs continue to require ongoing prudent fiscal management. City Council
issued a pension funding policy to codify its commitment to ensure that resources will be available to
fulfill the city’s contractual retirement promises to its employees, and to minimize the chance that
the funding of these benefits will interfere with providing essential services to the community. The
policy outlines a funding discipline to ensure that adequate resources will be accumulated in a
systematic and disciplined manner to fund the long-term cost of benefits to the plan participants and
annuitants. Overall funding levels of the city’s plans are reviewed annually and the City Council
recently approved an additional discretionary contribution of $10 million to boost the city’s funding
level beyond 80%, the city’s minimum targeted level. While this enhances the city’s funding position,
risks remain in the system. Required employer contributions will continue to increase over the next
few years and actual contribution increases could exceed expectations if future investment return
rates or other factors are unfavorable.
Revenue and expenditure growth projections
The city’s Forecast considers the annual growth of all currently known elements of city revenues and
expenditures. Projecting revenues is particularly difficult when considering the short-term impacts of
COVID-19 on the economy, leaving the timing of an economic rebound and future growth volatility
uncertain. When forecasting expenditures, some of the major factors considered are rising healthcare
and workers’ compensation costs, underperforming pension programs, and general inflation in both
personnel and operating expenditures. Currently, the city projects expenditure growth will outpace
revenue growth in the near future. In order to support the increase in ongoing costs, the city will
need to consider alternative options, such as ways to increase economic activity that will drive
sustainable increases in the city’s current revenue base, an expansion of the city’s revenue base or a
reduction of the city’s current service offerings and associated costs.
American Rescue Plan Act
The American Rescue Plan Act of 2021 was passed on March 11, 2021 which allocated $12.6 million in
COVID-19 recovery funds to the city. The American Rescue Plan Act provides an infusion of resources
to help turn the tide on the pandemic, address its economic fallout and lay the foundation for a
strong recovery. In accordance with the American Rescue Plan Act, funds are allowed to be used
through Dec. 31, 2024 and may be used to:
• support urgent COVID-19 response efforts,
• replace lost public sector lost revenue,
• support immediate economic stabilization, and
• address systemic public health and economic challenges.
The funds are restricted from being used to offset tax cuts or for pension liabilities. These funds will
be provided in two tranches: the first tranche, in which $6.3 million was received in May 2021, and
the second tranche, which will be provided no later than May 2022. The city plans to use the funds as
a replacement of revenue to partially offset the negative economic impacts from the pandemic. To
substantiate the use of these funds for revenue replacement, the American Rescue Plan Act requires
the city to demonstrate the extent of revenue reduction. Additional guidelines are still expected and
pending from the United States Department of the Treasury. Following the current guidance, the
city’s revenue loss from the COVID-19 pandemic is estimated to have resulted in a total projected
revenue loss of more than the $12.6 million available.
June 8, 2021 Item #11 Page 28 of 336
FINANCIAL MANAGEMENT POLICIES
Revenue Policies
The development and maintenance of balanced and reliable revenue streams will be the primary
revenue objective of the city. Efforts will be directed to optimize existing revenue sources while
periodically reviewing potential new revenue sources. 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,
strategic digital transformation investment and capital budget 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.
June 8, 2021 Item #11 Page 29 of 336
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.
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 the
City Council. Otherwise, these financial forecasts will be used as a tool during the development of the
annual budget process and to set utility rates as needed.
Reserve Policies
The city formally mandates the levels at which reserves shall be maintained for the General Fund and
informally sets minimum target levels for the Enterprise and Internal Service Funds.
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
June 8, 2021 Item #11 Page 30 of 336
process and setting utility user rates and charges will be used to achieve and maintain the target
reserve level.
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, or ADC, provided by CalPERS,
funding the full amount of the ADC each year, maintaining no less than a combined minimum of 80%
funded ratio, and demonstrating accountability and transparency by communicating all information
necessary for assessing the city’s progress toward meeting its pension funding objectives.
June 8, 2021 Item #11 Page 31 of 336
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.
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 2021-22 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 2020-21 Expenditure Limit $509,009,448
% Population growth within Carlsbad 1.0073
Growth in California per capita income X 1.0573
Net Increase Factor 1.0650
Fiscal Year 2021-22 Limit (2020-21 Limit x Factor) $542,095,062
Current Appropriation of Proceeds of Taxes
(Subject to the Limit) $149,272,129
Carlsbad’s appropriation limit is currently in excess of three and a half times its annual
appropriations. With such a large margin it is unlikely that the city will reach the appropriation limit in
the foreseeable future.
$-
$100
$200
$300
$400
$500
$600
2018 2019 2020 2021 2022MillionsAppropriations Limit by Fiscal Year
Gann Appropriation Limit
Appropriations Subject to Limit
June 8, 2021 Item #11 Page 32 of 336
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 percent (as adjusted by 25 percent per the law) of total assessed property value. As of
June 30, 2020, the city’s calculated debt limit for general obligation debt was $1.3 billion.
The city currently has approximately $62.3 million of debt outstanding at June 30, 2021. Of that $62.3
million, $2.85 million is Redevelopment Tax Allocation Bonds, $13.7 million is water construction
loans and the remainder is debt of financing districts. Outstanding debt obligations of financing
districts (special districts and/or assessment districts) within the city do not obligate the City of
Carlsbad and are not paid from the city’s General Fund. No new debt is anticipated to be issued for
the General Fund in the upcoming year.
Principal
Repayment Retirement Outstanding
Debt Issue Name Source Year at 6/30/21 Principal Interest Total
1993 Redevelopment
Tax Allocation Bonds Tax Increment 2023 2,850,000$ 900,000$ 127,200$ 1,027,200$
CFD #3 2016 Improvement Area 1
Special Tax Bonds Special District 2036 6,935,000$ 360,000$ 174,363$ 534,363$
CFD #3 2016 Improvement Area 2
Special Tax Bonds Special District 2038 11,115,000$ 500,000$ 303,575$ 803,575$
1998 Rancho Carrillo (AD 96-1)
Limited Obligation Assessment 2028 4,710,000$ 485,000$ 586,469$ 1,071,469$
Improvement Bonds District
2013 Reassessment District (AD 2012-1)
Limited Obligation Assessment 2035 22,975,000$ 1,195,000$ 456,633$ 1,651,633$
Improvement Bonds District
State Water Resources Control Board Loans
2005 Construction Loan 2025 2,433,468$ 1,072,798$ 156,824$ 1,229,623$
2006 Construction Loan 2027 6,818,453$ 586,023$ 60,837$ 646,859$
2014 Construction Loan 2050 4,454,264$ -$ -$ -$
Totals 62,291,185$ 5,098,821$ 1,865,900$ 6,964,721$
City of Carlsbad
Outstanding Debt Issues
Debt Service Payments FY 2021-22
Recycled
Water
User Fees
June 8, 2021 Item #11 Page 33 of 336
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.
The legal level of Budgetary Control is the fund level, and expenditures should not exceed
budgeted amounts at the fund level. Budgetary control is maintained through the city’s accounting
system, as well as through monthly reporting on all revenue and expenditure accounts and other
special reports summarizing the financial position of the city. The City Council adopts the formal
budget for all funds prior to the beginning of each fiscal year and may amend the budget, as
necessary by City Council action, throughout the year. All unencumbered, unspent appropriations
expire at year-end unless specifically carried into the new fiscal year in accordance with Council
Policy No. 87-General Fund Surplus Policy.
Internal Controls exist with the accounting system to ensure safety of assets from
misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record
keeping. These internal controls must be established consistent with the sound management
practices based on the cost/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.
June 8, 2021 Item #11 Page 34 of 336
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
• Tyler Court Apartments
Capital Project Funds
• Bridge and Thoroughfare District No. 2 --Poinsettia Lane/Aviara Parkway
• Bridge and Thoroughfare District No. 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
June 8, 2021 Item #11 Page 35 of 336
PROPRIETARY FUNDS Internal Service Funds
• Workers’ Compensation
• Risk Management
• Vehicle Maintenance
• Vehicle Replacement
• Information Technology Maintenance
• Information Technology Replacement
Enterprise Funds
• Potable Water Operations
• Potable Water Connection
• Potable Water Replacement
• Recycled Water Operations
• Recycled Water Connection
• Recycled Water Replacement
• Wastewater Operations
• Wastewater Connection
• Wastewater Replacement
• Solid Waste Management
• Watershed Protection
• The Crossings Golf Course
FIDUCIARY FUND Private Purpose Trust Fund
• Successor Agency to the Redevelopment Agency
June 8, 2021 Item #11 Page 36 of 336
The California Society of Municipal Finance Officers (CSMFO) recognizes those entities with
highly professional budget documents with two levels of certificates. The first level is the
“Meritorious Budget Award,” which requires the entity to meet a very specific list of criteria
defined by CSMFO. The second level is the “Operating Budget Excellence Award,” which
requires that the organization meet even higher criteria which effectively enhances the
usability of the document.
In preparing the budget for fiscal year 2021-22, the city has once again followed CSMFO’s
award criteria. This budget document will be submitted to CSMFO for the fiscal year 2021-22
budget award program.
June 8, 2021 Item #11 Page 37 of 336
Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to City of Carlsbad, California, for its Annual Budget for
the fiscal year beginning July 1, 2020. In order to receive this award, a governmental unit must
publish a budget document that meets program criteria as a policy document, as a financial plan,
as an operations guide and as a communications device.
This award is valid for a period of one year only. In preparing the budget for fiscal year 2021-22,
the city has once again followed GFOA’s award criteria. This budget document will be submitted
to GFOA for the fiscal year 2021-22 budget award program.
June 8, 2021 Item #11 Page 38 of 336
June 8, 2021 Item #11 Page 39 of 336
OPERATING BUDGET OVERVIEW
This section includes a summary of the revenues and expenditures included in the fiscal year 2021-22
operating budget. Spending is presented by funding source, department and type, such as personnel
or maintenance and operations. For context, previous years’ spending levels are often presented
alongside this information.
Detailed summaries of department services and expenditures are included within the five main
sections of the operating budget following this overview. The five city branches include:
• Public Safety
• Public Works
• Community Services
• Administrative Services
• Policy & Leadership
Information about the city’s approach to planning for and funding digital transformation efforts
throughout the city is included in the Strategic Digital Transformation Investment Program section.
Information about capital projects, such as construction of roads and pipelines, the development of
parks and construction and maintenance of city facilities, is included in the Capital Improvement
Program section.
June 8, 2021 Item #11 Page 40 of 336
OPERATING BUDGET REVENUE SUMMARY
The Operating Budget for fiscal year 2021-22
totals $316.8 million, with revenues for the
year estimated at $303.6 million. General Fund
revenues are estimated at $178.8 million and
General Fund budgeted expenditures are
$184.4 million, which includes $5.9 million in
one-time expenditures funded from General
Fund reserves to operationalize the City
Council’s goals. Excluding the one-time
expenditures, the General Fund budgeted
operating expenditures are $178.3 million.
Revenue estimates for the Operating Budget indicate the city will receive a total of $303.6 million in
fiscal year 2021-22, a change of 2.4% or $7.1 million above the estimated fiscal year 2020-21
revenues. General Fund revenues are expected to increase by $6.1 million, compared to the prior
year. Special Revenue funds are projected to decrease by 16.6%, or $2.8 million. Enterprise Fund
revenues are projected to increase by 1.6% or $1.2 million in the upcoming fiscal year. Internal
service funds are increasing as one-time benefits were realized in fiscal year 2020-21 and the
Successor Agency Housing Trust revenues are expected to decrease by $3 million as the loan owed to
the General Fund will be fully repaid by the end of fiscal year 2020-21. More detailed information on
the city’s revenue sources is provided in the following discussion.
The following table shows the total operating revenues anticipated to be received by the city for fiscal
year 2020-21, as well as those budgeted for fiscal year 2021-22.
Estimated Budgeted $%
2020-21 2021-22 Change Change
General Fund 172.7$ 178.8$ 6.1$ 3.5%
Special Revenue 16.6 13.9 (2.8) -16.6%
Enterprise 77.9 79.1 1.2 1.6%
Internal Service 25.1 30.7 5.6 22.4%
Successor Agency Housing Trust 4.1 1.1 (3.0) -73.9%
Total 296.4$ 303.6$ 7.1$ 2.4%
REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
June 8, 2021 Item #11 Page 41 of 336
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues are of
particular interest as they fund basic city services, such as Police, Fire, Library & Cultural Arts, Street
and Park Maintenance, and Recreation programs. The table below provides a summarized outlook of
the General Fund revenues.
The uncertainty of COVID-19 has drastically impacted the city’s ability to accurately forecast sales tax,
transient occupancy tax, income from property and investments, and other revenues. Restrictions on
economic activity imposed by California’s Governor at least partially limited a majority of Carlsbad’s
retail establishments, eateries and hotels. While most of the current restrictions are planned to be
lifted on June 15, 2020, the timing of a return to normalcy and prior levels of economic activity,
particularly in the travel industry, is somewhat unpredictable.
Just under 80% of General Fund revenues are derived from three sources – property tax, sales tax,
and transient occupancy tax. Sales tax receipts and TOT revenues tend to be much more sensitive to
changes in economic conditions, unlike property tax revenues, which remain relatively stable because
of the mitigating effect of Proposition 13, which limits annual growth in assessed values.
Property tax, the largest source of General Fund revenues, is expected to grow by 1.8% in fiscal
year 2021-22. While the residential real estate market in Carlsbad has seen significant increases in
values, commercial property assessed values are expected to remain flat. Due to the uncertainty and
slowdown of economic activity created from the COVID-19 crisis commercial property transactions
have been limited during the prior year due. Proposition 8 allows owners to have their property
temporarily revalued if market value is lower than the factored base year value, posing a risk that
commercial property values could temporarily decrease. Until the economic uncertainty wanes and
small businesses begin to recover, commercial property prices are not anticipated to increase
significantly on an annual basis.
Assessed values on the residential real estate are expected to grow modestly, capped by California’s
Proposition 13. Proposition 13, adopted in 1978, limits the annual increase in assessed values for
property. Under this proposition, assessed values (and the related property tax) can grow by no more
than 2% per year. The value upon which the tax is based is only increased to the full market value
upon the sale of a property. The maximum increase of assessed values, when not sold, is by the
change in California’s Consumer Price Index, which was 1.036% for 2021-22 – below the 2% cap for
Estimated Budgeted $%
2020-21 2021-22 Change Change
Property Tax 75.2$ 76.6$ 1.4$ 1.8%
Sales Tax 39.8 44.0 4.2 10.5%
Transient Occupancy Tax 12.6 18.4 5.9 46.5%
Franchise Taxes 5.7 5.7 (0.1) -1.0%
Business License Tax 5.6 5.8 0.3 4.8%
Development Revenues 2.4 1.9 (0.5) -21.6%
All Other Revenue 31.5 26.4 (5.0) -16.0%
Total 172.7$ 178.8$ 6.1$ 3.5%
GENERAL FUND REVENUES
(In Millions)
June 8, 2021 Item #11 Page 42 of 336
the first time since 2016-17. Residential activity has been driven by low interest rates on mortgages,
pent up demand that built during the shutdown and an increase in the ability to work remotely. The
median price of a single family residence in Carlsbad, based on resale data from Zillow, is up by 13.7%
year over year in March 2021.
Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for
the upcoming fiscal year is based on assessed values from January 2021. Thus, the taxes to be
received for fiscal year 2021-22 are based on assessed values as of January 1, 2021.
Property taxes tend to grow slowly unless there is a significant amount of development-related
activity. In past decades, the city has seen robust growth in property tax revenue due to new
development, high turnover of existing homes, and double-digit growth in housing prices. However,
as the city approaches buildout, development has slowed. Despite historically low interest rates,
slower development combined with minimal commercial property transactions and tax reform has
caused a slowing in property tax growth in the city.
29 29 31 33 35 35 35 41 38 40 444851505457626568727577
$ MillionsFiscal Year
Property and Sales Tax Revenues
Property
Tax
Sales
Tax
June 8, 2021 Item #11 Page 43 of 336
Sales Tax revenues generally move in step with economic conditions and overall Carlsbad’s
economy has been neutral during the pandemic. However, the economic conditions of some
segments have suffered, and others have grown. The restrictions resulting from the COVID-19
pandemic have led to increases in segments like auto sales, construction, drug store sales, chemical
product, food markets and recreational products, while others like restaurants and general retail took
a major hit. The city has also been benefitting from sales tax revenues on internet sales generated as
a result of the Wayfair or AB147 law that went into effect in October 2019.
Up until fiscal year 2019-20, sales tax revenues had improved markedly, peaking in fiscal year 2018-19
at $40.8 million. Easing of the COVID-19 related restrictions is expected to lead to a 10% increase
over fiscal year 2020-21 levels to a total of $44.0 million in sales tax revenues for fiscal year 2021-22.
This is 8% higher than the sales tax peak of $40.8 million in fiscal year 2018-19 and is expected due to
high levels of consumer savings coupled with pent up demand for particular segments.
As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation
(comprised heavily of new auto sales) and general retail sectors, both of which account for over half
of taxable sales in Carlsbad. New auto sales are highly elastic in comparison to economic trends, and
tax revenues from new auto sales fell precipitously during the recession, from $6.7 million in 2007 to
$4.4 million in 2009. Since that dip, auto sales tax revenues hit a high of $9.6 million for the four
quarters ended December 31, 2020. General retail sales tax has suffered substantially over the past
year, decreasing 28% from the prior year to $6.5 million for the four quarters ended December 31,
2020.
Revenues received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of
local public safety services, is included in sales tax revenues.
Transportation, 38.7%
Construction, 3.5%
General Retail,
23.3%
Miscellaneous, 0.7%
Restaurants &
Markets, 15.0%
Business to Business, 18.8%
Sales Tax by Category
Fourth Quarter 2020
June 8, 2021 Item #11 Page 44 of 336
The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT
or hotel tax. TOT is forecasted to increase by 47% in fiscal year 2021-22 when compared to estimated
fiscal year 2020-21 revenues. This increase, while significant, is still lower than peak levels seen in
fiscal year 2018-19. The recovery of TOT is expected to be partial as the city’s hotels are largely driven
by the tourists in the summer and group business travel in the winter. Assuming the economy fully
reopens in June, the summer season expects to be robust. However, with the trend of remote work
and decreased business travel that is largely related to the impacts of COVID-19, the city’s business-
related travel is anticipated to recover slowly.
TOT has historically increased as new hotels, such as the two hotels at the Legoland California Resort,
Cape Rey Carlsbad Beach Resort, and the Westin Hotel have opened. The city saw the opening of the
Home2Suites and the Springhill Suites hotels during fiscal year 2021-22, but the impact of new
openings has been overshadowed by the COVID-19 disease containment and suppression measures.
According to a report from Tourism Economics, San Diego County tourism will see significant growth
in visitation demand of around 28% in calendar year 2021 and another 26% in calendar year 2022.
The projected rebound is driven by lifted travel restrictions and the regions attractiveness for leisure
travel, offset by weak group and business travel. The following few years are expected to increase
steadily as group and business travel become more prevalent and increases in available rooms
continue. The City of Carlsbad currently has approximately 4,812 hotel rooms, 668 timeshares, and
over 315 registered vacation rentals.
0
5
10
15
20
25
30
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021e 2022e$ MillionsFiscal Year
Transient Occupancy Taxes
June 8, 2021 Item #11 Page 45 of 336
Franchise Tax revenue has stabilized over the past
years and is projected at $5.7 million in fiscal year
2021-22. Franchise taxes are paid by certain industries
that use the city’s right-of-way to conduct their
business. The city currently has franchise agreements
for cable TV service, solid waste services, cell sites,
fiber optic antenna systems and gas and electric
services. The solid waste franchise experienced minor
revenue increases that mirror growth in population
and changes in rate structures. Cable TV franchise
revenue is expected to decrease by 5% from $1.5
million to $1.4 million over the next fiscal year due to
decreases in the number of paid subscription services.
This trend will most likely continue in future years as
more subscribers cut cable services and move to
online streaming services.
San Diego Gas & Electric pays franchise taxes for the use of the public land over which they transport
gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures
the franchise taxes on gas and electricity that is transported using public lands, which would not
otherwise be included in the calculations for franchise taxes, due to deregulation of the power
industry. This revenue source is expected to remain flat out over the next several years.
Business license taxes are closely tied to the health of the local economy, and are projected to
increase to $5.8 million in fiscal year 2021-22, a growth of 5% when compared to current year
estimates. This is somewhat in line with projected sales tax revenue increase as businesses either pay
taxes based on the amount of their gross receipts or based on set fees. There are currently about
9,514 licensed businesses in the City of Carlsbad, 416 less than in the prior year with 6,375 of them
located in the city.
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These revenues are difficult to predict, as many of the
planning and engineering activities occur months or years before any actual development.
During fiscal year 2009-10, development-related
revenues began to turn around from historic lows
experienced in fiscal year 2008-09. Since then,
development-related revenues have fluctuated in
line with increases and decreases in residential,
commercial and industrial development. In fiscal year
2021-22, the city expects a 22% decrease in
development related revenues, to approximately
$1.9 million, following higher than anticipated
development activity occurring in fiscal year 2020-21.
The projected decrease in development-related
revenues is tied to the volume and type of
development projected to be permitted, multi-family
0
1
2
3
4
5
6
7
2013 2016 2019 2022e
Franchise Taxes
SDG&E Other
$ Millions
June 8, 2021 Item #11 Page 46 of 336
versus single-family, and a drop in the revenues derived from building fees which occur in the early
stages of development.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged
to funds outside the General Fund for services performed by departments within the General Fund.
Miscellaneous interdepartmental charges are expected to increase by 3%.
Income from investments and property include interest earnings, as well as rental income
from city-owned land and facilities. The city is expected to earn about $2.8 million in interest on its
General Fund investments for fiscal year 2021-22, and another $2.1 million in rental and lease
income. The yield on the city’s portfolio is forecasted to yield an average of 1.5% and cash balances
are expected to remain flat as increases in receipts are projected to be offset by increases in
expenditures as the City Council’s goals are operationalized.
Ambulance fee revenues are estimated at the average of the past five years or $2.6 million. This is
an increase of 3% or $63,000 when compared to current year estimates. The city plans to conduct an
ambulance fee study in fiscal year 2021-22 to review the city’s rates and cost of ambulance service.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad
expects to receive approximately $1.3 million in transfer taxes for fiscal year 2021-22, which is a 2%
increase from fiscal year 2020-21 estimates. The residential real estate market continues to remain
strong as interest rates are at historic lows and are not predicted to increase in the near future, and
there has not been an appreciable change in the housing supply. Housing prices are continuing to
increase in Carlsbad and inventories remain low.
Other intergovernmental revenues include miscellaneous receipts received from the state or
federal governments, as well as local school districts. The city expects to receive the second half of
the estimated American Rescue Plan Act payment, estimated to be $6.6 million in fiscal year 2021-22.
In total for fiscal year 2021-22, intergovernmental funds are expected to decrease by $2.1 million
when compared to the fiscal year 2020-21 estimate as the city is not expecting the same level of
COVID-19 related assistance and does not project receiving grants as they tend to be unpredictable.
All other revenues include recreation fees, other licenses and fees, fines and forfeitures, transfers
in, and other charges and fees. The estimate for fiscal year 2021-22 totals $4.9 million, a $462,000
decrease from the expected fiscal year 2020-21, primarily due to non-recurring reimbursements of
city managed agreements and higher than normal mutual aid response reimbursements received in
fiscal year 2020-21. These decreases are projected to be offset by increases in forecasted recreation
fees and higher miscellaneous licenses and fees due to an increase in economic activity.
June 8, 2021 Item #11 Page 47 of 336
Overall, as reflected in the above bar chart, General Fund revenues are expected to be up 3.5% from
fiscal year 2020-21 estimates as the city begins to recover from the economic downturn caused by
the COVID-19 pandemic. Driven by the removal of COVID-19 related restrictions and pent up
consumer demand, sales tax and transient occupancy tax are the major drivers of the projected
revenue increases. Although property tax is not expected to increase at the rate the city has seen in
its recent past, a small increase is still expected. COVID-19 related revenues and development-related
revenues will see decreases. Many of the increases are forecasted to continue into fiscal year 2022-
23 as the economy recovers from the recession caused by the pandemic.
In the late 1990s the city experienced revenue growth between 9% and 17% due to the opening of
new hotels, restaurants, retail centers, and new home development. Those levels of planned growth
were not sustainable. As new development slows, it will be increasingly more difficult to produce
double-digit growth in revenues. In fact, revenue growth has now slowed to 4% over the last ten
years. A recovering economy is certainly driving General Fund revenues higher, but this growth
comes from a lower revenue base due to the impacts of the COVID-19 crisis. The city’s revenues,
excluding COVID-19 related subsidies, are not projected to fully recover to pre-COVID-19 levels until
fiscal year 2022-23, and then revenue growth is forecasted to stabilize at between 2-4% in the
following years.
6.7%3.3%11.9%3.1%3.9%4.7%9.2%-2.5%0.8%3.5%
-
20
40
60
80
100
120
140
160
180
200
2013 2014 2015 2016 2017 2018 2019 2020 2021e 2022e
Fiscal Year
General Fund Revenues$ Millions
June 8, 2021 Item #11 Page 48 of 336
Other Funds
Revenues from Special Revenue funds are expected to total $13.9 million in fiscal year 2021-22, a
decrease of $2.8 million or 16.6% from fiscal year 2020-21 estimates. Funds collected in this category
are restricted to specified purposes. The types of programs supported within Special Revenue funds
are those funded by specific revenue streams such as:
• Federal Grants (Rental Assistance and Community Development Block Grants)
• Special fees and assessments (Affordable Housing and Maintenance Assessment Districts)
• Donations (Library, Cultural Arts, Recreation and Senior Donations)
The most noteworthy changes in the Special Revenue funds occurred in the Community Development
Block Grant Fund and the Rental Assistance Fund where decreases of $1.0 million in each fund are
expected as CARES funding received in fiscal year 2020-21 is not expected to recur. Revenues from
grants and donations also are expected to reduce slightly. These donations are generally one-time
revenues and tend to fluctuate from year-to year.
The Successor Agency Housing Trust Fund revenues are budgeted at $1.1 million, a 73.9%
decrease over fiscal year 2020-21 estimates. Although the Carlsbad Redevelopment Agency has been
dissolved, the California Department of Finance has approved the repayment of the approximately
$8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the
General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation
Refunding Bonds. All outstanding loans and interest accrued will have been paid to the city by the
end of fiscal year 2020-21 and only debt service payments remain. Payments are distributed annually
from available property tax revenues allocated by the state to the successor agency.
June 8, 2021 Item #11 Page 49 of 336
Enterprise fund revenues for fiscal year 2021-22 are projected at $79.1 million, an increase of 1.6%
or $1.2 million over the current year estimates. The revenue breakdown by activity is shown in the
graph below.
Enterprise funds are similar to a business, in that rates are charged to support the operations that
supply the good and/or service. Carlsbad enterprise funds include water and recycled water delivery,
wastewater services, solid waste management, and the operation of a municipal golf course. In
addition to paying for the wholesale and fixed water costs, the fiscal year 2021-22 Operating Budget
includes funding for replacement of Carlsbad’s water and sewer infrastructure including critical
pipeline and valve replacement, and maintaining sufficient operating reserves.
The Water Enterprise Fund revenue for fiscal year 2021-22 is estimated at $45.5 million, an increase
of 2.1% when compared to current year revenue estimates due to forecasted rate increases of 2%
combined with increases in usage associated with population growth. Projected revenues for
Recycled Water of $8.1 million are expected to increase by 1.3% or $100,000, as minor customer
growth is expected and a 1% increase in rates is forecasted.
Forecasted revenues for Wastewater are $14.0 million, a 2.1% increase over the current year
estimate. This increased estimate is largely driven by a projected 3% increase in rates needed to
support rising treatment costs and aging infrastructure costs.
Estimated revenues from operations of the Golf Course are expected to decrease by 3.3% next year
to $7.5 million when compared to current year estimates of $7.8 million. The decrease in revenue is
expected as other competing businesses and activities reopen and draw clients from golf to other
activities.
Water Operations
$45.5M, 57%
Recycled Water$8.1M, 10%
Wastewater Operations$14.0M, 18%
Solid Waste Management$4.1M, 5%
Golf Course Operations
$7.5M, 10%
Enterprise Funds
FY 2021-22 Budgeted Revenues $79.1 million
June 8, 2021 Item #11 Page 50 of 336
Solid Waste Management revenues increase by
3.8% to $4.1 million when compared to current year
estimates.
Internal Service funds project estimated revenues of
$30.7 million for fiscal year 2021-22, a 22.4% or $5.6
million increase over fiscal year 2020-21 projections.
Internal Service funds account for services provided
within the city itself, from one department to another,
on a cost reimbursement basis. These include programs
such as the self-insurance funds for Workers’
Compensation and General Liability (Risk Management),
as well as Vehicle Maintenance and Replacement, and Information Technology. Departments pay for
these services; therefore, the rates charged are based on the cost to provide the service. The goal of
an Internal Service fund is to match budgeted expenses with charges to the departments.
A recent actuarial review of the Workers’ Compensation fund determined that the city should
continue to set aside cash reserves in anticipation of future Workers’ Compensation claims. In order
to achieve this, charges to city departments need to increase by 10-15% annually over the next
several years. The previous fiscal year’s charges were planned to be $3.8 million, an increase of 10%
over the past fiscal year. However, the city closed out the Self-Insured Benefit fund which had a
balance of $1.9 million to fund a large portion of the planned cost. Therefore, the balance was
transferred to the Workers’ Compensation Fund as a one-time offset to departmental Workers’
Compensation chargebacks for fiscal year 2020-21. This comprises the majority of the 21.8% revenue
increase in fiscal year 2021-22 compared to current year estimates.
There is a 5.0% decrease in Vehicle Maintenance and a 60.9% increase in Replacement
charges. Vehicle replacement costs rise when the number of vehicles and the price of new vehicles or
the cost to maintain those vehicles increases; for example, many older generation sedans at the end
of their useful life are now being replaced with hybrid and plug-in hybrids at a higher per unit cost.
There have also been significant cost increases over the last several years in specialized vehicles, such
as fire trucks and ambulances. The total number of vehicles that the Replacement charge is collecting
on has increased for two additional reasons: the city added vehicles to its fleet, largely in the Fire and
Police departments; and vehicles previously deferred for replacement were replaced, thereby
restarting the collection cycle.
Information Technology (IT) charges to departments have increased by 18.6% or $2.3 million
when compared to fiscal year 2020-21 estimates. In fiscal year 2019-20, actual IT expenses finished
lower than expected which created a large amount of savings. This reduced the amount needed to
collect from departments in fiscal year 2020-21, but revenue was still collected, creating a $1.2
million one-time offset to departmental IT chargebacks. Charges are also predicted to increase
because IT became responsible for maintenance of many software applications that were once
included in departments’ individual budgets. Other increases correspond to departments’ continued
efforts to modernize and strengthen IT infrastructure with an aim to leverage technology to increase
proficiencies citywide.
June 8, 2021 Item #11 Page 51 of 336
OPERATING BUDGET EXPENDITURE SUMMARY
The city’s Operating Budget for fiscal year 2021-22 totals $316.8 million, which represents an increase
of about $23.7 million, or 8.1%, as compared to the adopted fiscal year 2020-21 budget. A summary
of the changes in each of the city’s programs will be discussed below. Further information about each
program can be found in the individual program summary pages.
The General Fund contains most of the discretionary revenues that support basic core city services.
However, this should not diminish the importance of the other operating funds, as they also
contribute to the array of services available within Carlsbad. The remainder of this section will
provide more information about the budgeted expenditures by fund and program.
The total Operating Budget for the General Fund for fiscal year 2021-22 is $184.4 million, which is
$20.8 million, or 12.7% more than the previous year’s Adopted Budget of $163.6 million. These
changes are discussed in more detail on the following pages.
Budget Budget $%
2020-21 2021-22 Change Change
General Fund 163.6$ 184.4$ 20.8$ 12.7%
Special Revenue 15.2 15.4 0.2 1.3%
Enterprise 83.5 86.4 2.9 3.5%
Internal Service 28.9 29.6 0.7 2.4%
Successor Agency Housing Trust 1.9 1.0 (0.9) -47.4%
Total 293.1$ 316.8$ 23.7$ 8.1%
BUDGET EXPENDITURE SUMMARY
By Fund Type
(In Millions)
Budget Budget $%
2020-21 2021-22 Change Change
Personnel 105.0$ 116.1$ 11.0$ 10.5%
Maintenance & Operations 51.2 60.3 9.1 17.8%
Capital Outlay 0.4 0.9 0.5 129.9%
Transfers 7.0 7.1 0.1 2.0%
Total 163.6$ 184.4$ 20.7$ 12.7%
GENERAL FUND SUMMARY
By Expenditure Type
(In Millions)
June 8, 2021 Item #11 Page 52 of 336
Personnel costs make up approximately 63% of the General Fund budget. The total personnel
budget for fiscal year 2021-22 is $116.1 million, which is $11.0 million, or 10.5% greater than the
previous year’s total personnel budget of $105.0 million.
The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries
include full and part-time staff costs and are expected to increase in fiscal year 2021-22 by $6.0
million, or 8.1%. The increase is primarily due to 22.5 new full-time positions and 7.22 part-time
positions proposed for the next fiscal year. The full-time additions include:
• Nine paramedic firefighters
• Three emergency medical technicians
• Homeless Director
• Homeless & Housing Services Manager
• Homeless Management Analyst
• Homeless Program Manager
• Police Sergeant (Homeless Outreach Team)
• Two Police Officers (Homeless Outreach Team)
• The conversion of three Custodians from part-time to full-time
• The conversion of two 3/4 positions to full-time positions
o Community Development Senior Office Specialist
o Fire Prevention Specialist II
• SCADA Technician (Enterprise Fund)
• Utilities Asset Management Program Specialist (Enterprise Fund)
The part-time additions include:
• Emergency Medical Technicians
• Lifeguard for Tower 4
• Agua Hedionda Lagoon Lifeguard
• Ongoing staffing to support arts education and outreach efforts, and public art support
• Aquatic staffing additions to pre-COVID-19 levels
• Storm Drain/Transportation Maintenance Assistant (Enterprise Fund)
• Fleet Maintenance Assistant (Internal Service Fund)
• Utilities Assistant Engineers (Enterprise Fund)
Budget Budget $%
2020-21 2021-22 Change Change
Salaries and Wages 73.7$ 79.6$ 6.0$ 8.1%
Retirement Benefits 18.9 19.8 0.9 4.8%
Health Insurance 9.0 10.4 1.3 15.0%
Other Personnel 3.5 6.3 2.8 82.1%
Total 105.0$ 116.1$ 11.0$ 10.5%
Personnel Costs
(In Millions)
GENERAL FUND
June 8, 2021 Item #11 Page 53 of 336
Retirement Benefits Cost
CalPERS administers the city’s defined benefit pension
plan, and costs have been increasing in past years as
CalPERS addresses a structural shortfall in plan assets to
cover unfunded liabilities. As part of CalPERS’ strategy to
ensure the plan’s sustainability, CalPERS deliberately
raised participating agencies’ contributions over several
years to improve the plan’s long-term funded status. The
pension system continues to pursue tactics in support of
its strategy to ensure plan sustainability, such as investing
in assets with the objective of achieving a long-term rate of return that meets or exceeds the 7%.
While pension costs are increasing, there is some downward pressure on costs, as new employees
receive lower pension benefits. CalPERS has taken significant steps to ensuring plan sustainability, but
is still poses a significant risk the city’s cost profile.
In support of CalPERS strategies for plan sustainability, and as part of the city’s strategic, long-term
approach to financial management, the city actively manages its unfunded pension liability. The City
Council approved an additional discretionary contribution of $10 million to decrease future costs of
the city’s unfunded actuarial liability. This active management helps ensure that resources are
available to fulfill the city’s contractual promises to its employees and minimizes the chance that
funding these pension benefits will interfere with the city’s ability to provide essential public
services.
General Fund Health Insurance costs in the General Fund are increasing by $1.3 million or 15.0%
over the prior year. This increase is due to high increases forecasted in health insurance costs for new
and current employees. Other Personnel Costs include workers’ compensation expenses and
other miscellaneous costs, such as Medicare, unemployment and disability.
Maintenance and Operations costs represent about 33% of the total General Fund budget, and
include the budgets for all program expenses other than personnel, capital outlay and transfers.
Overall, total maintenance and operations costs are projected at $60.3 million, an increase of about
$9.1 million, or 17.8%, for fiscal year 2021-22 when compared to fiscal year 2020-21.
In response to projected reduced revenues due to the COVID-19 pandemic and the resulting stay-at-
home orders, departments were asked to re-evaluate their budget requests for fiscal year 2020-21
and decrease discretionary spending wherever possible. General funded departments were able to
reduce their maintenance and operations budget requests by 8% overall. With an updated economic
outlook for fiscal year 2021-22, departments requested to reinstate many previously reduced budget
items to restore previous levels of service. Additionally, costs increased for certain mandatory fees
and unavoidable costs, such as SDG&E rate increases and other rising contracted services costs.
In support of CalPERS strategies for plan sustainability, and as part of the
city’s strategic, long-term approach to financial management, the city
actively manages its unfunded pension
liability.
June 8, 2021 Item #11 Page 54 of 336
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of
$890,000 are budgeted in the General Fund for fiscal year 2021-22. The majority is associated with
the purchase of two new ambulances in the Fire Department, related to the City Council goal to bring
the Fire Department into conformance with Standards of Cover evaluation. The complete list of
proposed major capital purchases for all funds (over $10,000) is shown on a schedule in the
appendices section.
Operating Costs Associated with Capital Investments
As the city completes major capital projects, the costs of maintaining and operating the facilities and
improvements, including additional personnel if necessary, are added to departmental operating
budgets. The 3.1 acre Buena Vista Reservoir Park located in northwest Carlsbad, near the corner of
Buena Vista Way and Highland Drive, is expected to be complete in July 2021, at which time the park
will be added to the inventory for ongoing maintenance. Total annual ongoing costs associated with
the park are estimated to be $59,000. Also, the Calavera Hills Community Park Gateway
Improvements Project has an expected completion date of Oct. 2021, which will include a covered
picnic area, ornamental landscapes, a looped walkway with fitness and exercise equipment, and a
monument sign. The gateway area will be added to the inventory for ongoing maintenance with total
annual ongoing costs estimated to be $47,000.
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the
General Fund to other city funds and are expected to be repaid to the General Fund in future years.
No General Fund advances are included in this year’s Operating Budget. It is anticipated that the
Successor Agency Trust Fund will repay $2,680,000 in fiscal year 2020-21 which will complete the
repayment of all outstanding loans between the city and the former Redevelopment Agency.
Fiscal year 2013-14 expenditures reflected a 10.9% 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 8.2% increase in expenditures due primarily to increased
personnel costs, and the fiscal year 2016-17 expenditures included $25.3 million in one-time costs,
including $10.5 million for a transfer to the Capital Improvement Program for Fire Station No. 2
replacement, and $14.8 million to pay of the golf course construction bonds.
$111.2 $123.3 $125.1 $135.3
$174.2
$151.3
$172.4 $168.6 $174.5 $184.4
$-
$50
$100
$150
$200
in millionsHistory of General Fund Expenditures
June 8, 2021 Item #11 Page 55 of 336
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 included the addition of
34 new full-time employees, but was largely offset due to the city’s response to the COVID-19
pandemic and the need to reduce discretionary spending as much as possible during the
unprecedented time.
Fiscal year 2020-21 estimated expenditures reflect an additional one-time $10 million payment to
CalPERS to further bring down the city’s unfunded pension liability. The increase was largely offset by
the continuation COVID-19 pandemic and the city’s efforts to curb and defer expenditures. Fiscal year
2021-22 reflect the plan to reinstate city services back to pre-pandemic levels and operationalize the
City Council’s goals. The increase includes $5.9 million in one-time costs associated with the goals,
and the addition of 19 new full-time and 6.7 part-time employees which are mostly associated with
the goals.
Program Expenditures Another way of looking at
the General Fund budget is by program. The chart
below compares the total fiscal year 2021-22 budget to
those amounts adopted in the previous year. A detailed
description of each department, its services, budget
summary and department accomplishments and
priorities can be found in the department program
summary pages.
A detailed description of each
department’s budget can be found
in the department program
summaries.
June 8, 2021 Item #11 Page 56 of 336
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.
The transfers included in the adopted budget are as follows:
• $5.4 million to the General Capital Construction Fund for major new construction of city
infrastructure and facilities. This represents 3% of the General Fund revenues which is in line
with the historical transfers to the long-term capital funds and will potentially alleviate the need
for large General Fund expenditures to fund future projects.
• $283,000 to the Infrastructure Replacement Fund for maintenance or replacement of city
infrastructure and facilities, net of funds reimbursed to the General Fund. The need to transfer
$5.4 million is offset by a return of $5.1 million in Infrastructure Replacement Funds with the
cancellation of the Fire Station No. 4 Expansion project. Considering this cancellation, the
increase to the Infrastructure Replacement Fund of $5.4 million represents 3% of the General
Fund revenues, which is in line with the historical average to the long-term capital funds and will
provide funding for the city’s future needs.
• $322,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm
Water expenses.
• $1.2 million to the Median Maintenance and Street Tree Maintenance Special Revenue Funds to
cover cash shortfalls, as annual assessments collected from property owners do not cover annual
operating expenditures. Annual assessments can only be increased with a majority vote of the
property owners.
Budget Budget $%
2020-21 2021-22 Change Change
Policy & Leadership Group 7.9$ 8.1$ 0.2$ 2.5%
Administrative Services - Administration - 0.5 0.5 0.0%
Administrative Services - Finance 6.0 5.6 (0.4) -6.0%
Administrative Services - Human Resources 5.0 4.8 (0.2) -4.3%
Administrative Services - Innovation & Economic Dev.1.1 1.2 0.1 11.7%
Community Services - Administration 0.6 0.7 0.1 12.8%
Community Services - Community Development 10.8 15.9 5.1 47.5%
Community Services - Library & Cultural Arts 13.3 13.8 0.5 3.7%
Community Services - Parks & Recreation 18.0 19.2 1.2 6.5%
Public Safety - Fire 27.2 33.5 6.3 23.4%
Public Safety - Police 44.6 49.3 4.7 10.5%
Public Works - Administration 1.8 1.9 0.1 8.7%
Public Works - Construction Mgmt. & Inspections 2.9 3.0 0.1 3.3%
Public Works - Environmental Management 0.8 1.3 0.5 58.5%
Public Works - Facilities 5.9 6.6 0.7 11.8%
Public Works - Transportation 7.4 8.4 1.0 13.4%
Non-Departmental 10.4 10.6 0.2 1.8%
Total 163.6$ 184.4$ 20.8$ 12.7%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
June 8, 2021 Item #11 Page 57 of 336
General Fund Summary
The Operating Budget for fiscal year 2021-22 includes expenditures of $5.9 million for one-time
associated with achieving the City Council goals which have been funded by General Fund reserves.
Excluding the one-time costs, the Operating Budget provides a balanced General Fund budget for the
coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted
expenditures by $483,000.
Fiscal Year 2021-22 General Fund Operating Surplus
General Fund fiscal year 2021-22 revenue estimates $178.8 million
General Fund fiscal year 2021-22 adopted expenditures $184.4 million
General Fund deficit including one-time expenditures $ 5.6 million
General Fund reserves allocated to one-time expenditures $ 5.9 million
Projected operating surplus for fiscal year 2021-22 $ 0.3 million
General Fund Reserves
Projected unassigned balance at June 30, 2021 $101.3 million
Less: General Fund reserve allocation $ 5.9 million
Plus: projected fiscal year 2021-22 surplus $ 0.3 million
Equals: projected unassigned balance at June 30, 2022 $ 95.7 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 COVID-19 pandemic has caused a sudden and significant impact to local,
national and global economies. Fortunately, the city was in excellent financial shape prior to the
pandemic and the proposed budget is a piece in the process to financial recovery. Throughout this
unprecedented time, the city will continue to monitor and pivot if necessary to changes in the fiscal
environment, evaluate opportunities to strengthen financial policies, identify opportunities to
improve business practices and provide the greatest service level to the community.
June 8, 2021 Item #11 Page 58 of 336
Changes in Other Funds
Special Revenue funds, at $15.4 million, show an
increase in expenditures of 1.3%, or $146,000, when
compared to fiscal year 2020-21. Spending in most
programs is expected to remain at similar or slightly
higher levels over the prior year.
Expenditure increases of $175,000, or 2.3%, are
planned in the Rental Assistance Fund largely
because of its portion of the increasing internal
service fund chargebacks and a vacancy that is
planned to be filled.
Enterprise funds total $86.4 million, an increase of
$2.9 million, or 3.5%, over the fiscal year 2020-21
adopted budget. The Potable Water and Recycled
Water funds continue to operate and maintain
critical infrastructure systems and provides the safe
delivery of drinking water, conservation outreach
and treated irrigation water. The Wastewater fund
provides reliable wastewater collection services.
The Internal Service funds total $28.9 million, with an overall increase of $2.6 million, or 9.6%,
over fiscal year 2020-21, after excluding the $1.9 million transfer from the Self-Insurance Benefit
Fund to the Workers’ Compensation fund. Much of the increase in Workers’ Compensation and Risk
Management costs is attributable to rising insurance liability rates, claims filed, and administrative
costs. Vehicle Maintenance and Replacement and Information Technology expenditure increases
correspond with the city’s efforts to continue to modernize, upgrade and invest in needed
equipment, systems and applications. More detail can be found in the internal service fund piece of
the revenue summary section earlier in this document.
The budget for the Successor Agency Housing Trust Fund for fiscal year 2021-22 is $866,000
lower than the prior year’s adopted budget of $1.9 million. The Recognized Obligation Payments
Schedule (ROPS) identifies financial commitments of the former Redevelopment Agency, including
the remaining scheduled debt service payments on the Redevelopment Agency bond issue, the
outstanding loan from the city’s General Fund and minor allowable administrative costs. The last debt
service payment on the bond issue is scheduled for September 2023 and the city loan will be paid off
by the end of fiscal year 2021-22. These obligations are to be paid from semi-annual property tax
increment revenue received by the Successor Agency.
June 8, 2021 Item #11 Page 59 of 336
PERSONNEL ALLOCATIONS
Adopted Adopted Adopted Proposed
Budget Budget Budget Budget
Department(*)2018-19 2019-20 2020-21 2021-22
City Attorney 7.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 7.00
City Council 2.00 2.00 2.00 2.00
City Manager 9.00 12.00 7.00 7.00
City Treasurer 0.75 1.00 1.00 1.00
Communication & Engagement 7.00 7.00 7.00 7.00
Administrative Services - Administration 0.00 0.00 0.00 3.00
Finance 30.00 31.00 31.00 28.00
Human Resources 13.00 17.00 17.00 16.00
Information Technology 32.00 35.00 37.00 37.00
Innovation & Economic Development 3.00 2.00 4.00 4.00
Community Services - Administration 0.00 0.00 3.00 3.00
Community Development 59.75 63.75 61.75 67.00
Library & Cultural Arts 50.50 52.50 52.50 52.50
Parks & Recreation 55.00 55.00 55.00 55.00
Fire 92.00 97.75 97.75 111.00
Police 170.00 184.00 184.00 186.00
Public Works 166.75 172.75 172.75 177.75
Total Full-Time Personnel 704.75 747.75 747.75 772.25
Hourly Full-Time Equivalent Personnel 185.87 199.97 186.59 193.81
Total 890.62 947.72 934.34 966.06
*Notes:
FY 2018-19, includes reorganization of (5.0) FTE from Police - IT to Administrative Services - IT.
FY 2019-20, includes reorganizations within Finance, Human Resources, Community Development, and Police;
as well as an increase of (2.0) FTE for Police approved by City Council mid-year.
This table excludes paid interns, due to transitional nature of intern employment.
FY 2020-21, includes reorganization of (5.0) FTE from City Manager to Comm. Serv. Admin. and Innovation &
Economic Development.
FY 2021-22, includes reorganization of (1.0) FTE from Human Resources to Fire, (3.0) FTE from Finance to
Administrative Services - Administration, and (1.0) from Police to Community Development, as well as an
increase of (3.0) FTE for Police approved by City Council in FY 2020-21.
June 8, 2021 Item #11 Page 60 of 336
H‐1
STRATEGIC DIGITAL TRANSFORMATION
INVESTMENT PROGRAM
The Strategic Digital Transformation Investment Program, or SDTIP, is a comprehensive approach to
planning for and funding digital transformation efforts throughout the city. It is informed by the City
Council approved Connected Carlsbad: An Inclusive City Innovation Roadmap, the Internal Digital
Information Network Action Plan, the Information Technology Strategy, and complimented by a five‐
year projected roadmap of digital transformation investments. The SDTIP is the strategic plan for
technology and digital transformation combined with project descriptions, costs, funding sources and
timelines. The purpose of this new program is to provide for an annual investment strategy, not a
commitment for spending, and outlines a five‐year expenditure plan for future digital transformation
and technology projects and the corresponding revenues necessary to pay for them.
Connected Carlsbad: An Inclusive City Innovation Roadmap
Connected Carlsbad: An Inclusive City Innovation Roadmap, presented to the City Council in January
2019, was designed to provide a high‐level, organized guide to the principles that matter to the city in
creating a more connected community. This roadmap and its associated action plan were based on
City Council approved projects, existing city documents, and previous Information Technology
Department assessments and interviews with departments, combined with a global scan of other
cities and best practices that have emerged from leading smart city thinkers and Carlsbad‐specific
community engagement. The SDTIP expands Connected Carlsbad to include a strategy for evaluating
and prioritizing projects and a five‐year investment roadmap that includes estimated costs and
timelines. This new investment program continues to be organized into the five primary goal areas
approved by Council in Connected Carlsbad:
Pursue Communitywide Digital Transformation focuses on the foundational elements,
including connectivity, up‐to‐date hardware and software, and a robust security strategy
while providing an aspirational vision for the future.
Build Capacity for Data‐Driven Government focuses on the policies, procedures and staffing
necessary for the city to fully capture the value of emerging models of data analytics.
Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human‐
centered perspective that an engaged city that uses data and technology in a way that
respects people and their privacy will support a vibrant culture where residents,
organizations and businesses are invested in their community and its future.
Enhance Accessibility and Transparency recognizes that open government and approaching
problem‐solving from an accessibility perspective leads to better outcomes for all.
Promote Safety and Sustainability Through Connectivity leads to understanding the
interconnected nature of our communities that can achieve environmental, mobility and
sustainability goals when approached in a cross‐departmental and community informed
manner.
Once the Council adopts the proposed SDTIP, projects receive an appropriation that authorizes
spending in the amount specified for the adopted fiscal year only. Estimated budget information is
shown for a five‐year period to provide the most comprehensive information about known future
projects. Spending authority in future years is not granted until adoption of the annual proposed
SDTIP budget associated with each year.
Exhibit 2
June 8, 2021 Item #11 Page 61 of 336
H‐2
INVESTING IN DIGITAL TRANSFORMATION
As the city continues to grow and develop, the use of technology has also grown exponentially over
the last two decades. The SDTIP outlines the financial resources needed to ensure that the
technology infrastructure is in place to enable the city to provide services to the community. Prudent
financial planning will ensure that ongoing funding for investment in technology is available.
PROJECT EVALUATION
Making decisions on technology implementations is a challenging and complex task. The challenging
nature of these decisions is exacerbated by the expanding reach of technology and the increasingly
interdisciplinary nature of emerging technologies. A major component of the SDTIP is the
establishment of a cross‐departmental approach to technology leadership to evaluate, prioritize,
budget for and adopt digital transformation efforts. A new administrative order has been developed
that provides a collaborative forum for key staff to validate and prioritize technology
implementations. This approach also provides a structured venue to explore how particular
configurations of a technology implementation may positively or negatively affect others within the
organization. The process to evaluate digital transformation initiatives is ongoing and meetings may
be held on a monthly, bimonthly or quarterly basis depending on the need.
A number of factors are considered when putting together projects for the five‐year program. All
digital transformation and technology projects shall be consistent with:
Proposed projects are evaluated and prioritized by a set of criteria that include:
Alignment with City Council goals and IT strategic plans, architecture, security and
technology standards, including legislative and regulatory mandates, and administrative
goals
Coordination of IT investments across the enterprise to avoid duplication, maximizing the
return on investment and increasing efficiency
Strategic Digital
Transformation
Investment
Program
Public health and safety
City Mission, Vision and Organizational Values
Community values
City Council goals
Governing and policy documents
Funding availability
Environmental review
Technology standards and strategic plans
June 8, 2021 Item #11 Page 62 of 336
H‐3
Effective articulation of the business case including valid operational benefits of the project
Accuracy and reasonableness of cost and benefit estimates
Consideration of potential project risks and identification of appropriate means to manage
those risks
Adherence to standard project management practices
Capacity of staffing resources to implement the project
As the SDTIP is implemented throughout the year, staff continually re‐evaluate projects’ scopes, costs
and schedules to responsibly and cost‐effectively manage city resources.
June 8, 2021 Item #11 Page 63 of 336
H‐4
INFORMATION TECHNOLOGY STRATEGY
Although digital transformation is a collaborative effort involving all city departments, Information
Technology is the core department that is responsible for delivering projects approved in the SDTIP
and ensuring that technology implementations operate efficiently and effectively support the
delivery of services to the city’s residents, businesses and visitors.
Core Service Areas of the Information Technology Department
The IT Department is organized into five divisions: Enterprise Applications, Infrastructure and
Operations, Geographic Information Systems, Public Safety Technology and Administration. These
five divisions work together to provide services in three core areas that are crucial to digital
transformation efforts:
Guiding Principles
The Information Technology Department has established guiding principles by which all technology
services will be implemented and managed:
Reliable – Technology or service provided must be reliable, operate with minimal disruption
and implemented in a manner that provides redundancy and disaster recovery
Secure – In today’s high cyber threat environment all technology implementations must
adhere to industry security best practices and provide as few entry points to potential
intruders as possible
Scalable – The service or technology must be able to grow to meet future demands of the
city as well as adjust to new technology and business processes
Unified – The application must follow industry standards and best practices to ensure that it
will seamlessly integrate into the city’s technology environment and support the combined
operation of all city technology needs
Cost‐effective – The network must provide excellent value to the city as compared to
current commercial offerings
Support transparency and business intelligence – The technology should provide the ability
for data analytics and business intelligence as well as data openness and transparency and
adhere to the city’s data governance policies
The strategy presented here provides a high‐level view into the IT departments approach to the three
core service areas and how the guiding principles are implemented.
Applications
Enterprise applications
Geographic Information Systems
Public Safety technology
Business systems
Infrastructure
Networking
Datacenter systems
Client systems
Security
Administration
Contracts and agreements
Accounts payable
Asset replacement
June 8, 2021 Item #11 Page 64 of 336
H‐5
Service Area: Applications
The software applications that the IT department supports can be divided into four distinct
categories: Enterprise Applications, Geographic Information Systems, Public Safety Technology and
Business Systems. All of these categories work closely and collaboratively to support the major
software systems that are used by the city to ensure that city staff have the technology tools and
data necessary to do conduct their core business functions and make data driven decisions.
Enterprise Applications
The Enterprise Applications Division is divided into three sections: project management, database
management and enterprise application management.
The project management team provides project management support for larger technology initiatives
including new implementations as well as upgrades to existing technology implementations. The
project management team also provides support, guidance and assistance to other city departments
that are managing smaller technology projects and assists departments in submitting project
proposals as part of the SDTIP.
The database management team provides technical support and expertise related to the city’s
database infrastructure. This includes ensuring the city’s database infrastructure is stable, secure and
readily available to support the city’s enterprise applications. Additionally, the database management
team works closely with the city’s business intelligence and data analytics manager on initiatives
related to data governance and operational analytics.
The enterprise applications management team provides technical support and expertise related to
the city’s portfolio of enterprise applications. Enterprise applications are the major applications, such
as the central finance system and public works enterprise asset management system, used by the city
to accomplish its core business functions. The team is divided into three groups supporting dedicated
departments within the city. One team supports the Public Works and Community Development
departments, another team support the Human Resources and Finance departments, and another
group supporting the remaining departments. The enterprise applications team also provides web
administrative support for the city’s internet website as well as assisting with the branding and
configuration of other city web‐based applications.
The applications in the city’s application portfolio are fundamental to the city’s ability to carry out its
core business functions. Implementing applications requires a significant investment of city resources
in cost and staffing. As the city looks to upgrade existing applications or implement new applications,
it is imperative that these initiatives are evaluated to ensure they align with the city’s strategic vision
and its goal of being a digital city leader.
Applications in the city’s application portfolio must have the following attributes:
Reliable – The application must operate with minimal disruption. This includes being
implemented in a manner that provides redundancy and disaster recovery
Secure – In today’s high cyber threat environment the application must adhere to industry
security best practices and provide as few entry points to potential intruders as possible
Scalable – The application must be able to grow to meet future demands of the city as well
as adjust to new technology and business processes
Integrated – The application must follow industry standards and best practices to ensure
that it will seamlessly integrate into the application portfolio
June 8, 2021 Item #11 Page 65 of 336
H‐6
Data capability and management – The application must provide the ability for data
analytics and business intelligence as well as data openness and transparency, while also
adhering to the city’s data governance policies
Value – The application must provide an identifiable benefit to the city and its residents
commensurate with the cost to implement and maintain it
Geographic Information Systems
Geographic Information Systems Division provisions a location intelligence platform which enables
the city to capture, manage, analyze and visualize spatial data. This enhances the city’s data‐driven
decision making by providing access to authoritative geospatial datasets and services to numerous
citywide applications in areas such as determining addressing, parcel boundaries, zoning areas, street
centerlines, and utilities.
The goal of GIS is to roll‐out out a next generation, web‐based portal to put dynamic mapping and
spatial analytics into the hands of city staff to use in their day‐to‐day work. In addition, the city is
implementing a new business model for expanding the use of GIS technology and deploying new
applications and solutions.
In consideration of the important role GIS and location intelligence plays in city operations, both
today and going forward, the following guiding principles are highlighted:
Reliable – Applications and solutions must be available with minimal disruption
Accessible – GIS provides unique capabilities to see patterns and develop insights about data
and can enable this insight via dashboards and applications so city leadership and staff can
make better, data‐driven decisions
Enabling – Maps are an easy way to communicate with residents and can power a robust
citizen engagement strategy
Scalable – To meet current and future demands, Web GIS provides a new, modern platform
to share maps and data to various devices and applications in support of various city efforts,
like Connected Carlsbad
Cost‐effective – A new GIS business model will decrease the time it takes to deploy GIS‐
based applications while empowering departments to leverage location intelligence
Public Safety Technology
The Public Safety Technology Division provides application and hardware support to the city’s Police
and Fire departments. Regional information sharing amongst law enforcement agencies along with
Joint Powers Authority membership for the city’s Fire Department requires IT to always think beyond
just the city boundaries. With so much information being warehoused throughout the county, it is
important to have a mechanism to intelligently display and interpret all this data.
Some of the technology supported by this team that is crucial to the provision of public safety
services include:
Computer aided dispatch – Software used to dispatch officers to calls for service safely and
securely
Crossroads – Software used to provide electronic citations and record traffic accidents out in
the field
Quartermaster – Software that catalogs all evidence, both physical and digital, for the Police
Department
June 8, 2021 Item #11 Page 66 of 336
H‐7
Street Fire reconnaissance and exploitation management systems – Database software
used by the Fire Department to record calls for service and provide medical response to the
public
Emergency reporting – Software used by the Fire Department to conduct yearly inspections
of various businesses and buildings throughout the city
The goal of the Public Safety Technology Division is to implement the next generation of cloud‐based
applications to assist first responders in completing their day‐to‐day tasks. The ability to provide
mobile information out in the field has driven the pursuit of various cloud technologies. To align with
federal and state mandates, it is imperative that any solutions the city implements meet or exceed
these government standards surrounding security.
Business Systems
The business systems team consists of technologists that are embedded into the Public Works, Parks
& Recreation, Library & Cultural Arts, Finance and Community Development departments. These
technologists specialize in the business processes of their respective departments, assist in the
administration of that department’s enterprise applications and serve as the technology liaison
between Information Technology and the department. The goal of the business systems team is to
investigate business systems, identify options for improving business systems and bridge the needs of
the business through technology solutions.
Service Area: Infrastructure and Operations
Infrastructure technologies are the foundation of all other digital services that Information
Technology provides. Without these systems, data cannot be transported, processed or stored.
Examples of these foundational technologies include the digital information network, approved by
City Council in 2019, which will provide fundamental data transport services for the city. Another
example would be the identity automation platform, OKTA, which allows users to use a single identity
or password to access multiple city systems and automates the creation and deletion of user
accounts.
The COVID‐19 pandemic response has changed the way city staff perform their work. The
Infrastructure and Operations Division has played a critical role in enabling the city to continue
providing services to residents while working remotely. This includes rapid adoption of tools such as
Microsoft Teams and Zoom. Among other things, these tools have allowed the city to continue
providing access to public meetings in a safe manner which supports the city’s goal of providing
accessibility and transparency.
The IT Infrastructure and Operations Division manages these technologies and is divided into four
sections: client systems, datacenter systems, networking, and security. Each section of the IT
Infrastructure and Operations team supports multiple technologies that make up the technical
services that they are responsible for delivering.
The client systems section provides endpoint support to all information systems users in the city. This
includes deployment and support for desktops, laptops and mobile devices including smart phones
and tablets. They also act as the first level of support in the IT department at the Service Desk. This is
where incoming technical issues are first triaged, and where most problems are solved. Those issues
that require more focused efforts or specialized knowledge are passed on to other teams within IT.
June 8, 2021 Item #11 Page 67 of 336
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The datacenter systems section is responsible for the centralized computer processing and data
storage systems at the city. These are the platforms many other departments rely upon for the
delivery of critical applications. This section holds the primary role in supporting collaboration and
remote work tools such as Citrix and Office 365. Windows server systems, authentication systems,
identity management, printing and systems in the cloud are also the responsibility of this section.
Datacenter systems additionally manages the enterprise data protection systems, or backup, for all
city data.
The networking section is responsible for the support of all digital communications networking
technologies in the city. This includes hardware devices such as switches, routers, firewalls, Wi‐Fi
equipment and services such as internet access and telephones. The networking services support the
transmission of data all around the city and allow information systems users and applications to
communicate with each other. This section is also responsible for planning and implementing low
voltage cabling and working with the facilities department to ensure all IT hardware systems have
uninterruptible power and reliable cooling.
The security section is responsible for building and managing the division’s information technology
security program. This includes the user security awareness program and training as well as incident
response to malicious attacks. Recently, the city hired its first IT security manager to specifically
oversee these efforts and formally define important strategies and policies. Given the nature of
threats to many organizations, this had been a role of critical importance.
Given that IT infrastructure is the foundation of all other digital services that Information Technology
provides, the Infrastructure and Operations team adheres to the following guiding principles:
Reliable – IT infrastructure must operate with minimal disruption with changes planned in
such a way as to minimize unplanned impact to users of information systems
Resilient – IT infrastructure must be designed in such a way as to dynamically respond to
potential faults. High‐availability systems will be implemented on all critical systems
Responsive – IT infrastructure should be designed for optimal speed and performance
Scalable – IT infrastructure must be able to grow to meet future demands and all system
designs should have the potential to scale if needed
Unified – IT infrastructure must support the combined operation of all city technology needs,
as duplicate and siloed technical systems create unnecessary costs and complexity
Secure – IT infrastructure must protect the city’s critical information and data in terms of its
safety, confidentiality, integrity and availability
Service Area: Administration
The IT Administration Division provides support to the other IT Department divisions by centralizing
the management of staff reports, contracts and agreements, accounts payable, purchasing, budgeting
and coordination of asset replacement requirements. Having central staff to handle these functions
allows for continuity of procedures and standards within the department.
Overall, the department has over 150 various agreements for services, maintenance, subscriptions,
licenses, monthly reoccurring charges and hardware replacement. These agreements enable the
other IT Department divisions to ensure that citywide and departmental software systems and
infrastructure remain up to current standards. Once agreements are executed, the administration
staff follows the city’s purchasing guidelines for procurement and eventual payment of invoices
through accounts payable.
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The IT department operates as an internal service fund and for fiscal year 2020‐21 has an adopted
operating budget nearing $12.5 million with an additional $1.2 million budgeted for annual hardware
replacement. For fiscal year 2021‐22 the IT Department is requesting just under $13.3 million for its
operating budget and just over $1.1 million for annual hardware replacement. Hardware replacement
includes all PCs and systems infrastructure, like switches, firewall and routers that are scheduled to
be replaced in the coming fiscal year.
Annual revenues for IT operations and replacements are collected from the city’s operating
departments in the form of a monthly chargeback. The fiscal year 2021‐22 estimated revenue for the
operating budget is being requested at $13.3 million. The fiscal year 2021‐22 estimated revenue for
the hardware replacement fund is calculated to support the annual hardware replacement budget
and is being requested at just under $1.4 million.
The city has nearly 1,200 various types of PCs and nearly 700 various types of infrastructure items.
Each of these items are on a replacement cycle ranging from three years to up to 20 years. Yearly, as
items become due to replacement, IT Administration ensures that all budgeting requests are made
during the annual budget process and then purchases equipment based on the requirements and
specifications of the IT division responsible for the replacement.
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ESTIMATED TOTAL APPROPRIATIONS BY GOAL
Going into the fiscal year 2021‐22, there are approximately 337 continuing and new projects planned
over the next five years at an estimated total cost of $26.94 million. Included in the $26.94 million is
approximately $15.41 million in estimated new costs over the course of the same time frame to
provide additional funding for the continuation of existing projects as well as funding for new
projects. Within the $15.41 million is approximately $4.87 million of estimated new appropriations
for fiscal year 2021‐22 for these same projects.
Build Capacity for
Data‐driven
Decision Making
3%
Enhance
Accessibility and
Transparency
6%
Foster a Vibrant
Civic Engagement
Culture
6%
Promote Security and
Sustainability through
Connectivity
36%
Pursue
Communitywide
Digital Transformation
49%
Estimated Total Projects Costs by Goal
FY 2021‐22 to FY 2025‐26
$26.94 million
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Pursue Communitywide Digital Transformation
$13.11 million
This goal includes updating connectivity, providing up‐to‐date hardware and software, and a robust
security strategy.
Build Capacity for Data‐driven Decision Making
$0.83 million
This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture
the value of emerging models of data analytics. It also includes building a comprehensive approach to
citywide data management to enable data‐rich key performance metrics and effective operation of
city departments. A data policy and resources will be created to align departments with standards of
data cataloging for compliance ease of data sharing
Foster a Vibrant Civic Engagement Culture
$1.63 million
The city’s civic engagement culture builds upon the first two goals with a human‐centered
perspective that an engaged city that uses data and technology in a way that respects people and
their privacy. Projects in this category will support a vibrant culture where residents, organizations
and businesses are invested in their community and its future.
Enhance Accessibility and Transparency
$1.68 million
This goal recognizes that open government and approaching problem‐solving from an accessibility
perspective leads to better outcomes for all. Projects in this category include Civic Engagement with
Open Data, Online Permitting/Electronic Reviews, Records Management System and a Virtual
Permitting Counter.
Promote Security and Sustainability through Connectivity
$9.70 million
Projects in this goal include the annual replacement of hardware and technology infrastructure, a
Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System and a
Unified Communication System to replace the city’s aging phone system.
June 8, 2021 Item #11 Page 71 of 336
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SDTIP PROJECTS
PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION
Consolidation & Replacement of Core Systems
About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are
approximately 20 core systems include the city’s financial, human resources, payroll, budget, asset
and work order management, licensing and permitting, utilities operations, computer aided dispatch,
land management, and program‐event management. Rather than operate many systems with narrow
applicability, the city is evaluating ways to consolidate its core systems as legacy applications are
replaced. This may mean accelerated replacement for certain systems. The goal is to reduce
redundancy and inefficiency with operating many different systems with different vendors.
Consolidating down to a few systems that seamlessly integrates data and provides a more uniform
interface will improve the experience of city employees and the public. The scope of this multi‐year
initiative includes the analysis, selection, purchase and implementation of the software and hardware
necessary to consolidate, replace and integrate these systems, with as few systems as possible, while
maintaining or enhancing existing capabilities.
Functional requirements and business processes are currently being evaluated. Once this process is
complete, the city’s consultant will provide a comprehensive report outlining the city’s requirements
for a new consolidated system as well as outlining the options and costs associated with system
consolidation and replacement based on an evaluation of the city’s needs. The next step will involve
the development and issuance of a request for proposal for a new consolidated system. This process
will take place during fiscal year 2021‐22 and no funding for the implementation, operation or
replacement costs are currently being requested. Funding for the acquisition and implementation of
a new system will be requested as part of the fiscal year 2022‐23 and 2023‐24 SDTIP and is estimated
to be a total of $4,000,000. More definitive costs will be identified during the request for proposal
process.
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At this time, depending on the recommendations of the request for proposal process, it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city’s current application portfolio does not meet the city’s operational requirements, does not
meet user needs, does not follow industry best practices, lacks integration, and is inhibiting the city’s
ability to make data‐driven decisions. Having fewer systems that consolidate the city’s core business
functions will enable streamlined business processes and provide more timely access to data and
information. It will also enhance operations and reduce inefficiencies of employees having to learn
and operate multiple systems.
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Digital Information Network
About This Project
The city has an opportunity to work with a private company called Crown Castle to build a more
robust digital information network for its employees and facilities. This will replace a service currently
provided by another company under contract. The city will need to purchase advanced equipment
and software to set up and manage this network. However, the overall expense would be much less
than it would cost the city to lease equivalent network services. This new network will provide more
potential for growth to meet the city’s digital goals and offer a better value for the city.
Operational costs for providing networking services after this project is complete are expected to
decrease by an estimated $245,000 annually for the first five years, however there may be fluctuation
to the savings as licensing and requirements change for the network. Replacement costs for the
hardware associated with this project that will need to be accounted for in future budgets and is
estimated to be $225,000 per year.
As this project nears completion, the city has obtained the services of a consultant to assist staff in
developing a detailed roadmap mapping communication needs to necessary enhancements.
Therefore, the request is for an additional $100,000 in the fiscal year 2021‐22 SDTIP to support these
initial enhancements.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data
transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing
fiber‐optic cable assets owned by Crown Castle for city use. These cables are made up of multiple
fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure and
so special arrangements must be made between Crown Castle and the city to use this asset.
June 8, 2021 Item #11 Page 74 of 336
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This network will carry the information needed for data processing, email, internet access, public
safety applications and a wide range of services that are crucial to city operations. It will also connect
traffic and utilities infrastructure while enabling other innovative applications.
June 8, 2021 Item #11 Page 75 of 336
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Enterprise Asset Management System
About This Project
This project provides for the implementation of a new web‐enabled enterprise asset and work order
management system which will be used across all city departments to consolidate disparate asset
databases, work order systems and inventory management tools. Functional requirements and
business processes have been documented and the city’s consultant is currently drafting a
comprehensive report outlining the city’s requirements for a new enterprise asset management
system. These requirements will be used to develop and issue a request for proposal which will take
place during fiscal year 2021‐22. The implementation and operational costs that are currently being
requested are $1,000,000. More definitive costs will be identified during the request for proposal
process and will be approved by City Council when the contract for the selected solution is placed on
a future council agenda.
At this time, depending on the recommendations of the request for proposal process it is not feasible
to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
Currently, assets and work orders are managed and tracked in various ways by different
departments, many using disparate, stand‐alone Excel spreadsheets, custom or Microsoft based
databases that lack integration, or paper files. This decentralized approach to asset management
results in less accurate and reliable inventory numbers, decreased accountability for assets in general,
less efficient use of staff time, and billing inaccuracies for those assets that are used as a basis to
charge other departments and external customers.
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Financial System Upgrade
About This Project
In May, the city successfully completed an upgrade to the city’s existing financial system from IFAS,
version seven, to CentralSquare Finance Enterprise (v. 19).
After this project is complete, operational costs for providing the upgraded financial are expected to
increase by an estimated $41,000 annually. There is no replacement cost associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The existing financial system, IFAS, was last upgraded in 2009 and is currently 12 versions behind. As
a result, the system has begun to experience stability issues and, within the next year, will no longer
be supported by the vendor. This upgrade will not only bring us to the most current supported
version but will also enable us to implement modern features and workflows that will improve
business process efficiency. Upgrading the system will also provide a stable environment that will
exist until the functionality provided by this system is incorporated into a consolidated integrated
system.
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Intranet Upgrade
About This Project
This project provides for the upgrade of the city’s Intranet website. The Intranet is an internal website
accessed by city staff and is used for sharing information, policies and forms such as administrative
orders, purchasing policies, templates for professional services agreements and forms used for
human resources personnel actions. Based on current project demand and resource availability, this
project is being tentatively scheduled for fiscal year 2022‐23 and funding will be requested as part of
the fiscal year 2022‐23 SDTIP.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The content management system that hosts the existing Intranet site is no longer supported by the
vendor. In order to maintain a stable, reliable and supported Intranet site, the city needs to upgrade
to the latest version of the vendor’s content management system.
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Learning Management System (LMS)
About This Project
In February, the city implemented a new enterprise level learning management system, Cornerstone,
that tracks training and certifications, provides robust reporting, and facilitates the delivery of both in
person and online educational courses.
Operational costs for providing the learning management system after this project is complete are
expected to increase by an estimated $72,000 annually starting in year four. There is no replacement
cost associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city currently has multiple existing learning management system solutions that are department‐
specific and not integrated. As a result, a city employee has training records in multiple systems,
depending on the training requirements of their position. This siloed approach creates a management
challenge and increases the risk of non‐compliance with required training and certifications. The goal
of the project is to implement a citywide learning management system to consolidate training records
for City of Carlsbad staff and facilitate compliance with required training. The possibility of expanding
the use of the system to include the delivery of public classes offered by the Library & Cultural Arts
Department is also being evaluated.
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Mobile Computer Program
About This Project
The mobile computer replacement project gives staff of the Carlsbad Police Department the tools
necessary to complete their daily tasks from anywhere in the city safely and securely. Embedded Long
Term Evolution, or LTE, and Global Positioning System, or GPS, chips allow dispatchers to monitor the
location of an officer’s vehicle in real time, thereby increasing officer safety. The Police Department
has fully transitioned to mobile computers. Any remaining funding will be used to transition other city
employees to mobile devices.
Operational costs increase by an estimated $20,000 for the required software and licensing costs
associated with the increase in the number of laptops. Annual replacement costs increased by an
estimated $64,000 with the increase in the number of laptops and the conversion of desktops for
laptops.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
It is essential that all police personnel have the ability to work remotely during their assigned shifts.
With a dedicated laptop assigned to every officer they will be able to attend briefings from their
vehicle, receive calls from dispatch and complete reports in the field making them more productive
throughout their shift. Having laptops assigned to every individual gives them ownership and
responsibility for their own equipment, extending the life of the laptops. Not having to share
equipment also aids in the prevention of COVID‐19 germ transmission. Officers can telecommute and
have secure access to all the resources they would otherwise have in the office directly from their
homes, if needed. They will also become more familiar with the applications they use on a daily basis.
June 8, 2021 Item #11 Page 80 of 336
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OKTA/ServiceNow Automation
About This Project
Identity management is the system which automates user account creation, changes and
deactivation. The system that was in place to provide this service was no longer supported by the
vendor, had major deficiencies and needed a major update or replacement.
Initially, it was determined that outside consulting services would be required in order to complete
this project. Prior to securing these consulting services, the IT Department was able to reevaluate the
project and found an innovative way to accomplish its goals using internal staff and an agile change
approach. Therefore, this funding is no longer required.
There are no new annual operational or replacement cost associated with this implementation.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
This integration allowed IT to manage staff onboarding and offboarding of hardware and software
assignments.
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Project Portfolio Management Tool & Consulting
About This Project
This project’s goal is to implement an enterprise system to manage city projects including Capital
Improvement Program projects, Information Technology projects and other miscellaneous city
projects from inception to completion. A consultant has been engaged to work with the city to
identify project management processes and develop requirements. The findings from this
engagement will be used to develop a Request for Proposal for the acquisition and implementation of
a new comprehensive project management system. The RFP will be issued during fiscal year 2021‐22
and $300,000 is being requested for the implementation of a new project management tool. More
definitive costs will be identified during the request for proposal process and will be approved by the
City Council when the contract for the selected solution is placed on a future City Council agenda.
At this time, depending on the recommendations of the request for proposal process, it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city has a very large portfolio of projects that are currently managed manually using spreadsheets
and various project management tools. There is a need for a centralized management platform to
provide efficiencies and visibility into status.
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ServiceNow Software Asset Management Implementation
About This Project
ServiceNow is the application that IT Department staff use to service staff technology needs. The
Software Asset Management project adds new functionality to the ServiceNow tool to allow the IT
Department to easily keep track of the city’s software assets. The new functionality will track how
many software licenses have been purchased, who they are assigned to and the cost of each license.
Operational costs for providing the software asset management after this project is complete are
expected to increase by an estimated $36,000 annually. There is no replacement cost associated with
this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city needs an automated centralized tool to manage software license distribution and usage.
Manually tracking software licensing to determine the overall costs for software for budget purposes
is time consuming and can yield inaccurate results. The city also currently does not have an
automated tool to track how many software licenses are in use and when they should be renewed.
Software asset management will track software licenses that have been assigned, those not in use,
when a license was last used, when licenses are due for renewal and the license costs. It will also
automate assigning or removing licenses as part of the Human Resources Department’s onboarding
and offboarding process.
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ServiceNow Service Portal
About This Project
ServiceNow is an application that staff uses to communicate with the IT Department when they need
to ask for help on technical issues or to make technology requests. The ServiceNow Service Portal is
the webpage that users navigate to submit these issues and requests. This project is to transition
from an old version of the portal to a new enhanced version. The new portal has features that can be
easily customized to make it easier for staff to use.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The IT Department regularly receives complaints from staff that the current self‐service page can be
difficult to use. Staff finds it hard to browse options and locate the correct issue to report to the IT
Department. The new modern portal will be designed to be simple, intuitive and easy to use so staff
can quickly find the correct issue to send to the IT Department and track their progress.
June 8, 2021 Item #11 Page 84 of 336
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Timekeeping System Upgrade
About This Project
This project provides for the upgrade of the city’s timekeeping system. Based on current project
demand and resource availability, this project is being tentatively scheduled for fiscal year 2022‐23
and funding will be requested as part of the fiscal year 2022‐23 SDTIP.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city’s existing timekeeping system was last upgraded in 2019. In order to stay on a current, stable
and vendor‐supported version of the application, an upgrade is necessary. The next version will also
fix bugs and provide functionality that will improve processes and increase the productivity of
Finance Department payroll staff.
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Minor Projects and Strategic Initiatives
GPS Technology Hardware – Minor Project
This is a prior year funded Innovation Fund project in the amount of $45,916 being managed by the
Facilities & Fleet Department. The project will allow for GPS tracking of city vehicles ranging from
patrol units to the city’s marked departmental white vehicles. Requirements are still being
determined, but the project will initially include tracking of vehicle utilization and condition reporting.
The project is expected to start in the first quarter of fiscal year 2021‐22 and be complete by the end
of the fourth quarter of fiscal year 2021‐22.
Transition to a Single Identity for Users of City Services – Strategic Initiative
Depending on their use of city services, a City of Carlsbad resident may have up to half a dozen
different account usernames and passwords they must keep track of for their interactions with the
city. Examples include:
Water and sewer billing
CarlsbadConnects app
Carlsbad City Library
Recreation passes and permits
Business licenses
Maintaining login credentials for so many different services is inconvenient for users and, in some
cases, deters the public from using these systems altogether. Many of the frustrated users require
staff assistance to sort out their login problems. The time spent dealing with these complexities
undermines the original goal of creating efficiency.
As the city’s customer‐facing applications are upgraded and integrated, city staff will work to reduce
the number of separate account identities a resident or business owner needs to maintain to interact
with the city online. Ultimately, the goal is for users to only need to remember one login credential to
be able to access any city service.
At this time, there is no funding requested for this initiative. Future funding may be necessary to
provide tools for managing a single user identity for city services.
June 8, 2021 Item #11 Page 86 of 336
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BUILD CAPACITY FOR DATA‐DRIVEN DECISION MAKING
Data Governance and Operational Analytics
About This Project
This project focuses on building a comprehensive approach to citywide data management to enable
data‐rich key performance metrics and effective operation of city departments. A data policy and
resources will be created to align departments with standards of data cataloging for compliance ease
of data sharing.
After initial implementation, operational costs are estimated to increase by $360,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data‐driven Decision Making
Project Need
Connected Carlsbad calls for building capacity for data‐driven decision making fostering a vibrant civic
engagement culture. This project will serve as the foundation for delivering more efficient city
services through a better understanding of key performance metrics for all city departments by
leveraging data. The project will include the implementation of a citywide data policy to govern how
the organization collects, maintains and secures data to enable rich reporting and analytics for
operations and leadership. The policy will enact a data governance team that can revise the policy as
needs and priorities change. The data governance team will direct and oversee the data catalog, data
inventory, and participate in the evaluation of new systems that will collect data. The data
governance team will also regularly review data security and audit processes of data collection and
retention. The project will fund the implementation of a data lake to house a centralized location to
facilitate easier cross‐department reporting. Staff training of data stewardship and how to unlock
operational insights using new data tools is an additional element of the project. This project will also
include the delivery of department performance dashboards to inform leadership and the City
Council on the ongoing efforts of agency goals. In addition, the project creates capacity to acquire
external datasets that inform city operations and provide benefit to multiple departments.
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Discovery Management Assessment
About This Project
The first phase of this project involves the completion of an assessment to identify the functional and
business requirements for a discovery management solution. These requirements will be used to
develop and issue a request for proposal which will take place during fiscal year 2022‐23. The funding
currently being requested is for consulting services to conduct the assessment. Funding for the
acquisition and implementation of a discovery management system will be included as part of the
fiscal year 2022‐23 SDTIP.
At this time, depending on the recommendations of the assessment it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Build Capacity for Data‐Driven Decision Making
Project Need
The current process of identifying, gathering, sorting, reviewing and producing information and
documents required for litigation discovery is cumbersome and time consuming. The implementation
of a discovery management solution would enable the city to identify, gather, and sort information
and records from the massive volumes of content that span the city, including emails, and then sort
and eliminate exact copies to reduce the effort and cost of reviewing and producing the remaining
content. The discovery management solution may also be used for responding to large California
Public Records Act requests.
June 8, 2021 Item #11 Page 88 of 336
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Meter Data Management and Utility Analytics
About This Project
Implement the Meter Data Management and analytics modules that are offered as additional
functionality to the existing utility billing system.
Based on current project demand and resource availability, this project is being tentatively scheduled
for fiscal year 2022‐23 and funding will be identified and requested as part of the fiscal year 2022‐23
SDTIP.
After initial implementation, operational costs are estimated to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data‐Driven Decision Making
Project Need
The city has an existing automated meter infrastructure. Last year, the city completed a major
upgrade to the utility billing system. However, there are still many manual processes that exist
between the two systems. For example, if for some reason a meter is not being automatically read, a
report generated out of the automated meter infrastructure system will identify the meter and a
work order must be manually created in the utility billing system to dispatch a meter reader to read
and troubleshoot the meter. Implementing the Meter Data Management functionality of the utility
billing system will automate this and several other integrations processes.
Additionally, the Meter Data management solution offers robust analytics capability including a key
performance indicator dashboard, advanced leak detection and notification, water loss analysis and
water conservation management.
June 8, 2021 Item #11 Page 89 of 336
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Minor Projects and Strategic Initiatives
Establish a Performance Management Program – Strategic Initiative
The city uses a variety of performance management measures, some of which. In the past, the city
used a comprehensive performance management structure, but this approach was discarded due to
doubts about the relevance of given performance measures and doubts about the efficacy of the
approach as a whole. However, over the past several years, several think tanks and nonprofit
organizations have developed new best practices for performance management, using strategies that
take advantage of the latest developments in enterprise resource planning and data management.
Developing an industry‐leading performance management program is a long‐term initiative of
process optimization that is heavily dependent on success in the other projects and initiatives. Early
steps to re‐establish and enhance existing performance measures can begin taking place but due to
workload will likely not begin until 2022. Development of an advanced performance management
program will likely not begin until 2024, after the replacement of core city systems is completed and
significant additional capacity for data analytics is developed.
At this time, there is no funding requested for this initiative. Future funding may be necessary to
provide for the implementation of performance management tools
June 8, 2021 Item #11 Page 90 of 336
H‐31
FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE
Audiovisual Upgrades
About This Project
This project provides for upgrades and growth of the city's audiovisual equipment. The work
landscape has changed where audiovisual equipment that supported staff meetings in a room is now
supporting meetings held virtually. The audiovisual equipment will be updated and maintained to
meet this new work environment.
There are no annual operational cost changes associated with this project. Replacement costs cannot
be feasibly estimated until the new equipment purchased.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
This allows for the standardization of audiovisual equipment within the city’s work facilities so
personnel can conduct business with internal and external resources virtually, without the need to
move between facilities for meetings.
June 8, 2021 Item #11 Page 91 of 336
H‐32
Council Chamber Technology Upgrade
About This Project
This project involves upgrading video technology in the City Council Chamber to city hardware and
software standards for improved, robust service delivery.
There are no annual operational cost changes associated with this project. Annual replacement costs
will increase by an estimated $15,000.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
The current controls and infrastructure equipment for the City Council Chamber were installed in
2015 and have experienced continued equipment failures that interrupted City Council meetings,
were costly to repair and caused problems receiving technical support. Upgrading the video
technology in the City Council Chamber will fix technical issues and stabilize this critical site with
proven technology that can be supported and updated as needed.
June 8, 2021 Item #11 Page 92 of 336
H‐33
Digital Engagement & Analytics Consultant
About This Project
This pilot project is intended to test various digital communication strategies to enhance city
communication with residents. This includes website banner ads, pay‐per‐click ads, email marketing,
retargeting and social media advertising. Due to COVID‐19, its implementation of the initial campaign
was delayed, and the focus of the initial campaign shifted from community services to COVID‐19
health and safety messages and support for economic revitalization initiatives. Based on the
effectiveness of these tools, existing methods of communication, such as printed materials, could be
phased out to offset the cost of digital outreach.
At this time, depending on the outcomes of the various pilot projects it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
The City of Carlsbad is committed to providing high quality services at the best value to taxpayers.
This includes how the city communicates and engages with the community about city programs,
services, issues and events. As communication preferences and tools change, the city wants to ensure
it continues to use the most effective and efficient communication and engagement strategies
possible.
June 8, 2021 Item #11 Page 93 of 336
H‐34
Outdoor Wireless Study
About This Project
This project will conduct an initial study for a citywide outdoor wireless program at city facilities for
the public to use.
At this time, depending on the recommendations of the study it is not feasible to determine any
operational or replacement costs.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
With the continued increase in use and reliance on smartphones and other mobile devices, the city
needs a comprehensive approach to the availability of Wi‐Fi connections at all city facilities. There is
currently free Wi‐Fi available inside city facilities. This study will help the city identify the necessary
deployment to offer outdoor wireless at its facilities. After the digital information network is in place,
the city will have the capabilities to greatly expand the use of its wireless network to include outdoor
services. In order to determine the most appropriate solution, the IT Department would like to hire a
consultant to develop a plan.
June 8, 2021 Item #11 Page 94 of 336
H‐35
Teleconferencing Services for Public Meetings
About This Project
In fiscal year 2020‐21, one‐time funding was requested and approved in the Innovation Fund to equip
the city with the ability to expand the use of teleconferencing technology. Due to COVID‐19
restrictions and the need to remain in compliance with the Brown Act, it has been necessary to
conduct all public meetings virtually. In addition, other city services that used to be provided in
person, such as classes and permit inspections, had to be moved to the virtual space as well. Included
in the approved funding were the cost of technologies such as Zoom, Infinite Conferencing and
contracted support services.
For the fiscal year 2021‐22 Operating Budget Request there is an estimated total of $227,000 of
increases requested by various departments to support the continued use of teleconferencing
services for all public meetings. There are no replacement costs associated with this project.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
Public meetings and some city services and classes are now being conducted virtually which requires
virtual meeting licensing and ongoing audiovisual technical support.
June 8, 2021 Item #11 Page 95 of 336
H‐36
ENHANCE ACCESSIBILITY AND TRANSPARENCY
Civic Engagement with Open Data
About This Project
This project enables community engagement with city operations and makes government more open
and accountable. An open data portal will provide a resource for citizen access to detailed financial,
operational and historical datasets of city activity.
After initial implementation, operational costs are estimated to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Serving as the accessibility and transparency part of the Data Governance and Operational Analytics
project, this project will leverage the city’s data resources and deliver an online portal rich of city data
to enable increased community engagement and transparency. It is anticipated that this project will
also save staff time for all departments by reducing common public records requests by making these
datasets always available online. This key project will facilitate a deeper understanding within the
community and better inform residents that wish to know more about how their city operates. The
data governance team will direct and oversee the open data online catalog and track access to these
resources. Phase I will deliver a smaller set of data commonly requested by the public to an online
platform. Phase II will expand the publicly available datasets to cover information from all
departments and provide live progress on citywide initiatives and City Council goals.
June 8, 2021 Item #11 Page 96 of 336
H‐37
Exploration HUB Audiovisual Upgrade
About This Project
The Carlsbad City Library’s Exploration HUB offers cutting edge technology programming including
access to the latest creative applications and services for video production, digital conversion, video
game design, CAD development, audio editing, graphic design and photography. In addition, the
space provides 3‐D printing, virtual reality, Raspberry Pi, and Arduino instruction. This project
provides for the upgrade of the audiovisual equipment within the Exploration HUB. In addition to
upgrading the existing audiovisual displays and controllers, a ceiling room sensor will be installed to
shut down the audio‐visual equipment when the Exploration HUB is vacant and an updated assisted
listening system will be installed to better accommodate the hearing impaired.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The existing audiovisual equipment in the Exploration HUB was installed in 2016 and is not consistent
with the audiovisual technology currently deployed at other locations in the city.
June 8, 2021 Item #11 Page 97 of 336
H‐38
Enterprise Digital Asset Management
About This Project
The first phase of this project involves the completion of an assessment to identify the functional and
business requirements for an enterprise digital asset management solution that will provide for the
storing, organizing, describing, accessing and preservation of digital assets. These requirements will
be used to develop and issue a request for proposal which will take place during fiscal year 2022‐23.
The funding currently being requested is for consulting services to conduct the assessment. Funding
for the acquisition and implementation of an enterprise digital asset management system will be
included as part of the fiscal year 2022‐23 SDTIP.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Currently, the city has a wide range of digital assets maintained by numerous departments that are
currently managed, stored, accessed and shared using a variety of methods. These digital assets
range from unique archival documents, records, films, audio recordings, artwork and photos
maintained by the Library & Cultural Arts Department, photos and videos related to the history of Leo
Carrillo Ranch Historic Park maintained by the Parks & Recreation Department and photos of current
events maintained by the Communications & Engagement Department. Storage of these assets varies
from storage on an external hard drive, storage in SharePoint Digital Libraries or saved on network
drives. As a result, there is not a centralized environment for the storing and cataloging of these
assets which makes finding, sharing and using these resources challenging.
June 8, 2021 Item #11 Page 98 of 336
H‐39
Next Generation Online Catalog
About This Project
This project involves the procurement and implementation of a next generation online catalog
solution that provides improved relevancy ranking, natural language searching and an enhanced set
of features that promote staff and public engagement with library‐owned materials and content. In
addition, a next generation catalog will integrate with the Library & Cultural Arts Department’s
existing patron and materials database solution and will provide the ability for patrons to review their
account status, manage holds and make fine and fee payments.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The Library & Cultural Arts Department's current online catalog enables over 115,000 registered
patrons of the Library’s Integrated Library System to search for materials owned by the Library, place
hold requests, view their account status and make fine and fee payments. For the duration of the
pandemic, the online catalog has served a critical role in providing access to Library‐provided content.
From June through December 2020, the online catalog had over 165,000 holds placed on Library
materials. However, the current online catalog has limitations related to search relevancy along with
limited tools for staff to provide patron material engagement. This would include integrated reading
lists, promotion of collection areas and staff book reviews. A next generation online catalog solution
will provide the enhanced functionality and tools that enable the Library to deliver an enhanced
experience for both patrons and staff.
June 8, 2021 Item #11 Page 99 of 336
H‐40
Online Permitting and Electronic Reviews (E‐Review)
About This Project
This project will enable the EnerGov Permitting System's public Customer Self Service Portal to accept
online permit applications including the electronic submission of plans and drawings.
This project involves in an initial pilot to identify the appropriate hardware and software licensing
required for reviewing electronic plans and drawings. Once the pilot is complete and requirements
have been identified, a citywide roll out will be completed.
Operational costs will increase by an estimated $27,300 for required software and licensing costs.
Annual replacement costs will also increase by an unknown amount as some staff computers will
need to be replaced by higher end workstations.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Currently, all permits must be applied for by completing paper applications and submitting multiple
physical copies of plans and drawings. Once the paper applications are received, information from
the paper applications is then manually entered into the EnerGov permitting system and the physical
copies of the plans and drawings are physically routed through various city departments and divisions
for review and approval. The functionality to accept online permit applications and accept electronic
plans and drawings is currently part of the city’s annual maintenance agreement for the EnerGov
permitting system. In preparation for accepting online permit applications, the Community
Development Department is currently working with an outside consultant to fully document the
community development permitting process. This information will be used to configure the Customer
Self Service Portal to enable online permit applications and allow the submission of electronic plans
and drawings.
June 8, 2021 Item #11 Page 100 of 336
H‐41
Records Management System
About This Project
In January of 2021, the city replaced its old and antiquated document imaging and records
management system with the new and improved Laserfiche system. An additional $110,420 is being
requested for additional licensing to leverage the advanced forms and workflow functionality
provided by Laserfiche.
Operational costs will increase by an estimated $31,000 for required software and licensing costs.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The current imaging and records management system, which is an electronic repository for all official
city records, is not intuitive to use, lacks sufficient document indexing, lacks modern functionality and
is currently on a version that is no longer supported by the vendor. Upgrading the existing system
would have cost over $130,000 and would not have corrected any of the current deficiencies or
provide any new functionality. Consistent with the city's Application Portfolio Strategic Plan, the
existing system was replaced with a new enterprise level system that went live in January of 2021.
The first phase of this project focused on existing core document management functionality. The next
phase will include leveraging the system’s robust business process automation as well as exploring
the possibility of moving the city’s working documents from existing network storage solutions into
Laserfiche, which will facilitate the automation of record retention policies.
June 8, 2021 Item #11 Page 101 of 336
H‐42
OpenCounter Virtual Permitting Counter
About This Project
Implement OpenCounter's Virtual Permitting Counter application.
After initial implementation, operational costs are estimated to increase by $34,500 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Prior to determining what is required to establish a business or begin development in the City of
Carlsbad, potential applicants typically have to meet with city staff. Staff then work to educate the
applicant on what is allowable from a zoning perspective, what type of plan cases and permits will be
required and how much permitting will cost. OpenCounter establishes an online virtual permitting
counter that walks an applicant through much of this process online in a self‐service portal.
June 8, 2021 Item #11 Page 102 of 336
H‐43
PROMOTE SECURITY AND SUSTAINABILITY THROUGH
CONNECTIVITY
Annual Hardware and Infrastructure Replacement
About This Project
This project provides for replacement equipment funding for scheduled replacement of laptops,
desktops, internal servers, routers, switches, and other network and data center requirements.
There is no increase or decrease in operational costs associated with the annual replacement
program. Due to the circular nature of the replacement program replacement costs fluctuate
annually depending on the hardware life cycles which can range from three years to 20 years.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is
needed to support the city's technology infrastructure and department‐specific needs.
June 8, 2021 Item #11 Page 103 of 336
H‐44
Computer Aided Dispatch (CAD)
About This Project
The City of Carlsbad purchased its current Public Safety Computer Aided Dispatch, or CAD, system in
2005. Over the years there have been a series of upgrades to the system by the current vendor as
both needs and technology have evolved. Through of series of mergers and acquisitions, the city’s
current CAD system is now at the end of its life and the city must select a replacement CAD system to
maintain the standards required by the State of California and expected by the citizens of Carlsbad.
The city is currently evaluating a few finalists and replacement systems vary in costs and proposed
platforms. The range of costs for a replacement CAD system with all of the necessary interfaces,
excluding required hardware, based on proposals received will cost anywhere from $980,000 to $2
million. Staff estimates that the cost of a replacement CAD system will be approximately $1 million.
Final cost will be approved by the City Council when the contract for the selected solution is placed
on a future council agenda.
At this time, depending on the CAD system selected, it is not feasible to determine any operational or
replacement costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The city needs a new robust and reliable CAD system designed to support law enforcement activities
that fully integrates with other system application components and meets the requirements
established by the Department of Justice. The CAD solution shall include real‐time mapping,
automated vehicle location and a mobile data client. This mobile data client must include real‐time
integrated mobile mapping and automated vehicle location functionality that provides situational
awareness and incident management tools to field personnel. The mobile application must be fully
integrated with CAD software to ensure a seamless transfer of information between the CAD and
Mobile applications, as well as the Police Department’s Report Writing and Records Management
Systems. The CAD configuration must address system redundancy factors and incorporate backup,
failover and recovery solutions.
June 8, 2021 Item #11 Page 104 of 336
H‐45
Cybersecurity Program Development
About This Project
The cybersecurity program provides support and protection to the City of Carlsbad so it can
successfully accomplish its mission successfully. As the threat landscape is changing and getting more
sophisticated in lockstep with advances in technology, the city needs to ensure the city’s
cybersecurity program is robust enough to keep threat actors from causing harm to the city.
To ensure that the city addresses the different areas and aspects of cybersecurity, city staff have
developed and adopted an approach based on the National Institute of Standards and Technology
Cybersecurity Framework to create a defense program which covers five functions:
Identify – Develop the organizational understanding to manage cybersecurity risk to
systems, assets, data and capabilities. The activities in the Identify Function are foundational
for effective use of the Framework. Understanding the business context, the resources that
support critical functions, and the related cybersecurity risks enables an organization to
focus and prioritize its efforts, consistent with its risk management strategy and business
needs. Examples of outcome categories within this Function include: Asset Management,
Business Environment, Governance, Risk Assessment and Risk Management Strategy.
Protect – Develop and implement the appropriate safeguards to ensure delivery of critical
infrastructure services. The Protect Function supports the ability to limit or contain the
impact of a potential cybersecurity event. Examples of outcome categories within this
Function include: Access Control, Awareness and Training, Data Security, Information
Protection Processes and Procedures, Maintenance, and Protective Technology.
Detect – Develop and implement the appropriate activities to identify the occurrence of a
cybersecurity event. The Detect Function enables timely discovery of cybersecurity events.
Examples of outcome categories within this Function include: Anomalies and Events,
Security Continuous Monitoring, and Detection Processes.
Respond – Develop and implement the appropriate activities to act regarding a detected
cybersecurity event. The Respond Function supports the ability to contain the impact of a
potential cybersecurity event. Examples of outcome categories within this Function include:
Response Planning, Communications, Analysis, Mitigation, and Improvements.
June 8, 2021 Item #11 Page 105 of 336
H‐46
Recover – Develop and implement the appropriate activities to maintain plans for resilience
and to restore any capabilities or services that were impaired due to a cybersecurity event.
The Recover Function supports timely recovery to normal operations to reduce the impact
from a cybersecurity event. Examples of outcome categories within this Function include:
Recovery Planning, Improvements and Communications.
At this time, depending on the types of programs implemented over the course of the project it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity
Project Need
As a result of internal assessments as well as evaluations by external parties, certain initiatives within
the five functions of the cybersecurity framework have been identified and will be translated into
projects. Implementation of these projects will incur costs and require funding. The funding will cover
assessment and evaluation, implementation, and staff‐training. Once the security infrastructure is in
place, the operational costs will be moved to the operation budget. The following projects are
identified and planned for implementation:
- Disaster Recovery program assessment
- Detection capability with Security Incident and Event Management technology
- End Point Protection program evaluation
- Vulnerability management program
- Cybersecurity governance program
June 8, 2021 Item #11 Page 106 of 336
H‐47
Facility Security Master Plan
About This Project
This includes the initial project for a closed‐circuit television, or CCTV, cameras master plan that
would include a citywide inventory identifying potential new locations and developing a citywide plan
to follow. CCTV cameras would be located at various city facilities to help ensure safety at these
facilities.
At this time, depending on the recommendations of the master plan it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The City of Carlsbad’s video management system is aging. Over time, as the city deploys additional
cameras, the overall system performance has been negatively impacted. The proposed master plan
shall support multiple geographic sites and will leverage the city’s investment in Pelco, Samsung, Axis
and Cisco network hardware as well as GIS capabilities. If a viable replacement solution is more
economical than leveraging existing hardware, the city will also consider a replacement solution. The
city prefers a phased turnkey solution that includes, design, hardware, implementation, integration,
and training with the city’s existing secure card access system AMAG Symmetry. The proposed
system shall be scalable or upgradeable for at least 10 years.
June 8, 2021 Item #11 Page 107 of 336
H‐48
Unified Communication System
About This Project
The City of Carlsbad’s current telephone system, purchased in 1999, is well past its expected service
life and does not offer commonly available telecommunications features needed for a modern
workplace. Its age also puts it at risk of failing, which could impair the city’s ability to deliver services.
All the city’s approximately 1,100 desk phones will not necessarily be replaced with new desk phones.
Staff will be able to use their computers or smartphones to make phone calls at their desks, instead
of having to use traditional desk phones. The system will include conference room devices and
specialty wireless phones used in spaces such as the city’s libraries and the Emergency Operations
Center.
Operational costs are estimated to increase by $8,000 annually starting in Year 4. Annual
replacement costs are estimated to be $36,000. As the city nears replacement time frames, the city
would examine cloud‐based options that may provide an opportunity to fully convert this to a service
rather than performing hardware replacement. The initial conversion from hardware replacement to
a service could use the replacement funds available to complete the implementation to a service‐
based phone system.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The existing phone system has many short comings and creates a high risk for the city due to its age.
The new system will mitigate many risks and introduce numerous new features to enhance citywide
communications.
The system can also be easily integrated into the new digital information network that the City
Council approved on Dec. 17, 2019. That network will make the system easier to manage and provide
better capability to guarantee call quality.
June 8, 2021 Item #11 Page 108 of 336
H‐49
Minor Projects and Strategic Initiatives
Information Technology Infrastructure Library Training – Minor Project
This is a prior year funded Innovation Fund project in the amount of $29,500 and was managed by
the IT Department. The project was used to fund training on Information Technology Infrastructure
Library, or ITIL, classes. ITIL is a set of detailed practices for IT service management that focuses on
aligning IT services with the needs of its organization. ITIL describes processes, procedures, tasks, and
checklists which are neither organization‐specific nor technology‐specific, but can be applied by an
organization toward strategy, delivering value, and maintaining a minimum level of competency. It
allows the organization to establish a baseline from which it can plan, implement and measure. It is
used to demonstrate compliance and to measure improvement. Training is complete and the
remaining funds of $17,300 have been returned to the available fund balance of the Innovation Fund.
Police Wi‐Fi Expansion – Minor Project
This is a prior year funded Innovation Fund project in the amount of $30,000 that was being managed
by the IT Department. The project would enhance the Wi‐Fi at the Police and Fire Headquarters
which will provide increased speed and flexibility to Law Enforcement technical systems. With the
refurbishing of the Police and Fire Headquarters building pending, this project is no longer required
and the funding of $30,000 has been returned to the available fund balance of the Innovation Fund.
Traffic Management Functionality Enhancements – Strategic Initiative
Over the past decade, the City of Carlsbad has invested significant resources to upgrade its traffic
signal infrastructure from a 20th century model based on primitive controllers and sensors to a 21st
century model that uses advanced traffic controllers and video‐based detection connected by a fiber‐
optic network to a state‐of‐the‐art traffic management center. The Transportation Department is
currently in the process of upgrading the city’s traffic signal controllers. The next phase in this
transformation is the expansion of the city's new Digital Information Network to provide high speed
connectivity to these controllers.
Upgrading the traffic signal controllers paired with the high‐speed connectivity that the digital
information network will provide and allow for a broad range of advanced functionality, much of
which was not available with previous systems, including the ability to:
Automatically adapt signal sequences based on real‐time traffic conditions
Potentially integrate and communicate with connected and autonomous vehicles
Improve signal pre‐emption for transit vehicles and emergency vehicles based on GPS
location data
The growing connectivity within the transportation sector is generating large amounts of data that
can be tapped and analyzed to yield new insights about how traffic moves. These insights are
valuable not only for traffic and transportation planning, but also for improving environmental
sustainability and unlocking new insights for economic development.
This initiative is currently underway and the Information Technology Department is working with the
Transportation Department to explore opportunities for enhancement.
Ensure Adoption of Relevant New Technologies are Mirrored into the Emergency
Operations Center – Strategic Initiative
The city’s Emergency Operations Center provides a central location for police, firefighters, medics and
other city officials to meet and coordinate during large‐scale emergencies such as wildfires,
June 8, 2021 Item #11 Page 109 of 336
H‐50
earthquakes, chemical spills and acts of terrorism. The EOC provides officials with real‐time
information, such as fire perimeters, as well as other information essential to emergency response
decisions, such as the location of gas pipelines, schools, parks, etc. The EOC’s value to city officials
depends on the amount and quality of the information available during emergencies. As city
departments implement new technologies — such as unmanned aerial systems, or drones, and GIS
mapping tools — city staff must evaluate how these technologies will be reflected in the EOC. This is
an ongoing initiative.
June 8, 2021 Item #11 Page 110 of 336
H‐51
FUTURE PROJECTS
Estimated Fiscal Year 2021‐22 through 2025‐26 Appropriations by Goal
The City of Carlsbad’s SDTIP for fiscal year 2021‐22 to fiscal year 2025‐26 outlines 337 projects at an
estimated total cost of $26.94 million. Of the $26.94 million, $15.41 million is for new or increased
funding for projects over the next five years. The information provided for future years reflects the
most comprehensive snapshot of known or anticipated future projects as well as associated
estimated costs.
Build Capacity for Data‐
driven Decision Making
5%
Enhance Accessibility
and Transparency
7%
Foster a Vibrant
Civic Engagement
Culture
3%
Promote Security and
Sustainability through
Connectivity
47%
Pursue Communitywide
Digital Transformation
38%
Estimated Future Projects Costs by Goal
FY 2021‐22 to FY 2025‐26
$15.41 million
June 8, 2021 Item #11 Page 111 of 336
H‐52
Estimated Fiscal Year 2021‐22 Appropriations by Goal
The fiscal year 2021‐22 SDTIP outlines $4.87 million in new appropriations for fiscal year 2021‐22 to
provide additional funding for the continuation of existing projects as well as funding for new
projects.
Build Capacity for
Data‐driven
Decision Making
7%
Enhance
Accessibility and
Transparency
23%
Foster a Vibrant
Civic Engagement
Culture
0%
Promote Security and
Sustainability through
Connectivity
45%
Pursue Communitywide
Digital Transformation
25%
Requested
FY 2021‐22 Appropriations by Goal
$4.87 million
June 8, 2021 Item #11 Page 112 of 336
I‐1
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program reflects
the city’s ongoing commitment to maintaining the highest
standards of quality facilities for our community today and in
the future. It is a planning document, not a commitment for
spending. The 15‐year program outlines the expenditure plan
for future capital projects and the corresponding revenues to
pay for those expenditures.
Projects that are shown in the CIP are generally defined as
any construction, rehabilitation or replacement of major
infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer
and drainage facilities, and other facilities that are located on or in the ground. In most cases, the
total construction cost of each of these assets is recorded and tracked as part of the city’s inventory
of capital infrastructure assets and other city‐owned property.
Once the City Council adopts the proposed annual CIP budget, projects receive an appropriation that
authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget
information is shown for a 15‐year period to provide the most comprehensive information about
known future projects. Spending authority in future years is not granted until adoption of the annual
proposed CIP budget associated with each year.
The City of Carlsbad’s philosophy is to take a proactive, long‐range planning approach to building high
quality facilities and infrastructure that support the needs and priorities of the community. The CIP is
organized by the following project classifications:
Planning
Study
Plan
Assessment
Maintenance & Operations
Technical master plans
Repair
Refurbishment/ rehabilitation
Modifications
Improvements
Maintenance program
Monitoring
Replacement
Upgrade
Capital Projects
Regulatory & Policy‐
Driven:
Legal requirements, compliance with Growth Management Plan, Climate Action Plan, defined projects to implement policies, plans and goals adopted by the City Council
Community
Enhancements: new facilities, expansions, parks & trails, traffic signals, coastal improvements
Project Accounting
CFD #1 Admin
Open space acquisition
Loans
Repayment/transfer
Exhibit 3
June 8, 2021 Item #11 Page 113 of 336
I‐2
INVESTING IN OUR QUALITY OF LIFE
As the city continues to grow and develop, there is a corresponding increase in the demand for
development‐related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted
a Growth Management Plan in 1986. The plan was established to manage development within the
city by linking residential, commercial, and industrial development directly to standards for
availability of public services and facilities.
The Growth Management Plan states that unless a standard level of facilities is available to meet new
demands resulting from the city’s growth, development cannot proceed. Recently, certain actions,
such as imposing a moratorium, have been determined to be impermissible by the California Housing
and Community Development Department, per Senate Bill 330, Housing Crisis Act of 2019, which
became effective on Jan. 1, 2020.
The detailed level of planning required by Growth Management has allowed the city’s CIP to
anticipate the funding needed for capital improvements in the next 15 years. Facilities such as
community centers, parks and fire stations have been constructed and opened to the public under
this program.
The CIP has been designed to specifically address areas where new or expanded facilities will be
needed to maintain compliance with the adopted performance standards. With the adoption of the
fiscal year 2021‐22 CIP, compliance with the Growth Management Plan is continued.
Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing
infrastructure projects through numerous asset management programs, which ensure adequate
inspection, maintenance, and replacement of buildings and parks, water, sewer and drainage
systems, bridges, and roadways systems.
PROJECT EVALUATION
Development of the CIP is a team
effort involving all operational
departments, the City Manager’s
Office, the City Council, and the
community. Community feedback on
infrastructure needs is considered
and incorporated as appropriate. The
CIP is fully vetted at multiple levels of
the city organization by appropriate
staff using an inclusive and
transparent process, and reviewed
on a quarterly basis.
Capital
Improvement
Program
Public health and safety
City mission, vision and organizational values
Community values
Environmental review
Governing and policy documents
Funding availability
City Council goals
June 8, 2021 Item #11 Page 114 of 336
I‐3
As the CIP is implemented throughout the year, staff continually re‐evaluate projects’ scopes, costs
and schedules to responsibly and cost‐effectively manage infrastructure assets at the required levels
of service throughout their lifecycle. Recommendations for project funding consider current project
status, project scheduling and sequencing requirements, project constraints, and current staff
capacity. Project charters are updated to include project description, location, summary of need,
justification including any legislative or policy citations, cost estimates, and project scores.
In anticipation of revenue decreases in some capital funding sources, staff recommended funding
adjustments in fiscal year 2021‐22 that focused on matching existing resources with realistic and
achievable project schedules. New project requests were minimized and the city remains committed
to continue work on projects that are already underway.
FISCAL YEAR 2021‐22 APPROPRIATIONS BY CATEGORY
In the fiscal year 2021‐22 CIP, there are approximately 254 continuing and new projects planned over
the next 15 years. The fiscal year 2021‐22 CIP outlines $56.2 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 20 new projects.
Projected revenues during the same fiscal year are estimated at $65.8 million.
Capital Projects
34%
Maintenance &
Operations
40%
Planning
1%
Project Accounting
25%
FY 2021‐22 Appropriations by Category
$56.2 million
June 8, 2021 Item #11 Page 115 of 336
I‐4
FISCAL YEAR 2021‐22 APPROPRIATIONS BY PROJECT TYPE
Civic Buildings and Facility Maintenance
$8.2 million
This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs
include repair, maintenance and replacement of civic buildings.
Parks
$2.6 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing,
picnic areas and other needs identified by the community and in recently updated parks master plans.
Drainage
$7.2 million
The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as well
as maintaining the water quality of the city’s creeks, lagoons and ocean. As the city continues to age, it
is increasingly necessary to balance repairing and replacing the existing lines with enhancing the
current infrastructure to accommodate future needs.
Sewer
$11.5 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation
projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are
built and paid for with impact fees collected with new development.
Water and Recycled Water
$3.1 million
Future water and recycled water projects include construction of new pipelines, replacement of
existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been
producing and delivering recycled water for over 30 years.
Transportation
$23.6 million
People of all ages and abilities want to go places safely and conveniently in the City of Carlsbad, whether
they drive, walk, bike, or ride a bus or train. The City of Carlsbad continues to invest in modernizing
roads, leveraging technology to improve traffic systems, and making timely repairs and rehabilitation
of the roadways, bridges, sidewalks and other assets in public rights of way throughout the city.
June 8, 2021 Item #11 Page 116 of 336
I‐5
NEW CAPITAL IMPROVEMENT PROJECTS
Cannon Road and Paseo del Norte Sustainable Mobility
Plan and Growth Management Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 60,000
TOTAL $ 60,000
About This Project
The project will design and construct bicycle improvements at Cannon Road and Paseo del Norte in
the eastbound and westbound approaches.
Project Need
The project is required by the Growth Management Plan Traffic Monitoring Program and was
identified by the Sustainable Mobility Plan as a priority project.
Cannon Road Lift Station Improvements
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement
Budget
FY22 $ 150,000
FY23 $ 530,000
TOTAL $ 680,000
About This Project
The project will install an isolation valve in the flow meter vault and replace existing check valves.
Project Need
There is no ability to isolate the force main during maintenance of the flow meter and the existing
check valves are due for replacement.
June 8, 2021 Item #11 Page 117 of 336
I‐6
Carlsbad Boulevard Lane Reduction and Edge Striping
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 300,000
TOTAL $ 300,000
About This Project
The project will design and construct a lane reduction for southbound Carlsbad Boulevard including
new edge striping for the west side of roadway.
Project Need
The striping changes will provide wider bicycle lanes and shoulder widths for the west side of
Carlsbad Boulevard, which is very popular with bicyclists and pedestrians. The project is consistent
with the General Plan Mobility Element Coastal Street typology and the Sustainable Mobility Plan. It
will increase on‐street beach parking and enhance bike and pedestrian safety.
Carlsbad Boulevard Pedestrian Improvement Project
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax, Federal Grant
Budget
FY22 $ 700,000
TOTAL $ 700,000
About This Project
The project will construct pedestrian enhancements at six uncontrolled crosswalk locations on
Carlsbad Boulevard. Improvements include curb extensions, in‐pavement flashing lights, green bike
lane treatments and street lighting.
Project Need
With support from the Traffic and Mobility Commission, the City Council directed staff to implement
the project, and appropriated $591,600 in funding received from the Caltrans Highway Safety
Improvement Program.
June 8, 2021 Item #11 Page 118 of 336
I‐7
Carlsbad Water Recycling Facility Roof Replacement
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source: Recycled Water
Replacement
Budget
FY22 $ 225,000
TOTAL $ 225,000
About This Project
The project will replace the roof on the Carlsbad Water Recycling Facility.
Project Need
The existing roof is at the end of its useful life and has had multiple failures. Replacement of the roof
is required to protect the integrity of the structure.
June 8, 2021 Item #11 Page 119 of 336
I‐8
Chestnut Underpass Public Art Project
Managing Department: Transportation
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 100,000
FY23 $ 150,000
TOTAL $ 250,000
About This Project
In alignment with the Interstate 5 expansion by Caltrans, the city will install a public art project in the
Chestnut Avenue underpass. The project is not city initiated, but is planned with the overall
enhancements for the North Coast Corridor project being implemented by Caltrans.
Project Need
This is a unique opportunity for the city to collaborate with Caltrans to bring immediate value by
bringing in an innovative, unique public art element to this neighborhood. This will be in alignment
with other North County municipalities which have already installed public art installations along with
I‐5 Corridor, such as Solana Beach and Encinitas. This is the city’s first significant public art installation
that will be connected to a major transportation improvement project.
The Chestnut Avenue underpass provides a setting for an opportunity for a high‐profile public art
installation and will provide a bridge between the two neighborhoods of Pine and Holiday Community
Parks. This two‐phase approach will designate funding for a design phase up to $100,000 in fiscal year
2021‐22 which will be supported by a national call to public artists. The fabrication phase, with a
timeline yet to be determined, will fund up to $150,000 to install the art in partnership with city and
Caltrans planning and construction teams.
This opportunity elevates the city’s reputation as a base for a significant regional public art collection
and directly connects to our city’s Arts & Culture Master Plan initiative described in Physical Realm
2.2, which states, “As plans for the Coastal Corridor develop, work with regional planning agencies
and artists to identify opportunities for displaying public art.”
June 8, 2021 Item #11 Page 120 of 336
I‐9
Cole Library Security Fencing
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 40,000
FY23 $ 130,000
TOTAL $ 170,000
About This Project
The project will install security fencing around portions of the facility.
Project Need
The scope of this project would include architectural design services to create a solution that is both
functional and aesthetically in line with the library’s existing architecture.
El Fuerte Lift Station Pump Addition
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Connection
Budget
FY22 $ 180,000
FY23 $ 600,000
TOTAL $ 780,000
About This Project
This project will add a third sewer lift pump for redundancy.
Project Need
City standards for lift stations require a redundant pump to allow for maintenance or an unplanned
outage of existing pumps.
June 8, 2021 Item #11 Page 121 of 336
I‐10
Fire Department Administration Offices
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 150,000
TOTAL $ 150,000
About This Project
The project will construct office space to centralize Fire Department management and administration
staff.
Project Need
The initial funding request will support planning and design development efforts to centralize staff
that are currently working out of various city locations to improve operational efficiency.
Fire Station 6 Renovation
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source:
General Capital Construction
Budget
FY22 $ 35,000
TOTAL $ 35,000
About This Project
This project will convert the existing captain's office into sleeping quarters.
Project Need
To better meet the Standards of Cover study recommendations regarding national response time
standards, the Fire Department anticipates adding or shifting personnel to the existing Fire Station 6.
June 8, 2021 Item #11 Page 122 of 336
I‐11
Jefferson Street Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 75,000
TOTAL $ 75,000
About This Project
This project will design and construct climbing lanes, or Class II buffered bicycle lanes, in the uphill
direction on the bridge with shared lane markings, or Class III sharrows, in the downhill direction.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project. La Costa Avenue Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 110,000
TOTAL $ 110,000
About This Project
The project will design and construct bicycle improvements at El Camino Real and La Costa Avenue,
as well as bike lane conflict area striping treatments on La Costa Avenue at Piraeus Street and Saxony
Road.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
June 8, 2021 Item #11 Page 123 of 336
I‐12
Las Flores Drive Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 85,000
TOTAL $ 85,000
About This Project
This project will design and construct Class II buffered bicycle lanes and enhanced pedestrian
crossings via roadway striping.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
Las Palmas Roof Replacement
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 500,000
TOTAL $ 500,000
About This Project
This project will replace the roof on the Las Palmas facility.
Project Need
The existing roof is at the end of its useful life and has had multiple failures. Replacement of the roof
is required to protect the integrity of the structure.
June 8, 2021 Item #11 Page 124 of 336
I‐13
Palomar Airport Road and Avenida Encinas Growth
Management Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 230,000
TOTAL $ 230,000
About This Project
The project will design and construct a westbound left‐turn lane extension at Palomar Airport Road
and Avenida Encinas.
Project Need
The project is required by the Growth Management Plan Traffic Monitoring Program.
Schulman Auditorium and Cannon Art Gallery Improvements
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 200,000
TOTAL $ 200,000
About This Project
The project includes design, installation and commissioning of a new audiovisual system, lighting
system and controls, and other technology elements for the Schulman Auditorium. The Cannon Art
Gallery requires design, installation and commissioning of upgraded HVAC, electrical and interior
space refurbishments, including technology upgrades as necessary to support industry standards for
the presentation of art, audio programming and visitor support features.
Project Need
The Cannon Art Gallery interior space has not been upgraded since it was originally constructed and
existing audiovisual and lighting systems in the auditorium are deficient. The 2018 Arts & Culture
Master Plan identifies the need to revise and refurbish the gallery, which results in greater eligibility
to secure national touring exhibits and expanded programming options. Updating both spaces
increases revenue potential for rentals of the spaces.
June 8, 2021 Item #11 Page 125 of 336
I‐14
Senior Center Security Fencing
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 20,000
FY23 $ 58,000
TOTAL $ 78,000
About This Project
The project will install security fencing around portions of the facility.
Project Need
Security fencing will be installed in secluded sections of the building to remove potential areas for
loitering.
June 8, 2021 Item #11 Page 126 of 336
I‐15
State Street Parking Lot Electric Vehicle Charging Stations
Managing Department: Transportation
Classification: Capital Project
Funding Source: Public Facility Fees
Budget
FY22 $ 300,000
TOTAL $ 300,000
About This Project
Capitalizing on incentives potentially available through the California Electronic Vehicle Infrastructure
Project, orCALeVIP, this project will install up to two direct current fast chargers, or DCFC, and up to
eight Level 2 electric vehicle charging stations in the city‐owned parking lot on the west side of State
Street between Oak Avenue and Carlsbad Village Drive. DCFC are currently the fastest commercially
available chargers and are designed to fill a standard electric vehicle battery up to 80% in 20‐40
minutes with a maximum charge rate often limited by the EV acceptance rate. Level 2 charging
stations are the most prevalent type of charger in the region, the same type of charger we have at
other city‐owned EV charging stations.
Project Need
The city has installed publicly available EV charging at five locations: Aviara Community Park, Pine
Avenue Community Park, Stagecoach Community Park, Alga Norte Community Park, and the State
Street parking lot. Usage of the State Street EV charging stations is currently more than double the
usage at any of the other locations. Increasing the number of EV charging stations in the Village and
Barrio area will increase the availability for the public to charge their vehicles while enjoying local
amenities. The project addresses the Climate Action Plan, section L‐3, community EV charging.
Tamarack Avenue Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 200,000
FY24 $ 510,000
TOTAL $ 710,000
About This Project
The project will design and construct lane reduction for Tamarack Avenue including buffered bicycle
lanes.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
June 8, 2021 Item #11 Page 127 of 336
I‐16
Temporary Fire Station 7
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 900,000
TOTAL $ 900,000
About This Project
The project will locate and prepare a site in the vicinity of Cannon Road and Avenida Encinas for the
purpose of siting a Temporary Fire Station 7. This will include grading, asphalt and concrete, utilities
for temporary housing trailer, Sprung structure, and any other associated temporary structures to
operate a new temporary fire station for the next five to seven years. The trailer and Sprung structure
currently being utilized as Temporary Fire Station 2 at the Carlsbad City Library will be relocated to
the Cannon site following completion of the new Fire Station 2, with operations at the new
Temporary Fire Station 7 anticipated to begin in fiscal year 2022‐23.
Project Need
In 2019, the Fire Department commissioned a Standards of Cover, or SOC, study to evaluate the
current fire operations service delivery and make recommendations regarding needed changes to
meet national response time standards. The recommendations of the SOC study were presented to
the City Council in 2020, at which time the City Council requested that a proposal be brought forward
by the Fire Chief to enhance the city’s emergency operations response to address deficiencies noted
in the study.
The initial funding will be used to verify the potential use of favorable sites for the temporary station
and for initial scoping and planning work. Potential locations will be analyzed and environmental and
regulatory requirements identified. Staff anticipates that the temporary station will require a
Conditional Use Permit and a Coastal Development Permit. The temporary station site location in the
Cannon Road and Avenida Encinas vicinity is desirable as it would allow the Fire Department to
provide emergency response on the west side of Interstate 5, where there are currently no fire
stations. This location would also allow the Fire Department to locate a fire truck company in an area
where the current response from Fire Station 5 has extended response times. This location could also
house the current ocean lifeguard program on a temporary basis.
June 8, 2021 Item #11 Page 128 of 336
I‐17
CAPITAL IMPROVEMENT PROGRAM REVENUES
Over the next 15 years, revenues for capital projects are estimated at $800.9 million and are
segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad,
(2) special district fees and taxes from the community facilities districts and bridge and thoroughfare
benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds
other than wastewater and water, (5) general capital construction funds, and (6) other sources,
including grants, sales taxes and contributions from other agencies.
Approximately 18.6% of all capital revenue is received as a result of development, including
Developer Fees and financing districts in the chart above, and is dependent upon assumptions made
about the city's annual growth in dwelling units and commercial and industrial square feet. These
revenues include Public Facilities Fees, Traffic Impact Fees, Park‐In‐Lieu Fees, Planned Local Drainage
Fees, Water Connection Fees, Sewer Connection charges, and community facilities districts and
bridge and thoroughfare benefit districts fees.
Water and wastewater replacement revenues generated by user fees equal approximately 37.0% of
total revenues and are used to pay for replacement of existing water and sewer facilities.
Infrastructure Replacement and General Capital Construction revenues, equal to 23.6%, are transfers
from the city’s General Fund, which are being set aside to pay for replacement of major capital
facilities other than wastewater and water facilities and the construction of various municipal
projects. The remaining 20.8% consists of revenues from other agencies and include federal and state
grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from
cities, developers, and other agencies.
Developer Fees
14.1%
Financing districts 4.5%
Utility Replacement
transfers
37.0%Infrastructure
Replacement
transfers
11.8%
General Capital
Construction
transfers
11.8%
Other agencies
20.8%
Capital Improvement Program
Projected Revenues FY 2021‐22 to FY 2035‐36
$800.9 million
June 8, 2021 Item #11 Page 129 of 336
I‐18
FUTURE GROWTH AND DEVELOPMENT
As shown on the graph on the previous page, there are a variety of revenues that are used to fund
the capital projects. In order to estimate revenues to be received from development, several
assumptions about the rate and type of future development are made. These assumptions can
change from year to year and tend to correlate with the current economic climate.
Every year, city staff evaluates all existing and future private development projects and compares this
information to the capacity of the city using the most current adopted general plans. Information
about existing development activity combined with estimates of how remaining net developable land
might develop is then summarized to prepare future projections about when and where residential
and non‐residential development may occur. The following table shows the number of residential
units and non‐residential square feet of development that was used in calculating estimated
revenues for fiscal year 2021‐22 and subsequent years to build out.
Projected Future Development
Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for
construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital
funds are sufficient, significant operating cost impacts and availability of staff resources are also
considered in evaluating the timing of projects. Where funding discrepancies occur, alternative
financing methods and project timing are evaluated and recommendations are made to resolve the
discrepancies.
Conservatively, about 2,652 residential units are anticipated for future development, and it is
currently estimated that the city is more than 90% built out. Residential development for fiscal year
2021‐22 is projected at 149 units, and, over the next five years, should average 230 units per year.
The amount of non‐residential development is projected at about 213,000 square feet over the next
five years.
Projects include several multi‐family residential developments, commercial industrial, office and
other mixed‐use projects. Development estimates provide data for estimating future fee revenues,
which are calculated by multiplying each applicable development fee by the estimated number of
dwelling units and/or square feet of construction expected during each year.
Fiscal Year
Residential
Units
Non‐Residential Square
Feet
2021‐22 149 71,270
2022‐23 379 16,956
2023‐24 267 53,225
2024‐25 295 68,655
2025‐26 90 3,225
2027‐31 971 2,280,632
2032‐build out 501 2,342,735
Totals 2,652 4,836,698
June 8, 2021 Item #11 Page 130 of 336
I‐19
FUTURE PROJECTS
The CIP for fiscal year 2021‐22 to fiscal year 2035‐36 outlines approximately 254 projects at a cost of
$670 million. Long‐range planning and responsible asset management play key roles in the
development of future capital projects. Using data from various infrastructure master plans, ongoing
asset condition assessments, technical modelling, field inspections as well as community feedback,
the information provided for future years reflects the most comprehensive snapshot of known or
anticipated future projects as well as associated estimated costs.
Civic facilities
12%
Parks
9%
Drainage
6%
Wastewater28%
Water/Recycled
Water
22%
Transportation
23%
Future Project Costs By Type
FY 2021‐22 to FY 2035‐36
$670 million
June 8, 2021 Item #11 Page 131 of 336
I‐20
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of future multi‐family and single‐family residential units is assumed
to be 80% and 20%, respectively, and reflects the anticipated mix of residential development for each
Local Facilities Management Zone.
In order to calculate estimated revenues for Traffic Impact Fees, the number of average daily trips
was computed for each type of development use. An attached multi‐family residential dwelling unit is
assigned either eight or six trips and a detached single‐family unit is assigned 10 trips per day. The
trips‐per‐day value for commercial and industrial buildings are 40 and eight trips per 1,000 square
feet of development, respectively, although the actual volume of trips generated by commercial and
industrial buildings can vary widely depending on the ultimate land use.
CFD No. 1 is a citywide district established to finance various civic facilities required under the city’s
Growth Management Plan. Park‐in‐Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.
Projects in the CIP funded with Park‐in‐Lieu Fees include future park site acquisition, development
and restoration. Bridge and thoroughfare fee districts or BTDs are formed by property owners to
finance specific road construction projects located within the district boundaries. BTD No.2 Poinsettia
Lane/ Aviara Parkway was formed to finance the construction of Poinsettia Lane between Aviara
Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane.
UNFUNDED PROJECTS
There are six projects identified in the CIP for which there is no identifiable funding source and, in
some cases, where only partial funding has been identified. The city will investigate obtaining
possible external funding, such as federal and state grants, loans, or other financing sources. Once
funding is identified for these projects, the project costs will have to be reviewed and updated to
reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. Two
projects are partially funded by the Traffic Impact Fee program. The program was planned to
generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining
80% unfunded.
Business Park Recreational Facility (Partial Funding)6,600,000$
Cannon Lake Park (6.7 Acres)2,243,000
Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding)6,905,600
Carlsbad Blvd./ Palomar Airport Road (Partial Funding)14,109,600
Carlsbad Blvd. Realignment ‐ Segments 3‐5 26,100,000
College Boulevard Extension 30,000,000
TOTAL UNFUNDED PROJECTS 85,958,200$
June 8, 2021 Item #11 Page 132 of 336
RESOLUTION NO. 2021-132
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET, STRATEGIC
DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2021-22 FOR THE CITY
OF CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the City Council of the City of Carlsbad, California, has reviewed the proposed
final Operating Budget, Strategic Digital Transformation Investment Program and Capital
Improvement Program for fiscal year (FY) 2021-22 and has held such public hearings as are
necessary prior to adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1.That the above recitations are true and correct.
2.That certain documents now on file in the Office of the City Clerk of the City of
Carlsbad, entitled "Fiscal Year 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,"
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachments A through D
attached and incorporated by reference, are adopted as the final Operating,
Strategic Digital Transformation Investment Program and Capital Improvement
Program Budgets for the City of Carlsbad for FY 2021-22 along with the program
options and adjustments, if any, determined by the City Council as set forth in the
minutes of the City Council meeting of Tuesday, June 8, 2021.
3.That the amounts reflected as estimated revenues for FY 2021-22 as shown in
Attachments A, B and D are adopted as the budgeted revenues for FY 2021-22_
4.That the amounts as designated as the FY 2021-22 Budget request in Attachments
A, B and D are appropriated to the department or fund for which they are
designated, and such appropriation shall not be increased except as provided in
this resolution.
June 8, 2021 Item #11 Page 133 of 336
5.That total appropriations for each fund may only be increased or decreased by the
City Council by passage of a resolution amending the budget except as provided
in this resolution.
6.That the following controls are placed on the use and transfer of budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the City Council or City Manager as described below.
i.The City Manager may authorize all transfers of funds from account to
account within any department.
ii.The City Manager may authorize transfers of funds between Police,
Community Development and the new Housing & Homeless Services
departments within the General Fund.
iii.The City Manager may authorize transfers of funds between departments
within the same fund in an amount up to $100,000 per transfer.
iv.The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager may authorize increases in
an appropriation for a specific purpose where the appropriation is offset
by unbudgeted revenue, which is designated for said specific purpose.
v.The City Manager may authorize the transfer of appropriations between
accounts and/or capital projects up to $1,000,000 for the costs associated
with the Encina Wastewater Facility (Encina) as authorized by the Encina
Wastewater Authority's staff and/or Board. Any increase to the total
appropriations for Encina's operating budget and capital program must be
approved by the City Council.
vi.The City Manager may authorize budget adjustments to increase the
appropriation for the Workers' Compensation and Risk Management
Funds' operating budgets in an amount equal to the increases in costs of
claims expenses or estimated losses and liabilities.
vii.The City Manager may authorize budget adjustments to increase the
appropriation for unforeseen legal expenses and liabilities.
June 8, 2021 Item #11 Page 134 of 336
viii.The City Manager may authorize budget adjustments to increase the
appropriation for Mutual Aid expenses in an amount equal to the increases
in amounts to be reimbursed by other agencies.
ix.The City Council must authorize all transfers of funds from the City
Council's Contingency Account.
x.The City Manager may delegate any of the authority given to him or her
under this resolution.
B.The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Attachment C.
C.The City Manager may authorize the hiring of temporary or part-time staff as
necessary within the limits imposed by the controls listed above.
7.That the legal level of budgetary control is the fund level. Budgets may not legally
be exceeded at the fund level without appropriate authorization by the City
Council.
8.That interest earned on grants 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, 2021, are appropriated to FY 2021-22 in their respective
project budgets.
10.That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended at June 30, 2021, are appropriated to FY 2021-22 in their
respective Innovation Fund or project budgets.
11.That all appropriations in the Operating Budget remaining unexpended at June 30,
2021 related to developer deposits received for developer-funded studies not yet
completed or grant awards received or expected for projects that are continuing
into the next fiscal year are appropriated to FY 2021-22.
12.That all appropriations for outstanding encumbrances as of June 30, 2021, are
continued into FY 2021-22 for such contracts or obligations.
June 8, 2021 Item #11 Page 135 of 336
PASSED, APPROVED AND ADOPTED at a joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to
the Carlsbad Redevelopment Agency held on the 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
,..10C-Arri.D-ervalf-)p
BARBARA ENGLESON, City Clerk
(SEAL)
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June 8, 2021 Item #11 Page 136 of 336
SCHEDULE OF PROJECTED FUND BALANCES
Projected
Beginning Additional Ending
Fund Balance Projected Projected CalPERS Advance Fund Balance
Fund July 1, 2020 Revenues Expenditures Payment Repayment June 30, 2021
General Fund $98,985,748 * $172,734,000 $164,540,132 $8,557,922 2,680,000 $101,301,694
Special Revenue Funds
Affordable Housing 23,224,748 1,204,279 5,034,346 7,558 19,387,123
Agricultural Mitigation Fee 1,019,025 14,000 0 0 1,033,025
Buena Vista Channel Maintenance District 1,441,925 125,800 116,298 0 1,451,427
Citizen's Option for Public Safety 274,441 184,318 200,000 16,877 241,882
Community Activity Grants 1,123,096 15,000 0 0 1,138,096
Community Development Block Grant 0 1,551,030 1,428,953 3,972 118,105
Cultural Arts Donations 304,339 61,067 122,385 0 243,021
Flower Fields Grant Program 0 0 0 0 0
Habitat Mitigation Fee 0 16,230 0 0 16,230
Library and Arts Endowments 270,342 2,244 6,000 0 266,586
Library Gifts and Bequests 1,548,903 253,995 426,910 0 1,375,988
Lighting and Landscaping District No. 2 4,229,025 694,000 375,750 0 4,547,275
Local Cable Infrastructure 974,683 296,000 351,000 0 919,683
Median Maintenance District 70,953 1,050,000 1,005,000 21,490 94,463
Parking In Lieu Fee 1,201,155 17,064 50,000 0 1,168,219
Police Asset Forfeiture 308,232 7,000 65,000 0 250,232
Public Safety Grants 0 233,939 233,939 0 0
Recreation Donations 301,859 8,235 37,957 0 272,137
Rental Assistance 131,180 8,900,124 8,510,000 39,196 482,108
Senior Donations 338,015 11,000 13,200 0 335,815
Street Lighting Maintenance District 2,786,452 924,266 685,000 15,774 3,009,944
Street Tree Maintenance District 438,375 465,000 625,000 21,999 256,376
Tyler Court Apartments 198,339 602,512 430,000 0 370,851
Total Special Revenue Funds 40,185,086 16,637,103 19,716,738 126,866 36,978,585
Enterprise Funds
Water Operations 29,204,183 44,523,102 46,126,865 288,986 27,311,434
Recycled Water Operations 6,447,797 7,972,071 10,333,658 132,151 3,954,059
Wastewater Operations 9,040,711 13,683,128 15,235,755 190,186 7,297,898
Solid Waste Management 14,707,512 3,920,818 4,498,833 128,504 14,000,993
Golf Course 985,074 7,792,122 6,340,807 0 2,436,389
Total Enterprise Funds 60,385,276 77,891,241 82,535,918 739,827 55,000,772
Internal Service Funds
Workers' Compensation 4,650,061 3,905,093 1,950,000 8,347 6,596,807
Risk Management 2,823,391 2,422,410 3,048,468 22,496 2,174,837
Self‐Insured Benefits 1,834,163 0 1,834,163 0 0
Vehicle Maintenance 1,078,108 3,516,342 2,782,841 87,661 1,723,948
Vehicle Replacement 17,492,025 2,680,007 795,000 0 19,377,032
Information Technology 10,257,801 12,535,451 15,600,562 456,881 6,735,809
Total Internal Service Funds 38,135,550 25,059,303 26,011,034 575,385 36,608,434
Successor Agency Housing Trust Fund 2,082,371 4,127,400 1,049,406 0 (2,680,000) 2,480,365
Total Operating Funds $239,774,031 $296,449,047 $293,853,228 $10,000,000 $0 $232,369,850
*For the General Fund only, this represents unassigned fund balance.
Attachment A
June 8, 2021 Item #11 Page 137 of 336
SCHEDULE OF PROJECTED FUND BALANCES
Projected
Beginning Ending
Fund Balance Estimated Adopted Fund Balance
Fund June 30, 2021 Revenues Budget June 30, 2022
General Fund $101,301,694 * $178,813,062 $184,407,489 $95,707,267 *
Special Revenue Funds
Affordable Housing 19,387,123 515,000 811,197 19,090,926
Agricultural Mitigation Fee 1,033,025 15,000 0 1,048,025
Buena Vista Channel Maintenance District 1,451,427 120,000 195,245 1,376,182
Citizen's Option for Public Safety 241,882 187,000 266,106 162,776
Community Activity Grants 1,138,096 15,000 30,000 1,123,096
Community Development Block Grant 118,105 520,500 638,299 306
Cultural Arts Donations 243,021 46,200 131,750 157,471
Flower Fields Grant Program 0 0 0 0
Habitat Mitigation Fee 16,230 15,000 0 31,230
Library and Arts Endowments 266,586 3,000 6,000 263,586
Library Gifts and Bequests 1,375,988 178,100 384,270 1,169,818
Lighting and Landscaping District No. 2 4,547,275 702,300 376,001 4,873,574
Local Cable Infrastructure 919,683 295,000 345,000 869,683
Median Maintenance District 94,463 1,315,000 1,369,415 40,048
Parking In Lieu Fee 1,168,219 15,358 50,000 1,133,577
Police Asset Forfeiture 250,232 16,000 170,000 96,232
Public Safety Grants 0 0 0 0
Recreation Donations 272,137 86,223 82,591 275,769
Rental Assistance 482,108 7,548,000 7,898,443 131,665
Senior Donations 335,815 20,000 79,600 276,215
Street Lighting Maintenance District 3,009,944 916,051 971,246 2,954,749
Street Tree Maintenance District 256,376 710,000 943,555 22,821
Tyler Court Apartments 370,851 644,400 640,987 374,264
Total Special Revenue Funds 36,978,585 13,883,132 15,389,705 35,472,012
Enterprise Funds
Water Operations 27,311,434 45,466,455 47,821,220 24,956,669
Recycled Water Operations 3,954,059 8,072,846 10,103,790 1,923,115
Wastewater Operations 7,297,898 13,963,861 16,057,473 5,204,286
Solid Waste Management 14,000,993 4,069,427 5,183,474 12,886,946
Golf Course 2,436,389 7,539,000 7,231,000 2,744,389
Total Enterprise Funds 55,000,772 79,111,589 86,396,957 47,715,404
Internal Service Funds
Workers' Compensation 6,596,807 4,754,730 3,933,699 7,417,838
Risk Management 2,174,837 3,401,080 3,207,702 2,368,215
Self‐Insured Benefits 0 0 0 0
Vehicle Maintenance 1,723,948 3,340,562 3,516,373 1,548,137
Vehicle Replacement 19,377,032 4,311,885 4,546,033 19,142,884
Information Technology 6,735,809 14,860,389 14,369,778 7,226,420
Total Internal Service Funds 36,608,434 30,668,646 29,573,585 37,703,495
Successor Agency Housing Trust Fund 2,480,365 1,078,000 1,067,495 2,490,870
Total Operating Funds $232,369,850 $303,554,429 $316,835,231 $219,089,048
* For the General Fund only, this represents unassigned fund balance.
June 8, 2021 Item #11 Page 138 of 336
SCHEDULE OF REVENUE ESTIMATES
2020‐21 2021‐22 Change as % Difference
2019‐20 Estimated Estimated of 20‐21 2020‐21 to
Revenue Source Actuals Revenue Revenue Estimated 2021‐22
General Fund
Taxes
Property Tax $72,289,510 $75,211,000 $76,587,000 1.8% $1,376,000
Sales Tax 37,584,621 39,840,000 44,015,000 10.5% 4,175,000
Transient Occupancy Tax 18,898,325 12,585,000 18,441,000 46.5% 5,856,000
Franchise Tax 5,863,614 5,724,000 5,666,000 ‐1.0%(58,000)
Business License Tax 5,414,292 5,550,000 5,817,000 4.8%267,000
Transfer Tax 1,247,218 1,260,000 1,285,000 2.0%25,000
Total Taxes 141,297,580 140,170,000 151,811,000 8.3% 11,641,000
Intergovernmental
Homeowners Exemption 358,819 350,000 350,000 0.0%‐
Other Intergovernmental 2,998,306 9,370,000 7,223,975 ‐22.9% (2,146,025)
Total Intergovernmental 3,357,125 9,720,000 7,573,975 ‐22.1% (2,146,025)
Licenses and Permits
Building Permits 1,445,892 1,011,000 521,000 ‐48.5% (490,000)
Other Licenses and Permits 1,293,657 904,000 944,000 4.4%40,000
Total Licenses And Permits 2,739,549 1,915,000 1,465,000 ‐23.5% (450,000)
Charges for Services
Planning Fees 356,382 249,000 274,000 10.0%25,000
Building Department Fees 956,138 668,000 617,000 ‐7.6%(51,000)
Engineering Fees 620,302 434,000 441,000 1.6%7,000
Ambulance Fees 2,752,261 2,521,000 2,584,000 2.5%63,000
Recreation Fees 2,093,196 1,425,000 1,760,000 23.5%335,000
Other Charges or Fees 709,034 1,109,000 550,000 ‐50.4% (559,000)
Total Charges For Services 7,487,313 6,406,000 6,226,000 ‐2.8% (180,000)
Fines and Forfeitures 522,814 396,000 406,000 2.5%10,000
Income from Investments and Property 11,978,846 7,517,000 4,879,925 ‐35.1% (2,637,075)
Interdepartmental Charges 5,047,596 5,052,000 5,181,349 2.6%129,349
Other Revenue Sources 1,711,070 1,558,000 1,269,813 ‐18.5% (288,187)
Total General Fund $174,141,893 $172,734,000 $178,813,062 3.5% $6,079,062
* Interest is calculated on an amortized cost basis.
Attachment A2
June 8, 2021 Item #11 Page 139 of 336
SCHEDULE OF REVENUE ESTIMATES
2020‐21 2021‐22 Change as % Difference
2019‐20 Estimated Estimated of 20‐21 2020‐21 to
Revenue Source Actuals Revenue Revenue Estimated 2021‐22
Special Revenue Funds
Affordable Housing
Affordable Housing Fees $537,168 $248,000 $140,000 ‐43.6% ($108,000)
Property Tax 762,948 520,000 ‐ ‐100.0% (520,000)
Interest Income 877,998 406,279 345,000 ‐15.1%(61,279)
Other Revenue 78,553 30,000 30,000 0.0%0
Total Affordable Housing 2,256,667 1,204,279 515,000 ‐57.2% (689,279)
Agricultural Mitigation Fee
Agricultural Mitigation Fees 227,552 ‐ ‐ 0.0%‐
Interest Income 31,969 14,000 15,000 7.1%1,000
Total Agriculutural Mitigation Fee 259,521 14,000 15,000 7.1%1,000
Buena Vista Channel Maintenance
Assessment Fees 70,510 105,000 100,000 ‐4.8%(5,000)
Interest Income 48,684 20,800 20,000 ‐3.9%(800)
Total Buena Vista Channel Maintenance 119,194 125,800 120,000 ‐4.6%(5,800)
Citizen's Option for Public Safety
State Funding (AB3229)256,588 182,318 185,000 1.5%2,682
Interest Income 9,389 2,000 2,000 0.0%‐
Total Citizen'S Option For Public Safety 265,977 184,318 187,000 1.5%2,682
Community Activity Grants
Interest Income 37,980 15,000 15,000 0.0%‐
Total Community Activity Grants 37,980 15,000 15,000 0.0%0
Community Development Block Grant
Federal Grant 742,101 1,551,030 520,000 ‐66.5% (1,031,030)
Interest Income 1,135 ‐ 500 0.0%500
Other Revenue 216,218 ‐ ‐ 0.0%‐
Total Community Dev. Block Grant 959,454 1,551,030 520,500 ‐66.4% (1,030,530)
Cultural Arts Donations
Donations 58,828 58,342 43,000 ‐26.3%(15,342)
Interest Income 10,357 2,725 3,200 17.4%475
Other Revenue ‐ ‐ ‐ 0.0%‐
Total Cultural Arts Donations 69,185 61,067 46,200 ‐24.4%(14,867)
Flower Fields Grant Program
Interest Income 9,757 ‐ ‐ 0.0%‐
Total Flower Fields Grant Program 9,757 0 0 0.0%0
Habitat Mitigation Fee
Mitigation Fees 29,071 16,000 15,000 ‐6.3%(1,000)
Interest Income 2,007 230 ‐ ‐100.0%(230)
Total Habitat Mitigation Fee 31,078 16,230 15,000 ‐7.6%(1,230)
June 8, 2021 Item #11 Page 140 of 336
SCHEDULE OF REVENUE ESTIMATES
2020‐21 2021‐22 Change as % Difference
2019‐20 Estimated Estimated of 20‐21 2020‐21 to
Revenue Source Actuals Revenue Revenue Estimated 2021‐22
Special Revenue Funds ‐ Continued
Library And Arts Endowment Fund
Interest Income 9,143 2,244 3,000 33.7%756
Total Library And Arts Endowment Fund 9,143 2,244 3,000 33.7%756
Library Gifts/Bequests
Gifts and Bequests 339,291 241,677 164,000 ‐32.1%(77,677)
Interest Income 51,128 12,318 14,100 14.5%1,782
Other Revenue ‐ ‐ ‐ 0.0%‐
Total Library Gifts/Bequests 390,419 253,995 178,100 ‐29.9%(75,895)
Lighting And Landscaping District No. #2
Assessment Fees 625,925 638,000 648,300 1.6%10,300
Interest Income 139,771 56,000 54,000 ‐3.6%(2,000)
Other Revenue ‐ ‐ ‐ 0.0%‐
Total Lighting And Landscaping Dist. No. #2 765,696 694,000 702,300 1.2%8,300
Local Cable Infrastructure Fund
Cable Fees 308,090 285,000 285,000 0.0%‐
Interest Income 30,810 11,000 10,000 ‐9.1%(1,000)
Total Local Cable Infrastructure Fund 338,900 296,000 295,000 ‐0.3%(1,000)
Median Maintenance
Assessment Fees 351,656 350,000 365,000 4.3%15,000
Other 552,817 700,000 950,000 35.7%250,000
Total Median Maintenance 904,473 1,050,000 1,315,000 25.2%265,000
Parking In Lieu
Parking In Lieu Fees 147,180 ‐ ‐ 0.0%‐
Interest Income 39,121 17,064 15,358 ‐10.0%(1,706)
Total Parking In Lieu 186,301 17,064 15,358 ‐10.0%(1,706)
June 8, 2021 Item #11 Page 141 of 336
SCHEDULE OF REVENUE ESTIMATES
2020‐21 2021‐22 Change as % Difference
2019‐20 Estimated Estimated of 20‐21 2020‐21 to
Revenue Source Actuals Revenue Revenue Estimated 2021‐22
Special Revenue Funds ‐ Continued
Police Asset Forfeiture
Asset Forfeitures 237,478 5,000 14,000 180.0%9,000
Interest Income 11,733 2,000 2,000 0.0%‐
Total Police Asset Forfeiture 249,211 7,000 16,000 128.6%9,000
Public Safety Grants
Federal Grant 143,094 233,939 ‐ ‐100.0% (233,939)
Total Police Grants 143,094 233,939 0 ‐100.0% (233,939)
Recreation Donations
Donations 45,364 6,000 82,000 1266.7%76,000
Interest Income 10,344 2,235 4,223 89.0%1,988
Total Recreation Donations 55,708 8,235 86,223 947.0%77,988
Rental Assistance
Federal Grant 7,496,947 8,644,524 7,480,000 ‐13.5% (1,164,524)
Other Revenue 178,430 255,600 68,000 ‐73.4% (187,600)
Total Rental Assistance 7,675,377 8,900,124 7,548,000 ‐15.2% (1,352,124)
Senior Donations
Donations 4,917 6,000 6,000 0.0%‐
Interest Income 11,501 5,000 6,000 20.0%1,000
Other Revenue 8,103 ‐ 8,000 0.0%8,000
Total Senior Donations 24,521 11,000 20,000 81.8%9,000
Street Lighting
Assessment Fees 733,743 735,000 740,000 0.7%5,000
Other Revenue 168,321 154,266 141,051 ‐8.6%(13,215)
Interest Income 94,699 35,000 35,000 0.0%‐
Total Street Lighting 996,763 924,266 916,051 ‐0.9%(8,215)
Street Tree Maintenance
Assessment Fees 465,371 465,000 470,000 1.1%5,000
Other Revenue 400,707 ‐ 240,000 0.0%240,000
Total Street Tree Maintenance 866,078 465,000 710,000 52.7%245,000
Tyler Court Apartments
Rental Income 552,480 600,000 641,891 7.0%41,891
Other Revenue 7,625 2,500 2,509 0.4%9
Interest Income (86) 12 ‐ ‐100.0%(12)
Total Tyler Court Apartments 560,019 602,512 644,400 7.0%41,888
Total Special Revenue Funds $17,174,516 $16,637,103 $13,883,132 ‐16.6% ($2,753,971)
June 8, 2021 Item #11 Page 142 of 336
SCHEDULE OF REVENUE ESTIMATES
2020‐21 2021‐22 Change as % Difference
2019‐20 Estimated Estimated of 20‐21 2020‐21 to
Revenue Source Actuals Revenue Revenue Estimated 2021‐22
Enterprise Funds
Water Operations
Water Sales $26,283,507 $27,496,504 $28,046,435 2.0% $549,931
Ready‐to‐Serve charge 12,103,128 12,290,845 12,536,662 2.0%245,817
Water Rebates ‐ ‐ ‐ 0.0%‐
Property Tax 4,204,447 3,628,154 3,680,499 1.4%52,345
New Account Charges 123,168 132,416 132,416 0.0%‐
Back‐Flow Program Fees 165,813 138,859 138,859 0.0%‐
Penalty Fees 202,884 3,000 104,651 3388.4%101,651
Interest Income 1,137,240 374,898 374,897 0.0%(1)
Engineering Overhead 46,691 35,000 40,000 14.3%5,000
Service Connection Fees 57,358 42,600 42,600 0.0%‐
Other Revenue 286,909 380,826 369,436 ‐3.0%(11,390)
Total Water Operations 44,611,145 44,523,102 45,466,455 2.1%943,353
Recycled Water Operations
Water Sales 6,223,138 6,770,361 6,860,887 1.3%90,526
Ready‐to‐Serve charge 1,187,012 1,203,743 1,209,771 0.5%6,028
Recycled Water Credits ‐ ‐ ‐ 0.0%‐
Interest Income 41,194 (23,389) (23,389) 0.0%‐
Other Revenue 111,440 21,356 25,577 19.8%4,221
Total Recycled Water Operations 7,562,784 7,972,071 8,072,846 1.3%100,775
Wastewater Operations
Service Charges 13,763,966 13,372,679 13,773,859 3.0%401,180
Misc. Sewer 23,958 7,890 ‐ ‐100.0%(7,890)
Engineering Overhead 33,377 15,931 15,931 0.0%‐
Penalty Fees 60,798 ‐ 30,399 0.0%30,399
Interest Income 374,741 75,000 75,000 0.0%‐
Other Revenue 66,272 211,628 68,672 ‐67.6%(142,956)
Total Wastewater Operations 14,323,112 13,683,128 13,963,861 2.1%280,733
Solid Waste Management
Recycling Fees (AB939)403,239 290,000 300,000 3.5%10,000
Penalty Fees 39,238 ‐ 20,000 0.0%20,000
Trash Surcharge 3,120,429 3,000,000 3,000,000 0.0%‐
Interest Income 497,353 182,080 185,080 1.7%3,000
Other Revenue 437,499 448,738 564,347 25.8%115,609
Total Solid Waste Management 4,497,758 3,920,818 4,069,427 3.8%148,609
Golf Course Operations
Charges for Services 6,558,857 7,709,022 7,400,000 ‐4.0% (309,022)
Interest Income 34,755 8,300 4,000 ‐51.8%(4,300)
Other Revenue 149,855 74,800 135,000 80.5%60,200
Total Golf Course Operations 6,743,467 7,792,122 7,539,000 ‐3.3% (253,122)
Total Enterprise Funds $77,738,266 $77,891,241 $79,111,589 1.6% $1,220,348
June 8, 2021 Item #11 Page 143 of 336
SCHEDULE OF REVENUE ESTIMATES
2020‐21 2021‐22 Change as % Difference
2019‐20 Estimated Estimated of 20‐21 2020‐21 to
Revenue Source Actuals Revenue Revenue Estimated 2021‐22
Internal Service Funds
Workers' Compensation
Interdepartmental Charges $3,455,136 $1,880,930 $4,524,730 140.6% $2,643,800
Interest Income 448,532 190,000 215,000 13.2%25,000
Other Revenue 190,508 1,834,163 15,000 ‐99.2% (1,819,163)
Total Workers' Compensation 4,094,176 3,905,093 4,754,730 21.8%849,637
Risk Management
Interdepartmental Charges 2,195,820 2,309,460 3,306,080 43.2%996,620
Interest Income 162,698 65,000 75,000 15.4%10,000
Other Revenue 28,856 47,950 20,000 ‐58.3%(27,950)
Total Risk Management 2,387,374 2,422,410 3,401,080 40.4%978,670
Self‐Insured Benefits
Interdepartmental Charges ‐ ‐ ‐ 0.0%‐
Other Revenue ‐ ‐ ‐ 0.0%‐
Total Self‐Insured Benefits 0 0 0 0.0%0
Vehicle Maintenance
Interdepartmental Charges 2,852,757 3,500,050 3,291,562 ‐6.0%(208,488)
Interest Income 21,840 8,199 9,000 9.8%801
Other Revenue 46,345 8,093 40,000 394.3%31,907
Total Vehicle Maintenance 2,920,942 3,516,342 3,340,562 ‐5.0% (175,780)
Vehicle Replacement
Interdepartmental Charges 2,366,412 2,192,070 3,881,885 77.1% 1,689,815
Interest Income 602,631 350,000 350,000 0.0%‐
Other Revenue 50,090 137,937 80,000 ‐42.0%(57,937)
Total Vehicle Replacement 3,019,133 2,680,007 4,311,885 60.9% 1,631,878
Information Technology
Interdepartmental Charges 13,275,060 12,379,451 14,752,389 19.2% 2,372,938
Interest Income 296,030 108,000 108,000 0.0%‐
Other Revenue 47,417 48,000 ‐ ‐100.0%(48,000)
Total Information Technology 13,618,507 12,535,451 14,860,389 18.6% 2,324,938
Total Internal Service Funds $26,040,132 $25,059,303 $30,668,646 22.4% $5,609,343
Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 5,006,144 4,000,000 1,060,000 ‐73.5% (2,940,000)
Interest Income 105,205 127,400 18,000 ‐85.9% (109,400)
Total Successor Agency Housing Fund 5,111,349 4,127,400 1,078,000 ‐73.9% (3,049,400)
Total Trust Funds $5,111,349 $4,127,400 $1,078,000 ‐73.9% ($3,049,400)
Total Operating Funds $300,206,156 $296,449,047 $303,554,429 2.4% $7,105,382
June 8, 2021 Item #11 Page 144 of 336
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2020‐21 20‐21 Budget
2018‐19 2019‐20 Estimated 2020‐21 2021‐22 to
Department Actuals Actuals Expenditures Budget Budget 21‐22 Budget
General Fund
Policy And Leadership Group
City Council $453,386 $466,528 $535,532 $586,317 $649,975 10.9%
City Attorney 1,751,649 1,910,060 1,981,318 1,987,318 2,037,136 2.5%
City Clerk 1,013,027 1,126,417 1,190,810 1,263,159 1,300,469 3.0%
City Manager 2,329,708 2,574,961 2,065,119 2,153,294 2,112,097 ‐1.9%
City Treasurer 212,225 215,784 227,235 244,090 250,752 2.7%
Community Outreach And Engagement 1,602,350 1,651,700 1,692,761 1,692,761 1,771,173 4.6%
Total Policy And Leadership Group 7,362,345 7,945,450 7,692,775 7,926,939 8,121,602 2.5%
Administrative Services
Administration ‐ ‐ ‐ ‐ 568,883 ‐
Finance 5,195,794 5,617,702 5,750,000 5,989,716 5,632,387 ‐6.0%
Human Resources 3,561,005 4,302,513 4,374,700 5,010,104 4,797,011 ‐4.3%
Innovation and Economic Development 673,700 1,097,395 1,129,110 1,131,877 1,264,626 11.7%
Total Administrative Services 9,430,499 11,017,610 11,253,810 12,131,697 12,262,907 1.1%
Community Services
Community Services Administration ‐ ‐ 500,000 581,849 656,221 12.8%
Community Development 10,692,924 10,328,444 10,767,000 10,781,168 15,899,492 47.5%
Library And Cultural Arts 12,969,709 13,030,148 12,353,998 13,291,868 13,780,555 3.7%
Parks And Recreation 17,165,407 17,584,182 16,304,411 17,993,237 19,159,380 6.5%
Total Community Services 40,828,040 40,942,774 39,925,409 42,648,122 49,495,648 16.1%
Public Safety
Fire 24,017,515 25,620,353 28,882,000 27,173,120 33,521,412 23.4%
Police 39,009,548 44,841,600 44,041,378 44,593,457 49,260,017 10.5%
Total Public Safety 63,027,063 70,461,953 72,923,378 71,766,577 82,781,429 15.3%
Public Works
Public Works Administration 1,626,845 1,768,613 1,787,962 1,786,198 1,941,613 8.7%
Construction Management & Inspections 2,575,598 2,944,509 2,717,631 2,893,903 2,990,665 3.3%
Environmental Management 669,711 758,852 780,799 808,946 1,282,225 58.5%
Facilities 5,058,965 5,537,243 5,309,605 5,862,683 6,555,934 11.8%
Transportation 6,877,759 7,583,250 7,920,763 7,410,972 8,405,466 13.4%
Total Public Works 16,808,878 18,592,467 18,516,760 18,762,702 21,175,903 12.9%
Miscellaneous Non‐Departmental Expenditures
Community Contributions 11,213 7,983 3,000 0 0 ‐
Dues & Subscriptions 51,688 71,519 75,000 75,000 80,000 6.7%
Legal Services 793,094 697,114 670,000 750,000 1,200,000 60.0%
Professional Services 39,830 39,195 35,000 42,000 42,000 0.0%
Other Miscellaneous Expenditures 738,439 3,860,320 0 0 0 ‐
Personnel Related 149,563 152,582 200,000 284,000 850,000 199.3%
COVID‐related 0 910,211 1,432,000 0 0 ‐
Property Tax & Other Administration 660,633 658,895 725,000 725,000 750,000 3.4%
Total Expenditures 2,444,460 6,397,819 3,140,000 1,876,000 2,922,000 55.8%
Attachment A3
June 8, 2021 Item #11 Page 145 of 336
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2020‐21 20‐21 Budget
2018‐19 2019‐20 Estimated 2020‐21 2021‐22 to
Department Actuals Actuals Expenditures Budget Budget 21‐22 Budget
General Fund ‐ Continued
Transfers
Transfer to General Capital Construction Fund 0 5,111,500 4,500,000 4,500,000 5,353,000 19.0%
Transfer to Infrastructure Replacement Fund 10,681,000 5,111,500 4,500,000 1,000,000 5,353,000 435.3%
Transfer from Infrastructure Replacement Fund 0 0 0 0 (5,070,000)‐
Transfer To LLD#1 (Medians & Trees) 775,000 950,000 700,000 700,000 1,190,000 70.0%
Transfer To Storm Water Program 219,274 303,052 312,000 309,000 322,000 4.2%
Other Miscellaneous Transfers 1,500,000 2,090,114 10,000,000 500,000 0 ‐100.0%
Total Transfers 13,175,274 13,566,166 20,012,000 7,009,000 7,148,000 2.0%
Total Miscellaneous Non‐Departmental 15,619,734 19,963,985 23,152,000 8,885,000 10,070,000 13.3%
Subtotal General Fund 153,076,559 168,924,239 173,464,132 162,121,037 183,907,489 13.4%
Contingencies ‐ ‐ 1,076,000 1,500,000 500,000 ‐66.7%
Total General Fund 153,076,559 168,924,239 174,540,132 163,621,037 184,407,489 12.7%
Special Revenue Funds
Affordable Housing $704,106 $868,053 $5,034,346 $880,698 $811,197 ‐7.9%
Agricultural Mitigation Fee 149,893 0 0 0 0 ‐
Buena Vista Channel Maintenance 135,419 71,738 116,298 195,245 195,245 0.0%
Citizen's Option For Public Safety 236,881 247,072 200,000 253,937 266,106 4.8%
Community Activity Grants 0 0 0 30,000 30,000 0.0%
Community Development Block Grant 509,402 324,153 1,428,953 655,643 638,299 ‐2.6%
Cultural Arts Donations 29,920 29,510 122,385 122,385 131,750 7.7%
Flower Fields Grant Program 50,000 943,272 0 0 0 ‐
Habitat Mitigation Fee 3,637 1,115,129 0 0 0 ‐
Library And Arts Endowment Fund 1,493 0 6,000 6,000 6,000 0.0%
Library Gifts/Bequests 301,371 217,268 426,910 426,910 384,270 ‐10.0%
Lighting And Landscaping District No. 2 253,519 353,503 375,750 354,681 376,001 6.0%
Local Cable Infrastructure Fund 270,649 207,119 351,000 351,000 345,000 ‐1.7%
Median Maintenance 960,502 1,077,147 1,005,000 1,221,612 1,369,415 12.1%
Parking In Lieu 46,102 47,547 50,000 50,000 50,000 0.0%
Police Asset Forfeiture 25,600 122,365 65,000 316,000 170,000 ‐46.2%
Public Safety Grants 566,987 170,871 233,939 0 0 ‐
Recreation Donations 47,518 28,289 37,957 98,700 82,591 ‐16.3%
Rental Assistance 7,479,464 7,832,253 8,510,000 7,723,066 7,898,443 2.3%
Senior Donations 105,492 20,592 13,200 104,500 79,600 ‐23.8%
Street Lighting 754,086 633,162 685,000 967,581 971,246 0.4%
Street Tree Maintenance 658,389 575,205 625,000 877,810 943,555 7.5%
Tyler Court Apartments 560,568 497,143 430,000 608,388 640,987 5.4%
Total Special Revenue Funds 13,290,430 14,884,248 19,716,738 15,244,156 15,389,705 1.0%
June 8, 2021 Item #11 Page 146 of 336
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2020‐21 20‐21 Budget
2018‐19 2019‐20 Estimated 2020‐21 2021‐22 to
Department Actuals Actuals Expenditures Budget Budget 21‐22 Budget
Enterprise Funds
Water Operations $42,715,366 $45,759,077 $46,126,865 $46,126,865 $47,821,220 3.7%
Recycled Water Operations 9,342,838 9,687,430 10,333,658 10,583,658 10,103,790 ‐4.5%
Wastewater Operations 18,534,329 12,872,742 15,235,755 15,235,755 16,057,473 5.4%
Solid Waste Management 3,955,189 4,442,825 4,498,833 5,022,951 5,183,474 3.2%
Golf Course Operations 7,794,389 7,033,434 6,340,807 6,571,000 7,231,000 10.0%
Total Enterprise Funds 82,342,111 79,795,508 82,535,918 83,540,229 86,396,957 3.4%
Internal Service Funds
Workers' Compensation $5,411,518 $3,707,498 $1,950,000 $3,664,554 $3,933,699 7.3%
Risk Management 2,181,589 2,508,452 3,048,468 2,684,739 3,207,702 19.5%
Self‐Insured Benefits 382,552 66,103 1,834,163 1,920,163 ‐ ‐100.0%
Vehicle Maintenance 2,844,293 2,914,153 2,782,841 3,296,304 3,516,373 6.7%
Vehicle Replacement 2,067,034 3,599,851 795,000 3,779,298 4,546,033 20.3%
Information Technology 12,433,677 9,351,645 15,600,562 13,567,910 14,369,778 5.9%
Total Internal Service Funds 25,320,663 22,147,702 26,011,034 28,912,968 29,573,585 2.3%
Trust Funds
Successor Agency Housing Fund 1,769,568 1,213,597 1,049,406 1,933,523 1,067,495 ‐44.8%
Total Trust Funds 1,769,568 1,213,597 1,049,406 1,933,523 1,067,495 ‐44.8%
Total Operating Funds 275,799,331$ 286,965,294$ 303,853,228$ 293,251,913$ 316,835,231$ 8.0%
June 8, 2021 Item #11 Page 147 of 336
CITY OF CARLSBAD
CAPITAL PROJECT FUNDS
July 1, 2020 Projected June 30, 2021
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 ‐ Poinsettia Lane/Aviara Pkwy 11,920,207 1,907,682 ‐‐13,827,889
BTD#3 ‐ Cannon Road West 513,549 7,150 ‐‐520,699
Community Development Block Grant ‐ ‐ ‐‐‐
CFD #1 ‐ Citywide 91,328,320 3,479,363 1,434,067 149,600 93,224,016
Gas Tax 13,457,554 2,875,081 2,509,390 610,000 13,213,245
Gas Tax (Road Maint. & Rehab Acct.)2,477,640 2,096,490 175,728 ‐4,398,401
General Capital Const.42,273,928 4,500,000 14,470,611 ‐32,303,317
Grants ‐ Federal ‐ 1,398,825 136 ‐1,398,689
Infrastructure Replacement 120,681,890 2,665,814 5,919,603 ‐117,428,102
Other 1,897,038 26,352 6,602 ‐1,916,789
Park Fee Zones 5,13,16, 17, 18 4,613,836 186,853 ‐‐4,800,689
Park‐In‐Lieu NE 4,121,004 513,129 ‐‐4,634,133
Park‐In‐Lieu NW 1,735,200 423,441 ‐‐2,158,641
Park‐In‐Lieu SE 1,724,128 24,030 ‐‐1,748,158
Park‐In‐Lieu SW 433,069 355,373 ‐‐788,442
Planned Local Drainage Area A 939,865 71,988 38,820 ‐973,033
Planned Local Drainage Area B 2,317,826 185,550 370,867 ‐2,132,510
Planned Local Drainage Area C 1,530,437 23,498 2,640 ‐1,551,294
Planned Local Drainage Area D 695,123 35,343 80,217 ‐650,249
Public Facilities Fee 28,883,659 2,164,267 385,361 ‐30,662,565
Sewer Connection 8,266,772 522,778 2,863,782 ‐5,925,767
Sewer Replacement 23,632,552 5,601,306 5,416,628 ‐23,817,231
TDA ‐ ‐ ‐‐‐
Traffic Impact Fee 23,538,276 2,754,390 2,459,678 ‐23,832,987
Transnet/Local 25,877,351 4,112,892 3,253,329 ‐26,736,914
Transnet/STP ‐ ‐ ‐‐‐
Water ‐ Potable 35,338,444 1,423,518 107,255 ‐36,654,707
Water ‐ Recycled (8,177,289) 261,688 5,145,298 ‐(13,060,899)
Water Replacement ‐ Potable 55,513,647 6,961,434 6,744,933 ‐55,730,148
Water Replacement ‐ Recycled 18,242,217 245,107 250,008 ‐18,237,317
Total 513,776,242 44,823,342 51,634,953 759,600 506,205,030
PROJECTED FUND BALANCES FOR FY 2020‐21
Attachment B
June 8, 2021 Item #11 Page 148 of 336
CITY OF CARLSBAD
CAPITAL PROJECT FUNDS
July 1, 2021 June 30, 2021 July 01, 2021 2021‐22 June 30, 2022
Projected Estimated Continuing New Total CIP Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 ‐ Poinsettia Lane/Aviara Pkwy 13,827,889 ‐ 13,499,116 ‐ 13,499,116 328,773
BTD#3 ‐ Cannon Road West 520,699 60,984 ‐ ‐ ‐ 581,683
Community Development Block Grant ‐ ‐ ‐ ‐ ‐ ‐
CFD #1 ‐ Citywide 93,224,016 4,518,318 30,650,767 2,106,890 32,757,657 64,984,677
Gas Tax 13,213,245 2,955,545 11,008,383 4,372,489 15,380,872 787,918
Gas Tax (Road Maint. & Rehab Acct.)4,398,401 2,252,350 3,724,993 2,520,000 6,244,993 405,758
General Capital Const.32,303,317 5,353,000 21,302,072 2,247,000 23,549,072 14,107,245
Grants ‐ Federal 1,398,689 2,367,600 1,398,689 2,367,600 3,766,289 (0)
Infrastructure Replacement 117,428,102 5,353,000 28,655,339 16,097,910 44,753,249 78,027,853
Other 1,916,789 ‐ 1,287,990 ‐ 1,287,990 628,799
Park Fee Zones 5,13,16, 17, 18 4,800,689 12,955 ‐ ‐ ‐ 4,813,644
Park‐In‐Lieu NE 4,634,133 ‐ 200,000 200,000 400,000 4,234,133
Park‐In‐Lieu NW 2,158,641 593,015 792 ‐ 792 2,750,864
Park‐In‐Lieu SE 1,748,158 301,228 4,111 ‐ 4,111 2,045,275
Park‐In‐Lieu SW 788,442 ‐ 223,037 ‐ 223,037 565,405
Planned Local Drainage Area A 973,033 ‐ 16,254 25,000 41,254 931,779
Planned Local Drainage Area B 2,132,510 75,256 1,739,651 ‐ 1,739,651 468,115
Planned Local Drainage Area C 1,551,294 67,764 17,610 25,000 42,610 1,576,448
Planned Local Drainage Area D 650,249 35,927 19,645 25,000 44,645 641,531
Public Facilities Fee 30,662,565 763,379 3,185,749 4,633,000 7,818,749 23,607,195
Sewer Connection 5,925,767 251,948 3,609,613 (620,000) 2,989,613 3,188,102
Sewer Replacement 23,817,231 5,599,836 26,723,829 8,576,620 35,300,449 (5,883,383)
TDA ‐ ‐ ‐ ‐ ‐ ‐
Traffic Impact Fee 23,832,987 604,551 16,510,568 3,076,000 19,586,568 4,850,970
Transnet/Local 26,736,914 4,304,000 21,110,881 4,790,000 25,900,881 5,140,032
Transnet/STP ‐ ‐ ‐ ‐ ‐ ‐
Water ‐ Potable 36,654,707 998,529 4,235,114 7,000,183 11,235,297 26,417,939
Water ‐ Recycled (13,060,899) 20,217,580 6,920,441 ‐ 6,920,441 236,239
Water Replacement ‐ Potable 55,730,148 9,122,706 44,404,925 (3,460,116) 40,944,809 23,908,045
Water Replacement ‐ Recycled 18,237,317 ‐ 5,983,629 2,172,100 8,155,729 10,081,588
Total 506,205,030 65,809,472 246,433,198 56,154,676 302,587,874 269,426,628
PROJECTED FUND BALANCES FOR FY 2021‐22
June 8, 2021 Item #11 Page 149 of 336
CITY OF CARLSBAD
CAPITAL PROJECT FUNDS
REVENUES ACTUAL AND ESTIMATED
2017‐18 2018‐19 2019‐20 2020‐21 2021‐22
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 ‐ Poinsettia Lane/Aviara Pkwy 305,677 751,810 217,466 1,907,682 ‐
BTD#3 ‐ Cannon Road West 4,293 18,996 17,696 7,150 60,984
Community Development Block Grant 16,335 ‐ ‐ ‐ ‐
CFD #1 ‐ Citywide 2,795,212 6,095,889 5,736,415 3,479,363 4,518,318
Gas Tax 2,749,382 3,299,173 3,118,353 2,875,081 2,955,545
Gas Tax (Road Maint. & Rehab Acct.)661,528 2,132,844 2,067,614 2,096,490 2,252,350
General Capital Const.‐ 1,077,525 5,111,500 4,500,000 5,353,000
Grants ‐ Federal 40,371 956,847 41,175 1,398,825 2,367,600
Infrastructure Replacement 10,358,061 15,073,019 9,369,345 2,665,814 5,353,000
Other 11,763 19,704 65,369 26,352 ‐
Park Fee Zones 5,13,16, 17, 18 501,489 244,229 255,028 186,853 12,955
Park‐In‐Lieu NE 69,308 1,441,530 347,407 513,129 ‐
Park‐In‐Lieu NW 771,528 1,086,531 260,256 423,441 593,015
Park‐In‐Lieu SE 16,622 372,419 326,671 24,030 301,228
Park‐In‐Lieu SW 61,225 190,127 271,373 355,373 ‐
Planned Local Drainage Area A 77,773 155,094 48,111 71,988 ‐
Planned Local Drainage Area B 75,817 136,887 174,328 185,550 75,256
Planned Local Drainage Area C 5,489 82,796 53,875 23,498 67,764
Planned Local Drainage Area D 22,847 124,198 31,433 35,343 35,927
Public Facilities Fee 4,947,110 3,673,762 3,439,781 2,164,267 763,379
Sewer Connection 842,150 874,464 749,326 522,778 251,948
Sewer Replacement 4,872,244 7,662,061 5,682,839 5,601,306 5,599,836
TDA 23,682 ‐ ‐ ‐ ‐
Traffic Impact Fee 3,059,920 2,586,291 1,924,738 2,754,390 604,551
Transnet/Local 4,269,152 3,779,436 4,546,554 4,112,892 4,304,000
Transnet/STP ‐ ‐ ‐ ‐ ‐
Water ‐ Potable 1,786,623 2,064,521 2,188,356 1,423,518 998,529
Water ‐ Recycled 1,231,038 2,144,721 2,815,693 261,688 20,217,580
Water Replacement ‐ Potable 5,002,438 6,970,260 7,885,252 6,961,434 9,122,706
Water Replacement ‐ Recycled 1,348,906 2,046,796 1,995,701 245,107 ‐
Total 45,927,983 65,061,930 58,741,652 44,823,342 65,809,472
Note: Revenues include loans, advances and transfers.
June 8, 2021 Item #11 Page 150 of 336
CITY OF CARLSBAD
CAPITAL PROJECT FUNDS
BUDGET EXPENDITURE SCHEDULE
2018‐19 2019‐20 2020‐21 2021‐22 2021‐22 2021‐22
Actual Actual Estimated Continuing New Total CIP
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 ‐ Poinsettia Lane/Aviara Pkwy ‐ 270,034 ‐ 13,499,116 ‐ 13,499,116
BTD#3 ‐ Cannon Road West ‐ ‐ ‐ ‐ ‐ ‐
Community Development Block Grant ‐ ‐ ‐ ‐ ‐ ‐
CFD #1 ‐ Citywide 665,531 381,703 1,583,667 30,650,767 2,106,890 32,757,657
Gas Tax 2,609,525 2,803,727 3,119,390 11,008,383 4,372,489 15,380,872
Gas Tax (Road Maint. & Rehab Acct.)1,441,968 889,601 175,728 3,724,993 2,520,000 6,244,993
General Capital Const.3,355,394 5,503,817 14,470,611 21,302,072 2,247,000 23,549,072
Grants ‐ Federal ‐ 41,175 136 1,398,689 2,367,600 3,766,289
Infrastructure Replacement 1,963,003 5,848,629 5,919,603 28,655,339 16,097,910 44,753,249
Other ‐ ‐ 6,602 1,287,990 ‐ 1,287,990
Park Fee Zones 5,13,16, 17, 18 ‐ ‐ ‐ ‐ ‐ ‐
Park‐In‐Lieu NE ‐ ‐ ‐ 200,000 200,000 400,000
Park‐In‐Lieu NW (1,716) 925 ‐ 792 ‐ 792
Park‐In‐Lieu SE 432,960 4,850 ‐ 4,111 ‐ 4,111
Park‐In‐Lieu SW 2,458,313 383,869 ‐ 223,037 ‐ 223,037
Planned Local Drainage Area A 3,352 107,524 38,820 16,254 25,000 41,254
Planned Local Drainage Area B 1,114,394 305,319 370,867 1,739,651 ‐ 1,739,651
Planned Local Drainage Area C 2,168 99,472 2,640 17,610 25,000 42,610
Planned Local Drainage Area D 2,451 107,285 80,217 19,645 25,000 44,645
Public Facilities Fee 4,996,962 1,184,567 385,361 3,185,749 4,633,000 7,818,749
Sewer Connection 1,293,191 190,119 2,863,782 3,609,613 (620,000) 2,989,613
Sewer Replacement 5,934,908 7,797,397 5,416,628 26,723,829 8,576,620 35,300,449
TDA ‐ ‐ ‐ ‐ ‐ ‐
Traffic Impact Fee 324,564 629,024 2,459,678 16,510,568 3,076,000 19,586,568
Transnet/Local 1,561,510 4,294,221 3,253,329 21,110,881 4,790,000 25,900,881
Transnet/STP ‐ ‐ ‐ ‐ ‐ ‐
Water ‐ Potable 6,700 42,813 107,255 4,235,114 7,000,183 11,235,297
Water ‐ Recycled 825,659 6,937,689 5,145,298 6,920,441 ‐ 6,920,441
Water Replacement ‐ Potable 7,089,068 6,761,187 6,744,933 44,404,925 (3,460,116) 40,944,809
Water Replacement ‐ Recycled 215,047 151,548 250,008 5,983,629 2,172,100 8,155,729
Total 36,294,952 44,736,495 52,394,553 246,433,198 56,154,676 302,587,874
June 8, 2021 Item #11 Page 151 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Abandon Potable Services (New
Recycled Services)
Multiple
Districts Medium 52051
WATER
REPL
ADA Beach Access - Pine to Tamarack District 1 Medium 60651 GCC
ADA Improvement Program Multiple
Districts
High 60491
TRANSNET-
LOC
60492 IRF
Adaptive Traffic Signal Program Multiple
Districts
High 63261
TRANSNET-
LOC
63264 TRANSNET-
LOC
63265 IRF
Advance Street Name Signs Multiple
Districts High 60861 GAS TAX
Agua Hedionda Creek Maintenance District 2 High 33381 PLDB
66292 IRF
Agua Hedionda Lift Station Biological
Monitoring and Maintenance District 2 Medium 55451
SEWER
REPL
Alga Norte Park Modifications District 3 Medium 47331 GCC
Assessment District 97-1 MaintenanceDistrict 3 Medium 60841 GCC
Avenida Encinas Pedestrian Access
Improvements District 2 Critical 60911 GAS TAX
Avenida Encinas Widening - South of
Palomar Airport Road
Multiple
Districts
High 60041 TIF
60042 FED GRNT
Aviara and Hidden Canyon Parks
Playground Safety Resurfacing
Multiple
Districts Low 47451 IRF
Aviara Community Park - Phase 2 District 2 Low 46041 PIL-SW
46042 PIL-SW
46043 PFF
Aviara Parkway and Plum Tree
Waterline District 2 Low 19021
WATER
REPL
Aviara Reimbursement Agreement District 2 Low 36491 PIL-SW
40131 GCC
1,925,825---500,000500,00050,000-866,1751,742,000
2,875,000-----2,500,000-375,000
8,670,0002,225,0002,225,000175,000715,000175,000715,000640,0001,800,000
---------
2,583,979-------2,583,979
1,000,000-------1,000,000
800,000------800,000-
40,000-------40,000
3,559,895-------3,559,895
298,000---80,00080,00080,00058,000-
225,000-------225,000
974,000-----660,000-314,000
420,000-------420,000
75,000-------75,000
5,177,903-----3,177,0002,000,000903
1,776,000------1,776,000-
600,000-------600,000
3,120,500-------3,120,500
38,200-------38,200
700,000-------700,000
1,100,500-----900,500200,000-
238,000-------238,000
15-year Capital Improvement Program
Attachment B2June 8, 2021 Item #11 Page 152 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Aviara Reimbursement Agreement District 2 Low 36491 PIL-SW
Barrio Street Lighting District 1 High 40131 GCC
40132 Gas Tax
40133 TRANSNET-
LOC
Beach Access Repair and Upgrades -
Pine Avenue to Tamarack
District 1 Critical 38961 IRF
38962 GCC
Bridge Preventative Maintenance
Program
Multiple
Districts High 60661 IRF
Buena Interceptor Sewer Access Road
Improvements District 3 High 55371
SEWER
REPL
Buena Interceptor Sewer
Improvements
Multiple
Districts
Critical 55011
SEWER
REPL
55012 SEWER
CONN
Buena Interceptor Sewer Realignment
- East Segment District 2 High 55441
SEWER
REPL
Buena Vista Creek Concrete Channel
Maintenance at El Camino Real
Multiple
Districts
Critical 66191 GCC
66192 IRF
Business Park Recreational Facility
(Partial Funding)District 2 Low 19041 ZONE 5
Calavera Hills Community Center
Refurbishment District 2 Medium 47461 IRF
Calavera Hills Community Park
Gateway Improvements
District 2 High 46011 GCC
46012 GCC
Camino De Los Coches and La Costa
Avenue Intersection Control District 4 Critical 63251 GAS TAX
Camino Hills and Jackspar Drive Slope
Stabilization District 2 Medium 60301 GCC
Cannon Road and Paseo del Norte
Sustainable Mobility Plan and Growt..District 2 High 60951 Gas Tax
Cannon Road Lift Station
Improvements District 2 High 55521
SEWER
REPL
Carlsbad Boulevard and Tamarack
Avenue Pedestrian Improvements
District 1 High 60581 GAS TAX
60583 TRANSNET-
LOC
Carlsbad Boulevard Lane Reduction
andEdgeStriping
Multiple
Districts
High 60961 Gas Tax
760,000-------760,000
700,000------700,000-
3,590,000---1,030,0001,280,0001,280,000--
4,112,750------2,500,0001,612,750
6,199,000-------6,199,000
3,477,511---500,000500,000250,000500,0001,727,511
1,150,000-------1,150,000
4,458,686-----3,500,000-2,799,8133,758,499
550,000-------550,000
2,533,000-----2,026,000-507,000
1,250,000-------1,250,000
3,550,000-----730,0002,820,000-
4,760,0004,760,000-------
685,000------540,000145,000
1,397,350------101,0001,296,350
10,500-------10,500
850,000-----500,000100,000250,000
859,400------700,000159,400
60,000------60,000-
680,000-----530,000150,000-
1,576,000-------1,576,000
1,054,000-------1,054,000
June 8, 2021 Item #11 Page 153 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceCarlsbadBoulevardandTamarack
Avenue Pedestrian Improvements District 1 High 60583
TRANSNET-
LOC
Carlsbad Boulevard Lane Reduction
and Edge Striping
Multiple
Districts High 60961 Gas Tax
Carlsbad Boulevard Median - Tamarack
Avenue to Pine Avenue District 1 Low 19071 GAS TAX
Carlsbad Boulevard Pedestrian
Improvement Project
District 1 High 60971 GAS TAX
60972 FED GRNT
Carlsbad Boulevard Pedestrian
Lighting - Tamarack to State Street District 1 High 60681
TRANSNET-
LOC
Carlsbad Boulevard Realignment Multiple
Districts Medium 60311
TRANSNET-
LOC
Carlsbad Boulevard Realignment /
Palomar Airport Road (Segment 2)District 2 Low 19081 TIF
Carlsbad Boulevard Realignment /
Palomar Airport Road (Segment 2) (R..District 2 Low 19091 TIF
Carlsbad Boulevard Waterline
Replacement at Terramar District 2 Critical 50481
WATER
REPL
Carlsbad Boulevard Widening
Mountain View Drive to Northerly City
Limits
District 1 Low 19101 TIF
19102 TIF
Carlsbad Village Drive and Grand
Avenue Pedestrian and Crossing Impr..District 1 Medium 19121
TRANSNET-
LOC
Carlsbad Village Drive Widening -
Pontiac Drive to Victoria Avenue
Multiple
Districts Low 19131 TIF
Carlsbad Water Recycling Facility
(Encina Capital Projects)
District 3 Critical 52031
WATER
REPL
52032 RECL REPL
Carlsbad Water Recycling Facility
Irrigation and Landscape District 3 Low 52131 RECL REPL
Carlsbad Water Recycling Facility Roof
Replacement District 3 Low 47491 RECL REPL
Cathodic Protection Program Multiple
Districts Critical 50071
WATER
REPL
CFD#1 Administration Multiple
Districts Low 19151 CFD#1
Chestnut Avenue Complete Street
Improvements - Valley to Pio Pico District 1 Medium 19161
TRANSNET-
LOC
Chestnut Complete Street I-5 to
Railroad Project Study District 1 Medium 60691
TRANSNET-
LOC
Chestnut Underpass Public Art Project District 1 Medium 60981 GCC
Christiansen Way Improvements District 1 Medium 19171 TRANSNET-
LOC
300,000------300,000-
2,763,0002,763,000-------
108,400------108,400-
591,600------591,600-
1,325,000-------1,325,000
1,779,026-------1,779,026
932,000932,000-------
3,681,0003,681,000-------
5,080,000-----1,650,0001,000,0002,430,000
984,000984,000-------
1,274,0001,274,000-------
1,320,000-----1,320,000--
3,102,0003,102,000-------
599,944-------109,446709,390
7,336,7101,300,0001,200,000200,000310,000320,000315,0001,460,0002,231,710
175,000-------175,000
225,000------225,000-
2,906,700280,000260,000190,000190,000190,000190,000180,0001,426,700
440,000---110,000110,000110,000110,000-
1,080,000-----1,080,000--
85,000-----85,000--
250,000-----150,000100,000-
June 8, 2021 Item #11 Page 154 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Chestnut Underpass Public Art Project District 1 Medium 60981 GCC
Christiansen Way Improvements District 1 Medium 19171
TRANSNET-
LOC
City Facility Accessibility Upgrades Multiple
Districts Medium 47271 GCC
City Facility Safety and Parking Lot
Lighting Assessment
Multiple
Districts High 60741 IRF
City Hall Complex Multiple
Districts Critical 40081 CFD#1
City Hall Complex Refurbishment District 1 Medium 47181 IRF
City Hall Exterior Refurbishment District 1 Critical 47251 GCC
Citywide Drainage Improvement
Program
Multiple
Districts
High 66082 GAS TAX
66083 IRF
Citywide Street Lighting Program Multiple
Districts Medium 60921 GAS TAX
Citywide Thermoplastic Pavement
Markings
Multiple
Districts Critical 60931 GAS TAX
Cole Library Expansion District 1 Low 19211 CFD#1
19212 PFF
19213 GCC
Cole Library Security Fencing District 1 Low 47501 IRF
College Boulevard - Cannon Road To
Badger Lane (375 Zone)District 2 Medium 50131
WATER
CONN
College Boulevard - Cannon Road To
Badger Lane (490 Zone)District 2 Medium 50121
WATER
CONN
College Boulevard Reach A and Cannon
Road Reach 4A
District 2 High 36362 OTHER
36363 PLDB
36364 TRANSNET-
LOC
Concrete Repair/Replacement
Program
Multiple
Districts
Medium 60132 GAS TAX
60133 RMRA
Crestview Drive Transmission Main District 2 Low 50331
WATER
REPL
Curb Inlet Filter Retrofit Program Multiple
Districts
Medium 66261 IRF
310,000-----310,000--
500,000-------500,000
1,910,000------500,0001,410,000
51,028,105-50,000,000-----1,028,105
1,144,000------85,0001,059,000
2,250,000-------2,250,000
6,090,594-------6,090,594
8,721,5001,325,0001,325,000265,000265,000265,000595,0002,297,5002,384,000
150,000-------150,000
50,000-------50,000
5,988,0005,988,000-------
11,936,00011,936,000-------
1,000,0001,000,000-------
170,000-----130,00040,000-
1,095,000-----844,817-809,8171,060,000
1,460,000-----1,160,000-790,0001,090,000
1,713,002-------1,713,002
---------
2,705,000----1,500,000--1,205,000
2,933,000-------2,933,000
5,837,0001,250,0001,250,000750,000620,000620,000620,000620,000107,000
800,000-----500,00060,000240,000
June 8, 2021 Item #11 Page 155 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Crestview Drive Transmission Main District 2 Low 50331
WATER
REPL
Curb Inlet Filter Retrofit Program Multiple
Districts Medium 66261 IRF
Desalinated Water Flow Control
Facility No. 5 District 2 High 50381
WATER
CONN
DMP 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 BFA (Country Store) District 2 High 66271 PLDB
DMP Facility BFB-L and BFB-1
(Tamarack and El Camino Real Plda "..District 2 Low 19291 PLDB
DMP Facility BFB-U (El Camino Real) District 2 High 66221 PLDB
66222 IRF
DMP Facility BL-L (College Boulevard
Bridge Reimbursement 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 C2 (Paseo Del Norte) District 3 Low 19351 PLDC
DMP Facility CA (Avenida Encinas) District 3 Low 19361 PLDC
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
3,230,000-1,500,000300,000300,000300,000300,000300,000230,000
10,104,300------7,950,0002,154,300
289,534289,534-------
416,500416,500-------
921,408921,408-------
91,60891,608-------
163,164163,164-------
1,086,0651,086,065-------
468,096468,096-------
963,673-------963,673
904,329904,329-------
891,220-------891,220
1,578,00030,00030,0006,0006,0006,000750,000750,000-
1,816,101-1,816,101------
384,509384,509-------
204,077204,077-------
131,355131,355-------
180,773180,773-------
727,730727,730-------
529,402529,402-------
429,108429,108-------
256,423256,423-------
June 8, 2021 Item #11 Page 156 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceDMPFacilityDFA(BatiquitosLagoon
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
Dove Library Lighting Improvements District 3 Low 40811 GCC
Dove Library Parking Lot Renovation District 3 Medium 47441 GCC
Drainage Master Plan Facility DBA
(Poinsettia Village)District 4 Low 19371 PLDD
Drainage Master Plan Update Multiple
Districts
High 66231 PLDA
66232 PLDB
66233 PLDC
66234 PLDD
El Camino Real and Agua Hedionda
Creek Bridge Railing and Sidewalk District 2 Critical 60561 IRF
El Camino Real and Cannon Road
Intersection Improvements
District 2 Critical 60421 TIF
60422 Gas Tax
El Camino Real and Carlsbad Village
Drive Dual Left Turns District 1 Low 19431 TIF
El Camino Real and College Boulevard
Intersection Improvements
District 2 Critical 60711 GAS TAX
60712 GCC
El Camino Real Medians Multiple
Districts
Low 36431 PFF
36432 GAS TAX
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
El Camino Real Widening - Poinsettia
Lane to Camino Vida Roble
Multiple
Districts
Critical 60721
TRANSNET-
LOC
60722 FED GRNT
El Camino Real Widening - Sunny Creek
toJackspar
District 2 Critical 60941 TRANSNET-
LOC
232,812232,812-------
745,842745,842-------
642,063642,063-------
225,000-------225,000
475,000-------475,000
167,215167,215-------
191,512------25,000166,512
558,000-------558,000
146,890------25,000121,890
234,598------25,000209,598
210,000-------210,000
3,536,000-------3,536,000
837,000------325,000512,000
1,132,000-1,132,000------
1,020,000------75,000945,000
131,000-------131,000
695,781-------695,781
904,530-------500,0001,404,530
438,000-438,000------
5,750,000-----2,500,00050,0003,200,000
3,105,000------1,550,0001,555,000
1,440,000-------1,440,000
June 8, 2021 Item #11 Page 157 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceElCaminoRealWidening-Poinsettia
Lane to Camino Vida Roble
Multiple
Districts Critical 60722 FED GRNT
El Camino Real Widening - Sunny Creek
to Jackspar District 2 Critical 60941
TRANSNET-
LOC
El Fuerte Lift Station Pump Addition District 2 Medium 55531
SEWER
CONN
Encina Capital Projects Multiple
Districts High 58011
SEWER
REPL
Faraday and El Camino Real Sewer
Replacement - Orion to Palomar Airpo..District 2 High 55391
SEWER
CONN
Faraday Avenue Improvements District 2 High 60991 GCC
Faraday Center Refurbishment District 2 Medium 47201 IRF
Fire Administration Offices District 2 Medium 40891 GCC
Fire Flow Capacity System
Improvements
Multiple
Districts High 50431
WATER
REPL
Fire Station No. 2 Replacement District 4 High 40601 GCC
Fire Station No. 4 Expansion District 3 High 47401 IRF
Fire Station No. 5 New Roof and
Storage Building District 2 Medium 47361 GCC
Fire Station No. 6 Renovation District 4 Low 47511 IRF
Fire Stations No. 1 and No. 5 Drainage
Improvements
Multiple
Districts Medium 66161 GCC
Fleet Fuel Island Upgrade District 2 High 47471 IRF
Fleet Maintenance Refurbishment District 2 High 47141 IRF
47142 GCC
Foxes Landing Lift Station Wetwell and
Pump Replacement District 1 Critical 55261
SEWER
REPL
Gas Tax Transfer to General Fund
(Transportation Operating Budget)
Multiple
Districts Null Null GAS TAX
Guardrail Replacement and
Improvement Program
Multiple
Districts Medium 60871 GAS TAX
Harding Center Refurbishment District 1 Low 47081 IRF
Headwall Replacement Program Multiple
Districts High 66241 IRF
Hosp Grove Park Improvements District 1 Low 47281 IRF
Hydroelectric Generation at Water
Facilities
District 2 Medium 50591 WATER
CONN
4,000,000-------4,000,000
780,000-----600,000180,000-
152,783,30139,288,00033,894,0008,240,0007,910,0007,877,0006,751,0006,822,00042,001,301
1,340,000-----1,200,000-140,000
100,000------100,000-
3,154,380-------3,154,380
150,000------150,000-
2,174,000---264,000100,000100,000-1,710,000
13,000,000-------13,000,000
267,410-------5,067,5905,335,000
345,000------120,000225,000
35,000------35,000-
280,000-------200,000480,000
1,650,000------1,500,000150,000
2,074,000------700,0001,374,000
896,100-------896,100
5,692,000------200,0005,492,000
9,000,0003,000,0003,000,000600,000600,000600,000600,000600,000-
300,000------150,000150,000
305,000-----140,000-165,000
510,000-------510,000
1,757,000-----195,000-1,562,000
June 8, 2021 Item #11 Page 158 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Hosp Grove Park Improvements District 1 Low 47281 IRF
Hydroelectric Generation at Water
Facilities District 2 Medium 50591
WATER
CONN
Intelligent Traffic Control Devices Multiple
Districts Low 66341 GAS TAX
Jefferson Street Sustainable Mobility
Plan Improvements District 1 High 70001 Gas Tax
Kelly Drive and Park Drive Complete
Street Improvements
Multiple
Districts
Critical 60751
TRANSNET-
LOC
60753 GAS TAX
60754 PFF
Kelly Drive Channel Repair District 2 Medium 66061 IRF
La Costa Avenue Sustainable Mobility
Plan Improvements District 4 High 70011 Gas Tax
La Costa Avenue Traffic ImprovementsDistrict 4 Medium 60761 GAS TAX
Laguna Drive Storm Drain District 1 Medium 66281 GAS TAX
Lake Calavera Outlet Improvements District 2 High 50541 GCC
Lake Calavera Reservoir Maintenance District 2 High 50492 GCC
Lake Calavera Trails Master
Plan/Construction (Prop C)District 2 Medium 38661 GCC
Las Flores Drive Sustainable Mobility
Plan Improvements District 1 High Temp1 Gas Tax
Las Palmas Roof Replacement District 2 Medium 47521 IRF
Las Palmas Trunk Sewer District 2 High 55401
SEWER
CONN
Left Turn Lane Extensions Multiple
Districts High 60771 GAS TAX
Leo Carrillo Ranch Park Phase 3 -
Stables Restoration and Restroom
Construction
District 2 Low 46021 PFF
46022 PIL-SE
46023 PFF
Leo Carrillo Ranch Roof Repairs District 2 High 47481 IRF
Library Fire Alarm Panel Upgrades Multiple
Districts Low 47411 IRF
Limited Access Pipeline Relocation
Program
Multiple
Districts
Critical 50351 WATER
REPL
2,275,000-----1,875,000200,000200,000
200,000-------200,000
75,000------75,000-
4,175,000-------4,175,000
130,000-------130,000
1,085,000------1,085,000-
1,041,000-------1,041,000
110,000------110,000-
863,000-----741,700100,00021,300
2,750,000-1,494,0001,000,000----200,000456,000
1,436,001------40,0001,396,001
531,001-------531,001
1,128,250-------1,128,250
85,000-----85,000--
500,000------500,000-
3,463,000-----2,907,000-556,000
200,000-------200,000
1,631,500-------1,631,500
1,334,100-------1,334,100
29,655-------29,655
1,450,000------1,100,000350,000
180,000-------180,000
June 8, 2021 Item #11 Page 159 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Library Fire Alarm Panel Upgrades
Multiple
Districts Low 47411 IRF
Limited Access Pipeline Relocation
Program
Multiple
Districts Critical 50351
WATER
REPL
Loan repay - Park-in-Lieu SW to Public
Facility Fee Fund Null Null Null PIL-SW
Loan Repay - Sewer Conn to Sewer
Repl Null Null Null
SEWER
CONN
Loan Repayment Park-in-Lieu NE to
Public Facility Fee Fund Null Null Null PIL-NE
Maerkle Facility Improvements District 2 Critical 50091
WATER
REPL
Maerkle Reservoir Floating Cover
Replacement District 2 Critical 50361
WATER
REPL
Maerkle Reservoir Solar Project District 2 Medium 47221 GCC
Maerkle Reservoir Transmission Main District 2 Medium 50011
WATER
REPL
Marca Place Drainage Improvements District 4 Medium 66141 GAS TAX
Melrose Drive and Alga Road Dual Left
Turn Lanes (RTCIP)District 2 Low 19531 TIF
Melrose Drive Right Turn Lane to West
Bound Palomar Airport Road District 2 Critical 60341 TIF
Miscellaneous City Building
Improvements
Multiple
Districts Medium 47231 IRF
Monroe Street Pool Replacement District 1 High 47241 IRF
47242 GCC
New Village Arts Building Roof and
Exterior Refurbishment District 1 Low 47391 IRF
Normally Closed Valve (Install
Motorized Valve)District 2 High 50501
WATER
REPL
North Batiquitos Access Road
Improvement District 4 High 55471
SEWER
REPL
North Batiquitos Lift Station
Forcemain Rehabilitation District 4 Medium 55361
SEWER
REPL
Ocean Street Reconfiguration
Concepts Study District 1 Medium 60781 GCC
Ocean Street Restroom Facility District 1 Medium 47291 GCC
Odor and Corrosion Prevention
Assessment
Multiple
Districts Medium 55201
SEWER
REPL
Open Space and Trail Acquisition (Prop
C)
Multiple
Districts High 40831 GCC
35721 CFD#1
4,940,000----1,000,0002,000,000-1,940,000
1,100,0001,100,000-------
4,700,0004,700,000-------
4,550,0004,550,000-------
2,235,200-------2,235,200
11,032,844-------2,022,15613,055,000
250,000-----249,170-830
6,330,000----4,557,0001,000,000-5,557,0006,330,000
65,000-------65,000
1,237,0001,237,000-------
911,000------200,000711,000
3,665,000750,000750,000-150,000150,000150,000150,0001,565,000
6,187,000-------6,187,000
62,000-------62,000
313,626-------313,626
485,000-------485,000
340,000-----90,000-250,000
950,000------400,000550,000
200,000-----200,000--
775,000-------775,000
320,000-------320,000
4,015,000-------4,015,000
June 8, 2021 Item #11 Page 160 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceOpenSpaceandTrailAcquisition(Prop
C)
Multiple
Districts High 40831 GCC
Orion Center District 2 High 35721 CFD#1
35722 WATER
REPL
35723 SEWER
REPL
35724 CFD#1
35725 RECL REPL
Palomar Airport Road and Avenida
Encinas Growth Management Plan Im..
Multiple
Districts High 70021 Gas Tax
Palomar Airport Road and College
Boulevard Improvements District 2 Critical 60281 TIF
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
High 60431 Gas Tax
60432 TRANSNET-
LOC
Palomar Airport Road/Paseo Del Norte
Right Turn Lane
Multiple
Districts
High 60441 Gas Tax
60442 TRANSNET-
LOC
Palomar Airport Waterline
Realignment District 2 High 50551
WATER
REPL
Park Drive Street and Drainage
Improvement
District 1 Critical 66111 GCC
66112 GAS TAX
Parking Lot Maintenance Program Multiple
Districts High 60521 IRF
Pavement Management Program Multiple
Districts
High 60011
TRANSNET-
LOC
60012 GAS TAX
60013 TRANSNET-
LOC
60016 RMRA
Pine Avenue Park - Phase II
(Community Building)
District 1 Medium 46031 PIL-NW
46032 PFF
46033 PFF
34,717,156------721,89033,995,266
6,789,409------139,0106,650,399
4,078,500------83,5003,995,000
541,000-------541,000
2,715,600------55,6002,660,000
230,000------230,000-
1,295,500------300,000995,500
1,198,000-1,198,000------
194,546------50,000144,546
250,277-------250,277
430,538------80,000350,538
925,639-------925,639
1,750,000------750,0001,000,000
717,439-------717,439
3,965,000-----1,030,0001,070,0001,865,000
2,860,000475,000475,000130,00060,000130,00060,000500,0001,030,000
37,186,5637,500,0007,500,0001,500,0001,500,000---19,186,563
7,927,219-------210,9118,138,130
30,546,4765,500,0005,500,0001,100,0001,100,0001,600,0001,600,0002,600,00011,546,476
34,636,0009,500,0009,500,0001,900,0001,900,0001,900,0001,900,0001,900,0006,136,000
2,197,000-------2,197,000
10,016,040-------10,016,040
June 8, 2021 Item #11 Page 161 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Pine Avenue Park - Phase II
(Community Building)
District 1 Medium
46032 PFF
46033 PFF
Poinsettia Community Park - Phase 3 District 3 Medium 46051 PFF
46052 PFF
Poinsettia Community Park - Phase 4 -
Dog Park
District 3 High 46081 PFF
46082 PFF
Poinsettia Lane - Cassia Road to
Skimmer Court (Reimbursement Agre..District 3 Medium 50451
WATER
CONN
Poinsettia Lane - Reach E Cassia Road
to Skimmer Court District 3 High 39221 BTD#2
Poinsettia Lane - Reaches A,B,C,F,G
and Aviara Parkway Reimbursement District 2 High 19591 BTD#2
Poinsettia Lane Widening - Paseo Del
Norte to Batiquitos Drive (RTCIP)District 3 Medium 19601 TIF
Police and Fire Headquarters
Renovation
District 2 High 47151 IRF
47152 GCC
Pressure Reducing Station Program Multiple
Districts Critical 50201
WATER
REPL
Public Beach Access Improvements
(Ocean Street)
District 1 Low 60571 GCC
60572 IRF
Railroad Double Tracking Multiple
Districts Low 60591 GCC
Rancho Carlsbad Groundwater Supply District 2 Low 19621
WATER
CONN
19622 WATER
REPL
Rancho Santa Fe Trail Slope
Improvements District 4 High 60881 GCC
Recycled Water Condition Assessment
Program
Multiple
Districts Critical 52111 RECL REPL
Recycled Water Line - Carlsbad Water
Recycling Facility to Agua Hedionda
Lagoon
Multiple
Districts
Critical 50271
WATER
REPL
50272 RECL
WATER
Recycled Water Phase 3 - Pipelines Multiple
Districts
Critical 52081
WATER
REPL
52082 RECL
WATER
123,300-------123,300
5,231,475-------5,231,475
43,225-------43,225
2,792,000------731,0002,061,000
21,140-------21,140
600,000-------600,000
14,081,200-------14,081,200
1,168,8331,168,833-------
1,039,0001,039,000-------
5,953,050-------5,953,050
2,013,500-------2,013,500
12,462,0003,000,0003,000,000600,000600,000600,000600,000600,0003,462,000
3,610,336-------3,610,336
726,683-------726,683
560,105-------560,105
1,750,000-1,425,000---125,000200,000-
1,750,000-1,425,000---125,000200,000-
350,000-------350,000
1,490,000310,000280,00050,00050,00050,00050,00050,000650,000
1,632,594-------1,632,594
3,417,406-------3,417,406
2,497,529-------2,497,529
June 8, 2021 Item #11 Page 162 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Recycled Water Phase 3 - Pipelines Multiple
Districts
Critical
52081
WATER
REPL
52082 RECL
WATER
Recycled Water Phase 3 - Reservoir District 3 High 52101
WATER
REPL
52102 RECL
WATER
Recycled Water Pipeline Replacement District 2 High 19541 RECL REPL
Recycled Water Valve and
Appurtenance Replacement Program
Multiple
Districts Critical 52121 RECL REPL
Reservoir Repair and Maintenance
Program
Multiple
Districts Critical 50241
WATER
REPL
Retroreflectivity Sign Replacement
Program
Multiple
Districts Medium 60371 GAS TAX
Roadway Improvements - Coastal Area
Analysis and Implementation
Multiple
Districts Medium 60791 GCC
Roadway Slope Stabilization Multiple
Districts High 60811 GAS TAX
Robertson Ranch Park Development
(Partial Funding)
District 2 Medium 38011 PIL-NE
38012 PFF
Romeria Drainage Improvements District 4 High 66041 GCC
66042 GAS TAX
Safety Training Center Settlement District 2 Low 47431 GCC
San Luis Rey Mission Basin
Groundwater Supply
Multiple
Districts
Low 50441
WATER
CONN
50442 WATER
REPL
Santa Fe II Inlet Pipeline Null High 50571
WATER
REPL
Santa Fe II Reservoir Site Electrical
Improvements District 2 Medium 50461
WATER
REPL
SCADA Improvements Multiple
Districts
Critical 55421
SEWER
REPL
55422 WATER
REPL
55423 RECL REPL
Schulman Auditorium and Cannon Art
Gallery District 3 Medium 47531 IRF
Senior Center Refurbishment District 1 Medium 47381 IRF
21,256,331-------21,256,331
980,000-------980,000
3,120,000-------3,120,000
6,110,0002,910,0002,150,000350,000350,000350,000---
1,830,000700,000630,000-120,000-120,000-260,000
14,490,0003,610,0003,070,000--1,960,000--5,850,000
1,240,000-----240,000-1,000,000
200,000-------200,000
900,000-----320,000166,000414,000
2,850,000----2,450,000-200,000200,000
12,592,000----12,592,000---
410,000-------410,000
347,940-------347,940
1,156,995-------1,156,995
8,577,5002,500,0005,500,000---300,000200,00077,500
8,577,5002,500,0006,000,000-----77,500
2,865,000-----2,370,000-495,000
33,581-------116,419150,000
4,684,632---380,734175,165-2,160,9331,967,800
10,155,600---610,5002,412,5003,209,2001,858,1002,065,300
2,394,000---398,000337,600631,500381,500645,400
200,000------200,000-
June 8, 2021 Item #11 Page 163 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceSchulmanAuditoriumandCannonArt
Gallery District 3 Medium 47531 IRF
Senior Center Refurbishment District 1 Medium 47381 IRF
Senior Center Security Fencing District 1 Low 47541 IRF
Sewer Condition Assessment Multiple
Districts Critical 55131
SEWER
REPL
Sewer Lift Station Repairs and
Upgrades
Multiple
Districts Critical 38401
SEWER
REPL
Sewer Line Capacity Improvements Multiple
Districts High 55481
SEWER
REPL
Sewer Modeling Multiple
Districts Low 55461
SEWER
CONN
Sewer Monitoring Program (Capacity)Multiple
Districts Critical 55041
SEWER
CONN
Sewer System Rehabilitation and
Replacement
Multiple
Districts High 55031
SEWER
REPL
Sidewalk/Street Construction Program Multiple
Districts
High 60021 TIF
60022 GAS TAX
South Shore Agua Hedionda Lagoon
Trail District 2 High 40851 GCC
Stagecoach Park Synthetic Turf
Replacement District 4 Low 47421 IRF
State Street and Grand Avenue Road
Improvements District 1 Medium 60821
TRANSNET-
LOC
State Street Parking Lot Electric
Vehicle Charging Stations District 1 Medium 41901 PFF
Storm Drain Condition Assessment Multiple
Districts High 66201 IRF
Storm Drain System Rehab and Repair
Program
Multiple
Districts High 66071 IRF
Street Lighting Replacement Program Multiple
Districts
High 60621 GCC
60622 TRANSNET-
LOC
Tamarack Avenue Sustainable Mobility
Plan Improvements District 2 Medium Temp1 Gas Tax
Temporary Fire Station No. 7 District 2 High 41911 GCC
Terramar Area Coastal Improvements District 2 High 60541 TIF
60542 GCC
60543 TRANSNET-
LOC
1,248,000-------1,248,000
78,000-----58,00020,000-
3,358,000750,000750,000100,000100,000100,000100,000-1,458,000
6,335,380750,000750,000150,000150,000150,000150,0001,150,0003,085,380
3,073,000-----2,873,000-200,000
300,000-------300,000
950,000110,000154,000-44,000---642,000
41,726,47514,050,00013,350,0001,850,0001,850,0001,200,0001,200,000850,0007,376,475
4,600,000---300,000300,000200,000300,0003,500,000
3,300,0001,500,0001,500,000300,000-----
755,500------36,000719,500
2,200,000-------2,200,000
325,000-----325,000--
300,000------300,000-
3,400,0001,000,0001,000,000200,000200,000200,000200,000-600,000
8,831,3601,520,0001,520,000200,000200,000200,000200,000200,0004,791,360
319,269-------319,269
3,325,000-------3,325,000
710,000----510,000200,000--
900,000------900,000-
6,650,001-------6,650,001
999,999-------999,999
June 8, 2021 Item #11 Page 164 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Terramar Area Coastal Improvements District 2 High
60542 GCC
60543 TRANSNET-
LOC
60544 SEWER
REPL
60545 PFF
The Crossings Golf Course Lake Liner
Replacement District 2 High 40841 GCC
Traffic Control Improvements -
Poinsettia Lane and Cassia Road
Multiple
Districts High 63292 GAS TAX
Traffic Control Improvements -
Poinsettia Lane and Oriole Court District 3 High 63302 GAS TAX
Traffic Impact Fee Funds to CFD #1 Null Null Null TIF
Traffic Impact Fee Update Multiple
Districts High 60401 TIF
Traffic Improvement Program Multiple
Districts
Critical 60701 GAS TAX
60702 GCC
Traffic Monitoring Program Multiple
Districts High 60031 TIF
Traffic Signal - Faraday Avenue and
Camino Hills Drive District 2 Medium 63311 GAS TAX
Traffic Signal - La Costa Avenue and
Levante Street District 4 Low 39381 GAS TAX
Traffic Signal - Maverick Way and
Camino De Los Coches District 4 Critical 63322 GAS TAX
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
Traffic Signal Master Plan Multiple
Districts High 63331 GCC
Traffic Signal Operations
Modifications
Multiple
Districts Medium 63271 GAS TAX
Trail Connectivity to Tamarack State
Beach (Prop C)District 1 Low 40631 GCC
Transfer Fire Station No. 4 Funds to
General Fund District 3 Null Null IRF
Tri-Agency Water Transmission
Pipeline Replacement District 2 High 50081
WATER
REPL
Utility Undergrounding Program Study Multiple
Districts Medium 60831 GCC
Vallecitos Interceptor Sewer Cleaning
andCCTV
Multiple
Districts
High 55491 SEWER
REPL
1,000,000-------1,000,000
--------1,000,0001,000,000
2,450,000------2,450,000-
1,035,500------200,000835,500
411,000-------411,000
411,000-------411,000
1,944,0001,404,00090,00090,00090,00090,00090,00090,000-
240,000------40,000200,000
2,388,000------400,0001,988,000
400,000-----400,000--
2,198,900-288,000-96,00096,00096,00096,0001,526,900
210,000----210,000---
250,000-------250,000
140,000-------140,000
210,000----210,000---
---------
150,000-------150,000
180,000-------180,000
3,276,000----3,123,844--152,156
5,070,000------5,070,000-
6,455,000-----2,836,030-2,836,0306,455,000
100,000-----100,000--
June 8, 2021 Item #11 Page 165 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Utility Undergrounding Program Study
Multiple
Districts Medium 60831 GCC
Vallecitos Interceptor Sewer Cleaning
and CCTV
Multiple
Districts High 55491
SEWER
REPL
Valley and Magnolia Complete Streets District 1 High 60191 TIF
60192 WATER
REPL
60193 TRANSNET-
LOC
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
Village and Barrio Traffic Circles District 1 High 40151 GCC
40152 TRANSNET-
LOC
40153 SEWER
REPL
40154 GAS TAX
Village Decorative Lighting District 1 Medium 40161 GCC
Village H South Off Leash Dog Area and
Trail Segment 5B District 2 Medium 46101 PFF
Village Intelligent Parking
Implementation District 1 Low 60891 GCC
Village Public Gathering Spaces Study District 1 Medium 40611 GCC
Villas Sewer Lift Station Replacement District 2 Critical 55501
SEWER
REPL
Vista Carlsbad Interceptor - Agua
Hedionda LS and Forcemain (VC12-VC..District 2 Critical 34921
SEWER
CONN
Vista Carlsbad Interceptor - Buena
Vista Lift Station Improvements District 1 Critical 55351
SEWER
CONN
Vista Carlsbad Interceptor - Lagoon
Bridge Replacement (VC11B)
Multiple
Districts Critical 38861
SEWER
CONN
Vista Carlsbad Interceptor - Reach VC3 District 1 Critical 39501
SEWER
CONN
Vista Carlsbad Interceptor - Reach
VC14 To VC15
Multiple
Districts High 39491
SEWER
CONN
Vista Carlsbad Interceptor -
Rehabilitation (VC1 and VC2)District 2 Critical 55511
SEWER
REPL
Water Infrastructure Condition
Assessment Program
Multiple
Districts Critical 50511
WATER
REPL
Water Loss Monitoring Program Multiple
Districts
High 50521 WATER
REPL
250,000-------250,000
3,536,206-------3,536,206
71,000-------71,000
1,200,000-----1,200,000--
1,645,000-----1,645,000--
27,547,200---22,085,0001,175,0001,175,0001,275,0001,837,200
415,000-------415,000
1,025,000-------1,025,000
160,000-------400,000560,000
2,759,000------584,0002,175,000
1,103,853-----400,000-703,853
1,394,800-----872,80067,000455,000
300,000-----300,000--
345,000-----345,000--
1,090,000------960,000130,000
31,175,821-------31,175,821
4,346,000-3,150,000---800,000-800,0001,196,000
9,464,833-------9,464,833
2,689,000----2,092,000--597,000
21,350,390-------21,350,390
1,936,000-----1,795,000-141,000
8,170,0002,480,0002,250,000420,000420,000410,000410,000400,0001,380,000
June 8, 2021 Item #11 Page 166 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceWaterInfrastructureCondition
Assessment Program
Multiple
Districts Critical 50511
WATER
REPL
Water Loss Monitoring Program Multiple
Districts High 50521
WATER
REPL
Water Modeling Multiple
Districts Low 50581
WATER
CONN
Water System Rehabilitation and
Replacement
Multiple
Districts Critical 39041
WATER
REPL
Water Valve Repair/Replacement
Program
Multiple
Districts Critical 50191
WATER
REPL
1,700,000500,000500,000100,000100,000100,00050,000-350,000
425,000---25,00025,00025,00050,000300,000
62,028,36621,080,00019,890,0003,000,0003,000,0002,800,0002,690,0001,730,0007,838,366
21,500,0005,650,0005,110,000960,000960,000960,000940,000930,0005,990,000
June 8, 2021 Item #11 Page 167 of 336
PERSONNEL ALLOCATIONS
Adopted Adopted Adopted Proposed
Budget Budget Budget Budget
Department(*) 2018‐19 2019‐20 2020‐21 2021‐22
City Attorney 7.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 7.00
City Council 2.00 2.00 2.00 2.00
City Manager 9.00 12.00 7.00 7.00
City Treasurer 0.75 1.00 1.00 1.00
Communication & Engagement 7.00 7.00 7.00 7.00
Administrative Services ‐ Administration 0.00 0.00 0.00 3.00
Finance 30.00 31.00 31.00 28.00
Human Resources 13.00 17.00 17.00 16.00
Information Technology 32.00 35.00 37.00 37.00
Innovation & Economic Development 3.00 2.00 4.00 4.00
Community Services ‐ Administration 0.00 0.00 3.00 3.00
Community Development 59.75 63.75 61.75 67.00
Library & Cultural Arts 50.50 52.50 52.50 52.50
Parks & Recreation 55.00 55.00 55.00 55.00
Fire 92.00 97.75 97.75 111.00
Police 170.00 184.00 184.00 186.00
Public Works 166.75 172.75 172.75 177.75
Total Full‐Time Personnel 704.75 747.75 747.75 772.25
Hourly Full‐Time Equivalent Personnel 185.87 199.97 186.59 193.81
Total 890.62 947.72 934.34 966.06
*Notes:
FY 2018‐19, includes reorganization of (5.0) FTE from Police ‐ IT to Administrative Services ‐ IT.
FY 2019‐20, includes reorganizations within Finance, Human Resources, Community Development, and Police;
as well as an increase of (2.0) FTE for Police approved by City Council mid‐year.
This table excludes paid interns, due to transitional nature of intern employment.
FY 2020‐21, includes reorganization of (5.0) FTE from City Manager to Comm. Serv. Admin. and Innovation &
Economic Development.
FY 2021‐22, includes reorganization of (1.0) FTE from Human Resources to Fire, (3.0) FTE from Finance to
Administrative Services ‐ Administration, and (1.0) from Police to Community Development, as well as an
increase of (3.0) FTE for Police approved by City Council in FY 2020‐21.
Attachment C
June 8, 2021 Item #11 Page 168 of 336
FIVE‐YEAR SCHEDULE OF SDTIP PROJECTS BY FUND ConnectedEstimated Estimated Estimated Estimated Estimated EstimatedFunding Carlsbad Funding Project Prior Year 1 Year 2 Year 3 Year 4 Year 5TotalProject NameSource Goal ID Type Appropriation 2021‐22 2022‐23 2023‐24 2024‐25 2025‐26 FundingInnovation FundAudio Visual UpgradesIF FVCEC 95371 Major 525,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,025,000$ Civic Engagement with Open DataIF EAT NA Major‐180,000 ‐‐‐‐ 180,000 Computer Aided Dispatch (CAD)IF PSSC NA Major‐1,000,000 ‐‐‐‐ 1,000,000 Consolidation & Replacement of Core SystemsIF PCDT 95921 Major 400,000 ‐2,000,000 2,000,000 ‐‐ 4,400,000 Cyber Security Program DevelopmentIF PSSC NA Major 250,000 100,000 100,000 100,000 100,000 100,000 750,000 Data Governance and Operational AnalyticsIF BCDDM NA Major‐295,000 ‐‐‐‐ 295,000 Digital Engagement & Analytics ConsultantIF FVCEC 95911 Major 200,000 ‐‐‐‐‐ 200,000 Digital Information NetworkIF PCDT 95891 Major 4,725,584 100,000 ‐‐‐‐ 4,825,584 Discovery Management AssessmentIF BCDDM NA Major‐30,000 ‐‐‐‐ 30,000 Enterprise Asset Management SystemIF PCDT NA Major 100,000 1,000,000 500,000 ‐‐‐ 1,600,000 Enterprise Digital Asset ManagementIF EAT NA Major‐50,000 ‐‐‐‐ 50,000 Exploration Hub Audio Visual UpgradeIF EAT NA Major‐41,852 ‐‐‐‐ 41,852 Facility Security Master PlanIF PSSC 95811 Major 100,000 ‐‐‐‐‐ 100,000 Financial System UpgradeIF PCDT 95691 Major 500,000 ‐‐‐‐‐ 500,000 Intranet UpgradeIF PCDT NA Major‐‐60,000 ‐‐‐ 60,000 Learning Management System (LMS)IF PCDT 95971 Major 410,000 ‐‐‐‐‐ 410,000 Mobile Computer ProgramIF PCDT 95841 Major 350,000 ‐‐‐‐‐ 350,000 Next Generation Online CatalogIF EAT NA Major‐40,000 ‐‐‐‐ 40,000 OKTA/ServiceNow AutomationIF PCDT NA Major 200,000 (200,000) ‐‐‐‐ ‐ Online Permitting/Electronic Reviews (E‐Reviews)IF EAT NA Major‐645,000 ‐‐‐‐ 645,000 Outdoor Wireless Study IF FVCEC NA Major 100,000 ‐‐‐‐‐ 100,000 Project Portfolio Management Tool & ConsultingIF PCDT 95821 Major 200,000 300,000 ‐‐‐‐ 500,000 Records Management System ExpansionIF EAT 95871 Major 533,128 110,420 ‐‐‐‐ 643,548 ServiceNow SAM ImplementationIF PCDT NA Major 150,000 ‐‐‐‐‐ 150,000 ServiceNow Service PortalIF PCDT NA Major 150,000 ‐‐‐‐‐ 150,000 Teleconferencing Services for Public MeetingsIF FVCEC 95961 Major 240,000 (90,000) ‐‐‐‐ 150,000 Timekeeping System UpgradeIF PCDT NA Major‐‐120,000 ‐‐‐ 120,000 Virtual Permitting CounterIF EAT NA Major‐61,000 23,000 ‐‐‐ 84,000 Global Positioning System (GPS) Technology HardwareIF PCDT NA Minor45,916 ‐‐‐‐‐ 45,916 Innovation Fund Total9,179,628 3,763,272 2,903,000 2,200,000 200,000 200,000 18,445,900 Information Technology Replacement FundAnnual Hardware and Infrastructure ReplacementITR PSSC NA Major Annual 1,102,635 920,000 1,030,000 1,485,000 1,110,000 5,647,635 Unified Communications SystemITR PSSC NA Major 2,200,000 ‐‐‐‐‐ 2,200,000 Information Technology Replacement Fund Total2,200,000 1,102,635 920,000 1,030,000 1,485,000 1,110,000 7,847,635 Local Cable InfrastructureCouncil Chamber Technology UpgradeLCI FVCEC NA Major 150,000 ‐‐‐‐‐ 150,000 PendingMeter Data Management/Utility AnalyticsPending BCDDM NA Major‐‐500,000 ‐‐‐ 500,000 11,529,628$ 4,865,907$ 4,323,000$ 3,230,000$ 1,685,000$ 1,310,000$ 26,943,535$ Connected Carlsbad Goal AbbreviationsBuild Capacity for Data‐driven Decision Making = BCDDMEnhance Accessibility and Transparency = EATFoster a Vibrant Civic Engagement Culture = FVCECPromote Security and Sustainability through Connectivity = PSSCPursue Communitywide Digital Transformation = PCDTDIGITAL TRANSFORMATION AND TECHNOLOGY INVESTMENT PROJECTSConnected Carlsbad GoalProjectsTotalAttachment D
June 8, 2021Item #11 Page 169 of 336
RESOLUTION NO. 1655
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT, ADOPTING THE WATER DISTRICT'S
FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM
FOR FISCAL YEAR 2021-22 AND ESTABLISHING CONTROLS ON
CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District has reviewed
the proposed final Operating Budget and Capital Improvement Program for Fiscal Year (FY) 2021-
22 and has held such public hearings as are necessary prior to the adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal
Water District, as follows:
1.That the above recitations are true and correct.
2.That certain documents now on file in the Office of the City Clerk of the City of
Carlsbad, entitled "Fiscal Year 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,"
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachments A and B attached
and incorporated by reference, are adopted as the final Operating and Capital
Improvement Program Budgets for the Carlsbad Municipal Water District for the
FY 2021-22 along with any program options and/or adjustments determined by
the Board of Directors as set forth in the minutes of the Board of Director's
meeting of Tuesday, June 8, 2021.
3.That the amounts reflected as estimated revenues for FY 2021-22 are adopted as
the budgeted revenues for FY 2021-22.
4.That the amounts designated as FY 2021-22 Budgets in Attachments A and B are
appropriated to the fund for which they are designated, and such appropriation
shall not be increased except as provided in this resolution.
.5, That total appropriations may only be increased or decreased by the Board of
Directors by passage of a resolution amending the budget except as provided in
this resolution.
June 8, 2021 Item #11 Page 170 of 336
6. That the following controls are placed on the use and transfer of budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Board of Directors or Executive Manager as described
below.
i.The Executive Manager may authorize all transfers of funds from account
to account within the same fund.
ii.The Executive Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Manager may
authorize increases in an appropriation for a specific purpose where the
appropriation is offset by unbudgeted revenue which is designated for said
specific purpose.
iii.The Executive Manager may authorize increases in purchased water
appropriations in an amount equal to the same percent that water sales
exceed the amount of the original revenue estimate.
iv.The Executive Manager may authorize budget adjustments to increase the
appropriation for the Workers' Compensation and Risk Management
Funds' operating budgets in an amount equal to the increases in costs of
estimated claims expenses.
v.The Executive Manager may authorize budget adjustments to increase the
appropriation for unforeseen legal expenses and liabilities.
vi.The Executive Manager may delegate the authority to make budget
transfers.
B. The Board of Directors must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the
final Budget. The Executive Manager may authorize the hiring of temporary or
part time staff as necessary within the limits imposed by the controls listed
above.
7. That all appropriations for outstanding encumbrances as of June 30, 2021 are
continued into FY 2021-22 for such contracts and obligations.
June 8, 2021 Item #11 Page 171 of 336
8.That interest earned on grants may be appropriated during the year for the
purpose for which the grant was received.
9.That all appropriations for Capital Improvement Projects remaining unexpended
at June 30, 2021, are appropriated for such capital projects for FY 2021-22.
10.That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended at June 30, 2021, are appropriated to FY 2021-22 in their
respective Innovation Fund or project budgets.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to
the Carlsbad Redevelopment Agency held on the 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, President
frI-
BARBARA ENGLESON, Secretary
(SEAL)
0,
914/i.4// .....
• (...) a
June 8, 2021 Item #11 Page 172 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Abandon Potable Services (New
Recycled Services)
Multiple
Districts Medium 52051
WATER
REPL
Aviara Parkway and Plum Tree
Waterline District 2 Low 19021
WATER
REPL
Carlsbad Boulevard Waterline
Replacement at Terramar District 2 Critical 50481
WATER
REPL
Carlsbad Water Recycling Facility
(Encina Capital Projects)
District 3 Critical 52031
WATER
REPL
52032 RECL REPL
Carlsbad Water Recycling Facility
Irrigation and Landscape District 3 Low 52131 RECL REPL
Carlsbad Water Recycling Facility Roof
Replacement District 3 Low 47491 RECL REPL
Cathodic Protection Program Multiple
Districts Critical 50071
WATER
REPL
College Boulevard - Cannon Road To
Badger Lane (375 Zone)District 2 Medium 50131
WATER
CONN
College Boulevard - Cannon Road To
Badger Lane (490 Zone)District 2 Medium 50121
WATER
CONN
Crestview Drive Transmission Main District 2 Low 50331
WATER
REPL
Desalinated Water Flow Control
Facility No. 5 District 2 High 50381
WATER
CONN
Fire Flow Capacity System
Improvements
Multiple
Districts High 50431
WATER
REPL
Hydroelectric Generation at Water
Facilities District 2 Medium 50591
WATER
CONN
Limited Access Pipeline Relocation
Program
Multiple
Districts Critical 50351
WATER
REPL
Maerkle Facility Improvements District 2 Critical 50091
WATER
REPL
Maerkle Reservoir Floating Cover
Replacement District 2 Critical 50361
WATER
REPL
Maerkle Reservoir Transmission Main District 2 Medium 50011
WATER
REPL
Normally Closed Valve (Install
Motorized Valve)District 2 High 50501
WATER
REPL
Orion Center District 2 High 35722
WATER
REPL
35725 RECL REPL
Palomar Airport Waterline
Realignment District 2 High 50551
WATER
REPL
PoinsettiaLane-CassiaRoadto
SkimmerCourt(ReimbursementAgre..
District 3 Medium 50451 WATER
CONN
1,925,825---500,000500,00050,000-866,1751,742,000
1,100,500-----900,500200,000-
5,080,000-----1,650,0001,000,0002,430,000
599,944-------109,446709,390
7,336,7101,300,0001,200,000200,000310,000320,000315,0001,460,0002,231,710
175,000-------175,000
225,000------225,000-
2,906,700280,000260,000190,000190,000190,000190,000180,0001,426,700
1,095,000-----844,817-809,8171,060,000
1,460,000-----1,160,000-790,0001,090,000
800,000-----500,00060,000240,000
10,104,300------7,950,0002,154,300
2,174,000---264,000100,000100,000-1,710,000
2,275,000-----1,875,000200,000200,000
4,940,000----1,000,0002,000,000-1,940,000
2,235,200-------2,235,200
11,032,844-------2,022,15613,055,000
6,330,000----4,557,0001,000,000-5,557,0006,330,000
485,000-------485,000
6,789,409------139,0106,650,399
2,715,600------55,6002,660,000
1,750,000------750,0001,000,000
Carlsbad Municipal Water District: 15-year Capital Improvement Program Project Schedule Attachment AJune 8, 2021 Item #11 Page 173 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourcePalomarAirportWaterline
Realignment District 2 High 50551
WATER
REPL
Poinsettia Lane - Cassia Road to
Skimmer Court (Reimbursement Agre..District 3 Medium 50451
WATER
CONN
Pressure Reducing Station Program Multiple
Districts Critical 50201
WATER
REPL
Rancho Carlsbad Groundwater Supply District 2 Low 19621
WATER
CONN
19622 WATER
REPL
Recycled Water Condition Assessment
Program
Multiple
Districts Critical 52111 RECL REPL
Recycled Water Line - Carlsbad Water
Recycling Facility to Agua Hedionda
Lagoon
Multiple
Districts
Critical 50271
WATER
REPL
50272 RECL
WATER
Recycled Water Phase 3 - Pipelines Multiple
Districts
Critical 52081
WATER
REPL
52082 RECL
WATER
Recycled Water Phase 3 - Reservoir District 3 High 52101
WATER
REPL
52102 RECL
WATER
Recycled Water Pipeline Replacement District 2 High 19541 RECL REPL
Recycled Water Valve and
Appurtenance Replacement Program
Multiple
Districts Critical 52121 RECL REPL
Reservoir Repair and Maintenance
Program
Multiple
Districts Critical 50241
WATER
REPL
San Luis Rey Mission Basin
Groundwater Supply
Multiple
Districts
Low 50441
WATER
CONN
50442 WATER
REPL
Santa Fe II Inlet Pipeline Null High 50571
WATER
REPL
Santa Fe II Reservoir Site Electrical
Improvements District 2 Medium 50461
WATER
REPL
SCADA Improvements Multiple
Districts
Critical 55422
WATER
REPL
55423 RECL REPL
Tri-Agency Water Transmission
Pipeline Replacement District 2 High 50081
WATER
REPL
Valley and Magnolia Complete Streets District 1 High 60192
WATER
REPL
Water Infrastructure Condition
AssessmentProgram
Multiple
Districts
Critical 50511 WATER
REPL
600,000-------600,000
12,462,0003,000,0003,000,000600,000600,000600,000600,000600,0003,462,000
1,750,000-1,425,000---125,000200,000-
1,750,000-1,425,000---125,000200,000-
1,490,000310,000280,00050,00050,00050,00050,00050,000650,000
1,632,594-------1,632,594
3,417,406-------3,417,406
2,497,529-------2,497,529
21,256,331-------21,256,331
980,000-------980,000
3,120,000-------3,120,000
6,110,0002,910,0002,150,000350,000350,000350,000---
1,830,000700,000630,000-120,000-120,000-260,000
14,490,0003,610,0003,070,000--1,960,000--5,850,000
8,577,5002,500,0005,500,000---300,000200,00077,500
8,577,5002,500,0006,000,000-----77,500
2,865,000-----2,370,000-495,000
33,581-------116,419150,000
10,155,600---610,5002,412,5003,209,2001,858,1002,065,300
2,394,000---398,000337,600631,500381,500645,400
6,455,000-----2,836,030-2,836,0306,455,000
71,000-------71,000
June 8, 2021 Item #11 Page 174 of 336
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Valley and Magnolia Complete Streets District 1 High 60192
WATER
REPL
Water Infrastructure Condition
Assessment Program
Multiple
Districts Critical 50511
WATER
REPL
Water Loss Monitoring Program Multiple
Districts High 50521
WATER
REPL
Water Modeling Multiple
Districts Low 50581
WATER
CONN
Water System Rehabilitation and
Replacement
Multiple
Districts Critical 39041
WATER
REPL
Water Valve Repair/Replacement
Program
Multiple
Districts Critical 50191
WATER
REPL
8,170,0002,480,0002,250,000420,000420,000410,000410,000400,0001,380,000
1,700,000500,000500,000100,000100,000100,00050,000-350,000
425,000---25,00025,00025,00050,000300,000
62,028,36621,080,00019,890,0003,000,0003,000,0002,800,0002,690,0001,730,0007,838,366
21,500,0005,650,0005,110,000960,000960,000960,000940,000930,0005,990,000
June 8, 2021 Item #11 Page 175 of 336
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS
Account: 5016310 Fund: Enterprise
ABOUT
To ensure that drinking water is available on demand and customers can rely on receiving safe, high
quality water that meets all regulatory health standards, the Carlsbad Municipal Water District staff
provides ongoing maintenance and repair of the following: nine storage reservoirs or tanks, 455 miles
of pipeline, 17 pressure zones, 71 pressure regulating stations, three pumping stations, 14,369 valves,
4,441 fire hydrants and 30,320 potable meters. CMWD purchases potable water from its wholesale
water provider, the San Diego County Water Authority.
SERVICES
Operation of infrastructure, including reservoirs, pressure regulating stations, pump stations,
transmission and distribution pipelines, valves, meters, and other apparatus
Delivery of safe drinking water and fire flow demand
Meeting the many health, safety and environmental regulations of water operation
Compliance with State and Federal drinking water standards for sampling and reporting
Tank cleaning and required maintenance on potable reservoirs
Water conservation education and outreach and leak detection studies, conservation rebate
programs, and compliance with conservation laws
Participation and coordination with other water agencies and the San Diego County Water
Authority
2018‐19
Actual
2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
Personnel Services
Salaries & Wages $2,269,516 $2,459,473 $2,536,130 $2,906,467
Retirement Benefits 998,851 569,526 586,725 635,085
Health Insurance 602,867 515,622 419,940 508,263
Other Personnel Expenses 118,918 118,885 80,675 128,488
Personnel Services Subtotal 3,990,152 3,663,506 3,623,470 4,178,303
Operating Expenses
Professional & Contract Services 7,162,939 7,345,483 8,659,800 8,534,600
Supplies & Materials 23,564,467 23,299,719 26,133,700 27,412,700
Repair & Maintenance 242,174 185,173 538,050 452,050
Interdepartmental Charges 2,453,099 2,663,442 2,744,695 2,969,197
Other Operating Expenses 5,222,567 8,581,187 4,407,150 4,274,370
Capital Outlay 79,968 20,567 20,000 0
Operating Expenses Subtotal 38,725,214 42,095,571 42,503,395 43,642,917
TOTAL EXPENDITURES $42,715,366 $45,759,077 $46,126,865 $47,821,220
Full Time Positions 29.80 30.30 29.50 30.55
Hourly/FTE Positions 0.50 0.50 0.45 0.20
Attachment B
June 8, 2021 Item #11 Page 176 of 336
RECENT ACCOMPLISHMENTS
Commenced implementation of the recently completed Potable Water Master Plan
Commenced implementation of the new supervisory control and data acquisition, or SCADA,
system approved in the recently completed SCADA Master Plan
Completed tank maintenance and cleaning on three potable reservoirs
Completed a five‐year sanitary survey with State Water Resources Control Board
Completed sampling for UCMR 4, or the fourth Unregulated Contaminant Monitoring Rule
Completed the draft Urban Water Management Plan Update and Emergency Action Plan for
two jurisdictional dams
Completed three reservoir tank cleanings
Installed ammonia tanks at Maerkle Reservoir for disinfection
Completed painting of the Santa Fe tank
Completed 1.1 miles of potable water main replacement as part of the Segment 5 project
Replaced potable water pipeline crossings for the Buena Outfall project along Palomar
Airport Road
Completed the first phase of citywide water valve replacement at 18 sites
Completed a five‐year water main condition assessment plan
GOALS | OBJECTIVES | PRIORITIES
Continue to optimize asset management by increasing the use of technology to improve and
manage the infrastructure system more efficiently and effectively, thereby minimizing costs
while continuing to provide high levels of service at acceptable risk
Meet all federal and state water quality objectives
Meet or exceed the American Water Works Association benchmark for combined utilities for
pipeline breaks of 3.4 to 19.4 breaks per 100 miles of pipeline; CMWD’s break rate is 5.7 for
fiscal year 2019‐20
Meet or exceed the American Water Works Association benchmark for combined utilities for
pipeline leaks of 4.3 to 21.7 leaks per 100 miles of pipeline; CMWD’s leak rate is 12.8 for
fiscal year 2019‐20
Update the cost of service study and present updated rates to the CMWD Board of Directors
Continue to meet or exceed operational requirements and benchmarks
Work with the Department of Water Resources and the State Water Resources Control
Board on implementation of SB606 and AB1668, which requires the setting of agency water
use efficiency standards, performance measures and variances.
2021 Lead and Copper sampling to meet the requirements of the new Lead and Copper Rule
Complete the 2021 Urban Water Management Plan and final Emergency Action Plan for two
jurisdictional dams
Perform maintenance cleaning of 4 potable water storage tanks
Complete the Poinsettia 61 pressure regulating station
Initiate the second phase of citywide water valve replacement at 20 sites
Initiate construction of the Palomar Airport Waterline Replacement project, water main
replacements in the downtown and coastal areas, and one new pressure regulating station
and replacement of two existing stations
June 8, 2021 Item #11 Page 177 of 336
PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS
Account: 5026310 Fund: Enterprise
ABOUT
The Carlsbad Municipal Water District provides ongoing treatment, maintenance and repair of the
recycled water system’s Carlsbad Water Recycling Facility treatment plant, three storage tanks, four
pump stations, three pressure reducing stations, five pressure zones, 95 miles of pipelines, 815 valves
and 961 meters. CMWD’s Cross‐Connection Control and Backflow program ensures a safe supply of
drinking water by preventing cross‐contamination from the recycled system into the potable system,
in accordance with federal and state regulations. CMWD also purchases and delivers recycled water
from the Vallecitos Water District’s Meadowlark Water Reclamation Facility.
The Carlsbad Water Recycling Facility treatment plant is located next to the Encina Wastewater
Authority Treatment Plant. CMWD takes wastewater from that plant and treats it to the State of
California Title 22 recycled water quality standards, and then delivers that water to customers for
irrigation and certain industrial uses. This effort reduces the amount of wastewater that would
normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence
on imported drinking water, and provides customers with a reliable local supply of recycled water.
Recycled water is not subject to state water conservation requirements.
In fiscal year 2021‐22, CMWD will continue to use technology to improve and manage the system
more efficiently and effectively. The recycled water system is relatively new at approximately 30
2018‐19
Actual
2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
Personnel Services
Salaries & Wages $849,549 $1,036,826 $1,164,750 $1,279,473
Retirement Benefits 447,110 247,059 266,750 290,484
Health Insurance 126,154 135,911 189,792 212,783
Other Personnel Expenses 47,768 48,756 37,022 57,315
Personnel Services Subtotal 1,470,581 1,468,552 1,658,314 1,840,055
Operating Expenses
Professional & Contract Services 2,183,790 1,180,930 1,958,200 2,045,680
Supplies & Materials 1,462,839 2,783,276 2,376,300 3,084,500
Repair & Maintenance 20,923 34,144 103,243 68,943
Interdepartmental Charges 520,537 591,195 682,619 837,662
Other Operating Expenses 3,656,891 3,618,150 3,789,982 2,226,950
Capital Outlay 27,277 11,183 15,000 0
Operating Expenses Subtotal 7,872,257 8,218,878 8,925,344 8,263,735
TOTAL EXPENDITURES $9,342,838 $9,687,430 $10,583,658 $10,103,790
Full Time Positions 11.95 12.20 13.00 13.30
Hourly/FTE Positions 0.00 0.00 0.05 0.10
June 8, 2021 Item #11 Page 178 of 336
years of age. CMWD has an opportunity to begin implementing Supervisory Control and Data
Acquisition, or SCADA, and asset management techniques on a relatively young system, thereby
minimizing the total cost of owning these assets while continuing to provide high levels of service at
acceptable risk.
SERVICES
Operation of infrastructure, including the Carlsbad Water Recycling Facility plant, reservoirs,
pressure regulating stations, pump stations, pipelines, valves, meters and other elements
Treatment of wastewater to meet State of California Title 22 recycled water requirements
Meeting the many health, safety and environmental regulations of recycled water
Maintenance of infrastructure
Delivery of recycled water
Water quality testing
Backflow testing
Recycled water conversion program
RECENT ACCOMPLISHMENTS
Began implementation of the 2019 Recycled Water Master Plan
Began implementation of the 2019 SCADA Master Plan
Began pre‐build activities for the recently completed design of a 1.5 million‐gallon storage
tank
Expanded the recycled water system with completion of 7.5 miles of recycled water pipeline
and related appurtenances to serve an estimated 77 customers
Completed Carlsbad Water Recycling Facility motors and pumps rehabilitation
GOALS | OBJECTIVES | PRIORITIES
Commence construction of a 1.5 million‐gallon storage tank
Meet all federal and state water quality objectives
Meet or exceed the American Water Works Association benchmark for pipeline breaks for
combined utilities (3.4 to 19.4 breaks per 100 miles of pipeline); CMWD’s break rate was 0
for fiscal year 2019‐20 and is 0 for fiscal year 2020‐21 through March 2021
Meet or exceed the American Water Works Association benchmark for pipeline leaks for a
combined utility (4.3 to 21.7 leaks per 100 miles of pipeline); CMWD’s leak rate was 0 for
fiscal year 2019‐20 and is 0 for fiscal year 2020‐21 through March 2021
Update the cost of service study and take updated rates to the City Council
Continue to meet or exceed operational requirements and benchmarks
Complete Segment 5 retrofit conversions
June 8, 2021 Item #11 Page 179 of 336
RESOLUTION NO, 550
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION
OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET OF THE CARLSBAD HOUSING AUTHORITY FOR
FISCAL YEAR 2021-22 AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(the Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority Section
8 Programs for fiscal year (FY) 2021-22; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the
City of Carlsbad, California, as follows:
1.That the above recitations are true and correct.
2.That certain documents now on file in the Office of the City Clerk of the City of
Carlsbad, entitled "Fiscal Year 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,"
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachment A attached and
incorporated by reference, are adopted as the final Operating Budget for the
Carlsbad Flousing Authority Section 8 Programs for FY 2021-22, along with any
program options and/or adjustments, if any, determined by the Commission as
set forth in the minutes of the Commission's meeting of Tuesday, June 8, 2021,
and that all funding for planning and administrative expenses have been
determined to be necessary and appropriate for implementation of the Carlsbad
Housing Authority's activities in FY 2021-22.
3.That the amounts reflected as estimated revenues for FY 2021-22 are adopted as
the budgeted revenues for FY 2021-22.
June 8, 2021 Item #11 Page 180 of 336
4. That the amount designated as FY 2021-22 Budget request in Attachment A is
appropriated to the fund for which it is designated, and such appropriation shall
not be increased except as provided in this resolution.
5. That the following controls are placed on the use and transfer of budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Commission or Executive Director as described below.
i.The Executive Director may authorize all transfers of funds from account
to account within the same fund.
ii.The Executive Director may delegate the Carlsbad Housing Authority to
make budget transfers and adjustments.
iii.The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director is authorized
to increase an appropriation for a specific purpose where said
appropriation is offset by unbudgeted revenue which is designated for said
specific purpose.
B. The Commission must authorize any increase in the number of authorized
permanent personnel positions above the level identified in the final budget.
The Executive Director may authorize the hiring of temporary or part time staff
as necessary within the limits imposed by the controls listed above.
6. That all appropriations for any state or federal grant funds in the Operating Budget
remaining unexpended at June 30, 2021, are appropriated to FY 2021-22.
7. That all outstanding encumbrances as of June 30, 2021, are continued into FY
2021-22 for such contracts and obligations.
June 8, 2021 Item #11 Page 181 of 336
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to
the Carlsbad Redevelopment Agency held on the 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
cfr#71 6z,4"
MATT HALL, Chairperson
SCOTT CHAD WICK, Secretary
(SEAL)
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June 8, 2021 Item #11 Page 182 of 336
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
Provide federal funding to subsidize rents for eligible low‐income households
Assist low‐income households in the community with access to rental housing that is decent,
safe, and sanitary
Ensure the Section 8 tenant‐based rental assistance program is being administered in
compliance with federal regulations, federal guidelines, the Carlsbad Administrative Plan,
and the Public Housing Agency Plan
Achieve and maintain a lease rate that effectively and fully utilizes Section 8 program
funding allocation
Enable unemployed, under‐employed, or under‐educated low‐income families to achieve
economic independence from welfare
Assist families to identify barriers to becoming self‐sufficient
Guide families for establishing a five‐year goal and plan to self‐sufficiency
Coordinate needed support services and act as an advocate on behalf of the client
2018‐19
Actual
2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
Personnel Services
Salaries & Wages $312,439 $265,237 $300,769 $349,333
Retirement Benefits 81,236 72,807 73,464 84,001
Health Insurance 43,266 26,911 38,636 64,097
Other Personnel Expenses 14,692 20,875 9,689 15,775
Personnel Services Subtotal 451,633 385,830 422,558 513,206
Operating Expenses
Professional & Contract Services 33,832 33,304 34,000 34,000
Supplies & Materials 5,741 7,386 10,665 10,665
Repair & Maintenance 505 115 300 300
Interdepartmental Charges 150,866 117,645 115,743 200,472
Other Operating Expenses 6,836,887 7,287,973 7,139,800 7,139,800
Capital Outlay0000
Operating Expenses Subtotal 7,027,831 7,446,423 7,300,508 7,385,237
TOTAL EXPENDITURES $7,479,464 $7,832,253 $7,723,066 $7,898,443
Full Time Positions 4.60 4.00 4.00 5.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
Attachment A
June 8, 2021 Item #11 Page 183 of 336
RECENT ACCOMPLISHMENTS
Provided monthly rental assistance to approximately 550 very low and extremely low‐
income households
Maintained a high level of service to participants while implementing safety protocols due to
the COVID‐19 pandemic
Received additional funds from HUD to cover increased costs related to COVID‐19 impacts
GOALS | OBJECTIVES | PRIORITIES
Continue to operate the Section 8 program effectively, and seek additional funding as
opportunities arise
Complete intake and lease‐up for rental assistance vouchers for 25 non‐elderly, disabled
participants
June 8, 2021 Item #11 Page 184 of 336
RESOLUTION NO. 85
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
PUBLIC FINANCING AUTHORITY ADOPTING THE FINAL OPERATING
BUDGET AND CAPITAL IMPROVEMENT PROGRAM OF THE CROSSINGS
AT CARLSBAD MUNICIPAL GOLF COURSE FOR FISCAL YEAR 2021-22
AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS OF
BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Public Financing Authority has reviewed
the proposed final Operating Budget and Capital Improvement Program for The Crossings at
Carlsbad Municipal Golf Course for fiscal year (FY) 2021-22; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Public
Financing Authority as follow:
1.That the above recitations are true and correct.
2.That certain documents now on file in the Office of the City Clerk of the City of
Carlsbad, entitled "Fiscal Year 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,"
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachment A attached and
incorporated by reference, are adopted as the final Operating and Capital
Improvement Budgets for The Crossings at Carlsbad Municipal Golf Course for FY
2021-22, along with any program options and/or adjustments, if any, determined
by the Board of Directors as set forth in the minutes of the Board's meeting of
Tuesday, June 8, 2021.
3.That the amounts reflected as estimated revenues for FY 2021-22 are adopted as
the budgeted revenues for FY 2021-22.
4.That the amount designated as FY 2021-22 Budget request in Attachment A is
appropriated to the fund for which it is designated, and such appropriation shall
not be increased except as provided in this resolution.
June 8, 2021 Item #11 Page 185 of 336
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.
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.
The City Manager, as Executive Director of the Carlsbad Public
Financing Authority, may delegate the authority to make budget
transfers and adjustments.
The City Manager, as Executive Director of the Carlsbad Public
Financing Authority, may authorize budget adjustments involving
offsetting revenues and expenditures; the City Manager, as Executive
Director of the Carlsbad Public Financing Authority, is authorized to
increase an appropriation for a specific purpose where said
appropriation is offset by unbudgeted revenue which is designated for
said specific purpose.
iv. The City Manager, as Executive Director of the Carlsbad Public
Financing Authority, may delegate any of the authority given to him or
her under this resolution.
6.That all outstanding encumbrances as of June 30, 2021, are continued into FY
2021-22 for such contracts and obligations.
7.That all Capital Improvement Budgets remaining unexpended at June 30, 2021,
are appropriated to FY 2021-22 for their respective projects.
June 8, 2021 Item #11 Page 186 of 336
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to
the Carlsbad Redevelopment Agency held on the 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None. -1/eict,ff/laZ(
MATT HALL, President
9f 1P)ARelliiti i.-trtf0
BARBARA ENGLESON, Secretary
(SEAL)
June 8, 2021 Item #11 Page 187 of 336
E-49
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 a three miles of hiking trails that connect to Veterans Memorial Park. JC Management, Inc.
manages this facility via an agreement with the Carlsbad Public Financing Authority.
SERVICES
x Administer management and operations agreement with JC Management, Inc.
x Maintain and renovate turf, landscaping, drainage and irrigation systems
x Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons
x Oversee food and beverage services at the Players’ Lounge, Canyons Restaurant and snack
bar
x Manage sales and marketing for golf and non-golf activities, special events, banquets,
weddings and other gatherings
x Train and oversee marshals, greeters and assistants servicing the course and clubhouse
RECENT ACCOMPLISHMENTS
x Implemented COVID-19 response through compliant, phased reopening plans in both golf
activity and food and beverage operations to allow revenues to reestablish while ensuring
protocols for patron safety remained firmly in place
x Enhanced wedding offerings by commencing the partial conversion of the existing women’s
locker room into a bridal preparation suite to further the appeal of The Crossings venue
x Initiated installation of a new monument sign at The Crossing Drive and Palomar Airport
Road, for greater visibility of the course and restaurant
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Operating Expenses
Professional & Contract Services 272,249 220,032 285,000 269,000
Supplies & Materials 0 0 0 0
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 0 0 0 0
Other Operating Expenses 6,990,393 6,411,296 6,114,000 6,854,000
Capital Outlay 531,747 402,106 172,000 108,000
Operating Expenses Subtotal 7,794,389 7,033,434 6,571,000 7,231,000
TOTAL EXPENDITURES $7,794,389 $7,033,434 $6,571,000 $7,231,000
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
Attachment A
June 8, 2021 Item #11 Page 188 of 336
E-50
x Purchased and installed Combi rationale ovens in the kitchen of The Canyons restaurant, to
expedite food preparation and service
x Completed irrigation coverage analysis and implemented adjustments to improve course
x Continued water conservation and turf replacement plan for areas out of play along Palomar
Airport Road
x Tilled, replenished sand and improved drainage in selective bunkers near the greens
x Monitored construction for the replacement of the liners in the two lakes on the course
x Improved drainage on select fairways and greens
x Began upgrading equipment fleet with battery operated utility vehicle
GOALS | OBJECTIVES | PRIORITIES
x Execute a Capital Improvement Plan with projects that have an anticipated return on
investment or are needed for maintenance effectiveness or safety considerations
x Install golf ball capture netting along the driving range and golf course maintenance facility
for safety considerations
June 8, 2021 Item #11 Page 189 of 336
RESOLUTION NO. 2021-133
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ACTING AS SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, ADOPTING THE FINAL OPERATING
BUDGET OF THE SUCCESSOR AGENCY AND ENFORCEABLE DEBT
OBLIGATIONS OF THE CITY OF CARLSBAD'S REDEVELOPMENT
OBLIGTION RETIREMENT FUND FOR FISCAL YEAR 2021-22 AND
ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR
BUDGET FUNDS
WHEREAS, the City Council of the City of Carlsbad, California has been designated as the
Successor Agency for the Carlsbad Redevelopment Agency (Successor Agency) and, as such, is
responsible for the administrative responsibilities required to complete the work of the former
Carlsbad Redevelopment Agency and repay all enforceable debt obligations; and
WHEREAS, the Successor Agency and the appointed Oversight Board have reviewed the
proposed Operating Budget for the Successor Agency and previously approved the enforceable
debt obligations to be repaid from the Redevelopment Obligation Retirement Fund for fiscal year
(FY) 2021-22; and
WHEREAS, the Successor Agency finds that the proposed Operating Budget for the Agency
and the Oversight Board approved enforceable debt obligations of the Redevelopment
Obligation Retirement Fund are consistent with the Recognized Obligation Payment Schedule
prepared by the Successor Agency and approved by the Oversight Board; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
operating budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, acting as
Successor Agency for the Carlsbad Redevelopment Agency, as follows:
1.That the above recitations are true and correct.
2.That certain documents now on file in the Office of the City Clerk of the City of
Carlsbad, entitled "Fiscal Year 2021-22 Preliminary Operating Budget, Strategic
Digital Transformation Investment Program and Capital Improvement Program,"
presented at the regular City Council meeting on May 18, 2021 as Exhibit 2 to Item
No. 8, as amended, if necessary, in accordance with Attachment A attached and
June 8, 2021 Item #11 Page 190 of 336
incorporated by reference, are adopted as the final Operating Budget for the
Successor Agency and the enforceable debt obligations of the City of Carlsbad's
Redevelopment Obligation Retirement Fund for FY 2021-22, along with any
program options and/or adjustments, if any, determined by the Successor Agency
as set forth in the minutes of the Successor Agency's meeting of Tuesday, June 8,
2021.
3.That the amounts reflected as estimated revenues for FY 2021-22 are adopted as
the budgeted revenues for FY 2021-22.
4.That the amount designated as FY 2021-22 budget request in Attachment A is
appropriated to the fund for which it is designated, and such appropriation shall
not be increased except as provided in this resolution.
5.That the following controls are placed on the use and transfer of budget funds:
A.No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Successor Agency or designee, as described below.
The City Manager may authorize all transfers of funds from account to
account within the same fund.
The City Manager may delegate the authority to make budget transfers
and adjustments.
The City Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the City Manager is authorized
to increase an appropriation for a specific purpose where said
appropriation is offset by unbudgeted revenue which is designated for
said specific purpose and is approved in advance by the Oversight
Board.
B.The Successor Agency must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the
final budget. The City Manager may authorize the hiring of temporary or part-
time staff as necessary, within the limits imposed by the controls listed above
and subject to the Operating Budget for the Successor Agency.
June 8, 2021 Item #11 Page 191 of 336
6. That all outstanding encumbrances as of June 30, 2021, are continued into FY
2021-22 for such contracts and obligations, as approved by the Oversight Board.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to
the Carlsbad Redevelopment Agency held on the 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
BARBARA ENGLESON, City Clerk
(SEAL)
June 8, 2021 Item #11 Page 192 of 336
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
Participate in activities associated with the dissolution of the redevelopment agency
Ensure payment of all debt obligations as approved by the Oversight Board
RECENT ACCOMPLISHMENTS
Processed Recognized Obligations Payment Schedule for fiscal year 2021‐22 for approval by
the countywide oversight board
Received loan repayment from the successor agency and funding for payment on
redevelopment bond
GOALS | OBJECTIVES | PRIORITIES
Continue to take actions to dissolve the former redevelopment agency in a timely manner
and ensure repayment of all approved debt obligations
2018‐19
Actual
2019‐20
Actual
2020‐21
Budget
2021‐22
Budget
Personnel Services
Salaries & Wages $47,752 $22,838 $30,004 $0
Retirement Benefits 19,343 13,170 7,196 0
Health Insurance 8,061 146 2,158 0
Other Personnel Expenses 2,672 3,315 952 0
Personnel Services Subtotal 77,828 39,469 40,310 0
Operating Expenses
Professional & Contract Services 681 6,008 38,000 25,000
Supplies & Materials 7,686 7,060 11,000 0
Repair & Maintenance 0 0 1,500 0
Interdepartmental Charges 44,267 45,660 46,005 7,295
Other Operating Expenses 1,639,106 1,115,400 1,796,708 1,035,200
Capital Outlay0000
Operating Expenses Subtotal 1,691,740 1,174,128 1,893,213 1,067,495
TOTAL EXPENDITURES $1,769,568 $1,213,597 $1,933,523 $1,067,495
Full Time Positions 0.85 0.35 0.35 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
Attachment A
June 8, 2021 Item #11 Page 193 of 336
RESOLUTION NO. 2021-134
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2021-22
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE
CALIFORNIA STATE CONSTITUTION AND STATE LAW
WHEREAS, Article XIIIB of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes commonly known as the
"Gann Limit"; and
WHEREAS, state law requires that this limit be presented to the governing body of each
entity each fiscal year; and
WHEREAS, the Gann Limit is based on a combination of a population factor and an
inflation factor as outlined in Attachment A, attached and incorporated by reference; and
WHEREAS, the City Council desires at this time and deems it to be in the best public
interest to adopt the annual Gann Limit for fiscal year (FY) 2021-22 as listed in the attached and
incorporated Attachment A.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1.That the above recitations are true and correct.
2.That the City Council of the City of Carlsbad, California, establishes and adopts the
FY 2021-22 appropriation limit of $542,095,062 as computed in the attached and
incorporated Attachment A.
//
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//
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/I
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June 8, 2021 Item #11 Page 194 of 336
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to
the Carlsbad Redevelopment Agency held on the 8th day of June, 2021, by the following vote, to
wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
L-Mierrt v( corr
BARBARA ENGLESON, City Clerk
(SEAL)
001111111111 91/40
CA/i/
June 8, 2021 Item #11 Page 195 of 336
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 2021-22 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 2020-21 Expenditure Limit $509,009,448
% Population growth within Carlsbad 1.0073
Growth in California per capita income X 1.0573
Net Increase Factor 1.0650
Fiscal Year 2021-22 Limit (2020-21 Limit x Factor) $542,095,062
Current Appropriation of Proceeds of Taxes
(Subject to the Limit) $149,272,129
Carlsbad’s appropriation limit is currently in excess of three and a half times its annual appropriations. With such a
large margin it is unlikely that the city will reach the appropriation limit in the foreseeable future.
$-
$100
$200
$300
$400
$500
$600
2018 2019 2020 2021 2022MillionsAppropriations Limit by Fiscal Year
Gann Appropriation Limit
Appropriations Subject to Limit
Attachment A
June 8, 2021 Item #11 Page 196 of 336
RESOLUTION NO. 2021-135
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE
WHEREAS, the City Council of the City of Carlsbad, California has the authority to establish
fees for city services; and
WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain an
adequate fee structure recovering costs for city services; and
WHEREAS, the City Council has determined the cost of providing general and
development-related services; and
WHEREAS, the City Council believes it is necessary for the City Manager to have the
authority to adjust the parks and recreation and library and arts program and classes fees from
time to time to remain competitive and within the market pricing for like programs and classes;
and
WHEREAS, the City Council finds it necessary, to recover the costs for city services; and
WHEREAS, the City Council has held the necessary public hearing and allowed for public
comment on the establishment said fees.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1.That the above recitations are true and correct.
2.That the changes to the Master Fee Schedule as shown in Attachment A are
adopted.
3.The City Council authorizes the City Manager or a designee to set parks and
recreation and library and cultural arts program, rental, and class fees that are
included in the Community Services Guide. The fees shall not exceed the fully
burdened, including direct and indirect, costs of providing the program, rental,
and class but shall be no less (except in the case of introductory, discount or
promotional pricing) than the lowest fee charged for like kind programs or classes
in similarly benchmarked Southern California cities.
June 8, 2021 Item #11 Page 197 of 336
4.The City Council authorizes the City Manager or a designee to change vehicle and
traffic violation fees at the time, and by the same amount, as the state changes its
portion of the fine. Any changes to these fees will be made to the current Master
Fee Schedule.
5.This resolution shall become effective on Sept. 1, 2021; not sooner than 60 days
after adoption in accordance with California Government Code Section 66017 for
development-related service fees and development impact fees.
6.Per the contract with Waste Management, changes to the recycling and trash fees
as shown in Attachment A shall become effective on July 1, 2021.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the
Carlsbad Redevelopment Agency held on the 8th day of June, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
\.„.._,2\AC-3111/W illair 3-415
BARBARA ENGLESON, City Clerk
(SEAL)
June 8, 2021 Item #11 Page 198 of 336
Proposed Master Fee
Schedule
FY 2021‐22
All Fees Within, except Trash Collection Rates,
Effective September 1, 2021
Trash Collection Rates Effective July 1, 2021
Attachment A
June 8, 2021 Item #11 Page 199 of 336
Master Fee Schedule FY 2021‐22
Contents
Section 1 – General City Service Fees, Deposits, Rates, Penalties and Fines
Miscellaneous Fees and Returned Checks ....................................................................................... 4
Deposits and Securities .................................................................................................................... 5
Special Events and Safety Training Center ....................................................................................... 6
Ambulance and Street Light Energizing ........................................................................................... 7
City Clerk Fees .................................................................................................................................. 8
Library Fees ...................................................................................................................................... 9
Fire (Fire Extinguishing and Alarm Systems) .................................................................................. 10
Fire (Development Applications, Plan Review, and Inspection) .................................................... 12
Fire (Annual Inspection and Fire Code Permits) ............................................................................ 14
Police Department Fees ................................................................................................................. 16
Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 17
Trash Collection Rates .................................................................................................................... 18
Utility Account and Service Fees .................................................................................................... 22
Utility Meter Installation and Connection ..................................................................................... 24
Utility (San Diego County Water Authority) .................................................................................. 26
Section 2 – Development Related Fees
Planning Department Fees ............................................................................................................ 28
Engineering Department Fees ....................................................................................................... 32
Building (New Construction, Additions and Major Remodels) ...................................................... 37
Building (Minor/Miscellaneous Residential & Commercial Improvements) ................................. 42
Building (Plumbing, Mechanical, and Electrical) ............................................................................ 45
Building (Simple Single or Combination Permits List) .................................................................... 47
Section 3 – Development Impact Fees
Bridge and Thoroughfare District 2 Map ....................................................................................... 49
Local Facilities Management Zones Map ....................................................................................... 50
Park in Lieu Fees, Park Districts Map ............................................................................................. 51
Planned Local Drainage Fee Areas and Map .................................................................................. 52
Sewer Benefit Area and Connection Fees Map ............................................................................. 54
Affordable Housing, Habitat Mitigation, and Traffic ..................................................................... 56
June 8, 2021 Item #11 Page 200 of 336
Section 1
General City Service Fees,
Deposits, Rates, Penalties and
Fines
June 8, 2021 Item #11 Page 201 of 336
Fee Name Fee Type
Notes Fee/Deposit
Miscellaneous Fees
Administrative Fee for 1915 Act Bond Call ‐ 1% of principal being
repaid (All Assessment Districts using 1915 Act Bonds)each [1] $50 min/$500 max
Business License ‐ additional CA fee each [3],[5]4.00$
Business License ‐ master list of active business licenses each [2]31.00$
Business License ‐ monthly list of new licenses each [2]6.00$
Cable Channel Administration Fee per hour [2]94.00$
Electric Vehicle Charging Fee per kWh [1]$0.35
GIS ‐ digital data delivery, production of new documents,
reproduction of existing documents, and technical services per hour [1]Actual Cost
Hearing Disposition Services for Parking Citations ‐ Personal Hearings each [1]Actual Cost
Hearing Disposition Services for Parking Citations ‐ Written Review each [1]Actual Cost
City Publications each [1] Copy Charge
Community Facilities District Annexation ‐ City Labor (Plus actual
consultants costs)each [2]1,504.00$
Returned Check Fee
First Returned Check each [4]25.00$
Each Additional Check each [4]35.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Set per CA Government Code 4467
[4] Set per CA Civil Code 1719
[5] Business license tax, set per Carlsbad Municipal Code 5.08.010, is separate from these fees.
June 8, 2021 Item #11 Page 202 of 336
Fee Name Fee Type
Notes Fee/Deposit
Deposits and Securities
Grading and Erosion Control
Grading Security (with approved plans) deposit [1],[3] Based on Grading
Cost Estimate
Grading Cash Deposit deposit [1],[3] Up to 10% of total
grading security
Development/Subdivision Improvements
Faithful Performance Security deposit [1],[3]
Based on
Improvement Cost
Estimate
Labor and Materials Security deposit [1],[3]
50% of Faithful
Performance
Security
Monumentation Security deposit [1],[3] Based on Total Cost
of Monumentation
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3]Per CA Government Code 53079, 1% shall be deducted from any interest due.
The city may require a security be provided to ensure work related to a project is completed in accordance with
the Carlsbad Municipal Code and development agreements executed with the city. This information is to help
understand the standard structure of how these deposits and securities are calculated. The security amounts are
calculated using final city‐approved cost estimates, not initial or draft estimates during plan check.
June 8, 2021 Item #11 Page 203 of 336
Fee Name Fee Type
Notes Fee/Deposit
Special Events Fees
Special Event Application ‐ Minor ‐ 2 or less intersections
(fee + services rendered)each [1],[3] 134.00$
Special Event Application ‐ Major ‐ 3 or more intersections
(fee + services rendered) each [1],[3] 401.00$
Special Event Application ‐ Third party Vendor Fee per day [1],[3] 90.00$
Special Event City Services ‐ Staff Time per hour [1] Actual Cost
Safety Training Center Facility Fees
One Shooting Range full day [1]1,167.00$
One Shooting Range 1/2 day [1]584.00$
Two Shooting Ranges full day [1]1,311.00$
Two Shooting Ranges 1/2 day [1]686.00$
Classroom full day [1]553.00$
Classroom 1/2 day [1]317.00$
Confined Space Prop full day [1]614.00$
Confined Space Prop 1/2 day [1]307.00$
Grinder full day [1]440.00$
Grinder 1/2 day [1]256.00$
Grinder/Commercial Prop (No Fire Ops)full day [1]635.00$
Grinder/Commercial Prop (No Fire Ops)1/2 day [1]317.00$
Grinder/Residential Prop (No Fire Ops)full day [1]635.00$
Grinder/Residential Prop (No Fire Ops)1/2 day [1]317.00$
PriSim (Training Simulator)full day [1]500.00$
PriSim (Training Simulator)1/2 day [1]250.00$
Pump Draft Pit full day [1]400.00$
Pump Draft Pit 1/2 day [1]200.00$
Streetscape full day [1]154.00$
Streetscape 1/2 day [1]113.00$
Special Events Recovery ‐ Hourly hourly [1]51.00$
Shooting Range ‐ Hourly hourly [1]118.00$
Shooting Range Hazardous Waste Disposal Fees each [1],[4]200.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting.
[4] Fee charged as determined by staff
Full details on how to apply for a Special Event Application can be referenced in the Special Event Reference
Handbook available on the City of Carlsbad website. The below fees are listed for reference only and may not be
representative of the entirety of a Special Event Application cost. A valid, unexpired City of Carlsbad Business
License is required for all special event applicants. Carlsbad Municipal Code Section 8.17.070 CMC requires an
applicant to pay a non‐refundable fee to allow third party vendors to participate under the applicant’s business
License.
June 8, 2021 Item #11 Page 204 of 336
Fee Name Fee Type
Notes Fee/Deposit
Ambulance Fees
Assessment/Non‐Transport with medication given. No charge for
assessment if no medication given and non‐transport.per [1] 213.00$
Advanced Life Support 1 ‐ Resident and Non‐Resident ‐ plus Level I or
Level II supplies and medications per [1] 1,224.00$
Advanced Life Support 2 ‐ Non‐Resident ‐ plus Level II supplies and
medications per [1]1,437.00$
Advanced Life Support 2 ‐ Resident ‐ plus Level II supplies and
medications per [1]1,331.00$
Basic Life Support ‐ Resident and Non‐Resident per [1]999.00$
Mileage Charge mile [1]24.00$
Oxygen Charge per [1]80.00$
Street Light Energizing Fees
40 watts each [3]74.00$
45 watts each [3]80.00$
70 watts each [3]107.00$
85 watts each [3]125.00$
100 watts each [3]141.00$
150 watts each [3]198.00$
200 watts each [3]254.00$
250 watts each [3]311.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3]Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00
charge per light for connecting the light to an SDG&E service point.
June 8, 2021 Item #11 Page 205 of 336
Fee Name Fee Type
Notes Fee/Deposit
City Clerk Fees
Blueprinting of Standard Size each [1]5.00$
Appeals to City Council each [2]107.00$
Candidate Filing Fee each [3]25.00$
Notice of Intention to Circulate Initiative Petition each [4]200.00$
Certification Fee each [1]24.00$
Subpoena Fees
Deposition Subpoena per day [5]275.00$
Records Subpoena ‐ research per hour [6]17.00$
Copy Fees
Copies & Printing ‐ Black & White each [1]0.10$
Copies & Printing ‐ Color each [1]0.10$
CD Copy each [1]Actual Cost
DVD Copy each [1]Actual Cost
USB Drive Copy each [1]Actual Cost
FPPC Fees
Campaign Statements per page [7]0.10$
Conflict of Interest Statement per page [7]0.10$
Fees for services not listed will be determined on a case‐by‐case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]107.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Set per City of Carlsbad Municipal Code 1.12.010
[4]Maximum limit set per CA Elections Code 9202
[5]Set per CA Government Code 68096.1(b)
[6]Maximum limit set per CA Evidence Code 1563(b)(1)
[7]Set per CA Government Code 81008
June 8, 2021 Item #11 Page 206 of 336
Fee Name Fee Type
Notes Fee/Deposit
Library Fees
Copies & Printing ‐ Black & White each [1]0.20$
Copies & Printing ‐ Color each [1]1.00$
Account Collection Fee per item [1]10.00$
Hold Request Non‐Pickup Fee per item [2]1.00$
Borrowing ‐ Audio/Visual Equipment per day, per
item [1]5.00$
Overdue Fines ‐ Audio/Visual Equipment per day, per
item [1]5.00$
Card Replacement per card [2]2.00$
Overdue Fines ‐ DVD/Video Game per day, per
item [1]1.00$
Overdue Fines ‐ Juvenile Material per day, per
item [1]0.10$
Overdue Fines per day, per
item [1]0.25$
Carlsbad History Collection Photo Fee per request [1] Actual Cost
Inter Loan per request [2]6.00$
Lost/Damaged Item Processing fee per item [2]6.00$
Lost/Damaged Item per item [1]List Price
Fees for services not listed will be determined on a case‐by‐case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]12.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
June 8, 2021 Item #11 Page 207 of 336
Fee Name Fee Type
Notes Fee/Deposit
FIRE EXTINGUISHING AND ALARM SYSTEMS
New Sprinkler System
ESFR Fire Sprinkler System (Initial system)each [2]944.00$
Each additional System each [2]261.00$
Per Additional Inspection each [2]112.00$
ESFR Fire Sprinkler System with In‐Rack Sprinklers each [2]1,093.00$
Each additional System each [2]261.00$
Per Additional Inspection each [2]112.00$
Fire Pump (first pump) each [2]869.00$
Each Additional pump each [2]298.00$
NFPA 13 System < 100 heads each [2]682.00$
Per Additional Inspection each [2]112.00$
Per Additional Plan Type each [2]149.00$
NFPA 13 System > 100 heads (includes one riser) each [2]944.00$
Each Additional Riser each [2]261.00$
Per Additional Inspection each [2]112.00$ Per Additional Plan Type each [2]149.00$
NFPA 13R System 3‐16 units (per building) each [2]944.00$
Per Additional Inspection (per building) each [2]149.00$ Per Additional Plan Type each [2]149.00$
NFPA 13D Single Family System (Plan Review Per Initial or Single
Plan Type) each
[2]271.00$
Per Additional Plan Type each [2]149.00$
NFPA 13D Single Family System (Inspection Per Building) each [2]137.00$
Underground Piping with up to 4 Hydrants/Risers each [2]831.00$ Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,096.00$
Tenant Improvement Sprinkler System
NFPA 13 or 13R System 6 heads or less each [2]137.00$ NFPA 13 or 13R System 7 ‐ 100 heads each [2]607.00$
Per Additional Inspection each [2]149.00$
Per Additional Plan Type each [2]149.00$
NFPA 13 or 13R System > 100 heads each [2]719.00$
Per Additional Inspection each [2]149.00$
Per Additional Plan Type each [2]149.00$
June 8, 2021 Item #11 Page 208 of 336
Fee Name Fee Type
Notes Fee/Deposit
Other Extinguishing Systems
Gas Systems (Med Gas, Industrial Gas, LPG)each [2]458.00$
Hood & Duct Extinguishing System each [2]458.00$
Each additional System each [2]224.00$
Pre‐Action System with Alarm each [2]607.00$
Refrigeration Systems < 500 lbs. each [2]794.00$
Refrigeration Systems > 500 lbs. each [2]1,354.00$
Special Equipment (Ovens, Dust, Battery) each [2]458.00$
Special Extinguishing System each [2]644.00$
Spray Booths each [2]458.00$
Alarm Systems
New Alarm System each [2]1,392.00$
Per Additional Inspection each [2]149.00$
Per Additional Plan Type each [2]149.00$
Sprinkler Monitoring each [2]421.00$
Per Additional Inspection each [2]149.00$
Per Additional Plan Type each [2]149.00$
Tenant Improvement Fire Alarm System each [2]682.00$
Per Additional Inspection each [2]149.00$
Per Additional Plan Type each [2]149.00$
June 8, 2021 Item #11 Page 209 of 336
Fee Name Fee Type
Notes Fee/Deposit
DEVELOPMENT APPLICATIONS, PLAN REVIEW AND INSPECTION
Building Construction Plan (Architectural Review)
A‐1 Occupancies ‐ New each [2]1,306.00$
A‐1 Occupancies ‐ Tenant Improvements each [2]999.00$
A‐2 & A‐3 Occupancies ‐ New each [2]896.00$
A‐2 & A‐3 Occupancies ‐ Tenant Improvements each [2]691.00$
A‐4 & A‐5 Occupancies ‐ New each [2]1,306.00$
A‐4 & A‐5 Occupancies ‐ Tenant Improvements each [2]999.00$
E Occupancies ‐ New each [2]1,306.00$
E Occupancies ‐ Tenant Improvements each [2]999.00$
E Occupancies (Daycare only) each [2]523.00$
F Occupancies ‐ New each [2]896.00$ F Occupancies ‐ Tenant Improvements each [2]691.00$
H Occupancies (not including Chem Class) ‐ New each [2]896.00$
H Occupancies (not including Chem Class) ‐ Tenant Improvements each
[2]691.00$
I Occupancies ‐ New each [2]896.00$
I Occupancies ‐ Tenant Improvements each [2]691.00$
L Occupancies ‐ New each [2]523.00$
L Occupancies ‐ Tenant Improvements each [2]411.00$
R‐1 & R‐2 Occupancies <50 units New flat [2]1,306.00$
R‐1 & R‐2 Occupancies ≥50 units New flat [2]1,615.00$
R‐3 Townhomes New each [2]896.00$
R Occupancies All ‐ Tenant Improvements each [2]691.00$ S Occupancies < 50,000sq. ft. New flat [2]523.00$
S Occupancies < 50,000sq. ft. ‐ Tenant Improvements flat [2]411.00$
S Occupancies ≥ 50,000sq. ft. New flat [2]971.00$
S Occupancies ≥ 50,000sq. ft. ‐ Tenant Improvements flat [2]746.00$
Plan Review and Inspection
Hazardous Materials Storage
Chem Class <10 Chemicals flat [2]533.00$
Chem Class 10‐ 25 Chemicals flat [2]831.00$
Chem Class 26 ‐ 100 Chemicals flat [2]1,204.00$ Chem Class >100 Chemicals flat [2]1,578.00$
Fire Department Access & Fire Lanes flat [2]271.00$
High Piled Storage flat [2]831.00$
High Rise Structure greater than 55 feet 373.00$
Per Additional Floor flat [2]298.00$
Storage Tanks
Aboveground Storage Tanks (First tank)each [2]794.00$
Underground Storage Tanks (First tank)each [2]719.00$
Each Additional Tank each [2]112.00$
June 8, 2021 Item #11 Page 210 of 336
Fee Name Fee Type
Notes Fee/Deposit
Vegetation Fuel Modification
Custom Home flat [2]533.00$
Tract <75 Homes flat [2]981.00$
Tract ≥75 Homes flat [2]1,429.00$
Smoke Control ‐ Rationale Analysis & Plan Review 1,504.00$
Other Fire Fees
Aerial Fireworks Display
Major each [2]1,419.00$
Minor each [2]821.00$
Plan Review
Processing Fee each [2]25.00$
Per Hour ‐ Overtime hourly [2]162.00$
Per Hour ‐ Regular Office Hours hourly [2]149.00$
Hourly Services for: Alternate Methods and Materials Review, Time
First Hour each [2]175.00$
Each Additional Hour hourly [2]149.00$
Plan Resubmittal (3rd and Subsequent Submittal, per hour) hourly [2]149.00$
Reinspection (Per inspection) each [2]212.00$
Tent Permit (Not associated with special events)
Single tent each [2]224.00$
2‐5 tents flat [2]448.00$
6 or more tents flat [2]598.00$
Weed Abatement Administrative Fee 298.00$
Fire Nuisance Alarm ‐ 1st response in 12 month period each [1]‐$
Fire Nuisance Alarm ‐ 2nd response in 12 month period each [1]89.00$
Fire Nuisance Alarm ‐ 3rd response in 12 month period each [1]177.00$
Fire Nuisance Alarm ‐ each additional response thereafter each [1]348.00$
Fire Nuisance Alarm ‐ each billing each [1]12.00$
Special Events Application ProcessingMinor: Events that may impact emergency operations equipment or
access and have attendance or participation of under 1,500 persons
(Building and Safety)
Single tent each [2],[6]25.00$ 2‐5 tents flat [2],[6]149.00$
6 or more tents each [2],[6]25.00$ Major: Events that may impact emergency operations equipment or
access and have attendance or participation of 1,500 or more
persons (Building and Safety) each
[2],[6]149.00$
Miscellaneous: Events that may impact emergency operations
equipment or access and may only require an over the counter
submittal each
[2],[6]25.00$
Special Events ‐ Fire Prevention/Operations Support Prior To/During
Event each
[2],[6] Actual Cost
June 8, 2021 Item #11 Page 211 of 336
Fee Name Fee Type
Notes Fee/Deposit
ANNUAL INSPECTIONS AND FIRE CODE PERMITS
Annual Inspections for the following Occupancies:Care Facility for more than 6 ambulatory & non‐ambulatory
clients each
[2],[4]162.00$
Hospitals, Nursing homes, Mental hospitals, Detoxification and
Surgery Centers each [2],[4]311.00$
Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, &
etc.)each [2],[4]162.00$
Pre‐Inspection Residential Care Facility (i.e. Single Family
Residences) each
[2],[4]162.00$
High Rise Facility > 75 ft. (per floor of building)each [2],[4]162.00$
Public or Private School [2],[4]‐$
Pre‐School each [2],[4]373.00$
Elementary/Middle School each [2],[4]598.00$ High School each [2],[4]896.00$
State Mandated Hotel and Motel Inspection
1‐5 Buildings per property flat [2],[4]523.00$
6‐10 Buildings per property flat [2],[4]896.00$
11 or more buildings per property flat [2],[4]1,120.00$
State Mandated Apartment Inspection
3‐10 units per building flat [2],[4]187.00$
11‐40 units per building flat [2],[4]224.00$
Greater than 40 units per building flat [2],[4]299.00$
Fire Code Permits ‐ Initial Permit
Tier 1each[2],[5]162.00$
Tier 2each[2],[5]311.00$
Tier 3each[2],[5]461.00$
Fire Code Permits ‐ Annual Renewal Permit
Tier 1each[2],[5]87.00$
Tier 2each[2],[5]162.00$
Tier 3each[2],[5]237.00$
Assembly
< 300 people flat [2]162.00$
> 300 people flat [2]311.00$
All Other Occupancies Annual Inspections
Tier 1 ‐ 5,000 s.f. or less flat [2]124.00$
Tier 2 ‐ 5,001 to 20,000 s.f.flat [2]199.00$
Tier 3 ‐ 20,001 and greater flat [2]311.00$
Fees for services not listed will be determined on a case‐by‐case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]149.00$
June 8, 2021 Item #11 Page 212 of 336
Fee Name Fee Type
Notes Fee/Deposit
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Additional Reinspection fees shall apply for phased inspection projects at the discretion of the Fire Marshall
[4]
[5]
[6] Additional fees for Standby of fire personnel and equipment during event will apply.
Tier 1 – Candles – Open Flame; Cryogens; Dry Cleaning; Liquefied Petroleum Gas (LPG); Motor Vehicle Fuel Dispensing; Industrial Ovens; Hot
Works; Welding
Tier 2 – Aerosol; Aviation Facility; Waste Handling; Carnival/Fair; Combustible Materials Storage; Compressed Gas; Dust Producing Operations;
Flammable Liquids – Storage; Combustible Liquids – Storage; Flammable/Combustible Liquids – Tanks; Flammable/Combustible Liquids –
AST/UST Removal; Fruit Ripening; Hazardous Materials; Magnesium Work; Repair Garage; Tire Storage; Explosives‐Model Rockets
Tier 3 – Aircraft Refueling; Explosives – Blasting & Fireworks; High Piled Combustible Storage (HPS); Lumber Yards & Woodworking Plants;
Refrigeration Equipment; Spraying or Dipping Operations;
Package Permits – All permits associated in the following activities are included in the Tier priced above: Dry Cleaning; Motor Vehicle Fuel
Dispensing; Repair Garage; Welding
All annual inspection fees shall include time for the initial inspection and 1 reinspection. All subsequent reinspection shall be charged an
additional rate per inspection.
June 8, 2021 Item #11 Page 213 of 336
Fee Name Fee Type
Notes Fee/Deposit
Police Fees
Audio / Photos on Disk each [2]37.00$
Burglary Alarm Registration Fee each [2]24.00$
False Alarm Response ‐ Second Occurrence each [2]33.00$
False Alarm Response ‐ Additional Occurrence each [2]62.00$
Excess False Alarm Panic Response ‐ Robbery each [3]100.00$
Excess False Alarm Panic Response ‐ Burglary each [3]100.00$
Copy Investigation Record each [2]51.00$
Dispatch Records Searches per query [2]19.00$
Entertainment License each [2]260.00$
Fingerprinting processing Fee each [2],[5]22.00$
Fix‐It Ticket ‐ moving violation each [2],[6]18.00$
Fix‐It Ticket ‐ parking/registration violation each [2],[6]11.00$
Handicap Placard Violation Waiver Processing Fee each [2],[7]24.00$
Photograph Copy ‐ Subpoena or Records requests that require
retrieval in QueTel evidence program.each [2]18.00$
Police/Fire ‐ Emergency Response DUI Traffic Collision (max $12,000
per incident)each [1]Actual Cost
Production of body worn camera videos. Staff time per hour of
production and redaction of videos.each [1]Actual Cost
Report Copy Fee (Free to Victim) each [2]11.00$
Rental of Conference rooms to Safety Personnel each [2]195.00$
Storage/Impounded Vehicle Administrative Charge each [2]135.00$
Administrative Fee ‐ DUI each [1]20.00$
Massage license permit (plus fingerprint processing fee) each [4]136.00$
Fees for services not listed will be determined on a case‐by‐case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]74.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Set per City of Carlsbad Municipal Code 8.50.080 [E]
[4] Set per City of Carlsbad Municipal Code 5.16.070
[5] Plus actual cost from processing agency
[6] Requires proof of correction
[7] Waived with proof of correction
June 8, 2021 Item #11 Page 214 of 336
Fee Name Fee Type
Notes Fee/Deposit
Administrative Citation Penalties
1st Violation of a City Ordinance each [3]100.00$
2nd Violation of a City Ordinance each [3]200.00$
3rd Violation of a City Ordinance each [3]500.00$
Subsequent violation of same ordinance within one year each [3]500.00$
Vehicle, Traffic, and Parking Civil Penalties
CA Vehicle Code Violation, if not specified by separate fee amount
(rounded)each [4]48.00$
CA VC 2500(i) BUS ZONE each [4]263.00$
CA VC 2500(l) CURB CUT/DISABLED ACCESS each [4]343.00$
CA VC 22507.8 (a)‐(c) DISABLED PARKING SPACE / ACCESS
AREA / LOADING AREA each [4]343.00$
CA VC 22522 SIDEWALK ACCESS RAMP 3FT AWAY each [4]343.00$
CA VC 22526 (a)(b) BLOCK INTERSECTION/GRIDLOCK each [4]63.00$
CA Vehicle Code Violation for Equipment, if not specified by
separate fee amount (rounded)each [4]38.00$
CA VC 4000(a) EXPIRED REGISTRATION each [4]63.00$
CA VC 26100C TINTED COVERS ON HEADLIGHTS each [4]48.00$
CA VC 28071 PASSENGER CAR BUMPERS REQUIRED each [4]88.00$
San Diego County Code Parking Violation, if not specified by
separate fee amount (rounded)each [4]63.00$
SDCC 41.125 VEHICLE IN PARK AFTER POSTED HRS each [4]38.00$
SDCC 72.121 REMOVE IGNITION KEY each [4]48.00$
SDCC 73.110 SLEEPING/CAMPING IN VEHICLE each [4]38.00$
Carlsbad Municipal Code Vehicle and Traffic Violation, if violation
not established by the CA Vehicle Code Violation or San Diego
County Code Parking Violation.
each [1]50.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Set per City of Carlsbad Resolution 2001‐167 and limit set per CA Government Code Section 36900 [B]
[4] Set per City Policy to the San Diego County Sheriff's Department Parking Fee Violation Table.
June 8, 2021 Item #11 Page 215 of 336
Fee Name Fee Type
Notes Fee/Deposit
Trash Collection Rates (Stormwater fee included)
Residential Services
Residential ‐ per month (64 or 96 gallon cart)[3]24.20$
Residential ‐ per month (35 gallon trash)[3]22.03$
Trash Collection ‐ Residential ‐ per month (backyard service)[3]30.48$
Extra trash cart beyond first cart [3]2.64$
Two additional Green Waste and/or Recycling carts will be free of
charge, after each additional cart will be charged [3]2.64$
Commercial Services
Commercial Cart (1‐96 gal trash, 1‐96 gal recycling)
One pick‐up per week (1‐96 gal cart ‐ trash, 1‐96 gal cart ‐ recycling) [3]50.56$
Two pick‐ups per week (1‐96 gal cart ‐ trash, 1‐96 gal cart ‐ recycling)[3]89.43$
Three pick‐ups per week (1‐96 gal cart ‐ trash, 1‐96 gal cart ‐
recycling)[3]128.21$
One pick‐up per week (1‐96 gal cart ‐ trash) [3]24.13$
Two pick‐ups per week (1‐96 gal cart ‐ trash)[3]48.27$
Three pick‐ups per week (1‐96 gal cart ‐ trash)[3]72.38$
Extra pick‐up per week (1‐96 gal cart ‐ trash)[3]11.38$
Commercial Yard Bins
2‐yard bin ‐ one pick‐up per week [3]86.33$
2‐yard bin ‐ two pick‐ups per week [3]151.89$
2‐yard bin ‐ three pick‐ups per week [3]217.54$
2‐yard bin ‐ four pick‐ups per week [3]283.03$
2‐yard bin ‐ five pick‐ups per week [3]348.68$
2‐yard bin ‐ six pick‐ups per week [3]414.26$
2‐yard bin ‐ extra pick‐up [3]41.54$
3‐yard bin ‐ one pick‐up per week [3]117.27$
3‐yard bin ‐ two pick‐ups per week [3]213.81$
3‐yard bin ‐ three pick‐ups per week [3]310.32$
3‐yard bin ‐ four pick‐ups per week [3]406.81$
3‐yard bin ‐ five pick‐ups per week [3]503.36$
3‐yard bin ‐ six pick‐ups per week [3]599.91$
3‐yard bin ‐ extra pick‐up [3]55.73$
4‐yard bin ‐ one pick‐up per week [3]156.37$
4‐yard bin ‐ two pick‐ups per week [3]292.01$
4‐yard bin ‐ three pick‐ups per week [3]427.69$
4‐yard bin ‐ four pick‐ups per week [3]563.34$
4‐yard bin ‐ five pick‐ups per week [3]698.99$
4‐yard bin ‐ six pick‐ups per week [3]834.62$
4‐yard bin ‐ extra pick‐up [3]66.68$
5‐yard bin ‐ one pick‐up per week [3]195.52$
June 8, 2021 Item #11 Page 216 of 336
Fee Name Fee Type
Notes Fee/Deposit
5‐yard bin ‐ two pick‐ups per week [3] 370.32$
5‐yard bin ‐ three pick‐ups per week [3] 545.10$
5‐yard bin ‐ four pick‐ups per week [3]719.85$
5‐yard bin ‐ five pick‐ups per week [3]894.65$
5‐yard bin ‐ six pick‐ups per week [3]1,069.43$
5‐yard bin ‐ extra pick‐up [3]77.61$
Commercial Split Bins (includes 2 locks )
One pick‐up per week [3]94.72$
Two pick‐ups per week [3]172.87$
Three pick‐ups per week [3]251.00$
Four pick‐ups per week [3]329.16$
Five pick‐ups per week [3]407.28$
Six pick‐ups per week [3]485.44$
Commercial Recycling
96 gal cart ‐ one pick‐up per week [3]22.22$
96 gal cart ‐ two pick‐ups per week [3]44.46$
96 gal cart ‐ three pick‐ups per week [3]66.66$
96 gal cart ‐ extra pick‐up [3]10.53$
3‐yard bin ‐ one pick‐up per week [3]85.08$
3‐yard bin ‐ two pick‐ups per week [3]143.92$
3‐yard bin ‐ three pick‐ups per week [3]202.77$
3‐yard bin ‐ four pick‐ups per week [3]261.59$
3‐yard bin ‐ five pick‐ups per week [3]312.28$
3‐yard bin ‐ six pick‐ups per week [3]374.51$
3‐yard bin ‐ seven pick‐ups per week [3]436.93$
3‐yard bin ‐ extra pick‐up [3]39.05$
4‐yard bin ‐ one pick‐up per week [3]86.47$
4‐yard bin ‐ two pick‐ups per week [3]146.27$
4‐yard bin ‐ three pick‐ups per week [3]206.08$
4‐yard bin ‐ four pick‐ups per week [3]265.87$
4‐yard bin ‐ five pick‐ups per week [3]317.37$
4‐yard bin ‐ six pick‐ups per week [3]380.60$
4‐yard bin ‐ seven pick‐ups per week [3]444.05$
4‐yard bin ‐ extra pick‐up [3]39.72$
Commercial Yard Waste
96 gal cart ‐ one pick‐up per week [3]25.01$
96 gal cart ‐ extra pick up [3]11.04$
3‐yard bin ‐ one pick‐up per week [3]135.28$
3‐yard bin ‐ two pick‐ups per week [3]242.81$
Commercial Compactor
3‐yard bin ‐ one pick‐up per week [3]164.53$
3‐yard bin ‐ two pick‐ups per week [3]308.13$
3‐yard bin ‐ three pick‐ups per week [3]451.70$
June 8, 2021 Item #11 Page 217 of 336
Fee Name Fee Type
Notes Fee/Deposit
3‐yard bin ‐ four pick‐ups per week [3]595.26$
3‐yard bin ‐ five pick‐ups per week [3]738.87$
3‐yard bin ‐ six picks‐up per week [3]882.48$
3‐yard bin ‐ extra pick‐up [3]66.91$
Special Haul Bin Rate ‐ includes delivery fee
3‐yard bin ‐ one pick‐up per week [3]144.15$
3‐yard bin ‐ two pick‐ups per week [3]225.28$
3‐yard bin ‐ three pick‐ups per week [3]306.39$
3‐yard bin ‐ four pick‐ups per week [3]387.48$
3‐yard bin ‐ five pick‐ups per week [3]468.61$
3‐yard bin ‐ six pick‐ups per week [3]549.73$
3‐yard bin ‐ extra pick‐up [3]47.07$
Construction and Demolition Recycling
Special Haul Bin (no Storm Water Fees) 1 week or less [3]101.84$
3‐yard temporary C&D Recycling Bin [3]120.63$
4‐yard temporary C&D Recycling Bin [3]131.09$
Other Fees and Charges
Bin Exchange [3]65.56$
Bin Lock Set Up Fee [3]40.97$
Locking Fee [3]15.57$
Overloaded Bins [3]56.76$
Bin paint charge fee ‐ allowed 1 per year. After first paint within one
year, there will be a charge per paint request.[3]113.45$
Bin that needs to be moved:
5 to 30 feet [3]5.74$
31 to 50 feet [3]7.79$
Additional 25 feet increments [3]7.79$
Special haul bin delivery [3]45.44$
Certified burial at Miramar plus special handling fee charged by
Miramar [3]355.62$
Commercial Return to Service Fee ‐ The return to service fee for two
or more calls in a one‐month period by a bin [3]73.08$
Copy Fee ‐ The charge for copies requested by customers [3]1.56$
Delivery of extra cart [3]13.04$
Late Fee ‐ There will be a minimum fee on any delinquent account ‐
$3 minimum charge [3]3.91$
Bulky Item ‐ Exceeding 5 per pick up ‐ First item [3]46.29$
Bulky Item ‐ Exceeding 5 per pick up ‐ each addl item [3]11.87$
Per Bulky Item ‐ first item [3]46.29$
Per Bulky Item ‐ each additional item [3]11.87$
Bulky Item requiring 2 people to handle [3]66.40$
Single and Multi‐Family Residents ‐ 3 bulky item pick ups per calendar year with 5 items
maximum per pick up
Commercial Bin Customers shall be charged for bulky item pick‐ups
June 8, 2021 Item #11 Page 218 of 336
Fee Name Fee Type
Notes Fee/Deposit
Contamination Fee ‐ to recover costs for separating solid waste
placed in a recycling or green waste container or for arranging a
special, unscheduled collection due to contamination.
[3]58.99$
Scout service per bin per service [3]53.08$
Residential Return to Service Fee ‐ The return to service fee for two
or more calls in a one‐month period by a residential customer [3]37.17$
Restart Fee ‐ The fee for restarting commercial service when a
permanent account has been terminated for non‐payment.[3]22.30$
Roll off Service
Service Fee ‐ Roll off service [3]242.11$
Disposal Fee per Ton (pass through)[3]49.05$
Roll off ‐ Demurrage Per Day Charge [3]5.16$
Delivery [3]62.30$
Delivery Demo (includes signage) [3]63.43$
Relocation Charge onsite [3]48.67$
Relocation Charge offsite [3]69.46$
Wash Out Receiver Boxes [3]55.68$
Dead Run charge [3]83.47$
Standby charge after 5 minutes [3]2.21$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Set per contract by Waste Management
June 8, 2021 Item #11 Page 219 of 336
Fee Name Fee Type
Notes Fee/Deposit
Utility Account and Service Fees
Water Account Fees
Discontinuation of Service ‐ Non‐Payment (Shut‐off)each [2]44.00$
Service Reconnection (Non‐Payment) ‐ Same Day / Non‐Business
hours (After Hours Turn‐On)each [2],[3]196.00$
Continuity of Service each [2]8.00$
Electronic Notice (in lieu of door hanger)each [2]1.00$
Door Hanger Notice each [2]18.00$
New Account Set Up (Admin)each [2]37.00$
Service Reconnection for Non‐Payment (Next Day) Business Hours
(Next Scheduled Day Turn‐On)each [2],[3]72.00$
New Account Service Connection ‐ (Same Day) Business Hours (Same
Day Turn‐On)each [2]126.00$
Water Services Fees
Utility Standards and Specifications each [1]Actual Cost
Potable Water Meter ‐ Construction Meter Deposit deposit [1]900.00$
Potable Water Meter ‐ Construction Meter Installation each [2]211.00$
Potable Water Meter ‐ Construction Meter Relocation each [2]94.00$
Blueprinting of Standard Size (24" x 36") Improvement Plan Sheet
(cost for each)each [2]6.00$
Potable Backflow Preventer Annual Testing ‐ 1st Notice each, per
month [1]3.00$
Potable Backflow Preventer Annual Testing ‐ 2nd Notice per month [1]12.00$
Potable Backflow Preventer Annual Testing ‐ 3rd Notice per month [1]36.00$
Potable Water Shutdown Fee each [1]805.00$
Recycled Water Fees
Recycled Backflow Preventer Annual Testing ‐ 2nd Notice per month [2]12.00$
Recycled Backflow Preventer Annual Testing ‐ 3rd Notice per month [2]36.00$
Cross‐Connection Inspection ‐ County Department of Environmental
Health (CDEH)each [2]Actual Cost
Recycled Backflow Preventer Annual Testing ‐ 1st Notice each, per
month [2]3.00$
Cross‐Connection Reinspection each [2]151.00$
Recycled Water Meter ‐ Construction Meter Deposit deposit [1]900.00$
Recycled Water Meter ‐ Construction Meter Installation each [2]211.00$
Recycled Water Meter ‐ Construction Meter Relocation each [2]94.00$
E28 Recycled Water Shutdown ‐ Deposit deposit [2]900.00$
E28 Recycled Water Shutdown ‐ Actual Cost each [2]805.00$
June 8, 2021 Item #11 Page 220 of 336
Fee Name Fee Type
Notes Fee/Deposit
Wastewater Fees
Fats, Oils, and Grease (FOG) Fee each [1]140.00$
Fees for services not listed will be determined on a case‐by‐case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]151.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Maximum limited set per CA Health and Safety Code 1169149(a)(1)
June 8, 2021 Item #11 Page 221 of 336
Fee Name Fee Type
Notes Fee/Deposit
Utility Meter Installation Fees
Potable Water (meter size, inches)
5/8" Displacement per [1] 364.00$
Fire Protection – 5/8" Displacement per [1] 364.00$
3/4” Displacement per [1]371.00$
1” Displacement per [1]404.00$
1‐1/2” Displacement per [1]579.00$
1‐1/2” Turbo per [1]710.00$
2” Displacement per [1]781.00$
2” Turbo per [1]996.00$
3" Ultrasonic per [1] Actual Cost
4" Ultrasonic per [1] Actual Cost
6” Ultrasonic per [1] Actual Cost
8” Ultrasonic per [1] Actual Cost
10” Ultrasonic per [1] Actual Cost
12” Ultrasonic per [1] Actual Cost
Recycled Water (meter size, inches)
5/8" Displacement per [1]364.00$
Fire Protection – 5/8" Displacement per [1]364.00$
3/4” Displacement per [1]371.00$
1” Displacement per [1]404.00$
1‐1/2” Turbo per [1]710.00$
2” Turbo per [1]996.00$
3" Ultrasonic per [1] Actual Cost
4" Ultrasonic per [1] Actual Cost
6” Ultrasonic per [1] Actual Cost
8” Ultrasonic per [1] Actual Cost
10” Ultrasonic per [1] Actual Cost
12” Ultrasonic per [1] Actual Cost
The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family
residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA
System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter
necessary to meet the water use requirements, not the actual meter size of 1”. These fees are in addition to the
Potable & Recycled Water Connection Fees and SDCWA Fee.
June 8, 2021 Item #11 Page 222 of 336
Fee Name Fee Type
Notes Fee/Deposit
Utility Potable and Recycled Water Connection Fees (meter size, inches)
Displacement
5/8” each [1] 4,526.00$
3/4”each [1]6,453.00$
1”each [1]10,184.00$
1‐1/2”each [1]19,237.00$
2”each [1]28,970.00$
3”each [1]49,013.00$
4”each [1]76,242.00$
6”each [1] 141,591.00$
8”each [1] 167,351.00$
Turbo and Ultrasonic (All Irrigation Meters)
1‐1/2”each [1]22,583.00$
2”each [1]36,211.00$
3”each [1]76,242.00$
4”each [1] 217,834.00$
6”each [1] 435,659.00$
8”each [1] 610,132.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
These fees are in addition to the Meter Installation Fees and SDCWA Fees.
June 8, 2021 Item #11 Page 223 of 336
Fee Name Fee Type
Notes Fee/Deposit
San Diego County Water Authority (SDCWA) Fees
SDCWA System Capacity Charge (meter size, inches)
Fire Protection per [3]
Based on size of
meter
5/8" Displacement per [3]5,312.00$
3/4” Displacement per [3]5,312.00$
1” Displacement per [3]8,499.00$
1‐1/2” Displacement per [3]15,936.00$
1‐1/2” Turbo per [3]15,936.00$
2” Displacement per [3]27,622.00$
2” Turbo per [3]27,622.00$
3” per [3]50,995.00$
4” per [3]87,117.00$
6”per [3] 159,360.00$
8”per [3] 276,224.00$
10”per [3] 414,336.00$
12”per [3] 701,184.00$
Water Treatment Capacity Charge (meter size, inches)
Fire Protection per [3]
Based on size of
meter
5/8" Displacement per [3]148.00$
3/4” Displacement per [3]148.00$
1” Displacement per [3]237.00$
1‐1/2” Displacement per [3]444.00$
1‐1/2” Turbo per [3]444.00$
2” Displacement per [3]770.00$
2” Turbo per [3]770.00$
3” per [3]1,421.00$
4” per [3]2,427.00$
6”per [3]4,440.00$
8”per [3]7,696.00$
10”per [3]11,544.00$
12”per [3]19,536.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3]
The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family
residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA
System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter
necessary to meet the water use requirements, not the actual meter size of 1”.
These fees are set by San Diego County Water Authority, effective January 1, 2021, and are in addition to the Meter Installation Fees and
Potable and Reclaimed Connection Fees.
June 8, 2021 Item #11 Page 224 of 336
Section 2
Development Related
Service Fees
June 8, 2021 Item #11 Page 225 of 336
Fee Name Fee Type
Notes Fee/Deposit
Planning Department Fees
Agricultural Mitigation Fee
per net
converted
acre
[1] $ 10,000.00
Amendments and Revisions to Approved Projects flat [1] 50% of current
application fee
Appeals to Planning Commision / City Council [2]786.00$
Building Plan Review
Minor Projects, per permit each [3]98.00$
Major Projects, per permit each [4]295.00$
Coastal Development Permit (CDP)
2 ‐ 4 unit or lot subdivision and SFD w/ bluff
per unit/lot ‐
whichever is
greater
[2]2,629.00$
5 or more units or lot subdivision per permit [2]4,280.00$
Emergency flat [2]532.00$
Exemption flat [2]293.00$
Minor Permit flat [2]1,032.00$
Non‐Residential + 10 cents per square foot flat [2]1,165.00$
Single Family Lot flat [2]1,298.00$
Conditional Use Permit (CUP)
Within Biological Habitat Preserve flat [2]1,018.00$
Minor flat [2]905.00$
Regular flat [2]5,405.00$
Daycare Permit (7 ‐ 14 Children)flat [2]253.00$
Environmental Impact Assessment (EIA)
Initial Study ‐ NEGATIVE DECLARATION flat [2]2,083.00$
Initial Study ‐ MITIGATED NEG DEC flat [2]1,146.00$
Environmental Impact Report (EIR)
Addendum
First 20 hours of project planner base fee (flat)[2]3,028.00$
>20 hours of project planner per hour [2]98.00$
Focused/Supplemental (requiring a public hearing)
First 120 hours of project planner and 20 hours of project
engineer base fee (flat)[2]15,293.00$
>120 project planner hours and >20 project engineer hours per hour [2]227.00$
FULL EIR
First 180 hours of project planner and 40 hours of project
engineer base fee (flat)[2]23,453.00$
>180 project planner hours and >40 project engineer hours per hour [2]227.00$
Fish & Game Fee
Environmental Impact Report (EIR) flat [5] $ 3,218.00
June 8, 2021 Item #11 Page 226 of 336
Fee Name Fee Type
Notes Fee/Deposit
Environmental Document pursuant to a Certified Regulatory
Program (CRP)flat [5] $ 1,127.00
Negative Declaration (ND) /Mitigated Negative Declaration
(MND)flat [5] $ 2,330.00
Extensions to projects in process flat [1] 25% of current fee
General Plan Amendment deposit [2]5,145.00$
Habitat Management Plan (HMP)
Amendment to Plan Document ‐ Major ‐ first 60 hours of project
planner base fee (flat)[2]6,443.00$
>60 hours of project planner per hour [2]98.00$
Amendment to Plan Document ‐ Minor flat [2]3,887.00$
Permit ‐ Major ‐first 40 hours of project planner base fee (flat)[2]4,711.00$
>40 hours or project planner per hour [2]98.00$
Permit ‐ Minor ‐ first 20 hours of project planner base fee (flat)[2]653.00$
>20 hours of project planner per hour [2]98.00$
Permit ‐ MINOR W/MINISTERIAL PERMIT flat [2]1,160.00$
Hillside Development Permit ‐ Major ‐ first 40 hours of project
planner base fee (flat)[2]3,028.00$
Hillside Development Permit ‐ Minor ‐ first 20 hours of project
planner base fee (flat)[2]1,498.00$
Inspection ‐ Additional Planning per hour [2]98.00$
Inspection ‐ Overtime per hour per hour [2]112.00$
Landscape Plan Check / Inspection Fees
City Processing Fee per project [2]295.00$
Contractor Cost per project [1] Actual Cost
Local Coastal Plan ‐ Amendment flat [2]7,521.00$
Local Facilities Management Fees ‐ as established by Council deposit [1]Actual Cost
Local Facilities Management Plan/Amendment ‐ Fee + deposit in
minimum increments of $5,000 deposit [1]10,000.00$
Master Plan
Master Plan ‐ Pre‐Filing Submittal flat [1]8,013.00$
First 200 hours of project planner and 100 hours of project
engineer base fee (flat)[2]33,569.00$
>200 project planner hours and >100 project engineer hours per hour [2]289.00$
Major Amendment
First 100 hours of project planner and 40 hours of project
engineer base fee (flat)[2]15,978.00$
>100 project planner hours and >40 project engineer hours per hour [2]269.00$
Minor Amendment
First 30 hours of project planner and 7 hours of project
engineer base fee (flat)[2]2,010.00$
>30 project planner hours and >7 project engineer hours per hour [2]269.00$
June 8, 2021 Item #11 Page 227 of 336
Fee Name Fee Type
Notes Fee/Deposit
Non‐Conforming Construction Permit flat [2]840.00$
Notice Fee (+ postage) flat [1]Actual Cost
Plan Consistency Determination [2]852.00$
Planned Development (residential/non‐residential) ‐ 5 or more
lots/units ‐ Major Subdivision per project [2]10,077.00$
Planned Development (residential/non‐residential) ‐ 4 or fewer
lots/units per project [2]3,634.00$
Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge
Planning Commission Determination‐other flat [2]1,970.00$
Postage (All)flat [1]
Current Postage
Rate x Number of
labels
Precise Development Plan flat [2]9,172.00$
Preliminary Plan Review ‐ Major (Other)flat [2]852.00$
Preliminary Plan Review ‐ Minor (SFD) flat [2]240.00$
Reversion to Acreage (Consistent with city payroll records charged
against a $3,100 deposit)
First 25 hours of project planner and 20 hours of project
engineer base fee (flat)[2]5,039.00$
Satellite Antenna Permit flat [2]506.00$
Sign Program
Sign Permit (including non‐commercial) flat [2]73.00$
Sign Program flat [2]1,271.00$
Modified Minor Sign Program flat [2]842.00$
Modified Regular Sign Program flat [2]3,170.00$
Site Development Plan
Minor ‐ Village Area Request for a Parking Option flat [2]1,080.00$
Minor ‐ Residential, less than or equal to 4 units/lots or as
required per CMC/PLAN flat [2]5,385.00$
Major ‐ 5 or more units/lots or as required per CMC/PLAN flat [2]13,658.00$
Special Use Permit ‐ Other flat [2]4,133.00$
Special Use Permit ‐ Floodplain flat [2]4,133.00$
Specific Plan
Base Fee
First 200 hours of project planner and 60 hours of project
engineer base fee (flat)[2]31,180.00$
>200 project planner hours and >60 project engineer hours per hour [2]269.00$
Amendment ‐ Major ‐$
First 180 hours of project planner and 30 hours of project
engineer base fee (flat)[2]24,049.00$
>180 project planner hours and >30 project engineer hours per hour [2]269.00$
Amendment ‐ Minor
First 20 hours of project planner and 7 hours of project
engineer base fee (flat)[2]1,750.00$
June 8, 2021 Item #11 Page 228 of 336
Fee Name Fee Type
Notes Fee/Deposit
>20 project planner hours and >7 project engineer hours per hour [2]269.00$
Street Name Change flat [2]1,783.00$
Tentative Maps
Tentative Parcel Map ‐ Minor Subdivision ‐ 0‐ 4 Lots/Units flat [2]4,586.00$
Tentative Tract Map ‐ 5 ‐ 49 units/lots flat [2]9,930.00$
Tentative Tract Map ‐ 50 + units/lots flat [2]15,164.00$
Tentative Tract Map Litigation Stay flat [1] 25% of current fee
Third Party Review
Processing Fee per project [2]605.00$
Consultant Cost per project [1] Actual Cost
Variance flat [2]3,408.00$
Variance ‐ Minor flat [2]905.00$
Village Area
Village Area Review ‐ Administrative flat [2]495.00$
Village Area Review ‐ Major ‐ Plus Noticing Costs flat [2]3,505.00$
Village Area Review ‐ Minor ‐ Plus Noticing Costs flat [2]1,912.00$
Wireless Communication Third Party Review flat [1]Actual Cost
Zone Change flat [2]5,910.00$
Zone Code Compliance Letter flat [2]139.00$
Research Fee per hour [2]139.00$
Fees for services not listed will be determined on a case‐by‐case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]98.00$
TOTAL
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Minor: residential new/remodel, commercial/industrial tenant improvement
[4] Major: Commercial/Industrial new
[5]Set by Department of Fish and Wildlife. Fish & Game fees are additional to the EIA /EIR fees. Includes $50.00 County Clerk processing fee.
June 8, 2021 Item #11 Page 229 of 336
Fee Name Fee Type
Notes Fee/Deposit
Engineering Department Fees
Adjustment Plat per project [2]1,551.00$
Building Plan Review
Minor Projects, per permit each [3]194.00$
Major Projects, per permit each [4]581.00$
Certificate
Certificate of Compliance each [2]1,258.00$
Certificate of Compliance In Lieu of Parcel Map each [2]3,309.00$
Certificate of Correction each [2]978.00$
Construction Change Review ‐ Major
Base Fee per project [2]825.00$
Plus fee per sheet per sheet [2]270.00$
Construction Change Review ‐ Minor
Base Fee per project [2]586.00$
Plus fee per sheet per sheet [2]171.00$
Developer Agreements ‐ Deposit $10,000 increments
(Consistent with city payroll records + overhead)deposit [1]Actual cost
Easement Document Processing and Recording ‐ Major (all others) per project [2]785.00$
Easement Document Processing and Recording ‐ Minor (Single Family
Lot)per project [2]139.00$
Encroachment Agreement Processing per project [2]406.00$
Grading Permit Investigation Fee (Consistent with city payroll records
+ overhead)deposit [1]Actual Cost
Grading Plan Check Fees (cubic yard)
0 ‐ 100 flat [2]510.00$
101 ‐ 1,000 flat [2]1,021.00$
each additional 100 each [2]226.00$
1,001 ‐ 10,000 flat [2]3,055.00$
each additional 1,000 each [2]194.78$
10,001 ‐ 100,000 flat [2]4,808.00$
each additional 10,000 each [2]280.56$
100,001 ‐ 200,000 flat [2]7,333.00$
each additional 10,000 each [2]443.00$
200,001 ‐ 400,000 flat [2]11,763.00$
each additional 10,000 each [2]143.00$
400,001 ‐ 1,000,000 flat [2]12,049.00$
each additional 100,000 each [2]143.00$
1,000,000+flat [2]12,907.00$
each additional 100,00 each [2]1,290.70$
June 8, 2021 Item #11 Page 230 of 336
Fee Name Fee Type
Notes Fee/Deposit
Grading Permit Fees (cubic yard)
0 ‐ 100 flat [2],[4],
[5]510.00$
101 ‐ 1,000 flat [2],[4],
[5]517.00$
each additional 100 each [2],[4],
[5]103.78$
1,001 ‐ 10,000 flat [2],[4],
[5]1,451.00$
each additional 1,000 each [2],[4],
[5]105.11$
10,001 ‐ 100,000 flat [2],[4],
[5]2,397.00$
each additional 10,000 each [2],[4],
[5]200.67$
100,001 ‐ 200,000 flat [2],[4],
[5]4,203.00$
each additional 10,000 each [2],[4],
[5]200.10$
200,001 ‐ 400,000 flat [2],[4],
[5]6,204.00$
each additional 10,000 each [2],[4],
[5]305.55$
400,001 ‐ 1,000,000 flat [2],[4],
[5]12,315.00$
each additional 100,000 each [2],[4],
[5]1,528.33$
1,000,000+flat [2],[4],
[5]21,485.00$
each additional 100,000 each [2],[4],
[5]2,148.50$
Improvement Plan Review Fee
$0 ‐ $20,000 flat [2]1,631.00$
$20,001 ‐ $50,000 flat [2]3,135.00$
additional $10,000 each [2]454.67$
$50,001 ‐ $100,000 flat [2]4,499.00$
additional $10,000 each [2]385.00$
$100,001 ‐ $250,000 flat [2]6,424.00$
additional $10,000 each [2]576.13$
$250,001 ‐ $500,000 flat [2]15,066.00$
additional $10,000 each [2]194.44$
$500,001 ‐ $1,000,000 flat [2]19,927.00$
additional $10,000 each [2]104.94$
$1,000,000+flat [2]25,174.00$
additional $10,000 each [2]251.74$
June 8, 2021 Item #11 Page 231 of 336
Fee Name Fee Type
Notes Fee/Deposit
Improvement Inspection
$0 ‐ $20,000 flat [2]413.00$
$20,001 ‐ $50,000 flat [2]2,027.00$
additional $10,000 each [2]678.33$
$50,001 ‐ $100,000 flat [2]4,062.00$
additional $10,000 each [2]203.00$
$100,001 ‐ $250,000 flat [2]5,077.00$
additional $10,000 each [2]162.87$
$250,001 ‐ $500,000 flat [2]7,520.00$
additional $10,000 each [2]187.48$
$500,001 ‐ $1,000,000 flat [2]12,207.00$
additional $10,000 each [2]130.20$
$1,000,000+flat [2]18,717.00$
additional $10,000 each [2]187.17$
Mapping Fees
Final Tract Map ‐ Major Subdivision
Base Fee per project [2]9,012.00$
additional acre per acre [2]6.00$
Parcel Map ‐ Minor Subdivision per project [2]4,045.00$
Neighborhood Improvement Agreements each [2]189.00$
Oversize Load Permit ‐ 1 trip each [6]16.00$
Oversize Load Permit ‐ Annual/Per Year each [6]90.00$
Quitclaim of Easement each [2]825.00$
Reapportionment Fees for 1911 Act Assessment Districts each [1]Actual Cost
Retaining Wall Plan Check Fees
Retaining Wall Plan Check Valuation
$0 ‐ $50,000 flat [2]418.00$
$50,001 ‐ $250,000 flat [2]2,035.00$
$250,000+flat [2]3,585.00$
Reversion to Acreage deposit [2]3,410.00$
June 8, 2021 Item #11 Page 232 of 336
Fee Name Fee Type
Notes Fee/Deposit
Right‐of‐Way Permit
Minor ‐ Non‐Construction each [2]206.00$
Minor ‐ Construction each [2]419.00$
Utility
City Processing Fee each [2]339.00$
Inspector's Time hourly [2]144.00$
Utility (by contract)each [2]892.00$
Use ‐ Initial Permit
Curb Cafe each [2]419.00$
Outdoor Display each [2]206.00$
Sidewalk Café each [2]419.00$
Use ‐ Annual Renewal
Curb Cafe each [2]206.00$
Outdoor Display each [2]206.00$
Sidewalk Café each [2]206.00$
Village Area ‐ Curb Café (max of two parking spaces)per space/
per year [2]1,200.00$
Secured Agreement Processing ‐ Extension each [2]385.00$
Secured Agreement Processing ‐ Replacement, plus improvement
plan revision fees if required each [2]678.00$
Segregation of Assessments ‐ 1‐ 4 lots (Consistent with city payroll
records + overhead, consultant cost and recording fee. Also see
Streets and Highways Code Section 8760‐8769 )
deposit [1]Actual Cost
Segregation of Assessments ‐ 5 lots or more ‐ fee + $20 per lot
(Consistent with city payroll records + overhead, consultant cost and
recording fee. Also see Streets and Highways Code Section 8760‐
8769)
deposit [1]Actual Cost
Storm Water Pollution Prevention Plan (SWPPP) Fees
Plan Review Fee
Tier 1per site [2]64.00$
Tier 2per site [2]339.00$
Tier 3 one acre or
less [2]775.00$
Tier 3 ‐ Supplemental Fee per acre [2]98.00$
Inspection Fee
Tier 1per site [2]271.00$
Tier 2per site [2]1,494.00$
Tier 3 one acre or
less [2]2,528.00$
Tier 3 ‐ Supplemental Fee per acre [2]411.00$
June 8, 2021 Item #11 Page 233 of 336
Fee Name Fee Type
Notes Fee/Deposit
Storm Water Quality Management Plan (SWQMP) Fees
Plan Review ‐ Base Fee each [2]400.00$
Plan Review ‐ For each subsequent acre or portion thereof over
one half acre per acre [2]97.00$
Inspection Fee ‐ Base Fee each [2]337.00$
Inspection Fee ‐ For each subsequent acre or portion thereof over
one half acre per acre [2]134.00$
Street Vacation ‐ Street/Public Service Easement Vacation ‐ Regular each [2]4,026.00$
Street Vacation ‐ Street/Public Service Easement Vacation ‐ Summary each [2]1,597.00$
Third Party Review
Processing Fee per project [2]339.00$
Consultant Cost per project [1]Actual Cost
Village Area ‐ Parking In Lieu Fee each [1]11,240.00$
Fees for services not listed will be determined on a case‐by‐case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]194.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
[3] Minor: residential new/remodel, commercial/industrial tenant improvement
[4] Major: Commercial/Industrial new
[5]
[6]
[7] Maximum limit set by CA Vehicle Code 35795(b)(1)
Quantities are calculated by using the greater of cut/fill, plus remedial work. Plan checks extending more than 24 months may be assessed an
additional fee of 25% of the current plan check fee.
Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is subject to City Engineer approval
per CMC 15.16.062.
June 8, 2021 Item #11 Page 234 of 336
Fee Name Fee Type
NotesFee/Deposit
Building Department Fees
NEW CONSTRUCTION, ADDITIONS, AND MAJOR REMODELS
Commercial/Industrial Uses ‐ Structural (All newly constructed or
added space for non‐residential occupancies classified as CBC Group
A, B, E, F, H, I, M, or other commercial occupancies not specifically
addressed elsewhere in this Fee Schedule)
0 ‐ 500 sqft flat [2]964.00$
additional sqft each [2]0.30$
501 ‐ 5,000 sqft flat [2]2,323.00$
additional sqft each [2]0.41$
5,001 ‐ 10,000 sqft flat [2]4,350.00$
additional sqft each [2]0.04$
10,001 ‐ 50,000 sqft flat [2]5,956.00$
additional sqft each [2]0.09$
50,001 ‐ 100,000 sqft flat [2]10,578.00$
additional sqft each [2]0.11$
Commercial Residential and Multifamily Residential Uses ‐ (All
newly constructed or added space for residential occupancies
classified as CBC Group R (except R‐3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)0 ‐ 500 sqft flat [2]914.00$
additional sqft each [2]0.51$
501 ‐ 5,000 sqft flat [2]3,188.00$
additional sqft each [2]0.50$
5,001 ‐ 10,000 sqft flat [2]5,685.00$
additional sqft each [2]0.05$
10,001 ‐ 50,000 sqft flat [2]7,538.00$
additional sqft each [2]0.13$
50,001 ‐ 100,000 sqft flat [2]13,939.00$
additional sqft each [2]0.14$
Low and Moderate Hazard Storage ‐ (All newly constructed or added
space for storage occupancies classified as CBC Group S, or other
storage occupancies not specifically addressed elsewhere in this Fee
Schedule)
0 ‐ 500 sqft flat [2]939.00$
additional sqft each [2]0.33$
501 ‐ 5,000 sqft flat [2]2,422.00$
additional sqft each [2]0.22$
5,001 ‐ 10,000 sqft flat [2]3,510.00$
additional sqft each [2]0.03$
10,001 ‐ 50,000 sqft flat [2]4,523.00$
additional sqft each [2]0.01$
June 8, 2021 Item #11 Page 235 of 336
Fee Name Fee Type
NotesFee/Deposit
50,001 ‐ 100,000 sqft flat [2]4,943.00$
additional sqft each [2]0.05$
Attached Accessory and Utility Uses ‐ (All newly constructed, added
or structurally remodeled space for utility and accessory occupancies
classified as CBC Group U, or other utility and accessory occupancies
not specifically addressed elsewhere in this Fee Schedule
0 ‐ 200 sqft flat [2]494.00$
additional sqft each [2]1.36$
201 ‐ 400 sqft flat [2]766.00$
additional sqft each [2]0.62$
401 ‐ 600 sqft flat [2]890.00$
additional sqft each [2]0.31$
601 ‐ 1,000 sqft flat [2]1,013.00$
additional sqft each [2]0.15$
1,001 ‐ 3,000 sqft flat [2]1,310.00$
additional sqft each [2]0.44$
Detached Accessory and Utility Uses ‐ (All newly constructed, added,
or structurally remodeled space for utility and accessory
occupancies/uses not specifically addressed elsewhere in this Fee
Schedule)
0 ‐ 200 sqft flat [2]494.00$
additional sqft each [2]1.36$
201 ‐ 400 sqft flat [2]766.00$
additional sqft each [2]0.62$
401 ‐ 600 sqft flat [2]890.00$
additional sqft each [2]0.31$
601 ‐ 1,000 sqft flat [2]1,013.00$
additional sqft each [2]0.15$
1,001 ‐ 3,000 sqft flat [2]1,310.00$
additional sqft each [2]0.44$
Shell Buildings for all Commercial/Industrial Uses ‐ (The enclosure
for all newly constructed or added space for non‐residential
occupancies classified as CBC Group A, B, E, F, H, I, M, or other
commercial occupancies not specifically addressed elsewhere in this
Fee Schedule where the interior is not completed or occupiable)
0 ‐ 500 sqft flat [2]816.00$
additional sqft each [2]0.21$
501 ‐ 5,000 sqft flat [2]1,780.00$
additional sqft each [2]0.26$
5,001 ‐ 10,000 sqft flat [2]3,065.00$
June 8, 2021 Item #11 Page 236 of 336
Fee Name Fee Type
NotesFee/Deposit
additional sqft each [2]0.02$
10,001 ‐ 50,000 sqft flat [2]4,053.00$
additional sqft each [2]0.01$
50,001 ‐ 100,000 sqft flat [2]4,548.00$
additional sqft each [2]0.05$
Commercial/Industrial Tenant Improvement ‐ Structural ‐
(Structurally remodeled space for non‐residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee Schedule
where the structure is not altered)
0 ‐ 500 sqft flat [2]717.00$
additional sqft each [2]0.20$
501 ‐ 5,000 sqft flat [2]1,631.00$
additional sqft each [2]0.09$
5,001 ‐ 10,000 sqft flat [2]2,076.00$
additional sqft each [2]0.05$
10,001 ‐ 50,000 sqft flat [2]4,202.00$
additional sqft each [2]0.04$
50,001 ‐ 100,000 sqft flat [2]6,401.00$
additional sqft each [2]0.06$
Commercial/Industrial Tenant Improvement ‐ Non‐structural ‐ (Non‐
structurally remodeled space for non‐residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee Schedule
where the structure is not altered)
0 ‐ 500 sqft flat [2]648.00$
additional sqft each [2]0.20$
501 ‐ 5,000 sqft flat [2]1,532.00$
additional sqft each [2]0.07$
5,001 ‐ 10,000 sqft flat [2]1,878.00$
additional sqft each [2]0.05$
10,001 ‐ 50,000 sqft flat [2]3,732.00$
additional sqft each [2]0.04$
50,001 ‐ 100,000 sqft flat [2]5,610.00$
additional sqft each [2]0.06$
Commercial Residential and Multifamily Residential Remodels ‐
Structural ‐ (Structurally remodeled space for residential occupancies
classified as CBC Group R (except R‐3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)
0 ‐ 500 sqft flat [2]766.00$
additional sqft each [2]0.42$
June 8, 2021 Item #11 Page 237 of 336
Fee Name Fee Type
NotesFee/Deposit
501 ‐ 5,000 sqft flat [2]2,669.00$
additional sqft each [2]0.31$
5,001 ‐ 10,000 sqft flat [2]4,226.00$
additional sqft each [2]0.06$
10,001 ‐ 50,000 sqft flat [2]6,673.00$
additional sqft each [2]0.08$
50,001 ‐ 100,000 sqft flat [2]10,726.00$
additional sqft each [2]0.11$
Commercial Residential and Multifamily Residential Remodels ‐
Non Structural ‐ (Non‐Structurally remodeled space for residential
occupancies classified as CBC Group R (except R‐3), or other
residential occupancies not specifically addressed elsewhere in this
Fee Schedule)
0 ‐ 500 sqft flat [2]766.00$
additional sqft each [2]0.25$
501 ‐ 5,000 sqft flat [2]1,878.00$
additional sqft each [2]0.38$
5,001 ‐ 10,000 sqft flat [2]3,757.00$
additional sqft each [2]0.06$
10,001 ‐ 50,000 sqft flat [2]5,981.00$
additional sqft each [2]0.08$
50,001 ‐ 100,000 sqft flat [2]9,936.00$
additional sqft each [2]0.10$
Single Family Dwellings and Duplexes ‐ (All newly constructed or
added space for residential occupancies classified as CBC Group R‐3,
including custom builds and model homes for tract master plans, or
other similar residential occupancies not specifically addressed
elsewhere in this Fee Schedule)
0 ‐ 1,000 sqft flat [2]1,162.00$
additional sqft each [2]0.41$
1,001 ‐ 2,500 sqft flat [2]1,780.00$
additional sqft each [2]0.26$
2,501 ‐ 4,000 sqft flat [2]2,175.00$
additional sqft each [2]0.25$
4,001 ‐ 6,000 sqft flat [2]2,669.00$
additional sqft each [2]0.27$
6,001 ‐ 8,000 sqft flat [2]3,213.00$
additional sqft each [2]0.40$
Duplicate Floor Plan Review ‐ Single Family Dwellings and Duplexes
0 ‐ 1,000 sqft flat [2]969.00$
additional sqft each [2]0.24$
June 8, 2021 Item #11 Page 238 of 336
Fee Name Fee Type
NotesFee/Deposit
1,001 ‐ 2,500 sqft flat [2]1,335.00$
additional sqft each [2]0.13$
2,501 ‐ 4,000 sqft flat [2]1,532.00$
additional sqft each [2]0.20$
4,001 ‐ 6,000 sqft flat [2]1,928.00$
additional sqft each [2]0.17$
6,001 ‐ 8,000 sqft flat [2]2,274.00$
additional sqft each [2]0.28$
Duplicate Floor Plan Review ‐ Attached or Detached Accessory and
Utility Uses
0 ‐ 200 sqft flat [2]470.00$
additional sqft each [2]0.74$
201 ‐ 400 sqft flat [2]618.00$
additional sqft each [2]0.25$
401 ‐ 600 sqft flat [2]667.00$
additional sqft each [2]0.43$
601 ‐ 1,000 sqft flat [2]840.00$
additional sqft each [2]0.14$
1,001 ‐ 3,000 sqft flat [2]1,112.00$
additional sqft each [2]0.37$
Site Improvements ‐ This includes substantial development of private
parking lots which are processed separate of the structure and
include any combination of the following: Underground utilities,
parking lot lighting, accessible path of travel analysis, grading,
drainage and compliance with the City's parking and driveway
standards.
0 ‐ 500 sqft flat [2]395.00$
additional sqft each [2]0.13$
501 ‐ 5,000 sqft flat [2]964.00$
additional sqft each [2]0.06$
5,001 ‐ 10,000 sqft flat [2]1,285.00$
additional sqft each [2]0.01$
10,001 ‐ 50,000 sqft flat [2]1,483.00$
additional sqft each [2]0.01$
50,001 ‐ 100,000 sqft flat [2]1,878.00$
additional sqft each [2]0.02$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
June 8, 2021 Item #11 Page 239 of 336
Fee Name Fee Type
NotesFee/Deposit
Building Department Fees
MINOR/MISCELLANEOUS RESIDENTIAL & COMMERCIAL IMPROVEMENTS
Above Ground Storage Tank per permit [2]232.00$
Cell Site
Radio over 30 ft. high each [2]647.00$
Dish, 10 ft. dia. w/decoder each [2]481.00$
Equipment Enclosure each [2]1,099.00$
Awning or Canopy per permit [2]275.00$
Bollards up to 4pcs per permit [2]344.00$
Certificate of Occupancy per permit [2]15.00$
Decks / Balcony
Repair each [2]100.00$
New/Replace each [2]825.00$
Demolition of Building
Commercial each [2]191.00$
Residential each [2]550.00$
Fence or Freestanding Wall up to 100'each [2]618.00$
Fire Damage Repair ‐ Residential ‐ Minor per permit [2]230.00$
Fireplace Repair/Replace per permit [2]412.00$
Foundation Repair
Commercial each [2]515.00$
Residential each [2]515.00$
Greenhouse per permit [2]515.00$
Manufactured House / Building
Commercial per permit [2]292.00$
Residential per permit [2]515.00$
Mobile Home (Within a park, per current edition of Title 25,
published by California Division of Housing and Community
Development.)
per permit [2] 584.00$
Partition/ Wall ‐ Interior/Non‐Structural <100' per permit [2] 347.00$
Patio
Frame with Cover each [2]100.00$
Frame with Cover & Walls each [2]550.00$
Screen or Plastic Walls each [2]412.00$
Plastering Outside per permit [2]344.00$
Remodel ‐ Residential
Kitchen/Bath each [2]350.00$
Other ‐ up to 500 s.f.each [2]481.00$
Other ‐ above 500 s.f per 100 sqft [2]0.34$
Repairs ‐ Miscellaneous
Commercial each [2]366.00$
Residential each [2]86.00$
Retaining Wall
Non‐Engineered ‐ City Standard per permit [2]100.00$
June 8, 2021 Item #11 Page 240 of 336
Fee Name Fee Type
NotesFee/Deposit
Reroofing
Commercial per permit [2] 266.00$
Residential per permit [2]89.00$
Roof Structure Repair / Reinforcement
Commercial each [2]253.00$
Residential each [2]357.00$
Saunas (Steam)per permit [2]309.00$
Sign
Wall ‐ Illuminated per permit [2]139.00$
Wall ‐ Non‐Illuminated per permit [2]139.00$
Pole per permit [2]344.00$
Monument per permit [2]139.00$
Skylight
Commercial each [2]344.00$
Residential each [2]344.00$
Solar ‐ Residential (Up to 10 kW)per permit [2]268.00$
Per kW above 10kW per kW [2]48.00$
Add Residential Battery Back‐up per permit [2]206.00$
Add Residential Panel Upgrade per permit [2]240.00$
Add Reverse Tilt System/ Ground Mount per permit [2]309.00$
Solar ‐ Commercial (Up to 50 kW)per permit [2]618.00$
Per kW between 51kW ‐ 250kW per kW [2]62.00$
Per kW above 250kW per kW [2]62.00$
Spray Booth Install / Clean Room per permit [2]248.00$
Stairs
New/Replace First Story each [2]378.00$
Additional Story each [2]309.00$
Repair each [2]378.00$
Siding
Stucco each [2]378.00$
Stone/Brick Veneer each [2]398.00$
Storage Racks
<8 ft, first 100 lf per permit [2]447.00$
each add'l. 100 lf each [2]82.00$
>8 ft, first 100 lf per permit [2]481.00$
>8 ft, ea. Add'l 100 lf each [2]220.00$
Swimming Pool
Commercial per permit [2]228.00$
Residential per permit [2]228.00$
Temporary Seating or Bleachers Install per permit [2]515.00$
Trash Enclosure Install per permit [2]240.00$
June 8, 2021 Item #11 Page 241 of 336
Fee Name Fee Type
NotesFee/Deposit
Windows / Door
Commercial each [2]309.00$
Residential each [2]309.00$
Other Inspections (Per Hour)
Inspections outside of normal business hours (minimum charge: two
hours)per hour [2]129.00$
Re‐inspection fees per hour [2]129.00$
Inspections for which no fee is specifically indicated (minimum
charge: one half‐hour)per hour [2]129.00$
Additional plan review required by changes, additions or revisions to
approved plans (minimum charge: one half‐hour)per hour [2]129.00$
Other Building Fees
Building Permit Revision, Fee + Third Party Hourly Charge per hour [2] actual cost
Building Plan Check Fee (8% discount on repetitive plan checks) each [2] actual cost
Green Building Standards Plan Check and Inspection each [2] actual cost
Green Building State Standards Fee (SB1473)each [1]
$1.00 per every
$25,000 in building
valuation or fraction
thereof (minimum
fee $1.00)
Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee ‐ Residential each [1]
Pass through from
State: $13.00 per
$100,000 valuation
(minimum $0.50 fee)
Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee ‐ Commercial each [1]
Pass through from
State: $28.00 per
$100,000 valuation
(minimum $0.50 fee)
Fees for services not listed will be determined on a case‐by‐case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]137.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
June 8, 2021 Item #11 Page 242 of 336
Fee Name Fee Type
NotesFee/Deposit
Building Department Fees
Simple Single or Combination Permits
(see list of simple items)per permit [2]193.00$
Water Heater Only per permit [2]108.00$
Complex Mechanical Permits
FAU less than 100,000 Btu/h per permit [2]481.00$
FAU greater than 100,000 Btu/h per permit [2]618.00$
Floor furnace (including vent)per permit [2]344.00$
Suspended, wall, or floor‐mounted heaters per permit [2]275.00$
Appliance vents not included in an appliance permit per permit [2]550.00$
Boiler up to 100,000 Btu/h per permit [2]653.00$
Boiler 100,000 Btu/h to 500,000 Btu/h per permit [2]275.00$
Compressor up to 3 HP per permit [2]309.00$
Compressor up to 3 HP to 15 HP per permit [2]323.00$
Other Complex Mechanical per permit [2]412.00$
Complex Electrical Permits
Commercial Appliance per permit [2]275.00$
Power Apparatus per permit [2]275.00$
Motor not over 1 HP each [2]275.00$
Motor over 1 HP and not over 10 HP each [2]275.00$
Motor over 10 HP and not over 50 HP each [2]275.00$
Motor over 50 HP and not over 100 HP each [2]309.00$
Motor over 100 HP each [2]344.00$
Generator not over 1 KW each [2]275.00$
Generator over 1 KW and not over 10 KW each [2]309.00$
Generator over 10 KW and not over 50 KW each [2]412.00$
Generator over 50 KW and not over 100 KW each [2]412.00$
Generator over 100 KW each [2]481.00$
Transformer not over 1 KVA each [2]344.00$
Transformer over 1 KVA and not over 10 KVA each [2]344.00$
Transformer over 10 KVA and not over 50 KVA each [2]378.00$
Transformer over 50 KVA and not over 100 KVA each [2]412.00$
Transformer over 100 KVA each [2]412.00$
Services of 600 volts or less and over 400 amperes to 1000
amperes in rating each [2]412.00$
Services over 600 volts or over 1000 amperes in rating each [2]550.00$
Other Complex Electrical each [2]412.00$
PLUMBING, MECHANICAL AND ELECTRICAL PERMITS ‐ NOT ASSOCIATED WITH A BUILDING
PERMIT
June 8, 2021 Item #11 Page 243 of 336
Fee Name Fee Type
NotesFee/Deposit
Complex Plumbing Permits
Fire Suppression System / Commercial Hood per permit [2]584.00$
Onsite Sewer 6" & Over per permit [2]378.00$
Onsite Water 6" & Over per permit [2]378.00$
Onsite Storm Drain 6" & Over per permit [2]378.00$
Other Complex Plumbing per permit [2]412.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
June 8, 2021 Item #11 Page 244 of 336
Fee Name
Simple Mechanical Items:
Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating,
cooling, absorption, or evaporative cooling system.
HVAC change out ‐ existing dwelling
Air‐handling unit under 10,000 CFM
Evaporative cooler
Ventilation fan connected to a single duct
Hood and duct system
Duct systems
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.)
Other simple mechanical
Simple Electrical Items:
Receptacle, switch, and lighting outlets
Lighting fixtures
Pole or platform‐mounted lighting fixtures
Theatrical‐type lighting fixtures or assemblies
Appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt‐ampere (KVA), in rating
Busways
Trolley and plug‐in‐type busways ‐ each 100 feet or fraction thereof
Signs, outline lighting, or marquees supplied from one branch circuit
Services of 600 volts or less and not over 200 amperes in rating
Miscellaneous apparatus, conduits, and conductors
Portable generators less than 10,000 W
Temporary power panel/service
Temporary power pole
Other simple electrical
Simple Plumbing Items:
Plumbing fixtures
Building sewer
Rainwater systems
Water heater
Industrial waste pretreatment interceptor
Water piping and/or water treating equipment
Repair or alteration of drainage or vent piping
Backflow devices
Atmospheric‐type vacuum breakers
Gas test
Gas outlets
Residential remodel/repairs
Other simple plumbing
Simple Single or Combination Permits List
June 8, 2021 Item #11 Page 245 of 336
Section 3
Development Impact Fees
June 8, 2021 Item #11 Page 246 of 336
HOLD FOR NEW MAP FROM GIS
Fees subject to section 66000 of the California Government Code
June 8, 2021 Item #11 Page 247 of 336
June 8, 2021 Item #11 Page 248 of 336
June 8, 2021 Item #11 Page 249 of 336
June 8, 2021 Item #11 Page 250 of 336
Fee Name Fee Type
Notes Fee Level / Deposit
Planned Local Drainage Area Fees (PLDA)
PLDA A, Low Runoff per acre 6,897.00$
PLDA B, Low Runoff per acre 2,578.00$
PLDA C, Low Runoff per acre 2,502.00$
PLDA D, Low Runoff per acre 2,373.00$
PLDA A, Medium Runoff per acre 13,715.00$
PLDA B, Medium Runoff per acre 4,969.00$
PLDA C, Medium Runoff per acre 3,540.00$
PLDA D, Medium Runoff per acre 3,882.00$
PLDA A, High Runoff per acre 29,887.00$
PLDA B, High Runoff per acre 11,170.00$
PLDA C, High Runoff per acre 10,845.00$
PLDA D, High Runoff per acre 10,283.00$
Low Runoff Potential Medium Runoff Potential High Runoff Potential
CF ♦
GC ♦
L ♦
O ♦
OS ♦
P ♦
PI ♦
PI/O ♦
R ♦
R1.5 ♦
R4 ♦
R8 ♦
R15 ♦
R15/L ♦
R15/O ♦
R15/VC ♦
R23 ♦
R30 ♦
OK‐TC ♦
VC ♦
VC/OS ♦
V ♦
PLDA FEE CATEGORYGeneral Plan Land
Use Designation
June 8, 2021 Item #11 Page 251 of 336
June 8, 2021 Item #11 Page 252 of 336
June 8, 2021 Item #11 Page 253 of 336
Fee Name Fee Type
Notes Fee/Deposit
Affordable Housing Credit
Northwest Quadrants per unit [1]146,118.00$
Cassia Heights (Southeast and Southwest quadrants) per unit [1]60,851.00$
Tavarua Senior Affordable Apartments (Northwest quadrant) per unit [1]85,176.00$
Villa Loma (Southeast and Southwest quadrants) per unit [1]48,000.00$
Affordable Housing Impact Fee per unit [1]2,925.00$
Affordable Housing In‐Lieu Fee per market
unit [1]4,515.00$
Habitat Mitigation Fees, Per Acre
Type D ‐ Coastal Sage Scrub per acre [1]35,577.00$
Type E ‐ Non‐Native Grassland per acre [1]17,790.00$
Type F ‐ Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]3,558.00$
Traffic Impact Fees
Apartment (Inside of CFD 1)per ADT [1]338.00$
Apartment (Outside of CFD 1) per ADT [1]397.00$
Commercial/Industrial Cost Per Trip (Inside CFD) per ADT [1]134.00$
Commercial/Industrial Cost Per Trip (Outside of CFD) per ADT [1]159.00$
Condominium (Inside of CFD 1) per ADT [1]338.00$
Condominium (Outside of CFD 1) per ADT [1]397.00$
Single Family (Inside of CFD 1) per ADT [1]338.00$
Single Family (Outside of CFD 1) per ADT [1]397.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update
June 8, 2021 Item #11 Page 254 of 336
RESOLUTION NO. 2021-136
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE CITY OF CARLSBAD'S SHARE OF THE
FISCAL YEAR 2021-22 OPERATING AND CAPITAL BUDGETS OF THE
ENCINA WASTEWATER AUTHORITY
WHEREAS, the City of Carlsbad is a Member Agency to the Encina Joint Powers Agreement
(the Encina Agreement) entered into on July 13, 1961, for the acquisition, construction,
ownership, operation and maintenance of the Encina Joint Sewer System; and
WHEREAS, the Encina Agreement requires approval for the budget of the Encina
Wastewater Authority, or [WA, by the Member Agencies following the recommendation of the
Joint Advisory Committee, or JAC; and
WHEREAS, the City Council of the City of Carlsbad desires to approve said budget and
provide for the payment of its share of such expenses in accordance with the allocation provided
in the Encina Agreement; and
WHEREAS, the Wastewater Fund is projected to have sufficient funds for the payments
as they become due.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1.That the above recitations are true and correct.
2.That the City of Carlsbad's estimated share of the FY 2021-22 Operating Budget of
the EWA as approved by the JAC on April 28, 2021, in the amount of $4,429,799
for Wastewater Plant Operations, $953,505 for pension pay-down (year three of
three), $1,405,351 for the Carlsbad Water Recycling Facility Operations, and
$256,601 for Carlsbad Water Recycling Facility Operations pension pay-down
(year three of three) is approved, as described in Attachment A.
3.That the City of Carlsbad's estimated share of the FY 2021-22 Capital Budget of
the [WA as approved by the JAC on April 28, 2021 in the amount of $6,822,000
for Wastewater Plant Capital and $1,460,000 for Carlsbad Water Recycling Facility
Capital is approved, as described in Attachment A.
June 8, 2021 Item #11 Page 255 of 336
NAYS: None.
ABSENT: None.
IV1ATT HALL, Mayor
(SEAL)
III IJfl111 \\\\ 0 ....... ...<
../INgt-•••••'S
V.
BARBARA ENGLESON, City erk
4. That the City manager, or a designee, is authorized to approve appropriations to
the EWA estimated budgets listed above based on the City of Carlsbad's actual
share of the EWA budget.
5_ That all outstanding operating encumbrances as of June 30, 2021 are continued
into FY 2021-22 for such contracts and obligations.
6. That all Capital Improvement Program budget appropriations and outstanding
encumbrances as of June 30, 2021 are continued into FY 2021-22 for such
contracts and obligations.
7 That the City Manager, or a designee, is authorized to make payment on behalf of
the City of Carlsbad to EWA in accordance with the budget as approved by the JAC
pursuant to the Encina Agreement.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the
City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of
Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the
Carlsbad Redevelopment Agency held on the 8th day ofJune, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
June 8, 2021 Item #11 Page 256 of 336
Recommended Operating
& Capital Budget
Fiscal Year 2022
6200 Avenida Encinas, Carlsbad, CA 92001 (760) 438-3941 www.encinajpa.com
Attachment A
June 8, 2021 Item #11 Page 257 of 336
“As an environmental leader EWA
provides reliable and fiscally
responsible wastewater services to the
communities we serve while optimizing
the use of renewable resources.”
Mission Statement
City of Carlsbad
City of Vista
City of Encinitas
Vallecitos Water District
Buena Sanitation District
Leucadia Wastewater District
Proudly Serving
June 8, 2021 Item #11 Page 258 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
ENCINA WASTEWATER AUTHORITY
RECOMMENDED FY2022 OPERATING & CAPITAL BUDGETS
TABLE OF CONTENTS
INTRODUCTION
Letter of Transmittal ............................................................................................................................................................................... 1
Policy Brief: CalPERS Pension Liability Funding Strategy – Year 3 ......................................................................................................... 4
Policy Brief: Workforce Staffing Strategy – Operations Training and Quality Control Specialist ............................................................ 5
Operating Budget Revenue and Expense Summary ................................................................................................................................ 7
Operating Budget: Expense Summary .................................................................................................................................................... 8
Operating Budget: Revenue Summary ................................................................................................................................................... 9
Personnel Expense Summary by Account ............................................................................................................................................. 10
Personnel Expense Summary by Program ............................................................................................................................................. 10
Organization Chart ................................................................................................................................................................................ 11
Salary Schedule ..................................................................................................................................................................................... 12
OPERATING PROGRAMS
Encina Water Pollution Control Facility ................................................................................................................................................. 13
Operating Expense Summary: Encina Water Pollution Control Facility ............................................................................................... 15
Environmental Compliance and Regional Source Control ..................................................................................................................... 17
Operating Expense Summary: Source Control .................................................................................................................................... 19
Agua Hedionda Pump Station .................................................................................................................................................. 21 and 27
Buena Vista Pump Station ......................................................................................................................................................... 22 and 28
Buena Creek Pump Station ........................................................................................................................................................ 23 and 29
Carlsbad Water Recycling Facility .............................................................................................................................................. 24 and 30
Raceway Basin Pump Station ................................................................................................................................................... 25 and 31
Internal Service Funds ........................................................................................................................................................................... 33
Operating Expense Summary: Internal Service Funds……………………………………………………………………………………………………………………….35
CAPITAL PROGRAMS
Capital Program ……………………………………………………………………………………………………………………………………………………………………………….37
Summary of Capital Expenses ............................................................................................................................................................... 39
EWPCF – Capital Improvements ............................................................................................................................................................ 40
EWPCF – Planned Asset Rehabilitation & Replacement ........................................................................................................................ 41
EWPCF – Capital Acquisitions ................................................................................................................................................................ 43
Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 44
Long‐Term Capital Financial Plan .......................................................................................................................................................... 46
June 8, 2021 Item #11 Page 259 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
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June 8, 2021 Item #11 Page 260 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Date: April 28, 2021
To: Honorable Chair and Members of the Board of Directors
Encina Joint Advisory Committee
Boards and Councils of the Encina Member Agencies
From: Michael Steinlicht, General Manager
Subject: Transmittal of FY2022 Recommended Pension Policy, Operating & Capital Budgets
This letter transmits the Encina Wastewater Authority’s (EWA) Recommended Fiscal Year 2022 Pension Policy, Operating and
Capital Budgets. In conformance with the Revised Basic Agreement for Ownership, Operation and Maintenance of the Encina
Joint Sewage System, this Recommended Budget estimates both the amount of money required to operate, maintain and
administer the Joint System during Fiscal Year 2022, and the proportionate amount to be paid by each Member Agency.
The Recommended FY2022 Pension Policy, Operating and Capital Budgets combined total $46.2M and is summarized below:
PENSION POLICY OVERVIEW
The Pension Policy was developed and approved with the guidance and collaboration of EWA’s Board of Directors and
Member Agencies. This policy strives to pay off the pension liability over a three‐year term and FY2022 continues as Year 3
of this effort. The Funding Policy pays down approximately $4.1M annually towards the CalPERS Pension Liability from the
following programs summarized below:
Pension Policy, Operating Program
& Capital Program
Actual
FY2020
Budget
FY2021
Recommended
FY2022
FY 2021 vs
FY 2022
% Change
Encina Water Pollution Control Facility $ 39,964,215 $ 38,082,567 $ 38,237,282 0.4%
Environmental Compliance ─ Source Control $ 1,167,758 $ 1,213,334 $ 1,162,369 ‐4.2%
Agua Hedionda Pump Station $ 875,941 $ 999,442 $ 1,054,874 5.5%
Buena Vista Pump Station $ 860,972 $ 1,015,354 $ 1,205,398 18.7%
Buena Creek Pump Station $ 559,005 $ 805,080 $ 932,089 15.8%
Carlsbad Water Recycling Facility $ 1,571,094 $ 3,975,465 $ 3,116,952 ‐21.6%
Raceway Basin Pump Station $ 335,245 $ 465,240 $ 504,847 8.5%
Total Operating Budget $ 45,334,230 $ 46,556,482 $ 46,213,811 ‐0.7%
CalPERS Pension Funding Policy Actual
FY2020
Budget
FY2021
Recommended
FY2022
FY 2021 vs
FY 2022
% Change
Encina Water Pollu.on Control Facility ─ Opera.ons $ 2,550,374 $ 2,550,374 $ 2,550,374 0%
Encina Water PolluƟon Control Facility ─ Capital $ 779,099 $ 779,099 $ 779,099 0%
Environmental Compliance ─ Source Control $ 246,827 $ 246,827 $ 246,827 0%
Agua Hedionda Pump Station $ 70,681 $ 70,681 $ 70,681 0%
Buena Vista Pump Station $ 74,547 $ 74,547 $ 74,547 0%
Buena Creek Pump Station $ 69,638 $ 69,638 $ 69,638 0%
Carlsbad Water Recycling Facility $ 256,601 $ 256,601 $ 256,601 0%
Raceway Basin Pump Station $ 48,333 $ 48,333 $ 48,333 0%
Total CalPERS Pension Funding Policy $ 4,096,100 $ 4,096,100 $ 4,096,100 0%
June 8, 2021 Item #11 Page 261 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
OPERATING BUDGET OVERVIEW
The Recommended FY2022 Operating Budget is comprised of seven (7) operational programs that provide services to the
Encina Member Agencies. Each operational program includes direct personnel and non‐personnel expenses and related
internal service fund (ISF) charges. The Recommended FY2022 Budget reflects management’s strategies and objectives to
ensure continued achievement within each of the six (6) Business Principles identified in the Five‐Year Strategic Business Plan:
Protect Public Health and the Environment; Pursue Waste Resource Recovery Opportunities; Conduct Sound Planning and
Invest Appropriately; Remain Efficient, Fiscally Responsible, and Innovative; Provide Meaningful Transparency; and Deliver
Exceptional Member Agency Service.
The Recommended FY2022 Operating Budget totals approximately $18.8M for the seven (7) operational programs
summarized below:
The FY2022 Operating Budget reflects EWA’s continuing commitment to provide sustainable and fiscally responsible
wastewater services to the communities it serves while maximizing the use of alternative and renewable resources. The
Recommended FY2022 EWPCF Operating Budget includes $250,000 in contingency funding to help each of the Member
Agencies make sufficient appropriations for their share of EWA expenditures as part of their annual budgeting processes.
CAPITAL BUDGET OVERVIEW
The Recommended FY2022 Capital Budget totals approximately $23.3M for the following EWA capital programs summarized
below:
Operating Program Actual
FY2020
Budget
FY2021
Recommended
FY2022
FY 2021 vs
FY 2022
% Change
Encina Water Pollution Control Facility $ 13,520,821 $ 14,642,571 $ 14,813,465 1.2%
Environmental Compliance ─ Source Control $ 920,931 $ 966,507 $ 915,542 ‐5.3%
Agua Hedionda Pump Station $ 656,183 $ 825,761 $ 859,193 4.0%
Buena Vista Pump Station $ 653,866 $ 659,807 $ 734,851 11.4%
Buena Creek Pump Station $ 390,416 $ 426,442 $ 524,451 23.0%
Carlsbad Water Recycling Facility $ 1,151,086 $ 1,392,864 $ 1,405,351 0.9%
Raceway Basin Pump Station $ 224,679 $ 259,407 $ 282,014 8.7%
Sub‐Total: Expenses $ 17,517,982 $ 19,173,359 $ 19,534,867 1.9%
Estimated Other Operating Revenue $ ‐ $ (962,000) $ (712,000)‐26.0%
Total Operating Budget $ 17,517,982 $ 18,211,359 $ 18,822,867 3.4%
Capital Program Actual
FY2020
Budget
FY2021
Recommended
FY2022
FY 2021 vs
FY 2022
% Change
EWPCF – Capital Improvements 18,956,289$ 16,921,000$ 16,454,000$ ‐2.8%
EWPCF – Planned Asset Rehabilitation 1,029,772$ 989,500$ 1,101,000$ 11.3%
EWPCF – Capital Acquisitions 402,000$ 346,700$ 349,000$ 0.7%
Remotes Facilities – Acquisitions & Rehabilitation 606,227$ 3,176,500$ 2,488,500$ ‐21.7%
Allocated Personnel Expenses 2,725,860$ 2,815,323$ 2,902,344$ 3.1%
Total Capital Budget $ 23,720,148 $ 24,249,023 $ 23,294,844 ‐3.9%
June 8, 2021 Item #11 Page 262 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Improvement Projects are planned, scoped, and prioritized through the Comprehensive Asset Management Program (CAMP).
The most recent CAMP was published in June 2019 and will continue to be updated biannually. It considers anticipated
changes in regulatory requirements, prospective operational efficiencies, funding availability and other factors.
The Recommended FY2022 Capital Budget includes approximately $2.9 million in funding for 13.21 full‐time equivalent (FTE)
positions. These positions include full and part‐time efforts of EWA executives, professionals, managers, and technical staff
who plan, direct, and support EWA’s Capital Program.
Significant Capital Improvement Projects for FY2022 funding include: Primary Area Improvements ($2.7M); Secondary
Clarifiers and Strainers Improvements ($2.1M); and Digester Rehabilitation and Improvements ($1.7M).
EWPCF – Planned Asset Rehabilitation and Replacement (PARR) reflects minor plant rehabilitation efforts undertaken by EWA
staff to maintain the $514 million worth of Joint System assets. PARR Projects total approximately $1.1M. EWPCF – Capital
Acquisitions total $0.3M and reflect appropriate investment in minor infrastructure, equipment. Remote Facilities –
Acquisitions and Rehabilitation total $2.5M and reflect appropriate investment in remote facility improvements.
Please join me in recognizing the staff whose efforts produced this document. Joseph Spence, Assistant to the General
Manager, led staff efforts in the preparation and development of the Recommended FY2022 Budget with assistance from
LeeAnn Warchol, Director of Administrative Services, and third‐party quality control review by Financial Management
Consultant, Daniel Langlois. The Executive Leadership Team coordinated the budget development processes within their
respective departments. Assistant General Manager, Scott McClelland, made certain our constantly developing ideas were
presented clearly, consistently and accurately.
Respectfully Submitted,
Michael Steinlicht
General Manager
June 8, 2021 Item #11 Page 263 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Total
Funding Policy
City of Carlsbad 1,210,106$ 1,210,106$ 1,210,106$ 3,630,318$
City of Vista 1,016,600 1,016,600 1,016,600 3,049,800
Buena Sanitation District 367,994 367,994 367,994 1,103,982
Vallecitos Water District 788,954 788,954 788,954 2,366,862
Leucadia Wastewater District 547,626 547,626 547,626 1,642,878
City of Encinitas 164,820 164,820 164,820 494,460
Total Funding Policy 4,096,100$ 4,096,100$ 4,096,100$ 12,288,300$
Normal Operations
Unfunded Liability Contribution from EWA 870,900$ 870,900$ 870,900$ 2,612,700$
Normal Costs
Contributions from EWA 941,727$ 1,031,329$ 1,008,220$ 2,981,276$
Contributions from Employees 611,946$ 651,556$ 662,893$ 1,926,395$
FY 2020 FY 2021 FY 2022
Policy Brief
Date: April 28, 2021
To: Honorable Chair and Members of the Board of Directors
Encina Joint Advisory Committee
Boards and Councils of the Encina Member Agencies
From: Michael Steinlicht, General Manager
Subject: CalPERS Pension Liability Funding Policy – Year 3
Managing the CalPERS pension liability is one of EWA’s most significant financial challenges and was therefore established as
one of the organization’s key strategic initiatives to address. On March 5, 2019, staff held the 2019 Policy Development
Workshop and obtained clear policy direction on how to manage the pension liability over the following few years. At that
time, EWA’s actuarial valuation report, dated June 30, 2017, reflected EWA’s pension liability being $13.5M. Staff was
instructed to pay off the entire pension liability over the next three years which may save the EWA $10.7M in interest. Based
on the guidance and concerns received from the Board of Directors, EWA established the following pension funding policy
framework:
1) Strive to have the pension liability paid off at the end of three years (final payment around June 2022). For simplicity,
we needed to assume the underlying assumptions of the $13.5M won’t materially change during that time frame
and assume a constant 7.0% interest rate being charged.
2) Maintain flexibility and control with the funding strategy, not locking into any formal arrangement with CalPERS.
3) Mitigate some investment market timing risk by paying into the pension monthly or quarterly over the three‐year
term, thereby dollar cost averaging over the three years‐worth of market fluctuations.
4) Avoid overpaying, or becoming super‐funded, by reassessing the final year’s payment lower if necessary.
5) Report back to the Policy & Finance Committee and Board of Directors on pension funding status on a regular basis.
EWA’s latest actuarial report, dated June 30, 2019, reflects EWA’s liability has grown to $15.1M. This was primarily the result
of the discount rate adjusting from 7.25% down to 7.00% and was in response to CalPERS needing to reflect a reduced outlook
of future investment returns. More recently though, the liability grew as a result of CalPERS missing their new investment
return benchmark of 7.0% by 0.3%.
EWA has been paying down the liability as planned throughout FY 2020 and FY 2021 but these payments will not be reflected
in the actuarial reports for another year. Only then will staff be able to better assess the actual results and savings generated
from the funding policy. In the meantime, staff recommends EWA stay the course and continue with the original funding
plan. Below illustrates the fiscal impact of the funding policy as originally adopted and has been incorporated into the
Recommended FY 2022 Budget:
June 8, 2021 Item #11 Page 264 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Policy Brief
Date: April 28, 2021
To: Honorable Chair and Members of the Board of Directors
Encina Joint Advisory Committee
Boards and Councils of the Encina Member Agencies
From: Michael Steinlicht, General Manager
Subject: Workforce Staffing Strategy – Operations Training and Quality Control Specialist
The Encina Wastewater Authority’s (EWA) workforce staffing strategy is linked directly to its mission, vision, values and
strategic business and tactical plans. It includes a cost‐effective blend of human resources that includes permanent
employees, consultants, contract and limited duration employees. Staffing decisions are based on established criteria
designed to add value to the organization, reduce risk, and complement or leverage existing staff competencies.
The staffing needs of EWA are reviewed annually. With few exceptions, decisions to expand or contract EWA’s total
complement of Full Time Equivalent (FTE) staff are made as part of the budget development process. Department Directors
requesting additional staff are required to submit a written report to the General Manager justifying the request.
EWA’s staffing strategy centers on identifying the core workforce needed for ongoing work, which is essential to its mission
on a permanent basis and should therefore be permanently staffed, as opposed to work that may be equally important to
EWA but has a limited timeframe, or which has a temporary (even if several years) peak workload but is then expected to
diminish. Any temporary programmatic increase in workload should consider the use of Limited Duration Employees (LDE)
with an established, predictable separation date based upon the temporary nature of the work. In evaluating the need for
additional staff, written justification for any new FTEs should address the following criteria:
Evaluation Criteria Justification Must Address
Permanence Is the work permanent in nature and not likely to diminish over time?
Reprioritization Can work within the department be reprioritized to meet the new need, while reducing or
eliminating other existing work, redeploying existing staff and negating the need to add an FTE?
Cost Effectiveness and
Budget Impact
Is adding an FTE more cost effective over the expected life of the position’s work than alternative
resourcing options (e.g. temporary, LDE or contract resources)?
Full Time vs. Part Time Does the work require a full‐time position, or can the work be accomplished with a half‐time
position?
Appropriate
Classification
Can the position be filled at a lower classification and accomplish the work, while minimizing the
costs to EWA?
Institutional
Knowledge
Does the position require institutional knowledge that could not likely be built and sustained
through the use of temporary employees, LDE’s, or contract resources?
Market Availability What is the market availability and competitive landscape for the desired skill set of the
proposed position?
Special Skills or
Certifications Required
Are special skills or certification required to perform the work?
Risk Management and
Transparency
Does the critical nature of the position, or the consequence of error or failure to effectively and
safely perform the work make the use of outside resources impractical or too risky? Is there a
concern for loss of transparency if outside resources are utilized?
Logistical Issues Does the position’s workplace locations, demands or duties create logistical challenges that
make the use of temporary or contract resources impractical?
June 8, 2021 Item #11 Page 265 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Workforce Staffing Justification – Operations Trainer
The Recommended Fiscal Year 2022 Budget includes a new Operations Training and Quality Control Specialist position
dedicated to training operations staff. The retirement of two Operators and one recent Shift Supervisor vacancy has partially
mitigated the cost impact of this staffing proposal. The following table of justification is provided for your consideration:
Evaluation Criteria Justification
Permanence The proposed addition of an Operations Trainer position follows both public and private industry
best practice of designating a staff position for the professional development and training of
operations staffing.
Reprioritization EWA runs a lean staffing model and currently has the same FTE count as in 2018 despite the
numerous retirements in the Operations Department that is equivalent to 140 years of
Operational experience spread over 30 employees. The diminished Operational experience
creates a lower level of service and creates greater risk when executing EWA’s mission.
Cost Effectiveness and
Budget Impact
The addition of one FTE Operations Trainer position is permanent and will remain so for as long
as there is a need for training Operations staff at EWA. This is a more cost‐effective option for
EWA than cycling through temporary labor or extended use of overtime by existing personnel
with limited facility experience.
Full Time vs. Part Time The addition of one FTE Operations Trainer position is required for full time shift work to train
Operations staff during a 24 hour / 365‐day rotating shift schedule. The position is required to
interact with staff on all shifts on a rotating basis.
Appropriate
Classification
Operators are typically hired at the Operator‐in‐Training position and advance to an Operator I
and Operator II level as they gain additional site‐specific experience and higher levels of
certification. An Operations Trainer minimum level of site‐specific experience is 10 years with 3
years of Supervisory experience and must hold a State Water Resources Control Board (SWRCB)
Grade III Operator certificate or higher. The level of experience and certification required for
EWPCF and CWRF by The SWRCB requires a Grade III certificate to make process control changes.
Institutional
Knowledge
It takes 3‐5 years for a new Operator to learn all of EWA’s facilities. 38% of Operators have less
than 5 years of experience and 23% have less than 2 years of experience. 25% of staff in the
Operations Department are eligible to retire including 50% of the current Supervisory staff; thus,
the use of temporary staff is not a good long‐term strategy. An Operations Trainer minimum
level of site‐specific experience is 10 years with 3 years of Supervisory experience.
Market Availability Market competition is extremely tight, and the existing labor pool is very limited for certified
operators. As a result, EWA has utilized in‐house training of new Operators with limited
experience to close the shortfall. The continued increase in the number of new Operations staff
has increased the intensity required for training while resources for doing so have diminished
through retirements. The need for site specific experience makes this position available to in‐
house recruitment only.
Special Skills or
Certifications Required
To work at the EWPCF, Operators must be State‐certified. A Grade III certificate is required to
make any process control changes, which takes 3‐6 years of relevant experience.
Risk Management and
Transparency
Consequence of failure poses risk to staff, Member Agencies, continuity of facility operations,
the environment, public health, and overall facility safety. The continued diminishing
institutional knowledge in the Operations Department increases the risk of failures in facility
operations, safety, and an increase in overtime.
Logistical Issues The addition of an Operations Trainer position is required for full time shift work during a 24
hour / 365‐day rotating shift schedule.
June 8, 2021 Item #11 Page 266 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
City of Carlsbad 5,218,653$ 5,538,836$ 5,318,352$ 5,835,150$ 296,314$ 5.3%
City of Vista 4,723,088$ 5,095,483$ 4,610,819$ 4,948,343$ (147,140)$ ‐2.9%
Buena Sanitation District 1,730,363$ 1,831,393$ 1,844,348$ 1,889,009$ 57,616$ 3.1%
Vallecitos Water District 3,177,916$ 3,045,352$ 3,077,166$ 3,338,944$ 293,592$ 9.6%
Leucadia Wastewater District 2,017,173$ 2,021,904$ 1,988,715$ 2,130,280$ 108,376$ 5.4%
City of Encinitas 650,789$ 678,391$ 648,913$ 681,141$ 2,750$ 0.4%
Sub Total 17,517,982$ 18,211,359$ 17,488,313$ 18,822,867$ 611,508$ 3.4%
Estimated Other Revenue *962,000$ 945,700$ 712,000$ (250,000)$ ‐26.0%
Total 17,517,982$ 19,173,359$ 18,434,013$ 19,534,867$ 361,508$ 1.9%
*2020 Actual total is net of other revenue
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Encina Water Pollution Control Facility 13,520,821$ 13,680,571$ 13,161,891$ 14,101,465$ 420,894$ 3.1%
Source Control 920,931$ 966,507$ 914,563$ 915,542$ (50,965)$ ‐5.3%
Agua Hedionda Pump Station 656,183$ 825,761$ 622,186$ 859,193$ 33,432$ 4.0%
Buena Vista Pump Station 653,866$ 659,807$ 721,444$ 734,851$ 75,044$ 11.4%
Buena Creek Pump Station 390,416$ 426,442$ 509,498$ 524,451$ 98,009$ 23.0%
Carlsbad Water Recycling Facility 1,151,086$ 1,392,864$ 1,288,419$ 1,405,351$ 12,487$ 0.9%
Raceway Basin Pump Station 224,679$ 259,407$ 270,312$ 282,014$ 22,607$ 8.7%
Total 17,517,982$ 18,211,359$ 17,488,313$ 18,822,867$ 611,508$ 3.4%
(962,000)$ (945,700)$
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Encina Water Pollution Control Facility 13,520,821$ 14,642,571$ 14,107,591$ 14,813,465$ 170,894$ 1.2%
Source Control 920,931$ 966,507$ 914,563$ 915,542$ (50,965)$ ‐5.3%
Agua Hedionda Pump Station 656,183$ 825,761$ 622,186$ 859,193$ 33,432$ 4.0%
Buena Vista Pump Station 653,866$ 659,807$ 721,444$ 734,851$ 75,044$ 11.4%
Buena Creek Pump Station 390,416$ 426,442$ 509,498$ 524,451$ 98,009$ 23.0%
Carlsbad Water Recycling Facility 1,151,086$ 1,392,864$ 1,288,419$ 1,405,351$ 12,487$ 0.9%
Raceway Basin Pump Station 224,679$ 259,407$ 270,312$ 282,014$ 22,607$ 8.7%
Total 17,517,982$ 19,173,359$ 18,434,013$ 19,534,867$ 361,508$ 1.9%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Personnel 7,089,868$ 7,284,268$ 7,444,337$ 7,598,928$ 314,660$ 4.3%
Non‐Personnel 5,176,547$ 6,298,350$ 5,538,460$ 6,045,710$ (252,640)$ ‐4.0%
Internal Service Fund 5,251,567$ 5,590,741$ 5,451,216$ 5,890,229$ 299,488$ 5.4%
Total 17,517,982$ 19,173,359$ 18,434,013$ 19,534,867$ 361,508$ 1.9%
Combined Operating Budget Expense
OPERATING BUDGET: REVENUE and EXPENSE SUMMARY
Operating Revenues from Member Agencies by Program
Operating Budget Expense Summary by Program
Revenue Summary
June 8, 2021 Item #11 Page 267 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Personnel 4,942,740$ 4,875,074 5,070,078$ 5,090,138$ 215,064$ 4.4%
Non‐Personnel 3,851,875$ 4,783,450$ 4,150,702$ 4,471,660$ (311,790)$ ‐6.5%
Internal Service Fund 4,726,206$ 4,984,047$ 4,886,811$ 5,251,667$ 267,620$ 5.4%
Total 13,520,821$ 14,642,571$ 14,107,591$ 14,813,465$ 170,894$ 1.2%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Personnel 728,842$ 738,299$ 727,401$ 703,703$ (34,596)$ ‐4.7%
Non‐Personnel 32,691$ 30,500$ 18,050$ 25,100$ (5,400)$ ‐17.7%
Internal Service Fund 159,398$ 197,708$ 169,112$ 186,739$ (10,969)$ ‐5.5%
Total 920,931$ 966,507$ 914,563$ 915,542$ (50,965)$ ‐5.3%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Personnel 367,890$ 513,125$ 342,505$ 533,201$ 20,076$ 3.9%
Non‐Personnel 241,212$ 247,600$ 217,442$ 248,800$ 1,200$ 0.5%
Internal Service Fund 47,081$ 65,036$ 62,239$ 77,192$ 12,156$ 18.7%
Total 656,183$ 825,761$ 622,186$ 859,193$ 33,432$ 4.0%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Personnel 203,043$ 214,790$ 270,535$ 248,544$ 33,754$ 15.7%
Non‐Personnel 402,596$ 395,700$ 403,713$ 432,850$ 37,150$ 9.4%
Internal Service Fund 48,227$ 49,317$ 47,196$ 53,457$ 4,140$ 8.4%
Total 653,866$ 659,807$ 721,444$ 734,851$ 75,044$ 11.4%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Personnel 178,152$ 197,408$ 279,173$ 274,524$ 77,116$ 39.1%
Non‐Personnel 171,122$ 186,150$ 189,285$ 200,300$ 14,150$ 7.6%
Internal Service Fund 41,142$ 42,884$ 41,040$ 49,627$ 6,743$ 15.7%
Total 390,416$ 426,442$ 509,498$ 524,451$ 98,009$ 23.0%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Personnel 525,433$ 584,485$ 565,160$ 569,538$ (14,947)$ ‐2.6%
Non‐Personnel 425,898$ 588,800$ 509,227$ 599,650$ 10,850$ 1.8%
Internal Service Fund 199,755$ 219,579$ 214,032$ 236,163$ 16,584$ 7.6%
Total 1,151,086$ 1,392,864$ 1,288,419$ 1,405,351$ 12,487$ 0.9%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Personnel 143,768$ 161,087$ 189,485$ 179,280$ 18,193$ 11.3%
Non‐Personnel 51,153$ 66,150$ 50,041$ 67,350$ 1,200$ 1.8%
Internal Service Fund 29,758$ 32,170$ 30,786$ 35,384$ 3,214$ 10.0%
Total 224,679$ 259,407$ 270,312$ 282,014$ 22,607$ 8.7%
OPERATING BUDGET: EXPENSE SUMMARY
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Encina Water Pollution Control Facility
Environmental Compliance ─ Source Control
Agua Hedionda Pump Station
Buena Vista Pump Station
Buena Creek Pump Station
June 8, 2021 Item #11 Page 268 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Encina Water Pollution Control Facility 3,562,012$ 3,563,090$ 3,528,155$ 3,840,623$ 277,533$ 7.8%
Source Control 234,793$ 259,101$ 234,492$ 247,261$ (11,840)$ ‐4.6%
Agua Hedionda Pump Station 202,760$ 255,160$ 192,255$ 265,491$ 10,331$ 4.0%
Buena Vista Pump Station 68,002$ 68,621$ 75,031$ 76,424$ 7,803$ 11.4%
Carlsbad Water Recycling Facility 1,151,086$ 1,392,864$ 1,288,419$ 1,405,351$ 12,487$ 0.9%
Total 5,218,653$ 5,538,836$ 5,318,352$ 5,835,150$ 296,314$ 5.3%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Encina Water Pollution Control Facility 3,159,151$ 3,321,469$ 2,966,270$ 3,128,279$ (193,190)$ ‐5.8%
Source Control 299,971$ 352,820$ 297,893$ 285,921$ (66,899)$ ‐19.0%
Agua Hedionda Pump Station 453,423$ 570,601$ 429,931$ 593,702$ 23,101$ 4.0%
Buena Vista Pump Station 585,864$ 591,186$ 646,413$ 658,427$ 67,241$ 11.4%
Raceway Basin Pump Station 224,679$ 259,407$ 270,312$ 282,014$ 22,607$ 8.7%
Total 4,723,088$ 5,095,483$ 4,610,819$ 4,948,343$ (147,140)$ ‐2.9%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Encina Water Pollution Control Facility 1,225,482$ 1,280,376$ 1,220,525$ 1,248,074$ (32,302)$ ‐2.5%
Source Control 114,465$ 124,575$ 114,325$ 116,484$ (8,091)$ ‐6.5%
Buena Creek Pump Station 390,416$ 426,442$ 509,498$ 524,451$ 98,009$ 23.0%
Total 1,730,363$ 1,831,393$ 1,844,348$ 1,889,009$ 57,616$ 3.1%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Encina Water Pollution Control Facility 3,005,699$ 2,898,319$ 2,906,802$ 3,167,982$ 269,663$ 9.3%
Source Control 172,217$ 147,033$ 170,364$ 170,962$ 23,929$ 16.3%
Total 3,177,916$ 3,045,352$ 3,077,166$ 3,338,944$ 293,592$ 9.6%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Encina Water Pollution Control Facility 1,948,604$ 1,959,477$ 1,922,141$ 2,060,945$ 101,468$ 5.2%
Source Control 68,569$ 62,427$ 66,574$ 69,335$ 6,908$ 11.1%
Total 2,017,173$ 2,021,904$ 1,988,715$ 2,130,280$ 108,376$ 5.4%
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022 Change %
Encina Water Pollution Control Facility 619,873$ 657,840$ 617,998$ 655,562$ (2,278)$ ‐0.3%
Source Control 30,916$ 20,551$ 30,915$ 25,579$ 5,028$ 24.5%
Total 650,789$ 678,391$ 648,913$ 681,141$ 2,750$ 0.4%
OPERATING BUDGET: REVENUE SUMMARY
Leucadia Wastewater District
City of Encinitas
City of Carlsbad
City of Vista
Vallecitos Water District
Buena Sanitation District
June 8, 2021 Item #11 Page 269 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Salaries
2021 Budget % of Total 2022 Budget % of Total % Change
Regular 8,006,451$ 8,142,166$ 1.7%
Overtime 170,000$ 170,000$ 0.0%
Holiday 99,000$ 99,000$ 0.0%
Temporary & Part‐Time Staff 188,000$ 188,000$ 0.0%
Intern Program 29,800$ 29,800$ 0.0%
Shift Differential 39,000$ 45,000$ 15.4%
Incentive Awards 14,500$ 14,500$ 0.0%
Standby 5,000$ 5,000$ 0.0%
Subtotal Salaries 8,551,751$ 68.3% 8,693,466$ 67.6% 1.7%
2021 Budget % of Total 2022 Budget % of Total % Change
CalPERS Retirement Program — Normal Cost 1,685,885$ 1,674,514$ ‐0.7%
CalPERS Retirement Unfunded Liability 870,900$ 870,900$ 0.0%
CalPERS Employee Contribution (651,556)$ (662,893)$ 1.7%
Other Post‐Employment Benefits 51,000$ 89,000$ 74.5%
Flexible Benefits 125 Plan 1,278,772$ 1,422,508$ 11.2%
Deferred Compensation 303,085$ 313,871$ 3.6%
Medicare 130,195$ 132,036$ 1.4%
Workers Compensation Insurance 251,000$ 263,500$ 5.0%
Other Ancillary Benefits 55,000$ 55,000$ 0.0%
Subtotal Benefits 3,974,281$ 31.7%4,158,435$ 32.4%4.6%
Total Personnel Expense 12,526,032$ 100.0% 12,851,901$ 100.0%2.6%
2021 Budget 2021 Positions 2022 Budget 2022 Positions % Change
Encina Water Pollution Control Facility 4,875,074$ 31.47 5,090,138$ 31.98 4.4%
Source Control 738,299$ 4.35 703,703$ 4.35 ‐4.7%
Agua Hedionda Pump Station 513,125$ 3.00 533,201$ 3.00 3.9%
Buena Vista Pump Station 214,790$ 1.24 248,544$ 1.40 15.7%
Buena Creek Pump Station 197,408$ 1.12 274,524$ 1.55 39.1%
Carlsbad Water Reclamation Facilities 584,485$ 3.38 569,538$ 3.20 ‐2.6%
Raceway Basin Pump Station 161,087$ 0.93 179,280$ 1.01 11.3%
Remote Facilities 1,670,895$ 9.67 1,805,087$ 10.16 8.0%
Subtotal 7,284,268$ 45.49 7,598,928$ 46.49 4.3%
Internal Service Funds 2,426,441$ 12.30 2,350,629$ 12.30 ‐3.1%
Subtotal Operating 9,710,709$ 57.79 9,949,557$ 58.79 2.5%
Capital Program 2,815,323$ 13.21 2,902,344$ 13.21 3.1%
Total Personnel Expense 12,526,032$ 71.00 12,851,901$ 72.00 2.6%
PERSONNEL EXPENSE SUMMARY by ACCOUNT
Benefits
PERSONNEL EXPENSE SUMMARY by PROGRAM
Programs
June 8, 2021 Item #11 Page 270 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022 Board of DirectorsGeneral CounselGeneral ManagerAssistant to the General ManagerSalary Range: 26Assistant General ManagerSalary Range: 35DirectorEnvironmental ComplianceSalary Range: 32Director Administrative Services/ Treasurer/ AuditorSalary Range: 32Operations Manager /EWPCFSalary Range: 26Operations Manager /Remote Facilities Salary Range: 26Operations Manager /Resource RecoverySalary Range: 26Maintenance ManagerSalary Range: 26Engineering Services ManagerSalary Range: 28Project ManagerSalary Range: 26Systems ManagerSalary Range: 26Source Control ManagerSalary Range: 26 DirectorOperationsSalary Range: 32DirectorTechnical ServicesSalary Range: 32Laboratory ManagerSalary Range: 26Shift Supervisor (6)Salary Range: 22Training and Quality Control Specialist Salary Range: 23Systems SpecialistTechnician (2)Salary Range: 22Risk & Safety OfficerSalary Range: 24Executive AssistantSalary Range: 18Human Resources SpecialistSalary Range: 20Operator (17)Salary Range: 11‐16Cogen SpecialistSalary Range: 17Mechanical Technician (7)Salary Range: 11‐16Electrician Instrumentation Specialist (2)Salary Range: 17Inspector (3)Salary Range: 11‐16Chemist (4)Salary Range: 14‐19Inventory Control TechnicianSalary Range: 14Accounting Technician (2)Salary Range: 10‐14Lead Operator (3)Salary Range: 20Lead Mechanical TechnicianSalary Range: 20CMMS AdministratorSalary Range: 20Lead Electrician Instrumentation SpecialistSalary Range: 20Application SpecialistSalary Range: 19Contract Support ServicesBiosolids HaulingCalibration & Backflow CertificationCogen Engine OverhaulCommunity Engagement ServicesConstruction ManagementEngineering Extension of StaffFleet Maintenance ServicesFinancial Management Ext of StaffSecurity ServicesInfluent Flow Metering ServicesInformation Systems Ext of StaffJanitorial ServicesLandscape ServicesOcean Monitoring ServicesResearch & Development ServicesFISCAL YEAR 2022 ORGANIZATION (72 FTEs) June 8, 2021Item #11 Page 271 of 336
ENCINA WASTEWATER AUTHORITYBudget | Fiscal Year 2022Minimum Maximum Minimum MaximumMinimum Maximum Minimum Maximum116.754$ 22.618$ 34,848$ 47,045$ 2144.453$ 60.012$ 92,463$ 124,825$ 217.592$ 23.749$ 36,591$ 49,398$ 2246.676$ 63.013$ 97,086$ 131,066$ 318.471$ 24.936$ 38,420$ 51,867$ 2349.010$ 66.163$ 101,940$ 137,620$ 419.395$ 26.183$ 40,341$ 54,461$ 2451.460$ 69.471$ 107,037$ 144,501$ 520.365$ 27.492$ 42,358$ 57,184$ 2554.033$ 72.945$ 112,389$ 151,726$ 621.383$ 28.867$ 44,476$ 60,043$ 2656.735$ 76.592$ 118,009$ 159,312$ 722.452$ 30.310$ 46,700$ 63,045$ 2759.572$ 80.422$ 123,909$ 167,278$ 823.575$ 31.826$ 49,035$ 66,197$ 2862.550$ 84.443$ 130,105$ 175,641$ 924.753$ 33.417$ 51,487$ 69,507$ 2965.678$ 88.665$ 136,610$ 184,423$ 1025.991$ 35.088$ 54,061$ 72,983$ 3068.962$ 93.098$ 143,440$ 193,645$ 1127.291$ 36.842$ 56,764$ 76,632$ 3172.410$ 97.753$ 150,612$ 203,327$ 1228.655$ 38.684$ 59,602$ 80,463$ 3276.030$ 102.641$ 158,143$ 213,493$ 1330.088$ 40.619$ 62,583$ 84,487$ 3379.832$ 107.773$ 166,050$ 224,168$ 1431.592$ 42.649$ 65,712$ 88,711$ 3483.823$ 113.162$ 174,353$ 235,376$ 1533.172$ 44.782$ 68,997$ 93,146$ 3588.015$ 118.820$ 183,070$ 247,145$ 1634.830$ 47.021$ 72,447$ 97,804$ 3692.415$ 124.761$ 192,224$ 259,502$ 1736.572$ 49.372$ 76,070$ 102,694$ 3797.036$ 130.999$ 201,835$ 272,477$ 1838.400$ 51.841$ 79,873$ 107,829$ 38101.888$ 137.549$ 211,927$ 286,101$ 1940.321$ 54.433$ 83,867$ 113,220$ 39106.982$ 144.426$ 222,523$ 300,406$ 2042.337$ 57.154$ 88,060$ 118,881$ 40112.331$ 151.647$ 233,649$ 315,427$ Labor Relations Resolution # 2021‐01Standby Duty: $1.50 / hourShift Differential: $2.50 / hourLead Operator Pay: $2.50 / hour when in absence of Shift SupervisorCertification Stipend: $60 / pay period for Class B Drivers License, Crane Operator Certificate or Welding CertificateMeal Allowance: $15 / meal for 2+ hours of overtimeSafety Boot Allowance: $150 ‐ $300 / year depending on job classificationSafety Prescription Eyewear Allowance: $400 / yearFY2022 SALARY SCHEDULESalary RangeHourly AnnualSalary RangeHourly AnnualJune 8, 2021Item #11 Page 272 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
ENCINA WATER POLLUTION CONTROL FACILITY
The Encina Water Pollution Control Facility (EWPCF), located in Carlsbad, California, provides wastewater treatment services
to approximately 377,000 residents in a 123 square mile service area of northwest San Diego County. The EWPCF consists of
three major components: the treatment plant; the Encina Ocean Outfall (EOO); and the Joint Flow Metering System (JFMS).
The EWPCF was constructed in 1963 to treat wastewater from the Cities of Carlsbad and Vista, with the City of Encinitas,
Vallecitos Water District, Buena Sanitation District and Leucadia Wastewater District joining the partnership in the
subsequent years. Since its original design and construction, the treatment plant has undergone four (4) major expansions –
the latest completed in 2009, and is beginning another round of construction to address reliability and aging infrastructure.
Today, the EWPCF is a modern resource recovery facility that produces: clean water for recycling and Pacific Ocean discharge
(via preliminary and primary treatment processes; activated sludge secondary treatment; secondary flow equalization
facilities; and a 1.5 mile EOO, which discharges treated effluent at an average depth of one‐hundred‐fifty (150) feet; a granular
fertilizer marketed under the name PureGreen (via anaerobic digesters; solids dewatering centrifuges; and a triple‐pass rotary
drum heat dryer); and, about 86.1% of the electricity required to power the EWPCF (via a Combined Heat & Cogeneration
Power System). In addition, the JFMS consists of sixteen flow meters strategically placed throughout the collection system.
The data collected at these metering sites, which is analyzed and certified by an independent consultant, is a critical element
in allocating EWPCF costs among the EWA Member Agencies.
Capacity – The EWPCF has a rated liquid treatment capacity of 40.51 million gallons per day (MGD) and a rated solids
treatment capacity of 43.53 MGD. During FY2022, the EWPCF will: (1) clean more than 8.85 billion gallons of water; (2) recycle
over 3 billion gallons for on‐site use and regional irrigation; and, (3) process 96 million gallons of digested sludge into over
6,000 tons of PureGreen fertilizer.
Cost Allocation – The EWPCF costs are allocated among member agencies based on ownership and usage charges in
accordance with the Financial Plan and Revenue Program. EOO costs are allocated among Member Agencies based on the
volume of effluent discharged. JFMS costs are allocated among the Member Agencies based on the number, location and
type of meters.
Encina Water Pollution Control Facility
June 8, 2021 Item #11 Page 273 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
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June 8, 2021 Item #11 Page 274 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
5100 Salaries 3,505,813$ 3,354,262$ 3,388,329$ 3,449,143$ 3%
5200 Benefits 1,436,927$ 1,520,812$ 1,681,749$ 1,640,995$ 8%
Total Personnel Expenses 4,942,740$ 4,875,074$ 5,070,078$ 5,090,138$ 4%
21001 7330 Specialty Services 127,410$ 151,200$ 129,465$ 151,900$ 0%
22001 5400 CEPT Polymer 123,773$ 115,000$ 114,660$ 134,000$ 17%
22001 5401 Ferric Chloride 419,813$ 408,000$ 432,031$ 441,200$ 8%
22001 5405 Atmospheric Control (Nitrogen)17,087$ 21,600$ 21,104$ 21,400$ ‐1%
22001 5406 Pellet Dust Control 14,735$ 60,000$ 66,267$ 48,500$ ‐19%
22001 5407 Sodium Hypochlorite 57,809$ 72,150$ 58,098$ 72,150$ 0%
22001 5409 Dewatering / Thickening Polymer 718,657$ 735,000$ 756,350$ 735,000$ 0%
22001 5420 Biosolids Recycling 542,735$ 579,400$ 496,716$ 455,400$ ‐21%
22001 5422 Pure Green Marketing 9,415$ 10,000$ 7,967$ 10,000$ 0%
22001 5423 Grit Hauling 93,954$ 109,000$ 91,967$ 110,000$ 1%
22001 5431 Water 14,197$ 13,700$ 17,263$ 20,100$ 47%
22001 6450 Professional Services 22,741$ 33,500$ 33,500$ 33,500$ 0%
22001 6720 Specialty Equipment 5,730$ 8,100$ 8,307$ 8,100$ 0%
22001 6920 Permits 22,147$ 29,300$ 26,709$ 29,200$ 0%
22001 7310 Safety & Medical Services 15,723$ 24,600$ 25,223$ 24,600$ 0%
22001 7320 Safety Equipment 94,582$ 89,100$ 77,979$ 89,100$ 0%
22001 7330 Specialty Services 2,632$ 3,000$ 4,290$ 4,000$ 33%
22001 7611 Hazwoper Training 150$ 6,000$ 6,000$ 6,000$ 0%
22001 7616 First Aid Training 3,087$ 300$ 142$ 3,900$ 1200%
22001 7617 Safety Other 4,555$ 6,500$ 6,500$ 6,500$ 0%
22001 7620 Contingency ‐$ 250,000$ ‐$ 250,000$ 0%
23001 5410 Chemicals 4,649$ 8,000$ 8,792$ 9,000$ 13%
23001 5530 Misc. Corrosion Protection ‐$ 2,000$ 479$ ‐$ ‐100%
23001 5910 Equipment Rental 19,238$ 13,000$ 17,000$ 14,000$ 8%
23001 6120 Fuel & Lube 29,005$ 23,300$ 27,000$ 30,000$ 29%
23001 6220 Earthquake & Flood Insurance ‐$ 143,400$ 143,406$ 186,000$ 30%
23001 6230 Janitorial 58,877$ 100,000$ 65,000$ 81,500$ ‐19%
continued
Projected
FY2021
%
Change
Actual
FY2020
Budget
FY2021
OPERATING EXPENSE SUMMARY:
ENCINA WATER POLLUTION CONTROL FACILITY
PERSONNEL
NON‐PERSONNEL Recommended
FY2022
Recommended
FY2022
Projected
FY2021
Budget
FY2021
Actual
FY2020
%
Change
June 8, 2021 Item #11 Page 275 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
23001 6410 Laundry & Uniforms 13,477$ 20,500$ 23,468$ 24,000$ 17%
23001 6424 Info Systems: Enterprise Applications 386,477$ 413,600$ 419,957$ 194,860$ ‐53%
23001 6450 Professional Services (South Parcel)91,399$ 60,000$ 40,000$ 30,000$ ‐50%
23001 6710 Equipment New 3,508$ 6,000$ 6,674$ 7,000$ 17%
23001 6930 Piping & Electrical Repair 143,747$ 112,000$ 135,000$ 117,000$ 4%
23001 6940 Planned Maintenance 210,850$ 202,000$ 160,582$ 200,000$ ‐1%
23001 7010 Plant Contracts 243,249$ 299,000$ 266,953$ 299,000$ 0%
23001 7510 Tools 6,976$ 9,500$ 9,964$ 10,000$ 5%
24001 6810 Ocean Monitoring 22,230$ 298,000$ 93,600$ 249,500$ ‐16%
24001 6911 Effluent Testing 21,557$ 27,000$ 21,032$ 27,000$ 0%
24001 6920 Permits 230,876$ 254,000$ 251,419$ 271,550$ 7%
50001 7610 BOD Professional Development ‐$ 1,100$ ‐$ 1,100$ 0%
50001 BOD Board of Directors Fees 54,828$ 65,600$ 79,838$ 65,600$ 0%
Total Non‐Personnel Expenses 3,851,875$ 4,783,450$ 4,150,702$ 4,471,660$ ‐7%
11001 Administration 1,615,525$ 1,697,407$ 1,624,413$ 1,776,955$ 5%
12001 Laboratory 896,433$ 1,007,485$ 992,669$ 1,059,892$ 5%
13001 Energy Management 2,214,248$ 2,279,155$ 2,269,729$ 2,414,820$ 6%
Total Internal Service Fund Expenses 4,726,206$ 4,984,047$ 4,886,811$ 5,251,667$ 5%
Total Operating Expenses 13,520,821$ 14,642,571$ 14,107,591$ 14,813,465$ 1%
Budget
FY2021
Actual
FY2020
Budget
FY2021
Projected
FY2021
Projected
FY2021
%
Change INTERNAL SERVICE FUNDS
NON‐PERSONNEL EXPENSES (cont.) Recommended
FY2022
Recommended
FY2022
Actual
FY2020
%
Change
June 8, 2021 Item #11 Page 276 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
ENVIRONMENTAL COMPLIANCE
& REGIONAL SOURCE CONTROL
The EWPCF discharges clean water to the Pacific Ocean via the Encina Ocean Outfall pursuant to a National Pollutant
Discharge Elimination System (NPDES) Permit issued under the authority of the federal Clean Water Act (CWA). The CWA
also covers non‐domestic sources of wastewater that discharge directly to a publicly owned treatment works like the EWPCF.
Such discharges may be federally regulated or regulated by EWA’s Pretreatment Ordinance, which are enforced by EWA in
cooperation with the host Member Agency under authority derived from the federal CWA. The goal of Encina’s Regional
Source Control Program is to prevent the discharge of pollutants into the Member Agency sewer system, which may interfere
with the operation of the EWPCF or pass through the system and negatively impact the ocean environment, the quality of
PureGreen fertilizer or the ability to reclaim water. The Source Control Program achieves this goal by: identifying regulated
industries; conducting facility inspections; issuing wastewater discharge permits; sampling industrial discharges to determine
compliance; taking enforcement in response to noncompliance; responding to Member Agency requests to perform
investigations regarding non‐routine discharges; and, conducting related public outreach activities.
Capacity – During FY2022 staff estimates fifty‐three (53) industries will be fully permitted, while another 630 businesses will
participate in EWA’s Best Management Practices Program.
Cost Allocation – Personnel Expenses make up over 90% of Source Control’s budgeted expenses. Over 87% of personnel
expenses are allocated to Member Agencies based on the actual level of effort by staff. Remaining personnel expenses and
all non‐personnel expenses are allocated to the Member Agencies on the basis of Encina Ocean Outfall flows.
Public outreach at the 2020 Alta Vista Gardens Earth Day
June 8, 2021 Item #11 Page 277 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
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June 8, 2021 Item #11 Page 278 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
5100 Salaries 500,913$ 494,861$ 562,233$ 452,195$ ‐9%
5200 Benefits 227,929$ 243,438$ 165,168$ 251,508$ 3%
Total Personnel Expenses 728,842$ 738,299$ 727,401$ 703,703$ ‐5%
40001 5520 Books ‐$ 300$ ‐$ ‐$ ‐100%
40001 5930 Equipment Replacement 1,712$ 700$ 284$ 700$ 0%
40001 6120 Fuel & Lube 949$ 2,300$ 1,100$ 2,100$ ‐9%
40001 6310 Lab Equipment Repair 4,782$ 6,200$ 9,976$ 6,300$ 2%
40001 6330 Lab Supplies 86$ 750$ 156$ 750$ 0%
40001 6410 Laundry & Uniforms 1,699$ 2,000$ 1,587$ 2,000$ 0%
40001 6422 Legal Notices 386$ 750$ ‐$ 750$ 0%
40001 6450 Professional Services 20,990$ 15,000$ 2,266$ 10,000$ ‐33%
40001 7120 Printing & Reproduction ‐$ 500$ ‐$ 500$ 0%
40001 7130 Public Information 2,087$ 2,000$ 2,681$ 2,000$ 0%
Total Non‐Personnel Expenses 32,691$ 30,500$ 18,050$ 25,100$ ‐18%
11001 Administration 106,435$ 115,617$ 110,645$ 124,322$ 8%
12001 Laboratory 50,747$ 79,810$ 56,195$ 60,000$ ‐25%
13001 Energy Management 2,216$ 2,281$ 2,272$ 2,417$ 6%
Total Internal Service Fund Expenses 159,398$ 197,708$ 169,112$ 186,739$ ‐6%
Total Operating Expenses 920,931$ 966,507$ 914,563$ 915,542$ ‐5%
Projected
FY2021
Recommended
FY2022
%
Change INTERNAL SERVICE FUNDS Actual
FY2020
Budget
FY2021
OPERATING EXPENSE SUMMARY:
SOURCE CONTROL
PERSONNEL
NON‐PERSONNEL
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
June 8, 2021 Item #11 Page 279 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
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June 8, 2021 Item #11 Page 280 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
REMOTE FACILITIES
AGUA HEDIONDA PUMP STATION
The Agua Hedionda Pump Station (AHPS) is part of the Encina Joint Sewerage System and is jointly owned by the City of Vista
and the City of Carlsbad. This pump station is located on the southeast shore of the Agua Hedionda Lagoon and was replaced
with a new station on the existing site in FY2020. The old station remains operational and is maintained on standby until the
new station is fully accepted.
Capacity – The new AHPS is equipped four (4) lift pumps and four (4) force main pumps, providing ample pumping redundancy
and a broad operating range. This facility is operated 365 days a year on a 24 hour‐a‐day basis.
Cost Allocation – The AHPS is operated by EWA under a contract with the owner agencies. The costs of operating and
maintaining the AHPS are allocated to the City of Vista (69.1%) and the City of Carlsbad (30.9%) in accordance with the May
2017 Memorandum of Understanding.
Newly Constructed Agua Hedionda Pump Station
June 8, 2021 Item #11 Page 281 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
REMOTE FACILITIES (cont.)
BUENA VISTA PUMP STATION
The Buena Vista Pump Station (BVPS) is part of the Encina Joint Sewerage System and is jointly owned by the City of Vista and
the City of Carlsbad. This pump station is located on the southwest shores of the Buena Vista Lagoon.
Capacity – The BVPS, which is equipped with four (4) pumps rated at 6,000 gallons per minute and is operated 365 days a
year on a 24 hour‐a‐day basis.
Cost Allocation – The BVPS is operated by EWA under a contract with the owner agencies. The costs of operating and
maintaining the BVPS are allocated to the City of Vista (89.6%) and the City of Carlsbad (10.4%) in accordance with the May
2017 Memorandum of Understanding.
Buena Vista Pump Station
June 8, 2021 Item #11 Page 282 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
REMOTE FACILITIES (cont.)
BUENA CREEK PUMP STATION
The Buena Creek Pump Station (BCPS) is owned by the Buena Sanitation District (BSD). This pump station is located
approximately two miles north of Palomar Airport Road and 1/8 mile east of Melrose Drive.
Capacity – The BCPS, which is equipped with five (5) pumps rated at 4,500 gallons per minute and is operated 365 days a year
on a 24 hour‐a‐day basis.
Cost Allocation – The BCPS is operated by EWA under a contract with the BSD. 100% of the costs for operating and
maintaining the BCPS are allocated to the BSD in accordance with the May 2017 Memorandum of Understanding.
Buena Creek Pump Station
June 8, 2021 Item #11 Page 283 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
REMOTE FACILITIES (cont.)
CARLSBAD WATER RECYCLING FACILITY
The Carlsbad Water Recycling Facility (CWRF) is owned by the City of Carlsbad via the Carlsbad Municipal Water District. The
facility is located on nine (9) acres directly adjacent to the southwest border of the EWPCF.
Capacity – The CWRF treats EWPCF secondary effluent to meet title 22, California Code of Regulations standards for
disinfected tertiary recycled water, which is conveyed throughout the City for irrigation purposes. A plant expansion
completed during FY 2017 increased the plant capacity to 7 MGD.
Cost Allocation – The CWRF is operated by EWA under a contract with the Carlsbad Municipal Water District. 100% of the
costs for operating and maintaining the CWRF are paid by the Carlsbad Municipal Water District, via the City of Carlsbad, in
accordance with the May 2005 Memorandum of Understanding. Recommended expenses are based on the expected
recycled water production volume. Actual expenditures will reflect the actual volume of recycled water production.
Carlsbad Water Recycling Facility
June 8, 2021 Item #11 Page 284 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
REMOTE FACILITIES (cont.)
RACEWAY BASIN PUMP STATION
The Raceway Basin Pump Station (RBPS) is owned by the City of Vista. This pump station is located approximately 1/2 mile
north of Palomar Airport Road and 1/8 mile west of Melrose Drive.
Capacity – The RBPS, which is equipped with three (3) pumps rated at 1,350 gallons per minute and is operated 365 days a
year on a 24 hour‐a‐day basis.
Cost Allocation – The RBPS is operated by EWA under a contract with the City of Vista. 100% of the costs for operating and
maintaining the RBPS are allocated to the City of Vista in accordance with the May 2017 Memorandum of Understanding.
Raceway Basin Pump Station
June 8, 2021 Item #11 Page 285 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
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June 8, 2021 Item #11 Page 286 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
5100 Salaries 265,294$ 343,591$ 273,933$ 354,264$ 3%
5200 Benefits 102,596$ 169,534$ 68,572$ 178,937$ 6%
Total Personnel Expenses 367,890$ 513,125$ 342,505$ 533,201$ 4%
31001 5431 Water 42,122$ 19,200$ 22,245$ 19,700$ 3%
31001 5435 Electricity 157,379$ 166,100$ 159,629$ 170,550$ 3%
31001 5910 Equipment Rental ‐$ 1,000$ ‐$ 1,000$ 0%
31001 6120 Fuel & Lube 3,216$ 7,800$ 3,650$ 6,500$ ‐17%
31001 6410 Laundry & Uniforms 507$ 450$ 525$ 550$ 22%
31001 6920 Permits 4,157$ 4,250$ 5,470$ 4,200$ ‐1%
31001 6930 Piping & Electrical Repair 5,106$ 3,500$ 892$ 3,500$ 0%
31001 6940 Planned Maintenance 9,717$ 11,000$ 4,975$ 11,000$ 0%
31001 7010 Plant Contracts 17,557$ 32,800$ 19,878$ 30,300$ ‐8%
31001 7320 Safety Equipment 1,451$ 1,500$ 178$ 1,500$ 0%
Total Non‐Personnel Expenses 241,212$ 247,600$ 217,442$ 248,800$ 0%
11001 Administration 47,081$ 65,036$ 62,239$ 77,192$ 19%
Total Internal Service Fund Expenses 47,081$ 65,036$ 62,239$ 77,192$ 19%
Total Operating Expenses 656,183$ 825,761$ 622,186$ 859,193$ 4%
%
Change INTERNAL SERVICE FUNDS Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
OPERATING EXPENSE SUMMARY:
AGUA HEDIONDA PUMP STATION
PERSONNEL
NON‐PERSONNEL
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
June 8, 2021 Item #11 Page 287 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
5100 Salaries 140,383$ 140,103$ 183,027$ 168,013$ 20%
5200 Benefits 62,660$ 74,687$ 87,509$ 80,531$ 8%
Total Personnel Expenses 203,043$ 214,790$ 270,535$ 248,544$ 16%
32001 5431 Water 886$ 1,300$ 909$ 1,300$ 0%
32001 5435 Electricity 363,507$ 345,000$ 372,218$ 381,100$ 10%
32001 5910 Equipment Rental ‐$ ‐$ 2,000$ ‐$ 0%
32001 6120 Fuel & Lube 6,250$ 5,050$ 4,200$ 4,650$ ‐8%
32001 6410 Laundry & Uniforms 507$ 450$ 525$ 550$ 22%
32001 6920 Permits 2,769$ 2,050$ 3,151$ 2,200$ 7%
32001 6930 Piping & Electrical Repair 4,405$ 6,300$ 8,000$ 7,500$ 19%
32001 6940 Planned Maintenance 7,635$ 13,500$ 3,028$ 13,500$ 0%
32001 7010 Plant Contracts 15,660$ 21,050$ 9,290$ 21,050$ 0%
32001 7320 Safety Equipment 977$ 1,000$ 392$ 1,000$ 0%
Total Non‐Personnel Expenses 402,596$ 395,700$ 403,713$ 432,850$ 9%
11001 Administration 48,227$ 49,317$ 47,196$ 53,457$ 8%
Total Internal Service Fund Expenses 48,227$ 49,317$ 47,196$ 53,457$ 8%
Total Operating Expenses 653,866$ 659,807$ 721,444$ 734,851$ 11%
%
Change INTERNAL SERVICE FUNDS Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
OPERATING EXPENSE SUMMARY:
BUENA VISTA PUMP STATION
PERSONNEL
NON‐PERSONNEL
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
June 8, 2021 Item #11 Page 288 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
5100 Salaries 122,085$ 128,458$ 188,108$ 182,184$ 42%
5200 Benefits 56,067$ 68,950$ 91,064$ 92,340$ 34%
Total Personnel Expenses 178,152$ 197,408$ 279,173$ 274,524$ 39%
37001 5431 Water 2,030$ 2,050$ 2,273$ 2,000$ ‐2%
37001 5435 Electricity 145,195$ 142,050$ 153,522$ 156,200$ 10%
37001 6120 Fuel & Lube 3,647$ 4,250$ 3,800$ 4,400$ 4%
37001 6410 Laundry & Uniforms 508$ 450$ 525$ 550$ 22%
37001 6920 Permits 2,417$ 2,950$ 2,882$ 2,250$ ‐24%
37001 6930 Piping & Electrical Repair 796$ 5,000$ 4,500$ 5,000$ 0%
37001 6940 Planned Maintenance 4,391$ 6,000$ 6,135$ 6,500$ 8%
37001 7010 Plant Contracts 11,445$ 22,700$ 15,589$ 22,700$ 0%
37001 7320 Safety Equipment 693$ 700$ 59$ 700$ 0%
Total Non‐Personnel Expenses 171,122$ 186,150$ 189,285$ 200,300$ 8%
11001 Administration 41,142$ 42,884$ 41,040$ 49,627$ 16%
Total Internal Service Fund Expenses 41,142$ 42,884$ 41,040$ 49,627$ 16%
Total Operating Expenses 390,416$ 426,442$ 509,498$ 524,451$ 23%
%
Change INTERNAL SERVICE FUNDS Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
OPERATING EXPENSE SUMMARY:
BUENA CREEK PUMP STATION
PERSONNEL
NON‐PERSONNEL
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
June 8, 2021 Item #11 Page 289 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
5100 Salaries 358,141$ 380,727$ 426,798$ 374,537$ ‐2%
5200 Benefits 167,292$ 203,758$ 138,362$ 195,001$ ‐4%
Total Personnel Expenses 525,433$ 584,485$ 565,160$ 569,538$ ‐3%
38001 5394 Sodium Hydroxide 6,966$ 17,500$ 10,891$ 17,500$ 0%
38001 5395 Citric Acid 13,095$ 30,350$ 18,103$ 30,350$ 0%
38001 5407 Sodium Hypochlorite 139,949$ 176,400$ 171,211$ 185,100$ 5%
38001 5408 Coagulation Polymer ‐$ 3,300$ ‐$ 3,300$ 0%
38001 5411 Sodium Bisulfate 5,943$ 22,650$ 10,706$ 21,550$ ‐5%
38001 5412 Alum ‐$ 14,100$ ‐$ 14,100$ 0%
38001 5435 Electricity 173,145$ 195,950$ 192,100$ 189,500$ ‐3%
38001 5530 Misc. Corrosion Protection ‐$ 2,000$ ‐$ 2,000$ 0%
38001 5910 Equipment Rental ‐$ 3,500$ ‐$ 3,500$ 0%
38001 6120 Fuel & Lube 69$ 700$ 120$ 700$ 0%
38001 6230 Janitorial 1,575$ 2,100$ 2,100$ 2,100$ 0%
38001 6410 Laundry & Uniforms 978$ 1,250$ 948$ 1,250$ 0%
38001 6424 Information Systems 3,958$ 4,000$ 4,591$ 4,000$ 0%
38001 6450 Professional Services 18,585$ 25,000$ 18,504$ 25,000$ 0%
38001 6920 Permits 21,156$ 18,950$ 23,000$ 23,000$ 21%
38001 6930 Piping & Electrical Repair 6,003$ 8,000$ 15,000$ 10,000$ 25%
38001 6940 Planned Maintenance 28,176$ 31,300$ 27,747$ 35,000$ 12%
38001 7010 Plant Contracts 4,977$ 30,550$ 12,000$ 30,500$ 0%
38001 7320 Safety Equipment 1,162$ 1,200$ 2,206$ 1,200$ 0%
Total Non‐Personnel Expenses 425,898$ 588,800$ 509,227$ 599,650$ 2%
11001 Administration 140,329$ 154,886$ 148,226$ 165,901$ 7%
12001 Laboratory 59,426$ 64,693$ 65,806$ 70,262$ 9%
Total Internal Service Fund Expenses 199,755$ 219,579$ 214,032$ 236,163$ 8%
Total Operating Expenses 1,151,086$ 1,392,864$ 1,288,419$ 1,405,351$ 1%
%
Change INTERNAL SERVICE FUNDS Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
OPERATING EXPENSE SUMMARY:
CARLSBAD WATER RECYCLING FACILITY
PERSONNEL
NON‐PERSONNEL
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
June 8, 2021 Item #11 Page 290 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
5100 Salaries 98,544$ 104,750$ 127,248$ 117,426$ 12%
5200 Benefits 45,224$ 56,337$ 62,237$ 61,854$ 10%
Total Personnel Expenses 143,768$ 161,087$ 189,485$ 179,280$ 11%
39001 5431 Water 906$ 900$ 903$ 1,000$ 11%
39001 5435 Electricity 30,030$ 30,150$ 28,717$ 31,500$ 4%
39001 6120 Fuel & Lube 2,285$ 4,550$ 3,100$ 4,400$ ‐3%
39001 6410 Laundry & Uniforms 508$ 450$ 525$ 550$ 22%
39001 6920 Permits 2,788$ 2,300$ 1,162$ 2,100$ ‐9%
39001 6930 Piping & Electrical Repair 947$ 2,000$ 700$ 2,000$ 0%
39001 6940 Planned Maintenance 1,225$ 5,000$ 1,600$ 5,000$ 0%
39001 7010 Plant Contracts 11,847$ 20,150$ 13,300$ 20,150$ 0%
39001 7320 Safety Equipment 617$ 650$ 34$ 650$ 0%
Total Non‐Personnel Expenses 51,153$ 66,150$ 50,041$ 67,350$ 2%
11001 Administration 29,758$ 32,170$ 30,786$ 35,384$ 10%
Total Internal Service Fund Expenses 29,758$ 32,170$ 30,786$ 35,384$ 10%
Total Operating Expenses 224,679$ 259,407$ 270,312$ 282,014$ 9%
%
Change INTERNAL SERVICE FUNDS Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
OPERATING EXPENSE SUMMARY:
RACEWAY BASIN PUMP STATION
PERSONNEL
NON‐PERSONNEL
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
June 8, 2021 Item #11 Page 291 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
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June 8, 2021 Item #11 Page 292 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Overhaul on a 1,000 horsepower engine
INTERNAL SERVICE FUNDS
Internal Service Funds (ISFs) make categorical and overhead charges to operating and capital programs. Categorical charges
are costs incurred by the ISF that are directly attributable to a particular operating or capital program the ISF supports.
Overhead charges are costs incurred by the ISF that support more than one operating or capital program. EWA’s budget
reflects three ISFs: (1) Administration; (2) Laboratory; and, (3) Energy Management. The existence of these ISFs traces back
to the 1998 EWA Staffing Reorganization and management’s effort to distinguish between costs required to ensure public
health, produce effluent water compliant with NPDES Permit standards, and maintain the associated Encina Joint System
infrastructure from costs associated with administering the Encina Joint System that could be taken on by a Member Agency
or a third party administrator (Administration), permit compliance activities that could be contracted out (Laboratory), and
power that could be purchased from San Diego Gas & Electric (Energy Management).
Administration – The Administration Internal Service Fund provides professional support services to EWA’s Board of Directors
as well as all Operating and Capital Programs. Administration plans and executes EWA’s business, asset management, and
financial plans; provides treasury and accountancy management; is responsible for required and supplemental financial
reporting; administers all human resources functions, employee benefits, professional development, and other “Employer of
Choice” initiatives; and, supports EWA’s governance activities.
Laboratory – The Laboratory Internal Service Fund is responsible for monitoring and reporting activities required by: (1)
EWA’s National Pollutant Discharge Elimination System (NPDES) Permit; (2) permits related to facilities operated and
maintained by EWA staff; (3) EWA’s Storm Water Permit; and, (4) permits and contracts related to biosolids use. The
Laboratory is also responsible for management of EWA’s Joint Flow Metering System (JFMS), as well as the sampling and data
compilation elements of EWA’s Financial Plan and Revenue Program.
EWA’s Laboratory, which is certified by the State of California’s Environmental Laboratory Accreditation Program, analyzes
over 32,000 samples per year including process control, plant influent and effluent, biosolids, industrial user samples, ocean
water, storm water, and drinking water. A portion of the analyses is completed under contract for EWA’s Member Agencies,
which generated $191,224 in revenue in FY2020, offsetting operating expenses.
Energy Management – The Energy Management Internal
Service Fund utilizes the EWPCF’s power production and heat
exchange facilities to maximize the beneficial reuse of digester
gas produced in the wastewater treatment process thus
minimizing the amount of energy EWA must purchase to
operate the EWPCF. EWPCF’s Energy Management facilities
generates about 12 million kilowatt hours of green electricity
per year from biogas thus providing about 84.0% of the
electricity required to operate the EWPCF. EWA is a member of
the Environmental Protection Agency’s Green Power
Partnership and has been ranked in the Top 30 of the Green
Power Leadership Club for On‐Site Generation since 2011.
Cost Allocation – All ISF costs and revenues are allocated internally to one or more Operating or Capital program on the basis
of use. Each Operating and Capital program has its own cost allocation that apportions its net costs the Member Agencies.
June 8, 2021 Item #11 Page 293 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
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June 8, 2021 Item #11 Page 294 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
5100 Salaries 1,730,858$ 1,642,122$ 1,728,376$ 1,591,433$ ‐3%
5200 Benefits 745,239$ 784,319$ 796,245$ 759,196$ ‐3%
Total Personnel Expenses 2,476,097$ 2,426,441$ 2,524,620$ 2,350,629$ ‐3%
11001 5445 Telephone 88,112$ 86,800$ 83,520$ 86,400$ 0%
11001 5510 Advertising 2,382$ 3,000$ 2,327$ 3,000$ 0%
11001 5810 Employee Recognition 14,566$ 15,000$ 16,895$ 16,000$ 7%
11001 5920 Equipment Repair Maint 17,955$ 23,800$ 17,599$ 23,800$ 0%
11001 6210 Independent Auditor/Actuary 18,144$ 31,000$ 28,644$ 31,000$ 0%
11001 6220 Insurance 236,751$ 263,200$ 268,000$ 290,800$ 10%
11001 6420 Legal Services 92,893$ 95,000$ 95,000$ 95,000$ 0%
11001 6430 Memberships 85,589$ 80,000$ 83,332$ 86,900$ 9%
11001 6440 Mileage Reimbursement 2,454$ 4,800$ ‐$ 2,000$ ‐58%
11001 6424 Info Systems: Infrastructure ‐$ ‐$ ‐$ 280,000$ 0%
11001 6450 Professional Services 109,542$ 157,400$ 117,965$ 147,700$ ‐6%
11001 6830 Materials & Supplies 27,334$ 36,000$ 18,790$ 36,000$ 0%
11001 7110 Postage 4,029$ 5,550$ 5,044$ 5,550$ 0%
11001 7120 Printing & Reproduction 66$ 3,900$ 1,000$ 3,900$ 0%
11001 7410 Subscriptions 2,320$ 2,250$ 600$ 1,400$ ‐38%
11001 7610 Professional Development 73,795$ 133,900$ 37,142$ 78,000$ ‐42%
12001 5520 Books 80$ 500$ 500$ ‐$ ‐100%
12001 6120 Fuel & Lube 398$ 500$ 400$ 500$ 0%
12001 6310 Lab Equipment Repair 23,671$ 30,850$ 27,301$ 30,850$ 0%
12001 6320 Lab Minor Equip Replace 2,359$ 2,050$ 2,000$ 2,050$ 0%
12001 6330 Lab Supplies 69,443$ 83,550$ 59,241$ 84,050$ 1%
12001 6410 Laundry & Uniforms 4,239$ 4,400$ 4,046$ 4,400$ 0%
12001 6450 Professional Services 6,123$ 16,500$ 9,990$ 16,500$ 0%
12001 6910 Outside Analysis 11,246$ 9,400$ 12,211$ 13,500$ 44%
12001 6911 Effluent Testing 1,160$ 2,000$ 972$ 2,000$ 0%
12001 6912 Biosolids Testing 6,857$ 12,500$ 8,528$ 12,500$ 0%
12001 6913 Industrial User Testing 6,533$ 33,000$ 27,005$ 33,000$ 0%
12001 6920 Permits 8,394$ 9,000$ 8,400$ 9,500$ 6%
12001 7120 Printing & Reproduction 318$ 500$ ‐$ 500$ 0%
12001 7330 Specialty Services 5,770$ 14,250$ 8,400$ 14,250$ 0%
13001 5410 Chemicals 10,608$ 10,550$ 7,561$ 10,550$ 0%
13001 5435 Electricity 1,191,174$ 1,233,300$ 1,221,500$ 1,301,100$ 5%
continued
OPERATING EXPENSE SUMMARY:
INTERNAL SERVICE FUNDS
PERSONNEL EXPENSES
NON‐PERSONNEL EXPENSES
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
Actual
FY2020
Budget
FY2021
Projected
FY2021
Recommended
FY2022
%
Change
June 8, 2021 Item #11 Page 295 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
13001 5440 Natural Gas 464,790$ 505,000$ 556,800$ 567,000$ 12%
13001 6120 Fuel & Lube 26,096$ 33,500$ 32,155$ 33,500$ 0%
13001 6230 Janitorial 2,407$ 4,200$ ‐$ 4,200$ 0%
13001 6410 Laundry & Uniforms 1,186$ 1,200$ 1,159$ 1,200$ 0%
13001 6730 Non‐Specific Repair & Maintenance 24,819$ 25,000$ 13,416$ 25,000$ 0%
13001 6920 Permits 11,557$ 19,950$ 14,101$ 15,000$ ‐25%
13001 6940 Planned Maintenance 92,897$ 108,000$ 87,052$ 108,000$ 0%
13001 7330 Specialty Services 22,922$ 61,000$ 46,000$ 61,000$ 0%
13001 7510 Tools 4,489$ 2,000$ 2,000$ 2,000$ 0%
Total Non‐Personnel Expenses 2,775,468$ 3,164,300$ 2,926,596$ 3,539,600$ 12%
Total Operating Expenses 5,251,565$ 5,590,741$ 5,451,216$ 5,890,229$ 5%
Projected
FY2021
Recommended
FY2022
%
Change NON‐PERSONNEL EXPENSES (cont.) Actual
FY2020
Budget
FY2021
June 8, 2021 Item #11 Page 296 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
CAPITAL PROGRAM
The Authority’s Capital Program consists of the following elements: (1) EWPCF – Capital Improvements; (2) EWPCF – Planned
Asset Rehabilitation & Replacement; (3) EWPCF – Capital Acquisitions; (4) Remote Facilities – Acquisitions & Rehabilitation;
(5) Five‐Year Capital Improvement Plan; and (6) Twenty Year Capital Improvement Plan.
EWPCF – Capital Improvements – Capital Improvement Projects are those projects that increase or maintain the capacity of
the Joint System and require a significant time commitment from staff. These projects regularly span multiple fiscal years
and, therefore, unspent appropriations are typically carried forward by the Authority’s annual Appropriations Resolution.
Capital Project costs are allocated to Member Agencies based on ownership of the affected facilities. All Capital Projects are
studied, designed, and executed pursuant to EWA’s Comprehensive Asset Management Plan.
Digester Sunrise
EWPCF – Planned Asset Rehabilitation & Replacement – Planned Asset Rehabilitation & Replacement projects extend the
useful life of existing Joint System facilities and require a significant time commitment from staff. These projects are typically
completed within a fiscal year, however, if a project cannot be completed, the Authority’s annual Appropriations Resolution
will identify unspent appropriations to be carried forward. Planned Asset Replacement costs are allocated based on
ownership of the affected facilities.
EWPCF – Capital Acquisitions – Capital Acquisitions include the purchase of new items and minor facility projects that
maintain the capacity and useful life of existing Joint System facilities. Expenditures are allocated based on the benefiting
program or internal service fund.
Remote Facilities – Acquisitions & Rehabilitation – Remote Facility Acquisitions and Rehabilitation include the purchase of
new items and minor facility projects that maintain the capacity and useful life of existing remote facilities operated by the
Authority. Expenditures are allocated based on ownership of the affected facilities.
June 8, 2021 Item #11 Page 297 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
CAPITAL PROGRAM (cont.)
LONG TERM CAPITAL IMPROVEMENTS
Five‐Year Capital Improvement Plan – The Five‐Year Capital Improvement Plan includes expenditure projections for current
and planned projects expected to require additional appropriations through FY2026, as identified by EWA’s Comprehensive
Asset Management Plan (CAMP) documents. The Five‐Year Capital Improvement Plan is developed and sequenced pursuant
to EWA’s Comprehensive Asset Management Plan.
Twenty‐Year Capital Improvement Plan – The Twenty‐Year Capital Improvement Plan includes expenditure projections for
current and planned projects expected to require additional appropriations through FY2041, as identified by EWA’s CAMP
documents.
Engineering estimates for both the Five‐Year and Twenty‐Year Programs assume annual inflation rate increases based on the
Engineering News Record Construction Cost Index for Los Angeles (ENRLA). The ENR cost index is a widely accepted method
for tracking trends in industrial construction such as wastewater treatment plants. As planning reports are updated or other
information becomes available, the long‐term financial schedules may be revised. Capital Programs may also be modified
due to unanticipated wastewater service requirements by one or more Member Agencies, changes in local population and
development growth patterns, and new regulatory requirements.
June 8, 2021 Item #11 Page 298 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Actual FY2020 Budget FY2021 Recommended FY2022
EWPCF – Capital Improvements 18,956,289$ 16,921,000$ 16,454,000$
EWPCF – Planned Asset Rehabilitation & Replacement 1,029,772$ 989,500$ 1,101,000$
EWPCF – Capital Acquisitions 402,000$ 346,700$ 349,000$
Remotes Facilities – Acquisitions & Rehabilitation 606,227$ 3,176,500$ 2,488,500$
Subtotal 20,994,288$ 21,433,700$ 20,392,500$
Salaries & Benefits 2,725,860$ 2,815,323$ 2,902,344$
Total Capital Expense 23,720,148$ 24,249,023$ 23,294,844$
Actual FY2020 Budget FY2021 Recommended FY2022
City of Carlsbad 5,790,011$ 7,725,404$ 6,727,897$
City of Vista 6,084,522$ 5,712,138$ 5,809,117$
Buena Sanitation District 1,713,509$ 1,780,933$ 1,799,167$
Vallecitos Water District 5,153,411$ 4,660,409$ 4,620,502$
Leucadia Wastewater District 3,861,059$ 3,487,794$ 3,462,285$
City of Encinitas 976,758$ 882,345$ 875,876$
Total Capital Revenue 23,579,270$ 24,249,023$ 23,294,844$
Actual FY2020 Budget FY2021 Recommended FY2022
Liquid Process 8,872,959$ 7,500,000$ 4,769,000$
Outfall 353,878$ 226,000$ ‐$
Solids Process 2,949,803$ 1,660,000$ 4,425,000$
Energy Management 1,730,151$ 900,000$ 519,000$
General 1,321,139$ 3,966,000$ 4,112,000$
Technology 1,136,395$ 1,385,000$ 1,669,000$
Professional Services 2,591,964$ 1,284,000$ 960,000$
Total EWPCF – Capital Improvements 18,956,289$ 16,921,000$ 16,454,000$
EWPCF – Planned Asset Rehabilitation & Replacement 1,029,772$ 989,500$ 1,101,000$
EWPCF – Capital Acquisitions 402,000$ 346,700$ 349,000$
Remote Facilities – Acquisitions & Rehabilitation 606,227$ 3,176,500$ 2,488,500$
Personnel 2,725,860$ 2,815,323$ 2,902,344$
Total Capital Expense 23,720,148$ 24,249,023$ 23,294,844$
CAPITAL IMPROVEMENT PROGRAM
MULTI‐YEAR PROJECTS
ESTIMATED REVENUES
SUMMARY of CAPITAL EXPENSES
June 8, 2021 Item #11 Page 299 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Org Object Project Amount Totals
92102 8300 11005 Primary Area Improvements 2,697,000$
92102 8300 13007 Secondary Clarifiers and Strainers Improvements 2,072,000$
Total Liquid Process 4,769,000$
92102 8300 31006 DAFT Repairs 1,256,000$
92102 8300 32013 Digester Rehabilitation and Improvements 1,706,000$
92102 8300 33025 Dryer Components Rehabilitation 152,000$
92102 8300 33026 Drying Safety Improvements 1,311,000$
Total Solids Process 4,425,000$
92102 8300 41005 Cogen Engine Top‐End Overhaul 340,000$
92102 8300 41024 Automate Main Breakers in CoGen 129,000$
92102 8300 41025 Combined Generator Control Module Replacement 50,000$
Total Energy Management 519,000$
92102 8300 51002 ORF Carbon Media Replacement 150,000$
92102 8300 51014 ORF 1A Treatment System 556,000$
92102 8300 51016 ORF Short Term Improvements 356,000$
92102 8300 52012 Site Security Facilities ‐ Tier 1 100,000$
92102 8300 52021 Climate Control at MCCs and Cogen Building 1,300,000$
92102 8300 52044 Flood Control Channel Restoration 100,000$
92102 8300 52032 Plant‐Wide Asset Painting and Protective Coating 50,000$
92102 8300 53013 Headworks Building Roof 200,000$
92102 8300 54005 Implement Minor Condition Assessment Recommendations 150,000$
92102 8300 54006 As‐Needed Contractor Services 1,000,000$
92102 8300 54007 Miscellaneous Building Rehabilitation 150,000$
Total General 4,112,000$
92102 8300 61206 Secondaries Electrical and Controls Improvements 406,000$
92102 8300 61208 CPS/SEEPS Controls Improvements 244,000$
92102 8300 61209 Blower Controls Improvements 125,000$
92102 8300 61211 Chlorine Building and EPS Electrical & Controls Improvements 434,000$
92102 8300 61514 As‐Needed SCADA Integration Services 210,000$
92102 8300 62709 As‐Needed IT & Cyber Security Services 250,000$
Total Technology 1,669,000$
92102 8300 81016 Asset Condition Assessments ‐ EWPCF 100,000$
92102 8300 82015 Water Reuse Strategic Plan 75,000$
92102 8300 82024 Source Control Program Evaluation 85,000$
92102 8300 84008 Extension of Staff Engineering Services 650,000$
92102 8300 84002 Research and Development Projects Services 50,000$
Total Professional Services 960,000$
Total EWPCF – Capital Improvements 16,454,000$
Description
EWPCF – CAPITAL IMPROVEMENTS
June 8, 2021 Item #11 Page 300 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Org Object Project Amount Totals
80002 8010 80711 General Plant Repairs & Unplanning Repair 140,000$
80002 8010 80721 Plant Security Services 65,000$
80002 8010 80731 Door Hinge and Lock Repair 27,000$
80002 8010 80751 Replace Plant Lighting 40,000$
Total General Plant 272,000$
80002 8020 80771 TWAS Pump Rebuild 28,500$
80002 8020 80781 DAF Pressurization Pump rebuild 10,500$
80002 8020 80791 DAF Poly Pump Rebuild 5,000$
80002 8020 80801 Plug Valve Replacement 5,000$
Total TWAS & DAF System 49,000$
80002 8030 80811 Water Systems Pump Rebuild (2W, 3W, 3WL, 3WLC)40,000$
80002 8030 80821 3WL Motor Replacement 8,000$
80002 8030 80971 Chlorine Pump Rebuild 5,000$
Total Water Systems 53,000$
80002 8050 80851 Primary Sludge Pump Replacement 25,000$
80002 8050 80860 Primary Sed Tank Parts 50,000$
80002 8050 80860 Primary Sed Tank Drive Unit Replacement 16,000$
80002 8050 80860 Primary Sed Tank Eff Gate Replacement 22,000$
80002 8050 80202 Sludge Pump Rebuild Kit 25,000$
80002 8050 80880 Primary Area Tank Drainage Pump Rebuild 5,000$
80002 8050 80891 Plant Drainage Rebuild 8,000$
80002 8050 80901 Primary Grinder Rebuild 12,000$
80002 8050 80921 Grit Pump Rebuilds (2)30,000$
80002 8050 80931 Ferric / Polymer Pumps (2)10,000$
80002 8050 80189 Replace Valves in Gallery (8"=5, 6"=5)10,000$
Total Primary Area 213,000$
80002 8050 80961 FOG Metering Pump Replacement 23,000$
80002 8050 80212 Recirc Pump Rebuild 12,000$
80002 8050 80199 FOG Transporter (Lobe Pump) Rebuild 11,500$
Total FOG System 46,500$
80002 8060 80222 Flow Meter Replacement 10,000$
80002 8060 80232 Skimmer Assy Replacement 16,000$
80002 8060 80981 New Tank Drainage Pump 12,000$
80002 8060 81021 RAS Pump Replacement 40,000$
80002 8060 81031 Aeration Basin DO Probe Replacements (1 basin)30,000$
80002 8060 81041 WAS Pump Rebuild 30,000$
Effluent Motor Rehab 23,000$
Total Secondary Area 161,000$
Description
EWPCF – PLANNED ASSET REHABILITATION & REPLACEMENT
June 8, 2021 Item #11 Page 301 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Org Object Project Amount TotalsDescription
80002 8070 81061 Digester Mix Pump Minor Rebuild 10,000$
80002 8070 80242 Digester Transfer Pump Rebuild 9,000$
80002 8070 81091 Digester #2 Recirculation Rebuild 12,500$
80002 8070 81101 Digester Hot Water Pump Replacement 5,000$
80002 8070 80096 Gas Equipment Maintenance 10,000$
80002 8070 81111 Digester Heat Recirculation Pump Rebuild 13,000$
Total Digester Area 59,500$
80002 8080 80309 Centrifuge Feed Pump Grinder Rebuild 12,000$
80002 8080 81131 Centrifuge Feed Pump and Motor Rebuild 12,000$
Total Centrifuge Feed Pit 24,000$
80002 8080 81141 Cake Pump Rebuild 25,000$
80002 8080 80761 RTO Media Replacement 60,000$
80002 8080 81161 RTO Popit Valve Replacement (4)10,000$
80002 8080 81171 Rotary Valve Replacement 16,000$
80002 8080 81191 Wet Scrubber Chevron Set Replacement 5,000$
80002 8080 81201 HD Furnace Safety Inspection 7,000$
80002 8080 80252 OCF‐1 VFD Replacement 24,000$
80002 8080 80262 Misc Motors 15,000$
80002 8080 80272 Tuck Scale Load Cell Replacement 12,000$
80002 8080 70801 Centrifuge VFD Line Filter 8,000$
Total Solids Processing Equipment 182,000$
80002 8090 80282 Heatloop Pump Repair 18,000$
80002 8090 80292 Engine Cooling Pump VFD 15,000$
80002 8090 81241 UPS Repair and Warranty 8,000$
Total Cogeneration System 41,000$
Total EWPCF – Planned Asset Rehabilitation & Replacement 1,101,000$
June 8, 2021 Item #11 Page 302 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Org Object Project Amount Totals
23002 7710 70711 MUNIS Contract Services 50,000$
23002 7710 70721 Computer Replacement 25,000$
23002 7710 70202 SCADA Clients 10,000$
23002 7710 70212 Direct Access Replacement 25,000$
23002 7710 70222 Email Archiver Replacement 16,000$
23002 7710 70232 Tool Vibration Tester 12,500$
23002 7710 70242 Acoustic Imager 26,000$
23002 7710 70731 Penetration Testing 15,000$
Total Information Technology 179,500$
23002 7730 70252 Misc Motor Replacements 30,000$
23002 7730 70107 Vehicle Replacement (Ops Truck)29,500$
23002 7730 70751 Cart Rehab/Replacement 42,000$
Total New Equipment 101,500$
23002 7750 70262 Muffle Furnace 13,000$
Total Operations & Administration Building 13,000$
23002 7750 70801 Centrifuge Rehabilitation 55,000$
Total EWPCF Plant 55,000$
Total EWPCF – Capital Acquisitions 349,000$
EWPCF – CAPITAL ACQUISITIONS
Description
June 8, 2021 Item #11 Page 303 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Org Object Project Amount Totals
31002 7750 70830 AHPS ‐ Grinder Rebuild 28,000$
31002 7750 70840 AHPS ‐ Pump Rebuild 30,000$
31002 7750 70850 AHPS ‐ Unplanned Minor Rehab 15,000$
31002 7750 70860 AHPS ‐ VFD Repairs 10,000$
31002 7750 70870 AHPS ‐ Integration Assistance 25,000$
31002 7750 70880 AHPS ‐ R‐CAMP 17,000$
Total AHPS 125,000$
32002 7750 70811 BVPS ‐ Minor EI&C Rehabilitation 75,000$
32002 7750 70821 BVPS ‐ Minor Mechanical Rehabilitation 55,000$
32002 7750 70825 BVPS ‐ Minor Structural Rehabilitation 120,000$
32002 7750 70910 BVPS ‐ Grinder Rebuild 49,000$
32002 7750 70219 BVPS ‐ Sewage Pump Rebuild 28,000$
32002 7750 70920 BVPS ‐ Coatings and Paintings 6,000$
32002 7750 70930 BVPS ‐ Unplanned Minor Rehabilitation 9,000$
32002 7750 70940 BVPS ‐ Integration Assistance 15,000$
32002 7750 70960 BVPS ‐ VFD Repairs 10,000$
32002 7750 70902 BVPS ‐ R‐CAMP 29,000$
Total BVPS 396,000$
37002 7750 70851 BCPS ‐ Minor Mechanical Rehabilitation 11,500$
37002 7750 70855 BCPS ‐ Minor Structural Rehabilitation 44,000$
37002 7750 70990 BCPS ‐ Grinder Rebuild 49,000$
37002 7750 70990 BCPS ‐ New Grinder 30,000$
37002 7750 71000 BCPS ‐ Sewage Pump Rebuild 26,000$
37002 7750 71010 BCPS ‐ Sewage Pump Motor Rebuild 6,000$
37002 7750 71030 BCPS ‐ Coatings and Paintings 5,000$
37002 7750 71040 BCPS ‐ Unplanned Minor Rehabilitation 8,000$
37002 7750 71060 BCPS ‐ Integration Assistance 15,000$
37002 7750 71050 BCPS ‐ VFD Repairs 15,000$
37002 7750 71059 BCPS ‐ Minor EI&C Rehabilitation 99,500$
37002 7750 70980 BCPS ‐ R‐CAMP 29,000$
Total BCPS 338,000$
38002 7750 71062 CWRF ‐ MF System Decommissioning 7,000$
38002 7750 71090 CWRF ‐ C‐I‐P Chem Optimization 25,000$
38002 7750 71081 CWRF ‐ Minor Structural Rehabilitation 50,000$
38002 7750 71091 CWRF ‐ Miscellaneous Service Requests 17,000$
38002 7750 71101 CWRF ‐ SCADA Improvements 1,200,000$
38002 7750 71111 CWRF ‐ Minor EI&C Rehabilitation 40,000$
38002 7750 71120 CWRF ‐ Coatings and Paintings 10,000$
38002 7750 71110 CWRF ‐ Unplanned Minor Rehabilitation 13,000$
38002 7750 71160 CWRF ‐ Integration Assistance 50,000$
38002 7750 71130 CWRF ‐ VFD Repairs 20,000$
38002 7750 71170 CWRF ‐ R‐CAMP 23,000$
Total CWRF 1,455,000$
REMOTE FACILITIES – ACQUISITIONS & REHABILITATION
Description
June 8, 2021 Item #11 Page 304 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Org Object Project Amount TotalsDescription
39002 7750 71191 RBPS ‐ Minor EI&C Rehabilitation 60,000$
39002 7750 71191 RBPS ‐ Minor Mechanical Rehabilitation 15,000$
39002 7750 71180 RBPS ‐ Grinder Rebuild 26,000$
39002 7750 71211 RBPS ‐ Sewage Pump Rebuild 18,000$
39002 7750 71190 RBPS ‐ Sewage Pump Motor Rebuild 5,000$
39002 7750 71220 RBPS ‐ Coatings and Paintings 5,000$
39002 7750 71200 RBPS ‐ Unplanned Minor Rehabilitation 5,500$
39002 7750 71240 RBPS ‐ Integration Assistance 15,000$
39002 7750 71210 RBPS ‐ VFD Repairs 8,000$
39002 7750 71260 RBPS ‐ R‐CAMP 17,000$
Total RBPS 174,500$
Total Remote Facilities – Capital Acquisitions & Rehabilitation 2,488,500$
June 8, 2021 Item #11 Page 305 of 336
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2022
Fiscal Year
EWPCF
Capital
Improvements
EWPCF
Planned Asset
Rehabilitation &
Replacement
EWPCF
Capital Acquisitions
Remote Facilities
Acquisitions &
Rehabilitation
Personnel
Expense Total
2022 16,454,000$ 1,101,000$ 349,000$ 2,488,500$ 2,902,344$ 23,294,844$
2023 23,910,000$ 1,156,000$ 356,000$ 1,004,500$ 2,995,000$ 29,421,500$
2024 26,110,000$ 1,214,000$ 363,000$ 1,138,500$ 3,091,000$ 31,916,500$
2025 29,480,000$ 1,275,000$ 381,000$ 686,500$ 3,190,000$ 35,012,500$
2026 28,190,000$ 1,339,000$ 400,000$ 770,500$ 3,292,000$ 33,991,500$
5 Year Total 124,144,000$ 6,085,000$ 1,849,000$ 6,088,500$ 15,470,344$ 153,636,844$
2027 30,220,000$ 1,406,000$ 420,000$ 809,000$ 3,397,000$ 36,252,000$
2028 30,000,000$ 1,476,000$ 441,000$ 849,000$ 3,506,000$ 36,272,000$
2029 27,000,000$ 1,550,000$ 463,000$ 891,000$ 3,618,000$ 33,522,000$
2030 27,000,000$ 1,628,000$ 486,000$ 936,000$ 3,734,000$ 33,784,000$
2031 24,000,000$ 1,709,000$ 510,000$ 983,000$ 3,853,000$ 31,055,000$
2032 ‐ 2036 124,000,000$ 9,914,000$ 2,963,000$ 5,704,000$ 21,191,000$ 163,772,000$
2037 ‐ 2041 134,000,000$ 12,160,000$ 3,785,000$ 7,283,000$ 24,805,000$ 182,033,000$
20 Year Total 520,364,000$ 35,928,000$ 10,917,000$ 23,543,500$ 79,574,344$ 670,326,844$
LONG‐TERM CAPITAL FINANCIAL PLAN
5 YEAR and 20 YEAR CAPITAL BUDGET
June 8, 2021 Item #11 Page 306 of 336
RESOLUTION NO. 2021-137
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DETERMINING THAT THE FISCAL YEAR 2021-22 CAPITAL
IMPROVEMENT PROGRAM BUDGET 15 CONSISTENT WITH THE GENERAL
PLAN AND THE CLIMATE ACTION PLAN
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital
Improvement Program for fiscal year (FY) 2021-22 and has held such public hearings as are necessary
prior to adoption of the Capital Improvement Program Budget; and
WHEREAS, on June 8, 2021, the City Council reviewed for consistency with the General Plan
goals and policies for the capital projects receiving an allocation of funds for FY 2021-22 pursuant to
Carlsbad Municipal Code Section 2.24.040(B); and
WHEREAS, the City Council also reviewed the FY 2021-22 capital projects for consistency with
applicable Climate Action Plan measures and actions; and
WHEREAS, at said hearing, upon hearing and considering all testimony and arguments, if any,
of all persons desiring to be heard, the City Council considered all factors relating to the City Council's
determination; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.That based on the evidence presented at the hearing, the City Council determines that
the Capital Improvement Program for FY 2021-22 is consistent with the General Plan
based on the following findings:
a.The capital projects are consistent with the goals and policies of the city's General
Plan in that the projects are required to ensure the provision of adequate public
facilities and services concurrent with or prior to need.
b.The capital projects are consistent with applicable goals and policies of the Land Use
and Community Design, Mobility, Public Safety, and Arts, History, Culture, and
Education Elements of the General Plan, as described in Attachment A.
c.The capital projects are consistent with and support the Climate Action Plan
greenhouse gas reduction measures and actions, as described in Attachment A.
June 8, 2021 Item #11 Page 307 of 336
d. As required by the General Plan, the proposed improvements are consistent with
the city's Growth Management Plan in that the projects ensure that the necessary
improvements are provided for facilities maintenance, park development, sewer
and water projects, and circulation systems, in accordance with the performance
standards contained in the city's Grown Management regulations.
3. This action is final as of the date this resolution is adopted by the City Council. The
provisions of Chapter 1.16 of the Carlsbad Municipal Code, "Time Limits for Judicial
Review" shall apply:
"NOTICE"
The time within which judicial review of this decision must be sought is governed by Code of Civil
procedure, Section 1094.6, which has been made applicable in the City of Carlsbad by Carlsbad
Municipal Code Chapter 1.16. Any petition or other action seeking review must be filed in appropriate
court not later than then ninetieth day following the date on which this decision becomes final;
however, if within ten days after the decision becomes final a request for the record is filed with a
deposit in an amount sufficient to cover the estimated cost or preparation of such record, the time
within which such petition may be filed in court is extended to not later than the thirtieth day following
the date on which the record is either personally delivered or mailed to the party, or his attorney of
record, if he has one. A written request of the preparation of the record of the proceedings shall be
filed with the City Clerk, City of Carlsbad, 1200 Carlsbad Village Drive, Carlsbad, CA 92008.
I/
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June 8, 2021 Item #11 Page 308 of 336
MATT HALL, Mayor
BARBARA ENGLESON, City Clerk
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of
Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the
Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and
the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency
held on the 8th day of June, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
(SEAL)
June 8, 2021 Item #11 Page 309 of 336
Cannon Road and Paseo del Norte Sustainable
Mobility Plan and Growth M anagement P lan
Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 60,000
TOTAL $ 60,000
About This Project
The project will design and construct bicycle improvements at Cannon Road and Paseo del Norte in the eastbound
and westbound approaches.
Project Need
The project is required by the Growth Management Plan Traffic Monitoring Program and was identified by
Sustainable Mobility Plan as a priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal transportation
system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all community members,
including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements to increase alternatives to trips by car and in turn reduce
GHG emissions. Accordingly, these improvements also assist in implementation of CAP GHG Reduction Measure
4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor alteration of existing
facilities including streets, sidewalks, gutters, and similar facilities involving negligible or no expansion and Section
15304 (h) the creation of bicycle lanes on existing rights-of-way.
Attachment A
June 8, 2021 Item #11 Page 310 of 336
Cannon Road Lift Station Improvements
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement
Budget
FY22 $ 150,000 FY23 $ 530,000
TOTAL $ 680,000
About This Project
The project will install an isolation valve in the flow meter vault and replace existing check valves.
Project Need
There is no ability to isolate the force main during maintenance of the flow meter and the existing check valves are
due for replacement.
General Plan Consistency
Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of
residents, Goal 2-G.21.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15302(c) concerning replacement
or reconstruction of existing utility systems involving negligible or no expansion of capacity.
June 8, 2021 Item #11 Page 311 of 336
Carlsbad Boulevard Lane Reduction and Edge
Striping
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 300,000
TOTAL $ 300,000
About This Project
The project will design and construct a lane reduction for southbound Carlsbad Boulevard including new edge striping for the west side of roadway.
Project Need
The striping changes will provide wider bicycle lanes and shoulder widths for the west side of Carlsbad Boulevard,
which is very popular with bicyclists and pedestrians. The project is consistent with the General Plan Mobility
Element Coastal Street typology and the Sustainable Mobility Plan. It will increase on-street beach parking and
enhance bike and pedestrian safety.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal transportation
system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all community members,
including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements as a way to increase alternatives to trips by car and in
turn reduce GHG emissions. Accordingly, these improvements also assist in implementation of CAP GHG
Reduction Measure 4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor alteration of
existing facilities including streets, sidewalks, gutters, and similar facilities involving negligible or no expansion and
Section 15304 (h) the creation of bicycle lanes on existing rights-of-way.
June 8, 2021 Item #11 Page 312 of 336
Carlsbad Boulevard Pedestrian Improvement
Project
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 700,000
TOTAL $ 700,000
About This Project
The project will construct pedestrian enhancements at six uncontrolled crosswalk locations on Carlsbad Boulevard. Improvements include curb extensions, in-pavement flashing lights, green bike lane treatments and street lighting.
Project Need
With support from the Traffic and Mobility Commission, the City Council directed staff to implement the project,
and appropriated $591,600 in funding received from the Caltrans Highway Safety Improvement Program.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal transportation
system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all community members,
including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
By providing an improved pedestrian network and increasing connectivity, the project encourages people to walk
more and drive less, which helps meet CAP GHG reduction measures. Proposed improvements also assist in
implementation of CAP GHG Reduction Measure 4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor alteration of
existing facilities including streets, sidewalks, gutters, and similar facilities involving negligible or no expansion.
June 8, 2021 Item #11 Page 313 of 336
Carlsbad Water Recycling Facility Roof
Replacement
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source: Infrastructure
Replacement
Budget FY22 $ 225,000
TOTAL $ 225,000
About This Project
The project will replace the roof on the Carlsbad Water Recycling Facility.
Project Need
The existing roof is at the end of its useful life and has had multiple failures. Replacement of the roof is required to
protect the integrity of the structure.
General Plan Consistency
Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of
residents, Goal 2-G.21.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(d) - restoration or
rehabilitation of deteriorated or damaged structures, facilities, or mechanical equipment to meet current
standards of public health and safety.
June 8, 2021 Item #11 Page 314 of 336
C hestnut Underpass Public Art Project
Managing Department: Transportation
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 100,000
FY23 $ 150,000
TOTAL $ 250,000
About This Project
In alignment with the I-5 expansion by Caltrans the city will install a public art project in the Chestnut Avenue
Underpass. In adherence with the 1% of the Appropriations for the Arts (2.18.110) within the Municipal Code, the
larger construction project is not city-initiated, but is planned with the overall enhancements for the North Coast
Corridor.
Project Need
This is a unique opportunity for the city to collaborate with Caltrans to bring an innovative, unique public art
element to this neighborhood. This is Carlsbad’s first significant public art installation that will be connected to a
major transportation improvement project, and is in alignment with other North County municipalities which have
already installed public art installations along the I-5 Corridor, such as Solana Beach and Encinitas. This opportunity
elevates the city’s reputation as a base for a significant regional public art collection. This two-phase approach
begins with a national call to public artists, followed by a fabrication phase with a timeline yet to be determined working with the city and Caltrans planning and construction teams. This directly connects to the Arts & Culture
Master Plan initiative described in, Physical Realm 2.2, which states “As plans for the Coastal Corridor develop,
work with regional planning agencies and artists to identify opportunities for displaying public art.”
General Plan Consistency
Integrate the arts, public art and art education as a vital aspect of community life, with a wide range of facilities
and public programs designed to engage the city’s diverse audiences as active participants and patrons, Goal 7-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is proposed to be installed after the I-5 expansion is completed by Caltrans. A Final EIR/EIS
(environmental impact report/environmental impacts statement) was completed and approved for the I-5
expansion in 2013. There will be retaining walls built under the 1-5 underpass at Chestnut Avenue as a result of the
I-5 expansion completed by CalTrans. Those retaining walls will have panels available to receive the proposed
artwork that the city would install. Because the artwork would be installed after the I-5 expansion is complete, at
that time of installation the artwork would be installed on an existing facility. The artwork installation can be
exempt per CEQA Guidelines Section 15301(c), minor alteration of existing facilities including streets, sidewalks,
gutters, and similar facilities involving negligible or no expansion of use.
June 8, 2021 Item #11 Page 315 of 336
Cole Library Security Fencing
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 40,000
FY23 $ 130,000
TOTAL $ 170,000
About This Project
The project will install security fencing around portions of the facility.
Project Need
The scope of this project would include architectural design services to create a solution that is both functional and
aesthetically in line with the library’s existing architecture.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure environment for people
and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(f) – addition of safety or health protection devices for use during construction or in conjunction with existing structures, facilities, or
mechanical equipment, or topographical features including navigation devices.
June 8, 2021 Item #11 Page 316 of 336
El Fuerte Lift Station Pump Addition
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Connection
Budget
FY22 $ 180,000 FY23 $ 600,000
TOTAL $ 780,000
About This Project
This project will add a third sewer lift pump for redundancy.
Project Need
City standards for lift stations require a redundant pump to allow for maintenance or an unplanned outage of
existing pumps.
General Plan Consistency
Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of
residents. Land Use & Community Design, Growth Management, Goal 2-G.21.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(b) – minor alteration of
existing facilities of both investor and publicly owned utilities used to provide electric power, natural gas,
sewerage, or other public utility services involving negligible or no expansion.
June 8, 2021 Item #11 Page 317 of 336
Faraday Avenue Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: GCC
Budget
FY22 $ 100,000
TOTAL $ 100,000
About This Project
The project will provide analysis and preliminary design of two access intersections to Veterans Memorial Park on
Faraday Avenue and traffic calming measures on Faraday Avenue.
Project Need
The Veterans Memorial Park Master Plan was approved by City Council; however the current design contract for the park with the landscape architectural firm does not include off-site improvements. The Phase IV Traffic Impact
Analysis being developed for the park will provide a preliminary recommendation for park access off Faraday
Avenue. The additional traffic analysis will provide the basis of the design for the Faraday Avenue improvements
and any recommended traffic calming measures.
General Plan Consistency
Provide for the safe and efficient movement of goods throughout the city, Goal 3-G.7.
Climate Action Plan Consistency
CAP Section 3.5 identifies traffic calming as a way to make walking and biking more safe and comfortable and in
turn provide options to using a car and a reduction in GHG emissions.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15262 feasibility and planning
studies, a project involving only feasibility or planning studies for possible future actions which the city has not
approved, adopted, or funded.
June 8, 2021 Item #11 Page 318 of 336
Fire Administration Offices
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 150,000
TOTAL $ 150,000
About This Project
The project will construct office space to centralize Fire Department management and administration staff.
Project Need
The initial funding request will support planning and design development efforts to centralize staff that are
currently working out of various city locations to improve operational efficiency.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure environment for people
and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15262 feasibility and planning
studies, a project involving only feasibility or planning studies for possible future actions which the city has not
approved, adopted, or funded
June 8, 2021 Item #11 Page 319 of 336
Fire Station No. 6 Renovation
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source:
General Capital Construction
Budget
FY22 $ 35,000
TOTAL $ 35,000
About This Project
This project will convert the existing captain's office into sleeping quarters.
Project Need
To better meet the Standards of Cover study recommendations regarding national response time standards, the
Fire Department anticipates adding and/or shifting personnel to the existing Fire Station No. 6.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure environment for people
and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) - interior or exterior
alterations involving such things as interior partitions, plumbing, and electrical conveyances.
June 8, 2021 Item #11 Page 320 of 336
Jefferson Street Sustainable Mobility Plan
Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 75,000
TOTAL $ 75,000
About This Project
This project will design and construct climbing lanes (Class II buffered bicycle lanes) in the uphill direction on the bridge with shared lane markings (Class III sharrows) in the downhill direction.
Project Need
The project was identified by the Sustainable Mobility Plan as priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal transportation
system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all community members,
including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements to increase alternatives to trips by car and in turn reduce
GHG emissions. Accordingly, these improvements also assist in implementation of CAP GHG Reduction Measure
4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor alteration of
existing facilities including streets, sidewalks, gutters, and similar facilities involving negligible or no expansion and
Section 15304 (h) the creation of bicycle lanes on existing rights-of-way.
June 8, 2021 Item #11 Page 321 of 336
La Costa Avenue Sustainable Mobility Plan
Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 110,000
TOTAL $ 110,000
About This Project
The project will design and construct bicycle improvements at El Camino Real and La Costa Avenue, as well as bike lane conflict area striping treatments on La Costa Avenue at Piraeus Street and Saxony Road.
Project Need
The project was identified by the Sustainable Mobility Plan as priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal transportation
system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all community members,
including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements to increase alternatives to trips by car and in turn reduce
GHG emissions. Accordingly, these improvements also assist in implementation of CAP GHG Reduction Measure
4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor alteration of
existing facilities including streets, sidewalks, gutters, and similar facilities involving negligible or no expansion and
Section 15304 (h) the creation of bicycle lanes on existing rights-of-way.
June 8, 2021 Item #11 Page 322 of 336
Las Flores Drive Sustainable Mobility Plan
Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 85,000
TOTAL $ 85,000
About This Project
This project will design and construct Class II buffered bicycle lanes and enhanced pedestrian crossings via roadway
striping.
Project Need
The project was identified by the Sustainable Mobility Plan as priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal transportation
system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all community members,
including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system and pedestrian improvements to increase alternatives to trips by car
and in turn reduce GHG emissions. Accordingly, these improvements also assist in implementation of CAP GHG
Reduction Measure 4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor alteration of
existing facilities including streets, sidewalks, gutters, and similar facilities involving negligible or no expansion and
Section 15304 (h) - the creation of bicycle lanes on existing rights-of-way.
June 8, 2021 Item #11 Page 323 of 336
Las Palmas Roof Replacement
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 500,000
TOTAL $ 500,000
About This Project
This project will replace the roof on the Las Palmas facility.
Project Need
The existing roof is at the end of its useful life and has had multiple failures. Replacement of the roof is required to
protect the integrity of the structure.
General Plan Consistency
Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of
residents. Land Use & Community Design, Growth Management, Goal 2-G.2.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301 (d) - restoration or
rehabilitation of deteriorated or damaged structures, facilities, or mechanical equipment to meet current
standards of public health and safety.
June 8, 2021 Item #11 Page 324 of 336
Palomar Airport Road and Avenida Encinas
Growth Management Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 230,000
TOTAL $ 230,000
About This Project
The project will design and construct a westbound left-turn lane extension at Palomar Airport Road and Avenida Encinas.
Project Need
The project is required by the Growth Management Plan Traffic Monitoring Program.
General Plan Consistency
Provide for the safe and efficient movement of goods throughout the city, Goal 3-G.7.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - minor alteration of
existing facilities including streets, sidewalks, gutters, and similar facilities involving negligible or no expansion
June 8, 2021 Item #11 Page 325 of 336
Schulman Auditorium and Cannon Art Gallery
Improvements
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 200,000
TOTAL $ 200,000
About This Project
The project includes design, installation and commissioning of a new audio-visual system, lighting system and
controls and other technology elements for the Schulman Auditorium. The Cannon Art Gallery requires design,
installation and commissioning of upgraded HVAC, electrical and interior space refurbishments, including
technology upgrades as necessary to support industry standards for the presentation of art, audio programming
and visitor support features.
Project Need
The Cannon Art Gallery interior space has not been upgraded since it was originally constructed and existing audio-
visual and lighting systems in the auditorium are deficient. The 2018 Arts & Culture Master Plan identifies the need to revise and refurbish the gallery, which results in greater eligibility to secure national touring exhibits and
expanded programming options. Updating both spaces increases revenue potential for rentals of the spaces.
General Plan Consistency
Integrate the arts, public art and art education as a vital aspect of community life, with a wide range of facilities
and public programs designed to engage the city’s diverse audiences as active participants and patrons, Goal 7-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) - interior or exterior
alterations involving such things as interior partitions, plumbing, and electrical conveyances.
June 8, 2021 Item #11 Page 326 of 336
Senior Center Security Fencing
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 20,000
FY23 $ 58,000
TOTAL $ 78,000
About This Project
The project will install security fencing around portions of the facility.
Project Need
Security fencing will be installed in secluded sections of the building to remove potential areas for loitering.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure environment for people
and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(f) – addition of safety or
health protection devices for use during construction or in conjunction with existing structures, facilities, or
mechanical equipment, or topographical features including navigation devices.
June 8, 2021 Item #11 Page 327 of 336
S tate Street Parking Lot Electric V ehicle
Charging Stations
Managing Department: Transportation
Classification: Capital Project
Funding Source: Public Facility Fees
Budget
FY22 $ 300,000
TOTAL $ 300,000
About This Project
Capitalizing on incentives potentially available through the California Electronic Vehicle Infrastructure Project (CALeVIP), this project will install up to two Direct Current Fast Chargers (DCFC) and up to eight Level 2 (L2) electric
vehicle charging stations in the city-owned parking lot on the west side of State Street between Oak Avenue and
Carlsbad Village Drive. DCFC are currently the fastest commercially available chargers and are designed to fill a
standard electric vehicle battery up to 80 percent in 20 to 40 minutes with a maximum charge rate often limited by
the EV acceptance rate. L2 charging stations are the most prevalent type of charger in the region, the same type of
charger we have at other city owned EV charging stations.
Project Need
The city has installed publicly available EV charging at five locations: Aviara Park, Pine Avenue Park, Stagecoach
Community Park, Alga Norte Community Park, and the State Street parking lot. Usage of the State Street EV charging stations is currently more than double the usage at any of the other locations. Increasing the number of
EV charging stations in the Village and Barrio area will increase the availability for the public to charge their
vehicles while enjoying local amenities. The project addresses the Climate Action Plan, section L-3, community EV
charging.
General Plan Consistency
Manage parking to support all modes of transportation and ensure efficient use of land, Goal 3-G.4.
Climate Action Plan Consistency
CAP GHG Reduction Measure 4.9 promotes an increase in the amount of zero-emissions vehicle travel. Construct
ZEV charging stations based on the community-wide charging station siting plan is Action L-3 of the measure.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(b) existing facilities of both
investor and publicly owned utilities used to provide electric power, natural gas, sewer or other public utility
services.
June 8, 2021 Item #11 Page 328 of 336
Tamarack Avenue Sustainable Mobility Plan
Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 710,000
TOTAL $ 710,000
About This Project
The project will design and construct lane reduction for Tamarack Avenue including buffered bicycle lanes.
Project Need
The project was identified by the Sustainable Mobility Plan as priority project.
General Plan Consistency
Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal transportation
system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all community members,
including children, the elderly and the disabled, Goal 3-G.1.
Climate Action Plan Consistency
CAP Section 3.5 identifies bikeway system improvements to increase alternatives to trips by car and in turn reduce
GHG emissions. Accordingly, these improvements also assist in implementation of CAP GHG Reduction Measure
4.8 - Transportation Demand Management.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301 (c) – minor alteration of
existing facilities including streets, sidewalks, gutters, and similar facilities involving negligible or no expansion and
Section 15304 (h) the creation of bicycle lanes on existing rights-of-way.
June 8, 2021 Item #11 Page 329 of 336
Temporary Fire Station No. 7
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 900,000
TOTAL $ 900,000
About This Project
The project will locate and prepare a site in the vicinity of Cannon Road and Avenida Encinas for the purpose of
siting a temporary Fire Station No. 7. This will include grading, asphalt/concrete, utilities for temporary housing
trailer, Sprung structure, and any other associated temporary structures to operate a new temporary fire station
for the next five to seven years. The trailer and Sprung structure currently being utilized as Temporary Fire Station
No. 2 at the Dove Library will be relocated to the Cannon site following completion of the new Fire Station No. 2,
with operations at the new Temporary Fire Station No. 7 to begin in fiscal year 2022-23.
Project Need
In 2019, the Fire Department commissioned a Standards of Cover study to evaluate current fire operations service
delivery and make recommendations regarding needed changes to meet national response time standards. In 2020, City Council requested that a proposal be brought forward by the Fire Chief to enhance emergency
operations response to address deficiencies noted in the study. The initial funding will be used to verify the
potential use of favorable sites for the temporary station and for initial scoping and planning work. Staff
anticipates that the temporary station will require a Conditional Use Permit and a Coastal Development Permit.
The temporary station site location in the Cannon/Avenida Encinas vicinity is desirable as it would allow the Fire
Department to provide emergency response on the west side of Interstate 5, where there are currently no fire
stations. This location would also allow the Fire Department to locate a fire truck company in an area where the
current response from Fire Station 5 has extended response times. This location could also house the current
Ocean Lifeguard Program on a temporary basis.
General Plan Consistency
Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure environment for people
and property in the community, Goal 6-G.3.
Climate Action Plan Consistency
N/A
Anticipated Environmental Review
The level of environmental review and any potential environmental impacts will be determined upon identification
of a site. It is likely environmental review could range from a CEQA exemption (project is exempt from
environmental review) to a Mitigated Negative Declaration (project has environmental impacts that can be
mitigated).
June 8, 2021 Item #11 Page 330 of 336
RESOLUTION NO. 2021-138
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING AN ADJUSTMENT TO THE FISCAL YEAR 2020-21
CAPITAL IMPROVEMENT PROGRAM BUDGET
WHEREAS, on Jan. 26, 2021, the City Council of the City of Carlsbad, California approved a
resolution to appropriate funds of $1,200,000 from the Sewer Replacement Fund to the capital project
budget for the Agua Hedionda Sewer Lift Station and Vista/Carlsbad Interceptor Sewer Reaches VC11B-
VC15 project to cover unforeseen costs and additional services; and
WHEREAS, the capital project budget for the Agua Hedionda Sewer Lift Station and
Vista/Carlsbad Interceptor Sewer Reaches VC11B-VC15 project is budgeted and held in the Sewer
Connection Fee Fund; and
WHEREAS, the appropriation of funds of $1,200,000 should have been requested and approved
from the Sewer Connection Fee Fund and not the Sewer Replacement Fund; and
WHEREAS, there is a sufficient fund balance in the Sewer Connection Fee Fund to accommodate
this request.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.That the Deputy City Manager, Administrative Services, is authorized to appropriate
additional funds of $1,200,000 from the Sewer Connection Fee Fund to the Agua
Hedionda Sewer Lift Station and Vista/Carlsbad Interceptor Sewer Reaches VC11B-VC15
project budget.
//
I/
//
//
//
//
June 8, 2021 Item #11 Page 331 of 336
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
tit v". f eri-
BARBARA ENGLESON, City Clerk
(SEAL)
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 8th day of June, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
June 8, 2021 Item #11 Page 332 of 336
Fiscal Year 2021-22 Diversity, Equity & Inclusion Program Options
In fiscal years 2018-19 and 2019-20, the city made training on topics related to diversity, equity
and inclusion, or DEI, available to all employees. In August 2020, City Manager, Scott Chadwick,
announced an initiative to further develop the city’s culture by reinforcing the values of
diversity, equity and inclusion. In fiscal year 2020-21, expert consultants and city staff
completed the following work:
•increased the amount of available employee training,
•conducted listening circles to develop employees’ understanding and appreciation for
one another’s beliefs and perspectives,
•conducted an employee survey to identify areas of strength and opportunity and
recommendations for how to focus on improving and supporting diversity, equity and
inclusion, and
•formed a committee of employees from a variety of departments to help raise
awareness of, celebrate and reinforce the values of diversity, equity and inclusion within
the city organization.
The table below provides additional information on work performed in this area, including the
associated costs.
Description Cost
Fiscal year 2018-19 $5,000
Provided training on related topics, available to all employees (2 classes; 8 hours)
Fiscal year 2019-20 $4,500
Provided training on related topics, available to all employees (3 classes; 9.5 hours)
Fiscal year 2020-21 $27,400
Provided training on related topics, available to all employees (10 classes; 13 hours)
Entered into contracts with certified specialists
Conducted listening circles (6 sessions; 8.5 hours)
-5 sessions available to all employees
-1 session for city leadership team
Conducted city-wide employee survey
Formed employee committee Feb. 2021 (13 members in various departments)
-meet bi-weekly (facilitated by consultant)
-developed charter
-will receive specialized training
Total over 3 years $36,900
Options
Option 1 – Add one Senior Program Manager position to enhance and manage a diversity, equity and
inclusion program
Exhibit 14
June 8, 2021 Item #11 Page 333 of 336
Dedicated resources are required to reach the next level and to move at a deliberate pace to manage
and then sustain a new organization-wide program. Senior Program Manager positions are currently
used in the city to manage programs such as homeless outreach and environmental management. A
dedicated program manager would ensure a continued focus on diversity, equity and inclusion by:
1. Working with the City Council, employee and executive steering committees, and consultants to
create a comprehensive work plan to embed the values associated with diversity, equity and
inclusion into city culture
2. Executing the work plan to include items such as:
a. guidelines,
b. policies,
c. training,
d. program elements, and
e. reports on trends and data analysis
3. Continuing to monitor and measure progress and implement changes as necessary
4. Coordinating related community outreach and engagement events
Pros • Permanent resources devoted to implement and sustain a new program
• In-house expertise focused on ongoing program development
• Coordinated efforts leading to enhanced program implementation
Cons • Additional cost for a new budgeted position
The cost, including salary and related benefits, of a senior program manager position is estimated to
be $162,000. Other costs associated with developing and implementing a diversity, equity and
inclusion work plan and growing the new program would be paid for using available funds in the
Fiscal Year 2021-22 Operating Budget. If additional money is needed for this program in the future,
staff would bring forward a request for additional funds to the City Council.
Option 2 – Continue with current staff, consultants and budget
1. Continue training at similar pace as in fiscal year 2020-21
2. Formulate recommendations and present to executive steering committee utilizing existing
employee committee
3. Implement priorities related to diversity, equity and inclusion as time and budget allows
Pros • No additional budget required
Cons • No permanent resources devoted to DEI
• Rely on consultants for expertise
• No dedicated staff to establish and sustain new priority practices & programs,
leading to slower and less coordinated efforts due to limited resources
June 8, 2021 Item #11 Page 334 of 336
AMENDED NOTICE OF JOINT PUBLIC HEARING
CITY OF CARLSBAD CITY COUNCIL, CARLSBAD MUNICIPAL WATER DISTRICT BOARD, CARLSBAD PUBLIC
FINANCING AUTHORITY BOARD, COMMUNITY DEVELOPMENT COMMISSION, AND CITY OF CARLSBAD
ACTING AS THE SUCCESSOR TO THE REDEVELOPMENT AGENCY
FY 2021-22 OPERATING BUDGET, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM,
CAPITAL IMPROVEMENT PROGRAM, GANN SPENDING LIMIT, AND MASTER FEE SCHEDULE
The City of Carlsbad City Council will hold a joint public hearing on Tues., June 8, 2021 at 3:00 p.m.
electronically to discuss and adopt the Fiscal Year 2021-22 Operating, Strategic Digital Transformation
Investment Program and Capital Improvement Program Budgets and authorize Fiscal Year 2021-22
appropriations. This will include Operating, Strategic Digital Transformation Investment Program and
Capital Improvement Program Budgets for the city; Operating and Capital Improvement Program Budgets
for the Carlsbad Municipal Water District; and Operating Budgets for the Carlsbad Public Financing
Authority, Carlsbad Housing Authority, the Successor Agency for the Carlsbad Redevelopment Agency and
the city’s share of the Fiscal Year 2021-22 Operating and Capital Budget of the Encina Wastewater
Authority. The City Council will also adopt the Gann Spending Limit for Fiscal Year 2021-22, changes to the
Master Fee Schedule, adjustments to the City of Carlsbad’s FY 2021-22 Operating, Strategic Digital
Transformation Investment Program and Capital Improvement Program Budgets and determine that the
Fiscal Year 2021-22 Capital Improvement Program Budget is consistent with the General Plan and
applicable Climate Action Plan measures and actions.
Copies of the proposed budget and proposed fee changes are available for public inspection on the city’s
website at www.carlsbadca.gov/finance. Written and telephone inquiries may be directed to Ryan Green
(ryan.green@carlsbadca.gov) at the Finance Department, 1635 Faraday Avenue, Carlsbad, 760-602-2414.
Per California Executive Order N-29-20, and in the interest of public health and safety, we are temporarily
taking actions to prevent and mitigate the effects of the COVID-19 pandemic by holding City Council and
other public meetings online only. All public meetings will comply with public noticing requirements in
the Brown Act and will be made accessible electronically to all members of the public seeking to observe
and address the City Council. You may participate by phone or in writing. Participation by phone: sign up
at https://www.carlsbadca.gov/cityhall/clerk/meetings/default.asp by 2 p.m. the day of the meeting to
provide comments live by phone. You will receive a confirmation email with instructions about how to call
in. Participation in writing: email comments to clerk@carlsbadca.gov. Comments received by 2 p.m. the
day of the meeting will be shared with the City Council prior to the meeting. When e-mailing comments,
please identify in the subject line the agenda item to which your comments relate. All comments received
will be included as part of the official record. Written comments will not be read out loud. These
participation procedures shall remain in place during the period in which state or local health officials
have imposed or recommended social distancing measures.
If you challenge the program budgets in court, you may be limited to raising only those issues raised by
you or someone else at the public hearing described in this notice, or in written correspondence to the
City of Carlsbad, Attn: Office of the City Clerk, 1200 Carlsbad Village Drive, Carlsbad, 92008, at or prior to
the public hearing.
PUBLISH DATES: May 28, 2021 and June 3, 2021
CITY OF CARLSBAD | CITY COUNCIL
Exhibit 15
June 8, 2021 Item #11 Page 335 of 336
Library and Cultural Arts
1775 Dove Lane Carlsbad, CA 92011 760-602-2011www.carlsbadlibrary.org
May 26, 2021
TO: MAYOR AND COUNCIL MEMBERS
FROM: Library Board of Trustees
SUPPORT OF LIBRARY STAFF BUDGET RECOMMENDATIONS FOR FISCAL YEAR 2021-22
On May 26, 2021, the Library Board of Trustees heard a presentation summarizing city direction
on preparation of the fiscal year 2021-2022 budget, the resulting library budget submission and
proposed changes to library fees in the master fee schedule.
Pursuant to Carlsbad Municipal Code Section 2.16.060, the Library Board of Trustees “…may
make recommendations to the city council and advise the city council in matters pertaining
to…the amounts of monies required to operate the library.” At this meeting, by proper motion
and vote, the Library Board determined that it supports staff’s budget submission and proposed
fee changes.
Respectfully,
LIBRARY BOARD OF TRUSTEES
Art Larson Beth Hulsart Dr. Sherman DeForest
Dr. Sandy Parsons Gina McBride
SS: fe
cc: Scott Chadwick, City Manager
Celia Brewer, City Attorney
Geoff Patnoe, Assistant City Manager
Gary Barberio, Deputy City Manager
Exhibit 16
June 8, 2021 Item #11 Page 336 of 336
NOTICE OF JOINT PUBLIC HEARING
CITY OF CARLSBAD CITY COUNCIL, CARLSBAD MUNICIPAL WATER DISTRICT BOARD, CARLSBAD PUBLIC
FINANCING AUTHORITY BOARD, COMMUNITY DEVELOPMENT COMMISSION, AND CITY OF CARLSBAD
ACTING AS THE SUCCESSOR TO THE REDEVELOPMENT AGENCY
FY 2021-22 OPERATING, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL
IMPROVEMENT PROGRAM BUDGETS
The City of Carlsbad City Council will hold a joint public hearing on Tues., June 8, 2021 at 3:00 p.m.
electronically to discuss and adopt the Fiscal Year 2021-22 Operating, Strategic Digital Transformation
Investment Program and Capital Improvement Program Budgets and authorize Fiscal Year 2021-22
appropriations. This will include Operating, Strategic Digital Transformation Investment Program and
Capital Improvement Program Budgets for the city; Operating and Capital Improvement Program Budgets
for the Carlsbad Municipal Water District; and Operating Budgets for the Carlsbad Public Financing
Authority, Carlsbad Housing Authority, the Successor Agency for the Carlsbad Redevelopment Agency and
the city's share of the Fiscal Year 2021-22 Operating and Capital Budget of the Encina Wastewater
Authority. The City Council will also adopt the Gann Spending Limit for Fiscal Year 2021-22, changes to the
Master Fee Schedule, adjustments to the City of Carlsbad's FY 2021-22 Operating, Strategic Digital
Transformation Investment Program and Capital Improvement Program Budgets and determine that the
Fiscal Year 2021-22 Capital Improvement Program Budget is consistent with the General Plan and
applicable Climate Action Plan measures and actions.
Copies of the proposed budget and proposed fee changes are available for public inspection on the city's
website at www.carlsbadca.gov/finance. Written and telephone inquiries may be directed to Ryan Green
(ryan.green@carlsbadca.gov) at the Finance Department, 1635 Faraday Avenue, Carlsbad, 760-602-2414.
Per California Executive Order N-29-20, and in the interest of public health and safety, we are temporarily
taking actions to prevent and mitigate the effects of the COVID-19 pandemic by holding City Council and
other public meetings online only. All public meetings will comply with public noticing requirements in
the Brown Act and will be made accessible electronically to all members of the public seeking to observe
and address the City Council. You may participate by phone or in writing. Participation by phone: sign up
at https://www.carlsbadca.gov/cityhall/clerkimeetings/default.asp by 2 p.m. the day of the meeting to
provide comments live by phone. You will receive a confirmation email with instructions about how to call
in. Participation in writing: email comments to clerk@carlsbadca.gov. Comments received by 2 p.m. the
day of the meeting will be shared with the City Council prior to the meeting. When e-mailing comments,
please identify in the subject line the agenda item to which your comments relate. All comments received
will be included as part of the official record. Written comments will not be read out loud. These
participation procedures shall remain in place during the period in which state or local health officials
have imposed or recommended social distancing measures.
If you challenge the program budgets in court, you may be limited to raising only those issues raised by
you or someone else at the public hearing described in this notice, or in written correspondence to the
City of Carlsbad, Attn: Office of the City Clerk, 1200 Carlsbad Village Drive, Carlsbad, 92008, at or prior to
the public hearing.
PUBLISH DATES: MAY 25, 2021 & MAY 31, 2021
CITY OF CARLSBAD I CITY COUNCIL
Affordable Housing Credit
Cassia Heights (Southeast and Southwest
quadrants)
per
unit [1] $ 60,851.00 $ 66,300.00
Tavarua Senior Affordable Apartments
(Northwest quadrant)
per
unit [1] $ 85,176.00 $ 98,123.00
Fee Name
Fee
Type
As Printed
Fee/Deposit
Updated
Fee/Deposit
All Receive - Agenda Item # I
For the Information of the:
ITY COUNCIL
Datebi CA vi CC/
CM ACM t/ DCM (3) V (City of
Carlsbad
Council Memorandum
June 7, 2021
To: Honorable Mayor Hall and Members of the City Council
From: Laura Rocha, Deputy City Manager, Admi istrative Services
Via: Geoff Patnoe, Assistant City Manager
Re: Additional Materials Related to Staff Report Item No. 11 — Adoption of the Fiscal Year
2021-22 Operating Budget, Strategic Digital Transformation Investment Program and
Capital Improvement Program, the Fiscal Year 2021-22 Appropriation Limit and Revision
of Fees and Charges for Services (Districts — All)
This memorandum provides a correction to Staff Report Item No. 11 — Adoption of the Fiscal Year
2021-22 Operating Budget, Strategic Digital Transformation Investment Program and Capital
Improvement Program, the Fiscal Year 2021-22 Appropriation Limit and Revision of Fees and
Charges for Services, Exhibit 10, Attachment A, Master Fee Schedule — Proposed.
There was a printing error on page 56 of Attachment A to Exhibit 10 related to the Affordable
Housing Credit. The printed fee does not increase the fee by the allowable CPI increase as
intended when the fees were adopted'.
The correction proposed below uses the rate calculation and agrees with the amounts presented
to the City Council at the May 18, 2021, City Council meeting, Staff Report Item No. 8 - Fiscal Year
2021-22 Budget - Preliminary Operating, Strategic Digital Transformation Investment Program
and Capital Improvement Program, Exhibit 5 — Proposed Changes to the Master Fee Schedule.
Correction to the 2021-22 Master Fee Schedule — Proposed
1 The two housing credits were initially adopted via City Council Resolutions 2011-108 and 2016-
162 and both are not development impact fees. Therefore, the credits are not subject to the public noticing
requirements of California Government Code Sections 66001 and/or 66006.
Administrative Services Branch
1635 Faraday Avenue I Carlsbad, CA 92008 I 760-602-2415
Council Memo - Additional Materials Related to Staff Report Item No. 11
June 7, 2021
Page 2
cc: Scott Chadwick, City Manager
Celia Brewer, City Attorney
Cindie McMahon, Assistant City Attorney
Ryan Green, Finance Director
Jeff Murphy, Community Development Director
2021-22BUDGET FISCAL YEAROperating Budget
Capital Improvement Program
Strategic Digital Transformation Program
Today’s Presentation
•Budget Overview
•City Council goals
•Budget summary
•Diversity, Equity & Inclusion
•Strategic Digital Transformation Program
•Capital Improvement Program
•Master Fee Schedule
Budget Overview
Laura Rocha, Deputy City Manager,
Administrative Services
Overall Summary
•Recovery has begun, but is uneven and will take years
•City is financially healthy today, but structural changes needed to
address long term financial sustainability
•New approach to budgeting and new budget policies are paying off
•City Council goals allow resources to be prioritized strategically
Goal Alignment = Results for Our Community
COMMUNITY
VISION
COUNCIL
GOALS
WORK
PLAN
ANNUAL
BUDGET
Growth Management
Create Maintain
1952 2021
Establish policies
Establish financing strategy
Plan communities
Build infrastructure
Manage growth
Create an excellent quality of life
Repair, replace infrastructure
Redevelop as needed
Adapt to new needs
Develop new financing strategy
Maintain an excellent quality of life
Reduce Homelessness
Standards of Cover
Standards of Cover
Standards of Cover
RESPONSE TIME
Standards of Cover
RESPONSE TIME
Investment in City Council Goals
One-time Ongoing Total FY 21-22
Growth management $350,000 TBD $350,000
Homelessness $3,609,795 $1,296,912 $4,905,708
Fire/emergency services $1,940,675 $2,535,074 $4,475,749
TOTAL $9,731,457
2021-22 Budget
•Balanced (with small surplus)
•Maintains all services at current high levels
•Progress on goals
Road to Recovery
•In the spring of 2020, local economy was deeply impacted by
the COVID-19 pandemic
•Significant decline in city revenues and projected revenue
shortfalls in future years
•City revised revenue projections to reflect the positive impacts
from the acceleration of the vaccine distribution
–a decrease in COVID-19 infection rates
–the passing of the American Rescue Plan Act, and a
–gradual lessening of federal and state restrictions
Forecasting With Uncertainties
Budget principles and fiscal recovery priorities help guide our work and
evolve through uncertain times:
•Support economic recovery through changes to our policies and
programs, where applicable
•Focus on resiliency over the long-term while making service
reductions and changes, ensuring that any services eliminated can be
restored in future years
•Seek new ways to conduct our work through efficiencies and a
learning environment
Forecasting With Uncertainties
•Apply a broad-based approach to reductions,
balancing impacts to the community
•Use temporary solutions to bridge revenue
losses expected in the short-term
•Continue to work closely with our sales tax
consultants, hoteliers, and business community
Budget Summary
Ryan Green, Finance Director
Total General Fund Revenues
18
$100M
$120M
$140M
$160M
$180M
$200M
$220M
fy 2018-19
(actual)
fy 2019-20
(forecast/
actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Forecast as of May 2021 Forecast as of May 2020
Property Tax,
$76.6, 43%
Sales Tax,
$44.0, 25%
Transient Occupancy Tax,
$18.4, 10%
Other Intergovernmental,
$7.2M, 4%
Business License Tax,
$5.8, 3%
Franchise Tax,
$5.7, 3%
All Other Revenues,
$21.1, 12%
$178.8 million
FY 2021-22 General Fund Revenues
Total General Fund Expenditures
20
$100M
$120M
$140M
$160M
$180M
$200M
$220M
fy 2018-19
(actual)
fy 2019-20
(forecast/
actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Forecast as of May 2021 Forecast as of May 2020
FY 2021-22 General Fund Expenditures
$184.4 million
Public Safety,
$82.8, 45%
Community Services,
$49.4, 27%
Public Works,
$21.2, 11%
Administrative Services,
$12.3, 7%
Policy/Leadership,
$8.1, 4%
Non-Departmental,
$10.6, 6%
OPERATING BUDGET: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Personnel $105,037,914 $116,083,719 $11,045,805 10.5%
M&O 31,447,562 38,396,325 6,948,763 22.1%
Interdept 18,626,561 22,279,445 3,652,884 19.6%
Transfers 7,009,000 7,148,000 139,000 2.0%
Council Contingency 1,500,000 500,000 (1,000,000)-66.7%
TOTAL $163,621,037 $184,407,489 $20,609,227 12.7%
Full-Time Personnel 606.18 629.75 23.57 3.9%
OPERATING BUDGET: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Public Safety $71,766,577 $82,781,429 $11,014,852 15.4%
•Reduce Homelessness
•3 FTE Police Officers
•Standards of Cover
•9 FTE Paramedic Firefighters
•3 FTE full time EMT personnel
•3 FTE part time EMT personnel
•2 new ambulances and outfitting
•Other new programs
•Staff Lifeguard Tower 4
•New Lagoon Safety Program
•Other additions
•PPE
•Portable radio replacement
•Ambulance fee study
•Narcotics lockers
•Enhanced medical testing for fire staff
•Converted Fire Prevention Specialist II to FT
•Police Regional Computer Forensics Lab feeFTE (full time equivalent)
OPERATING BUDGET: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Community Services $42,648,122 $49,495,648 $6,847,526 16.1%
•Reduce Homelessness
•New Housing & Homeless Services Department
•Homelessness workplan
•4.0 FTE –Director, Housing Services Manager, Management Analyst, Program Manager
•Citizen’s Committee
•Growth Management Plan
•Other additions
•Vehicle Miles Traveled consultant services
•Village, Barrio and Beach Area parking data collection
OPERATING BUDGET: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Public Works $18,762,702 $21,175,903 $2,416,201 12.9%
•Custodial position conversion of 1.5 part time to 3.0 full time FTE
•Increasing custodial contract costs
•Comprehensive Climate Action Plan update
•Sustainable Mobility Plan implementation strategy
•Agua Hedionda Lagoon water quality monitoring services
•Grant expenditures for South Carlsbad Blvd. Climate Adaptation Project
OPERATING BUDGET: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Policy & Leadership $7,926,939 $8,121,602 $194,663 2.5%
Administrative Services $12,131,697 $12,262,907 $131,210 1.1%
Non-departmental $10,385,000 $10,570,000 $185,000 1.8%
•Minor decreases in departmental budgets relative to CPI
•New revenue study
•Reduction in City Council contingency
•Increase in transfers to Lighting & Landscape District No. 1
Projected General Fund
Reserves
100%
50%
0%
June 30,2021
Policy 40%
57%$71.5 M
$101.3 M
Economic Uncertainty Strategy
Projected General Fund
Reserves
100%
50%
0%
June 30,2021
Policy 40%
57%
$101.3 M
$71.5 M
Projected General Fund
Reserves
100%
50%
0%
June 30,2022
Policy 40%
54%
$95.7 M
$71.5 M
$157M $155M $172M $178M $185M $192M
$171M $173M
$179M $185M $188M $194M
$0M
$50M
$100M
$150M
$200M
$250M
fy 2019-20
(actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Ongoing base expenditures Transfers and other One-time expenditures funded with GF Reserves Revenue
Total General Fund Revenues & Expenditures
General Fund,
$178.8, 59%
Special Revenue & Trust,
$15.0, 5%
Enterprise,
$79.1, 26%
Internal Service,
$30.7, 10%
Operating Revenues: $303.6 million
Operating Expenditures: $316.8 million
General Fund,
$184.4, 58%
Special Revenue &
Trust, $16.4, 5%
Enterprise,
$86.4, 27%
Internal Service,
$29.6, 10%
Overview of All Funds
($ in Millions)
Est. Beginning
Balance
Budgeted FY 2021-22 Est. Ending
BalanceFundRevenuesExpendituresNet
General Fund $101.3 $178.8 $(184.4)$(5.6) $95.7
Special Revenue & Trust 39.5 15.0 (16.4)(1.7)38.0
Enterprise 55.0 79.1 (86.4)(7.1)47.7
Internal Service 36.6 30.7 (29.6)1.1 37.7
Total All Operating Funds $232.4 $303.6 $(316.8)$(13.3)$219.1
Budget Changes from Preliminary to Final
•Adjusted several department budgets to accommodate new Housing & Homeless Services Department
–Shift of approximately $200,000 budget from Special
Revenue Funds to General Fund
–No change to total expenditures
•Adjusted Veteran’s Memorial park CIP project
•Minor text revisions throughout
•Adjusted prior fiscal year personnel count to agree to
the prior year adopted budget
Carlsbad’s Pension Strategy
Pay down deficitReduce benefitsService delivery models
Carlsbad’s Pension Strategy
Pay down deficitReduce benefitsService delivery models
Carlsbad’s Pension Strategy
Reduce benefitsService delivery modelsPay down deficit
Carlsbad’s Pension Strategy
Reduce benefitsService delivery modelsPay down deficit
Fiscal Year
20-21 Approved $10 million to reduce unfunded liability
19-20 Approved fiscal policy updates
18-19 Approved $20 million to reduce unfunded liability
17-18 Approved $11 million to reduce unfunded liability
16-17 Approved $9 million to reduce unfunded liability
11-12 Established 2nd Benefit Tier at 2% @ 60
Carlsbad’s Pension Actions
Personnel history
699.00 684.25 674.50 669.75 669.75 678.00 683.00 693.00 704.75
747.75 747.75 772.25
-
100
200
300
400
500
600
700
800
900
Carlsbad’s Pension Strategy
Original benefits
Lower benefits 2011
Carlsbad’s Pension Strategy
Original benefits
Lower benefits 2016
Carlsbad’s Pension Strategy
Original benefits
Lower benefits 2021
45
Employee Cost Employer Cost Paid by City
Paid by Employee
Total Paid by CityPension FundingPension Cost Unfunded Liability
CalPERS
Actuary Report
Carlsbad’s Pension Funded Ratio
$549,358,481 569,627,315 594,336,136
657,892,692 682,665,442 716,102,799
$425,789,857 429,777,466 426,460,486
476,547,160 519,644,297
565,962,728
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
$-
$100,000,000
$200,000,000
$300,000,000
$400,000,000
$500,000,000
$600,000,000
$700,000,000
$800,000,000
2013–14 2014–15 2015–16 2016–17 2017–18 2018–19
Pension Liability Pension Assets Funded Ratio = Assets / Liability
Diversity, Equity & Inclusion
Scott Chadwick, City Manager
Diversity, Equity & Inclusion
Growing the Program
New Sr. Program Manager position
•Devoted resource
•Create comprehensive work plan
•Execute and sustain
•Monitor & measure progress
•Enhance
•Coordinate all program efforts including community outreach
FY2021-22 fiscal impact:$162,000
Questions?
Strategic Digital Transformation
Investment Program
Laura Rocha, Deputy City Manager,
Administrative Services
Overview
General program objectives
Program components
Program costs
Project review
Funding sources
Adopt an approach to technology investment like
investment in physical infrastructure
Strategic plan for technology and digital
transformation
Create a rolling five-year program
Comprehensive and transparent
Ability to update based upon Council approvals,
goals,and priorities
Ability to respond to ever changing technology with
continuous improvement and evaluation
Objectives
New section in the city’s annual budget
•Strategy
•Project descriptions
•Roadmaps –1 year and 5 year
•Costs
•Funding sources
Components
Total Costs
Total 33 Projects
•15 active with prior
funding
•9 new
•4 completed
•2 cancelled
•3 future
3%6%
6%
36%
49%
Build Capacity for Data-driven
Decision Making
Enhance Accessibility and
Transparency
Foster a Vibrant Civic Engagement
Culture
Promote Security and Sustainability
through Connectivity
Pursue Communitywide Digital
Transformation
FY 2021-22 to FY 2025-26
$26.94 million
SDTIP FY 2021-22 Funding Request
48%
58%
-6%
New projects
Requesting funding
Cancelled
$4.87 million funding requests
•Nine new projects
$2.35 million request
•Seven prior projects
$2.81 million in additional
funding requests
•Two cancelled projects
returning $290k
Prior Projects –Additional Funding Requested
Title Prior Years FY 2021-22 FY 2023-26 Total
Digital Information Network $ 4,725,584 $ 100,000 $ -$ 4,825,584
Consolidation & Replacement of Core Systems
Study/RFP 400,000 -4,000,000 4,400,000
Enterprise Asset Management RFP 100,000 1,000,000 500,000 1,600,000
Records Management System Expansion 533,128 110,420 -643,548
Project Portfolio Management Software RFP 200,000 300,000 -500,000
Audio Visual Upgrades 525,000 100,000 400,000 1,025,000
Security Measures 250,000 100,000 400,000 750,000
Annual Hardware/Infrastructure Replacement Annual 1,102,635 4,545,000 5,647,635
Total -Additional Funding Requested $ 6,733,712 $ 2,813,055 $ 9,845,000 $ 19,391,767
New Projects
Project FY 2021-22 FY 2023-26 Total
Computer Aided Dispatch $ 1,000,000 $ -$ 1,000,000
Online Permitting/Electronic Reviews 645,000 -645,000
Data Governance and Operational Analytics 295,000 -295,000
Civic Engagement With Open Data 180,000 -180,000
Virtual Permitting Counter 61,000 23,000 84,000
Enterprise Digital Asset Management Assessment 50,000 -50,000
Exploration HUB A/V 41,852 -41,852
Next Generation Online Catalog 40,000 -40,000
Discovery Management Assessment 30,000 -30,000
Meter Data Management -500,000 500,000
Timekeeping System Upgrade -120,000 120,000
Intranet Upgrade -60,000 60,000
Total -New Projects $ 2,342,852 $ 703,000 $ 3,045,852
Cancelled Projects
•OKTA/ServiceNow Identity Automation
–Returning funded amount of $200,000
•Teleconferencing services for public meetings
–Return $90,000 balance of unused funds
Funding Sources
Innovation Fund
68%
$18.44 million
Information
Technology
Replacement Fund
29%
$7.85 million
Local Cable
Infrastructure
1%
$150,000
Pending 2%
$500,000
Estimated Total Project
Cost by Funding Source
FY 2021-22 to FY 2025-26
$26.94 million
Total Funds Needed -Innovation Fund
Prior Years FY 2021-22 FY 2023-26 Total
Prior-No Funding Requested $ 2,005,916 $ -$ -$ 2,005,916
Prior Active-Additional Funding Requested 6,733,712 1,710,420 5,300,000 13,744,132
New Projects-Funding Requested -2,342,852 203,000 2,545,852
Cancelled Projects -Funding Returned 440,000 (290,000)-150,000
Total $ 9,179,628 $ 3,763,272 $ 5,503,000 $ 18,445,900
Innovation Fund Balance
Requested Estimated Estimated Estimated Estimated
Year 1 Year 2 Year 3 Year 4 Year 5
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Beginning Available Balance $ 6,615,318 $ 2,852,046 $ (50,954)$ (2,250,954)$ (2,450,954)
Transfers In -----
Project Appropriations 3,763,272 2,903,000 2,200,000 200,000 200,000
Ending Available Balance $ 2,852,046 $ (50,954)$ (2,250,954)$ (2,450,954)$ (2,650,954)
Questions?
Capital Improvement Program
Ryan Green, Finance Director
Capital Improvement Program
•Long-range planning for high-quality facilities and infrastructure
•Funding for the future set aside today
•Inclusive, transparent process including
public input
•Consistent with General Plan, Growth Management Plan and Climate Action
Plan
Strategy for Moving Forward
•Focus on realistic outcomes
•Re-evaluate project needs against current conditions
•e.g., Fire Station No. 4
•Anticipate revenue decreases in some capital funds
and recommend funding adjustments
•Continue projects that are already underway
•Match funding recommendation to project timing
(“Just in time” approach)
Considerations for Evaluating Projects
•Current project status
•Scheduling and sequencing
requirements
•“Date certain” requirement due
to regulatory or legal constraint
•Project constraints
•Staff capacity / project
management capacity
•Prioritization
•Community interest
•Project cost / availability of
funding
•Confirm available balances are
adequate to match project
timing
•Competing projects
•Impact / business case
•Alternatives
•Direction from leadership
FY 2021-22 Funding Request
•Reduced projected expenditures by 35%
•Last year’s FY 2021-22 expenditure projection was $87 million
•Revised to $56.2 million in requested appropriations
•$56.2 million requested
•113 projects with funding requests
•21 new projects with $4.5 million in requested funding
Capital Projects
34%
Maintenance &
Operations
40%
Planning
1%
Project
Accounting
25%
By Project Classification
Proposed New Projects:
Fire Department Standards of Cover
Project FY 22 Funding
Request Funding Source
Fire Station No. 6 Office to Bedroom Conversion $35,000 GCC
Temporary Fire Station No. 7 $900,000 GCC
Fire Department Administration Offices $150,000 GCC
Proposed New Projects:
Transportation/Mobility Improvements
Project FY 22 Funding
Request Funding Source
Cannon Rd / Paseo del Norte SMP & GMP Improvements $60,000 Gas Tax
Carlsbad Blvd. Pedestrian Improvements $700,000 Gas Tax / HSIP Grant
Carlsbad Blvd. Lane Reduction and Striping $300,000 Gas Tax
Faraday Avenue Improvements $100,000 GCC
Jefferson Street SMP Improvements $75,000 Gas Tax
La Costa Avenue SMP Improvements $110,000 Gas Tax
PAR/Avenida Encinas GMP Improvements $230,000 Gas Tax
Proposed New Projects: Safety and Security
Project FY 22 Funding
Request Funding Source
Cannon Road Lift Station Improvements $150,000 Sewer Repl
El Fuerte Lift Station Pump Addition $180,000 Sewer Conn
Carlsbad Water Recycling Facility Roof Replacement $225,000 Recycled Water Repl
Las Palmas Roof Replacement $500,000 IRF
Cole Library Security Fencing $40,000 IRF
Senior Center Security Fencing $20,000 IRF
Proposed New Projects: Climate Action Plan
Project FY 22 Funding
Request Funding Source
State Street Parking Lot EV Charging Station $300,000 PFF
Proposed New Projects: Cultural Arts
Project FY 22 Funding
Request Funding Source
Chestnut Underpass Public Art $100,000 GCC
Schulman Auditorium & Cannon Art Gallery
Refurbishment $200,000 IRF
Cancelled Projects
•Fire Station No. 4 Expansion
–Returns just under $5.1 million in previously
appropriated project funding to the General
Fund
CIP Public Dashboard
http://www.carlsbadca.gov/services/depts/pw/default.asp
Recommended Action
•Direct staff to make changes, as desired
•Hold a public hearing
•Adopt the proposed fiscal year 2021-22 budget through
their associated resolutions
Questions?
2021-22 Master Fee Schedule UpdateFISCAL YEAR
Master Fee Schedule Update
•Fees outside of the cost of service study were
increased by their respective index, as
applicable
•Examples include ambulance fees, trash
service fees, fines, utility meter fees, and
other fees
•Cost of Service Study: encompasses many of the
general city and development related fees
Cost of Service Study
•A comprehensive Cost of Service Study to update the
city’s Master Fee Schedule was presented to the City
Council on Dec. 10, 2019
–The study was conducted to update how much it costs
the city to provide certain services to the community
for which fees are assessed
•Staff presented to City Council on May 18, 2021 options
for updating the Master Fee Schedule which is a major
component of what is being presented today for adoption
Approved Methodology
•Set interim cost recovery targets at the low end of the
industry trend range
•Reduce fees that are currently set higher than full cost
recovery to the cost recovery target rate
•Take an incremental approach to cost increases
–Cap current year increases at 10%
•Establish a policy to guide future fee adjustments based
on the public versus private benefit cost recovery strategy
95City of Carlsbad Presentation to City Council
Industry Trends in Cost Recovery
90% -100%
Building
60% -80%
Planning
90% -100%
Engineering
70% -100%
Fire
75% -100%
Admin/ Misc.*
75% -100%
Police*
CB: 29%CB: 31%CB: 79%
CB: 30%CB: 61%CB: 10%
Department/
division
Industry trend in
cost recovery
Current cost
recovery %
Recommended
cost recovery %
Recommended
maximum annual
increase
Effective
new cost
recovery %1
Library n/a 9%25%10%10%
City Clerk2 75% to 100%14%75%10%46%
Planning 60% to 80%29%60%10%32%
Engineering 90% to 100%31%90%10%30%
Building3 90% to 100%79%90%10%77%
Police 75% to 100%61%75%10%63%
Fire4 70% to 100%30%70%10%70%
Utilities 75% to 100%44%75%10%48%
Total n/a 43%79%10%48%
1 Fees that would have been greater than allowable cost recovery rates have been reduced to the recommended level.
2 Includes a new fee, appeals to city council, being recommended at 75% of full cost recovery.
3 The reflected annual increase is an aggregate average and some fees may be recommended at an amount greater or less than the average.
4 Includes the newly proposed fire prevention fees at 70% of full cost recovery.
Cost Recovery Methodology
Fee Update Examples
•Residential Remodel for
Kitchen or Bathroom
•Current fee estimate: $945
•Estimated full cost recovery:
$389
•Proposed fee at 90%
recovery: $350
•Conditional Use Permit -
Minor
•Current fee estimate: $823
•Estimated full cost recovery:
$7,110
•Proposed fee capped at 10%
increase: $905
Department/
division
Estimated
annual
current fee
revenue
Estimated
annual full
cost recovery
revenue
Estimated
Subsidy
Proposed fees
estimated
revenue
Difference
from Prior
Year
% Difference
from Prior
Year
Library $42,465 $453,145 ($410,680)$46,719 $4,254 10%
City Clerk1 $595 $4,295 ($3,700)$1,997 $1,402 236%
Planning $882,745 $3,041,567 ($2,158,822)$968,861 $86,116 10%
Engineering $1,158,639 $3,697,898 ($2,539,259)$1,126857 ($31,782)-3%
Building $2,673,482 $3,396,796 ($723,314)$2,632,362 ($41,120)-2%
Police $117,829 $192,361 ($74,532)$121,121 $3,292 3%
Fire2 $406,291 $1,371,661 ($965,370)$959,696 $553,405 136%
Utilities $5,729 $13,073 ($7,344)6,302 $573 10%
Total $5,287,776 $12,170,796 ($6,883,020)$5,863,915 $576,140 11%
1 Implementation of new Appeals to City Council at the low end of the industry trend in cost recovery range.
2 Implementation of new Fire Inspection Fees at the low end of the industry trend in cost recovery range.
Estimated Fiscal Impact
Recommended Action
•Direct staff to make changes to the Affordable Housing
Credit, as described in the Additional Materials Memo
•Hold a public hearing
•Adopt the proposed 2021-22 Master Fee Schedule
Questions?
Public Hearing
105City of Carlsbad Presentation to City Council
Fees Surveyed -Planning
Fee Name
Carlsbad
Current
Fee/Deposit
Carlsbad
Proposed
Fee
Chula Vista Escondido Oceanside San Diego Vista Del Mar Encinitas Huntington
Beach
Newport
Beach
San
Clemente
San
Marcos
Solana
Beach
Average of
Agencies
Surveyed
CUP - Minor 823$ 905$ 3,000$ 1,870$ 3,000$ 8,000$ 2,800$ 7,223$ 2,110$ 2,281$ 2,719$ 536$ 2,433$ 8,660$ 3,719$
CUP - Regular - Planning Commission 4,913 5,405 10,000 4,610 5,000 8,000 7,430 8,513 6,000 11,937 4,830 10,000 3,476 8,660 7,371
Landscape Plan Check / Inspection n/a 295 330 225 n/a n/a 1,357 300 400 644 n/a 430 450 1,500 626
Planned Development 9,161 10,077 20,000 5,540 10,000 10,000 7,195 10,000 n/a 33,000 10,000 10,000 2,500 10,215 11,677
Specific Plan 38,247 31,180 20,000 Actual Cost 10,000 12,000 9,986 25,000 30,000 33,000 10,000 10,000 2,860 10,000 15,713
Specific Plan - Minor Amendment 1,591 1,750 20,000 Actual Cost 10,000 12,000 4,992 5,000 n/a 3,277 7,500 10,000 n/a 10,000 9,197
Sign Permit - Administrative 67 73 200 78 1,250 n/a 597 340 420 1,563 n/a 206 541 330 553
Tentative Parcel Map (0-4 units/lots)4,169 4,586 10,000 2,430 3,000 10,000 4,368 8,255 4,555 7,478 1,887 3,612 4,895 10,725 5,934
Tentative Tract Map (5-49 units/lots)9,028 9,930 Actual Cost 4,144 8,000 10,000 15,972 9,800 13,000 12,088 4,716 10,000 5,576 14,000 9,754
Variance - Minor 823 905 2,200 1,520 4,000 8,960 3,119 5,370 1,580 4,561 4,009 10,000 200 6,555 4,340
106City of Carlsbad Presentation to City Council
Fees Surveyed -Planning
107City of Carlsbad Presentation to City Council
Fees Surveyed -Planning
108City of Carlsbad Presentation to City Council
Fees Surveyed -Planning
109City of Carlsbad Presentation to City Council
Fees Surveyed -Planning
110City of Carlsbad Presentation to City Council
Fees Surveyed -Planning
111City of Carlsbad Presentation to City Council
Fees Surveyed -Planning
112City of Carlsbad Presentation to City Council
Fees Surveyed -Planning
113City of Carlsbad Presentation to City Council
Fees Surveyed -Engineering
Fee Name
Carlsbad
Current
Fee/Deposit
Carlsbad
Proposed
Fee
Chula Vista Escondido Oceanside San Diego Vista Del Mar Encinitas Huntington
Beach
Newport
Beach
San
Clemente
San
Marcos
Solana
Beach
Average of
Agencies
Surveyed
Grading Plan Check - 10,000 CY 4,371$ 4,808$ 12,000$ 2,500$ 3,981$ 5,020$ 2,888$ 3,900$ 17,470$ 12,025$ 4,311$ 1,692$ 1,650$ 2,900$ 5,861$
Grading Permit - 10,000 CY 2,179 2,397 6,000 2,500 2,183 n/a 3,692 n/a 500 n/a 4,956 1,319 595 1,450 2,577
Improvement Plan Check - $50,000 4,090 4,499 4,500 2,500 2,676 n/a 6,657 3,683 8,920 4,000 n/a Actual Cost 2,750 2,900 4,287
Improvement Inspection - $50,000 3,693 4,062 4,000 2,500 2,500 4,800 7,032 2,700 2,500 n/a n/a 1,625 1,250 1,450 3,036
Final Tract Map (5-49 units/lots) 8,193 9,012 7,500 3,450 8,000 11,200 5,128 7,200 12,672 5,200 8,680 Actual Cost 1,000 4,855 6,808
Final Parcel Map (0-4 units/lots)3,678 4,045 2,500 1,200 5,000 3,636 3,022 3,500 9,600 3,775 2,742 Actual Cost 910 3,935 3,620
Minor Encroachment (SFR/driveway)381 419 1,175 375 572 587 1,438 695 330 238 266 304 200 530 559
Major Encroachment (utility)811 892 590 Actual Cost 811 n/a 1,438 1,000 890 275 303 518 471 755 705
SWPPP - Plan Check & Inspection - Tier 2 1,316 1,365 n/a 1,500 4,436 4,344 2,891 230 830 n/a n/a n/a n/a n/a 2,372
114City of Carlsbad Presentation to City Council
Fees Surveyed -Engineering
115City of Carlsbad Presentation to City Council
Fees Surveyed -Engineering
116City of Carlsbad Presentation to City Council
Fees Surveyed -Engineering
117City of Carlsbad Presentation to City Council
Fees Surveyed -Engineering
118City of Carlsbad Presentation to City Council
Fees Surveyed -Engineering
119City of Carlsbad Presentation to City Council
Building Comparison Approach
Used common building types to compare Plan Check / Inspection fees of comparison agencies
Reasonable attempt to compare readily available
information
Caveats:
–Differing fee basis
•Sq. Footage Basis: Cities of Carlsbad, Chula Vista, Oceanside
and San Diego
•Project Valuation Basis: Cities of Escondido and Vista
–Reasonable assumptions made when fee structures are
dissimilar
120City of Carlsbad Presentation to City Council
Fees Surveyed -Building
*Plan Check –Proposed Fees are calculated as 70% of building permit fee for current vs. proposed fee comparison purposes.
New Single Family Residential (R-3) - 2,700 s.f. + (U) 840 s.f. / $439,000
Building 1,316$ 4,753$ 8,302$ 3,012$ 6,120$ 8,498$ 8,312$ 9,227$ n/a 4,690$ 6,061$ 5,119$ 1,425$ 6,153$ 6,084$
Plan Check*542$ 1,957$ $ 3,731 $ 1,187 $ 2,135 $ 4,522 $ 3,052 $ 4,262 n/a $ 1,777 $ 2,820 $ 2,017 $ 681 $ 2,827
Permit/Inspection 774$ 2,796$ $ 4,572 $ 1,826 $ 3,985 $ 3,976 $ 5,260 $ 4,966 n/a $ 2,913 $ 3,241 $ 3,102 $ 744 $ 3,326
Renovation Single Family Residential - 250 s.f. / $11,628Building 945$ 1,975$ 1,723$ 217$ 809$ 1,716$ 336$ 516$ n/a 393$ 1,604$ 362$ 200$ 434$ 755$
Plan Check* & Inspection 945$ 1,975$ $ 1,723 $ 217 $ 809 $ 1,716 $ 336 $ 516 n/a $ 393 $ 1,604 $ 362 $ 200 $ 434
New Apartment (R-2) - 12-unit 950 s.f. per unit /
$1,450,346Building 7,531$ 23,337$ 41,969$ 7,326$ 14,525$ 17,718$ 22,386$ 24,455$ n/a 12,449$ 11,122$ 12,457$ 3,240$ 16,479$ 16,739$
Plan Check*3,101$ 9,609$ $ 14,888 $ 2,886 $ 6,218 $ 13,351 $ 8,116 $ 11,263 n/a $ 4,717 $ 5,175 $ 4,907 $ 1,080 $ 7,572
Permit/Inspection 4,430$ 13,728$ $ 27,082 $ 4,440 $ 8,307 $ 4,367 $ 14,270 $ 13,192 n/a $ 7,732 $ 5,948 $ 7,550 $ 2,160 $ 8,908
New Multi-Tenant Industrial (F-1) - 50,000 s.f. / $4,653,875
Building 22,780$ 10,126$ 20,325$ 17,898$ 20,487$ 24,207$ 45,474$ 61,890$ n/a 32,461$ 32,631$ 30,429$ 18,810$ 48,838$ 32,132$
Plan Check*9,380$ 4,169$ $ 7,643 $ 7,051 $ 7,699 $ 18,963 $ 8,427 $ 28,068 n/a $ 12,299 $ 15,181 $ 11,987 $ 1,310 $ 22,439
Permit/Inspection 13,400$ 5,956$ $ 12,682 $ 10,847 $ 12,788 $ 5,245 $ 37,047 $ 33,822 n/a $ 20,162 $ 17,450 $ 18,442 $ 17,500 $ 26,399
New Research and Development (B) - 40,000 s.f. + 10,000 s.f. Office / $4,653,875
Building 22,780$ 24,380$ 36,228$ 17,898$ 26,360$ 35,264$ 45,474$ 61,890$ n/a 32,461$ 32,631$ 30,429$ 17,310$ 48,838$ 34,980$
Plan Check*9,380$ 10,039$ $ 14,805 $ 7,051 $ 10,837 $ 25,624 $ 8,427 $ 28,068 n/a $ 12,299 $ 15,181 $ 11,987 $ 1,310 $ 22,439
Permit/Inspection 13,400$ 14,341$ $ 21,423 $ 10,847 $ 15,523 $ 9,641 $ 37,047 $ 33,822 n/a $ 20,162 $ 17,450 $ 18,442 $ 16,000 $ 26,399
New Mixed-Use - 4 stories, 1,000 s.f. retail (B) / $84,440,
5,000 s.f. parking and (12) 2,800 s.f. condo (R-3) /
$1,768,449Building 25,512$ 34,845$ 47,162$ 8,655$ 26,768$ 66,325$ 23,570$ 32,812$ n/a 14,964$ 16,917$ 14,715$ 4,755$ 20,545$ 25,199$
Plan Check*10,505$ 14,348$ $ 17,312 $ 3,409 $ 10,879 $ 24,843 $ 6,438 $ 15,097 n/a $ 5,669 $ 7,871 $ 5,797 $ 2,450 $ 9,440
Permit/Inspection 15,007$ 20,497$ $ 29,850 $ 5,245 $ 15,889 $ 41,482 $ 17,132 $ 17,715 n/a $ 9,294 $ 9,047 $ 8,918 $ 2,305 $ 11,106
Chula Vista Escondido Oceanside San Diego Vista
Average of
Agencies
Surveyed
San Marcos Solana Beach Fee Name
Carlsbad
Current
Fee/Deposit
Carlsbad
Proposed
Fee
Newport
Beach
San
Clemente Del Mar Encinitas Huntington
Beach
121City of Carlsbad Presentation to City Council
Fees Surveyed -Building
122City of Carlsbad Presentation to City Council
Fees Surveyed -Building
123City of Carlsbad Presentation to City Council
Fees Surveyed -Building
124City of Carlsbad Presentation to City Council
Fees Surveyed -Building
125City of Carlsbad Presentation to City Council
Fees Surveyed -Building
126City of Carlsbad Presentation to City Council
Fees Surveyed -Building
127City of Carlsbad Presentation to City Council
Fees Surveyed -Public Safety
Department Fee Name
Carlsbad
Current
Fee/Deposit
Carlsbad
Proposed
Fee
Chula Vista Escondido Oceanside San Diego Vista
Alarm Registration n/a 24$ 29$ 25$ -$ 100$ 51$
Burglary Alarm Response - 2nd Occurrence 30 33 n/a 25 50 200 -
Burglary Alarm Response - each additional 60 62 n/a 50 75 300 100
False Robbery - Panic Alarm - 2nd Occurrence 100 62 200 50 50 200 -
False Robbery - Panic Alarm - each additional 100 62 500 100 75 300 100
Fingerprinting Fee 20 22 12 20 20 65 n/a
Fix-it-Ticket - Parking/registration w/proof of correction 10 33 10 10 n/a n/a 20
Photograph Copy - Subpoena or Records 16 18 1 24 15 6 40
Report Copy Fee 10 11 23 15 6 6 n/a
Storage/Impounded Vehicle Admin Charge 125 135 175 45 133 63 n/a
Police
128City of Carlsbad Presentation to City Council
Fees Surveyed -Public Safety
Department Fee Name
Carlsbad
Current
Fee/Deposit
Carlsbad
Proposed
Fee
Chula Vista Escondido Oceanside San Diego Vista
New Fire Sprinkler System (NFPA 13D SFR)125$ 137$ 200$ 150$ 1,788$ 845$ 379$
TI Fire Sprinkler System (NFPA 13 or 13R 7-100 heads)553 607 645 150 1,083 1,014 758
Hood & Duct Extinguishing System 417 458 565 150 1,226 478 568
New Alarm System 1,265 1,392 765 175 1,604 765 758
Building Arch Review - A-2 & A-3 Occupancies TI 628 691 n/a 275 639 360 19% of PC
Aboveground Storage Tanks (First Tank)722 794 800 100 1,006 1,211 n/a
Tent Permit 204 224 160 100 119 334 138
Public or Private School Annual Inspection - 622 320 200 606 376 536
Apartment Building Annual Inspection - 237 280 211 179 501 140
Hotel/Motel State Mandated Inspection - 847 360 211 179 501 375
Fire
129City of Carlsbad Presentation to City Council
Fees Surveyed –Library & Clerk
Department Fee Name
Carlsbad
Current
Fee/Deposit
Carlsbad
Proposed
Fee
Chula Vista Escondido Oceanside San Diego Vista
Library Card Replacement 2$ 2$ 2$ 2$ n/a 1$ 1$
Library Hold Request Non-Pickup Fee 1$ 1$ n/a n/a n/a n/a n/a
Library Interlibrary Loan 5$ 6$ 5 2 2 5 -
Library Lost/Damaged Item - Processing Fee 5$ 6$ 13 List Price Actual Cost 5 5
Refund Check Processing - Customer Initiated 20$ 6$ n/a n/a n/a n/a n/a
Appeals to City Council n/a 107$ 250$ 40$ n/a n/a n/a
Deposition Subpoena 275$ 303$ n/a n/a Actual Cost n/a n/a
Records Subpoena 15$ 17$ n/a n/a 15 n/a n/a
City Clerk - CD Copy 3$ Actual Cost 5 5 1 7 10
DVD Copy, including Council Meeting on DVD 9$ Actual Cost 5 5 10 n/a 10
City Clerk - USB Drive Copy 3$ Actual Cost Actual Cost n/a 10 n/a n/a
Library
Clerk
130City of Carlsbad Presentation to City Council
Fees Surveyed –Utilities & General
City Fees
Department Fee Name
Carlsbad
Current
Fee/Deposit
Carlsbad
Proposed
Fee
Chula Vista Escondido Oceanside San Diego Vista
Discontinuation of Service (Shut-off) - Non-Payment 40$ 44$ n/a 35$ n/a n/a n/a
Service Reconnection - Same Day/After Hours 178 196 n/a 125 218 n/a n/a
Service Reconnection - Next Day/Business Hours 65 72 n/a 42 46 n/a n/a
New Account Set Up 40 37 n/a n/a 47 n/a n/a
New Account Service Connection 150 126 n/a 42 n/a n/a n/a
Portable Water Meter - Installation 192 211 n/a 96 72 n/a n/a
Portable Water Meter - Relocation 85 94 n/a 96 72 n/a n/a
Backflow Testing - 2nd Notice 11 11 n/a n/a n/a n/a n/a
Recycled Water Meter - Installation 192 211 n/a n/a n/a n/a n/a
Recycled Water Meter - Relocation 85 94 n/a n/a n/a n/a n/a
Business License - Master List of Active Licenses 37$ 31$ 50$ 100$ n/a n/a n/a
Business License - Monthly list of new licenses 6 6 n/a n/a n/a n/a n/a
Cable Channel Admin Fee 110 Actual Cost n/a n/a n/a n/a n/a
Community Facilities District Annexation 1,851 1,504 Actual Cost 1,950 n/a n/a n/a
Utilities
General City
Fees