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Home My WebLink About2022-06-14; City Council; ; Adoption of the Fiscal Year 2022-23 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2022-23 ApproprCA Review CKM Meeting Date: June 14, 2022 To: Mayor/President/Chairperson and City Council/Board/Commissioners From: Scott Chadwick, City Manager/Executive Manager/Executive Director Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services laura.rocha@carlsbadca.gov, 442-339-2415 Zach Korach, Finance Director zach.korach@carlsbadca.gov, 442-339-2127 Subject: Adoption of the Fiscal Year 2022-23 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2022-23 Appropriation Limit and Revision of Fees and Charges for Services District: All 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 2022-23 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program budgets: •Hold a public hearing on: o The FY 2022-23 Operating Budgets, FY 2022-23 to FY 2027-28 Strategic Digital Transformation Investment Programs and FY 2022-23 to FY 2036-37 Capital Improvement Programs for the City of Carlsbad and the Carlsbad Municipal Water District o The FY 2022-23 Operating Budget and FY 2022-23 to FY 2036-37 Capital Improvement Program for the Public Financing Authority o The FY 2022-23 Operating Budget for the Carlsbad Housing Authority o The FY 2022-23 Operating Budget for the Successor Agency to the Carlsbad Redevelopment Agency and the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund o Establishing new and modifying existing fees in the Master Fee Schedule for the City of Carlsbad, the Carlsbad Municipal Water District, and the Carlsbad Housing Authority June 14, 2022 Item #7 Page 1 of 454 ~ • .il OINT MEETING1 ;,J 1/rt• Git)' r_;,;m,t,il. r ;,,r4h!w M1mldtl(ll l\~11,.,,. OOcr/.t't, P1,hllc: F/11(11,ri.tig 1\ il/1(,ril •, • m1m11rwy D •loprti,,,11 C1mm1 i{m ,ul(1 C:i!y C:Qfmtll, ._ Su.c1:t!'i$0!' , nry t,> tltt• fletlf'Wl,Q/m,~i, '11()' • Adopt resolutions 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 2022-23 for the City of Carlsbad and establishing controls on changes in appropriations for budget funds o The Board of Directors of the Carlsbad Municipal Water District adopting the water district’s final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2022-23 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 2022-23 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 2022-23 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 2022-23 and establishing controls on changes in appropriations for budget funds o The City Council of the City of Carlsbad establishing the FY 2022-23 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 Board of Directors of the Carlsbad Municipal Water District adopting changes to the Master Fee Schedule o The Community Development Commission 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 2022-23 Operating and Capital Budgets of the Encina Wastewater Authority o The City Council of the City of Carlsbad determining that the FY 2022-23 Capital Improvement Program Budget is consistent with the City’s General Plan and Climate Action Plan Executive Summary The City of Carlsbad’s budget for fiscal year 2022-23 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. 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 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. June 14, 2022 Item #7 Page 2 of 454 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. Discussion This budget maintains all core services at their current high levels and makes sizable investments in community priorities while identifying significant areas of savings. For example, at a time when the inflation is more than 8%, city departments have reduced their General Fund maintenance and operations costs by an average of nearly 2%. Other highlights include: • This budget resumes the practice of setting aside money in advance for upcoming infrastructure maintenance and other known needs, which was halted because of the COVID-19 pandemic. Counting these transfers, the proposed General Fund operating budget is 7% higher than this year’s budget. Without counting the transfers, it is 4% higher than this year’s budget. • The city’s General Fund reserve, which helps protect against emergencies and economic downturns, remains above the City Council target of 40% of the annual operating budget. • A total of 22 new full-time positions and two temporary full-time positions are being requested. Of these, 71% are new police, fire and lifeguard positions. The equivalent of 5.9 full-time positions are being eliminated. On the economic front, the city’s transition from a growing city to one focused on maintaining an excellent quality of life brings new fiscal challenges: • The city’s recovery from the COVID-19 related economic downturn has been strong, however many signs point to ongoing uncertainty and a potential recession. • Based on current projections, the city expects expenses to exceed revenues starting July 1, 2025, unless steps are taken to reduce future spending, increase revenue, or both. • A citizens committee is currently working with city staff to develop a new approach to managing growth that will include recommendations for future levels of service and how to fund those services and maintain high quality infrastructure. • Due to all these factors, city staff are taking a cautious approach to the fiscal year 2022- 23 operating budget. The only increases being proposed are those that: o Are required to meet legal and regulatory needs. o Support one of the five goals in the City Council’s strategic plan. o Pass through the increasing costs of energy, fuel and other commodities. o Maintain core city services at their current high levels. Finally, the proposed budget marks the transition to allocating resources based on a City Council five-year strategic plan, rather than goals that are subject to change from year to year. A five-year plan allows city resources to be used more efficiently while improving the alignment between the annual city budget and the Carlsbad community’s vision for the future. June 14, 2022 Item #7 Page 3 of 454 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. In December 2021, the City Council began work on a five-year strategic plan to transform the goal-setting process into a longer-term strategic framework that better aligns policies, day-to- day operations and resources with the community’s most important values, needs and aspirations. Based on community input, the City Council identified five areas of focus for its five-year strategic plan: • Community Character: Maintain Carlsbad’s unique community character • Economic Vitality: Foster a healthy economy • Quality of Life and Safety: Prioritize the safety and well-being of the community • Sustainability & Natural Environment: Protect the environment and natural resources • Organizational Excellence & Fiscal Health: Be a model for effective and efficient local government The proposed budget includes new programs and services that support these areas. It also continues to build on current efforts to ensure the Fire Department is prepared to meet the community’s changing needs, to reduce homelessness and its impacts, to create a new plan to manage growth while protecting Carlsbad’s future quality of life, and to promote greater environmental sustainability, including renaming the Environmental Management Department the Environmental Sustainability Department, in line with the five-year strategic plan. Maintaining good fiscal health remains a significant priority. The proposed operating budget continues a series of budget process reforms and policies begun in 2018 with the goal of increasing transparency in how the city manages its budget and implementing tighter controls over spending. June 14, 2022 Item #7 Page 4 of 454 These have included: • Eliminating an automatic annual increase to department budgets based on inflation. Instead, increases are considered based on actual increased costs and only after departments have exhausted alternatives for covering increased costs of doing business. • Stopping the practice of allowing departments to automatically roll over 10% of unspent money to the following fiscal year. Instead, each department may request to roll over funds for a specific purpose, based on a demonstrated need. These requests must then be approved by the City Manager or City Council, depending on the amount. • Changed practices around the hiring of part-time temporary staff to ensure full transparency onto exactly how many personnel are working for the city at any given time. • Implemented new City Council budget policies, including stricter rules about how the General Fund contingency fund could be used. • A new challenge this year for all departments to reduce their General Fund operations and maintenance budgets, resulting in a nearly 2% decrease during a time when inflation is more than 8%. General Fund reserve The City Council has a policy of maintaining a reserve with the target balance equivalent to 40% of the General Fund operating budget. These are the cash balances made available from the prudent fiscal policy of developing 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. The city is projected to end the upcoming fiscal year with a reserve balance of 63% of the General Fund operating budget. The recommended preliminary General Fund Operating Budget totals $198.4 million, with estimated revenues of $198.8 million. General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest because they contain most of 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 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 fiscal year 2021-22 General Fund budget as well as the proposed fiscal year 2022-23 budget. General Fund summary for fiscal year 2022-23 (In millions) FY 2021-22 Adopted Budget FY 2022-23 Proposed Budget Total revenues $ 178.8 $ 198.8 Expenditure base for personnel, services and programs 176.0 182.8 Revenues over base expenditures 2.8 16.0 City Council contingency, capital outlay and transfers 8.6 15.6 Total expenditures 184.6 198.4 Revenues over total expenditures $ (5.8) $ 0.4 June 14, 2022 Item #7 Page 5 of 454 Personnel The proposed budget for next fiscal year includes 806.75 permanent full- and three-quarter- time employees, an increase of 24.0 compared to the final budget amount for fiscal year 2021- 22. Additionally, there is a proposed net decrease of 4.751 part-time employees, for a net personnel increase of 19.25. These proposed personnel changes directly support one or more of the priorities identified in the City Council’s five-year strategic plan. The operating budget overview provided in Exhibit 1 contains a full breakdown of personnel costs for the General Fund and a comprehensive list of all full-time additions. Enterprise funds Enterprise fund revenues, including those from water, wastewater services and solid waste management and the city’s golf course, are projected at $89.6 million, a $4.7 million or 5.6% increase over projected fiscal year 2021-22 revenues. The budgeted expenditures are estimated at $92.9 million for fiscal year 2022-23, which is an increase of $6.5 million or 7.5% over the fiscal year 2021-22 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. Strategic Digital Transformation Investment Program City staff introduced Connected Carlsbad: An Inclusive City Innovation Roadmap to the City Council in January 2019, 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 was put in place last year to expand Connected Carlsbad by defining a strategy for evaluating and prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines. This new investment program is organized into the five primary Connected Carlsbad goal areas approved by the City Council on Jan. 14, 2020. (Resolution No. 2020-005) 1 Part-time personnel figures are presented as their hourly, full-time equivalent. June 14, 2022 Item #7 Page 6 of 454 8% 4% ■ Public Safety ■IT ■ Data -Lifeguards ■ Park Planner (temp) 17% 54% ■ Senior Engineer (temp) Utilities 4% ■ Housing 4% The digital program includes budget estimates for projects planned over the next five years, so that the City Council and the community can be aware of long-term plans and funding needs. Even though budget estimates are included in the five-year plan, staff may only spend money on the projects included in each year’s adopted city budget. More information about the city’s strategy to invest in digital transformation and how the city evaluates these projects can be found in the digital program document provided as Exhibit 2. Over the course of the current fiscal year, two projects that were approved as part of the fiscal 2021-22 digital program have been completed: the Records Management System Expansion, which allowed for expanded workflow within the core document management system used citywide, and the Unified Communications System, which replaced a more than 20-year-old telephone system. The fiscal 2022-23 digital program outlines 33 continuing and new projects planned over the next five years at an estimated total cost of $27.3 million. The City Council has already appropriated $12 million for these projects through the 2021-22 budget process approved on June 6, 2021. (Resolution No. 2021-132) Staff propose approximately $3.9 million in new budget appropriations to execute the 2022-23 projects. This means an additional $11.4 million will be needed to complete the projects planned through the five-year period. The tables below present estimated total project costs by primary goal area in Connected Carlsbad for both the one-year fiscal year 2022-23 outlook and the five-year outlook through fiscal year 2026-27: Strategic Digital Transformation Investment Program projects for fiscal year 2022-23 appropriations by Connected Carlsbad goal area (In millions) Percent Total Cost Pursue communitywide digital transformation 31% $1.2 Build capacity for data-driven decision making 10% .4 Foster a vibrant civic engagement culture 2% .1 Enhance accessibility and transparency 10% .4 Promote security and sustainability through connectivity 47% 1.8 Total 100% $3.9 Strategic Digital Transformation Investment Program projects for fiscal year 2023-27 appropriations by Connected Carlsbad goal area (In millions) Percent Total Cost Pursue communitywide digital transformation 48% $13.0 Build capacity for data-driven decision making 7% 1.8 Foster a vibrant civic engagement culture 5% 1.4 Enhance accessibility and transparency 5% 1.5 Promote security and sustainability through connectivity 35% 9.6 Total 100% $27.3 June 14, 2022 Item #7 Page 7 of 454 The details of the one-year and five-year appropriation requests can be found in Exhibit 2. Each project identified in the digital program is important to the overall technology health of the city by providing for increased efficiencies, security, transparency and/or informational knowledge. There are three funding sources for the $3.9 million in appropriations that the digital program is requesting for fiscal year 2022-23: • Technology Investment Capital Fund • Information Technology Replacement Fund • Utilities enterprise funds Each funding source identified has the necessary fund balance to accommodate the new appropriations without additional revenues or transfers. The details for the funding sources can be found in Exhibit 2. Capital Improvement Program Carlsbad takes a long-range planning approach to building high quality facilities and infrastructure that support the needs and priorities of the community. Projects in the program 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. City staff prioritize projects in the 15-year Capital Improvement Program using several factors, including risks to health, safety and environment, regulatory or mandated requirements, community values and input, asset condition, annual recurring costs and asset longevity, scheduling and cost efficiencies, project readiness and funding availability. The City Council held special meetings on April 20, April 26 and May 3, 2022, to discuss the prioritization of projects in relation to the new five-year City Council strategic plan. During the April 26, 2022, workshop, the City Council passed three motions directing staff to: • Accelerate the Tyler Street traffic circulation study, the Village and Barrio traffic circles and all the Village and Barrio lighting projects • Work with other regional agencies to prioritize the trenching project studies, remove this project from the list, reestablish costs for studies and work with the San Diego Association of Governments and legislative representatives to seek funding • Prioritize maintenance repairs within the current budget on the Monroe Street Pool through 2026 In response, staff developed the following plan, which was presented to the City Council at the June 7, 2022, meeting: • The Tyler Street traffic circulation study is now estimated to be complete in late 2024 instead of 2023. • Six new projects are being proposed to be added to the program to address all locations identified in the 2019 Village decorative lighting study. • Additionally, portions of the Carlsbad Boulevard pedestrian lighting project could be incorporated into the Village decorative lighting projects to save time and money. • A single project manager has been assigned to the Village and Barrio traffic circles project and all the Village and Barrio lighting projects to increase efficiency and June 14, 2022 Item #7 Page 8 of 454 coordination among these projects, which are now projected to be completed a year earlier than originally estimated. • Railroad double tracking has been removed from the program list and a prior funding balance of $12,675 from the General Capital Construction fund will be reallocated. The city’s Transportation Director will partner with the Intergovernmental Affairs Director to try to advance regional efforts and secure outside funding. • Staff have already addressed several maintenance needs at the Monroe Street Pool and will continue to maintain this facility until it can be replaced. Under Carlsbad Municipal Code Chapter 1.24, replacement of the pool facility will require voter approval because it is a specific type of capital expense that costs more than $1 million. Proposed ballot language will be brought forward for the City Council’s consideration at a future meeting. The deadline for placing the pool project on the November 2022 ballot is in mid-August. Acceleration of the Village and Barrio projects requires staff to reassign or delay other projects. During the June 7, 2022 meeting, City Council passed a motion approving the following staff recommendations designed to free up project management resources: • College Boulevard extension: Current project field work and other activities would be paused until available project management resources become available. Estimated restart would be in 2023 or later. • Terramar area coastal improvements (roadway portion): Project may be delayed by an additional year to 2026. Work on the utilities project in Terramar, which will be completed prior to the roadway improvements, will continue as planned. • Valley and Magnolia complete streets: May be delayed by an additional year to 2027. • Bridge preventive maintenance program: Maintenance projects may be further deferred by a year. The motion also directed staff to return to a future City Council meeting with options to reprioritize the Sustainable Mobility Plan implementation, which was originally recommended to be delayed in order to accommodate acceleration of the Village and Barrio projects. The fiscal year 2022-23 Capital Improvement Program outlines about $43.4 million in new appropriations for continuation of existing projects as well as funding for new projects. The table below details appropriations by project type for 2022-23: Capital Improvement Program projects for fiscal year 2022-23 appropriations by type (In millions) Percent Total Cost Civic projects and facilities maintenance 4% $1.7 Parks 4% 1.8 Drainage 8% 3.3 Sewer 32% 13.9 Water and recycled water 6% 2.8 Transportation 44% 19.0 Other (projects included for accounting purposes) 2% 0.9 Total 100% $43.4 June 14, 2022 Item #7 Page 9 of 454 The 15-year program includes 14 proposed new projects with a total funding request in fiscal 2022-23 of about $2.1 million. Details on proposed new projects are included in Exhibit 3. Estimated budget information is shown for a 15-year period to provide the most comprehensive information about known future projects. A complete list of projects and estimated funding included in the 15-year program is included in Exhibit 3. All future construction costs are estimates that are reviewed and refined each year. The Capital Improvement Program is funded from capital funds such as General Capital Construction and Infrastructure Replacement Fund as well as developer fees, special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, water and wastewater replacement funds, and other sources such as grants, sales taxes and contributions from other agencies. Estimated capital fund revenues for fiscal year 2022-23 are $59.5 million. Projected capital fund balances, revenue and expenditure summaries are provided in Exhibit 3. Changes to the FY 2022-23 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program from preliminary to final versions Staff made the following change to the operating budget since the preliminary budget was presented to the City Council on May 24, 2022, and the Strategic Digital Transformation Investment and Capital Improvement Programs were presented to the City Council on June 7, 2022: • Added required funding and part-time personnel to the Police Department’s budget request to maintain the GUIDE Program2 as an in-house program as directed by the City Council 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 for 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 2022-23 is calculated at $583 million, while the calculation of the city’s spending projections subject to the limit is $171 million, well below the legal limit for the coming fiscal year. General fees, charges for services and development impact fees Each year city staff evaluate and propose changes to fees and charges for services. Staff conduct an annual review to ensure that the fees being charged do not exceed direct and indirect costs of providing the service. A comprehensive cost of service study is prepared every three to five years to update the calculation of the cost and confirm that fees and charges for service do not exceed the updated cost. The last comprehensive cost of service study on most general city fees and all development service fees was approved by the City Council on June 8, 2021. At that time, the City Council provided direction to staff to implement the updated fee structures included in the Final Cost of 2 GUIDE is a prevention and intervention counseling program for elementary and middle school students in the Carlsbad Unified School District. June 14, 2022 Item #7 Page 10 of 454 Service Study and Fee Schedule Update Report and to increase existing fees to the low end of the industry trend in cost recovery range, limited to a maximum annual increase of 10% wherever possible. Based on this direction from City Council and the analysis for fiscal year 2022-23, staff recommend the rates presented in the proposed Master Fee Schedule in the Attachment A to Exhibits 10-12, as further discussed below. General city fees are charged for the use of city services and property. Depending on the fee, they are increased annually by the increase in the annual West Urban Consumer Price Index or the San Diego Consumer Price Index published by the Bureau of Labor and Statistics, which reflect the cost of inflation. The one-year change in the West Urban CPI is 7.7% and the change in the San Diego CPI is 8.2%. Development-related service fees are charged to recover the cost of staff time and materials spent on development-related activities and change annually in accordance with the West Urban CPI. Development impact fees are used to pay for infrastructure projects needed as a result of increased development throughout the city. These fees will be increased by the index stated in the respective resolution or ordinance establishing the fee, typically the Engineering News Record Construction Cost Index. Traffic impact fees are adjusted annually by the change in the Caltrans Construction Cost Index or 2%, whichever amount is greater. Ambulance fees are adjusted annually by the change in the Ambulance Inflation Factor, published by the Center for Medicare and Medicaid Services. Fee categories and changes by fiscal year *Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area CPI. Fee Categories Index Name Index Date Source FY 2020-21 FY 2021-22 FY 2022-23 Most general city and development related service fees West Region Urban CPI January 2022 Bureau of Labor Statistics 2.90% 1.40% 7.70% Habitat mitigation fees*, Safety Training Center facility rental fees San Diego Area CPI January 2022 Bureau of Labor Statistics 2.30% 2.40% 8.20% All development impact fees Los Angeles ENR CCI January 2022 Engineering News Record 1.10% 0.00% 7.60% Traffic impact fees (increase by greater of Caltrans CCI or 2%; Caltrans CCI is -4.9%) Caltrans CCI January 2022 California Department of Transportation 2.00% 2.00% 2.00% Ambulance fees Ambulance Inflation Factor October 2021 Center for Medicare and Medicaid Services 0.90% 0.20% 5.10% June 14, 2022 Item #7 Page 11 of 454 In addition to the annual inflationary increases, the following fees include notable changes for fiscal year 2022-23: • Special events application processing fees - They are charged by the Fire Department for staff time required to review special event descriptions and site plans for adherence to applicable fire codes and regulations. In prior fee schedules, these fees were set at various tiers depending on the size of the event. The Fire Department has conducted a review of the special event application process and determined that the size of the event does not impact the amount of staff time required to process the application. The structure of these fees has been simplified accordingly to include only a single fee, regardless of event size. • Affordable housing in-lieu fees - On March 22, 2022, the City Council approved a change to this fee. It was changed from one flat amount per market rate unit to one amount per single-family market rate unit on a single-family lot, and a separate amount per square foot of net building area per unit for residential development projects including between two and six units. These new fees went into effect on April 1, 2022, and are reflected in the proposed Master Fee Schedule. • Library overdue fines - The city is one of only two agencies in San Diego County that still charges late fines. Nationwide, there has been a significant movement away from charging late fines as a way to bring more patrons into libraries and alleviate financial pressure on library customers. There is a growing body of research that shows that late fines discourage students, families and lower income individuals from using the library. This research also shows that when agencies eliminate late fees, circulation tends to increase. The city’s experience with deferring existing late fines and extending due dates so that new fines would not accrue during the pandemic confirmed this. While this temporary change was in place, the city actually received more returned items than were being checked out, and it had a positive impact on community engagement and use of the library. This limited experience mirrored that of libraries that have permanently eliminated late fines. Beyond San Diego County, Orange County, Los Angeles County and the City of Los Angeles have also eliminated late fines. Staff propose eliminating the city’s late fines as part of the proposed Master Fee Schedule. This change is estimated to lead to a $69,000 net decline in fee revenue, although this would decrease over time with the growing use of digital materials. One new fee has been added to the proposed Master Fee Schedule. The Carlsbad Municipal Code incorporates the State of California Building Code by reference in Chapters 18.04.010 and 18.20.010. The State Building Code prohibits construction before obtaining permits on projects that require them and states that violators shall be subject to a fine in addition to the permit fee. Previously the city did not collect these fines, but in order to encourage compliance with Code Enforcement in these cases, staff propose a fee that is double the price of the applicable permit in cases where construction begins before a permit is issued. Charging this fee will assist Code Enforcement officers in curbing illegal construction. Additionally, this year’s evaluation determined that the following fees are no longer in use and staff recommend removing them from the Master Fee Schedule: June 14, 2022 Item #7 Page 12 of 454 • Recycled water shutdown deposits • Sewer benefit area fees for areas K and M, which have been developed • City Clerk certification fee Certain other fees in the proposed Master Fee Schedule will be increasing by more than 10% in the upcoming fiscal year. Streetlight energizing fees reflect changes in electricity prices charged by SDG&E. During last fiscal year’s Master Fee Schedule update, these fees increased between 9% and 14%. In this year’s proposed Master Fee Schedule these fees are increasing between 21% and 34%, reflecting the increase in energy prices over the last several months. The Utilities Department conducted its own cost of service study this spring for certain fees not included in the regular citywide cost of service study. That study found that some meter installation and water service fees needed to increase by an amount greater than 10% to be closer to fully recovering the city’s costs and better reflect the cost of these services. In future years, these fees will change similarly to other city fees, and increases will be limited to no more than 10% as much as is feasible to ensure sound financial management of these enterprise funds. Increases to the city’s trash collection rates are set by the contracted service provider and go into effect July 1, 2022. Details on these rates can be found in the proposed Master Fee Schedule in Attachment A to Exhibits 10-12. All other fee changes will go into effect Sept.1, 2022. Options Staff recommend that the City Council/Board/Commission approve the proposed fiscal year 2022-23 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2022-23 Appropriation Limit and Revision of Fees and Charges for Services. Should the City Council/Board/Commission direct staff to make changes, any changes will have to be approved prior to the July 1, 2022, start of fiscal year 2022-23. 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 a City Council/Board/Commission motion will become the spending plan for fiscal year 2022-23. Environmental Evaluation In keeping with Public Resources Code Section 21065, the action of adopting the prioritizing and fund allocation program for the FY 2022-23 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 Capital Improvement Plan are undertaken. Attachment A to Exhibit 14 describes each of the Capital Improvement Plan project activities and indicates the anticipated environmental review requirement of the projects under CEQA based on information available June 14, 2022 Item #7 Page 13 of 454 at this time. Most of the projects can be found to be 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 A staff presentation to the City Council/Board/Commission for the Operating Budget was held on May 24, 2022, and a staff presentation to the City Council/Board for the Strategic Digital Transformation Investment Program and Capital Improvement Program was held on June 7, 2022. Notices on the proposed fee changes were made available to the public at least 10 days in advance of the meeting, published twice in a newspaper of general circulation and sent to the Building Industry Association and SDG&E at least 14 days in advance of the meeting. The Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2022-23 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. Exhibits 1. Fiscal Year 2022-23 Final Operating Budget 2. Fiscal Year 2022-23 Strategic Digital Transformation Investment Program Summary 3. Fiscal Year 2022-23 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 2022-23 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, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2022-23 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 2022-23 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 2022-23 and establishing controls on changes in appropriations for 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 2022-23 and establishing controls on changes in appropriations for budget funds 9. Resolution of the City Council of the City of Carlsbad establishing the FY 2022-23 Gann Appropriations Limit as required by Article XIIIB of the California State Constitution and state law June 14, 2022 Item #7 Page 14 of 454 10. Resolution of the City Council of the City of Carlsbad adopting changes to the Master Fee Schedule 11. Resolution of the Board of Directors of the Carlsbad Municipal Water District adopting changes to the Master Fee Schedule 12. Resolution of the Community Development Commission of the City of Carlsbad adopting changes to the Master Fee Schedule 13. Resolution of the City Council of the City of Carlsbad approving the City of Carlsbad’s share of the FY 2022-23 Operating and Capital Budgets of the Encina Wastewater Authority 14. Resolution of the City Council of the City of Carlsbad determining that the FY 2022-23 Capital Improvement Program Budget is consistent with the General Plan and the Climate Action Plan 15. Correspondence – Memo to the City Council from the Library Board of Trustees June 14, 2022 Item #7 Page 15 of 454 A-1 INTRODUCTION The annual budget is the most significant expression of how City Council policies are translated into daily operations. In this document, you will see where the city gets the money it uses to carry out its mission and how that money will be spent during the fiscal year that begins July 1, 2022. More than a spending plan, the annual budget is also intended to provide a window into the complex and dynamic economic environment within which your local government operates. As such, this document reviews local, state and national trends affecting city finances, as well as demographic information, regulations and policies that affect how, when and where the city invests resources. READERS GUIDE Some of the information included in this budget document is required by state law. Other details are provided for context and transparency. More than anything, city staff have prepared this budget to serve as a practical guide and tool for ensuring the City of Carlsbad lives up to its standard of being the best run government, period. The following information is included in the four main sections of the budget: Introduction •Information about the city, its size, its demographics, the city government structure and other background •How the budget is prepared and approved •Input city staff received from the public and how it has been incorporated into city spending priorities •The economic and fiscal issues facing the city •Financial management policies Operating Budget •An overview of where the city gets the money (“revenue”) to fund daily operations •A big picture summary of city staffing levels, spending broken out into different categories and other aggregate information •Detailed budgets for all city functional areas Strategic Digital Transformation Investment Program •Major city digital transformation projects (online permitting, records management system, police computer aided dispatch system, hardware and software, security strategy, etc.) included in this year’s budget •How projects are identified and prioritized •Sources of funding and long-term plan Capital Improvement Program •Major city construction projects (roads, water and wastewater system, parks, etc.) included in this year’s budget •How projects are identified and prioritized •Sources of funding and long-term plan June 14, 2022 Item #7 Page 16 of 454 Exhibit 1 CITY OF CARLSBAD A-2 BUDGET PROCESS The City Council sets the overall policy direction for the City of Carlsbad and helps staff prioritize programs, projects and services to support that direction. Public input plays a critical role in setting both the long-range policy direction of the city and decisions about day-to-day spending. The city operates on a fiscal year that begins July 1. City staff in all departments prepare individual budgets for their functional areas. These budgets are then combined into an overall city budget that is presented to the City Council each spring for review and input. The City Council has the authority to approve the annual budget and may amend it during the year if needed. The legal level of budgetary control is at the fund level, which means spending in each different type of fund may not exceed the budgeted amount without City Council approval. Additional information regarding the budgetary controls can be found in the resolution approving the annual operating budget in the appendices. December City Council begins development of a five-year strategic plan. The City Council develops themes based on public input and the Carlsbad Community Vision. January City staff hold a budget kick-off meeting to discuss priorities for the upcoming budget cycle, any changes to the budget process compared to last fiscal year, and the calendar for submission of required budget forms. Departments begin developing their budget submissions. Staff gather input from the community to help inform the specific projects and initiatives under each goal theme in the five-year strategic plan. June 14, 2022 Item #7 Page 17 of 454 FISCAL YEAR 2022-23 BUDGET SCHEDULE December 2021 City Council begins development of a five-year strategic plan January 2022 Public input gathered on strategic plan goal themes February 2022 City departments submit initial budgets and proposed changes for review March 2022 City Council workshop to consider input and finalize strategic plan goal themes April -May 2022 Department budgets are refined and finalized. List of Capital Improvement Program projects prioritized May -June 2022 Preliminary budget presented to the City Council and public June 2022 Final City Council budget adopted July 1, 2022 First day of the new fiscal year 2022-23 ANNUAL BUDGET A-1 February Departments provide their budget submissions to the Finance Department. These submissions include any requests departments make to amend their budgets, such as: • Additional funding for maintenance and operations • Additional funding for personnel changes, such as new personnel and reclassifications • Transferring funding for departmental reorganizations • Movement of existing departmental budget for different purposes Submissions also include general information about existing personnel allocations, requested out of state travel and budget for professional and outside services. Finance Department staff review submissions, analyze requested budgets, and work with departments to make any necessary changes. March Departments present their budgets, including significant changes and requests for new funding, to the Finance Department. Finance Department staff provide feedback to each department in preparation for their budget presentations to the City Manager. Departments submit estimates for current fiscal year-end revenues and expenditures to Finance. The City Council holds workshops to consider public input and finalize strategic plan goal themes. April Departments present their budgets for the upcoming fiscal year to the City Manager in individual meetings. Based on feedback from these meetings, the City Manager decides which requests will move forward for City Council consideration. Finance Department staff prepare the preliminary budget document. The City Council holds workshops to prioritize Capital Improvement Program projects. May Staff present the preliminary budget to the City Council for consideration. After this public meeting, staff amends the preliminary budget document for any City Council-directed changes. June At a public hearing, staff present the final proposed budget to the City Council for consideration and adoption. June 14, 2022 Item #7 Page 18 of 454CITY OF CARLSBAD A-4 PUBLIC ENGAGEMENT The City of Carlsbad is committed to engaging community members in decisions affecting their lives. There is perhaps no greater opportunity to shape these decisions than the creation of the annual city budget. The city encourages input throughout the year by promoting opportunities to provide input at meetings of the City Council, boards, commissions, and committees. City staff also seek input on specific projects and initiatives. Over the past 24 months, these opportunities have included: • South Carlsbad Coastline • Barrio Pedestrian Lighting Improvement Project • Potential Locations for Future Housing • New City Hall and Civic Center • Monroe Street Pool Improvements • Civilian Oversight of Police • Homeless Response • Parks and Recreation Priorities • Age-Friendly Community Plan • Housing Element Update • COVID Community Needs • 2020-21 Budget Priorities • City Digital Transformation • Lowering the Railroad Tracks Through the Village and Barrio This input is considered by city staff and the City Council in making decisions about resource priorities. See below for more specific information regarding the public’s involvement in the City Council’s five-year strategic plan. FIVE-YEAR STRATEGIC PLAN In 2021, the City Council decided to evolve its annual goal setting into the creation of a five-year strategic plan. The benefits of a five-year plan include: 1. Establish a common vision that will help align long term policy priorities, day-to-day operations, and resources with the community’s most important values, needs and aspirations. 2. Build momentum for major goals by maintaining a focused effort over multiple years. 3. Identify agreed upon priorities, timelines and performance measures. Starting in December 2021, the City Council developed themes based on input received through a wide variety of public engagement programs during the past 24 months and the nine core values that make up the Carlsbad Community Vision. These themes are: • Community Character: Maintain Carlsbad’s unique community character • Economic Vitality: Foster a healthy economy • Quality of Life and Safety: Prioritize the safety and well-being of the community • Sustainability & Natural Environment: Protect the environment and natural resources The City of Carlsbad is committed to engaging community members in decisions affecting their lives. There is perhaps no greater opportunity to shape these decisions than the creation of the annual city budget June 14, 2022 Item #7 Page 19 of 4542022-23 ANNUAL BUDGET A-1 • Organizational Excellence & Fiscal Health: Be a model for effective and efficient local government The City Council then asked staff to gather input from the community that could be used to help inform the specific projects and initiatives under each goal theme in the five-year strategic plan. In January and February 2022, city staff gathered input from nearly 2,000 community members through a public workshop, online survey and virtual ideas board. Topics of interest The chart below shows the topics of greatest interest among those who provided input: June 14, 2022 Item #7 Page 20 of 454 200 180 160 140 120 100 80 60 40 20 0 Have 5 minutes? Answer 3 open-ended questions based on themes from the Community Vision. Take the survey Have 10 minutes? Share your ideas to the idea wall, comment on ideas already added and see what others had to say. ►Hii!HHM Have 90 minutes+? Talk about your ideas and ask questions at a virtual workshop Feb. 1 at 6 p.m. Mil 11111111111111 •...... _ CITY OF CARLSBAD A-6 Among the four public-facing City Council goal themes, quality of life and safety received more than twice as many comments and ideas as the other themes. How the input was used The City Council five-year strategic plan is scheduled to be completed in July 2022. However, public input on the major themes to be addressed in the plan was shared with all city departments to consider when developing their proposed budgets for fiscal year 2022-23. Raw data, including verbatim comments, were also shared with city staff to provide greater nuance and context. By taking this approach, the fiscal year 2022-23 budget is already aligned with the five-year strategic plan. Once the plan is finalized, it will serve as a road map for budgets through fiscal year 2026-27 by identifying specific, measurable objectives to be achieved during this timeframe. The public will continue to be engaged in refining specific projects and initiatives within the strategic plan as it is implemented. This input will, in turn, also be incorporated into the annual budget process. June 14, 2022 Item #7 Page 21 of 454 Community Character 18% Economic Vitality 12% Our Environment 20% Quality of Life & Safety 50% 2022-23 ANNUAL BUDGET A-1 June 14, 2022 Item #7 Page 22 of 454 ABOUT CARLSBAD CITY OF CARLSBAD A-8 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 14, 2022 Item #7 Page 23 of 454 Carlsbad San Diego County POPULATION 115,000 SIZE 39 sq. miles COASTLINE 6+ miles LAGOONS 3 OPEN SPACE 9,500 acres 2022-23 AN NUAL BUDGET A-1 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. June 14, 2022 Item #7 Page 24 of 454 Council Districts CITY OF CARLSBAD z :5 u 0 u u: ~ Island Wy ii j -- A-10 Charter city There are two types of cities in California: charter and general law. Charter cities follow the laws set forth in the state’s constitution along with their own adopted “charter” document. General law cities follow the laws set forth by the state legislature. In 2008, City of Carlsbad residents voted to approve the charter city measure, Proposition D, by 82%. The charter gives the City of Carlsbad more flexibility on such issues as purchasing and contracting, because the process mandated by the state can be expensive and cumbersome, causing project delays. Certain affairs, such as traffic and vehicle regulation, open and public meetings laws, certain planning and environmental laws, and eminent domain, remain matters of state authority even as a charter city. Our history Named for a famed 19th Century European spa whose mineral springs were found to be remarkably similar to those found here, the City of Carlsbad’s history reflects the heritage of many cultures. The shoreline of the city’s Agua Hedionda Lagoon was home to the indigenous Luiseño and Diegueños Indians for centuries before the arrival of the Spaniards. The area known today as Carlsbad was once a territory of Spain and then Mexico. The City of Carlsbad was incorporated in 1952 and today is home to more than 100,000 people. Guided by an award-winning growth management plan approved by voters in 1986, the City of Carlsbad has matured into a well-rounded community where parks, roads and other infrastructure have kept pace with development. Now that most of the growth in the City of Carlsbad has already occurred, the city is focused on sustaining an excellent quality of life for residents and continuing to foster a strong sense of community. June 14, 2022 Item #7 Page 25 of 4542022-23 ANNUAL BUDGET A-1 DEMOGRAPHICS Resident age distribution Population age characteristics Race and Hispanic origin White alone 79.7% Black or African American alone (a) 1.1% American Indian and Alaska Native alone (a) 0.4% Asian alone (a) 9.1% Native Hawaiian and other Pacific Islander alone (a) 0.2% Two or more races 7.0% Hispanic or Latino (b) 15.5% a. Includes persons reporting just one race b. Hispanic people may be of any race, so they are also included in applicable race categories 15% 17% 19% 21% 23% 25% 27% 29% 31% 33% 35% 0-19 20-39 40-59 60+ National California San Diego County Carlsbad June 14, 2022 Item #7 Page 26 of 454 ....... - 20,139 Mlll,ennl.als Your are'1 has 20,139 m1l!cnrual, (:,~ 25•39). TIie n..,non.,13""'3"' for ""·'\tt• du.!.. ~l:tt!: I~ 23,5.a() CITY OF CARLSBAD - 36,603 Rfer:iring Soon Rctircmcnl ri:;k 1~ about .3'VCr.lJe" an yaur arf.:t Tht-R."IDOMI :,-.·tt.:,~ for -,n :.re., tho, ,i:e 1! 33,998 ~pie 55 or older. wlvle there on, 36.603 here • 31,417 Racial Diversity Rxial d,~,ty is low ,nvo,,r Mel. The n.,t,o-n.,I .:tve,.,~ for 31n , it., tM ::.tZti 1~ <16,010 r3<1llly d,...,,..__., ~~-....tl,Je thc:n, ore 31,417 hero A-12 Resident income $- $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Mean Household Income Comparison National California San Diego County Carlsbad June 14, 2022 Item #7 Page 27 of 454 ,-'---------.;; ,- -- ■ ■ ■ ■ 36% Higher than the county average $38,861 More than the county average 66% Higher than the national average $58,555 More than the national average 2022-23 ANNUAL BUDGET A-1 Education Households Technology 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 14, 2022 Item #7 Page 28 of 454 ■ ■ ■ DOUBLE National, state averages for post graduate degrees Nearly 3/4 HIGHER than national average for residents with bachelor's degrees Qi 86% Living in the same house as 1 year ago •• Mi 2.64 Persons per household ■ 97.5 % Households with a computer D 94.5 % CITY OF CARLSBAD Households with broadband internet A-14 TAX BASE Top sales tax generators Alphatec Spine Genmark Diagnostics Premier Chevrolet of Carlsbad Apple Stores Hoehn Motors Premier Kia of Carlsbad Bob Baker Chrysler/Dodge/Jeep/Ram Jaguar/Land Rover Carlsbad Shell Service Stations Bob Baker Hyundai Ken Grody Ford Tesla Bob Baker Mazda Legoland California Toyota Lease Trust Bob Baker Subaru Legoland Food & Beverage Toyota Scion Chevron Service Stations Lexus Carlsbad Vons Grocery Company Costco Wholesale Life Technologies Fashionphile Lowe’s Home Center Top property tax contributors Taxpayer 2021 Taxable Assessed Value % of Total City Net Assessed Value Poseidon Water Desalination Plant $424,822,973 1.21% La Costa Glen Retirement Community $276,265,671 0.78% Legoland California, LLC $252,623,430 0.72% La Costa Resort & Spa $240,911,267 0.68% The Forum Shopping Center $206,583,259 0.59% Levine Investments Limit Partnership $182,685,818 0.52% The Shoppes at Carlsbad $178,546,161 0.51% Park Hyatt Aviara Resort $160,542,900 0.46% Grand Pacific Carlsbad LP $160,427,282 0.46% La Costa Town Center, LLC $154,861,764 0.44% June 14, 2022 Item #7 Page 29 of 454 ft ~ I::• 1.1 % 7.75 % 10 % PROPERTY TAX SALES TAX HOTEL ROOM TAX 2022-23 ANNUAL BUDGET A-1 BUSINESS AND EMPLOYMENT Top industries Hospitality and Tourism Information and Communications Technology Life Sciences Action Sports Manufacturing Clean Technology Jobs within each industry Top employers Name Industry Employees ViaSat, Inc. Information Technology 2,481 Legoland California Hospitality and Tourism 2,300 Thermo Fisher Scientific Life Sciences 1,982 Omni La Costa Resort & Spa Hospitality and Tourism 1,300 Carlsbad Unified School District Education 1,092 TaylorMade Golf Company Action Sports 960 City of Carlsbad Government 748 Nortek Security & Control Information Technology 637 HM Electronics, Inc. Information Technology 571 Gemological Institute of America Research and Education 555 June 14, 2022 Item #7 Page 30 of 454 • Industry Jobs Professional, Scientific, and Technical Services Manufacturing Management of Companies and Enterprises Accommodation and Food Services Retail Trade Health Care and Social Assistance Construction Government Wholesale Trade Other Services (except Public Administration) Administrative and Support and Waste Management and Remediation Services Finance and Insurance Real Estate and Rental and Leasing Arts, Entertainment, and Recreation Transportation and Warehousing Information - Educational Services - Agriculture, Forestry, Fishing and Hunting ■ I Utilities Mining. Quarrying, and Oil and Gas Extraction 0 CITY OF CARLSBAD 2,000 Job Postings (Source: EMS/, January -Morch 2022) 0 ~q lS,628 • National Average I 4.000 6.000 8,000 10.000 12.000 A-16 Business Characteristics Tourism Economy June 14, 2022 Item #7 Page 31 of 454 Business Size ... Percentage Btisfness Count • 1 to -I employee$ 314% 1.667 • 5 to 9 employees 27.096 1,430 • 10 to 19 employees 23.6% 1,251 • 20 to 49 employ-. 132% 699 50 to 99 employees 3.1% 164 100 10 249 cmployc~ 1.3% 71 • 250 to -199 employee1: 02% 10 • 500• employee,; O:n6 11 3.7 MILLION Annual Visitors 5,056 Hotel Rooms 2022-23 ANNUAL BUDGET A-1 COMPARISONS TO OTHER JURISDICTIONS The table below shows General Fund Revenue Comparisons with neighboring jurisdictions for fiscal year 2021-22 adopted budgets. Population estimates for 2021 and total General Fund budgets are included for additional context. STATISTICS MAJOR REVENUE SOURCES Population (2021 est.) General Fund Budget Property Tax Sales Tax Transient Occupancy Tax Carlsbad 115,501 $184,600,000 % of GF Revenue 52.2% 17.2% 8.1% Per Capita $1,423.51 $469.06 $221.60 El Cajon 103,243 $83,700,000 % of GF Revenue 50.8% 13.3% 3.0% Per Capita $880.52 $230.94 $52.53 Encinitas 62,289 $109,473,000 % of GF Revenue 42.8% 24.6% 10.3% Per Capita $663.20 $380.95 $159.31 Escondido 151,688 $117,063,760 % of GF Revenue 54.6% 16.3% 3.2% Per Capita $601.21 $179.60 $35.74 National City 62,749 $58,560,305 % of GF Revenue 27.3% 46.9% 2.8% Per Capita $220.93 $379.58 $22.79 Newport Beach 85,865 $225,963,632 % of GF Revenue 28.8% 39.3% 1.6% Per Capita $203.87 $277.86 $ 11.21 Oceanside 176,754 $170,140,000 % of GF Revenue 43.5% 19.2% 3.4% Per Capita $421.52 $185.61 $33.39 San Clemente 64,065 $ 73,650,820 % of GF Revenue 22.1% 58.5% 2.6% Per Capita $200.17 $529.27 $23.90 San Marcos 96,302 $80,306,022 % of GF Revenue 28.2% 32.4% 1.2% Per Capita $258.77 $297.63 $11.20 Vista 103,268 $94,237,357 % of GF Revenue 33.1% 24.2% 0.9% Per Capita $267.07 $195.15 $7.47 The chart below shows fiscal year 2021-22 Property Tax dollars per capita comparison with other jurisdictions: $- $200.00 $400.00 $600.00 $800.00 $1,000.00 $1,200.00 $1,400.00 $1,600.00Property Tax Per Capita June 14, 2022 Item #7 Page 32 of 454CITY OF CARLSBAD A-18 The chart below shows fiscal year 2021-22 Sales Tax dollars per capita comparison with other jurisdictions: The chart below shows fiscal year 2021-22 Transient Occupancy Tax dollars per capita comparison with other jurisdictions: $- $100.00 $200.00 $300.00 $400.00 $500.00 $600.00 Sales Tax Per Capita $- $50.00 $100.00 $150.00 $200.00 $250.00 Transient Occupancy Tax Per Capita June 14, 2022 Item #7 Page 33 of 454 I I 2022-23 ANNUAL BUDGET A-1 June 14, 2022 Item #7 Page 34 of 454n ~ 0 ""Tl n )> ::,::i r (./'I co )> 0 Office of the City Clerk Faviola r ... 1edina l'olice Department Mickey Williams April 12, 2022 Communication & Engagement Kristina Ray Intergovernmental Affairs Jason Haber Legislative & Constituent Services Sheila Cobian Assistant City Manager Geoff Patnoe Innovation & Economic Development David Graham (_ City of Carlsbad Fire Department Michael Calderwood A-20 June 14, 2022 Item #7 Page 35 of 4542022-23 ANNUAL BUDGET A-1 FISCAL ISSUES & FINANCIAL MANAGEMENT June 14, 2022 Item #7 Page 36 of 454CITY OF CARLSBAD A-22 ECONOMIC AND FISCAL ISSUES FACING THE CITY At the time of developing the Fiscal Year 2022-23 Proposed Budget, the world, nation, state and city continues to grapple with the ongoing economic effects of COVID-19. In the City of Carlsbad, the most profound effects have been concentrated in the restaurant, travel, entertainment, and leisure and hospitality sectors. Hospitality and tourism businesses have been hard-hit over the past two years with fluctuating health order restrictions and consumer confidence impacting travel. Hotel occupancy in January 2022 was significantly lower than January 2019 levels. However, occupancy rose sharply in recent months, with March 2022 occupancy (75.5%) nearly matching March 2019 occupancy levels (76.5%). With the Omicron surge behind us, tourism leaders are optimistic that individual and family travel could continue to rise. Prior to the pandemic, the city boasted a low unemployment rate of 2.9%. At the height of the pandemic, unemployment spiked to 13.8%. Over the past two years, the unemployment rate has had some correlation to the prevalence of COVID-19 in the region. However, despite the Delta and Omicron surges, which caused an uptick in unemployment at the state level in December 2021 (6.5%), unemployment continued to fall at the county and city level. The unemployment rate in March 2022 was 4.2% at the state level, 3.4% at the county level, and 3.1% in Carlsbad. This is 0.2% above pre-pandemic lows. Currently, many employers are citing difficulty in finding and retaining workers. In March 2022, nationally, there were 1.9 open jobs for every unemployed worker. This is one underlying cause to increased wage pressures and difficulty in retaining employees. National interest rates, which dropped significantly during the pandemic, have now eclipsed pre- pandemic rates for all categories. One-year rates are currently at 1.63%, ten-year rates are currently at 2.32%, and 30-year rates are at 2.44%. With current inflation concerns, the Federal Reserve has begun to raise interest rates and indicates plans for further rate increases over the next several quarters. To spawn economic recovery, several federal, state and local programs were approved, providing substantial resources for businesses. These include the American Rescue Plan; the Paycheck Protection Program, for which Carlsbad companies were recipients at a higher rate than any other North County city in the first round; the State of California Small Business Relief Program; and the City of Carlsbad’s Economic Recovery and Revitalization Initiative. Most health order restrictions on businesses have now been lifted since the fiscal year 2021-22 budget was adopted on June 8, 2021, and the results have been positive across most of the city’s revenue streams. While the city is beginning to have a clearer picture of our revenue outlook, economic uncertainty resulting from inflation and geopolitical conflict has created strong demand for conservative revenue projections into the future. Maintaining good fiscal health must remain a top priority. Meeting this objective preserves the city’s ability to continue providing important programs and services to the community. Past economic challenges and prudent financial planning have provided opportunities for developing solutions to address lost revenues while preserving vital services. Revenues, along with the local economy, are expected to continue to recover as COVID-19 restrictions lessen, but this recovery will be partially offset by the end of federal and state aid that was provided as well as uncertainties surrounding rising inflation and geopolitical conflict. Expenditures and revenues will need to be closely monitored as a result. Disciplined spending and long-term financial planning remain critical to ensuring the future sustainability of important city programs and services. June 14, 2022 Item #7 Page 37 of 4542022-23 ANNUAL BUDGET A-1 Long-Term Financial Planning Strategic planning begins with determining the city's fiscal capacity based upon long-term financial forecasts of recurring available revenues and future financial obligations. Prior to the adoption of the annual budget, the finance department will prepare a Ten-Year Financial Forecast (“Forecast”) that evaluates known internal and external issues impacting the city's financial condition. The Forecast is intended to help the city: • Attain and maintain financial sustainability; • Have sufficient long-term information to guide financial decisions; • Have sufficient resources to provide programs and services for the stakeholders; • Identify potential risks to on-going operations in the long-term financial planning process and communicate these risks on an annual basis; • Establish mechanisms to identify early warning indicators; and • Identify changes in expenditure or revenue structures needed to deliver services or to meet the goals adopted by the City Council. It is important to stress that the Forecast is not a budget. The Forecast does not dictate expenditure decisions, but rather highlights the need to prioritize the allocation of the city’s limited resources to ensure the continuation of core city services. The purpose of the plan is to provide the City Council, key stakeholders, and the public an overview of the city’s fiscal health based on various financial and service level assumptions over the next ten years. It also allows for the discussion of necessary steps to be initiated during the development and implementation of future budgets. The Forecast is intended to look beyond the annual budget cycle and serve as a planning tool to bring a long-term perspective to the budget process. The Forecast also takes into consideration Council Policies that need to be met on an annual basis including General Fund reserve guidelines, pension funding guidelines, etc. Should projected expenditures exceed projected revenues in any given year, the City Manager will need to identify steps to mitigate the shortfalls prior to presenting a balanced budget to the City Council for consideration during the annual budget development process. It should be noted that the Forecast is a snapshot in time and will change as additional information is made available and incorporated into the fiscal projections. COVID-19 and the economic uncertainty associated with the pandemic period has increased the volatility of projecting future revenues. The city prepares a long-term financial model for both capital and operating needs. It is imperative that the city plan for the impacts of development, the construction and operation of new public facilities, and planning resources needed to build them. The city prepares a ten-year operating forecast for the General Fund, a fifteen-year Capital Improvement Program, and a five-year Strategic Digital Transformation Investment Program. As part of the Capital Improvement Program and new Strategic Digital Transformation Investment Program, the city annually calculates the amounts needed to pay for the various projects and calculates the anticipated operating budget impacts. In this way, the city can anticipate the effects of development from both a capital and an operating perspective. One important initiative the city has undertaken to ensure its financial health is the development of an Infrastructure Replacement Fund. With this fund, the city sets aside a portion of General Fund revenues on an annual basis for major maintenance and replacement of its infrastructure. Much of the city’s infrastructure is relatively new; thus, the city is just now experiencing the impact of maintenance requirements. By setting aside funds now, the city’s residents can be assured that the proper maintenance and replacement will be performed, as needed, on streets, parks and many facilities for which the city is responsible. June 14, 2022 Item #7 Page 38 of 454CITY OF CARLSBAD A-24 Employee retirement costs continue to require ongoing prudent fiscal management. The City Council issued a pension funding policy to codify its commitment to ensure that resources will be available to fulfill the city’s contractual retirement promises to its employees, and to minimize the chance that the funding of these benefits will interfere with providing essential services to the community. The policy outlines a funding discipline to ensure that adequate resources will be accumulated in a systematic and disciplined manner to fund the long-term cost of benefits to the plan participants and annuitants. Overall funding levels of the city’s plans are reviewed annually to ensure the city’s funding level remains at least 80% – the city’s minimum targeted level. While this enhances the city’s funding position, risks remain in the system. Required employer contributions will continue to increase over the next few years and actual contribution increases could exceed expectations if future investment return rates or other factors are unfavorable. Revenue and expenditure growth projections The city’s Forecast considers the annual growth of all currently known elements of city revenues and expenditures. Projecting revenues is particularly difficult when considering the short-term impacts of COVID-19 on the economy, leaving the timing of an economic rebound and future growth volatility uncertain. When forecasting expenditures, some of the major factors considered are rising healthcare and workers’ compensation costs, underperforming pension programs, and general inflation in both personnel and operating expenditures. Currently, the city projects expenditure growth will outpace revenue growth in the near future. To support the increase in ongoing costs, the city will need to consider alternative options, such as ways to increase economic activity that will drive sustainable increases in the city’s current revenue base, an expansion of the city’s revenue base, or a reduction of the city’s current service offerings and associated costs. American Rescue Plan Act The American Rescue Plan Act of 2021 was passed on March 11, 2021 which allocated $12.6 million in COVID-19 recovery funds to the city. The American Rescue Plan Act provides an infusion of resources to help turn the tide on the pandemic, address its economic fallout and lay the foundation for a strong recovery. In accordance with the American Rescue Plan Act, funds are allowed to be used through Dec. 31, 2024 and may be used to: • Support urgent COVID-19 response efforts, • Replace lost public sector lost revenue, • Support immediate economic stabilization, and • Address systemic public health and economic challenges. The funds are restricted from being used to offset tax cuts or for pension liabilities. These funds are provided in two tranches: the first tranche, in which $6.3 million was received in May 2021, and the second tranche, was received in June 2022. The city has appropriately used the funds as a replacement of revenue to partially offset the negative economic impacts from the pandemic. To substantiate the use of these funds for revenue replacement, the American Rescue Plan Act requires the city to demonstrate the extent of revenue reduction. Following the final guidance from the U.S. Department of the Treasury, the city’s current projected revenue loss from the COVID-19 pandemic is estimated to be more than the $12.6 million in funding awarded to the city. June 14, 2022 Item #7 Page 39 of 4542022-23 ANNUAL BUDGET A-1 FINANCIAL MANAGEMENT POLICIES Revenue Policies The development and maintenance of balanced and reliable revenue streams will be the primary revenue objective of the city. Efforts will be directed to optimize existing revenue sources while periodically reviewing potential new revenue sources. One method to maximize existing revenue sources it to promote a healthy business climate. Revenue estimates will be prepared on an annual basis during the preparation of the budget and major revenue categories will be projected on a ten- year basis. Revenues will be estimated conservatively using accepted standards and estimates provided by the state and other governmental agencies. Alternative revenue sources will be periodically evaluated to determine their applicability to meet identified city needs. Sources of revenue will be evaluated and modified as necessary to assure a diversified and growing revenue base that improves the city’s ability to handle fluctuations in individual revenue sources. Revenues from “one-time” or limited duration revenue sources will not be used for ongoing operating expenses. Fees and charges for services will be evaluated and, if necessary, adjusted annually to ensure that they generate sufficient revenues to meet service delivery costs. The city will establish user charges at a level generally related to the full cost (operating, direct, indirect and capital costs) of providing the service, unless the City Council determines that a subsidy from the General Fund is in the public interest. The city will also consider market rates and charges levied by other municipalities of similar size for like services in establishing rates, fees and charges. Enterprise and internal service funds will be self-supporting. Expenditure and Budget Policies Major expenditure categories will be projected on a ten-year basis. The city will operate on a current funding basis. Expenditures will be budgeted and controlled so as not to exceed current revenues plus the planned use of any accumulated fund balances. Annual budgeted operating expenditures shall not exceed annual operating revenues, including budgeted use of reserves, unless directed by the City Council. The City Manager shall prepare and submit to the City Council annually a proposed operating, strategic digital transformation investment program and capital improvement program budget each year, and the budgets will be adopted by June 30 of each year. Budget status reports are prepared monthly, distributed to all departments and posted on the city’s website. Because the budget is based on estimates, from time to time, it is necessary to make adjustments to finetune the line-items within it. Various levels of administrative control are utilized to maintain the budget’s integrity. Program managers are accountable for the line-item level of control of their individual program budgets. Department heads are accountable for the fund level of control for funds within their departments. The Finance Department oversees the general level of accountability related to budgetary integrity through systematic checks and balances and various internal controls. Council Police No. 87 – General Fund Surplus Policy outlines the use of surplus funds resulting from unrestricted General Fund actual revenues exceeding total actual expenditures, encumbrances, and commitments for a given fiscal year. It is the intent of the city to use all surplus funds generated to meet reserve policies, and the reduction or avoidance of long term liabilities. The city will not use year-end surplus funds to fund ongoing operations unless otherwise approved by the City Council. June 14, 2022 Item #7 Page 40 of 454CITY OF CARLSBAD A-26 The city will use surplus funds to replenish any General Fund deficiencies, up to the minimum level as set forth in Council Policy No. 74 – General Fund Reserve Policy and then any pension liability deficiencies, as defined in City Council Policy No. 86 – Pension Funding Policy. The City Manager is authorized to approve the carryforward of any unencumbered and unspent and unencumbered budget for a particular item equal to or less than $100,000 into the following fiscal year. These items will be one-time expenditures and not for ongoing services, programs or personnel. Any remaining surplus funds in excess of reserve and pension liability deficiencies and items equal to or greater than $100,000 will be brought forward for City Council approval. The city adheres to long-range financial planning which forecasts revenues and expenditures over a long-term period, using assumptions about economic conditions, future spending scenarios, and other salient variables. Financial planning allows the city to execute overall strategies to support the process of aligning financial capacity with long-term service objectives. Financial forecasts are updated at least once a year, or more often, if unexpected changes in economic conditions or other unforeseen circumstances exist. Any significant changes will be reported to the City Manager and the City Council. Otherwise, these financial forecasts will be used as a tool during the development of the annual budget process and to set utility rates as needed. Reserve Policies The city formally mandates the levels at which reserves shall be maintained for the General Fund and informally sets minimum target levels for the enterprise and internal service funds. Council Police No. 74 – General Fund Reserve Policy was most recently updated and approved by the City Council in June 2019. The purpose of the policy is to establish a target minimum level of designated reserves in the General Fund to: • Reduce the risk of financial impacts resulting from a natural disaster or other catastrophic events; • Respond to the challenges of a changing economic environment, including prolonged downturns in the local, state or national economy; and • Demonstrate continued prudent fiscal management and creditworthiness. The city commits to maintaining General Fund reserves (the term reserve refers to any unassigned fund balance) at a target of 40% of General Fund annual operating expenditures. The total reserve level will be calculated using the prior year’s adopted General Fund budgeted expenditures. At the discretion of the City Council, reserve levels in excess of the 40% target requirement may be used for one-time opportunity cost purposes. Reserve funds will not be spent for any function other than the specific direction in the annual budget or by a separate City Council action. As a general budget principle concerning the use of reserves, the City Council decides whether to appropriate funds from reserves. Reserve funds will not be spent for any function other than the specific purpose of the reserve account from which they are drawn without specific direction in the annual budget or by a separate City Council action. The Wastewater Fund and Water Operating Fund Reserves will target a reserve funding level of 40%. The reserve amount is calculated by dividing unassigned fund balance by total budgeted operating expenses plus replacement transfers plus budgeted debt service payments. The annual budget process and the setting of utility user rates and charges will be used to achieve and maintain the target reserve level. June 14, 2022 Item #7 Page 41 of 4542022-23 ANNUAL BUDGET A-1 The city’s Workers’ Compensation Fund will maintain a minimum reserve equal to the estimated outstanding claims as calculated by a third-party administrator. Additional reserve amounts may be set aside as deemed appropriate based on a third-party actuarial study completed at two year intervals. During the annual budget process, the target confidence level will be compared with the projected fund balance, and, if the projected fund balance is greater than or lesser than the target, a plan to adjust the fund balance will be considered, using either or both increasing revenues through interdepartmental charges and one-time cash contributions from those funds contributing to the shortfall. The Risk Management Fund (General Liability) will maintain a minimum reserve equal to the estimated outstanding claims as calculated by a third-party administrator. Additional reserve amounts may be set aside as deemed appropriate based on a third-party actuarial study completed at two-year intervals. During the annual budget process, the reserve level will be compared with the projected fund balance, and, if the projected fund balance is greater than or lesser than the target, a plan to adjust the fund balance will be considered, using either or both increasing revenues through interdepartmental charges and one-time cash contributions from those funds contributing to the shortfall. The Information Technology Asset Replacement Fund shall maintain a minimum reserve level defined as the amount of accumulated depreciation of capitalized assets based on the original cost of each capitalized asset, and up to a maximum reserve level defined as the accumulated depreciation based on the estimated replacement cost of each capitalized asset. The Vehicle Asset Replacement Fund shall maintain a minimum reserve level defined as the amount of accumulated depreciation of capitalized Fleet assets based on the original cost of each capitalized asset, and up to a maximum reserve level defined as the accumulated depreciation based on the estimated replacement cost of each capitalized asset. Investment Policy The city has established a formal Investment Policy. It is the policy of the City of Carlsbad to invest public funds not required for immediate day-to-day operations in safe, liquid and medium-term investments that shall yield an acceptable return while conforming to all California statutes. It is intended that the policy cover the investment activities of all contingency reserves and inactive cash under the direct authority of the city. Investments of the city and its component units will be made on a pooled basis; however, investments of bond proceeds will be held separately if required. Pension Funding Policy The city’s Council Policy No. 86 – Pension Funding Policy embodies funding and accounting principles to ensure that resources will be available to fulfill the city’s contractual promises to its employees. The policy objectives include using actuarially determined contributions, or ADC, provided by CalPERS, funding the full amount of the ADC each year, maintaining no less than a combined minimum of 80% funded ratio, and demonstrating accountability and transparency by communicating all information necessary for assessing the city’s progress toward meeting its pension funding objectives. In the event the city is unable to meet the minimum combined pension funded ratio of 80% with current resources (i.e., without borrowing or using reserves), the Finance Director will identify a reasonable period to return to a minimum 80% funded ratio status. June 14, 2022 Item #7 Page 42 of 454CITY OF CARLSBAD A-28 Long Term General Fund Capital Funding Policy The city’s Council Policy No. 91 – Long Term General Fund Capital Funding Policy ensures the needs of the city are met and demonstrates continued prudent fiscal management by providing a funding source for long-term, large value capital purchases. Many city assets demand large capital expenditures, examples include roads, building, parks, and information technology infrastructure. The city funds the General Fund portion of these necessary investments by adopting an annual budget that includes a transfer from the General Fund to one or more of the city’s long-term capital funds. These long-term capital funds include the General Capital Construction Fund, the Infrastructure Replacement Fund and the Technology Investment Capital Fund. The city commits to targeting a transfer to the city’s long-term capital funds of 6% of budgeted General Fund revenues. The transfers are proposed during the annual budget process or on an as needed basis for the City Council’s consideration. June 14, 2022 Item #7 Page 43 of 4542022-23 ANNUAL BUDGET A-1 APPROPRIATION LIMIT The appropriations limitation imposed by the state, otherwise known as the Gann Limit, creates a restriction on the amount of revenue that can be appropriated in any fiscal year. The basis for calculating the limit began in fiscal year 1978-79 and is increased based on population growth and inflation. The appropriation limit applies only to those revenues defined as proceeds of taxes. • Population growth of Carlsbad, OR • Population growth within San Diego County, AND • Growth in California per capita income, OR • Growth in non-residential assessed valuation due to new construction in the city. The factors used to calculate the fiscal year 2022-23 Limit were: • Population growth of Carlsbad AND • Growth in California per capita income. The formula is outlined below: Fiscal Year 2021-22 Expenditure Limit $542,095,062 % Population growth within Carlsbad 0.9992 Growth in California per capita income X 1.0755 Net Increase Factor 1.0746 Fiscal Year 2022-23 Limit (2021-22 Limit x Factor) $582,535,354 Current Appropriation of Proceeds of Taxes (Subject to the Limit) $170,799,505 The City of Carlsbad’s appropriation limit is currently almost three and a half times its annual appropriations. With such a large margin, it is unlikely that the city will reach the appropriation limit in the foreseeable future. $- $100 $200 $300 $400 $500 $600 $700 2019 2020 2021 2022 2023MillionsAppropriations Limit by Fiscal Year Gann Appropriation Limit Appropriations Subject to Limit June 14, 2022 Item #7 Page 44 of 454 I I I CITY OF CARLSBAD I I ■ ■ A-30 DEBT MANAGEMENT The City of Carlsbad has a AAA credit rating and is widely acknowledged for its financial stability and responsible management of resources. The use of debt has always been a primary issue in the development of the Capital Improvement Program and the policies to implement the city’s Growth Management Program. Over the years, the city has issued millions of dollars of bonds and Certificates of Participation to fund streets, buildings, sewer and water facilities, open space acquisitions, and other infrastructure projects. The city is continually evaluating its outstanding debt as well as potential future issues to ensure that interest costs are kept at a minimum and the use of the bond funds is appropriate. The Government Code of the State of California has established maximum general obligation debt limits for local governments within the state. The city’s outstanding general obligation debt should not exceed 15% (as adjusted by 25% per the law) of total assessed property value. As of June 30, 2021, the city’s calculated debt limit for general obligation debt was $1.4 billion. The city currently has approximately $56.2 million of debt outstanding at June 30, 2022. Of that $56.2 million, $1.95 million is Redevelopment Tax Allocation Bonds, $12.1 million is water construction loans and the remainder is debt of financing districts. Outstanding debt obligations of financing districts (special districts and/or assessment districts) within the city do not obligate the City of Carlsbad and are not paid from the city’s General Fund. No new debt is anticipated to be issued for the General Fund in the upcoming year. June 14, 2022 Item #7 Page 45 of 4542022-23 ANNUAL BUDGET A-1 Principal Repayment Bond Retirement Outstanding Debt Issue Name Source Fund Rating Year at 6/30/22 1993 Redevelopment Tax Allocation Bonds Tax Increment 801 AAA 2023 1,950,000$ Refund 1988 bonds and obtain additional redevelopment funds CFD #3 2016 Improvement Area 1 Special Tax Bonds Special District 434 Unrated 2036 6,575,000 Refunding of CFD 1 CFD #3 2016 Improvement Area 2 Special Tax Bonds Special District 434 Unrated 2038 10,615,000 Refunding of CFD 2 1998 Rancho Carrillo (AD 96-1) Limited Obligation Assessment 209 Unrated 2028 3,155,000 Fund improvements within Rancho Carrillo Improvement Bonds District 2013 Reassessment District (AD 2012-1) Limited Obligation Assessment 420 Unrated 2035 21,780,000 Refund Poinsettia/College/Cannon Improvement Bonds District State Water Resources Control Board Loans 2005 Construction Loan 502 2025 1,847,446 Fund phase II of Industrial Park Pipelines 2006 Construction Loan 502 2027 5,745,655 Fund phase II of Industrial Park Pipelines 2014 Construction Loan 507 2050 4,497,978 Fund phase III of Industrial Park Pipelines Totals 56,166,078$ City of Carlsbad Outstanding Debt Issues Purpose Recycled Water User Fees Unrated Debt Issue Name Principal Interest Total Principal Interest Total Principal Interest Total 1993 Redevelopment Tax Allocation Bonds 950,000$ 78,175$ 1,028,175$ 1,950,000$ 104,675$ 2,054,675$ 15,495,000$ 15,473,210$ 30,968,210$ CFD #3 2016 Improvement Area 1 Special Tax Bonds 360,000 174,363 534,363 6,575,000 1,480,644 8,055,644 8,290,000 2,537,069 10,827,069 CFD #3 2016 Improvement Area 2 Special Tax Bonds 510,000 293,475 803,475 10,615,000 2,950,513 13,565,513 13,015,000 4,738,675 17,753,675 1998 Rancho Carrillo (AD 96-1) Limited Obligation 585,000 248,785 833,785 3,225,000 831,257 4,056,257 19,600,000 18,007,741 37,607,741 Improvement Bonds 2013 Reassessment District (AD 2012-1) Limited Obligation 1,195,000 456,633 1,651,633 21,780,000 7,226,741 29,006,741 31,300,000 16,891,222 48,191,222 Improvement Bonds State Water Resources Control Board Loans 2005 Construction Loan 586,023 60,837 646,859 2,433,468 559,283 2,992,752 9,694,504 2,595,825 12,290,329 2006 Construction Loan 1,072,798 156,824 1,229,623 6,818,453 153,969 6,972,422 19,382,546 5,174,387 24,556,933 2014 Construction Loan - - - 4,454,264 721,856 5,176,120 4,454,264 721,856 5,176,120 Totals 5,258,821$ 1,469,091$ 6,727,912$ 57,851,185$ 14,028,938$ 71,880,123$ 121,231,314$ 66,139,985$ 187,371,299$ Debt Service Payments During FY 2022-23 Debt Service Payments from FY 22-23 to Maturity Debt Service Payments Total from Inception to Maturity June 14, 2022 Item #7 Page 46 of 454CITY OF CARLSBAD A-32 BASIS OF BUDGETING The city budgets on a modified accrual basis for all funds except for its enterprise and internal service funds, which are budgeted on a full accrual basis. This is consistent with the city’s basis of accounting as reported in its Comprehensive Annual Financial Report. The city's Governmental fund budgets consist of: • The General Fund • Special revenue funds • Capital project funds To summarize, under this basis, revenues are estimated for the fiscal year if they are susceptible to accrual, e.g. amounts can be determined and will be collected within the current period. Principal and interest on general long-term debt are budgeted as expenditures when due, whereas other expenditures are budgeted for liabilities expected to be incurred during the current period or shortly thereafter to pay current liabilities. Proprietary fund budgets are adopted using the full accrual basis of accounting whereby revenue projections are developed recognizing revenues expected to be earned in the period, and expenditure estimates are developed for all expenses anticipated to be incurred during the fiscal year. The city's proprietary fund types consist of enterprise and internal service funds because the city has municipally-owned utilities or other enterprise activities. Fiduciary funds are used if the city has a fiduciary or custodial responsibility for assets. The city currently budgets for one fiduciary fund, the Successor Agency to the Former Carlsbad Redevelopment Agency. The legal level of Budgetary Control is the fund level, and expenditures should not exceed budgeted amounts at the fund level. Budgetary control is maintained through the city’s accounting system, as well as through monthly reporting on all revenue and expenditure accounts and other special reports summarizing the financial position of the city. The City Council adopts the formal budget for all funds prior to the beginning of each fiscal year and may amend the budget, as necessary by City Council action, throughout the year. All unencumbered, unspent appropriations expire at year-end unless specifically carried into the new fiscal year in accordance with Council Policy No. 87 – General Fund Surplus Policy. Internal Controls exist with the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These internal controls must be established consistent with the sound management practices based on the cost and benefit of the controls imposed. The cost of a control should not be excessive in relation to its benefit as viewed by city management. The internal controls in existence within the city’s system are sufficient to ensure, in all material aspects, both the safety of the city’s assets and the accuracy of the financial record keeping system. Controls on the use and transfers of budget funds are outlined in the adopted budget resolution in the appendix of this document. June 14, 2022 Item #7 Page 47 of 4542022-23 ANNUAL BUDGET A-1 BUDGETARY FUND STRUCTURE The budget of the city is organized based on funds, each of which is considered to be a separate accounting entity. The operations of each fund are accounted for by providing a separate set of self- balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures. Detailed descriptions of each fund and a department/fund budget relationship matrix can be found in the appendix of this document. The various funds are grouped as follows: GOVERNMENTAL FUNDS General Fund Special Revenue Funds • Affordable Housing • Agricultural Mitigation Fee • Buena Vista Channel Maintenance District • Citizens’ Option for Public Safety (COPS) • Community Activity Grants • Community Development Block Grant • Cultural Arts Donations • Habitat Mitigation Fee • Library and Arts Endowments • Library Gifts and Bequests • Lighting and Landscaping District 2 • Local Cable Infrastructure • Median Maintenance District • Police Asset Forfeiture • Public Safety Grants • Recreation Donations • Rental Assistance/Section 8 Program • Senior Program Donations • Street Lighting Maintenance District • Street Tree Maintenance District • Tyler Court Apartments Capital Project Funds • Bridge and Thoroughfare District 2 --Poinsettia Lane/Aviara Parkway • Bridge and Thoroughfare District 3 – Cannon Road West • Community Facilities District 1 • Gas Tax • Gas Tax-Road Maintenance and Rehabilitation • General Capital Construction (GCC) • Grants-Federal • Industrial Corridor Park Fees • Infrastructure Replacement (IRF) • Park in-Lieu Fees (PIL) • Parking in-Lieu Fees • Planned Local Drainage Area Fees (PLD) • Public Facilities Fees (PFF) • Technology Investment Capital • Transportation Development Act (TDA) • Traffic Impact Fees (TIF) June 14, 2022 Item #7 Page 48 of 454CITY OF CARLSBAD A-34 • TransNet 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 14, 2022 Item #7 Page 49 of 4542022-23 ANNUAL BUDGET A-1 The California Society of Municipal Finance Officers, or CSMFO, recognizes those entities with highly professional budget documents with two levels of certificates. The first level is the “Meritorious Budget Award,” which requires the entity to meet a very specific list of criteria defined by CSMFO. The second level is the “Operating Budget Excellence Award,” which requires that the organization meet even higher criteria which effectively enhances the usability of the document. In preparing the budget for fiscal year 2022-23, the city has once again followed CSMFO’s award criteria. This budget document will be submitted to CSMFO for the fiscal year 2022-23 budget award program. June 14, 2022 Item #7 Page 50 of 454 Ca{if ornia Society of Municiya{ :finance Officers Certificate of Award Operating Budget Excellence Award Fiscal Year 2021-2022 Presented to the City of Carlsbad For meeting the criteria established to achieve the CSMFO Excellence Award in Hudgcting. CITY OF CARLSBAD February 28, 2022 Marcus Pimentel CSMFO President Michael Manno, Chair Recognition Committee Dedicated Excellence ill M1111icipal Financial Reporting A-36 Government Finance Officers Association of the United States and Canada, or GFOA, presented a Distinguished Budget Presentation Award to City of Carlsbad, California, for its Annual Budget for the fiscal year beginning July 1, 2021. To receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide and as a communications device. This award is valid for a period of one year only. In preparing the budget for fiscal year 2022-23, the city has once again followed GFOA’s award criteria. This budget document will be submitted to GFOA for the fiscal year 2022-23 budget award program. June 14, 2022 Item #7 Page 51 of 454 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Carlsbad California For the Fiscal Year Beginning July 01, 2021 Executive Director 2022-23 ANNUAL BUDGET A-1 June 14, 2022 Item #7 Page 52 of 454CITY OF CARLSBAD A-38 OPERATING BUDGET OVERVIEW This section includes a summary of the revenues and expenditures included in the fiscal year 2022-23 operating budget. Spending is presented by funding source, department and type, such as personnel or maintenance and operations. For context, previous years’ spending levels are often presented alongside this information. Detailed summaries of department services and expenditures are included within the five main sections of the operating budget following this overview. The five city branches include: • Public Safety • Public Works • Community Services • Administrative Services • Policy & Leadership Information about the city’s approach to planning for and funding digital transformation efforts throughout the city is included in the Strategic Digital Transformation Investment Program section which will be brought to City Council on June 7, 2022 and included in the Final Adopted Budget. 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 14, 2022 Item #7 Page 53 of 4542022-23 ANNUAL BUDGET A-1 OPERATING BUDGET REVENUE SUMMARY The Operating Budget for fiscal year 2022-23 totals $342.3 million, with revenues for the year estimated at $339.8 million. General Fund revenues are estimated at $198.8 million and General Fund budgeted expenditures are $198.4 million, which includes $2.7 million in one-time expenditures funded from General Fund revenues to operationalize the City Council’s goals and priorities. Excluding the one-time expenditures, the General Fund budgeted operating expenditures are $195.7 million. Revenue estimates for the Operating Budget indicate the city will receive a total of $339.8 million in fiscal year 2022-23, a change of 0.1% or $0.4 million below the estimated fiscal year 2021-22 revenues. General Fund revenues are expected to increase by $20 million compared to the prior year’s adopted revenues and decrease $6.2 million or 3% compared to fiscal year 2021-22 estimates. Special Revenue funds are projected to decrease by 5.0% or $1.0 million over fiscal year 2021-22 estimates. Enterprise Fund revenues are projected to increase by 5.6% or $4.7 million in the upcoming fiscal year. Internal service funds are increasing consistently with service level additions in other departments. The Successor Agency Housing Trust revenues are expected to decrease by $0.6 million as the loan owed to the General Fund was fully repaid by the end of fiscal year 2020-21. More detailed information on the city’s revenue sources is provided in the following discussion. The following table shows the total operating revenues anticipated to be received by the city for fiscal year 2021-22, as well as those budgeted for fiscal year 2022-23. General Fund Estimated Budgeted $% 2021-22 2022-23 Change Change General Fund 204.9$ 198.8$ (6.2)$ -3.0% Special Revenue 18.9 17.9 (1.0) -5.0% Enterprise 84.8 89.6 4.7 5.6% Internal Service 30.5 33.1 2.6 8.4% Successor Agency Housing Trust 1.1 0.5 (0.6) -52.2% Total 340.2$ 339.8$ (0.4)$ -0.1% REVENUE SUMMARY BY FUND TYPE (in Millions) Fund June 14, 2022 Item #7 Page 54 of 454CITY OF CARLSBAD A-40 General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic city services such as Police, Fire, Library & Cultural Arts, Street and Park Maintenance and Recreation programs. The table below provides a summarized outlook of the General Fund revenues. The COVID-19 pandemic has created immense uncertainty in the city’s revenues, most notably in sales tax and transient occupancy tax. The fiscal year 2021-22 adopted budget had anticipated continued adverse impacts from the pandemic with moderate recovery; however, current estimations indicate sales tax and transient occupancy tax will reach historically high levels. While sales tax revenues were budget at $43.9 million and transient occupancy tax was budgeted at $18.4 million, actual revenues are estimated at $50.3 million and $28.1 million, respectively. This was mainly due to the staggered lessening of COVID-19 restrictions coupled with pent-up demand and inflationary increases. While recovery from the pandemic was accelerated compared to original estimates, new uncertainty surrounding the economy is rising. Significant inflationary increases and its impacts on disposable income, tourism and the housing market indicate that maintaining a conservative outlook for the city’s revenues in the future is most prudent. Just over 80% of General Fund revenues are derived from three sources – property tax, sales tax, and transient occupancy tax. Sales tax receipts and TOT revenues tend to be much more sensitive to changes in economic conditions, unlike property tax revenues, which remain relatively stable because of the mitigating effect of Proposition 13, which limits annual growth in assessed values. Property tax, the largest source of General Fund revenues, is expected to grow by 6% over last year’s adopted budget and 2.3% over the fiscal year 2021-22 estimated amount. While the residential real estate market in Carlsbad has seen significant increases in values, commercial property assessed values are still expected to remain relatively flat. Due to the uncertainty and slowdown of economic activity created from the COVID-19 crisis, commercial property transactions have been limited during the prior year. Proposition 8 allows owners to have their property temporarily revalued if market value is lower than the factored base year value, posing a risk that commercial property values could temporarily decrease. While recovery from the pandemic has commenced, new uncertainties have grown surrounding the economy, specifically inflation and impacts on disposable income and the housing market. Commercial property prices are not anticipated to increase significantly on an annual basis. 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 Estimated Budgeted $% 2021-22 2022-23 Change Change Property Tax 79.7$ 81.5$ 1.8$ 2.3% Sales Tax 50.3 49.1 (1.2) -2.4% Transient Occupancy Tax 28.1 28.8 0.7 2.5% Franchise Taxes 6.3 7.0 0.7 11.4% Business License Tax 6.8 6.2 (0.6) -8.6% Development Revenues 3.7 2.9 (0.9) -23.5% All Other Revenue 30.0 23.3 (6.7) -22.4% Total 204.9$ 198.8$ (6.2)$ -3.0% GENERAL FUND REVENUES (In Millions) June 14, 2022 Item #7 Page 55 of 4542022-23 ANNUAL BUDGET A-1 upon the sale of a property. The maximum increase of assessed values when properties are not sold is by the change in California’s Consumer Price Index, which was 1.036% in 2021-22 – below the 2% cap for the first time since 2016-17. Residential activity has been driven by low interest rates on mortgages, pent-up demand that built during the shutdown and an increase in the ability to work remotely. Increasing rates and diminishing pent-up demand as we exit the pandemic will have an impact compared to past experience. The median price of a single family residence in Carlsbad based on resale data from Zillow is $1.4 million, up by 28.5% year over year in March 2022. Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be received for fiscal year 2022-23 are based on assessed values as of January 1, 2022. Property taxes tend to grow slowly unless there is a significant amount of development-related activity. In past decades the city has seen robust growth in property tax revenue due to new development, high turnover of existing homes, and double-digit growth in housing prices. However, as opportunities for new development and growth lessen, development-related revenues have slowed. In addition to recent interest rate increases, slower development combined with minimal commercial property transactions and tax reform has caused a slowing in property tax growth in the city. $29 $31 $33 $35 $35 $35 $41 $38 $44 $50 $49 $51 $50 $54 $57 $62 $65 $68 $72 $77 $80 $82 $ MillionsFiscal Year Property and Sales Tax Revenues Property Tax Sales Tax June 14, 2022 Item #7 Page 56 of 454CITY OF CARLSBAD A-42 Sales Tax revenues generally move in step with economic conditions and overall Carlsbad’s economy has been neutral during the pandemic. The restrictions resulting from the COVID-19 pandemic have led to increases in segments like auto sales, construction, drug store sales, chemical products, food markets and recreational products, while others like restaurants and general retail took a major hit. The city has also benefitted from sales tax revenues on internet sales generated as a result of the Wayfair or AB147 law that went into effect in October 2019. Until fiscal year 2019-20 sales tax revenues had improved markedly, peaking in fiscal year 2018-19 at $40.8 million. The onset of the pandemic in March 2020 resulted in swift reductions in sales tax revenues and the city ended the year with $38 million in sales tax revenues. During fiscal year 2020- 21, impacts of COVID-19 on sales tax generally correlated with shelter-in-place mandates. As restrictions were lifted, recovery was realized as fiscal year 2020-21 ended with $44 million in sales tax revenues. However, fiscal year 2021-22 experienced the most accelerated recovery—the city is estimated to end the year at a historic high of $50 million in sales tax revenues. Much of this recovery resulted from the easing of restrictions and pent-up demand. As we move forward into fiscal year 2022-23, much uncertainty remains surrounding market and economic conditions like inflation and impacts to disposable income. As a result, a conservative estimate of $49.1 million is budgeted for fiscal year 2022-23 which represents a decrease of $0.9 million, or 2%, over fiscal 2021-22 estimates. As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation (comprised heavily of new auto sales) and general retail sectors, which combined account for over half of taxable sales in Carlsbad. New auto sales are highly elastic—or responsive to changes in price—in comparison to economic trends, and tax revenues from new auto sales fell precipitously during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that dip, auto sales tax revenues hit a high of $12.2 million for the four quarters ended December 31, 2021. With general retail sales tax suffering for the year ended December 31, 2020, the most recent four quarters have shown full recovery increasing nearly 75% and reaching historic levels. Revenues received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of local public safety services, is included in sales tax revenues. Transportation, 30.5% Construction, 2.4% General Retail, 20.4%Miscellaneous, 0.6% Restaurants & Markets, 13.3% Business to Business, 12.7% County Pool, 20.1% Sales Tax by Category Fourth Quarter 2021 June 14, 2022 Item #7 Page 57 of 4542022-23 ANNUAL BUDGET A-1 The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT or hotel tax. TOT was the revenue category most adversely impacted by COVID-19. From historic highs of $26 million in fiscal year 2018-19, year-over-year decreases of 27% and 16% were experienced. As of last year, TOT was expected to increase approximately 47%, marking the beginning of an anticipated 3-year recovery. However, this recovery was accelerated with the easing of restrictions and pent-up demand which resulted in TOT revenues reaching new historic highs. In fiscal year 2021-22 TOT is estimated at approximately $28 million. While group business travel has yet to fully return to pre-pandemic levels, uncertainty around rising inflation and diminishing pent up demand drive a more conservative estimate in fiscal year 2022-23. TOT has historically increased as new hotels—such as the two hotels at the Legoland California Resort, Cape Rey Carlsbad Beach Resort and the Westin Hotel—have opened. The city saw the opening of the Home2Suites and the Springhill Suites hotels during fiscal year 2021-22, but the impact of new openings has been overshadowed by the COVID-19 disease containment and suppression measures. As we move out of the pandemic, TOT revenues are anticipated to increase. According to a report from Tourism Economics, San Diego County tourism will see significant growth in visitation demand of around 36% in calendar year 2022 and another 9% in calendar year 2023. The projected rebound is driven by lifted travel restrictions and the regions attractiveness for leisure travel, offset by weak group and business travel. The following few years are expected to increase steadily as group and business travel become more prevalent and increases in available rooms continue. The City of Carlsbad currently has approximately 4,812 hotel rooms, 668 timeshares, and over 357 registered vacation rentals. Franchise Tax revenue has stabilized in recent years and is projected at $7.0 million in fiscal year 2022-23. Franchise taxes are paid by certain industries that use the city’s right-of-way to conduct their business. The city currently has franchise agreements for cable TV service, solid waste services, cell sites, fiber optic antenna systems and gas and electric services. The solid waste franchise fee experienced minor revenue increases that mirror growth in population and changes in rate structures. Cable TV franchise revenue is expected to decrease by 5% from $1.44 million to $1.36 million over the next fiscal year due to decreases in the number of paid subscription services. This trend will most likely continue in future years as more subscribers cut cable services and move to online streaming services. $15 $17 $20 $22 $22 $24 $26 $19 $16 $28 $29 0 5 10 15 20 25 30 35 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e$ MillionsFiscal Year Transient Occupancy Taxes June 14, 2022 Item #7 Page 58 of 454CITY OF CARLSBAD A-44 In April 2021, a new franchise agreement for solid waste was approved with Republic Services of San Diego. The city receives 7.5% of revenues collected as well as an annual payment of $0.8 million in support of AB 939 and $1.3 million storm water fee. The increase in fiscal year 2022-23 is driven by this $0.8 million payment to assist with AB 939. San Diego Gas & Electric pays franchise taxes for the use of the public land over which they transport gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures the franchise taxes on gas and electricity that is transported using public lands, which would not otherwise be included in the calculations for franchise taxes due to deregulation of the power industry. This revenue source is expected to remain flat over the next several years. Business license taxes are closely tied to the health of the local economy, and are projected to increase to $6.2 million in fiscal year 2022-23. This represents growth of $0.4 million or 7% when compared to last year’s adopted budget. Increases in business license taxes are in line with projected sales tax revenue increase as businesses either pay taxes based on the amount of their gross receipts or based on set fees. There are currently about 9,591 licensed businesses in the City of Carlsbad, 77 more than in the prior year with 6,327 of them located in the city. Development-related revenues are derived from fees for planning, engineering and building permits, and fees paid by developers to cover the cost of reviewing and monitoring development activities, such as plan checks and inspections. These revenues are difficult to predict as many of the planning and engineering activities occur months or years before any actual development. Over the last 10 years development-related revenues have fluctuated in line with increases and decreases in residential, commercial and industrial development. In fiscal year 2022-23 the city expects a 24% decrease in development related revenues to approximately $2.9 million. This follows higher than anticipated development activity occurring in fiscal year 2021-22. The projected decrease in development-related revenues is tied to the volume and type of development projected to be permitted, multi-family versus single-family, and a drop in the revenues derived from building fees which occur in the early stages of development. Interdepartmental charges are generated through engineering services charged to capital projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged to funds outside the General Fund for services performed by departments within the General Fund. Miscellaneous interdepartmental charges are expected to decrease by 1%. Income from investments and property include interest earnings as well as rental income from city-owned land and facilities. The city is expected to earn about $2.8 million in interest on its General Fund investments for fiscal year 2022-23 and another $2.7 million in rental and lease income. The yield on the city’s portfolio is forecasted to average 1.5% and cash balances are expected to remain flat as increases in receipts are projected to be offset by increases in expenditures as the City Council’s goals are operationalized. June 14, 2022 Item #7 Page 59 of 4542022-23 ANNUAL BUDGET A-1 Ambulance fee revenues are estimated to increase $1.3 million over last year’s adopted budget. This increase is due to the Fire Department’s new ambulance model as approved in the Standards of Cover which will contribute to the increase over the previous fiscal year. Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad expects to receive approximately $1.6 million in transfer taxes for fiscal year 2022-23 which is a 22% increase from the fiscal year 2021-22 adopted budget and relatively consistent with current year estimates. The residential real estate market continues remains strong; however, this will likely be influenced by rising interest rates. Housing prices are continuing to increase in Carlsbad and inventories remain low. Other intergovernmental revenues include miscellaneous receipts received from the state or federal governments as well as local school districts. The city received its two annual American Rescue Plan Act payments in fiscal year 2020-21 and fiscal year 2021-22 totaling $12.6 million. With the funding ending in fiscal year 2021-22, intergovernmental revenues will decrease substantially in fiscal year 2022-23. All other revenues include recreation fees, other licenses and fees, fines and forfeitures, transfers in and other charges and fees. The estimate for fiscal year 2022-23 totals $5 million and is expected to remain relatively flat over the previous fiscal year. Overall and as reflected in the bar chart above, General Fund revenues are expected to be down $6.2 million or 3% from fiscal year 2021-22 estimates. This is largely due to the final American Rescue Plan Act payment of $6.3 million received in fiscal year 2021-22 and the recovery from COVID-19 exceeded original timing expectations. As the city moves out of the pandemic, uncertainty surrounding inflation, diminishing pent-up demand and impacts to the housing market contribute to a conservative outlook that will be monitored into the future. 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 $- $50 $100 $150 $200 $250 2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e$ MillionsFiscal Year General Fund Revenues June 14, 2022 Item #7 Page 60 of 454CITY OF CARLSBAD A-46 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. Other Funds Revenues from Special Revenue funds are expected to total $17.9 million, an increase of $4.0 million or 29% from the fiscal year 2021-22 adopted budget. Funds collected in this category are restricted to specified purposes. The types of programs supported within Special Revenue funds are those funded by specific revenue streams such as: • Federal Grants (Rental Assistance and Community Development Block Grants) • Special fees and assessments (Affordable Housing and Maintenance Assessment Districts) • Donations (Library, Cultural Arts, Recreation and Senior Donations) Compared to the fiscal year 2021-22 adopted budget, the most noteworthy changes in the Special Revenue funds occurred in the Rental Assistance Fund where increases of $3.9 million are expected to occur. These revenues are federally funded and tend to fluctuate from year-to-year. The Successor Agency Housing Trust Fund revenues are budgeted at $0.5 million which represents a 52% decrease over fiscal year 2021-22 estimates. Although the Carlsbad Redevelopment Agency has been dissolved, the California Department of Finance has approved the repayment of the approximately $8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation Refunding Bonds. All outstanding loans and interest accrued will have been paid to the Rental Assistance $11.4M, 64% Affordable Housing $0.5M, 3% CDBG $0.5M, 3% Maintenance Districts $4.0M, 22% Donations and Grants $0.5M, 3% All Others $1.0M, 5% Special Revenue Funds FY 2022-23 Budgeted Revenues $17.9 million June 14, 2022 Item #7 Page 61 of 4542022-23 ANNUAL BUDGET A-1 city by the end of fiscal year 2020-21 and only debt service payments remain. Payments are distributed annually from available property tax revenues allocated by the state to the successor agency. Enterprise fund revenues for fiscal year 2022-23 are projected at $89.6 million representing an increase of 5.6% or $4.7 million over the current year estimates. The revenue breakdown by activity is shown in the graph below. Enterprise funds are similar to a business in that rates are charged to support the operations that supply the good and/or service. Carlsbad enterprise funds include water and recycled water delivery, wastewater services, solid waste management and the operation of a municipal golf course. The fiscal year 2022-23 operating budget reflects additions for an updated sewer master plan as well as significant increases for Water Authority rate increases for purchases water. The Water Enterprise Fund revenue for fiscal year 2022-23 is estimated at $47.0 million representing a decrease of $0.7 million or 1.5% when compared to current year revenue estimates. This decrease is driven by one-time SDCWA refunds received in fiscal year 2021-22 that are not expected in fiscal year 2022-23. Projected revenues for Recycled Water of $8.7 million are expected to increase by $0.2 million or 2% as minor customer growth is expected and a 1% increase in rates is forecasted. Forecasted revenues for Wastewater are $19.3 million representing a 24% or $3.8 million increase over the current year estimate. This increased estimate is largely driven by 20% rate increases of 20% in both 2022 and 2023 to support rising treatment costs and aging infrastructure costs. Estimated revenues from operations of the Golf Course of $9.6 million are expected to increase slightly by $0.6 million or 7% when compared to current year estimates. $7.5 million was conservatively budgeted in fiscal year 2021-22; however, outdoor activities such as golf experienced tremendous growth throughout the pandemic. Water Operations$47.0 52% Wastewater Operations $19.3 21% Solid Waste Management $5.0 6% Golf Course Operations $9.6 11% Recycled Water $8.7 10% Enterprise Funds FY 2022-23 Budgeted Revenues $89.6 Million June 14, 2022 Item #7 Page 62 of 454CITY OF CARLSBAD A-48 Solid Waste Management revenues are projected to increase by 22% to $5.0 million when compared to current year estimates. This increase is mainly driven by a storm water reimbursement from the city’s new waste hauler contract. Internal Service funds project estimated revenues of $33.1 million for fiscal year 2022-23 representing an 8.4% or $2.6 million increase over fiscal year 2021-22 projections. Internal Service funds account for services provided within the city itself, from one department to another and on a cost reimbursement basis. These include programs such as the self-insurance funds for Workers’ Compensation and General Liability (Risk Management), as well as Vehicle Maintenance and Replacement, and Information Technology. Departments pay for these services and therefore the rates charged are based on the cost to provide the service. The goal of an Internal Service fund is to match budgeted expenses with charges to the departments. A recent actuarial review of the Workers’ Compensation fund determined that the city should continue to set aside cash reserves in anticipation of future Workers’ Compensation claims. To achieve this, charges to city departments need to increase by 10-15% annually over the next several years. These planned increases went into effect in fiscal year 2021-22 and are continuing into fiscal year 2022-23. The fiscal year 2022-23 operating budget includes $5.3 million for Workers’ Compensation and $4.0 million for Risk Management. This represents a $0.4 million and $0.6 million increase over the previous fiscal year estimates, respectively. Vehicle Maintenance and Replacement charges are budgeted at $3.3 million and $4.0 million, respectively. Vehicle replacement costs rise when the number of vehicles and the price of new vehicles or the cost to maintain those vehicles increases. For example, many older generation sedans at the end of their useful life are now being replaced with hybrid and plug-in hybrids at a higher per unit cost. There have also been significant cost increases over the last several years in specialized vehicles such as fire trucks and ambulances. The total number of vehicles that the Replacement charge is collecting on has increased for two additional reasons: the city added vehicles to its fleet, largely in the Fire and Police departments; and vehicles previously deferred for replacement were replaced thereby restarting the collection cycle. Information Technology charges to departments have increased by 11.0% or $1.6 million when compared to fiscal year 2021-22 estimates. The main reason for this increase is due to a reorganization of personnel within the city. Employees within the Business Systems Associate series (9.49 total FTE) were transferred from various departments citywide to the Information Technology department. Consequently, the Information Technology budget and corresponding charges have increased to account for these new personnel costs. June 14, 2022 Item #7 Page 63 of 4542022-23 ANNUAL BUDGET A-1 OPERATING BUDGET EXPENDITURE SUMMARY The city’s Operating Budget for fiscal year 2022-23 totals $342.3 million, which represents an increase of about $25.2 million or 8.0% as compared to the adopted fiscal year 2021-22 budget. A summary of the changes in each of the city’s programs will be discussed below. Further information about each program can be found in the individual program summary pages. The General Fund contains most of the discretionary revenues that support basic core city services. However, this should not diminish the importance of the other operating funds as they also contribute to the array of services available within Carlsbad. The remainder of this section will provide more information about the budgeted expenditures by fund and program. The total Operating Budget for the General Fund for fiscal year 2022-23 is $198.4 million which is $13.8 million or 7.5% more than the previous year’s Adopted Budget of $184.6 million. These changes are discussed in more detail on the following pages. Personnel costs make up approximately 62.6% of the General Fund budget. The total personnel budget for fiscal year 2022-23 is $124.1 million which is $7.8 million or 6.8% greater than the previous year’s total personnel budget of $116.3 million. In fiscal year 2022-23, the preliminary budget proposes including a line item for “vacancy savings.” This represents the estimated amount of budgeted personnel savings will be realized by the end of the fiscal year. This mechanism is being Budget Budget $% 2021-22 2022-23 Change Change General Fund 184.6$ 198.4$ 13.8$ 7.5% Special Revenue 15.4 17.3 1.9 12.3% Enterprise 86.4 92.9 6.5 7.5% Internal Service 29.6 32.6 3.0 10.1% Successor Agency Housing Trust 1.1 1.1 - 0.0% Total 317.1$ 342.3$ 25.2$ 8.0% By Fund Type (In Millions) BUDGET EXPENDITURE SUMMARY Budget Budget $% 2021-22 2022-23 Change Change Personnel 116.3$ 124.1 7.8 6.7% Personnel, gross 116.3 126.1 9.8 8.4% Vacancy Savings - (2.0) (2.0) 0.0% Maintenance & Operations 60.3 59.2 (1.1) -1.8% Capital Outlay 0.9 1.5 0.6 71.9% Transfers 7.1 13.6 6.5 90.3% Subtotal 184.6$ 198.4$ 13.8$ 7.5% (In Millions) GENERAL FUND SUMMARY By Expenditure Type June 14, 2022 Item #7 Page 64 of 454CITY OF CARLSBAD A-50 proposed for multiple reasons. (1) budgeting for vacancy savings reduces the total amount of the General Fund budget, (2) budgeted personnel costs more closely align with actual personnel costs over the course of the fiscal year, (3) historically, the city would bring recommendations to repurpose budget savings at the mid-year point of the fiscal year; this mechanism pre-emptively achieves that objective, and (4) budgeting vacancy savings will achieve alignment with the city’s 10-year forecast which has historically included a line item for vacancy savings. The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries include full and part-time staff costs and are expected to increase in fiscal year 2022-23 by $3.5 million or 4.5%. The increase is primarily due to 24.0 new full-time positions and 3.4 full-time equivalent part-time positions proposed for the next fiscal year. The full-time additions include: • General Fund o Twelve Emergency Medical Technicians (Fire) o Strategic Plan Analyst (Innovation & Economic Development), with part-time reduction o Four Senior Lifeguards (Parks & Recreation), with part-time reduction o Parks Planner – 5 year limited term (Parks & Recreation) o Management Analyst (Police) o Senior Engineer – 5 year limited term (Fleet & Facilities) • Non-General Fund o Housing Assistant (Housing & Homeless Services) o Management Analyst (Utilities) o Utility Locator (Utilities) o Client Systems Associate Administrator (Information Technology), with part-time reduction The part-time additions include: • Three Emergency Medical Technicians (Fire) • Building Maintenance Worker (Fleet & Facilities) • An Administrative Secretary FTE increase (Administrative Services Administration) • Three counseling associates and one counseling supervisor totaling 1.18 full-time equivalents (Police) In addition, costs have increased due to contracted and anticipated wage and benefit increases for budgeted positions in fiscal year 2022-23. Budget Budget $% 2021-22 2022-23 Change Change Salaries and Wages 79.8$ 83.3 3.5 4.5% Salaries and Wages, gross 79.8 85.3 5.5 6.9% Vacancy Savings - (2.0) (2.0) 0.0% Retirement Benefits 19.8 23.0 3.2 16.0% Health Insurance 10.4 10.7 0.3 3.3% Other Personnel 6.3 7.1 0.8 12.2% Total 116.3$ 124.1$ 7.8$ 6.8% Personnel Costs (In Millions) GENERAL FUND June 14, 2022 Item #7 Page 65 of 4542022-23 ANNUAL BUDGET A-1 Retirement Benefits Cost CalPERS administers the city’s defined benefit pension plan and costs have been increasing in past years as CalPERS addresses a structural shortfall in plan assets to cover unfunded liabilities. As part of CalPERS’ strategy to ensure the plan’s sustainability, CalPERS deliberately raised participating agencies’ contributions over several years to improve the plan’s long-term funded status. The pension system continues to pursue tactics in support of its strategy to ensure plan sustainability such as investing in assets with the objective of achieving a long-term rate of return that meets or exceeds 7%. While pension costs are increasing, there is some downward pressure on costs as new employees receive lower pension benefits. CalPERS has taken significant steps to ensuring plan sustainability, but still poses a significant risk on the city’s cost profile. In support of CalPERS strategies for plan sustainability and as part of the city’s strategic, long-term approach to financial management, the city actively manages its unfunded pension liability. Since fiscal year 2016-17, the City Council has approved additional discretionary contributions of $56.4 million to decrease future costs of the city’s unfunded actuarial liability and strive to achieve a funded status of 80% in accordance with City Council Policy Statement No. 86. This active management helps ensure that resources are available to fulfill the city’s contractual promises to its employees and minimizes the chance that funding these pension benefits will interfere with the city’s ability to provide essential public services. General Fund Health Insurance costs in the General Fund are increasing by $0.3 million or 3.3% over the prior year. This increase is largely due to estimating maximum health insurance coverage and associated costs for new and current employees. Other Personnel Costs include workers’ compensation expenses and other miscellaneous costs such as Medicare, unemployment and disability which are increasing collectively by $0.8 million or 12.2%. Maintenance and Operations costs represent about 29.8% of the total General Fund budget and include the budgets for all program expenses other than personnel, capital outlay and transfers. Overall, total maintenance and operations costs are projected at $59.2 million which represents a decrease of about $1.1 million or 1.8% for fiscal year 2022-23 when compared to fiscal year 2021-22. To ensure the city maintains a balanced budget and continuously analyzes its use of taxpayer dollars, departments were asked to reduce their existing budget for fiscal year 2022-23 and decrease discretionary spending wherever possible. Even with the approval of additional budget items, General funded departments were able to reduce their maintenance and operations budget requests by 1.8% overall. This was accomplished despite the increase in costs for certain mandatory fees and unavoidable costs such as SDG&E rate increases and other rising contracted services costs. Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of $1.5 million are budgeted in the General Fund for fiscal year 2022-23. The majority is associated with the purchase of a fire engine in the Fire Department and is related to the City Council goal to bring the Fire Department into conformance with Standards of Cover evaluation. Operating Costs Associated with Capital Investments As the city completes major capital projects, the costs of maintaining and operating the facilities and improvements, including additional personnel if necessary, are added to departmental operating budgets. In 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 14, 2022 Item #7 Page 66 of 454CITY OF CARLSBAD A-52 Advances Advances and repayments of prior advances are amounts anticipated to be transferred from the General Fund to other city funds and are expected to be repaid to the General Fund in future years. No General Fund advances are included in this year’s Operating Budget. Expenditures in the General Fund remained flat until fiscal year 2015-16 budget reflected an 8.2% increase in expenditures due primarily to increased personnel costs, and the fiscal year 2016-17 expenditures included $25.3 million in one-time costs, including $10.5 million for a transfer to the Capital Improvement Program for Fire Station 2 replacement, and $14.8 million to pay of the golf course construction bonds. The expenditures for fiscal year 2017-18 reflect a substantial decrease due to the one-time costs reflected in fiscal year 2016-17 for the defeasance of the golf course bonds of $14.8 million and the transfer of $10.5 million to the General Capital Construction Fund for the reconstruction of Fire Station 2. These cost reductions were partially offset by an additional one-time payment to CalPERS to address the city’s unfunded pension liability, the addition of nine staff members, additional legal and expert costs associated with the county airport expansion and the Safety Training Center lawsuit, higher personnel costs due to normal salary and benefit increases, higher mutual aid costs, and the filling of prior year vacancies. Expenditures in fiscal year 2018-19 reflect an additional one-time $20 million payment to CalPERS to further bring down the city’s unfunded pension liability. Fiscal year 2019-20 included the addition of 34 new full-time employees, but was largely offset due to the city’s response to the COVID-19 pandemic and the need to reduce discretionary spending as much as possible during the unprecedented time. Fiscal year 2020-21 expenditures reflect an additional one-time $10 million payment to CalPERS to further bring down the city’s unfunded pension liability. The increase was largely offset by the continuation COVID-19 pandemic and the city’s efforts to curb and defer expenditures. Fiscal year 2021-22 expenditures reflect the plan to reinstate city services back to pre-pandemic levels and operationalize the City Council’s goals. The increase includes $5.9 million in one-time costs $119 $121 $129 $171 $148 $168 $164 $211 $200 $198 $- $50 $100 $150 $200 $250 2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e$ (in millions)Fiscal Year History of General Fund Expenditures June 14, 2022 Item #7 Page 67 of 4542022-23 ANNUAL BUDGET A-1 associated with the goals, and the addition of 18 new full-time and 6.7 part-time employees which are mostly associated with the goals. The city also made an additional one-time $6.4 million payment to CalPERS to bring down the city’s unfunded pension liability. Program Expenditures Another way of looking at the General Fund budget is by program. The chart below compares the total fiscal year 2022-23 budget to those amounts adopted in the previous year. A detailed description of each department, its services, budget summary and department accomplishments and priorities can be found in the department program summary pages. Transfers are amounts anticipated to be transferred from the General Fund to another city fund. The transfers included in the adopted budget are as follows: $11.9 million split evenly between the Infrastructure Replacement Fund, General Capital Construction Fund and the Technology Investment Capital Fund ($3.96 million each). This will fund major new construction, maintenance and/or replacement of city infrastructure and facilities and the city’s future technology needs. This represents 6% of budgeted General Fund revenues and is in line with the requirements set forth in Council Policy No. 91 – Long Term General Fund Capital Funding Policy. $332,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm Water expenses. A detailed description of each department’s budget can be found in the department program summaries. Budget Budget $% 2021-22 2022-23 Change Change Policy & Leadership Group 8.1$ 8.5$ 0.4$ 4.2% Administrative Services - Administration 0.5 0.6 0.1 31.5% Administrative Services - Finance 5.6 5.5 (0.1) -2.8% Administrative Services - Human Resources 5.0 5.3 0.3 6.2% Administrative Services - Innovation & Economic Dev.1.2 2.5 1.3 104.5% Community Services - Administration 0.7 0.7 - 3.0% Community Services - Community Development 10.5 10.4 (0.1) -1.1% Community Services - Housing & Homeless Services 5.9 3.1 (2.8) -46.9% Community Services - Library & Cultural Arts 13.8 14.1 0.3 2.2% Community Services - Parks & Recreation 19.2 21.2 2.0 10.5% Public Safety - Fire 33.5 37.8 4.3 12.6% Public Safety - Police 48.8 51.2 2.4 5.1% Public Works - Administration 1.9 1.4 (0.5) -25.8% Public Works - Construction Mgmt. & Inspection 3.0 3.3 0.3 9.1% Public Works - Environmental Management 1.3 1.2 (0.1) -9.6% Public Works - Facilities 6.6 6.8 0.2 3.3% Public Works - Transportation 8.4 9.7 1.3 15.5% Non-Departmental 10.6 15.1 4.5 43.1% Total 184.6$ 198.4$ 13.8$ 7.5% GENERAL FUND EXPENDITURES By Department (In Millions) June 14, 2022 Item #7 Page 68 of 454CITY OF CARLSBAD A-54 $1.4 million to the Median Maintenance and Street Tree Maintenance Special Revenue Funds to cover cash shortfalls as annual assessments collected from property owners do not cover annual operating expenditures. Annual assessments can only be increased with a majority vote of the property owners. General Fund Summary The Operating Budget for fiscal year 2022-23 provides a balanced General Fund budget for the coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by $0.5 million. This projected surplus will be added to city reserves to be used in accordance with the city’s adopted reserve policy. Fiscal Year 2022-23 General Fund Operating Surplus General Fund fiscal year 2022-23 revenue estimates $198.8 million General Fund fiscal year 2022-23 proposed expenditures $198.4 million Projected operating surplus for fiscal year 2022-23 $ 0.4 million General Fund Reserves Projected unassigned balance at June 30, 2022 $115.7 million Plus: projected fiscal year 2022-23 surplus $ 0.4 million Equals: projected unassigned balance at June 30, 2023 $116.1 million Changes in Other Funds Special Revenue funds, budgeted at $17.3 million show an increase in expenditures of 12.3% or $1.9 million when compared to fiscal year 2021-22. Spending in most programs is expected to remain at similar or slightly higher levels over the prior year. Expenditure increases of $2.5 million or 31.8% are planned in the Rental Assistance Fund largely because of program expansion and corresponding increase in rental assistance payments. This reflects additional revenue received from federally funded programs to assist more lower-income households in Carlsbad. Enterprise funds total $92.9 million which represents an increase of $6.5 million or 7.5% over the fiscal year 2021-22 adopted budget. The Potable Water and Recycled Water funds continue to operate and maintain critical infrastructure systems and provides the safe delivery of drinking water, conservation outreach and treated irrigation water. The Wastewater fund provides reliable wastewater collection services. The Internal Service funds total $32.6 million and represents an overall increase of $3.0 million or 10.1% over fiscal year 2021-22. Much of the increase in Workers’ Compensation and Risk Management costs is attributable to rising insurance liability rates, claims filed and administrative costs. Vehicle Maintenance and Replacement and Information Technology expenditure increases correspond with the city’s efforts to continue to modernize, upgrade and invest in needed equipment, systems and applications. More detail regarding the increase in Information Technology due to the reorganization of personnel can be found in the internal service fund piece of the revenue summary section earlier in this document. The budget for the Successor Agency Housing Trust Fund for fiscal year 2022-23 is approximately the same as the prior year’s adopted budget of $1.1 million. The Recognized Obligation Payments Schedule (ROPS) identifies financial commitments of the former Redevelopment Agency, including the remaining scheduled debt service payments on the Redevelopment Agency bond issue, the outstanding loan from the city’s General Fund and minor allowable administrative costs. The last debt service June 14, 2022 Item #7 Page 69 of 4542022-23 ANNUAL BUDGET A-1 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 14, 2022 Item #7 Page 70 of 454CITY OF CARLSBAD A-56 PERSONNEL ALLOCATIONS Adopted Adopted Adopted Final Proposed Budget Budget Budget Budget Budget Department 2019-20 2020-21 2021-22 2021-22 2022-23 City Attorney 8.00 8.00 8.00 8.00 8.00 City Clerk Services 7.00 7.00 7.00 7.00 7.00 City Council 2.00 2.00 2.00 2.00 2.00 City Manager 12.00 7.00 7.00 7.00 7.00 City Treasurer 1.00 1.00 1.00 1.00 1.00 Communication & Engagement 7.00 7.00 7.00 9.00 9.00 Administrative Services - Administration 0.00 0.00 3.00 3.00 3.00 Finance 31.00 31.00 28.00 28.00 26.00 Human Resources*17.00 17.00 17.00 18.00 18.00 Information Technology 35.00 37.00 37.00 37.00 43.00 Innovation & Economic Development 2.00 4.00 4.00 4.00 9.00 Community Services - Administration 0.00 3.00 3.00 3.00 3.00 Community Development 63.75 61.75 53.00 52.00 52.00 Housing & Homeless Services 0.00 0.00 14.00 15.00 16.00 Library & Cultural Arts 52.50 52.50 52.50 53.00 51.00 Parks & Recreation 55.00 55.00 55.00 55.00 59.00 Fire 97.75 97.75 111.00 112.00 123.00 Police 184.00 184.00 186.00 186.00 187.00 Public Works 172.75 172.75 177.75 182.75 182.75 Total Full-Time Personnel 747.75 747.75 773.25 782.75 806.75 Hourly Full-Time Equivalent Personnel 199.97 186.59 193.81 185.65 180.90 Total 947.72 934.34 967.06 968.40 987.65 *Includes Risk Management and Workers' Compensation Full-Time Personnel Notes: The adopted budgets for fiscal years 2019-20 to 2021-22 include various reorgnizations and personnel transfers between departments. The final budget for 2021-22 includes several changes approved mid-year, including the transfer of (1.0) FTE from Community Development to Housing & Homeless Services and (1.0) FTE from Utilities to Human Resources; addition of (6.0) FTE for Environmental Management and (1.0) FTE for Fire; and conversion of hourly FTE to add (0.50) FTE to Library & Cultural Arts and (2.0) FTE to Communications & Engagement. The proposed budget for 2022-23 includes reorganization of (9.0) FTE from various departments to Information Technology and (4.0) FTE from Information Technology to Innovation & Economic Development. June 14, 2022 Item #7 Page 71 of 4542022-23 ANNUAL BUDGET A-1 June 14, 2022 Item #7 Page 72 of 454CITY OF CARLSBAD A-58 SCHEDULE OF PROJECTED FUND BALANCE Projected Beginning Ending Fund Balance Estimated Estimated Fund Balance Fund July 1, 2021 Revenues Expenditures June 30, 2022 General Fund 110,998,762$ *204,922,372$ 200,223,160$ 115,697,974$ * Special Revenue Funds Affordable Housing 16,702,385 1,815,000 200,000 18,317,385 Agricultural Mitigation Fee 1,025,623 223,100 - 1,248,723 Buena Vista Channel Maintenance District 1,502,960 115,000 106,500 1,511,460 Citizens' Option for Public Safety 304,670 186,034 266,106 224,598 Community Activity Grants 1,125,132 12,000 15,000 1,122,132 Community Development Block Grant 266,637 1,492,368 1,548,299 210,706 Cultural Arts Donations 338,366 51,826 82,491 307,701 Habitat Mitigation Fee - 65,100 - 65,100 Library and Arts Endowments 270,832 2,800 6,000 267,632 Library Gifts and Bequests 1,654,623 200,816 216,363 1,639,076 Lighting and Landscaping District 2 4,615,763 687,680 398,124 4,905,319 Local Cable Infrastructure 941,429 288,600 467,962 762,067 Median Maintenance District 84,768 1,315,000 1,160,000 239,768 Parking In Lieu Fee 1,200,349 12,000 49,675 1,162,674 Police Asset Forfeiture 259,469 918 20,000 240,387 Public Safety Grants - 196,696 196,696 - Recreation Donations 292,508 28,234 45,782 274,960 Rental Assistance 235,713 9,682,700 9,597,000 321,413 Senior Donations 336,216 14,037 19,000 331,253 Street Lighting Maintenance District 2,862,534 927,000 849,000 2,940,534 Street Tree Maintenance District 159,543 910,000 950,000 119,543 Tyler Court Apartments 330,598 641,000 485,000 486,598 Total Special Revenue Funds 34,510,118 18,867,909 16,678,998 36,699,029 Enterprise Funds Water Operations 30,390,857 47,723,538 51,321,219 26,793,176 Recycled Water Operations 5,652,330 8,537,611 11,403,789 2,786,152 Wastewater Operations 8,184,603 15,526,500 16,057,474 7,653,629 Solid Waste Management 11,991,468 4,084,447 4,017,239 12,058,676 Golf Course 2,119,080 8,957,000 7,306,826 3,769,254 Total Enterprise Funds 58,338,338 84,829,096 90,106,547 53,060,887 Internal Service Funds Workers' Compensation 5,935,084 4,891,730 4,246,463 6,580,351 Risk Management 2,668,730 3,392,080 3,740,520 2,320,290 Vehicle Maintenance 1,026,378 3,356,062 3,510,000 872,440 Vehicle Replacement 19,141,279 3,999,451 4,540,000 18,600,730 Information Technology 8,320,615 14,858,482 13,892,500 9,286,597 Total Internal Service Funds 37,092,086 30,497,805 29,929,483 37,660,408 Successor Agency Housing Trust Fund 1,431,269 1,067,000 1,038,500 1,459,769 Total Operating Funds 242,370,573$ 340,184,182$ 337,976,688$ 244,578,067$ * For the General Fund only, this represents unassigned fund balance. June 14, 2022 Item #7 Page 73 of 4542022-23 ANNUAL BUDGET A-1 SCHEDULE OF PROJECTED FUND BALANCE Projected Beginning Ending Fund Balance Estimated Adopted Fund Balance Fund June 30, 2022 Revenues Budget June 30, 2023 General Fund 115,697,974$ *198,764,175$ 198,445,022$ 116,017,127$ * Special Revenue Funds Affordable Housing 18,317,385 495,000 393,385 18,419,000 Agricultural Mitigation Fee 1,248,723 15,000 - 1,263,723 Buena Vista Channel Maintenance District 1,511,460 116,000 195,245 1,432,215 Citizens' Option for Public Safety 224,598 201,000 265,705 159,893 Community Activity Grants 1,122,132 13,500 30,000 1,105,632 Community Development Block Grant 210,706 527,154 636,728 101,132 Cultural Arts Donations 307,701 25,500 131,750 201,451 Habitat Mitigation Fee 65,100 - - 65,100 Library and Arts Endowments 267,632 - 6,000 261,632 Library Gifts and Bequests 1,639,076 264,900 394,467 1,509,509 Lighting and Landscaping District 2 4,905,319 730,000 338,070 5,297,249 Local Cable Infrastructure 762,067 260,000 395,006 627,061 Median Maintenance District 239,768 1,315,000 1,329,900 224,868 Parking In Lieu Fee 1,162,674 15,000 53,000 1,124,674 Police Asset Forfeiture 240,387 - 125,000 115,387 Public Safety Grants - - - - Recreation Donations 274,960 31,539 81,009 225,490 Rental Assistance 321,413 11,403,180 10,409,089 1,315,504 Senior Donations 331,253 16,000 50,500 296,753 Street Lighting Maintenance District 2,940,534 920,000 1,065,393 2,795,141 Street Tree Maintenance District 119,543 920,000 880,235 159,308 Tyler Court Apartments 486,598 648,637 540,716 594,519 Total Special Revenue Funds 36,699,029 17,917,410 17,321,198 37,295,241 Enterprise Funds Water Operations 26,793,176 46,990,138 49,715,832 24,067,482 Recycled Water Operations 2,786,152 8,730,496 11,206,521 310,127 Wastewater Operations 7,653,629 19,276,500 16,999,568 9,930,561 Solid Waste Management 12,058,676 4,999,230 5,801,402 11,256,504 Golf Course 3,769,254 9,574,000 9,195,000 4,148,254 Total Enterprise Funds 53,060,887 89,570,364 92,918,323 49,712,928 Internal Service Funds Workers' Compensation 6,580,351 5,314,620 4,507,014 7,387,957 Risk Management 2,320,290 3,993,370 3,780,570 2,533,090 Vehicle Maintenance 872,440 3,297,355 3,506,140 663,655 Vehicle Replacement 18,600,730 3,969,367 5,293,745 17,276,352 Information Technology 9,286,597 16,487,619 15,477,967 10,296,249 Total Internal Service Funds 37,660,408 33,062,331 32,565,436 38,157,303 Successor Agency Housing Trust Fund 1,459,769 510,000 1,068,845 900,924 Total Operating Funds 244,578,067$ 339,824,280$ 342,318,824$ 242,083,523$ * For the General Fund only, this represents unassigned fund balance. June 14, 2022 Item #7 Page 74 of 454CITY OF CARLSBAD A-60 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 General Fund Taxes Property Tax 76,822,535$ 79,710,000$ 81,508,000$ 2.3% 1,798,000$ Sales Tax 43,726,520 50,323,000 49,123,000 -2.4% (1,200,000) Transient Occupancy Tax 15,583,688 28,091,000 28,803,000 2.5%712,000 Franchise Tax 5,773,811 6,245,589 6,958,000 11.4%712,411 Business License Tax 5,704,577 6,827,000 6,242,000 -8.6% (585,000) Transfer Tax 1,786,174 1,697,000 1,570,000 -7.5% (127,000) Total Taxes 149,397,305 172,893,589 174,204,000 0.8% 1,310,411 Intergovernmental Homeowners Exemption 346,499 350,000 353,000 0.9%3,000 Other Intergovernmental 9,496,508 7,156,915 617,309 -91.4% (6,539,606) Total Intergovernmental 9,843,007 7,506,915 970,309 -87.1% (6,536,606) Licenses and Permits Building Permits 1,355,056 1,400,000 900,000 -35.7% (500,000) Other Licenses and Permits 1,043,924 1,095,700 963,000 -12.1% (132,700) Total Licenses And Permits 2,398,980 2,495,700 1,863,000 -25.4% (632,700) Charges for Services Planning Fees 365,766 682,500 456,000 -33.2% (226,500) Building Department Fees 808,485 761,000 895,317 17.7%134,317 Engineering Fees 477,352 895,500 608,900 -32.0% (286,600) Ambulance Fees 2,781,450 3,500,000 3,850,000 10.0%350,000 Recreation Fees 1,604,571 2,007,840 2,315,500 15.3%307,660 Other Charges or Fees 1,465,765 1,601,199 1,504,300 -6.1%(96,899) Total Charges For Services 7,503,389 9,448,039 9,630,017 1.9%181,978 Fines and Forfeitures 423,380 216,170 210,750 -2.5%(5,420) Income from Investments and Property 5,639,681 5,600,795 5,481,000 -2.1% (119,795) Interdepartmental Charges 5,146,044 5,290,471 5,236,449 -1.0%(54,022) Other Revenue Sources 1,887,817 1,470,693 1,168,650 -20.5% (302,043) Total General Fund 182,239,603$ 204,922,372$ 198,764,175$ -3.0% (6,158,197)$ * Interest is calculated on an amortized cost basis. June 14, 2022 Item #7 Page 75 of 4542022-23 ANNUAL BUDGET A-1 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds Affordable Housing Affordable Housing Fees 273,120$ 467,000$ 120,000$ -74.3% (347,000)$ Property Tax - - - 0.0%- Interest Income 245,794 448,000 345,000 -23.0% (103,000) Other Revenue 22,727 900,000 30,000 -96.7% (870,000) Total Affordable Housing 541,641 1,815,000 495,000 -72.7% (1,320,000) Agricultural Mitigation Fee Agricultural Mitigation Fees 4,696 210,100 - -100.0% (210,100) Interest Income 1,903 13,000 15,000 15.4%2,000 Total Agriculutural Mitigation Fee 6,599 223,100 15,000 -93.3% (208,100) Buena Vista Channel Maintenance Assessment Fees 138,603 100,000 100,000 0.0%- Interest Income 3,414 15,000 16,000 6.7%1,000 Total Buena Vista Channel Maintenance 142,017 115,000 116,000 0.9%1,000 Citizens' Option for Public Safety State Funding (AB3229)292,465 185,000 200,000 8.1%15,000 Interest Income 1,354 1,034 1,000 -3.3%(34) Total Citizens' Option For Public Safety 293,819 186,034 201,000 8.0%14,966 Community Activity Grants Interest Income 2,036 12,000 13,500 12.5%1,500 Total Community Activity Grants 2,036 12,000 13,500 12.5%1,500 Community Development Block Grant Federal Grant 1,440,502 1,322,368 527,154 -60.1% (795,214) Interest Income 27 - - 0.0%- Other Revenue 166,185 170,000 - -100.0% (170,000) Total Community Dev. Block Grant 1,606,714 1,492,368 527,154 -64.7% (965,214) Cultural Arts Donations Donations 58,342 48,000 25,000 -47.9%(23,000) Interest Income 1,132 3,826 500 -86.9%(3,326) Total Cultural Arts Donations 59,474 51,826 25,500 -50.8%(26,326) Habitat Mitigation Fee Mitigation Fees 16,962 64,500 - -100.0%(64,500) Interest Income (351) 600 - -100.0%(600) Total Habitat Mitigation Fee 16,611 65,100 - -100.0%(65,100) June 14, 2022 Item #7 Page 76 of 454CITY OF CARLSBAD A-62 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds - Continued Library And Arts Endowment Fund Interest Income 490 2,800 - -100.0%(2,800) Total Library And Arts Endowment Fund 490 2,800 - -100.0%(2,800) Library Gifts/Bequests Gifts and Bequests 243,427 183,232 250,800 36.9%67,568 Interest Income 3,900 17,584 14,100 -19.8%(3,484) Total Library Gifts/Bequests 250,001 200,816 264,900 31.9%64,084 Lighting And Landscaping District 2 Assessment Fees 663,794 645,500 680,000 5.3%34,500 Interest Income 10,257 42,180 50,000 18.5%7,820 Total Lighting And Landscaping Dist. 2 674,051 687,680 730,000 6.2%42,320 Local Cable Infrastructure Fund Cable Fees 302,404 280,000 260,000 -7.1%(20,000) Interest Income 343 8,600 - -100.0%(8,600) Total Local Cable Infrastructure Fund 302,747 288,600 260,000 -9.9%(28,600) Median Maintenance Assessment Fees 349,925 365,000 365,000 0.0%- Other 700,267 950,000 950,000 0.0%- Total Median Maintenance 1,050,192 1,315,000 1,315,000 0.0%- Parking In Lieu Parking In Lieu Fees 44,960 - - 0.0%- Interest Income 2,477 12,000 15,000 25.0%3,000 Total Parking In Lieu 47,437 12,000 15,000 25.0%3,000 Police Asset Forfeiture Asset Forfeitures 5,751 - - 0.0%- Interest Income (288) 918 - -100.0%(918) Total Police Asset Forfeiture 5,463 918 - -100.0%(918) Public Safety Grants Federal Grant 123,843 196,696 - -100.0% (196,696) Total Police Grants 123,843 196,696 - -100.0% (196,696) Recreation Donations Donations 16,444 23,050 31,000 34.5%7,950 Interest Income 373 5,184 539 -89.6%(4,645) Total Recreation Donations 16,817 28,234 31,539 11.7%3,305 June 14, 2022 Item #7 Page 77 of 4542022-23 ANNUAL BUDGET A-1 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds - Continued Rental Assistance Federal Grant 8,745,835 8,984,000 10,072,680 12.1% 1,088,680 Other Revenue 383,582 698,700 1,330,500 90.4%631,800 Total Rental Assistance 9,129,417 9,682,700 11,403,180 17.8% 1,720,480 Senior Donations Donations 3,000 2,000 4,000 100.0%2,000 Interest Income 568 2,037 2,000 -1.8%(37) Other Revenue - 10,000 10,000 0.0%- Total Senior Donations 3,568 14,037 16,000 14.0%1,963 Street Lighting Assessment Fees 686,395 740,000 740,000 0.0%- Other Revenue 162,059 157,000 150,000 -4.5%(7,000) Interest Income 4,956 30,000 30,000 0.0%- Total Street Lighting 853,410 927,000 920,000 -0.8%(7,000) Street Tree Maintenance Assessment Fees 471,086 470,000 470,000 0.0%- Other Revenue 354 440,000 450,000 2.3%10,000 Total Street Tree Maintenance 471,440 910,000 920,000 1.1%10,000 Tyler Court Apartments Rental Income 604,339 640,000 646,672 1.0%6,672 Other Revenue 2,127 1,000 1,965 96.5%965 Interest Income 1 - - 0.0%- Total Tyler Court Apartments 606,467 641,000 648,637 1.2%7,637 Total Special Revenue Funds 16,204,254$ 18,867,909$ 17,917,410$ -5.0% (950,499)$ June 14, 2022 Item #7 Page 78 of 454CITY OF CARLSBAD A-64 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Enterprise Funds Water Operations Water Sales 28,691,928$ 28,500,000$ 29,000,000$ 1.8%500,000$ Ready-to-Serve charge 12,301,894 12,300,000 12,300,000 0.0%- Property Tax 4,469,981 4,418,344 4,418,344 0.0%- New Account Charges 130,028 130,000 130,000 0.0%- Back-Flow Program Fees 167,089 175,000 175,000 0.0%- Penalty Fees 5,815 74,150 161,750 118.1%87,600 Interest Income 48,949 354,500 354,500 0.0%- Engineering Overhead 20,822 40,000 42,000 5.0%2,000 Service Connection Fees 43,351 20,000 20,000 0.0%- Other Revenue 3,260,648 1,711,544 388,544 -77.3% (1,323,000) Total Water Operations 49,140,505 47,723,538 46,990,138 -1.5% (733,400) Recycled Water Operations Water Sales 7,151,961 7,200,000 7,366,000 2.3%166,000 Ready-to-Serve charge 1,209,044 1,300,000 1,339,000 3.0%39,000 Interest Income (91,990) (64,000) (64,000) 0.0%- Other Revenue 276,035 101,611 89,496 -11.9%(12,115) Total Recycled Water Operations 8,545,050 8,537,611 8,730,496 2.3%192,885 Wastewater Operations Service Charges 14,007,136 15,304,000 19,000,000 24.2% 3,696,000 Misc. Sewer 19,614 (19,000) - -100.0%19,000 Engineering Overhead 16,199 19,000 25,000 31.6%6,000 Penalty Fees (11) 43,000 65,000 51.2%22,000 Interest Income (11,915) 95,000 95,000 0.0%- Other Revenue 1,499,601 84,500 91,500 8.3%7,000 Total Wastewater Operations 15,530,624 15,526,500 19,276,500 24.2% 3,750,000 Solid Waste Management Recycling Fees (AB939)337,133 360,000 800,000 122.2%440,000 Penalty Fees (7) 19,000 19,000 0.0%- Trash Surcharge 3,049,951 3,000,000 2,100,000 -30.0% (900,000) Interest Income 16,881 140,200 160,100 14.2%19,900 Other Revenue 730,663 565,247 1,920,130 239.7% 1,354,883 Total Solid Waste Management 4,134,621 4,084,447 4,999,230 22.4%914,783 Golf Course Operations Charges for Services 8,105,675 8,830,000 9,466,000 7.2%636,000 Interest Income 10,852 30,000 19,000 -36.7%(11,000) Other Revenue 55,544,802 97,000 89,000 -8.3%(8,000) Total Golf Course Operations 63,661,329 8,957,000 9,574,000 6.9%617,000 Total Enterprise Funds 141,012,129$ 84,829,096$ 89,570,364$ 5.6% 4,741,268$ June 14, 2022 Item #7 Page 79 of 4542022-23 ANNUAL BUDGET A-1 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Internal Service Funds Workers' Compensation Interdepartmental Charges 1,880,304$ 4,524,730$ 5,174,620$ 14.4%649,890$ Interest Income 39,441 142,000 140,000 -1.4%(2,000) Other Revenue 2,212,056 225,000 - -100.0% (225,000) Total Workers' Compensation 4,131,801 4,891,730 5,314,620 8.6%422,890 Risk Management Interdepartmental Charges 2,308,836 3,306,080 3,946,370 19.4%640,290 Interest Income 1,928 46,000 47,000 2.2%1,000 Other Revenue 59,053 40,000 - -100.0%(40,000) Total Risk Management 2,369,817 3,392,080 3,993,370 17.7%601,290 Vehicle Maintenance Interdepartmental Charges 3,207,532 3,291,562 3,272,355 -0.6%(19,207) Interest Income 839 6,500 5,000 -23.1%(1,500) Other Revenue 33,250 58,000 20,000 -65.5%(38,000) Total Vehicle Maintenance 3,241,621 3,356,062 3,297,355 -1.8%(58,707) Vehicle Replacement Interdepartmental Charges 2,872,200 3,574,451 3,575,367 0.0%916 Interest Income 49,260 200,000 194,000 -3.0%(6,000) Other Revenue 1,522,556 225,000 200,000 -11.1%(25,000) Total Vehicle Replacement 4,444,016 3,999,451 3,969,367 -0.8%(30,084) Information Technology Interdepartmental Charges 12,530,344 14,752,389 16,408,619 11.2% 1,656,230 Interest Income (28,270) 59,393 79,000 33.0%19,607 Other Revenue 1,243,014 46,700 - -100.0%(46,700) Total Information Technology 13,745,088 14,858,482 16,487,619 11.0% 1,629,137 Total Internal Service Funds 27,932,343$ 30,497,805$ 33,062,331$ 8.4% 2,564,526$ Trust Funds Sucssessor Agency Housing Fund Property Tax Increment 3,013,484 1,060,000 500,000 -52.8% (560,000) Interest Income 768,871 7,000 10,000 42.9%3,000 Total Successor Agency Housing Fund 3,782,355 1,067,000 510,000 -52.2% (557,000) Total Trust Funds 3,782,355$ 1,067,000$ 510,000$ -52.2% (557,000)$ Total Operating Funds 371,170,684$ 340,184,182$ 339,824,280$ -0.1% (359,902)$ June 14, 2022 Item #7 Page 80 of 454CITY OF CARLSBAD A-66 SCHEDULE OF BUDGET EXPENDITURES 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget General Fund Policy And Leadership Group City Council 466,528$ 487,977$ 632,975$ 649,975$ 652,220$ 0.3% City Attorney 1,910,060 2,036,466 2,033,136 2,037,136 2,033,508 -0.2% City Clerk 1,126,417 1,207,035 1,436,264 1,300,469 1,394,162 7.2% City Manager 2,574,961 1,939,537 2,042,542 2,112,097 2,156,145 2.1% City Treasurer 215,784 235,400 278,000 250,752 249,945 -0.3% Communication & Engagement 1,651,700 1,493,938 2,031,550 1,771,173 1,979,186 11.7% Total Policy And Leadership Group 7,945,450 7,400,353 8,454,467 8,121,602 8,465,166 4.2% Administrative Services Administration - - 525,745 568,883 747,797 31% Finance 5,617,702 5,810,863 5,950,000 5,632,387 5,472,176 -2.8% Human Resources 4,302,513 4,359,159 4,542,911 4,959,011 5,264,775 6.2% Innovation & Economic Development 1,097,395 1,427,603 1,252,000 1,264,626 2,585,951 104.5% Total Administrative Services 11,017,610 11,597,625 12,270,656 12,424,907 14,070,699 13.2% Community Services Community Services Administration - 654,001 862,511 656,221 675,917 3.0% Community Development 10,328,444 10,715,350 9,893,000 10,502,061 10,384,700 -1.1% Housing & Homeless Services - - 1,488,217 5,901,431 3,134,115 -47% Library & Cultural Arts 13,030,148 12,344,689 14,030,250 13,780,555 14,088,425 2.2% Parks & Recreation 17,584,182 16,786,632 20,629,095 19,159,380 21,167,014 10.5% Total Community Services 40,942,774 40,500,672 46,903,073 49,999,648 49,450,171 -1.1% Public Safety Fire 25,620,353 30,712,871 34,651,000 33,521,412 37,756,943 12.6% Police 44,841,600 47,615,546 48,936,163 48,756,017 51,240,884 5.1% Total Public Safety 70,461,953 78,328,417 83,587,163 82,277,429 88,997,827 8.2% Public Works Public Works Administration 1,768,613 1,808,997 1,800,000 1,941,613 1,440,649 -25.8% Construction Management & Inspection 2,944,509 2,728,545 2,760,000 2,990,665 3,262,768 9.1% Environmental Management 758,852 1,030,453 844,297 1,282,225 1,159,789 -9.5% Fleet & Facilities 5,537,243 5,341,736 5,830,000 6,555,934 6,768,736 3.2% Transportation 7,583,250 7,553,800 9,230,700 8,405,466 9,707,559 15.5% Total Public Works 18,592,467 18,463,531 20,464,997 21,175,903 22,339,501 5.5% Miscellaneous Non-Departmental Expenditures Community Contributions 7,983 2,595 - - - - Dues & Subscriptions 71,519 72,714 75,000 80,000 80,000 0.0% Legal Services 697,114 755,312 500,000 1,200,000 1,000,000 -16.7% Professional Services 39,195 34,194 35,000 42,000 41,658 -0.8% Other Miscellaneous Expenditures 3,860,320 1,055,650 55,000 - 100,000 - Personnel Related 152,582 184,337 200,000 850,000 1,050,000 23.5% COVID-related 910,211 245,579 150,000 - - - Vacancy savings - - - - (2,000,000) - Property Tax & Other Administration 658,895 759,165 750,000 750,000 750,000 0.0% Total Miscellaneous Non-Departmental Expenditures 6,397,819 3,109,546 1,765,000 2,922,000 1,021,658 -65.0% June 14, 2022 Item #7 Page 81 of 4542022-23 ANNUAL BUDGET A-1 SCHEDULE OF BUDGET EXPENDITURES 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget General Fund - Continued Transfers Transfer to General Capital Construction Fund 5,111,500$ 4,500,000$ 13,133,056$ 5,353,000$ 3,956,000$ -59.2% Transfer to Infrastructure Replacement Fund 5,111,500 4,500,000 5,353,000$ 5,353,000$ 3,956,000$ 0.0% Transfer from Infrastructure Replacement Fund - - (5,070,000)$ (5,070,000)$ -$ 0.0% Transfer to Strategic Digital Transformation Investment Program - 10,656,000$ -$ 3,956,000$ Transfer To LLD#1 (Medians & Trees)950,000 700,000 1,390,000$ 1,190,000$ 1,400,000$ -14.4% Transfer To Storm Water Program 303,052 281,040 322,000$ 322,000$ 332,000$ 0.0% Other Miscellaneous Transfers 2,090,114 47,031,506 993,748$ -$ -$ -100.0% Total Transfers 13,566,166 57,012,546 26,777,804 7,148,000 13,600,000 90.3% Total Miscellaneous Non-Departmental 19,963,985 60,122,092 28,542,804 10,070,000 14,621,658 45.2% Subtotal General Fund 168,924,239 216,412,690 200,223,160 184,069,489 197,945,022 7.5% Contingencies - - - 500,000 500,000 0.0% Total General Fund 168,924,239$ 216,412,690$ 200,223,160$ 184,569,489$ 198,445,022$ 7.5% Special Revenue Funds Affordable Housing 868,053$ 4,674,625$ 200,000$ 811,197$ 393,385$ -51.5% Agricultural Mitigation Fee - - - - - - Buena Vista Channel Maintenance 71,738 80,982 106,500 195,245 195,245 0.0% Citizens' Option For Public Safety 247,072 263,590 266,106 266,106 265,705 -0.2% Community Activity Grants - - 15,000 30,000 30,000 0.0% Community Development Block Grant 324,153 936,783 1,548,299 638,299 636,728 -0.2% Cultural Arts Donations 29,510 25,447 82,491 131,750 131,750 0.0% Flower Fields Grant Program 943,272 - - - - - Habitat Mitigation Fee 1,115,129 16,961 - - - - Library And Arts Endowment Fund - - 6,000 6,000 6,000 0.0% Library Gifts/Bequests 217,268 144,279 216,363 384,270 394,467 2.7% Lighting And Landscaping District 2 353,503 287,307 398,124 376,001 338,070 -10.1% Local Cable Infrastructure Fund 207,119 336,001 467,962 345,000 395,006 14.5% Median Maintenance 1,077,147 1,036,374 1,160,000 1,369,415 1,329,900 -2.9% Parking In Lieu 47,547 48,244 49,675 50,000 53,000 6.0% Police Asset Forfeiture 122,365 54,225 20,000 170,000 125,000 -26.5% Public Safety Grants 126,353 117,267 196,696 - - - Recreation Donations 28,289 26,165 45,782 82,591 81,009 -1.9% Rental Assistance 7,832,253 9,024,886 9,597,000 7,898,443 10,409,089 31.8% Senior Donations 20,592 5,367 19,000 79,600 50,500 -36.6% Street Lighting 633,162 777,332 849,000 971,246 1,065,393 9.7% Street Tree Maintenance 575,205 750,272 950,000 943,555 880,235 -6.7% Tyler Court Apartments 497,143 474,209 485,000 640,987 540,716 -15.6% Total Special Revenue Funds 15,336,873 19,080,316 16,678,998 15,389,705 17,321,198 12.6% June 14, 2022 Item #7 Page 82 of 454CITY OF CARLSBAD A-68 SCHEDULE OF BUDGET EXPENDITURES 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds Water Operations 45,018,846$ 47,685,382$ 51,321,219$ 47,821,220$ 49,715,832$ 4.0% Recycled Water Operations 8,103,913 7,603,103 11,403,789 10,103,790 11,206,521 10.9% Wastewater Operations 13,504,660 13,053,207 16,057,474 16,057,473 16,999,568 5.9% Solid Waste Management 4,508,618 5,003,349 4,017,239 5,183,474 5,801,402 11.9% Golf Course Operations 7,715,414 6,832,769 7,306,826 7,231,000 9,195,000 27.2% Total Enterprise Funds 78,851,451 80,177,810 90,106,547 86,396,957 92,918,323 7.5% Internal Service Funds Workers' Compensation 3,714,494 3,408,864 4,246,463 3,933,699 4,507,014 14.6% Risk Management 2,515,711 2,675,135 3,740,520 3,207,702 3,780,570 17.9% Self-Insured Benefits 66,103 1,834,163 - - - - Vehicle Maintenance 2,951,752 3,239,389 3,510,000 3,516,373 3,506,140 -0.3% Vehicle Replacement 2,165,563 2,342,065 4,540,000 4,546,033 5,293,745 16.4% Information Technology 10,153,198 13,917,753 13,892,500 14,369,778 15,477,967 7.7% Total Internal Service Funds 21,566,821 27,417,369 29,929,483 29,573,585 32,565,436 10.1% Trust Funds Successor Agency Housing Fund 398,597 239,902 1,038,500 1,067,495 1,068,845 0.1% Total Trust Funds 398,597 239,902 1,038,500 1,067,495 1,068,845 0.1% Total Operating Funds 285,077,981$ 343,328,087$ 337,976,688$ 316,997,231$ 342,318,824$ 8.0% June 14, 2022 Item #7 Page 83 of 4542022-23 ANNUAL BUDGET H-1 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM The Strategic Digital Transformation Investment Program, or SDTIP, is a comprehensive approach to planning for and funding digital transformation efforts throughout the city. Several documents inform this program, including the City Council-approved Connected Carlsbad: An Inclusive City Innovation Roadmap, the Internal Digital Information Network Action Plan, and the Information Technology Strategy, which are complemented by a five-year projected roadmap of digital transformation investments. The SDTIP is the strategic plan for technology and digital transformation combined with project descriptions, costs, funding sources and timelines. The purpose of this new program is to provide for an annual investment strategy, not a commitment for spending, that outlines a five-year expenditure plan for future digital transformation and technology projects and the corresponding revenues necessary to pay for them. Connected Carlsbad: An Inclusive City Innovation Roadmap In January 2019, city staff presented Connected Carlsbad: An Inclusive City Innovation Roadmap, designed to provide a high-level, organized guide outlining the principles that matter to the city in creating a more connected community. This roadmap and its associated action plan were based on a combination of items, including: •City Council approved projects, •existing city documents, •previous Information Technology assessments and interviews with departments, and •a global scan of other cities and best practices that have emerged from leading smart city thinkers and Carlsbad-specific community engagement. The Strategic Digital Transformation Investment Program expands on the Connected Carlsbad Roadmap to include a strategy for evaluating and prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines. This new investment program continues to be organized into the five primary goal areas approved by City Council in Connected Carlsbad, listed below. •Pursue Communitywide Digital Transformation focuses on the foundational elements, including connectivity, up-to-date hardware and software, and a robust security strategy while providing an aspirational vision for the future. •Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. •Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human- centered perspective that an engaged city that uses data and technology in a way that June 14, 2022 Item #7 Page 84 of 454 Exhibit 2 H-2 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 City Council adopts the proposed Strategic Digital Transformation Investment Program, projects receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget information is shown for a five-year period to provide the most comprehensive information about known future projects. Spending authority in future years is not granted until adoption of the annual proposed SDTIP budget associated with each year. June 14, 2022 Item #7 Page 85 of 454 H-3 INVESTING IN DIGITAL TRANSFORMATION As the city continues to grow and develop, the use of technology has also grown exponentially over the last two decades. The SDTIP outlines the financial resources needed to ensure that the technology infrastructure is in place to enable the city to provide services to the community. Prudent financial planning will ensure that ongoing funding for investment in technology is available. PROJECT EVALUATION Making decisions on technology implementations is a challenging and complex task. The challenging nature of these decisions is exacerbated by the expanding reach of technology and the increasingly interdisciplinary nature of emerging technologies. A major component of the SDTIP is the establishment of a cross-departmental approach to technology leadership to evaluate, prioritize, budget for and adopt digital transformation efforts. A new administrative order has been developed that provides a collaborative forum for key staff to validate and prioritize technology implementations. This approach also provides a structured venue to explore how particular configurations of a technology implementation may positively or negatively affect others within the organization. The process to evaluate digital transformation initiatives is ongoing and meetings may be held on a monthly, bimonthly or quarterly basis depending on the need. A number of factors are considered when putting together projects for the five-year program. All digital transformation and technology projects shall be consistent with: Strategic Digital Transformation Investment Program Public Health and Safety City Mission, Vision and Organizational Values Community Values City Council Goals Governing and Policy Documents Funding Availability Environmental Review Technology Standards and Strategic Plans June 14, 2022 Item #7 Page 86 of 454 H-4 Proposed projects are evaluated and prioritized by a set of criteria that include: •Alignment with City Council goals and IT strategic plans, architecture, security and technology standards, including legislative and regulatory mandates, and administrative goals •Coordination of IT investments across the enterprise to avoid duplication, maximizing the return on investment and increasing efficiency •Effective articulation of the business case including valid operational benefits of the project •Accuracy and reasonableness of cost and benefit estimates •Consideration of potential project risks and identification of appropriate means to manage those risks •Adherence to standard project management practices •Capacity of staffing resources to implement the project As the SDTIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs and schedules to responsibly and cost-effectively manage city resources. June 14, 2022 Item #7 Page 87 of 454 H-5 INFORMATION TECHNOLOGY STRATEGY Although digital transformation is a collaborative effort involving all city departments, Information Technology is the core department that is responsible for delivering projects approved in the Strategic Digital Transformation Investment Program. The IT Department is also responsible for ensuring that technology implementations operate efficiently and effectively to support the delivery of services to the city’s residents, businesses and visitors. In late 2021, the IT leadership team conducted a multi-day strategic planning workshop and developed a robust and detailed strategic plan update. This exercise involved development of numerous strategic initiatives that align with overall city business goals and the creation of Vision, Mission and Values statements to guide leadership on future endeavors. In 2022, the IT Department underwent a re-organization to better align the team for continued success. As part of this re-alignment, Geographic Information Systems, or GIS, moved from the IT Department to the Innovation and Economic Development Department to create a new citywide Data Services Division. Additionally, the IT Department created an Assistant IT Director position overseeing administration, client services, project management and security to better align coordinate the IT Department and city operations. The IT Department was able to create the role of the Assistant IT Director without adding a new position due to the retirement of the GIS manager. Mission and Guiding Principles The Mission for the IT department is: Leveraging partnerships, people, and technology, we collaborate with the organization to deliver the best solutions for the City of Carlsbad. Our guiding principles are as follows: We partner with the organization to deliver innovative solutions by: o Embracing and guiding change o Understanding the business to get to the best yes o Having a bias towards action and taking calculated risks o Consistently asking is there a better way We build trust within the organization by: o Being accountable for our work and delivering on our promises o Being approachable o Communicating early and often o Safeguarding the city’s digital assets We create a great work environment by: o Empowering staff o Supporting each other o Celebrating our success and learning from our mistakes o Prioritizing growth and education June 14, 2022 Item #7 Page 88 of 454 H-6 Strategic Goals The IT department has developed five strategic goals: •Connect with the Organization •Develop the Workforce •Drive Operational Standardization •Deliver Services and Solutions •Measure to Improve Alignment between the five goals presented in the Connected Carlsbad Roadmap and the strategic goals of the IT Department are critical to delivering effective technology services. This exercise was key to the development of the strategic goals. June 14, 2022 Item #7 Page 89 of 454 ' Organization Goals IT Goals Digital Transformation Connect with the Organization -~--~ Vibrant Civic Engagement Culture Accessibility and Transparency Safety and Sustainability Develop the Workforce ~ ~ ~ Drive Operational ~ Standardization ~ ~ ~I Deliver Services and ~ Solutions ~ ~ Measure to Improve IT Vision, Mission and Guiding Principles H-7 The Information Technology Department The IT Department is organized into multiple divisions, including Enterprise Applications, Infrastructure and Operations, Project Management, Client Services, Public Safety, Security and Administration. These divisions work together to provide services that are crucial to digital transformation efforts. The city also has numerous technologists, known as Business Systems Specialists, embedded into various departments in the city. These include departments in the Public Works branch, Parks & Recreation, Library & Cultural Arts, Finance and Community Development departments. These technologists specialize in the business processes of their respective departments, assist in the administration of that department’s enterprise applications, and serve as technology liaisons between Information Technology and the department. The goal of the Business Systems Specialists team is to investigate business systems, identify options for improving business systems and bridge the needs of the business through technology solutions. IT Department Divisions Administration The IT Administration Division provides support to the other IT Department divisions by centralizing the management of staff reports, contracts and agreements, accounts payable, purchasing, budgeting, and coordination of asset replacement requirements. Having central staff to handle these functions allows for continuity of procedures and standards within the department. Client Services Client Services provides the first level of support in the IT department. This group manages the service desk, where staff call to get help when a technical service is not functioning as expected. This group also manages the replacement of mobile devices such as smart phones and tablets. Cybersecurity The Cybersecurity section is responsible for building and managing the city’s information technology security program. This includes the user security awareness program and training as well as incident response to malicious attacks. Recently, the city hired its first IT Security Manager to specifically oversee these efforts and formally define important strategies and policies. Given the nature of threats to many organizations, this is a role of critical importance. Enterprise Applications The software applications used in the city deliver major technical services to city staff, providing them with the technology tools and data necessary to do conduct their core business functions and make data-driven decisions. The IT Enterprise Applications Division is divided into two sections, database management and enterprise application management. The database management team provides technical support and expertise related to the city’s database infrastructure. This includes ensuring the city’s database infrastructure is stable, secure and readily available to support the city’s enterprise applications. Additionally, the database management team works closely with the city’s Business Intelligence & Data Analytics Manager on initiatives related to data governance and operational analytics. The enterprise applications team provides technical support and expertise related to the city’s portfolio of enterprise applications. Enterprise applications are the major applications, such as the June 14, 2022 Item #7 Page 90 of 454 H-8 central finance system and public works enterprise asset management system, used by the city to accomplish its core business functions. The team is divided into three groups supporting dedicated departments within the city. One group supports the Public Works and Community Development departments, another group supports the Human Resources and Finance departments, and another group supports the remaining departments. The enterprise applications team also provides web administrative support for the city’s internet website as well as assisting with the branding and configuration of other city web-based applications. Infrastructure and Operations Infrastructure technologies are the foundation of all other digital services that IT provides. Without these systems, data cannot be transported, processed or stored. The IT Infrastructure and Operations Division manages these technologies and is divided into three sections: Client Systems, Datacenter Systems and Networking. Each section of the team supports multiple technologies that make up the technical services they are responsible for delivering. The Client Systems section provides endpoint support to all information systems users in the city. This includes deployment and support for desktops and laptops. The Datacenter Systems section is responsible for the centralized computer processing and data storage systems at the city. These are the platforms many other departments rely upon for the delivery of critical applications. This section also holds the primary role in supporting collaboration and remote work tools. The Networking section is responsible for the support of all digital communication networking technologies in the city. This section is also responsible for planning and implementing low voltage cabling and working with the Facilities Department to ensure all IT hardware systems have uninterruptible power and reliable cooling. Project Management The Project Management team provides project management support for larger technology initiatives including new implementations and upgrades to existing systems. This team also provides support, guidance and assistance to other city departments managing smaller technology projects and assists departments in submitting project proposals as part of the Strategic Digital Transformation Investment Program. Public Safety Public Safety IT is the technology team dedicated to public safety that provides application and hardware support to the city’s Police and Fire departments. Regional information sharing amongst Law Enforcement Agencies along with Joint Powers Authority membership for the city’s Fire Department requires IT to proactively engage with regional partners. With so much information being warehoused throughout the county, it is important to have a mechanism to intelligently display and interpret all this data. June 14, 2022 Item #7 Page 91 of 454 H-9 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM PROJECTS The following contains information about the projects in the SDTIP. Full project pages are provided for the new projects being requested for fiscal year 2022-23 and prior approved projects that have changes in funding needs or project requirements. Projects with no changes and projects that have been completed or cancelled are listed below. Full details for these projects can be found in the fiscal year 2021-22 budget document. Fiscal Year 2021-22 Continuing Projects – No Changes The following projects were approved during the fiscal year 2021-22 SDTIP and have no changes to their funding needs or project requirements and are still in process. These projects are included in the totals of the various graphs and charts shown in the SDTIP. •Project Portfolio Management Tool & Consulting •ServiceNow Service Portal •Global Positioning System, or GPS, Technology Hardware •Digital Engagement & Analytics Consultant •Outdoor Wireless Study •Exploration Hub Audio Visual Upgrade •Next Generation Online Catalog •Online Permitting/Electronic Reviews, also known as E-Reviews Fiscal Year 2021-22 Completed or Cancelled Projects The following projects were completed or cancelled during fiscal year 2021-22. The completed projects are not part of the totals of the various graphs and charts, while the cancelled projects are included if the project was previously funded. Completed •Mobile Computer Program •Council Chamber Technology Upgrade •Records Management System Expansion •Unified Communications System Cancelled •Intranet Upgrade •ServiceNow SAM Implementation June 14, 2022 Item #7 Page 92 of 454 H-10 ESTIMATED TOTAL APPROPRIATIONS BY GOAL Going into fiscal year 2022-23, there are 33 continuing and new projects planned over the next five years at an estimated total cost of $27.34 million. Included in the $27.34 million is approximately $15.35 million in estimated new costs over the course of the same time frame to provide additional funding for the continuation of existing projects as well as funding for new projects. Within the $15.35 million is approximately $3.94 million of estimated new appropriations for fiscal year 2022-23 for these same projects. Build Capacity for Data-driven Decision Making, 1,775,000 -7% Enhance Accessibility and Transparency, 1,496,852 -5% Foster a Vibrant Civic Engagement Culture, 1,425,000 -5% Promote Security and Sustainability through Connectivity, 9,664,015 -35% Pursue Communitywide Digital Transformation, 12,981,500 -48% Estimated Total Projects Costs by Goal FY 2022-23 to FY 2026-27 $27.34 million June 14, 2022 Item #7 Page 93 of 454 H-11 Pursue Communitywide Digital Transformation $12.98 million This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy. Build Capacity for Data-Driven Decision Making $1.78 million This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. It builds a comprehensive approach to citywide data management to enable data-rich key performance metrics and effective operation of city departments. A data policy and resources will be created to align departments with standards of data cataloging for compliance ease of data sharing. Foster a Vibrant Civic Engagement Culture $1.43 million The city’s civic engagement culture builds upon the first two goals with a human-centered perspective to use data and technology in a way that respects people and their privacy. Projects in this category will support a vibrant culture where residents, organizations and businesses are invested in their community and its future. Enhance Accessibility and Transparency $1.49 million This goal recognizes that open government and approaching problem-solving from an accessibility perspective leads to better outcomes for all. Projects in this category include Civic Engagement with Open Data, Online Permitting/Electronic Reviews, Patron Print/Copy Management and a Virtual Permitting Counter. Promote Security and Sustainability through Connectivity $9.66 million Projects in this goal include the annual replacement of hardware and technology infrastructure, a Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System, and an enhancement to the 9-1-1 emergency system. June 14, 2022 Item #7 Page 94 of 454 H-12 SDTIP PROJECTS PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION Consolidation & Replacement of Core Systems About This Project This project provides for the consolidation and replacement of the city’s core systems. There are approximately 20 core systems include the city’s financial, human resources, payroll, budget, asset and work order management, licensing and permitting, utilities operations, computer-aided dispatch, land management, and program-event management. Rather than operate many systems with narrow applicability, the city is evaluating ways to consolidate its core systems as legacy applications are replaced. This may mean accelerated replacement for certain systems. The goal is to reduce redundancy and inefficiency with operating many different systems with different vendors. Consolidating down to a few systems that seamlessly integrates data and provides a more uniform interface will improve the experience of city employees and the public. The scope of this multi-year initiative includes the analysis, selection, purchase and implementation of the software and hardware necessary to consolidate, replace and integrate these systems with as few systems as possible while maintaining or enhancing existing capabilities. The city is currently evaluating functional requirements and business processes. Once this process is complete, the city’s consultant will provide a comprehensive report outlining the city’s requirements for a new consolidated system as well as outlining the options and costs associated with system consolidation and replacement based on an evaluation of the city’s needs. The next step will involve the development and issuance of a request for proposal for a new consolidated system. This process will take place during fiscal year 2022-23 and there has been a funding adjustment to reflect the budgetary requirements of this process. City staff are not currently requesting funding for implementation, operation or replacement costs. Staff will request an estimated $3.5 million in funding for the acquisition and implementation of a new system as part of the fiscal year 2023-24 and 2024-25 SDTIP. It is not currently feasible to determine any operational or replacement costs because Project Funding Source: Technology Investment 4,400,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 400,000$ 500,000$ 1,500,000$ 2,000,000$ -$ 4,400,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 95 of 454 Centrat1re-d/Consol1dated Solution H-13 they depend on the recommendations of the request for proposal process; staff will identify more definitive costs during the request for proposal process. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Need The city’s current application portfolio does not meet the city’s operational requirements, does not meet user needs, does not follow industry best practices, lacks integration, and is inhibiting the city’s ability to make data-driven decisions. Having fewer systems that consolidate the city’s core business functions will enable streamlined business processes and provide more timely access to data and information. It will also enhance operations and reduce inefficiencies of employees having to learn and operate multiple systems. June 14, 2022 Item #7 Page 96 of 454 H-14 Digital Information Network About This Project The city has an opportunity to work with a private company called Crown Castle to build a more robust digital information network for its employees and facilities. Beginning in 2019, the city took full advantage of this opportunity and replaced a leased network from a third-party vendor. As the initial phase of this project has been completed, staff are looking ahead to the second and third phases as originally approved by the City Council. These include leveraging the network to expand services to the Transportation and Utilities departments to replace the aging network infrastructure supporting their key systems. The additional funding request for fiscal year 2022-23 includes elements required for this expansion as well as some feature and functionality enhancements to the services already in place. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Need In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing fiber-optic cable assets owned by Crown Castle for city use. These cables are made up of multiple fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure. The city must make special arrangements with Crown Castle to use this asset. This network will carry the information needed for data processing, email, internet access, public safety applications and a wide range of services that are crucial to city operations. Project Funding Source: Technology Investment 6,025,584$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 4,825,584$ 200,000$ 500,000$ 500,000$ -$ 6,025,584$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 97 of 454 City Of Carlsbad DWDM Concept ~ ~= ·- ---r~-- H-15 Enterprise Asset Management System About This Project This project implements a new web-enabled enterprise asset and work order management system across all city departments to consolidate disparate asset databases, work order systems and inventory management tools. The city worked with a consultant to develop a comprehensive report outlining the city’s requirements for a new enterprise asset management system. The city used these requirements to develop and issue a request for proposal and is currently in the process of selecting a solution. Based on the costs identified in the request for proposal responses, an additional $500,000 is being requested. More definitive costs will be identified during the contract negotiation process and will be approved by City Council when the contract for the selected solution is placed on a future City Council agenda. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Need Currently, departments manage and track assets and work orders in various ways. Many departments use disparate, stand-alone Excel spreadsheets, custom or Microsoft-based databases that lack integration, or paper files. The decentralized approach to asset management results is less accurate and reliable inventory numbers, decreased accountability for assets in general, less efficient use of staff time, and billing inaccuracies for those assets that are used as a basis to charge other departments and external customers. Project Funding Source: Technology Investment 1,600,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 1,100,000$ 500,000$ -$ -$ -$ 1,600,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 98 of 454 H-16 ServiceNow SAM Implementation - Cancelled About This Project ServiceNow is the application that IT staff use to service staff technology needs. The Software Asset Management project would have added new functionality to the ServiceNow tool to allow the IT department to easily keep track of the city’s software assets. The new functionality would have tracked how many software licenses have been purchased, who they are assigned to and the cost of each license. After further review, staff determined this solution is not needed at this time but will be revisited at a later time. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Need The project will be reevaluated at a later time. Project Funding Source: Technology Investment -$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 150,000$ (150,000)$ -$ -$ -$ -$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 99 of 454 H-17 Timekeeping System Upgrade About This Project This project provides for the upgrade of the city’s timekeeping system to the latest version. Operational costs will not change as a result of this project. There is no replacement cost associated with this project. Connected Carlsbad Goal: Pursue Communitywide Digital Transformation Project Need The city last updated its existing timekeeping system in 2019. In order to stay on a current, stable and vendor-supported version of the application, an upgrade is necessary. The next version will also fix bugs and provide functionality that will improve processes and increase the productivity of Finance Department payroll staff. Project Funding Source: Technology Investment 95,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 95,000$ -$ -$ -$ 95,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 100 of 454 IZI - IZI □ H-18 Utility Billing Automation About This Project This project involves implementing the automation platform which adds additional functionality to the city’s existing utility billing system. The automation platform allows city staff to schedule routine tasks and administer best practice workflows for common business processes. This functionality provides a flexible and modular approach to automating complex business rules and integrations, while data validation enforcement helps maintain data integrity. Based on current project demand and resource availability, city staff are tentatively scheduling this for fiscal year 2023-24 and will request funding as part of the fiscal year 2023-24 SDTIP. After this project is complete, staff expects operational costs for the utility billing automation platform to increase by an estimated $7,500 annually. There is no replacement cost associated with this project. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Need There are several manual processes that take a significant amount of staff time and increase the potential for errors within the current system. Project Funding Source: Utility Replacement 75,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 7,500 Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Replacement -$ -$ 75,000$ -$ -$ 75,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 101 of 454 H-19 Utility Billing Portal About This Project This project involves migrating from the existing CustomerConnect6 Utility Billing Portal to the vendor’s most current utility billing portal solution. City staff do not expect operational costs to change as a result of this project. There is no replacement cost associated with this project. Connected Carlsbad Goal: Pursue Communitywide Digital Transformation Project Need The vendor for the city’s utility billing system announced they have ceased development on the city’s existing utility billing customer portal and are migrating to a new solution. To ensure the city has a secure billing portal that protects the city and its customers, it is imperative that the city is using a billing portal supported by vendor-provided upgrades and security patches. Project Funding Source: Utility Replacement 90,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Replacement -$ 90,000$ -$ -$ -$ 90,000$ -$ Est FY25-26 Budget June 14, 2022 Item #7 Page 102 of 454 1t -·L ·- lili!. --... d --....-... --·-· ,n-...~-,.....,. ~--..... -.-,{..,.~ ._,,_ .... -.--• .. ... -... -=---====--am ~.>otf ..... ,111 ----- ... -.o !~ ...... ~~, .. -.143,,21.,. A .s,o,o:, > r--lO~•,.--~ ___ )2 __ _ --- Ell .... _....,. ...... 15,.,....,. A ., __ --~-> 0,-__ _..,,. __ .,. .. ....,,... _ H-20 BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING Business Process Automation About This Project This project facilitates the expansion of business process automation by adding licenses to the city’s existing Laserfiche system. This will allow for the implementation of additional automated and electronic document related workflows, additional DocuSign licensing to enable continued migration from paper signatures to electronic signatures, and consulting services to assist with the automation of existing manual HR processes. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Need The COVID-19 pandemic surfaced several opportunities to improve upon manual and paper driven processes. Project Funding Source: Technology Investment 150,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 150,000$ -$ -$ -$ 150,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 103 of 454 H-21 Data Governance and Operational Analytics About This Project This project builds a comprehensive approach to citywide data management to enable data-rich key performance metrics and effective operation of city departments. City Council recently approved a policy statement on citywide data governance and management, including the establishment of a data governance committee. City staff are requesting additional funding to purchase additional software licenses and data lake design and engineering services. After initial implementation, staff estimates operational costs to increase by $360,000 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Need This project serves as the foundation for delivering more efficient city services. By leveraging data, the city can achieve a better understanding of key performance metrics for all departments citywide. The project will implement a citywide data policy to govern how the organization collects, maintains and secures data in order to enable rich reporting and analytics for operations and leadership. The policy will enact a data governance team that can revise the policy as needs and priorities change. The data governance team will direct and oversee the data catalog and data inventory, participate in the evaluation of new systems that will collect data, regularly review data security, and audit processes of data collection and retention. This project will fund the implementation of a data lake to house a centralized location to facilitate easier cross-departmental reporting. Staff will be trained on data stewardship and how to unlock operational insights using new data tools. The project will fund the delivery of department performance dashboards to inform leadership and the City Council on the ongoing efforts of agency goals. Further, the project creates capacity to acquire external datasets that inform city operations and benefit multiple departments. Project Funding Source: Technology Investment 505,000$ Managing Department: Innovation & Economic Development Information Technology Estimated Annual Costs Increase/(Decrease): Operational 360,000 Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 295,000$ 110,000$ 100,000$ -$ -$ 505,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 104 of 454 H-22 Discovery Management About This Project The first phase of this project involved the completion of an assessment to identify the functional and business requirements for a discovery management solution which will be used to draft a request for proposal. Based on current project demand and resource availability, city staff will develop and issue of a request for proposal for the acquisition and implementation of a discovery management system during fiscal year 2023-24. This project is tentatively scheduled for fiscal year 2023-24; staff will identify and request funding as part of the fiscal year 2023-24 SDTIP. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Need The current process of identifying, gathering, sorting, reviewing and producing information and documents required for litigation discovery is cumbersome and time consuming. The implementation of a discovery management solution would enable the city to identify, gather, and sort information and records from the massive volumes of content that span the city, including emails, and then sort and eliminate exact copies to reduce the effort and cost of reviewing and producing the remaining content. City staff may also use the discovery management solution to respond to large California Public Records Act requests. Project Funding Source: Technology Investment 170,000$ Managing Department: Innovation & Economic Development Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 30,000$ -$ 140,000$ -$ -$ 170,000$ -$ Est FY25-26 Budget June 14, 2022 Item #7 Page 105 of 454 H-23 Meter Data Management/Utility Analytics About This Project This project implements the Meter Data Management and analytics modules offered as additional functionality to the existing utility billing system. Based on current project demand and resource availability, city staff are tentatively rescheduling this project for fiscal year 2023-24 from fiscal year 2022-23; staff will identify and request funding as part of the fiscal year 2023-24 SDTIP. After initial implementation, staff estimate operational costs to increase by $175,000 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Need The city has an existing automated meter infrastructure and completed a major upgrade to the utility billing system last year. However, there are still many manual processes that exist between the two systems. For example, if for some reason a meter is not being automatically read, the automated meter infrastructure system will generate a report identifying the meter and staff must manually create a work order in the utility billing system to dispatch a meter reader to troubleshoot the meter. Implementing the Meter Data Management functionality of the utility billing system will automate this and several other integration processes. Additionally, the Meter Data Management solution offers robust analytics capability including a key performance indicator dashboard, advanced leak detection and notification, water loss analysis, and water conservation management. Project Funding Source: Utility Replacement 550,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 175,000 Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Replacement -$ -$ 550,000$ -$ -$ 550,000$ -$ Est FY25-26 Budget June 14, 2022 Item #7 Page 106 of 454 -.. ---·-■-----·-----_______ ,.. ----------------.... fj • H-24 Professional Technical Services for Data Project Delivery About This Project The ESRI Advantage Program provides technical assistance to staff on projects that meet city and City Council goals. The program is currently being used to complete the first phase of the Fire Department Standards of Cover project. This funding will allow for staff to be agile in starting and executing new projects that use GIS and ESRI. The credits are also flexible so as city needs change, the city can adapt its use of the technical assistance. It is estimated that the city will use at least $70,000 worth of credits in fiscal year 2022-23. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Need Annual consulting credit with ESRI to assist in GIS and data initiatives. Project Funding Source: Technology Investment 350,000$ Managing Department: Innovation & Economic Development Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 70,000$ 70,000$ 70,000$ 70,000$ 350,000$ Est FY25-26 Budget 70,000$ June 14, 2022 Item #7 Page 107 of 454 Co,,,•:of-,c,<1en.:11>)'~Stnon&,~Sm'°" ■~,~~l•U.1't7 .,,.t:!0·1201 .>1<>16·!.UO □"'8·1610 □1·•16 ~--~•~••---•---=--~ H-25 Regulator Water Usage Analytics About This Project Implement the Waterview Water Efficiency portal to assist the city in meeting legislatively established water conservation goals and reporting requirements. After initial implementation, city staff estimate operational costs to increase by $42,000 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Need The State of California has established water efficiency and allocation requirements as part of water conservation legislation, Senate Bill 606 and Assembly Bill 1668. These bills require urban water retail suppliers to develop annual urban water use objectives for their service areas that represent the total amount of efficiently used water that can be delivered to the service area. The District needs an application that analyzes data by the components of the water allocation and calculates water use efficiency to help meet the new water efficiency and allocation requirements and to provide the data needed for the annual reporting requirements which start November 2023. Project Funding Source: Utility Operating 50,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 42,000 Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Operating -$ 50,000$ -$ -$ -$ 50,000$ -$ Est FY25-26 Budget June 14, 2022 Item #7 Page 108 of 454 H-26 FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE Audiovisual Upgrades About This Project This project provides for upgrades and growth of the city's audiovisual equipment. The work landscape has changed—audiovisual equipment that previously supported in-person meetings in a room are now supporting meetings held virtually. The IT Department will update and maintain audiovisual equipment to meet this new work environment and other necessary enhancements to legacy technology. There are no annual operational cost changes associated with this project. City staff cannot feasibly estimate replacement costs until after the new equipment is purchased. Connected Carlsbad Goal Foster a Vibrant Civic Engagement Culture Project Need This project allows for the standardization of audiovisual equipment within the city’s work facilities so personnel can conduct business with internal and external resources virtually without the need to move between facilities for meetings. Project Funding Source: Technology Investment 1,125,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 625,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,125,000$ Est FY25-26 Budget 100,000$ June 14, 2022 Item #7 Page 109 of 454 H-27 ENHANCE ACCESSIBILITY AND TRANSPARENCY Civic Engagement with Open Data About This Project This project supports community engagement with city operations and makes government more open and accountable. An open data portal will provide a resource for citizen access to detailed financial, operational and historical datasets of city activity. City staff are requesting additional funding to cover design research services and increased licensing costs. After initial implementation, staff estimate operational costs to increase by $175,000 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Enhance Accessibility and Transparency Project Need Serving as the accessibility and transparency part of the Data Governance and Operational Analytics project, this project will leverage the city’s data resources and deliver an online portal rich of city data to enable increased community engagement and transparency. It is anticipated that this project will also save staff time for all departments by reducing common public records requests by making these datasets always available online. This key project will facilitate a deeper understanding within the community and better inform residents that wish to know more about how their city operates. The data governance team will direct and oversee the open data online catalog and track access to these resources. Phase I will deliver a smaller set of data commonly requested by the public to an online platform. Phase II will expand the publicly available datasets to cover information from all departments and live progress on citywide initiatives and City Council goals. Project Funding Source: Technology Investment 198,000$ Managing Department: Innovation & Economic Development Estimated Annual Costs Increase/(Decrease): Operational 175,000 Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 180,000$ 18,000$ -$ -$ -$ 198,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 110 of 454 H-28 Enterprise Digital Asset Management About This Project The city engaged with an outside consultant to complete an assessment that identified the functional and business requirements for an enterprise digital asset management solution that will provide for the storing, organizing, describing, accessing and preservation of digital assets. City staff will use these requirements to develop and issue a request for proposal, which will take place during fiscal year 2022-23. Staff are currently requesting funding for the acquisition and implementation of an enterprise digital asset management system. At this time, depending on the identified solution, city staff cannot feasibly determine any operational or replacement costs. Connected Carlsbad Goal Enhance Accessibility and Transparency Project Need Currently, the city has a wide range of digital assets maintained by numerous departments that are currently managed, stored, accessed and shared using a variety of methods. These digital assets range from unique archival documents, records, films, audio recordings, artwork and photos maintained by the Library & Cultural Arts Department, photos and videos related to the history of Leo Carrillo Ranch Historic Ranch maintained by Parks & Recreation Department, and photos of current events maintained by the Communications & Engagement Department. Storage of these assets varies from storage on an external hard drive, storage in SharePoint Digital Libraries or saved on network drives. As a result, no centralized environment exists to store and catalogue these assets, making it challenging to find, share and use these resources. Project Funding Source: Technology Investment 400,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 50,000$ 350,000$ -$ -$ -$ 400,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 111 of 454 H-29 Patron Print/Copy Management About This Project This project replaces the existing print/copy management system used at the various library locations within the city. City staff will need to complete a request for proposal to identify and implement a new system. At this time, city staff do not expect this project to result in an increase to operating or replacement costs. Connected Carlsbad Goal Enhance Accessibility and Transparency Project Need The existing agreement will expire in September 2022 and the Library & Cultural Arts Department is looking to enhance the current system. Project Funding Source: Technology Investment 88,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 18,000$ 70,000$ -$ -$ 88,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 112 of 454 0 - H-30 Virtual Permitting Counter (OpenCounter) About This Project This project implements OpenCounter's Virtual Permitting Counter application. City staff adjusted the additional funding from fiscal year 2022-23 to fiscal year 2023-24 to better reflect the timing of this project. After initial implementation, staff estimate operational costs to increase by $34,500 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Enhance Accessibility and Transparency Project Need Prior to determining what is required to establish a business or begin development in the City of Carlsbad, potential applicants typically must meet with city staff. Staff then work to educate the applicant on what is allowable from a zoning perspective, what type of plan cases and permits will be required, and how much permitting will cost. OpenCounter establishes an online virtual permitting counter that walks an applicant through much of this process online in a self-service portal. Project Funding Source: Technology Investment 84,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 34,500 Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 61,000$ -$ 23,000$ -$ -$ 84,000$ -$ Est FY25-26 Budget June 14, 2022 Item #7 Page 113 of 454 \ \ I j H-31 PROMOTE SECURITY AND SUSTAINABILITY THROUGH CONNECTIVITY Annual Hardware and Infrastructure Replacement About This Project This project provides for replacement equipment funding for scheduled replacement of laptops, desktops, internal servers, routers, switches, and other network and data center requirements. There is no increase or decrease in operational costs associated with the annual replacement program. Due to the circular nature of the replacement program, replacement costs fluctuate annually depending on the hardware life cycles which can range from three years to 20 years. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is needed to support the city's technology infrastructure and department-specific needs. Project Funding Source: IT Replacement Fund 5,465,436$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget IT Replacement Annual 790,436$ 1,030,000$ 1,485,000$ 1,050,000$ 5,465,436$ Est FY25-26 Budget 1,110,000$ June 14, 2022 Item #7 Page 114 of 454 ~ ":!'~•:.:c H-32 Business Process Documentation About This Project This project will begin to upgrade EnerGov and provide for consulting services to update existing business process documentation to reflect user interface changes and assist with business process improvement. At this time, city staff do not expect this project to result in an increase to operating or replacement costs. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need The upgrade to EnerGov will significantly change the user interface. Additionally, the city can use this as a significant opportunity for business process improvement. Project Funding Source: Technology Investment 150,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 150,000$ -$ -$ -$ 150,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 115 of 454 H-33 Computer Aided Dispatch About This Project The city purchased its current Public Safety Computer-Aided Dispatch system, or CAD, in 2005. Over the years, the current vendor provided a series of upgrades to the system as both needs and technology have evolved. Through a series of mergers and acquisitions, the city’s current CAD system is now at the end of life, and the city must select a replacement CAD system to maintain the standards required by the State of California and expected by the citizens of Carlsbad. The city completed a request for proposal process and selected the Motorola CAD and in-car video system solution. The City Council approved the contract for this system on May 10, 2022. With the selection of the CAD and in-car video system solution, city staff estimate the annual operating budget to increase by $170,000 starting in fiscal year 2023-24. Staff estimate replacement costs to be $90,000 annually for the in-car video system. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need This project provides a new robust and reliable CAD system, designed to support law enforcement activities, that fully integrates with other system application components and meets the requirements established by the Department of Justice. The CAD solution shall include real-time mapping, automated vehicle location and a mobile data client. This mobile data client must include real-time integrated mobile mapping and AVL functionality that provides situational awareness and incident management tools to field personnel. The mobile application must be fully integrated with CAD software to ensure a seamless transfer of information between the CAD and Mobile applications, as well as the Police Department’s Report Writing and Records Management Systems. The CAD configuration must address system redundancy factors and incorporate backup, failover and recovery solutions. The in-car video solution promotes officer safety by doubling as a forward facing LPR camera. The system also limits agency liability by automatically recording subjects placed in the backseat. Seamless integration with the proposed CAD system and real-time access to the camera views allow command staff to make informed situational awareness decisions with units out in the field. June 14, 2022 Item #7 Page 116 of 454 Funding Source Tech. Investment $ Prior Year Budget Req FY22-23 Est FY23-24 Budget Budget 1,000,000 $ 580,000 $ Est FY24-25 Budget $ Project Funding Sourc,e: Technology Investment Managing Department: Information Technology Estimated Annual Costs lncrease/(Decrease): Operational Replacement EstFY25-26 Budget EstFY26-27 Budget $ $ $ 1,580,000 $ 170,000 90,000 Total Budget 1,580,000 H-34 Cyber Security Program Development About This Project The cybersecurity program provides support and protection to the City of Carlsbad so it can successfully accomplish its mission. As the threat landscape is changing and getting more sophisticated in lockstep with advances in technology, we need to ensure the city’s cybersecurity program is robust enough to keep threat actors from causing harm to the city. To ensure we address the different areas and aspects of cybersecurity, city staff have developed and adopted an approach based on the National Institute of Standards and Technology Cybersecurity Framework to cybersecurity defense program which covers five functions: • Identify – Develop the organizational understanding to manage cybersecurity risk to systems, assets, data and capabilities. The activities in the Identify function are foundational for effective use of the Framework. Understanding the business context, the resources that support critical functions, and the related cybersecurity risks enables an organization to focus and prioritize its efforts, consistent with its risk management strategy and business needs. Examples of outcome categories within this function include Asset Management, Business Environment, Governance, Risk Assessment and Risk Management Strategy. • Protect – Develop and implement the appropriate safeguards to ensure delivery of critical infrastructure services. The Protect function supports the ability to limit or contain the impact of a potential cybersecurity event. Examples of outcome categories within this function include Access Control, Awareness and Training, Data Security, Information Protection Processes and Procedures, Maintenance, and Protective Technology. • Detect – Develop and implement the appropriate activities to identify the occurrence of a cybersecurity event. The Detect function enables timely discovery of cybersecurity events. Examples of outcome categories within this function include Anomalies and Events, Security Continuous Monitoring, and Detection Processes. • Respond – Develop and implement the appropriate activities to act regarding a detected cybersecurity event. The Respond function supports the ability to contain the impact of a potential cybersecurity event. Examples of outcome categories within this function include Response Planning, Communications, Analysis, Mitigation and Improvements. Project Funding Source: Technology Investment 850,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 350,000$ 100,000$ 100,000$ 100,000$ 100,000$ 850,000$ Est FY25-26 Budget 100,000$ June 14, 2022 Item #7 Page 117 of 454 NIST Cybersecurity Framework IDENTIFY Aau1nun,ce-n1 8uun,n '""''°"""'"1 Gov,"""nc.• R,s\1u .. ,,,_.n1 Rukrrnin.¥t1m1n1 nu1,r, PROTECT Aw1t1nencont,ol A•1n11eu1nd ,,.Wn, o,ta ncvrlty llll'opJOt1cbOrt and p,ocedutu M1111t1n1nc.1 P'fol:1CU,,•1 ·-- DETECT • • . ■ --- H-35 • Recover – Develop and implement the appropriate activities to maintain plans for resilience and to restore any capabilities or services that were impaired due to a cybersecurity event. The Recover function supports timely recovery to normal operations to reduce the impact from a cybersecurity event. Examples of outcome categories within this function include Recovery Planning, Improvements and Communications. At this time, and depending on the types of programs implemented over the course of the project, city staff cannot feasibly determine any operational or replacement costs. Connected Carlsbad Goal Promote Safety and Sustainability through Connectivity Project Need As a result of internal assessments and evaluations by external parties, city staff have identified certain initiatives within the five functions of the cybersecurity framework to translate into projects. Implementation of these projects will incur costs and require funding. The funding will cover assessment and evaluation, implementation, and staff training. Once the security infrastructure is in place, operational costs will move to the operation budget. City staff identified and planned the following projects for implementation: - Disaster Recovery program assessment and development, - Detection capability with security incident and event management technology, - Cybersecurity governance program, - Data classification tools, and - Incident response procedure development and training. June 14, 2022 Item #7 Page 118 of 454 H-36 Electronic Patient Care Reporting About This Project This project implements the electronic patient care reporting system that is being used by the County of San Diego. At this time, city staff do not expect this project to result in an increase to operating or replacement costs. Connected Carlsbad Goal Promote Safety and Sustainability through Connectivity Project Need The County of San Diego has requested that any agency in the county that provides Emergency Medical Service migrate to the electronic patient care reporting system that is used by the county. This will streamline Emergency Medical Service reporting requirements. Project Funding Source: Technology Investment 50,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 50,000$ -$ -$ -$ 50,000$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 119 of 454 H-37 Facility Security Master Plan About This Project This project is for a facility security master plan that would create a citywide inventory, identify potential new locations, and develop a citywide plan to follow. The city will assess locations for closed-circuit television, or CCTV, cameras, access control, alarm systems, physical door key audits and perimeter fencing at city facilities to help ensure both employee and citizen safety at these facilities. Staff will prioritize needs by risk and create a multi-year implementation plan. Staff will present the resulting Facility Security Master Plan to the City Council for consideration, which is expected to guide the city in creating requests for proposal for the implementation of the recommended security controls over multiple years. At this time, and depending on the recommendations of the master plan, city staff cannot feasibly determine any operational or replacement costs. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need The city does not have a consistent overarching plan or policy for the security of city buildings, parks and critical infrastructure. The City of Carlsbad is committed to protecting the safety of the public and city staff at city facilities amid today’s security risks. Project Funding Source: Technology Investment 400,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 100,000$ 100,000$ 100,000$ 100,000$ -$ 400,000$ -$ Est FY25-26 Budget June 14, 2022 Item #7 Page 120 of 454 H-38 Live 9-1-1 About This Project Implement Live 9-1-1, which will allow officers and support personnel to monitor live emergency calls to 9-1-1 while enroute to a call. This will provide increased situational awareness for responding officers The initial one-time cost for this system is $66,380. Yearly ongoing costs are $60,000 for software licensing. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need Currently, responding officers are unable to hear the interaction between 9-1-1 callers and dispatchers. Project Funding Source: Technology Investment 66,380$ need picture Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 60,000 Replacement NA Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 66,380$ -$ -$ -$ 66,380$ Est FY25-26 Budget -$ June 14, 2022 Item #7 Page 121 of 454 H-39 FUTURE PROJECTS Estimated Fiscal Year 2022-23 through 2026-27 Appropriations by Goal The City of Carlsbad’s SDTIP for fiscal year 2022-23 to fiscal year 2026-27 outlines 33 projects at an estimated total cost of $27.34 million. Of the $27.34 million, $15.35 million is for new or increased funding for projects over the next five years. The information provided for future years reflects the most comprehensive snapshot of known or anticipated future projects as well as associated estimated costs. Build Capacity for Data- driven Decision Making, 1,450,000 -10% Enhance Accessibility and Transparency, 479,000 -3% Foster a Vibrant Civic Engagement Culture, 500,000 -3% Promote Security and Sustainability through Connectivity, 7,111,380 -46% Pursue Communitywide Digital Transformation, 5,810,000 -38% Estimated Future Projects Costs by Goal FY 2022-23 to FY 2026-27 $15.35 million June 14, 2022 Item #7 Page 122 of 454 H-40 Estimated Fiscal Year 2022-23 Appropriations by Goal The fiscal year 2022-23 SDTIP outlines $3.94 million in new appropriations for fiscal year 2022-23 to provide additional funding for the continuation of existing projects as well as funding for new projects. Build Capacity for Data-driven Decision Making, 380,000 -10% Enhance Accessibility and Transparency, 386,000 -10% Foster a Vibrant Civic Engagement Culture, 100,000 , 2% Promote Security and Sustainability through Connectivity, 1,836,380 -47% Pursue Communitywide Digital Transformation, 1,235,000 -31% Requested FY 2022-23 Appropriations by Goal $3.94 million June 14, 2022 Item #7 Page 123 of 454 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. Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing infrastructure projects through numerous asset management programs. 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 June 14, 2022 Item #7 Page 124 of 454 Exhibit 3 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 2022-23 CIP, compliance with the Growth Management Plan is continued. PROJECT EVALUATION Development of the CIP is a team effort involving all operational departments, the City Manager’s Office, the City Council, and the community. Community feedback on infrastructure needs is considered and incorporated as appropriate. The CIP is fully vetted at multiple levels of the city organization by appropriate staff using an inclusive and transparent process, and reviewed on a quarterly basis. 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 14, 2022 Item #7 Page 125 of 454CITY OF CARLSBAD I-3 Projects were evaluated for the ability to deliver realistic outcomes considering anticipated revenue decreases in some capital funding sources. The city remains focused on matching existing resources with reasonable and achievable project schedules while continuing to work on projects that are already underway. Existing project balances were evaluated to determine whether additional funding was needed or if the existing balances were adequate. Funding recommendations were matched against project timing and balanced against available funding sources. As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels of service throughout their lifecycle. Recommendations for project funding consider current project status, project scheduling and sequencing requirements, project constraints, and current staff capacity. Project charters are updated to include project description, location, summary of need, justification including any legislative or policy citations, cost estimates, and project scores. FISCAL YEAR 2022-23 APPROPRIATIONS BY CATEGORY In the fiscal year 2022-23 CIP, there are approximately 226 continuing and new projects planned over the next 15 years. The fiscal year 2022-23 CIP outlines $43.4 million in new appropriations to provide additional funding for the continuation of existing projects as well as funding for 14 new projects. Projected revenues during the same fiscal year are estimated at $59.5 million. Capital Projects 50% Maintenance & Operations34% Project Accounting 16% FY 2022-23 Appropriations by Category $43.4 million June 14, 2022 Item #7 Page 126 of 454 I-4 FISCAL YEAR 2022-23 APPROPRIATIONS BY PROJECT TYPE Civic Buildings and Facility Maintenance $1.7 million This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs include repair, maintenance and replacement of civic buildings. Parks $1.8 million Projects include improvements and enhancements to existing parks, such as playground resurfacing, picnic areas and other needs identified by the community and in recently updated parks master plans. Drainage $3.3 million The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as well as maintaining the water quality of the city’s creeks, lagoons and ocean. As the city continues to age, it is increasingly necessary to balance repairing and replacing the existing lines with enhancing the current infrastructure to accommodate future needs. Sewer $13.9 million The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are built and paid for with impact fees collected with new development. Water and Recycled Water $2.8 million Future water and recycled water projects include construction of new pipelines, replacement of existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been producing and delivering recycled water for over 30 years. Transportation $19 million People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they drive, walk, bike, or ride a bus or train. The city continues to invest in modernizing roads, leveraging technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways, bridges, sidewalks and other assets in public rights of way throughout the city. June 14, 2022 Item #7 Page 127 of 454 L - III T ,Hr , r , r CITY OF CARLSBAD I-5 NEW CAPITAL IMPROVEMENT PROJECTS Chinquapin Lift Station Improvements Managing Department: Utilities Classification: Capital Project Funding Source: Sewer Replacement Budget FY23 $ 300,000 FY24 $ 920,000 TOTAL $ 1,220,000 About This Project The project will replace the generator and electrical equipment and construct a building to reduce corrosion of the electrical gear. Project Need Expansion of the enclosure is required to meet the electrical code. Salt laden air causes premature corrosion of electrical equipment, and a climate-controlled building is necessary. Generator replacement will provide continued reliability. The project is consistent with California Electrical Code. C-Tank Access Road Repair and Electrical Improvement Managing Department: Utilities Classification: Capital Project Funding Source: Recycled Replacement, Recycled Connection Budget FY23 $ 300,000 FY25 $ 1,590,000 TOTAL $ 1,890,000 About This Project The project will repair asphalt and unimproved portions of the access road to maintain vehicle access to the reservoir. The project will provide electrical service from the end of Bobcat Boulevard to the reservoir for future Supervisory Control and Data Acquisition, or SCADA, and communications purposes. Project Need Ensures access to the facility is preserved and provides future SCADA and communication capabilities. June 14, 2022 Item #7 Page 128 of 454 --... --- ! l~ I .,/ .,-/ ..... ;-•;- \ \ ~ --·-• ...... ~ \, ... \ • i l ' I-6 Leo Carrillo Ranch Park Phase 3B Managing Department: Parks and Recreation Classification: Capital Project Funding Source: Park-in-Lieu Southeast Budget FY25 $ 500,000 FY26 $ 500,000 FY27 $ 1,400,000 TOTAL $ 2,400,000 About This Project The individual projects that comprise the Leo Carrillo Ranch Park Phase 3B Project were included in the 1998 City Council approved (AB #14,521, Jan. 13, 1998) Leo Carrillo Ranch Master Plan. In 2014, the city held a public workshop on prioritization of the park’s individual projects for future planning and cost estimating purposes. The details of this project were prioritized by stakeholder and staff feedback received at that workshop. The project will include updates and improvements to the Carriage House, the Caretaker’s Residence, Botanical Garden, West Meadow, Botanical Trail, Arbor, and Feed Storage Building/Tack Shed. This prioritization of the park’s individual projects was affirmed via the 2015 Parks & Recreation Department Master Plan. Project Need The Phase 3B project is consistent with the City Council approved 1998 Leo Carrillo Ranch Park Master Plan and the City Council adopted 2015 Parks & Recreation Department Master Plan (Park, Facility and Program Rankings). Orion Complex Energy Storage Managing Department: Facilities Classification: Planning Funding Source: General Capital Construction Budget FY27 $ 250,000 TOTAL $ 250,000 About This Project Study feasibility of alternative energy generation and storage, such as a microgrid, to support city facilities located along Orion Way. Project Need If feasible, the project could offset ongoing energy costs and contribute to the city’s use of renewable energy sources. June 14, 2022 Item #7 Page 129 of 454 • • CITY OF CARLSBAD I-7 Poinsettia Lift Station Rehabilitation Managing Department: Utilities Classification: Capital Project Funding Source: Sewer Replacement Budget FY24 $ 2,500,000 TOTAL $ 2,500,000 About This Project Replacement of the three pumps and related mechanical equipment and electrical and odor control improvements. Project Need Improvements will provide continued functionality of a critical wastewater facility and mitigate potential of Sanitary Sewer Overflows. Stagecoach Community Park Community Gardens Managing Department: Parks and Recreation Classification: Capital Project Funding Source: Park-in-Lieu Southeast Budget FY23 $ 225,000 FY24 $ 200,000 TOTAL $ 425,000 About This Project The maintenance yard has become available for a new use. Staff proposes converting maintenance yard at Stagecoach Park into a raised container community garden. Project will include 20 raised planting beds, kiosk, composting bins, tool storage and benches. Project Need To address demand for community gardens in southeast quadrant. The project is consistent with the Parks and Recreation Master Plan. June 14, 2022 Item #7 Page 130 of 454 ~- ~ ii t ~ .... ;., .. _ • ...... I \ \ \ .1.. .. / \ \\ i I-8 Traffic Signal Right Turn Overlaps Managing Department: Transportation Classification: Capital Project Funding Source: Gas Tax Budget FY23 $ 150,000 TOTAL $ 150,000 About This Project Traffic signal modification to provide right turn overlap phase at Poinsettia/Paseo Del Norte southbound approach, El Camino Real/Tamarack Avenue northbound approach, and Palomar Airport Road/Melrose Drive eastbound approach. Project Need Right turn overlap phasing improves traffic flow through an intersection by allowing right turns to occur at the same time as the protected left turn movement on the intersecting road. This improves traffic flow efficiency while also reducing vehicle idling and emissions. Vista/Carlsbad Interceptor – Point Repair Reaches VC13 & VC14 Managing Department: Utilities Classification: Maintenance and Operations Funding Source: Sewer Replacement Budget FY23 $ 200,000 FY24 $ 600,000 FY25 $ 600,000 TOTAL $ 1,400,000 About This Project Rehabilitate approximately 8,600 lineal feet of existing 42-inch diameter interceptor sewer pipeline and manholes with cured-in-place pipe. Carlsbad shares the total cost of the project with the City of Vista as a percentage of capacity. Project Need The existing 42-inch sewer is plastic lined and was constructed in the 1960's. Due to age and deformations in plastic liner, a comprehensive rehabilitation is needed. June 14, 2022 Item #7 Page 131 of 454 ! .•• -r: ' .--., CITY OF CARLSBAD I-9 Village Decorative Lighting – Carlsbad Village Drive from Harding Street to Ocean Street Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY23 $ 400,000 TOTAL $ 400,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 3 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. Village Decorative Lighting – Train Station Area Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 800,000 TOTAL $ 800,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 4 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. June 14, 2022 Item #7 Page 132 of 454 \ \ \ I-10 Village Decorative Lighting – Hospitality District Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 800,000 TOTAL $ 800,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 5 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. Village Decorative Lighting – Gateway Lighting Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 900,000 TOTAL $ 900,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 6 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. June 14, 2022 Item #7 Page 133 of 454 \ CITY OF CARLSBAD I-11 Village Decorative Lighting – Pedestrian Lampposts Oak Avenue Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 450,000 TOTAL $ 450,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 7.1 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. Village Decorative Lighting – Pedestrian Lighting at Village Outskirts Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 850,000 TOTAL $ 850,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 7.2 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. June 14, 2022 Item #7 Page 134 of 454 \ \ \ \ I-12 CAPITAL IMPROVEMENT PROGRAM REVENUES Over the next 15 years, revenues for capital projects are estimated at $758.6 million and are segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad, (2) special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds other than wastewater and water, (5) general capital construction funds, and (6) other sources, including grants, sales taxes and contributions from other agencies. Approximately 18.9% of all capital revenue is received as a result of development, including Developer Fees and financing districts in the chart above, and is dependent upon assumptions made about the city's annual growth in dwelling units and commercial and industrial square feet. These revenues include Public Facilities Fees, Traffic Impact Fees, Park-In-Lieu Fees, Planned Local Drainage Fees, Water Connection Fees, Sewer Connection charges, and community facilities districts and bridge and thoroughfare benefit districts fees. Water and wastewater replacement revenues generated by user fees equal approximately 36.8% of total revenues and are used to pay for replacement of existing water and sewer facilities. Infrastructure Replacement and General Capital Construction revenues, equal to 18.2%, are transfers from the city’s General Fund, which are being set aside to pay for replacement of major capital facilities other than wastewater and water facilities and the construction of various municipal projects. The remaining 26.1% consists of revenues from other agencies and include federal and state grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from cities, developers, and other agencies. Financing Districts 4.0%General Capital Construction 9.1%Infrastructure Replacement Fund 9.1% Other agencies 26.1% Developer fees 14.9% Utility Replacement transfers36.8% Capital Improvement Program Projected Revenues FY 2022-23 to FY 2035-37 $758.6 million June 14, 2022 Item #7 Page 135 of 454 I-13 FUTURE GROWTH AND DEVELOPMENT As shown on the graph on the previous page, there are a variety of revenues that are used to fund the capital projects. In order to estimate revenues to be received from development, several assumptions about the rate and type of future development are made. These assumptions can change from year to year and tend to correlate with the current economic climate. Every year, city staff evaluates all existing and future private development projects and compares this information to the capacity of the city using the most current adopted general plans. Information about existing development activity combined with estimates of how remaining net developable land might develop is then summarized to prepare future projections about when and where residential and non-residential development may occur. The following table shows the number of residential units and non-residential square feet of development that was used in calculating estimated revenues for fiscal year 2022-23 and subsequent years to build out. Projected Future Development Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital funds are sufficient, significant operating cost impacts and availability of staff resources are also considered in evaluating the timing of projects. Where funding discrepancies occur, alternative financing methods and project timing are evaluated and recommendations are made to resolve the discrepancies. Conservatively, about 3,158 residential units are anticipated for future development, and it is currently estimated that the city is more than 90% built out. Residential development for fiscal year 2022-23 is projected at 396 units, and, over the next five years, should average 256 units per year. The amount of non-residential development is projected at about 419,000 square feet over the next five years. Projects include several multi-family residential developments, commercial industrial, office and other mixed-use projects. Development estimates provide data for estimating future fee revenues, which are calculated by multiplying each applicable development fee by the estimated number of dwelling units and/or square feet of construction expected during each year. June 14, 2022 Item #7 Page 136 of 454 Residential Non-Residential Square Fiscal Year Units Feet 2022-23 396 135,792 2023-24 394 219,589 2024-25 294 56,725 2025-26 98 3,225 2026-27 97 3,225 2028-32 1,053 2,253,431 2033-build o ut 826 1,884,311 Totals 3,158 4,556,298 I-14 FUTUR E P RO J ECT S The CIP for fiscal year 2022-23 to fiscal year 2035-37 outlines approximately 226 projects at a cost of $695 million. Long-range planning and responsible asset management play key roles in the development of future capital projects. Using data from various infrastructure master plans, ongoing asset condition assessments, technical modelling, field inspections as well as community feedback, the information provided for future years reflects the most comprehensive snapshot of known or anticipated future projects as well as associated estimated costs. Civic facilities 11% Parks9% Drainage 7% Wastewater 28% Water/Recycled Water 22% Transportation 23% Future Project Costs By Type FY 2022-23 to FY 2035-37 $695 million June 14, 2022 Item #7 Page 137 of 454 I-15 CALCULATION OF FUTURE FEES The revenue projections in the CIP reflect the growth assumptions identified in the previous section. The following information delineates how those assumptions were applied to estimate future development revenues. The mix of future multi-family and single-family residential units is assumed to be 80% and 20%, respectively, and reflects the anticipated mix of residential development for each Local Facilities Management Zone. To calculate estimated revenues for Traffic Impact Fees, the number of average daily trips was computed for each type of development use. An attached multi-family residential dwelling unit is assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day. The trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000 square feet of development, respectively, although the actual volume of trips generated by commercial and industrial buildings can vary widely depending on the ultimate land use. CFD No. 1 is a citywide district established to finance various civic facilities required under the city’s Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland. Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development and restoration. Bridge and thoroughfare fee districts or BTDs are formed by property owners to finance specific road construction projects located within the district boundaries. BTD No.2 Poinsettia Lane/ Aviara Parkway was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane. UNFUNDED PROJECTS There are six projects identified in the CIP for which there is no identifiable funding source and, in some cases, where only partial funding has been identified. The city will investigate obtaining possible external funding, such as federal and state grants, loans, or other financing sources. Once funding is identified for these projects, the project costs will have to be reviewed and updated to reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. Two projects are partially funded by the Traffic Impact Fee program. The program was planned to generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining 80% unfunded. Business Park Recreational Facility (Partial Funding)6,600,000$ Cannon Lake Park (6.7 Acres)2,243,000 Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding)6,905,600 Carlsbad Blvd./ Palomar Airport Road (Partial Funding)14,109,600 Carlsbad Blvd. Realignment - Segments 3-5 26,100,000 College Boulevard Extension 30,000,000 TOTAL UNFUNDED PROJECTS 85,958,200$ June 14, 2022 Item #7 Page 138 of 454 RESOLUTION NO. 2022-135 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2022-23 FOR THE CITY OF CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS EXHIBIT 4 WHEREAS, the City Council of the City of Carlsbad, California, has reviewed the proposed final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for fiscal year (FY) 2022-23 and has held such public hearings as are necessary prior to adoption of the final budgets. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled "Fiscal Year 2022-23 Preliminary Operating Budget," presented at the Joint Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary, and "Strategic Digital Transformation Investment Program and Capital Improvement Program," presented at the Joint Special Meeting on June 7, 2022 as Exhibits 3 and 4 to Item No. 13, as amended, if necessary, in accordance with Attachments A-A3, B-B2, C and D to this Exhibit 4, attached and incorporated by reference, are adopted as the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for the City of Carlsbad for FY 2022-23 along with the program options and adjustments, if any, determined by the City Council as set forth in the minutes of this Joint Special Meeting on June 14, 2022. 3.That the amounts reflected as estimated revenues for FY 2022-23 as shown in Attachments A-A3, B-B2 and D are adopted as the budgeted revenues for FY 2022-23. 4. That the amounts as designated as the FY 2022-23 Budget request in Attachments A-A3, B-B2 and D are appropriated to the department or fund for which they are designated, and such appropriation shall not be increased except as provided in this resolution. June 14, 2022 Item #7 Page 139 of 454 5.That total appropriations for each fund may only be increased or decreased by the City Council by passage of a resolution amending the budget except as provided in this resolution. 6.That the following controls are placed on the use and transfer of budget funds: A.No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the City Council or City Manager as described below. i.The City Manager may authorize all transfers of funds from account to account within any department. ii.The City Manager may authorize transfers of funds between Information Technology and departments citywide as it relates to the reorganization of staff within the business systems specialist series. iii.The City Manager may authorize transfers of funds between departments within the same fund in an amount up to $100,000 per transfer. iv.The City Manager may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue, which is designated for said specific purpose. v.The City Manager may authorize budget adjustments to increase the appropriation for the Workers' Compensation and Risk Management Funds' operating budgets in an amount equal to the increases in costs of claims expenses or estimated losses and liabilities. vi.The City Manager may authorize budget adjustments to increase the appropriation for unforeseen legal expenses and liabilities. vii.The City Manager may authorize budget adjustments to increase the appropriation for Mutual Aid expenses in an amount equal to the increases in amounts to be reimbursed by other agencies. viii.The City Council must authorize all transfers of funds from the City Council's Contingency Account. ix.The City Manager may delegate any of the authority given to the City Manager under this resolution. June 14, 2022 Item #7 Page 140 of 454 B.The City Council must authorize any increase in the number of authorized permanent personnel positions above the level identified in Attachment C. C.The City Manager may authorize the hiring of temporary or part-time staff as necessary within the limits imposed by the controls listed above. 7.That the legal level of budgetary control is the fund level. Budgets may not legally be exceeded at the fund level without appropriate authorization by the City Council. 8.That interest earned on grants may be appropriated during the year for the purpose for which the grant was received. 9.That all appropriations in the Capital Improvement Program remaining unexpended at June 30, 2022, are appropriated to FY 2022-23 in their respective project budgets. 10.That all appropriations in the Strategic Digital Transformation Investment Program remaining unexpended at June 30, 2022, are appropriated to FY 2022-23 in their respective project budgets. 11.That all appropriations in the Operating Budget remaining unexpended at June 30, 2022 related to developer deposits received for developer-funded studies not yet completed or grant awards received or expected for projects that are continuing into the next fiscal year are appropriated to FY 2022-23. 12.That all appropriations for outstanding encumbrances as of June 30, 2022, are continued into FY 2022-23 for such contracts or obligations. June 14, 2022 Item #7 Page 141 of 454 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. MATT HALL, Mayor ¥FAVIOLA MEDINA, City Clerk Services Manager {SEAL} June 14, 2022 Item #7 Page 142 of 454 Attachment A SCHEDULE OF PROJECTED FUND BALANCES Projected Beginning Ending Fund Balance Estimated Estimated Fund Balance Fund July 1, 2021 Revenues Expenditures June 30, 2022 General Fund 110,998,762$ *204,922,372$ 200,223,160$ 115,697,974$ * Special Revenue Funds Affordable Housing 16,702,385 1,815,000 200,000 18,317,385 Agricultural Mitigation Fee 1,025,623 223,100 - 1,248,723 Buena Vista Channel Maintenance District 1,502,960 115,000 106,500 1,511,460 Citizens' Option for Public Safety 304,670 186,034 266,106 224,598 Community Activity Grants 1,125,132 12,000 15,000 1,122,132 Community Development Block Grant 266,637 1,492,368 1,548,299 210,706 Cultural Arts Donations 338,366 51,826 82,491 307,701 Habitat Mitigation Fee - 65,100 - 65,100 Library and Arts Endowments 270,832 2,800 6,000 267,632 Library Gifts and Bequests 1,654,623 200,816 216,363 1,639,076 Lighting and Landscaping District 2 4,615,763 687,680 398,124 4,905,319 Local Cable Infrastructure 941,429 288,600 467,962 762,067 Median Maintenance District 84,768 1,315,000 1,160,000 239,768 Parking In Lieu Fee 1,200,349 12,000 49,675 1,162,674 Police Asset Forfeiture 259,469 918 20,000 240,387 Public Safety Grants - 196,696 196,696 - Recreation Donations 292,508 28,234 45,782 274,960 Rental Assistance 235,713 9,682,700 9,597,000 321,413 Senior Donations 336,216 14,037 19,000 331,253 Street Lighting Maintenance District 2,862,534 927,000 849,000 2,940,534 Street Tree Maintenance District 159,543 910,000 950,000 119,543 Tyler Court Apartments 330,598 641,000 485,000 486,598 Total Special Revenue Funds 34,510,118 18,867,909 16,678,998 36,699,029 Enterprise Funds Water Operations 30,390,857 47,723,538 51,321,219 26,793,176 Recycled Water Operations 5,652,330 8,537,611 11,403,789 2,786,152 Wastewater Operations 8,184,603 15,526,500 16,057,474 7,653,629 Solid Waste Management 11,991,468 4,084,447 4,017,239 12,058,676 Golf Course 2,119,080 8,957,000 7,306,826 3,769,254 Total Enterprise Funds 58,338,338 84,829,096 90,106,547 53,060,887 Internal Service Funds Workers' Compensation 5,935,084 4,891,730 4,246,463 6,580,351 Risk Management 2,668,730 3,392,080 3,740,520 2,320,290 Vehicle Maintenance 1,026,378 3,356,062 3,510,000 872,440 Vehicle Replacement 19,141,279 3,999,451 4,540,000 18,600,730 Information Technology 8,320,615 14,858,482 13,892,500 9,286,597 Total Internal Service Funds 37,092,086 30,497,805 29,929,483 37,660,408 Successor Agency Housing Trust Fund 1,431,269 1,067,000 1,038,500 1,459,769 Total Operating Funds 242,370,573$ 340,184,182$ 337,976,688$ 244,578,067$ * For the General Fund only, this represents unassigned fund balance. June 14, 2022 Item #7 Page 143 of 454 Attachment A Projected Beginning Ending Fund Balance Estimated Adopted Fund Balance Fund June 30, 2022 Revenues Budget June 30, 2023 General Fund 115,697,974$ *198,764,175$ 198,445,022$ 116,017,127$ * Special Revenue Funds Affordable Housing 18,317,385 495,000 393,385 18,419,000 Agricultural Mitigation Fee 1,248,723 15,000 - 1,263,723 Buena Vista Channel Maintenance District 1,511,460 116,000 195,245 1,432,215 Citizens' Option for Public Safety 224,598 201,000 265,705 159,893 Community Activity Grants 1,122,132 13,500 30,000 1,105,632 Community Development Block Grant 210,706 527,154 636,728 101,132 Cultural Arts Donations 307,701 25,500 131,750 201,451 Habitat Mitigation Fee 65,100 - - 65,100 Library and Arts Endowments 267,632 - 6,000 261,632 Library Gifts and Bequests 1,639,076 264,900 394,467 1,509,509 Lighting and Landscaping District 2 4,905,319 730,000 338,070 5,297,249 Local Cable Infrastructure 762,067 260,000 395,006 627,061 Median Maintenance District 239,768 1,315,000 1,329,900 224,868 Parking In Lieu Fee 1,162,674 15,000 53,000 1,124,674 Police Asset Forfeiture 240,387 - 125,000 115,387 Public Safety Grants - - - - Recreation Donations 274,960 31,539 81,009 225,490 Rental Assistance 321,413 11,403,180 10,409,089 1,315,504 Senior Donations 331,253 16,000 50,500 296,753 Street Lighting Maintenance District 2,940,534 920,000 1,065,393 2,795,141 Street Tree Maintenance District 119,543 920,000 880,235 159,308 Tyler Court Apartments 486,598 648,637 540,716 594,519 Total Special Revenue Funds 36,699,029 17,917,410 17,321,198 37,295,241 Enterprise Funds Water Operations 26,793,176 46,990,138 49,715,832 24,067,482 Recycled Water Operations 2,786,152 8,730,496 11,206,521 310,127 Wastewater Operations 7,653,629 19,276,500 16,999,568 9,930,561 Solid Waste Management 12,058,676 4,999,230 5,801,402 11,256,504 Golf Course 3,769,254 9,574,000 9,195,000 4,148,254 Total Enterprise Funds 53,060,887 89,570,364 92,918,323 49,712,928 Internal Service Funds Workers' Compensation 6,580,351 5,314,620 4,507,014 7,387,957 Risk Management 2,320,290 3,993,370 3,780,570 2,533,090 Vehicle Maintenance 872,440 3,297,355 3,506,140 663,655 Vehicle Replacement 18,600,730 3,969,367 5,293,745 17,276,352 Information Technology 9,286,597 16,487,619 15,477,967 10,296,249 Total Internal Service Funds 37,660,408 33,062,331 32,565,436 38,157,303 Successor Agency Housing Trust Fund 1,459,769 510,000 1,068,845 900,924 Total Operating Funds 244,578,067$ 339,824,280$ 342,318,824$ 242,083,523$ * For the General Fund only, this represents unassigned fund balance. June 14, 2022 Item #7 Page 144 of 454 Attachment A2 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 General Fund Taxes Property Tax 76,822,535$ 79,710,000$ 81,508,000$ 2.3% 1,798,000$ Sales Tax 43,726,520 50,323,000 49,123,000 -2.4% (1,200,000) Transient Occupancy Tax 15,583,688 28,091,000 28,803,000 2.5%712,000 Franchise Tax 5,773,811 6,245,589 6,958,000 11.4%712,411 Business License Tax 5,704,577 6,827,000 6,242,000 -8.6% (585,000) Transfer Tax 1,786,174 1,697,000 1,570,000 -7.5% (127,000) Total Taxes 149,397,305 172,893,589 174,204,000 0.8% 1,310,411 Intergovernmental Homeowners Exemption 346,499 350,000 353,000 0.9%3,000 Other Intergovernmental 9,496,508 7,156,915 617,309 -91.4% (6,539,606) Total Intergovernmental 9,843,007 7,506,915 970,309 -87.1% (6,536,606) Licenses and Permits Building Permits 1,355,056 1,400,000 900,000 -35.7% (500,000) Other Licenses and Permits 1,043,924 1,095,700 963,000 -12.1% (132,700) Total Licenses And Permits 2,398,980 2,495,700 1,863,000 -25.4% (632,700) Charges for Services Planning Fees 365,766 682,500 456,000 -33.2% (226,500) Building Department Fees 808,485 761,000 895,317 17.7%134,317 Engineering Fees 477,352 895,500 608,900 -32.0% (286,600) Ambulance Fees 2,781,450 3,500,000 3,850,000 10.0%350,000 Recreation Fees 1,604,571 2,007,840 2,315,500 15.3%307,660 Other Charges or Fees 1,465,765 1,601,199 1,504,300 -6.1%(96,899) Total Charges For Services 7,503,389 9,448,039 9,630,017 1.9%181,978 Fines and Forfeitures 423,380 216,170 210,750 -2.5%(5,420) Income from Investments and Property 5,639,681 5,600,795 5,481,000 -2.1% (119,795) Interdepartmental Charges 5,146,044 5,290,471 5,236,449 -1.0%(54,022) Other Revenue Sources 1,887,817 1,470,693 1,168,650 -20.5% (302,043) Total General Fund 182,239,603$ 204,922,372$ 198,764,175$ -3.0% (6,158,197)$ * Interest is calculated on an amortized cost basis. June 14, 2022 Item #7 Page 145 of 454 Attachment A2 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds Affordable Housing Affordable Housing Fees 273,120$ 467,000$ 120,000$ -74.3% (347,000)$ Property Tax - - - 0.0%- Interest Income 245,794 448,000 345,000 -23.0% (103,000) Other Revenue 22,727 900,000 30,000 -96.7% (870,000) Total Affordable Housing 541,641 1,815,000 495,000 -72.7% (1,320,000) Agricultural Mitigation Fee Agricultural Mitigation Fees 4,696 210,100 - -100.0% (210,100) Interest Income 1,903 13,000 15,000 15.4%2,000 Total Agriculutural Mitigation Fee 6,599 223,100 15,000 -93.3% (208,100) Buena Vista Channel Maintenance Assessment Fees 138,603 100,000 100,000 0.0%- Interest Income 3,414 15,000 16,000 6.7%1,000 Total Buena Vista Channel Maintenance 142,017 115,000 116,000 0.9%1,000 Citizens' Option for Public Safety State Funding (AB3229)292,465 185,000 200,000 8.1%15,000 Interest Income 1,354 1,034 1,000 -3.3%(34) Total Citizens' Option For Public Safety 293,819 186,034 201,000 8.0%14,966 Community Activity Grants Interest Income 2,036 12,000 13,500 12.5%1,500 Total Community Activity Grants 2,036 12,000 13,500 12.5%1,500 Community Development Block Grant Federal Grant 1,440,502 1,322,368 527,154 -60.1% (795,214) Interest Income 27 - - 0.0%- Other Revenue 166,185 170,000 - -100.0% (170,000) Total Community Dev. Block Grant 1,606,714 1,492,368 527,154 -64.7% (965,214) Cultural Arts Donations Donations 58,342 48,000 25,000 -47.9%(23,000) Interest Income 1,132 3,826 500 -86.9%(3,326) Total Cultural Arts Donations 59,474 51,826 25,500 -50.8%(26,326) Habitat Mitigation Fee Mitigation Fees 16,962 64,500 - -100.0%(64,500) Interest Income (351) 600 - -100.0%(600) Total Habitat Mitigation Fee 16,611 65,100 - -100.0%(65,100) June 14, 2022 Item #7 Page 146 of 454 Attachment A2 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds - Continued Library And Arts Endowment Fund Interest Income 490 2,800 - -100.0%(2,800) Total Library And Arts Endowment Fund 490 2,800 - -100.0%(2,800) Library Gifts/Bequests Gifts and Bequests 243,427 183,232 250,800 36.9%67,568 Interest Income 3,900 17,584 14,100 -19.8%(3,484) Total Library Gifts/Bequests 250,001 200,816 264,900 31.9%64,084 Lighting And Landscaping District 2 Assessment Fees 663,794 645,500 680,000 5.3%34,500 Interest Income 10,257 42,180 50,000 18.5%7,820 Total Lighting And Landscaping Dist. 2 674,051 687,680 730,000 6.2%42,320 Local Cable Infrastructure Fund Cable Fees 302,404 280,000 260,000 -7.1%(20,000) Interest Income 343 8,600 - -100.0%(8,600) Total Local Cable Infrastructure Fund 302,747 288,600 260,000 -9.9%(28,600) Median Maintenance Assessment Fees 349,925 365,000 365,000 0.0%- Other 700,267 950,000 950,000 0.0%- Total Median Maintenance 1,050,192 1,315,000 1,315,000 0.0%- Parking In Lieu Parking In Lieu Fees 44,960 - - 0.0%- Interest Income 2,477 12,000 15,000 25.0%3,000 Total Parking In Lieu 47,437 12,000 15,000 25.0%3,000 Police Asset Forfeiture Asset Forfeitures 5,751 - - 0.0%- Interest Income (288) 918 - -100.0%(918) Total Police Asset Forfeiture 5,463 918 - -100.0%(918) Public Safety Grants Federal Grant 123,843 196,696 - -100.0% (196,696) Total Police Grants 123,843 196,696 - -100.0% (196,696) Recreation Donations Donations 16,444 23,050 31,000 34.5%7,950 Interest Income 373 5,184 539 -89.6%(4,645) Total Recreation Donations 16,817 28,234 31,539 11.7%3,305 June 14, 2022 Item #7 Page 147 of 454 Attachment A2 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds - Continued Rental Assistance Federal Grant 8,745,835 8,984,000 10,072,680 12.1% 1,088,680 Other Revenue 383,582 698,700 1,330,500 90.4%631,800 Total Rental Assistance 9,129,417 9,682,700 11,403,180 17.8% 1,720,480 Senior Donations Donations 3,000 2,000 4,000 100.0%2,000 Interest Income 568 2,037 2,000 -1.8%(37) Other Revenue - 10,000 10,000 0.0%- Total Senior Donations 3,568 14,037 16,000 14.0%1,963 Street Lighting Assessment Fees 686,395 740,000 740,000 0.0%- Other Revenue 162,059 157,000 150,000 -4.5%(7,000) Interest Income 4,956 30,000 30,000 0.0%- Total Street Lighting 853,410 927,000 920,000 -0.8%(7,000) Street Tree Maintenance Assessment Fees 471,086 470,000 470,000 0.0%- Other Revenue 354 440,000 450,000 2.3%10,000 Total Street Tree Maintenance 471,440 910,000 920,000 1.1%10,000 Tyler Court Apartments Rental Income 604,339 640,000 646,672 1.0%6,672 Other Revenue 2,127 1,000 1,965 96.5%965 Interest Income 1 - - 0.0%- Total Tyler Court Apartments 606,467 641,000 648,637 1.2%7,637 Total Special Revenue Funds 16,204,254$ 18,867,909$ 17,917,410$ -5.0% (950,499)$ June 14, 2022 Item #7 Page 148 of 454 Attachment A2 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Enterprise Funds Water Operations Water Sales 28,691,928$ 28,500,000$ 29,000,000$ 1.8%500,000$ Ready-to-Serve charge 12,301,894 12,300,000 12,300,000 0.0%- Property Tax 4,469,981 4,418,344 4,418,344 0.0%- New Account Charges 130,028 130,000 130,000 0.0%- Back-Flow Program Fees 167,089 175,000 175,000 0.0%- Penalty Fees 5,815 74,150 161,750 118.1%87,600 Interest Income 48,949 354,500 354,500 0.0%- Engineering Overhead 20,822 40,000 42,000 5.0%2,000 Service Connection Fees 43,351 20,000 20,000 0.0%- Other Revenue 3,260,648 1,711,544 388,544 -77.3% (1,323,000) Total Water Operations 49,140,505 47,723,538 46,990,138 -1.5% (733,400) Recycled Water Operations Water Sales 7,151,961 7,200,000 7,366,000 2.3%166,000 Ready-to-Serve charge 1,209,044 1,300,000 1,339,000 3.0%39,000 Interest Income (91,990) (64,000) (64,000) 0.0%- Other Revenue 276,035 101,611 89,496 -11.9%(12,115) Total Recycled Water Operations 8,545,050 8,537,611 8,730,496 2.3%192,885 Wastewater Operations Service Charges 14,007,136 15,304,000 19,000,000 24.2% 3,696,000 Misc. Sewer 19,614 (19,000) - -100.0%19,000 Engineering Overhead 16,199 19,000 25,000 31.6%6,000 Penalty Fees (11) 43,000 65,000 51.2%22,000 Interest Income (11,915) 95,000 95,000 0.0%- Other Revenue 1,499,601 84,500 91,500 8.3%7,000 Total Wastewater Operations 15,530,624 15,526,500 19,276,500 24.2% 3,750,000 Solid Waste Management Recycling Fees (AB939)337,133 360,000 800,000 122.2%440,000 Penalty Fees (7) 19,000 19,000 0.0%- Trash Surcharge 3,049,951 3,000,000 2,100,000 -30.0% (900,000) Interest Income 16,881 140,200 160,100 14.2%19,900 Other Revenue 730,663 565,247 1,920,130 239.7% 1,354,883 Total Solid Waste Management 4,134,621 4,084,447 4,999,230 22.4%914,783 Golf Course Operations Charges for Services 8,105,675 8,830,000 9,466,000 7.2%636,000 Interest Income 10,852 30,000 19,000 -36.7%(11,000) Other Revenue 55,544,802 97,000 89,000 -8.3%(8,000) Total Golf Course Operations 63,661,329 8,957,000 9,574,000 6.9%617,000 Total Enterprise Funds 141,012,129$ 84,829,096$ 89,570,364$ 5.6% 4,741,268$ June 14, 2022 Item #7 Page 149 of 454 Attachment A2 2021-22 2022-23 Change as %Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Internal Service Funds Workers' Compensation Interdepartmental Charges 1,880,304$ 4,524,730$ 5,174,620$ 14.4%649,890$ Interest Income 39,441 142,000 140,000 -1.4%(2,000) Other Revenue 2,212,056 225,000 - -100.0% (225,000) Total Workers' Compensation 4,131,801 4,891,730 5,314,620 8.6%422,890 Risk Management Interdepartmental Charges 2,308,836 3,306,080 3,946,370 19.4%640,290 Interest Income 1,928 46,000 47,000 2.2%1,000 Other Revenue 59,053 40,000 - -100.0%(40,000) Total Risk Management 2,369,817 3,392,080 3,993,370 17.7%601,290 Vehicle Maintenance Interdepartmental Charges 3,207,532 3,291,562 3,272,355 -0.6%(19,207) Interest Income 839 6,500 5,000 -23.1%(1,500) Other Revenue 33,250 58,000 20,000 -65.5%(38,000) Total Vehicle Maintenance 3,241,621 3,356,062 3,297,355 -1.8%(58,707) Vehicle Replacement Interdepartmental Charges 2,872,200 3,574,451 3,575,367 0.0%916 Interest Income 49,260 200,000 194,000 -3.0%(6,000) Other Revenue 1,522,556 225,000 200,000 -11.1%(25,000) Total Vehicle Replacement 4,444,016 3,999,451 3,969,367 -0.8%(30,084) Information Technology Interdepartmental Charges 12,530,344 14,752,389 16,408,619 11.2% 1,656,230 Interest Income (28,270) 59,393 79,000 33.0%19,607 Other Revenue 1,243,014 46,700 - -100.0%(46,700) Total Information Technology 13,745,088 14,858,482 16,487,619 11.0% 1,629,137 Total Internal Service Funds 27,932,343$ 30,497,805$ 33,062,331$ 8.4% 2,564,526$ Trust Funds Sucssessor Agency Housing Fund Property Tax Increment 3,013,484 1,060,000 500,000 -52.8% (560,000) Interest Income 768,871 7,000 10,000 42.9%3,000 Total Successor Agency Housing Fund 3,782,355 1,067,000 510,000 -52.2% (557,000) Total Trust Funds 3,782,355$ 1,067,000$ 510,000$ -52.2% (557,000)$ Total Operating Funds 371,170,684$ 340,184,182$ 339,824,280$ -0.1% (359,902)$ June 14, 2022 Item #7 Page 150 of 454 Attachment A3 SCHEDULE OF BUDGET EXPENDITURES 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget General Fund Policy And Leadership Group City Council 466,528$ 487,977$ 632,975$ 649,975$ 652,220$ 0.3% City Attorney 1,910,060 2,036,466 2,033,136 2,037,136 2,033,508 -0.2% City Clerk 1,126,417 1,207,035 1,436,264 1,300,469 1,394,162 7.2% City Manager 2,574,961 1,939,537 2,042,542 2,112,097 2,156,145 2.1% City Treasurer 215,784 235,400 278,000 250,752 249,945 -0.3% Communication & Engagement 1,651,700 1,493,938 2,031,550 1,771,173 1,979,186 11.7% Total Policy And Leadership Group 7,945,450 7,400,353 8,454,467 8,121,602 8,465,166 4.2% Administrative Services Administration - - 525,745 568,883 747,797 31% Finance 5,617,702 5,810,863 5,950,000 5,632,387 5,472,176 -2.8% Human Resources 4,302,513 4,359,159 4,542,911 4,959,011 5,264,775 6.2% Innovation & Economic Development 1,097,395 1,427,603 1,252,000 1,264,626 2,585,951 104.5% Total Administrative Services 11,017,610 11,597,625 12,270,656 12,424,907 14,070,699 13.2% Community Services Community Services Administration - 654,001 862,511 656,221 675,917 3.0% Community Development 10,328,444 10,715,350 9,893,000 10,502,061 10,384,700 -1.1% Housing & Homeless Services - - 1,488,217 5,901,431 3,134,115 -47% Library & Cultural Arts 13,030,148 12,344,689 14,030,250 13,780,555 14,088,425 2.2% Parks & Recreation 17,584,182 16,786,632 20,629,095 19,159,380 21,167,014 10.5% Total Community Services 40,942,774 40,500,672 46,903,073 49,999,648 49,450,171 -1.1% Public Safety Fire 25,620,353 30,712,871 34,651,000 33,521,412 37,756,943 12.6% Police 44,841,600 47,615,546 48,936,163 48,756,017 51,240,884 5.1% Total Public Safety 70,461,953 78,328,417 83,587,163 82,277,429 88,997,827 8.2% Public Works Public Works Administration 1,768,613 1,808,997 1,800,000 1,941,613 1,440,649 -25.8% Construction Management & Inspection 2,944,509 2,728,545 2,760,000 2,990,665 3,262,768 9.1% Environmental Management 758,852 1,030,453 844,297 1,282,225 1,159,789 -9.5% Fleet & Facilities 5,537,243 5,341,736 5,830,000 6,555,934 6,768,736 3.2% Transportation 7,583,250 7,553,800 9,230,700 8,405,466 9,707,559 15.5% Total Public Works 18,592,467 18,463,531 20,464,997 21,175,903 22,339,501 5.5% Miscellaneous Non-Departmental Expenditures Community Contributions 7,983 2,595 - - - - Dues & Subscriptions 71,519 72,714 75,000 80,000 80,000 0.0% Legal Services 697,114 755,312 500,000 1,200,000 1,000,000 -16.7% Professional Services 39,195 34,194 35,000 42,000 41,658 -0.8% Other Miscellaneous Expenditures 3,860,320 1,055,650 55,000 - 100,000 - Personnel Related 152,582 184,337 200,000 850,000 1,050,000 23.5% COVID-related 910,211 245,579 150,000 - - - Vacancy savings - - - - (2,000,000) - Property Tax & Other Administration 658,895 759,165 750,000 750,000 750,000 0.0% Total Miscellaneous Non-Departmental Expenditures 6,397,819 3,109,546 1,765,000 2,922,000 1,021,658 -65.0% June 14, 2022 Item #7 Page 151 of 454 Attachment A3 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget General Fund - Continued Transfers Transfer to General Capital Construction Fund 5,111,500$ 4,500,000$ 13,133,056$ 5,353,000$ 3,956,000$ -59.2% Transfer to Infrastructure Replacement Fund 5,111,500 4,500,000 5,353,000$ 5,353,000$ 3,956,000$ 0.0% Transfer from Infrastructure Replacement Fund - - (5,070,000)$ (5,070,000)$ -$ 0.0% Transfer to Technology Investment Capital Fund - 10,656,000$ -$ 3,956,000$ Transfer To LLD#1 (Medians & Trees)950,000 700,000 1,390,000$ 1,190,000$ 1,400,000$ -14.4% Transfer To Storm Water Program 303,052 281,040 322,000$ 322,000$ 332,000$ 0.0% Other Miscellaneous Transfers 2,090,114 47,031,506 993,748$ -$ -$ -100.0% Total Transfers 13,566,166 57,012,546 26,777,804 7,148,000 13,600,000 90.3% Total Miscellaneous Non-Departmental 19,963,985 60,122,092 28,542,804 10,070,000 14,621,658 45.2% Subtotal General Fund 168,924,239 216,412,690 200,223,160 184,069,489 197,945,022 7.5% Contingencies - - - 500,000 500,000 0.0% Total General Fund 168,924,239$ 216,412,690$ 200,223,160$ 184,569,489$ 198,445,022$ 7.5% Special Revenue Funds Affordable Housing 868,053$ 4,674,625$ 200,000$ 811,197$ 393,385$ -51.5% Agricultural Mitigation Fee - - - - - - Buena Vista Channel Maintenance 71,738 80,982 106,500 195,245 195,245 0.0% Citizens' Option For Public Safety 247,072 263,590 266,106 266,106 265,705 -0.2% Community Activity Grants - - 15,000 30,000 30,000 0.0% Community Development Block Grant 324,153 936,783 1,548,299 638,299 636,728 -0.2% Cultural Arts Donations 29,510 25,447 82,491 131,750 131,750 0.0% Flower Fields Grant Program 943,272 - - - - - Habitat Mitigation Fee 1,115,129 16,961 - - - - Library And Arts Endowment Fund - - 6,000 6,000 6,000 0.0% Library Gifts/Bequests 217,268 144,279 216,363 384,270 394,467 2.7% Lighting And Landscaping District 2 353,503 287,307 398,124 376,001 338,070 -10.1% Local Cable Infrastructure Fund 207,119 336,001 467,962 345,000 395,006 14.5% Median Maintenance 1,077,147 1,036,374 1,160,000 1,369,415 1,329,900 -2.9% Parking In Lieu 47,547 48,244 49,675 50,000 53,000 6.0% Police Asset Forfeiture 122,365 54,225 20,000 170,000 125,000 -26.5% Public Safety Grants 126,353 117,267 196,696 - - - Recreation Donations 28,289 26,165 45,782 82,591 81,009 -1.9% Rental Assistance 7,832,253 9,024,886 9,597,000 7,898,443 10,409,089 31.8% Senior Donations 20,592 5,367 19,000 79,600 50,500 -36.6% Street Lighting 633,162 777,332 849,000 971,246 1,065,393 9.7% Street Tree Maintenance 575,205 750,272 950,000 943,555 880,235 -6.7% Tyler Court Apartments 497,143 474,209 485,000 640,987 540,716 -15.6% Total Special Revenue Funds 15,336,873 19,080,316 16,678,998 15,389,705 17,321,198 12.6% June 14, 2022 Item #7 Page 152 of 454 Attachment A3 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds Water Operations 45,018,846$ 47,685,382$ 51,321,219$ 47,821,220$ 49,715,832$ 4.0% Recycled Water Operations 8,103,913 7,603,103 11,403,789 10,103,790 11,206,521 10.9% Wastewater Operations 13,504,660 13,053,207 16,057,474 16,057,473 16,999,568 5.9% Solid Waste Management 4,508,618 5,003,349 4,017,239 5,183,474 5,801,402 11.9% Golf Course Operations 7,715,414 6,832,769 7,306,826 7,231,000 9,195,000 27.2% Total Enterprise Funds 78,851,451 80,177,810 90,106,547 86,396,957 92,918,323 7.5% Internal Service Funds Workers' Compensation 3,714,494 3,408,864 4,246,463 3,933,699 4,507,014 14.6% Risk Management 2,515,711 2,675,135 3,740,520 3,207,702 3,780,570 17.9% Self-Insured Benefits 66,103 1,834,163 - - - - Vehicle Maintenance 2,951,752 3,239,389 3,510,000 3,516,373 3,506,140 -0.3% Vehicle Replacement 2,165,563 2,342,065 4,540,000 4,546,033 5,293,745 16.4% Information Technology 10,153,198 13,917,753 13,892,500 14,369,778 15,477,967 7.7% Total Internal Service Funds 21,566,821 27,417,369 29,929,483 29,573,585 32,565,436 10.1% Trust Funds Successor Agency Housing Fund 398,597 239,902 1,038,500 1,067,495 1,068,845 0.1% Total Trust Funds 398,597 239,902 1,038,500 1,067,495 1,068,845 0.1% Total Operating Funds 285,077,981$ 343,328,087$ 337,976,688$ 316,997,231$ 342,318,824$ 8.0% June 14, 2022 Item #7 Page 153 of 454 I-16 PROJECTED FUND BALANCES FOR FISCAL YEAR 2021-22 July 1, 2021 Projected June 30, 2022 Unreserved Projected Projected Debt Service Projected Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 13,513,126 1,881,644 - - 15,394,770 BTD#3 - Cannon Road West 520,569 6,026 - - 526,595 CFD #1 - Citywide 94,519,267 2,569,143 1,548,784 136,939 95,402,688 Gas Tax 13,249,248 3,187,066 2,849,097 610,000 12,977,217 Gas Tax (Road Maint. & Rehab Acct.)4,470,272 2,449,147 5,435,499 - 1,483,920 General Capital Const.41,842,109 13,146,189 23,557,683 - 31,430,615 Grants - Federal (5,696) 1,138,005 145 - 1,132,164 Infrastructure Replacement 123,490,551 1,790,608 12,051,911 - 113,229,248 Other 1,914,046 22,138 962,234 - 973,950 Park Fee Zones 5,13,16, 17, 18 4,746,080 225,641 - - 4,971,721 Park-In-Lieu NE 4,618,117 155,317 - - 4,773,434 Park-In-Lieu NW 2,181,771 399,653 - - 2,581,424 Park-In-Lieu SE 1,747,717 139,642 1,196 - 1,886,163 Park-In-Lieu SW 754,704 54,984 - - 809,688 Planned Local Drainage Area A 972,197 32,116 34,551 - 969,762 Planned Local Drainage Area B 1,478,924 84,142 110,661 - 1,452,405 Planned Local Drainage Area C 1,547,165 56,164 2,802 - 1,600,527 Planned Local Drainage Area D 657,242 275,385 33,732 - 898,895 Public Facilities Fee 30,801,682 1,064,333 2,897,693 - 28,968,322 Sewer Connection 6,610,339 256,504 2,762,488 - 4,104,355 Sewer Replacement 21,282,557 5,519,725 6,405,387 - 20,396,895 Traffic Impact Fee 23,287,504 1,256,032 4,783,390 - 19,760,146 Transnet/Local 28,612,186 5,243,493 5,883,694 - 27,971,985 Water - Potable 36,447,661 889,627 145,381 - 37,191,908 Water - Recycled (11,310,024) 2,159,175 1,874,866 - (11,025,715) Water Replacement - Potable 57,252,332 4,723,694 3,150,724 - 58,825,301 Water Replacement - Recycled 18,726,556 192,424 2,528,816 - 16,390,164 Total 523,928,204 48,918,018 77,020,734 746,939 495,078,549 Attachment B June 14, 2022 Item #7 Page 154 of 454 PROJECTED FUND BALANCES FOR FISCAL YEAR 2022-23 July 1, 2022 June 30, 2022 July 01, 2022 2022-23 June 30, 2023 Projected Estimated Continuing New Total Projected Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 15,394,770 - 13,499,116 - 13,499,116 1,895,654 BTD#3 - Cannon Road West 526,595 - - - - 526,595 CFD #1 - Citywide 95,402,688 2,853,218 32,056,555 1,367,250 33,423,805 64,832,101 Gas Tax 12,977,217 3,377,749 12,645,638 3,527,852 16,173,490 181,476 Gas Tax (Road Maint. & Rehab Acct.)1,483,920 2,632,806 814,841 2,920,000 3,734,841 381,885 General Capital Const.31,430,615 4,051,000 18,328,229 1,949,588 20,277,817 15,203,798 Grants - Federal 1,132,164 2,373,295 3,505,459 - 3,505,459 0 Infrastructure Replacement 113,229,248 3,977,000 34,360,424 3,475,878 37,836,302 79,369,946 Other 973,950 - 323,489 - 323,489 650,461 Park Fee Zones 5,13,16, 17, 18 4,971,721 48,255 - - - 5,019,975 Park-In-Lieu NE 4,773,434 - 400,000 214,000 614,000 4,159,434 Park-In-Lieu NW 2,581,424 1,792,968 792 2,561,764 2,562,556 1,811,837 Park-In-Lieu SE 1,886,163 679,039 2,916 220,889 223,805 2,341,398 Park-In-Lieu SW 809,688 - 221,919 (2,355) 219,564 590,124 Planned Local Drainage Area A 969,762 28,788 39,391 25,000 64,391 934,159 Planned Local Drainage Area B 1,452,405 151,107 29,823 10,355 40,178 1,563,334 Planned Local Drainage Area C 1,600,527 156,935 38,274 25,000 63,274 1,694,188 Planned Local Drainage Area D 898,895 80,989 41,820 - 41,820 938,063 Public Facilities Fee 28,968,322 1,866,561 6,088,569 (820,408) 5,268,161 25,566,722 Sewer Connection 4,104,355 396,950 3,384,837 1,003,000 4,387,837 113,467 Sewer Replacement 20,396,895 5,560,398 26,168,950 9,022,521 35,191,471 (9,234,178) Traffic Impact Fee 19,760,146 1,535,630 15,976,033 3,419,516 19,395,549 1,900,228 Transnet/Local 27,971,985 5,347,000 21,040,978 6,946,268 27,987,246 5,331,739 Water - Potable 37,191,908 1,724,252 11,179,664 523,601 11,703,265 27,212,895 Water - Recycled (11,025,715) 14,272,277 6,998,950 (4,017,388) 2,981,562 265,000 Water Replacement - Potable 58,825,301 5,609,663 39,292,528 8,783,006 48,075,534 16,359,430 Water Replacement - Recycled 16,390,164 1,000,000 5,092,443 1,417,500 6,509,943 10,880,221 Total 495,078,549 59,515,879 251,531,638 42,572,837 294,104,475 260,489,953 June 14, 2022 Item #7 Page 155 of 454 I-18 REVENUE PROJECTIONS SCHEDULE 2018-19 2019-20 2020-21 2021-22 2022-23 Actual Actual Actual Projected Estimated Fund Revenue Revenue Revenue Revenue Revenue BTD#2 - Poinsettia Lane/Aviara Pkwy 751,810 217,466 22,020 1,881,644 - BTD#3 - Cannon Road West 18,996 17,696 949 6,026 - CFD #1 - Citywide 6,095,889 5,736,415 2,286,479 2,569,143 2,853,218 Gas Tax 3,299,173 3,118,353 2,733,074 3,187,066 3,377,749 Gas Tax (Road Maint. & Rehab Acct.)2,132,844 2,067,614 2,149,734 2,449,147 2,632,806 General Capital Const.1,077,525 5,111,500 4,654,470 13,146,189 4,051,000 Grants - Federal 956,847 41,175 256,529 1,138,005 2,373,295 Infrastructure Replacement 15,073,019 9,369,345 4,704,670 1,790,608 3,977,000 Other 19,704 65,369 3,384 22,138 - Park Fee Zones 5,13,16, 17, 18 244,229 255,028 78,182 225,641 48,255 Park-In-Lieu NE 1,441,530 347,407 451,497 155,317 - Park-In-Lieu NW 1,086,531 260,256 429,037 399,653 1,792,968 Park-In-Lieu SE 372,419 326,671 3,205 139,642 679,039 Park-In-Lieu SW 190,127 271,373 319,862 54,984 - Planned Local Drainage Area A 155,094 48,111 27,489 32,116 28,788 Planned Local Drainage Area B 136,887 174,328 635,853 84,142 151,107 Planned Local Drainage Area C 82,796 53,875 2,779 56,164 156,935 Planned Local Drainage Area D 124,198 31,433 2,877 275,385 80,989 Public Facilities Fee 3,673,762 3,439,781 1,751,477 1,064,333 1,866,561 Sewer Connection 874,464 749,326 332,049 256,504 396,950 Sewer Replacement 7,662,061 5,682,839 4,390,568 5,519,725 5,560,398 Traffic Impact Fee 2,586,291 1,924,738 1,084,181 1,256,032 1,535,630 Transnet/Local 3,779,436 4,546,554 3,347,237 5,243,493 5,347,000 Water - Potable 2,064,521 2,188,356 713,234 889,627 1,724,252 Water - Recycled 2,144,721 2,815,693 59,190 2,159,175 14,272,277 Water Replacement - Potable 6,970,260 7,885,252 6,378,189 4,723,694 5,609,663 Water Replacement - Recycled 2,046,796 1,995,701 1,083,332 192,424 1,000,000 Total 65,061,930 58,741,652 37,901,545 48,918,018 59,515,879 June 14, 2022 Item #7 Page 156 of 454 BUDGET EXPENDITURE SCHEDULE 2019-20 2020-21 2021-22 2022-23 2022-23 2022-23 Actual Actual Estimated Continuing New Total FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy 270,034 - - 13,499,116 - 13,499,116 BTD#3 - Cannon Road West - - - - - - CFD #1 - Citywide 381,703 582,179 1,685,723 32,056,555 1,367,250 33,423,805 Gas Tax 2,803,727 2,911,799 3,459,097 12,645,638 3,527,852 16,173,490 Gas Tax (Road Maint. & Rehab Acct.)889,601 170,381 5,435,499 814,841 2,920,000 3,734,841 General Capital Const.5,503,817 5,086,290 23,557,683 18,328,229 1,949,588 20,277,817 Grants - Federal 41,175 260,820 145 3,505,459 - 3,505,459 Infrastructure Replacement 5,848,629 3,333,331 12,051,911 34,360,424 3,475,878 37,836,302 Other - 8,868 962,234 323,489 - 323,489 Park Fee Zones 5,13,16, 17, 18 - -- - - - Park-In-Lieu NE - -- 400,000 214,000 614,000 Park-In-Lieu NW 925 - - 792 2,561,764 2,562,556 Park-In-Lieu SE 4,850 - 1,196 2,916 220,889 223,805 Park-In-Lieu SW 383,869 1,118 - 221,919 (2,355) 219,564 Planned Local Drainage Area A 107,524 6,131 34,551 39,391 25,000 64,391 Planned Local Drainage Area B 305,319 1,510,279 110,661 29,823 10,355 40,178 Planned Local Drainage Area C 99,472 4,174 2,802 38,274 25,000 63,274 Planned Local Drainage Area D 107,285 49,311 33,732 41,820 - 41,820 Public Facilities Fee 1,184,567 164,847 2,897,693 6,088,569 (820,408) 5,268,161 Sewer Connection 190,119 810,372 2,762,488 3,384,837 1,003,000 4,387,837 Sewer Replacement 7,797,397 8,206,747 6,405,387 26,168,950 9,022,521 35,191,471 Traffic Impact Fee 629,024 1,196,826 4,783,390 15,976,033 3,419,516 19,395,549 Transnet/Local 4,294,221 2,152,292 5,883,694 21,040,978 6,946,268 27,987,246 Water - Potable 42,813 17,507 145,381 11,179,664 523,601 11,703,265 Water - Recycled 6,937,689 3,235,638 1,874,866 6,998,950 (4,017,388) 2,981,562 Water Replacement - Potable 6,761,187 5,224,472 3,150,724 39,292,528 8,783,006 48,075,534 Water Replacement - Recycled 151,548 792,286 2,528,816 5,092,443 1,417,500 6,509,943 Total 44,736,495 35,725,667 77,767,673 251,531,638 42,572,837 294,104,475 June 14, 2022 Item #7 Page 157 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding Source Abandon Potable Services (New Recycled Services)NO Citywide Medium 52051 WATER REPL ADA Beach Access - Pine to Tamarack NO 1 Medium 60651 GCC ADA Improvement Program NO 1 High 60491 TRANSNET-LOC Agua Hedionda Creek Maintenance NO 2 High 33381 PLDB 66291 IRF Agua Hedionda LiŌ StaƟon Biological Monitoring and Maintenance NO 2 CriƟcal 55451 SEWER REPL Alga Norte Park ModificaƟons NO 2 Medium 47331 GCC Assessment District 97-1 Maintenance NO 3 Medium 60841 GCC Avenida Encinas and Palomar Airport Road Pedestrian Access Improvement NO 2 Low 60911 GAS TAX Avenida Encinas Coastal Rail Trail and Pedestrian Improvements NO 2,3 CriƟcal 60041 TIF 60042 FED GRNT Aviara Reimbursement Agreement NO 2 Low 36491 PIL-SW Barrio Street LighƟng NO 1 High 40131 GCC 40133 GAS TAX 40134 TRANSNET-LOC Beach Access Repair and Upgrades - Pine Avenue to Tamarack NO 1 CriƟcal 38961 IRF 38962 GCC Bridge PreventaƟve Maintenance Program NO Citywide High 60661 IRF Buena Interceptor Sewer Access Road Improvements NO 3 High 55371 SEWER REPL Buena Interceptor Sewer Improvements NO 2,3 High 55011 SEWER REPL 55012 SEWER CONN Buena Interceptor Sewer Realignment - East Segment NO 2 High 55441 SEWER REPL Buena Vista Creek Concrete Channel Maintenance at El Camino Real NO 1 CriƟcal 66191 GCC 66192 IRF Business Park RecreaƟonal Facility (ParƟal Funding)NO 2 Low 19041 ZONE 5 C-Tank Access Road Repair and Electrical Improvements YES 2 Medium 23011 RECYREPL 23012 RECYCONN Calavera Hills Community Center Refurbishment NO 2 Medium 47461 IRF Calavera Hills Community Park Gateway Improvements NO 2 High 46011 GCC Camino De Los Coches and La Costa Avenue IntersecƟon Control NO 4 CriƟcal 63251 GAS TAX Camino Hills and Jackspar Drive Slope StabilizaƟon NO 2 Medium 60301 GCC Cannon Park Restroom NO 2 Low 47261 GCC Cannon Road LiŌ StaƟon Improvements NO 2 High 55521 SEWER REPL Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements NO 1 High 60581 GAS TAX 60583 TRANSNET- LOC Carlsbad Boulevard Emergency Repair NO 3 High 60631 GAS TAX Carlsbad Boulevard Lane ReducƟon and EdgeStriping NO 2,3 High 60961 GAS TAX 1,925,825----500,000500,00050,000875,825 2,875,000----2,500,000--375,000 9,385,0002,225,0002,225,000715,000175,000715,000175,000715,0002,440,000 3,545,249-------14,6453,559,894 1,663,000585,000520,00095,00090,00080,00080,00080,000133,000 225,000-------225,000 1,020,200-----706,200-314,000 420,000-------420,000 100,000-----25,000-75,000 5,177,903------3,177,0002,000,903 1,776,000-------1,776,000 238,000-------238,000 760,000-------760,000 700,000-------700,000 3,590,000----1,030,0001,280,0001,280,000- 5,912,750------1,800,0004,112,750 6,199,000-------6,199,000 4,177,511---700,000500,000500,000250,0002,227,511 1,150,000-------1,150,000 5,348,686---920,0002,070,0001,150,000250,000958,686 550,000-------550,000 2,675,000-----2,168,000-507,000 2,260,000425,000375,00030,000150,00030,000--1,250,000 4,020,000-----1,200,000-2,820,000 5,065,200---4,665,200400,000--- 1,575,000----1,325,000-250,000- 315,000----265,000-50,000- 1,985,000------1,300,000685,000 1,407,850-------1,407,850 850,000-----500,000-350,000 859,400-------859,400 55,645-------55,645 715,000------565,000150,000 2,276,000----700,000--1,576,000 1,054,000-------1,054,000 841,000-------841,000 15-year Capital Improvement Program Attachment B2 June 14, 2022 Item #7 Page 158 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding Source Carlsbad Boulevard Emergency Repair NO 3 High 60631 GAS TAX Carlsbad Boulevard Lane ReducƟon and Edge Striping NO 2,3 High 60961 GAS TAX Carlsbad Boulevard Median - Tamarack Avenue to Pine Avenue NO 1 Low 19071 GAS TAX Carlsbad Boulevard Pedestrian Improvement Project NO 1 High 60971 GAS TAX 60972 FED GRNT Carlsbad Boulevard Pedestrian LighƟng NO 1 High 60681 TRANSNET-LOC Carlsbad Boulevard Realignment -Manzano Drive to Island Way NO 2 Low 19081 TIF 19091 TIF Carlsbad Boulevard Waterline Replacement at Terramar NO 2 CriƟcal 50481 WATER REPL Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements NO 1 Medium 19121 TRANSNET- LOC Carlsbad Water Recycling Facility (Encina Capital Projects)NO 3 High 52031 WATER REPL 52032 RECL REPL Carlsbad Water Recycling Facility IrrigaƟon and Landscape NO 3 High 52131 RECL REPL Carlsbad Water Recycling Facility Roof Replacement NO 3 Low 47491 RECL REPL Cathodic ProtecƟon Program NO Citywide CriƟcal 50071 WATER REPL CFD#1 AdministraƟon NO 2,3 Low 19151 CFD#1 Chestnut Avenue Complete Street Improvements - Valley to Pio Pico NO 1 Medium 19161 TRANSNET-LOC Chestnut Complete Street I-5 to Railroad Project Study NO 1 Medium 60691 TRANSNET- LOC Chestnut Underpass Public Art Project NO 1 Medium 60981 GCC Chinquapin LiŌ StaƟon Improvements YES 1 High 23031 SEWER REPL ChrisƟansen Way Improvements NO 1 Medium 19171 TRANSNET-LOC City Facility Accessibility Upgrades NO Citywide Medium 47271 GCC City Facility Safety and Parking Lot LighƟng Assessment NO Citywide High 60741 IRF 60742 PIL-NW City Fire StaƟons Wash Water BMPs NO 2 Medium 66161 GCC City Hall Complex NO Citywide CriƟcal 40081 CFD#1 City Hall Complex Refurbishment NO 1 Medium 47181 IRF City Hall Exterior Refurbishment NO 1 CriƟcal 47251 GCC Citywide Drainage Improvement Program NO 1 High 66082 GAS TAX 66083 IRF Citywide Street LighƟng Program NO Citywide Medium 60921 GAS TAX Citywide ThermoplasƟc Pavement Markings NO Citywide CriƟcal 60931 GAS TAX Cole Library Expansion NO 1 Low 19211 CFD#1 19212 PFF 19213 GCC Cole Library Security Fencing NO 1 Low 47501 IRF College Boulevard - Cannon Road To Badger Lane (375 Zone)NO 2 Medium 50131 WATER CONN College Boulevard - Cannon Road To Badger Lane (490 Zone)NO 2 Medium 50121 WATER CONN 300,000-------300,000 2,763,0002,763,000------- 222,100-------222,100 591,600-------591,600 1,325,000-------1,325,000 932,000932,000------- 3,681,0003,681,000------- 4,730,000------1,300,0003,430,000 1,320,000---1,320,000---- 599,944-------599,944 9,032,7101,252,000252,000223,0001,879,000895,000474,000366,0003,691,710 175,000-------175,000 225,000-------225,000 3,096,700280,000260,000190,000190,000190,000190,000190,0001,606,700 550,000--110,000110,000110,000110,000110,000- 1,080,000----1,080,000--- 85,000-----85,000-- 250,000------150,000100,000 1,220,000-----920,000300,000- 310,000---310,000---- 500,000-------500,000 1,910,000-------1,910,000 200,000-----200,000-- 280,000-------280,000 51,028,105-50,000,000-----1,028,105 1,144,000-------1,144,000 2,250,000-------2,250,000 6,090,594-------6,090,594 9,781,5001,500,0001,500,000300,000300,000300,000300,000900,0004,681,500 150,000-------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 1,278,383----1,000,000-28,200250,183 15-year Capital Improvement Program June 14, 2022 Item #7 Page 159 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding SourceCollege Boulevard - Cannon Road To Badger Lane (375 Zone)NO 2 Medium 50131 WATER CONN College Boulevard - Cannon Road To Badger Lane (490 Zone)NO 2 Medium 50121 WATER CONN College Boulevard Extension NO 2 High 36362 OTHER 36363 PLDB 36364 TRANSNET- LOC Concrete Repair/Replacement Program NO 4 Medium 60132 GAS TAX 60133 RMRA Coordinated Traffic Signal Program NO Citywide High 63261 TRANSNET-LOC 63264 TRANSNET- LOC 63265 IRF Crestview Drive Transmission Main NO 1 Medium 50331 WATER REPL Desalinated Water Flow Control Facility No. 5 NO 2 High 50381 WATER CONN DMP Facility AAA (Jefferson Street) NO 1 Low 19231 PLDA DMP Facility AAAA (Madison Street) NO 1 Medium 19241 PLDA DMP Facility AC (Highland Drive Drainage Project)NO 1 Medium 66091 PLDA DMP Facility AFA (Hidden Valley Drainage RestoraƟon and Enhancement Project)NO 2 Low 19251 PLDA DMP Facility AFB (Calavera Hills Drainage RestoraƟon and Enhancement Project)NO 2 Low 19261 PLDA DMP Facility BB 1 and 2 (Washington Street)NO 1 Low 19271 PLDB DMP Facility BCB (Magnolia Avenue) NO 1 Medium 19281 PLDB DMP Facility BFA (Country Store) NO 2 High 66271 PLDB DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B")NO 1 Low 19291 PLDB DMP Facility BFB-U (El Camino Real) NO 1 High 66221 PLDB 66222 IRF DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B")NO 2 Low 19301 PLDB DMP Facility BL-U (College Boulevard) NO 2 Low 19311 PLDB DMP Facility BM (Cantarini/College Boulevard Box Culvert)NO 2 Low 19321 PLDB DMP Facility BQ (Sunny Creek) NO 2 Low 19331 PLDB DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)NO 2 Low 19341 PLDB DMP Facility C2 (Paseo Del Norte) NO 3 Low 19351 PLDC DMP Facility CA (Avenida Encinas) NO 3 Low 19361 PLDC DMP Facility DBB (Avenida Encinas) NO 4 Low 19381 PLDD DMP Facility DFA (BaƟquitos Lagoon Stormwater Treatment)NO 4 Low 19391 PLDD DMP Facility DH (AlƟve Place Canyon RestoraƟon)NO 3 Low 19401 PLDD DMP Facility DQB (La Costa Town Center) NO 4 Medium 19411 PLDD DMP Facility DZ (Poinseƫa Lane) NO 3 High 19421 PLDD Dove Library LighƟng Improvements NO 3 Low 40811 GCC Drainage Master Plan Facility DBA (Poinseƫa Village)NO 4 Low 19371 PLDD 66231 PLDA 1,562,600----1,250,000-12,600300,000 1,713,002-------1,713,002 --------- 1,205,000-------1,205,000 2,933,000-------2,933,000 6,327,0001,250,0001,250,000620,000620,000620,000620,000620,000727,000 2,583,979-------2,583,979 1,000,000-------1,000,000 800,000-------800,000 856,000-----535,00021,000300,000 10,811,601------707,30110,104,300 289,534289,534------- 416,500416,500------- 921,408921,408------- 91,60891,608------- 163,164163,164------- 1,086,0651,086,065------- 468,096468,096------- 1,241,649-------1,241,649 904,329904,329------- 153,489-------153,489 4,100,00050,00050,00050,00050,00050,0003,000,000100,000750,000 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------- 232,812232,812------- 745,842745,842------- 642,063642,063------- 225,000-------225,000 167,215167,215------- 15-year Capital Improvement Program June 14, 2022 Item #7 Page 160 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding SourceDrainage Master Plan Facility DBA (Poinseƫa Village)NO 4 Low 19371 PLDD Drainage Master Plan Update NO Citywide High 66231 PLDA 66232 PLDB 66233 PLDC 66234 PLDD El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk NO 2 CriƟcal 60561 IRF El Camino Real and Cannon Road IntersecƟon Improvements NO 2 CriƟcal 60421 TIF 60422 GAS TAX El Camino Real and College Boulevard IntersecƟon Improvements NO 2 CriƟcal 60711 GAS TAX 60712 GCC El Camino Real Medians NO Citywide Low 36431 PFF 36432 GAS TAX El Camino Real Right Turn Lane to East Bound Alga Road NO 3 Low 19441 TIF El Camino Real Widening - Arenal Road to La Costa Avenue NO 4 High 60511 TIF El Camino Real Widening - Poinseƫa Lane to Camino Vida Roble NO 2 CriƟcal 60721 TRANSNET-LOC 60722 FED GRNT El Camino Real Widening - Sunny Creek to Jackspar NO 2 CriƟcal 60941 TRANSNET-LOC El Fuerte LiŌ StaƟon Pump AddiƟon NO 2 Medium 55531 SEWER CONN Emergency OperaƟons Center ReconfiguraƟon NO 2 Medium 47191 GCC 47192 IRF Encina Capital Projects NO Citywide CriƟcal 58011 SEWER REPL Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport ..NO 2 High 55391 SEWER CONN Faraday Avenue Improvements NO 2 High 60991 GCC Faraday Center Refurbishment NO 2 Medium 47201 IRF Fire AdministraƟon Offices NO 2 Medium 40891 GCC Fire Flow Capacity System Improvements NO 1 High 50431 WATER REPL Fire StaƟon No. 2 Replacement NO 4 High 40601 GCC 40602 IRF Fire StaƟon No. 6 RenovaƟon NO 4 Low 47511 IRF Fleet Fuel Island Upgrade NO 2 High 47471 IRF Fleet Maintenance Refurbishment NO 2 High 47141 IRF 47142 GCC Foxes Landing LiŌ StaƟon Wetwell and Pump Replacement NO 1 CriƟcal 55261 SEWER REPL Gas Tax Transfer to General Fund (TransportaƟon OperaƟng Budget)NO Citywide Null PA011 GAS TAX Grand Avenue Promenade Feasibility Study NO 1 Medium 40611 GCC Guardrail Replacement and Improvement Program NO Citywide Medium 60871 GAS TAX Harding Center Refurbishment NO 1 Low 47081 IRF Headwall Replacement Program NO 1 High 66241 IRF 216,512------25,000191,512 583,000------25,000558,000 171,890------25,000146,890 234,598-------234,598 210,000-------210,000 3,536,000-------3,536,000 837,000-------837,000 1,020,000-------1,020,000 131,000-------131,000 695,780-------695,780 904,530-------904,530 438,000-438,000------ 9,260,000-----6,010,000-3,250,000 3,155,000------50,0003,105,000 1,440,000-------1,440,000 5,010,000------1,010,0004,000,000 830,000-----650,000-180,000 1,658,000-------1,658,000 700,000------500,000200,000 #########39,174,60042,644,0007,757,2008,002,5008,450,0006,957,0006,367,80048,823,301 1,740,000------1,600,000140,000 100,000-------100,000 3,154,380-------3,154,380 150,000-------150,000 2,174,000----264,0001,700,000-1,500,0001,710,000 13,000,000-------13,000,000 1,433,882-------1,433,882 35,000-------35,000 3,363,800--100,000400,000400,000200,000500,0001,763,800 2,574,000------500,0002,074,000 896,100-------896,100 6,392,000------700,0005,692,000 9,000,0003,000,0003,000,000600,000600,000600,000600,000600,000- 800,000-----600,000200,000- 300,000-------300,000 305,000-----140,000-165,000 15-year Capital Improvement Program June 14, 2022 Item #7 Page 161 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding Source Harding Center Refurbishment NO 1 Low 47081 IRF Headwall Replacement Program NO 1 High 66241 IRF Hosp Grove Park Improvements NO 1 Low 47281 IRF 47282 PIL-NW Hydroelectric GeneraƟon at Water FaciliƟes NO 2 Medium 50591 WATER CONN Intelligent Traffic Control Devices NO Citywide Low 66341 GAS TAX Kelly Drive and Park Drive Complete Street Improvements NO 1 High 60751 TRANSNET-LOC 60753 GAS TAX 60754 PFF Kelly Drive Channel Repair NO 1 Medium 66061 IRF La Costa Avenue Traffic Improvements NO 4 Medium 60761 GAS TAX Laguna Drive Storm Drain NO 1 Medium 66281 GAS TAX Lake Calavera Outlet Improvements NO 2 CriƟcal 50541 GCC Lake Calavera Reservoir Maintenance NO 2 High 50492 GCC Las Palmas Roof Replacement NO 2 Medium 47521 IRF Las Palmas Trunk Sewer NO 2 High 55401 SEWER CONN LeŌ Turn Lane Extensions NO 3,4 High 60771 GAS TAX Leo Carrillo Ranch Park Phase 3B YES 3 Medium 23071 PIL-SE Leo Carrillo Ranch Roof Repairs NO 3 High 47481 IRF Library Fire Alarm Panel Upgrades NO 1,3 Low 47411 IRF Limited Access Pipeline RelocaƟon Program NO 1,3 CriƟcal 50351 WATER REPL Loan Repay - Park-in-Lieu NE to Public Facility Fee Fund NO Null Null PA041 PIL-NE Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund NO Null Null PA021 PIL-SW Loan Repay - Sewer Conn to Sewer Repl NO Null Null PA031 SEWER CONN Maerkle Facility Improvements NO 2 CriƟcal 50091 WATER REPL Maerkle Reservoir FloaƟng Cover Replacement NO 2 CriƟcal 50361 WATER REPL Maerkle Reservoir Solar Project NO 2 Medium 47221 WATER REPL Maerkle Reservoir Transmission Main NO 2 Medium 50011 WATER REPL Marca Place Drainage Improvements NO 4 Medium 66141 GAS TAX Melrose Drive Right Turn Lane to West Bound Palomar Airport Road NO 2 CriƟcal 60341 TIF Miscellaneous City Building ImprovementsNO Citywide Medium 47231 IRF Monroe Street Pool Replacement NO 1 High 47241 IRF 47242 GCC 47243 PIL-NW New Village Arts Building Roof and Exterior Refurbishment NO 1 Low 47391 IRF New Village Arts Tenant Improvements NO 1 Medium 47551 GCC Normally Closed Valve (Install Motorized Valve)NO 3 High 50501 WATER REPL North BaƟquitos Access Road Improvement NO 4 High 55471 SEWER REPL 510,000-------510,000 1,562,000-------1,562,000 2,652,126----1,323,476208,6501,000,000120,000 1,853,000-----1,425,00028,000400,000 200,000-------200,000 4,675,000------500,0004,175,000 130,000-------130,000 1,085,000-------1,085,000 3,441,000-----1,900,000500,0001,041,000 863,000-----741,700-121,300 2,750,000-1,494,000-1,000,000---256,000 1,436,001-------1,436,001 1,351,001250,000250,00050,00050,000120,00050,00050,000531,001 500,000-------500,000 3,463,000-----2,907,000-556,000 800,000---150,000150,000150,000150,000200,000 2,400,000--1,400,000500,000500,000--- 1,450,000-------1,450,000 180,000-------180,000 4,940,000----1,000,0002,000,000-1,940,000 4,550,0004,550,000------- 1,100,0001,100,000------- 4,700,0004,700,000------- 2,735,200------500,0002,235,200 11,032,844-------11,032,844 250,000------249,170830 6,330,000----4,557,0001,000,000-773,000 65,000-------65,000 911,000-------911,000 3,665,000750,000750,000--150,000150,000150,0001,715,000 2,657,747-----908,983-4,438,2366,187,000 236-------61,76462,000 3,061,764-----1,500,0001,561,764- 313,626-------313,626 613,000-------613,000 985,000------500,000485,000 15-year Capital Improvement Program June 14, 2022 Item #7 Page 162 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding SourceNormally Closed Valve (Install Motorized Valve)NO 3 High 50501 WATER REPL North BaƟquitos Access Road Improvement NO 4 High 55471 SEWER REPL North BaƟquitos LiŌ StaƟon Forcemain RehabilitaƟon NO 4 High 55361 SEWER REPL Ocean Street ReconfiguraƟon Concepts Study NO 1 Medium 60781 GCC Ocean Street Restroom Facility NO 1 Medium 47291 GCC Odor and Corrosion PrevenƟon Assessment NO Citywide Medium 55201 SEWER REPL Open Space and Trail AcquisiƟon (Prop C) NO Citywide High 40831 GCC Orion Center NO 2 High 35721 CFD#1 35722 WATER REPL 35723 SEWER REPL 35724 CFD#1 35725 RECL REPL Orion Complex Energy Storage YES 2 Medium 23101 GCC Palomar Airport Road and Avenida Encinas Growth Management Plan Improvements NO 2,3 High 61021 GAS TAX Palomar Airport Road and College Boulevard Improvements NO 2 CriƟcal 60281 TIF Palomar Airport Road/Paseo Del Norte Right Turn Lane NO Citywide High 60441 GAS TAX 60442 TRANSNET-LOC Palomar Airport Waterline Realignment NO 2 CriƟcal 50551 WATER REPL Park Drive Street and Drainage Improvement NO 1 CriƟcal 66111 GCC 66112 GAS TAX Parking Lot Maintenance Program NO 1 High 60521 IRF Pavement Management Program NO Citywide High 60011 TRANSNET-LOC 60012 GAS TAX 60013 TRANSNET-LOC 60016 RMRA Poinseƫa Community Park - Phase 4 - Dog Park NO 3 High 46081 PFF 46082 PFF Poinseƫa Lane - Cassia Road to Skimmer Court (Reimbursement Agreement)NO 3 Medium 50451 WATER CONN Poinseƫa Lane - Reach E Cassia Road to Skimmer Court NO 3 High 39221 BTD#2 Poinseƫa Lane - Reaches A,B,C,F,G and Aviara Parkway Reimbursement NO 2 High 19591 BTD#2 Poinseƫa LiŌ StaƟon RehabilitaƟon YES 2 High 23041 SEWER REPL Police and Fire Headquarters RenovaƟon NO 2 High 47151 IRF 47152 GCC Pressure Reducing StaƟon Program NO Citywide CriƟcal 50201 WATER REPL Rancho Carlsbad Groundwater Supply NO 2 Low 50611 WATER CONN 50612 WATER REPL Rancho Santa Fe Trail Slope ImprovementsNO 4 High 60881 GCC Recycled Water CondiƟon Assessment Program NO Citywide High 52111 RECL REPL 363,800------113,800250,000 200,000-------750,000950,000 200,000-----200,000-- 834,355---59,355---775,000 320,000-------320,000 4,015,000-------4,015,000 35,257,727-------35,257,727 6,789,409-------6,789,409 4,078,500-------4,078,500 429-------429 2,715,600-------2,715,600 250,000--250,000----- 230,000-------230,000 1,295,500-------1,295,500 320,538-------110,000430,538 917,482-------8,157925,639 2,310,000------560,0001,750,000 717,439-------717,439 3,965,000------1,030,0002,935,000 2,920,000475,000475,00060,000130,00060,000130,00060,0001,530,000 41,786,5638,250,0008,250,0001,650,0001,650,0001,650,0001,150,000-19,186,563 7,930,850-------7,930,850 29,646,4764,750,0004,750,000950,000950,000950,000950,0002,200,00014,146,476 43,936,00012,000,00012,000,0002,400,0002,400,0002,400,0002,400,0002,300,0008,036,000 2,838,140-------2,838,140 --------- 600,000-------600,000 14,081,200-------14,081,200 1,168,8331,168,833------- 2,500,000-----2,500,000-- 9,993,050-------9,993,050 10,973,500-------10,973,500 13,062,0003,000,0003,000,000600,000600,000600,000600,000600,0004,062,000 1,750,000-1,425,000-125,000---200,000 1,750,000-1,425,000-125,000---200,000 350,000-------350,000 15-year Capital Improvement Program June 14, 2022 Item #7 Page 163 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding Source Rancho Santa Fe Trail Slope ImprovementsNO 4 High 60881 GCC Recycled Water CondiƟon Assessment Program NO Citywide High 52111 RECL REPL Recycled Water Phase 3 - Reservoir NO 3 High 52101 WATER REPL 52102 RECL WATER Recycled Water Pipeline Replacement NO 2 Medium 19541 RECL REPL Recycled Water Valve and Appurtenance Replacement Program NO Citywide High 52121 RECL REPL Reservoir Repair and Maintenance Program NO Citywide High 50241 WATER REPL RetroreflecƟvity Sign Replacement Program NO Citywide Medium 60371 GAS TAX Roadway Improvements - Coastal Area Analysis and ImplementaƟon NO Citywide Medium 60791 GCC Roadway Slope StabilizaƟon NO 2 High 60811 GAS TAX Robertson Ranch Park Development (ParƟal Funding)NO 2 Medium 38011 PIL-NE 38012 PFF Romeria Drainage Improvements NO 4 High 66041 GCC 66042 GAS TAX Safety Training Center SeƩlement NO 2 Low 47431 GCC San Luis Rey Mission Basin Groundwater Supply NO Citywide Low 50441 WATER CONN 50442 WATER REPL Santa Fe II Inlet Pipeline NO Null High 50571 WATER REPL Santa Fe II Reservoir Site Electrical Improvements NO 3 Medium 50461 WATER REPL SCADA Improvements NO Citywide CriƟcal 55421 SEWER REPL 55422 WATER REPL 55423 RECL REPL Schulman Auditorium and Cannon Art Gallery NO 3 Medium 47531 IRF Senior Center Refurbishment NO 1 Medium 47381 IRF Senior Center Security Fencing NO 1 Low 47541 IRF Sewer CondiƟon Assessment NO Citywide CriƟcal 55131 SEWER REPL Sewer LiŌ StaƟon Repairs and Upgrades NO 2 CriƟcal 38401 SEWER REPL Sewer Line Capacity Improvements NO 1 High 55481 SEWER REPL Sewer Modeling NO Citywide Medium 55461 SEWER CONN Sewer Monitoring Program (Capacity) NO Citywide High 55041 SEWER CONN Sewer System RehabilitaƟon and Replacement NO 1,2,3 High 55031 SEWER REPL Sidewalk/Street ConstrucƟon Program NO 1,2 High 60021 TIF 60022 GAS TAX South Carlsbad Coastline NO 2,3,4 Medium 60311 TRANSNET-LOC South Shore Agua Hedionda Lagoon Trail NO 2 High 40851 GCC Stagecoach Community Park Community Gardens YES 4 Medium 23021 PIL-SE State Street and Grand Avenue Road Improvements NO 1 Medium 60821 TRANSNET- LOC State Street Parking Lot Electric Vehicle Charging StaƟons NO 1 Medium 40901 PFF 1,540,000310,000280,00050,00050,00050,00050,00050,000700,000 980,000-------980,000 3,320,000------200,0003,120,000 6,460,0002,910,0002,150,000350,000350,000350,000350,000-- 2,080,000700,000630,000125,000125,000120,000-120,000260,000 14,490,0003,610,0003,070,000---1,960,000-5,850,000 1,000,000-------1,000,000 200,000-------200,000 1,280,000-----500,000200,000580,000 3,635,500----2,621,500400,000214,000400,000 13,473,440----13,473,440--- 410,000-------410,000 347,940-------347,940 1,156,995-------1,156,995 8,280,0002,500,0005,500,000280,000----277,500277,500 6,080,000-6,000,00080,000----77,50077,500 3,029,650----2,500,000-34,650495,000 183,581------150,00033,581 4,684,632-----380,734175,1654,128,733 10,155,600----610,5002,412,5003,209,2003,923,400 2,394,000----398,000337,600631,5001,026,900 350,000------150,000200,000 1,848,000------600,0001,248,000 78,000------58,00020,000 3,358,000750,000750,000-100,000100,000100,000100,0001,458,000 6,485,380750,000750,000150,000150,000150,000150,000150,0004,235,380 3,000,000-----1,800,0001,000,000200,000 300,000-------300,000 950,000110,000154,000--44,000--642,000 43,576,47514,050,00013,350,0001,850,0001,850,0001,850,0001,200,0001,200,0008,226,475 8,953,0002,835,000890,000107,500333,000987,500--3,800,000 1,800,000-1,500,000-300,000---- 2,779,026-----1,000,000-1,779,026 789,940------34,440755,500 425,000-----200,000225,000- 325,000---325,000---- 15-year Capital Improvement Program June 14, 2022 Item #7 Page 164 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding SourceState Street and Grand Avenue Road Improvements NO 1 Medium 60821 TRANSNET- LOC State Street Parking Lot Electric Vehicle Charging StaƟons NO 1 Medium 40901 PFF Storm Drain CondiƟon Assessment NO Citywide High 66201 IRF Storm Drain System Rehab and Repair Program NO 1,2,3 High 66071 IRF Street LighƟng Replacement Program NO Citywide High 60621 GCC 60622 TRANSNET-LOC Sustainable Mobility Plan ImplementaƟon Program NO Citywide High 23091 GAS TAX Temporary Fire StaƟon No. 7 NO 2 High 40911 GCC 40912 PFF Terramar Area Coastal Improvements NO 2 High 60541 TIF 60542 GCC 60543 TRANSNET-LOC 60544 SEWER REPL 60545 PFF The Crossings Golf Course Lake Liner Replacement NO 2 High 40841 GCC 40842 GCC Traffic Control Improvements - Poinseƫa Lane and Cassia Road NO Citywide High 63292 GAS TAX Traffic Control Improvements - Poinseƫa Lane and Oriole Court NO 3 High 63302 GAS TAX Traffic Impact Fee Funds to CFD #1 NO Null Null PA051 TIF Traffic Impact Fee Update NO Citywide High 60401 TIF Traffic Improvement Program NO 1,2,4 CriƟcal 60701 GAS TAX 60702 GCC Traffic Monitoring Program NO Citywide High 60031 TIF Traffic Signal - Maverick Way and Camino De Los Coches NO 4 CriƟcal 63322 GAS TAX Traffic Signal - Tamarack Avenue and Valley Street NO 1 Medium 63351 GAS TAX Traffic Signal OperaƟons ModificaƟons NO 2 Medium 63271 GAS TAX Traffic Signal Right Turn Overlaps YES 2,3,4 Low 23051 GAS TAX Trail ConnecƟvity to Tamarack State Beach (Prop C)NO 1 Low 40631 GCC Trash Amendment Compliance Program NO 1,2,3 Medium 66261 IRF Tri-Agency Water Transmission Pipeline Replacement NO 2 High 50081 WATER REPL Tyler Street Traffic CirculaƟon Study NO 1 Medium 23081 GCC UƟlity Undergrounding Program Study NO Citywide Medium 60831 GCC Vallecitos Interceptor Sewer Cleaning and CCTV NO 2,3 CriƟcal 55491 SEWER REPL Valley and Magnolia Complete Streets NO 1 High 60191 TIF 60192 WATER REPL 60193 TRANSNET- LOC Valley Street Traffic Calming NO 1 Medium 19741 TRANSNET- LOC Veteran's Memorial Park (All Quadrants) NO 2 CriƟcal 46091 CFD#1 300,000-------300,000 7,692,5003,002,5002,375,000420,000375,000350,000300,000270,000600,000 10,253,8602,140,0001,822,500300,000300,000250,000250,000200,0004,991,360 319,269-------319,269 3,325,000-------3,325,000 1,020,566-----510,000510,566- 900,000-------900,000 922,000------922,000- 9,450,001----2,800,000--6,650,001 999,999-------999,999 2,000,000-----1,000,000-1,000,000 --------- 2,450,000-------2,450,000 835,500-------835,500 200,000-------200,000 411,000-------411,000 411,000-------411,000 1,854,0001,404,00090,000-90,00090,00090,00090,000- 270,000------30,000240,000 2,388,000-------2,388,000 1,200,000----400,000400,000400,000- 1,745,416------122,5161,622,900 380,000------240,000140,000 502,370-------502,370 315,800------135,800180,000 150,000------150,000- 3,494,669---3,342,513---152,156 9,705,000-3,000,0002,000,000175,0002,700,0001,200,000100,000530,000 6,455,000----1,836,0301,000,000-3,618,970 70,000------70,000- 100,000-----100,000-- 350,000------100,000250,000 4,536,206---1,000,000---3,536,206 71,000-------71,000 1,200,000------1,200,000- 1,645,000---1,645,000---- 15-year Capital Improvement Program June 14, 2022 Item #7 Page 165 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding Source Valley Street Traffic Calming NO 1 Medium 19741 TRANSNET- LOC Veteran's Memorial Park (All Quadrants) NO 2 CriƟcal 46091 CFD#1 Village and Barrio Traffic Circles NO 1 High 40151 GCC 40152 TRANSNET-LOC 40153 SEWER REPL 40154 GAS TAX Village DecoraƟve LighƟng - Carlsbad Village Drive from Harding Street to Ocea..YES 1 Medium 23111 GCC Village DecoraƟve LighƟng - Gateway LighƟng YES 1 Medium 23141 GCC Village DecoraƟve LighƟng - Hospitality District YES 1 Medium 23131 GCC Village DecoraƟve LighƟng - Pedestrian Lampposts Oak Avenue YES 1 Medium 23151 GCC Village DecoraƟve LighƟng - Pedestrian LighƟng at Village Outskirts YES 1 Medium 23161 GCC Village DecoraƟve LighƟng - State Street,Madison, Roosevelt, and Washington NO 1 Medium 40161 GCC Village DecoraƟve LighƟng - Train StaƟon Area YES 1 Medium 23121 GCC Village H South Off Leash Dog Area and Trail Segment 5B NO 2 Medium 46101 PFF Village Intelligent Parking ImplementaƟon NO 1 Low 60891 GCC Villas Sewer LiŌ StaƟon Replacement NO 2 CriƟcal 55501 SEWER REPL Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)NO 2 CriƟcal 34921 SEWER CONN Vista Carlsbad Interceptor - Buena Vista LiŌ StaƟon Improvements NO 1 High 55351 SEWER CONN Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)NO Citywide CriƟcal 38861 SEWER CONN Vista Carlsbad Interceptor - Reach VC3 NO 1 CriƟcal 39501 SEWER CONN Vista Carlsbad Interceptor - Reach VC14 To VC15 NO Citywide High 39491 SEWER CONN Vista Carlsbad Interceptor - RehabilitaƟon (VC1 and VC2)NO 2 CriƟcal 55511 SEWER REPL Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)YES 2,3 High 23061 SEWER REPL Water Infrastructure CondiƟon Assessment Program NO Citywide CriƟcal 50511 WATER REPL Water Loss Monitoring Program NO Citywide High 50521 WATER REPL Water Modeling NO Citywide CriƟcal 50581 WATER CONN Water System RehabilitaƟon and Replacement NO Citywide CriƟcal 39041 WATER REPL Water Valve Repair/Replacement Program NO Citywide CriƟcal 50191 WATER REPL 30,257,650----24,630,9501,257,2501,257,2503,112,200 415,000-------415,000 1,025,000-------1,025,000 160,000-------160,000 4,159,000------1,400,0002,759,000 400,000------400,000- 900,000-----900,000-- 800,000-----800,000-- 450,000-----450,000-- 850,000-----850,000-- 1,103,853------400,000703,853 500,000------500,000- 2,003,201-----1,320,701160,500522,000 300,000---300,000---- 1,254,000------100,0001,154,000 33,190,972-------33,190,972 1,335,000----939,000100,000-100,000396,000 9,464,833-------9,464,833 480,000-----380,000-497,000597,000 21,362,390-------21,362,390 2,141,000----1,500,000500,000-141,000 1,400,000----600,000600,000200,000- 8,620,0002,480,0002,250,000450,000420,000420,000410,000410,0001,780,000 1,890,000550,000550,000110,000110,000110,000110,000-350,000 425,000----25,00025,00025,000350,000 65,028,36621,080,00019,890,0003,000,0003,000,0003,000,0002,800,0002,690,0009,568,366 22,500,0005,650,0005,110,0001,000,000960,000960,000960,000940,0006,920,000 15-year Capital Improvement Program June 14, 2022 Item #7 Page 166 of 454 Attachment C PERSONNEL ALLOCATIONS Adopted Adopted Adopted Final Proposed Budget Budget Budget Budget Budget Department 2019-20 2020-21 2021-22 2021-22 2022-23 City Attorney 8.00 8.00 8.00 8.00 8.00 City Clerk Services 7.00 7.00 7.00 7.00 7.00 City Council 2.00 2.00 2.00 2.00 2.00 City Manager 12.00 7.00 7.00 7.00 7.00 City Treasurer 1.00 1.00 1.00 1.00 1.00 Communication & Engagement 7.00 7.00 7.00 9.00 9.00 Administrative Services - Administration 0.00 0.00 3.00 3.00 3.00 Finance 31.00 31.00 28.00 28.00 26.00 Human Resources*17.00 17.00 17.00 18.00 18.00 Information Technology 35.00 37.00 37.00 37.00 43.00 Innovation & Economic Development 2.00 4.00 4.00 4.00 9.00 Community Services - Administration 0.00 3.00 3.00 3.00 3.00 Community Development 63.75 61.75 53.00 52.00 52.00 Housing & Homeless Services 0.00 0.00 14.00 15.00 16.00 Library & Cultural Arts 52.50 52.50 52.50 53.00 51.00 Parks & Recreation 55.00 55.00 55.00 55.00 59.00 Fire 97.75 97.75 111.00 112.00 123.00 Police 184.00 184.00 186.00 186.00 187.00 Public Works 172.75 172.75 177.75 182.75 182.75 Total Full-Time Personnel 747.75 747.75 773.25 782.75 806.75 Hourly Full-Time Equivalent Personnel 199.97 186.59 193.81 185.65 180.90 Total 947.72 934.34 967.06 968.40 987.65 *Includes Risk Management and Workers' Compensation Full-Time Personnel Notes: The adopted budgets for fiscal years 2019-20 to 2021-22 include various reorgnizations and personnel transfers between departments. The final budget for 2021-22 includes several changes approved mid-year, including the transfer of (1.0) FTE from Community Development to Housing & Homeless Services and (1.0) FTE from Utilities to Human Resources; addition of (6.0) FTE for Environmental Management and (1.0) FTE for Fire; and conversion of hourly FTE to add (0.50) FTE to Library & Cultural Arts and (2.0) FTE to Communications & Engagement. The proposed budget for 2022-23 includes reorganization of (9.0) FTE from various departments to Information Technology and (4.0) FTE from Information Technology to Innovation & Economic Development. June 14, 2022 Item #7 Page 167 of 454 H-42 FIVE-YEAR SCHEDULE OF PROJECTS BY FUND ConnectedRequestedEstimated Estimated Estimated Estimated EstimatedFundingCarlsbadFundingProject PriorYear 1 Year 2 Year 3 Year 4 Year 5TotalProject NameSourceGoalIDTypeAppropriation2022-23 2023-24 2024-25 2025-26 2026-27FundingTechnology Investment Capital FundAudio Visual UpgradesTICF FVCEC7000Major625,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,125,000$ Business Process AutomationTICFBCDDMNAMajor- 150,000 - - - - 150,000 Business Process DocumentationTICFPSSCNAMajor- 150,000 - -- -150,000 Civic Engagement with Open DataTICF EAT7017Major180,000 18,000 - - - - 198,000 Computer Aided Dispatch (CAD)TICFPSSC7018Major1,000,000 580,000 - -- -1,580,000 Consolidation & Replacement of Core SystemsTICFPCDT7009Major400,000 500,000 1,500,000 2,000,000 - - 4,400,000 Cyber Security Program DevelopmentTICFPSSC7012Major350,000 100,000 100,000 100,000 100,000 100,000 850,000 Data Governance and Operational AnalyticsTICFBCDDM7019Major295,000 110,000 100,000 - - - 505,000 Digital Engagement & Analytics ConsultantTICF FVCEC7008Major200,000 - - - -- 200,000 Digital Information NetworkTICFPCDT7007Major4,825,584 200,000 500,000 500,000 - - 6,025,584 Discovery Management AssessmentTICFBCDDM7020Major30,000 - 140,000 - - - 170,000 Electronic Patient Care ReportingTICFPSSCNAMajor- 50,000 - - - - 50,000 Enterprise Asset Management SystemTICFPCDT7013Major1,100,000 500,000 - -- -1,600,000 Enterprise Digital Asset ManagementTICF EAT7022Major50,000 350,000 - - - - 400,000 Exploration Hub Audio Visual UpgradeTICF EAT7023Major41,852 - - - - - 41,852 Facility Security Master PlanTICFPSSC7003Major100,000 100,000 100,000 100,000 - - 400,000 Live 911TICFPSSCNAMajor- 66,380 - - - -66,380 Next Generation Online CatalogTICF EAT7024Major40,000 - - - - - 40,000 Online Permitting/Electronic Reviews (E-Reviews)TICF EAT7025Major645,000 - -- -- 645,000 Outdoor Wireless Study TICF FVCECNAMajor100,000 - - - - - 100,000 Patron Print/Copy ManagementTICF EATNAMajor- 18,000 70,000 - -- 88,000 Professional Technical Services for Data Project DeliveryTICFBCDDMNAMajor- 70,000 70,000 70,000 70,000 70,000 350,000 Project Portfolio Management Tool & ConsultingTICFPCDT7004Major500,000 - - - - - 500,000 ServiceNow SAM ImplementationTICFPCDT7015Major150,000 (150,000) - - - - - ServiceNow Service PortalTICFPCDT7016Major150,000 - - - - - 150,000 Timekeeping System UpgradeTICFPCDTNAMajor- 95,000 - - - - 95,000 Virtual Permitting Counter (OpenCounter)TICF EAT7026Major61,000 - 23,000 - - - 84,000 Global Positioning System (GPS) Technology HardwareTICFPCDTNAMinor45,916 - - - -- 45,916 Technology Investment Capital Fund Total10,889,352 3,007,380 2,703,000 2,870,000 270,000 270,000 20,009,732 Information Technology Replacement FundAnnual Hardware and Infrastructure ReplacementITRFPSSCNAMajor1,102,635 790,000 1,030,000 1,485,000 1,110,000 1,050,000 6,567,635 Utilities Enterprise Funds (Operating or Capital)Meter Data Management/Utility AnalyticsUEFBCDDMNAMajor- - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds)UEFBCDDMNAMajor- 50,000 50,000 Utility Billing AutomationUEFPCDTNAMajor- 75,000 75,000 Utility Billing PortalUEFPCDTNAMajor- 90,000 90,000 Total Utilities Enterprise Funds (Operating or Capital)- 140,000 625,000 - - - 765,000 11,991,987$ 3,937,380$ 4,358,000$ 4,355,000$ 1,380,000$ 1,320,000$ 27,342,367$ 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 = PCDTConnected Carlsbad GoalProjectsTotalAttachment D June 14, 2022 Item #7 Page 168 of 454 RESOLUTION NO. 1673 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT, ADOPTING THE WATER DISTRICT'S FINAL OPERATING BUDGET, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2022- 23 AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS EXHIBIT 5 WHEREAS, the Board of Directors of the Carlsbad Municipal Water District has reviewed the proposed final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for Fiscal Year (FY) 2022-23 and has held such public hearings as are necessary prior to the adoption of the final budgets. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District, as follows: 1.That the above recitations are true and correct. 2.That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled "Fiscal Year 2022-23 Preliminary Operating Budget," presented at the Joint Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary, and "Strategic Digital Transformation Investment Program and Capital Improvement Program," presented at the Joint Special Meeting on June 7, 2022 as Exhibits 3 and 4 to Item No. 13, as amended, if necessary, in accordance with Attachments A-A3, B-B2, C and D of Exhibit 4 of Item No. 7 presented at this Joint Special Meeting on June 14, 2022, are adopted as the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for the Carlsbad Municipal Water District for FY 2022-23 along with any program options and/or adjustments determined by the Board of Directors as set forth in the minutes of this Joint Special Meeting on June 14, 2022. 3.That the amounts reflected as estimated revenues for FY 2022-23 are adopted as the budgeted revenues for FY 2022-23. 4.That the amounts designated as FY 2022-23 Budgets in Attachments A and B to this Exhibit 5 are appropriated to the fund for which they are designated, and such appropriation shall not be increased except as provided in this resolution. June 14, 2022 Item #7 Page 169 of 454 5.That total appropriations may only be increased or decreased by the Board of Directors by passage of a resolution amending the budget except as provided in this resolution. 6.That the following controls are placed on the use and transfer of budget funds: A.No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the Board of Directors or Executive Manager as described below. i.The Executive Manager may authorize all transfers of funds from account to account within the same fund. ii.The Executive Manager may authorize budget adjustments involving offsetting revenues and expenditures; the Executive Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue which is designated for said specific purpose. iii.The Executive Manager may authorize increases in purchased water appropriations in an amount equal to the same percent that water sales exceed the amount of the original revenue estimate. iv.The Executive Manager may authorize budget adjustments to increase the appropriation for the Workers' Compensation and Risk Management Funds' operating budgets in an amount equal to the increases in costs of estimated claims expenses. v.The Executive Manager may authorize budget adjustments to increase the appropriation for unforeseen legal expenses and liabilities. vi.The Executive Manager may delegate the authority to make budget transfers. B.The Board of Directors must authorize any increase in the number of authorized permanent personnel positions above the level identified in the final Budget. The Executive Manager may authorize the hiring of temporary or part time staff as necessary within the limits imposed by the controls listed above. 7.That all appropriations for outstanding encumbrances as of June 30, 2022 are continued into FY 2022-23 for such contracts and obligations. 8.That interest earned on grants may be appropriated during the year for the purpose for which the grant was received. 9.That all appropriations for Capital Improvement Projects remaining unexpended at June 30, 2022, are appropriated for such capital projects for FY 2022-23. June 14, 2022 Item #7 Page 170 of 454 10.That all appropriations in the Strategic Digital Transformation Investment Program remaining unexpended at June 30, 2022, are appropriated to FY 2022-23 in their respective project budgets. PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. �FAVIOLA MEDINA, City Clerk Services Manager (SEAL) June 14, 2022 Item #7 Page 171 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding Source Abandon Potable Services (New Recycled Services)NO Citywide Medium 52051 WATER REPL C-Tank Access Road Repair and Electrical Improvements YES 2 Medium 23011 RECYREPL 23012 RECYCONN Carlsbad Boulevard Waterline Replacement at Terramar NO 2 CriƟcal 50481 WATER REPL Carlsbad Water Recycling Facility (Encina Capital Projects)NO 3 High 52031 WATER REPL 52032 RECL REPL Carlsbad Water Recycling Facility IrrigaƟon and Landscape NO 3 High 52131 RECL REPL Carlsbad Water Recycling Facility Roof Replacement NO 3 Low 47491 RECL REPL Cathodic ProtecƟon Program NO Citywide CriƟcal 50071 WATER REPL College Boulevard - Cannon Road To Badger Lane (375 Zone)NO 2 Medium 50131 WATER CONN College Boulevard - Cannon Road To Badger Lane (490 Zone)NO 2 Medium 50121 WATER CONN Crestview Drive Transmission Main NO 1 Medium 50331 WATER REPL Desalinated Water Flow Control Facility No. 5 NO 2 High 50381 WATER CONN Fire Flow Capacity System Improvements NO 1 High 50431 WATER REPL Hydroelectric GeneraƟon at Water FaciliƟes NO 2 Medium 50591 WATER CONN Limited Access Pipeline RelocaƟon Program NO 1,3 CriƟcal 50351 WATER REPL Maerkle Facility Improvements NO 2 CriƟcal 50091 WATER REPL Maerkle Reservoir FloaƟng Cover Replacement NO 2 CriƟcal 50361 WATER REPL Maerkle Reservoir Solar Project NO 2 Medium 47221 WATER REPL Maerkle Reservoir Transmission Main NO 2 Medium 50011 WATER REPL Normally Closed Valve (Install Motorized Valve)NO 3 High 50501 WATER REPL Orion Center NO 2 High 35722 WATER REPL 35725 RECL REPL Palomar Airport Waterline Realignment NO 2 CriƟcal 50551 WATER REPL Poinseƫa Lane - Cassia Road to Skimmer Court (Reimbursement Agreement)NO 3 Medium 50451 WATER CONN Pressure Reducing StaƟon Program NO Citywide CriƟcal 50201 WATER REPL Rancho Carlsbad Groundwater Supply NO 2 Low 50611 WATER CONN 50612 WATER REPL Recycled Water CondiƟon Assessment Program NO Citywide High 52111 RECL REPL Recycled Water Phase 3 - Reservoir NO 3 High 52101 WATER REPL 52102 RECL WATER Recycled Water Pipeline Replacement NO 2 Medium 19541 RECL REPL Recycled Water Valve and Appurtenance Replacement Program NO Citywide High 52121 RECL REPL Reservoir Repair and Maintenance Program NO Citywide High 50241 WATER REPL San Luis Rey Mission Basin Groundwater Supply NO Citywide Low 50441 WATER CONN 50442 WATER REPL Santa Fe II Inlet Pipeline NO Null High 50571 WATER REPL 1,925,825----500,000500,00050,000875,825 1,575,000----1,325,000-250,000- 315,000----265,000-50,000- 4,730,000------1,300,0003,430,000 599,944-------599,944 9,032,7101,252,000252,000223,0001,879,000895,000474,000366,0003,691,710 175,000-------175,000 225,000-------225,000 3,096,700280,000260,000190,000190,000190,000190,000190,0001,606,700 1,278,383----1,000,000-28,200250,183 1,562,600----1,250,000-12,600300,000 856,000-----535,00021,000300,000 10,811,601------707,30110,104,300 2,174,000----264,0001,700,000-1,500,0001,710,000 1,853,000-----1,425,00028,000400,000 4,940,000----1,000,0002,000,000-1,940,000 2,735,200------500,0002,235,200 11,032,844-------11,032,844 250,000------249,170830 6,330,000----4,557,0001,000,000-773,000 985,000------500,000485,000 6,789,409-------6,789,409 2,715,600-------2,715,600 2,310,000------560,0001,750,000 600,000-------600,000 13,062,0003,000,0003,000,000600,000600,000600,000600,000600,0004,062,000 1,750,000-1,425,000-125,000---200,000 1,750,000-1,425,000-125,000---200,000 1,540,000310,000280,00050,00050,00050,00050,00050,000700,000 980,000-------980,000 3,320,000------200,0003,120,000 6,460,0002,910,0002,150,000350,000350,000350,000350,000-- 2,080,000700,000630,000125,000125,000120,000-120,000260,000 14,490,0003,610,0003,070,000---1,960,000-5,850,000 8,280,0002,500,0005,500,000280,000----277,500277,500 6,080,000-6,000,00080,000----77,50077,500 Carlsbad Municipal Water District: 15-year Capital Improvement Program Project Schedule Attachment A June 14, 2022 Item #7 Page 172 of 454 Project Name NewProject District Score FundingID Funding Source PriorAppropriaƟon Year 1(2022-23)Year 2(2023-24)Year 3(2024-25)Year 4(2025-26)Year 5(2026-27)Year 6-10 (2028-32)Year 11-15 (2033-37)Total Funding SourceSanLuisReyMissionBasinGroundwater Supply NO Citywide Low 50442 WATER REPL Santa Fe II Inlet Pipeline NO Null High 50571 WATER REPL Santa Fe II Reservoir Site Electrical Improvements NO 3 Medium 50461 WATER REPL SCADA Improvements NO Citywide CriƟcal 55422 WATER REPL 55423 RECL REPL Tri-Agency Water Transmission Pipeline Replacement NO 2 High 50081 WATER REPL Valley and Magnolia Complete Streets NO 1 High 60192 WATER REPL Water Infrastructure CondiƟon Assessment Program NO Citywide CriƟcal 50511 WATER REPL Water Loss Monitoring Program NO Citywide High 50521 WATER REPL Water Modeling NO Citywide CriƟcal 50581 WATER CONN Water System RehabilitaƟon and Replacement NO Citywide CriƟcal 39041 WATER REPL Water Valve Repair/Replacement Program NO Citywide CriƟcal 50191 WATER REPL 3,029,650----2,500,000-34,650495,000 183,581------150,00033,581 10,155,600----610,5002,412,5003,209,2003,923,400 2,394,000----398,000337,600631,5001,026,900 6,455,000----1,836,0301,000,000-3,618,970 71,000-------71,000 8,620,0002,480,0002,250,000450,000420,000420,000410,000410,0001,780,000 1,890,000550,000550,000110,000110,000110,000110,000-350,000 425,000----25,00025,00025,000350,000 65,028,36621,080,00019,890,0003,000,0003,000,0003,000,0002,800,0002,690,0009,568,366 22,500,0005,650,0005,110,0001,000,000960,000960,000960,000940,0006,920,000 Carlsbad Municipal Water District: 15-year Capital Improvement Program Project Schedule June 14, 2022 Item #7 Page 173 of 454 Attachment B PUBLIC WORKS | UTILITIES: POTABLE WATER OPERATIONS Account: 5016310 Fund: Enterprise ABOUT To ensure drinking water is available on demand and customers can rely on receiving safe, high- quality water, the Carlsbad Municipal Water District provides ongoing maintenance and repair of the following: nine storage reservoirs or tanks, 455 miles of pipeline, 17 pressure zones, 71 pressure regulating stations, three pumping stations, 14,369 valves, 4,441 fire hydrants and 30,320 potable meters. CMWD purchases potable water from its wholesale water provider, the San Diego County Water Authority, which includes desalinated water from the Carlsbad Desalination Plant. SERVICES •Operate infrastructure, including reservoirs, pressure regulating stations, pump stations, transmission and distribution pipelines, valves, meters, and other apparatus •Deliver safe drinking water and fire flow demand •Meet water-related health, safety and environmental regulations •Comply with state and federal drinking water standards for sampling and reporting •Clean tanks and perform required maintenance on potable reservoirs •Educate the public regarding water conservation and rebate programs, perform leak detection studies and comply with conservation laws •Coordinate with other water agencies and the San Diego County Water Authority on regional water-related projects 2019-20 Actual 2020-21 Actual 2021-22 Budget 2022-23 Budget Personnel Services Salaries & Wages 2,459,473$ 2,456,258$ 2,906,467$ 3,020,543$ Retirement Benefits 569,526 853,829 635,085 707,921 Health Insurance 515,622 532,524 508,263 456,572 Other Personnel Expenses 111,934 932,144 128,488 142,351 Personnel Services Subtotal 3,656,555 4,774,755 4,178,303 4,327,387 Operating Expenses Professional & Contract Services 7,345,483 7,339,768 8,534,600 8,568,654 Supplies & Materials 23,299,719 25,652,887 27,412,700 28,010,084 Repair & Maintenance 185,173 299,762 452,050 361,250 Interdepartmental Charges 2,663,442 2,722,945 2,969,197 3,161,356 Other Operating Expenses 8,581,187 6,479,626 4,274,370 5,267,601 Capital Outlay 20,567 415,639 - 19,500 Operating Expenses Subtotal 42,095,571 42,910,627 43,642,917 45,388,445 TOTAL EXPENDITURES 45,752,126$ 47,685,382$ 47,821,220$ 49,715,832$ Full Time Positions 30.30 29.50 30.55 30.95 Hourly/FTE Positions 0.50 0.45 0.20 0.00 June 14, 2022 Item #7 Page 174 of 454 RECENT ACCOMPLISHMENTS • Began implementation of the recently completed Potable Water Master Plan • Completed design of the new Supervisory Control and Data Acquisition system • Awarded Utility of the Future recognition from the Water Environment Federation for 2021 • Completed cost of service study updates and received guidance from the CMWD Board on three years of future rates • Performed 2021 Lead and Copper sampling to comply with the new Lead and Copper Rule • Completed the Urban Water Management Plan Update • Replaced potable water pipeline crossings under Interstate 5, which received the 2022 Outstanding Project Award from the American Society of Civil Engineers • Completed tank maintenance and cleaning on one potable reservoir • Completed the Poinsettia 61 pressure regulating station GOALS • Optimize asset management by increasing the use of technology to improve and manage the infrastructure system more efficiently and effectively • Minimize costs while continuing to provide high levels of service at acceptable risk • Work with the state’s Department of Water Resources and the State Water Resources Control Board on implementation of Senate Bill 606 and Assembly Bill 1668, which require the setting of agency water use efficiency standards, performance measures and variances • Create inventory of lead service lines to comply with the new EPA Lead and Copper regulations • Update the Drought Response Plan and the Potable Water Master Plan • Stay within industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association • Comply with state conservation requirements, including reducing potable water use by at least 25% compared to 10-year average from 1999-2008. • Initiate construction of the Palomar Airport waterline replacement project, water main replacements in the downtown and coastal areas, one new pressure regulating station and replacement of two existing pressure regulating stations SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added one Management Analyst position to support financial management of the Utilities department, include maintaining financial models, managing funding sources, cost of service study updates and more • Added one Utility Locator position to reduce costs related to contract agreements for markouts and allow current staff to focus on core job duties related to infrastructure maintenance Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Pipeline breaks per 100 miles of pipe 2.0 <3.4 <3.4 Potable water use reduction compared to baseline average 20% 25% 25% June 14, 2022 Item #7 Page 175 of 454 I I I Attachment B PUBLIC WORKS | UTILITIES: RECYCLED WATER OPERATIONS Account: 5026310 Fund: Enterprise ABOUT The Carlsbad Municipal Water District provides ongoing water treatment and maintenance and repair of the recycled water system’s three storage tanks, four pump stations, three pressure reducing stations, five pressure zones, 95 miles of pipelines, 815 valves and 961 meters. CMWD’s Cross- Connection Control and Backflow program ensures a safe supply of drinking water by preventing cross-contamination from the recycled system into the potable system, in accordance with federal and state regulations. CMWD also purchases and delivers recycled water from the Vallecitos Water District’s Meadowlark Water Reclamation Facility. CMWD owns the Carlsbad Water Recycling Facility which is located next to the Encina Wastewater Authority treatment plant. CMWD takes treated wastewater from that plant and further treats it to State of California Title 22 recycled water quality standards and then delivers this water to customers for irrigation and certain industrial uses. This effort reduces the amount of wastewater that would normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence on imported drinking water, and provides customers with a reliable local supply of water for non- potable purposes. Recycled water is not subject to state water conservation requirements. 2019-20 Actual 2020-21 Actual 2021-22 Budget 2022-23 Budget Personnel Services Salaries & Wages 1,036,826$ 1,033,183$ 1,279,473$ 1,354,365$ Retirement Benefits 247,059 375,927 290,484 310,948 Health Insurance 135,911 141,496 212,783 189,818 Other Personnel Expenses 48,125 4,712 57,315 63,152 Personnel Services Subtotal 1,467,921 1,555,318 1,840,055 1,918,283 Operating Expenses Professional & Contract Services 1,180,930 1,339,480 2,045,680 2,008,860 Supplies & Materials 2,783,276 2,397,182 3,084,500 3,034,650 Repair & Maintenance 34,144 61,170 68,943 66,743 Interdepartmental Charges 591,195 690,574 837,662 936,905 Other Operating Expenses 2,035,264 1,491,538 2,226,950 3,234,080 Capital Outlay 11,183 67,841 - 7,000 Operating Expenses Subtotal 6,635,992 6,047,785 8,263,735 9,288,238 TOTAL EXPENDITURES 8,103,913$ 7,603,103$ 10,103,790$ 11,206,521$ Full Time Positions 12.20 13.00 13.30 12.75 Hourly/FTE Positions 0.00 0.05 0.10 0.50 June 14, 2022 Item #7 Page 176 of 454 SERVICES • Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility, reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters • Treat wastewater to meet State of California Title 22 recycled water requirements • Meet health, safety and environmental regulations of recycled water • Deliver recycled water • Test water quality, cross connections and backflows • Perform annual backflow tests at 278 sites and 619 recycled use site walk-through inspections • Convert sites from potable water to recycled water as service becomes available RECENT ACCOMPLISHMENTS • Began implementation of the 2019 Recycled Water Master Plan • Completed design of the new Supervisory Control and Data Acquisition system • Conducted pre-build activities for the recently completed design of a 1.5-million-gallon storage tank, and applied approximately $900,000 grant from the U.S. Bureau of Reclamation towards its funding • Connected 25 customers to the new recycled pipeline segment • Completed cost of service study updates and received guidance from the CMWD Board on three years of future rates GOALS • Commence construction of a 1.5-million-gallon storage tank • Complete Segment 5 retrofit conversions and connect customers to the expanded system • Stay within industry benchmark for water main breaks of3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association • Maintain recycled water cost at or below 75% of potable water cost Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4 Cost of recycled water as percent of potable water cost 71% 71% 73% June 14, 2022 Item #7 Page 177 of 454 RESOLUTION NO. 553 A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET OF THE CARLSBAD HOUSING AUTHORITY FOR FISCAL YEAR 2022-23 AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS EXHIBIT 6 WHEREAS, the Community Development Commission of the City of Carlsbad, California (Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority for fiscal year (FY) 2022-23; and WHEREAS, public hearings have been held as necessary prior to the adoption of the final operating budgets. NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled "Fiscal Year 2022-23 Preliminary Operating Budget," presented at the Joint Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary, in accordance with Attachments A-A3 and C of Exhibit 4 to Item No. 7 presented at this Joint Special Meeting on June 14, 2022, are adopted as the final Operating Budget for the Carlsbad Housing Authority for FY 2022-23, along with any program options and/or adjustments, if any, determined by the Commission as set forth in the minutes of this Joint Special Meeting on June 14, 2022, and that all funding for planning and administrative expenses have been determined to be necessary and appropriate for implementation of the Carlsbad Housing Authority's activities in FY 2022-23. 3.That the amounts reflected as estimated revenues for FY 2022-23 are adopted as the budgeted revenues for FY 2022-23. 4.That the amount designated as FY 2022-23 Budget request in Attachment A to this Exhibit 6 is appropriated to the fund for which it is designated, and such appropriation shall not be increased except as provided in this resolution. 5.That the following controls are placed on the use and transfer of budget funds: June 14, 2022 Item #7 Page 178 of 454 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 a·II appropriations for any state or federal grant funds in the Operating Budget remaining unexpended at June 30, 2022, are appropriated to FY 2022-23. 7.That all outstanding encumbrances as of June 30, 2022, are continued into FY 2022-23 for such contracts and obligations. June 14, 2022 Item #7 Page 179 of 454 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. (SEAL) June 14, 2022 Item #7 Page 190 of 454 Attachment A COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: FEDERALLY FUNDED COMMUNITY ASSISTANCE PROGRAMS Account: 190 391 Fund: Special Revenue – Section 8 Housing Special Revenue – Community Development Block Grant ABOUT The city receives federal grants that benefit the community and low-income households. The federally funded Section 8 rental assistance program provides monthly rental subsidies to very low- income households and processes new participants into the program as additional funds are available. The Community Development Block Grant program represents federal funds provided to the city to develop viable urban communities through the provision of decent housing, a suitable living environment and expanded economic opportunities for lower-income persons. This program is focused on providing specific benefits to low-income residents, with serving the city’s homeless population and providing affordable housing as the two highest priorities. SERVICES •Provide monthly rental subsidies to very low-income households and process new participants as for the federally funded Section 8 rental assistance program •Assist low-income households with access to safe and sanitary rental housing •Ensure the Section 8 tenant-based rental assistance program is being administered in compliance with federal regulations and guidelines, the Carlsbad Administrative Plan, and the Public Housing Agency Plan •Achieve and maintain a lease rate that fully utilizes Section 8 program funding allocation 2019-20 Actual 2020-21 Actual 2021-22 Budget 2022-23 Budget Personnel Services Salaries & Wages 284,497$ 362,144$ 384,224$ 456,301$ Retirement Benefits 82,533 89,509 92,514 99,103 Health Insurance 27,107 39,219 66,814 87,160 Other Personnel Expenses 23,347 10,790 17,253 20,800 Personnel Services Subtotal 417,484 501,662 560,805 663,364 Operating Expenses Professional & Contract Services 93,164 37,214 73,000 111,000 Supplies & Materials 10,892 12,084 14,165 14,165 Repair & Maintenance 115 9 300 300 Interdepartmental Charges 118,593 116,631 201,672 257,528 Other Operating Expenses 7,516,158 9,294,069 7,686,800 9,997,460 Capital Outlay - - - 2,000 Operating Expenses Subtotal 7,738,922 9,460,007 7,975,937 10,382,453 TOTAL EXPENDITURES 8,156,406$ 9,961,669$ 8,536,742$ 11,045,817$ Full Time Positions 4.00 4.00 5.40 6.03 Hourly/FTE Positions 0.00 0.00 0.00 0.93 June 14, 2022 Item #7 Page 181 of 454 • Enable unemployed, under-employed, or under-educated low-income families to achieve economic independence from welfare • Administer the CDBG program representing federal funds provided to the city • Prepare and implement a five-year consolidated plan and Annual Action Plan for submittal to U.S. Department of Housing and Urban Development • Provide staff support to the CDBG Funding Advisory Committee and the City Council in the selection process for activities to be included in the CDBG Program • Ensure that documentation is maintained to meet compliance with HUD established guidelines for continued CDBG funding • Monitor activities of grant sub-recipients to ensure proper use of funds • Prepare the Consolidated Annual Performance and Evaluation Report for public review and comment and final submission to HUD • Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute counseling and education program RECENT ACCOMPLISHMENTS • Provided monthly rental assistance to 550 very low and extremely low-income households • Received and allocated additional funding assistance of $1.2 million in CDBG funding to sub- recipients to be used to prevent, prepare for and respond to COVID-19 • Completed land acquisition and loan for construction of Windsor Pointe, a 50-unit affordable apartment community with permanent supportive services to homeless and lower-income veteran families and people experiencing homelessness with mental health service needs • Provided funding assistance to five non-profit organizations to provide services to low- income households with a focus on affordable housing, supportive services to low-income and special needs populations, and assistance in the prevention of homelessness and reduction of the homeless population GOALS • Continue to operate the Section 8 program effectively, and seek additional funding to serve more clients as opportunities arise • Complete processing of rental assistance vouchers for 25 non-elderly, disabled participants • Successful completion and submission of the fiscal year 2021-22 Consolidated Annual Plan Evaluation Report • Create expenditure plan for CDBG funds to provide additional affordable housing opportunities for low-income households, focusing on those experiencing homelessness • Maintain high level of grant funding for community organizations SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added one Housing Assistant position to support expansion of the federally funded Section 8 rental assistance program to provide more housing vouchers to lower-income families Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Clients receiving Rental Assistance 550 568 590 Dollar value of grants awarded to community organizations $565,819 $536,522 $527,154 June 14, 2022 Item #7 Page 182 of 454 I I I RESOLUTION NO. 89 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD PUBLIC FINANCING AUTHORITY ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM OF THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE FOR FISCAL YEAR 2022-23 AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS EXHIBIT7 WHEREAS, the Board of Directors of the Carlsbad Public Financing Authority has reviewed the proposed final Operating Budget and Capital Improvement Program for The Crossings at Carlsbad Municipal Golf Course for fiscal year (FY) 2022-23; and WHEREAS, public hearings have been held as necessary prior to the adoption of the final budgets. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Public Financing Authority as follow: 1.That the above recitations are true and correct. 2.That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled "Fiscal Year 2022-23 Preliminary Operating Budget," presented at the Joint Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary, and "Strategic Digital Transformation Investment Program and Capital Improvement Program," presented at the Joint Special Meeting on June 7, 2022 as Exhibits 3 and 4 to Item No. 13, as amended, if necessary, in accordance with Attachments A-A3, B-B2, C and D of Exhibit 4 to Item No. 7 presented at this Joint Special Meeting on June 14, 2022 are adopted as the final Operating and Capital Improvement Program Budgets for The Crossings at Carlsbad Municipal Golf Course for FY 2022-23, along with any program options and/or adjustments, if any, determined by the Board of Directors as set forth in the minutes of this Joint Special Meeting on June 14, 2022. 3.That the amounts reflected as estimated revenues for FY 2022-23 are adopted as the budgeted revenues for FY 2022-23. 4.That the amount designated as FY 2022-23 Budget request in Attachment A to this Exhibit 7 is appropriated to the fund for which it is designated, and such appropriation shall not be increased except as provided in this resolution. 5.That the following controls are placed on the use and.transfer of budget funds: June 14, 2022 Item #7 Page 183 of 454 A.No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the Board of Directors or designee, as described below. i.The City Manager, as Executive Director of the Carlsbad Public Financing Authority, may authorize all transfers of funds from account to account within the same fund. ii.The City Manager, as Executive Director of the Carlsbad Public Financing Authority, may delegate the authority to make budget transfers and adjustments. iii.The City Manager, as Executive Director of the Carlsbad Public Financing Authority, may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager, as Executive Director of the Carlsbad Public Financing Authority, is authorized to increase an appropriation for a specific purpose where said appropriation is offset by unbudgeted revenue which is designated for said specific purpose. iv.The City Manager, as Executive Director of the Carlsbad Public Financing Authority, may delegate any of the authority given to him or her under this resolution. 6.That all outstanding encumbrances as of June 30, 2022, are continued into FY 2022-23 for such contracts and obligations. 7.That all Capital Improvement Budgets remaining unexpended at June 30, 2022, are appropriated to FY 2022-23 for their respective projects. June 14, 2022 Item #7 Page 184 of 454 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. MATT HALL, President �FAVIOLA MEDINA, City Clerk Services Manager (SEAL) June 14, 2022 Item #7 Page 185 of 454 ~ Attachment A COMMUNITY SERVICES | PARKS & RECREATION: THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE Account: 572 Fund: Enterprise ABOUT The Crossings at Carlsbad Municipal Golf Course is an 18-hole municipal golf course and event facility. Amenities for public use include a 6,835-yard championship golf course, a clubhouse complete with a golf shop, players’ lounge, sunset patio, banquet facilities, fireplace lit dining room, full-service kitchen, outdoor deck with ocean views, and three miles of hiking trails that connect to Veterans Memorial Park. JC Management, Inc. manages this facility via an agreement with the Carlsbad Public Financing Authority. SERVICES •Administer management and operations agreement with JC Management, Inc. •Maintain and renovate turf, landscaping, drainage and irrigation systems •Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons •Oversee food and beverage services at the players’ lounge, sunset patio, Canyons Restaurant and snack bar •Manage sales and marketing for golf and non-golf activities, special events, banquets, weddings and other gatherings •Train and oversee marshals, greeters and assistants servicing the course and clubhouse RECENT ACCOMPLISHMENTS •Implemented COVID-19 response through compliant, phased reopening plans in food and beverage operations to allow revenues to resume while maintaining protocols for patron safety •Enhanced wedding offerings by completing the partial conversion of the existing women’s locker room into a bridal preparation suite 2019-20 Actual 2020-21 Actual 2021-22 Budget 2022-23 Budget Operating Expenses Professional & Contract Services 220,032$ 295,023$ 269,000$ 311,000$ Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges - - - - Other Operating Expenses 6,411,296 6,279,349 6,854,000 8,199,000 Capital Outlay 402,106 144,143 108,000 685,000 Operating Expenses Subtotal 7,033,434 6,718,515 7,231,000 9,195,000 TOTAL EXPENDITURES 7,033,434$ 6,718,515$ 7,231,000$ 9,195,000$ Full Time Positions 0.00 0.00 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 14, 2022 Item #7 Page 186 of 454 • Initiated permit and design tasks for wayfinding banners on street light poles at The Crossings Drive and Palomar Airport Road to improve visibility of the course and restaurant • Initiated water conservation and turf replacement plan for areas out of play along Palomar Airport Road • Tilled and replenished sand and improved drainage in selective bunkers near greens • Completed monitoring of construction activities for the replacement of liners in the two lakes on the course • Improved drainage on select fairways and greens • Obtained Carlsbad Public Financing Authority approval on the scheduled replacement of the lithium battery operated golf cart fleet and ancillary cart fleet and ordered replacements GOALS • Ensure the pace of play is under five hours per round of golf, via staff educating and expediting patrons, and met pace of play goal on at least 90% of rounds played • Execute a Capital Improvement Plan with projects that have an anticipated return on investment or are needed for maintenance effectiveness or safety considerations • Enhance wedding and banquet opportunities with the design and construction of an event patio outside the front entrance to the clubhouse and adjacent to the new bridal suite • Enhance wedding and banquet opportunities with the design and construction of upgrades to the westside patio and a new groomsman suite in an underutilized area at the back of the clubhouse • Initiate design and permitting of entertainment bays at the driving range for an elevated experience of patrons • Install wayfinding banners on street light poles at The Crossings Drive and Palomar Airport Road to improve visibility of the course and restaurant • Replace the lithium battery operated golf cart fleet and ancillary cart fleet upon arrival of new carts on order • Order and replace designated maintenance vehicles, carts and riding equipment • Till, replenish sand and improve drainage in selective bunkers near the greens • Replace carpeting within the clubhouse golf shop and offices • Grow number of banquets and receptions by 2% Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Golf rounds that met pacing goal 91% 91% 90% Increase in number of banquets and receptions hosted -29% 23% 2% June 14, 2022 Item #7 Page 187 of 454 I I I RESOLUTION NO. 2022-136 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ACTING AS SUCCESSOR AGENCY FOR THE CARLSBAD REDEVELOPMENT AGENCY, ADOPTING THE FINAL OPERATING BUDGET OF THE SUCCESSOR AGENCY AND THE ENFORCEABLE DEBT OBLIGATIONS OF THE CITY OF CARLSBAD'S REDEVELOPMENT OBLIGATION RETIREMENT FUND FOR FISCAL YEAR 2022-23 AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS EXHIBIT 8 WHEREAS, the City Council of the City of Carlsbad, California has been designated as the Successor Agency for the Carlsbad Redevelopment Agency (Successor Agency) and, as such, is responsible for the administrative responsibilities required to complete the work of the former Carlsbad Redevelopment Agency and repay all enforceable debt obligations; and WHEREAS, the Successor Agency and the appointed Oversight Board have reviewed the proposed Operating Budget for the Successor Agency and previously approved the enforceable debt obligations to be repaid from the Redevelopment Obligation Retirement Fund for fiscal year (FY) 2022- 23; and WHEREAS, the Successor Agency finds that the proposed Operating Budget for the Agency and the Oversight Board approved enforceable debt obligations of the Redevelopment Obligation Retirement Fund are consistent with the Recognized Obligation Payment Schedule prepared by the Successor Agency and approved by the Oversight Board; and WHEREAS, public hearings have been held as necessary prior to the adoption of the final operating budget. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, acting as Successor Agency for the Carlsbad Redevelopment Agency, as follows: 1.That the above recitations are true and correct. 2.That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled "Fiscal Year 2022-23 Preliminary Operating Budget," presented at the Joint Special Meeting on May 24, 2022 as Exhibit 1 to Item No. 8, as amended, if necessary, in accordance with Attachments A-A3, B-B2, C and D of Exhibit 4 to Item 7 presented at this Joint Special Meeting on June 14, 2022 are adopted as the final Operating Budget for the Successor Agency and the enforceable debt obligations of the City of Carlsbad's Redevelopment Obligation Retirement Fund for FY 2022-23, along with any program June 14, 2022 Item #7 Page 188 of 454 options and/or adjustments, if any, determined by the Successor Agency as set forth in the minutes of this Joint Special Meeting of June 14, 2022. 3.That the amounts reflected as estimated revenues for FY 2022-23 are adopted as the budgeted revenues for FY 2022-23. 4.That the amount designated as FY 2022-23 Budget request in Attachment A to this Exhibit 8 is appropriated to the fund for which it is designated, and such appropriation shall not be increased except as provided in this resolution. 5.That the following controls are placed on the use and transfer of budget funds: A.No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the Successor Agency or designee, as described below. i.The City Manager may authorize all transfers of funds from account to account within the same fund. ii.The City Manager may delegate the authority to make budget transfers and adjustments. iii.The City Manager may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager is authorized to increase an appropriation for a specific purpose where said appropriation is offset by unbudgeted revenue which is designated for said specific purpose and is approved in advance by the Oversight Board. B.The Successor Agency must authorize any increase in the number of authorized permanent personnel positions above the level identified in the final budget. The City Manager may authorize the hiring of temporary or part-time staff as necessary, within the limits imposed by the controls listed above and subject to the Operating Budget for the Successor Agency. 6.That all outstanding encumbrances as of June 30, 2022, are continued into FY 2022-23 for such contracts and obligations, as approved by the Oversight Board. June 14, 2022 Item #7 Page 189 of 454 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. J(4J7 MATT�, Mayor � FAVIOLA MEDINA, City Clerk Services Manager {SEAL) June 14, 2022 Item #7 Page 190 of 454 Attachment A COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY Account: 801, 811 Fund: Trust Fund – Successor Agency ABOUT The successor agency is responsible for preparing a recognized obligation payments schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment. This payment schedule is subject to approval by the countywide oversight board. SERVICES •Administer the successor agency, which is responsible for preparing a recognized obligation payment schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment •Participate in activities associated with the dissolution of the redevelopment agency •Ensure payment of all debt obligations as approved by the oversight board RECENT ACCOMPLISHMENTS •Processed Recognized Obligations Payment Schedule for fiscal year 2021-22 for approval by the countywide oversight board •Received loan repayment from the successor agency and funding for payment on redevelopment bond GOALS •Continue to take actions to dissolve the former redevelopment agency in a timely manner and ensure repayment of all approved debt obligations 2019-20 Actual 2020-21 Actual 2021-22 Budget 2022-23 Budget Personnel Services Salaries & Wages 22,838$ 17,391$ -$ -$ Retirement Benefits 13,170 5,373 - - Health Insurance 146 21 - - Other Personnel Expenses 3,315 582 - - Personnel Services Subtotal 39,469 23,367 - - Operating Expenses Professional & Contract Services 6,008 5,008 25,000 30,000 Supplies & Materials 7,060 4,613 - - Repair & Maintenance - - - - Interdepartmental Charges 45,660 45,996 7,295 7,670 Other Operating Expenses 1,115,400 160,918 1,035,200 1,031,175 Capital Outlay - - - - Operating Expenses Subtotal 1,174,128 216,535 1,067,495 1,068,845 TOTAL EXPENDITURES 1,213,597$ 239,902$ 1,067,495$ 1,068,845$ Full Time Positions 0.35 0.35 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 14, 2022 Item #7 Page 191 of 454 RESOLUTION NO. 2022-137 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2022-23 APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW EXHIBIT 9 WHEREAS, Article XIIIB of the California State Constitution requires that governments annually establish a limit on the appropriation of proceeds of taxes commonly known as the "Gann Limit"; and WHEREAS, state law requires that this limit be presented to the governing body of each entity each fiscal year; and WHEREAS, the Gann Limit is based on a combination of a population factor and an inflation factor as outlined in Attachment A, attached and incorporated by reference; and WHEREAS, the City Council desires at this time and deems it to be in the best public interest to adopt the annual Gann Limit for fiscal year (FY) 2022-23 as listed in the attached and incorporated Attachment A. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That the City Council of the City of Carlsbad, California, establishes and adopts the FY 2022-23 appropriation limit of $582,535,354 as computed in the attached and incorporated Attachment A. June 14, 2022 Item #7 Page 192 of 454 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. MATT HALL, Mayor .fr FAVIOLA MEDINA, City Clerk Services Manager (SEAL) June 14, 2022 Item #7 Page 193 of 454 Attachment A 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 2022-23 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 2021-22 Expenditure Limit $542,095,062 % Population growth within Carlsbad 0.9992 Growth in California per capita income X 1.0755 Net Increase Factor 1.0746 Fiscal Year 2022-23 Limit (2021-22 Limit x Factor) $582,535,354 Current Appropriation of Proceeds of Taxes (Subject to the Limit) $170,799,505 Carlsbad’s appropriation limit is currently almost three and a half times its annual appropriations. With such a large margin it is unlikely that the city will reach the appropriation limit in the foreseeable future. $- $100 $200 $300 $400 $500 $600 $700 2019 2020 2021 2022 2023MillionsAppropriations Limit by Fiscal Year Gann Appropriation Limit Appropriations Subject to Limit June 14, 2022 Item #7 Page 194 of 454 ■ ■ I I I I I RESOLUTION NO. 2022-138 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE EXHIBIT 10 WHEREAS, the City Council of the City of Carlsbad, California has the authority to establish fees for city services; and WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain an adequate fee structure recovering costs for city services; and WHEREAS, the City Council has determined the cost of providing general and development related services; and WHEREAS, the City Council believes it is necessary for the City Manager to have the authority to adjust the parks and recreation and library and arts program and classes fees from time to time to remain competitive and within the market pricing for like programs and classes; and WHEREAS, the City Council finds it necessary to recover the costs for city services; and WHEREAS, the City Council has held the necessary public hearing and allowed for public comment on the establishment said fees. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That the changes to the Master Fee Schedule as shown in Attachment A are adopted. 3.The City Council authorizes the City Manager or a designee to set parks and recreation and library and cultural arts program, rental, and class fees that are included in the Community Services Guide. The fees shall not exceed the fully burdened, including direct and indirect, costs of providing the program, rental, and class but shall be no less (except in the case of introductory, discount or promotional pricing) than the lowest fee charged for like kind programs or classes in similarly benchmarked Southern California cities. 4.The City Council authorizes the City Manager or a designee to change vehicle and traffic violation fees at the time, and by the same amount, as the state changes its portion of the fine. Any changes to these fees will be made to the current Master Fee Schedule. June 14, 2022 Item #7 Page 195 of 454 5.This resolution shall become effective on Sept. 1, 2022; not sooner than 60 days after adoption in accordance with California Government Code Section 66017 for development-related service fees and development impact fees. 6.Per the contract with Republic Services, changes to the recycling and trash fees as shown in Attachment A shall become effective on July 1, 2022. PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. +v"FAVIOLA MEDINA, City Clerk Services Manager (SEAL) June 14, 2022 Item #7 Page 196 of 454 Proposed Master Fee Schedule Changes FY 2022-23 All Fees Within, except Trash Collection Rates, Effective Sept. 1, 2022 Trash Collection Rates Effective July 1, 2022 Attachment A June 14, 2022 Item #7 Page 197 of 454 C cityof Carlsbad Proposed Master Fee Schedule FY 2022-23 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) .................................................... 11 Fire (Fire and Life Safety Inspections and Fire Code Permits) ....................................................... 12 Police Department Fees ................................................................................................................. 15 Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 16 Trash Collection Rates .................................................................................................................... 17 Utility Account and Service Fees .................................................................................................... 25 Utility Meter Installation and Connection ..................................................................................... 27 Utility (San Diego County Water Authority) .................................................................................. 29 Section 2 – Development Related Fees Planning Department Fees ............................................................................................................ 31 Engineering Department Fees ....................................................................................................... 36 Building (New Construction, Additions and Major Remodels) ...................................................... 41 Building (Minor/Miscellaneous Residential & Commercial Improvements) ................................. 46 Building (Plumbing, Mechanical, and Electrical) ............................................................................ 50 Building (Simple Single or Combination Permits List) .................................................................... 52 Section 3 – Development Impact Fees Bridge and Thoroughfare District 2 Map ....................................................................................... 54 Local Facilities Management Zones Map ....................................................................................... 55 Park in Lieu Fees, Park Districts Map ............................................................................................. 56 Planned Local Drainage Fee Areas and Map .................................................................................. 57 Sewer Benefit Area and Connection Fees Map ............................................................................. 59 Affordable Housing, Habitat Mitigation, and Traffic ..................................................................... 61 June 14, 2022 Item #7 Page 198 of 454 {'Cityof Carlsbad Section 1 General City Service Fees, Deposits, Rates, Penalties and Fines June 14, 2022 Item #7 Page 199 of 454 , , I ,. ; I I ,/ ,' , ' r , 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/$500 max Business License - additional CA fee each [4],[6]4.00$ Business License - master list of active business licenses each [2]33.00$ Business License - monthly list of new licenses each [2]6.00$ Cable Channel Administration Fee per hour [3]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]1,620.00$ Returned Check Fee First Returned Check each [5]25.00$ Each Additional Check each [5]35.00$ [Notes] [1] Set per City policy [2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per 2021 - Cost of Service Study and Fee Schedule Update. [4] Set per CA Government Code 4467 [5] Set per CA Civil Code 1719 [6] Business license tax, set per Carlsbad Municipal Code 5.08.010, is separate from these fees. June 14, 2022 Item #7 Page 200 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Deposits and Securities Grading and Erosion Control Grading Security (with approved plans)deposit [1],[2] Based on Grading Cost Estimate Grading Cash Deposit deposit [1],[2] Up to 10% of total grading security Development/Subdivision Improvements Faithful Performance Security deposit [1],[2] Based on Improvement Cost Estimate Labor and Materials Security deposit [1],[2] 50% of Faithful Performance Security Monumentation Security deposit [1],[2] Based on Total Cost of Monumentation [Notes] [1] Set per City policy [2]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 14, 2022 Item #7 Page 201 of 454 Fee Name Fee Type Notes Fee/Deposit Special Events Fees Special Event Application - Minor - 2 or less intersections (fee + services rendered)each [1],[3]144.00$ Special Event Application - Major - 3 or more intersections (fee + services rendered) each [1],[2]432.00$ Special Event Application - Third party Vendor Fee per day [1],[2]97.00$ Special Event City Services - Staff Time per hour [1] Actual Cost Safety Training Center Facility Fees One Shooting Range full day [1]1,263.00$ One Shooting Range 1/2 day [1]632.00$ Two Shooting Ranges full day [1]1,419.00$ Two Shooting Ranges 1/2 day [1]742.00$ Classroom full day [1]600.00$ Classroom 1/2 day [1]343.00$ Confined Space Prop full day [1]664.00$ Confined Space Prop 1/2 day [1]332.00$ Grinder full day [1]476.00$ Grinder 1/2 day [1]277.00$ Grinder/Commercial Prop (No Fire Ops)full day [1]687.00$ Grinder/Commercial Prop (No Fire Ops)1/2 day [1]343.00$ Grinder/Residential Prop (No Fire Ops)full day [1]687.00$ Grinder/Residential Prop (No Fire Ops)1/2 day [1]343.00$ 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]167.00$ Streetscape 1/2 day [1]122.00$ Special Events Recovery - Hourly hourly [1]55.00$ Shooting Range - Hourly hourly [1]128.00$ Shooting Range Hazardous Waste Disposal Fees each [1],[3]217.00$ [Notes] [1] Set per City policy [2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting. [3] 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 14, 2022 Item #7 Page 202 of 454 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]224.00$ Advanced Life Support 1 - Resident and Non-Resident - plus Level I or Level II supplies and medications per [1]1,286.00$ Advanced Life Support 2 - Non-Resident - plus Level II supplies and medications per [1]1,510.00$ Advanced Life Support 2 - Resident - plus Level II supplies and medications per [1]1,399.00$ Basic Life Support - Resident and Non-Resident per [1]1,050.00$ Mileage Charge mile [1]25.00$ Oxygen Charge per [1]84.00$ Street Light Energizing Fees 40 watts each [2]90.00$ 45 watts each [2]98.00$ 70 watts each [2]136.00$ 85 watts each [2]160.00$ 100 watts each [2]183.00$ 150 watts each [2]260.00$ 200 watts each [2]338.00$ 250 watts each [2]416.00$ [Notes] [1] Set per City policy [2]Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00 charge per light for connecting the light to an SDG&E service point. June 14, 2022 Item #7 Page 203 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit City Clerk Fees Blueprinting of Standard Size each [1]5.00$ Appeals to City Council each [2]115.00$ Candidate Filing Fee each [3]25.00$ Notice of Intention to Circulate Initiative Petition each [4]200.00$ Subpoena Fees Deposition Subpoena per day [5]275.00$ Records Subpoena - research per hour [6]15.00$ 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]115.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per City of Carlsbad Municipal Code 1.12.010 [4] Set per CA Elections Code 9202 [5] Set per CA Government Code 68096.1(b) [6] Set per CA Evidence Code 1563(b)(1) [7] Set per CA Government Code 81008 June 14, 2022 Item #7 Page 204 of 454 I I I I 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 item per day [1]5.00$ Card Replacement per card [2]2.00$ 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 14, 2022 Item #7 Page 205 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Fire Extinguishing and Alarm Systems New Sprinkler System ESFR Fire Sprinkler System (Initial system)each [2]1,017.00$ Each additional System each [2]281.00$ Per Additional Inspection each [2]121.00$ ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,177.00$ Each additional System each [2]281.00$ Per Additional Inspection each [2]121.00$ Fire Pump (first pump)each [2]936.00$ Each Additional pump each [2]321.00$ NFPA 13 System < 100 heads each [2]735.00$ Per Additional Inspection each [2]121.00$ Per Additional Plan Type each [2]160.00$ NFPA 13 System > 100 heads (includes one riser)each [2]1,017.00$ Each Additional Riser each [2]281.00$ Per Additional Inspection each [2]121.00$ Per Additional Plan Type each [2]160.00$ NFPA 13R System 3-16 units (per building)each [2]1,017.00$ Per Additional Inspection (per building)each [2]160.00$ Per Additional Plan Type each [2]160.00$ NFPA 13D Single Family System (Plan Review Per Initial or Single Plan Type)each [2]292.00$ Per Additional Plan Type each [2]160.00$ NFPA 13D Single Family System (Inspection Per Building)each [2]148.00$ Underground Piping with up to 4 Hydrants/Risers each [2]895.00$ Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,180.00$ Tenant Improvement Sprinkler System NFPA 13 or 13R System 6 heads or less each [2]148.00$ NFPA 13 or 13R System 7 - 100 heads each [2]654.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ NFPA 13 or 13R System > 100 heads each [2]774.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Other Extinguishing Systems Gas Systems (Med Gas, Industrial Gas, LPG)each [2]493.00$ Hood & Duct Extinguishing System each [2]493.00$ Each additional System each [2]241.00$ Pre-Action System with Alarm each [2]654.00$ Refrigeration Systems < 500 lbs.each [2]855.00$ Refrigeration Systems > 500 lbs.each [2]1,458.00$ Special Equipment (Ovens, Dust, Battery)each [2]493.00$ Special Extinguishing System each [2]694.00$ Spray Booths each [2]493.00$ Alarm Systems June 14, 2022 Item #7 Page 206 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit New Alarm System each [2]1,499.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Sprinkler Monitoring each [2]453.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Tenant Improvement Fire Alarm System each [2]735.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Development Applications, Plan Review and Inspection Building Construction Plan (Architectural Review) A-1 Occupancies - New each [2]1,407.00$ A-1 Occupancies - Tenant Improvements each [2]1,076.00$ A-2 & A-3 Occupancies - New each [2]965.00$ A-2 & A-3 Occupancies - Tenant Improvements each [2]744.00$ A-4 & A-5 Occupancies - New each [2]1,407.00$ A-4 & A-5 Occupancies - Tenant Improvements each [2]1,076.00$ E Occupancies - New each [2]1,407.00$ E Occupancies - Tenant Improvements each [2]1,076.00$ E Occupancies (Daycare only) each [2]563.00$ F Occupancies - New each [2]965.00$ F Occupancies - Tenant Improvements each [2]744.00$ H Occupancies (not including Chem Class) - New each [2]965.00$ H Occupancies (not including Chem Class) - Tenant Improvements each [2]744.00$ I Occupancies - New each [2]965.00$ I Occupancies - Tenant Improvements each [2]744.00$ L Occupancies - New each [2]563.00$ L Occupancies - Tenant Improvements each [2]443.00$ R-1 & R-2 Occupancies <50 units New flat [2]1,407.00$ R-1 & R-2 Occupancies ≥50 units New flat [2]1,739.00$ R-3 Townhomes New each [2]965.00$ R Occupancies All - Tenant Improvements each [2]744.00$ S Occupancies < 50,000 sq. ft. New flat [2]563.00$ S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]443.00$ S Occupancies ≥ 50,000 sq. ft. New flat [2]1,046.00$ S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]803.00$ Plan Review and Inspection Hazardous Materials Storage Chem Class <10 Chemicals flat [2]574.00$ Chem Class 10- 25 Chemicals flat [2]895.00$ Chem Class 26 - 100 Chemicals flat [2]1,297.00$ Chem Class >100 Chemicals flat [2]1,700.00$ Fire Department Access & Fire Lanes flat [2]292.00$ June 14, 2022 Item #7 Page 207 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit High Piled Storage flat [2]895.00$ High Rise Structure greater than 55 feet 402.00$ Per Additional Floor flat [2]321.00$ Storage Tanks Aboveground Storage Tanks (First tank)each [2]855.00$ Underground Storage Tanks (First tank)each [2]774.00$ Each Additional Tank each [2]121.00$ Vegetation Fuel Modification Custom Home flat [2]574.00$ Tract <75 Homes flat [2]1,057.00$ Tract ≥75 Homes flat [2]1,539.00$ Smoke Control - Rationale Analysis & Plan Review 1,620.00$ Other Fire Fees Aerial Fireworks Display Major each [2]1,528.00$ Minor each [2]884.00$ Plan Review Processing Fee each [2]27.00$ Per Hour - Overtime hourly [2]174.00$ Per Hour - Regular Office Hours hourly [2]160.00$ Hourly Services for: Alternate Methods and Materials Review, Time and Materials Review, Project Meetings, etc. First Hour each [2]188.00$ Each Additional Hour hourly [2]160.00$ Plan Resubmittal (3rd and Subsequent Submittal, per hour)hourly [2]160.00$ Reinspection (Per inspection)each [2]228.00$ Tent Permit (Not associated with special events) Single tent each [2]241.00$ 2-5 tents flat [2]482.00$ 6 or more tents flat [2]644.00$ Weed Abatement Administrative Fee 321.00$ Fire Nuisance Alarm - 1st response in 12 month period each [1]-$ Fire Nuisance Alarm - 2nd response in 12 month period each [1]96.00$ Fire Nuisance Alarm - 3rd response in 12 month period each [1]191.00$ Fire Nuisance Alarm - each additional response thereafter each [1]375.00$ Fire Nuisance Alarm - each billing each [1]13.00$ Special Events Application Processing flat [2],[6]160.00$ Special Events - Fire Prevention/Operations Support Prior To/During Event each [2],[6] Actual Cost Fire & Life Safety Inspections and Fire Code Permits Fire Inspections for the following Occupancies: Care Facility for more than 6 ambulatory & non-ambulatory clients each [2],[4]174.00$ Hospitals, Nursing homes, Mental hospitals, Detoxification and Surgery Centers each [2],[4]335.00$ June 14, 2022 Item #7 Page 208 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, & etc.)each [2],[4]174.00$ Pre-Inspection Residential Care Facility (i.e. Single Family Residences)each [2],[4]174.00$ High Rise Facility > 75 ft. (per floor of building)each [2],[4]174.00$ State Mandated School Inspection - Public or Private School [2],[4] Pre-School each [2],[4]402.00$ Elementary/Middle School each [2],[4]644.00$ High School each [2],[4]965.00$ State Mandated Hotel and Motel Inspection 1-5 Buildings per property flat [2],[4]563.00$ 6-10 Buildings per property flat [2],[4]965.00$ 11 or more buildings per property flat [2],[4]1,206.00$ State Mandated Apartment Inspection 3-10 units per building flat [2],[4]201.00$ 11-40 units per building flat [2],[4]241.00$ Greater than 40 units per building flat [2],[4]322.00$ Fire Code Permits - Initial Permit Tier 1 each [2],[5]174.00$ Tier 2 each [2],[5]335.00$ Tier 3 each [2],[5]496.00$ Fire Code Permits - Annual Renewal Permit Tier 1 each [2],[5]94.00$ Tier 2 each [2],[5]174.00$ Tier 3 each [2],[5]255.00$ Assembly < 300 people flat [2]174.00$ > 300 people flat [2]335.00$ All Other Occupancies Annual Inspections Tier 1 - 5,000 sq. ft. or less flat [2]134.00$ Tier 2 - 5,001 to 20,000 sq. ft.flat [2]214.00$ Tier 3 - 20,001 and greater flat [2]335.00$ 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]160.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Additional Reinspection fees shall apply for phased inspection projects at the discretion of the Fire Marshall [4] 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 14, 2022 Item #7 Page 209 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit [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 June 14, 2022 Item #7 Page 210 of 454 Fee Name Fee Type Notes Fee/Deposit Police Fees Audio / Photos on Disk each [2]40.00$ Burglary Alarm Registration Fee each [2]26.00$ False Alarm Response - Second Occurrence each [2]36.00$ False Alarm Response - Additional Occurrence each [2]67.00$ 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]55.00$ Dispatch Records Searches per query [2]20.00$ Entertainment License each [2]280.00$ Fingerprinting processing Fee each [2],[5]24.00$ Fix-It Ticket - moving violation each [2],[6]19.00$ Fix-It Ticket - parking/registration violation each [2],[6]12.00$ Handicap Placard Violation Waiver Processing Fee each [2],[7]26.00$ Photograph Copy - Subpoena or Records requests that require retrieval in QueTel evidence program.each [2]19.00$ Police/Fire - Emergency Response DUI Traffic Collision (max $12,000 per incident)each [1] Actual Cost Production of body worn camera videos. Staff time per hour of production and redaction of videos.each [1] Actual Cost Report Copy Fee (Free to Victim)each [2]12.00$ Rental of Conference rooms to Safety Personnel each [2]210.00$ Storage/Impounded Vehicle Administrative Charge each [2]145.00$ Administrative Fee - DUI each [1]22.00$ Massage license permit (plus fingerprint processing fee)each [4]146.00$ 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]80.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [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 14, 2022 Item #7 Page 211 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Administrative Citation Penalties 1st Violation of a City Ordinance each [2]100.00$ 2nd Violation of a City Ordinance each [2]200.00$ 3rd Violation of a City Ordinance each [2]500.00$ Subsequent violation of same ordinance within one year each [2]500.00$ Vehicle, Traffic, and Parking Civil Penalties CA Vehicle Code Parking Violation, if not specified by separate fee amount (rounded)each [3]48.00$ CA VC 22500(i) Bus Zone each [3]263.00$ CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$ CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading Area each [3]343.00$ CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$ CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$ CA Vehicle Code Violation for Equipment, if not specified by separate fee amount (rounded)each [3]38.00$ CA VC 4000(a) Expired Registration each [3]63.00$ CA VC 26100C Tinted Covers on Headlights each [3]48.00$ CA VC 28071 Passenger Car Bumpers Required each [3]88.00$ Carlsbad Municipal Code Parking Violations, if violation not established by the CA Vehicle Code Parking Violation or CA Vehicle Code Equipment Violation. each [1]50.00$ [Notes] [1] Set per City policy [2] Set per City of Carlsbad Resolution 2001-167 and limit set per CA Government Code Section 36900 [B] [3] Set per City Policy to the San Diego County Sheriff's Department Parking Fee Violation Table. June 14, 2022 Item #7 Page 212 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Trash Collection Rates (Stormwater fee included) Residential Services 3-Cart (64 or 96 gallon cart)[1]28.02$ 3-Cart Low Generator (35 gallon cart)[1]25.54$ Back Yard Service Fee (added to curbside rate)[1]35.26$ Additional Solid Waste Cart [1]3.05$ Additional Recycled Materials Cart (4+)[1]3.05$ Additional Organics Cart (4+)[1]3.05$ Commercial Services Commercial Solid Waste - 64 or 96 Gallon Cart One pick-up per week [1]27.94$ Two pick-ups per week [1]55.90$ Three pick-ups per week [1]83.84$ Four pick-ups per week [1]108.27$ Five pick-ups per week [1]132.80$ Six pick-ups per week [1]157.31$ Extra pick-up per week [1]13.16$ Commercial 96 Gallon Cart - Recycling and Organics Included One pick-up per week [1]58.61$ Two pick-ups per week [1]103.60$ Three pick-ups per week [1]148.54$ Four pick-up per week [1]191.82$ Five pick-ups per week [1]235.29$ Six pick-ups per week [1]278.71$ Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]12.77$ Commercial Solid Waste Yard Bins 1-yard bin - one pick-up per week [1]73.64$ 1-yard bin - two pick-ups per week [1]125.08$ 1-yard bin - three pick-ups per week [1]176.71$ 1-yard bin - four pick-ups per week [1]228.18$ 1-yard bin - five pick-ups per week [1]279.90$ 1-yard bin - six pick-ups per week [1]331.56$ 1-yard bin - extra pick-up [1]35.42$ 2-yard bin - one pick-up per week [1]100.03$ 2-yard bin - two pick-ups per week [1]176.04$ 2-yard bin - three pick-ups per week [1]252.09$ 2-yard bin - four pick-ups per week [1]328.01$ 2-yard bin - five pick-ups per week [1]404.09$ 2-yard bin - six pick-ups per week [1]480.12$ 2-yard bin - extra pick-up [1]48.11$ 3-yard bin - one pick-up per week [1]135.89$ June 14, 2022 Item #7 Page 213 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - two pick-ups per week [1]247.77$ 3-yard bin - three pick-ups per week [1]359.63$ 3-yard bin - four pick-ups per week [1]480.12$ 3-yard bin - five pick-ups per week [1]583.36$ 3-yard bin - six pick-ups per week [1]695.26$ 3-yard bin - extra pick-up [1]64.57$ 4-yard bin - one pick-up per week [1]181.22$ 4-yard bin - two pick-ups per week [1]338.41$ 4-yard bin - three pick-ups per week [1]495.67$ 4-yard bin - four pick-ups per week [1]652.86$ 4-yard bin - five pick-ups per week [1]810.07$ 4-yard bin - six pick-ups per week [1]967.29$ 4-yard bin - extra pick-up [1]77.25$ 5-yard bin - one pick-up per week [1]226.57$ 5-yard bin - two pick-ups per week [1]429.15$ 5-yard bin - three pick-ups per week [1]631.69$ 5-yard bin - four pick-ups per week [1]810.07$ 5-yard bin - five pick-ups per week [1]1,036.82$ 5-yard bin - six pick-ups per week [1]1,239.40$ 5-yard bin - extra pick-up [1]89.90$ 6-yard bin - one pick-up per week [1]247.77$ 6-yard bin - two pick-ups per week [1]480.12$ 6-yard bin - three pick-ups per week [1]695.26$ 6-yard bin - four pick-ups per week [1]967.29$ 6-yard bin - five pick-ups per week [1]1,239.40$ 6-yard bin - six pick-ups per week [1]1,588.05$ 6-yard bin - extra pick-up [1]112.39$ Commercial Split Bins (includes 2 locks )[1] One pick-up per week [1]109.74$ Two pick-ups per week [1]200.29$ Three pick-ups per week [1]290.82$ Four pick-ups per week [1]381.35$ Five pick-ups per week [1]471.88$ Six pick-ups per week [1]562.43$ Commercial Bin Compactor - Solid Waste 3-yard bin - one pick-up per week [1]190.49$ 3-yard bin - two pick-ups per week [1]356.71$ 3-yard bin - three pick-ups per week [1]522.93$ 3-yard bin - four pick-ups per week [1]689.14$ 3-yard bin - five pick-ups per week [1]855.37$ 3-yard bin - six picks-up per week [1]1,021.63$ 3-yard bin - extra pick-up [1]77.47$ 4-yard bin - one pick-up per week [1]314.57$ June 14, 2022 Item #7 Page 214 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 4-yard bin - two pick-ups per week [1]602.70$ 4-yard bin - three pick-ups per week [1]891.27$ 4-yard bin - four pick-ups per week [1]1,179.78$ 4-yard bin - five pick-ups per week [1]1,468.39$ 4-yard bin - six picks-up per week [1]1,757.05$ 4-yard bin - extra pick-up [1]127.93$ 6-yard bin - one pick-up per week [1]491.72$ 6-yard bin - two pick-ups per week [1]969.21$ 6-yard bin - three pick-ups per week [1]1,447.56$ 6-yard bin - four pick-ups per week [1]1,926.40$ 6-yard bin - five pick-ups per week [1]2,405.46$ 6-yard bin - six picks-up per week [1]2,884.62$ 6-yard bin - extra pick-up [1]199.96$ Commercial Recycling 32 gal cart - one pick-up per week [1]20.43$ 32 gal cart - two pick-ups per week [1]40.87$ 32 gal cart - three pick-ups per week [1]61.30$ 32 gal cart - four pick-ups per week [1]79.15$ 32 gal cart - five pick-ups per week [1]97.09$ 32 gal cart - six pick-ups per week [1]115.01$ 64 or 96 gal cart - one pick-up per week [1]22.36$ 64 or 96 gal cart - two pick-ups per week [1]44.72$ 64 or 96 gal cart - three pick-ups per week [1]67.07$ 64 or 96 gal cart - four pick-ups per week [1]86.62$ 64 or 96 gal cart - five pick-ups per week [1]106.24$ 64 or 96 gal cart - six pick-ups per week [1]125.85$ 64 or 96 gal cart - extra pick-up [1]10.53$ 1-yard bin - one pick-up per week [1]58.91$ 1-yard bin - two pick-ups per week [1]100.06$ 1-yard bin - three pick-ups per week [1]141.37$ 1-yard bin - four pick-ups per week [1]182.54$ 1-yard bin - five pick-ups per week [1]223.92$ 1-yard bin - six pick-ups per week [1]265.25$ 1-yard bin - extra pick-up [1]28.33$ 2-yard bin - one pick-up per week [1]80.03$ 2-yard bin - two pick-ups per week [1]140.83$ 2-yard bin - three pick-ups per week [1]201.67$ 2-yard bin - four pick-ups per week [1]262.40$ 2-yard bin - five pick-ups per week [1]323.27$ 2-yard bin - six pick-ups per week [1]384.10$ 2-yard bin - extra pick-up [1]38.49$ 3-yard bin - one pick-up per week [1]108.71$ 3-yard bin - two pick-ups per week [1]198.22$ June 14, 2022 Item #7 Page 215 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - three pick-ups per week [1]287.71$ 3-yard bin - four pick-ups per week [1]384.10$ 3-yard bin - five pick-ups per week [1]466.69$ 3-yard bin - six pick-ups per week [1]556.20$ 3-yard bin - seven pick-ups per week [1]648.13$ 3-yard bin - extra pick-up [1]51.65$ 4-yard bin - one pick-up per week [1]144.97$ 4-yard bin - two pick-ups per week [1]270.73$ 4-yard bin - three pick-ups per week [1]396.53$ 4-yard bin - four pick-ups per week [1]522.29$ 4-yard bin - five pick-ups per week [1]648.06$ 4-yard bin - six pick-ups per week [1]773.83$ 4-yard bin - seven pick-ups per week [1]899.72$ 4-yard bin - extra pick-up [1]61.80$ 5-yard bin - one pick-up per week [1]181.25$ 5-yard bin - two pick-ups per week [1]343.32$ 5-yard bin - three pick-ups per week [1]505.35$ 5-yard bin - four pick-ups per week [1]648.06$ 5-yard bin - five pick-ups per week [1]829.45$ 5-yard bin - six pick-ups per week [1]991.52$ 5-yard bin - extra pick-up [1]71.92$ 6-yard bin - one pick-up per week [1]198.22$ 6-yard bin - two pick-ups per week [1]384.10$ 6-yard bin - three pick-ups per week [1]556.20$ 6-yard bin - four pick-ups per week [1]773.83$ 6-yard bin - five pick-ups per week [1]991.52$ 6-yard bin - six pick-ups per week [1]1,270.44$ 6-yard bin - extra pick-up [1]89.92$ Commercial Bin Compactor - Recycling 3-yard bin - one pick-up per week [1]152.39$ 3-yard bin - two pick-ups per week [1]285.37$ 3-yard bin - three pick-ups per week [1]418.35$ 3-yard bin - four pick-ups per week [1]551.31$ 3-yard bin - five pick-ups per week [1]684.30$ 3-yard bin - six picks-up per week [1]817.30$ 3-yard bin - extra pick-up [1]61.97$ 4-yard bin - one pick-up per week [1]251.66$ 4-yard bin - two pick-ups per week [1]482.16$ 4-yard bin - three pick-ups per week [1]713.01$ 4-yard bin - four pick-ups per week [1]943.82$ 4-yard bin - five pick-ups per week [1]1,174.72$ 4-yard bin - six picks-up per week [1]1,405.64$ 4-yard bin - extra pick-up [1]102.34$ June 14, 2022 Item #7 Page 216 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 6-yard bin - one pick-up per week [1]393.38$ 6-yard bin - two pick-ups per week [1]775.37$ 6-yard bin - three pick-ups per week [1]1,158.04$ 6-yard bin - four pick-ups per week [1]1,541.12$ 6-yard bin - five pick-ups per week [1]1,924.37$ 6-yard bin - six picks-up per week [1]2,307.70$ 6-yard bin - extra pick-up [1]159.97$ Commercial Organics Recycling 32 gal cart - one pick-up per week [1]20.43$ 32 gal cart - two pick-ups per week [1]40.87$ 32 gal cart - three pick-ups per week [1]61.30$ 32 gal cart - four pick-ups per week [1]79.15$ 32 gal cart - five pick-ups per week [1]97.09$ 32 gal cart - six pick-ups per week [1]115.01$ 64 or 96 gal cart - one pick-up per week [1]22.36$ 64 or 96 gal cart - two pick-ups per week [1]44.72$ 64 or 96 gal cart - three pick-ups per week [1]67.07$ 64 or 96 gal cart - four pick-ups per week [1]86.62$ 64 or 96 gal cart - five pick-ups per week [1]106.24$ 64 or 96 gal cart - six pick-ups per week [1]125.85$ 64 or 96 gal cart - extra pick-up [1]10.53$ 1-yard bin - one pick-up per week [1]58.91$ 1-yard bin - two pick-ups per week [1]100.06$ 1-yard bin - three pick-ups per week [1]141.37$ 1-yard bin - four pick-ups per week [1]182.54$ 1-yard bin - five pick-ups per week [1]223.92$ 1-yard bin - six pick-ups per week [1]265.25$ 1-yard bin - extra pick-up [1]28.33$ 1.5-yard bin - one pick-up per week [1]69.47$ 1.5-yard bin - two pick-ups per week [1]120.45$ 1.5-yard bin - three pick-ups per week [1]171.52$ 1.5-yard bin - four pick-ups per week [1]222.47$ 1.5-yard bin - five pick-ups per week [1]273.60$ 1.5-yard bin - six pick-ups per week [1]324.67$ 1.5-yard bin - extra pick-up [1]33.41$ 2-yard bin - one pick-up per week [1]80.03$ 2-yard bin - two pick-ups per week [1]140.83$ 2-yard bin - three pick-ups per week [1]201.67$ 2-yard bin - four pick-ups per week [1]262.40$ 2-yard bin - five pick-ups per week [1]323.27$ 2-yard bin - six pick-ups per week [1]384.10$ 2-yard bin - extra pick-up [1]38.49$ 3-yard bin - one pick-up per week [1]108.71$ June 14, 2022 Item #7 Page 217 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - two pick-ups per week [1]198.22$ 3-yard bin - three pick-ups per week [1]287.71$ 3-yard bin - four pick-ups per week [1]384.10$ 3-yard bin - five pick-ups per week [1]466.69$ 3-yard bin - six pick-ups per week [1]556.20$ 3-yard bin - extra pick-up [1]51.65$ 4-yard bin - one pick-up per week [1]144.97$ 4-yard bin - two pick-ups per week [1]270.73$ 4-yard bin - three pick-ups per week [1]396.53$ 4-yard bin - four pick-ups per week [1]522.29$ 4-yard bin - five pick-ups per week [1]648.06$ 4-yard bin - six pick-ups per week [1]773.83$ 4-yard bin - extra pick-up [1]61.80$ Commercial Bin Compactor - Organics Recycling 3-yard bin - one pick-up per week [1]152.39$ 3-yard bin - two pick-ups per week [1]285.37$ 3-yard bin - three pick-ups per week [1]418.35$ 3-yard bin - four pick-ups per week [1]551.31$ 3-yard bin - five pick-ups per week [1]684.30$ 3-yard bin - six picks-up per week [1]817.30$ 3-yard bin - extra pick-up [1]61.97$ 4-yard bin - one pick-up per week [1]251.66$ 4-yard bin - two pick-ups per week [1]482.16$ 4-yard bin - three pick-ups per week [1]713.01$ 4-yard bin - four pick-ups per week [1]943.82$ 4-yard bin - five pick-ups per week [1]1,174.72$ 4-yard bin - six picks-up per week [1]1,405.64$ 4-yard bin - extra pick-up [1]102.34$ 6-yard bin - one pick-up per week [1]393.38$ 6-yard bin - two pick-ups per week [1]775.37$ 6-yard bin - three pick-ups per week [1]1,158.04$ 6-yard bin - four pick-ups per week [1]1,541.12$ 6-yard bin - five pick-ups per week [1]1,924.37$ 6-yard bin - six picks-up per week [1]2,307.70$ 6-yard bin - extra pick-up [1]159.97$ Special Haul Bin Rate 3-yard bin - one pick-up per week [1]166.12$ 3-yard bin - two pick-ups per week [1]259.62$ 3-yard bin - three pick-ups per week [1]353.11$ 3-yard bin - four pick-ups per week [1]446.61$ 3-yard bin - five pick-ups per week [1]540.12$ 3-yard bin - six pick-ups per week [1]633.62$ 3-yard bin - extra pick-up [1]54.24$ June 14, 2022 Item #7 Page 218 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Construction and Demolition Recycling Special Haul Bin (no Storm Water Fees) 1 week or less [1]117.32$ 2-yard temporary C&D Recycling Bin [1]136.79$ 3-yard temporary C&D Recycling Bin [1]139.03$ 4-yard temporary C&D Recycling Bin [1]151.10$ 6-yard temporary C&D Recycling Bin [1]156.09$ Other Fees and Charges Bin Exchange [1]75.92$ Bin Lock Set Up Fee [1]47.45$ Locking Fee [1]18.04$ Overloaded Bins [1]65.37$ Bin paint charge fee - allowed 1 per year. After first paint within one year, there will be a charge per paint request.[1]130.67$ Bin Relocation (first 25 feet free)9.02$ Special haul bin delivery [1]52.33$ Certified burial at Miramar plus special handling fee charged by Miramar [1]409.62$ Commercial Return to Service Fee - The return to service fee for two or more calls in a one-month period by a bin [1]84.19$ Copy Fee - The charge for copies requested by customers [1]1.79$ Delivery of extra cart [1]14.66$ Late Fee - There will be a minimum fee on any delinquent account - $3 minimum charge [1]4.51$ Bulky Item - Exceeding 5 per pick up - First item [1]53.30$ Bulky Item - Exceeding 5 per pick up - each addl item [1]13.66$ Per Bulky Item - first item [1]53.30$ Per Bulky Item - each additional item [1]13.66$ Bulky Item requiring 2 people to handle [1]76.54$ 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. [1]67.96$ Scout service per bin per service [1]61.49$ Residential Return to Service Fee - The return to service fee for two or more calls in a one-month period by a residential customer [1]42.81$ Restart Fee - The fee for restarting commercial service when a permanent account has been terminated for non-payment.[1]25.68$ Roll off Service Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up Commercial Bulky Item Pick-Ups June 14, 2022 Item #7 Page 219 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Service Fee - Roll off service [1]278.87$ Disposal Fee per Ton (pass through)[1]51.05$ Recycling Processing Fee per Ton (pass through)[1]35.51$ Organics Processing Fee per Ton (pass through)[1]77.87$ C&D Processing Fee per Ton (pass through)[1]73.28$ Contaminated Load (per occurrence)[1]278.87$ Roll off - Demurrage Per Day Charge [1]5.94$ Delivery [1]71.77$ Delivery Demo (includes signage) [1]75.87$ Relocation Charge onsite [1]56.07$ Relocation Charge offsite [1]79.99$ Wash Out Receiver Boxes [1]64.15$ Dead Run charge [1]96.15$ Standby charge after 5 minutes [1]2.54$ [Notes] [1] Set per contract by Republic Services June 14, 2022 Item #7 Page 220 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Utility Account and Service Fees Water Account Fees Discontinuation of Service - Non-Payment (Shut-off)each [2]48.00$ Service Reconnection (Non-Payment) - Same Day / Non-Business hours (After Hours Turn-On)each [2],[3]216.00$ Continuity of Service each [2]9.00$ Electronic Notice (in lieu of door hanger)each [2]3.00$ Door Hanger Notice each [2]20.00$ New Account Set Up (Admin)each [2]40.00$ Service Reconnection for Non-Payment (Next Day) Business Hours (Next Scheduled Day Turn-On)each [2],[3]100.00$ New Account Service Connection - (Same Day) Business Hours (Same Day Turn-On)each [2]136.00$ 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]232.00$ Potable Water Meter - Construction Meter Relocation each [2]103.00$ 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]20.00$ Potable Backflow Preventer Annual Testing - 3rd Notice per month [1]50.00$ Potable Water Shutdown Fee each [1]867.00$ Recycled Water Fees Recycled Backflow Preventer Annual Testing - 2nd Notice per month [2]13.00$ Recycled Backflow Preventer Annual Testing - 3rd Notice per month [2]39.00$ 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] Actual Cost Recycled Water Meter - Construction Meter Deposit deposit [1]900.00$ Recycled Water Meter - Construction Meter Installation each [2]232.00$ Recycled Water Meter - Construction Meter Relocation each [2]103.00$ E28 Recycled Water Shutdown - Actual Cost each [2]867.00$ Wastewater Fees Fats, Oils, and Grease (FOG) Fee each [1]151.00$ 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]163.00$ June 14, 2022 Item #7 Page 221 of 454 I I I I 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. Indexed to West Region Urban CPI. [3] Set per CA Health and Safety Code 1169149(a)(1) June 14, 2022 Item #7 Page 222 of 454 Fee Name Fee Type Notes Fee/Deposit Utility Meter Installation Fees Potable Water (meter size, inches) 5/8" Ultrasonic per [1]399.00$ Fire Protection – 5/8" Ultrasonic per [1]399.00$ 3/4” Ultrasonic per [1]395.00$ 1” Ultrasonic per [1]506.00$ 1-1/2” Ultrasonic per [1]614.00$ 1-1/2” Turbo per [1]745.00$ 2” Ultrasonic per [1]873.00$ 2” Turbo per [1]918.00$ 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" Ultrasonic per [1]399.00$ Fire Protection – 5/8" Ultrasonic per [1]399.00$ 3/4” Ultrasonic per [1]395.00$ 1” Ultrasonic per [1]506.00$ 1-1/2” Turbo per [1]745.00$ 2” Turbo per [1]918.00$ 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 Utility Potable and Recycled Water Connection Fees (meter size, inches) Ultrasonic 5/8” each [1]4,870.00$ 3/4”each [1]6,943.00$ 1”each [1]10,958.00$ 1-1/2”each [1]20,699.00$ 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. These fees are in addition to the Meter Installation Fees and SDCWA Fees. June 14, 2022 Item #7 Page 223 of 454 Fee Name Fee Type Notes Fee/Deposit 2”each [1]31,172.00$ 3”each [1]52,737.00$ 4”each [1]82,036.00$ 6”each [1] 152,352.00$ 8”each [1] 180,069.00$ Turbo (All Irrigation Meters) 1-1/2”each [1]24,300.00$ 2”each [1]38,963.00$ 3”each [1]82,036.00$ 4”each [1] 234,389.00$ 6”each [1] 468,769.00$ 8”each [1] 656,502.00$ [Notes] [1] Set per City policy June 14, 2022 Item #7 Page 224 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit San Diego County Water Authority (SDCWA) Fees SDCWA System Capacity Charge (meter size, inches) Fire Protection per [1] Based on size of meter 5/8" Displacement per [1]5,328.00$ 3/4” Displacement per [1]5,328.00$ 1” Displacement per [1]8,525.00$ 1-1/2” Displacement per [1]15,984.00$ 1-1/2” Turbo per [1]15,984.00$ 2” Displacement per [1]27,706.00$ 2” Turbo per [1]27,706.00$ 3” per [1]51,149.00$ 4” per [1]87,379.00$ 6”per [1] 159,840.00$ 8”per [1] 277,056.00$ 10”per [1] 415,584.00$ 12”per [1] 703,296.00$ Water Treatment Capacity Charge (meter size, inches) Fire Protection per [1] Based on size of meter 5/8" Displacement per [1]149.00$ 3/4” Displacement per [1]149.00$ 1” Displacement per [1]238.00$ 1-1/2” Displacement per [1]447.00$ 1-1/2” Turbo per [1]447.00$ 2” Displacement per [1]775.00$ 2” Turbo per [1]775.00$ 3” per [1]1,430.00$ 4” per [1]2,443.00$ 6”per [1]4,470.00$ 8”per [1]7,748.00$ 10”per [1]11,622.00$ 12”per [1]19,668.00$ [Notes] [1] 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, 2022, and are in addition to the Meter Installation Fees and Potable and Reclaimed Connection Fees. June 14, 2022 Item #7 Page 225 of 454 I I I I Section 2 Development Related Service Fees June 14, 2022 Item #7 Page 226 of 454 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]847.00$ 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 or lot, whichever is greater)per unit/lot [2]2,831.00$ 5 or more units or lot subdivision per permit [2]4,610.00$ Emergency flat [2]573.00$ Exemption flat [2]316.00$ Minor Permit flat [2]1,111.00$ Non-Residential + 10 cents per square foot flat [2]1,255.00$ Single Family Lot flat [2]1,398.00$ Conditional Use Permit (CUP) Within Biological Habitat Preserve flat [2]1,096.00$ Minor flat [2]975.00$ Regular flat [2]5,821.00$ Daycare Permit (7 - 14 Children)flat [2]272.00$ Environmental Impact Assessment (EIA) Initial Study - NEGATIVE DECLARATION flat [2]2,243.00$ Initial Study - MITIGATED NEG DEC flat [2]1,234.00$ Environmental Impact Report (EIR) Addendum First 20 hours of project planner base fee (flat) [2]3,261.00$ >20 hours of project planner per hour [2]106.00$ Focused/Supplemental (requiring a public hearing) First 120 hours of project planner and 20 hours of project engineer base fee (flat) [2]16,471.00$ >120 project planner hours and >20 project engineer hours per hour [2]244.00$ FULL EIR First 180 hours of project planner and 40 hours of project engineer base fee (flat) [2]25,259.00$ >180 project planner hours and >40 project engineer hours per hour [2]244.00$ June 14, 2022 Item #7 Page 227 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Fish & Game Fee Environmental Impact Report (EIR)flat [5] $ 3,589.25 Environmental Document pursuant to a Certified Regulatory Program (CRP)flat [5] $ 1,253.25 Negative Declaration (ND) /Mitigated Negative Declaration (MND)flat [5] $ 2,598.00 Extensions to projects in process flat [1] 25% of current fee General Plan Amendment deposit [2]5,541.00$ Habitat Management Plan (HMP) Amendment to Plan Document - Major - first 60 hours of project planner base fee (flat) [2]6,939.00$ >60 hours of project planner per hour [2]106.00$ Amendment to Plan Document - Minor flat [2]4,186.00$ Permit - Major -first 40 hours of project planner base fee (flat) [2]5,074.00$ >40 hours or project planner per hour [2]106.00$ Permit - Minor - first 20 hours of project planner base fee (flat) [2]703.00$ >20 hours of project planner per hour [2]106.00$ Permit - MINOR W/MINISTERIAL PERMIT flat [2]1,249.00$ Hillside Development Permit - Major - first 40 hours of project planner base fee (flat) [2]3,261.00$ Hillside Development Permit - Minor - first 20 hours of project planner base fee (flat) [2]1,613.00$ Inspection - Additional Planning per hour [2]106.00$ Inspection - Overtime per hour per hour [2]121.00$ Landscape Plan Check / Inspection Fees City Processing Fee per project [2]318.00$ Contractor Cost per project [1] Actual Cost Local Coastal Plan - Amendment flat [2]8,100.00$ 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]8,630.00$ First 200 hours of project planner and 100 hours of project engineer base fee (flat) [2]36,154.00$ >200 project planner hours and >100 project engineer hours per hour [2]311.00$ Major Amendment First 100 hours of project planner and 40 hours of project engineer base fee (flat) [2]17,208.00$ June 14, 2022 Item #7 Page 228 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit >100 project planner hours and >40 project engineer hours per hour [2]290.00$ Minor Amendment First 30 hours of project planner and 7 hours of project engineer base fee (flat) [2]2,165.00$ >30 project planner hours and >7 project engineer hours per hour [2]290.00$ Non-Conforming Construction Permit flat [2]905.00$ Notice Fee (+ postage)flat [1] Actual Cost Plan Consistency Determination [2]918.00$ Planned Development (residential/non-residential) - 5 or more lots/units - Major Subdivision per project [2]10,853.00$ Planned Development (residential/non-residential) - 4 or fewer lots/units per project [2]3,914.00$ Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge Planning Commission Determination-other flat [2]2,122.00$ Postage (All)flat [1] Current Postage Rate x Number of labels Precise Development Plan flat [2]9,878.00$ Preliminary Plan Review - Major (Other)flat [2]918.00$ Preliminary Plan Review - Minor (SFD)flat [2]258.00$ 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]545.00$ Sign Program Sign Permit (including non-commercial)flat [2]79.00$ Sign Program flat [2]1,369.00$ Modified Minor Sign Program flat [2]907.00$ Modified Regular Sign Program flat [2]3,414.00$ Site Development Plan Minor - Village Area Request for a Parking Option flat [2]1,163.00$ Minor - Residential, less than or equal to 4 units/lots or as required per CMC/PLAN flat [2]5,800.00$ Major - 5 or more units/lots or as required per CMC/PLAN flat [2]14,710.00$ Special Use Permit - Other flat [2]4,451.00$ Special Use Permit - Floodplain flat [2]4,451.00$ Specific Plan Base Fee First 200 hours of project planner and 60 hours of project engineer base fee (flat) [2]33,581.00$ June 14, 2022 Item #7 Page 229 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit >200 project planner hours and >60 project engineer hours per hour [2]290.00$ Amendment - Major First 180 hours of project planner and 30 hours of project engineer base fee (flat) [2]25,901.00$ >180 project planner hours and >30 project engineer hours per hour [2]290.00$ Amendment - Minor First 20 hours of project planner and 7 hours of project engineer base fee (flat) [2]1,885.00$ >20 project planner hours and >7 project engineer hours per hour [2]290.00$ Street Name Change flat [2]1,920.00$ Tentative Maps Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]4,939.00$ Tentative Tract Map - 5 - 49 units/lots flat [2]10,695.00$ Tentative Tract Map - 50 + units/lots flat [2]16,332.00$ Tentative Tract Map Litigation Stay flat [1] 25% of current fee Third Party Review Processing Fee per project [2]652.00$ Consultant Cost per project [1] Actual Cost Variance flat [2]3,670.00$ Variance - Minor flat [2]975.00$ Village Area Village Area Review - Administrative flat [2]533.00$ Village Area Review - Major - Plus Noticing Costs flat [2]3,775.00$ Village Area Review - Minor - Plus Noticing Costs flat [2]2,059.00$ Wireless Communication Third Party Review flat [1] Actual Cost Zone Change flat [2]6,365.00$ Zone Code Compliance Letter flat [2]150.00$ Research Fee per hour [2]150.00$ 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]106.00$ TOTAL June 14, 2022 Item #7 Page 230 of 454 I I I I 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. Indexed to West Region Urban CPI. [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 $50.00 County Clerk processing fee. Updated with new fees effective Jan. 1, 2022. June 14, 2022 Item #7 Page 231 of 454 Fee Name Fee Type Notes Fee/Deposit Engineering Department Fees Adjustment Plat per project [2]1,670.00$ 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]1,355.00$ Certificate of Compliance In Lieu of Parcel Map each [2]3,564.00$ Certificate of Correction each [2]1,053.00$ Construction Change Review - Major Base Fee per project [2]889.00$ Plus fee per sheet per sheet [2]291.00$ Construction Change Review - Minor Base Fee per project [2]631.00$ Plus fee per sheet per sheet [2]184.00$ Developer Agreements - Deposit $10,000 increments (Consistent with city payroll records + overhead)deposit [1] Actual Cost Easement Document Processing and Recording - Major (all others) per project [2]845.00$ Easement Document Processing and Recording - Minor (Single Family Lot)per project [2]150.00$ Encroachment Agreement Processing per project [2]437.00$ Grading Permit Investigation Fee (Consistent with city payroll records + overhead)deposit [1] Actual Cost Grading Plan Check Fees (cubic yard) 0 - 100 CY flat [2]549.00$ 101 CY flat [2]1,100.00$ each additional 100 CY up to 1,000 each [2]226.00$ 1,001 CY flat [2]3,290.00$ each additional 1,000 CY up to 10,000 each [2]194.78$ 10,001 flat [2]5,178.00$ each additional 10,000 CY up to 100,000 each [2]280.56$ 100,001 flat [2]7,898.00$ each additional 10,000 CY up to 200,000 each [2]443.00$ 200,001 flat [2]12,669.00$ each additional 100,000 CY up to 400,000 each [2]143.00$ 400,001 flat [2]12,977.00$ each additional 100,000 CY up to 1,000,000 each [2]143.00$ 1,000,001 flat [2]13,902.00$ each additional 100,00 CY each [2]1,290.70$ Grading Permit Fees (cubic yard) 0 - 100 CY flat [2],[4], [5]549.00$ June 14, 2022 Item #7 Page 232 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 101 CY flat [2],[4], [5]557.00$ each additional 100 CY up to 1,000 each [2],[4], [5]103.78$ 1,001 CY flat [2],[4], [5]1,563.00$ each additional 1,000 CY up to 10,000 each [2],[4], [5]105.11$ 10,001 flat [2],[4], [5]2,582.00$ each additional 10,000 CY up to 100,000 each [2],[4], [5]200.67$ 100,001 flat [2],[4], [5]4,527.00$ each additional 10,000 CY up to 200,000 each [2],[4], [5]200.10$ 200,001 flat [2],[4], [5]6,682.00$ each additional 100,000 CY up to 400,000 each [2],[4], [5]305.55$ 400,001 flat [2],[4], [5]13,263.00$ each additional 100,000 CY up to 1,000,000 each [2],[4], [5]1,528.33$ 1,000,001 flat [2],[4], [5]23,139.00$ each additional 100,00 CY each [2],[4], [5]2,148.50$ Improvement Plan Review Fee $0 - $20,000 flat [2]1,757.00$ $20,001 flat [2]3,376.00$ each additional $10,000 up to $50,000 each [2]454.67$ $50,001 flat [2]4,845.00$ each additional $10,000 up to $100,000 each [2]385.00$ $100,001 flat [2]6,919.00$ each additional $10,000 up to $250,000 each [2]576.13$ $250,001 flat [2]16,226.00$ each additional $10,000 up to $500,000 each [2]194.44$ $500,001 flat [2]21,461.00$ each additional $10,000 up to $1,000,000 each [2]104.94$ $1,000,001 flat [2]27,112.00$ each additional $10,000 each [2]251.74$ Improvement Inspection $0 - $20,000 flat [2]413.00$ June 14, 2022 Item #7 Page 233 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit $20,001 flat [2]2,183.00$ each additional $10,000 up to $50,000 each [2]678.33$ $50,001 flat [2]4,375.00$ each additional $10,000 up to $100,000 each [2]203.00$ $100,001 flat [2]5,468.00$ each additional $10,000 up to $250,000 each [2]162.87$ $250,001 flat [2]8,099.00$ each additional $10,000 up to $500,000 each [2]187.48$ $500,001 flat [2]13,147.00$ each additional $10,000 up to $1,000,000 each [2]130.20$ $1,000,001 flat [2]20,158.00$ each additional $10,000 each [2]187.17$ Mapping Fees Final Tract Map - Major Subdivision Base Fee per project [2]9,706.00$ additional acre per acre [2]6.00$ Parcel Map - Minor Subdivision per project [2]4,356.00$ Neighborhood Improvement Agreements each [2]204.00$ Oversize Load Permit - 1 trip each [6]16.00$ Oversize Load Permit - Annual/Per Year each [6]90.00$ Quitclaim of Easement each [2]889.00$ Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost Retaining Wall Plan Check Fees Retaining Wall Plan Check Valuation $0 - $50,000 flat [2]450.00$ $50,001 - $250,000 flat [2]2,192.00$ $250,000+flat [2]3,861.00$ Reversion to Acreage deposit [2]3,673.00$ Right-of-Way Permit Minor - Non-Construction each [2]222.00$ Minor - Construction each [2]451.00$ Utility City Processing Fee each [2]365.00$ Inspector's Time hourly [2]144.00$ Utility (by contract)each [2]961.00$ Use - Initial Permit Curb Cafe each [2]451.00$ Outdoor Display each [2]222.00$ Sidewalk Café each [2]451.00$ Use - Annual Renewal Curb Cafe each [2]222.00$ Outdoor Display each [2]222.00$ Sidewalk Café each [2]222.00$ June 14, 2022 Item #7 Page 234 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Village Area - Curb Café (max of two parking spaces)per space/ per year [2]1,292.00$ Secured Agreement Processing - Extension each [2]415.00$ Secured Agreement Processing - Replacement, plus improvement plan revision fees if required each [2]730.00$ 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 + $20 per lot (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760- 8769) deposit [1] Actual Cost Storm Water Pollution Prevention Plan (SWPPP) Fees Plan Review Fee Tier 1 per site [2]69.00$ Tier 2 per site [2]365.00$ Tier 3 one acre or less [2]835.00$ Tier 3 - Supplemental Fee per acre [2]106.00$ Inspection Fee Tier 1 per site [2]292.00$ Tier 2 per site [2]1,609.00$ Tier 3 one acre or less [2]2,723.00$ Tier 3 - Supplemental Fee per acre [2]443.00$ Storm Water Quality Management Plan (SWQMP) Fees Plan Review - Base Fee each [2]431.00$ Plan Review - For each subsequent acre or portion thereof over one half acre per acre [2]104.00$ Inspection Fee - Base Fee each [2]363.00$ Inspection Fee - For each subsequent acre or portion thereof over one half acre per acre [2]144.00$ Street Vacation - Street/Public Service Easement Vacation - Regular each [2]4,336.00$ Street Vacation - Street/Public Service Easement Vacation - Summary each [2]1,720.00$ Third Party Review Processing Fee per project [2]365.00$ 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]209.00$ June 14, 2022 Item #7 Page 235 of 454 I I I I 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. Indexed to West Region Urban CPI. [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 14, 2022 Item #7 Page 236 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees New Construction, Additions, and Major Remodels [1] 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]1,038.00$ additional sqft up to 4,999 each [2]0.33$ 5,000 sqft flat [2]2,502.00$ additional sqft up to 9,999 each [2]0.44$ 10,000 sqft flat [2]4,685.00$ additional sqft up to 49,999 each [2]0.04$ 50,000 sqft flat [2]6,415.00$ additional sqft up to 99,999 each [2]0.10$ 100,000 sqft flat [2]11,393.00$ 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]984.00$ additional sqft up to 4,999 each [2]0.54$ 5,000 sqft flat [2]3,433.00$ additional sqft up to 9,999 each [2]0.54$ 10,000 sqft flat [2]6,123.00$ additional sqft up to 49,999 each [2]0.05$ 50,000 sqft flat [2]8,118.00$ additional sqft up to 99,999 each [2]0.14$ 100,000 sqft flat [2]15,012.00$ additional sqft each [2]0.15$ 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]1,011.00$ additional sqft up to 4,999 each [2]0.35$ 5,000 sqft flat [2]2,608.00$ additional sqft up to 9,999 each [2]0.23$ 10,000 sqft flat [2]3,780.00$ additional sqft up to 49,999 each [2]0.03$ 50,000 sqft flat [2]4,871.00$ additional sqft up to 99,999 each [2]0.01$ 100,000 sqft flat [2]5,324.00$ June 14, 2022 Item #7 Page 237 of 454 I I I I Fee Name Fee Type NotesFee/Deposit 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]532.00$ additional sqft up to 399 each [2]1.46$ 400 sqft flat [2]825.00$ additional sqft up to 599 each [2]0.67$ 600 sqft flat [2]959.00$ additional sqft up to 999 each [2]0.33$ 1,000 sqft flat [2]1,091.00$ additional sqft up to 2,999 each [2]0.16$ 3,000 sqft flat [2]1,411.00$ additional sqft each [2]0.47$ 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]532.00$ additional sqft up to 399 each [2]1.46$ 400 sqft flat [2]825.00$ additional sqft up to 599 each [2]0.67$ 600 sqft flat [2]959.00$ additional sqft up to 999 each [2]0.33$ 1,000 sqft flat [2]1,091.00$ additional sqft up to 2,999 each [2]0.16$ 3,000 sqft flat [2]1,411.00$ additional sqft each [2]0.47$ 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]879.00$ additional sqft up to 4,999 each [2]0.23$ 5,000 sqft flat [2]1,917.00$ additional sqft up to 9,999 each [2]0.28$ 10,000 sqft flat [2]3,301.00$ additional sqft up to 49,999 each [2]0.02$ 50,000 sqft flat [2]4,365.00$ additional sqft up to 99,999 each [2]0.01$ June 14, 2022 Item #7 Page 238 of 454 Fee Name Fee Type NotesFee/Deposit 100,000 sqft flat [2]4,898.00$ 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]772.00$ additional sqft up to 4,999 each [2]0.22$ 5,000 sqft flat [2]1,757.00$ additional sqft up to 9,999 each [2]0.10$ 10,000 sqft flat [2]2,236.00$ additional sqft up to 49,999 each [2]0.06$ 50,000 sqft flat [2]4,526.00$ additional sqft up to 99,999 each [2]0.05$ 100,000 sqft flat [2]6,894.00$ additional sqft each [2]0.07$ 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]698.00$ additional sqft up to 4,999 each [2]0.21$ 5,000 sqft flat [2]1,650.00$ additional sqft up to 9,999 each [2]0.07$ 10,000 sqft flat [2]2,023.00$ additional sqft up to 49,999 each [2]0.05$ 50,000 sqft flat [2]4,019.00$ additional sqft up to 99,999 each [2]0.04$ 100,000 sqft flat [2]6,042.00$ 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]825.00$ additional sqft up to 4,999 each [2]0.46$ 5,000 sqft flat [2]2,875.00$ additional sqft up to 9,999 each [2]0.34$ 10,000 sqft flat [2]4,551.00$ additional sqft up to 49,999 each [2]0.07$ 50,000 sqft flat [2]7,187.00$ June 14, 2022 Item #7 Page 239 of 454 Fee Name Fee Type NotesFee/Deposit additional sqft up to 99,999 each [2]0.09$ 100,000 sqft flat [2]11,552.00$ additional sqft each [2]0.12$ 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]825.00$ additional sqft up to 4,999 each [2]0.27$ 5,000 sqft flat [2]2,023.00$ additional sqft up to 9,999 each [2]0.40$ 10,000 sqft flat [2]4,046.00$ additional sqft up to 49,999 each [2]0.06$ 50,000 sqft flat [2]6,442.00$ additional sqft up to 99,999 each [2]0.09$ 100,000 sqft flat [2]10,701.00$ additional sqft each [2]0.11$ 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]1,251.00$ additional sqft up to 2,499 each [2]0.44$ 2,500 sqft flat [2]1,917.00$ additional sqft up to 3,999 each [2]0.28$ 4,000 sqft flat [2]2,342.00$ additional sqft up to 5,999 each [2]0.27$ 6,000 sqft flat [2]2,875.00$ additional sqft up to 7,999 each [2]0.29$ 8,000 sqft flat [2]3,460.00$ additional sqft each [2]0.43$ Duplicate Floor Plan Review - Single Family Dwellings and Duplexes 0 - 1,000 sqft flat [2]1,044.00$ additional sqft up to 2,499 each [2]0.26$ 2,500 sqft flat [2]1,438.00$ additional sqft up to 3,999 each [2]0.14$ 4,000 sqft flat [2]1,650.00$ additional sqft up to 5,999 each [2]0.21$ 6,000 sqft flat [2]2,076.00$ additional sqft up to 7,999 each [2]0.19$ 8,000 sqft flat [2]2,449.00$ June 14, 2022 Item #7 Page 240 of 454 Fee Name Fee Type NotesFee/Deposit additional sqft each [2]0.31$ Duplicate Floor Plan Review - Attached or Detached Accessory and Utility Uses 0 - 200 sqft flat [2]506.00$ additional sqft up to 399 each [2]0.80$ 400 sqft flat [2]666.00$ additional sqft up to 599 each [2]0.26$ 600 sqft flat [2]718.00$ additional sqft up to 999 each [2]0.47$ 1,000 sqft flat [2]905.00$ additional sqft up to 2,999 each [2]0.15$ 3,000 sqft flat [2]1,198.00$ additional sqft each [2]0.40$ 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]425.00$ additional sqft up to 4,999 each [2]0.14$ 5,000 sqft flat [2]1,038.00$ additional sqft up to 9,999 each [2]0.07$ 10,000 sqft flat [2]1,384.00$ additional sqft up to 49,999 each [2]0.01$ 50,000 sqft flat [2]1,597.00$ additional sqft up to 99,999 each [2]0.01$ 100,000 sqft flat [2]2,023.00$ additional sqft each [2]0.02$ [Notes] [1] [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. June 14, 2022 Item #7 Page 241 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees Minor/Miscellaneous Residential & Commercial Improvements [3] Above Ground Storage Tank per permit [2]250.00$ Cell Site Radio over 30 ft. high each [2]697.00$ Dish, 10 ft. dia. w/decoder each [2]518.00$ Equipment Enclosure each [2]1,184.00$ Awning or Canopy per permit [2]296.00$ Bollards up to 4pcs per permit [2]370.00$ Certificate of Occupancy per permit [2]16.00$ Decks / Balcony Repair each [2]108.00$ New/Replace each [2]889.00$ Demolition of Building Commercial each [2]206.00$ Residential each [2]592.00$ Fence or Freestanding Wall up to 100'each [2]666.00$ Fire Damage Repair - Residential - Minor per permit [2]248.00$ Fireplace Repair/Replace per permit [2]444.00$ Foundation Repair Commercial each [2]555.00$ Residential each [2]555.00$ Greenhouse per permit [2]555.00$ Manufactured House / Building Commercial per permit [2]314.00$ Residential per permit [2]555.00$ Mobile Home (Within a park, per current edition of Title 25, published by California Division of Housing and Community Development.) per permit [2]629.00$ Partition/ Wall - Interior/Non-Structural <100'per permit [2]374.00$ Patio Frame with Cover each [2]108.00$ Frame with Cover & Walls each [2]592.00$ Screen or Plastic Walls each [2]444.00$ Plastering Outside per permit [2]370.00$ Remodel - Residential Kitchen/Bath each [2]377.00$ Other - up to 500 s.f.each [2]518.00$ Other - above 500 s.f per 100 sqft [2]0.37$ Repairs - Miscellaneous Commercial each [2]394.00$ Residential each [2]93.00$ Retaining Wall June 14, 2022 Item #7 Page 242 of 454 I I I I Fee Name Fee Type NotesFee/Deposit Non-Engineered - City Standard per permit [2]108.00$ Reroofing Commercial per permit [2]286.00$ Residential per permit [2]96.00$ Roof Structure Repair / Reinforcement Commercial each [2]272.00$ Residential each [2]384.00$ Saunas (Steam)per permit [2]333.00$ Sign Wall - Illuminated per permit [2]150.00$ Wall - Non-Illuminated per permit [2]150.00$ Pole per permit [2]370.00$ Monument per permit [2]150.00$ Skylight Commercial each [2]370.00$ Residential each [2]370.00$ Solar - Residential (Up to 10 kW)per permit [2],[4]289.00$ Per kW above 10kW per kW [2],[4]15.00$ Add Residential Battery Back-up per permit [2],[4]222.00$ Add Residential Panel Upgrade per permit [2],[4]258.00$ Add Reverse Tilt System/ Ground Mount per permit [2],[4]333.00$ Solar - Commercial (Up to 50 kW)per permit [2],[4]666.00$ Per kW between 51kW - 250kW per kW [2],[4]7.00$ Per kW above 250kW per kW [2],[4]5.00$ Spray Booth Install / Clean Room per permit [2]267.00$ Stairs New/Replace First Story each [2]407.00$ Additional Story each [2]333.00$ Repair each [2]407.00$ Siding Stucco each [2]407.00$ Stone/Brick Veneer each [2]429.00$ Storage Racks <8 ft, first 100 lf per permit [2]481.00$ each add'l. 100 lf each [2]88.00$ >8 ft, first 100 lf per permit [2]518.00$ >8 ft, ea. Add'l 100 lf each [2]237.00$ Swimming Pool Commercial per permit [2]246.00$ Residential per permit [2]246.00$ Temporary Seating or Bleachers Install per permit [2]555.00$ Trash Enclosure Install per permit [2]258.00$ Windows / Door June 14, 2022 Item #7 Page 243 of 454 Fee Name Fee Type NotesFee/Deposit Commercial each [2]333.00$ Residential each [2]333.00$ 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],[5] 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 $0.50 fee) Penalty for Commencing Work Before Permit Issuance each [6] Double the permit fee Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]148.00$ June 14, 2022 Item #7 Page 244 of 454 Fee Name Fee Type NotesFee/Deposit [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] [4] Limited to maximum amounts set by AB 1414. [5] Plan check fee based on 70% of the current building permit fee and is due upon initial submittal [6] CMC 18.20.010 and CMC 18.04.010 Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. June 14, 2022 Item #7 Page 245 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees Simple Single or Combination Permits (see list of simple items)per permit [1]208.00$ Water Heater Only per permit [1]116.00$ Complex Mechanical Permits FAU less than 100,000 Btu/h per permit [1]518.00$ FAU greater than 100,000 Btu/h per permit [1]666.00$ Floor furnace (including vent)per permit [1]370.00$ Suspended, wall, or floor-mounted heaters per permit [1]296.00$ Appliance vents not included in an appliance permit per permit [1]592.00$ Boiler up to 100,000 Btu/h per permit [1]703.00$ Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]296.00$ Compressor up to 3 HP per permit [1]333.00$ Compressor up to 3 HP to 15 HP per permit [1]348.00$ Other Complex Mechanical per permit [1]444.00$ Complex Electrical Permits Commercial Appliance per permit [1]296.00$ Power Apparatus per permit [1]296.00$ Motor not over 1 HP each [1]296.00$ Motor over 1 HP and not over 10 HP each [1]296.00$ Motor over 10 HP and not over 50 HP each [1]296.00$ Motor over 50 HP and not over 100 HP each [1]333.00$ Motor over 100 HP each [1]370.00$ Generator not over 1 KW each [1]296.00$ Generator over 1 KW and not over 10 KW each [1]333.00$ Generator over 10 KW and not over 50 KW each [1]444.00$ Generator over 50 KW and not over 100 KW each [1]444.00$ Generator over 100 KW each [1]518.00$ Transformer not over 1 KVA each [1]370.00$ Transformer over 1 KVA and not over 10 KVA each [1]370.00$ Transformer over 10 KVA and not over 50 KVA each [1]407.00$ Transformer over 50 KVA and not over 100 KVA each [1]444.00$ Transformer over 100 KVA each [1]444.00$ Services of 600 volts or less and over 400 amperes to 1000 amperes in rating each [1]444.00$ Services over 600 volts or over 1000 amperes in rating each [1]592.00$ Other Complex Electrical each [1]444.00$ Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit June 14, 2022 Item #7 Page 246 of 454 Fee Name Fee Type NotesFee/Deposit Complex Plumbing Permits Fire Suppression System / Commercial Hood per permit [1]629.00$ Onsite Sewer 6" & Over per permit [1]407.00$ Onsite Water 6" & Over per permit [1]407.00$ Onsite Storm Drain 6" & Over per permit [1]407.00$ Other Complex Plumbing per permit [1]444.00$ [Notes] [1]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. June 14, 2022 Item #7 Page 247 of 454 ------------------------------------------------------------------ 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 14, 2022 Item #7 Page 248 of 454 Section 3 Development Impact Fees June 14, 2022 Item #7 Page 249 of 454 HOLD FOR NEW MAP FROM GIS June 14, 2022 Item #7 Page 250 of 454 Boundary of Bridge and Thoroughfare District No. 2 (Aviara Parkway -Pointsettia Lane) G32'2I Exempt From Fee Area [=:::J Fee Paid by Agreement ~ Fee Previously Paid [ZZ2l Fee Area c:::::::J Local Facility Management Zones :::;, Fee Boundary Area J:\cbgis\produc:5\Standard Maps\FINANa\feeSchedules\BandT2_Rev2022.pagx Fee Schedule: Zone 5 -$ 421 / ADT * Zone 20 -$ 2,182 / ADT * Zone 21 -$ 1,761 / ADT * *Average Daily Trips (ADT) per SANDAG Vehicular Traffic Generation Rates © 2022 utv of carisbad June 14, 2022 Item #7 Page 251 of 454 City of Carlsbad Local Facilities Management Zones {LFMZ) LEGEND 0 = Outside CFO #1 Zone 1 -No Fee Zone 14 -No Fee Zone 2 -No Fee Zone 15 -No Fee Legend ..r!7 LFMZ i.,::j BOUNDARY 16 Zone 3 -No Fee Zone 16 -S0.40/SqFt Zone 4 -No Fee Zone 17 -$0.40/SqFt (New Construction) ""-~lAll:IJIJII,""'\ Zone 5 -$0.40/SqFt (New Construction) Zone 18 -$0.40/SqFt (New Construction) Zone 6 -$310/Unit Zone 19 -No Fee Zone 7 -No Fee Zone 20 -No Fee Zone 8 • No Fee Zone 21 • No Fee Zone 9 • No Fee Zone 22 • No Fee Zone 10 • No Fee Zone 23 • No Fee Zone 11 • No Fee Zone 24. No Fee Zone 12 • No Fee Zone 25 • No Fee Zone 13 -$0.40/SqFt J1carg1s2\pro<1Jas\plann1ng\r197.08\LFMZ.mxd June 14, 2022 Item #7 Page 252 of 454 Park Districts QuadranVPark Area Quadrant 1 = NW Quadrant 2 = NE Quadrant 3 = SW Quadrant 4 = SE Account No 330 0000 5561 331 0000 5561 332 0000 5561 333 0000 5561 Fee Applicable to Residential Subdivisions Only: Single Family Detached & Duplex (0-lot line or attached wall) Attached Residential (4 units or less) Attached Residential (more than 4 units) Mobile Homes J:\cargis2\productslplanninglr197.08\Par1< Dlstncts.mxd NE SE SW (per unit) 5,728 4,804 4,636 3,696 NW (per unit) 7,649 6,414 6,190 4,934 June 14, 2022 Item #7 Page 253 of 454 Planned Local Drainage Fee Areas J:\cargis2\products\plannlng\r197.08\Ptanned Local Drainage Fees.mxd Fee Name Fee Type Notes Fee Level/Deposit Planned Local Drainage Area Fees (PLDA) PLDA A, Low Runoff per acre 7,421.00$ PLDA B, Low Runoff per acre 2,774.00$ PLDA C, Low Runoff per acre 2,692.00$ PLDA D, Low Runoff per acre 2,553.00$ PLDA A, Medium Runoff per acre 14,757.00$ PLDA B, Medium Runoff per acre 5,347.00$ PLDA C, Medium Runoff per acre 3,809.00$ PLDA D, Medium Runoff per acre 4,177.00$ PLDA A, High Runoff per acre 32,158.00$ PLDA B, High Runoff per acre 12,019.00$ PLDA C, High Runoff per acre 11,669.00$ PLDA D, High Runoff per acre 11,065.00$ 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 14, 2022 Item #7 Page 254 of 454 June 14, 2022 Item #7 Page 255 of 454 CARLSBAD 1635 Faraday Av Carlsbad, CA 92008 (760) 602-2750 VALLECITOS 201 Vallecitos de Oro San Marcos, CA 92069 (760) 744-0460 LEUCADIA 1960 La Costa Av Carlsbad, CA 92009 (760) 753-0155 Sewer Districts Legend Sewer Service Area i==J CARLSBAD ~ VALLECITOS i==J LEUCADIA J:\car is2 roducts\ lannin \r167.05\water Districts.mxd June 14, 2022 Item #7 Page 256 of 454 Sewer Fees Sewer Connection Fees* General Capacity Fee of $1,074 per EDU for All Areas Plus Sewer Benefit Fees Shown Below Sewer Benefit Area Fees* Area A B C D E F G H I J K L M Cost Per EDU ($) 0 0 2,763 2,769 4,083 4,105 0 1,204 0 0 0 0 0 J:\c s\products\SLandard Maps\FINANCE\FeeSchedules. Dale: 51912022 *CMG 13.10.020(C) shall be used to determine Equivalent Dwelling Units (EDU). Legend A,B,C J Sewer Benefit Area Sewer Benefit Area Boundary Previous Sewer Benefit A.-cas I and K arc now in L Fee Name Fee Type Notes Fee/Deposit Affordable Housing Credit Cassia Heights (Southeast and Southwest quadrants)per unit [1]71,405.00$ Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1] 105,678.00$ Affordable Housing Impact Fee Affordable Housing Impact Fee per unit [1]2,925.00$ Affordable Housing In-Lieu Fee (per single-family market rate unit on single-family lot)per unit [2]8,529.00$ Affordable Housing In-Lieu Fee (residential development projects proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2]15.00$ Habitat Mitigation Fees, Per Acre Type D - Coastal Sage Scrub per acre [1]37,036.00$ Type E - Non-Native Grassland per acre [1]18,519.00$ Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]3,704.00$ Traffic Impact Fees Apartment (Inside of CFD 1)per ADT [1]345.00$ Apartment (Outside of CFD 1)per ADT [1]405.00$ Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]137.00$ Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]162.00$ Condominium (Inside of CFD 1)per ADT [1]345.00$ Condominium (Outside of CFD 1)per ADT [1]405.00$ Single Family (Inside of CFD 1)per ADT [1]345.00$ Single Family (Outside of CFD 1)per ADT [1]405.00$ [Notes] [1] Set per City policy [2] Updated via City Council Resolution; effective April 1, 2022. June 14, 2022 Item #7 Page 257 of 454 I I I I RESOLUTION NO. 1674 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE EXHIBIT 11 WHEREAS, the Board of Directors of the Carlsbad Municipal Water District has the authority to establish fees for district services; and WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain an adequate fee structure recovering costs for district services; and WHEREAS, the Board of Directors has determined the cost of providing water services; and WHEREAS, the Board of Directors finds it necessary to recover the costs for water services; and WHEREAS, the Board of Directors has held the necessary public hearing and allowed for public comment on the establishment said fees. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District, as follows: 1.That the above recitations are true and correct. 2.That the changes to the Master Fee Schedule as shown in Attachment A are adopted. 3.This resolution shall become effective on Sept. 1, 2022; not sooner than 60 days after adoption in accordance with California Government Code Section 66017 for water fees. PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. MATTHA� .(wFAVIOLA MEDINA, City Clerk Services Manager (SEAL) June 14, 2022 Item #7 Page 258 of 454 Proposed Master Fee Schedule Changes FY 2022-23 All Fees Within, except Trash Collection Rates, Effective Sept. 1, 2022 Trash Collection Rates Effective July 1, 2022 Attachment A June 14, 2022 Item #7 Page 259 of 454 C cityof Carlsbad Proposed Master Fee Schedule FY 2022-23 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) .................................................... 11 Fire (Fire and Life Safety Inspections and Fire Code Permits) ....................................................... 12 Police Department Fees ................................................................................................................. 15 Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 16 Trash Collection Rates .................................................................................................................... 17 Utility Account and Service Fees .................................................................................................... 25 Utility Meter Installation and Connection ..................................................................................... 27 Utility (San Diego County Water Authority) .................................................................................. 29 Section 2 – Development Related Fees Planning Department Fees ............................................................................................................ 31 Engineering Department Fees ....................................................................................................... 36 Building (New Construction, Additions and Major Remodels) ...................................................... 41 Building (Minor/Miscellaneous Residential & Commercial Improvements) ................................. 46 Building (Plumbing, Mechanical, and Electrical) ............................................................................ 50 Building (Simple Single or Combination Permits List) .................................................................... 52 Section 3 – Development Impact Fees Bridge and Thoroughfare District 2 Map ....................................................................................... 54 Local Facilities Management Zones Map ....................................................................................... 55 Park in Lieu Fees, Park Districts Map ............................................................................................. 56 Planned Local Drainage Fee Areas and Map .................................................................................. 57 Sewer Benefit Area and Connection Fees Map ............................................................................. 59 Affordable Housing, Habitat Mitigation, and Traffic ..................................................................... 61 June 14, 2022 Item #7 Page 260 of 454 {'Cityof Carlsbad Section 1 General City Service Fees, Deposits, Rates, Penalties and Fines June 14, 2022 Item #7 Page 261 of 454 , , I ,. ; I I ,/ ,' , ' r , 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/$500 max Business License - additional CA fee each [4],[6]4.00$ Business License - master list of active business licenses each [2]33.00$ Business License - monthly list of new licenses each [2]6.00$ Cable Channel Administration Fee per hour [3]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]1,620.00$ Returned Check Fee First Returned Check each [5]25.00$ Each Additional Check each [5]35.00$ [Notes] [1] Set per City policy [2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per 2021 - Cost of Service Study and Fee Schedule Update. [4] Set per CA Government Code 4467 [5] Set per CA Civil Code 1719 [6] Business license tax, set per Carlsbad Municipal Code 5.08.010, is separate from these fees. June 14, 2022 Item #7 Page 262 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Deposits and Securities Grading and Erosion Control Grading Security (with approved plans)deposit [1],[2] Based on Grading Cost Estimate Grading Cash Deposit deposit [1],[2] Up to 10% of total grading security Development/Subdivision Improvements Faithful Performance Security deposit [1],[2] Based on Improvement Cost Estimate Labor and Materials Security deposit [1],[2] 50% of Faithful Performance Security Monumentation Security deposit [1],[2] Based on Total Cost of Monumentation [Notes] [1] Set per City policy [2]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 14, 2022 Item #7 Page 263 of 454 Fee Name Fee Type Notes Fee/Deposit Special Events Fees Special Event Application - Minor - 2 or less intersections (fee + services rendered)each [1],[3]144.00$ Special Event Application - Major - 3 or more intersections (fee + services rendered) each [1],[2]432.00$ Special Event Application - Third party Vendor Fee per day [1],[2]97.00$ Special Event City Services - Staff Time per hour [1] Actual Cost Safety Training Center Facility Fees One Shooting Range full day [1]1,263.00$ One Shooting Range 1/2 day [1]632.00$ Two Shooting Ranges full day [1]1,419.00$ Two Shooting Ranges 1/2 day [1]742.00$ Classroom full day [1]600.00$ Classroom 1/2 day [1]343.00$ Confined Space Prop full day [1]664.00$ Confined Space Prop 1/2 day [1]332.00$ Grinder full day [1]476.00$ Grinder 1/2 day [1]277.00$ Grinder/Commercial Prop (No Fire Ops)full day [1]687.00$ Grinder/Commercial Prop (No Fire Ops)1/2 day [1]343.00$ Grinder/Residential Prop (No Fire Ops)full day [1]687.00$ Grinder/Residential Prop (No Fire Ops)1/2 day [1]343.00$ 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]167.00$ Streetscape 1/2 day [1]122.00$ Special Events Recovery - Hourly hourly [1]55.00$ Shooting Range - Hourly hourly [1]128.00$ Shooting Range Hazardous Waste Disposal Fees each [1],[3]217.00$ [Notes] [1] Set per City policy [2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting. [3] 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 14, 2022 Item #7 Page 264 of 454 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]224.00$ Advanced Life Support 1 - Resident and Non-Resident - plus Level I or Level II supplies and medications per [1]1,286.00$ Advanced Life Support 2 - Non-Resident - plus Level II supplies and medications per [1]1,510.00$ Advanced Life Support 2 - Resident - plus Level II supplies and medications per [1]1,399.00$ Basic Life Support - Resident and Non-Resident per [1]1,050.00$ Mileage Charge mile [1]25.00$ Oxygen Charge per [1]84.00$ Street Light Energizing Fees 40 watts each [2]90.00$ 45 watts each [2]98.00$ 70 watts each [2]136.00$ 85 watts each [2]160.00$ 100 watts each [2]183.00$ 150 watts each [2]260.00$ 200 watts each [2]338.00$ 250 watts each [2]416.00$ [Notes] [1] Set per City policy [2]Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00 charge per light for connecting the light to an SDG&E service point. June 14, 2022 Item #7 Page 265 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit City Clerk Fees Blueprinting of Standard Size each [1]5.00$ Appeals to City Council each [2]115.00$ Candidate Filing Fee each [3]25.00$ Notice of Intention to Circulate Initiative Petition each [4]200.00$ Subpoena Fees Deposition Subpoena per day [5]275.00$ Records Subpoena - research per hour [6]15.00$ 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]115.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per City of Carlsbad Municipal Code 1.12.010 [4] Set per CA Elections Code 9202 [5] Set per CA Government Code 68096.1(b) [6] Set per CA Evidence Code 1563(b)(1) [7] Set per CA Government Code 81008 June 14, 2022 Item #7 Page 266 of 454 I I I I 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 item per day [1]5.00$ Card Replacement per card [2]2.00$ 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 14, 2022 Item #7 Page 267 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Fire Extinguishing and Alarm Systems New Sprinkler System ESFR Fire Sprinkler System (Initial system)each [2]1,017.00$ Each additional System each [2]281.00$ Per Additional Inspection each [2]121.00$ ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,177.00$ Each additional System each [2]281.00$ Per Additional Inspection each [2]121.00$ Fire Pump (first pump)each [2]936.00$ Each Additional pump each [2]321.00$ NFPA 13 System < 100 heads each [2]735.00$ Per Additional Inspection each [2]121.00$ Per Additional Plan Type each [2]160.00$ NFPA 13 System > 100 heads (includes one riser)each [2]1,017.00$ Each Additional Riser each [2]281.00$ Per Additional Inspection each [2]121.00$ Per Additional Plan Type each [2]160.00$ NFPA 13R System 3-16 units (per building)each [2]1,017.00$ Per Additional Inspection (per building)each [2]160.00$ Per Additional Plan Type each [2]160.00$ NFPA 13D Single Family System (Plan Review Per Initial or Single Plan Type)each [2]292.00$ Per Additional Plan Type each [2]160.00$ NFPA 13D Single Family System (Inspection Per Building)each [2]148.00$ Underground Piping with up to 4 Hydrants/Risers each [2]895.00$ Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,180.00$ Tenant Improvement Sprinkler System NFPA 13 or 13R System 6 heads or less each [2]148.00$ NFPA 13 or 13R System 7 - 100 heads each [2]654.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ NFPA 13 or 13R System > 100 heads each [2]774.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Other Extinguishing Systems Gas Systems (Med Gas, Industrial Gas, LPG)each [2]493.00$ Hood & Duct Extinguishing System each [2]493.00$ Each additional System each [2]241.00$ Pre-Action System with Alarm each [2]654.00$ Refrigeration Systems < 500 lbs.each [2]855.00$ Refrigeration Systems > 500 lbs.each [2]1,458.00$ Special Equipment (Ovens, Dust, Battery)each [2]493.00$ Special Extinguishing System each [2]694.00$ Spray Booths each [2]493.00$ Alarm Systems June 14, 2022 Item #7 Page 268 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit New Alarm System each [2]1,499.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Sprinkler Monitoring each [2]453.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Tenant Improvement Fire Alarm System each [2]735.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Development Applications, Plan Review and Inspection Building Construction Plan (Architectural Review) A-1 Occupancies - New each [2]1,407.00$ A-1 Occupancies - Tenant Improvements each [2]1,076.00$ A-2 & A-3 Occupancies - New each [2]965.00$ A-2 & A-3 Occupancies - Tenant Improvements each [2]744.00$ A-4 & A-5 Occupancies - New each [2]1,407.00$ A-4 & A-5 Occupancies - Tenant Improvements each [2]1,076.00$ E Occupancies - New each [2]1,407.00$ E Occupancies - Tenant Improvements each [2]1,076.00$ E Occupancies (Daycare only) each [2]563.00$ F Occupancies - New each [2]965.00$ F Occupancies - Tenant Improvements each [2]744.00$ H Occupancies (not including Chem Class) - New each [2]965.00$ H Occupancies (not including Chem Class) - Tenant Improvements each [2]744.00$ I Occupancies - New each [2]965.00$ I Occupancies - Tenant Improvements each [2]744.00$ L Occupancies - New each [2]563.00$ L Occupancies - Tenant Improvements each [2]443.00$ R-1 & R-2 Occupancies <50 units New flat [2]1,407.00$ R-1 & R-2 Occupancies ≥50 units New flat [2]1,739.00$ R-3 Townhomes New each [2]965.00$ R Occupancies All - Tenant Improvements each [2]744.00$ S Occupancies < 50,000 sq. ft. New flat [2]563.00$ S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]443.00$ S Occupancies ≥ 50,000 sq. ft. New flat [2]1,046.00$ S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]803.00$ Plan Review and Inspection Hazardous Materials Storage Chem Class <10 Chemicals flat [2]574.00$ Chem Class 10- 25 Chemicals flat [2]895.00$ Chem Class 26 - 100 Chemicals flat [2]1,297.00$ Chem Class >100 Chemicals flat [2]1,700.00$ Fire Department Access & Fire Lanes flat [2]292.00$ June 14, 2022 Item #7 Page 269 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit High Piled Storage flat [2]895.00$ High Rise Structure greater than 55 feet 402.00$ Per Additional Floor flat [2]321.00$ Storage Tanks Aboveground Storage Tanks (First tank)each [2]855.00$ Underground Storage Tanks (First tank)each [2]774.00$ Each Additional Tank each [2]121.00$ Vegetation Fuel Modification Custom Home flat [2]574.00$ Tract <75 Homes flat [2]1,057.00$ Tract ≥75 Homes flat [2]1,539.00$ Smoke Control - Rationale Analysis & Plan Review 1,620.00$ Other Fire Fees Aerial Fireworks Display Major each [2]1,528.00$ Minor each [2]884.00$ Plan Review Processing Fee each [2]27.00$ Per Hour - Overtime hourly [2]174.00$ Per Hour - Regular Office Hours hourly [2]160.00$ Hourly Services for: Alternate Methods and Materials Review, Time and Materials Review, Project Meetings, etc. First Hour each [2]188.00$ Each Additional Hour hourly [2]160.00$ Plan Resubmittal (3rd and Subsequent Submittal, per hour)hourly [2]160.00$ Reinspection (Per inspection)each [2]228.00$ Tent Permit (Not associated with special events) Single tent each [2]241.00$ 2-5 tents flat [2]482.00$ 6 or more tents flat [2]644.00$ Weed Abatement Administrative Fee 321.00$ Fire Nuisance Alarm - 1st response in 12 month period each [1]-$ Fire Nuisance Alarm - 2nd response in 12 month period each [1]96.00$ Fire Nuisance Alarm - 3rd response in 12 month period each [1]191.00$ Fire Nuisance Alarm - each additional response thereafter each [1]375.00$ Fire Nuisance Alarm - each billing each [1]13.00$ Special Events Application Processing flat [2],[6]160.00$ Special Events - Fire Prevention/Operations Support Prior To/During Event each [2],[6] Actual Cost Fire & Life Safety Inspections and Fire Code Permits Fire Inspections for the following Occupancies: Care Facility for more than 6 ambulatory & non-ambulatory clients each [2],[4]174.00$ Hospitals, Nursing homes, Mental hospitals, Detoxification and Surgery Centers each [2],[4]335.00$ June 14, 2022 Item #7 Page 270 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, & etc.)each [2],[4]174.00$ Pre-Inspection Residential Care Facility (i.e. Single Family Residences)each [2],[4]174.00$ High Rise Facility > 75 ft. (per floor of building)each [2],[4]174.00$ State Mandated School Inspection - Public or Private School [2],[4] Pre-School each [2],[4]402.00$ Elementary/Middle School each [2],[4]644.00$ High School each [2],[4]965.00$ State Mandated Hotel and Motel Inspection 1-5 Buildings per property flat [2],[4]563.00$ 6-10 Buildings per property flat [2],[4]965.00$ 11 or more buildings per property flat [2],[4]1,206.00$ State Mandated Apartment Inspection 3-10 units per building flat [2],[4]201.00$ 11-40 units per building flat [2],[4]241.00$ Greater than 40 units per building flat [2],[4]322.00$ Fire Code Permits - Initial Permit Tier 1 each [2],[5]174.00$ Tier 2 each [2],[5]335.00$ Tier 3 each [2],[5]496.00$ Fire Code Permits - Annual Renewal Permit Tier 1 each [2],[5]94.00$ Tier 2 each [2],[5]174.00$ Tier 3 each [2],[5]255.00$ Assembly < 300 people flat [2]174.00$ > 300 people flat [2]335.00$ All Other Occupancies Annual Inspections Tier 1 - 5,000 sq. ft. or less flat [2]134.00$ Tier 2 - 5,001 to 20,000 sq. ft.flat [2]214.00$ Tier 3 - 20,001 and greater flat [2]335.00$ 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]160.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Additional Reinspection fees shall apply for phased inspection projects at the discretion of the Fire Marshall [4] 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 14, 2022 Item #7 Page 271 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit [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 June 14, 2022 Item #7 Page 272 of 454 Fee Name Fee Type Notes Fee/Deposit Police Fees Audio / Photos on Disk each [2]40.00$ Burglary Alarm Registration Fee each [2]26.00$ False Alarm Response - Second Occurrence each [2]36.00$ False Alarm Response - Additional Occurrence each [2]67.00$ 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]55.00$ Dispatch Records Searches per query [2]20.00$ Entertainment License each [2]280.00$ Fingerprinting processing Fee each [2],[5]24.00$ Fix-It Ticket - moving violation each [2],[6]19.00$ Fix-It Ticket - parking/registration violation each [2],[6]12.00$ Handicap Placard Violation Waiver Processing Fee each [2],[7]26.00$ Photograph Copy - Subpoena or Records requests that require retrieval in QueTel evidence program.each [2]19.00$ Police/Fire - Emergency Response DUI Traffic Collision (max $12,000 per incident)each [1] Actual Cost Production of body worn camera videos. Staff time per hour of production and redaction of videos.each [1] Actual Cost Report Copy Fee (Free to Victim)each [2]12.00$ Rental of Conference rooms to Safety Personnel each [2]210.00$ Storage/Impounded Vehicle Administrative Charge each [2]145.00$ Administrative Fee - DUI each [1]22.00$ Massage license permit (plus fingerprint processing fee)each [4]146.00$ 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]80.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [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 14, 2022 Item #7 Page 273 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Administrative Citation Penalties 1st Violation of a City Ordinance each [2]100.00$ 2nd Violation of a City Ordinance each [2]200.00$ 3rd Violation of a City Ordinance each [2]500.00$ Subsequent violation of same ordinance within one year each [2]500.00$ Vehicle, Traffic, and Parking Civil Penalties CA Vehicle Code Parking Violation, if not specified by separate fee amount (rounded)each [3]48.00$ CA VC 22500(i) Bus Zone each [3]263.00$ CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$ CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading Area each [3]343.00$ CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$ CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$ CA Vehicle Code Violation for Equipment, if not specified by separate fee amount (rounded)each [3]38.00$ CA VC 4000(a) Expired Registration each [3]63.00$ CA VC 26100C Tinted Covers on Headlights each [3]48.00$ CA VC 28071 Passenger Car Bumpers Required each [3]88.00$ Carlsbad Municipal Code Parking Violations, if violation not established by the CA Vehicle Code Parking Violation or CA Vehicle Code Equipment Violation. each [1]50.00$ [Notes] [1] Set per City policy [2] Set per City of Carlsbad Resolution 2001-167 and limit set per CA Government Code Section 36900 [B] [3] Set per City Policy to the San Diego County Sheriff's Department Parking Fee Violation Table. June 14, 2022 Item #7 Page 274 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Trash Collection Rates (Stormwater fee included) Residential Services 3-Cart (64 or 96 gallon cart)[1]28.02$ 3-Cart Low Generator (35 gallon cart)[1]25.54$ Back Yard Service Fee (added to curbside rate)[1]35.26$ Additional Solid Waste Cart [1]3.05$ Additional Recycled Materials Cart (4+)[1]3.05$ Additional Organics Cart (4+)[1]3.05$ Commercial Services Commercial Solid Waste - 64 or 96 Gallon Cart One pick-up per week [1]27.94$ Two pick-ups per week [1]55.90$ Three pick-ups per week [1]83.84$ Four pick-ups per week [1]108.27$ Five pick-ups per week [1]132.80$ Six pick-ups per week [1]157.31$ Extra pick-up per week [1]13.16$ Commercial 96 Gallon Cart - Recycling and Organics Included One pick-up per week [1]58.61$ Two pick-ups per week [1]103.60$ Three pick-ups per week [1]148.54$ Four pick-up per week [1]191.82$ Five pick-ups per week [1]235.29$ Six pick-ups per week [1]278.71$ Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]12.77$ Commercial Solid Waste Yard Bins 1-yard bin - one pick-up per week [1]73.64$ 1-yard bin - two pick-ups per week [1]125.08$ 1-yard bin - three pick-ups per week [1]176.71$ 1-yard bin - four pick-ups per week [1]228.18$ 1-yard bin - five pick-ups per week [1]279.90$ 1-yard bin - six pick-ups per week [1]331.56$ 1-yard bin - extra pick-up [1]35.42$ 2-yard bin - one pick-up per week [1]100.03$ 2-yard bin - two pick-ups per week [1]176.04$ 2-yard bin - three pick-ups per week [1]252.09$ 2-yard bin - four pick-ups per week [1]328.01$ 2-yard bin - five pick-ups per week [1]404.09$ 2-yard bin - six pick-ups per week [1]480.12$ 2-yard bin - extra pick-up [1]48.11$ 3-yard bin - one pick-up per week [1]135.89$ June 14, 2022 Item #7 Page 275 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - two pick-ups per week [1]247.77$ 3-yard bin - three pick-ups per week [1]359.63$ 3-yard bin - four pick-ups per week [1]480.12$ 3-yard bin - five pick-ups per week [1]583.36$ 3-yard bin - six pick-ups per week [1]695.26$ 3-yard bin - extra pick-up [1]64.57$ 4-yard bin - one pick-up per week [1]181.22$ 4-yard bin - two pick-ups per week [1]338.41$ 4-yard bin - three pick-ups per week [1]495.67$ 4-yard bin - four pick-ups per week [1]652.86$ 4-yard bin - five pick-ups per week [1]810.07$ 4-yard bin - six pick-ups per week [1]967.29$ 4-yard bin - extra pick-up [1]77.25$ 5-yard bin - one pick-up per week [1]226.57$ 5-yard bin - two pick-ups per week [1]429.15$ 5-yard bin - three pick-ups per week [1]631.69$ 5-yard bin - four pick-ups per week [1]810.07$ 5-yard bin - five pick-ups per week [1]1,036.82$ 5-yard bin - six pick-ups per week [1]1,239.40$ 5-yard bin - extra pick-up [1]89.90$ 6-yard bin - one pick-up per week [1]247.77$ 6-yard bin - two pick-ups per week [1]480.12$ 6-yard bin - three pick-ups per week [1]695.26$ 6-yard bin - four pick-ups per week [1]967.29$ 6-yard bin - five pick-ups per week [1]1,239.40$ 6-yard bin - six pick-ups per week [1]1,588.05$ 6-yard bin - extra pick-up [1]112.39$ Commercial Split Bins (includes 2 locks )[1] One pick-up per week [1]109.74$ Two pick-ups per week [1]200.29$ Three pick-ups per week [1]290.82$ Four pick-ups per week [1]381.35$ Five pick-ups per week [1]471.88$ Six pick-ups per week [1]562.43$ Commercial Bin Compactor - Solid Waste 3-yard bin - one pick-up per week [1]190.49$ 3-yard bin - two pick-ups per week [1]356.71$ 3-yard bin - three pick-ups per week [1]522.93$ 3-yard bin - four pick-ups per week [1]689.14$ 3-yard bin - five pick-ups per week [1]855.37$ 3-yard bin - six picks-up per week [1]1,021.63$ 3-yard bin - extra pick-up [1]77.47$ 4-yard bin - one pick-up per week [1]314.57$ June 14, 2022 Item #7 Page 276 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 4-yard bin - two pick-ups per week [1]602.70$ 4-yard bin - three pick-ups per week [1]891.27$ 4-yard bin - four pick-ups per week [1]1,179.78$ 4-yard bin - five pick-ups per week [1]1,468.39$ 4-yard bin - six picks-up per week [1]1,757.05$ 4-yard bin - extra pick-up [1]127.93$ 6-yard bin - one pick-up per week [1]491.72$ 6-yard bin - two pick-ups per week [1]969.21$ 6-yard bin - three pick-ups per week [1]1,447.56$ 6-yard bin - four pick-ups per week [1]1,926.40$ 6-yard bin - five pick-ups per week [1]2,405.46$ 6-yard bin - six picks-up per week [1]2,884.62$ 6-yard bin - extra pick-up [1]199.96$ Commercial Recycling 32 gal cart - one pick-up per week [1]20.43$ 32 gal cart - two pick-ups per week [1]40.87$ 32 gal cart - three pick-ups per week [1]61.30$ 32 gal cart - four pick-ups per week [1]79.15$ 32 gal cart - five pick-ups per week [1]97.09$ 32 gal cart - six pick-ups per week [1]115.01$ 64 or 96 gal cart - one pick-up per week [1]22.36$ 64 or 96 gal cart - two pick-ups per week [1]44.72$ 64 or 96 gal cart - three pick-ups per week [1]67.07$ 64 or 96 gal cart - four pick-ups per week [1]86.62$ 64 or 96 gal cart - five pick-ups per week [1]106.24$ 64 or 96 gal cart - six pick-ups per week [1]125.85$ 64 or 96 gal cart - extra pick-up [1]10.53$ 1-yard bin - one pick-up per week [1]58.91$ 1-yard bin - two pick-ups per week [1]100.06$ 1-yard bin - three pick-ups per week [1]141.37$ 1-yard bin - four pick-ups per week [1]182.54$ 1-yard bin - five pick-ups per week [1]223.92$ 1-yard bin - six pick-ups per week [1]265.25$ 1-yard bin - extra pick-up [1]28.33$ 2-yard bin - one pick-up per week [1]80.03$ 2-yard bin - two pick-ups per week [1]140.83$ 2-yard bin - three pick-ups per week [1]201.67$ 2-yard bin - four pick-ups per week [1]262.40$ 2-yard bin - five pick-ups per week [1]323.27$ 2-yard bin - six pick-ups per week [1]384.10$ 2-yard bin - extra pick-up [1]38.49$ 3-yard bin - one pick-up per week [1]108.71$ 3-yard bin - two pick-ups per week [1]198.22$ June 14, 2022 Item #7 Page 277 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - three pick-ups per week [1]287.71$ 3-yard bin - four pick-ups per week [1]384.10$ 3-yard bin - five pick-ups per week [1]466.69$ 3-yard bin - six pick-ups per week [1]556.20$ 3-yard bin - seven pick-ups per week [1]648.13$ 3-yard bin - extra pick-up [1]51.65$ 4-yard bin - one pick-up per week [1]144.97$ 4-yard bin - two pick-ups per week [1]270.73$ 4-yard bin - three pick-ups per week [1]396.53$ 4-yard bin - four pick-ups per week [1]522.29$ 4-yard bin - five pick-ups per week [1]648.06$ 4-yard bin - six pick-ups per week [1]773.83$ 4-yard bin - seven pick-ups per week [1]899.72$ 4-yard bin - extra pick-up [1]61.80$ 5-yard bin - one pick-up per week [1]181.25$ 5-yard bin - two pick-ups per week [1]343.32$ 5-yard bin - three pick-ups per week [1]505.35$ 5-yard bin - four pick-ups per week [1]648.06$ 5-yard bin - five pick-ups per week [1]829.45$ 5-yard bin - six pick-ups per week [1]991.52$ 5-yard bin - extra pick-up [1]71.92$ 6-yard bin - one pick-up per week [1]198.22$ 6-yard bin - two pick-ups per week [1]384.10$ 6-yard bin - three pick-ups per week [1]556.20$ 6-yard bin - four pick-ups per week [1]773.83$ 6-yard bin - five pick-ups per week [1]991.52$ 6-yard bin - six pick-ups per week [1]1,270.44$ 6-yard bin - extra pick-up [1]89.92$ Commercial Bin Compactor - Recycling 3-yard bin - one pick-up per week [1]152.39$ 3-yard bin - two pick-ups per week [1]285.37$ 3-yard bin - three pick-ups per week [1]418.35$ 3-yard bin - four pick-ups per week [1]551.31$ 3-yard bin - five pick-ups per week [1]684.30$ 3-yard bin - six picks-up per week [1]817.30$ 3-yard bin - extra pick-up [1]61.97$ 4-yard bin - one pick-up per week [1]251.66$ 4-yard bin - two pick-ups per week [1]482.16$ 4-yard bin - three pick-ups per week [1]713.01$ 4-yard bin - four pick-ups per week [1]943.82$ 4-yard bin - five pick-ups per week [1]1,174.72$ 4-yard bin - six picks-up per week [1]1,405.64$ 4-yard bin - extra pick-up [1]102.34$ June 14, 2022 Item #7 Page 278 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 6-yard bin - one pick-up per week [1]393.38$ 6-yard bin - two pick-ups per week [1]775.37$ 6-yard bin - three pick-ups per week [1]1,158.04$ 6-yard bin - four pick-ups per week [1]1,541.12$ 6-yard bin - five pick-ups per week [1]1,924.37$ 6-yard bin - six picks-up per week [1]2,307.70$ 6-yard bin - extra pick-up [1]159.97$ Commercial Organics Recycling 32 gal cart - one pick-up per week [1]20.43$ 32 gal cart - two pick-ups per week [1]40.87$ 32 gal cart - three pick-ups per week [1]61.30$ 32 gal cart - four pick-ups per week [1]79.15$ 32 gal cart - five pick-ups per week [1]97.09$ 32 gal cart - six pick-ups per week [1]115.01$ 64 or 96 gal cart - one pick-up per week [1]22.36$ 64 or 96 gal cart - two pick-ups per week [1]44.72$ 64 or 96 gal cart - three pick-ups per week [1]67.07$ 64 or 96 gal cart - four pick-ups per week [1]86.62$ 64 or 96 gal cart - five pick-ups per week [1]106.24$ 64 or 96 gal cart - six pick-ups per week [1]125.85$ 64 or 96 gal cart - extra pick-up [1]10.53$ 1-yard bin - one pick-up per week [1]58.91$ 1-yard bin - two pick-ups per week [1]100.06$ 1-yard bin - three pick-ups per week [1]141.37$ 1-yard bin - four pick-ups per week [1]182.54$ 1-yard bin - five pick-ups per week [1]223.92$ 1-yard bin - six pick-ups per week [1]265.25$ 1-yard bin - extra pick-up [1]28.33$ 1.5-yard bin - one pick-up per week [1]69.47$ 1.5-yard bin - two pick-ups per week [1]120.45$ 1.5-yard bin - three pick-ups per week [1]171.52$ 1.5-yard bin - four pick-ups per week [1]222.47$ 1.5-yard bin - five pick-ups per week [1]273.60$ 1.5-yard bin - six pick-ups per week [1]324.67$ 1.5-yard bin - extra pick-up [1]33.41$ 2-yard bin - one pick-up per week [1]80.03$ 2-yard bin - two pick-ups per week [1]140.83$ 2-yard bin - three pick-ups per week [1]201.67$ 2-yard bin - four pick-ups per week [1]262.40$ 2-yard bin - five pick-ups per week [1]323.27$ 2-yard bin - six pick-ups per week [1]384.10$ 2-yard bin - extra pick-up [1]38.49$ 3-yard bin - one pick-up per week [1]108.71$ June 14, 2022 Item #7 Page 279 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - two pick-ups per week [1]198.22$ 3-yard bin - three pick-ups per week [1]287.71$ 3-yard bin - four pick-ups per week [1]384.10$ 3-yard bin - five pick-ups per week [1]466.69$ 3-yard bin - six pick-ups per week [1]556.20$ 3-yard bin - extra pick-up [1]51.65$ 4-yard bin - one pick-up per week [1]144.97$ 4-yard bin - two pick-ups per week [1]270.73$ 4-yard bin - three pick-ups per week [1]396.53$ 4-yard bin - four pick-ups per week [1]522.29$ 4-yard bin - five pick-ups per week [1]648.06$ 4-yard bin - six pick-ups per week [1]773.83$ 4-yard bin - extra pick-up [1]61.80$ Commercial Bin Compactor - Organics Recycling 3-yard bin - one pick-up per week [1]152.39$ 3-yard bin - two pick-ups per week [1]285.37$ 3-yard bin - three pick-ups per week [1]418.35$ 3-yard bin - four pick-ups per week [1]551.31$ 3-yard bin - five pick-ups per week [1]684.30$ 3-yard bin - six picks-up per week [1]817.30$ 3-yard bin - extra pick-up [1]61.97$ 4-yard bin - one pick-up per week [1]251.66$ 4-yard bin - two pick-ups per week [1]482.16$ 4-yard bin - three pick-ups per week [1]713.01$ 4-yard bin - four pick-ups per week [1]943.82$ 4-yard bin - five pick-ups per week [1]1,174.72$ 4-yard bin - six picks-up per week [1]1,405.64$ 4-yard bin - extra pick-up [1]102.34$ 6-yard bin - one pick-up per week [1]393.38$ 6-yard bin - two pick-ups per week [1]775.37$ 6-yard bin - three pick-ups per week [1]1,158.04$ 6-yard bin - four pick-ups per week [1]1,541.12$ 6-yard bin - five pick-ups per week [1]1,924.37$ 6-yard bin - six picks-up per week [1]2,307.70$ 6-yard bin - extra pick-up [1]159.97$ Special Haul Bin Rate 3-yard bin - one pick-up per week [1]166.12$ 3-yard bin - two pick-ups per week [1]259.62$ 3-yard bin - three pick-ups per week [1]353.11$ 3-yard bin - four pick-ups per week [1]446.61$ 3-yard bin - five pick-ups per week [1]540.12$ 3-yard bin - six pick-ups per week [1]633.62$ 3-yard bin - extra pick-up [1]54.24$ June 14, 2022 Item #7 Page 280 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Construction and Demolition Recycling Special Haul Bin (no Storm Water Fees) 1 week or less [1]117.32$ 2-yard temporary C&D Recycling Bin [1]136.79$ 3-yard temporary C&D Recycling Bin [1]139.03$ 4-yard temporary C&D Recycling Bin [1]151.10$ 6-yard temporary C&D Recycling Bin [1]156.09$ Other Fees and Charges Bin Exchange [1]75.92$ Bin Lock Set Up Fee [1]47.45$ Locking Fee [1]18.04$ Overloaded Bins [1]65.37$ Bin paint charge fee - allowed 1 per year. After first paint within one year, there will be a charge per paint request.[1]130.67$ Bin Relocation (first 25 feet free)9.02$ Special haul bin delivery [1]52.33$ Certified burial at Miramar plus special handling fee charged by Miramar [1]409.62$ Commercial Return to Service Fee - The return to service fee for two or more calls in a one-month period by a bin [1]84.19$ Copy Fee - The charge for copies requested by customers [1]1.79$ Delivery of extra cart [1]14.66$ Late Fee - There will be a minimum fee on any delinquent account - $3 minimum charge [1]4.51$ Bulky Item - Exceeding 5 per pick up - First item [1]53.30$ Bulky Item - Exceeding 5 per pick up - each addl item [1]13.66$ Per Bulky Item - first item [1]53.30$ Per Bulky Item - each additional item [1]13.66$ Bulky Item requiring 2 people to handle [1]76.54$ 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. [1]67.96$ Scout service per bin per service [1]61.49$ Residential Return to Service Fee - The return to service fee for two or more calls in a one-month period by a residential customer [1]42.81$ Restart Fee - The fee for restarting commercial service when a permanent account has been terminated for non-payment.[1]25.68$ Roll off Service Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up Commercial Bulky Item Pick-Ups June 14, 2022 Item #7 Page 281 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Service Fee - Roll off service [1]278.87$ Disposal Fee per Ton (pass through)[1]51.05$ Recycling Processing Fee per Ton (pass through)[1]35.51$ Organics Processing Fee per Ton (pass through)[1]77.87$ C&D Processing Fee per Ton (pass through)[1]73.28$ Contaminated Load (per occurrence)[1]278.87$ Roll off - Demurrage Per Day Charge [1]5.94$ Delivery [1]71.77$ Delivery Demo (includes signage) [1]75.87$ Relocation Charge onsite [1]56.07$ Relocation Charge offsite [1]79.99$ Wash Out Receiver Boxes [1]64.15$ Dead Run charge [1]96.15$ Standby charge after 5 minutes [1]2.54$ [Notes] [1] Set per contract by Republic Services June 14, 2022 Item #7 Page 282 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Utility Account and Service Fees Water Account Fees Discontinuation of Service - Non-Payment (Shut-off)each [2]48.00$ Service Reconnection (Non-Payment) - Same Day / Non-Business hours (After Hours Turn-On)each [2],[3]216.00$ Continuity of Service each [2]9.00$ Electronic Notice (in lieu of door hanger)each [2]3.00$ Door Hanger Notice each [2]20.00$ New Account Set Up (Admin)each [2]40.00$ Service Reconnection for Non-Payment (Next Day) Business Hours (Next Scheduled Day Turn-On)each [2],[3]100.00$ New Account Service Connection - (Same Day) Business Hours (Same Day Turn-On)each [2]136.00$ 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]232.00$ Potable Water Meter - Construction Meter Relocation each [2]103.00$ 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]20.00$ Potable Backflow Preventer Annual Testing - 3rd Notice per month [1]50.00$ Potable Water Shutdown Fee each [1]867.00$ Recycled Water Fees Recycled Backflow Preventer Annual Testing - 2nd Notice per month [2]13.00$ Recycled Backflow Preventer Annual Testing - 3rd Notice per month [2]39.00$ 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] Actual Cost Recycled Water Meter - Construction Meter Deposit deposit [1]900.00$ Recycled Water Meter - Construction Meter Installation each [2]232.00$ Recycled Water Meter - Construction Meter Relocation each [2]103.00$ E28 Recycled Water Shutdown - Actual Cost each [2]867.00$ Wastewater Fees Fats, Oils, and Grease (FOG) Fee each [1]151.00$ 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]163.00$ June 14, 2022 Item #7 Page 283 of 454 I I I I 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. Indexed to West Region Urban CPI. [3] Set per CA Health and Safety Code 1169149(a)(1) June 14, 2022 Item #7 Page 284 of 454 Fee Name Fee Type Notes Fee/Deposit Utility Meter Installation Fees Potable Water (meter size, inches) 5/8" Ultrasonic per [1]399.00$ Fire Protection – 5/8" Ultrasonic per [1]399.00$ 3/4” Ultrasonic per [1]395.00$ 1” Ultrasonic per [1]506.00$ 1-1/2” Ultrasonic per [1]614.00$ 1-1/2” Turbo per [1]745.00$ 2” Ultrasonic per [1]873.00$ 2” Turbo per [1]918.00$ 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" Ultrasonic per [1]399.00$ Fire Protection – 5/8" Ultrasonic per [1]399.00$ 3/4” Ultrasonic per [1]395.00$ 1” Ultrasonic per [1]506.00$ 1-1/2” Turbo per [1]745.00$ 2” Turbo per [1]918.00$ 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 Utility Potable and Recycled Water Connection Fees (meter size, inches) Ultrasonic 5/8” each [1]4,870.00$ 3/4”each [1]6,943.00$ 1”each [1]10,958.00$ 1-1/2”each [1]20,699.00$ 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. These fees are in addition to the Meter Installation Fees and SDCWA Fees. June 14, 2022 Item #7 Page 285 of 454 Fee Name Fee Type Notes Fee/Deposit 2”each [1]31,172.00$ 3”each [1]52,737.00$ 4”each [1]82,036.00$ 6”each [1] 152,352.00$ 8”each [1] 180,069.00$ Turbo (All Irrigation Meters) 1-1/2”each [1]24,300.00$ 2”each [1]38,963.00$ 3”each [1]82,036.00$ 4”each [1] 234,389.00$ 6”each [1] 468,769.00$ 8”each [1] 656,502.00$ [Notes] [1] Set per City policy June 14, 2022 Item #7 Page 286 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit San Diego County Water Authority (SDCWA) Fees SDCWA System Capacity Charge (meter size, inches) Fire Protection per [1] Based on size of meter 5/8" Displacement per [1]5,328.00$ 3/4” Displacement per [1]5,328.00$ 1” Displacement per [1]8,525.00$ 1-1/2” Displacement per [1]15,984.00$ 1-1/2” Turbo per [1]15,984.00$ 2” Displacement per [1]27,706.00$ 2” Turbo per [1]27,706.00$ 3” per [1]51,149.00$ 4” per [1]87,379.00$ 6”per [1] 159,840.00$ 8”per [1] 277,056.00$ 10”per [1] 415,584.00$ 12”per [1] 703,296.00$ Water Treatment Capacity Charge (meter size, inches) Fire Protection per [1] Based on size of meter 5/8" Displacement per [1]149.00$ 3/4” Displacement per [1]149.00$ 1” Displacement per [1]238.00$ 1-1/2” Displacement per [1]447.00$ 1-1/2” Turbo per [1]447.00$ 2” Displacement per [1]775.00$ 2” Turbo per [1]775.00$ 3” per [1]1,430.00$ 4” per [1]2,443.00$ 6”per [1]4,470.00$ 8”per [1]7,748.00$ 10”per [1]11,622.00$ 12”per [1]19,668.00$ [Notes] [1] 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, 2022, and are in addition to the Meter Installation Fees and Potable and Reclaimed Connection Fees. June 14, 2022 Item #7 Page 287 of 454 I I I I Section 2 Development Related Service Fees June 14, 2022 Item #7 Page 288 of 454 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]847.00$ 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 or lot, whichever is greater)per unit/lot [2]2,831.00$ 5 or more units or lot subdivision per permit [2]4,610.00$ Emergency flat [2]573.00$ Exemption flat [2]316.00$ Minor Permit flat [2]1,111.00$ Non-Residential + 10 cents per square foot flat [2]1,255.00$ Single Family Lot flat [2]1,398.00$ Conditional Use Permit (CUP) Within Biological Habitat Preserve flat [2]1,096.00$ Minor flat [2]975.00$ Regular flat [2]5,821.00$ Daycare Permit (7 - 14 Children)flat [2]272.00$ Environmental Impact Assessment (EIA) Initial Study - NEGATIVE DECLARATION flat [2]2,243.00$ Initial Study - MITIGATED NEG DEC flat [2]1,234.00$ Environmental Impact Report (EIR) Addendum First 20 hours of project planner base fee (flat) [2]3,261.00$ >20 hours of project planner per hour [2]106.00$ Focused/Supplemental (requiring a public hearing) First 120 hours of project planner and 20 hours of project engineer base fee (flat) [2]16,471.00$ >120 project planner hours and >20 project engineer hours per hour [2]244.00$ FULL EIR First 180 hours of project planner and 40 hours of project engineer base fee (flat) [2]25,259.00$ >180 project planner hours and >40 project engineer hours per hour [2]244.00$ June 14, 2022 Item #7 Page 289 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Fish & Game Fee Environmental Impact Report (EIR)flat [5] $ 3,589.25 Environmental Document pursuant to a Certified Regulatory Program (CRP)flat [5] $ 1,253.25 Negative Declaration (ND) /Mitigated Negative Declaration (MND)flat [5] $ 2,598.00 Extensions to projects in process flat [1] 25% of current fee General Plan Amendment deposit [2]5,541.00$ Habitat Management Plan (HMP) Amendment to Plan Document - Major - first 60 hours of project planner base fee (flat) [2]6,939.00$ >60 hours of project planner per hour [2]106.00$ Amendment to Plan Document - Minor flat [2]4,186.00$ Permit - Major -first 40 hours of project planner base fee (flat) [2]5,074.00$ >40 hours or project planner per hour [2]106.00$ Permit - Minor - first 20 hours of project planner base fee (flat) [2]703.00$ >20 hours of project planner per hour [2]106.00$ Permit - MINOR W/MINISTERIAL PERMIT flat [2]1,249.00$ Hillside Development Permit - Major - first 40 hours of project planner base fee (flat) [2]3,261.00$ Hillside Development Permit - Minor - first 20 hours of project planner base fee (flat) [2]1,613.00$ Inspection - Additional Planning per hour [2]106.00$ Inspection - Overtime per hour per hour [2]121.00$ Landscape Plan Check / Inspection Fees City Processing Fee per project [2]318.00$ Contractor Cost per project [1] Actual Cost Local Coastal Plan - Amendment flat [2]8,100.00$ 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]8,630.00$ First 200 hours of project planner and 100 hours of project engineer base fee (flat) [2]36,154.00$ >200 project planner hours and >100 project engineer hours per hour [2]311.00$ Major Amendment First 100 hours of project planner and 40 hours of project engineer base fee (flat) [2]17,208.00$ June 14, 2022 Item #7 Page 290 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit >100 project planner hours and >40 project engineer hours per hour [2]290.00$ Minor Amendment First 30 hours of project planner and 7 hours of project engineer base fee (flat) [2]2,165.00$ >30 project planner hours and >7 project engineer hours per hour [2]290.00$ Non-Conforming Construction Permit flat [2]905.00$ Notice Fee (+ postage)flat [1] Actual Cost Plan Consistency Determination [2]918.00$ Planned Development (residential/non-residential) - 5 or more lots/units - Major Subdivision per project [2]10,853.00$ Planned Development (residential/non-residential) - 4 or fewer lots/units per project [2]3,914.00$ Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge Planning Commission Determination-other flat [2]2,122.00$ Postage (All)flat [1] Current Postage Rate x Number of labels Precise Development Plan flat [2]9,878.00$ Preliminary Plan Review - Major (Other)flat [2]918.00$ Preliminary Plan Review - Minor (SFD)flat [2]258.00$ 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]545.00$ Sign Program Sign Permit (including non-commercial)flat [2]79.00$ Sign Program flat [2]1,369.00$ Modified Minor Sign Program flat [2]907.00$ Modified Regular Sign Program flat [2]3,414.00$ Site Development Plan Minor - Village Area Request for a Parking Option flat [2]1,163.00$ Minor - Residential, less than or equal to 4 units/lots or as required per CMC/PLAN flat [2]5,800.00$ Major - 5 or more units/lots or as required per CMC/PLAN flat [2]14,710.00$ Special Use Permit - Other flat [2]4,451.00$ Special Use Permit - Floodplain flat [2]4,451.00$ Specific Plan Base Fee First 200 hours of project planner and 60 hours of project engineer base fee (flat) [2]33,581.00$ June 14, 2022 Item #7 Page 291 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit >200 project planner hours and >60 project engineer hours per hour [2]290.00$ Amendment - Major First 180 hours of project planner and 30 hours of project engineer base fee (flat) [2]25,901.00$ >180 project planner hours and >30 project engineer hours per hour [2]290.00$ Amendment - Minor First 20 hours of project planner and 7 hours of project engineer base fee (flat) [2]1,885.00$ >20 project planner hours and >7 project engineer hours per hour [2]290.00$ Street Name Change flat [2]1,920.00$ Tentative Maps Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]4,939.00$ Tentative Tract Map - 5 - 49 units/lots flat [2]10,695.00$ Tentative Tract Map - 50 + units/lots flat [2]16,332.00$ Tentative Tract Map Litigation Stay flat [1] 25% of current fee Third Party Review Processing Fee per project [2]652.00$ Consultant Cost per project [1] Actual Cost Variance flat [2]3,670.00$ Variance - Minor flat [2]975.00$ Village Area Village Area Review - Administrative flat [2]533.00$ Village Area Review - Major - Plus Noticing Costs flat [2]3,775.00$ Village Area Review - Minor - Plus Noticing Costs flat [2]2,059.00$ Wireless Communication Third Party Review flat [1] Actual Cost Zone Change flat [2]6,365.00$ Zone Code Compliance Letter flat [2]150.00$ Research Fee per hour [2]150.00$ 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]106.00$ TOTAL June 14, 2022 Item #7 Page 292 of 454 I I I I 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. Indexed to West Region Urban CPI. [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 $50.00 County Clerk processing fee. Updated with new fees effective Jan. 1, 2022. June 14, 2022 Item #7 Page 293 of 454 Fee Name Fee Type Notes Fee/Deposit Engineering Department Fees Adjustment Plat per project [2]1,670.00$ 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]1,355.00$ Certificate of Compliance In Lieu of Parcel Map each [2]3,564.00$ Certificate of Correction each [2]1,053.00$ Construction Change Review - Major Base Fee per project [2]889.00$ Plus fee per sheet per sheet [2]291.00$ Construction Change Review - Minor Base Fee per project [2]631.00$ Plus fee per sheet per sheet [2]184.00$ Developer Agreements - Deposit $10,000 increments (Consistent with city payroll records + overhead)deposit [1] Actual Cost Easement Document Processing and Recording - Major (all others) per project [2]845.00$ Easement Document Processing and Recording - Minor (Single Family Lot)per project [2]150.00$ Encroachment Agreement Processing per project [2]437.00$ Grading Permit Investigation Fee (Consistent with city payroll records + overhead)deposit [1] Actual Cost Grading Plan Check Fees (cubic yard) 0 - 100 CY flat [2]549.00$ 101 CY flat [2]1,100.00$ each additional 100 CY up to 1,000 each [2]226.00$ 1,001 CY flat [2]3,290.00$ each additional 1,000 CY up to 10,000 each [2]194.78$ 10,001 flat [2]5,178.00$ each additional 10,000 CY up to 100,000 each [2]280.56$ 100,001 flat [2]7,898.00$ each additional 10,000 CY up to 200,000 each [2]443.00$ 200,001 flat [2]12,669.00$ each additional 100,000 CY up to 400,000 each [2]143.00$ 400,001 flat [2]12,977.00$ each additional 100,000 CY up to 1,000,000 each [2]143.00$ 1,000,001 flat [2]13,902.00$ each additional 100,00 CY each [2]1,290.70$ Grading Permit Fees (cubic yard) 0 - 100 CY flat [2],[4], [5]549.00$ June 14, 2022 Item #7 Page 294 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 101 CY flat [2],[4], [5]557.00$ each additional 100 CY up to 1,000 each [2],[4], [5]103.78$ 1,001 CY flat [2],[4], [5]1,563.00$ each additional 1,000 CY up to 10,000 each [2],[4], [5]105.11$ 10,001 flat [2],[4], [5]2,582.00$ each additional 10,000 CY up to 100,000 each [2],[4], [5]200.67$ 100,001 flat [2],[4], [5]4,527.00$ each additional 10,000 CY up to 200,000 each [2],[4], [5]200.10$ 200,001 flat [2],[4], [5]6,682.00$ each additional 100,000 CY up to 400,000 each [2],[4], [5]305.55$ 400,001 flat [2],[4], [5]13,263.00$ each additional 100,000 CY up to 1,000,000 each [2],[4], [5]1,528.33$ 1,000,001 flat [2],[4], [5]23,139.00$ each additional 100,00 CY each [2],[4], [5]2,148.50$ Improvement Plan Review Fee $0 - $20,000 flat [2]1,757.00$ $20,001 flat [2]3,376.00$ each additional $10,000 up to $50,000 each [2]454.67$ $50,001 flat [2]4,845.00$ each additional $10,000 up to $100,000 each [2]385.00$ $100,001 flat [2]6,919.00$ each additional $10,000 up to $250,000 each [2]576.13$ $250,001 flat [2]16,226.00$ each additional $10,000 up to $500,000 each [2]194.44$ $500,001 flat [2]21,461.00$ each additional $10,000 up to $1,000,000 each [2]104.94$ $1,000,001 flat [2]27,112.00$ each additional $10,000 each [2]251.74$ Improvement Inspection $0 - $20,000 flat [2]413.00$ June 14, 2022 Item #7 Page 295 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit $20,001 flat [2]2,183.00$ each additional $10,000 up to $50,000 each [2]678.33$ $50,001 flat [2]4,375.00$ each additional $10,000 up to $100,000 each [2]203.00$ $100,001 flat [2]5,468.00$ each additional $10,000 up to $250,000 each [2]162.87$ $250,001 flat [2]8,099.00$ each additional $10,000 up to $500,000 each [2]187.48$ $500,001 flat [2]13,147.00$ each additional $10,000 up to $1,000,000 each [2]130.20$ $1,000,001 flat [2]20,158.00$ each additional $10,000 each [2]187.17$ Mapping Fees Final Tract Map - Major Subdivision Base Fee per project [2]9,706.00$ additional acre per acre [2]6.00$ Parcel Map - Minor Subdivision per project [2]4,356.00$ Neighborhood Improvement Agreements each [2]204.00$ Oversize Load Permit - 1 trip each [6]16.00$ Oversize Load Permit - Annual/Per Year each [6]90.00$ Quitclaim of Easement each [2]889.00$ Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost Retaining Wall Plan Check Fees Retaining Wall Plan Check Valuation $0 - $50,000 flat [2]450.00$ $50,001 - $250,000 flat [2]2,192.00$ $250,000+flat [2]3,861.00$ Reversion to Acreage deposit [2]3,673.00$ Right-of-Way Permit Minor - Non-Construction each [2]222.00$ Minor - Construction each [2]451.00$ Utility City Processing Fee each [2]365.00$ Inspector's Time hourly [2]144.00$ Utility (by contract)each [2]961.00$ Use - Initial Permit Curb Cafe each [2]451.00$ Outdoor Display each [2]222.00$ Sidewalk Café each [2]451.00$ Use - Annual Renewal Curb Cafe each [2]222.00$ Outdoor Display each [2]222.00$ Sidewalk Café each [2]222.00$ June 14, 2022 Item #7 Page 296 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Village Area - Curb Café (max of two parking spaces)per space/ per year [2]1,292.00$ Secured Agreement Processing - Extension each [2]415.00$ Secured Agreement Processing - Replacement, plus improvement plan revision fees if required each [2]730.00$ 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 + $20 per lot (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760- 8769) deposit [1] Actual Cost Storm Water Pollution Prevention Plan (SWPPP) Fees Plan Review Fee Tier 1 per site [2]69.00$ Tier 2 per site [2]365.00$ Tier 3 one acre or less [2]835.00$ Tier 3 - Supplemental Fee per acre [2]106.00$ Inspection Fee Tier 1 per site [2]292.00$ Tier 2 per site [2]1,609.00$ Tier 3 one acre or less [2]2,723.00$ Tier 3 - Supplemental Fee per acre [2]443.00$ Storm Water Quality Management Plan (SWQMP) Fees Plan Review - Base Fee each [2]431.00$ Plan Review - For each subsequent acre or portion thereof over one half acre per acre [2]104.00$ Inspection Fee - Base Fee each [2]363.00$ Inspection Fee - For each subsequent acre or portion thereof over one half acre per acre [2]144.00$ Street Vacation - Street/Public Service Easement Vacation - Regular each [2]4,336.00$ Street Vacation - Street/Public Service Easement Vacation - Summary each [2]1,720.00$ Third Party Review Processing Fee per project [2]365.00$ 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]209.00$ June 14, 2022 Item #7 Page 297 of 454 I I I I 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. Indexed to West Region Urban CPI. [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 14, 2022 Item #7 Page 298 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees New Construction, Additions, and Major Remodels [1] 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]1,038.00$ additional sqft up to 4,999 each [2]0.33$ 5,000 sqft flat [2]2,502.00$ additional sqft up to 9,999 each [2]0.44$ 10,000 sqft flat [2]4,685.00$ additional sqft up to 49,999 each [2]0.04$ 50,000 sqft flat [2]6,415.00$ additional sqft up to 99,999 each [2]0.10$ 100,000 sqft flat [2]11,393.00$ 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]984.00$ additional sqft up to 4,999 each [2]0.54$ 5,000 sqft flat [2]3,433.00$ additional sqft up to 9,999 each [2]0.54$ 10,000 sqft flat [2]6,123.00$ additional sqft up to 49,999 each [2]0.05$ 50,000 sqft flat [2]8,118.00$ additional sqft up to 99,999 each [2]0.14$ 100,000 sqft flat [2]15,012.00$ additional sqft each [2]0.15$ 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]1,011.00$ additional sqft up to 4,999 each [2]0.35$ 5,000 sqft flat [2]2,608.00$ additional sqft up to 9,999 each [2]0.23$ 10,000 sqft flat [2]3,780.00$ additional sqft up to 49,999 each [2]0.03$ 50,000 sqft flat [2]4,871.00$ additional sqft up to 99,999 each [2]0.01$ 100,000 sqft flat [2]5,324.00$ June 14, 2022 Item #7 Page 299 of 454 I I I I Fee Name Fee Type NotesFee/Deposit 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]532.00$ additional sqft up to 399 each [2]1.46$ 400 sqft flat [2]825.00$ additional sqft up to 599 each [2]0.67$ 600 sqft flat [2]959.00$ additional sqft up to 999 each [2]0.33$ 1,000 sqft flat [2]1,091.00$ additional sqft up to 2,999 each [2]0.16$ 3,000 sqft flat [2]1,411.00$ additional sqft each [2]0.47$ 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]532.00$ additional sqft up to 399 each [2]1.46$ 400 sqft flat [2]825.00$ additional sqft up to 599 each [2]0.67$ 600 sqft flat [2]959.00$ additional sqft up to 999 each [2]0.33$ 1,000 sqft flat [2]1,091.00$ additional sqft up to 2,999 each [2]0.16$ 3,000 sqft flat [2]1,411.00$ additional sqft each [2]0.47$ 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]879.00$ additional sqft up to 4,999 each [2]0.23$ 5,000 sqft flat [2]1,917.00$ additional sqft up to 9,999 each [2]0.28$ 10,000 sqft flat [2]3,301.00$ additional sqft up to 49,999 each [2]0.02$ 50,000 sqft flat [2]4,365.00$ additional sqft up to 99,999 each [2]0.01$ June 14, 2022 Item #7 Page 300 of 454 Fee Name Fee Type NotesFee/Deposit 100,000 sqft flat [2]4,898.00$ 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]772.00$ additional sqft up to 4,999 each [2]0.22$ 5,000 sqft flat [2]1,757.00$ additional sqft up to 9,999 each [2]0.10$ 10,000 sqft flat [2]2,236.00$ additional sqft up to 49,999 each [2]0.06$ 50,000 sqft flat [2]4,526.00$ additional sqft up to 99,999 each [2]0.05$ 100,000 sqft flat [2]6,894.00$ additional sqft each [2]0.07$ 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]698.00$ additional sqft up to 4,999 each [2]0.21$ 5,000 sqft flat [2]1,650.00$ additional sqft up to 9,999 each [2]0.07$ 10,000 sqft flat [2]2,023.00$ additional sqft up to 49,999 each [2]0.05$ 50,000 sqft flat [2]4,019.00$ additional sqft up to 99,999 each [2]0.04$ 100,000 sqft flat [2]6,042.00$ 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]825.00$ additional sqft up to 4,999 each [2]0.46$ 5,000 sqft flat [2]2,875.00$ additional sqft up to 9,999 each [2]0.34$ 10,000 sqft flat [2]4,551.00$ additional sqft up to 49,999 each [2]0.07$ 50,000 sqft flat [2]7,187.00$ June 14, 2022 Item #7 Page 301 of 454 Fee Name Fee Type NotesFee/Deposit additional sqft up to 99,999 each [2]0.09$ 100,000 sqft flat [2]11,552.00$ additional sqft each [2]0.12$ 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]825.00$ additional sqft up to 4,999 each [2]0.27$ 5,000 sqft flat [2]2,023.00$ additional sqft up to 9,999 each [2]0.40$ 10,000 sqft flat [2]4,046.00$ additional sqft up to 49,999 each [2]0.06$ 50,000 sqft flat [2]6,442.00$ additional sqft up to 99,999 each [2]0.09$ 100,000 sqft flat [2]10,701.00$ additional sqft each [2]0.11$ 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]1,251.00$ additional sqft up to 2,499 each [2]0.44$ 2,500 sqft flat [2]1,917.00$ additional sqft up to 3,999 each [2]0.28$ 4,000 sqft flat [2]2,342.00$ additional sqft up to 5,999 each [2]0.27$ 6,000 sqft flat [2]2,875.00$ additional sqft up to 7,999 each [2]0.29$ 8,000 sqft flat [2]3,460.00$ additional sqft each [2]0.43$ Duplicate Floor Plan Review - Single Family Dwellings and Duplexes 0 - 1,000 sqft flat [2]1,044.00$ additional sqft up to 2,499 each [2]0.26$ 2,500 sqft flat [2]1,438.00$ additional sqft up to 3,999 each [2]0.14$ 4,000 sqft flat [2]1,650.00$ additional sqft up to 5,999 each [2]0.21$ 6,000 sqft flat [2]2,076.00$ additional sqft up to 7,999 each [2]0.19$ 8,000 sqft flat [2]2,449.00$ June 14, 2022 Item #7 Page 302 of 454 Fee Name Fee Type NotesFee/Deposit additional sqft each [2]0.31$ Duplicate Floor Plan Review - Attached or Detached Accessory and Utility Uses 0 - 200 sqft flat [2]506.00$ additional sqft up to 399 each [2]0.80$ 400 sqft flat [2]666.00$ additional sqft up to 599 each [2]0.26$ 600 sqft flat [2]718.00$ additional sqft up to 999 each [2]0.47$ 1,000 sqft flat [2]905.00$ additional sqft up to 2,999 each [2]0.15$ 3,000 sqft flat [2]1,198.00$ additional sqft each [2]0.40$ 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]425.00$ additional sqft up to 4,999 each [2]0.14$ 5,000 sqft flat [2]1,038.00$ additional sqft up to 9,999 each [2]0.07$ 10,000 sqft flat [2]1,384.00$ additional sqft up to 49,999 each [2]0.01$ 50,000 sqft flat [2]1,597.00$ additional sqft up to 99,999 each [2]0.01$ 100,000 sqft flat [2]2,023.00$ additional sqft each [2]0.02$ [Notes] [1] [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. June 14, 2022 Item #7 Page 303 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees Minor/Miscellaneous Residential & Commercial Improvements [3] Above Ground Storage Tank per permit [2]250.00$ Cell Site Radio over 30 ft. high each [2]697.00$ Dish, 10 ft. dia. w/decoder each [2]518.00$ Equipment Enclosure each [2]1,184.00$ Awning or Canopy per permit [2]296.00$ Bollards up to 4pcs per permit [2]370.00$ Certificate of Occupancy per permit [2]16.00$ Decks / Balcony Repair each [2]108.00$ New/Replace each [2]889.00$ Demolition of Building Commercial each [2]206.00$ Residential each [2]592.00$ Fence or Freestanding Wall up to 100'each [2]666.00$ Fire Damage Repair - Residential - Minor per permit [2]248.00$ Fireplace Repair/Replace per permit [2]444.00$ Foundation Repair Commercial each [2]555.00$ Residential each [2]555.00$ Greenhouse per permit [2]555.00$ Manufactured House / Building Commercial per permit [2]314.00$ Residential per permit [2]555.00$ Mobile Home (Within a park, per current edition of Title 25, published by California Division of Housing and Community Development.) per permit [2]629.00$ Partition/ Wall - Interior/Non-Structural <100'per permit [2]374.00$ Patio Frame with Cover each [2]108.00$ Frame with Cover & Walls each [2]592.00$ Screen or Plastic Walls each [2]444.00$ Plastering Outside per permit [2]370.00$ Remodel - Residential Kitchen/Bath each [2]377.00$ Other - up to 500 s.f.each [2]518.00$ Other - above 500 s.f per 100 sqft [2]0.37$ Repairs - Miscellaneous Commercial each [2]394.00$ Residential each [2]93.00$ Retaining Wall June 14, 2022 Item #7 Page 304 of 454 I I I I Fee Name Fee Type NotesFee/Deposit Non-Engineered - City Standard per permit [2]108.00$ Reroofing Commercial per permit [2]286.00$ Residential per permit [2]96.00$ Roof Structure Repair / Reinforcement Commercial each [2]272.00$ Residential each [2]384.00$ Saunas (Steam)per permit [2]333.00$ Sign Wall - Illuminated per permit [2]150.00$ Wall - Non-Illuminated per permit [2]150.00$ Pole per permit [2]370.00$ Monument per permit [2]150.00$ Skylight Commercial each [2]370.00$ Residential each [2]370.00$ Solar - Residential (Up to 10 kW)per permit [2],[4]289.00$ Per kW above 10kW per kW [2],[4]15.00$ Add Residential Battery Back-up per permit [2],[4]222.00$ Add Residential Panel Upgrade per permit [2],[4]258.00$ Add Reverse Tilt System/ Ground Mount per permit [2],[4]333.00$ Solar - Commercial (Up to 50 kW)per permit [2],[4]666.00$ Per kW between 51kW - 250kW per kW [2],[4]7.00$ Per kW above 250kW per kW [2],[4]5.00$ Spray Booth Install / Clean Room per permit [2]267.00$ Stairs New/Replace First Story each [2]407.00$ Additional Story each [2]333.00$ Repair each [2]407.00$ Siding Stucco each [2]407.00$ Stone/Brick Veneer each [2]429.00$ Storage Racks <8 ft, first 100 lf per permit [2]481.00$ each add'l. 100 lf each [2]88.00$ >8 ft, first 100 lf per permit [2]518.00$ >8 ft, ea. Add'l 100 lf each [2]237.00$ Swimming Pool Commercial per permit [2]246.00$ Residential per permit [2]246.00$ Temporary Seating or Bleachers Install per permit [2]555.00$ Trash Enclosure Install per permit [2]258.00$ Windows / Door June 14, 2022 Item #7 Page 305 of 454 Fee Name Fee Type NotesFee/Deposit Commercial each [2]333.00$ Residential each [2]333.00$ 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],[5] 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 $0.50 fee) Penalty for Commencing Work Before Permit Issuance each [6] Double the permit fee Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]148.00$ June 14, 2022 Item #7 Page 306 of 454 Fee Name Fee Type NotesFee/Deposit [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] [4] Limited to maximum amounts set by AB 1414. [5] Plan check fee based on 70% of the current building permit fee and is due upon initial submittal [6] CMC 18.20.010 and CMC 18.04.010 Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. June 14, 2022 Item #7 Page 307 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees Simple Single or Combination Permits (see list of simple items)per permit [1]208.00$ Water Heater Only per permit [1]116.00$ Complex Mechanical Permits FAU less than 100,000 Btu/h per permit [1]518.00$ FAU greater than 100,000 Btu/h per permit [1]666.00$ Floor furnace (including vent)per permit [1]370.00$ Suspended, wall, or floor-mounted heaters per permit [1]296.00$ Appliance vents not included in an appliance permit per permit [1]592.00$ Boiler up to 100,000 Btu/h per permit [1]703.00$ Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]296.00$ Compressor up to 3 HP per permit [1]333.00$ Compressor up to 3 HP to 15 HP per permit [1]348.00$ Other Complex Mechanical per permit [1]444.00$ Complex Electrical Permits Commercial Appliance per permit [1]296.00$ Power Apparatus per permit [1]296.00$ Motor not over 1 HP each [1]296.00$ Motor over 1 HP and not over 10 HP each [1]296.00$ Motor over 10 HP and not over 50 HP each [1]296.00$ Motor over 50 HP and not over 100 HP each [1]333.00$ Motor over 100 HP each [1]370.00$ Generator not over 1 KW each [1]296.00$ Generator over 1 KW and not over 10 KW each [1]333.00$ Generator over 10 KW and not over 50 KW each [1]444.00$ Generator over 50 KW and not over 100 KW each [1]444.00$ Generator over 100 KW each [1]518.00$ Transformer not over 1 KVA each [1]370.00$ Transformer over 1 KVA and not over 10 KVA each [1]370.00$ Transformer over 10 KVA and not over 50 KVA each [1]407.00$ Transformer over 50 KVA and not over 100 KVA each [1]444.00$ Transformer over 100 KVA each [1]444.00$ Services of 600 volts or less and over 400 amperes to 1000 amperes in rating each [1]444.00$ Services over 600 volts or over 1000 amperes in rating each [1]592.00$ Other Complex Electrical each [1]444.00$ Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit June 14, 2022 Item #7 Page 308 of 454 Fee Name Fee Type NotesFee/Deposit Complex Plumbing Permits Fire Suppression System / Commercial Hood per permit [1]629.00$ Onsite Sewer 6" & Over per permit [1]407.00$ Onsite Water 6" & Over per permit [1]407.00$ Onsite Storm Drain 6" & Over per permit [1]407.00$ Other Complex Plumbing per permit [1]444.00$ [Notes] [1]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. June 14, 2022 Item #7 Page 309 of 454 ------------------------------------------------------------------ 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 14, 2022 Item #7 Page 310 of 454 Section 3 Development Impact Fees June 14, 2022 Item #7 Page 311 of 454 HOLD FOR NEW MAP FROM GIS June 14, 2022 Item #7 Page 312 of 454 Boundary of Bridge and Thoroughfare District No. 2 (Aviara Parkway -Pointsettia Lane) G32'2I Exempt From Fee Area [=:::J Fee Paid by Agreement ~ Fee Previously Paid [ZZ2l Fee Area c:::::::J Local Facility Management Zones :::;, Fee Boundary Area J:\cbgis\produc:5\Standard Maps\FINANa\feeSchedules\BandT2_Rev2022.pagx Fee Schedule: Zone 5 -$ 421 / ADT * Zone 20 -$ 2,182 / ADT * Zone 21 -$ 1,761 / ADT * *Average Daily Trips (ADT) per SANDAG Vehicular Traffic Generation Rates © 2022 utv of carisbad June 14, 2022 Item #7 Page 313 of 454 City of Carlsbad Local Facilities Management Zones {LFMZ) LEGEND 0 = Outside CFO #1 Zone 1 -No Fee Zone 14 -No Fee Zone 2 -No Fee Zone 15 -No Fee Legend ..r!7 LFMZ i.,::j BOUNDARY 16 Zone 3 -No Fee Zone 16 -S0.40/SqFt Zone 4 -No Fee Zone 17 -$0.40/SqFt (New Construction) ""-~lAll:IJIJII,""'\ Zone 5 -$0.40/SqFt (New Construction) Zone 18 -$0.40/SqFt (New Construction) Zone 6 -$310/Unit Zone 19 -No Fee Zone 7 -No Fee Zone 20 -No Fee Zone 8 • No Fee Zone 21 • No Fee Zone 9 • No Fee Zone 22 • No Fee Zone 10 • No Fee Zone 23 • No Fee Zone 11 • No Fee Zone 24. No Fee Zone 12 • No Fee Zone 25 • No Fee Zone 13 -$0.40/SqFt J1carg1s2\pro<1Jas\plann1ng\r197.08\LFMZ.mxd June 14, 2022 Item #7 Page 314 of 454 Park Districts QuadranVPark Area Quadrant 1 = NW Quadrant 2 = NE Quadrant 3 = SW Quadrant 4 = SE Account No 330 0000 5561 331 0000 5561 332 0000 5561 333 0000 5561 Fee Applicable to Residential Subdivisions Only: Single Family Detached & Duplex (0-lot line or attached wall) Attached Residential (4 units or less) Attached Residential (more than 4 units) Mobile Homes J:\cargis2\productslplanninglr197.08\Par1< Dlstncts.mxd NE SE SW (per unit) 5,728 4,804 4,636 3,696 NW (per unit) 7,649 6,414 6,190 4,934 June 14, 2022 Item #7 Page 315 of 454 Planned Local Drainage Fee Areas J:\cargis2\products\plannlng\r197.08\Ptanned Local Drainage Fees.mxd Fee Name Fee Type Notes Fee Level/Deposit Planned Local Drainage Area Fees (PLDA) PLDA A, Low Runoff per acre 7,421.00$ PLDA B, Low Runoff per acre 2,774.00$ PLDA C, Low Runoff per acre 2,692.00$ PLDA D, Low Runoff per acre 2,553.00$ PLDA A, Medium Runoff per acre 14,757.00$ PLDA B, Medium Runoff per acre 5,347.00$ PLDA C, Medium Runoff per acre 3,809.00$ PLDA D, Medium Runoff per acre 4,177.00$ PLDA A, High Runoff per acre 32,158.00$ PLDA B, High Runoff per acre 12,019.00$ PLDA C, High Runoff per acre 11,669.00$ PLDA D, High Runoff per acre 11,065.00$ 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 14, 2022 Item #7 Page 316 of 454 June 14, 2022 Item #7 Page 317 of 454 CARLSBAD 1635 Faraday Av Carlsbad, CA 92008 (760) 602-2750 VALLECITOS 201 Vallecitos de Oro San Marcos, CA 92069 (760) 744-0460 LEUCADIA 1960 La Costa Av Carlsbad, CA 92009 (760) 753-0155 Sewer Districts Legend Sewer Service Area i==J CARLSBAD ~ VALLECITOS i==J LEUCADIA J:\car is2 roducts\ lannin \r167.05\water Districts.mxd June 14, 2022 Item #7 Page 318 of 454 Sewer Fees Sewer Connection Fees* General Capacity Fee of $1,074 per EDU for All Areas Plus Sewer Benefit Fees Shown Below Sewer Benefit Area Fees* Area A B C D E F G H I J K L M Cost Per EDU ($) 0 0 2,763 2,769 4,083 4,105 0 1,204 0 0 0 0 0 J:\c s\products\SLandard Maps\FINANCE\FeeSchedules. Dale: 51912022 *CMG 13.10.020(C) shall be used to determine Equivalent Dwelling Units (EDU). Legend A,B,C J Sewer Benefit Area Sewer Benefit Area Boundary Previous Sewer Benefit A.-cas I and K arc now in L Fee Name Fee Type Notes Fee/Deposit Affordable Housing Credit Cassia Heights (Southeast and Southwest quadrants)per unit [1]71,405.00$ Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1] 105,678.00$ Affordable Housing Impact Fee Affordable Housing Impact Fee per unit [1]2,925.00$ Affordable Housing In-Lieu Fee (per single-family market rate unit on single-family lot)per unit [2]8,529.00$ Affordable Housing In-Lieu Fee (residential development projects proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2]15.00$ Habitat Mitigation Fees, Per Acre Type D - Coastal Sage Scrub per acre [1]37,036.00$ Type E - Non-Native Grassland per acre [1]18,519.00$ Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]3,704.00$ Traffic Impact Fees Apartment (Inside of CFD 1)per ADT [1]345.00$ Apartment (Outside of CFD 1)per ADT [1]405.00$ Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]137.00$ Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]162.00$ Condominium (Inside of CFD 1)per ADT [1]345.00$ Condominium (Outside of CFD 1)per ADT [1]405.00$ Single Family (Inside of CFD 1)per ADT [1]345.00$ Single Family (Outside of CFD 1)per ADT [1]405.00$ [Notes] [1] Set per City policy [2] Updated via City Council Resolution; effective April 1, 2022. June 14, 2022 Item #7 Page 319 of 454 I I I I RESOLUTION NO. 554 A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE EXHIBIT 12 WHEREAS, the Community Development Commission of the City of Carlsbad, California {Commission) has the authority to establish fees for housing services; and WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain an adequate fee structure recovering costs for housing services; and WHEREAS, the Community Development Commission has determined the cost of providing housing services; and WHEREAS, the Community Development Commission finds it necessary to recover the costs for housing services; and WHEREAS, the Community Development Commission has held the necessary public hearing and allowed for public comment on the establishment said fees. NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That the changes to the Master Fee Schedule as shown in Attachment A are adopted. 3.This resolution shall become effective on Sept. 1, 2022; not sooner than 60 days after adoption in accordance with California Government Code Section 66017 for housing fees. June 14, 2022 Item #7 Page 320 of 454 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. MA HA , hairperson SCOTT 'tHADWICK, Secretary {SEAL) June 14, 2022 Item #7 Page 321 of 454 Proposed Master Fee Schedule Changes FY 2022-23 All Fees Within, except Trash Collection Rates, Effective Sept. 1, 2022 Trash Collection Rates Effective July 1, 2022 Attachment A June 14, 2022 Item #7 Page 322 of 454 C cityof Carlsbad Proposed Master Fee Schedule FY 2022-23 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) .................................................... 11 Fire (Fire and Life Safety Inspections and Fire Code Permits) ....................................................... 12 Police Department Fees ................................................................................................................. 15 Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 16 Trash Collection Rates .................................................................................................................... 17 Utility Account and Service Fees .................................................................................................... 25 Utility Meter Installation and Connection ..................................................................................... 27 Utility (San Diego County Water Authority) .................................................................................. 29 Section 2 – Development Related Fees Planning Department Fees ............................................................................................................ 31 Engineering Department Fees ....................................................................................................... 36 Building (New Construction, Additions and Major Remodels) ...................................................... 41 Building (Minor/Miscellaneous Residential & Commercial Improvements) ................................. 46 Building (Plumbing, Mechanical, and Electrical) ............................................................................ 50 Building (Simple Single or Combination Permits List) .................................................................... 52 Section 3 – Development Impact Fees Bridge and Thoroughfare District 2 Map ....................................................................................... 54 Local Facilities Management Zones Map ....................................................................................... 55 Park in Lieu Fees, Park Districts Map ............................................................................................. 56 Planned Local Drainage Fee Areas and Map .................................................................................. 57 Sewer Benefit Area and Connection Fees Map ............................................................................. 59 Affordable Housing, Habitat Mitigation, and Traffic ..................................................................... 61 June 14, 2022 Item #7 Page 323 of 454 {'Cityof Carlsbad Section 1 General City Service Fees, Deposits, Rates, Penalties and Fines June 14, 2022 Item #7 Page 324 of 454 , , I ,. ; I I ,/ ,' , ' r , 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/$500 max Business License - additional CA fee each [4],[6]4.00$ Business License - master list of active business licenses each [2]33.00$ Business License - monthly list of new licenses each [2]6.00$ Cable Channel Administration Fee per hour [3]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]1,620.00$ Returned Check Fee First Returned Check each [5]25.00$ Each Additional Check each [5]35.00$ [Notes] [1] Set per City policy [2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per 2021 - Cost of Service Study and Fee Schedule Update. [4] Set per CA Government Code 4467 [5] Set per CA Civil Code 1719 [6] Business license tax, set per Carlsbad Municipal Code 5.08.010, is separate from these fees. June 14, 2022 Item #7 Page 325 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Deposits and Securities Grading and Erosion Control Grading Security (with approved plans)deposit [1],[2] Based on Grading Cost Estimate Grading Cash Deposit deposit [1],[2] Up to 10% of total grading security Development/Subdivision Improvements Faithful Performance Security deposit [1],[2] Based on Improvement Cost Estimate Labor and Materials Security deposit [1],[2] 50% of Faithful Performance Security Monumentation Security deposit [1],[2] Based on Total Cost of Monumentation [Notes] [1] Set per City policy [2]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 14, 2022 Item #7 Page 326 of 454 Fee Name Fee Type Notes Fee/Deposit Special Events Fees Special Event Application - Minor - 2 or less intersections (fee + services rendered)each [1],[3]144.00$ Special Event Application - Major - 3 or more intersections (fee + services rendered) each [1],[2]432.00$ Special Event Application - Third party Vendor Fee per day [1],[2]97.00$ Special Event City Services - Staff Time per hour [1] Actual Cost Safety Training Center Facility Fees One Shooting Range full day [1]1,263.00$ One Shooting Range 1/2 day [1]632.00$ Two Shooting Ranges full day [1]1,419.00$ Two Shooting Ranges 1/2 day [1]742.00$ Classroom full day [1]600.00$ Classroom 1/2 day [1]343.00$ Confined Space Prop full day [1]664.00$ Confined Space Prop 1/2 day [1]332.00$ Grinder full day [1]476.00$ Grinder 1/2 day [1]277.00$ Grinder/Commercial Prop (No Fire Ops)full day [1]687.00$ Grinder/Commercial Prop (No Fire Ops)1/2 day [1]343.00$ Grinder/Residential Prop (No Fire Ops)full day [1]687.00$ Grinder/Residential Prop (No Fire Ops)1/2 day [1]343.00$ 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]167.00$ Streetscape 1/2 day [1]122.00$ Special Events Recovery - Hourly hourly [1]55.00$ Shooting Range - Hourly hourly [1]128.00$ Shooting Range Hazardous Waste Disposal Fees each [1],[3]217.00$ [Notes] [1] Set per City policy [2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting. [3] 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 14, 2022 Item #7 Page 327 of 454 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]224.00$ Advanced Life Support 1 - Resident and Non-Resident - plus Level I or Level II supplies and medications per [1]1,286.00$ Advanced Life Support 2 - Non-Resident - plus Level II supplies and medications per [1]1,510.00$ Advanced Life Support 2 - Resident - plus Level II supplies and medications per [1]1,399.00$ Basic Life Support - Resident and Non-Resident per [1]1,050.00$ Mileage Charge mile [1]25.00$ Oxygen Charge per [1]84.00$ Street Light Energizing Fees 40 watts each [2]90.00$ 45 watts each [2]98.00$ 70 watts each [2]136.00$ 85 watts each [2]160.00$ 100 watts each [2]183.00$ 150 watts each [2]260.00$ 200 watts each [2]338.00$ 250 watts each [2]416.00$ [Notes] [1] Set per City policy [2]Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00 charge per light for connecting the light to an SDG&E service point. June 14, 2022 Item #7 Page 328 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit City Clerk Fees Blueprinting of Standard Size each [1]5.00$ Appeals to City Council each [2]115.00$ Candidate Filing Fee each [3]25.00$ Notice of Intention to Circulate Initiative Petition each [4]200.00$ Subpoena Fees Deposition Subpoena per day [5]275.00$ Records Subpoena - research per hour [6]15.00$ 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]115.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per City of Carlsbad Municipal Code 1.12.010 [4] Set per CA Elections Code 9202 [5] Set per CA Government Code 68096.1(b) [6] Set per CA Evidence Code 1563(b)(1) [7] Set per CA Government Code 81008 June 14, 2022 Item #7 Page 329 of 454 I I I I 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 item per day [1]5.00$ Card Replacement per card [2]2.00$ 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 14, 2022 Item #7 Page 330 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Fire Extinguishing and Alarm Systems New Sprinkler System ESFR Fire Sprinkler System (Initial system)each [2]1,017.00$ Each additional System each [2]281.00$ Per Additional Inspection each [2]121.00$ ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,177.00$ Each additional System each [2]281.00$ Per Additional Inspection each [2]121.00$ Fire Pump (first pump)each [2]936.00$ Each Additional pump each [2]321.00$ NFPA 13 System < 100 heads each [2]735.00$ Per Additional Inspection each [2]121.00$ Per Additional Plan Type each [2]160.00$ NFPA 13 System > 100 heads (includes one riser)each [2]1,017.00$ Each Additional Riser each [2]281.00$ Per Additional Inspection each [2]121.00$ Per Additional Plan Type each [2]160.00$ NFPA 13R System 3-16 units (per building)each [2]1,017.00$ Per Additional Inspection (per building)each [2]160.00$ Per Additional Plan Type each [2]160.00$ NFPA 13D Single Family System (Plan Review Per Initial or Single Plan Type)each [2]292.00$ Per Additional Plan Type each [2]160.00$ NFPA 13D Single Family System (Inspection Per Building)each [2]148.00$ Underground Piping with up to 4 Hydrants/Risers each [2]895.00$ Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,180.00$ Tenant Improvement Sprinkler System NFPA 13 or 13R System 6 heads or less each [2]148.00$ NFPA 13 or 13R System 7 - 100 heads each [2]654.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ NFPA 13 or 13R System > 100 heads each [2]774.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Other Extinguishing Systems Gas Systems (Med Gas, Industrial Gas, LPG)each [2]493.00$ Hood & Duct Extinguishing System each [2]493.00$ Each additional System each [2]241.00$ Pre-Action System with Alarm each [2]654.00$ Refrigeration Systems < 500 lbs.each [2]855.00$ Refrigeration Systems > 500 lbs.each [2]1,458.00$ Special Equipment (Ovens, Dust, Battery)each [2]493.00$ Special Extinguishing System each [2]694.00$ Spray Booths each [2]493.00$ Alarm Systems June 14, 2022 Item #7 Page 331 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit New Alarm System each [2]1,499.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Sprinkler Monitoring each [2]453.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Tenant Improvement Fire Alarm System each [2]735.00$ Per Additional Inspection each [2]160.00$ Per Additional Plan Type each [2]160.00$ Development Applications, Plan Review and Inspection Building Construction Plan (Architectural Review) A-1 Occupancies - New each [2]1,407.00$ A-1 Occupancies - Tenant Improvements each [2]1,076.00$ A-2 & A-3 Occupancies - New each [2]965.00$ A-2 & A-3 Occupancies - Tenant Improvements each [2]744.00$ A-4 & A-5 Occupancies - New each [2]1,407.00$ A-4 & A-5 Occupancies - Tenant Improvements each [2]1,076.00$ E Occupancies - New each [2]1,407.00$ E Occupancies - Tenant Improvements each [2]1,076.00$ E Occupancies (Daycare only) each [2]563.00$ F Occupancies - New each [2]965.00$ F Occupancies - Tenant Improvements each [2]744.00$ H Occupancies (not including Chem Class) - New each [2]965.00$ H Occupancies (not including Chem Class) - Tenant Improvements each [2]744.00$ I Occupancies - New each [2]965.00$ I Occupancies - Tenant Improvements each [2]744.00$ L Occupancies - New each [2]563.00$ L Occupancies - Tenant Improvements each [2]443.00$ R-1 & R-2 Occupancies <50 units New flat [2]1,407.00$ R-1 & R-2 Occupancies ≥50 units New flat [2]1,739.00$ R-3 Townhomes New each [2]965.00$ R Occupancies All - Tenant Improvements each [2]744.00$ S Occupancies < 50,000 sq. ft. New flat [2]563.00$ S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]443.00$ S Occupancies ≥ 50,000 sq. ft. New flat [2]1,046.00$ S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]803.00$ Plan Review and Inspection Hazardous Materials Storage Chem Class <10 Chemicals flat [2]574.00$ Chem Class 10- 25 Chemicals flat [2]895.00$ Chem Class 26 - 100 Chemicals flat [2]1,297.00$ Chem Class >100 Chemicals flat [2]1,700.00$ Fire Department Access & Fire Lanes flat [2]292.00$ June 14, 2022 Item #7 Page 332 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit High Piled Storage flat [2]895.00$ High Rise Structure greater than 55 feet 402.00$ Per Additional Floor flat [2]321.00$ Storage Tanks Aboveground Storage Tanks (First tank)each [2]855.00$ Underground Storage Tanks (First tank)each [2]774.00$ Each Additional Tank each [2]121.00$ Vegetation Fuel Modification Custom Home flat [2]574.00$ Tract <75 Homes flat [2]1,057.00$ Tract ≥75 Homes flat [2]1,539.00$ Smoke Control - Rationale Analysis & Plan Review 1,620.00$ Other Fire Fees Aerial Fireworks Display Major each [2]1,528.00$ Minor each [2]884.00$ Plan Review Processing Fee each [2]27.00$ Per Hour - Overtime hourly [2]174.00$ Per Hour - Regular Office Hours hourly [2]160.00$ Hourly Services for: Alternate Methods and Materials Review, Time and Materials Review, Project Meetings, etc. First Hour each [2]188.00$ Each Additional Hour hourly [2]160.00$ Plan Resubmittal (3rd and Subsequent Submittal, per hour)hourly [2]160.00$ Reinspection (Per inspection)each [2]228.00$ Tent Permit (Not associated with special events) Single tent each [2]241.00$ 2-5 tents flat [2]482.00$ 6 or more tents flat [2]644.00$ Weed Abatement Administrative Fee 321.00$ Fire Nuisance Alarm - 1st response in 12 month period each [1]-$ Fire Nuisance Alarm - 2nd response in 12 month period each [1]96.00$ Fire Nuisance Alarm - 3rd response in 12 month period each [1]191.00$ Fire Nuisance Alarm - each additional response thereafter each [1]375.00$ Fire Nuisance Alarm - each billing each [1]13.00$ Special Events Application Processing flat [2],[6]160.00$ Special Events - Fire Prevention/Operations Support Prior To/During Event each [2],[6] Actual Cost Fire & Life Safety Inspections and Fire Code Permits Fire Inspections for the following Occupancies: Care Facility for more than 6 ambulatory & non-ambulatory clients each [2],[4]174.00$ Hospitals, Nursing homes, Mental hospitals, Detoxification and Surgery Centers each [2],[4]335.00$ June 14, 2022 Item #7 Page 333 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, & etc.)each [2],[4]174.00$ Pre-Inspection Residential Care Facility (i.e. Single Family Residences)each [2],[4]174.00$ High Rise Facility > 75 ft. (per floor of building)each [2],[4]174.00$ State Mandated School Inspection - Public or Private School [2],[4] Pre-School each [2],[4]402.00$ Elementary/Middle School each [2],[4]644.00$ High School each [2],[4]965.00$ State Mandated Hotel and Motel Inspection 1-5 Buildings per property flat [2],[4]563.00$ 6-10 Buildings per property flat [2],[4]965.00$ 11 or more buildings per property flat [2],[4]1,206.00$ State Mandated Apartment Inspection 3-10 units per building flat [2],[4]201.00$ 11-40 units per building flat [2],[4]241.00$ Greater than 40 units per building flat [2],[4]322.00$ Fire Code Permits - Initial Permit Tier 1 each [2],[5]174.00$ Tier 2 each [2],[5]335.00$ Tier 3 each [2],[5]496.00$ Fire Code Permits - Annual Renewal Permit Tier 1 each [2],[5]94.00$ Tier 2 each [2],[5]174.00$ Tier 3 each [2],[5]255.00$ Assembly < 300 people flat [2]174.00$ > 300 people flat [2]335.00$ All Other Occupancies Annual Inspections Tier 1 - 5,000 sq. ft. or less flat [2]134.00$ Tier 2 - 5,001 to 20,000 sq. ft.flat [2]214.00$ Tier 3 - 20,001 and greater flat [2]335.00$ 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]160.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Additional Reinspection fees shall apply for phased inspection projects at the discretion of the Fire Marshall [4] 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 14, 2022 Item #7 Page 334 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit [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 June 14, 2022 Item #7 Page 335 of 454 Fee Name Fee Type Notes Fee/Deposit Police Fees Audio / Photos on Disk each [2]40.00$ Burglary Alarm Registration Fee each [2]26.00$ False Alarm Response - Second Occurrence each [2]36.00$ False Alarm Response - Additional Occurrence each [2]67.00$ 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]55.00$ Dispatch Records Searches per query [2]20.00$ Entertainment License each [2]280.00$ Fingerprinting processing Fee each [2],[5]24.00$ Fix-It Ticket - moving violation each [2],[6]19.00$ Fix-It Ticket - parking/registration violation each [2],[6]12.00$ Handicap Placard Violation Waiver Processing Fee each [2],[7]26.00$ Photograph Copy - Subpoena or Records requests that require retrieval in QueTel evidence program.each [2]19.00$ Police/Fire - Emergency Response DUI Traffic Collision (max $12,000 per incident)each [1] Actual Cost Production of body worn camera videos. Staff time per hour of production and redaction of videos.each [1] Actual Cost Report Copy Fee (Free to Victim)each [2]12.00$ Rental of Conference rooms to Safety Personnel each [2]210.00$ Storage/Impounded Vehicle Administrative Charge each [2]145.00$ Administrative Fee - DUI each [1]22.00$ Massage license permit (plus fingerprint processing fee)each [4]146.00$ 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]80.00$ [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [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 14, 2022 Item #7 Page 336 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Administrative Citation Penalties 1st Violation of a City Ordinance each [2]100.00$ 2nd Violation of a City Ordinance each [2]200.00$ 3rd Violation of a City Ordinance each [2]500.00$ Subsequent violation of same ordinance within one year each [2]500.00$ Vehicle, Traffic, and Parking Civil Penalties CA Vehicle Code Parking Violation, if not specified by separate fee amount (rounded)each [3]48.00$ CA VC 22500(i) Bus Zone each [3]263.00$ CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$ CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading Area each [3]343.00$ CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$ CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$ CA Vehicle Code Violation for Equipment, if not specified by separate fee amount (rounded)each [3]38.00$ CA VC 4000(a) Expired Registration each [3]63.00$ CA VC 26100C Tinted Covers on Headlights each [3]48.00$ CA VC 28071 Passenger Car Bumpers Required each [3]88.00$ Carlsbad Municipal Code Parking Violations, if violation not established by the CA Vehicle Code Parking Violation or CA Vehicle Code Equipment Violation. each [1]50.00$ [Notes] [1] Set per City policy [2] Set per City of Carlsbad Resolution 2001-167 and limit set per CA Government Code Section 36900 [B] [3] Set per City Policy to the San Diego County Sheriff's Department Parking Fee Violation Table. June 14, 2022 Item #7 Page 337 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Trash Collection Rates (Stormwater fee included) Residential Services 3-Cart (64 or 96 gallon cart)[1]28.02$ 3-Cart Low Generator (35 gallon cart)[1]25.54$ Back Yard Service Fee (added to curbside rate)[1]35.26$ Additional Solid Waste Cart [1]3.05$ Additional Recycled Materials Cart (4+)[1]3.05$ Additional Organics Cart (4+)[1]3.05$ Commercial Services Commercial Solid Waste - 64 or 96 Gallon Cart One pick-up per week [1]27.94$ Two pick-ups per week [1]55.90$ Three pick-ups per week [1]83.84$ Four pick-ups per week [1]108.27$ Five pick-ups per week [1]132.80$ Six pick-ups per week [1]157.31$ Extra pick-up per week [1]13.16$ Commercial 96 Gallon Cart - Recycling and Organics Included One pick-up per week [1]58.61$ Two pick-ups per week [1]103.60$ Three pick-ups per week [1]148.54$ Four pick-up per week [1]191.82$ Five pick-ups per week [1]235.29$ Six pick-ups per week [1]278.71$ Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]12.77$ Commercial Solid Waste Yard Bins 1-yard bin - one pick-up per week [1]73.64$ 1-yard bin - two pick-ups per week [1]125.08$ 1-yard bin - three pick-ups per week [1]176.71$ 1-yard bin - four pick-ups per week [1]228.18$ 1-yard bin - five pick-ups per week [1]279.90$ 1-yard bin - six pick-ups per week [1]331.56$ 1-yard bin - extra pick-up [1]35.42$ 2-yard bin - one pick-up per week [1]100.03$ 2-yard bin - two pick-ups per week [1]176.04$ 2-yard bin - three pick-ups per week [1]252.09$ 2-yard bin - four pick-ups per week [1]328.01$ 2-yard bin - five pick-ups per week [1]404.09$ 2-yard bin - six pick-ups per week [1]480.12$ 2-yard bin - extra pick-up [1]48.11$ 3-yard bin - one pick-up per week [1]135.89$ June 14, 2022 Item #7 Page 338 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - two pick-ups per week [1]247.77$ 3-yard bin - three pick-ups per week [1]359.63$ 3-yard bin - four pick-ups per week [1]480.12$ 3-yard bin - five pick-ups per week [1]583.36$ 3-yard bin - six pick-ups per week [1]695.26$ 3-yard bin - extra pick-up [1]64.57$ 4-yard bin - one pick-up per week [1]181.22$ 4-yard bin - two pick-ups per week [1]338.41$ 4-yard bin - three pick-ups per week [1]495.67$ 4-yard bin - four pick-ups per week [1]652.86$ 4-yard bin - five pick-ups per week [1]810.07$ 4-yard bin - six pick-ups per week [1]967.29$ 4-yard bin - extra pick-up [1]77.25$ 5-yard bin - one pick-up per week [1]226.57$ 5-yard bin - two pick-ups per week [1]429.15$ 5-yard bin - three pick-ups per week [1]631.69$ 5-yard bin - four pick-ups per week [1]810.07$ 5-yard bin - five pick-ups per week [1]1,036.82$ 5-yard bin - six pick-ups per week [1]1,239.40$ 5-yard bin - extra pick-up [1]89.90$ 6-yard bin - one pick-up per week [1]247.77$ 6-yard bin - two pick-ups per week [1]480.12$ 6-yard bin - three pick-ups per week [1]695.26$ 6-yard bin - four pick-ups per week [1]967.29$ 6-yard bin - five pick-ups per week [1]1,239.40$ 6-yard bin - six pick-ups per week [1]1,588.05$ 6-yard bin - extra pick-up [1]112.39$ Commercial Split Bins (includes 2 locks )[1] One pick-up per week [1]109.74$ Two pick-ups per week [1]200.29$ Three pick-ups per week [1]290.82$ Four pick-ups per week [1]381.35$ Five pick-ups per week [1]471.88$ Six pick-ups per week [1]562.43$ Commercial Bin Compactor - Solid Waste 3-yard bin - one pick-up per week [1]190.49$ 3-yard bin - two pick-ups per week [1]356.71$ 3-yard bin - three pick-ups per week [1]522.93$ 3-yard bin - four pick-ups per week [1]689.14$ 3-yard bin - five pick-ups per week [1]855.37$ 3-yard bin - six picks-up per week [1]1,021.63$ 3-yard bin - extra pick-up [1]77.47$ 4-yard bin - one pick-up per week [1]314.57$ June 14, 2022 Item #7 Page 339 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 4-yard bin - two pick-ups per week [1]602.70$ 4-yard bin - three pick-ups per week [1]891.27$ 4-yard bin - four pick-ups per week [1]1,179.78$ 4-yard bin - five pick-ups per week [1]1,468.39$ 4-yard bin - six picks-up per week [1]1,757.05$ 4-yard bin - extra pick-up [1]127.93$ 6-yard bin - one pick-up per week [1]491.72$ 6-yard bin - two pick-ups per week [1]969.21$ 6-yard bin - three pick-ups per week [1]1,447.56$ 6-yard bin - four pick-ups per week [1]1,926.40$ 6-yard bin - five pick-ups per week [1]2,405.46$ 6-yard bin - six picks-up per week [1]2,884.62$ 6-yard bin - extra pick-up [1]199.96$ Commercial Recycling 32 gal cart - one pick-up per week [1]20.43$ 32 gal cart - two pick-ups per week [1]40.87$ 32 gal cart - three pick-ups per week [1]61.30$ 32 gal cart - four pick-ups per week [1]79.15$ 32 gal cart - five pick-ups per week [1]97.09$ 32 gal cart - six pick-ups per week [1]115.01$ 64 or 96 gal cart - one pick-up per week [1]22.36$ 64 or 96 gal cart - two pick-ups per week [1]44.72$ 64 or 96 gal cart - three pick-ups per week [1]67.07$ 64 or 96 gal cart - four pick-ups per week [1]86.62$ 64 or 96 gal cart - five pick-ups per week [1]106.24$ 64 or 96 gal cart - six pick-ups per week [1]125.85$ 64 or 96 gal cart - extra pick-up [1]10.53$ 1-yard bin - one pick-up per week [1]58.91$ 1-yard bin - two pick-ups per week [1]100.06$ 1-yard bin - three pick-ups per week [1]141.37$ 1-yard bin - four pick-ups per week [1]182.54$ 1-yard bin - five pick-ups per week [1]223.92$ 1-yard bin - six pick-ups per week [1]265.25$ 1-yard bin - extra pick-up [1]28.33$ 2-yard bin - one pick-up per week [1]80.03$ 2-yard bin - two pick-ups per week [1]140.83$ 2-yard bin - three pick-ups per week [1]201.67$ 2-yard bin - four pick-ups per week [1]262.40$ 2-yard bin - five pick-ups per week [1]323.27$ 2-yard bin - six pick-ups per week [1]384.10$ 2-yard bin - extra pick-up [1]38.49$ 3-yard bin - one pick-up per week [1]108.71$ 3-yard bin - two pick-ups per week [1]198.22$ June 14, 2022 Item #7 Page 340 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - three pick-ups per week [1]287.71$ 3-yard bin - four pick-ups per week [1]384.10$ 3-yard bin - five pick-ups per week [1]466.69$ 3-yard bin - six pick-ups per week [1]556.20$ 3-yard bin - seven pick-ups per week [1]648.13$ 3-yard bin - extra pick-up [1]51.65$ 4-yard bin - one pick-up per week [1]144.97$ 4-yard bin - two pick-ups per week [1]270.73$ 4-yard bin - three pick-ups per week [1]396.53$ 4-yard bin - four pick-ups per week [1]522.29$ 4-yard bin - five pick-ups per week [1]648.06$ 4-yard bin - six pick-ups per week [1]773.83$ 4-yard bin - seven pick-ups per week [1]899.72$ 4-yard bin - extra pick-up [1]61.80$ 5-yard bin - one pick-up per week [1]181.25$ 5-yard bin - two pick-ups per week [1]343.32$ 5-yard bin - three pick-ups per week [1]505.35$ 5-yard bin - four pick-ups per week [1]648.06$ 5-yard bin - five pick-ups per week [1]829.45$ 5-yard bin - six pick-ups per week [1]991.52$ 5-yard bin - extra pick-up [1]71.92$ 6-yard bin - one pick-up per week [1]198.22$ 6-yard bin - two pick-ups per week [1]384.10$ 6-yard bin - three pick-ups per week [1]556.20$ 6-yard bin - four pick-ups per week [1]773.83$ 6-yard bin - five pick-ups per week [1]991.52$ 6-yard bin - six pick-ups per week [1]1,270.44$ 6-yard bin - extra pick-up [1]89.92$ Commercial Bin Compactor - Recycling 3-yard bin - one pick-up per week [1]152.39$ 3-yard bin - two pick-ups per week [1]285.37$ 3-yard bin - three pick-ups per week [1]418.35$ 3-yard bin - four pick-ups per week [1]551.31$ 3-yard bin - five pick-ups per week [1]684.30$ 3-yard bin - six picks-up per week [1]817.30$ 3-yard bin - extra pick-up [1]61.97$ 4-yard bin - one pick-up per week [1]251.66$ 4-yard bin - two pick-ups per week [1]482.16$ 4-yard bin - three pick-ups per week [1]713.01$ 4-yard bin - four pick-ups per week [1]943.82$ 4-yard bin - five pick-ups per week [1]1,174.72$ 4-yard bin - six picks-up per week [1]1,405.64$ 4-yard bin - extra pick-up [1]102.34$ June 14, 2022 Item #7 Page 341 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 6-yard bin - one pick-up per week [1]393.38$ 6-yard bin - two pick-ups per week [1]775.37$ 6-yard bin - three pick-ups per week [1]1,158.04$ 6-yard bin - four pick-ups per week [1]1,541.12$ 6-yard bin - five pick-ups per week [1]1,924.37$ 6-yard bin - six picks-up per week [1]2,307.70$ 6-yard bin - extra pick-up [1]159.97$ Commercial Organics Recycling 32 gal cart - one pick-up per week [1]20.43$ 32 gal cart - two pick-ups per week [1]40.87$ 32 gal cart - three pick-ups per week [1]61.30$ 32 gal cart - four pick-ups per week [1]79.15$ 32 gal cart - five pick-ups per week [1]97.09$ 32 gal cart - six pick-ups per week [1]115.01$ 64 or 96 gal cart - one pick-up per week [1]22.36$ 64 or 96 gal cart - two pick-ups per week [1]44.72$ 64 or 96 gal cart - three pick-ups per week [1]67.07$ 64 or 96 gal cart - four pick-ups per week [1]86.62$ 64 or 96 gal cart - five pick-ups per week [1]106.24$ 64 or 96 gal cart - six pick-ups per week [1]125.85$ 64 or 96 gal cart - extra pick-up [1]10.53$ 1-yard bin - one pick-up per week [1]58.91$ 1-yard bin - two pick-ups per week [1]100.06$ 1-yard bin - three pick-ups per week [1]141.37$ 1-yard bin - four pick-ups per week [1]182.54$ 1-yard bin - five pick-ups per week [1]223.92$ 1-yard bin - six pick-ups per week [1]265.25$ 1-yard bin - extra pick-up [1]28.33$ 1.5-yard bin - one pick-up per week [1]69.47$ 1.5-yard bin - two pick-ups per week [1]120.45$ 1.5-yard bin - three pick-ups per week [1]171.52$ 1.5-yard bin - four pick-ups per week [1]222.47$ 1.5-yard bin - five pick-ups per week [1]273.60$ 1.5-yard bin - six pick-ups per week [1]324.67$ 1.5-yard bin - extra pick-up [1]33.41$ 2-yard bin - one pick-up per week [1]80.03$ 2-yard bin - two pick-ups per week [1]140.83$ 2-yard bin - three pick-ups per week [1]201.67$ 2-yard bin - four pick-ups per week [1]262.40$ 2-yard bin - five pick-ups per week [1]323.27$ 2-yard bin - six pick-ups per week [1]384.10$ 2-yard bin - extra pick-up [1]38.49$ 3-yard bin - one pick-up per week [1]108.71$ June 14, 2022 Item #7 Page 342 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 3-yard bin - two pick-ups per week [1]198.22$ 3-yard bin - three pick-ups per week [1]287.71$ 3-yard bin - four pick-ups per week [1]384.10$ 3-yard bin - five pick-ups per week [1]466.69$ 3-yard bin - six pick-ups per week [1]556.20$ 3-yard bin - extra pick-up [1]51.65$ 4-yard bin - one pick-up per week [1]144.97$ 4-yard bin - two pick-ups per week [1]270.73$ 4-yard bin - three pick-ups per week [1]396.53$ 4-yard bin - four pick-ups per week [1]522.29$ 4-yard bin - five pick-ups per week [1]648.06$ 4-yard bin - six pick-ups per week [1]773.83$ 4-yard bin - extra pick-up [1]61.80$ Commercial Bin Compactor - Organics Recycling 3-yard bin - one pick-up per week [1]152.39$ 3-yard bin - two pick-ups per week [1]285.37$ 3-yard bin - three pick-ups per week [1]418.35$ 3-yard bin - four pick-ups per week [1]551.31$ 3-yard bin - five pick-ups per week [1]684.30$ 3-yard bin - six picks-up per week [1]817.30$ 3-yard bin - extra pick-up [1]61.97$ 4-yard bin - one pick-up per week [1]251.66$ 4-yard bin - two pick-ups per week [1]482.16$ 4-yard bin - three pick-ups per week [1]713.01$ 4-yard bin - four pick-ups per week [1]943.82$ 4-yard bin - five pick-ups per week [1]1,174.72$ 4-yard bin - six picks-up per week [1]1,405.64$ 4-yard bin - extra pick-up [1]102.34$ 6-yard bin - one pick-up per week [1]393.38$ 6-yard bin - two pick-ups per week [1]775.37$ 6-yard bin - three pick-ups per week [1]1,158.04$ 6-yard bin - four pick-ups per week [1]1,541.12$ 6-yard bin - five pick-ups per week [1]1,924.37$ 6-yard bin - six picks-up per week [1]2,307.70$ 6-yard bin - extra pick-up [1]159.97$ Special Haul Bin Rate 3-yard bin - one pick-up per week [1]166.12$ 3-yard bin - two pick-ups per week [1]259.62$ 3-yard bin - three pick-ups per week [1]353.11$ 3-yard bin - four pick-ups per week [1]446.61$ 3-yard bin - five pick-ups per week [1]540.12$ 3-yard bin - six pick-ups per week [1]633.62$ 3-yard bin - extra pick-up [1]54.24$ June 14, 2022 Item #7 Page 343 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Construction and Demolition Recycling Special Haul Bin (no Storm Water Fees) 1 week or less [1]117.32$ 2-yard temporary C&D Recycling Bin [1]136.79$ 3-yard temporary C&D Recycling Bin [1]139.03$ 4-yard temporary C&D Recycling Bin [1]151.10$ 6-yard temporary C&D Recycling Bin [1]156.09$ Other Fees and Charges Bin Exchange [1]75.92$ Bin Lock Set Up Fee [1]47.45$ Locking Fee [1]18.04$ Overloaded Bins [1]65.37$ Bin paint charge fee - allowed 1 per year. After first paint within one year, there will be a charge per paint request.[1]130.67$ Bin Relocation (first 25 feet free)9.02$ Special haul bin delivery [1]52.33$ Certified burial at Miramar plus special handling fee charged by Miramar [1]409.62$ Commercial Return to Service Fee - The return to service fee for two or more calls in a one-month period by a bin [1]84.19$ Copy Fee - The charge for copies requested by customers [1]1.79$ Delivery of extra cart [1]14.66$ Late Fee - There will be a minimum fee on any delinquent account - $3 minimum charge [1]4.51$ Bulky Item - Exceeding 5 per pick up - First item [1]53.30$ Bulky Item - Exceeding 5 per pick up - each addl item [1]13.66$ Per Bulky Item - first item [1]53.30$ Per Bulky Item - each additional item [1]13.66$ Bulky Item requiring 2 people to handle [1]76.54$ 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. [1]67.96$ Scout service per bin per service [1]61.49$ Residential Return to Service Fee - The return to service fee for two or more calls in a one-month period by a residential customer [1]42.81$ Restart Fee - The fee for restarting commercial service when a permanent account has been terminated for non-payment.[1]25.68$ Roll off Service Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up Commercial Bulky Item Pick-Ups June 14, 2022 Item #7 Page 344 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Service Fee - Roll off service [1]278.87$ Disposal Fee per Ton (pass through)[1]51.05$ Recycling Processing Fee per Ton (pass through)[1]35.51$ Organics Processing Fee per Ton (pass through)[1]77.87$ C&D Processing Fee per Ton (pass through)[1]73.28$ Contaminated Load (per occurrence)[1]278.87$ Roll off - Demurrage Per Day Charge [1]5.94$ Delivery [1]71.77$ Delivery Demo (includes signage) [1]75.87$ Relocation Charge onsite [1]56.07$ Relocation Charge offsite [1]79.99$ Wash Out Receiver Boxes [1]64.15$ Dead Run charge [1]96.15$ Standby charge after 5 minutes [1]2.54$ [Notes] [1] Set per contract by Republic Services June 14, 2022 Item #7 Page 345 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Utility Account and Service Fees Water Account Fees Discontinuation of Service - Non-Payment (Shut-off)each [2]48.00$ Service Reconnection (Non-Payment) - Same Day / Non-Business hours (After Hours Turn-On)each [2],[3]216.00$ Continuity of Service each [2]9.00$ Electronic Notice (in lieu of door hanger)each [2]3.00$ Door Hanger Notice each [2]20.00$ New Account Set Up (Admin)each [2]40.00$ Service Reconnection for Non-Payment (Next Day) Business Hours (Next Scheduled Day Turn-On)each [2],[3]100.00$ New Account Service Connection - (Same Day) Business Hours (Same Day Turn-On)each [2]136.00$ 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]232.00$ Potable Water Meter - Construction Meter Relocation each [2]103.00$ 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]20.00$ Potable Backflow Preventer Annual Testing - 3rd Notice per month [1]50.00$ Potable Water Shutdown Fee each [1]867.00$ Recycled Water Fees Recycled Backflow Preventer Annual Testing - 2nd Notice per month [2]13.00$ Recycled Backflow Preventer Annual Testing - 3rd Notice per month [2]39.00$ 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] Actual Cost Recycled Water Meter - Construction Meter Deposit deposit [1]900.00$ Recycled Water Meter - Construction Meter Installation each [2]232.00$ Recycled Water Meter - Construction Meter Relocation each [2]103.00$ E28 Recycled Water Shutdown - Actual Cost each [2]867.00$ Wastewater Fees Fats, Oils, and Grease (FOG) Fee each [1]151.00$ 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]163.00$ June 14, 2022 Item #7 Page 346 of 454 I I I I 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. Indexed to West Region Urban CPI. [3] Set per CA Health and Safety Code 1169149(a)(1) June 14, 2022 Item #7 Page 347 of 454 Fee Name Fee Type Notes Fee/Deposit Utility Meter Installation Fees Potable Water (meter size, inches) 5/8" Ultrasonic per [1]399.00$ Fire Protection – 5/8" Ultrasonic per [1]399.00$ 3/4” Ultrasonic per [1]395.00$ 1” Ultrasonic per [1]506.00$ 1-1/2” Ultrasonic per [1]614.00$ 1-1/2” Turbo per [1]745.00$ 2” Ultrasonic per [1]873.00$ 2” Turbo per [1]918.00$ 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" Ultrasonic per [1]399.00$ Fire Protection – 5/8" Ultrasonic per [1]399.00$ 3/4” Ultrasonic per [1]395.00$ 1” Ultrasonic per [1]506.00$ 1-1/2” Turbo per [1]745.00$ 2” Turbo per [1]918.00$ 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 Utility Potable and Recycled Water Connection Fees (meter size, inches) Ultrasonic 5/8” each [1]4,870.00$ 3/4”each [1]6,943.00$ 1”each [1]10,958.00$ 1-1/2”each [1]20,699.00$ 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. These fees are in addition to the Meter Installation Fees and SDCWA Fees. June 14, 2022 Item #7 Page 348 of 454 Fee Name Fee Type Notes Fee/Deposit 2”each [1]31,172.00$ 3”each [1]52,737.00$ 4”each [1]82,036.00$ 6”each [1] 152,352.00$ 8”each [1] 180,069.00$ Turbo (All Irrigation Meters) 1-1/2”each [1]24,300.00$ 2”each [1]38,963.00$ 3”each [1]82,036.00$ 4”each [1] 234,389.00$ 6”each [1] 468,769.00$ 8”each [1] 656,502.00$ [Notes] [1] Set per City policy June 14, 2022 Item #7 Page 349 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit San Diego County Water Authority (SDCWA) Fees SDCWA System Capacity Charge (meter size, inches) Fire Protection per [1] Based on size of meter 5/8" Displacement per [1]5,328.00$ 3/4” Displacement per [1]5,328.00$ 1” Displacement per [1]8,525.00$ 1-1/2” Displacement per [1]15,984.00$ 1-1/2” Turbo per [1]15,984.00$ 2” Displacement per [1]27,706.00$ 2” Turbo per [1]27,706.00$ 3” per [1]51,149.00$ 4” per [1]87,379.00$ 6”per [1] 159,840.00$ 8”per [1] 277,056.00$ 10”per [1] 415,584.00$ 12”per [1] 703,296.00$ Water Treatment Capacity Charge (meter size, inches) Fire Protection per [1] Based on size of meter 5/8" Displacement per [1]149.00$ 3/4” Displacement per [1]149.00$ 1” Displacement per [1]238.00$ 1-1/2” Displacement per [1]447.00$ 1-1/2” Turbo per [1]447.00$ 2” Displacement per [1]775.00$ 2” Turbo per [1]775.00$ 3” per [1]1,430.00$ 4” per [1]2,443.00$ 6”per [1]4,470.00$ 8”per [1]7,748.00$ 10”per [1]11,622.00$ 12”per [1]19,668.00$ [Notes] [1] 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, 2022, and are in addition to the Meter Installation Fees and Potable and Reclaimed Connection Fees. June 14, 2022 Item #7 Page 350 of 454 I I I I Section 2 Development Related Service Fees June 14, 2022 Item #7 Page 351 of 454 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]847.00$ 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 or lot, whichever is greater)per unit/lot [2]2,831.00$ 5 or more units or lot subdivision per permit [2]4,610.00$ Emergency flat [2]573.00$ Exemption flat [2]316.00$ Minor Permit flat [2]1,111.00$ Non-Residential + 10 cents per square foot flat [2]1,255.00$ Single Family Lot flat [2]1,398.00$ Conditional Use Permit (CUP) Within Biological Habitat Preserve flat [2]1,096.00$ Minor flat [2]975.00$ Regular flat [2]5,821.00$ Daycare Permit (7 - 14 Children)flat [2]272.00$ Environmental Impact Assessment (EIA) Initial Study - NEGATIVE DECLARATION flat [2]2,243.00$ Initial Study - MITIGATED NEG DEC flat [2]1,234.00$ Environmental Impact Report (EIR) Addendum First 20 hours of project planner base fee (flat) [2]3,261.00$ >20 hours of project planner per hour [2]106.00$ Focused/Supplemental (requiring a public hearing) First 120 hours of project planner and 20 hours of project engineer base fee (flat) [2]16,471.00$ >120 project planner hours and >20 project engineer hours per hour [2]244.00$ FULL EIR First 180 hours of project planner and 40 hours of project engineer base fee (flat) [2]25,259.00$ >180 project planner hours and >40 project engineer hours per hour [2]244.00$ June 14, 2022 Item #7 Page 352 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Fish & Game Fee Environmental Impact Report (EIR)flat [5] $ 3,589.25 Environmental Document pursuant to a Certified Regulatory Program (CRP)flat [5] $ 1,253.25 Negative Declaration (ND) /Mitigated Negative Declaration (MND)flat [5] $ 2,598.00 Extensions to projects in process flat [1] 25% of current fee General Plan Amendment deposit [2]5,541.00$ Habitat Management Plan (HMP) Amendment to Plan Document - Major - first 60 hours of project planner base fee (flat) [2]6,939.00$ >60 hours of project planner per hour [2]106.00$ Amendment to Plan Document - Minor flat [2]4,186.00$ Permit - Major -first 40 hours of project planner base fee (flat) [2]5,074.00$ >40 hours or project planner per hour [2]106.00$ Permit - Minor - first 20 hours of project planner base fee (flat) [2]703.00$ >20 hours of project planner per hour [2]106.00$ Permit - MINOR W/MINISTERIAL PERMIT flat [2]1,249.00$ Hillside Development Permit - Major - first 40 hours of project planner base fee (flat) [2]3,261.00$ Hillside Development Permit - Minor - first 20 hours of project planner base fee (flat) [2]1,613.00$ Inspection - Additional Planning per hour [2]106.00$ Inspection - Overtime per hour per hour [2]121.00$ Landscape Plan Check / Inspection Fees City Processing Fee per project [2]318.00$ Contractor Cost per project [1] Actual Cost Local Coastal Plan - Amendment flat [2]8,100.00$ 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]8,630.00$ First 200 hours of project planner and 100 hours of project engineer base fee (flat) [2]36,154.00$ >200 project planner hours and >100 project engineer hours per hour [2]311.00$ Major Amendment First 100 hours of project planner and 40 hours of project engineer base fee (flat) [2]17,208.00$ June 14, 2022 Item #7 Page 353 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit >100 project planner hours and >40 project engineer hours per hour [2]290.00$ Minor Amendment First 30 hours of project planner and 7 hours of project engineer base fee (flat) [2]2,165.00$ >30 project planner hours and >7 project engineer hours per hour [2]290.00$ Non-Conforming Construction Permit flat [2]905.00$ Notice Fee (+ postage)flat [1] Actual Cost Plan Consistency Determination [2]918.00$ Planned Development (residential/non-residential) - 5 or more lots/units - Major Subdivision per project [2]10,853.00$ Planned Development (residential/non-residential) - 4 or fewer lots/units per project [2]3,914.00$ Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge Planning Commission Determination-other flat [2]2,122.00$ Postage (All)flat [1] Current Postage Rate x Number of labels Precise Development Plan flat [2]9,878.00$ Preliminary Plan Review - Major (Other)flat [2]918.00$ Preliminary Plan Review - Minor (SFD)flat [2]258.00$ 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]545.00$ Sign Program Sign Permit (including non-commercial)flat [2]79.00$ Sign Program flat [2]1,369.00$ Modified Minor Sign Program flat [2]907.00$ Modified Regular Sign Program flat [2]3,414.00$ Site Development Plan Minor - Village Area Request for a Parking Option flat [2]1,163.00$ Minor - Residential, less than or equal to 4 units/lots or as required per CMC/PLAN flat [2]5,800.00$ Major - 5 or more units/lots or as required per CMC/PLAN flat [2]14,710.00$ Special Use Permit - Other flat [2]4,451.00$ Special Use Permit - Floodplain flat [2]4,451.00$ Specific Plan Base Fee First 200 hours of project planner and 60 hours of project engineer base fee (flat) [2]33,581.00$ June 14, 2022 Item #7 Page 354 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit >200 project planner hours and >60 project engineer hours per hour [2]290.00$ Amendment - Major First 180 hours of project planner and 30 hours of project engineer base fee (flat) [2]25,901.00$ >180 project planner hours and >30 project engineer hours per hour [2]290.00$ Amendment - Minor First 20 hours of project planner and 7 hours of project engineer base fee (flat) [2]1,885.00$ >20 project planner hours and >7 project engineer hours per hour [2]290.00$ Street Name Change flat [2]1,920.00$ Tentative Maps Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]4,939.00$ Tentative Tract Map - 5 - 49 units/lots flat [2]10,695.00$ Tentative Tract Map - 50 + units/lots flat [2]16,332.00$ Tentative Tract Map Litigation Stay flat [1] 25% of current fee Third Party Review Processing Fee per project [2]652.00$ Consultant Cost per project [1] Actual Cost Variance flat [2]3,670.00$ Variance - Minor flat [2]975.00$ Village Area Village Area Review - Administrative flat [2]533.00$ Village Area Review - Major - Plus Noticing Costs flat [2]3,775.00$ Village Area Review - Minor - Plus Noticing Costs flat [2]2,059.00$ Wireless Communication Third Party Review flat [1] Actual Cost Zone Change flat [2]6,365.00$ Zone Code Compliance Letter flat [2]150.00$ Research Fee per hour [2]150.00$ 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]106.00$ TOTAL June 14, 2022 Item #7 Page 355 of 454 I I I I 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. Indexed to West Region Urban CPI. [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 $50.00 County Clerk processing fee. Updated with new fees effective Jan. 1, 2022. June 14, 2022 Item #7 Page 356 of 454 Fee Name Fee Type Notes Fee/Deposit Engineering Department Fees Adjustment Plat per project [2]1,670.00$ 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]1,355.00$ Certificate of Compliance In Lieu of Parcel Map each [2]3,564.00$ Certificate of Correction each [2]1,053.00$ Construction Change Review - Major Base Fee per project [2]889.00$ Plus fee per sheet per sheet [2]291.00$ Construction Change Review - Minor Base Fee per project [2]631.00$ Plus fee per sheet per sheet [2]184.00$ Developer Agreements - Deposit $10,000 increments (Consistent with city payroll records + overhead)deposit [1] Actual Cost Easement Document Processing and Recording - Major (all others) per project [2]845.00$ Easement Document Processing and Recording - Minor (Single Family Lot)per project [2]150.00$ Encroachment Agreement Processing per project [2]437.00$ Grading Permit Investigation Fee (Consistent with city payroll records + overhead)deposit [1] Actual Cost Grading Plan Check Fees (cubic yard) 0 - 100 CY flat [2]549.00$ 101 CY flat [2]1,100.00$ each additional 100 CY up to 1,000 each [2]226.00$ 1,001 CY flat [2]3,290.00$ each additional 1,000 CY up to 10,000 each [2]194.78$ 10,001 flat [2]5,178.00$ each additional 10,000 CY up to 100,000 each [2]280.56$ 100,001 flat [2]7,898.00$ each additional 10,000 CY up to 200,000 each [2]443.00$ 200,001 flat [2]12,669.00$ each additional 100,000 CY up to 400,000 each [2]143.00$ 400,001 flat [2]12,977.00$ each additional 100,000 CY up to 1,000,000 each [2]143.00$ 1,000,001 flat [2]13,902.00$ each additional 100,00 CY each [2]1,290.70$ Grading Permit Fees (cubic yard) 0 - 100 CY flat [2],[4], [5]549.00$ June 14, 2022 Item #7 Page 357 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit 101 CY flat [2],[4], [5]557.00$ each additional 100 CY up to 1,000 each [2],[4], [5]103.78$ 1,001 CY flat [2],[4], [5]1,563.00$ each additional 1,000 CY up to 10,000 each [2],[4], [5]105.11$ 10,001 flat [2],[4], [5]2,582.00$ each additional 10,000 CY up to 100,000 each [2],[4], [5]200.67$ 100,001 flat [2],[4], [5]4,527.00$ each additional 10,000 CY up to 200,000 each [2],[4], [5]200.10$ 200,001 flat [2],[4], [5]6,682.00$ each additional 100,000 CY up to 400,000 each [2],[4], [5]305.55$ 400,001 flat [2],[4], [5]13,263.00$ each additional 100,000 CY up to 1,000,000 each [2],[4], [5]1,528.33$ 1,000,001 flat [2],[4], [5]23,139.00$ each additional 100,00 CY each [2],[4], [5]2,148.50$ Improvement Plan Review Fee $0 - $20,000 flat [2]1,757.00$ $20,001 flat [2]3,376.00$ each additional $10,000 up to $50,000 each [2]454.67$ $50,001 flat [2]4,845.00$ each additional $10,000 up to $100,000 each [2]385.00$ $100,001 flat [2]6,919.00$ each additional $10,000 up to $250,000 each [2]576.13$ $250,001 flat [2]16,226.00$ each additional $10,000 up to $500,000 each [2]194.44$ $500,001 flat [2]21,461.00$ each additional $10,000 up to $1,000,000 each [2]104.94$ $1,000,001 flat [2]27,112.00$ each additional $10,000 each [2]251.74$ Improvement Inspection $0 - $20,000 flat [2]413.00$ June 14, 2022 Item #7 Page 358 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit $20,001 flat [2]2,183.00$ each additional $10,000 up to $50,000 each [2]678.33$ $50,001 flat [2]4,375.00$ each additional $10,000 up to $100,000 each [2]203.00$ $100,001 flat [2]5,468.00$ each additional $10,000 up to $250,000 each [2]162.87$ $250,001 flat [2]8,099.00$ each additional $10,000 up to $500,000 each [2]187.48$ $500,001 flat [2]13,147.00$ each additional $10,000 up to $1,000,000 each [2]130.20$ $1,000,001 flat [2]20,158.00$ each additional $10,000 each [2]187.17$ Mapping Fees Final Tract Map - Major Subdivision Base Fee per project [2]9,706.00$ additional acre per acre [2]6.00$ Parcel Map - Minor Subdivision per project [2]4,356.00$ Neighborhood Improvement Agreements each [2]204.00$ Oversize Load Permit - 1 trip each [6]16.00$ Oversize Load Permit - Annual/Per Year each [6]90.00$ Quitclaim of Easement each [2]889.00$ Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost Retaining Wall Plan Check Fees Retaining Wall Plan Check Valuation $0 - $50,000 flat [2]450.00$ $50,001 - $250,000 flat [2]2,192.00$ $250,000+flat [2]3,861.00$ Reversion to Acreage deposit [2]3,673.00$ Right-of-Way Permit Minor - Non-Construction each [2]222.00$ Minor - Construction each [2]451.00$ Utility City Processing Fee each [2]365.00$ Inspector's Time hourly [2]144.00$ Utility (by contract)each [2]961.00$ Use - Initial Permit Curb Cafe each [2]451.00$ Outdoor Display each [2]222.00$ Sidewalk Café each [2]451.00$ Use - Annual Renewal Curb Cafe each [2]222.00$ Outdoor Display each [2]222.00$ Sidewalk Café each [2]222.00$ June 14, 2022 Item #7 Page 359 of 454 I I I I Fee Name Fee Type Notes Fee/Deposit Village Area - Curb Café (max of two parking spaces)per space/ per year [2]1,292.00$ Secured Agreement Processing - Extension each [2]415.00$ Secured Agreement Processing - Replacement, plus improvement plan revision fees if required each [2]730.00$ 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 + $20 per lot (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760- 8769) deposit [1] Actual Cost Storm Water Pollution Prevention Plan (SWPPP) Fees Plan Review Fee Tier 1 per site [2]69.00$ Tier 2 per site [2]365.00$ Tier 3 one acre or less [2]835.00$ Tier 3 - Supplemental Fee per acre [2]106.00$ Inspection Fee Tier 1 per site [2]292.00$ Tier 2 per site [2]1,609.00$ Tier 3 one acre or less [2]2,723.00$ Tier 3 - Supplemental Fee per acre [2]443.00$ Storm Water Quality Management Plan (SWQMP) Fees Plan Review - Base Fee each [2]431.00$ Plan Review - For each subsequent acre or portion thereof over one half acre per acre [2]104.00$ Inspection Fee - Base Fee each [2]363.00$ Inspection Fee - For each subsequent acre or portion thereof over one half acre per acre [2]144.00$ Street Vacation - Street/Public Service Easement Vacation - Regular each [2]4,336.00$ Street Vacation - Street/Public Service Easement Vacation - Summary each [2]1,720.00$ Third Party Review Processing Fee per project [2]365.00$ 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]209.00$ June 14, 2022 Item #7 Page 360 of 454 I I I I 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. Indexed to West Region Urban CPI. [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 14, 2022 Item #7 Page 361 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees New Construction, Additions, and Major Remodels [1] 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]1,038.00$ additional sqft up to 4,999 each [2]0.33$ 5,000 sqft flat [2]2,502.00$ additional sqft up to 9,999 each [2]0.44$ 10,000 sqft flat [2]4,685.00$ additional sqft up to 49,999 each [2]0.04$ 50,000 sqft flat [2]6,415.00$ additional sqft up to 99,999 each [2]0.10$ 100,000 sqft flat [2]11,393.00$ 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]984.00$ additional sqft up to 4,999 each [2]0.54$ 5,000 sqft flat [2]3,433.00$ additional sqft up to 9,999 each [2]0.54$ 10,000 sqft flat [2]6,123.00$ additional sqft up to 49,999 each [2]0.05$ 50,000 sqft flat [2]8,118.00$ additional sqft up to 99,999 each [2]0.14$ 100,000 sqft flat [2]15,012.00$ additional sqft each [2]0.15$ 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]1,011.00$ additional sqft up to 4,999 each [2]0.35$ 5,000 sqft flat [2]2,608.00$ additional sqft up to 9,999 each [2]0.23$ 10,000 sqft flat [2]3,780.00$ additional sqft up to 49,999 each [2]0.03$ 50,000 sqft flat [2]4,871.00$ additional sqft up to 99,999 each [2]0.01$ 100,000 sqft flat [2]5,324.00$ June 14, 2022 Item #7 Page 362 of 454 I I I I Fee Name Fee Type NotesFee/Deposit 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]532.00$ additional sqft up to 399 each [2]1.46$ 400 sqft flat [2]825.00$ additional sqft up to 599 each [2]0.67$ 600 sqft flat [2]959.00$ additional sqft up to 999 each [2]0.33$ 1,000 sqft flat [2]1,091.00$ additional sqft up to 2,999 each [2]0.16$ 3,000 sqft flat [2]1,411.00$ additional sqft each [2]0.47$ 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]532.00$ additional sqft up to 399 each [2]1.46$ 400 sqft flat [2]825.00$ additional sqft up to 599 each [2]0.67$ 600 sqft flat [2]959.00$ additional sqft up to 999 each [2]0.33$ 1,000 sqft flat [2]1,091.00$ additional sqft up to 2,999 each [2]0.16$ 3,000 sqft flat [2]1,411.00$ additional sqft each [2]0.47$ 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]879.00$ additional sqft up to 4,999 each [2]0.23$ 5,000 sqft flat [2]1,917.00$ additional sqft up to 9,999 each [2]0.28$ 10,000 sqft flat [2]3,301.00$ additional sqft up to 49,999 each [2]0.02$ 50,000 sqft flat [2]4,365.00$ additional sqft up to 99,999 each [2]0.01$ June 14, 2022 Item #7 Page 363 of 454 Fee Name Fee Type NotesFee/Deposit 100,000 sqft flat [2]4,898.00$ 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]772.00$ additional sqft up to 4,999 each [2]0.22$ 5,000 sqft flat [2]1,757.00$ additional sqft up to 9,999 each [2]0.10$ 10,000 sqft flat [2]2,236.00$ additional sqft up to 49,999 each [2]0.06$ 50,000 sqft flat [2]4,526.00$ additional sqft up to 99,999 each [2]0.05$ 100,000 sqft flat [2]6,894.00$ additional sqft each [2]0.07$ 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]698.00$ additional sqft up to 4,999 each [2]0.21$ 5,000 sqft flat [2]1,650.00$ additional sqft up to 9,999 each [2]0.07$ 10,000 sqft flat [2]2,023.00$ additional sqft up to 49,999 each [2]0.05$ 50,000 sqft flat [2]4,019.00$ additional sqft up to 99,999 each [2]0.04$ 100,000 sqft flat [2]6,042.00$ 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]825.00$ additional sqft up to 4,999 each [2]0.46$ 5,000 sqft flat [2]2,875.00$ additional sqft up to 9,999 each [2]0.34$ 10,000 sqft flat [2]4,551.00$ additional sqft up to 49,999 each [2]0.07$ 50,000 sqft flat [2]7,187.00$ June 14, 2022 Item #7 Page 364 of 454 Fee Name Fee Type NotesFee/Deposit additional sqft up to 99,999 each [2]0.09$ 100,000 sqft flat [2]11,552.00$ additional sqft each [2]0.12$ 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]825.00$ additional sqft up to 4,999 each [2]0.27$ 5,000 sqft flat [2]2,023.00$ additional sqft up to 9,999 each [2]0.40$ 10,000 sqft flat [2]4,046.00$ additional sqft up to 49,999 each [2]0.06$ 50,000 sqft flat [2]6,442.00$ additional sqft up to 99,999 each [2]0.09$ 100,000 sqft flat [2]10,701.00$ additional sqft each [2]0.11$ 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]1,251.00$ additional sqft up to 2,499 each [2]0.44$ 2,500 sqft flat [2]1,917.00$ additional sqft up to 3,999 each [2]0.28$ 4,000 sqft flat [2]2,342.00$ additional sqft up to 5,999 each [2]0.27$ 6,000 sqft flat [2]2,875.00$ additional sqft up to 7,999 each [2]0.29$ 8,000 sqft flat [2]3,460.00$ additional sqft each [2]0.43$ Duplicate Floor Plan Review - Single Family Dwellings and Duplexes 0 - 1,000 sqft flat [2]1,044.00$ additional sqft up to 2,499 each [2]0.26$ 2,500 sqft flat [2]1,438.00$ additional sqft up to 3,999 each [2]0.14$ 4,000 sqft flat [2]1,650.00$ additional sqft up to 5,999 each [2]0.21$ 6,000 sqft flat [2]2,076.00$ additional sqft up to 7,999 each [2]0.19$ 8,000 sqft flat [2]2,449.00$ June 14, 2022 Item #7 Page 365 of 454 Fee Name Fee Type NotesFee/Deposit additional sqft each [2]0.31$ Duplicate Floor Plan Review - Attached or Detached Accessory and Utility Uses 0 - 200 sqft flat [2]506.00$ additional sqft up to 399 each [2]0.80$ 400 sqft flat [2]666.00$ additional sqft up to 599 each [2]0.26$ 600 sqft flat [2]718.00$ additional sqft up to 999 each [2]0.47$ 1,000 sqft flat [2]905.00$ additional sqft up to 2,999 each [2]0.15$ 3,000 sqft flat [2]1,198.00$ additional sqft each [2]0.40$ 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]425.00$ additional sqft up to 4,999 each [2]0.14$ 5,000 sqft flat [2]1,038.00$ additional sqft up to 9,999 each [2]0.07$ 10,000 sqft flat [2]1,384.00$ additional sqft up to 49,999 each [2]0.01$ 50,000 sqft flat [2]1,597.00$ additional sqft up to 99,999 each [2]0.01$ 100,000 sqft flat [2]2,023.00$ additional sqft each [2]0.02$ [Notes] [1] [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. June 14, 2022 Item #7 Page 366 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees Minor/Miscellaneous Residential & Commercial Improvements [3] Above Ground Storage Tank per permit [2]250.00$ Cell Site Radio over 30 ft. high each [2]697.00$ Dish, 10 ft. dia. w/decoder each [2]518.00$ Equipment Enclosure each [2]1,184.00$ Awning or Canopy per permit [2]296.00$ Bollards up to 4pcs per permit [2]370.00$ Certificate of Occupancy per permit [2]16.00$ Decks / Balcony Repair each [2]108.00$ New/Replace each [2]889.00$ Demolition of Building Commercial each [2]206.00$ Residential each [2]592.00$ Fence or Freestanding Wall up to 100'each [2]666.00$ Fire Damage Repair - Residential - Minor per permit [2]248.00$ Fireplace Repair/Replace per permit [2]444.00$ Foundation Repair Commercial each [2]555.00$ Residential each [2]555.00$ Greenhouse per permit [2]555.00$ Manufactured House / Building Commercial per permit [2]314.00$ Residential per permit [2]555.00$ Mobile Home (Within a park, per current edition of Title 25, published by California Division of Housing and Community Development.) per permit [2]629.00$ Partition/ Wall - Interior/Non-Structural <100'per permit [2]374.00$ Patio Frame with Cover each [2]108.00$ Frame with Cover & Walls each [2]592.00$ Screen or Plastic Walls each [2]444.00$ Plastering Outside per permit [2]370.00$ Remodel - Residential Kitchen/Bath each [2]377.00$ Other - up to 500 s.f.each [2]518.00$ Other - above 500 s.f per 100 sqft [2]0.37$ Repairs - Miscellaneous Commercial each [2]394.00$ Residential each [2]93.00$ Retaining Wall June 14, 2022 Item #7 Page 367 of 454 I I I I Fee Name Fee Type NotesFee/Deposit Non-Engineered - City Standard per permit [2]108.00$ Reroofing Commercial per permit [2]286.00$ Residential per permit [2]96.00$ Roof Structure Repair / Reinforcement Commercial each [2]272.00$ Residential each [2]384.00$ Saunas (Steam)per permit [2]333.00$ Sign Wall - Illuminated per permit [2]150.00$ Wall - Non-Illuminated per permit [2]150.00$ Pole per permit [2]370.00$ Monument per permit [2]150.00$ Skylight Commercial each [2]370.00$ Residential each [2]370.00$ Solar - Residential (Up to 10 kW)per permit [2],[4]289.00$ Per kW above 10kW per kW [2],[4]15.00$ Add Residential Battery Back-up per permit [2],[4]222.00$ Add Residential Panel Upgrade per permit [2],[4]258.00$ Add Reverse Tilt System/ Ground Mount per permit [2],[4]333.00$ Solar - Commercial (Up to 50 kW)per permit [2],[4]666.00$ Per kW between 51kW - 250kW per kW [2],[4]7.00$ Per kW above 250kW per kW [2],[4]5.00$ Spray Booth Install / Clean Room per permit [2]267.00$ Stairs New/Replace First Story each [2]407.00$ Additional Story each [2]333.00$ Repair each [2]407.00$ Siding Stucco each [2]407.00$ Stone/Brick Veneer each [2]429.00$ Storage Racks <8 ft, first 100 lf per permit [2]481.00$ each add'l. 100 lf each [2]88.00$ >8 ft, first 100 lf per permit [2]518.00$ >8 ft, ea. Add'l 100 lf each [2]237.00$ Swimming Pool Commercial per permit [2]246.00$ Residential per permit [2]246.00$ Temporary Seating or Bleachers Install per permit [2]555.00$ Trash Enclosure Install per permit [2]258.00$ Windows / Door June 14, 2022 Item #7 Page 368 of 454 Fee Name Fee Type NotesFee/Deposit Commercial each [2]333.00$ Residential each [2]333.00$ 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],[5] 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 $0.50 fee) Penalty for Commencing Work Before Permit Issuance each [6] Double the permit fee Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]148.00$ June 14, 2022 Item #7 Page 369 of 454 Fee Name Fee Type NotesFee/Deposit [Notes] [1] Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] [4] Limited to maximum amounts set by AB 1414. [5] Plan check fee based on 70% of the current building permit fee and is due upon initial submittal [6] CMC 18.20.010 and CMC 18.04.010 Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. June 14, 2022 Item #7 Page 370 of 454 Fee Name Fee Type NotesFee/Deposit Building Department Fees Simple Single or Combination Permits (see list of simple items)per permit [1]208.00$ Water Heater Only per permit [1]116.00$ Complex Mechanical Permits FAU less than 100,000 Btu/h per permit [1]518.00$ FAU greater than 100,000 Btu/h per permit [1]666.00$ Floor furnace (including vent)per permit [1]370.00$ Suspended, wall, or floor-mounted heaters per permit [1]296.00$ Appliance vents not included in an appliance permit per permit [1]592.00$ Boiler up to 100,000 Btu/h per permit [1]703.00$ Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]296.00$ Compressor up to 3 HP per permit [1]333.00$ Compressor up to 3 HP to 15 HP per permit [1]348.00$ Other Complex Mechanical per permit [1]444.00$ Complex Electrical Permits Commercial Appliance per permit [1]296.00$ Power Apparatus per permit [1]296.00$ Motor not over 1 HP each [1]296.00$ Motor over 1 HP and not over 10 HP each [1]296.00$ Motor over 10 HP and not over 50 HP each [1]296.00$ Motor over 50 HP and not over 100 HP each [1]333.00$ Motor over 100 HP each [1]370.00$ Generator not over 1 KW each [1]296.00$ Generator over 1 KW and not over 10 KW each [1]333.00$ Generator over 10 KW and not over 50 KW each [1]444.00$ Generator over 50 KW and not over 100 KW each [1]444.00$ Generator over 100 KW each [1]518.00$ Transformer not over 1 KVA each [1]370.00$ Transformer over 1 KVA and not over 10 KVA each [1]370.00$ Transformer over 10 KVA and not over 50 KVA each [1]407.00$ Transformer over 50 KVA and not over 100 KVA each [1]444.00$ Transformer over 100 KVA each [1]444.00$ Services of 600 volts or less and over 400 amperes to 1000 amperes in rating each [1]444.00$ Services over 600 volts or over 1000 amperes in rating each [1]592.00$ Other Complex Electrical each [1]444.00$ Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit June 14, 2022 Item #7 Page 371 of 454 Fee Name Fee Type NotesFee/Deposit Complex Plumbing Permits Fire Suppression System / Commercial Hood per permit [1]629.00$ Onsite Sewer 6" & Over per permit [1]407.00$ Onsite Water 6" & Over per permit [1]407.00$ Onsite Storm Drain 6" & Over per permit [1]407.00$ Other Complex Plumbing per permit [1]444.00$ [Notes] [1]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. June 14, 2022 Item #7 Page 372 of 454 ------------------------------------------------------------------ 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 14, 2022 Item #7 Page 373 of 454 Section 3 Development Impact Fees June 14, 2022 Item #7 Page 374 of 454 HOLD FOR NEW MAP FROM GIS June 14, 2022 Item #7 Page 375 of 454 Boundary of Bridge and Thoroughfare District No. 2 (Aviara Parkway -Pointsettia Lane) G32'2I Exempt From Fee Area [=:::J Fee Paid by Agreement ~ Fee Previously Paid [ZZ2l Fee Area c:::::::J Local Facility Management Zones :::;, Fee Boundary Area J:\cbgis\produc:5\Standard Maps\FINANa\feeSchedules\BandT2_Rev2022.pagx Fee Schedule: Zone 5 -$ 421 / ADT * Zone 20 -$ 2,182 / ADT * Zone 21 -$ 1,761 / ADT * *Average Daily Trips (ADT) per SANDAG Vehicular Traffic Generation Rates © 2022 utv of carisbad June 14, 2022 Item #7 Page 376 of 454 City of Carlsbad Local Facilities Management Zones {LFMZ) LEGEND 0 = Outside CFO #1 Zone 1 -No Fee Zone 14 -No Fee Zone 2 -No Fee Zone 15 -No Fee Legend ..r!7 LFMZ i.,::j BOUNDARY 16 Zone 3 -No Fee Zone 16 -S0.40/SqFt Zone 4 -No Fee Zone 17 -$0.40/SqFt (New Construction) ""-~lAll:IJIJII,""'\ Zone 5 -$0.40/SqFt (New Construction) Zone 18 -$0.40/SqFt (New Construction) Zone 6 -$310/Unit Zone 19 -No Fee Zone 7 -No Fee Zone 20 -No Fee Zone 8 • No Fee Zone 21 • No Fee Zone 9 • No Fee Zone 22 • No Fee Zone 10 • No Fee Zone 23 • No Fee Zone 11 • No Fee Zone 24. No Fee Zone 12 • No Fee Zone 25 • No Fee Zone 13 -$0.40/SqFt J1carg1s2\pro<1Jas\plann1ng\r197.08\LFMZ.mxd June 14, 2022 Item #7 Page 377 of 454 Park Districts QuadranVPark Area Quadrant 1 = NW Quadrant 2 = NE Quadrant 3 = SW Quadrant 4 = SE Account No 330 0000 5561 331 0000 5561 332 0000 5561 333 0000 5561 Fee Applicable to Residential Subdivisions Only: Single Family Detached & Duplex (0-lot line or attached wall) Attached Residential (4 units or less) Attached Residential (more than 4 units) Mobile Homes J:\cargis2\productslplanninglr197.08\Par1< Dlstncts.mxd NE SE SW (per unit) 5,728 4,804 4,636 3,696 NW (per unit) 7,649 6,414 6,190 4,934 June 14, 2022 Item #7 Page 378 of 454 Planned Local Drainage Fee Areas J:\cargis2\products\plannlng\r197.08\Ptanned Local Drainage Fees.mxd Fee Name Fee Type Notes Fee Level/Deposit Planned Local Drainage Area Fees (PLDA) PLDA A, Low Runoff per acre 7,421.00$ PLDA B, Low Runoff per acre 2,774.00$ PLDA C, Low Runoff per acre 2,692.00$ PLDA D, Low Runoff per acre 2,553.00$ PLDA A, Medium Runoff per acre 14,757.00$ PLDA B, Medium Runoff per acre 5,347.00$ PLDA C, Medium Runoff per acre 3,809.00$ PLDA D, Medium Runoff per acre 4,177.00$ PLDA A, High Runoff per acre 32,158.00$ PLDA B, High Runoff per acre 12,019.00$ PLDA C, High Runoff per acre 11,669.00$ PLDA D, High Runoff per acre 11,065.00$ 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 14, 2022 Item #7 Page 379 of 454 June 14, 2022 Item #7 Page 380 of 454 CARLSBAD 1635 Faraday Av Carlsbad, CA 92008 (760) 602-2750 VALLECITOS 201 Vallecitos de Oro San Marcos, CA 92069 (760) 744-0460 LEUCADIA 1960 La Costa Av Carlsbad, CA 92009 (760) 753-0155 Sewer Districts Legend Sewer Service Area i==J CARLSBAD ~ VALLECITOS i==J LEUCADIA J:\car is2 roducts\ lannin \r167.05\water Districts.mxd June 14, 2022 Item #7 Page 381 of 454 Sewer Fees Sewer Connection Fees* General Capacity Fee of $1,074 per EDU for All Areas Plus Sewer Benefit Fees Shown Below Sewer Benefit Area Fees* Area A B C D E F G H I J K L M Cost Per EDU ($) 0 0 2,763 2,769 4,083 4,105 0 1,204 0 0 0 0 0 J:\c s\products\SLandard Maps\FINANCE\FeeSchedules. Dale: 51912022 *CMG 13.10.020(C) shall be used to determine Equivalent Dwelling Units (EDU). Legend A,B,C J Sewer Benefit Area Sewer Benefit Area Boundary Previous Sewer Benefit A.-cas I and K arc now in L Fee Name Fee Type Notes Fee/Deposit Affordable Housing Credit Cassia Heights (Southeast and Southwest quadrants)per unit [1]71,405.00$ Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1] 105,678.00$ Affordable Housing Impact Fee Affordable Housing Impact Fee per unit [1]2,925.00$ Affordable Housing In-Lieu Fee (per single-family market rate unit on single-family lot)per unit [2]8,529.00$ Affordable Housing In-Lieu Fee (residential development projects proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2]15.00$ Habitat Mitigation Fees, Per Acre Type D - Coastal Sage Scrub per acre [1]37,036.00$ Type E - Non-Native Grassland per acre [1]18,519.00$ Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]3,704.00$ Traffic Impact Fees Apartment (Inside of CFD 1)per ADT [1]345.00$ Apartment (Outside of CFD 1)per ADT [1]405.00$ Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]137.00$ Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]162.00$ Condominium (Inside of CFD 1)per ADT [1]345.00$ Condominium (Outside of CFD 1)per ADT [1]405.00$ Single Family (Inside of CFD 1)per ADT [1]345.00$ Single Family (Outside of CFD 1)per ADT [1]405.00$ [Notes] [1] Set per City policy [2] Updated via City Council Resolution; effective April 1, 2022. June 14, 2022 Item #7 Page 382 of 454 I I I I RESOLUTION NO. 2022-139 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING THE CITY OF CARLSBAD'S SHARE OF THE FISCAL YEAR 2022-23 OPERATING AND CAPITAL BUDGETS OF THE ENCINA WASTEWATER AUTHORITY EXHIBIT 13 WHEREAS, the City of Carlsbad is a Member Agency to the Encina Joint Powers Agreement (the Encina Agreement) entered into on July 13, 1961, for the acquisition, construction, ownership, operation and maintenance of the Encina Joint Sewer System; and WHEREAS, the Encina Agreement requires approval for the budget of the Encina Wastewater Authority, or EWA, by the Member Agencies following the recommendation of the Joint Advisory Committee, or JAC; and WHEREAS, the City Council of the City of Carlsbad desires to approve said budget and provide for the payment of its share of such expenses in accordance with the allocation provided in the Encina Agreement; and WHEREAS, the Wastewater Fund is projected to have sufficient funds for the payments as they become due. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That the City of Carlsbad's estimated share of the FY 2022-23 Operating Budget of the EWA as approved by the JAC on April 27, 2022, in the amount of $4,558,061 for Wastewater Plant Operations, $1,461,581 for the Carlsbad Water Recycling Facility Operations, as described in Attachment A. 3.That the City of Carlsbad's estimated share of the FY 2022-23 Capital Budget of the EWA as approved by the JAC on April 27, 2022 in the amount of $6,367,800 for Wastewater Plant Capital and $366,000 for Carlsbad Water Recycling Facility Capital is approved, as described in Attachment A. 4.That the City Manager, or a designee, is authorized to approve appropriations to the EWA estimated budgets listed above based on the City of Carlsbad's actual share of the EWA budget. June 14, 2022 Item #7 Page 383 of 454 5.That all outstanding operating encumbrances as of June 30, 2022 are continued into FY 2022-23 for such contracts and obligations. 6.That all Capital Improvement Program budget appropriations and outstanding encumbrances as of June 30, 2022 are continued into FY 2022-23 for such contracts and obligations. 7.That the City Manager, or a designee, is authorized to make payment on behalf of the City of Carlsbad to EWA in accordance with the budget as approved by the JAC pursuant to the Encina Agreement. PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 14th day of June, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. MATT HALL, Mayor � tr FAVIOLA MEDINA, City Clerk Services Manager (SEAL) June 14, 2022 Item #7 Page 384 of 454 June 14, 2022 Item #7 Page 385 of 454 Attachment A Mission Statement “As an environmental leader, EWA provides reliable and ϔiscally responsible wastewater services to the communities we serve while optimizing use of renewable resources.” Proudly Serving Buena Sanitation District City of Carlsbad City of Encinitas City of Vista Leucadia Wastewater District Vallecitos Water District June 14, 2022 Item #7 Page 386 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 ENCINA WASTEWATER AUTHORITY RECOMMENDED FY2023 OPERATING & CAPITAL BUDGETS TABLE OF CONTENTS INTRODUCTION Letter of Transmittal ............................................................................................................................................................................... 1 Policy Brief: Workforce Staffing Strategy ............................................................................................................................................... 3 Operating Budget Revenue and Expense Summary ................................................................................................................................ 9 Operating Budget: Expense Summary .................................................................................................................................................. 10 Operating Budget: Revenue Summary ................................................................................................................................................. 11 Personnel Expense Summary by Account ............................................................................................................................................. 12 Personnel Expense Summary by Program ............................................................................................................................................. 12 Organization Chart ................................................................................................................................................................................ 13 Salary Schedule ..................................................................................................................................................................................... 14 OPERATING PROGRAMS Encina Water Pollution Control Facility ................................................................................................................................................. 15 Operating Expense Summary: Encina Water Pollution Control Facility ............................................................................................... 17 Environmental Compliance and Regional Source Control ..................................................................................................................... 19 Operating Expense Summary: Source Control .................................................................................................................................... 21 Agua Hedionda Pump Station .................................................................................................................................................. 23 and 29 Buena Vista Pump Station ......................................................................................................................................................... 24 and 30 Buena Creek Pump Station ........................................................................................................................................................ 25 and 31 Carlsbad Water Recycling Facility .............................................................................................................................................. 26 and 32 Raceway Basin Pump Station ................................................................................................................................................... 27 and 33 Internal Service Funds ........................................................................................................................................................................... 35 Operating Expense Summary: Internal Service Funds……………………………………………………………………………………………………………………….37 CAPITAL PROGRAMS Capital Program ……………………………………………………………………………………………………………………………………………………………………………….39 Summary of Capital Expenses ............................................................................................................................................................... 41 EWPCF – Capital Improvements ............................................................................................................................................................ 42 EWPCF – Planned Asset Rehabilitation & Replacement ........................................................................................................................ 43 EWPCF – Capital Acquisitions ................................................................................................................................................................ 44 Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 45 Long‐Term Capital Financial Plan .......................................................................................................................................................... 47 June 14, 2022 Item #7 Page 387 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This 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June 14, 2022 Item #7 Page 388 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Date: April 27, 2022 To: Honorable Chair and Members of the Board of Directors Encina Joint Advisory Committee Boards and Councils of the Encina Member Agencies From: Scott McClelland, General Manager Subject: Transmittal of FY2023 Recommended Operating & Capital Budgets This letter transmits the Encina Wastewater Authority’s (EWA) Recommended Fiscal Year 2023 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 2023, and the proportionate amount to be paid by each Member Agency. OPERATING BUDGET OVERVIEW The Recommended FY2023 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 FY2023 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 FY2023 Operating Budget totals $19.5M for the seven (7) operational programs summarized below: The FY2023 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 FY2023 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. Operating Program Actual FY2021 Budget FY2022 Recommended FY2023 FY 2022 vs FY 2023 % Change Encina Water Pollution Control Facility $ 14,172,954 $ 14,813,465 $ 15,607,229 5.4% Environmental Compliance ─ Source Control $ 1,036,871 $ 915,542 $ 904,348 ‐1.2% Agua Hedionda Pump Station $ 599,217 $ 859,193 $ 743,735 ‐13.4% Buena Vista Pump Station $ 705,363 $ 734,851 $ 764,909 4.1% Buena Creek Pump Station $ 536,675 $ 524,451 $ 582,396 11.0% Carlsbad Water Recycling Facility $ 1,225,786 $ 1,405,351 $ 1,461,581 4.0% Raceway Basin Pump Station $ 250,738 $ 282,014 $ 282,576 0.2% Sub‐Total: Expenses $ 18,527,604 $ 19,534,867 $ 20,346,774 4.2% Estimated Other Operating Revenue $ ‐ $ (712,000) $ (818,000) 14.9% Total Operating Budget $ 18,527,604 $ 18,822,867 $ 19,528,774 3.8% 1June 14, 2022 Item #7 Page 389 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 CAPITAL BUDGET OVERVIEW The Recommended FY2023 Capital Budget totals $27M for the following EWA capital programs summarized below: Improvement Projects are planned, scoped, and prioritized through the Comprehensive Asset Management Program (CAMP). The most recent CAMP was published in June 2021 and will continue to be updated biannually. It considers anticipated changes in regulatory requirements, prospective operational efficiencies, funding availability and other factors. The Recommended FY2023 Capital Budget includes approximately $2.9 million in funding for 14.01 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 FY2023 funding includes the Digester Rehabilitation and Improvements ($9.9M), the Dissolved Air Flotation Tank Repairs ($1.8M), and Secondary Clarifiers and Strainers Improvements ($1.6M). EWPCF – Planned Asset Rehabilitation and Replacement (PARR) reflects minor plant rehabilitation efforts undertaken by EWA staff to maintain the $530 million worth of Joint System assets. PARR Projects total $1.2M. EWPCF – Capital Acquisitions total $0.4M and reflect appropriate investment in minor infrastructure, equipment. Remote Facilities – Acquisitions and Rehabilitation total $1.7M and reflect appropriate investment in remote facility improvements. In closing, it would not be appropriate to transmit the Recommended FY2023 Budget without taking note of the tumultuous, unpredictable time in which much of the nation and world are experiencing while this document was being developed. After experiencing two years of a worldwide pandemic which may or may not be coming to an end, the world is now experiencing significant supply chain disruptions, price fluctuations, and inflation that has not been experienced in decades. In addition, world powers are currently in a state of unrest. Staff has made every effort to coordinate with the Member Agencies and use its best judgement in developing the budget but acknowledges the unpredictable nature in which the document was developed. Please join me in recognizing the staff whose efforts produced this document. Joseph Spence, Assistant to the General Manager, led staff efforts in the preparation and development of the Recommended FY2023 Budget. The Executive Leadership Team coordinated the budget development processes within their respective departments. Director of Administrative Services, LeeAnn Warchol, made certain our constantly developing ideas were presented clearly, consistently and accurately. Respectfully Submitted, Scott McClelland General Manager Capital Program Actual FY2021 Budget FY2022 Recommended FY2023 FY 2022 vs FY 2023 % Change EWPCF – Capital Improvements 21,584,452$ 16,454,000$ 20,900,000$ 27.0% EWPCF – Planned Asset Rehabilitation 914,788$ 1,101,000$ 1,156,000$ 5.0% EWPCF – Capital Acquisitions 264,961$ 349,000$ 356,000$ 2.0% Remotes Facilities – Acquisitions & Rehabilitation 1,473,545$ 2,488,500$ 1,681,800$ ‐32.4% Allocated Personnel Expenses 2,713,732$ 2,902,344$ 2,911,786$ 0.3% Total Capital Budget $ 26,951,478 $ 23,294,844 $ 27,005,586 15.9% 2June 14, 2022 Item #7 Page 390 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Policy Brief Date: April 27, 2022 To: Honorable Chair and Members of the Board of Directors Encina Joint Advisory Committee Boards and Councils of the Encina Member Agencies From: Scott McClelland, General Manager Subject: Workforce Staffing Strategy 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? 3June 14, 2022 Item #7 Page 391 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Contract Administrator The Recommended Fiscal Year 2023 Budget includes a new Contract Administrator position to support the significant increase in the activity and complexity of EWA’s contract administration, Department of Industrial Relations (DIR) compliance, legal compliance, and contract reporting. A reduction in the utilization of temporary and part‐time staff partially mitigates the cost impact of this staffing recommendation. The Contract Administrator will serve as the primary technical expert for all of EWA to utilize and will be integral to EWA’s quarterly and annual reporting, and forward‐looking projections. The combination of these factors requires additional staffing resources in the Capital Improvements Program. The following table of justification is provided for consideration: Evaluation Criteria Justification Permanence The recommended addition of a Contract Administrator provides the needed staffing to manage increased complexity and volume of contracts being drafted, negotiated, and monitored. The reporting of these contracts, particularly to DIR, and project activity is integral to the organization’s financial reporting and forward‐looking projections. The Member Agency Managers have requested this additional reporting, asking for more details and transparency throughout EWA’s quarterly billing, EWA’s quarterly and annual projections, and EWA’s reporting of each Agency’s share of the contracted project costs. This position directly addresses a number of on‐going concerns the Member Agency Managers have requested EWA to address. Reprioritization EWA runs a lean staffing model reliant on dedication and efficient effort from staff as well as support from outside consultants, extension of staff, and part‐time labor. This position will be lieu of a part‐time position which currently serves a similar role at an approximately 0.75 full time equivalent (FTE). Additional staff is being requested now that the volume has continued to grow beyond the capacity of the 0.75 FTE for the past several years. Cost Effectiveness and Budget Impact The additional FTE is permanent and will be partially offset by a reduction in part‐time labor costs. In addition, the position will be integral to the reporting and administration of EWA’s Federal Grant administration in which some of their labor costs are anticipated to be reimbursable. Full Time vs. Part Time EWA has utilized a part‐time position for nearly five years to fulfill the organization’s contract administration needs. Increasing activity and complexity requires this position to be transitioned into an FTE to properly support management of the on‐going projects, administration, and contract reporting. Appropriate Classification EWA’s staffing structure has relied heavily on outside consultants, contractors, and part‐time staff but increased contract administration complexity and volume requires these tasks to be brought in‐house to better ensure continuation of serve and management risk. Institutional Knowledge It takes a considerable amount of time for a contract administrator to understand all of the systems and projects currently underway and those planned in the future. However, the additional FTE will allow for a part‐time position to be transitioned over and be supported by the accounting team. Market Availability Market competition is extremely tight and the labor pool is very limited for contract administrators. It is essential to select an individual with the right skill set and personality to complement the existing project management and operating team skill set. Special Skills or Certifications Required This position requires the ability to manage complex administration, reporting and legal aspects of contracts. The position will need to be able to work independently with use of their best judgement and limited oversight. Risk Management and Transparency If adequate internal controls for managing contracts is not provided, EWA must rely on the extension of staff and legal counsel to lead a significant portion of the effort. Without sufficient contract administration and reporting, the organization risks scheduling, budget and quality issues. 4June 14, 2022 Item #7 Page 392 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Logistical Issues The new position will support the organization as a whole but will work directly under the finance team. This allows for the contract administrator to integrate contract reporting directly into routine processing, quarterly reporting, and projection reporting. Administrative Assistant The Recommended Fiscal Year 2023 Budget includes an Administrative Assistant. EWA currently has only one FTE that is dedicated to administrative support for a current staff of 72 total FTEs, that individual also provides support for miscellaneous IT systems as well so their time is not 100% dedicated to administrative functions. The addition of an Administrative Assistant will benefit all departments in the organization and relieve staff from some administrative functions thus making better use of their time. The following table of justification is provided for your consideration: Evaluation Criteria Justification Permanence This important position is needed to provide consistent professional staffing at EWA’s front desk, support the administrative and clerical needs of the organization and support EWA’s capacity to engage in projects across the facility and in the communities we serve. Reprioritization EWA runs a lean staffing model and takes every opportunity to reprioritize existing positions before considering adding any staff. In the past several years, EWA has placed an over reliance on temporary staffing to maintain front office coverage and administrative support for the organization. This staffing model is inefficient and routinely distracts staff from their work due to the need to train new employees two or three times a year. This disrupts the workflow which is often associated with a time sensitive schedules that must be adhered to. The temporary staffing results in constant re‐training and reprioritization when the temporary staff leave for positions at other organizations that are permanent. Cost Effectiveness and Budget Impact The additional FTE administrative position is permanent position. The permanent position is a more cost‐effective option than cycling through temporary labor, which requires retraining and loss of valuable staff time. EWA staff is spending approximately 5 months training temporary staff which costs the agency about $31K of lost staff time and experience on training, which would be considered inefficient use of labor resources for the agency. The level of service that is required is inhibited by the lack of a permanent staff member to cover the front counter duties as well as provide administrative assistance. Until such time as it is possible to acquire a permanent administrative assistant, EWA will continue to struggle with frequent turnover which creates a situation where staff is spending time performing tasks that could be handled by a permanent position. Full Time vs. Part Time EWA is currently undergoing increased capital improvement projects, which in turn creates increased administrative needs for the organization. Furthermore, this position requires training and knowledge that may take a few years to fully obtain. The addition of a permanent staff member helps EWA to be more responsive to the numerous requests received from all departments including assisting with completion of paperwork, analyzing, and organizing complex documents into the records retrieval system; prepare letters, memos, reports, charts, graphs, and presentations from both verbal and written instructions to meet legislative and administrative deadlines; data entry; assisting in preparation of Board and committee agenda packages. This position will provide valuable service to all departments within the organization. Appropriate Classification This administrative position is an entry level position with specialize skillset to meet the needs of the agency. Institutional Knowledge It takes approximately 1 to 2 years of training for someone with this skillset to be able to be trained and perform at its highest potential. Having the position set at an entry level position broadens the candidate pool and should allow EWA to find a candidate that would be a good fit for the organization on a long‐term basis. Market Availability To work in EWA’s administrative department, training is required to meet the expectations of the agencies and workload. staffing this position with temporary staff has been extremely difficult due to the unprecedent job market. 5June 14, 2022 Item #7 Page 393 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Special Skills or Certifications Required Knowledge of modern office methods and practices, including filing systems, receptionist techniques, business correspondence, and office equipment operation. Prepare and maintain accurate and complete records and reports; learn and interpret the laws, rules, and policies governing the operation of a joint powers authority. The ability to organize, assemble, and disseminate complex data in usable forms; the ability to establish and maintain effective communication with all staff; the ability to prepare concise written and verbal reports. Ability to utilize a variety of advisory data and information such as safety regulations, training materials, legislation/regulations, purchase orders, budgets, investment guidelines, financial statements, planning documents, meeting agendas and minutes, state statutes, procedures, and non‐routine correspondence. Risk Management and Transparency The current staffing model is unsustainable given the increased demand for administrative support from all departments. Having a reliable and consistent administrative assistant in the office will balance workload and maintain quality service at the front desk. Without a permanent position for front office coverage, staffing issues will continue to arise, which will require an adjustment in everyone’s schedule to accommodate coverage needs and reduce efficiency at all levels of the organization. Logistical Issues The additional FTE administrative assistant position would reduce the administrative burden on staff administrative responsibilities that currently exist. This position would report directly to the Administrative Assistant IV. Procurement Specialist The Recommended Fiscal Year 2023 Budget includes a Procurement Specialist. This position returns EWA back to a purchasing model it used several years ago which allowed for a specialist to focus on the execution of purchases, thereby allowing the Operators, Maintenance, and Administrative staff to more heavily focus on their area of expertise. The following table of justification is provided for your consideration: Evaluation Criteria Justification Permanence Senate Bill 854 is an unfunded mandate that requires EWA to comply with additional prevailing wage reporting requirements for public works contracts over $1,000. Currently, field staff are required to perform the administrative tasks related to purchasing and contracts, taking time away from their core field functions where they are most effective. The unfunded mandate significantly increases that burden, further reducing the hours available for Operations and Technical Services staff to perform their specialized roles. We recommend returning to the staffing model that existed prior to 2012, when EWA had a dedicated Purchasing Specialist who supported all departments. Returning to that model will ensure greater organizational efficiency and effectiveness, and a consistent approach to complying with EWA’s purchasing policy and other related contract requirements/policies. In addition, our current Inventory Control Technician is nearing retirement and this position could work closely with the Inventory Control Technician and provide cross training resource to ensure there are no disruption to inventory services. All of EWA’s Member Agencies also have an FTE of the same designation. Reprioritization EWA runs a lean staffing model and takes every opportunity to reprioritize existing positions before considering adding any staff. Since 1995, EWA’s FTE count has only increased to accommodate positions which were needed to address increased plant complexity and safety concerns. Reassigning certified staff from other facility operations is not feasible as this position has a requirement for a unique skill set and would put the mission at risk. Cost Effectiveness and Budget Impact The addition of the FTE Procurement Specialist position is permanent and will remain so for as long as EWA maintains a purchasing program. From an EWA perspective, this is a more cost‐ effective option than cycling through temporary labor or continuing to take time away from field staff core field functions where they could be best utilized. EWA staff currently processes over 2,000 purchase orders per year. Purchase orders require a lot of administrative reporting and specialized training in compliance with EWA’s Purchasing Policy and Procedures. In addition, staff currently processes over 200 standard agreements such as design build contracts, 6June 14, 2022 Item #7 Page 394 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 professional services, technical services, and general service agreements. These agreements are technical and includes specific procurement policy language that must be followed. Contract language is complex and is not cost effective to provide continuous training to all management levels. This administrative burden reduces the amount of time that the capital improvement, operations, and technical services staff spend accomplishing field work where their time is more effectively used. Full Time vs. Part Time The skill set required to perform the duties of this position efficiently and accurately will take approximately two years to acquire even with prior experience in a similar role elsewhere. EWA and the operations of the plant and remote facilities have many unique systems that are uncommon to the general procurement world. Appropriate Classification This procurement is mid‐level position that requires education, experience, certifications, and knowledge builds. Institutional Knowledge It takes approximately two years for a new Procurement Specialist to learn the specialized needs of the organization and legal responsibilities. Furthermore, our existing inventory control specialist is currently eligible to retire, leaving temporary non‐permanent staffing as a poor long‐ term strategy. Market Availability There is significant market competition for obtaining experienced staff in the procurement job market. EWA does not anticipate finding anyone that would persist in the position as a temporary employee. Therefore, a permanent employee would stay long enough to learn the specialized needs of the agency which fit these criteria long term. Having the position set at a mid‐level procurement position broadens the candidate pool and should allow EWA to find a long‐term solution that would benefit the agency. Special Skills or Certifications Required To work in EWA’s procurement department requires education, specialized procurement training and contract management experience. Risk Management and Transparency Knowledge of existing prevailing wage laws and practices, including indemnity, certificate of insurance requirements, risk management recommendations, contract language interpretations, competitive pricing, maintaining vendor relationships, life cycle, value, price and cost analysis through volume discounts, economies of scale, standardized specifications, and cooperative purchasing agreements. Logistical Issues The additional one FTE procurement specialist position would reduce the administrative burden on approximately 25 staff members. This position would report directly to the Director of Administrative Services. 7June 14, 2022 Item #7 Page 395 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This page intentionally left blank. 8June 14, 2022 Item #7 Page 396 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % City of Carlsbad 5,587,638$ 5,835,150$ 5,437,366$ 6,019,641$ 184,491$ 3.2% City of Vista 4,814,181$ 4,948,343$ 4,797,594$ 5,146,982$ 198,639$ 4.0% Buena Sanitation District 1,955,094$ 1,889,009$ 1,839,411$ 2,036,547$ 147,538$ 7.8% Vallecitos Water District 3,226,688$ 3,338,944$ 3,035,204$ 3,303,792$ (35,152)$ ‐1.1% Leucadia Wastewater District 2,218,853$ 2,130,280$ 2,086,802$ 2,274,588$ 144,308$ 6.8% City of Encinitas 725,150$ 681,141$ 678,113$ 747,224$ 66,083$ 9.7% Sub Total 18,527,604$ 18,822,867$ 17,874,490$ 19,528,774$ 705,907$ 3.8% Estimated Other Revenue *712,000$ 744,100$ 818,000$ 106,000$ 14.9% Total 18,527,604$ 19,534,867$ 18,618,590$ 20,346,774$ 811,907$ 4.2% *2021 Actual total is net of other revenue Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Encina Water Pollution Control Facility 14,172,954$ 14,101,465$ 13,492,245$ 14,789,229$ 687,764$ 4.9% Source Control 1,036,871$ 915,542$ 840,857$ 904,348$ (11,194)$ ‐1.2% Agua Hedionda Pump Station 599,217$ 859,193$ 636,135$ 743,735$ (115,458)$ ‐13.4% Buena Vista Pump Station 705,363$ 734,851$ 754,778$ 764,909$ 30,058$ 4.1% Buena Creek Pump Station 536,675$ 524,451$ 519,330$ 582,396$ 57,945$ 11.0% Carlsbad Water Recycling Facility 1,225,786$ 1,405,351$ 1,319,415$ 1,461,581$ 56,230$ 4.0% Raceway Basin Pump Station 250,738$ 282,014$ 311,730$ 282,576$ 562$ 0.2% Total 18,527,604$ 18,822,867$ 17,874,490$ 19,528,774$ 705,907$ 3.8% (712,000)$ (744,100)$ Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Encina Water Pollution Control Facility 14,172,954$ 14,813,465$ 14,236,345$ 15,607,229$ 793,764$ 5.4% Source Control 1,036,871$ 915,542$ 840,857$ 904,348$ (11,194)$ ‐1.2% Agua Hedionda Pump Station 599,217$ 859,193$ 636,135$ 743,735$ (115,458)$ ‐13.4% Buena Vista Pump Station 705,363$ 734,851$ 754,778$ 764,909$ 30,058$ 4.1% Buena Creek Pump Station 536,675$ 524,451$ 519,330$ 582,396$ 57,945$ 11.0% Carlsbad Water Recycling Facility 1,225,786$ 1,405,351$ 1,319,415$ 1,461,581$ 56,230$ 4.0% Raceway Basin Pump Station 250,738$ 282,014$ 311,730$ 282,576$ 562$ 0.2% Total 18,527,604$ 19,534,867$ 18,618,590$ 20,346,774$ 811,907$ 4.2% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Personnel 7,297,489$ 7,598,928$ 7,319,690$ 7,372,976$ (225,952)$ ‐3.0% Non‐Personnel 5,703,275$ 6,045,710$ 5,804,594$ 6,796,650$ 750,940$ 12.4% Internal Service Fund 5,526,840$ 5,890,229$ 5,494,306$ 6,177,148$ 286,919$ 4.9% Total 18,527,604$ 19,534,867$ 18,618,590$ 20,346,774$ 811,907$ 4.2% 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 9June 14, 2022 Item #7 Page 397 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Personnel 4,943,812$ 5,090,138 5,170,502$ 5,162,584$ 72,446$ 1.4% Non‐Personnel 4,298,900$ 4,471,660$ 4,238,552$ 5,067,000$ 595,340$ 13.3% Internal Service Fund 4,930,243$ 5,251,667$ 4,827,291$ 5,377,645$ 125,978$ 2.4% Total 14,172,955$ 14,813,465$ 14,236,345$ 15,607,229$ 793,764$ 5.4% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Personnel 773,193$ 703,703$ 582,100$ 632,677$ (71,026)$ ‐10.1% Non‐Personnel 67,555$ 25,100$ 64,088$ 28,450$ 3,350$ 13.3% Internal Service Fund 196,124$ 186,739$ 194,669$ 243,221$ 56,482$ 30.2% Total 1,036,872$ 915,542$ 840,857$ 904,348$ (11,194)$ ‐1.2% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Personnel 318,460$ 533,201$ 316,036$ 381,126$ (152,075)$ ‐28.5% Non‐Personnel 217,602$ 248,800$ 239,445$ 264,950$ 16,150$ 6.5% Internal Service Fund 63,155$ 77,192$ 80,654$ 97,659$ 20,467$ 26.5% Total 599,217$ 859,193$ 636,135$ 743,735$ (115,458)$ ‐13.4% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Personnel 270,133$ 248,544$ 282,771$ 241,349$ (7,195)$ ‐2.9% Non‐Personnel 387,341$ 432,850$ 416,152$ 456,250$ 23,400$ 5.4% Internal Service Fund 47,889$ 53,457$ 55,855$ 67,310$ 13,853$ 25.9% Total 705,363$ 734,851$ 754,778$ 764,909$ 30,058$ 4.1% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Personnel 297,865$ 274,524$ 263,642$ 279,005$ 4,481$ 1.6% Non‐Personnel 197,168$ 200,300$ 203,835$ 238,400$ 38,100$ 19.0% Internal Service Fund 41,642$ 49,627$ 51,853$ 64,991$ 15,364$ 31.0% Total 536,675$ 524,451$ 519,330$ 582,396$ 57,945$ 11.0% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Personnel 521,018$ 569,538$ 472,576$ 511,292$ (58,246)$ ‐10.2% Non‐Personnel 488,219$ 599,650$ 599,826$ 668,850$ 69,200$ 11.5% Internal Service Fund 216,548$ 236,163$ 247,013$ 281,439$ 45,276$ 19.2% Total 1,225,785$ 1,405,351$ 1,319,415$ 1,461,581$ 56,230$ 4.0% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Personnel 173,009$ 179,280$ 232,063$ 164,943$ (14,337)$ ‐8.0% Non‐Personnel 46,490$ 67,350$ 42,696$ 72,750$ 5,400$ 8.0% Internal Service Fund 31,239$ 35,384$ 36,971$ 44,883$ 9,499$ 26.8% Total 250,738$ 282,014$ 311,730$ 282,576$ 562$ 0.2% 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 10June 14, 2022 Item #7 Page 398 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Encina Water Pollution Control Facility 3,813,977$ 3,840,623$ 3,597,236$ 3,983,717$ 143,094$ 3.7% Source Control 289,359$ 247,261$ 245,652$ 264,978$ 17,717$ 7.2% Agua Hedionda Pump Station 185,158$ 265,491$ 196,566$ 229,815$ (35,676)$ ‐13.4% Buena Vista Pump Station 73,358$ 76,424$ 78,497$ 79,550$ 3,126$ 4.1% Carlsbad Water Recycling Facility 1,225,786$ 1,405,351$ 1,319,415$ 1,461,581$ 56,230$ 4.0% Total 5,587,638$ 5,835,150$ 5,437,366$ 6,019,641$ 184,491$ 3.2% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Encina Water Pollution Control Facility 3,193,229$ 3,128,279$ 3,119,388$ 3,394,406$ 266,127$ 8.5% Source Control 324,150$ 285,921$ 250,626$ 270,721$ (15,200)$ ‐5.3% Agua Hedionda Pump Station 414,059$ 593,702$ 439,569$ 513,920$ (79,782)$ ‐13.4% Buena Vista Pump Station 632,005$ 658,427$ 676,281$ 685,359$ 26,932$ 4.1% Raceway Basin Pump Station 250,738$ 282,014$ 311,730$ 282,576$ 562$ 0.2% Total 4,814,181$ 4,948,343$ 4,797,594$ 5,146,982$ 198,639$ 4.0% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Encina Water Pollution Control Facility 1,296,296$ 1,248,074$ 1,230,063$ 1,352,681$ 104,607$ 8.4% Source Control 122,123$ 116,484$ 90,018$ 101,470$ (15,014)$ ‐12.9% Buena Creek Pump Station 536,675$ 524,451$ 519,330$ 582,396$ 57,945$ 11.0% Total 1,955,094$ 1,889,009$ 1,839,411$ 2,036,547$ 147,538$ 7.8% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Encina Water Pollution Control Facility 3,051,604$ 3,167,982$ 2,869,596$ 3,135,151$ (32,831)$ ‐1.0% Source Control 175,084$ 170,962$ 165,608$ 168,641$ (2,321)$ ‐1.4% Total 3,226,688$ 3,338,944$ 3,035,204$ 3,303,792$ (35,152)$ ‐1.1% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Encina Water Pollution Control Facility 2,133,102$ 2,060,945$ 2,020,324$ 2,202,883$ 141,938$ 6.9% Source Control 85,751$ 69,335$ 66,478$ 71,705$ 2,370$ 3.4% Total 2,218,853$ 2,130,280$ 2,086,802$ 2,274,588$ 144,308$ 6.8% Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 Change % Encina Water Pollution Control Facility 684,746$ 655,562$ 655,638$ 720,391$ 64,829$ 9.9% Source Control 40,404$ 25,579$ 22,475$ 26,833$ 1,254$ 4.9% Total 725,150$ 681,141$ 678,113$ 747,224$ 66,083$ 9.7% OPERATING BUDGET: REVENUE SUMMARY Leucadia Wastewater District City of Encinitas City of Carlsbad City of Vista Vallecitos Water District Buena Sanitation District 11June 14, 2022 Item #7 Page 399 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Salaries 2022 Budget % of Total 2023 Budget % of Total % Change Regular 8,142,166$ 8,920,056$ 9.6% Overtime 170,000$ 180,200$ 6.0% Holiday 99,000$ 95,000$ ‐4.0% Temporary & Part‐Time Staff 188,000$ 94,000$ ‐50.0% Intern Program 29,800$ 29,800$ 0.0% Shift Differential 45,000$ 45,000$ 0.0% Incentive Awards 14,500$ 14,500$ 0.0% Standby 5,000$ 5,000$ 0.0% Subtotal Salaries 8,693,466$ 67.6% 9,383,556$ 73.2% 7.9% 2022 Budget % of Total 2023 Budget % of Total % Change CalPERS Retirement Program — Normal Cost 1,674,514$ 1,780,794$ 6.3% CalPERS Retirement Unfunded Liability 870,900$ ‐$ ‐100.0% CalPERS Employee Contribution (662,893)$ (724,804)$ 9.3% Other Post‐Employment Benefits 89,000$ 71,000$ ‐20.2% Flexible Benefits 125 Plan 1,422,508$ 1,500,970$ 5.5% Deferred Compensation 313,871$ 333,522$ 6.3% Medicare 132,036$ 143,522$ 8.7% Workers Compensation Insurance 263,500$ 274,000$ 4.0% Other Ancillary Benefits 55,000$ 55,000$ 0.0% Subtotal Benefits 4,158,435$ 32.4%3,434,004$ 26.8%‐17.4% Total Personnel Expense 12,851,901$ 100.0% 12,817,560$ 100.0%‐0.3% 2022 Budget 2022 Positions 2023 Budget 2023 Positions % Change Encina Water Pollution Control Facility 5,090,138$ 31.98 5,162,584$ 32.85 1.4% Source Control 703,703$ 4.35 632,677$ 4.35 ‐10.1% Agua Hedionda Pump Station 533,201$ 3.00 381,126$ 2.25 ‐28.5% Buena Vista Pump Station 248,544$ 1.40 241,349$ 1.42 ‐2.9% Buena Creek Pump Station 274,524$ 1.55 279,005$ 1.65 1.6% Carlsbad Water Reclamation Facilities 569,538$ 3.20 511,292$ 3.00 ‐10.2% Raceway Basin Pump Station 179,280$ 1.01 164,943$ 0.97 ‐8.0% Remote Facilities 1,805,087$ 10.16 1,577,715$ 9.29 ‐12.6% Subtotal 7,598,928$ 46.49 7,372,976$ 46.49 ‐3.0% Internal Service Funds 2,350,629$ 12.30 2,532,798$ 14.50 7.7% Subtotal Operating 9,949,557$ 58.79 9,905,774$ 60.99 ‐0.4% Capital Program 2,902,344$ 13.21 2,911,786$ 14.01 0.3% Total Personnel Expense 12,851,901$ 72.00 12,817,560$ 75.00 ‐0.3% PERSONNEL EXPENSE SUMMARY by ACCOUNT Benefits PERSONNEL EXPENSE SUMMARY by PROGRAM Programs 12June 14, 2022 Item #7 Page 400 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 FISCAL YEAR 2023 ORGANIZATION (75 FTEs) Assistant to the General ManagerSalary Range: 26Contract Administrator Salary Range: 16Cogen SpecialistSalary Range: 17Systems SpecialistTechnician (3)Salary Range: 22Administrative AssistantSalary Range: 10‐12Lead Mechanical Technician (1)Salary Range: 20Lead Electrician Instrumentation SpecialistSalary Range: 20Electrician Instrumentation Specialist (3)Salary Range: 17Assistant General ManagerSalary Range: 35Field Services SuperintendentSalary Range: 22Project ManagerSalary Range: 26Information Systems ManagerSalary Range: 26Source Control ManagerSalary Range: 26 Safety and Training ManagerSalary Range: 26Board of DirectorsGeneral CounselGeneral Manager Salary Range: 40DirectorEnvironmental ComplianceSalary Range: 32Director Administrative Services/ Treasurer/ AuditorSalary Range: 32DirectorOperationsSalary Range: 32DirectorTechnical ServicesSalary Range: 32Laboratory ManagerSalary Range: 26Shift Supervisor (6)Salary Range: 22Training and Quality Control SpecialistSalary Range: 23Operations Manager /EWPCFSalary Range: 26Operations Manager /Remote Facilities Salary Range: 26Operations Manager /Resource RecoverySalary Range: 26Maintenance ManagerSalary Range: 26Engineering Services ManagerSalary Range: 28Procurement SpecialistSalary Range: 16Executive AssistantSalary Range: 18Human Resources SpecialistSalary Range: 20Operator (15)Salary Range: 11‐16Mechanical Technician (6)Salary Range: 11‐16Inspector (3)Salary Range: 11‐16Chemist (4)Salary Range: 14‐19Inventory Control TechnicianSalary Range: 14Accounting Technician (2)Salary Range: 10‐14Lead Operator (5)Salary Range: 20Contract 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 Services13June 14, 2022 Item #7 Page 401 of 454 - □□ --□□ □□ -□□ -~-□□ -~~ □□ - - ENCINA WASTEWATER AUTHORITYBudget | Fiscal Year 2023Minimum Maximum Minimum MaximumMinimum Maximum Minimum Maximum117.3404$ 23.4095$ 36,068$ 48,692$ 2146.0092$ 62.1125$ 95,699$ 129,194$ 218.2074$ 24.5800$ 37,871$ 51,126$ 2248.3097$ 65.2181$ 100,484$ 135,654$ 319.1178$ 25.8090$ 39,765$ 53,683$ 2350.7252$ 68.4790$ 105,508$ 142,436$ 420.0737$ 27.0995$ 41,753$ 56,367$ 2453.2614$ 71.9029$ 110,784$ 149,558$ 521.0774$ 28.4544$ 43,841$ 59,185$ 2555.9245$ 75.4981$ 116,323$ 157,036$ 622.1312$ 29.8772$ 46,033$ 62,144$ 2658.7207$ 79.2730$ 122,139$ 164,888$ 723.2378$ 31.3710$ 48,335$ 65,252$ 2761.6568$ 83.2366$ 128,246$ 173,132$ 824.3997$ 32.9396$ 50,751$ 68,514$ 2864.7396$ 87.3985$ 134,658$ 181,789$ 925.6197$ 34.5865$ 53,289$ 71,940$ 2967.9766$ 91.7684$ 141,391$ 190,878$ 1026.9006$ 36.3159$ 55,953$ 75,537$ 3071.3754$ 96.3568$ 148,461$ 200,422$ 1128.2457$ 38.1317$ 58,751$ 79,314$ 3174.9442$ 101.1747$ 155,884$ 210,443$ 1229.6580$ 40.0383$ 61,689$ 83,280$ 3278.6914$ 106.2334$ 163,678$ 220,965$ 1331.1409$ 42.0402$ 64,773$ 87,444$ 3382.6260$ 111.5451$ 171,862$ 232,014$ 1432.6979$ 44.1422$ 68,012$ 91,816$ 3486.7573$ 117.1223$ 180,455$ 243,614$ 1534.3328$ 46.3493$ 71,412$ 96,407$ 3591.0951$ 122.9784$ 189,478$ 255,795$ 1636.0494$ 48.6667$ 74,983$ 101,227$ 3695.6499$ 129.1274$ 198,952$ 268,585$ 1737.8519$ 51.1001$ 78,732$ 106,288$ 37100.4324$ 135.5837$ 208,899$ 282,014$ 1839.7445$ 53.6551$ 82,669$ 111,603$ 38105.4540$ 142.3629$ 219,344$ 296,115$ 1941.7317$ 56.3378$ 86,802$ 117,183$ 39110.7267$ 149.4811$ 230,312$ 310,921$ 2043.8183$ 59.1547$ 91,142$ 123,042$ 40135.2766$ 142.0404$ 281,375$ 295,444$ 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 / yearFY2023 SALARY SCHEDULESalary RangeHourly AnnualSalary RangeHourly Annual14June 14, 2022 Item #7 Page 402 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 84.2% of the electricity required to power the EWPCF (via a Combined Heat & Cogeneration Power System) which allows EWA to save approximately $1.6M in operational costs. In addition, the JFMS consists of sixteen flow meters strategically placed throughout the collection system. The data collected at these metering sites, which is analyzed and certified by an independent consultant, is a critical element in allocating EWPCF costs among the EWA Member Agencies. Capacity – The EWPCF has a rated liquid treatment capacity of 40.51 million gallons per day (MGD) and a rated solids treatment capacity of 43.53 MGD. During FY2023, the EWPCF will: (1) clean more than 7.82 billion gallons of water; (2) recycle over 3.3 billion gallons for on‐site use and regional irrigation; and, (3) process 96 million gallons of digested sludge into over 6,000 tons of PureGreen fertilizer. Cost Allocation – The EWPCF costs are allocated among member agencies based on ownership and usage charges in accordance with the Financial Plan and Revenue Program. EOO costs are allocated among Member Agencies based on the volume of effluent discharged. JFMS costs are allocated among the Member Agencies based on the number, location and type of meters. Encina Water Pollution Control Facility 15June 14, 2022 Item #7 Page 403 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This page intentionally left blank. 16June 14, 2022 Item #7 Page 404 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 5100 Salaries 3,322,239$ 3,449,144$ 3,694,863$ 3,762,003$ 9% 5200 Benefits 1,621,573$ 1,640,995$ 1,475,639$ 1,400,581$ ‐15% Total Personnel Expenses 4,943,812$ 5,090,139$ 5,170,502$ 5,162,584$ 1% 21001 7330 Specialty Services 132,722$ 151,900$ 148,288$ 155,000$ 2% 22001 5400 CEPT Polymer 152,880$ 134,000$ 147,841$ 216,000$ 61% 22001 5401 Ferric Chloride 435,697$ 441,200$ 441,035$ 476,000$ 8% 22001 5405 Atmospheric Control (Nitrogen)20,943$ 21,400$ 28,249$ 31,000$ 45% 22001 5406 Pellet Dust Control 43,282$ 48,500$ 47,230$ 48,500$ 0% 22001 5407 Sodium Hypochlorite 56,581$ 72,150$ 47,933$ 100,000$ 39% 22001 5409 Dewatering / Thickening Polymer 745,642$ 735,000$ 807,145$ 1,019,200$ 39% 22001 5420 Biosolids Recycling 454,176$ 455,400$ 504,500$ 494,000$ 8% 22001 5422 Pure Green Marketing 8,952$ 10,000$ 15,881$ 15,000$ 50% 22001 5423 Grit Hauling 88,023$ 110,000$ 81,423$ 90,000$ ‐18% 22001 5431 Water 18,501$ 20,100$ 14,887$ 23,400$ 16% 22001 6450 Professional Services 30,350$ 33,500$ 30,461$ 33,500$ 0% 22001 6720 Specialty Equipment 4,179$ 8,100$ 2,665$ 6,000$ ‐26% 22001 6920 Permits 44,795$ 29,200$ 32,638$ 41,200$ 41% 22001 7310 Safety & Medical Services 100,457$ 130,100$ 151,403$ 243,100$ 87% 22001 7330 Specialty Services 6,667$ 4,000$ 531$ 4,000$ 0% 22001 7620 Contingency ‐$ 250,000$ ‐$ 250,000$ 0% 23001 5410 Chemicals 4,046$ 9,000$ 4,500$ 6,000$ ‐33% 23001 5910 Equipment Rental 9,937$ 14,000$ 9,459$ 12,000$ ‐14% 23001 6120 Fuel & Lube 29,201$ 30,000$ 24,752$ 30,000$ 0% 23001 6220 Earthquake & Flood Insurance 143,406$ 186,000$ 165,458$ 190,000$ 2% 23001 6230 Janitorial 61,670$ 81,500$ 61,828$ 81,500$ 0% 23001 6410 Laundry & Uniforms 16,744$ 24,000$ 10,174$ 20,000$ ‐17% 23001 6424 Info Systems: Enterprise Applications 466,688$ 194,860$ 186,013$ 315,000$ 62% 23001 6450 Professional Services (South Parcel) 232,496$ 30,000$ 35,973$ 30,000$ 0% 23001 6710 Equipment New 42,899$ 7,000$ 3,500$ 7,000$ 0% 23001 6930 Piping & Electrical Repair 111,416$ 117,000$ 103,127$ 117,000$ 0% 23001 6940 Planned Maintenance 188,650$ 200,000$ 236,287$ 230,000$ 15% 23001 7010 Plant Contracts 245,946$ 299,000$ 259,282$ 275,000$ ‐8% 23001 7510 Tools 9,373$ 10,000$ 10,535$ 10,000$ 0% continued  Projected FY2022 % Change Actual FY2021 Budget FY2022 OPERATING EXPENSE SUMMARY: ENCINA WATER POLLUTION CONTROL FACILITY PERSONNEL NON‐PERSONNEL Recommended FY2023 Recommended FY2023 Projected FY2022 Budget FY2022 Actual FY2021 % Change 17June 14, 2022 Item #7 Page 405 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 24001 6810 Ocean Monitoring 37,873$ 249,500$ 229,000$ 87,000$ ‐65% 24001 6911 Effluent Testing 23,947$ 27,000$ 20,192$ 31,000$ 15% 24001 6920 Permits 251,419$ 271,550$ 271,550$ 297,000$ 9% 50001 7610 BOD Professional Development 1,420$ 1,100$ 47,779$ 1,100$ 0% 50001 BOD Board of Directors Fees 77,922$ 65,600$ 57,033$ 81,500$ 24% Total Non‐Personnel Expenses 4,298,900$ 4,471,660$ 4,238,552$ 5,067,000$ 13% 11001 Administration 1,648,291$ 1,776,955$ 1,856,648$ 2,300,234$ 29% 12001 Laboratory 1,030,061$ 1,059,892$ 1,111,314$ 1,083,113$ 2% 13001 Energy Management 2,251,891$ 2,414,820$ 1,859,329$ 1,994,298$ ‐17% Total Internal Service Fund Expenses 4,930,243$ 5,251,667$ 4,827,291$ 5,377,645$ 2% Total Operating Expenses 14,172,955$ 14,813,466$ 14,236,345$ 15,607,229$ 5% Budget FY2022 Actual FY2021 Budget FY2022 Projected FY2022 Projected FY2022 % Change INTERNAL SERVICE FUNDS NON‐PERSONNEL EXPENSES (cont.) Recommended FY2023 Recommended FY2023 Actual FY2021 % Change 18June 14, 2022 Item #7 Page 406 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 FY2023 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 85% of Source Control’s budgeted expenses. Over 82% 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 2021 Alta Vista Gardens Earth Day 19June 14, 2022 Item #7 Page 407 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This page intentionally left blank. 20June 14, 2022 Item #7 Page 408 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 5100 Salaries 577,703$ 452,195$ 464,250$ 464,446$ 3% 5200 Benefits 195,490$ 251,508$ 117,849$ 168,231$ ‐33% Total Personnel Expenses 773,193$ 703,703$ 582,100$ 632,677$ ‐10% 40001 5930 Equipment Replacement 382$ 700$ 770$ 1,000$ 43% 40001 6120 Fuel & Lube 1,369$ 2,100$ 980$ 2,100$ 0% 40001 6310 Lab Equipment Repair 10,882$ 6,300$ 9,790$ 11,000$ 75% 40001 6330 Lab Supplies 65$ 750$ 1,274$ 1,600$ 113% 40001 6410 Laundry & Uniforms 1,731$ 2,000$ 1,518$ 2,000$ 0% 40001 6422 Legal Notices 386$ 750$ 513$ 750$ 0% 40001 6450 Professional Services 50,644$ 10,000$ 48,500$ 8,000$ ‐20% 40001 7120 Printing & Reproduction 13$ 500$ 250$ ‐$ ‐100% 40001 7130 Public Information 2,083$ 2,000$ 493$ 2,000$ 0% Total Non‐Personnel Expenses 67,555$ 25,100$ 64,088$ 28,450$ 13% 11001 Administration 112,272$ 124,322$ 129,897$ 155,424$ 25% 12001 Laboratory 81,598$ 60,000$ 62,911$ 85,801$ 43% 13001 Energy Management 2,254$ 2,417$ 1,861$ 1,996$ ‐17% Total Internal Service Fund Expenses 196,124$ 186,739$ 194,669$ 243,221$ 30% Total Operating Expenses 1,036,872$ 915,542$ 840,857$ 904,348$ ‐1% Projected FY2022 Recommended FY2023 % Change INTERNAL SERVICE FUNDS Actual FY2021 Budget FY2022 OPERATING EXPENSE SUMMARY: SOURCE CONTROL PERSONNEL NON‐PERSONNEL Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change 21June 14, 2022 Item #7 Page 409 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This page intentionally left blank. 22June 14, 2022 Item #7 Page 410 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 final phase of construction to complete the new station and decommission and demolish the old station began in FY2022 with full acceptance anticipated to occur in FY2023. Capacity – The new AHPS is equipped four (4) lift pumps and four (4) force main pumps, providing 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. Agua Hedionda Pump Station 23June 14, 2022 Item #7 Page 411 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 24June 14, 2022 Item #7 Page 412 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 25June 14, 2022 Item #7 Page 413 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 26June 14, 2022 Item #7 Page 414 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 27June 14, 2022 Item #7 Page 415 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This page intentionally left blank. 28June 14, 2022 Item #7 Page 416 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 5100 Salaries 256,216$ 354,264$ 259,299$ 275,767$ ‐22% 5200 Benefits 62,244$ 178,937$ 56,738$ 105,359$ ‐41% Total Personnel Expenses 318,460$ 533,201$ 316,036$ 381,126$ ‐29% 31001 5431 Water 20,594$ 19,700$ 14,573$ 27,100$ 38% 31001 5435 Electricity 159,164$ 170,550$ 173,288$ 179,100$ 5% 31001 5910 Equipment Rental ‐$ 1,000$ 250$ 1,000$ 0% 31001 6120 Fuel & Lube 4,707$ 6,500$ 7,809$ 6,500$ 0% 31001 6410 Laundry & Uniforms 515$ 550$ 548$ 550$ 0% 31001 6920 Permits 3,969$ 4,200$ 7,483$ 4,400$ 5% 31001 6930 Piping & Electrical Repair 995$ 3,500$ 5,195$ 3,500$ 0% 31001 6940 Planned Maintenance 7,115$ 11,000$ 16,127$ 11,000$ 0% 31001 7010 Plant Contracts 20,072$ 30,300$ 14,172$ 30,300$ 0% 31001 7320 Safety Equipment 471$ 1,500$ ‐$ 1,500$ 0% Total Non‐Personnel Expenses 217,602$ 248,800$ 239,445$ 264,950$ 6% 11001 Administration 63,155$ 77,192$ 80,654$ 97,659$ 27% Total Internal Service Fund Expenses 63,155$ 77,192$ 80,654$ 97,659$ 27% Total Operating Expenses 599,217$ 859,193$ 636,135$ 743,735$ ‐13% % Change INTERNAL SERVICE FUNDS Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 OPERATING EXPENSE SUMMARY: AGUA HEDIONDA PUMP STATION PERSONNEL NON‐PERSONNEL Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change 29June 14, 2022 Item #7 Page 417 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 5100 Salaries 151,915$ 168,013$ 175,451$ 175,573$ 4% 5200 Benefits 118,217$ 80,531$ 107,320$ 65,776$ ‐18% Total Personnel Expenses 270,133$ 248,544$ 282,771$ 241,349$ ‐3% 32001 5431 Water 1,045$ 1,300$ 1,012$ 1,200$ ‐8% 32001 5435 Electricity 356,925$ 381,100$ 384,960$ 404,500$ 6% 32001 5910 Equipment Rental 833$ ‐$ ‐$ ‐$ 0% 32001 6120 Fuel & Lube 3,906$ 4,650$ 3,899$ 4,650$ 0% 32001 6410 Laundry & Uniforms 515$ 550$ 548$ 550$ 0% 32001 6920 Permits 2,048$ 2,200$ 3,310$ 2,300$ 5% 32001 6930 Piping & Electrical Repair 4,328$ 7,500$ 1,790$ 7,500$ 0% 32001 6940 Planned Maintenance 2,503$ 13,500$ 9,967$ 13,500$ 0% 32001 7010 Plant Contracts 14,876$ 21,050$ 10,666$ 21,050$ 0% 32001 7320 Safety Equipment 362$ 1,000$ ‐$ 1,000$ 0% Total Non‐Personnel Expenses 387,341$ 432,850$ 416,152$ 456,250$ 5% 11001 Administration 47,889$ 53,457$ 55,855$ 67,310$ 26% Total Internal Service Fund Expenses 47,889$ 53,457$ 55,855$ 67,310$ 26% Total Operating Expenses 705,363$ 734,851$ 754,778$ 764,909$ 4% % Change INTERNAL SERVICE FUNDS Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 OPERATING EXPENSE SUMMARY: BUENA VISTA PUMP STATION PERSONNEL NON‐PERSONNEL Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change 30June 14, 2022 Item #7 Page 418 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 5100 Salaries 201,462$ 182,184$ 192,446$ 201,047$ 10% 5200 Benefits 96,403$ 92,340$ 71,196$ 77,958$ ‐16% Total Personnel Expenses 297,865$ 274,524$ 263,642$ 279,005$ 2% 37001 5431 Water 2,337$ 2,000$ 1,720$ 2,000$ 0% 37001 5435 Electricity 162,323$ 156,200$ 185,000$ 194,200$ 24% 37001 6120 Fuel & Lube 2,175$ 4,400$ 1,018$ 4,400$ 0% 37001 6410 Laundry & Uniforms 515$ 550$ 548$ 550$ 0% 37001 6920 Permits 1,561$ 2,250$ 2,939$ 2,350$ 4% 37001 6930 Piping & Electrical Repair 1,663$ 5,000$ 3,173$ 5,000$ 0% 37001 6940 Planned Maintenance 3,983$ 6,500$ 2,997$ 6,500$ 0% 37001 7010 Plant Contracts 22,059$ 22,700$ 6,440$ 22,700$ 0% 37001 7320 Safety Equipment 552$ 700$ ‐$ 700$ 0% Total Non‐Personnel Expenses 197,168$ 200,300$ 203,835$ 238,400$ 19% 11001 Administration 41,642$ 49,627$ 51,853$ 64,991$ 31% Total Internal Service Fund Expenses 41,642$ 49,627$ 51,853$ 64,991$ 31% Total Operating Expenses 536,675$ 524,451$ 519,330$ 582,396$ 11% % Change INTERNAL SERVICE FUNDS Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 OPERATING EXPENSE SUMMARY: BUENA CREEK PUMP STATION PERSONNEL NON‐PERSONNEL Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change 31June 14, 2022 Item #7 Page 419 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 5100 Salaries 388,032$ 374,537$ 364,495$ 367,715$ ‐2% 5200 Benefits 132,986$ 195,001$ 108,081$ 143,577$ ‐26% Total Personnel Expenses 521,018$ 569,538$ 472,576$ 511,292$ ‐10% 38001 5394 Sodium Hydroxide 10,540$ 17,500$ 17,330$ 18,000$ 3% 38001 5395 Citric Acid 15,422$ 30,350$ 25,894$ 37,400$ 23% 38001 5407 Sodium Hypochlorite 182,125$ 185,100$ 221,275$ 182,500$ ‐1% 38001 5408 Coagulation Polymer 2,503$ 3,300$ ‐$ 3,300$ 0% 38001 5411 Sodium Bisulfate 11,900$ 21,550$ 21,203$ 30,200$ 40% 38001 5412 Alum ‐$ 14,100$ ‐$ 14,100$ 0% 38001 5435 Electricity 187,184$ 189,500$ 229,500$ 241,600$ 27% 38001 5530 Misc. Corrosion Protection ‐$ 2,000$ ‐$ 2,000$ 0% 38001 5910 Equipment Rental ‐$ 3,500$ ‐$ 3,500$ 0% 38001 6120 Fuel & Lube 68$ 700$ 38$ 700$ 0% 38001 6230 Janitorial 1,925$ 2,100$ 2,230$ 2,100$ 0% 38001 6410 Laundry & Uniforms 978$ 1,250$ 1,041$ 1,250$ 0% 38001 6424 Information Systems 3,693$ 4,000$ ‐$ 4,000$ 0% 38001 6450 Professional Services 6,496$ 25,000$ 4,458$ 25,000$ 0% 38001 6920 Permits 23,216$ 23,000$ 24,693$ 26,500$ 15% 38001 6930 Piping & Electrical Repair 7,925$ 10,000$ 7,122$ 10,000$ 0% 38001 6940 Planned Maintenance 30,582$ 35,000$ 37,648$ 35,000$ 0% 38001 7010 Plant Contracts 2,743$ 30,500$ 7,281$ 30,500$ 0% 38001 7320 Safety Equipment 919$ 1,200$ 113$ 1,200$ 0% Total Non‐Personnel Expenses 488,219$ 599,650$ 599,826$ 668,850$ 12% 11001 Administration 150,405$ 165,901$ 173,342$ 211,889$ 28% 12001 Laboratory 66,143$ 70,262$ 73,671$ 69,550$ ‐1% Total Internal Service Fund Expenses 216,548$ 236,163$ 247,013$ 281,439$ 19% Total Operating Expenses 1,225,785$ 1,405,351$ 1,319,415$ 1,461,581$ 4% % Change INTERNAL SERVICE FUNDS Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 OPERATING EXPENSE SUMMARY: CARLSBAD WATER RECYCLING FACILITY PERSONNEL NON‐PERSONNEL Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change 32June 14, 2022 Item #7 Page 420 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 5100 Salaries 71,694$ 117,426$ 126,121$ 118,749$ 1% 5200 Benefits 101,315$ 61,854$ 105,942$ 46,194$ ‐25% Total Personnel Expenses 173,009$ 179,280$ 232,063$ 164,943$ ‐8% 39001 5431 Water 906$ 1,000$ 617$ 1,000$ 0% 39001 5435 Electricity 33,655$ 31,500$ 34,000$ 36,400$ 16% 39001 6120 Fuel & Lube 2,093$ 4,400$ 989$ 4,400$ 0% 39001 6410 Laundry & Uniforms 515$ 550$ 548$ 550$ 0% 39001 6920 Permits 1,516$ 2,100$ 951$ 2,600$ 24% 39001 6930 Piping & Electrical Repair 288$ 2,000$ 1,477$ 2,000$ 0% 39001 6940 Planned Maintenance 1,363$ 5,000$ 162$ 5,000$ 0% 39001 7010 Plant Contracts 6,140$ 20,150$ 3,952$ 20,150$ 0% 39001 7320 Safety Equipment 14$ 650$ ‐$ 650$ 0% Total Non‐Personnel Expenses 46,490$ 67,350$ 42,696$ 72,750$ 8% 11001 Administration 31,239$ 35,384$ 36,971$ 44,883$ 27% Total Internal Service Fund Expenses 31,239$ 35,384$ 36,971$ 44,883$ 27% Total Operating Expenses 250,738$ 282,014$ 311,730$ 282,576$ 0% % Change INTERNAL SERVICE FUNDS Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 OPERATING EXPENSE SUMMARY: RACEWAY BASIN PUMP STATION PERSONNEL NON‐PERSONNEL Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change 33June 14, 2022 Item #7 Page 421 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This page intentionally left blank. 34June 14, 2022 Item #7 Page 422 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 $190,328 in revenue in FY2021, offsetting operating expenses. Energy Management – The Energy Management Internal Service Fund utilizes the EWPCF’s power production and heat exchange facilities to maximize the beneficial reuse of digester gas produced in the wastewater treatment process thus minimizing the amount of energy EWA must purchase to operate the EWPCF. EWPCF’s Energy Management facilities generates about 12 million kilowatt hours of green electricity per year from biogas thus providing about 84.2% of the electricity required to operate the EWPCF. EWA is a member of the Environmental Protection Agency’s Green Power Partnership and has been ranked in the Top 30 of the Green Power Leadership Club for On‐Site Generation since 2011. Cost Allocation – All ISF costs and revenues are allocated internally to one or more Operating or Capital program on the basis of use. Each Operating and Capital program has its own cost allocation that apportions its net costs the Member Agencies. 35June 14, 2022 Item #7 Page 423 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This page intentionally left blank. 36June 14, 2022 Item #7 Page 424 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 5100 Salaries 1,680,192$ 1,591,433$ 1,676,708$ 1,854,304$ 17% 5200 Benefits 784,946$ 759,196$ 636,771$ 678,494$ ‐11% Total Personnel Expenses 2,465,138$ 2,350,629$ 2,313,479$ 2,532,798$ 8% 11001 5445 Telephone 91,868$ 86,400$ 103,283$ 94,000$ 9% 11001 5510 Advertising 7,022$ 3,000$ 6,975$ 7,000$ 133% 11001 5810 Employee Recognition 19,638$ 16,000$ 24,609$ 16,000$ 0% 11001 5920 Equipment Repair Maint 16,909$ 23,800$ 14,812$ 23,800$ 0% 11001 6210 Independent Auditor/Actuary 28,644$ 31,000$ 28,644$ 33,000$ 6% 11001 6220 Insurance 302,237$ 290,800$ 426,378$ 531,200$ 83% 11001 6420 Legal Services 98,868$ 95,000$ 71,634$ 90,000$ ‐5% 11001 6424 Info Systems: Infrastructure ‐$ 280,000$ 277,652$ 404,000$ 44% 11001 6430 Memberships 93,516$ 86,900$ 89,554$ 79,600$ ‐8% 11001 6440 Mileage Reimbursement ‐$ 2,000$ 1,323$ 1,500$ ‐25% 11001 6450 Professional Services 128,848$ 147,700$ 182,134$ 171,900$ 16% 11001 6830 Materials & Supplies 21,434$ 36,000$ 30,539$ 32,000$ ‐11% 11001 7110 Postage 3,344$ 5,550$ 2,256$ 5,550$ 0% 11001 7120 Printing & Reproduction 990$ 3,900$ 794$ 3,900$ 0% 11001 7410 Subscriptions 300$ 1,400$ ‐$ 1,400$ 0% 11001 7610 Professional Development 39,942$ 78,000$ 85,685$ 120,000$ 54% 12001 6120 Fuel & Lube 524$ 500$ 369$ 500$ 0% 12001 6310 Lab Equipment Repair 27,248$ 30,850$ 32,290$ 35,800$ 16% 12001 6320 Lab Minor Equip Replace 1,976$ 2,050$ 1,524$ 2,000$ ‐2% 12001 6330 Lab Supplies 72,336$ 84,050$ 89,032$ 95,100$ 13% 12001 6410 Laundry & Uniforms 4,042$ 4,400$ 4,209$ 4,400$ 0% 12001 6450 Professional Services 26,286$ 16,500$ 48,576$ 36,500$ 121% 12001 6910 Outside Analysis 12,482$ 13,500$ 12,259$ 46,000$ 241% 12001 6911 Effluent Testing 5,210$ 2,000$ 872$ 2,000$ 0% 12001 6912 Biosolids Testing 12,009$ 12,500$ 7,923$ 7,700$ ‐38% 12001 6913 Industrial User Testing 50,835$ 33,000$ 36,972$ 49,600$ 50% 12001 6920 Permits 8,394$ 9,500$ 8,780$ 11,500$ 21% 12001 7120 Printing & Reproduction ‐$ 500$ 877$ 500$ 0% 12001 7330 Specialty Services 13,087$ 14,250$ 15,755$ 14,250$ 0% 13001 5410 Chemicals 7,253$ 10,550$ 3,990$ 10,550$ 0% 13001 5435 Electricity 1,245,727$ 1,301,100$ 620,000$ 676,200$ ‐48% continued  OPERATING EXPENSE SUMMARY: INTERNAL SERVICE FUNDS PERSONNEL EXPENSES NON‐PERSONNEL EXPENSES Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change Actual FY2021 Budget FY2022 Projected FY2022 Recommended FY2023 % Change 37June 14, 2022 Item #7 Page 425 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 13001 5440 Natural Gas 516,826$ 567,000$ 806,000$ 790,000$ 39% 13001 6120 Fuel & Lube 27,320$ 33,500$ 35,326$ 33,500$ 0% 13001 6230 Janitorial 2,523$ 4,200$ ‐$ 4,200$ 0% 13001 6410 Laundry & Uniforms 1,239$ 1,200$ 1,353$ 1,200$ 0% 13001 6730 Non‐Specific Repair & Maintenance 24,475$ 25,000$ 6,013$ 25,000$ 0% 13001 6920 Permits 17,875$ 15,000$ 21,834$ 12,000$ ‐20% 13001 6940 Planned Maintenance 100,126$ 108,000$ 63,183$ 108,000$ 0% 13001 7330 Specialty Services 28,370$ 61,000$ 11,957$ 61,000$ 0% 13001 7510 Tools 1,979$ 2,000$ 5,461$ 2,000$ 0% Total Non‐Personnel Expenses 3,061,702$ 3,539,600$ 3,180,827$ 3,644,350$ 3% Total Operating Expenses 5,526,840$ 5,890,229$ 5,494,306$ 6,177,148$ 5% Projected FY2022 Recommended FY2023 % Change NON‐PERSONNEL EXPENSES (cont.) Actual FY2021 Budget FY2022 38June 14, 2022 Item #7 Page 426 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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. 39June 14, 2022 Item #7 Page 427 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 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 FY2027, 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 FY2042. 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, cost inflation, changes in local population and development growth patterns, and new regulatory requirements. 40June 14, 2022 Item #7 Page 428 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Actual FY2021 * Budget FY2022 Recommended FY2023 EWPCF – Capital Improvements 21,584,452$ 16,454,000$ 20,900,000$ EWPCF – Planned Asset Rehabilitation & Replacement 914,788$ 1,101,000$ 1,156,000$ EWPCF – Capital Acquisitions 264,961$ 349,000$ 356,000$ Remotes Facilities – Acquisitions & Rehabilitation 1,473,545$ 2,488,500$ 1,681,800$ Subtotal 24,237,746$ 20,392,500$ 24,093,800$ Salaries & Benefits 2,713,732$ 2,902,344$ 2,911,786$ Total Capital Expense 26,951,478$ 23,294,844$ 27,005,586$ Actual FY2021 *Budget FY2022 Recommended FY2023 City of Carlsbad 6,973,338$ 6,727,897$ 6,563,783$ City of Vista 6,861,989$ 5,809,117$ 7,112,488$ Buena Sanitation District 2,040,160$ 1,799,167$ 2,011,091$ Vallecitos Water District 5,720,615$ 4,620,502$ 5,602,850$ Leucadia Wastewater District 4,280,076$ 3,462,285$ 4,162,284$ City of Encinitas 1,082,782$ 875,876$ 1,053,090$ Federal Grant ‐$ ‐$ 500,000$ Total Capital Revenue 26,958,959$ 23,294,844$ 27,005,586$ Actual FY2021 *Budget FY2022 Recommended FY2023 Liquid Process 9,897,938$ 4,769,000$ 1,850,000$ Outfall 211,492$ ‐$ 100,000$ Solids Process 1,851,723$ 4,425,000$ 11,850,000$ Energy Management 3,378,042$ 519,000$ 700,000$ General 2,810,416$ 4,112,000$ 4,150,000$ Technology 2,409,317$ 1,669,000$ 900,000$ Professional Services 1,025,524$ 960,000$ 1,350,000$ Total EWPCF – Capital Improvements 21,584,452$ 16,454,000$ 20,900,000$ EWPCF – Planned Asset Rehabilitation & Replacement 914,788$ 1,101,000$ 1,156,000$ EWPCF – Capital Acquisitions 264,961$ 349,000$ 356,000$ Remote Facilities – Acquisitions & Rehabilitation 1,473,545$ 2,488,500$ 1,681,800$ Personnel 2,713,732$ 2,902,344$ 2,911,786$ Total Capital Expense 26,951,478$ 23,294,844$ 27,005,586$ * Actual FY2021 includes the expenditure of authorized appropriations carried over from the previous year. CAPITAL IMPROVEMENT PROGRAM MULTI‐YEAR PROJECTS ESTIMATED REVENUES SUMMARY of CAPITAL 41June 14, 2022 Item #7 Page 429 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Org Object Project Amount Totals 92102 8300 13007 Secondary Clarifiers and Strainers Improvements 1,600,000$ 92102 8300 13023 Aeration Basin Rehab 250,000$ Total Liquid Process 1,850,000$ 92102 8300 21002 Ocean Outfall Maintenance and Inspection 100,000$ Total Outfall 100,000$ 92102 8300 31006 DAFT Repairs 1,800,000$ 92102 8300 32013 Digester Rehabilitation and Improvements 9,900,000$ 92102 8300 33025 Existing Dryer Components Rehabilitation 150,000$ Total Solids Process 11,850,000$ 92102 8300 41005 Cogen Engine Top‐End Overhaul 350,000$ 92102 8300 41015 Cogen Engine Catalyst System and Gas Conditioning Facilities 150,000$ 92102 8300 41025 Combined Generator Control Module Replacement 200,000$ Total Energy Management 700,000$ 92102 8300 51002 ORF Carbon Media Replacement 150,000$ 92102 8300 51016 Odor Control Improvements 550,000$ 92102 8300 52021 Climate Control at MCCs and Cogen Building 400,000$ 92102 8300 52032 Plant‐Wide Asset Painting and Protective Coating 150,000$ 92102 8300 53004 Admin Building HVAC Rehab 1,250,000$ 92102 8300 53013 Building Roof Replacements 350,000$ 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 4,150,000$ 92102 8300 61206 Secondaries & Effluent Electrical & Controls 400,000$ 92102 8300 61514 SCADA Integration Services 200,000$ 92102 8300 62708 Document Management System Upgrade 150,000$ 92102 8300 62709 Cyber Security & Business System Management Services 150,000$ Total Technology 900,000$ 92102 8300 81016 Asset Condition Assessments ‐ EWPCF 100,000$ 92102 8300 82015 Potable Reuse *300,000$ 92102 8300 82019 Outreach Plan 50,000$ 92102 8300 83001 E‐CAMP Update 150,000$ 92102 8300 84001 Extension of Staff Engineering Services 650,000$ 92102 8300 84002 Research and Development Services 100,000$ Total Professional Services 1,350,000$ Total EWPCF – Capital Improvements 20,900,000$ * Project is directly supported by Federal grant revenue Description EWPCF – CAPITAL IMPROVEMENTS 42June 14, 2022 Item #7 Page 430 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Org Object Project Amount Totals 80002 8010 80711 General Plant Projects 275,000$ 80002 8020 80040 TWAS & DAF System Projects 55,000$ 80002 8030 80811 Water Systems Projects 55,000$ 80002 8050 80098 Primary Area Projects 220,000$ 80002 8050 80209 FOG System Projects 50,000$ 80002 8060 80185 Secondary Area Projects 171,000$ 80002 8070 80195 Digester Area Projects 60,000$ 80002 8080 80419 Centrifuge Feed Pit Projects 30,000$ 80002 8080 80264 Solids Processing Equipment Projects 190,000$ 80002 8090 80394 Cogeneration System Projects 50,000$ Total EWPCF – Planned Asset Rehabilitation & Replacement 1,156,000$ Description EWPCF – PLANNED ASSET REHABILITATION & REPLACEMENT 43June 14, 2022 Item #7 Page 431 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Org Object Project Amount Totals 23002 7710 70010 Information Technology 153,000$ 23002 7730 70023 New Equipment 130,000$ 23002 7750 70033 Operations & Administration Building 18,000$ 23002 7750 70300 EWPCF Plant 55,000$ Total EWPCF – Capital Acquisitions 356,000$ EWPCF – CAPITAL ACQUISITIONS Description 44June 14, 2022 Item #7 Page 432 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Org Object Project Amount Totals 31002 7750 70863 AHPS ‐ Minor Mechanical Rehabilitation 27,500$ 31002 7750 70873 AHPS ‐ Minor Structural Rehabilitation 59,500$ 31002 7750 70158 AHPS ‐ SCADA Migration 60,000$ 31002 7750 70863 AHPS ‐ Site Safety Improvements 66,500$ 31002 7750 70410 AHPS ‐ Replace Spare Grinder 80,000$ 31002 7750 70850 AHPS ‐ Unplanned Minor Rehabilitation 15,000$ 31002 7750 70870 AHPS ‐ Integration Assistance 25,000$ 31002 7750 70830 AHPS ‐ Grinder Rebuild 80,000$ 31002 7750 70840 AHPS ‐ Pump and Motor Rebuild 60,000$ 31002 7750 70860 AHPS ‐ VFD Repairs 10,000$ 31002 7750 70862 AHPS ‐ Coatings and Paintings 6,500$ Total AHPS 490,000$ 32002 7750 70811 BVPS ‐ Minor EI&C Rehabilitation 54,000$ 32002 7750 70825 BVPS ‐ Minor Structural Rehabilitation 62,000$ 32002 7750 70873 BVPS ‐ SCADA Migration 58,000$ 32002 7750 70831 BVPS ‐ Site Safety Improvements 90,000$ 32002 7750 70825 BVPS ‐ Structural Improvements 7,500$ 32002 7750 70900 BVPS ‐ Grinder Rebuild 49,000$ 32002 7750 70219 BVPS ‐ Sewage Pump Rebuild 24,500$ 32002 7750 70219 BVPS ‐ Sewage Pump Motor Rebuild 6,000$ 32002 7750 70920 BVPS ‐ Coatings and Paintings 6,500$ 32002 7750 70930 BVPS ‐ Unplanned Minor Rehabilitation 10,000$ 32002 7750 70940 BVPS ‐ Integration Assistance 16,000$ 32002 7750 70960 BVPS ‐ VFD Repairs 11,000$ Total BVPS 394,500$ 37002 7750 70841 BCPS ‐ Minor EI&C Rehabilitation 30,000$ 37002 7750 70851 BCPS ‐ Minor Mechanical Rehabilitation 7,000$ 37002 7750 70872 BCPS ‐ SCADA Migration 58,000$ 37002 7750 70861 BCPS ‐ Site Safety Improvements 29,000$ 37002 7750 70990 BCPS ‐ Grinder Rebuild 49,000$ 37002 7750 71000 BCPS ‐ Sewage Pump Rebuild 28,000$ 37002 7750 71010 BCPS ‐ Sewage Pump Motor Rebuild 6,500$ 37002 7750 71060 BCPS ‐ Integration Assistance 16,000$ 37002 7750 71040 BCPS ‐ Unplanned Minor Rehabilitation 9,000$ 37002 7750 71030 BCPS ‐ Coatings and Paintings 6,000$ 37002 7750 71050 BCPS ‐ VFD Repairs 16,000$ Total BCPS 254,500$ REMOTE FACILITIES – ACQUISITIONS & REHABILITATION Description 45June 14, 2022 Item #7 Page 433 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Org Object Project Amount TotalsDescription 38002 7750 71081 CWRF ‐ Minor Structural Rehabilitation 31,000$ 38002 7750 71091 CWRF ‐ Miscellaneous Service Requests 13,000$ 38002 7750 71111 CWRF ‐ Minor EI&C Rehabilitation 87,300$ 38002 7750 71113 CWRF ‐ Site Safety Improvements 168,000$ 38002 7750 71120 CWRF ‐ Coatings and Paintings 11,000$ 38002 7750 71110 CWRF ‐ Unplanned Minor Rehabilitation 14,000$ 38002 7750 71160 CWRF ‐ Integration Assistance 20,000$ 38002 7750 71130 CWRF ‐ VFD Repairs 21,500$ Total CWRF 365,800$ 39002 7750 71191 RBPS ‐ Minor Structural Rehabilitation 14,000$ 39002 7750 70874 RBPS ‐ SCADA Migration 58,000$ 39002 7750 71201 RBPS ‐ Site Safety Improvements 13,000$ 39002 7750 71180 RBPS ‐ Grinder Rebuild 30,000$ 39002 7750 71211 RBPS ‐ Sewage Pump Rebuild 19,000$ 39002 7750 71211 RBPS ‐ Sewage Pump Motor Rebuild 6,000$ 39002 7750 71220 RBPS ‐ Coatings and Paintings 6,000$ 39002 7750 71200 RBPS ‐ Unplanned Minor Rehabilitation 6,000$ 39002 7750 71240 RBPS ‐ Integration Assistance 16,000$ 39002 7750 71210 RBPS ‐ VFD Repairs 9,000$ Total RBPS 177,000$ Total Remote Facilities – Capital Acquisitions & Rehabilitation 1,681,800$ 46June 14, 2022 Item #7 Page 434 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 Fiscal Year EWPCF Capital Improvements EWPCF Planned Asset Rehabilitation & Replacement EWPCF Capital Acquisitions Remote Facilities Acquisitions & Rehabilitation Personnel Expense Total 2023 20,900,000$ 1,156,000$ 356,000$ 1,681,800$ 2,911,786$ 27,005,586$ 2024 23,330,000$ 1,214,000$ 363,000$ 1,579,400$ 3,091,000$ 29,577,400$ 2025 29,210,000$ 1,275,000$ 381,000$ 1,352,900$ 3,190,000$ 35,408,900$ 2026 27,300,000$ 1,339,000$ 400,000$ 1,170,800$ 3,292,000$ 33,501,800$ 2027 26,090,000$ 1,406,000$ 420,000$ 1,179,500$ 3,397,000$ 32,492,500$ 5 Year Total 126,830,000$ 6,390,000$ 1,920,000$ 6,964,400$ 15,881,786$ 157,986,186$ 2028 27,000,000$ 1,476,000$ 441,000$ 1,238,000$ 3,516,000$ 33,671,000$ 2029 27,800,000$ 1,550,000$ 463,000$ 1,300,000$ 3,639,000$ 34,752,000$ 2030 28,600,000$ 1,628,000$ 486,000$ 1,365,000$ 3,766,000$ 35,845,000$ 2031 29,500,000$ 1,709,000$ 510,000$ 1,433,000$ 3,898,000$ 37,050,000$ 2032 30,400,000$ 1,794,000$ 536,000$ 1,505,000$ 4,034,000$ 38,269,000$ 2033 ‐ 2037 137,000,000$ 10,410,000$ 3,112,000$ 8,730,000$ 22,388,000$ 181,640,000$ 2038 ‐ 2042 137,000,000$ 12,768,000$ 3,975,000$ 11,141,000$ 26,595,000$ 191,479,000$ 20 Year Total 544,130,000$ 37,725,000$ 11,443,000$ 33,676,400$ 83,717,786$ 710,692,186$ LONG‐TERM CAPITAL FINANCIAL PLAN 5 YEAR and 20 YEAR CAPITAL BUDGET 47June 14, 2022 Item #7 Page 435 of 454 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2023 This page intentionally left blank. 48June 14, 2022 Item #7 Page 436 of 454 RESOLUTION NO. 2022-140 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, DETERMINING THAT THE FY 2022-23 CAPITAL IMPROVEMENT PROGRAM BUDGET IS CONSISTENT WITH THE GENERAL PLAN AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS EXHIBIT 14 WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital Improvement Program for FY 2022-23 and has held such public hearings as are necessary prior to adoption of the Capital Improvement Program Budget; and WHEREAS, on June 14, 2022, the City Council reviewed for consistency with the General Plan goals and policies for all Capital projects receiving an allocation of funds for FY 2022-23 pursuant to Carlsbad Municipal Code Section 2.24.065 (b); and WHEREAS, the City Council also reviewed the FY 2022-23 Capital projects for consistency with applicable Climate Action Plan measures and actions; and WHEREAS, at said hearing, upon hearing and considering all testimony and arguments, if any, of all persons desiring to be heard, said City Council considered all factors relating to the City Council determination. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That based on the evidence presented at the hearing, the City Council determines that the Capital Improvement Program for FY 2022-23 is consistent with the General Plan based on the following findings: June 14, 2022 Item #7 Page 437 of 454 a)The projects are consistent with the goals and policies of the city's General Plan in that the projects are required to ensure the provision of adequate public facilities and services concurrent with or prior to need. b)The projects are consistent with applicable goals and policies of the Land Use and Community Design; Mobility; Open Space, Conservation, and Recreation; Sustainability Elements of the General Plan, as described in Attachment A. c)Specific projects are consistent with, and support Climate Action Plan greenhouse gas reduction measures and actions, as described in Attachment A. d)As required by the General Plan, the proposed improvements are consistent with the city's Growth Management Plan in that the projects ensure that the necessary improvements are provided for facilities maintenance, park development, sewer projects, and circulation systems, in accordance with the performance standards contained in the city's Growth Management regulations. 3.This action is final as of the date this resolution is adopted by the City Council. The Provisions of Chapter 1.16 of the Carlsbad Municipal Code, "Time Limits for Judicial Review" shall apply: "NOTICE" The time within which judicial review of this decision must be sought is governed by Code of Civil Procedure, Section 1094.6, which has been made applicable in the City of Carlsbad by Carlsbad Municipal Code Chapter 1.16. Any petition or other action seeking review must be filed in the appropriate court not later than the ninetieth day following the date on which this decision becomes final; however, if within ten days after the decision becomes final a request for the record is filed with a deposit in an amount sufficient to cover the estimated cost or preparation of such record, the time within which such petition may be filed in court is extended to not later than the thirtieth day following the date on which the record is either personally delivered or mailed to the party, or his attorney of record, if he has one. A written request for the preparation of the record of the proceedings shall be filed with the City Clerk, City of Carlsbad, 1200 Carlsbad Village Drive, Carlsbad, CA 92008. June 14, 2022 Item #7 Page 438 of 454 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council, Carlsbad Municipal Water District Board of Directors, Carlsbad Public Financing Authority Board of Directors, Community Development Commission, and City of Carlsbad as Successor Agency to the Redevelopment Agency, held on the 14th day of June, 2022, by the following vote to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. None. Hall. MATT HALL, Mayor .,fc,v' FAVIOLA MEDINA, City Clerk Services Manager (SEAL) June 14, 2022 Item #7 Page 439 of 454 C hinquapin Lift Station Improvements Managing Department: Utilities Classification: Capital Project Funding Source: Sewer Replacement Budget FY23 $ 300,000 FY24 $ 920,000 TOTAL $ 1,220,000 About This Project The project will replace the generator and electrical equipment and construct a building to reduce corrosion of the electrical gear. Project Need Expansion of the enclosure is required to meet the electrical code. Salt laden air causes premature corrosion of electrical equipment, and a climate-controlled building is necessary. Generator replacement will provide continued reliability. The project is consistent with California Electrical Code. General Plan Consistency Goal 2-G.21 of the Land Use & Community Design Element: Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of residents. Climate Action Plan Consistency N/A Anticipated Environmental Review The level of environmental review and any potential environmental impacts will be determined upon further analysis. 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 14, 2022 Item #7 Page 440 of 454 Attachment A \ \ "_,.,,. ... \ .• ✓-- ✓-·· '\ ... C-Tank Access Road Repair and Electrical Improvements Managing Department: Utilities Classification: Capital Project Funding Source: Recycled Replacement, Recycled Connection Budget FY23 $ 300,000 FY25 $ 1,590,000 TOTAL $ 1,890,000 About This Project The project will repair asphalt and unimproved portions of the access road to maintain vehicle access to the reservoir. The project will provide electrical service from the end of Bobcat Boulevard to the reservoir for future Supervisory Control and Data Acquisition, or SCADA, and communications purposes. Project Need Ensures access to facility is preserved and provides future SCADA and communication capabilities. The project is consistent with the City of Carlsbad Engineering Standards. General Plan Consistency Goal 2-G.21 of the Land Use & Community Design Element: Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of residents. Climate Action Plan Consistency N/A Anticipated Environmental Review The level of environmental review and any potential environmental impacts will be determined upon further analysis. 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 14, 2022 Item #7 Page 441 of 454 ,/, i 1 ....... ... -« -·· • Leo Carr illo Ranch Park Phase 3B Managing Department: Parks and Recreation Classification: Capital Project Funding Source: Park-in-Lieu Southeast Budget FY25 $ 500,000 FY26 $ 500,000 FY27 $ 1,400,000 TOTAL $ 2,400,000 About This Project The individual projects that comprise the Leo Carrillo Ranch Park Phase 3B Project were included in the 1998 City Council approved (AB #14,521, Jan. 13, 1998) Leo Carrillo Ranch Master Plan. In 2014, the city held a public workshop on prioritization of the park’s individual projects for future planning and cost estimating purposes. The details of this project were prioritized by stakeholder and staff feedback received at that workshop. The project will include updates and improvements to the Carriage House, the Caretaker’s Residence, Botanical Garden, West Meadow, Botanical Trail, Arbor, and Feed Storage Building/Tack Shed. This prioritization of the park’s individual projects was affirmed via the 2015 Parks & Recreation Department Master Plan. Project Need The Phase 3B project is consistent with the City Council approved 1998 Leo Carrillo Ranch Park Master Plan and the City Council adopted 2015 Parks & Recreation Department Master Plan (Park, Facility and Program Rankings). General Plan Consistency Open Space, Conservation, and Recreation Element Goal 4-G.6: Offer a wide variety of recreational activities and park facilities designed to encourage educational benefits and active or passive participation by users of all ages and interests. Climate Action Plan Consistency N/A Anticipated Environmental Review The level of environmental review and any potential environmental impacts will be determined upon further analysis. 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 14, 2022 Item #7 Page 442 of 454 ....... • \ \ \ Orion Complex Energy Storage Managing Department: Facilities Classification: Planning Funding Source: General Capital Construction Budget FY27 $ 250,000 TOTAL $ 250,000 About This Project Study feasibility of alternative energy generation and storage, such as a microgrid, to support city facilities located along Orion Way. Project Need If feasible, the project could offset ongoing energy costs and contribute to the city’s use of renewable energy sources. General Plan Consistency Sustainability Element Policy 9-P.2: Continue efforts to decrease use of energy and fossil fuel consumption in municipal operations, including transportation, waste reduction and recycling, and efficient building design and use. Climate Action Plan Consistency Consistent with the CAP, this project promotes renewable energy to offset greenhouse gas emissions. CAP Chapter 4 identifies GHG Reduction Measures. Section 4.10 of this chapter, citywide renewable projects, identifies action M-2 to “incorporate renewable energy measures such as PV system installation on city buildings and parking lots, or microturbine installation on city facilities, with the goal of producing approximately 12,000 megawatt hours per year.” Anticipated Environmental Review The project is exempt from environmental review per CEQA Guidelines Section 15262, feasibility or planning studies for possible future actions which the City Council has not approved, adopted, or funded do not require the preparation of an EIR or Negative Declaration but do require consideration of environmental factors June 14, 2022 Item #7 Page 443 of 454 • j Poinsettia Lift Station Rehabilitation Managing Department: Utilities Classification: Capital Project Funding Source: Sewer Replacement Budget FY24 $ 2,500,000 TOTAL $ 2,500,000 About This Project Replacement of the three pumps and related mechanical equipment and electrical and odor control improvements. Project Need Improvements will provide continued functionality of a critical wastewater facility and mitigate potential of Sanitary Sewer Overflows. The project is consistent with the City of Carlsbad Engineering Standards. General Plan Consistency Goal 2-G.21 of the Land Use & Community Design Element: Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of residents. 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 14, 2022 Item #7 Page 444 of 454 , I • ..... \ ., / . / Stagecoach Community Park Community Gardens Managing Department: Parks and Recreation Classification: Capital Project Funding Source: Park-in-Lieu Southeast Budget FY23 $ 225,000 FY24 $ 200,000 TOTAL $ 425,000 About This Project The maintenance yard has become available for a new use. Staff proposes converting maintenance yard at Stagecoach Park into a raised container community garden. Project will include 20 raised planting beds, kiosk, composting bins, tool storage and benches. Project Need To address demand for community gardens in southeast quadrant. The project is consistent with the Parks and Recreation Master Plan. General Plan Consistency Sustainability Element Goal 9-G.6: Support the creation of community gardens throughout the community. Climate Action Plan Consistency Development of a community garden in the southeast quadrant could enable a reduction in distances driven by residents who must presently go elsewhere to enjoy such an amenity. Reduced driving distances could also mean a decrease in greenhouse gas emissions. Anticipated Environmental Review The project is exempt from environmental review per CEQA Guidelines Section 15301(l), demolition, and removal of individual small structures, including accessory structures, and Section15304(b), minor alterations to land, including new gardening or landscaping. June 14, 2022 Item #7 Page 445 of 454 .. i ........ • , ! \ • '--·- \ \ \ I \ • ., ! \ Traffic Signal Right Turn Overlaps Managing Department: Transportation Classification: Capital Project Funding Source: Gas Tax Budget FY23 $ 150,000 TOTAL $ 150,000 About This Project Traffic signal modification to provide right turn overlap phase at Poinsettia/Paso Del Norte southbound approach, El Camino Real/Tamarack northbound approach, and Palomar Airport Road/Melrose eastbound approach. Project Need Right turn overlap phasing improves traffic flow through an intersection by allowing right turns to occur at the same time as the protected left turn movement on the intersecting road. This improves traffic flow efficiency while also reducing vehicle idling and emissions. General Plan Consistency Mobility Element Goal 3-G.2: Improve connectivity for all residents. Climate Action Plan Consistency As modifications to provide right turn overlaps reduce vehicle idling at intersections, a decrease in greenhouse gas emissions can also be realized. Anticipated Environmental Review The project is exempt from environmental review per CEQA Guidelines Section 15301(c) - restoration or rehabilitation of deteriorated or damaged structures, facilities, or mechanical equipment to meet current standards of public health and safety, unless it is determined that the damage was substantial and resulted from an environmental hazard such as earthquake, landslide, or flood. June 14, 2022 Item #7 Page 446 of 454 --I I • fl \ r i \ ,; r-"' -~ -~ ., -~ / -· '-~ --.. . __ ..... °'\ \ ! ... ---\ \' . ~· \ I r: l I '·'\ ---- Vista/Carlsbad Interceptor – Point Repair Reaches (VC13 & VC14) Managing Department: Utilities Classification: Maintenance and Operations Funding Source: Sewer Replacement Budget FY23 $ 200,000 FY24 $ 600,000 FY25 $ 600,000 TOTAL $ 1,400,000 About This Project Rehabilitate approximately 8,600 lineal feet of existing 42-inch diameter interceptor sewer pipeline and manholes with cured-in-place pipe. Carlsbad shares the total cost of the project with the City of Vista as a percentage of capacity. Project Need The existing 42-inch sewer is plastic lined and was constructed in the 1960's. Due to age and deformations in plastic liner, a comprehensive rehabilitation is needed. General Plan Consistency Goal 2-G.21 of the Land Use & Community Design Element: Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of residents. Climate Action Plan Consistency N/A Anticipated Environmental Review The project is exempt from environmental review per CEQA Guidelines Section 15301(b) – repair, maintenance, and minor alteration of existing facilities, including those of public utilities, involving negligible or no expansion of use. June 14, 2022 Item #7 Page 447 of 454 \ \ Village Decorative Lighting – Carlsbad Village Drive from Harding Street to Ocean Street Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY23 $ 400,000 TOTAL $ 400,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 3 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. General Plan Consistency Land Use and Community Design Element Policy 2-P.72: Enhance the walkability and pedestrian orientation of the Village, including along Carlsbad Village Drive, to enhance the small, beach town atmosphere and improve access to and utilization of transit; and Mobility Element Goal 3-G.3: Provide inviting streetscapes that encourage walking and promote livable streets. Climate Action Plan Consistency CAP greenhouse gas (GHG) reduction measure 4.6 promotes the use of efficient lighting standards. All Village decorative lighting will be energy efficient. Improved lighting will also encourage walking, thereby helping to reduce GHG. 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 14, 2022 Item #7 Page 448 of 454 ✓ .-\ \ ' /~ ~ -\ ' ' \ ✓ ? \ / \ -, \ . \ / ✓ /~ ~ \ \ ~ Village Decorative Lighting – Train Station Area Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 800,000 TOTAL $ 800,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 4 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. General Plan Consistency Land Use and Community Design Element Policy 2-P.72: Enhance the walkability and pedestrian orientation of the Village, including along Carlsbad Village Drive, to enhance the small, beach town atmosphere and improve access to and utilization of transit; and Mobility Element Goal 3-G.3: Provide inviting streetscapes that encourage walking and promote livable streets. Climate Action Plan Consistency CAP greenhouse gas (GHG) reduction measure 4.6 promotes the use of efficient lighting standards. All Village decorative lighting will be energy efficient. Improved lighting will also encourage walking, thereby helping to reduce GHG. 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 14, 2022 Item #7 Page 449 of 454 / / ...... I / / ....... I ·, .... ,: Village Decorative Lighting – Hospitality District Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 800,000 TOTAL $ 800,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 5 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. General Plan Consistency Land Use and Community Design Element Policy 2-P.72: Enhance the walkability and pedestrian orientation of the Village, including along Carlsbad Village Drive, to enhance the small, beach town atmosphere and improve access to and utilization of transit; and Mobility Element Goal 3-G.3: Provide inviting streetscapes that encourage walking and promote livable streets. Climate Action Plan Consistency CAP greenhouse gas (GHG) reduction measure 4.6 promotes the use of efficient lighting standards. All Village decorative lighting will be energy efficient. Improved lighting will also encourage walking, thereby helping to reduce GHG. 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 14, 2022 Item #7 Page 450 of 454 \:~ '· ,/ ,,,, .. ,, \ .... \ \ . . Village Decorative Lighting – Gateway Lighting Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 900,000 TOTAL $ 900,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 6 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. General Plan Consistency Land Use and Community Design Element Policy 2-P.71: Seek ways of strengthening existing establishments through façade and streetscape improvements, upgraded public and private landscaping and aesthetically upgraded signage and way-finding. Encourage outdoor dining, sidewalk cafes and limited outdoor displays of merchandise to enliven street-level activity; Land Use and Community Design Element Policy 2-P.72: Enhance the walkability and pedestrian orientation of the Village, including along Carlsbad Village Drive, to enhance the small, beach town atmosphere and improve access to and utilization of transit; and Mobility Element Goal 3-G.3: Provide inviting streetscapes that encourage walking and promote livable streets. Climate Action Plan Consistency CAP greenhouse gas (GHG) reduction measure 4.6 promotes the use of efficient lighting standards. All Village decorative lighting will be energy efficient. Improved lighting will also encourage walking, thereby helping to reduce GHG. 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 14, 2022 Item #7 Page 451 of 454 / \ ._:l-\ • _,,..,. . • • • \ • \ \ • ... Village Decorative Lighting – Pedestrian Lampposts Oak Avenue Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 450,000 TOTAL $ 450,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 7.1 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. General Plan Consistency Land Use and Community Design Element Policy 2-P.72: Enhance the walkability and pedestrian orientation of the Village, including along Carlsbad Village Drive, to enhance the small, beach town atmosphere and improve access to and utilization of transit; Land Use and Community Design Element Policy 2-P.73: Enhance connections with the Barrio through streetscape improvements—including street trees, improved sidewalks, lighting and signage—and potentially mixed-use development along Roosevelt Street; and Mobility Element Goal 3-G.3: Provide inviting streetscapes that encourage walking and promote livable streets. Climate Action Plan Consistency CAP greenhouse gas (GHG) reduction measure 4.6 promotes the use of efficient lighting standards. All Village decorative lighting will be energy efficient. Improved lighting will also encourage walking, thereby helping to reduce GHG. 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 14, 2022 Item #7 Page 452 of 454 / \ \ Village Decorative Lighting – Pedestrian Lighting at Village Outskirts Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 850,000 TOTAL $ 850,000 About This Project Install decorative lighting solutions along streets as prioritized in Phase 7.2 of the 2019 Village Decorative Lighting Study. Project Need Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022. General Plan Consistency Land Use and Community Design Element Policy 2-P.72: Enhance the walkability and pedestrian orientation of the Village, including along Carlsbad Village Drive, to enhance the small, beach town atmosphere and improve access to and utilization of transit; Land Use and Community Design Element Policy 2-P.73: Enhance connections with the Barrio through streetscape improvements—including street trees, improved sidewalks, lighting and signage—and potentially mixed-use development along Roosevelt Street; and Mobility Element Goal 3-G.3: Provide inviting streetscapes that encourage walking and promote livable streets. Climate Action Plan Consistency CAP greenhouse gas (GHG) reduction measure 4.6 promotes the use of efficient lighting standards. All Village decorative lighting will be energy efficient. Improved lighting will also encourage walking, thereby helping to reduce GHG. 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 14, 2022 Item #7 Page 453 of 454 Library and Cultural Arts 1775 Dove Lane  Carlsbad, CA 92011  442-339-2011www.carlsbadlibrary.org May 25, 2022 TO: MAYOR AND COUNCIL MEMBERS FROM: Library Board of Trustees SUPPORT OF LIBRARY STAFF BUDGET RECOMMENDATIONS FOR FISCAL YEAR 2022-23 On April 27, 2022, the Library Board of Trustees received a presentation summarizing city direction on preparation of the fiscal year 2022-23 budget, the resulting library budget submission, and proposed changes to library fees in the master fee schedule. On May 25, 2022, The Library Board of Trustees received an update on library budget items presented to City Council on May 24, 2022. 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 of Trustees determined that it supports staff’s budget submission and proposed fee changes. Respectfully, LIBRARY BOARD OF TRUSTEES Gina McBride, Chair Dr. Sherman DeForest, Vice-Chair Art Larson Stan Schatt William Sheffler SS: fe cc: Scott Chadwick, City Manager Celia Brewer, City Attorney Geoff Patnoe, Assistant City Manager Gary Barberio, Deputy City Manager Laura Rocha, Deputy City Manager Zach Korach, Finance Director Exhibit 15 June 14, 2022 Item #7 Page 454 of 454 LIBRARY BOARD OF TRUSTEES TO: CITY (;LERK DATE OF PUBLIC HEARING: AFFIDAVIT OF MAILING NOTICE OF PUBLIC HEARING SUBJECT: _ _,._U~LOCL--LLO_..!.._~=-=----=-_...,.{!;;y--==-'""".==-J)"""'l~;..<=rd-=-------- LOCATION : lli200 Carlsbad Village Drive, Carlsbad, CA 92008 D Other: ________________ _ DATE POSTED TO CITY WEBSITE ,5,/;'), i.Rl1o?, DATE NOTICES MAILED TO PROPERTY OWNERS: ___________ _ NUMBER MAILED: I declare under penalty of perjury under the laws of the State of California that I am employed by the City of Carlsbad and the foregoing is true and correct. DEPARTMENT: ~TY CLERK'S OFFICE □OTHER _______ _ j1n7c_~ \ Signature Date SENT TO FOR PUBLICATION VIA E-MAIL TO: □ Union Tribune on ___ _ ~ Coast News on· &/"J.. 'f LJ;< PUBLICATION DATE: Union Tribune _____________ _ Coast News lf / 3 d-&/10/J.;2.. l I declare under penalty of perjury under the laws of the State of California that I am employed by the City of Carlsbad and the foregoing is true and correct. DEPARTMENT: ~ CLERK'S OFFICE □ OTHER _______ _ Signature Date Attachments: 1) MailiAg Lal:lels 2) Notice w/ attachments CITY OF CARLSBAD NOTICE OF JOINT PUBLIC HEARfNG CITY OF CARLSBAD CfIY COUNCU.. CARLSBAD MUNlCTPA.L WATER OlSTRICT HOARD, CARl.SBAD PUBLIC FINANCINC AUTHORITY BOARD, COMMUNITY DEVELOPMENT COMMISSION, AND CITY OF CARl.SBAD ACTING AS THE sue CESSOR TO THE REDEVELOPMENT AGENCY FY 2022-23 OPHRATING BUDGET, STRATEGIC OICl'l'AL TRANSFORMATION IN• VESThf.ENT PROGRAM. CAPITAL IMPROVEMENT PROGRAM, GANN SPENDING LIMIT AND MASTER FEE SCHEDULE NOTICE IS HEREBY GIVEN that the Ciry of Carlsbad City Council will hold a joint public hearing on Tues., June 1◄, 2022 a1 S p.m. in the Council Chamber, 1200 Catlsbad Village Orh-e, Carlsbad, California., to discuss and adopt the Fiscal Year 2022-23 Oper- ating. Strategic Digital Tnuuformation Investment Program and Capital Improvement Program Budgeu and authorize Fiscal Year 2022-23 appropriations. This will include Operating, Strategic Digital Transformation ln\l'C!ltment Proara.m and Capita.I lmpro,•e- ment Progra1n Budgets for the city; Operating and Capital lmpt0vement Program Bud- gets for the Carlsbad M.uniclpal Water District; and Operating Rudgers for rhe Carls- bad Public Financing Authority, Carlsbad Housing Aulhority, the S\1ccessor Agency for the Carlsbad Rede\'e.lopment Agency and the city's share of Lhe Fiscal Year 2022-23 Operating and CapitaJ Budget of the Endna Was1ewa1er Authority. Tite City Council wi11 also adopt the Cann Spending Limit for tiscal Year 2022-23, changes to the Master Fee Schedule, adjustments 10 the Cicy of Carlsbad's FY 2022-23 Ope.rating, Stnuegic Digital Transformation lm·estmen1 Program and Capital Improvement Program Bud- gets and determine thal the Fi1Cal Year 2022-23 Capital Improvement Program Budget is consistent with lbe General Plan and applicable CHmate Action Plan measures and actions. Those persons ""ish.ing to speak on this item are cordially invited to artend the public hearing. U you ha\.~ any qucstion5, please con1act Zach Korach in the Administrative Sen•icu Department at ◄◄2-339-2127 or aacb kncacbftcntlsbadca gpy, This meeting can be viewed online at brms•Jfwwwcadshadca RO\!tcilx-ball/mcerines-aeendas or on the city's cable channel. ln addition, written commenu ma,y be subm.ined to the City Council at or prlor to the hearing via U.S. Mall to the ancntion of the Ofnce of the City Clerk, 1200 Carlsbad Village Drive, Carlslnd, CA 92008, or via email to~ radsbadCI 80\' Copies of the proposed budget and proposed fee changes are currently available for pubUc inspection at the Chy Clerk's Ofnce, 1200 carlsbad Vlllage Drive., and on the city's welaite at btrns·tcw:ww culsbadca eovidcnarrmcnrstamrncc/dry-hudsc1 The staff repon ""'ill be available oo the city's website at baps·Uwww carlsbadca @0\'Jcitv· h1ll/mcrtiags:8£Cndas on and after Fri., June 10, 2022. If you challenge the program budgets in coun, you may be limited to raising only those iuues raised b)• you or someone else at the public bearing described in this notice, or In written correspondence to 1he Clry of Carlsbad, Alfn: Offtc:e of the City Clerk, 1200 Carlsbad Village Drke, Carlsbed, 92008, at or prior to the public hearing. PUBLISH DATES: June 3 and June 10, 2022. CITY OF CARLSBAD CITY COUNCIL 06/03/2022, 06110/2022 CN 26616 3 col X 6,75" 20.25"x $15 $303.75 x 2 publications $607.50 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 2022-23 OPERATING BUDGET, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM, CAPITAL IMPROVEMENT PROGRAM, GANN SPENDING LIMIT AND MASTER FEE SCHEDULE NOTICE IS HEREBY GIVEN that the City of Carlsbad City Council will hold a joint public hearing on Tues., June 14, 2022 at 5 p.m. in the Council Chamber, 1200 Carlsbad Village Drive, Carlsbad, California, to discuss and adopt the Fisca l Year 2022-23 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program Budgets and authorize Fiscal Year 2022-23 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 2022-23 Operating and Capital Budget of the Encina Wastewater Authority. The City Council will also adopt the Gann Spending Limit for Fiscal Year 2022-23, changes to the Master Fee Schedule, adjustments to the City of Carlsbad's FY 2022-23 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program Budgets and determine that the Fiscal Year 2022-23 Capital Improvement Program Budget is consistent with the General Plan and applicable Climate Action Plan measures and actions. Those persons wishing to speak on this item are cordially invited to attend the public hearing. If you have any questions, please contact Zach Korach in the Administrative Services Department at 442-339-2127 or zach.korach@carlsbadca.gov. This meeting can be viewed online at https://www.carlsbadca.gov/city- hall/meetings-agendas or on the city's cable channel. In addition, written comments may be submitted to the City Council at or prior to the hearing via U.S. Mail to the attention of the Office of the City Clerk, 1200 Carlsbad Village Drive, Carlsbad, CA 92008, or via email to clerk@carlsbadca.gov. Copies of the proposed budget and proposed fee changes are currently available for public inspection at the City Clerk's Office, 1200 Carlsbad Village Drive, and on the city's website at https://www.carlsbadca.gov/departments/finance/city-budget. The staff report will be available on the city's website at https://www.carlsbadca.gov/city-hall/meetings-agendas on and after Fri., June 10, 2022. 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: June 3 and June 10, 2022. CITY OF CARLSBAD CITY COUNCIL FY 2022-23ADOPTED OPERATING CAPITAL STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM BUDGET TONIGHT’S PRESENTATION •Budget overview •Citywide revenues and expenditures •General Fund revenues and expenditures •Fee update •Capital Improvement Program •Strategic Digital Transformation Investment Program RECOMMENDED ACTION •Take public input •Close the public hearing •Adopt resolutions 2022-23 Budget •Preliminary Operating Budget presented on May 24, 2022 •Preliminary Capital and Strategic Digital Transformation Investment Program presented on June 7, 2022 •Balanced (with small surplus) •Maintains all services at current high levels •Progress on goals Enterprise $89.6 26% Fiduciary $0.5 0% General $198.8 59% Internal Service $33.1 10% Special Revenue $17.9 5% CITYWIDE REVENUES $339.8 million CITYWIDE EXPENSES $342.3 million General Fund $198.4 58% Special Revenue $17.3 5% Enterprise $92.9 27% Internal Service $32.6 10% Fiduciary $1.1 0% GENERAL FUND REVENUE SOURCES Property Tax 41% Sales Tax 25% Transient Occupancy Tax 14% Franchise Taxes 4% Business License Tax 3% Development Revenues 1% All Other Revenue 12% $198.8 million GENERAL FUND EXPENDITURES BY TYPE Personnel 62% Maintenance & Operations 30% Capital Outlay 1% Transfers 7% 44% Public Safety $88.9 Million 25% Community Services $49.5 Million 7% Administrative Services $14.1 Million 4% Policy & Leadership $8.5 Million 8% Non-departmental $15.1 Million 11% Public Works $22.3 Million $198.4 Million GENERAL FUND EXPENDITURES BY AREA Estimated Budgeted $% 2021-22 2022-23 Change Change Property Tax $79.7 $81.5 $1.8 2.3% Sales Tax 50.3 49.1 (1.2)-2.4% Transient Occupancy Tax 28.1 28.8 0.7 2.5% Franchise Taxes 6.2 7.0 0.7 11.4% Business License Tax 6.8 6.2 (0.6)-8.6% Development Revenues 3.7 2.9 (0.9)-23.5% All Other Revenue 30.0 23.3 (6.7)-22.4% Total $204.9 $198.8 $(6.2)-3.0% GENERAL FUND REVENUES By Expenditure Type (In Millions) Budget Budget $% 2021-22 2022-23 Change Change Personnel, gross $116.3 $ 126.1 $9.8 8.4% Vacancy Savings -(2.0)(2.0)0.0% Personnel 116.3 124.1 7.8 6.7% Maintenance &Operations 60.3 59.2 (1.1)-1.8% Capital Outlay 0.9 1.5 0.6 71.9% Transfers 7.1 13.6 6.5 90.3% Subtotal $184.5 $198.4 $13.8 7.5% GENERAL FUND EXPENDITURES NEW FULL TIME POSITIONS •24 new full-time positions –2 are temporary full-time –71% are new police, fire and lifeguard positions •The equivalent of 4.75 full-time positions are being eliminated •Net increase of 19.25 ENTERPRISE FUND OVERVIEW $89.6 million $92.9 million Revenue Expenditures $52 million fund balance Fee Updates •Increases proposed in development impact fees, solid waste fees, traffic impact fees, and ambulance fees based on the associated index and municipal code •Library late fees eliminated CAPITAL IMPROVEMENT PROGRAM FY23 CAPITAL IMPROVEMENT PROGRAM $56.2 $82.7 $43.4 0 10 20 30 40 50 60 70 80 90 FY22 Appropriation FY23 Projection FY23 Request $2.1 million for new projects million million million PROPOSED NEW PROJECTS •14 new projects added •$2.1 million requested in FY23 for 7 projects •7 additional projects programmed for future funding PROPOSED NEW PROJECTS with FY23 FUNDING REQUEST Project Name FY 23 Request C-Tank Access Road Repair and Electrical Improvements $300,000 Chinquapin Lift Station Improvements $300,000 Stagecoach Community Park Community Garden $225,000 Traffic Signal Right Turn Overlaps $150,000 Vista/Carlsbad Interceptor -Point Repair Reaches (VC13 & VC14)$200,000 Village Decorative Lighting -Carlsbad Village Drive from Harding Street to Ocean Street $400,000 Village Decorative Lighting -Train Station Area $500,000 PROPOSED NEW PROJECTS with FUTURE FUNDING REQUESTS Project Name Total Amount Fiscal Year(s) Leo Carrillo Ranch Park Phase 3B $2.4 million FY25, FY26, FY27 Orion Complex Energy Storage $250,000 FY27 Poinsettia Lift Station Rehabilitation $2.5 million FY24 Village Decorative Lighting -Gateway Lighting $900,000 FY24 Village Decorative Lighting -Hospitality District $800,000 FY24 Village Decorative Lighting -Pedestrian Lampposts Oak Avenue $450,000 FY24 Village Decorative Lighting -Pedestrian Lighting at Village Outskirts $850,000 FY24 Delayed •College Boulevard Extension •Sustainable Mobility Plan Implementation •Terramar Area Coastal Improvements (roadway portion) •Valley and Magnolia Complete Streets •Bridge Preventative Maintenance Program Accelerated •Barrio Lighting •Carlsbad Boulevard Pedestrian Lighting •Tyler Street Traffic Circulation Study •Village and Barrio Traffic Circles •Village Decorative Lighting Strategic Digital Transformation Investment Program 7%5% 5% 35% 48% 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 Program Summary FY 2022-23 to FY26-27 Total 33 Projects –$27.34 million SDTIP FY 2022-23 Funding Request $3.94 million funding requests •9 new projects $739k •11 ongoing projects $3.35 million •2 cancelled projects returning $150k 17% 79% -4% New Projects Additional Funding Cancelled Funding Sources Estimated Total Project Cost by Funding Source FY 2022-23 to FY 2026-27 $27.34 million 73% 24% 3%Technology Investment Capital Fund - $20.0M Information Technology Replacement Fund - $6.6M Utilities Enterprise Funds - $.77k Questions