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HomeMy WebLinkAbout2023-06-13; City Council; ; Adoption of the Fiscal Year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2023-24 ApproprCA Review CKM Meeting Date: June 13, 2023 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 2023-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2023-24 Appropriation Limit and Revision of Fees and Charges for Services Districts: 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 2023-24 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program budgets: •Hold a public hearing on: o The FY 2023-24 Operating Budgets, FY 2023-24 to FY 2027-28 Strategic Digital Transformation Investment Programs and FY 2023-24 to FY 2037-38 Capital Improvement Programs for the City of Carlsbad and the Carlsbad Municipal Water District o The FY 2023-24 Operating Budget and FY 2023-24 to FY 2037-38 Capital Improvement Program for the Public Financing Authority o The FY 2023-24 Operating Budget for the Carlsbad Housing Authority o The FY 2023-24 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 13, 2023 Item #9 Page 1 of 542 • 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 2023-24 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 of the City of Carlsbad adopting the water district’s final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2023- 24 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 2023-24 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 2023-24 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 the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund for FY 2023-24 and establishing controls on changes in appropriations for budget funds o The City Council of the City of Carlsbad establishing the FY 2023-24 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 of the City of Carlsbad 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 2023-24 Operating and Capital Budgets of the Encina Wastewater Authority o The City Council of the City of Carlsbad determining that the FY 2023-24 Capital Improvement Program is consistent with the General Plan and applicable Climate Action Plan measures and actions o The City Council of the City of Carlsbad adopting a list of projects and authorizing the allocation of road maintenance and rehabilitation account funds to the pavement management and concrete replacement programs for FY 2023-24 o The Board of Directors of the Carlsbad Public Financing Authority adopting a Golf Course Reserve Policy o The City Council of the City of Carlsbad approving an adjustment to the FY 2022-23 Capital Improvement Program Budget o The City Council of the City of Carlsbad approving adjustments to the FY 2022-23 Operating Budget for the City of Carlsbad’s share of the FY 2022-23 Operating Budget of the Encina Wastewater Authority o The Community Development Commission of the City of Carlsbad approving adjustments to the FY 2022-23 Operating Budget of the Carlsbad Housing Authority June 13, 2023 Item #9 Page 2 of 542 Executive Summary Staff are recommending adoption of the City of Carlsbad’s Fiscal Year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, as well as the Fiscal Year 2023-24 Appropriation Limit and Revision of Fees, Charges for Service and Golf Course Reserve Policy. The city’s budget for fiscal year 2023-24 was developed with a focus on resiliency over the long- term during this time of economic uncertainty. Part of the budget is the Strategic Digital Transformation Investment Program, 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. Another significant part is the Capital Improvement Program, which 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. Explanation & Analysis 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. On Oct. 11, 2022, the City Council adopted the city’s five-year strategic plan, with policy goals to reflect the most important priorities of the community. These goals are one way the city delivers on the Carlsbad Community Vision, a set of nine core values community members said were important to Carlsbad’s future. The annual city budget contains the work plans and resource allocations to achieve the goals in the strategic plan. 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 June 13, 2023 Item #9 Page 3 of 542 Maintaining fiscal health One way the city has been able to increase focus on community priorities is by identifying efficiencies and reducing spending in areas with the least impact on the community. A series of budget process reforms and policies begun in 2018 has increased transparency in how the city manages its budget and tightened controls over spending. These have included: • Eliminating an automatic annual increase to department budgets based on inflation. Instead, requested budget increases are considered based on actual increased costs and approved 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, departments may request to roll over funds for a specific purpose, based on a demonstrated need. These carry-forward requests must then be approved by the City Manager or City Council, depending on the amount. • Changing practices around the hiring of part-time temporary staff to ensure full transparency of the actual number of full-time equivalent positions working for the city at any given time. • Updating the General Fund Reserve Policy to ensure the city has enough money set aside to continue services in an emergency. • Establishing an economic uncertainty reserve. • Creating a new cost recovery policy. • Developing a policy for how to reinvest surplus funds. • Creating a process to ensure ongoing funding for digital infrastructure, which has become as important as physical infrastructure. • Engaging a grant writer to ensure the city is taking advantage of opportunities for state and federal funding. • Creating a new internal audit program to safeguard city resources and improve city operations. 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, having unexpected revenues or expenditures come in below what was budgeted. 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 59% of the General Fund operating budget. The recommended preliminary General Fund Operating Budget totals $211.7 million, with estimated revenues of $212.0 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 the Police and Fire departments, library and cultural arts services, street and park maintenance and recreation. A summarized outlook of the major General Fund revenues can be found in the operating budget overview (Exhibit 1). June 13, 2023 Item #9 Page 4 of 542 The operating budget overview also contains: • A detailed look at expenditures by type • General Fund transfers to other funds • Information about the city’s personnel costs The table below shows the adopted fiscal year 2022-23 General Fund budget as well as the proposed fiscal year 2023-24 budget. General Fund summary for fiscal year 2023-24 (in millions) FY 2022-23 Adopted Budget FY 2023-24 Proposed Budget Total revenues $198.8 $212.0 Expenditure base for personnel, services and programs $182.8 $189.0 Revenues over base expenditures $16.0 $23.0 City Council contingency, capital outlay and transfers $15.6 $22.5 Total expenditures $198.4 $211.7 Revenues over total expenditures $0.4 $0.3 Personnel The proposed budget for next fiscal year includes 807.75 permanent full- and three-quarter- time employees, an increase of 1.0 full-time equivalent positions compared to the final budget amount for fiscal year 2022-23. There is also a proposed net decrease of 13.061 part-time employees, for net personnel decrease of 12.06 positions. The following changes were made to full-time employee levels. • Added one Production Technician and one Senior Librarian, Adult & Teen Services (Library & Cultural Arts). The addition of these two full-time positions is offset and funded by the reduction of 5.55 full-time equivalent positions, resulting in ongoing savings to the General Fund of approximately $100,000. • Added One Senior Office Specialist (Fire). The addition of this full-time position is offset and funded by the reduction of two part-time positions. In conjunction with additional changes made during fiscal year 2022-23, there was no additional cost to the city • Eliminated one full-time administrative position (Community Services) as part of a departmental reorganization within the branch. • Eliminated one vacant Meter Services Supervisor position (Utilities) due to technological advances that changed operation and business needs. The operating budget overview contains a full breakdown of personnel costs for the General Fund. 1 Part-time personnel figures are presented as their hourly, full-time equivalent. June 13, 2023 Item #9 Page 5 of 542 Enterprise funds Enterprise fund revenues, including those from water, wastewater services and solid waste management and The Crossings at Carlsbad Municipal Golf Course, the city’s golf course, are projected at $92.8 million, a $3.7 million or 4.2% increase over projected fiscal year 2022-23 revenues. (Enterprise funds are those that are supported by the fees collected for the service rather than the General Fund and must be accounted for separately under state law.) The budgeted expenditures are proposed at $105.6 million for fiscal year 2023-24, which is an increase of $12.8 million or 13.7% over the fiscal year 2022-23 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. Authority to make fleet purchases with rising costs The high levels of inflation over the past several years have also impacted the city’s fleet replacement purchases. The city’s Fleet Department charges other city departments the estimated replacement value of a vehicle over the useful life of that vehicle, so that at the end of its useful life, the appropriate amount of funds is available to replace the vehicle. Recently, the cost of replacement purchases has exceeded the amount of collected funds, based on original estimates. To allow the Fleet Department to make replacement vehicle purchases without needing to return to the City Council for additional approval when inflation has had an impact on the value of a vehicle, the resolution adopting the budget now includes language authorizing the City Manager to increase purchasing authority for capital outlay items requiring City Council approval up to 15% or less compared to the amount approved during the budget process. This change will have no impact on the Fleet Department’s budget appropriations, only the purchasing authority. Golf course reserve policy The Crossings at Carlsbad Golf Course enterprise fund is responsible for its operating and capital expenses and is intended to be self-sufficient. Similar to other funds in the city, such as the General Fund and utility enterprise funds, it is important to have a reserve policy to maintain service levels, manage the golf course’s resources and prioritize operating and capital needs. The city built The Crossings golf course using funds from both revenue bonds and the city’s General Fund. The city has contributed funds from the General Fund to the Golf Course Enterprise Fund numerous times over the years since the golf course’s initial construction. Establishing a reserve policy will also allow for the repayment of funds the city provided from the General Fund to build the golf course. The city’s Internal Auditor presented an internal audit report to the City Council on Aug. 25, 2020, with a recommendation for city management to evaluate how much the city had advanced the golf course from the city’s General Fund. Management performed this evaluation and determined that the golf course was unlikely to repay this advance in the near and foreseeable future. Because of this, the relevant financial reporting requirements dictated that the loan must be reclassified as a “transfer in” to the Golf Course Enterprise Fund and a “transfer out” of the General Fund. June 13, 2023 Item #9 Page 6 of 542 On Sept. 28, 2021, the City Council adopted Resolution No. 2021-224 authorizing a $47,031,506 transfer from the General Fund to the Golf Course Enterprise Fund for purposes of writing off the outstanding loan or advance due from the Golf Course. While this action removed the outstanding loan from the city’s financial statements, staff continued to track and disclose the balance with the intention of making future annual repayments to the General Fund when appropriate. Since the start of the COVID-19 pandemic, demand for outdoor activities such as golf have increased substantially. The golf course’s strong financial performance has raised interest in considering possible repayments to the General Fund. The proposed reserve policy incorporates a funding analysis and mechanism to facilitate future repayments, as explained further below. The purpose of the proposed golf course reserve policy is to ensure the needs of the golf course are met, provide a funding source for long-term, large value capital purchases and demonstrate continued prudent fiscal management. The policy sets forth allowable uses of the reserve, to be considered in order of priority. 1. Operation and maintenance: operation and maintenance costs (excluding depreciation) are the first priority of the Golf Course Enterprise Fund. 2. Capital Reserve: On an annual basis, 10% of gross revenues shall be reserved to fund future short-term and long-term capital expenses of the Golf Course Enterprise Fund. 3. Capital Reserve replenishment: In any fiscal year, if the golf course’s excess net revenues are insufficient to make the full contribution to the Capital Reserve, the golf course shall replenish the shortfall in subsequent years when there are excess golf course net revenues remaining. In no event shall the look-back period extend to a deficiency occurring more than five fiscal years. Replenishments shall be applied to the older shortfall first. 4. General Fund repayment: Any funds remaining will be recommended for transfer to the City of Carlsbad’s General Fund and at the authorization of the Public Financing Authority Board of Directors. The amount transferred shall not exceed 3% of gross revenues for the respective fiscal year. 5. Remaining excess: any funds remaining thereafter will be retained in the Golf Course’s Capital Reserve. The policy prioritizations start with operation and maintenance costs to ensure the golf course can continue to provide sustained levels of service to its patrons. Establishing a capital reserve, which will be funded annually with 10% of estimated gross revenues, will prioritize both short-term and long-term capital needs with the goal of accumulating a reserve balance sufficient for the golf course to not require assistance from the General Fund in the future. In any given fiscal year in which the golf course’s excess net revenues are insufficient to make the full 10% contribution to the Capital Reserve, the golf course will have the opportunity in June 13, 2023 Item #9 Page 7 of 542 future years to replenish these amounts. This further ensures the golf course will be able to adequately meet and fund its capital-related needs. After the golf course’s operating and capital priorities are met, a General Fund repayment could then be considered. Any excess revenues in excess of expenses can be considered for repayment up to 3% of gross revenues. Limiting the amount of repayment in any given year mitigates the risk of repaying a significant amount of funds in one year only to end up requiring General Fund assistance in the following year. Strategic Digital Transformation Investment Program City staff introduced Connected Carlsbad: An Inclusive City Innovation Roadmap to the City Council in 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, which were approved by the City Council on Jan. 14, 2020 (Resolution No. 2020-005). The digital transformation program includes budget estimates for projects planned over the next five years, so the City Council and the community are 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 on page H-2 of the digital program document in Exhibit 2. The fiscal 2023-24 digital program outlines 44 continuing and new projects planned over the next five years at an estimated total cost of $33.71 million. The City Council has already appropriated $14.19 million toward these projects through the 2022-23 budget process approved on June 14, 2022 (Resolution No. 2022-135). Staff propose approximately $4.57 million in new budget appropriations to execute the 2023-24 projects. This means an additional $18.76 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 fiscal years 2024-28 (five years) and fiscal year 2023-24: Strategic Digital Transformation Investment Program projects for fiscal year 2024-28 appropriations by Connected Carlsbad goal area (in millions) Percent Cost Pursue communitywide digital transformation 45% $15.1 Build capacity for data-driven decision making 8% $2.7 Foster a vibrant civic engagement culture 4% $1.3 Enhance accessibility and transparency 5% $1.7 Promote security and sustainability through connectivity 38% $12.9 Total 100% $33.7 June 13, 2023 Item #9 Page 8 of 542 Strategic Digital Transformation Investment Program projects for fiscal year 2023-24 appropriations by Connected Carlsbad goal area (in millions) Percent Cost Pursue communitywide digital transformation 63% $2.9 Build capacity for data-driven decision making 7% $0.3 Foster a vibrant civic engagement culture 2% $0.1 Enhance accessibility and transparency 4% $0.2 Promote security and sustainability through connectivity 24% $1.1 Total 100% $4.6 The details of the five-year and one-year appropriations requests can be found in Exhibit 2. Each project identified in the digital transformation 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 $4.6 million in appropriations that staff are requesting for the digital transformation program for fiscal year 2023-24: • 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. Because of the city’s financial planning, city staff are able to modernize, repair and replace infrastructure. City staff prioritize projects in the 15-year Capital Improvement Program using several factors, including risk to health, safety and the environment, regulatory or mandated requirements, community values, the condition of the asset, annual recurring costs and asset longevity, scheduling and cost efficiencies, project readiness and funding availability. Staff also consider community input, consistency with studies and reports, staff availability, alignment with operating budget and level of service standards or expectations. The Fiscal Year 2023-24 Capital Improvement Program outlines $97.7 million in new appropriations to provide additional funding for continuation of existing projects, as well as funding for new projects. June 13, 2023 Item #9 Page 9 of 542 Capital Improvement Program appropriations by project type for FY 2023-24 Note: The percentage for civic projects and facilities maintenance presented in the graphic above does not include reductions for some project costs that were previously appropriated and are being moved into future years. More than 55 projects are identified as priority projects in the city’s Five-Year Strategic Plan, representing an investment of more than $80 million over the next five years. Five new projects totaling $2.7 million in fiscal year 2023-24 are proposed to be added to the program, including projects supporting the Safer Streets Together Plan and the Strategic Plan. As current project conditions and scope are continually re-evaluated, some projects are removed from the list. This streamlining process allows for unspent balances to be returned to the original funding sources for reallocation to other projects. • In fiscal year 2023-24, three projects are proposed to be removed from the program because of changed conditions that caused the projects to no longer be warranted. • Three projects intended to support Public Safety operations will be consolidated to improve efficiencies, coordination and cost savings. The Emergency Operations Center Reconfiguration and Fire Administration Offices projects will be incorporated into the Police and Fire Headquarters Renovation project. The 15-year program includes five proposed new projects, with a total funding request in fiscal 2023-24 of $2.7 million. Details on these proposed new projects begin on page I-5 of Exhibit 2. The program includes estimated budget information 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 begins on page I-19 of Exhibit 3. All future construction costs are estimates, which are reviewed and refined each year. The Capital Improvement Program is funded from capital funds such as the 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 Civic projects and facilities maintenance 11% Parks 42% Drainage 2% Sewer 12% Water and recycled water 9% Transportation 24% June 13, 2023 Item #9 Page 10 of 542 taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2023-24 are $95.9 million. Projected capital fund balances, revenue and expenditure summaries are provided beginning on page I-14 of Exhibit 3. Further details by fund are provided beginning on page I-31 of Exhibit 3. Changes to the FY 2022-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program from preliminary to final versions Staff made the following changes to the General Fund operating budget since the preliminary operating budget, Strategic Digital Transformation Investment and Capital Improvement Programs were presented to the City Council on May 23, 2023, with an approximately $196,000 impact on the General Fund final expenditure budget: • Added $20,000 in maintenance & operations budget to Innovation & Economic Development to fund an initial study for the potential Village business improvement district, as requested by the City Council at the meeting on May 23, 2023. • Made several compensation adjustments totaling approximately $176,000, as approved by the City Council on the May 9, 2023, special City Council meeting, including adjustments to the: o Overtime rate for Fire Battalion Chiefs o Salary for several Fire Management employees o Bilingual pay available to unrepresented Management employees City Council request to hold a community budget workshop At the May 23, 2023, City Council meeting, during the presentation of the Fiscal Year 2023-24 Preliminary Budget, the City Council requested that staff conduct a community budget workshop before offering the final budget for adoption. In response, city staff held a public workshop at the Faraday Administration Center on June 1, from 5:30 to 7:30 p.m., to provide community members with an opportunity for to learn about the proposed Fiscal Year 2023-24 city budget, ask questions of staff and provide their feedback. City staff promoted the workshop through various channels and 17 community members attended. Seven community members provided verbal comments or questions and two provided written comments. A complete summary of the workshop and the resulting comments is provided in Exhibit 16. Carlsbad Village trench project The Carlsbad Strategic Plan includes a strategic objective to: Work with the San Diego Association of Governments and the North County Transit District to prioritize, determine costs, and work with state and federal representatives to seek funding for preliminary design and technical studies for lowering the railroad tracks in the Village. During the City Council’s May 23 discussion of the Fiscal Year 2023-24 Preliminary Operating Budget, the City Council directed staff to present information and a recommendation regarding a potential budget allocation to advance the Carlsbad Village Railroad Double Track Trenching Project. Subsequently, staff engaged SANDAG to identify potential state and federal funding opportunities to complete the project’s preliminary engineering design work and environmental clearance. Several potential funding sources were discussed and the U.S. Department of Transportation - Federal Railroad Administration’s Railroad Crossing Elimination Grant Program was identified as a particularly well-suited funding source to pursue. June 13, 2023 Item #9 Page 11 of 542 The program provides funding to improve American rail infrastructure to enhance rail safety, improve the health and safety of communities, eliminate highway-rail and pathway-rail grade crossings that are frequently blocked by trains and reduce the impacts that freight movement and railroad operations may have on underserved communities. Similarly, the program prioritizes projects that improve safety, economic strength and global competitiveness, equity, climate and sustainability. According to the program’s FY 2022 funding availability notice, the Federal Railroad Administration intends to fund projects that address environmental justice, particularly for communities that disproportionately experience climate change-related consequences. In addition, the Federal Railroad Administration aims to proactively address racial equity and barriers to opportunity, including automobile dependence. The notice of funding opportunity for this grant is expected to be released this summer and is likely to close in Fall 2023. Raising or lowering the tracks, including with a bridge, embankment, tunnel, or combination of the three (including trenching), is eligible for funding. There is an expected 20% local match requirement, based on the FY 2022 notice of funding opportunity. SANDAG estimates a total project cost of nearly $551 million, assuming a construction start date in FY 2029. SANDAG estimates the project cost (for preliminary engineering with 30% of the design work completed and environmental clearance), to be $26.1 million for a FY 2025 year of expenditure, so a local match of $5.22 million is required to complete the project’s next phase. Staff recommend the following funding options for the City Council’s consideration: • Appropriate $5.22 million from the General Fund Reserve and direct staff to request that SANDAG submit a FY 2023 Railroad Crossing Elimination Grant Program application for the project as the lead agency • Appropriate $2.61 million from the General Fund Reserve and direct staff and the city’s SANDAG Board representative to request that SANDAG share in the cost of the remaining $2.61 million in required local match funding and submit a FY 2023 Railroad Crossing Elimination Grant Program application as the lead agency • Appropriate some other amount from the General Fund Reserve (if any) and direct staff to return to the City Council after year-end savings are reported in September 2023 to consider a possible additional appropriation toward the project’s local match requirement, subject to funding availability. 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 2023-24 is calculated at $608 million, while the calculation of the city’s spending projections subject to the limit is $184 million, well below the legal limit for the coming fiscal year. June 13, 2023 Item #9 Page 12 of 542 General fees, charges for services and development impact fees Each year staff evaluate and propose changes to the city’s fees for services. Staff conduct these annual reviews to ensure that the fees being charged do not exceed the direct and indirect costs of providing the related services. 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 directed staff to implement the updated fee structures included in the Final Cost of Service Study and Fee Schedule Update Report. The City Council also directed staff to propose a cost recovery policy to establish a process for adjusting existing fees to industry standard cost recovery ranges, and for recommending fee changes in the future. Based on this direction from City Council, staff presented and the City Council approved a cost recovery policy on March 14, 2023. Staff are now recommending fees for the upcoming fiscal year in accordance with this policy. The proposed rates for fiscal year 2023-24 include the following notable changes 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, both of which reflect the cost of inflation. The West Urban CPI has increased by 6.3% since last year while the San Diego CPI has increased by 6.4%. • Development-related service fees are charged to recover the cost of staff time and materials spent on development-related activities. These change annually by the change in the West Urban CPI. Development impact fees are used to pay for infrastructure projects that are needed as a result of new development. 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 is greater. This year the increase in the Caltrans Construction Cost Index is 31.63%. This is the first year since FY 2019-20 in which the increase in this index has exceeded 2%, which reflects the significant price increases in the construction sector over the last two years. • Ambulance fees have typically been adjusted annually by the Ambulance Inflation Factor, published by the federal Center for Medicare and Medicaid Services. This year ambulance fees are being adjusted according to the ambulance fee study the Fire Department completed in April 2023, which was presented in full with the preliminary budget, as Exhibit 4 to Item 9, at the May 23, 2023 City Council meeting. The study reviewed and analyzed cost factors to adjust ambulance fees according to the actual cost of providing the services as well as average ambulance rates in California. The proposed ambulance fee changes establish a single flat rate for advanced life support and basic life support services, with no differentiation between residents and non- residents, because the cost to the city for each of these services is similar. In future years, the city will go back to adjusting its ambulance fees according to the Ambulance June 13, 2023 Item #9 Page 13 of 542 Inflation Factor most years, with more detailed evaluations occurring every three to five years. Fee categories and changes by fiscal year 1 Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area Consumer Price Index. 2. Increase is by the greater of Caltrans CCI or 2%; the Caltrans CCI is 31.63% In addition to regular annual inflationary increases, staff are proposing adjustments to many fees in accordance with the new cost recovery policy. About half of the fees in the Master Fee Schedule are addressed in the cost recovery policy. Staff evaluated each fee against the cost recovery parameters in the policy and found that about 64% of the fees covered by the policy were within the specified cost recovery range, while about 36% were not. Cost recovery analysis and proposed adjustments Staff are also proposing that fees currently higher than their specified cost recovery range be decreased to reach the proper range. These fees include some water account fees, minor discretionary permit fees, grading plan check and permit fees, and some minor and miscellaneous building permit fees. Fee categories Index name Index date Source FY 2021- 22 FY 2022- 23 FY 2023- 24 Most general city and development related service fees West Region Urban CPI January 2023 Bureau of Labor Statistics 1.40% 7.70% 6.30% Habitat mitigation fees,1 Safety Training Center facility rental fees San Diego Area CPI January 2023 Bureau of Labor Statistics 2.40% 8.20% 6.40% All development impact fees Los Angeles ENR CCI January 2023 Engineering News Record 0.00% 7.60% 7.60% Traffic impact fees2 Caltrans CCI January 2023 California Department of Transportation 2.00% 2.00% 31.63% Total fees outside policy range 236 Number of fees decreasing to policy range 51 Number of fees increasing to policy range 168 Median cost recovery increase 12% Number of fees increasing 15% or more 74 June 13, 2023 Item #9 Page 14 of 542 The rest of the fees needing adjustment will be increased into their corresponding cost recovery policy range. Sixty-one of these fees are increasing by 10% or less and have been adjusted to the new proposed cost recovery level for the proposed fiscal year 2023-24 Master Fee Schedule. Staff propose to spread out fee increases of more than 10% over a three-year period, beginning in fiscal year 2023-24 and ending in fiscal year 2025-26. Staff have conducted further analysis of the 74 fees that are subject to cost recovery increases of 15% or more. Many of these fees are for discretionary entitlement permits, specialized inspections and other fees charged by the Community Development department. These fees are currently far below their designated range in the cost recovery policy. Along with all other fees requiring cost recovery increases of over 10%, these increases will be phased in over a three-year period. Staff will monitor activity related to these services for any unanticipated effects. Analysis of fees subject to significant cost recovery increase (15% or more) The proposed Master Fee Schedule includes the following new fees described below: • Environmental impact assessment fees. The Community Development department is proposing new fees for initial studies prior to environmental impact assessments and for addendums to mitigated negative declarations or negative declarations to recover the costs for city processing. An initial study is a preliminary analysis to determine the relative environmental impacts associated with a proposed project. These new fees will allow the city to recover the cost of the Planning Division’s processing of these reports and the staff time required to work with outside consultants on these projects. Because each project’s environmental review is different, the proposed new fees account for the variations and allow more precise fee amounts for projects with different environmental assessment needs. These fees are based on the fully burdened hourly rates2 of Planning staff and set in the high cost recovery range because it takes considerable time to work with an environmental consultant team(s) to develop these documents and prepare written findings and evidence to support the decision-making process. • Storm water quality management plan fees. Staff are proposing adding an additional storm water quality management plan fee for plan review for trash capture only. Requests to approve trash capture storm water quality management plans are a 2 Fully burdened hourly rates include salaries, benefits and overhead costs Median current cost recovery level 24% Median cost recovery increase 54% Fee categories Miscellaneous citywide fees 1 Utility account and service fees 3 Planning Division fees 28 Engineering Division fees 39 Building Division fees 3 June 13, 2023 Item #9 Page 15 of 542 relatively new application the city is required to process. Adding this new fee will allow for more accurate cost recovery for handling these applications. These fees are based on the fully burdened hourly rates of Engineering staff and were also set in the high cost recovery range due to the staff work they require. • Special third-party, multiple or recurring inspection fees. The city’s Building Official may accept inspections when they are completed by an approved third party. But all third- party inspection agencies must first be approved by the city before they can conduct any inspections. An approved agency must provide daily inspection logs, certificates of completion and digital images of each inspection stage to the city’s Senior Inspector for documentation. This fee will allow the city to recover costs for processing these inspections. The Building Official reserves the right to approve or deny a request for third-party inspection services based on the availability of staff and resources. These fees are based on the fully burdened hourly rates of Building Division staff and set in the high cost recovery range along with other permit inspection services, as outlined in the cost recovery policy. • Complex plumbing permits for private utilities. The city does not have a fee in place for checking plans for private sewer and water mains. These are shown on improvement plans and reviewed by Community Development. Complex plumbing permits fall under the high cost recovery range and fee amounts are based on Building Division staff time. • Sign collection fee. The Code Enforcement Division enforces the city’s sign ordinance, including removing signs that have been illegally placed in the right-of-way. In 2021, 1,249 signs were removed. The city has not recovered any of its costs for enforcing this ordinance. Currently, staff retain any signs that are removed to allow the owner of the signs to retrieve them, and the signs are destroyed after 30 days. At that time, the city would require payment of the collection fee and ask a commercial sign owner to provide evidence of a business license. This is a general administrative fee set in the high cost recovery range and based on Code Enforcement Division staff time to collect signs and coordinate sign pickup by owners. • Street light energizing fees. Including the proposed new fee will allow the city to collect streetlight energizing fees more accurately as the variety of streetlight wattages continues to increase. Street light energizing fees reflect changes in electricity prices charged by SDG&E. In last fiscal year’s Master Fee Schedule update, these fees were increased between 21% and 34%. They are to be increased by between 10% and 48% this year, reflecting the significant increase in energy costs over the last two years. Because SDG&E energizes the street lights, not the city, these fees are not subject to the cost recovery policy. The City Council separately approved new fees that have already been incorporated into the city’s Master Fee Schedule for third-party hydraulic modeling services on Dec. 6, 2022, and new fees associated with establishing a Mills Act Program and Carlsbad Historic Resource Registry, on Feb. 14, 2023. Additionally, this year’s evaluation determined that these fees are no longer in use, and staff recommend removing them from the Master Fee Schedule: June 13, 2023 Item #9 Page 16 of 542 • Blueprinting of standard size. This fee is no longer used by the City Clerk’s Office and can be removed from the fee schedule. • Library printing fees. The Library & Cultural Arts Department is proposing the elimination of patron printing fees. Patron printing and copying has declined over the last several years. The department currently leases its copiers from a different vendor than the city uses for other city printing equipment. Library & Cultural Arts plans to join the contract that the Information Technology Department uses for the rest of the city’s printing and copying needs for enterprise-wide consistency and efficiency. After the initial equipment purchase, the cost to the city for providing printing and copying services to patrons will be comparable to what it has been. That’s because while it will cost less to lease the equipment, staff project there will be continued declines in usage and fee revenue. • Administrative fee – Driving under the influence. This fee was recommended for removal as part of the 2021 Cost of Service study. It has remained in the Master Fee Schedule but is not in use and staff recommend removing it in accordance with the 2021 study recommendation. • Massage license permit. The Police Department charges non-certified massage parlor owners a fingerprint processing fee to conduct a background check and this separate fee is not in use. • Recycled backflow testing. Backflow testing now only applies to potable water customers. Associated fees for recycled water customers are no longer in use and can be removed from the Master Fee Schedule. • Easement document processing and recording. Staff recommend eliminating the current distinction between major and minor fees in this category and using one flat fee for all projects. Processing and recording easement documents require the same amount of staff time regardless of project or lot size. Increases to the city’s trash collection rates are set by the contracted service provider and go into effect July 1, 2023. Details on these rates can be found in the proposed Master Fee Schedule in the Attachment A to Exhibits 10-12. Fiscal Analysis The fiscal impact of the proposed budgets is detailed in the attached schedules. Community Engagement A staff presentation to the City Council/Board/Commission for the Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program was held on May 23, 2023. A Community Budget Workshop was held on June 1, 2023, to answer questions and receive community input on the proposed budget. 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. June 13, 2023 Item #9 Page 17 of 542 The Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2023-24 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. Options Staff recommend that the City Council/Board/Commission approve the proposed fiscal year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2023-24 Appropriation Limit, Revision of Fees and Charges for Services, allocation of Road Maintenance and Rehabilitation Account funds for Fiscal Year 2023-24, adjustments to prior year adopted budgets as necessary, and Golf Course Reserve Policy. Should the City Council/Board/Commission direct staff to make changes, any budget changes will have to be approved prior to the July 1, 2023, start of fiscal year 2023-24. 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 2023-24. Environmental Evaluation In keeping with Public Resources Code Section 21065, the action of adopting the prioritizing and fund allocation program for the FY 2023-24 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 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. Exhibits 1. Fiscal Year 2023-24 Final Operating Budget Revenue and Expenditure Summary 2. Fiscal Year 2023-24 Strategic Digital Transformation Investment Program Summary 3. Fiscal Year 2023-24 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 2023-24 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 of the City of Carlsbad adopting the water district’s final Operating Budget, Strategic Digital June 13, 2023 Item #9 Page 18 of 542 Transformation Investment Program and Capital Improvement Program for FY 2023-24 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 2023-24 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 2023-24 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 the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund for FY 2023-24 and establishing controls on changes in appropriations for budget funds 9. Resolution of the City Council of the City of Carlsbad establishing the FY 2023-24 Gann Appropriations Limit as required by Article XIIIB of the California State Constitution and state law 10. Resolution of the City Council of the City of Carlsbad adopting changes to the Master Fee Schedule 11. Resolution of the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad 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 2023-24 Operating and Capital Budgets of the Encina Wastewater Authority 14. Resolution of the City Council of the City of Carlsbad determining that the FY 2023-24 Capital Improvement Program is consistent with the General Plan and applicable Climate Action Plan measures and actions 15. Resolution of the City Council of the City of Carlsbad adopting a list of projects and authorizing the allocation of road maintenance and rehabilitation account funds to the pavement management and concrete replacement programs for FY 2023-24 16. Fiscal Year 2023-24 Budget community workshop summary 17. Correspondence – Memo to the City Council from the Library Board of Trustees 18. Correspondence – Memo to the City Council from the City Manager 19. Correspondence – Memo to the City Council from Deputy City Manager, Administrative Services and Finance Director 20. Resolution of the Board of Directors of the Carlsbad Public Financing Authority adopting a Golf Course Reserve Policy 21. Resolution of the City Council of the City of Carlsbad approving an adjustment to the FY 2022-23 Capital Improvement Program Budget 22. Resolution of the City Council of the City of Carlsbad approving adjustments to the FY 2022- 23 Operating Budget for the City of Carlsbad’s share of the FY 2022-23 Operating Budget of the Encina Wastewater Authority 23. Resolution of the Community Development Commission of the City of Carlsbad approving adjustments to the FY 2022-23 Operating Budget of the Carlsbad Housing Authority June 13, 2023 Item #9 Page 19 of 542 B‐1  OPERATING BUDGET OVERVIEW  This section includes a summary of the revenues and expenditures included in the fiscal year 2023‐24  operating budget. Spending is presented by funding source, department and type, such as personnel  or maintenance and operations. For context, previous years’ spending levels are often presented  alongside this information.    Detailed summaries of department services and expenditures are included within the five main  sections of the operating budget following this overview. The five city branches include:  Public Safety Public Works Community Services Administrative Services Policy & Leadership Information about the city’s approach to planning for and funding digital transformation efforts  throughout the city is included in the Strategic Digital Transformation Investment Program section.  Information about capital projects, such as construction of roads and pipelines, the development of  parks and construction and maintenance of city facilities, is included in the Capital Improvement  Program section.  Exhibit 1 June 13, 2023 Item #9 Page 20 of 542 B‐2  OPERATING BUDGET REVENUE SUMMARY  The Operating Budget for fiscal year  2023‐24 totals $371.8 million, with  revenues for the year estimated at  $362.8 million. General Fund revenues  are estimated at $212.0 million and  General Fund budgeted expenditures  are $211.5 million, which includes an  additional $7.4 million in one‐time  transfers to the General Capital  Construction Fund. Excluding the one‐ time transfer, the General Fund  budgeted operating expenditures are  $204.1 million.   Revenue estimates for the Operating Budget indicate the city will receive a total of $362.8 million in  fiscal year 2023‐24, a change of 0.5% or $1.9 million above the estimated fiscal year 2022‐23  revenues. General Fund revenues are expected to increase by $13.2 million compared to the prior  year’s adopted revenues and $4.2 million or 2% compared to fiscal year 2022‐23 estimates. Special  Revenue funds are projected to increase by 4.5% or $0.8 million over fiscal year 2022‐23 estimates.  Enterprise Fund revenues are projected to increase by 4.2% or $3.7 million in the upcoming fiscal  year. Internal service funds are increasing over the prior year’s adopted budget, but decreasing  compared to fiscal year 2022‐23 estimates. This is driven by one‐time transfers in from the General  Fund to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. The Successor  Agency Housing Trust revenues are expected to decrease by $1.0 million over current estimates as  the loan owed to the General Fund was fully repaid. 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 2022‐23, as well as those budgeted for fiscal year 2023‐24.  Estimated Budgeted $% 2022‐23 2023‐24 Change Change General Fund 207.8$        212.0$     4.2$       2.0% Special Revenue 18.7   19.5  0.8   4.5% Enterprise 89.1   92.8  3.7   4.2% Internal Service 44.2   38.4  (5.8)  ‐13.3% Successor Agency Housing Trust 1.0  ‐    (1.0)   ‐100.0% Total 360.8$        362.8$     1.9$       0.5% REVENUE SUMMARY BY FUND TYPE (in Millions) Fund June 13, 2023 Item #9 Page 21 of 542 B‐3  General Fund  General Fund revenues provide a representative picture of the local economy. These revenues are of  particular interest as they fund basic city services such as Police, Fire, Library & Cultural Arts, Street  and Park Maintenance and Recreation programs. The table below provides a summarized outlook of  the General Fund revenues.      The COVID‐19 pandemic created immense uncertainty about the city’s revenues, most notably in  sales tax and transient occupancy tax. City leadership adopted the fiscal year 2021‐22 budget  anticipating continued adverse impacts from the pandemic with moderate recovery; however,  accelerated recovery driven by the staggered lessening of COVID‐19 restrictions, pent‐up demand,  and inflationary increases resulted in sales tax and transient occupancy tax revenue reaching  historically high levels. Revenue estimates in the fiscal year 2022‐23 adopted budget were not  impacted by uncertainty related to COVID‐19, but did reflect new uncertainty surrounding the  economy. From geopolitical conflict to unprecedented inflationary increases, city staff compiled a  budget taking into consideration potential impacts on disposable income, tourism and the housing  market. Based on current fiscal year 2022‐23 revenue estimates, inflation has not yet negatively  impacted the city’s revenue sources. However, as personal savings accumulated during the pandemic  is absorbed by pent‐up demand and inflation, the looming risk of recession and continued  inflationary increases indicate that the most prudent path is to maintain a conservative outlook for  the city’s revenues in the future.    Nearly 80% of General Fund revenues are derived from three sources: property tax, sales tax, and  transient occupancy tax. Sales tax and TOT revenues tend to be much more sensitive to changes in  economic conditions, unlike property tax revenues, which remain relatively stable because of the  mitigating effect of Proposition 13, which limits annual growth in assessed values.    Property tax, the largest source of General Fund revenues, is expected to grow by 3.4% over last  year’s adopted budget. While the residential real estate market in Carlsbad has seen significant  increases in values in recent years, the growth has begun to cool off. Commercial property assessed  values are expected to remain relatively flat as the increase in interest rates has created immense  uncertainty in the sector. With the COVID‐19 emergency officially ended, the focus on the housing  market shifts to other economic factors. In response to the unprecedented inflationary increases  Estimated Budgeted $% 2022‐23 2023‐24 Change Change Property Tax 81.5$               84.2$               2.7$               3.4% Sales Tax 51.4                 51.1                 (0.3)                ‐0.6% Transient Occupancy Tax 32.5                 32.9                 0.4                 1.1% Franchise Taxes 7.1                   7.1                   0.1                 1.6% Business License Tax 6.2                   6.4                   0.2                 3.1% Development Revenues 4.2                   3.3                   (0.9)                ‐21.1% All Other Revenue 25.0                 27.0                 2.0                 8.0% Total 207.8$             212.0$             4.2$               2.0% GENERAL FUND REVENUES (In Millions) June 13, 2023 Item #9 Page 22 of 542 B‐4  experienced over the last year and a half, the Federal Reserve has responded by raising rates to a  current range of 5.0‐5.25%, the highest range since July 2006. This has made home purchasing more  difficult for borrowers. And while demand remains relatively high both locally and around the state,  these increases have certainly contributed to the median home value in Carlsbad falling to $1.3 million,  roughly the same value as in December 2021. 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.     Assessed values on the residential real estate side are expected to grow modestly, capped by  California’s Proposition 13. Adopted in 1978, Proposition 13 limits the annual increase in assessed  values for property. Under this proposition, assessed values (and the related property tax) can grow  by no more than 2% per year. The value upon which the tax is based is only increased to the full  market value upon the sale of a property. The maximum increase of assessed values when properties  are not sold is by the change in California’s Consumer Price Index, which was 1.036% in fiscal year  2021‐22 – below the 2% cap for the first time since 2016‐17. In recent years, 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. Now, increasing rates and diminishing pent‐up demand as  we move past the pandemic will likely have adverse impacts compared to prior periods. Based on  resale data from Zillow, the median price of a single family residence in Carlsbad is $1.3 million, up by  0.7% year over year in March 2023.        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 2023‐24 are based on assessed values as of January 1, 2023.     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  $33 $35 $35 $35  $41 $38  $44  $51 $51 $51 $54 $57 $62 $65 $68 $72 $77 $81 $82 $84  $ Mi l l i o n s Fiscal Year Property and Sales Tax  Revenues Property  Tax Sales  Tax June 13, 2023 Item #9 Page 23 of 542 B‐5  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.          Sales Tax revenues generally move in step with economic conditions and overall, Carlsbad’s  economy has absorbed the inflationary increases experienced over the past 12‐18 months. The  restrictions resulting from the COVID‐19 pandemic 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. With the pandemic and its impacts mostly  behind us, the uncertainty rests with continued levels of inflationary increase and whether or not the  rise in interest rates will lower inflation levels adequately.    Sales tax revenues improved markedly up until fiscal year 2019‐20, 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, sales tax levels generally correlated with shelter‐in‐place mandates. As restrictions were lifted,  the city’s sales tax levels recovered—the city ended fiscal year 2020‐21 with $44 million in sales tax  revenues. Fiscal year 2021‐22 experienced the most accelerated recovery, ending the year at a  historic high of $51.2 million in sales tax revenues. The fiscal year 2022‐23 sales tax estimates  reflected uncertainty surrounding market and economic conditions like inflation and impacts to  disposable income. But these inflationary increases have yet to adversely impact sales tax revenues  through the first six months of the fiscal year and staff anticipate another historic high of sales tax  revenues. However, this positive experience does not change the future outlook. With continued  levels of inflation and a risk of recession looming, staff have proposed a conservative estimate of  Transportation,  30.8% Construction,  1.9% General Retail,  20.5%Miscellaneous,  0.5% Restaurants &  Markets, 15.0% Business to  Business, 13.1% County Pool,  18.2% Sales Tax by Category Fourth Quarter 2022 June 13, 2023 Item #9 Page 24 of 542 B‐6  $51.1 million in budgeted revenue for fiscal year 2023‐24 which represents a decrease of $0.3 million,  or 1%, over fiscal year 2022‐23 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 $13.4 million for the four quarters ended December 31, 2022. With general  retail sales tax suffering for the year ended December 31, 2020 and recovering in the year after, the  most recent four quarters have shown full recovery increasing nearly 57% and reaching historic  levels.     Sales tax revenues include those received under Proposition 72, a 0.5 cent increase in California sales  tax for the funding of local public safety services.        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, the city experienced year‐over‐year decreases of 27% and  16%. Recovery from the pandemic was estimated conservatively; however, fiscal year 2021‐22  proved otherwise, reaching a historic high of $32.4 million driven by the easing of restrictions, pent‐ up demand, and an increase in average daily room rates. This trend continued in fiscal year 2022‐23,  whereby actual revenues exceeded conservative estimates that were applied to account for  sustained levels of unprecedented inflation. It is estimated that TOT revenues will once again reach a  historic high this year.     According to a report from Tourism Economics, San Diego County tourism will see continued growth  in visitation demand of around 9.8% in calendar year 2023. The projected increase is supported by  the thought that travel has, since the pandemic, been “reclassified” as a necessary expense rather  than a discretionary one. And furthermore, the influx of financial aid and savings achieved  $20 $22 $22  $24  $26  $19  $16  $32 $33 $33   $‐  $5  $10  $15  $20  $25  $30  $35 2015 2016 2017 2018 2019 2020 2021 2022 2023e 2024e $ Mi l l i o n s Fiscal Year Transient Occupancy Taxes June 13, 2023 Item #9 Page 25 of 542 B‐7  throughout the pandemic may likely indicate that uncertainty in the economy can be mitigated by  these additional funds. However, group business travel has yet to fully return to pre‐pandemic levels,  and uncertainty around rising inflation and diminishing pent up demand continue to drive a  moderately conservative estimate in fiscal year 2023‐24. The City of Carlsbad currently has  approximately 4,776 hotel rooms, 343 registered vacation rentals and over 660 timeshares.    Franchise Tax revenue has stabilized in recent years and is projected at $7.1 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 remain relatively consistent from $1.39 million  in fiscal year 2022‐23 to $1.41 million in fiscal year 2023‐24. This revenue source will most likely  remain stable or decline in future years as more subscribers cut cable services and move to online  streaming services.    In April 2021, a new franchise agreement for solid waste was approved with Republic Services of San  Diego. The 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 2023‐24 is relatively  modest compared to the increase experienced in the prior year that was driven by the $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 experienced a significant increase in fiscal year 2022‐23 of $919,000  due to price increases, but is expected to remain relatively 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 $6.4 million in fiscal year 2023‐24. This represents growth of $0.2 million or 3% when  compared to last year’s adopted budget. Increases in business license taxes correlate with sales tax  revenue increases as businesses either pay taxes based on the amount of their gross receipts or  based on set fees. There are currently about 9,514 licensed businesses in the City of Carlsbad, 77 less  than in the prior year with 6,375 of them located in the city.      Development‐related revenues are derived from fees for planning, engineering and building  permits, and fees paid by developers to cover the cost of reviewing and monitoring development  activities, such as plan checks and inspections. These revenues are difficult to predict as many of the  planning and engineering activities occur months or years before any actual development.      June 13, 2023 Item #9 Page 26 of 542 B‐8  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 2023‐24 the city expects a  21% decrease in development related revenues to  approximately $3.3 million. This follows higher than  anticipated development activity occurring in fiscal  year 2022‐23. 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 increase by 10% compared to the prior  year’s adopted budget, driven by labor, inflation and cost of construction increases.    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 $3.2 million in interest on its  General Fund investments for fiscal year 2022‐23 and another $2.7 million in rental and lease income.  The yield on the city’s portfolio is forecasted to average 1.5% and cash balances are expected to  remain flat as increases in receipts are projected to be offset by increases in expenditures as the City  Council’s goals are operationalized.     Ambulance fee revenues are estimated to increase $3.3 million over last year’s adopted budget,  from $3.9 million to $6.3 million. This increase is due to the Fire Department’s addition of two  medical transports. The increase is also driven by the Ground Emergency Medical Transportation  Certified public Expenditure Program, which helps cover uncompensated costs for Medi‐Cal fee‐for‐ service transports. The department submitted cost reports for fiscal year 2018‐19 through 2022‐23  and is expected to receive a one‐time reimbursement of $666,000. Furthermore, the department will  participate in the Public Provider Ground Emergency Medical Transport Intergovernmental Transfer  Program which will provide add‐on reimbursement payments to help cover uncompensated costs in  the future. This will generate approximately $883,000 in additional revenue annually. Lastly, the Fire  Department recently completed an ambulance fee study and is proposing to increase the fees to  better align cost recovery levels in comparison with jurisdictions in the region. The additional revenue  will amount to approximately $2 million annually.     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 2023‐24 which is a 3%  increase from fiscal year 2022‐23 adopted budget and relatively consistent with current year  estimates. The residential real estate market continues to remains strong; however, this will likely be  influenced by rising interest rates. While housing prices in Carlsbad have decreased in recent months,  inventories are expected to remain low due to the insulated local demand.  June 13, 2023 Item #9 Page 27 of 542 B‐9  Other intergovernmental revenues include miscellaneous receipts received from the state or  federal governments as well as local school districts. With the city receiving its two annual American  Rescue Plan Act payments in fiscal 2020‐21 and fiscal year 2021‐22 totaling $12.6 million,  intergovernmental revenues decreased substantially in fiscal year 2022‐23 and are expected to  remain relatively consistent in fiscal year 2023‐24.     The All other revenues category includes fines and forfeitures, transfers in, miscellaneous  reimbursed expenses, and other charges and fees. The estimate for fiscal year 2022‐23 totals $1.5  million and is expected at just over $1.0 million in fiscal year 2023‐24.         Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $4.2  million or 2% from fiscal year 2022‐23 estimates. The General Fund’s primary tax revenues are  estimated to increase conservatively to account for the current economic uncertainty and risk of  recession. While development‐related revenues are expected to decline over prior year estimates,  ambulance fee revenues are projected to increase approximately 63% due to a recent ambulance fee  study to better align cost recovery with jurisdictions throughout the county. With much of the  pandemic’s adverse fiscal impacts behind us, uncertainty surrounding inflation, diminishing pent up  demand, impacts to the housing market and overall risk of recession 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  double‐digit growth in revenues. In fact, revenue growth has now slowed to 4% over the last ten  years. While General Fund revenues have recovered from the pandemic and have thrived through  this period of unprecedented inflation, the economic outlook and risk of recession is driving  conservative revenue estimates into the future.        $141 $148 $152 $159  $179 $174 $182  $201 $208 $212   $‐  $50  $100  $150  $200  $250 2015 2016 2017 2018 2019 2020 2021 2022 2023e 2024e $ Mi l l i o n s Fiscal Year General Fund Revenues June 13, 2023 Item #9 Page 28 of 542 B‐10  Other Funds     Revenues from Special Revenue funds are expected to total $19.5 million, an increase of $0.8  million or 4.5% from fiscal year 2022‐23 estimates. Funds collected in this category are restricted to  specified purposes. The types of programs supported within Special Revenue funds are those funded  by specific revenue streams such as:      Federal Grants (Rental Assistance and Community Development Block Grants)   Special fees and assessments (Affordable Housing and maintenance assessment districts)   Donations (Library, Cultural Arts, Recreation and Senior Donations)    Compared to the fiscal year 2022‐23 adopted budget, the most noteworthy changes in the Special  Revenue funds occurred in the Lighting and Landscaping District 2 fund where increases of $0.4  million are expected to occur. These revenues are funded from property owner assessments.  Additionally, the city will be receiving a new funding source for Permanent Local Housing Allocation.    There is no revenue budgeted in the Successor Agency Housing Trust Fund. 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 have been paid to the city by the end of fiscal year 2020‐21 and only debt service payments  remain. Payments are distributed annually from available property tax revenues allocated by the  state to the successor agency.    June 13, 2023 Item #9 Page 29 of 542 B‐11  Enterprise fund revenues for fiscal year 2023‐24 are projected at $92.8 million representing an  increase of 4.2% or $3.7 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 goods or services. Carlsbad enterprise funds include water and recycled water delivery,  wastewater services, solid waste management and the operation of a municipal golf course.       The Water Enterprise Fund revenue for fiscal year 2023‐24 is estimated at $48.1 million  representing an increase of $1.4 million or 3% when compared to current year revenue estimates.  This is driven by increases in water delivery charges. Projected revenues for Recycled Water of  $8.8 million are expected to increase by $0.1 million or 1.6% as minor customer growth is expected  and a 1% rate increase is forecasted.     Forecasted revenues for Wastewater are $22.4 million representing a 16.6% or $3.2 million  increase over the current year estimate. This increased estimate is largely driven by rate increases of  20% in 2023 to support rising treatment costs and aging infrastructure costs.    Estimated revenues from operations of the Golf Course are $10.2 million, a slight decrease of $0.3  million or 3.2% when compared to current year estimates. This minor decrease is driven by a  projected normalization of golf rounds played compared to the spike in demand experienced  throughout the pandemic.      June 13, 2023 Item #9 Page 30 of 542 B‐12  Solid Waste Management revenues are projected to  decrease by 17.9% or $0.7 million when compared to current  year estimates. This decrease is mainly driven by a storm  water reimbursement from the city’s new waste hauler  contract that was received in the previous fiscal year that will  not be received in fiscal year 2023‐24.       Internal Service funds project estimated revenues of $38.4  million for fiscal year 2023‐24 representing a decrease of  13.3% or $5.9 million over fiscal year 2022‐23 projections.  This decrease is driven by one‐time transfers from the  General Fund of $10.2 million to fund Workers’  Compensation, Risk Management, and Fleet Maintenance  programs.     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 2023‐24. The fiscal year 2023‐24 operating budget includes $6.1 million for Workers’  Compensation and $7.1 million for Risk Management.     Vehicle Maintenance and Replacement charges are budgeted at $3.7 million and $4.3 million,  respectively. Vehicle Maintenance revenues are down compared to current year estimates due to a  one‐time transfer in from the General Fund of $1.4 million. 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 lives are now being replaced with  hybrids 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 as well as supply  chain disruptions and unprecedented inflation that have significantly driven up prices.    Information Technology charges to departments have increased by 4.0% or $0.7 million when  compared to fiscal year 2022‐23 estimates. The main reason for this increase is due to contractual  costs previously funded by the Strategic Digital Transformation Investment Program, or SDTIP,  continuing beyond their initial year of implementation. The increase is also attributable to contractual  increases to existing service contracts.      June 13, 2023 Item #9 Page 31 of 542 B‐13  OPERATING BUDGET EXPENDITURE SUMMARY    The city’s Operating Budget for fiscal year 2023‐24 totals $372.0 million, which represents an increase  of about $29.7 million or 8.7% as compared to the adopted fiscal year 2022‐23 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 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.    To ensure the city continues to maintain a balanced budget and analyze its use of taxpayer dollars,  the City Manager asked departments to reduce their existing budgets for fiscal year 2023‐24 and  decrease discretionary spending wherever possible. This directive came after budget reductions of  nearly 2% were achieved in fiscal year 2022‐23.  In fiscal year 2023‐24, General Fund departments  were able to reduce their ongoing base budgets by $2.3 million while increasing revenues by $1.1  million. 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. Some  examples of budget reductions proposed in fiscal year 2023‐24 include:   Reducing several types of maintenance work, including discretionary parks and trails  maintenance, custodian services and vehicle maintenance   Eliminating Sunday operation hours at the city’s three libraries   Reducing the number of city cell phones    Reducing holiday hours at a community centers   Reducing TGIF concerts from 9 to 6   Reducing total full‐time equivalent staffing levels by 12.06 over the previous year    These efforts contributed immensely to the city’s ability to present a balanced budget in fiscal year  2023‐24 and into the future. The reductions proposed were carefully evaluated to ensure ongoing  service level impacts were mitigated as much as possible. Through this process, it became clear that  the city’s budget has reached a point where further reductions, if pursued, will likely result in  significant service level impacts.   Budget Budget $% 2022‐23 2023‐24 Change Change General Fund 198.4$              211.7$              13.3$              6.7% Special Revenue 17.3                   20.2                   2.9                   16.8% Enterprise 92.9                   105.7                 12.8                13.8% Internal Service 32.6                   33.3                   0.7                   2.2% Successor Agency Housing Trust 1.1                     1.1                     ‐                  0.0% Total 342.3$              372.0$              29.7$              8.7% By Fund Type (In Millions) BUDGET EXPENDITURE SUMMARY June 13, 2023 Item #9 Page 32 of 542 B‐14  The total Operating Budget for the General Fund for fiscal year 2023‐24 is $211.7 million which is  $13.3 million or 6.7% more than the previous year’s adopted budget of $198.4 million. These changes  are discussed in more detail on the following pages.      Personnel costs make up approximately 61.4% of the General Fund budget. The total personnel  budget for fiscal year 2023‐24 is $130.1 million which is $6.0 million or 4.8% greater than the previous  year’s total personnel budget of $124.1 million. This is driven by negotiated compensation increases  as well as anticipated step increases. In fiscal year 2023‐24, the preliminary budget continues to  propose including a line item for “vacancy savings.” This represents the estimated amount of  budgeted personnel savings that will be realized by the end of the fiscal year. This mechanism is  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‐time and part‐time staff costs and are expected to increase in fiscal year 2023‐24 by $5.2  Budget Budget $% 2022‐23 2023‐24 Change Change Personnel 124.1$              130.1$              6.0$                4.8% Personnel, gross 126.1                132.1                6.0                  4.8% Vacancy Savings (2.0)                   (2.0)                   ‐                  0.0% Maintenance & Operations 59.2                   59.6                   0.4                   0.7% Capital Outlay 1.5                     0.1                     (1.4)                 ‐94.7% Transfers 13.6                   21.9                   8.3                   61.1% Subtotal 198.4$              211.7$              13.3$              6.7% (In Millions) GENERAL FUND SUMMARY By Expenditure Type Budget Budget $% 2022‐23 2023‐24 Change Change Salaries and Wages 83.3$                 88.5                   5.2                   6.2% Salaries and Wages, gross 85.3                  90.5                  5.2                  6.1% Vacancy Savings (2.0)                   (2.0)                   ‐                  0.0% Retirement Benefits 23.0                   23.2                   0.2                   0.8% Health Insurance 10.7                   10.7                   ‐                  ‐0.1% Other Personnel 7.1                     7.7                     0.6                   8.6% Total 124.1$              130.1$              6.0$                4.8% Personnel Costs (In Millions) GENERAL FUND  June 13, 2023 Item #9 Page 33 of 542 B‐15  million or 6.2%. The increase is primarily due to negotiated salary increases offset by a reduction in  total full‐time equivalents of 12.06. The full‐time staffing changes are listed below.   Library & Cultural Arts added 1.0 Production Technician and 1.0 Senior Librarian in Adult & Teen  Services. The addition of these two full‐time positions is offset and funded by the reduction of  5.55 full‐time equivalent positions, resulting in ongoing savings to the General Fund of  approximately $100,000.   The Fire Department added 1.0 Senior Office Specialist. The addition of this full‐time position is  offset and funded by the reduction of two part‐time positions. In conjunction with additional  changes made during fiscal year 2022‐23, a cost neutral fiscal impact was achieved.   Community Services Administration eliminated a full‐time administrative position as part of  departmental reorganization efforts within the branch.   The Utilities Department eliminated one vacant Meter Services Supervisor position in relation to  technological advances that resulted in operational and business need changes within the  department.     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 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 remaining relatively flat at $10.7  million. Other Personnel Costs include workers’ compensation expenses and other miscellaneous  costs such as Medicare, unemployment and disability which are increasing collectively by $0.6 million  or 8.6%.     Maintenance and Operations costs represent about 28.2% 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 $59.6 million which represents an    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 13, 2023 Item #9 Page 34 of 542 B‐16  increase of about $0.4 million or 0.7% for fiscal year 2023‐24 when compared to fiscal year 2022‐23.  With year‐over‐year increases in inflation of 8.2% and 6.4%, respectively, this relatively minor  increase in maintenance and operations is a tremendous achievement that was accomplished  through a strategic analysis of budget reductions. These reductions (1) enabled the General Fund to  absorb new unfunded mandates and regulatory budget items, (2) contributed to the proposed  budget surplus in fiscal year 2023‐24, and (3) will assist in delaying the timing for when expenditures  are projected to exceed revenues in the General Fund.    Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of  $0.1 million are budgeted in the General Fund for fiscal year 2023‐24. This represents a decrease of  $1.4 million or 95% and is a result of the lack of new vehicles purchases when compared to the prior  year.      Operating Costs Associated with Capital Investments  As the city completes major capital projects, the costs of maintaining and operating the facilities and  improvements, including additional personnel if necessary, are added to departmental operating  budgets. The city’s Capital Improvement Program and Strategic Digital Transformation Investment  Program budgets include future projected operating impacts, which are estimated in the tables found  in sections H and I, respectively.          June 13, 2023 Item #9 Page 35 of 542 B‐17  Advances   Advances and repayments of prior advances are amounts anticipated to be transferred from the  General Fund to other city funds with expectation of repayment in future years. No General Fund  advances are included in this year’s operating budget.       Expenditures in the General Fund remained relatively consistent until fiscal year 2015‐16, when the  budget reflected an 8.2% increase in expenditures primarily due to increased personnel costs. In 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 reconstruction and $14.8 million to  pay off 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. 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, and  higher mutual aid costs.     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 that  unprecedented time.     Fiscal year 2020‐21 expenditures reflect an additional $10 million one‐time payment to CalPERS to  further bring down the city’s unfunded pension liability. The increase was largely offset by the  continuation of the COVID‐19 pandemic and the city’s efforts to curb and defer expenditures.     Fiscal year 2021‐22 expenditures reflect the plan to reinstate city services back to pre‐pandemic  levels and operationalize the City Council’s goals. The increase includes $5.9 million in one‐time costs  associated with the goals, and the addition of 18 new full‐time and 6.7 part‐time employees which  June 13, 2023 Item #9 Page 36 of 542 B‐18  are mostly associated with the goals. The city again made an additional one‐time $6.4 million  payment to CalPERS to bring down the city’s unfunded pension liability. Fiscal year 2022‐23  expenditures include the addition of 24 full‐time employees as well as a number of new one‐time  requests in order to execute City Council goals, as well as a total of $10.6 million in one‐time transfers  to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. Lastly, a $2 million  allocation was approved to fund the Safer Streets local emergency.    Another way of looking at the General Fund budget is  by Program Expenditures. The chart below  compares the total fiscal year 2023‐24 budget to those  amounts adopted in the previous year. A detailed  description of each department, its services, budget  summary and department accomplishments and  priorities can be found in the department program  summary pages.         A detailed description of each  department’s budget can be found  in the department program  summaries.    Budget Budget $% 2022‐23 2023‐24 Change Change Administrative Services ‐ Administration 0.6$                   0.8$                   0.2                   4.9% Administrative Services ‐ Finance 5.5                     5.3                     (0.2)                 ‐2.7% Administrative Services ‐ Human Resources 5.3                     5.0                     (0.3)                 ‐4.5% Administrative Services ‐ Innovation & Economic Dev.2.5                     2.6                     0.1                   0.9% Community Services ‐ Administration 0.7                     0.6                     (0.1)                 ‐13.4% Community Services ‐ Community Development 10.4                   11.0                   0.6                   6.1% Community Services ‐ Housing & Homeless Services 3.1                     2.8                     (0.3)                 ‐11.8% Community Services ‐ Library & Cultural Arts 14.1                   13.6                   (0.5)                 ‐3.2% Community Services ‐ Parks & Recreation 21.2                   21.1                   (0.1)                 ‐0.5% Policy & Leadership Group 8.5                     8.4                     (0.1)                 ‐0.6% Public Safety ‐ Fire 37.8                   37.8                   ‐                  0.3% Public Safety ‐ Police 51.2                   55.6                   4.4                   8.5% Public Works ‐ Administration 1.4                     1.6                     0.2                   8.4% Public Works ‐ Construction Mgmt. & Inspection 3.3                     3.3                     ‐                  ‐0.2% Public Works ‐ Environmental Sustainability 1.2                     1.2                     ‐                  1.6% Public Works ‐ Facilities 6.8                     7.5                     0.7                   10.8% Public Works ‐ Transportation 9.7                     9.7                     ‐                  0.3% Non‐Departmental 15.1                   23.8                   8.7                   57.2% Total 198.4$              211.7$              13.3$              6.7% GENERAL FUND EXPENDITURES By Department (In Millions) June 13, 2023 Item #9 Page 37 of 542 B‐19  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:    $12.6 million split evenly between the Infrastructure Replacement Fund, General Capital  Construction Fund and the Technology Investment Capital Fund ($4.2 million each). This will  fund major new construction, maintenance and 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.       $7.4 million in additional transfers to the General Capital Construction Fund resulting from  the estimated General Fund surplus. The General Capital Construction Fund is funded by the  General Fund and includes many capital projects programmed in the future. The level of  funding necessary to fully fund these projects is an increasing concern. This one‐time  transfer amount will assist with funding the city’s general capital construction into the  future.    $0.3 million to the Storm Water Program for reimbursement of the General Fund portion of  Storm Water expenses.    $1.6 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 2023‐24 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 2023‐24 General Fund Operating Surplus  General Fund fiscal year 2023‐24 revenue estimates  $212.0 million  General Fund fiscal year 2023‐24 preliminary expenditures $211.7 million  Projected operating surplus for fiscal year 2023‐24  $     0.3 million     General Fund Reserves  Projected unassigned balance at June 30, 2023                        $117.9 million  Plus: projected fiscal year 2023‐24 surplus                $     0.3 million  Equals: projected unassigned balance at June 30, 2024          $118.2 million       June 13, 2023 Item #9 Page 38 of 542 B‐20  Changes in Other Funds   Special Revenue funds are budgeted at $20.2 million representing an increase in expenditures of  16.8% or $2.9 million when compared to fiscal year 2022‐23. With the exception of the new funding  source, Permanent Local Housing Allocation, spending in most programs is expected to remain at  similar or slightly higher levels over the prior year.    Expenditure increases of $0.9 million or 8.9% 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 $105.7 million which represents an increase of $12.8 million or 13.8% over the  fiscal year 2022‐23 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 cost of purchased water continues to  increase, causing an overall increase in the Potable Water budget. The Wastewater fund provides  reliable wastewater collection services. The budget for this fund’s increase is primarily due to an  increase in the transfers out to fund its related capital improvement fund.       The Internal Service funds total $33.3 million and represents an overall increase of $0.7 million or  2.2% over fiscal year 2022‐23. 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 expenditures, in total, decreased as a  result of vehicle replacement timing. The fiscal year 2022‐23 adopted budget included multiple high‐ dollar vehicle replacements compared to smaller purchases scheduled in fiscal year 2023‐24. 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 2023‐24 is approximately  the same as the prior year’s adopted budget of $1.1 million. The Recognized Obligation Payments  Schedule identifies financial commitments of the former Redevelopment Agency, including the  remaining scheduled debt service payments on the Redevelopment Agency bond issue, the outstanding  loan from the city’s General Fund and minor allowable administrative costs. The last debt service  payment on the bond issue is scheduled for September 2023 and the city loan was paid off in fiscal year  2020‐21. These obligations are to be paid from semi‐annual property tax increment revenue received  by the Successor Agency.       June 13, 2023 Item #9 Page 39 of 542 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 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 SDTIP expands on the Connected Carlsbad Roadmap to include a strategy for evaluating and prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines. This new investment program continues to be organized into the five primary goal areas approved by City Council in Connected Carlsbad, listed below. •Pursue Communitywide Digital Transformation focuses on the foundational elements, including connectivity, up-to-date hardware and software, and a robust security strategy while providing an aspirational vision for the future. •Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. •Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human- centered perspective that an engaged city that uses data and technology in a way that respects people and their privacy will support a vibrant culture where residents, organizations and businesses are invested in their community and its future. •Enhance Accessibility and Transparency recognizes that open government and approaching problem-solving from an accessibility perspective leads to better outcomes for all. •Promote Safety and Sustainability through Connectivity leads to understanding the interconnected nature of our communities that can achieve environmental, mobility and sustainability goals when approached in a cross-departmental and community informed manner. Exhibit 2 June 13, 2023 Item #9 Page 40 of 542 H-2 Once City Council adopts the proposed SDTIP, projects receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget information is shown for a five-year period to provide the most comprehensive information about known future projects. Spending authority in future years is not granted until adoption of the annual proposed SDTIP budget associated with each year. 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 13, 2023 Item #9 Page 41 of 542 H-3 Criteria 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 13, 2023 Item #9 Page 42 of 542 H-4 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM PROJECTS The following contains information about the projects in the SDTIP. Full project pages are provided for the major new projects being requested for fiscal year 2023-24 and prior approved major projects that have changes in funding needs or project requirements. Projects for fiscal year 2024-25 and beyond are included in the graphs and tables provided but will not have full project pages until the first year of funding. Projects with no changes and projects that have been completed or cancelled going into fiscal year 2023-24 are listed below. Full details for these projects can be found in the appropriate prior fiscal year budget documents based on when they were new or had project changes. 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. • Outdoor Wireless Study • Online Permitting/Electronic Reviews, also known as E-Reviews • Project Portfolio Management Tool & Consulting Fiscal Year 2022-23 Continuing Projects – No Changes The following projects were approved during the fiscal year 2022-23 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. • Computer Aided Dispatch • Enterprise Asset Management (EAM) • Enterprise Digital Asset Management (EDAM) • Live 9-1-1 • Utility Billing Portal Completed or Cancelled Projects The following projects were completed or cancelled during fiscal year 2022-23. 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 • Business Process Documentation • Digital Engagement & Analytics Consultant • Exploration Hub Audio Visual Upgrade • ServiceNow Service Portal • Timekeeping System Upgrade Cancelled • Next Generation Online Catalog • Electronic Patient Care Reporting June 13, 2023 Item #9 Page 43 of 542 H‐5  ESTIMATED TOTAL APPROPRIATIONS BY GOAL  Going into fiscal year 2023‐24, there are 44 continuing and new projects planned over the next five  years at an estimated total cost of $33.71 million. Included in the $33.71 million is approximately  $19.52 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  $19.52 million is approximately $4.57 million of estimated new appropriations for fiscal year 2023‐24  for these same projects.          Build Capacity for  Data‐driven  Decision Making,  $2,660,353‐8% Enhance  Accessibility and  Transparency,  $1,735,000‐5% Foster a Vibrant  Civic Engagement  Culture,  $1,325,000‐4% Promote Security and  Sustainability through  Connectivity,  $12,935,122‐38% Pursue Communitywide  Digital Transformation,  $15,050,100‐45% Estimated Total  Projects Costs by Goal FY 2023‐24 to FY 2027‐28 $33.71 million June 13, 2023 Item #9 Page 44 of 542 H-6 Fiscal year 2023-24 appropriations by project goal Pursue Communitywide Digital Transformation $15.05 million This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy. Build Capacity for Data-Driven Decision Making $2.66 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 $1.33 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 $1.73 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 $12.94 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 13, 2023 Item #9 Page 45 of 542 H-7 PROJECTS PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION Consolidation & Replacement of Core Systems Project Benefits Without systems that can talk to each other, the city wastes time and resources manually compiling and integrating data. This greatly affects the city’s ability to make data-driven decisions, which are needed to ensure the highest and best use of taxpayer resources. 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. About This Project This project provides for the consolidation and replacement of the city’s core systems. There are approximately 20 core systems including 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 associated with operating many different systems with different vendors. Consolidating down to a few systems that seamlessly integrate 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. Project Funding Source: Technology Investment 4,400,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 900,000$ 1,500,000$ 2,000,000$ -$ -$ 4,400,000$ Est FY26-27 Budget -$ June 13, 2023 Item #9 Page 46 of 542 H-8 The city completed an in-depth process to evaluate functional requirements and business processes and, the city’s consultant provided a comprehensive report outlining the city’s requirements for a new consolidated system. The report also outlined 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 which is currently in progress. City staff are currently requesting funding of $1.5 million in fiscal year 2023-24 for acquisition and initial implementation and will request an estimated $2.0 million in funding for the continued implementation of a new system as part of the fiscal year 2024-25 SDTIP. It is not currently feasible to determine any operational or replacement costs because 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 June 13, 2023 Item #9 Page 47 of 542 H-9 Digital Information Network Project Benefits 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. 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. 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 2023-24 includes elements required for this expansion as well as some feature and functionality enhancements to the services already in place. It is estimated that for each fiscal year with new funding there will be an increase to operational and replacement requirements of $50,000 and $100,000 respectively for each year with funding. The cost associated with the prior year funding have previously been included in the Information Technology Department’s Operating or Replacement budget requests. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Funding Source: Technology Investment 6,025,584$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 100,000 Replacement 200,000 Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 5,025,584$ 500,000$ 500,000$ -$ -$ 6,025,584$ Est FY26-27 Budget -$ June 13, 2023 Item #9 Page 48 of 542 H-10 Exploration Hub Computer Upgrade Project Benefits The Apple Macintosh computers in the exploration hub are due to be replaced. A review of the services provided in the exploration hub revealed that windows-based computers are more consistent with the types of programming offered in the exploration hub. About This Project Replace the existing computers in the library exploration hub with windows-based laptops. Migrating to windows-based computers is more consistent with the types of programs offered in the exploration hub and staff have more expertise with the use of windows-based computers and software programs. Transitioning from desktops to laptops provides more flexibility in changing the layout of the exploration hub to match different types of program offerings. There are no annual operational or replacement costs associated with this project. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Funding Source: IT Replacement Fund 43,600$ Managing Department: Library Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget IT Replacement -$ 43,600$ -$ -$ -$ 43,600$ Est FY26-27 Budget -$ June 13, 2023 Item #9 Page 49 of 542 H-11 Fleet Telematics Project Benefits Installing special software and hardware in city fleet vehicles will provide real-time information about how they are being operated to ensure safety, track vehicle health and improve security. Tracking city vehicles will also help city departments make better decisions based on routing, staffing and overall operational readiness. About This Project Issue a Request for Proposal to Identify, procure and implement an enterprise solution that provides for fleet telematics. This solution is critical for the effective management of the city’s Fleet. Additionally, the solution will provide data that gives departments active vehicle location for routing, assignment, staffing, and operational readiness evaluations It is not currently feasible to determine any operational or replacement costs because 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 Funding Source: Technology Investment 175,916$ Managing Department: Fleet Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 45,916$ 130,000$ -$ -$ -$ 175,916$ -$ Est FY26-27 Budget June 13, 2023 Item #9 Page 50 of 542 H-12 Staff Managed Print Project Benefits The increasing use of technology as well as the city’s sustainability goals have reduced the city’s printing needs. By replacing out of date, leased printers, which are approaching end of life, with a smaller number of purchased printers, the city will save an estimated $80,000 a year in electricity, printing supplies and monthly maintenance charges. Over a five-year period, the city will save approximately $400,000 in operational costs overall. About This Project The existing printers deployed throughout the city were leased in 2015. Due to their age, they are becoming unreliable and costly to repair. In many instances, replacement parts are no longer available. The new printing fleet will be replaced on a five-year running basis requiring approximately $800,000 in funding from the Technology Investment Capital Fund each fifth year. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Funding Source: Technology Investment 1,500,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational (80,000) Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 700,000$ -$ -$ 800,000$ 1,500,000$ Est FY26-27 Budget -$ June 13, 2023 Item #9 Page 51 of 542 H-13 BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING Business Process Automation Project Benefits Automating manual processes will improve staff productivity, efficiency and service delivery. Business process automation also provides the opportunity to eliminate paper forms and processes, which supports the city’s sustainability goals. About This Project This project facilitates the ongoing expansion of business process automation by adding licenses to existing city applications that support process automation, such as Laserfiche, ServiceNow and DocuSign, and by engaging vendor support and external consultants to assist with the development of complex workflows. There is a potential for operational costs to increase if additional licenses are required to support identified automation initiatives. There are no replacement costs associated with project. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Funding Source: Technology Investment 300,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 150,000$ 150,000$ -$ -$ -$ 300,000$ Est FY26-27 Budget -$ June 13, 2023 Item #9 Page 52 of 542 H-14 Facility Monitoring and Analytics Project Benefits Automated facility monitoring will provide city staff with the ability to remotely monitor the condition, temperature and power at over 100 city facilities as well as track foot traffic and space utilization within the city’s public spaces such as library facilities and parks. Alerting to conditions in city facilities will allow staff to respond reducing or limiting any potential damage that may occur from these conditions. The city maintains over 100 facilities that currently have limited monitoring capability to detect conditions such as flooding, power issues or power loss, or abnormal temperatures. Additionally, the existing people counters located at the library are over 11 years and due to be replaced. About This Project This project will identify, procure and implement a citywide facility monitoring and traffic analysis solution for city facilities. It is not currently feasible to determine any operational or replacement costs because 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 Build Capacity for Data-Driven Decision Making Project Funding Source: Technology Investment 250,000$ Managing Department: Innovation and Economic Development Facilities Library & Cultural Arts Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 100,000$ 50,000$ 50,000$ -$ 250,000$ Est FY26-27 Budget 50,000$ June 13, 2023 Item #9 Page 53 of 542 H-15 Professional Technical Services for Data Project Delivery Project Benefits Leverage the expertise of the ESRI Advantage program to assist city staff in the development of data visualization tools and dashboards. Combining city data with spatial information allows data to be transformed into graphical or interactive forms that can reveal patterns, trends and insights, presents data in a format that communicates complex information in a clear and engaging way, and enables data-driven decision making. About This Project The ESRI Advantage Program provides technical consulting to assist staff on projects that combine data from city systems with the spatial data from the city’s GIS application to provide robust data visualization tools. 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 $70,000 worth of credits in fiscal year 2023-24. At this time, city staff do not expect this project to result in an increase to operating or replacement costs. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Funding Source: Technology Investment 420,000$ Managing Department: Innovation & Economic Development Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 70,000$ 70,000$ 70,000$ 70,000$ 70,000$ 420,000$ Est FY26-27 Budget 70,000$ June 13, 2023 Item #9 Page 54 of 542 H-16 Regulator Water Usage Analytics Project Benefits 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 began in November 2023. About This Project In fiscal year 2022-23, staff implemented the Waterview Water Efficiency portal to assist the city in meeting legislatively established water conservation goals and reporting requirements for residential parcels. Additional funding is being requested to expand the use of Waterview for commercial and industrial parcels. After initial implementation, city staff estimate operational costs to increase by $42,000 starting in fiscal year 2024-25. There is no replacement cost associated with this project. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Funding Source: Utility Operating 65,353$ Managing Department: Utilities Estimated Annual Costs Increase/(Decrease): Operational 42,000 Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Operating 50,000$ 15,353$ -$ -$ -$ 65,353$ Est FY26-27 Budget -$ June 13, 2023 Item #9 Page 55 of 542 H-17 FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE Audiovisual Upgrades Project Benefits 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. 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 if any until after the new equipment is purchased. Connected Carlsbad Goal Foster a Vibrant Civic Engagement Culture Project Funding Source: Technology Investment 1,225,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Est FY26-27 Budget 100,000$ June 13, 2023 Item #9 Page 56 of 542 H-18 ENHANCE ACCESSIBILITY AND TRANSPARENCY Patron Print/Copy/PC Management Project Benefits The existing system is due to be replaced and the Library & Cultural Arts Department is looking to enhance the system. About This Project This project replaces the existing print/copy/PC management system used at the various library locations within the city. In fiscal year 2022-23, computers and servers associated with the system were replaced. In fiscal year 2024-25, the library will be completing a request for proposal to identify and implement a new management solution. 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 Funding Source: Technology Investment 88,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 18,000$ 70,000$ -$ -$ -$ 88,000$ -$ Est FY26-27 Budget June 13, 2023 Item #9 Page 57 of 542 H-19 Records Digitization Project Benefits There are multiple departments that have a large volume of physical records. These records take up office space and are not easily accessible or searchable. About This Project This project involves issuing a request for qualifications, selecting one or more vendors, and establishing master agreements for firms that can assist departments in scanning and digitizing paper documents. These digitized documents will then be loaded into the city’s Laserfiche records management system making them more accessible to staff and the public. 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 Funding Source: Technology Investment 200,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 100,000$ 100,000$ -$ -$ 200,000$ Est FY26-27 Budget -$ June 13, 2023 Item #9 Page 58 of 542 H-20 PROMOTE SECURITY AND SUSTAINABILITY THROUGH CONNECTIVITY Annual Hardware and Infrastructure Replacement Project Benefits Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is needed to support the city's technology infrastructure and department-specific needs. 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 Funding Source: IT Replacement Fund 6,903,142$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget IT Replacement 790,000$ 978,142$ 1,485,000$ 1,100,000$ 1,500,000$ 6,903,142$ Est FY26-27 Budget 1,050,000$ June 13, 2023 Item #9 Page 59 of 542 H-21 Cyber Security Program Development Project Benefits 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. 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. Project Funding Source: Technology Investment 950,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 450,000$ 100,000$ 100,000$ 100,000$ 100,000$ 950,000$ 100,000$ Est FY26-27 Budget June 13, 2023 Item #9 Page 60 of 542 H-22 • 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. • 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 for fiscal year 2024-25 and beyond. For fiscal year 2023-24 an additional $132,000 has been request as part of the budget process for on-going Varonis security services. Connected Carlsbad Goal Promote Safety and Sustainability through Connectivity June 13, 2023 Item #9 Page 61 of 542 H-23 Payment Works Project Benefits The current process for enrolling a vendor to receive electronic payments involves the completion of a paper form. Staff must then manually validate the information and enter the vendor’s information into the city’s financial application. Additionally, if the city receives a request to change a vendor’s banking information, there is not an automated process to validate the accuracy and legitimacy of the information which puts the city at risk for attempted fraud. About This Project This project involves the implementation of the Payment Works solution to digitally onboard vendors, validate that vendor information is valid and legitimate and provides a mechanism for vendors to request updates to their payment information that is secure and verified. This will eliminate paper forms which supports the city’s sustainability goals, significantly improves business processes, and reduces the risk of fraud. After initial implementation, staff estimate operational costs to increase by $54,000 starting in fiscal year 2024-25. There is no replacement cost associated with this project. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Funding Source: Technology Investment 68,600$ Managing Department: Finance Estimated Annual Costs Increase/(Decrease): Operational 54,000 Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 68,600$ -$ -$ -$ 68,600$ Budget -$ Est FY26-27 June 13, 2023 Item #9 Page 62 of 542 H‐24   MINOR PROJECTS    Pursue Communitywide Digital Transformation Projects and Strategic Initiatives  Past Perfect Upgrade/Migration  This project involves upgrading the application used by recreation for tracking items in the Leo  Carrillo Collection and migrating from on‐premises to the vendor’s cloud offering. Moving to the  cloud will allow for broader staff access as well as introduce accessibility to the public.    Enhance Accessibility and Transparency  Expansion of Yardi  Expand the use of the existing Yardi Voyager application used in Housing and Homeless Services by  conducting a business process review, hosting staff training, and implementing an online applicant  portal.  FUTURE PROJECTS    Estimated Fiscal Year 2023‐24 through 2027‐28 Appropriations by Goal  The City of Carlsbad’s SDTIP for fiscal year 2023‐24 to fiscal year 2027‐28 outlines 44 projects at an  estimated total cost of $33.71 million. Of the $33.71 million, $19.52 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,  $1,955,353‐10% Enhance Accessibility  and Transparency,  $373,000‐2% Foster a Vibrant  Civic Engagement  Culture,  $500,000‐3% Promote Security and  Sustainability through  Connectivity,  $9,798,742‐50% Pursue Communitywide  Digital Transformation,  $6,888,600‐35% Estimated Future Projects Costs by Goal FY 2023‐24 to FY 2027‐28 $19.52 million June 13, 2023 Item #9 Page 63 of 542 H‐25  Estimated Fiscal Year 2023‐24 Appropriations by Goal  The fiscal year 2023‐24 SDTIP outlines $4.57 million in new appropriations for fiscal year 2023‐24 to  provide additional funding for the continuation of existing projects as well as funding for new  projects.        Build Capacity for  Data‐driven  Decision Making,  $335,353‐7% Enhance  Accessibility and  Transparency,  $160,000‐4% Foster a Vibrant Civic  Engagement Culture,  $100,000‐2% Promote Security and  Sustainability through  Connectivity,  $1,096,742‐24%Pursue Communitywide  Digital Transformation,  $2,878,600‐63% Requested FY 2023‐24 Appropriations by Goal $4.57 million June 13, 2023 Item #9 Page 64 of 542 H-26 Estimated Fiscal Year 2024-25 through 2027-28 Pending Current or New Projects with Future Funding Requests The projects listed in the table below represent projects that have been presented to the SDTIP Committee but are not requesting funding or have been delayed for the fiscal year 2023-24 budget year. These projects will be reevaluated for the fiscal year 2024-25 budget year and if approved for funding in fiscal year 2024-25 will then have a project page included as part of the SDTIP in fiscal year 2024-25 or as appropriate. These projects have been included in the estimated five-year tables and funding projections. Connected Requested Estimated Estimated Estimated Estimated Estimated Carlsbad Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Goal Source Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding RFID Replacement PCDT TICF -$ -$ 600,000$ -$ -$ -$ 600,000$ Utility Billing Automation PCDT UEF - - 75,000 - - - 75,000 Tightrope PCDT TICF - - 35,000 - - - 35,000 Data Governance and Operational Analytics BCDDM TICF 405,000 - 50,000 50,000 - - 505,000 Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000 Meter Data Management/Utility Analytics BCDDM UEF - - 550,000 - - - 550,000 Permit Process Automation BCDDM TICF - - 200,000 200,000 - - 400,000 Civic Engagement with Open Data EAT TICF 198,000 - 50,000 - - - 248,000 Virtual Permitting Counter (OpenCounter)EAT TICF 61,000 - 23,000 - - - 84,000 Remote Hold Pickup Locker EAT TICF - - 40,000 - - - 40,000 Command Central A/V Infrastucture PSSC TICF - - 200,000 - - - 200,000 Facility Security Master Plan PSSC TICF 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Police Body Camera Replacement PSSC TICF - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC TICF - - - - - 550,000 550,000 Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20,000 Police Mobile Device IOS Transition PSSC TICF - - 5,000 - - - 5,000 894,000$ -$ 3,409,000$ 561,000$ 438,000$ 772,000$ 6,074,000$ Connected Carlsbad Goal Abbreviations Build Capacity for Data-driven Decision Making = BCDDM Enhance Accessibility and Transparency = EAT Foster a Vibrant Civic Engagement Culture = FVCEC Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT Funding Source Abbreviations Information Technology Replacement Fund = ITRF Technology Investment Capital Fund = TICF Utilities Enterprise Funds (Operating or Capital) = UEF Project Name June 13, 2023 Item #9 Page 65 of 542 H-27 FIVE-YEAR SCHEDULE OF PROJECTS BY CONNECTED CARLSBAD GOAL Requested Estimated Estimated Estimated Estimated Estimated Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 TotalProject Name Source Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Consolidation & Replacement of Core Systems TICF 900,000$ 1,500,000$ 2,000,000$ -$ -$ -$ 4,400,000$ Digital Information Network TICF 5,025,584 500,000 500,000 - - - 6,025,584 Enterprise Asset Management System TICF 1,600,000 - - - - - 1,600,000 Exploration Hub Upgrade ITRF - 43,600 - - - - 43,600 Fleet Telematics TICF 45,916 130,000 - - - - 175,916 Project Portfolio Management Tool & Consulting TICF 500,000 - - - - - 500,000 RFID Replacement TICF - - 600,000 - - - 600,000 Staff Managed Print TICF - 700,000 - - - 800,000 1,500,000 Utility Billing Automation UEF - - 75,000 - - - 75,000 Utility Billing Portal UEF 90,000 - - - - - 90,000 Past Perfect Upgrade/Migration TICF - 5,000 - - - - 5,000 Tightrope TICF - - 35,000 - - - 35,000 8,161,500 2,878,600 3,210,000 - - 800,000 15,050,100 Business Process Automation TICF 150,000 150,000 - - - - 300,000 Data Governance and Operational Analytics TICF 405,000 - 50,000 50,000 - - 505,000 Discovery Management Assessment TICF 30,000 - 140,000 - - - 170,000 Facility Monitoring and Analytics TICF - 100,000 50,000 50,000 50,000 250,000 Meter Data Management/Utility Analytics UEF - -550,000 - - - 550,000 Permit Process Automation TICF - -200,000 200,000 - - 400,000 Professional Technical Services for Data Project Delivery TICF 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Regulatory Water Usage Analytics (Operating Funds)UEF 50,000 15,353 - - - - 65,353 705,000 335,353 1,060,000 370,000 120,000 70,000 2,660,353 Audio Visual Upgrades TICF 725,000 100,000 100,000 100,000 100,000 100,000 1,225,000 Outdoor Wireless Study TICF 100,000 - - - - - 100,000 825,000 100,000 100,000 100,000 100,000 100,000 1,325,000 Civic Engagement with Open Data TICF 198,000 - 50,000 - - - 248,000 Enterprise Digital Asset Management TICF 400,000 - -- - - 400,000 Online Permitting/Electronic Reviews (E-Reviews)TICF 645,000 - -- - - 645,000 Patron Print/Copy Management TICF 18,000 70,000 - - - - 88,000 Record Digitization TICF - 100,000 100,000 - - - 200,000 Virtual Permitting Counter (OpenCounter)TICF 61,000 - 23,000 - - - 84,000 Expansion of Yardi TICF - 30,000 - - - - 30,000 Next Generation Online Catalog TICF 40,000 (40,000) - - - - - Remote Hold Pickup Locker TICF - - 40,000 - - - 40,000 1,362,000 160,000 213,000 - - - 1,735,000 Annual Hardware and Infrastructure Replacement ITRF 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Command Central A/V Infrastucture TICF - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD)TICF 1,580,000 - - - - - 1,580,000 Cyber Security Program Development TICF 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Electronic Patient Care Reporting TICF 50,000 (50,000) - - - - - Facility Security Master Plan TICF 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Live 911 TICF 66,380 - -- - - 66,380 Payment Works TICF - 68,600 - - - - 68,600 Police Body Camera Replacement TICF - - 500,000 - - - 500,000 Police In-car Video Replacement TICF - - - - - 550,000 550,000 Police Records Management Migration TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000 Police Mobile Device IOS Transition TICF - - 5,000 - - - 5,000 3,136,380 1,096,742 3,231,000 1,511,000 1,588,000 2,372,000 12,935,122 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Information Technology Replacement Fund = ITRF Technology Investment Capital Fund = TICF Utilities Enterprise Funds (Operating or Capital) = UEF Build Capacity for Data-driven Decision Making Build Capacity for Data-driven Decision Making Total Pursue Communitywide Digital Transformation Total Connected Carlsbad Goal Pursue Communitywide Digital Transformation Foster a Vibrant Civic Engagement Culture ProjectsTotal Funding Source Abbreviations Promote Security and Sustainability through Connectivity Total Foster a Vibrant Civic Engagement Culture Total Enhance Accessibility and Transparency Enhance Accessibility and Transparency Total Promote Security and Sustainability through Connectivity June 13, 2023 Item #9 Page 66 of 542 H-28 FIVE-YEAR SCHEDULE OF PROJECTS BY FUND Connected Estimated Estimated Estimated Estimated Estimated Estimated Carlsbad Prior Year 2 Year 3 Year 4 Year 5 Year 5 Total Project Name Goal Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Technology Investment Capital Fund Audio Visual Upgrades FVCEC 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Business Process Automation BCDDM 150,000 150,000 - - - - 300,000 Civic Engagement with Open Data EAT 198,000 - 50,000 - - - 248,000 Command Central A/V Infrastucture PSSC - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD)PSSC 1,580,000 - - - - - 1,580,000 Consolidation & Replacement of Core Systems PCDT 900,000 1,500,000 2,000,000 - - - 4,400,000 Cyber Security Program Development PSSC 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Data Governance and Operational Analytics BCDDM 405,000 - 50,000 50,000 - - 505,000 Digital Information Network PCDT 5,025,584 500,000 500,000 - - - 6,025,584 Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000 Electronic Patient Care Reporting PSSC 50,000 (50,000) - - - - - Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000 Enterprise Digital Asset Management EAT 400,000 - - - - - 400,000 Facility Monitoring and Analytics BCDDM - 100,000 50,000 50,000 50,000 - 250,000 Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Fleet Telematics PCDT 45,916 130,000 - - - - 175,916 Live 911 PSSC 66,380 - - - - - 66,380 Online Permitting/Electronic Reviews (E-Reviews)EAT 645,000 - - - - - 645,000 Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000 Patron Print/Copy Management EAT 18,000 70,000 - - - - 88,000 Payment Works PSSC - 68,600 - - - - 68,600 Permit Process Automation BCDDM - - 200,000 200,000 - - 400,000 Police Records Management Migration PSSC - - 200,000 - - - 200,000 Police Body Camera Replacement PSSC - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC - - - - - 550,000 550,000 Professional Technical Services for Data Project Delivery BCDDM 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Project Portfolio Management Tool & Consulting PCDT 500,000 - - - - - 500,000 Record Digitization EAT - 100,000 100,000 - - - 200,000 RFID Replacement PCDT - - 600,000 - - - 600,000 Staff Managed Print PCDT - 700,000 - - - 800,000 1,500,000 Virtual Permitting Counter (OpenCounter)EAT 61,000 - 23,000 - - - 84,000 Expansion of Yardi EAT - 30,000 - - - - 30,000 Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000 Next Generation Online Catalog EAT 40,000 (40,000) - - - - - Past Perfect Upgrade/Migration PCDT - 5,000 - - - - 5,000 Police Mobile Device IOS Transition PSSC - - 5,000 - - - 5,000 Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000 Tightrope PCDT - - 35,000 - - - 35,000 Technology Investment Capital Fund Total 13,259,880 3,533,600 5,704,000 881,000 758,000 1,842,000 25,978,480 Information Technology Replacement Fund Annual Hardware and Infrastructure Replacement PSSC 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Exploration Hub Upgrade PCDT - 43,600 - - - - 43,600 Information Technology Replacement Fund Total 790,000 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 6,946,742 Utilities Enterprise Funds (Operating or Capital) Meter Data Management/Utility Analytics BCDDM - - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds)BCDDM 50,000 15,353 - - - - 65,353 Utility Billing Automation PCDT - - 75,000 - - - 75,000 Utility Billing Portal PCDT 90,000 - - - - - 90,000 Total Utilities Enterprise Funds (Operating or Capital)140,000 15,353 625,000 - - - 780,353 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Connected Carlsbad Goal Abbreviations Build Capacity for Data-driven Decision Making = BCDDM Enhance Accessibility and Transparency = EAT Foster a Vibrant Civic Engagement Culture = FVCEC Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT Funding Source ProjectsTotal June 13, 2023 Item #9 Page 67 of 542 H-29 PROJECT FUNDING SOURCES Technology Investment Capital Fund – Funds set aside on a yearly basis to fund ongoing SDTIP digital transformation and technology projects. Revenue is mostly comprised of an annual General Fund transfer, estimated based on a portion of the transfer of 6% of General Fund revenues, in accordance with Council Policy No. 91 – Long Term General Fund Capital Funding Policy. Information Technology Replacement Fund – Funds are collected annually from the city’s operating departments as part of the IT Department internal service fund chargeback; charges are based on an asset’s lifecycle and original cost. These funds are used to replace assets at the end of their useful lives. Utilities Enterprise Funds (Operating or Capital) – For information regarding the Utilities Enterprise Funds, please see the Public Works Section of the Fiscal Year 2023-24 Operating Budget and for the Capital Funds please see the CIP Section of the Fiscal Year 2023-24 Operating Budget. PROJECTED FUND BALANCES TECHNOLOGY INVESTMENT CAPITAL FUND FUNDS AVAILABILITY PROJECTION Estimated Requested Estimated Estimated Estimated Estimated Balance Year 1 Year 2 Year 3 Year 4 Year 5 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2,762,560$ 3,414,960$ 2,010,960$ 5,541,960$ 9,340,960$ Transfers In 4,096,000 4,187,000 4,271,000 4,381,000 4,600,050 Interest Revenue 90,000 113,000 141,000 176,000 184,000 Project Appropriations 3,533,600 5,704,000 881,000 758,000 1,842,000 3,414,960$ 2,010,960$ 5,541,960$ 9,340,960$ 12,283,010$ 2,762,560$ Beginning Available Balance Ending Available Balance Balance Available for Future Projects INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND FUNDS AVAILABILITY PROJECTION Requested Estimated Estimated Estimated Estimated Balance Year 1 Year 2 Year 3 Year 4 Year 5 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2,349,929$ 2,896,227$ 2,761,227$ 3,011,227$ 3,311,227$ Replacement Cost Revenue 1,568,040 1,350,000 1,350,000 1,350,000 1,350,000 Replacement Appropriations 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 2,896,227$ 2,761,227$ 3,011,227$ 3,311,227$ 3,161,227$ 2,349,929$ Estimated Available Funds Ending Available Balance Beginning Available Balance June 13, 2023 Item #9 Page 68 of 542 H-30 REVENUE PROJECTIONS SCHEDULE BUDGET EXPENDITURE SCHEDULE 2020-21 2021-22 2022-23 2023-24 2023-24 2023-24 Actual Actual Estimated Continuing New Total Expense Expense Expense Appropriations Appropriations Appropriations Technology Investment Capital NA 1,615,320$ 2,100,000$ 7,076,551$ 3,533,600$ 10,610,151$ Information Technology Department Replacement 1,822,434 935,994 1,396,948 554,580 1,021,742 1,576,322 Total 1,822,434$ 2,551,314$ 3,496,948$ 7,631,131$ 4,555,342$ 12,186,473$ 2019-20 2020-21 2021-22 2022-23 2023-24 Actual Actual Actual Projected Estimated Revenue Revenue Revenue Revenue Revenue Technology Investment Capital NA NA 10,747,619$ 4,076,004$ 4,186,000$ Information Technology Department Replacement 810,400 1,221,363 1,491,070 1,555,005 1,568,040 Total 810,400$ 1,221,363$ 12,238,689$ 5,631,009$ 5,754,040$ Fund June 13, 2023 Item #9 Page 69 of 542 H-31 PROJECT ESTIMATED OPERATIONAL REQUIREMENTS The projects listed on the table below represent projects that have been determined will have or may have operating budget impacts in the fiscal year identified. Projects that have a zero listed for each fiscal year are pending an estimate due to the possible solution having to many pending variables. Once a more exact solution is identified the operational estimate will be updated. As the fiscal years identified on the table become the next budgeting year the Information Technology Department will include a request for the additional operating budget in the departments annual operating budget request. Total Year 1 Year 2 Year 3 Year 4 Year 5 Project Name Funding 2023-24 2024-25 2025-26 2026-27 2027-28 Totals Business Process Automation 300,000$ -$ -$ -$ -$ -$ -$ Civic Engagement with Open Data 248,000 - 100,000 50,000 25,000 - 175,000 Command Central A/V Infrastucture 200,000 - - - - - - Computer Aided Dispatch (CAD)1,580,000 150,000 20,000 - - - 170,000 Cyber Security Program Development 950,000 132,500 - - - - 132,500 Data Governance and Operational Analytics 505,000 125,000 75,000 60,000 50,000 50,000 360,000 Digital Information Network 6,025,584 - 150,000 150,000 - - 300,000 Discovery Management Assessment 170,000 - - - - - - Enterprise Asset Management System 1,600,000 20,000 - - - - 20,000 Enterprise Digital Asset Management 400,000 - - 75,000 - - 75,000 Expansion of Yardi 30,000 1,500 - - - - 1,500 Facility Monitoring and Analytics 250,000 - - - - - - Facility Security Master Plan 1,892,000 - - 150,000 150,000 150,000 450,000 Fleet Telematics 175,916 - - - - - - Live 911 66,380 - 60,000 - - - 60,000 Major Incident/Special Event Management System 20,000 - - - - - - Meter Data Management/Utility Analytics 550,000 - - 175,000 - - 175,000 Online Permitting/Electronic Reviews (E-Reviews)645,000 - 27,300 - - - 27,300 Past Perfect Upgrade/Migration 5,000 2,000 - - - - 2,000 Payment Works 68,600 - 54,000 - - - 54,000 Permit Process Automation 400,000 - - - - - - Police Records Management Migration 200,000 - - 54,000 - - 54,000 Project Portfolio Management Tool & Consulting 500,000 165,000 - - - - 165,000 Regulatory Water Usage Analytics (Operating Funds)65,353 - 42,000 - - - 42,000 Remote Hold Pickup Locker 40,000 - - 4,000 - - 4,000 RFID Replacement 600,000 - - - - - - Staff Managed Print 1,500,000 - (80,000) - - - (80,000) Tightrope 35,000 - - - - - - Utility Billing Automation 75,000 - - 7,500 - - 7,500 Virtual Permitting Counter (OpenCounter)84,000 - - 34,500 - - 34,500 19,180,833$ 596,000$ 448,300$ 760,000$ 225,000$ 200,000$ 2,229,300$ * Listing only includes projects with expected changes in operational budget requirements, if listed with a zero amount staff have not been able to determine that amount with the current information. June 13, 2023 Item #9 Page 70 of 542 H-32 FISCAL YEAR 2023-24 ROADMAP St r a t e g i c D i g i t a l T r a n s f o r m a t i o n I n v e s t m e n t P r o g r a m F Y 2 0 2 3 - 2 4 S c h e d u l e Le g e n d : Pr o j e c t On g o i n g GO A L IN IT I A T I V E S Co n s o l i d a t i o n & R e p l a c e m e n t o f C o r e S y s t e m s Di g i t a l I n f o r m a t i o n N e t w o r k En t e r p r i s e A s s e t M a n a g e m e n t Ex p l o r a t i o n H u b C o m p u t e r U p g r a d e Fl e e t T e l e m a t i c s St a f f M a n a g e d P r i n t Pa s t P e r f e c t U p g r a d e / M i g r a t i o n GO A L IN I T I A T I V E S Bus i n e s s P r o c e s s A u t o m a t i o n Da t a G o v e r n a n c e a n d Op e r a t i o n a l An a l y t i c s Pr o f e s s i o n a l T e c h n i c a l S e r v i c e s f o r D a t a P r o j e c t D e l i v e r y Fa c i l i t y M o n i t o r i n g a n d A n a l y t i c s Re g u l a t o r y W a t e r U s a g e A n a l y t i c s GO A L IN IT I A T I V E S Au d i o V i s u a l U p g r a d e s Ou t d o o r W i r e l e s s S t u d y GO A L IN I T I A T I V E S Ci v i c E n g a g e m e n t w i t h O p e n D a t a Pa t r o n P r i n t / C o p y / P C M a n a g e m e n t En t e r p r i s e D i g i t a l A s s e t M a n a g e m e n t Re c o r d s D i g i t i z a t i o n On l i n e P e r m i t t i n g / E l e c t r o n i c R e v i e w s ( E - R e v i e w ) Ex p a n s i o n o f Y a r d i Vi r t u a l P e r m i t t i n g C o u n t e r ( O p e n C o u n t e r ) GO A L IN I T I A T I V E S An n u a l H a r d w a r e a n d I n f r a s t r u c t u r e R e p l a c e m e n t Co m p u t e r A i d e d D i s p a t c h ( C A D ) Cy b e r S e c u r i t y P r o g r a m D e v e l o p m e n t En s u r e A d o p t i o n o f R e l e v a n t N e w T e c h n o l o g i e s a r e M i r r o r e d i n t o E O C Fa c i l i t y S e c u r i t y M a s t e r P l a n Pa y m e n t W o r k s Tra f f i c M a n a g e m e n t F u n c t i o n a l i t y E n h a n c e m e n t NO V DE C DE C DE C DE C DE C NO V NO V NO V NO V AU G JU L OC T SE P SE P Pu r s u e C o m m u n i t y W i d e Di g i t a l T r a n s f o r m a t i o n JU L AU G JU L AU G Fo s t e r a V i b r a n t C i v i c En g a g e m e n t C u l t u r e Bu i l d C a p a c i t y f o r D a t a - dr i v e n D e c i s i o n M a k i n g SE P OC T OC T Pr o m o t e S a f e t y a n d Su s t a i n a b i l i t y t h r o u g h Con n e c t i v i t y OC T OC T JU L AU G SE P En h a n c e A c c e s s i b i l i t y an d T r a n s p a r e n c y JU L AU G SE P JA N JA N JA N JA N JA N FE B FE B FE B FE B FE B MA R MA R MA R MA R MA R AP R AP R AP R AP R AP R MA Y MA Y MA Y MA Y MA Y JU N JU N JU N JU N JU N -- - - - - - - - - - - - RF P -- - - - - - - - - - - - -- - - - - - - - - - - - - - - - Se l e c t i o n -- - - - - - - - - - - - -- - - Co n t r a c t -- - - -Co u n c i l -- -- Ki c k of f -- - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 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- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - Im p l e m e n t a t i o n -- - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - Pi l o t -- - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - Ro l l O u t -- - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - On g o i n g -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - RF P -- - - - - - - -- - Se l e c t i o n -- - -- - - - Im p l e m e n t a t i o n -- - - - - - -- - - - Re q u i r e m e n t s -- - - - - -- - - - - - - - - - - - - - - RF P -- - - - - - - - - -- - - Se l e c t i o n -- - - -- - - - - - - - - Im p l e m e n t a t i o n -- - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - On g o i n g -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - On g o i n g -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - Ro l l O u t -- - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - Im p l e m e n t a t i o n -- - - - - - - - - - - - - - - - - - - - - -- Im p l e m e n t a t i o n -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Im p l e m e n t a t i o n -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - Im p l e m e n t a t i o n -- - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - TB D -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - On g o i n g -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - TB D -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - On g o i n g -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - Im p l e m e n t a t i o n -- - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - On g o i n g -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - Ac q u i r e Ha r d w a r e -- - -- - - - - Im p l e m e n t a t i o n -- - - Im p l e m e n t a t i o n -- - - - - - - - - - - RF Q -- - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - On g o i n g -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - BP R -- - - - - - - - - - Tr a i n i n g -Im p l e m e n t a t i o n -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - TB D -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - June 13, 2023 Item #9 Page 71 of 542 H-33 FIVE-YEAR ROADMAP St r a t e g i c D i g i t a l T r a n s f o r m a t i o n I n v e s t m e n t P r o g r a m - 5 - Y e a r R o a d m a Le g e n d : In p r o g r e s s App r o v e d Ev a l u a t i n g On g o i n g Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Co n s o l i d a t i o n & R e p l a c e m e n t o f C o r e S y s t e m s Di g i t a l I n f o r m a t i o n N e t w o r k En t e r p r i s e A s s e t M a n a g e m e n t S y s t e m Ex p l o r a t i o n H u b C o m p u t e r U p g r a d e Uti l i t y B i l l i n g A u t o m a t i o n Ut i l i t y B i l l i n g P o r t a l Fl e e t T e l e m a t i c s Pa s t P e r f e c t U p g r a d e / M i g r a t i o n Sta f f M a n a g e d P r i n t RF I D R e p l a c e m e n t Ti g h t r o p e Tra n s i t i o n t o a S i n g l e I d e n t i t y f o r U s e r s o f C i t y S e r v i c e s Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Bus i n e s s P r o c e s s A u t o m a t i o n Da t a G o v e r n a n c e a n d Op e r a t i o n a l An a l y t i c s Di s c o v e r y M a n a g e m e n t Me t e r D a t a M a n a g e m e n t / U t i l i t y A n a l y t i c s Pr o f e s s i o n a l T e c h n i c a l S e r v i c e s f o r D a t a P r o j e c t D e l i v e r y Re g u l a t o r y W a t e r U s a g e A n a l y t i c s Fa c i l i t y M o n i t o r i n g a n d A n a l y t i c s Per m i t P r o c e s s A u t o m a t i o n Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Au d i o V i s u a l U p g r a d e s Ou t d o o r W i r e l e s s S t u d y In p r o g r e s s - h a s b e e n f u l l y a p p r o v e d a n d w o r k h a s s t a r t e d Ap p r o v e d - h a s b e e n f u l l y a p p r o v e d b u t w o r k h a s n o t s t a r t e d Ev a l u a t i n g - s t a f f i s c u r r e n t l y s t u d y i n g m e r i t a n d c o s t o f i n i t i a t i v e / p r o j e c On g o i n g - a n n u a l p r o c e s s Fo s t e r a V i b r a n t C i v i c En g a g e m e n t C u l t u r e IN I T I A T I V E S GO A L GO A L Bu i l d C a p a c i t y f o r D a t a - dr i v e n D e c i s i o n M a k i n g GO A L Pu r s u e C o m m u n i t y W i d e Dig i t a l T r a n s f o r m a t i o n Pr i o r Y e a r s FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 4 - 2 5 FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 5 - 2 6 FY 2 0 2 3 - 2 4 FY 2 0 2 6 - 2 7 FY 2 0 2 6 - 2 7 FY 2 0 2 6 - 2 7 Pr i o r Y e a r s FY 2 0 2 3 - 2 4 FY 2 0 2 3 - 2 4 IN I T I A T I V E S IN I T I A T I V E S Pr i o r Y e a r s FY 2 0 2 7 - 2 8 FY 2 0 2 7 - 2 8 FY 2 0 2 7 - 2 8 June 13, 2023 Item #9 Page 72 of 542 H-34 FIVE-YEAR ROADMAP – CONTINUED St r a t e g i c D i g i t a l T r a n s f o r m a t i o n I n v e s t m e n t P r o g r a m - 5 - Y e a r R o a d m a p Le g e n d : In p r o g r e s s Ap p r o v e d Ev a l u a t i n g On g o i n g Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Civ i c E n g a g e m e n t w i t h O p e n D a t a En t e r p r i s e D i g i t a l A s s e t M a n a g e m e n t On l i n e P e r m i t t i n g / E l e c t r o n i c R e v i e w s ( E - R e v i e w ) Ex p a n s i o n o f Y a r d i Pa t r o n P r i n t / C o p y / P C M a n a g e m e n t Re c o r d s D i g i t i z a t i o n Re m o t e H o l d P i c k u p L o c k e r Vi r t u a l P e r m i t t i n g C o u n t e r ( O p e n C o u n t e r ) Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 An n u a l H a r d w a r e a n d I n f r a s t r u c t u r e R e p l a c e m e n t Co m p u t e r A i d e d D i s p a t c h ( C A D ) Cy b e r S e c u r i t y P r o g r a m D e v e l o p m e n t Fa c i l i t y S e c u r i t y M a s t e r P l a n Pa y m e n t W o r k s Tra f f i c M a n a g e m e n t F u n c t i o n a l i t y E n h a n c e m e n t En s u r e A d o p t i o n o f R e l e v a n t N e w T e c h n o l o g i e s a r e M i r r o r e d i n t o E O C Ma j o r I n c i d e n t / S p e c i a l E v e n t M a n a g e m e n t Co m m a n d C e n t r a l A / V I n f r a s t r u c t u r e Po l i c e R e c o r d s M a n a g e m e n t M i g r a t i o n Po l i c e B o d y C a m e r a R e p l a c e m e n t Po l i c e I n - c a r V i d e o R e p l a c e m e n t In p r o g r e s s - h a s b e e n f u l l y a p p r o v e d a n d w o r k h a s s t a r t e d Ap p r o v e d - h a s b e e n f u l l y a p p r o v e d b u t w o r k h a s n o t s t a r t e d Ev a l u a t i n g - s t a f f i s c u r r e n t l y s t u d y i n g m e r i t a n d c o s t o f i n i t i a t i v e / p r o j e c On g o i n g - a n n u a l p r o c e s s FY 2 0 2 3 - 2 4 FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 6 - 2 7 FY 2 0 2 7 - 2 8 Pr o m o t e S a f e t y a n d Su s t a i n a b i l i t y t h r o u g h Co n n e c t i v i t y GO A L IN I T I A T I V E S Pr i o r Y e a r s FY 2 0 2 3 - 2 4 FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 6 - 2 7 FY 2 0 2 7 - 2 8 En h a n c e A c c e s s i b i l i t y an d T r a n s p a r e n c y GO A L IN I T I A T I V E S Pr i o r Y e a r s June 13, 2023 Item #9 Page 73 of 542 I‐1 CAPITAL IMPROVEMENT PROGRAM  The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment to  maintaining the highest standards of quality facilities for our community today and in the future. It is  a planning document, not a commitment for spending. The 15‐year program outlines the expenditure  plan for future capital projects and the corresponding revenues to pay for those expenditures.    Projects that are shown in the CIP are generally defined as any construction, rehabilitation or  replacement of major infrastructure such as streets, libraries, parks, fire stations and administrative  facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground.  In most cases, the total construction cost of each of these assets is recorded and tracked as part of  the city’s inventory of capital infrastructure assets and other city‐owned property.  Once the City Council adopts the proposed annual CIP budget, projects receive an appropriation that  authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget  information is shown for a 15‐year period to provide the most comprehensive information about  known future projects. Spending authority in future years is not granted until adoption of the annual  proposed CIP budget associated with each year.   The CIP is organized by the following project classifications:  Exhibit 3 June 13, 2023 Item #9 Page 74 of 542 I‐2  Investing in our quality of life  The City of Carlsbad’s philosophy is to take a proactive, long‐range planning approach to building high  quality facilities and infrastructure that support the needs and priorities of the community. Prudent  financial planning has ensured ongoing funding to modernize, repair, and replace existing  infrastructure projects through numerous asset management programs. Since the city applies a  comprehensive asset management approach to infrastructure planning and budgeting it is able to  avoid more costly unexpected repairs or operational needs and minimize the burden on emergency  expenditures.    As the city continues to grow and develop, there  is a corresponding increase in the demand for  development‐related services and new facilities.  To ensure that the necessary infrastructure and  facilities are built on a schedule that meets or  exceeds this demand, the citizens of Carlsbad  adopted a Growth Management Plan in 1986.  The plan was established to manage  development within the city by linking  residential, commercial, and industrial  development directly to standards for availability  of public services and facilities.      The Growth Management Plan states that unless  a standard level of facilities is available to meet new demands resulting from the city’s growth,  development cannot proceed. Recently, certain actions, such as imposing a moratorium, have been  determined to be impermissible by the California Housing and Community Development Department,  per Senate Bill 330, Housing Crisis Act of 2019, which became effective on Jan. 1, 2020.    The detailed level of planning required by Growth Management has allowed the city’s CIP to  anticipate the funding needed for capital improvements in the next 15 years. Facilities such as  community centers, parks and fire stations have been constructed and opened to the public under  this program.      The CIP has been designed to specifically address areas where new or expanded facilities will be  needed to maintain compliance with the adopted performance standards. With the adoption of the  fiscal year 2023‐24 CIP, compliance with the Growth Management Plan is continued.    In October 2022, City Council approved a five‐year strategic plan with policy goals to reflect the most  important priorities of the community. The CIP budget includes the priority construction projects  identified the strategic plan.    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.   June 13, 2023 Item #9 Page 75 of 542 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 2023‐24 appropriations by category  In the fiscal year 2023‐24 CIP, there are approximately 227 continuing and new projects planned over  the next 15 years. The fiscal year 2023‐24 CIP outlines $97.7 million in new appropriations to provide  additional funding for the continuation of existing projects as well as funding for 5 new projects.  Projected revenues during the same fiscal year are estimated at $95.9 million.   Capital  Improvement  Program Public health and safety City mission,  vision and organizational  values Community  values Environmental review Governing and  policy  documents Funding  availability City  Council  goals June 13, 2023 Item #9 Page 76 of 542 I‐4  Fiscal year 2023‐24 appropriations by project type   Civic Buildings and Facility Maintenance  $11.7 million*   This category includes a variety of facilities such as fire stations, libraries and community centers.  Costs include repair, maintenance and replacement of civic buildings and other operational facilities.  *Note: due to changes in estimated construction dates for the Orion Center project the net  expenditures for this category in fiscal year 2023‐24 total ‐$758,509.  Parks  $46.2 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  $2.7 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  $13.4 million  The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation  projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are  built and paid for with impact fees collected with new development.   Water and Recycled Water  $9.4 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  $26.7 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 13, 2023 Item #9 Page 77 of 542 I‐5 NEW CAPITAL IMPROVEMENT PROJECTS   Carlsbad Boulevard Roadway Configuration  Managing Department:  Transportation  Classification: Capital Project    Funding Source:    Infrastructure Replacement Fund   Budget    FY24         $ 2,000,000    TOTAL        $ 2,000,000  About This Project  This project will reconfigure Carlsbad Boulevard from Pine Avenue to the southern city border to  enhance safe transportation options for biking, walking and driving. The project will include vehicular  lane reductions and seal the roadways to improve pavement condition for all users of the road.  Reconfiguring roadways also reduces the long‐term pavement maintenance costs and improves the  line of sight for side street users approaching the arterial.   Project Need  In August 2022 the City of Carlsbad declared a local state of emergency, citing a 233% increase in  collisions involving bikes and e‐bikes since 2019. This project was identified as a recommended mid‐ term strategy to improve traffic safety as part of the city’s Safer Streets Together Plan.   General Plan Consistency  Policy 3‐P.15 of the Mobility Element: Evaluate methods and transportation facility improvements to  promote biking, walking, safer street crossings, and attractive streetscapes. The City Council shall  have the sole discretion to approve any such road diet or vehicle traffic calming improvements that  would reduce vehicle capacity to or below a LOS D.  Climate Action Plan Consistency  NOT APPLICABLE.  Anticipated Environmental Review  The project is exempt from environmental review per CEQA Guidelines Section 15301(c) – Existing  Facilities. Exempted are existing highways and streets, sidewalks, gutters, bicycle and pedestrian  trails, and similar facilities (this includes road grading for the purpose of public safety), and other  alterations such as the addition of bicycle facilities, including but not limited to bicycle parking,  bicycle‐share facilities and bicycle lanes, transit improvements such as bus lanes, pedestrian  crossings, street trees, and similar alterations that do not create additional automobile lanes.  June 13, 2023 Item #9 Page 78 of 542 I‐6  Carlsbad Village Drive Reconfiguration         Managing Department:  Transportation   Classification: Capital Project    Funding Source: General Capital Construction       Budget         FY24          $ 350,000                       FY25          $ 1,500,000         TOTAL       $ 1,850,000      About This Project  The project will trim medians and move vehicular lanes inward to bring existing bicycle lanes to  modern roadway standards along Carlsbad Village Drive between Interstate 5 and Carlsbad  Boulevard. The existing bicycle lanes in some areas are only meet minimum modern roadway  standards. With significant bicycle traffic in this area, several collisions and near misses with vehicles  have been reported. This project will improve conditions for all the users on the road and reduce the  long‐term maintenance costs.   Project Need  In August 2022 the City of Carlsbad declared a local state of emergency, citing a 233% increase in  collisions involving bikes and e‐bikes since 2019. This project was identified as a recommended mid‐ term strategy to improve traffic safety as part of the city’s Safer Streets Together Plan.     General Plan Consistency  Policy 3‐P.15 of the Mobility Element: Evaluate methods and transportation facility improvements to  promote biking, walking, safer street crossings, and attractive streetscapes. The City Council Shall  have the sole discretion to approve any such road diet or vehicle traffic calming improvements that  would reduce vehicle capacity to or below a LOS D.  Climate Action Plan Consistency  Not applicable.  Anticipated Environmental Review  The project is exempt from environmental review per CEQA Guidelines Section 15301(c) – Existing  Facilities. Exempted are existing highways and streets, sidewalks, gutters, bicycle and pedestrian  trails, and similar facilities (this includes road grading for the purpose of public safety), and other  alterations such as the addition of bicycle facilities, including but not limited to bicycle parking,  bicycle‐share facilities and bicycle lanes, transit improvements such as bus lanes, pedestrian  crossings, street trees, and similar alterations that do not create additional automobile lanes.       June 13, 2023 Item #9 Page 79 of 542 I‐7  Fire Station 7            Managing Department:  Facilities   Classification: Capital Project    Funding Source: General Capital Construction      Budget         FY24          $ 100,000                       FY25          $ 200,000         TOTAL       $ 300,000      About This Project This project will identity a site and initiate the preliminary design process for a new Fire Station 7 in  the vicinity of Cannon Road and Carlsbad Boulevard. Future funding requests may include potential  acquisition of property and construction costs.    Project Need  Carlsbad remains one of the safest cities in the region due to new investments in fire and emergency  medical services. This project is identified in the city’s Five Year Strategic Plan as a priority project in  the area, Quality of Life and Safety. It addresses the specific Strategic Objective to “bring Fire  Department up to Standards of Cover to ensure the city is prepared to meet the community’s  changing fire and emergency medical needs.”      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  Not applicable.  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 13, 2023 Item #9 Page 80 of 542 I‐8  Public Works Storage Facility    Managing Department:  Facilities   Classification: Capital Project   Funding Source: General Capital Construction      Budget         FY24          $ 99,000                                TOTAL       $ 99,000     About This Project  This project will identify the site location and initiate the preliminary design process for a public  works storage facility to contain items currently stored at the Farmers Property and other city  facilities. Future funding requests will consider construction costs.    Project Need  In August 2022 City Council approved the sale of the Farmers Property in a fiduciarily responsible  time frame, since it was not selected as the future City Hall/Civic Center site. Currently the Farmers  Property is used to store various equipment and supplies for Public Works and other city  departments. In preparation for selling the property, the building will need to be emptied and other  storage sites used. This project is also identified in the city’s Five Year Strategic Plan as a priority  project in the area of Organizational Excellence and Fiscal Health, which aims to make Carlsbad a  model for effective and efficient local government.      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  Not applicable.    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 13, 2023 Item #9 Page 81 of 542 I‐9  Traffic Signal Cabinet Upgrades           Managing Department:  Transportation   Classification: Capital Project   Funding Source: General Capital Construction      Budget         FY24          $ 180,000                                    TOTAL       $ 180,000        About This Project  Traffic signal cabinets, located along city roads, are used to store the equipment used to operate  traffic signals. This project will make necessary improvements to traffic signal cabinets to ensure safe  and reliable operations in several locations. At El Camino Real and Dove Lane, the cabinet will be  lowered to road grade height to facilitate routine maintenance and repairs and improve access to  components on higher level racks. At El Camino Real and Hosp Way, the service pedal will be  relocated to remove an obstruction preventing proper access to the pedestrian push buttons. At  Carlsbad Village Drive and Concord Street the cabinet will be upgraded from a small, 334 style with  no battery backup to the city’s standard 332 style with battery backup.    Project Need  Proper maintenance of traffic signal cabinets helps enable quick, timely repairs as needed and ensure  the smooth flow of traffic throughout Carlsbad.    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  Not applicable.    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 13, 2023 Item #9 Page 82 of 542 I‐10  CAPITAL IMPROVEMENT PROGRAM REVENUES     Over the next 15 years, revenues for capital projects are estimated at $818.8 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 14.4% 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 36.2% 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 28.1% 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 3.1% General Capital  Construction 9.6% Infrastructure  Replacement Fund 8.6% Other agencies 28.1% Developer fees 14.4% Utility Replacement  transfers 36.2% Capital Improvement Program Projected Revenues FY 2023‐24 to FY 2037‐38 $818.8 million June 13, 2023 Item #9 Page 83 of 542 I‐11  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 2023‐24 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 3,087 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  2023‐24 is projected at 616 units, and, over the next five years, should average 262 units per year.  The amount of non‐residential development is projected at about 409,000 square feet over the next  five years.    Projects include several multi‐family residential developments, commercial industrial, office and  other mixed‐use projects. Development estimates provide data for estimating future fee revenues,  which are calculated by multiplying each applicable development fee by the estimated number of  dwelling units and/or square feet of construction expected during each year.  Fiscal Year Residential  Units Non‐Residential Square  Feet  2023‐24                      616                              298,961   2024‐25                      310                                 89,341   2025‐26                      184                                   8,655   2026‐27                      101                                   8,655   2027‐28                      101                                   2,953   2029‐33                   1,014                           2,131,926   2034‐build out                      761                           2,000,458  Totals                  3,087                           4,540,949  June 13, 2023 Item #9 Page 84 of 542 I‐12    FUTURE PROJECTS    The CIP for fiscal year 2023‐24 to fiscal year 2037‐38 outlines approximately 245 projects at a cost of  $798 million. Long‐range planning and responsible asset management play key roles in the  development of future capital projects. Using data from various infrastructure master plans, ongoing  asset condition assessments, technical modelling, field inspections as well as community feedback,  the information provided for future years reflects the most comprehensive snapshot of known or  anticipated future projects as well as associated estimated costs.            Civic facilities 11% Parks 10% Drainage 7% Wastewater 26% Water/Recycled  Water 24% Transportation 22% Future Project Costs By Type FY 2023‐24 to FY 2037‐38 $798 million June 13, 2023 Item #9 Page 85 of 542 I‐13  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    The CIP includes several projects for which there is no identifiable funding source for future  construction 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 be reviewed and  updated to reflect actual cost estimates. Projects on this list are part of the City Council’s Five Year  Strategic Plan or were identified by Council direction. 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 / Park Fee Zones 5, 13, 16, 17, 18) $16,500,000  Cannon Lake Park (6.7 acres)   2,243,000  Carlsbad Boulevard Realignment – Manzano Drive to Island Way (Partial funding / TIF) 21,015,200  Chestnut Complete Street I‐5 to Railroad   2,500,000  College Boulevard Extension 30,000,000  Fire Station 7 19,000,000  Grand Avenue Promenade   9,000,000  Maerkle Solar Project 50,000,000  Monroe Street Pool 25,500,000  Orion Complex Energy Storage 10,000,000  South Carlsbad Boulevard Realignment (Partial funding / TIF)   5,000,000  June 13, 2023 Item #9 Page 86 of 542 I‐14  PROJECTED FUND BALANCES FOR FISCAL YEAR  2022‐23           July 1, 2022 Projected June 30, 2023 Unreserved Projected Projected Debt Service Projected Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 ‐ Poinsettia Lane/Aviara Pkwy 587,724$         1,881,644$   38,730$             ‐                    2,430,638$       BTD#3 ‐ Cannon Road West 526,327           7,063             ‐                      ‐                    533,390            CFD #1  ‐ Citywide 96,751,249      3,504,178      774,991             15,984$           99,464,452       Gas Tax 13,538,020      3,558,726      3,029,688          500,000           13,567,058       Gas Tax (Road Maint. & Rehab Acct.)6,546,359        2,709,681      5,606,349          ‐                    3,649,691         General Capital Const.42,532,124      4,113,577      13,540,796        ‐                    33,104,906       Grants ‐ Federal 3,181                ‐                  1,442                  ‐                    1,739                 Grants ‐ State ‐                    ‐                  ‐                      ‐                    ‐                     Infrastructure Replacement 118,511,911    5,557,667      11,027,079        ‐                    113,042,499     Other 1,932,611        25,934           959,647             ‐                    998,898            Park Fee Zones 5,13,16, 17, 18 4,798,572        166,666         ‐                      ‐                    4,965,237         Park‐In‐Lieu NE 4,770,998        64,022           ‐                      ‐                    4,835,020         Park‐In‐Lieu NW 2,580,013        484,137         106,743             ‐                    2,957,406         Park‐In‐Lieu SE 1,783,139        422,162         62,000               ‐                    2,143,301         Park‐In‐Lieu SW 809,275           40,561           ‐                      ‐                    849,836            Planned Local Drainage Area A 1,002,649        13,444           51,586               ‐                    964,507            Planned Local Drainage Area B 1,534,791        231,285         65,760               ‐                    1,700,315         Planned Local Drainage Area C 1,590,152        21,333           31,827               ‐                    1,579,658         Planned Local Drainage Area D 666,282           321,892         39,943               ‐                    948,230            Public Facilities Fee 29,139,633      1,680,368      1,399,148          ‐                    29,420,853       Sewer Connection 7,474,469        544,416         3,261,830          ‐                    4,757,055         Sewer Replacement 19,137,934      5,538,049      8,119,066          ‐                    16,556,916       Traffic Impact Fee 21,072,655      2,623,889      3,607,435          ‐                    20,089,110       Transnet/Local 32,297,901      5,376,349      4,458,222          ‐                    33,216,028       Water ‐ Potable 36,615,366      1,228,365      151,270             ‐                    37,692,461       Water ‐ Recycled (10,898,586)     ‐                  1,817,501          ‐                    (12,716,086)      Water Replacement ‐ Potable 60,406,854      5,828,758      7,943,220           ‐                    58,292,392       Water Replacement ‐ Recycled 17,792,436      1,221,177      575,782             ‐                    18,437,831       Total 513,504,037$ 47,165,341$ 66,670,055$     515,984$         493,483,340$  June 13, 2023 Item #9 Page 87 of 542 I‐15  PROJECTED FUND BALANCES FOR FISCAL YEAR  2023‐24         July 1, 2023 June 30, 2023 July 01, 2023 2023‐24 June 30, 2024 Projected Estimated Continuing New Total Projected Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 ‐ Poinsettia Lane/Aviara Pkwy 2,430,638$       ‐                  401,346$            ‐                    401,346$         2,029,292$        BTD#3 ‐ Cannon Road West 533,390           ‐                  ‐                      ‐                    ‐                    533,390              CFD #1  ‐ Citywide 99,464,452      3,345,149$   33,545,577        37,452,000$    70,997,577      31,812,024        Gas Tax 13,567,058      2,985,297      14,937,402        1,479,123        16,416,525      135,830              Gas Tax (Road Maint. & Rehab Acct.)3,649,691        2,857,289      3,256,447          3,070,000        6,326,447        180,533              General Capital Const.33,104,906      11,600,000   21,173,902        7,897,000        29,070,902      15,634,004        Grants ‐ Federal 1,739                9,774,840      2,885,895          8,000,000        10,885,895      (1,109,316)         Grants ‐ State ‐                    5,000,000       ‐                      5,000,000        5,000,000         ‐                       Infrastructure Replacement 113,042,499    4,200,000      32,378,582        11,107,000      43,485,582      73,756,917        Other 998,898           ‐                  323,489             ‐                    323,489           675,409              Park Fee Zones 5,13,16, 17, 18 4,965,237        113,019         ‐                      ‐                    ‐                    5,078,256           Park‐In‐Lieu NE 4,835,020        ‐                  614,000             424,000           1,038,000        3,797,020           Park‐In‐Lieu NW 2,957,406        3,013,278      2,575,063          1,922,000        4,497,063        1,473,621           Park‐In‐Lieu SE 2,143,301        449,289         161,805             212,000           373,805           2,218,785           Park‐In‐Lieu SW 849,836           439,078         219,562             ‐                    219,562           1,069,352           Planned Local Drainage Area A 964,507           30,974           46,208               ‐                    46,208              949,274              Planned Local Drainage Area B 1,700,315        357,095         7,828                  ‐                    7,828                2,049,582           Planned Local Drainage Area C 1,579,658        283,664         31,335               75,000              106,335           1,756,986           Planned Local Drainage Area D 948,230           108,453         23,251               ‐                    23,251              1,033,433           Public Facilities Fee 29,420,853      2,947,263      4,331,467          (47,000)            4,284,467        28,083,648        Sewer Connection 4,757,055        777,098         4,019,732          1,195,000        5,214,732        319,421              Sewer Replacement 16,556,916      10,445,506   28,077,191        6,152,500        34,229,691      (7,227,269)         Traffic Impact Fee 20,089,110      4,743,682      17,505,669        3,590,000        21,095,669      3,737,122           Transnet/Local 33,216,028      5,886,000      27,489,757        5,640,000        33,129,757      5,972,270           Water ‐ Potable 37,692,461      2,637,428      11,264,751        811,000           12,075,751      28,254,138        Water ‐ Recycled (12,716,086)     15,998,990   2,957,903          ‐                    2,957,903        325,000              Water Replacement ‐ Potable 58,292,392      6,348,536      43,207,235        4,192,680        47,399,915      17,241,013        Water Replacement ‐ Recycled 18,437,831      1,600,000      6,114,770          (494,600)          5,620,170        14,417,661        Total 493,483,340$ 95,941,926$ 257,550,167$   97,677,703$    355,227,870$ 234,197,396$    June 13, 2023 Item #9 Page 88 of 542 I‐16  REVENUE PROJECTIONS SCHEDULE         2019‐20 2020‐21 2021‐22 2022‐23 2023‐24 Actual Actual Actual Projected Estimated Fund Revenue Revenue Revenue Revenue Revenue BTD#2 ‐ Poinsettia Lane/Aviara Pkwy 217,466$         22,020$         (497,154)$          1,881,644$       ‐                     BTD#3 ‐ Cannon Road West 17,696              949                 (21,419)              7,063                ‐                     CFD #1  ‐ Citywide 5,736,415        2,286,479      (2,303,139)         3,504,178        3,345,149$       Gas Tax 3,118,353        2,733,074      2,195,851          3,558,726        2,985,297         Gas Tax (Road Maint. & Rehab Acct.)2,067,614        2,149,734      2,080,454          2,709,681        2,857,289         General Capital Const.5,111,500        4,654,470      13,296,442        4,113,577        11,600,000       Grants ‐ Federal 41,175              256,529         34,140               ‐                    9,774,840         Grants ‐ State ‐                    ‐                  ‐                      ‐                    5,000,000         Infrastructure Replacement 9,369,345        4,704,670      (4,498,884)         5,557,667        4,200,000         Other 65,369              3,384             (78,654)              25,934              ‐                     Park Fee Zones 5,13,16, 17, 18 255,028           78,182           (195,275)            166,666           113,019            Park‐In‐Lieu NE 347,407           451,497         (92,752)              64,022              ‐                     Park‐In‐Lieu NW 260,256           429,037         267,635             484,137           3,013,278         Park‐In‐Lieu SE 326,671           3,205             (55,340)              422,162           449,289            Park‐In‐Lieu SW 271,373           319,862         13,108               40,561              439,078            Planned Local Drainage Area A 48,111              27,489           (20,032)              13,444              30,974               Planned Local Drainage Area B 174,328           635,853         54,137               231,285           357,095            Planned Local Drainage Area C 53,875              2,779             (36,025)              21,333              283,664            Planned Local Drainage Area D 31,433              2,877             (12,992)              321,892           108,453            Public Facilities Fee 3,439,781        1,751,477      (556,423)            1,680,368        2,947,263         Sewer Connection 749,326           332,049         (159,776)            544,416           777,098            Sewer Replacement 5,682,839        4,390,568      3,959,756          5,538,049        10,445,506       Traffic Impact Fee 1,924,738        1,084,181      (399,069)            2,623,889        4,743,682         Transnet/Local 4,546,554        3,347,237      2,215,348          5,376,349        5,886,000         Water ‐ Potable 2,188,356        713,234         (1,309,185)         1,228,365        2,637,428         Water ‐ Recycled 2,815,693        59,190           ‐                      ‐                    15,998,990       Water Replacement ‐ Potable 7,885,252        6,378,189      1,734,930          5,828,758        6,348,536         Water Replacement ‐ Recycled 1,995,701        1,083,332      726,017             1,221,177        1,600,000         Total 58,741,652$    37,901,545$ 16,341,701$     47,165,341$    95,941,926$     June 13, 2023 Item #9 Page 89 of 542 I‐17  BUDGET EXPENDITURE SCHEDULE         2020‐21 2021‐22 2022‐23 2023‐24 2023‐24 2023‐24 Actual Actual Estimated Continuing New Total FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 ‐ Poinsettia Lane/Aviara Pkwy ‐                    13,059,041$ 38,730$             401,346$         ‐                    401,346$            BTD#3 ‐ Cannon Road West ‐                     ‐                  ‐                      ‐                    ‐                    ‐                       CFD #1  ‐ Citywide 582,179$         583,318         790,975             33,545,577      37,452,000$    70,997,577        Gas Tax 2,911,799        2,605,882      3,529,688          14,937,402      1,479,123        16,416,525        Gas Tax (Road Maint. & Rehab Acct.)170,381           307,543         5,606,349          3,256,447        3,070,000        6,326,447           General Capital Const.5,086,290        12,606,427   13,540,796        21,173,902      7,897,000        29,070,902        Grants ‐ Federal 260,820           26,669           1,442                  2,885,895        8,000,000        10,885,895        Grants ‐ State ‐                    ‐                  ‐                      ‐                    5,000,000        5,000,000           Infrastructure Replacement 3,333,331        6,701,080      11,027,079        32,378,582      11,107,000      43,485,582        Other 8,868                2,587             959,647             323,489           ‐                    323,489              Park Fee Zones 5,13,16, 17, 18 ‐                    ‐                  ‐                      ‐                    ‐                    ‐                       Park‐In‐Lieu NE ‐                    ‐                  ‐                      614,000           424,000           1,038,000           Park‐In‐Lieu NW ‐                    ‐                  106,743             2,575,063        1,922,000        4,497,063           Park‐In‐Lieu SE ‐                    1,196             62,000               161,805           212,000           373,805              Park‐In‐Lieu SW 1,118                ‐                  ‐                      219,562           ‐                    219,562              Planned Local Drainage Area A 6,131                1,149             51,586               46,208              ‐                    46,208                Planned Local Drainage Area B 1,510,279        77,250           65,760               7,828                ‐                    7,828                  Planned Local Drainage Area C 4,174                2,913             31,827               31,335              75,000              106,335              Planned Local Drainage Area D 49,311              12,358           39,943               23,251              ‐                    23,251                Public Facilities Fee 164,847           2,635,240      1,399,148          4,331,467        (47,000)            4,284,467           Sewer Connection 810,372           611,405         3,261,830          4,019,732        1,195,000        5,214,732           Sewer Replacement 8,206,747        6,944,820      8,119,066          28,077,191      6,152,500        34,229,691        Traffic Impact Fee 1,196,826        2,806,082      3,607,435          17,505,669      3,590,000        21,095,669        Transnet/Local 2,152,292        1,922,954      4,458,222          27,489,757      5,640,000        33,129,757        Water ‐ Potable 17,507              432,625         151,270             11,264,751      811,000           12,075,751        Water ‐ Recycled 3,235,638        127,177         1,817,501          2,957,903        ‐                    2,957,903           Water Replacement ‐ Potable 5,224,472        1,467,222      7,943,220          43,207,235      4,192,680        47,399,915        Water Replacement ‐ Recycled 792,286           2,531,036      575,782             6,114,770        (494,600)          5,620,170           Total 35,725,667$    55,465,974$ 67,186,038$     257,550,167$ 97,677,703$    355,227,870$    June 13, 2023 Item #9 Page 90 of 542 I‐18  PROJECT ESTIMATED OPERATIONAL  REQUIREMENTS    The projects listed in the table below represent projects that have been determined will have or may  have operating budget impacts within the next five fiscal years. Estimated impacts to operating  budget are based on industry standards. Projects that have an estimated zero‐dollar impact on the  city’s operating budget are not listed below. As the fiscal years identified in the table become the  next budgeting year, the associated appropriate department will make a request for additional  operating budget.      Project Department  Operating  fiscal year  Estimated  annual cost  State Street Parking Lot electric vehicle charging stations Facilities 2023‐24 $3,800  Public Works storage facility Facilities 2024‐25 79,600  Veteran’s Memorial Park (all quadrants) Parks 2024‐25 800,000  Barrio Street Lighting Transportation 2026‐27 19,300  Orion Center Facilities 2026‐27 595,200  Carlsbad Boulevard pedestrian lighting Transportation 2027‐28 31,500  Village decorative lighting – State Street, Madison,  Roosevelt and Washington Transportation 2027‐28 13,500  Village decorative lighting – train station area Transportation 2027‐28 5,400  June 13, 2023 Item #9 Page 91 of 542 I-19 15-YEAR CAPITAL IMPROVEMENT PROGRAM Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Abandon Potable Services (New Recycled Services) NO Citywide Medium 52051 WATER REPL 925,825 50,000 250,000 500,000 - - - - 1,675,825 ADA Beach Access - Pine to Tamarack NO 1 Medium 60651 GCC 375,000 - - 2,500,000 - - - - 2,875,000 ADA Improvement Program NO Citywide High 60491 TRANSNET -LOC 3,155,000 715,000 175,000 715,000 175,000 715,000 2,225,000 2,225,000 9,560,000 Agua Hedionda Creek Maintenance NO 2 High 33381 PLDB 3,545,249 -14,645 - - - - - - 3,545,249 66291 IRF 213,000 80,000 80,000 85,000 90,000 95,000 520,000 585,000 1,768,000 Agua Hedionda Lift Station Biological Monitoring and Maintenance NO 2 Critical 55451 SEWER REPL 225,000 - - - - - - - 225,000 Alga Norte Park Medications NO 2 Medium 47331 GCC 314,000 - 710,000 - - - - - 1,024,000 Alga Norte Settlement Agreement YES 2 Null PA071 GCC - - 60,000 - - - - - 60,000 Assessment District 97-1 Maintenance NO 3 Medium 60841 GCC 420,000 - - - - - - - 420,000 Avenida Encinas Coastal Rail Trail and NO 2,3 Critical 60041 TIF 5,177,903 3,177,000 - 2,500,000 - - - - 7,677,903 Pedestrian Improvements 60042 FED GRANT 1,776,000 - - - - - - - 1,776,000 Aviara and Hidden Canyon Parks Playground Safety Resurfacing NO Citywide Low 47451 IRF 600,000 - - - - - - - 600,000 Aviara Reimbursement Agreement NO 2 Low 36491 PIL-SW 238,000 - - - - - - - 238,000 Barrio Street Lighting NO 1 High 40131 GCC 760,000 - - - - - - - 760,000 40133 GAS TAX 700,000 - -550,000 - - - - - 150,000 40134 TRANSNET -LOC 1,280,000 1,280,000 1,280,000 1,030,000 - - - - 3,590,000 40135 FED GRANT - - 1,000,000 - - - - - 1,000,000 Beach Access Repair and Upgrades - NO 1 Critical 38961 IRF 5,912,750 1,800,000 700,000 - - - - - 6,612,750 Pine Avenue to Tamarack 38962 GCC 6,199,000 - 700,000 - - - - - 6,899,000 Bridge Preventative Maintenance Program NO Citywide Medium 60661 IRF 2,477,511 250,000 500,000 700,000 900,000 900,000 - - 6,427,511 Buena Interceptor Sewer Access Road Improvements NO 3 High 55371 SEWER REPL 1,150,000 - -650,000 650,000 - - - - 1,150,000 Buena Interceptor Sewer Improvements NO 2,3 High 55011 SEWER REPL 1,208,686 250,000 - - 2,950,000 2,950,000 3,540,000 - 14,188,686 55012 SEWER CONN 550,000 - - - - - - - 550,000 Buena Interceptor Sewer Realignment - East Segment NO 2 High 55441 SEWER REPL 507,000 - - 1,200,000 1,200,000 2,400,000 - - 7,107,000 Buena Vista Creek Concrete Channel NO 1 Critical 66191 GCC 1,250,000 - - - 30,000 30,000 324,000 546,000 2,330,000 Maintenance at El Camino Real 66192 IRF 2,820,000 - - 500,000 - - - - 3,320,000 Business Park Recreational Facility (Partial Funding) (Zone 5 Park) NO 2 Low 19041 ZONE 5 - - - 1,500,000 - - 16,500,000 - 18,000,000 C Tank Access Road and Electrical NO 2 Medium 52151 RECL REPL 250,000 250,000 - 1,000,000 - - - - 1,250,000 Improvements 52152 RECL CONN 50,000 50,000 - 325,000 - - - - 375,000 Calavera Hills Community Center Refurbishment NO 2 Medium 47461 IRF 1,985,000 1,300,000 - - - - - - 1,985,000 Calavera Hills Community Park Gateway Improvements NO 2 High 46011 GCC 1,407,850 - - - - - - - 1,407,850 June 13, 2023 Item #9 Page 92 of 542 I-20 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Camino De Los Coches and La Costa Avenue Intersection Control NO 4 Critical 63251 GAS TAX 350,000 - - - 1,500,000 - - - 1,850,000 Camino Hills and Jackspar Drive Slope Stabilization NO 2 Medium 60301 GCC 859,400 - - - - - - - 859,400 Cannon Park Restroom NO 2 Low 47261 GCC 45,765 - - - - - - - 45,765 Cannon Road Lift Station Improvements NO 2 High 55521 SEWER REPL 715,000 565,000 50,000 - - - - - 765,000 Carlsbad Boulevard and Tamarack NO 1 Critical 60581 GAS TAX 1,576,000 - 195,000 445,000 2,000,000 - - - 4,216,000 Avenue Intersection Improvement 60583 TRANSNET -LOC 1,054,000 - - - - - - - 1,054,000 Carlsbad Boulevard Emergency Repair NO 3 Critical 60631 GAS TAX 841,000 - - - - - - - 841,000 Carlsbad Boulevard Lane Reduction and Edge Striping NO 2,3 High 60961 GAS TAX 300,000 - - - - - - - 300,000 Carlsbad Boulevard Median - Tamarack NO 1 Low 19071 Avenue to Pine Avenue GAS TAX - - - - - - - 2,763,000 2,763,000 Carlsbad Boulevard Pedestrian NO 1 High 60971 GAS TAX 1,055,888 - - - - - - - 1,055,888 Improvement Project 60972 FED GRANT - - - - - - - - - 60973 STATE GRANT 591,600 591,600 - - - - - - 591,600 Carlsbad Boulevard Pedestrian Lighting NO 1 High 60681 TRANSNET -LOC 1,325,000 - - - - - - - 1,325,000 Carlsbad Boulevard Realignment - Manzano Drive to Island Way NO 2 Low 19081 TIF - - - - - - - 932,000 932,000 Carlsbad Boulevard Realignment - NO 2 Low 19091 Manzano Drive to Island Way (RTCIP) TIF - - - - - - - 3,681,000 3,681,000 Carlsbad Boulevard Roadway Configuraton YES 1,2,3 High 24121 IRF - - 2,000,000 - - - - - 2,000,000 Carlsbad Boulevard Waterline NO 2 Critical 50481 Replacement at Terramar WATER REPL 4,730,000 1,300,000 - - - - - - 4,730,000 Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements NO 1 Medium 19121 TRANSNET -LOC - - - - - 1,320,000 - - 1,320,000 Carlsbad Village Drive Reconfiguraton YES 1 High 24031 GCC - - 350,000 1,500,000 - - - - 1,850,000 Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue NO Citywide High 19131 TIF - - - - - - - - - 19132 GAS TAX - - - - 700,000 2,500,000 - - 3,200,000 19133 TRANSNET -LOC - - - - - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) NO 3 High 52031 WATER REPL 599,944 - - - - - - - 599,944 52032 RECL REPL 4,057,710 366,000 767,000 949,000 1,992,000 237,000 1,325,000 1,325,000 10,920,710 Carlsbad Water Recycling Facility Irrigation and Landscape NO 3 High 52131 RECL REPL 175,000 - -140,000 - - - - - 35,000 Carlsbad Water Recycling Facility Roof Replacement NO 3 Low 47491 RECL REPL 225,000 - 156,000 - - - - - 381,000 Cathodic Protection Program NO Citywide Critical 50071 WATER REPL 1,796,700 190,000 190,000 190,000 190,000 190,000 260,000 280,000 3,286,700 50072 RECL REPL - - 100,000 100,000 - - - - 200,000 CFD#1 Administration NO 2,3 Low 19151 CFD#1 - 110,000 110,000 110,000 110,000 110,000 - - 440,000 Chestnut Avenue Complete Street Improvements - Valley to Pio Pico NO 1 Medium 19161 TRANSNET -LOC - - - 1,080,000 - - - - 1,080,000 Chestnut Complete Street I-5 to NO 1 Medium 60691 Railroad Project Study TRANSNET -LOC - - 85,000 - - - - - 85,000 June 13, 2023 Item #9 Page 93 of 542 I-21 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Chestnut Underpass Public Art Project NO 1 Medium 60981 GCC 400,000 150,000 - - - - - - 400,000 Chinquapin Lift Station Improvements NO 1 High 55541 SEWER REPL 300,000 300,000 920,000 - - - - - 1,220,000 Christiansen Way Improvements NO 1 Medium 19171 TRANSNET -LOC - - - - 310,000 - - - 310,000 City Facility Accessibility Upgrades NO Citywide Medium 47271 GCC 500,000 - - - - - - - 500,000 City Facility Safety and Parking Lot NO Citywide High 60741 IRF 1,910,000 - - - - - - - 1,910,000 Lighting Assessment 60742 PIL-NW - - 200,000 - - - - - 200,000 City Fire Stations Wash Water BMPs NO Citywide Medium 66161 GCC 280,000 - - - - - - - 280,000 City Hall Complex NO Citywide Critical 40081 CFD#1 1,028,105 - - - - - 48,500,000 - 51,028,105 City Hall Complex Refurbishment NO 1 Medium 47181 IRF 1,144,000 - - - - - - - 1,144,000 City Hall Exterior Refurbishment NO 1 Critical 47251 GCC 2,250,000 - - - - - - - 2,250,000 Citywide Drainage Improvement NO 1 High 66082 GAS TAX 6,090,594 - - - - - - - 6,090,594 Program 66083 IRF 5,581,500 900,000 300,000 950,000 300,000 500,000 2,500,000 2,500,000 12,931,500 Citywide Street Lighting Program NO Citywide Medium 60921 GAS TAX 150,000 - - - - - - - 150,000 Citywide Thermoplastic Pavement NO Citywide Critical 60931 Markings GAS TAX 50,000 - - - - - - - 50,000 Cole Library Expansion NO 1 Low 19211 CFD#1 - - - - - - - 5,488,000 5,988,000 19212 PFF - - - - - - - 11,936,000 11,936,000 19213 GCC - - - - - - - 1,000,000 1,000,000 Cole Library Security Fencing NO 1 Low 47501 IRF 170,000 130,000 - - - - - - 170,000 College Boulevard - Cannon Road to Badger Lane (375 Zone) NO 2 Low 50131 WATER CONN 278,383 28,200 - 1,250,000 - - - - 1,528,383 College Boulevard - Cannon Road to NO 2 Low 50121 Badger Lane (490 Zone) WATER CONN 312,600 12,600 - 1,250,000 - - - - 1,562,600 College Boulevard Extension NO 2 Low 36362 OTHER 1,713,002 - - - - - - - 1,713,002 36363 PLDB - - - - - - - - - 36364 TRANSNET -LOC 1,205,000 - - - - - - - 1,205,000 Concrete Repair/Replacement NO Citywide High 60132 GAS TAX 2,933,000 - 200,000 220,000 250,000 290,000 1,850,000 1,850,000 7,933,000 Program 60133 RMRA 1,347,000 620,000 620,000 620,000 620,000 620,000 3,100,000 3,100,000 10,647,000 Coordinated Traffic Signal Program NO Citywide High 63261 TRANSNET -LOC 2,583,979 - - - - - - - 2,583,979 63264 TRANSNET -LOC 1,000,000 - - - - - - - 1,000,000 63265 IRF 800,000 - - - - - - - 800,000 Crestview Drive Transmission Main NO 1 Medium 50331 WATER REPL 321,000 21,000 284,000 - - - - - 605,000 Desalinated Water Flow Control NO 2 High 50381 Facility No. 5 WATER CONN 10,811,601 707,301 758,000 - - - - - 11,569,601 DMP Facility AAA (Jefferson Street) NO 1 Low 19231 PLDA - - - - - - - 290,000 290,000 June 13, 2023 Item #9 Page 94 of 542 I-22 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source DMP Facility AAAA (Madison Street) NO 1 Medium 19241 PLDA - - - - - - - 417,000 417,000 DMP Facility AC (Highland Drive Drainage Project) NO 1 Medium 66091 PLDA - - - - - - - 922,000 922,000 DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project) NO 2 Low 19251 PLDA - - - - - - - 92,000 92,000 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project) NO 2 Low 19261 PLDA - - - - - - - 164,000 164,000 DMP Facility BB 1 and 2 (Washington NO 1 Low 19271 Street) PLDB - - - - - - - 1,087,000 1,087,000 DMP Facility BCB (Magnolia Avenue) NO 1 Medium 19281 PLDB - - - - - - - 469,000 469,000 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B") NO 1 Low 19291 PLDB - - - - - - - 905,000 905,000 DMP Facility BFB-U (El Camino Real) NO 1 High 66221 PLDB 153,489 - - - - - - - 153,489 66222 IRF 850,000 100,000 - 5,500,000 50,000 60,000 350,000 450,000 7,330,000 DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") NO 2 Low 19301 PLDB - - - - - - 1,817,000 - 1,817,000 DMP Facility BL-U (College Boulevard) NO 2 Low 19311 PLDB - - - - - - - 385,000 385,000 DMP Facility BM (Cantarini/College Boulevard Box Culvert) NO 2 Low 19321 PLDB - - - - - - - 205,000 205,000 DMP Facility BQ (Sunny Creek) NO 2 Low 19331 PLDB - - - - - - - 132,000 132,000 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) NO 2 Low 19341 PLDB - - - - - - - 181,000 181,000 DMP Facility C2 (Paseo Del Norte) NO 3 Low 19351 PLDC - - - - - - - 728,000 728,000 DMP Facility CA (Avenida Encinas) NO 3 Low 19361 PLDC - - - - - - - 530,000 530,000 DMP Facility DBA (Poinsettia Village) NO 4 Low 19371 PLDD - - - - - - - 168,000 168,000 DMP Facility DBB (Avenida Encinas) NO 4 Low 19381 PLDD - - - - - - - 430,000 430,000 DMP Facility DFA (Batiquitos Lagoon NO 4 Low 19391 Stormwater Treatment) PLDD - - - - - - - 257,000 257,000 DMP Facility DH (Altive Place Canyon Restoration) NO 3 Low 19401 PLDD - - - - - - - 233,000 233,000 DMP Facility DQB (La Costa Town NO 4 Medium 19411 Center) PLDD - - - - - - - 746,000 746,000 DMP Facility DZ (Poinsettia Lane) NO 3 High 19421 PLDD - - - - - - - 643,000 643,000 Dove Library Lighting Improvements NO 3 Low 40811 GCC 225,000 - - - - - - - 225,000 Drainage Master Plan Update NO Citywide High 66231 PLDA 216,512 25,000 - - - - - - 216,512 66232 PLDB 583,000 25,000 - - - - - - 583,000 66233 PLDC 171,890 25,000 75,000 - - - - - 246,890 66234 PLDD 234,598 - - - - - - - 234,598 El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk NO 2 Critical 60561 IRF 210,000 - - - - - - - 210,000 El Camino Real and Cannon Road NO 2 Critical 60421 TIF 3,536,000 - - - - - - - 3,536,000 Intersection Improvements 60422 GAS TAX 837,000 - -175,877 - - - - - 661,123 El Camino Real Medians NO Citywide Low 36431 PFF 695,780 - - - - - - - 695,780 June 13, 2023 Item #9 Page 95 of 542 I-23 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source El Camino Real Medians NO Citywide Low 36432 GAS TAX 904,530 - - - - - - - 904,530 El Camino Real Right Turn Lane to East Bound Alga Road NO 3 Low 19441 TIF - - - - - - 438,000 - 438,000 El Camino Real Widening - Arenal Road to La Costa Avenue NO 4 High 39043 GAS TAX - - 1,450,000 - - - - - 1,450,000 60511 TIF 3,250,000 - 4,000,000 - - - - - 7,250,000 60512 WATER REPL - - 1,000,000 - - - - - 1,000,000 El Camino Real Widening - Poinsettia Lane to Camino Vida Roble NO 2 Critical 60721 TRANSNET -LOC 3,155,000 50,000 - - - - - - 3,155,000 60722 FED GRANT 1,440,000 - - - - - - - 1,440,000 El Camino Real Widening - Sunny Creek to Jackspar NO 2 Critical 60941 TRANSNET -LOC 5,010,000 1,010,000 - - - - - - 5,010,000 El Fuerte Lift Station Pump Addition NO 2 Medium 55531 SEWER CONN 180,000 - 200,000 450,000 - - - - 830,000 Encina Capital Projects (EWPCF) NO Citywide Critical 58011 SEWER REPL 55,191,101 6,368,000 6,278,000 8,450,000 8,002,500 7,758,000 42,644,000 39,175,000 175,450,601 Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road NO 2 High 55391 SEWER CONN 1,740,000 1,600,000 1,100,000 - - - - - 2,840,000 Faraday Avenue Improvements NO 2 High 60991 GCC 100,000 - 175,000 500,000 - - - - 775,000 Faraday Center Refurbishment NO 2 Medium 47201 IRF 3,154,380 - - - - - - - 3,154,380 Fire Flow Capacity System NO 1 Medium 50431 Improvements WATER REPL 210,000 -1,500,000 415,000 2,000,000 2,500,000 3,000,000 - - 8,125,000 Fire Station 2 Replacement NO 4 High 40601 GCC 13,000,000 - - - - - - - 13,000,000 40602 IRF 1,433,882 - - - - - - - 1,433,882 Fire Station 7 YES 2 Medium 24131 GCC - - 100,000 200,000 - - - - 300,000 Fleet Fuel Island Upgrade NO 2 High 47471 IRF 2,263,800 500,000 1,800,000 400,000 400,000 100,000 - - 4,963,800 Fleet Maintenance Refurbishment NO 2 High 47141 IRF 2,574,000 500,000 - 1,500,000 - - - - 4,074,000 47142 GCC 896,100 - - 700,000 - - - - 1,596,100 Foxes Landing Lift Station Wetwell and Pump Replacement NO 1 Critical 55261 SEWER REPL 6,392,000 700,000 - - - - - - 6,392,000 Grand Avenue Promenade NO 1 Medium 40612 GCC 200,000 200,000 100,000 - 500,000 - - - 800,000 Guardrail Replacement and Improvement Program NO Citywide Medium 60871 GAS TAX 300,000 - -150,000 - - - - - 150,000 Harding Center Refurbishment NO 1 Low 47081 IRF 165,000 - 140,000 - - - - - 305,000 Headwall Replacement Program NO 1 Medium 66241 IRF 510,000 - - - - - - - 510,000 Hosp Grove Park Improvements NO 1 Low 47281 IRF 1,562,000 - - - - - - - 1,562,000 47282 PIL-NW 1,120,000 1,000,000 222,000 1,403,000 - - - - 2,745,000 Hydroelectric Generation at Water Facilities NO 2 Low 50591 WATER CONN 428,000 28,000 33,000 385,000 - 1,225,000 - - 2,071,000 Intelligent Traffic Control Devices NO Citywide Low 66341 GAS TAX 200,000 - - - - - - - 200,000 Kelly Drive and Park Drive Complete NO 1 High Street Improvements 60751 TRANSNET -LOC 4,675,000 500,000 - - - - - - 4,675,000 60753 GAS TAX 130,000 - - - - - - - 130,000 June 13, 2023 Item #9 Page 96 of 542 I-24 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Kelly Drive and Park Drive Complete Street Improvements NO 1 High 60754 PFF 1,085,000 - -87,000 - - - - - 998,000 Kelly Drive Channel Repair NO 1 Medium 66061 IRF 1,541,000 500,000 - 2,100,000 - - - - 3,641,000 La Costa Avenue Traffic Improvements NO 4 Medium 60761 GAS TAX 121,300 - - 100,000 141,000 500,000 - - 862,300 Laguna Drive Storm Drain NO 1 Medium 66281 GAS TAX 256,000 - - - 1,000,000 - 1,494,000 - 2,750,000 Lake Calavera Outlet Improvements NO 2 Critical 50541 GCC 1,436,001 - - - - - - - 1,436,001 Lake Calavera Reservoir Maintenance NO 2 High 50492 GCC 581,001 50,000 - 160,000 50,000 50,000 250,000 250,000 1,391,001 Las Palmas Roof Replacement NO 2 Medium 47521 IRF 500,000 - - - - - - - 500,000 Las Palmas Trunk Sewer NO 2 High 55401 SEWER CONN 556,000 - -255,000 255,000 1,320,000 1,320,000 - - 3,196,000 Leo Carrillo Ranch Park Phase 3 - NO 3 Low 46021 PFF 1,631,500 - - - - - - - 1,631,500 Stables Restoration and Restroom Construction 46022 PIL-SE 1,329,989 -4,111 - - - - - - 1,329,989 46023 PFF 288 -29,367 - - - - - - 288 Leo Carrillo Ranch Park Phase 3B NO 3 Medium 23071 PIL-SE - - - 540,000 540,000 1,484,000 - - 2,564,000 Leo Carrillo Ranch Roof Repairs NO 3 High 47481 IRF 1,450,000 - - - - - - - 1,450,000 Library Fire Alarm Panel Upgrades NO 1,3 Low 47411 IRF 180,000 - - - - - - - 180,000 Limited Access Pipeline Relocation NO 1,3 Critical 50351 Program WATER REPL 1,940,000 - 761,000 - 6,348,000 2,875,000 - - 11,924,000 Loan Repay - Park-in-Lieu NE to Public Facility Fee Fund NO Null Null PA041 PIL-NE - - - - - - - 4,550,000 4,550,000 Loan Repay - Park-in-Lieu SW to Public NO Null Null PA021 Facility Fee Fund PIL-SW - - - - - - - 1,100,000 1,100,000 Loan Repay - Sewer Conn to Sewer Repl NO Null High PA031 SEWER CONN - - - - - - - - - Maerkle Facility Improvements NO 2 Critical 50091 WATER REPL 2,735,200 500,000 800,000 - - - - - 3,535,200 Maerkle Reservoir Solar Project NO 2 Medium 47222 WATER REPL 249,170 249,170 - - - - - - 249,170 Maerkle Reservoir Transmission Main NO 2 Medium 50011 WATER REPL 773,000 - -578,000 244,000 2,130,000 2,023,000 - - 4,592,000 50012 WATER CONN - - - 236,000 1,660,000 1,567,000 - - 3,463,000 Marca Place Drainage Improvements NO 4 Medium 66141 GAS TAX 65,000 - - - - - - - 65,000 Melrose Drive Right Turn Lane to West Bound Palomar Airport Road NO 2 High 60341 TIF 911,000 - - - - - - - 911,000 Miscellaneous City Building NO Citywide Medium 47231 Improvements IRF 1,865,000 150,000 150,000 150,000 - - 750,000 750,000 3,665,000 Monroe Street Pool Replacement NO 1 High 47241 IRF 1,748,764 -4,438,236 - - - - - - 1,748,764 47242 GCC 236 -61,764 - - - - - - 236 47243 PIL-NW 1,561,764 1,561,764 1,500,000 - - - - - 3,061,764 New Village Arts Building Roof and Exterior Refurbishment NO 1 Low 47391 IRF 313,626 - - - - - - - 313,626 New Village Arts Tenant Improvements NO 1 Medium 47551 GCC 613,000 - - - - - - - 613,000 Normally Closed Valve (Install NO 3 High 50501 Motorized Valve) WATER REPL 985,000 500,000 300,000 - - - - - 1,285,000 June 13, 2023 Item #9 Page 97 of 542 I-25 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source North Batiquitos Access Road Improvement NO 4 High 55471 SEWER REPL 363,800 113,800 26,000 - - - - - 389,800 North Batiquitos Lift Station Forcemain Rehabilitation NO 4 High 55361 SEWER REPL 200,000 -750,000 -125,000 - - - - - 75,000 Ocean Street Reconfiguration Concepts Study NO 1 Medium 60781 GCC - - - 200,000 - - - - 200,000 Ocean Street Restroom Facility NO 1 Medium 47291 GCC 775,000 - - - 63,000 - - - 838,000 Odor and Corrosion Prevention Program NO Citywide Medium 55201 SEWER REPL 320,000 - - - - - - - 320,000 Open Space and Trail Acquisition (Prop C) NO Citywide Medium 40831 GCC 4,015,000 - - - - - - - 4,015,000 Orion Center NO 2 High 35721 CFD#1 35,257,727 - - - - - - - 35,257,727 35722 WATER REPL 6,789,409 - -6,289,409 6,290,000 - - - - 6,790,000 35723 SEWER REPL 4,078,500 - -3,778,500 3,779,000 - - - - 4,079,000 35724 CFD#1 429 - - - - - - - 429 35725 RECL REPL 2,715,600 - -2,515,600 2,516,000 - - - - 2,716,000 Orion Complex Energy Storage NO 2 Medium 23101 GCC - - - - - 250,000 - - 250,000 Palomar Airport Road and Avenida Encinas Growth Management Plan Improvements NO 2,3 High 61021 GAS TAX 230,000 - - - - - - - 230,000 Palomar Airport Road and College NO 2 High 60281 Boulevard Improvements TIF 1,295,500 - - - - - - - 1,295,500 Palomar Airport Waterline Realignment NO 2 Critical 50551 WATER REPL 2,333,000 560,000 - - - - - - 2,333,000 Park Drive Street and Drainage NO 1 Critical 66111 GCC 717,439 - - - - - - - 717,439 Improvement 66112 GAS TAX 3,965,000 1,030,000 - - - - - - 3,965,000 Parking Lot Maintenance Program NO 1 Medium 60521 IRF 1,590,000 60,000 130,000 550,000 160,000 700,000 2,750,000 2,110,000 8,165,000 Pavement Management Program NO Citywide High 60011 TRANSNET -LOC 19,186,563 - 1,150,000 1,650,000 1,650,000 1,650,000 8,250,000 8,250,000 43,436,563 60012 GAS TAX 7,930,850 - - - - - - - 7,930,850 60013 TRANSNET -LOC 16,346,476 2,200,000 950,000 950,000 950,000 950,000 4,750,000 4,750,000 30,596,476 60016 RMRA 10,336,000 2,300,000 2,450,000 2,450,000 2,450,000 2,700,000 13,500,000 13,500,000 50,086,000 Pine Avenue Park - Phase II NO 1 Medium 46031 PIL-NW 2,197,000 - - - - - - - 2,197,000 (Community Building) 46032 PFF 9,328,418 -687,622 - - - - - - 9,328,418 46033 PFF 123,300 -1 - - - - - - 123,300 Poinsettia Community Park - Phase 4 - NO 3 High 46081 PFF 2,838,140 - - - - - - - 2,838,140 Dog Park 46082 PFF - - - - - - - - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement) NO 3 High 50451 WATER CONN 600,000 - - - - - - - 600,000 Poinsettia Lift Station Rehabilitation NO 2 High 55561 SEWER REPL - - 650,000 - 8,250,000 - - - 8,900,000 Police and Fire Headquarters NO 2 High 47151 IRF 10,122,342 129,292 2,427,000 - - - - - 12,549,342 Renovation 47152 GCC 11,373,500 400,000 1,723,000 - - - - - 13,096,500 June 13, 2023 Item #9 Page 98 of 542 I-26 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Pressure Reducing Station Program NO Citywide Critical 50201 WATER REPL 5,831,040 600,000 600,000 600,000 600,000 600,000 3,000,000 3,000,000 14,831,040 Public Beach Access Improvements NO 1 Low 60571 GCC 3,610,336 - - - - - - - 3,610,336 (Ocean Street) 60572 IRF 573,431 -153,252 - - - - - - 573,431 Public Works Storage Facility YES Citywide High 24011 GCC - - 99,000 - - - - - 99,000 Rancho Carlsbad Groundwater Supply NO 2 Low 50611 WATER CONN 200,000 - - - 125,000 - 1,425,000 - 1,750,000 50612 WATER REPL 200,000 - - - 125,000 - 1,425,000 - 1,750,000 Rancho Santa Fe Trail Slope Improvements NO 4 Medium 60881 GCC 350,000 - - - - - - - 350,000 Recycled Water Condition Assessment Program NO Citywide High 52111 RECL REPL 750,000 50,000 50,000 50,000 50,000 50,000 280,000 310,000 1,590,000 Recycled Water Phase 3 - Reservoir NO 3 High 52101 WATER REPL 980,000 - -800,000 - - - - - 180,000 52102 RECL REPL 3,320,000 200,000 200,000 - - - - - 3,520,000 Recycled Water Pipeline Replacement NO 2 Medium 52161 RECL REPL - - 350,000 350,000 350,000 350,000 2,150,000 2,910,000 6,810,000 Recycled Water Valve and Appurtenance Replacement Program NO Citywide High 52121 RECL REPL 380,000 120,000 - 120,000 125,000 125,000 630,000 700,000 2,205,000 Reservoir Condition Assessment and NO Citywide High Repair Program 50241 WATER REPL 5,850,000 - 2,040,000 - - - 3,070,000 3,610,000 14,570,000 50242 RECL REPL - - 200,000 - - - - - 200,000 Retroreflectvity Sign Replacement Program NO Citywide Medium 60371 GAS TAX 1,000,000 - - - - - - - 1,000,000 Roadway Improvements - Coastal Area Analysis and Implementation NO Citywide Medium 60791 GCC 200,000 - - - - - - - 200,000 Roadway Slope Stabilization NO Citywide Medium 60811 GAS TAX 780,000 200,000 - 500,000 - - - - 1,280,000 Robertson Ranch Park Development NO 2 High 38011 PIL-NE 614,000 214,000 424,000 - - - - - 1,038,000 (Partial Funding) 38012 PFF - - - - - - - - - Romeria Drainage Improvements NO 4 High 66041 GCC 410,000 - - - - - - - 410,000 66042 GAS TAX 347,940 - - - - - - - 347,940 Safety Training Center Settlement NO 2 Low 47431 GCC 1,156,995 - - - - - - - 1,156,995 San Luis Rey Mission Basin NO Citywide Low Groundwater Supply 50441 WATER CONN - -277,500 20,000 - - - 15,700,000 15,200,000 31,420,000 50442 WATER REPL - -77,500 - - - - - - - Santa Fe II Inlet Pipeline NO Null High 50571 WATER REPL 529,650 34,650 - 206,000 115,000 1,920,000 - - 2,770,650 Santa Fe II Reservoir Site Electrical Improvements NO 3 Medium 50461 WATER REPL 183,581 150,000 110,000 - - - - - 293,581 SCADA Improvements NO Citywide Critical 55421 SEWER REPL 4,303,898 175,165 381,000 - - - - - 4,684,898 55422 WATER REPL 7,132,600 3,209,200 2,413,000 611,000 - - - - 10,156,600 55423 RECL REPL 1,658,400 632,000 338,000 398,000 - - - - 2,394,400 Schulman Auditorium and Cannon Art Gallery NO 3 Medium 47531 IRF 350,000 150,000 1,300,000 - - - - - 1,650,000 Senior Center Repairs and Roof NO 1 Medium 47381 Replacement IRF 1,848,000 600,000 1,310,000 - - - - - 3,158,000 June 13, 2023 Item #9 Page 99 of 542 I-27 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Senior Center Security Fencing NO 1 Low 47541 IRF 78,000 58,000 - - - - - - 78,000 Sewer Condition Assessment NO Citywide Critical 55131 SEWER REPL 1,558,000 100,000 100,000 100,000 100,000 - 500,000 500,000 2,958,000 Sewer Lift Station Repairs and Upgrades NO 2 Critical 38401 SEWER REPL 4,385,380 150,000 150,000 150,000 150,000 150,000 750,000 750,000 6,635,380 Sewer Line Capacity Improvements NO 1 High 55481 SEWER REPL 1,200,000 1,000,000 200,000 620,000 944,000 - - - 2,964,000 Sewer Modeling NO Citywide Medium 55461 SEWER CONN 300,000 - -100,000 - - - - - 200,000 Sewer Monitoring Program (Capacity) NO Citywide High 55041 SEWER CONN 642,000 - - 44,000 - - 154,000 110,000 950,000 Sewer System Rehabilitation and Replacement NO 1,2,3 High 55031 SEWER REPL 9,426,475 1,200,000 1,200,000 1,850,000 1,850,000 1,850,000 13,350,000 14,050,000 45,426,475 Sidewalk/Street Construction Program NO Citywide High 60021 TIF 3,800,000 - -500,000 - - - - - 3,300,000 60022 GAS TAX - - - 988,000 633,000 108,000 2,390,000 2,835,000 7,704,000 South Carlsbad Coastline NO 2,3,4 Medium 60311 TRANSNET -LOC 1,779,026 - 1,000,000 - - - - - 2,779,026 South Shore Agua Hedionda Lagoon Trail NO 2 High 40851 GCC 789,940 34,440 - - - - - - 789,940 Stagecoach Community Park NO 4 High 46111 Community Gardens PIL-SE 225,000 225,000 212,000 - - - - - 437,000 Stagecoach Park Synthetic Turf Replacement NO 4 Low 47421 IRF 2,200,000 - - - - - - - 2,200,000 State Street and Grand Avenue Road NO 1 Medium 60821 Improvements TRANSNET -LOC - - - - 325,000 - - - 325,000 State Street Parking Lot Electric Vehicle Charging Stations NO 1 Medium 40901 PFF 300,000 - 40,000 - - - - - 340,000 Storm Drain Condition Assessment NO Citywide Medium 66201 IRF 870,000 270,000 - 270,000 300,000 350,000 2,375,000 3,000,000 7,565,000 Storm Drain System Rehab and Repair Program NO Citywide Medium 66071 IRF 5,191,360 200,000 270,000 290,000 310,000 330,000 1,900,000 2,200,000 10,841,360 Street Lighting Replacement Program NO Citywide High 60621 GCC 319,269 - - - - - - - 319,269 60622 TRANSNET -LOC 3,325,000 - - - - - - - 3,325,000 Sustainable Mobility Plan Implementation Program NO Citywide High 61041 GAS TAX 510,566 510,566 200,000 - - - - - 710,566 Temporary Fire Station 7 NO 2 High 40911 GCC 900,000 - - - - - - - 900,000 40912 PFF 1,122,000 - - - - - - - 1,122,000 Terramar Area Coastal Improvements NO 2 High 60541 TIF 6,650,001 - - 2,800,000 - - - - 9,450,001 60542 GCC 999,999 - - - - - - - 999,999 60543 TRANSNET -LOC 1,000,000 - 1,000,000 - - - - - 2,000,000 60544 SEWER REPL - - - - - - - - - 60545 PFF 2,450,000 - - - - - - - 2,450,000 The Crossings Golf Course Lake Liner NO 2 High 40841 GCC 835,500 - - - - - - - 835,500 Replacement 40842 GCC 200,000 - - - - - - - 200,000 Traffic Impact Fee Funds to CFD #1 NO Null Null PA051 TIF - 90,000 90,000 90,000 90,000 90,000 450,000 450,000 1,350,000 Traffic Impact Fee Update NO Citywide High 60401 TIF 270,000 30,000 - - - - - - 270,000 June 13, 2023 Item #9 Page 100 of 542 I-28 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Traffic Improvement Program NO Citywide Critical 60701 GAS TAX 2,388,000 - - - - - - - 2,388,000 60702 GCC 400,000 400,000 600,000 400,000 - - - - 1,400,000 Traffic Monitoring Program NO Citywide High 60031 TIF 1,745,415 122,516 - - - - - - 1,745,415 60032 GAS TAX - - 200,000 170,000 - - - - 370,000 Traffic Signal - Maverick Way and Camino De Los Coches NO 4 Critical 63322 GAS TAX 380,000 240,000 110,000 - - - - - 490,000 Traffic Signal - Tamarack Avenue and Valley Street NO 1 Medium 63351 GAS TAX 502,370 - - - - - - - 502,370 Traffic Signal Cabinet Upgrades YES Citywide Low 24141 GCC - - 180,000 - - - - - 180,000 Traffic Signal Right Turn Overlaps NO 2,3,4 Low 66361 GAS TAX 150,000 150,000 - - - - - - 150,000 Trail Connectivity to Tamarack State NO 1 Low 40631 Beach (Prop C) GCC 152,156 - - - 3,544,000 - - - 3,696,156 Trash Amendment Compliance Program NO Citywide Medium 66261 IRF 630,000 100,000 - 1,200,000 2,700,000 175,000 3,000,000 3,300,000 13,005,000 Tri-Agency Water Transmission NO 2 High 50081 Pipeline Replacement WATER REPL 3,618,970 - -1,290,000 431,000 3,585,000 4,630,000 - - 10,974,970 Trieste Slope Repair Project NO 2 High 61071 GCC 362,600 362,600 2,000,000 - - - - - 2,362,600 Tyler Street Traffic Circulation NO 1 Medium 61031 GCC 70,000 70,000 900,000 - - - - - 970,000 Utility Undergrounding Program Study NO Citywide Medium 60831 GCC - - - 100,000 - - - - 100,000 Vallecitos Interceptor Sewer Cleaning NO 2,3 High 55491 and CCTV SEWER REPL 350,000 100,000 - - - - - - 350,000 Valley and Magnolia Complete Streets NO 1 High 60191 TIF 3,536,206 - - - - - - - 3,536,206 60192 WATER REPL 71,000 - - 650,000 - - - - 721,000 60193 TRANSNET -LOC 1,200,000 1,200,000 - - - - - - 1,200,000 60194 PFF - - - - 1,000,000 - - - 1,000,000 Valley Street Traffic Calming NO 1 Medium 19741 TRANSNET -LOC - - - - 1,645,000 - - - 1,645,000 Veteran's Memorial Park (All NO Citywide Critical 46091 CFD#1 4,369,450 1,257,250 37,342,000 - - - - - 41,711,450 Quadrants) 46092 FED GRANT - - 3,000,000 - - - - - 3,000,000 46093 STATE GRANT - - 5,000,000 - - - - - 5,000,000 Village and Barrio Traffic Circles NO 1 Critical 40151 GCC 415,000 - - - - - - - 415,000 40152 TRANSNET -LOC 1,025,000 - - - - - - - 1,025,000 40153 SEWER REPL 160,000 - 500,000 - - - - - 660,000 40154 GAS TAX 4,159,000 1,400,000 - - - - - - 4,159,000 40155 FED GRANT - - 4,000,000 - - - - - 4,000,000 Village H South Off Leash Dog Area and Trail Segment 5B NO 2 Medium 46101 PFF 682,500 160,500 - - - - - - 2,082,500 Village Intelligent Parking Implementation NO 1 Low 60891 GCC - - - - 300,000 - - - 300,000 Village Lighting - Carlsbad Village Drive NO 1 High 61051 from Harding Street to Ocean Street GCC 400,000 400,000 200,000 - - - - - 600,000 June 13, 2023 Item #9 Page 101 of 542 I-29 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Village Lighting - Gateway Lighting NO 1 High 61081 GCC - - - - - - - - 950,000 Village Lighting - Hospitality District NO 1 High 24101 GCC - - - - - 700,000 - - 700,000 Village Lighting - Pedestrian Lampposts Oak Avenue NO 1 High 61091 GCC - - - - 600,000 - - - 600,000 Village Lighting - Pedestrian Lighting at Village Outskirts NO 1 High 61101 GCC - - - - - - - - 950,000 Village Lighting - State Street, Madison, Roosevelt, and Washington NO 1 High 40161 GCC 1,103,853 400,000 - - - - - - 1,103,853 Village Lighting - Train Station Area NO 1 High 61061 GCC 500,000 500,000 - 150,000 - - - - 650,000 Villas Sewer Lift Station Replacement NO 2 Critical 55501 SEWER REPL 1,254,000 100,000 75,000 - - - - - 1,329,000 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain NO 2 Critical 34921 SEWER CONN 33,190,973 - 220,000 - - - - - 33,410,973 (VC12-VC13) 34922 SEWER REPL - - - 104,000 75,000 75,000 - - 329,000 Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements NO 1 High 55351 SEWER CONN 296,000 -100,000 - - 67,000 67,000 - - 430,000 55352 SEWER REPL - - 86,000 31,000 598,000 598,000 150,000 150,000 1,635,000 Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) NO Citywide Critical 38861 SEWER CONN 9,464,833 - - - - - - - 9,464,833 Vista Carlsbad Interceptor - Reach VC3 NO 1 High 39501 SEWER CONN 100,000 -497,000 30,000 387,000 405,000 - - - 922,000 39502 SEWER REPL - - - - - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 NO Citywide High 39491 SEWER CONN 21,362,390 - - - - - - - 21,362,390 Vista Carlsbad Interceptor - NO 2 Critical 55511 Rehabilitation (VC1 and VC2) SEWER REPL 141,000 - 90,000 70,000 120,000 - - - 421,000 Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) NO 2,3 High 55551 SEWER REPL 200,000 200,000 - 1,200,000 - - - - 1,400,000 Water Infrastructure Condition NO Citywide Critical 50511 Assessment Program WATER REPL 2,190,000 410,000 410,000 420,000 420,000 450,000 2,250,000 2,480,000 9,070,000 Water Loss Monitoring Program NO Citywide Low 50521 WATER REPL 350,000 - -182,911 - - - - - 167,089 Water Modeling NO Citywide Critical 50581 WATER CONN 375,000 25,000 - - - - - - 375,000 Water System Rehabilitation and Replacement NO Citywide Critical 39041 WATER REPL 12,258,366 2,690,000 2,800,000 3,000,000 3,000,000 3,000,000 19,890,000 21,080,000 68,028,366 Water Valve Repair/Replacement NO Citywide Critical 50191 Program WATER REPL 7,860,000 940,000 960,000 960,000 960,000 1,000,000 5,110,000 5,650,000 23,500,000 June 13, 2023 Item #9 Page 102 of 542 I-30 June 13, 2023 Item #9 Page 103 of 542 I-31 CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15 Years 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 2,029,292$ 2,029,292$ 2,545,412$ 3,058,404$ 3,058,404$ 3,058,404$ REVENUES Developer Fees - 516,120 512,992 - - 2,143,409 Total Revenues N/A - 516,120 512,992 - - 2,143,409 CAPITAL PROJECTS Total Project Expenditures - - - - - - - ENDING FUND BALANCE N/A 2,029,292$ 2,545,412$ 3,058,404$ 3,058,404$ 3,058,404$ 5,201,813$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 65,918,875$ 31,812,024$ 33,165,805$ 33,867,612$ 34,217,668$ 32,665,529$ REVENUES Developer Special Taxes 3,345,149 1,463,781 811,807 460,056 447,861 15,630,823 Total Revenues N/A 3,345,149 1,463,781 811,807 460,056 447,861 15,630,823 CAPITAL PROJECTS CFD#1 Administration -$ 110,000 110,000 110,000 110,000 - - City Hall Complex 1,028,105 - - - - 1,500,000 48,500,000 Cole Library Expansion - - - - - 500,000 5,488,000 Orion Center 35,257,728 - - - - - - Veteran's Memorial Park (All Quadrants)4,369,453 37,342,000 - - - - - Total Project Expenditures 40,655,286 37,452,000 110,000 110,000 110,000 2,000,000 53,988,000 ENDING FUND BALANCE N/A 31,812,024$ 33,165,805$ 33,867,612$ 34,217,668$ 32,665,529$ (5,691,648)$ COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1) BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE June 13, 2023 Item #9 Page 104 of 542 I-32 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A (1,370,343)$ 135,830$ 762,059$ (2,391,158)$ (2,705,709)$ (682,453)$ REVENUES Gas Tax and Prop 42 Funds 2,985,297 3,049,229 3,070,783 3,083,449 3,113,256 31,638,119 Total Revenues N/A 2,985,297 3,049,229 3,070,783 3,083,449 3,113,256 31,638,119 CAPITAL PROJECTS Barrio Street Lighting 700,001$ (550,000) - - - - - Camino De Los Coches and La Costa Avenue Intersection Control 350,000 - - 1,500,000 - - - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - 700,000 2,500,000 - - Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,576,001 195,000 445,000 2,000,000 - - - Carlsbad Boulevard Emergency Repair 841,002 - - - - - - Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 - - - - - - Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000 Carlsbad Blvd Pedestrian Improvement Project 1,055,887 - - - - - - Citywide Drainage Improvement Program 6,090,594 - - - - - - Citywide Street Lighting Program 150,000 - - - - - - Citywide Thermoplastic Pavement Markings 50,000 - - - - - - Concrete Repair/Replacement Program 2,933,001 200,000 220,000 250,000 290,000 340,000 3,700,000 El Camino Real And Cannon Road Intersection Improvements 837,002 (175,877) - - - - - El Camino Real Medians 904,530 - - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - 1,450,000 - - - - - Guardrail Replacement And Improvement Program 300,000 (150,000) - - - - - Intelligent Traffic Control Devices 199,999 - - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - - La Costa Avenue Traffic Improvements 121,300 - 100,000 141,000 500,000 - - Laguna Drive Storm Drain 256,000 - - 1,000,000 - - 1,494,000 Marca Place Drainage Improvements 65,000 - - - - - - Palomar Airport Rd and Avenida Encinas GMP Improvements 230,000 - - - - - - Park Drive Drainage And Street Improvements 3,965,001 - - - - - - Pavement Management Program 7,930,849 - - - - - - Retroreflectivity Sign Replacement Program 1,000,000 - - - - - - Roadway Slope Stabilization 779,998 - 500,000 - - - - Romeria Drainage Improvements 347,937 - - - - - - Sidewalk/Street Construction Program - - 988,000 633,000 108,000 750,000 5,225,000 Sustainable Mobility Plan Implementation Program 510,567 200,000 - - - - - Traffic Improvement Program 2,388,003 - - - - - - Traffic Monitoring Program - 200,000 170,000 - - - - Traffic Signal - Maverick Way & Camino De Los Coches 380,000 110,000 - - - - - Traffic Signal - Tamarack Avenue And Valley Street 502,370 - - - - - - Traffic Signal Right Turn Overlaps 150,000 - - - - - - Village And Barrio Traffic Circles 4,159,001 - - - - - - Total Project Expenditures 39,204,041 1,479,123 2,423,000 6,224,000 3,398,000 1,090,000 13,182,000 ENDING FUND BALANCE N/A 135,830$ 762,059$ (2,391,158)$ (2,705,709)$ (682,453)$ 17,773,666$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 393,244$ 180,533$ 164,975$ 338,792$ 479,945$ 849,534$ REVENUES Gas Tax (RMRA) Revenues 2,857,289 3,054,442 3,243,817 3,461,153 3,689,589 53,325,580 Total Revenues N/A 2,857,289 3,054,442 3,243,817 3,461,153 3,689,589 53,325,580 CAPITAL PROJECTS Concrete Repair/Replacement Program 1,346,999$ 620,000 620,000 620,000 620,000 620,000 6,200,000 Pavement Management Program 10,336,002 2,450,000 2,450,000 2,450,000 2,700,000 2,700,000 27,000,000 Total Project Expenditures 11,683,001 3,070,000 3,070,000 3,070,000 3,320,000 3,320,000 33,200,000 ENDING FUND BALANCE N/A 180,533$ 164,975$ 338,792$ 479,945$ 849,534$ 20,975,114$ GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT) GAS TAX FUND June 13, 2023 Item #9 Page 105 of 542 I-33 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 11,931,004$ 15,634,004$ 13,534,558$ 12,857,016$ 16,331,492$ 18,827,921$ REVENUES Transfer from General Fund 11,600,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 Total Revenues N/A 11,600,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 CAPITAL PROJECTS ADA Beach Access - Pine to Tamarack 375,001$ - 2,500,000 - - - - Alga Norte Park Modifications 314,000 710,000 - - - - - Alga Norte Settlement Agreement - 60,000 - - - - - Assessment District 97-1 Maintenance 420,001 - - - - - - Barrio Street Lighting 760,000 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,199,002 700,000 - - - - - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,249,999 - - 30,000 30,000 150,000 870,000 Calavera Hills Community Park Gateway Improvements 1,407,852 - - - - - - Camino Hills and Jackspar Drive Slope Stabilization 859,399 - - - - - - Cannon Park Restroom 45,765 - - - - - - Carlsbad Village Drive - I5 to Carlsbad Blvd. - Reconfigure Arterial - 350,000 1,500,000 - - - - Chestnut Underpass Public Art Project 400,000 - - - - - - City Facility Accessibility Upgrades 500,000 - - - - - - City Fire Stations Wash Water BMPs 279,999 - - - - - - City Hall Exterior Refurbishment 2,250,001 - - - - - - Cole Library Expansion - - - - - - 1,000,000 Dove Library Lighting Improvements 225,001 - - - - - - Faraday Avenue Improvements 100,000 175,000 500,000 - - - - Fire Station No. 2 Replacement 13,000,003 - - - - - - Fire Station No. 7 - 100,000 200,000 - - - - Fleet Maintenance Refurbishment 896,100 - 700,000 - - - - Grand Avenue Promenade 200,000 100,000 - 500,000 - - - Lake Calavera Outlet Improvements 1,436,001 - - - - - - Lake Calavera Reservoir Maintenance 581,004 - 160,000 50,000 50,000 50,000 500,000 Monroe Street Pool Replacement 236 - - - - - - New Village Arts Tenant Improvements 612,999 - - - - - - Ocean Street Reconfiguration Concepts Study - - 200,000 - - - - Ocean Street Restroom Facility 775,000 - - 63,000 - - - Open Space and Trail Acquisition (Prop C)4,015,000 - - - - - - Orion Complex Energy Storage - - - - 250,000 - - Park Drive Street and Drainage Improvement 717,440 - - - - - - Police and Fire Headquarters Renovation 11,373,502 1,723,000 - - - - - Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - - Public Works Storage Facility - 99,000 - - - - - Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - - Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - - Romeria Drainage Improvements 410,001 - - - - - - Safety Training Center Settlement 1,156,995 - - - - - - South Shore Agua Hedionda Lagoon Trail 789,941 - - - - - - Street Lighting Replacement Program 319,270 - - - - - - Temporary Fire Station No. 7 900,000 - - - - - - Terramar Area Coastal Improvements 1,000,000 - - - - - - The Crossings Golf Course Lake Liner Replacement 835,499 - - - - - - The Crossings Golf Course Lake Liner Replacement 200,000 - - - - - - Traffic Improvement Program 399,999 600,000 400,000 - - - - Traffic Signal Cabinet Upgrades - 180,000 - - - - - Trail Connectivity to Tamarack State Beach (Prop C)152,156 - - 3,544,000 - - - Trieste Slope Repair Project 362,600 2,000,000 - - - - - Tyler Street Traffic Circulation 70,000 900,000 - - - - - Utility Undergrounding Program Study - - 100,000 - - - - Village and Barrio Traffic Circles 415,000 - - - - - - Village Intelligent Parking Implementation - - - 300,000 - - - Village Lighting - Carlsbad Village Drive from Harding Street to Ocean Stre 400,000 200,000 - - - - - Village Lighting - Gateway Lighting - - - - - 950,000 - Village Lighting - Hospitality District - - - - 700,000 - - Village Lighting - Pedestrian Lampposts Oak Avenue - - - 600,000 - - - Village Lighting - Pedestrian Lighting at Village Outskirts - - - - - 950,000 - Village Lighting - State Street, Madison, Roosevelt, and Washington 1,103,853 - - - - - - Village Lighting - Train Station Area 500,000 - 150,000 - - - - Total Project Expenditures 62,168,960 7,897,000 6,410,000 5,087,000 1,030,000 2,100,000 2,370,000 N/A 15,634,004$ 13,534,558$ 12,857,016$ 16,331,492$ 18,827,921$ 65,182,725$ GENERAL CAPITAL CONSTRUCTION (GCC) June 13, 2023 Item #9 Page 106 of 542 I-34 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A (2,884,155)$ (1,109,316)$ 0$ 0$ 0$ 0$ REVENUES Grant Revenue 9,774,840 1,109,316 - - - - Total Revenues N/A 9,774,840 1,109,316 - - - - CAPITAL PROJECTS Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000$ - - - - - - Barrio Street Lighting - 1,000,000 - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 1,440,000 - - - - - - Veteran's Memorial Park (All Quadrants)- 3,000,000 - - - - - Village and Barrio Traffic Circles - 4,000,000 - - - - - Total Project Expenditures 3,216,000 8,000,000 - - - - - ENDING FUND BALANCE N/A (1,109,316)$ 0$ 0$ 0$ 0$ 0$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A -$ -$ -$ -$ -$ -$ REVENUES Grant Revenue 5,000,000 - - - - - Total Revenues N/A 5,000,000 - - - - - CAPITAL PROJECTS Carlsbad Boulevard Pedestrian Improvement Project 591,600$ - - - - - - Veteran's Memorial Park (All Quadrants)- 5,000,000 - - - - - Total Project Expenditures 591,600 5,000,000 - - - - - ENDING FUND BALANCE N/A -$ -$ -$ -$ -$ -$ GRANTS - STATE GRANTS - FEDERAL June 13, 2023 Item #9 Page 107 of 542 I-35 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 80,663,917$ 73,756,917$ 63,872,471$ 63,071,929$ 64,366,405$ 64,617,834$ REVENUES Transfer from General Fund 4,200,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 Total Revenues N/A 4,200,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 CAPITAL PROJECTS Agua Hedionda Creek Maintenance 213,002$ 80,000 85,000 90,000 95,000 100,000 1,105,000 Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,001 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 5,912,751 700,000 - - - - - Bridge Preventative Maintenance Program 2,477,511 500,000 700,000 900,000 900,000 950,000 - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 2,820,001 - 500,000 - - - - Calavera Hills Community Center Refurbishment 1,985,002 - - - - - - Carlsbad Boulevard Roadway Configuration - 2,000,000 - - - - - City Facility Safety and Parking Lot Lighting Assessment 1,910,001 - - - - - - City Hall Complex Refurbishment 1,144,000 - - - - - - Citywide Drainage Improvement Program 5,581,501 300,000 950,000 300,000 500,000 300,000 5,000,000 Cole Library Security Fencing 170,001 - - - - - - Coordinated Traffic Signal Program 800,000 - - - - - - DMP Facility BFB-U (El Camino Real)850,000 - 5,500,000 50,000 60,000 70,000 800,000 El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 209,999 - - - - - - Faraday Center Refurbishment 3,154,381 - - - - - - Fire Station No. 2 Replacement 1,433,880 - - - - - - Fleet Fuel Island Upgrade 2,263,799 1,800,000 400,000 400,000 100,000 - - Fleet Maintenance Refurbishment 2,574,003 - 1,500,000 - - - - Harding Center Refurbishment 165,000 140,000 - - - - - Headwall Replacement Program 510,001 - - - - - - Hosp Grove Park Improvements 1,562,000 - - - - - - Kelly Drive Channel Repair 1,541,006 - 2,100,000 - - - - Las Palmas Roof Replacement 500,000 - - - - - - Leo Carrillo Ranch Roof Repairs 1,449,998 - - - - - - Library Fire Alarm Panel Upgrades 180,000 - - - - - - Miscellaneous City Building Improvements 1,865,000 150,000 150,000 - - - 1,500,000 Monroe Street Pool Replacement 1,748,766 - - - - - - New Village Arts Building Roof and Exterior Refurbishment 313,626 - - - - - - Parking Lot Maintenance Program 1,590,000 130,000 550,000 160,000 700,000 175,000 4,860,000 Police and Fire Headquarters Renovation 10,122,340 2,427,000 - - - - - Public Beach Access Improvements (Ocean Street)573,431 - - - - - - Schulman Auditorium and Cannon Art Gallery 350,000 1,300,000 - - - - - Senior Center Repairs and Roof Replacement 1,848,000 1,310,000 - - - - - Senior Center Security Fencing 77,999 - - - - - - Stagecoach Park Synthetic Turf Replacement 2,200,001 - - - - - - Storm Drain Condition Assessment 870,001 - 270,000 300,000 350,000 400,000 5,375,000 Storm Drain System Rehab and Repair Program 5,191,362 270,000 290,000 310,000 330,000 350,000 4,100,000 Trash Amendment Compliance Program 630,001 - 1,200,000 2,700,000 175,000 2,000,000 6,300,000 Total Project Expenditures 67,388,364 11,107,000 14,195,000 5,210,000 3,210,000 4,345,000 29,040,000 ENDING FUND BALANCE N/A 73,756,917$ 63,872,471$ 63,071,929$ 64,366,405$ 64,617,834$ 84,302,638$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ REVENUES Other Financing Sources - - - - - - Total Revenues N/A - - - - - - CAPITAL PROJECTS College Blvd Reach A And Cannon Road Reach 4A 1,712,999$ - - - - - - Total Project Expenditures 1,712,999 - - - - - - ENDING FUND BALANCE N/A 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ INFRASTRUCTURE MAINTENANCE & REPLACEMENT OTHER June 13, 2023 Item #9 Page 108 of 542 I-36 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE (1)N/A 4,221,020$ 3,797,020$ 3,797,020$ 3,817,442$ 3,817,442$ 3,817,442$ REVENUES Developer Fees - - 20,422 - - 3,584,103 Total Revenues N/A - - 20,422 - - 3,584,103 CAPITAL PROJECTS Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition -$ - - - - - 4,550,000 Robertson Ranch Park Development 614,000 424,000 - - - - - Total Project Expenditures 614,000 424,000 - - - - 4,550,000 ENDING FUND BALANCE N/A 3,797,020$ 3,797,020$ 3,817,442$ 3,817,442$ 3,817,442$ 2,851,545$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 382,344$ 1,473,621$ 2,061,293$ 2,743,030$ 3,431,585$ 4,120,139$ REVENUES Developer Fees 3,013,278 1,990,672 681,737 688,554 688,554 5,440,261 Total Revenues N/A 3,013,278 1,990,672 681,737 688,554 688,554 5,440,261 CAPITAL PROJECTS City Facility Safety and Parking Lot Lighting Assessment -$ 200,000 - - - - - Hosp Grove Park Improvements 1,120,000 222,000 1,403,000 - - - - Monroe Street Pool Replacement 1,561,764 1,500,000 - - - - - Pine Avenue Park - Phase II (Community Building)2,197,002 - - - - - - Total Project Expenditures 4,878,766 1,922,000 1,403,000 - - - - ENDING FUND BALANCE N/A 1,473,621$ 2,061,293$ 2,743,030$ 3,431,585$ 4,120,139$ 9,560,400$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 1,981,496$ 2,218,785$ 1,770,685$ 1,639,130$ 155,130$ 155,130$ REVENUES Developer Fees 449,289 91,900 408,445 - - 5,106 Total Revenues N/A 449,289 91,900 408,445 - - 5,106 CAPITAL PROJECTS Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 1,329,989$ - - - - - - Leo Carrillo Ranch Park Phase 3B - - 540,000 540,000 1,484,000 - - Stagecoach Community Park Community Gardens 225,000 212,000 - - - - - Total Project Expenditures 1,554,989 212,000 540,000 540,000 1,484,000 - - ENDING FUND BALANCE N/A 2,218,785$ 1,770,685$ 1,639,130$ 155,130$ 155,130$ 160,235$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 630,273$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ REVENUES Developer Fees/Loans 439,078 - - - - 357,389 Total Revenues N/A 439,078 - - - - 357,389 CAPITAL PROJECTS Aviara Reimbursement Agreement 238,001$ - - - - - - Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000 Total Project Expenditures 238,001 - - - - - 1,100,000 N/A 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 326,741$ PARK-IN-LIEU NE PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW June 13, 2023 Item #9 Page 109 of 542 I-37 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 4,965,237$ 5,078,256$ 3,611,211$ 3,613,492$ 3,615,773$ 3,615,773$ REVENUES Developer Fees 113,019 32,955 2,281 2,281 - 972,947 Total Revenues N/A 113,019 32,955 2,281 2,281 - 972,947 CAPITAL PROJECTS Business Park Recreational Facility (Partial Funding)-$ - 1,500,000 - - - 16,500,000 Total Project Expenditures - - 1,500,000 - - - 16,500,000 ENDING FUND BALANCE N/A 5,078,256$ 3,611,211$ 3,613,492$ 3,615,773$ 3,615,773$ (11,911,280)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 918,300$ 949,274$ 949,274$ 957,709$ 957,709$ 957,709$ REVENUES Developer Fees 30,974 - 8,435 - - 42,314 Total Revenues N/A 30,974 - 8,435 - - 42,314 CAPITAL PROJECTS DMP Facility AAA (Jefferson Street)-$ - - - - - 290,000 DMP Facility AAAA (Madison Street)- - - - - - 417,000 DMP Facility AC (Highland Drive Drainage Project)- - - - - - 922,000 DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement - - - - - - 92,000 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement - - - - - - 164,000 Drainage Master Plan Update 216,512 - - - - - - Total Project Expenditures 216,512 - - - - - 1,885,000 ENDING FUND BALANCE N/A 949,274$ 949,274$ 957,709$ 957,709$ 957,709$ (884,977)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 1,692,487$ 2,049,582$ 2,138,841$ 2,228,100$ 2,318,220$ 2,408,339$ REVENUES Developer Fees 357,095 89,259 89,259 90,119 90,119 2,525,641 Total Revenues N/A 357,095 89,259 89,259 90,119 90,119 2,525,641 CAPITAL PROJECTS Agua Hedionda Creek Maintenance 3,545,245$ - - - - - - College Boulevard Extension - - - - - - - DMP Facility BB 1 and 2 (Washington Street)- - - - - - 1,087,000 DMP Facility BCB (Magnolia Avenue)- - - - - - 469,000 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B")- - - - - - 905,000 DMP Facility BFB-U (El Camino Real)153,489 - - - - - - DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B")- - - - - - 1,817,000 DMP Facility BL-U (College Boulevard)- - - - - - 385,000 DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 205,000 DMP Facility BQ (Sunny Creek)- - - - - - 132,000 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 181,000 Drainage Master Plan Update 583,000 - - - - - - Total Project Expenditures 4,281,735 - - - - - 5,181,000 ENDING FUND BALANCE N/A 2,049,582$ 2,138,841$ 2,228,100$ 2,318,220$ 2,408,339$ (247,020)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 1,548,322$ 1,756,986$ 1,922,169$ 1,928,279$ 1,934,389$ 1,934,389$ REVENUES Developer Fees 283,664 165,183 6,110 6,110 - 1,993,400 Total Revenues N/A 283,664 165,183 6,110 6,110 - 1,993,400 CAPITAL PROJECTS DMP Facility C2 (Paseo Del Norte)-$ - - - - - 728,000 DMP Facility CA (Avenida Encinas)- - - - - - 530,000 Drainage Master Plan Update 171,890 75,000 - - - - - Total Project Expenditures 171,890 75,000 - - - - 1,258,000 ENDING FUND BALANCE N/A 1,756,986$ 1,922,169$ 1,928,279$ 1,934,389$ 1,934,389$ 2,669,789$ PLANNED LOCAL DRAINAGE AREA B FEES (PLD B) PLANNED LOCAL DRAINAGE AREA C FEES (PLD C) PARK FEE ZONES 5,13,16,17,18 PLANNED LOCAL DRAINAGE AREA A FEES (PLD A) June 13, 2023 Item #9 Page 110 of 542 I-38 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 924,980$ 1,033,433$ 1,100,092$ 1,152,501$ 1,152,501$ 1,152,501$ REVENUES Developer Fees 108,453 66,660 52,409 - - 1,333,883 Total Revenues N/A 108,453 66,660 52,409 - - 1,333,883 CAPITAL PROJECTSDMP Facility DBA (Poinsettia Village)-$ - - - - - 168,000 DMP Facility DBB (Avenida Encinas)- - - - - - 430,000 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 257,000 DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 233,000 DMP Facility DQB (La Costa Town Center)- - - - - - 746,000 DMP Facility DZ (Poinsettia Lane)- - - - - - 643,000 Drainage Master Plan Update 234,599 - - - - - - Total Project Expenditures 234,599 - - - - - 2,477,000 ENDING FUND BALANCE N/A 1,033,433$ 1,100,092$ 1,152,501$ 1,152,501$ 1,152,501$ 9,384$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 25,089,385$ 28,083,648$ 29,543,842$ 29,396,937$ 29,899,452$ 28,996,675$ REVENUES Developer Fees 2,947,263 1,460,194 853,095 502,515 497,222 16,983,023 Total Revenues N/A 2,947,263 1,460,194 853,095 502,515 497,222 16,983,023 CAPITAL PROJECTSCole Library Expansion -$ - - - - - 11,936,000 El Camino Real Medians 695,781 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 1,085,001 (87,000) - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 1,631,500 - - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 287 - - - - - - Pine Avenue Park - Phase II (Community Building)9,328,416 - - - - - - Pine Avenue Park - Phase II (Community Building)123,300 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park 2,838,139 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park - - - - - - - Robertson Ranch Park Development (Partial Funding)- - - - - - - State Street Parking Lot Electric Vehicle Charging Stations 300,001 40,000 - - - - - Temporary Fire Station No. 7 1,122,001 - - - - - - Terramar Area Coastal Improvements 2,450,000 - - - - - - Valley and Magnolia Complete Streets - - - 1,000,000 - - - Village H South Off Leash Dog Area and Trail Segment 5B 682,500 - - - - 1,400,000 - Total Project Expenditures 20,256,925 (47,000) - 1,000,000 - 1,400,000 11,936,000 ENDING FUND BALANCE N/A 28,083,648$ 29,543,842$ 29,396,937$ 29,899,452$ 28,996,675$ 34,043,698$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 737,323$ 319,421$ (114,575)$ (1,324,388)$ (2,505,829)$ (2,342,950)$ REVENUES Developer Fees and Miscellaneous 757,598 450,455 275,386 162,009 162,879 3,666,458 Other Agency Contributions (City of Vista)19,500 251,550 306,800 43,550 - - Total Revenues N/A 777,098 702,005 582,186 205,559 162,879 3,666,458 CAPITAL PROJECTS Buena Interceptor Sewer Improvements 550,000$ - - - - - - El Fuerte Lift Station Pump Addition 180,000 200,000 450,000 - - - - Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airpo 1,740,001 1,100,000 - - - - - Las Palmas Trunk Sewer 556,000 (255,000) 255,000 1,320,000 1,320,000 - - Loan Repay - Sewer Conn to Sewer Repl - - - - - - - Sewer Modeling 299,999 (100,000) - - - - - Sewer Monitoring Program (Capacity)642,000 - 44,000 - - - 264,000 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC1 33,190,974 220,000 - - - - - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 296,001 - - 67,000 67,000 - - Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,464,834 - - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,391 - - - - - - Vista Carlsbad Interceptor - Reach VC3 100,000 30,000 387,000 405,000 - - - Total Project Expenditures 68,382,201 1,195,000 1,136,000 1,792,000 1,387,000 - 264,000 ENDING FUND BALANCE N/A 319,421$ (114,575)$ (1,324,388)$ (2,505,829)$ (2,342,950)$ 1,059,507$ PLANNED LOCAL DRAINAGE AREA D FEES (PLD D) PUBLIC FACILITY FEE FUND (PFF) SEWER CONNECTION FEE FUND June 13, 2023 Item #9 Page 111 of 542 I-39 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A (11,520,275)$ (7,227,269)$ (8,896,698)$ (16,111,377)$ (15,955,334)$ (15,934,954)$ REVENUES Transfer from Sewer Operating Fund 10,445,506 16,534,571 17,024,822 15,937,043 15,509,381 98,468,049 Total Revenues N/A 10,445,506 16,534,571 17,024,822 15,937,043 15,509,381 98,468,049 CAPITAL PROJECTS Agua Hedionda Lift Station Biological Monitoring and Maintenance 225,001$ - - - - - - Buena Interceptor Sewer Access Road Improvements 1,150,000 (650,000) 650,000 - - - - Buena Interceptor Sewer Improvements 1,208,691 - - 2,950,000 2,950,000 3,540,000 3,540,000 Buena Interceptor Sewer Realignment - East Segment 507,000 - 1,200,000 1,200,000 2,400,000 1,800,000 - Cannon Road Lift Station Improvements 715,000 50,000 - - - - - Chinquapin Lift Station Improvements 300,000 920,000 - - - - - Encina Capital Projects 55,191,098 6,278,000 8,450,000 8,002,500 7,758,000 7,952,000 81,819,000 Foxes Landing Lift Station Wetwell and Pump Replacement 6,392,000 - - - - - - North Batiquitos Access Road Improvement 363,800 26,000 - - - - - North Batiquitos Lift Station Forcemain Rehabilitation 200,000 (125,000) - - - - - Odor and Corrosion Prevention Assessment 320,000 - - - - - - Orion Center 4,078,499 (3,778,500) 3,779,000 - - - - Poinsettia Lift Station Rehabilitation - 650,000 - 8,250,000 - - - SCADA Improvements 4,303,898 381,000 - - - - - Sewer Condition Assessment 1,557,998 100,000 100,000 100,000 - 100,000 1,000,000 Sewer Lift Station Repairs and Upgrades 4,385,384 150,000 150,000 150,000 150,000 150,000 1,500,000 Sewer Line Capacity Improvements 1,200,000 200,000 620,000 944,000 - - - Sewer System Rehabilitation and Replacement 9,426,478 1,200,000 1,850,000 1,850,000 1,850,000 1,850,000 27,400,000 Terramar Area Coastal Improvements - - - - - - - Vallecitos Interceptor Sewer Cleaning and CCTV 350,000 - - - - - - Village and Barrio Traffic Circles 160,001 500,000 - - - - - Villas Sewer Lift Station Replacement 1,254,002 75,000 - - - - - Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC1 - - 104,000 75,000 75,000 75,000 - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements - 86,000 31,000 598,000 598,000 22,000 300,000 Vista Carlsbad Interceptor - Reach VC3 - - - - - - - Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2)141,001 90,000 70,000 120,000 - - - Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)200,000 - 1,200,000 - - - - Total Project Expenditures 93,629,850 6,152,500 18,204,000 24,239,500 15,781,000 15,489,000 115,559,000 ENDING FUND BALANCE N/A (7,227,269)$ (8,896,698)$ (16,111,377)$ (15,955,334)$ (15,934,954)$ (33,025,904)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 2,583,440$ 3,737,122$ (375,373)$ 124,224$ 349,654$ 555,555$ REVENUES Developer Fees 4,743,682 1,277,505 589,597 315,430 295,901 19,675,140 Total Revenues N/A 4,743,682 1,277,505 589,597 315,430 295,901 19,675,140 CAPITAL PROJECTS Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 5,177,904$ - 2,500,000 - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 932,000 Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000 Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - El Camino Real and Cannon Road Intersection Improvements 3,536,001 - - - - - - El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - 438,000 El Camino Real Widening - Arenal Road to La Costa Avenue 3,250,001 4,000,000 - - - - - Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 - - - - - - Palomar Airport Road and College Boulevard Improvements 1,295,500 - - - - - - Sidewalk/Street Construction Program 3,800,000 (500,000) - - - - - Terramar Area Coastal Improvements 6,650,003 - 2,800,000 - - - - Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 900,000 Traffic Impact Fee Update 270,000 - - - - - - Traffic Monitoring Program 1,745,415 - - - - - - Valley and Magnolia Complete Streets 3,536,208 - - - - - - Total Project Expenditures 30,172,033 3,590,000 5,390,000 90,000 90,000 90,000 5,951,000 ENDING FUND BALANCE N/A 3,737,122$ (375,373)$ 124,224$ 349,654$ 555,555$ 14,279,694$ SEWER REPLACEMENT FUND TRAFFIC IMPACT FEES (TIF) June 13, 2023 Item #9 Page 112 of 542 I-40 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 5,726,270$ 5,972,270$ 6,612,470$ 7,801,254$ 9,579,014$ 13,381,149$ REVENUES Transportation Taxes 5,886,000 6,065,200 6,243,784 6,412,760 6,577,135 66,360,356 Total Revenues N/A 5,886,000 6,065,200 6,243,784 6,412,760 6,577,135 66,360,356 CAPITAL PROJECTS ADA Improvement Program 3,155,000$ 175,000 715,000 175,000 715,000 175,000 4,450,000 Barrio Street Lighting 1,280,000 1,280,000 1,030,000 - - - - Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,000 - - - - - - Carlsbad Boulevard Pedestrian Lighting 1,325,000 - - - - - - Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improv - - - - 1,320,000 - - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - 1,080,000 - - - - Chestnut Complete Street I-5 to Railroad Project Study - 85,000 - - - - - Christiansen Way Improvements - - - 310,000 - - - College Boulevard Extension 1,205,000 - - - - - - Coordinated Traffic Signal Program 2,583,980 - - - - - - Coordinated Traffic Signal Program 1,000,000 - - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,155,001 - - - - - - El Camino Real Widening - Sunny Creek to Jackspar 5,009,999 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 4,675,001 - - - - - - Pavement Management Program 19,186,565 1,150,000 1,650,000 1,650,000 1,650,000 1,650,000 16,500,000 Pavement Management Program 16,346,475 950,000 950,000 950,000 950,000 950,000 9,500,000 South Carlsbad Coastline 1,779,027 1,000,000 - - - - - State Street and Grand Avenue Road Improvements - - - 325,000 - - - Street Lighting Replacement Program 3,325,002 - - - - - - Terramar Area Coastal Improvements 1,000,000 1,000,000 - - - - - Valley and Magnolia Complete Streets 1,200,000 - - - - - - Valley Street Traffic Calming - - - 1,645,000 - - - Village and Barrio Traffic Circles 1,024,999 - - - - - - Total Project Expenditures 68,305,048 5,640,000 5,425,000 5,055,000 4,635,000 2,775,000 30,450,000 ENDING FUND BALANCE N/A 5,972,270$ 6,612,470$ 7,801,254$ 9,579,014$ 13,381,149$ 49,291,505$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 26,427,710$ 28,254,138$ 26,190,474$ 25,672,006$ 23,193,381$ 23,703,925$ REVENUES Developer Fees 2,637,428 1,057,336 1,266,532 313,376 1,010,544 12,914,170 Total Revenues N/A 2,637,428 1,057,336 1,266,532 313,376 1,010,544 12,914,170 CAPITAL PROJECTS College Boulevard - Cannon Road To Badger Lane (375 Zone)278,383$ - 1,250,000 - - - - College Boulevard - Cannon Road To Badger Lane (490 Zone)312,600 - 1,250,000 - - - - Desalinated Water Flow Control Facility No. 5 10,811,601 758,000 - - - - - Hydroelectric Generation at Water Facilities 428,000 33,000 385,000 - 1,225,000 - - Maerkle Reservoir Transmission Main - - 236,000 1,660,000 1,567,000 - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreem 600,000 - - - - - - Rancho Carlsbad Groundwater Supply 200,000 - - 125,000 - - 1,425,000 San Luis Rey Mission Basin Groundwater Supply - 20,000 - - - 500,000 30,900,000 Water Modeling 375,001 - - - - - - Total Project Expenditures 13,005,585 811,000 3,121,000 1,785,000 2,792,000 500,000 32,325,000 ENDING FUND BALANCE N/A 28,254,138$ 26,190,474$ 25,672,006$ 23,193,381$ 23,703,925$ 4,293,095$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A (15,673,990)$ 325,000$ 0$ 0$ 0$ 0$ REVENUES Recycled Water Loans and Grants 15,998,990 - - - - - Total Revenues N/A 15,998,990 - - - - - CAPITAL PROJECTS C-Tank Access Road Repair and Electrical Improvements 50,000$ - 325,000 - - - - Total Project Expenditures 50,000 - 325,000 - - - - ENDING FUND BALANCE N/A 325,000$ 0$ 0$ 0$ 0$ 0$ TRANSNET - LOCAL WATER CONNECTION - POTABLE WATER CONNECTION - RECYCLED June 13, 2023 Item #9 Page 113 of 542 I-41 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 15,085,158$ 17,241,013$ 6,701,400$ (7,305,234)$ (21,240,652)$ (20,665,498)$ REVENUES Transfer from Water Operating Fund 6,348,536 6,187,387 5,966,366 5,752,582 5,815,154 59,595,595 Total Revenues N/A 6,348,536 6,187,387 5,966,366 5,752,582 5,815,154 59,595,595 CAPITAL PROJECTS Abandon Potable Services (New Recycled Services)925,826$ 250,000 500,000 - - - - Carlsbad Boulevard Waterline Replacement at Terramar 4,730,001 - - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - - Cathodic Protection Program 1,796,702 190,000 190,000 190,000 190,000 190,000 540,000 Crestview Drive Transmission Main 321,000 284,000 - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - 1,000,000 - - - - - Fire Flow Capacity System Improvements 210,000 415,000 2,000,000 2,500,000 3,000,000 - - Limited Access Pipeline Relocation Program 1,940,000 761,000 - 6,348,000 2,875,000 - - Maerkle Facility Improvements 2,735,200 800,000 - -- - - Maerkle Reservoir Solar Project 249,170 - - - - - - Maerkle Reservoir Transmission Main 773,001 (578,000) 244,000 2,130,000 2,023,000 - - Normally Closed Valve (Install Motorized Valve)984,999 300,000 - - - - - Orion Center 6,789,410 (6,289,409) 6,290,000 - - - - Palomar Airport Waterline Realignment 2,332,999 - - - - - - Pressure Reducing Station Program 5,831,037 600,000 600,000 600,000 600,000 600,000 6,000,000 Rancho Carlsbad Groundwater Supply 200,000 - - 125,000 - - 1,425,000 Recycled Water Phase 3 - Reservoir 980,001 (800,000) - - - - - Reservoir Repair and Maintenance Program 5,850,000 2,040,000 - - - - 6,680,000 San Luis Rey Mission Basin Groundwater Supply - - - - - - - Santa Fe II Inlet Pipeline 529,650 - 206,000 115,000 1,920,000 - - Santa Fe II Reservoir Site Electrical Improvements 183,581 110,000 - - - - - SCADA Improvements 7,132,599 2,413,000 611,000 - - - - Tri-Agency Water Transmission Pipeline Replacement 3,618,973 (1,290,000) 431,000 3,585,000 4,630,000 - - Valley and Magnolia Complete Streets 71,000 - 650,000 - - - - Water Infrastructure Condition Assessment Program 2,190,001 410,000 420,000 420,000 450,000 450,000 4,730,000 Water Loss Monitoring Program 349,999 (182,911) - - - - - Water System Rehabilitation and Replacement 12,258,370 2,800,000 3,000,000 3,000,000 3,000,000 3,000,000 40,970,000 Water Valve Repair/Replacement Program 7,859,998 960,000 960,000 960,000 1,000,000 1,000,000 10,760,000 Technology Investment ProjectsMeter Data Management/Utility Analytics - - 550,000 - - - - Utility Billing Automation - - 75,000 - - - - Utility Billing Portal 90,000 - - - - - - Total Project Expenditures 71,533,459 4,192,680 16,727,000 19,973,000 19,688,000 5,240,000 71,105,000 ENDING FUND BALANCE N/A 17,241,013$ 6,701,400$ (7,305,234)$ (21,240,652)$ (20,665,498)$ (32,174,903)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 12,323,061$ 14,417,661$ 10,694,661$ 10,113,661$ 11,481,261$ 13,030,821$ REVENUES Transfer from Recycled Water Operating Fund 1,600,000 1,760,000 1,936,000 2,129,600 2,342,560 23,425,600 Total Revenues N/A 1,600,000 1,760,000 1,936,000 2,129,600 2,342,560 23,425,600 CAPITAL PROJECTS C-Tank Access Road Repair and Electrical Improvements 250,000$ - 1,000,000 - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)4,057,710 767,000 949,000 1,992,000 237,000 268,000 2,650,000 Carlsbad Water Recycling Facility Irrigation and Landscape 175,000 (140,000) - - - - - Carlsbad Water Recycling Facility Roof Replacement 225,000 156,000 - - - - - Cathodic Protection Program - 100,000 100,000 - - - - Orion Center 2,715,599 (2,515,600) 2,516,000 - - - - Recycled Water Condition Assessment Program 750,001 50,000 50,000 50,000 50,000 50,000 590,000 Recycled Water Phase 3 - Reservoir 3,319,997 200,000 - - - - - Recycled Water Pipeline Replacement - 350,000 350,000 350,000 350,000 350,000 5,060,000 Recycled Water Valve and Appurtenance Replacement Program 380,000 - 120,000 125,000 125,000 125,000 1,330,000 Reservoir Condition Assessment and Repair Program - 200,000 - - - - - SCADA Improvements 1,658,400 338,000 398,000 - - - - Total Project Expenditures 13,531,708 (494,600) 5,483,000 2,517,000 762,000 793,000 9,630,000 ENDING FUND BALANCE N/A 14,417,661$ 10,694,661$ 10,113,661$ 11,481,261$ 13,030,821$ 26,826,421$ WATER REPLACEMENT - RECYCLED WATER REPLACEMENT - POTABLE June 13, 2023 Item #9 Page 114 of 542 I-42 June 13, 2023 Item #9 Page 115 of 542 I-43 GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES BTD#2 – Bridge and Thoroughfare District No. 2 developer fees are paid to partially fund the Poinsettia Lane and Aviara Parkway street construction project. BTD#3 – Bridge and Thoroughfare District No. 3 developer fees are paid to partially fund Cannon Road improvements. CDBG – Community Development Block Grants are allocated by the federal government to help develop viable urban communities for low and moderate income households. CFD #1 – The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic projects, I-5 interchange projects, and road segments. Federal Grants (FED GRNT) – Federal Grants such as Highway Bridge Program funding. Gas Tax – Gas Tax revenues for street projects are received under the Streets & Highways Code of the State of California. Gas Tax 1B – Gas Tax revenues for street projects specifically for road maintenance and rehabilitation are received under the Streets & Highways Code of the State of California. General Capital Construction (GCC) – General Capital Construction funds, created through fund transfers from the city's General Fund, are used to fund various municipal and other capital projects. Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major maintenance and replacement of the city’s infrastructure. Other – Sources include revenues related to pending financing districts, property owner contributions, and contributions from other agencies. Park-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development. PIL fees are segregated by quadrant to fund park projects in those quadrants. Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer Planned Local Drainage Fees. PLD fees are segregated by drainage area. Public Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic facilities, park development, streets, traffic signals, and other facilities. Sewer Connection (SEWER CONN) – Development fees include Sewer Connection charges for expansion of sewer lines and facilities. June 13, 2023 Item #9 Page 116 of 542 I-44 Sewer Replacement (SEWER REPL) – Sewer Replacement is part of sewer user fees and pays for repair and replacement of the city's existing sewer system. Transportation Development Act (TDA) – City street and bicycle projects can receive funding from Transportation Development Act sales tax receipts. Traffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street construction and improvement projects. I-55 TransNet (TRNSNT-BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange and local road improvement projects. Water Connection (WATER CONN) – Development fees include Major Facility Fees used to fund expansion of water lines and ancillary water facilities. Water Replacement (WATER REPL) – Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing potable water lines and facilities. Water Recycled (RECL WATER) – Revenues used to fund new Recycled Water projects; revenues for Phase III expansion includes grant and loan funds. Water Recycled Replacement (RECL REPL) – Recycled Water Replacement funds are included in utility rates and pay for the repair and replacement of existing recycled water lines and facilities. Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor. The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment June 13, 2023 Item #9 Page 117 of 542 RESOLUTION NO. 2023-161 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 2023-24 FOR THE CITY OF CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS WHEREAS, the City Council of the City of Carlsbad, California, has reviewed the proposed final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for fiscal year (FY) 2023-24 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 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program" presented at the Joint Special Meeting on May 23, 2023 as Exhibit 1 to Item No. 9, as amended, if necessary, in accordance with Attachments A-A3, 8-82, C and D to this Exhibit 4 are adopted as the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for the City of Carlsbad for FY 2023-24 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 13, 2023. 3.That the amounts reflected as estimated revenues for FY 2023-24 as shown in Attachments A-A2 and B are adopted as the budgeted revenues for FY 2023-24. 4.That the amounts as designated as the FY 2023-24 Budget request in Attachments A-A3, 8-82 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. 5.That the items and amounts as shown in Attachment E are adopted as major capital outlay items for FY 2023-24. Exhibit 4 June 13, 2023 Item #9 Page 118 of 542 6.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. 7.That the following controls are placed on the use and transfer of budget funds: A.No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the City Council or City Manager as described below. i.The City Manager may authorize all transfers of funds from account to account within any department. ii.The City Manager may authorize transfers of funds between departments within the same fund in an amount up to $100,000 per transfer. iii.The City Manager may authorize transfers of funds from the Housing Trust Fund to the Section 8 Housing Fund program administration to support the program's fund balance and aid in the expansion of the program if costs exceed budget related to administration, payroll, vouchers, and related costs. 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 designated for the 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 increases of 15% or less to purchasing authority for capital outlay items requiring the City Council to act as the awarding authority approved in the budget process. vii.The City Manager may authorize budget adjustments to increase the appropriation for earned leave accrual expenses and liabilities. viii.The City Manager may authorize budget adjustments to increase the appropriation for unforeseen legal expenses and liabilities. June 13, 2023 Item #9 Page 119 of 542 ix.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. x.The City Council must authorize all transfers of funds from the City Council's Contingency Account. xi.The City Manager may delegate any of the authority given to the City Manager under this resolution. B.The City Council must authorize any increase in the number of authorized permanent personnel positions above the level identified in Attachment C. C.The City Manager may authorize the hiring of temporary or part-time staff as necessary within the limits imposed by the controls listed above. 8.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. 9.That interest earned on grants may be appropriated during the year for the purpose for which the grant was received. 10.That all appropriations in the Capital Improvement Program remaining unexpended at June 30, 2023, are appropriated to FY 2023-24 in their respective project budgets. 11.That all appropriations in the Strategic Digital Transformation Investment Program remaining unexpended at June 30, 2023, are appropriated to FY 2023-24 in their respective project budgets. 12.That.all appropriations in the Operating Budget remaining unexpended at June 30, 2023 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 2023-24. 13.That all appropriations for outstanding encumbrances as of June 30, 2023, are continued into FY 2023-24 for such contracts or obligations. June 13, 2023 Item #9 Page 120 of 542 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 Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 13th day of June, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. KEITH BLACKBURN, Mayor LsHERRY FREISINGER, City Clerk t• -(SEAL) June 13, 2023 Item #9 Page 121 of 542 B‐23  SCHEDULE OF PROJECTED FUND BALANCE Projected Projected Beginning Ending Change as % of Fund Balance Estimated Estimated Fund Balance July 1, 2022 Fund July 1, 2022 Revenues Expenditures June 30, 2023 Fund Balance General Fund 122,554,527$     * 207,801,063$  212,492,054$  117,863,536$  *‐3.8% Special Revenue Funds   Affordable Housing 17,341,701   884,406  288,618    17,937,489      3.4%   Agricultural Mitigation Fee 1,186,588      13,500     392,687     807,401  ‐32.0%   Buena Vista Channel Maintenance District 1,527,280      119,095  195,245     1,451,130    ‐5.0%   Citizens' Option for Public Safety 389,368    287,200  265,705     410,863  5.5%   Community Activity Grants 1,079,163      12,000     ‐    1,091,163    1.1%   Community Development Block Grant 569,707    701,309   728,372     542,644  ‐4.8%   Cultural Arts Donations 334,071    28,424     85,489       277,006  ‐17.1%   Habitat Mitigation Fee ‐   52,002     52,002       ‐      0.0%   Library and Arts Endowments 259,307    2,500   4,000    257,807  ‐0.6%   Library Gifts and Bequests 1,692,630      136,500   275,041     1,554,089    ‐8.2%   Lighting and Landscaping District 2 4,825,153      759,743   335,033     5,249,863    8.8%   Local Cable Infrastructure 806,259    299,000   435,000     670,259  ‐16.9%   Median Maintenance District 315,473    1,316,900     1,476,870       155,503  ‐50.7%   Opioid Settlement Fund ‐   238,846   ‐    238,846  0.0%   Parking In Lieu Fee 1,146,591      13,000     53,000       1,106,591    ‐3.5%   Permanent Local Housing Allocation ‐   ‐       ‐   ‐      0.0%   Police Asset Forfeiture 239,638    2,368   105,869    136,137  ‐43.2%   Public Safety Grants 19,485       301,796   321,281    ‐       ‐100.0%   Recreation Donations 307,647    58,711     84,809       281,549  ‐8.5%   Rental Assistance 196,913    10,850,661  10,860,729    186,845  ‐5.1%   Senior Donations 299,770    20,646     43,500       276,916  ‐7.6%   Street Lighting Maintenance District 2,712,485      1,000,972    916,850    2,796,607    3.1%   Street Tree Maintenance District 255,061    920,500  1,075,168      100,393  ‐60.6%   Tyler Court Apartments 68,224      681,472  748,339    1,357      ‐98.0% Total Special Revenue Funds 35,572,514   18,701,551  18,743,607    35,530,458      ‐0.1% Enterprise Funds   Water Operations 31,998,456   46,727,000  48,000,000    30,725,456      ‐4.0%   Recycled Water Operations 4,335,400      8,787,905    9,000,000      4,123,305    ‐4.9%   Wastewater Operations 10,692,480   19,168,000  16,900,000    12,960,480      21.2%   Solid Waste Management 12,748,480   3,854,582    4,982,227      11,620,835      ‐8.9%   Golf Course 3,917,630      10,586,297  8,660,962      5,842,965    49.2% Total Enterprise Funds 63,692,446   89,123,784  87,543,189    65,273,041      2.5% Internal Service Funds   Workers' Compensation 1,084,141      14,008,855   6,267,000       8,825,996    714.1%   Risk Management (200,336)   4,971,351     5,155,035       (384,020)      91.7%   Vehicle Maintenance 150,341    4,725,118     4,017,238       858,221  470.9%   Vehicle Replacement 18,715,868   3,970,753     7,398,750       15,287,871      ‐18.3%   Information Technology 9,349,922      16,542,819  17,086,055    8,806,686    ‐5.8% Total Internal Service Funds 29,099,936   44,218,896  39,924,078    33,394,754      14.8% Successor Agency Housing Trust Fund 1,150,471      1,008,646     1,038,203       1,120,914    ‐2.6% Total Operating Funds 252,069,894$     360,853,940$  359,741,131$  253,182,703$  0.4% *For the General Fund only, this represents unassigned fund balance.  Attachment A June 13, 2023 Item #9 Page 122 of 542 B‐24  SCHEDULE OF PROJECTED FUND BALANCE Projected Projected Beginning Ending Change as % of  Fund Balance Estimated Adopted Fund Balance June 30, 2023 Fund June 30, 2023 Revenues Budget June 30, 2024 Fund Balance General Fund 117,863,536$       * 212,012,126$     211,709,604$     118,166,058$    *0.3% Special Revenue Funds   Affordable Housing 17,937,489   581,663   668,530  17,850,622   ‐0.5%   Agricultural Mitigation Fee 807,401   13,000   ‐    820,401    1.6%   Buena Vista Channel Maintenance District 1,451,130     116,000    195,245   1,371,885   ‐5.5%   Citizens' Option for Public Safety 410,863   252,500    295,298   368,065    ‐10.4%   Community Activity Grants 1,091,163     12,000   30,000   1,073,163   ‐1.7%   Community Development Block Grant 542,644   585,275    702,305   425,614    ‐21.6%   Cultural Arts Donations 277,006   3,424   148,750   131,680    ‐52.5%   Habitat Mitigation Fee ‐     ‐   ‐    ‐  0.0%   Library and Arts Endowments 257,807   2,500   6,000   254,307    ‐1.4%   Library Gifts and Bequests 1,554,089     90,500   462,785   1,181,804   ‐24.0%   Lighting and Landscaping District 2 5,249,863     854,900    367,500   5,737,263   9.3%   Local Cable Infrastructure 670,259   282,000    538,956   413,303    ‐38.3%   Median Maintenance District 155,503   1,400,000   1,396,580   158,923    2.2%   Opioid Settlement Fund 238,846   ‐   21,466   217,380    ‐9.0%   Parking In Lieu Fee 1,106,591     13,000   56,000   1,063,591   ‐3.9%   Permanent Local Housing Allocation ‐     1,119,126   1,119,126   ‐  0.0%   Police Asset Forfeiture 136,137   2,400   75,000   63,537    ‐53.3%   Public Safety Grants ‐     ‐   ‐    ‐  0.0%   Recreation Donations 281,549   49,200   81,200   249,549    ‐11.4%   Rental Assistance 186,845   11,334,677   11,339,700   181,822    ‐2.7%   Senior Donations 276,916    18,500  33,500  261,916    ‐5.4%   Street Lighting Maintenance District 2,796,607   1,024,754    1,100,077    2,721,284   ‐2.7%   Street Tree Maintenance District 100,393    1,005,000    1,004,763    100,630    0.2%   Tyler Court Apartments 1,357  774,967   604,523  171,801    12560.4% Total Special Revenue Funds 35,530,458  19,535,386  20,247,304   34,818,540    ‐2.0% Enterprise Funds   Water Operations 30,725,456   48,149,000   54,759,803   24,114,653   ‐21.5%   Recycled Water Operations 4,123,305   8,926,380    11,849,122   1,200,563   ‐70.9%   Wastewater Operations 12,960,480   22,356,000   23,068,138   12,248,342   ‐5.5%   Solid Waste Management 11,620,835   3,165,200    5,950,634    8,835,401   ‐24.0%   Golf Course 5,842,965   10,249,500   10,121,000   5,971,465   2.2% Total Enterprise Funds 65,273,041  92,846,080  105,748,697   52,370,424    ‐19.8% Internal Service Funds   Workers' Compensation 8,825,996   6,098,510    5,157,892    9,766,614   10.7%   Risk Management (384,020)  7,109,660    6,718,232    7,408    ‐101.9%   Vehicle Maintenance 858,221    3,632,863    3,696,339    794,745    ‐7.4%   Vehicle Replacement 15,287,871   4,311,539    1,068,564    18,530,846   21.2%   Information Technology 8,806,686   17,204,775   16,637,475   9,373,986   6.4% Total Internal Service Funds 33,394,754    38,357,347    33,278,502   38,473,599   15.2% Successor Agency Housing Trust Fund 1,120,914    ‐    1,059,500    61,414   ‐94.5% Total Operating Funds 253,182,703$        362,750,939$     372,043,607$     243,890,035$    ‐3.7% *For the General Fund only, this represents unassigned fund balance.  June 13, 2023 Item #9 Page 123 of 542 B‐25  SCHEDULE OF REVENUE ESTIMATES 2022‐23 2023‐24 Change as % Difference  2021‐22 Estimated Estimated of  2022‐23 2022‐23 to Revenue Source Actuals Revenue Revenue Estimated 2023‐24 General Fund Taxes    Property Tax 80,015,372$      81,509,276$     84,246,868$     3.4% 2,737,592$          Sales Tax 51,175,423  51,379,433  51,064,943   ‐0.6% (314,490)       Transient Occupancy Tax 32,402,771  32,500,000  32,861,193   1.1% 361,193      Franchise Tax 6,370,942  6,971,000  7,084,717  1.6% 113,717      Business License Tax 6,619,296  6,242,000  6,435,502  3.1% 193,502      Transfer Tax 2,178,717  1,570,000  1,624,950  3.5%54,950    Total Taxes 178,762,521  180,171,709   183,318,173   1.8% 3,146,464    Intergovernmental    Homeowners Exemption 338,265    353,000   353,000    0.0%‐      Other Intergovernmental 7,387,339  821,418   657,951    ‐19.9% (163,467)    Total Intergovernmental 7,725,604  1,174,418  1,010,951  ‐13.9% (163,467)    Licenses and Permits    Building Permits 1,691,494  1,800,000  1,250,000  ‐30.6% (550,000)       Other Licenses and Permits 1,054,108  867,980   850,500    ‐2.0% (17,480)    Total Licenses And Permits 2,745,602  2,667,980  2,100,500  ‐21.3% (567,480)    Charges for Services    Planning Fees 698,900    476,800   445,000    ‐6.7% (31,800)       Building Department Fees 863,329    1,008,000  860,000    ‐14.7% (148,000)       Engineering Fees 933,326    929,100   772,000    ‐16.9% (157,100)       Ambulance Fees 3,425,287  4,430,000  6,330,000  42.9% 1,900,000       Recreation Fees 2,701,108  2,529,837  2,598,600  2.7%68,763       Other Charges or Fees 1,715,034  1,202,575  1,584,245  31.7% 381,670   Total Charges For Services 10,336,984  10,576,312  12,589,845   19.0% 2,013,533    Fines and Forfeitures 342,948    355,770   276,200    ‐22.4% (79,570)    Income from Investments and Property (5,524,578)   6,021,288  5,948,225  ‐1.2% (73,063)    Interdepartmental Charges 5,314,617  5,375,335  5,746,232  6.9% 370,897   Other Revenue Sources 1,351,103  1,458,251  1,022,000  ‐29.9% (436,251)    Total General Fund 201,054,801$       207,801,063$     212,012,126$       2.0% 4,211,063$       * Interest is calculated on an amortized cost basis.  Attachment A2 June 13, 2023 Item #9 Page 124 of 542 B‐26  SCHEDULE OF REVENUE ESTIMATES                          2022‐23 2023‐24 Change as %Difference  2021‐22 Estimated Estimated of  2022‐23 2022‐23 to Revenue Source Actuals Revenue Revenue Estimated 2023‐24 Special Revenue Funds Affordable Housing    Affordable Housing Fees 342,149$              247,946$              247,000$              ‐0.4%(946)$                       Property Tax ‐                         ‐                         ‐                         0.0%‐                           Interest Income (491,215)               587,196                 329,663                 ‐43.9% (257,533)                 Other Revenue 1,112,930             49,264                   5,000                     ‐89.9% (44,264)                Total Affordable Housing 963,864                 884,406                 581,663                 ‐34.2% (302,743)              Agricultural Mitigation Fee    Agricultural Mitigation Fees 210,100                  ‐                          ‐                         0.0%‐                           Interest Income (49,135)                  13,500                   13,000                    ‐3.7% (500)                      Total Agriculutural Mitigation Fee 160,965                 13,500                   13,000                    ‐3.7% (500)                      Buena Vista Channel Maintenance    Assessment Fees 161,000                 100,000                 100,000                 0.0%‐                           Interest Income (61,578)                  19,095                   16,000                   ‐16.2%(3,095)                   Total Buena Vista Channel Maintenance 99,422                   119,095                 116,000                 ‐2.6%(3,095)                   Citizens' Option for Public Safety    State Funding (AB3229)283,504                 282,500                 250,000                 ‐11.5% (32,500)                   Interest Income (16,893)                  4,700                     2,500                     ‐46.8%(2,200)                   Total Citizens' Option For Public Safety 266,611                 287,200                 252,500                 ‐12.1% (34,700)                Community Activity Grants    Interest Income (45,969)                  12,000                   12,000                   0.0%‐                        Total Community Activity Grants (45,969)                  12,000                   12,000                   0.0%‐                        Community Development Block Grant    Federal Grant 1,036,043             508,874                 545,490                 7.2%36,616                     Interest Income 50,419                   10,047                   10,147                   1.0%100                          Other Revenue 325,511                 182,388                 29,638                   ‐83.8% (152,750)              Total Community Dev. Block Grant 1,411,973             701,309                 585,275                 ‐16.6% (116,034)              Cultural Arts Donations    Donations 48,000                   25,000                   ‐                         ‐100.0% (25,000)                   Interest Income (14,453)                  3,424                     3,424                     0.0%‐                        Total Cultural Arts Donations 33,547                   28,424                   3,424                     ‐88.0% (25,000)                Habitat Mitigation Fee    Mitigation Fees 64,552                   51,562                   ‐                         ‐100.0% (51,562)                   Interest Income 648                        440                        ‐                         ‐100.0%(440)                      Total Habitat Mitigation Fee 65,200                   52,002                   ‐                         ‐100.0% (52,002)                June 13, 2023 Item #9 Page 125 of 542 B‐27  SCHEDULE OF REVENUE ESTIMATES           2022‐23 2023‐24 Change as % Difference  2021‐22 Estimated Estimated of  2022‐23 2022‐23 to Revenue Source Actuals Revenue Revenue Estimated 2023‐24 Special Revenue Funds ‐ Continued Library And Arts Endowment Fund    Interest Income (11,044)$               2,500$                   2,500$                   0.0%‐$                      Total Library And Arts Endowment Fund (11,044)                  2,500                     2,500                     0.0%‐                        Library Gifts/Bequests    Gifts and Bequests 248,851                 120,000                 74,000                   ‐38.3% (46,000)                   Interest Income (73,328)                  16,500                   16,500                   0.0%‐                        Total Library Gifts/Bequests 175,523                 136,500                 90,500                   ‐33.7% (46,000)                Lighting And Landscaping District 2    Assessment Fees 661,641                 686,700                 781,200                 13.8%94,500                     Interest Income (201,598)               73,043                   73,700                   0.9%657                       Total Lighting And Landscaping Dist. 2 467,567                 759,743                 854,900                 12.5%95,157                  Local Cable Infrastructure Fund    Cable Fees 301,514                 290,000                 275,000                 ‐5.2% (15,000)                   Interest Income (32,840)                  9,000                     7,000                     ‐22.2%(2,000)                   Total Local Cable Infrastructure Fund 268,674                 299,000                 282,000                 ‐5.7% (17,000)                Median Maintenance    Assessment Fees 346,058                 365,000                 365,000                 0.0%‐                           Other 952,289                 951,900                 1,035,000             8.7%83,100                  Total Median Maintenance 1,298,347             1,316,900             1,400,000             6.3%83,100                  Opioid Settlement Fund    Settlements ‐                         238,846                 ‐                         ‐100.0% (238,846)              Total Median Maintenance ‐                         238,846                 ‐                         ‐100.0% (238,846)              Parking In Lieu    Parking In Lieu Fees 44,960                   ‐                         ‐                         0.0%‐                           Interest Income (49,043)                  13,000                   13,000                   0.0%‐                        Total Parking In Lieu (4,083)                    13,000                   13,000                   0.0%‐                        Permanent Local Housing Allocation    Federal Grant ‐                         ‐                         1,119,126             0.0% 1,119,126            Total Police Grants ‐                         ‐                         1,119,126             0.0% 1,119,126            Police Asset Forfeiture    Asset Forfeitures 2,672                     ‐                         ‐                         0.0%‐                           Interest Income (10,275)                  2,368                     2,400                     1.4%32                         Total Police Asset Forfeiture (7,603)                    2,368                     2,400                     1.4%32                         Public Safety Grants    Federal Grant 171,776                 301,796                 ‐                         ‐100.0% (301,796)              Total Police Grants 171,776                 301,796                 ‐                         ‐100.0% (301,796)              Recreation Donations      Donations 67,052                   55,981                   46,500                   ‐16.9%(9,481)                      Interest Income (13,157)                  2,730                     2,700                     ‐1.1%(30)                        Total Recreation Donations 53,895                   58,711                   49,200                   ‐16.2%(9,511)                   June 13, 2023 Item #9 Page 126 of 542 B‐28  SCHEDULE OF REVENUE ESTIMATES         2022‐23 2023‐24 Change as %Difference  2021‐22 Estimated Estimated of  2022‐23 2022‐23 to Revenue Source Actuals Revenue Revenue Estimated 2023‐24 Special Revenue Funds ‐ Continued Rental Assistance    Federal Grant 8,933,219$           8,988,081$           9,035,487$           0.5%47,406$                  Other Revenue 1,109,397             1,862,580             2,299,190             23.4% 436,610               Total Rental Assistance 10,042,616           10,850,661           11,334,677           4.5% 484,016               Senior Donations    Donations 3,035                     6,400                     5,000                     ‐21.9%(1,400)                      Interest Income (12,822)                  3,500                     3,500                     0.0%‐                           Other Revenue 11,137                   10,746                   10,000                   ‐6.9%(746)                      Total Senior Donations 1,350                     20,646                   18,500                   ‐10.4%(2,146)                   Street Lighting    Assessment Fees 739,284                 740,000                 740,000                 0.0%‐                           Other Revenue 155,790                 228,222                 254,754                 11.6%26,532                     Interest Income (117,704)               32,750                   30,000                   ‐8.4%(2,750)                   Total Street Lighting 777,370                 1,000,972             1,024,754             2.4%23,782                  Street Tree Maintenance    Assessment Fees 471,860                 470,000                 470,000                 0.0%‐                           Other Revenue 440,239                 450,500                 535,000                 18.8%84,500                  Total Street Tree Maintenance 912,099                 920,500                 1,005,000             9.2%84,500                  Tyler Court Apartments    Rental Income 649,402                 680,000                 772,982                 13.7%92,982                     Other Revenue 3,196                     1,472                     1,985                     34.9%513                          Interest Income 69                           ‐                         ‐                         0.0%‐                        Total Tyler Court Apartments 652,667                 681,472                 774,967                 13.7%93,495                  Total Special Revenue Funds 17,754,767$         18,701,551$         19,535,386$         4.5% 833,835$             June 13, 2023 Item #9 Page 127 of 542 B‐29  SCHEDULE OF REVENUE ESTIMATES         2022‐23 2023‐24 Change as %Difference  2021‐22 Estimated Estimated of  2022‐23 2022‐23 to Revenue Source Actuals Revenue Revenue Estimated 2023‐24 Enterprise Funds Water Operations    Water Sales 27,783,136$         27,012,000$         27,822,000$         3.0% 810,000$                Ready‐to‐Serve charge 12,737,089           13,462,000           13,866,000           3.0% 404,000                  Property Tax 4,694,121             4,705,000             4,705,000             0.0%‐                           New Account Charges 105,269                 108,000                 108,000                 0.0%‐                           Back‐Flow Program Fees 167,823                 168,000                 168,000                 0.0%‐                           Penalty Fees 189,399                 391,000                 411,000                 5.1% 20,000                     Interest Income (1,498,707)            319,000                 389,000                 21.9% 70,000                     Engineering Overhead 95,307                   155,000                 155,000                 0.0%‐                           Service Connection Fees (13,700)                  15,000                   20,000                   33.3% 5,000                       Other Revenue 3,679,732             392,000                 505,000                 28.8% 113,000               Total Water Operations 47,939,469           46,727,000           48,149,000           3.0% 1,422,000            Recycled Water Operations    Water Sales 6,924,934             7,103,000             7,210,000             1.5% 107,000                  Ready‐to‐Serve charge 1,271,831             1,350,000             1,370,000             1.5%20,000                     Interest Income 320,128                 (89,600)                  (80,000)                  ‐10.7%9,600                       Other Revenue 214,299                 424,505                 426,380                 0.4%1,875                    Total Recycled Water Operations 8,731,192             8,787,905             8,926,380             1.6% 138,475               Wastewater Operations      Service Charges 16,057,876           18,741,000           21,927,000           17.0% 3,186,000               Misc. Sewer 162,518                 12,000                   12,000                   0.0%‐                           Engineering Overhead 65,119                   120,000                 120,000                 0.0%‐                           Penalty Fees 61,779                   120,000                 120,000                 0.0%‐                           Interest Income (551,699)               108,000                 110,000                 1.9%2,000                       Other Revenue 238,485                 67,000                   67,000                   0.0%‐                        Total Wastewater Operations 16,034,078           19,168,000           22,356,000           16.6% 3,188,000            Solid Waste Management    Recycling Fees (AB939) 428,284                 800,000                 800,000                 0.0%‐                           Penalty Fees 32,307                   1,500                      ‐                          ‐100.0% (1,500)                      Trash Surcharge 3,223,792             1,900,000             1,300,000              ‐31.6% (600,000)                 Interest Income (524,899)               132,260                 125,200                  ‐5.3% (7,060)                      Other Revenue 578,967                 1,020,822             940,000                  ‐7.9% (80,822)                Total Solid Waste Management 3,738,451             3,854,582             3,165,200              ‐17.9% (689,382)              Golf Course Operations    Charges for Services 10,424,281           10,437,122           10,085,000           ‐3.4% (352,122)                 Interest Income (103,721)               68,675                   84,000                   22.3%15,325                     Other Revenue 102,878                 80,500                   80,500                   0.0%‐                        Total Golf Course Operations 10,423,438           10,586,297           10,249,500           ‐3.2% (336,797)              Total Enterprise Funds 86,866,628$         89,123,784$         92,846,080$         4.2% 3,722,296$          June 13, 2023 Item #9 Page 128 of 542 B‐30  SCHEDULE OF REVENUE ESTIMATES                   2022‐23 2023‐24 Change as % Difference  2021‐22 Estimated Estimated of  2022‐23 2022‐23 to Revenue Source Actuals Revenue Revenue Estimated 2023‐24 Internal Service Funds Workers' Compensation    Interdepartmental Charges 4,524,120$           5,174,620$           5,908,510$           14.2% 733,890$                Interest Income (567,118)               190,000                 190,000                 0.0%‐                           Other Revenue 849,077                 8,644,235             ‐                         ‐100.0% (8,644,235)           Total Workers' Compensation 4,806,079             14,008,855           6,098,510             ‐56.5% (7,910,345)           Risk Management    Interdepartmental Charges 3,305,532             3,890,450             7,069,660             81.7% 3,179,210               Interest Income (206,581)               40,000                   40,000                   0.0%‐                           Other Revenue 49,453                   1,040,901             ‐                         ‐100.0% (1,040,901)           Total Risk Management 3,148,404             4,971,351             7,109,660             43.0% 2,138,309            Vehicle Maintenance      Interdepartmental Charges 3,038,651             3,272,355             3,605,863             10.2% 333,508                  Interest Income (13,555)                  10,807                   7,000                     ‐35.2%(3,807)                      Other Revenue 67,848                   1,441,956             20,000                   ‐98.6% (1,421,956)           Total Vehicle Maintenance 3,092,944             4,725,118             3,632,863             ‐23.1% (1,092,255)           Vehicle Replacement    Interdepartmental Charges 3,574,152             3,575,367             3,948,539             10.4% 373,172                  Interest Income (802,235)               220,386                 213,000                 ‐3.4%(7,386)                      Other Revenue 1,505,548             175,000                 150,000                 ‐14.3% (25,000)                Total Vehicle Replacement 4,277,465             3,970,753             4,311,539             8.6% 340,786               Information Technology    Interdepartmental Charges 14,759,399           16,408,619           17,123,775           4.4% 715,156                  Interest Income (355,281)               82,000                   81,000                   ‐1.2%(1,000)                      Other Revenue 29,949                   52,200                   ‐                         ‐100.0% (52,200)                Total Information Technology 14,434,067           16,542,819           17,204,775           4.0% 661,956                  Total Internal Service Funds 29,758,959$         44,218,896$         38,357,347$         ‐13.3% (5,861,549)$         Trust Funds Sucssessor Agency Housing Fund    Property Tax Increment 848,207                 954,059                 ‐                         ‐100.0% (954,059)                 Interest Income 54,646                   54,587                   ‐                         ‐100.0% (54,587)                Total Successor Agency Housing Fund 902,853                 1,008,646             ‐                         ‐100.0% (1,008,646)           Total Trust Funds 902,853$              1,008,646$           ‐$                       ‐100.0% (1,008,646)$         Total Operating Funds 336,338,008$       360,853,940$       362,750,939$       0.5% 1,896,999$          June 13, 2023 Item #9 Page 129 of 542 B‐31  SCHEDULE OF BUDGET EXPENDITURES 2022‐23 Change as % 2020‐21 2021‐22 Estimated 2022‐23 2023‐24 of 2022‐23 Department Actuals Actuals Expenditures Budget Budget Budget General Fund Policy And Leadership Group City Council 487,977$         534,144$          546,770$        652,220$          607,078$          ‐6.9% City Attorney 2,036,466    2,081,883   2,000,000    2,033,508    2,115,596   4.0% City Clerk 1,207,035    1,296,312   1,300,000    1,394,162    1,274,455   ‐8.6% City Manager 1,939,537    2,013,122   2,058,720    2,156,145    2,184,823   1.3% City Treasurer 235,400     243,289     214,500   249,945     279,149     11.7% Communication & Engagement 1,493,938    2,037,551   2,029,500    1,979,186    1,953,098   ‐1.3% Total Policy And Leadership Group 7,400,353     8,206,301    8,149,490     8,465,166     8,414,199    ‐0.6% Administrative Services Administration ‐    706,556     741,397   747,797     784,107     5% Finance 5,810,863    5,623,094   5,300,000    5,472,176    5,323,368   ‐2.7% Human Resources 4,359,159    4,388,148   4,829,000    5,264,775    5,029,995   ‐4.5% Innovation & Economic Development 1,427,603    1,334,163   2,579,800    2,585,951    2,608,489   0.9% Total Administrative Services 11,597,625     12,051,961    13,450,197     14,070,699     13,745,959    ‐2.3% Community Services Community Services Administration 654,001     663,579     675,000   675,917     585,411     ‐13.4% Community Development 10,715,350   12,064,408   10,690,000    10,384,700    11,012,958   6.0% Housing & Homeless Services ‐    ‐    2,657,643    3,134,115    2,765,195   ‐12% Library & Cultural Arts 12,344,689   13,024,082   13,262,900    14,088,425    13,637,285   ‐3.2% Parks & Recreation 16,786,632   19,251,458   21,597,193    21,167,014    21,055,565   ‐0.5% Total Community Services 40,500,672     45,003,527    48,882,736     49,450,171     49,056,414    ‐0.8% Public Safety Fire 30,712,871   33,684,622   38,995,265    37,756,943    37,882,886   0.3% Police 47,615,546   50,824,125   56,456,326    51,240,884    55,615,155   8.5% Total Public Safety 78,328,417     84,508,747    95,451,591     88,997,827     93,498,041    5.1% Public Works Public Works Administration 1,808,997    1,760,326   1,414,235    1,440,649    1,562,272   8.4% Construction Management & Inspection 2,728,545    2,909,255   3,301,343    3,262,768    3,257,906   ‐0.1% Environmental Sustainability 1,030,453    1,238,207   1,030,986    1,159,789    1,178,783   1.6% Fleet & Facilities 5,341,736    6,297,998   8,001,952    6,768,736    7,497,115   10.8% Transportation 7,553,800    8,048,352   9,223,272    9,707,559    9,732,215   0.3% Total Public Works 18,463,531     20,254,138    22,971,788     22,339,501     23,228,291    4.0% Miscellaneous Non‐Departmental Expenditures Community Contributions 2,595     ‐    ‐     ‐     ‐    ‐ Dues & Subscriptions 72,714     75,069     80,000   80,000     80,000     0.0% Legal Services 755,312     519,683     275,000   1,000,000    750,000     ‐25.0% Professional Services 34,194     33,980     45,000   41,658     39,700     ‐4.7% Other Miscellaneous Expenditures 1,055,650    50,787     60,000   100,000     100,000     0.0% Personnel Related 184,337     155,595     144,000   1,050,000    1,637,000   55.9% COVID‐related 245,579     177,677     44,000   ‐     ‐    ‐ Vacancy savings ‐    ‐    (2,000,000)    (2,000,000)    (2,000,000)   0.0% Property Tax & Other Administration 759,165     725,588     730,000   750,000     750,000     0.0% Total Miscellaneous Non‐Departmental Expenditures 3,109,546     1,738,379    (622,000)      1,021,658     1,356,700    32.8% Attachment A3 June 13, 2023 Item #9 Page 130 of 542 B‐32  SCHEDULE OF BUDGET EXPENDITURES           2022‐23 Change as % 2020‐21 2021‐22 Estimated 2022‐23 2023‐24 of 2022‐23 Department Actuals Actuals Expenditures Budget Budget Budget General Fund ‐ Continued Transfers Transfer to General Capital Construction Fund 4,500,000$          13,283,056$      3,956,000$         3,956,000$        11,600,000$      0.0% Transfer to Infrastructure Replacement Fund 4,500,000            283,000              3,956,000            3,956,000           4,200,000           0.0% Transfer from Infrastructure Replacement Fund ‐                         ‐                       ‐                         ‐                       ‐                       ‐ Transfer to Technology Investment Capital Fund 10,656,000        3,956,000            3,956,000           4,200,000            Transfer To LLD#1 (Medians & Trees) 700,000                1,390,000           1,400,000            1,400,000           1,570,000           0.0% Transfer To Storm Water Program 281,040                322,000              332,000               332,000              340,000              0.0% Other Miscellaneous Transfers 47,031,506          993,748              10,608,252          ‐                       ‐                       ‐100.0% Total Transfers 57,012,546          26,927,804        24,208,252         13,600,000        21,910,000        61.1% Total Miscellaneous Non‐Departmental 60,122,092          28,666,183        23,586,252         14,621,658        23,266,700        59.1% Subtotal General Fund 216,412,690        198,690,857      212,492,054       197,945,022      211,209,604      6.7% Contingencies ‐                        ‐                      ‐                       500,000              500,000              0.0% Total General Fund 216,412,690$      198,690,857$    212,492,054$     198,445,022$    211,709,604$    6.7% Special Revenue Funds Affordable Housing 4,674,625$          237,513$            288,618$             393,385$            668,530$            69.9% Agricultural Mitigation Fee ‐                        ‐                      392,687               ‐                      ‐                      ‐ Buena Vista Channel Maintenance 80,982                  75,104                195,245               195,245              195,245              0.0% Citizens' Option For Public Safety 263,590                181,912              265,705               265,705              295,298              11.1% Community Activity Grants ‐                         ‐                       ‐                        30,000                30,000                0.0% Community Development Block Grant 936,783                1,429,464           728,372               636,728              702,305              10.3% Cultural Arts Donations 25,447                  37,840                85,489                 131,750              148,750              12.9% Flower Fields Grant Program ‐                        ‐                      ‐                        ‐                      ‐                      ‐ Habitat Mitigation Fee 16,961                  14,535                52,002                 ‐                      ‐                      ‐ Library And Arts Endowment Fund ‐                        480                      4,000                   6,000                  6,000                  0.0% Library Gifts/Bequests 144,279                137,515              275,041               394,467              462,785              17.3% Lighting And Landscaping District 2 287,307                258,171              335,033               338,070              367,500              8.7% Local Cable Infrastructure Fund 336,001                403,843              435,000               395,006              538,956              36.4% Median Maintenance 1,036,374            1,067,645           1,476,870            1,329,900           1,396,580           5.0% Opioid Settlement Fund ‐                        ‐                      ‐                        ‐                      21,466                ‐ Parking In Lieu 48,244                  49,674                53,000                 53,000                56,000                5.7% Permanent Local Housing Allocation ‐                        ‐                      ‐                        ‐                      1,119,126           ‐ Police Asset Forfeiture 54,225                  12,228                105,869               125,000              75,000                ‐40.0% Public Safety Grants 117,267                78,602                321,281               ‐                      ‐                      ‐ Recreation Donations 26,165                  38,755                84,809                 81,009                81,200                0.2% Rental Assistance 9,024,886            10,081,418        10,860,729         10,409,089        11,339,700        8.9% Senior Donations 5,367                    37,796                43,500                 50,500                33,500                ‐33.7% Street Lighting 777,332                927,419              916,850               1,065,393           1,100,077           3.3% Street Tree Maintenance 750,272                816,583              1,075,168            880,235              1,004,763           14.1% Tyler Court Apartments 474,209                915,040              748,339               540,716              604,523              11.8% Total Special Revenue Funds 19,080,316$        16,801,537$      18,743,607$       17,321,198$      20,247,304$      16.9% June 13, 2023 Item #9 Page 131 of 542 B‐33  SCHEDULE OF BUDGET EXPENDITURES     2022‐23 Change as % 2020‐21 2021‐22 Estimated 2022‐23 2023‐24 of 2022‐23 Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds Water Operations 47,685,382$        44,316,249$      48,000,000$       49,715,832$      54,759,803$      10.1% Recycled Water Operations 7,603,103            8,124,171           9,000,000            11,206,521        11,849,122        5.7% Wastewater Operations 13,053,207          12,909,801        16,900,000         16,999,568        23,068,138        35.7% Solid Waste Management 5,003,349            4,744,618           4,982,227            5,801,402           5,950,634           2.6% Golf Course Operations 6,832,769            8,345,328           8,660,962            9,195,000           10,121,000        10.1% Total Enterprise Funds 80,177,810$        78,440,167$      87,543,189$       92,918,323$      105,748,697$    13.8% Internal Service Funds Workers' Compensation 3,408,864$          6,980,247$        6,267,000$         4,507,014$        5,157,892$        14.4% Risk Management 2,675,135            4,519,731           5,155,035            3,780,570           6,718,232           77.7% Self‐Insured Benefits 1,834,163            ‐                      ‐                        ‐                      ‐                      ‐ Vehicle Maintenance 3,239,389            3,523,778           4,017,238            3,506,140           3,696,339           5.4% Vehicle Replacement 2,342,065            2,494,913           7,398,750            5,293,745           1,068,564           ‐79.8% Information Technology 13,917,753          13,264,070        17,086,055         15,477,967        16,637,475        7.5% Total Internal Service Funds 27,417,369$        30,782,739$      39,924,078$       32,565,436$      33,278,502$      2.2% Trust Funds Successor Agency Housing Fund 239,902$              120,799$            1,038,203$         1,068,845$        1,059,500$        ‐0.9% Total Trust Funds 239,902$             120,799$            1,038,203$         1,068,845$        1,059,500$        ‐0.9% Total Operating Funds 343,328,087$      324,836,099$    359,741,131$     342,318,824$    372,043,607$    8.7% June 13, 2023 Item #9 Page 132 of 542 I-12 PROJECTED FUND BALANCES FOR FISCAL YEAR 2022-23 July 1, 2022 Projected June 30, 2023 Unreserved Projected Projected Debt Service Projected Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 587,724$ 1,881,644$ 38,730$ - 2,430,638$ BTD#3 - Cannon Road West 526,327 7,063 - - 533,390 CFD #1 - Citywide 96,751,249 3,504,178 774,991 15,984$ 99,464,452 Gas Tax 13,538,020 3,558,726 3,029,688 500,000 13,567,058 Gas Tax (Road Maint. & Rehab Acct.)6,546,359 2,709,681 5,606,349 - 3,649,691 General Capital Const.42,532,124 4,113,577 13,540,796 - 33,104,906 Grants - Federal 3,181 - 1,442 - 1,739 Grants - State - - - - - Infrastructure Replacement 118,511,911 5,557,667 11,027,079 - 113,042,499 Other 1,932,611 25,934 959,647 - 998,898 Park Fee Zones 5,13,16, 17, 18 4,798,572 166,666 - - 4,965,237 Park-In-Lieu NE 4,770,998 64,022 - - 4,835,020 Park-In-Lieu NW 2,580,013 484,137 106,743 - 2,957,406 Park-In-Lieu SE 1,783,139 422,162 62,000 - 2,143,301 Park-In-Lieu SW 809,275 40,561 - - 849,836 Planned Local Drainage Area A 1,002,649 13,444 51,586 - 964,507 Planned Local Drainage Area B 1,534,791 231,285 65,760 - 1,700,315 Planned Local Drainage Area C 1,590,152 21,333 31,827 - 1,579,658 Planned Local Drainage Area D 666,282 321,892 39,943 - 948,230 Public Facilities Fee 29,139,633 1,680,368 1,399,148 - 29,420,853 Sewer Connection 7,474,469 544,416 3,261,830 - 4,757,055 Sewer Replacement 19,137,934 5,538,049 8,119,066 - 16,556,916 Traffic Impact Fee 21,072,655 2,623,889 3,607,435 - 20,089,110 Transnet/Local 32,297,901 5,376,349 4,458,222 - 33,216,028 Water - Potable 36,615,366 1,228,365 151,270 - 37,692,461 Water - Recycled (10,898,586) - 1,817,501 - (12,716,086) Water Replacement - Potable 60,406,854 5,828,758 7,943,220 - 58,292,392 Water Replacement - Recycled 17,792,436 1,221,177 575,782 - 18,437,831 Total 513,504,037$ 47,165,341$ 66,670,055$ 515,984$ 493,483,340$ Attachment B June 13, 2023 Item #9 Page 133 of 542 I-13 PROJECTED FUND BALANCES FOR FISCAL YEAR 2023-24 July 1, 2023 June 30, 2023 July 01, 2023 2023-24 June 30, 2024 Projected Estimated Continuing New Total Projected Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 2,430,638$ - 401,346$ - 401,346$ 2,029,292$ BTD#3 - Cannon Road West 533,390 - - - - 533,390 CFD #1 - Citywide 99,464,452 3,345,149$ 33,545,577 37,452,000$ 70,997,577 31,812,024 Gas Tax 13,567,058 2,985,297 14,937,402 1,479,123 16,416,525 135,830 Gas Tax (Road Maint. & Rehab Acct.)3,649,691 2,857,289 3,256,447 3,070,000 6,326,447 180,533 General Capital Const.33,104,906 11,600,000 21,173,902 7,897,000 29,070,902 15,634,004 Grants - Federal 1,739 9,774,840 2,885,895 8,000,000 10,885,895 (1,109,316) Grants - State - 5,000,000 - 5,000,000 5,000,000 - Infrastructure Replacement 113,042,499 4,200,000 32,378,582 11,107,000 43,485,582 73,756,917 Other 998,898 - 323,489 - 323,489 675,409 Park Fee Zones 5,13,16, 17, 18 4,965,237 113,019 - - - 5,078,256 Park-In-Lieu NE 4,835,020 - 614,000 424,000 1,038,000 3,797,020 Park-In-Lieu NW 2,957,406 3,013,278 2,575,063 1,922,000 4,497,063 1,473,621 Park-In-Lieu SE 2,143,301 449,289 161,805 212,000 373,805 2,218,785 Park-In-Lieu SW 849,836 439,078 219,562 - 219,562 1,069,352 Planned Local Drainage Area A 964,507 30,974 46,208 - 46,208 949,274 Planned Local Drainage Area B 1,700,315 357,095 7,828 - 7,828 2,049,582 Planned Local Drainage Area C 1,579,658 283,664 31,335 75,000 106,335 1,756,986 Planned Local Drainage Area D 948,230 108,453 23,251 - 23,251 1,033,433 Public Facilities Fee 29,420,853 2,947,263 4,331,467 (47,000) 4,284,467 28,083,648 Sewer Connection 4,757,055 777,098 4,019,732 1,195,000 5,214,732 319,421 Sewer Replacement 16,556,916 10,445,506 28,077,191 6,152,500 34,229,691 (7,227,269) Traffic Impact Fee 20,089,110 4,743,682 17,505,669 3,590,000 21,095,669 3,737,122 Transnet/Local 33,216,028 5,886,000 27,489,757 5,640,000 33,129,757 5,972,270 Water - Potable 37,692,461 2,637,428 11,264,751 811,000 12,075,751 28,254,138 Water - Recycled (12,716,086) 15,998,990 2,957,903 - 2,957,903 325,000 Water Replacement - Potable 58,292,392 6,348,536 43,207,235 4,192,680 47,399,915 17,241,013 Water Replacement - Recycled 18,437,831 1,600,000 6,114,770 (494,600) 5,620,170 14,417,661 Total 493,483,340$ 95,941,926$ 257,550,167$ 97,677,703$ 355,227,870$ 234,197,396$ June 13, 2023 Item #9 Page 134 of 542 I-14 REVENUE PROJECTIONS SCHEDULE 2019-20 2020-21 2021-22 2022-23 2023-24 Actual Actual Actual Projected Estimated Fund Revenue Revenue Revenue Revenue Revenue BTD#2 - Poinsettia Lane/Aviara Pkwy 217,466$ 22,020$ (497,154)$ 1,881,644$ - BTD#3 - Cannon Road West 17,696 949 (21,419) 7,063 - CFD #1 - Citywide 5,736,415 2,286,479 (2,303,139) 3,504,178 3,345,149$ Gas Tax 3,118,353 2,733,074 2,195,851 3,558,726 2,985,297 Gas Tax (Road Maint. & Rehab Acct.)2,067,614 2,149,734 2,080,454 2,709,681 2,857,289 General Capital Const.5,111,500 4,654,470 13,296,442 4,113,577 11,600,000 Grants - Federal 41,175 256,529 34,140 - 9,774,840 Grants - State - - - - 5,000,000 Infrastructure Replacement 9,369,345 4,704,670 (4,498,884) 5,557,667 4,200,000 Other 65,369 3,384 (78,654) 25,934 - Park Fee Zones 5,13,16, 17, 18 255,028 78,182 (195,275) 166,666 113,019 Park-In-Lieu NE 347,407 451,497 (92,752) 64,022 - Park-In-Lieu NW 260,256 429,037 267,635 484,137 3,013,278 Park-In-Lieu SE 326,671 3,205 (55,340) 422,162 449,289 Park-In-Lieu SW 271,373 319,862 13,108 40,561 439,078 Planned Local Drainage Area A 48,111 27,489 (20,032) 13,444 30,974 Planned Local Drainage Area B 174,328 635,853 54,137 231,285 357,095 Planned Local Drainage Area C 53,875 2,779 (36,025) 21,333 283,664 Planned Local Drainage Area D 31,433 2,877 (12,992) 321,892 108,453 Public Facilities Fee 3,439,781 1,751,477 (556,423) 1,680,368 2,947,263 Sewer Connection 749,326 332,049 (159,776) 544,416 777,098 Sewer Replacement 5,682,839 4,390,568 3,959,756 5,538,049 10,445,506 Traffic Impact Fee 1,924,738 1,084,181 (399,069) 2,623,889 4,743,682 Transnet/Local 4,546,554 3,347,237 2,215,348 5,376,349 5,886,000 Water - Potable 2,188,356 713,234 (1,309,185) 1,228,365 2,637,428 Water - Recycled 2,815,693 59,190 - - 15,998,990 Water Replacement - Potable 7,885,252 6,378,189 1,734,930 5,828,758 6,348,536 Water Replacement - Recycled 1,995,701 1,083,332 726,017 1,221,177 1,600,000 Total 58,741,652$ 37,901,545$ 16,341,701$ 47,165,341$ 95,941,926$ June 13, 2023 Item #9 Page 135 of 542 I-15 BUDGET EXPENDITURE SCHEDULE 2020-21 2021-22 2022-23 2023-24 2023-24 2023-24 Actual Actual Estimated Continuing New Total FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy - 13,059,041$ 38,730$ 401,346$ - 401,346$ BTD#3 - Cannon Road West - - - - - - CFD #1 - Citywide 582,179$ 583,318 790,975 33,545,577 37,452,000$ 70,997,577 Gas Tax 2,911,799 2,605,882 3,529,688 14,937,402 1,479,123 16,416,525 Gas Tax (Road Maint. & Rehab Acct.)170,381 307,543 5,606,349 3,256,447 3,070,000 6,326,447 General Capital Const.5,086,290 12,606,427 13,540,796 21,173,902 7,897,000 29,070,902 Grants - Federal 260,820 26,669 1,442 2,885,895 8,000,000 10,885,895 Grants - State - - - - 5,000,000 5,000,000 Infrastructure Replacement 3,333,331 6,701,080 11,027,079 32,378,582 11,107,000 43,485,582 Other 8,868 2,587 959,647 323,489 - 323,489 Park Fee Zones 5,13,16, 17, 18 - - - - - - Park-In-Lieu NE - - - 614,000 424,000 1,038,000 Park-In-Lieu NW - - 106,743 2,575,063 1,922,000 4,497,063 Park-In-Lieu SE - 1,196 62,000 161,805 212,000 373,805 Park-In-Lieu SW 1,118 - - 219,562 - 219,562 Planned Local Drainage Area A 6,131 1,149 51,586 46,208 - 46,208 Planned Local Drainage Area B 1,510,279 77,250 65,760 7,828 - 7,828 Planned Local Drainage Area C 4,174 2,913 31,827 31,335 75,000 106,335 Planned Local Drainage Area D 49,311 12,358 39,943 23,251 - 23,251 Public Facilities Fee 164,847 2,635,240 1,399,148 4,331,467 (47,000) 4,284,467 Sewer Connection 810,372 611,405 3,261,830 4,019,732 1,195,000 5,214,732 Sewer Replacement 8,206,747 6,944,820 8,119,066 28,077,191 6,152,500 34,229,691 Traffic Impact Fee 1,196,826 2,806,082 3,607,435 17,505,669 3,590,000 21,095,669 Transnet/Local 2,152,292 1,922,954 4,458,222 27,489,757 5,640,000 33,129,757 Water - Potable 17,507 432,625 151,270 11,264,751 811,000 12,075,751 Water - Recycled 3,235,638 127,177 1,817,501 2,957,903 - 2,957,903 Water Replacement - Potable 5,224,472 1,467,222 7,943,220 43,207,235 4,192,680 47,399,915 Water Replacement - Recycled 792,286 2,531,036 575,782 6,114,770 (494,600) 5,620,170 Total 35,725,667$ 55,465,974$ 67,186,038$ 257,550,167$ 97,677,703$ 355,227,870$ June 13, 2023 Item #9 Page 136 of 542 I-17 15-YEAR CAPITAL IMPROVEMENT PROGRAM Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Abandon Potable Services (New Recycled Services) NO Citywide Medium 52051 WATER REPL 925,825 50,000 250,000 500,000 - - - - 1,675,825 ADA Beach Access - Pine to Tamarack NO 1 Medium 60651 GCC 375,000 - - 2,500,000 - - - - 2,875,000 ADA Improvement Program NO Citywide High 60491 TRANSNET -LOC 3,155,000 715,000 175,000 715,000 175,000 715,000 2,225,000 2,225,000 9,560,000 Agua Hedionda Creek Maintenance NO 2 High 33381 PLDB 3,545,249 -14,645 - - - - - - 3,545,249 66291 IRF 213,000 80,000 80,000 85,000 90,000 95,000 520,000 585,000 1,768,000 Agua Hedionda Lift Station Biological Monitoring and Maintenance NO 2 Critical 55451 SEWER REPL 225,000 - - - - - - - 225,000 Alga Norte Park Medications NO 2 Medium 47331 GCC 314,000 -710,000 - - - - -1,024,000 Alga Norte Settlement Agreement YES 2 Null PA071 GCC - - 60,000 - - - - -60,000 Assessment District 97-1 Maintenance NO 3 Medium 60841 GCC 420,000 - - - - - - - 420,000 Avenida Encinas Coastal Rail Trail and NO 2,3 Critical 60041 TIF 5,177,903 3,177,000 -2,500,000 - - - - 7,677,903 Pedestrian Improvements 60042 FED GRANT 1,776,000 - - - - - - - 1,776,000 Aviara and Hidden Canyon Parks Playground Safety Resurfacing NO Citywide Low 47451 IRF 600,000 - - - - - - - 600,000 Aviara Reimbursement Agreement NO 2 Low 36491 PIL-SW 238,000 - - - - - - - 238,000 Barrio Street Lighting NO 1 High 40131 GCC 760,000 - - - - - - - 760,000 40133 GAS TAX 700,000 --550,000 - - - - -150,000 40134 TRANSNET -LOC 1,280,000 1,280,000 1,280,000 1,030,000 - - - - 3,590,000 40135 FED GRANT - - 1,000,000 - - - - -1,000,000 Beach Access Repair and Upgrades - NO 1 Critical 38961 IRF 5,912,750 1,800,000 700,000 - - - - -6,612,750 Pine Avenue to Tamarack 38962 GCC 6,199,000 -700,000 - - - - -6,899,000 Bridge Preventative Maintenance Program NO Citywide Medium 60661 IRF 2,477,511 250,000 500,000 700,000 900,000 900,000 - - 6,427,511 Buena Interceptor Sewer Access Road Improvements NO 3 High 55371 SEWER REPL 1,150,000 --650,000 650,000 - - - - 1,150,000 Buena Interceptor Sewer Improvements NO 2,3 High 55011 SEWER REPL 1,208,686 250,000 - - 2,950,000 2,950,000 3,540,000 -14,188,686 55012 SEWER CONN 550,000 - - - - - - - 550,000 Buena Interceptor Sewer Realignment - East Segment NO 2 High 55441 SEWER REPL 507,000 - - 1,200,000 1,200,000 2,400,000 - - 7,107,000 Buena Vista Creek Concrete Channel NO 1 Critical 66191 GCC 1,250,000 - - - 30,000 30,000 324,000 546,000 2,330,000 Maintenance at El Camino Real 66192 IRF 2,820,000 - - 500,000 - - - - 3,320,000 Business Park Recreational Facility (Partial Funding) (Zone 5 Park) NO 2 Low 19041 ZONE 5 - - - 1,500,000 - - 16,500,000 -18,000,000 C Tank Access Road and Electrical NO 2 Medium 52151 RECL REPL 250,000 250,000 -1,000,000 - - - - 1,250,000 Improvements 52152 RECL CONN 50,000 50,000 -325,000 - - - - 375,000 Calavera Hills Community Center Refurbishment NO 2 Medium 47461 IRF 1,985,000 1,300,000 - - - - - - 1,985,000 Calavera Hills Community Park Gateway Improvements NO 2 High 46011 GCC 1,407,850 - - - - - - - 1,407,850 Attachment B2 June 13, 2023 Item #9 Page 137 of 542 I-18 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Camino De Los Coches and La Costa Avenue Intersection Control NO 4 Critical 63251 GAS TAX 350,000 - - - 1,500,000 - - - 1,850,000 Camino Hills and Jackspar Drive Slope Stabilization NO 2 Medium 60301 GCC 859,400 - - - - - - - 859,400 Cannon Park Restroom NO 2 Low 47261 GCC 45,765 - - - - - - - 45,765 Cannon Road Lift Station Improvements NO 2 High 55521 SEWER REPL 715,000 565,000 50,000 - - - - -765,000 Carlsbad Boulevard and Tamarack NO 1 Critical 60581 GAS TAX 1,576,000 -195,000 445,000 2,000,000 - - - 4,216,000 Avenue Intersection Improvement 60583 TRANSNET -LOC 1,054,000 - - - - - - - 1,054,000 Carlsbad Boulevard Emergency Repair NO 3 Critical 60631 GAS TAX 841,000 - - - - - - - 841,000 Carlsbad Boulevard Lane Reduction and Edge Striping NO 2,3 High 60961 GAS TAX 300,000 - - - - - - - 300,000 Carlsbad Boulevard Median - Tamarack NO 1 Low 19071 Avenue to Pine Avenue GAS TAX - - - - - - - 2,763,000 2,763,000 Carlsbad Boulevard Pedestrian NO 1 High 60971 GAS TAX 1,055,888 - - - - - - - 1,055,888 Improvement Project 60972 FED GRANT - - - - - - - - - 60973 STATE GRANT 591,600 591,600 - - - - - - 591,600 Carlsbad Boulevard Pedestrian Lighting NO 1 High 60681 TRANSNET -LOC 1,325,000 - - - - - - - 1,325,000 Carlsbad Boulevard Realignment - Manzano Drive to Island Way NO 2 Low 19081 TIF - - - - - - - 932,000 932,000 Carlsbad Boulevard Realignment - NO 2 Low 19091 Manzano Drive to Island Way (RTCIP) TIF - - - - - - - 3,681,000 3,681,000 Carlsbad Boulevard Roadway Configuraton YES 1,2,3 High 24121 IRF - - 2,000,000 - - - - -2,000,000 Carlsbad Boulevard Waterline NO 2 Critical 50481 Replacement at Terramar WATER REPL 4,730,000 1,300,000 - - - - - - 4,730,000 Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements NO 1 Medium 19121 TRANSNET -LOC - - - - -1,320,000 - - 1,320,000 Carlsbad Village Drive Reconfiguraton YES 1 High 24031 GCC - - 350,000 1,500,000 - - - - 1,850,000 Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue NO Citywide High 19131 TIF - - - - - - - - - 19132 GAS TAX - - - - 700,000 2,500,000 - - 3,200,000 19133 TRANSNET -LOC - - - - - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) NO 3 High 52031 WATER REPL 599,944 - - - - - - - 599,944 52032 RECL REPL 4,057,710 366,000 767,000 949,000 1,992,000 237,000 1,325,000 1,325,000 10,920,710 Carlsbad Water Recycling Facility Irrigation and Landscape NO 3 High 52131 RECL REPL 175,000 --140,000 - - - - -35,000 Carlsbad Water Recycling Facility Roof Replacement NO 3 Low 47491 RECL REPL 225,000 -156,000 - - - - -381,000 Cathodic Protection Program NO Citywide Critical 50071 WATER REPL 1,796,700 190,000 190,000 190,000 190,000 190,000 260,000 280,000 3,286,700 50072 RECL REPL - - 100,000 100,000 - - - - 200,000 CFD#1 Administration NO 2,3 Low 19151 CFD#1 -110,000 110,000 110,000 110,000 110,000 - - 440,000 Chestnut Avenue Complete Street Improvements - Valley to Pio Pico NO 1 Medium 19161 TRANSNET -LOC - - - 1,080,000 - - - - 1,080,000 Chestnut Complete Street I-5 to NO 1 Medium 60691 Railroad Project Study TRANSNET -LOC - - 85,000 - - - - -85,000 June 13, 2023 Item #9 Page 138 of 542 I-19 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Chestnut Underpass Public Art Project NO 1 Medium 60981 GCC 400,000 150,000 - - - - - - 400,000 Chinquapin Lift Station Improvements NO 1 High 55541 SEWER REPL 300,000 300,000 920,000 - - - - - 1,220,000 Christiansen Way Improvements NO 1 Medium 19171 TRANSNET -LOC - - - - 310,000 - - - 310,000 City Facility Accessibility Upgrades NO Citywide Medium 47271 GCC 500,000 - - - - - - - 500,000 City Facility Safety and Parking Lot NO Citywide High 60741 IRF 1,910,000 - - - - - - - 1,910,000 Lighting Assessment 60742 PIL-NW - - 200,000 - - - - - 200,000 City Fire Stations Wash Water BMPs NO Citywide Medium 66161 GCC 280,000 - - - - - - - 280,000 City Hall Complex NO Citywide Critical 40081 CFD#1 1,028,105 - - - - - 48,500,000 - 51,028,105 City Hall Complex Refurbishment NO 1 Medium 47181 IRF 1,144,000 - - - - - - - 1,144,000 City Hall Exterior Refurbishment NO 1 Critical 47251 GCC 2,250,000 - - - - - - - 2,250,000 Citywide Drainage Improvement NO 1 High 66082 GAS TAX 6,090,594 - - - - - - - 6,090,594 Program 66083 IRF 5,581,500 900,000 300,000 950,000 300,000 500,000 2,500,000 2,500,000 12,931,500 Citywide Street Lighting Program NO Citywide Medium 60921 GAS TAX 150,000 - - - - - - - 150,000 Citywide Thermoplastic Pavement NO Citywide Critical 60931 Markings GAS TAX 50,000 - - - - - - - 50,000 Cole Library Expansion NO 1 Low 19211 CFD#1 - - - - - - - 5,488,000 5,988,000 19212 PFF - - - - - - - 11,936,000 11,936,000 19213 GCC - - - - - - - 1,000,000 1,000,000 Cole Library Security Fencing NO 1 Low 47501 IRF 170,000 130,000 - - - - - - 170,000 College Boulevard - Cannon Road to Badger Lane (375 Zone) NO 2 Low 50131 WATER CONN 278,383 28,200 - 1,250,000 - - - - 1,528,383 College Boulevard - Cannon Road to NO 2 Low 50121 Badger Lane (490 Zone) WATER CONN 312,600 12,600 - 1,250,000 - - - - 1,562,600 College Boulevard Extension NO 2 Low 36362 OTHER 1,713,002 - - - - - - - 1,713,002 36363 PLDB - - - - - - - - - 36364 TRANSNET -LOC 1,205,000 - - - - - - - 1,205,000 Concrete Repair/Replacement NO Citywide High 60132 GAS TAX 2,933,000 - 200,000 220,000 250,000 290,000 1,850,000 1,850,000 7,933,000 Program 60133 RMRA 1,347,000 620,000 620,000 620,000 620,000 620,000 3,100,000 3,100,000 10,647,000 Coordinated Traffic Signal Program NO Citywide High 63261 TRANSNET -LOC 2,583,979 - - - - - - - 2,583,979 63264 TRANSNET -LOC 1,000,000 - - - - - - - 1,000,000 63265 IRF 800,000 - - - - - - - 800,000 Crestview Drive Transmission Main NO 1 Medium 50331 WATER REPL 321,000 21,000 284,000 - - - - - 605,000 Desalinated Water Flow Control NO 2 High 50381 Facility No. 5 WATER CONN 10,811,601 707,301 758,000 - - - - - 11,569,601 DMP Facility AAA (Jefferson Street) NO 1 Low 19231 PLDA - - - - - - - 290,000 290,000 June 13, 2023 Item #9 Page 139 of 542 I-20 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source DMP Facility AAAA (Madison Street) NO 1 Medium 19241 PLDA - - - - - - - 417,000 417,000 DMP Facility AC (Highland Drive Drainage Project) NO 1 Medium 66091 PLDA - - - - - - - 922,000 922,000 DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project) NO 2 Low 19251 PLDA - - - - - - - 92,000 92,000 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project) NO 2 Low 19261 PLDA - - - - - - - 164,000 164,000 DMP Facility BB 1 and 2 (Washington NO 1 Low 19271 Street) PLDB - - - - - - - 1,087,000 1,087,000 DMP Facility BCB (Magnolia Avenue) NO 1 Medium 19281 PLDB - - - - - - - 469,000 469,000 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B") NO 1 Low 19291 PLDB - - - - - - - 905,000 905,000 DMP Facility BFB-U (El Camino Real) NO 1 High 66221 PLDB 153,489 - - - - - - - 153,489 66222 IRF 850,000 100,000 - 5,500,000 50,000 60,000 350,000 450,000 7,330,000 DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") NO 2 Low 19301 PLDB - - - - - - 1,817,000 - 1,817,000 DMP Facility BL-U (College Boulevard) NO 2 Low 19311 PLDB - - - - - - - 385,000 385,000 DMP Facility BM (Cantarini/College Boulevard Box Culvert) NO 2 Low 19321 PLDB - - - - - - - 205,000 205,000 DMP Facility BQ (Sunny Creek) NO 2 Low 19331 PLDB - - - - - - - 132,000 132,000 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) NO 2 Low 19341 PLDB - - - - - - - 181,000 181,000 DMP Facility C2 (Paseo Del Norte) NO 3 Low 19351 PLDC - - - - - - - 728,000 728,000 DMP Facility CA (Avenida Encinas) NO 3 Low 19361 PLDC - - - - - - - 530,000 530,000 DMP Facility DBA (Poinsettia Village) NO 4 Low 19371 PLDD - - - - - - - 168,000 168,000 DMP Facility DBB (Avenida Encinas) NO 4 Low 19381 PLDD - - - - - - - 430,000 430,000 DMP Facility DFA (Batiquitos Lagoon NO 4 Low 19391 Stormwater Treatment) PLDD - - - - - - - 257,000 257,000 DMP Facility DH (Altive Place Canyon Restoration) NO 3 Low 19401 PLDD - - - - - - - 233,000 233,000 DMP Facility DQB (La Costa Town NO 4 Medium 19411 Center) PLDD - - - - - - - 746,000 746,000 DMP Facility DZ (Poinsettia Lane) NO 3 High 19421 PLDD - - - - - - - 643,000 643,000 Dove Library Lighting Improvements NO 3 Low 40811 GCC 225,000 - - - - - - - 225,000 Drainage Master Plan Update NO Citywide High 66231 PLDA 216,512 25,000 - - - - - - 216,512 66232 PLDB 583,000 25,000 - - - - - - 583,000 66233 PLDC 171,890 25,000 75,000 - - - - - 246,890 66234 PLDD 234,598 - - - - - - - 234,598 El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk NO 2 Critical 60561 IRF 210,000 - - - - - - - 210,000 El Camino Real and Cannon Road NO 2 Critical 60421 TIF 3,536,000 - - - - - - - 3,536,000 Intersection Improvements 60422 GAS TAX 837,000 - -175,877 - - - - - 661,123 El Camino Real Medians NO Citywide Low 36431 PFF 695,780 - - - - - - - 695,780 June 13, 2023 Item #9 Page 140 of 542 I-21 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source El Camino Real Medians NO Citywide Low 36432 GAS TAX 904,530 - - - - - - - 904,530 El Camino Real Right Turn Lane to East Bound Alga Road NO 3 Low 19441 TIF - - - - - - 438,000 - 438,000 El Camino Real Widening - Arenal Road to La Costa Avenue NO 4 High 39043 GAS TAX - - 1,450,000 - - - - - 1,450,000 60511 TIF 3,250,000 - 4,000,000 - - - - - 7,250,000 60512 WATER REPL - - 1,000,000 - - - - - 1,000,000 El Camino Real Widening - Poinsettia Lane to Camino Vida Roble NO 2 Critical 60721 TRANSNET -LOC 3,155,000 50,000 - - - - - - 3,155,000 60722 FED GRANT 1,440,000 - - - - - - - 1,440,000 El Camino Real Widening - Sunny Creek to Jackspar NO 2 Critical 60941 TRANSNET -LOC 5,010,000 1,010,000 - - - - - - 5,010,000 El Fuerte Lift Station Pump Addition NO 2 Medium 55531 SEWER CONN 180,000 - 200,000 450,000 - - - - 830,000 Encina Capital Projects (EWPCF) NO Citywide Critical 58011 SEWER REPL 55,191,101 6,368,000 6,278,000 8,450,000 8,002,500 7,758,000 42,644,000 39,175,000 175,450,601 Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road NO 2 High 55391 SEWER CONN 1,740,000 1,600,000 1,100,000 - - - - - 2,840,000 Faraday Avenue Improvements NO 2 High 60991 GCC 100,000 - 175,000 500,000 - - - - 775,000 Faraday Center Refurbishment NO 2 Medium 47201 IRF 3,154,380 - - - - - - - 3,154,380 Fire Flow Capacity System NO 1 Medium 50431 Improvements WATER REPL 210,000 -1,500,000 415,000 2,000,000 2,500,000 3,000,000 - - 8,125,000 Fire Station 2 Replacement NO 4 High 40601 GCC 13,000,000 - - - - - - - 13,000,000 40602 IRF 1,433,882 - - - - - - - 1,433,882 Fire Station 7 YES 2 Medium 24131 GCC - - 100,000 200,000 - - - - 300,000 Fleet Fuel Island Upgrade NO 2 High 47471 IRF 2,263,800 500,000 1,800,000 400,000 400,000 100,000 - - 4,963,800 Fleet Maintenance Refurbishment NO 2 High 47141 IRF 2,574,000 500,000 - 1,500,000 - - - - 4,074,000 47142 GCC 896,100 - - 700,000 - - - - 1,596,100 Foxes Landing Lift Station Wetwell and Pump Replacement NO 1 Critical 55261 SEWER REPL 6,392,000 700,000 - - - - - - 6,392,000 Grand Avenue Promenade NO 1 Medium 40612 GCC 200,000 200,000 100,000 - 500,000 - - - 800,000 Guardrail Replacement and Improvement Program NO Citywide Medium 60871 GAS TAX 300,000 - -150,000 - - - - - 150,000 Harding Center Refurbishment NO 1 Low 47081 IRF 165,000 - 140,000 - - - - - 305,000 Headwall Replacement Program NO 1 Medium 66241 IRF 510,000 - - - - - - - 510,000 Hosp Grove Park Improvements NO 1 Low 47281 IRF 1,562,000 - - - - - - - 1,562,000 47282 PIL-NW 1,120,000 1,000,000 222,000 1,403,000 - - - - 2,745,000 Hydroelectric Generation at Water Facilities NO 2 Low 50591 WATER CONN 428,000 28,000 33,000 385,000 - 1,225,000 - - 2,071,000 Intelligent Traffic Control Devices NO Citywide Low 66341 GAS TAX 200,000 - - - - - - - 200,000 Kelly Drive and Park Drive Complete NO 1 High Street Improvements 60751 TRANSNET -LOC 4,675,000 500,000 - - - - - - 4,675,000 60753 GAS TAX 130,000 - - - - - - - 130,000 June 13, 2023 Item #9 Page 141 of 542 I-22 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Kelly Drive and Park Drive Complete Street Improvements NO 1 High 60754 PFF 1,085,000 - -87,000 - - - - - 998,000 Kelly Drive Channel Repair NO 1 Medium 66061 IRF 1,541,000 500,000 - 2,100,000 - - - - 3,641,000 La Costa Avenue Traffic Improvements NO 4 Medium 60761 GAS TAX 121,300 - - 100,000 141,000 500,000 - - 862,300 Laguna Drive Storm Drain NO 1 Medium 66281 GAS TAX 256,000 - - - 1,000,000 - 1,494,000 - 2,750,000 Lake Calavera Outlet Improvements NO 2 Critical 50541 GCC 1,436,001 - - - - - - - 1,436,001 Lake Calavera Reservoir Maintenance NO 2 High 50492 GCC 581,001 50,000 - 160,000 50,000 50,000 250,000 250,000 1,391,001 Las Palmas Roof Replacement NO 2 Medium 47521 IRF 500,000 - - - - - - - 500,000 Las Palmas Trunk Sewer NO 2 High 55401 SEWER CONN 556,000 - -255,000 255,000 1,320,000 1,320,000 - - 3,196,000 Leo Carrillo Ranch Park Phase 3 - NO 3 Low 46021 PFF 1,631,500 - - - - - - - 1,631,500 Stables Restoration and Restroom Construction 46022 PIL-SE 1,329,989 -4,111 - - - - - - 1,329,989 46023 PFF 288 -29,367 - - - - - - 288 Leo Carrillo Ranch Park Phase 3B NO 3 Medium 23071 PIL-SE - - - 540,000 540,000 1,484,000 - - 2,564,000 Leo Carrillo Ranch Roof Repairs NO 3 High 47481 IRF 1,450,000 - - - - - - - 1,450,000 Library Fire Alarm Panel Upgrades NO 1,3 Low 47411 IRF 180,000 - - - - - - - 180,000 Limited Access Pipeline Relocation NO 1,3 Critical 50351 Program WATER REPL 1,940,000 - 761,000 - 6,348,000 2,875,000 - - 11,924,000 Loan Repay - Park-in-Lieu NE to Public Facility Fee Fund NO Null Null PA041 PIL-NE - - - - - - - 4,550,000 4,550,000 Loan Repay - Park-in-Lieu SW to Public NO Null Null PA021 Facility Fee Fund PIL-SW - - - - - - - 1,100,000 1,100,000 Loan Repay - Sewer Conn to Sewer Repl NO Null High PA031 SEWER CONN - - - - - - - - - Maerkle Facility Improvements NO 2 Critical 50091 WATER REPL 2,735,200 500,000 800,000 - - - - - 3,535,200 Maerkle Reservoir Solar Project NO 2 Medium 47222 WATER REPL 249,170 249,170 - - - - - - 249,170 Maerkle Reservoir Transmission Main NO 2 Medium 50011 WATER REPL 773,000 - -578,000 244,000 2,130,000 2,023,000 - - 4,592,000 50012 WATER CONN - - - 236,000 1,660,000 1,567,000 - - 3,463,000 Marca Place Drainage Improvements NO 4 Medium 66141 GAS TAX 65,000 - - - - - - - 65,000 Melrose Drive Right Turn Lane to West Bound Palomar Airport Road NO 2 High 60341 TIF 911,000 - - - - - - - 911,000 Miscellaneous City Building NO Citywide Medium 47231 Improvements IRF 1,865,000 150,000 150,000 150,000 - - 750,000 750,000 3,665,000 Monroe Street Pool Replacement NO 1 High 47241 IRF 1,748,764 -4,438,236 - - - - - - 1,748,764 47242 GCC 236 -61,764 - - - - - - 236 47243 PIL-NW 1,561,764 1,561,764 1,500,000 - - - - - 3,061,764 New Village Arts Building Roof and Exterior Refurbishment NO 1 Low 47391 IRF 313,626 - - - - - - - 313,626 New Village Arts Tenant Improvements NO 1 Medium 47551 GCC 613,000 - - - - - - - 613,000 Normally Closed Valve (Install NO 3 High 50501 Motorized Valve) WATER REPL 985,000 500,000 300,000 - - - - - 1,285,000 June 13, 2023 Item #9 Page 142 of 542 I-23 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source North Batiquitos Access Road Improvement NO 4 High 55471 SEWER REPL 363,800 113,800 26,000 - - - - - 389,800 North Batiquitos Lift Station Forcemain Rehabilitation NO 4 High 55361 SEWER REPL 200,000 -750,000 -125,000 - - - - - 75,000 Ocean Street Reconfiguration Concepts Study NO 1 Medium 60781 GCC - - - 200,000 - - - - 200,000 Ocean Street Restroom Facility NO 1 Medium 47291 GCC 775,000 - - - 63,000 - - - 838,000 Odor and Corrosion Prevention Program NO Citywide Medium 55201 SEWER REPL 320,000 - - - - - - - 320,000 Open Space and Trail Acquisition (Prop C) NO Citywide Medium 40831 GCC 4,015,000 - - - - - - - 4,015,000 Orion Center NO 2 High 35721 CFD#1 35,257,727 - - - - - - - 35,257,727 35722 WATER REPL 6,789,409 - -6,289,409 6,290,000 - - - - 6,790,000 35723 SEWER REPL 4,078,500 - -3,778,500 3,779,000 - - - - 4,079,000 35724 CFD#1 429 - - - - - - - 429 35725 RECL REPL 2,715,600 - -2,515,600 2,516,000 - - - - 2,716,000 Orion Complex Energy Storage NO 2 Medium 23101 GCC - - - - - 250,000 - - 250,000 Palomar Airport Road and Avenida Encinas Growth Management Plan Improvements NO 2,3 High 61021 GAS TAX 230,000 - - - - - - - 230,000 Palomar Airport Road and College NO 2 High 60281 Boulevard Improvements TIF 1,295,500 - - - - - - - 1,295,500 Palomar Airport Waterline Realignment NO 2 Critical 50551 WATER REPL 2,333,000 560,000 - - - - - - 2,333,000 Park Drive Street and Drainage NO 1 Critical 66111 GCC 717,439 - - - - - - - 717,439 Improvement 66112 GAS TAX 3,965,000 1,030,000 - - - - - - 3,965,000 Parking Lot Maintenance Program NO 1 Medium 60521 IRF 1,590,000 60,000 130,000 550,000 160,000 700,000 2,750,000 2,110,000 8,165,000 Pavement Management Program NO Citywide High 60011 TRANSNET -LOC 19,186,563 - 1,150,000 1,650,000 1,650,000 1,650,000 8,250,000 8,250,000 43,436,563 60012 GAS TAX 7,930,850 - - - - - - - 7,930,850 60013 TRANSNET -LOC 16,346,476 2,200,000 950,000 950,000 950,000 950,000 4,750,000 4,750,000 30,596,476 60016 RMRA 10,336,000 2,300,000 2,450,000 2,450,000 2,450,000 2,700,000 13,500,000 13,500,000 50,086,000 Pine Avenue Park - Phase II NO 1 Medium 46031 PIL-NW 2,197,000 - - - - - - - 2,197,000 (Community Building) 46032 PFF 9,328,418 -687,622 - - - - - - 9,328,418 46033 PFF 123,300 -1 - - - - - - 123,300 Poinsettia Community Park - Phase 4 - NO 3 High 46081 PFF 2,838,140 - - - - - - - 2,838,140 Dog Park 46082 PFF - - - - - - - - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement) NO 3 High 50451 WATER CONN 600,000 - - - - - - - 600,000 Poinsettia Lift Station Rehabilitation NO 2 High 55561 SEWER REPL - - 650,000 - 8,250,000 - - - 8,900,000 Police and Fire Headquarters NO 2 High 47151 IRF 10,122,342 129,292 2,427,000 - - - - - 12,549,342 Renovation 47152 GCC 11,373,500 400,000 1,723,000 - - - - - 13,096,500 June 13, 2023 Item #9 Page 143 of 542 I-24 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Pressure Reducing Station Program NO Citywide Critical 50201 WATER REPL 5,831,040 600,000 600,000 600,000 600,000 600,000 3,000,000 3,000,000 14,831,040 Public Beach Access Improvements NO 1 Low 60571 GCC 3,610,336 - - - - - - - 3,610,336 (Ocean Street) 60572 IRF 573,431 -153,252 - - - - - - 573,431 Public Works Storage Facility YES Citywide High 24011 GCC - - 99,000 - - - - - 99,000 Rancho Carlsbad Groundwater Supply NO 2 Low 50611 WATER CONN 200,000 - - - 125,000 - 1,425,000 - 1,750,000 50612 WATER REPL 200,000 - - - 125,000 - 1,425,000 - 1,750,000 Rancho Santa Fe Trail Slope Improvements NO 4 Medium 60881 GCC 350,000 - - - - - - - 350,000 Recycled Water Condition Assessment Program NO Citywide High 52111 RECL REPL 750,000 50,000 50,000 50,000 50,000 50,000 280,000 310,000 1,590,000 Recycled Water Phase 3 - Reservoir NO 3 High 52101 WATER REPL 980,000 - -800,000 - - - - - 180,000 52102 RECL REPL 3,320,000 200,000 200,000 - - - - - 3,520,000 Recycled Water Pipeline Replacement NO 2 Medium 52161 RECL REPL - - 350,000 350,000 350,000 350,000 2,150,000 2,910,000 6,810,000 Recycled Water Valve and Appurtenance Replacement Program NO Citywide High 52121 RECL REPL 380,000 120,000 - 120,000 125,000 125,000 630,000 700,000 2,205,000 Reservoir Condition Assessment and NO Citywide High Repair Program 50241 WATER REPL 5,850,000 - 2,040,000 - - - 3,070,000 3,610,000 14,570,000 50242 RECL REPL - - 200,000 - - - - - 200,000 Retroreflectvity Sign Replacement Program NO Citywide Medium 60371 GAS TAX 1,000,000 - - - - - - - 1,000,000 Roadway Improvements - Coastal Area Analysis and Implementation NO Citywide Medium 60791 GCC 200,000 - - - - - - - 200,000 Roadway Slope Stabilization NO Citywide Medium 60811 GAS TAX 780,000 200,000 - 500,000 - - - - 1,280,000 Robertson Ranch Park Development NO 2 High 38011 PIL-NE 614,000 214,000 424,000 - - - - - 1,038,000 (Partial Funding) 38012 PFF - - - - - - - - - Romeria Drainage Improvements NO 4 High 66041 GCC 410,000 - - - - - - - 410,000 66042 GAS TAX 347,940 - - - - - - - 347,940 Safety Training Center Settlement NO 2 Low 47431 GCC 1,156,995 - - - - - - - 1,156,995 San Luis Rey Mission Basin NO Citywide Low Groundwater Supply 50441 WATER CONN - -277,500 20,000 - - - 15,700,000 15,200,000 31,420,000 50442 WATER REPL - -77,500 - - - - - - - Santa Fe II Inlet Pipeline NO Null High 50571 WATER REPL 529,650 34,650 - 206,000 115,000 1,920,000 - - 2,770,650 Santa Fe II Reservoir Site Electrical Improvements NO 3 Medium 50461 WATER REPL 183,581 150,000 110,000 - - - - - 293,581 SCADA Improvements NO Citywide Critical 55421 SEWER REPL 4,303,898 175,165 381,000 - - - - - 4,684,898 55422 WATER REPL 7,132,600 3,209,200 2,413,000 611,000 - - - - 10,156,600 55423 RECL REPL 1,658,400 632,000 338,000 398,000 - - - - 2,394,400 Schulman Auditorium and Cannon Art Gallery NO 3 Medium 47531 IRF 350,000 150,000 1,300,000 - - - - - 1,650,000 Senior Center Repairs and Roof NO 1 Medium 47381 Replacement IRF 1,848,000 600,000 1,310,000 - - - - - 3,158,000 June 13, 2023 Item #9 Page 144 of 542 I-25 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Senior Center Security Fencing NO 1 Low 47541 IRF 78,000 58,000 - - - - - - 78,000 Sewer Condition Assessment NO Citywide Critical 55131 SEWER REPL 1,558,000 100,000 100,000 100,000 100,000 - 500,000 500,000 2,958,000 Sewer Lift Station Repairs and Upgrades NO 2 Critical 38401 SEWER REPL 4,385,380 150,000 150,000 150,000 150,000 150,000 750,000 750,000 6,635,380 Sewer Line Capacity Improvements NO 1 High 55481 SEWER REPL 1,200,000 1,000,000 200,000 620,000 944,000 - - - 2,964,000 Sewer Modeling NO Citywide Medium 55461 SEWER CONN 300,000 - -100,000 - - - - - 200,000 Sewer Monitoring Program (Capacity) NO Citywide High 55041 SEWER CONN 642,000 - - 44,000 - - 154,000 110,000 950,000 Sewer System Rehabilitation and Replacement NO 1,2,3 High 55031 SEWER REPL 9,426,475 1,200,000 1,200,000 1,850,000 1,850,000 1,850,000 13,350,000 14,050,000 45,426,475 Sidewalk/Street Construction Program NO Citywide High 60021 TIF 3,800,000 - -500,000 - - - - - 3,300,000 60022 GAS TAX - - - 988,000 633,000 108,000 2,390,000 2,835,000 7,704,000 South Carlsbad Coastline NO 2,3,4 Medium 60311 TRANSNET -LOC 1,779,026 - 1,000,000 - - - - - 2,779,026 South Shore Agua Hedionda Lagoon Trail NO 2 High 40851 GCC 789,940 34,440 - - - - - - 789,940 Stagecoach Community Park NO 4 High 46111 Community Gardens PIL-SE 225,000 225,000 212,000 - - - - - 437,000 Stagecoach Park Synthetic Turf Replacement NO 4 Low 47421 IRF 2,200,000 - - - - - - - 2,200,000 State Street and Grand Avenue Road NO 1 Medium 60821 Improvements TRANSNET -LOC - - - - 325,000 - - - 325,000 State Street Parking Lot Electric Vehicle Charging Stations NO 1 Medium 40901 PFF 300,000 - 40,000 - - - - - 340,000 Storm Drain Condition Assessment NO Citywide Medium 66201 IRF 870,000 270,000 - 270,000 300,000 350,000 2,375,000 3,000,000 7,565,000 Storm Drain System Rehab and Repair Program NO Citywide Medium 66071 IRF 5,191,360 200,000 270,000 290,000 310,000 330,000 1,900,000 2,200,000 10,841,360 Street Lighting Replacement Program NO Citywide High 60621 GCC 319,269 - - - - - - - 319,269 60622 TRANSNET -LOC 3,325,000 - - - - - - - 3,325,000 Sustainable Mobility Plan Implementation Program NO Citywide High 61041 GAS TAX 510,566 510,566 200,000 - - - - - 710,566 Temporary Fire Station 7 NO 2 High 40911 GCC 900,000 - - - - - - - 900,000 40912 PFF 1,122,000 - - - - - - - 1,122,000 Terramar Area Coastal Improvements NO 2 High 60541 TIF 6,650,001 - - 2,800,000 - - - - 9,450,001 60542 GCC 999,999 - - - - - - - 999,999 60543 TRANSNET -LOC 1,000,000 - 1,000,000 - - - - - 2,000,000 60544 SEWER REPL - - - - - - - - - 60545 PFF 2,450,000 - - - - - - - 2,450,000 The Crossings Golf Course Lake Liner NO 2 High 40841 GCC 835,500 - - - - - - - 835,500 Replacement 40842 GCC 200,000 - - - - - - - 200,000 Traffic Impact Fee Funds to CFD #1 NO Null Null PA051 TIF - 90,000 90,000 90,000 90,000 90,000 450,000 450,000 1,350,000 Traffic Impact Fee Update NO Citywide High 60401 TIF 270,000 30,000 - - - - - - 270,000 June 13, 2023 Item #9 Page 145 of 542 I-26 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Traffic Improvement Program NO Citywide Critical 60701 GAS TAX 2,388,000 - - - - - - - 2,388,000 60702 GCC 400,000 400,000 600,000 400,000 - - - - 1,400,000 Traffic Monitoring Program NO Citywide High 60031 TIF 1,745,415 122,516 - - - - - - 1,745,415 60032 GAS TAX - - 200,000 170,000 - - - - 370,000 Traffic Signal - Maverick Way and Camino De Los Coches NO 4 Critical 63322 GAS TAX 380,000 240,000 110,000 - - - - - 490,000 Traffic Signal - Tamarack Avenue and Valley Street NO 1 Medium 63351 GAS TAX 502,370 - - - - - - - 502,370 Traffic Signal Cabinet Upgrades YES Citywide Low 24141 GCC - - 180,000 - - - - - 180,000 Traffic Signal Right Turn Overlaps NO 2,3,4 Low 66361 GAS TAX 150,000 150,000 - - - - - - 150,000 Trail Connectivity to Tamarack State NO 1 Low 40631 Beach (Prop C) GCC 152,156 - - - 3,544,000 - - - 3,696,156 Trash Amendment Compliance Program NO Citywide Medium 66261 IRF 630,000 100,000 - 1,200,000 2,700,000 175,000 3,000,000 3,300,000 13,005,000 Tri-Agency Water Transmission NO 2 High 50081 Pipeline Replacement WATER REPL 3,618,970 - -1,290,000 431,000 3,585,000 4,630,000 - - 10,974,970 Trieste Slope Repair Project NO 2 High 61071 GCC 362,600 362,600 2,000,000 - - - - - 2,362,600 Tyler Street Traffic Circulation NO 1 Medium 61031 GCC 70,000 70,000 900,000 - - - - - 970,000 Utility Undergrounding Program Study NO Citywide Medium 60831 GCC - - - 100,000 - - - - 100,000 Vallecitos Interceptor Sewer Cleaning NO 2,3 High 55491 and CCTV SEWER REPL 350,000 100,000 - - - - - - 350,000 Valley and Magnolia Complete Streets NO 1 High 60191 TIF 3,536,206 - - - - - - - 3,536,206 60192 WATER REPL 71,000 - - 650,000 - - - - 721,000 60193 TRANSNET -LOC 1,200,000 1,200,000 - - - - - - 1,200,000 60194 PFF - - - - 1,000,000 - - - 1,000,000 Valley Street Traffic Calming NO 1 Medium 19741 TRANSNET -LOC - - - - 1,645,000 - - - 1,645,000 Veteran's Memorial Park (All NO Citywide Critical 46091 CFD#1 4,369,450 1,257,250 37,342,000 - - - - - 41,711,450 Quadrants) 46092 FED GRANT - - 3,000,000 - - - - - 3,000,000 46093 STATE GRANT - - 5,000,000 - - - - - 5,000,000 Village and Barrio Traffic Circles NO 1 Critical 40151 GCC 415,000 - - - - - - - 415,000 40152 TRANSNET -LOC 1,025,000 - - - - - - - 1,025,000 40153 SEWER REPL 160,000 - 500,000 - - - - - 660,000 40154 GAS TAX 4,159,000 1,400,000 - - - - - - 4,159,000 40155 FED GRANT - - 4,000,000 - - - - - 4,000,000 Village H South Off Leash Dog Area and Trail Segment 5B NO 2 Medium 46101 PFF 682,500 160,500 - - - - - - 2,082,500 Village Intelligent Parking Implementation NO 1 Low 60891 GCC - - - - 300,000 - - - 300,000 Village Lighting - Carlsbad Village Drive NO 1 High 61051 from Harding Street to Ocean Street GCC 400,000 400,000 200,000 - - - - - 600,000 June 13, 2023 Item #9 Page 146 of 542 I-27 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Village Lighting - Gateway Lighting NO 1 High 61081 GCC - - - - - - - - 950,000 Village Lighting - Hospitality District NO 1 High 24101 GCC - - - - - 700,000 - - 700,000 Village Lighting - Pedestrian Lampposts Oak Avenue NO 1 High 61091 GCC - - - - 600,000 - - - 600,000 Village Lighting - Pedestrian Lighting at Village Outskirts NO 1 High 61101 GCC - - - - - - - - 950,000 Village Lighting - State Street, Madison, Roosevelt, and Washington NO 1 High 40161 GCC 1,103,853 400,000 - - - - - - 1,103,853 Village Lighting - Train Station Area NO 1 High 61061 GCC 500,000 500,000 - 150,000 - - - - 650,000 Villas Sewer Lift Station Replacement NO 2 Critical 55501 SEWER REPL 1,254,000 100,000 75,000 - - - - - 1,329,000 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain NO 2 Critical 34921 SEWER CONN 33,190,973 - 220,000 - - - - - 33,410,973 (VC12-VC13) 34922 SEWER REPL - - - 104,000 75,000 75,000 - - 329,000 Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements NO 1 High 55351 SEWER CONN 296,000 -100,000 - - 67,000 67,000 - - 430,000 55352 SEWER REPL - - 86,000 31,000 598,000 598,000 150,000 150,000 1,635,000 Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) NO Citywide Critical 38861 SEWER CONN 9,464,833 - - - - - - - 9,464,833 Vista Carlsbad Interceptor - Reach VC3 NO 1 High 39501 SEWER CONN 100,000 -497,000 30,000 387,000 405,000 - - - 922,000 39502 SEWER REPL - - - - - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 NO Citywide High 39491 SEWER CONN 21,362,390 - - - - - - - 21,362,390 Vista Carlsbad Interceptor - NO 2 Critical 55511 Rehabilitation (VC1 and VC2) SEWER REPL 141,000 - 90,000 70,000 120,000 - - - 421,000 Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) NO 2,3 High 55551 SEWER REPL 200,000 200,000 - 1,200,000 - - - - 1,400,000 Water Infrastructure Condition NO Citywide Critical 50511 Assessment Program WATER REPL 2,190,000 410,000 410,000 420,000 420,000 450,000 2,250,000 2,480,000 9,070,000 Water Loss Monitoring Program NO Citywide Low 50521 WATER REPL 350,000 - -182,911 - - - - - 167,089 Water Modeling NO Citywide Critical 50581 WATER CONN 375,000 25,000 - - - - - - 375,000 Water System Rehabilitation and Replacement NO Citywide Critical 39041 WATER REPL 12,258,366 2,690,000 2,800,000 3,000,000 3,000,000 3,000,000 19,890,000 21,080,000 68,028,366 Water Valve Repair/Replacement NO Citywide Critical 50191 Program WATER REPL 7,860,000 940,000 960,000 960,000 960,000 1,000,000 5,110,000 5,650,000 23,500,000 June 13, 2023 Item #9 Page 147 of 542 B-21 Adopted Adopted Adopted Preliminary Budget Budget Budget Budget Department 2020-21 2021-22 2022-23 2023-24 City Attorney 8.00 8.00 8.00 8.00 City Clerk Services 7.00 7.00 7.00 7.00 City Council 2.00 2.00 2.00 2.00 City Manager 7.00 7.00 7.00 7.00 City Treasurer 1.00 1.00 1.00 1.00 Communication & Engagement 7.00 7.00 9.00 9.00 Administrative Services - Administration 0.00 3.00 3.00 3.00 Finance 31.00 28.00 26.00 26.00 Human Resources 17.00 17.00 18.00 18.00 Information Technology 37.00 37.00 43.00 43.00 Innovation & Economic Development 4.00 4.00 9.00 9.00 Miscellaneous Non-departmental 0.00 0.00 0.00 0.10 Community Services - Administration 3.00 3.00 3.00 2.00 Community Development 61.75 53.00 52.00 52.00 Housing & Homeless Services 0.00 14.00 16.00 16.00 Library & Cultural Arts 52.50 52.50 51.00 53.00 Parks & Recreation 55.00 55.00 59.00 59.00 Fire 97.75 111.00 123.00 123.90 Police 184.00 186.00 187.00 187.00 Public Works 172.75 177.75 182.75 181.75 Total Full-Time Personnel 747.75 773.25 806.75 807.75 Hourly Full-Time Equivalent Personnel 186.59 193.81 180.90 167.84 Total 934.34 967.06 987.65 975.59 PERSONNEL ALLOCATIONS Attachment C June 13, 2023 Item #9 Page 148 of 542 H-28 FIVE-YEAR SCHEDULE OF PROJECTS BY FUND Connected Estimated Estimated Estimated Estimated Estimated Estimated Carlsbad Prior Year 2 Year 3 Year 4 Year 5 Year 5 Total Project Name Goal Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Technology Investment Capital Fund Audio Visual Upgrades FVCEC 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Business Process Automation BCDDM 150,000 150,000 - - - - 300,000 Civic Engagement with Open Data EAT 198,000 - 50,000 - - - 248,000 Command Central A/V Infrastucture PSSC - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD)PSSC 1,580,000 - - - - - 1,580,000 Consolidation & Replacement of Core Systems PCDT 900,000 1,500,000 2,000,000 - - - 4,400,000 Cyber Security Program Development PSSC 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Data Governance and Operational Analytics BCDDM 405,000 - 50,000 50,000 - - 505,000 Digital Information Network PCDT 5,025,584 500,000 500,000 - - - 6,025,584 Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000 Electronic Patient Care Reporting PSSC 50,000 (50,000) - - - - - Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000 Enterprise Digital Asset Management EAT 400,000 - - - - - 400,000 Facility Monitoring and Analytics BCDDM - 100,000 50,000 50,000 50,000 - 250,000 Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Fleet Telematics PCDT 45,916 130,000 - - - - 175,916 Live 911 PSSC 66,380 - - - - - 66,380 Online Permitting/Electronic Reviews (E-Reviews)EAT 645,000 - - - - - 645,000 Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000 Patron Print/Copy Management EAT 18,000 70,000 - - - - 88,000 Payment Works PSSC - 68,600 - - - - 68,600 Permit Process Automation BCDDM - -200,000 200,000 - - 400,000 Police Records Management Migration PSSC - -200,000 - - - 200,000 Police Body Camera Replacement PSSC - -500,000 - - - 500,000 Police In-car Video Replacement PSSC - -- - - 550,000 550,000 Professional Technical Services for Data Project Delivery BCDDM 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Project Portfolio Management Tool & Consulting PCDT 500,000 - - - - - 500,000 Record Digitization EAT - 100,000 100,000 - - - 200,000 RFID Replacement PCDT - -600,000 - - - 600,000 Staff Managed Print PCDT - 700,000 - - - 800,000 1,500,000 Virtual Permitting Counter (OpenCounter)EAT 61,000 - 23,000 - - - 84,000 Expansion of Yardi EAT - 30,000 - - - - 30,000 Major Incident/Special Event Management System PSSC - -20,000 - - - 20,000 Next Generation Online Catalog EAT 40,000 (40,000) - - - - - Past Perfect Upgrade/Migration PCDT - 5,000 - - - - 5,000 Police Mobile Device IOS Transition PSSC - -5,000 - - - 5,000 Remote Hold Pickup Locker EAT - -40,000 - - - 40,000 Tightrope PCDT - -35,000 - - - 35,000 Technology Investment Capital Fund Total 13,259,880 3,533,600 5,704,000 881,000 758,000 1,842,000 25,978,480 Information Technology Replacement Fund Annual Hardware and Infrastructure Replacement PSSC 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Exploration Hub Upgrade PCDT - 43,600 - - - - 43,600 Information Technology Replacement Fund Total 790,000 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 6,946,742 Utilities Enterprise Funds (Operating or Capital) Meter Data Management/Utility Analytics BCDDM - - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds)BCDDM 50,000 15,353 - - - - 65,353 Utility Billing Automation PCDT - - 75,000 - - - 75,000 Utility Billing Portal PCDT 90,000 - - - - - 90,000 Total Utilities Enterprise Funds (Operating or Capital)140,000 15,353 625,000 - - - 780,353 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Connected Carlsbad Goal Abbreviations Build Capacity for Data-driven Decision Making = BCDDM Enhance Accessibility and Transparency = EAT Foster a Vibrant Civic Engagement Culture = FVCEC Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT Funding Source ProjectsTotal Attachment D June 13, 2023 Item #9 Page 149 of 542 Exhibit E PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2023-24 Department Item Description Quantity One-Time Cost Golf Course Driving Range Entertainment Project Planning 1 60,000 Kitchen & Banquet Equipment Package 1 50,000 Rough Mower 1 80,000 Utility Carts 4 40,000Bunker Renovation Phase 5 of 5 1 60,000 Canyons Patio Furniture Replacement 1 77,000 Cart Path Repairs (6-8 panels)1 60,000 Clubhouse and Surrounding Area Landscaping 1 60,000Fencing Replacement 1 60,000 Range Improvements/Supplies 1 60,000 Replace Artificial Turf on Driving Range Tee 1 60,000 Concrete Slab and Covers for #6 & #14 F&B Stations 1 39,960Replacement Swinging Kitchen Door in Fireside Room 1 15,000Starter Structure 1 60,000 Add Bunker on Hole #18 1 60,000 Waterfall Plant Material Improvements 1 30,000 Driving Range Netting 1 40,540Monument Sign 1 25,000 Carpeting for Offices and Golf Shop 1 42,500 AirWall System for Fireside Room 1 30,000 Golf Course Subtotal 23 $1,010,000 Fleet Replacement Fleet & Facilities: Pickup Truck 1 80,000 Fire: Pickup Truck 1 52,020 Parks & Recreation: Pickup Truck 1 48,725 Parks & Recreation: Tractor 1 55,784Parks & Recreation: Trailers 4 60,345 Police: Utility Vehicles 6 466,270 Police: Motorcycle 1 46,420 Police: Sedan 2 104,000Public Works: Compactor 1 80,000 Public Works: Loader 1 75,000 Fleet Replacement Subtotal 19 $1,068,564 Information Technology Replacement Servers 5 84,966Switches19 324,642 Information Technology Subtotal 24 $409,608 Grand Total Major Capital Outlay 66 $2,488,172 *Major Capital Outlay only includes items of $10,000 or greater. (Greater than $10,000) June 13, 2023 Item #9 Page 150 of 542 RESOLUTION NO. 1710 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE WATER DISTRICT'S FINAL OPERATING BUDGET, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2023-24 AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS WHEREAS, the Board of Directors of the Carlsbad Municipal Water District 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) 2023-24 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 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 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program" presented at the Joint Special Meeting on May 23, 2023 as Exhibit 1 to Item No. 9, as amended, if necessary, in accordance with Attachments A and B to this Exhibit 5 are adopted as the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for the Carlsbad Municipal Water District for FY 2023-24 along with the program options and adjustments, if any, determined by the Board of Directors as set forth in the minutes of this Joint Special Meeting on June 13, 2023. 3.That the amounts reflected as estimated revenues for FY 2023-24 as shown in Attachment A are adopted as the budgeted revenues for FY 2023-24. 4.That the amounts designated as FY 2023-24 Budgets in Attachments A, B and the City of Carlsbad's estimated share of the FY 2023-24 Operating and Capital Budget of Encina Wastewater Authority attributable to the Carlsbad Water Recycling Facility as presented in Attachment C 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. Exhibit 5 June 13, 2023 Item #9 Page 151 of 542 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 designated for the 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 unforeseen legal expenses and liabilities. v.The Executive Manager may delegate the authority given to the Executive Manager under this resolution. B.The Board of Directors must authorize any increase in the number of authorized permanent personnel positions chargeable to the water and recycled water enterprise funds above the level identified in the final Budget. The Executive Manager may authorize the hiring of temporary or part time staff chargeable to the water and recycle water enterprise funds as necessary within the limits imposed by the controls listed above. 7.That all appropriations for outstanding encumbrances as of June 30, 2023 are continued into FY 2023-24 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, 2023, are appropriated to FY 2023-24 in their respective project budgets. June 13, 2023 Item #9 Page 152 of 542 10.That all appropriations in the Strategic Digital Transformation Investment Program remaining unexpended at June 30, 2023, are appropriated to FY 2023-24 in their respective project budgets. 11.That all appropriations in the Operating Budget remaining unexpended at June 30, 2023 related to grant awards received or expected for projects that are continuing into the next fiscal year are appropriated to FY 2023-24. PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the Carlsbad Municipal Water District, the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 13th day of June, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. KEITH BLACKBURN, President � f SHERRY FREISINGER, Secretary {SEAL) June 13, 2023 Item #9 Page 153 of 542 Project Name NewProject District Score FundingID FundingSource CurrentAppropriaƟon Last Year (2022-23)Appropriated Year 1(2023-24)Year 2(2024-25)Year 3(2025-26)Year 4(2026-27)Year 6-10 (2029-33)Year 11-15 (2034-38)Total Funding Source Carlsbad Boulevard Waterline Replacement at Terramar NO 2 CriƟcal 50481 WATER REPL Cathodic ProtecƟon Program NO Citywide CriƟcal 50071 WATERREPL 50072 RECL REPL College Boulevard - Cannon Road To Badger Lane (375 Zone)NO 2 Low 50131 WATERCONN College Boulevard - Cannon Road To Badger Lane (490 Zone)NO 2 Low 50121 WATER CONN Crestview Drive Transmission Main NO 1 Medium 50331 WATERREPL Desalinated Water Flow Control Facility No. 5 NO 2 High 50381 WATERCONN Fire Flow Capacity System Improvements NO 1 Medium 50431 WATERREPL Hydroelectric GeneraƟon at Water FaciliƟes NO 2 Low 50591 WATER CONN Limited Access Pipeline RelocaƟon Program NO 1,3 CriƟcal 50351 WATERREPL Maerkle Facility Improvements NO 2 CriƟcal 50091 WATERREPL Maerkle Reservoir Solar Project NO 2 Medium 47222 WATERREPL Maerkle Reservoir Transmission Main NO 2 Medium 50011 WATER REPL 50012 WATER CONN Normally Closed Valve (Install Motorized Valve)NO 3 High 50501 WATERREPL Palomar Airport Waterline Realignment NO 2 CriƟcal 50551 WATERREPL Poinseƫa Lane - Cassia Road to Skimmer Court (Reimbursement Agreement)NO 3 High 50451 WATERCONN Pressure Reducing StaƟon Program NO Citywide CriƟcal 50201 WATER REPL Rancho Carlsbad Groundwater Supply NO 2 Low 50611 WATERCONN 50612 WATERREPL Reservoir CondiƟon Assessment and Repair Program NO Citywide High 50241 WATERREPL 50242 RECL REPL San Luis Rey Mission Basin Groundwater Supply NO Citywide Low 50441 WATERCONN 50442 WATERREPL Santa Fe II Inlet Pipeline NO Null High 50571 WATERREPL Santa Fe II Reservoir Site Electrical Improvements NO 3 Medium 50461 WATER REPL Tri-Agency Water Transmission Pipeline Replacement NO 2 High 50081 WATER REPL Water Infrastructure CondiƟon Assessment Program NO Citywide CriƟcal 50511 WATERREPL Water Loss Monitoring Program NO Citywide Low 50521 WATERREPL Water Modeling NO Citywide CriƟcal 50581 WATERCONN Water System RehabilitaƟon and Replacement NO Citywide CriƟcal 39041 WATER REPL Water Valve Repair/Replacement Program NO Citywide CriƟcal 50191 WATERREPL 4,730,000------1,300,0004,730,000 3,286,700280,000260,000190,000190,000190,000190,000190,0001,796,700 200,000----100,000100,000-- 1,528,383----1,250,000-28,200278,383 1,562,600----1,250,000-12,600312,600 605,000-----284,00021,000321,000 11,569,601-----758,000707,30110,811,601 8,125,000--3,000,0002,500,0002,000,000415,000-1,500,000210,000 2,071,000--1,225,000-385,00033,00028,000428,000 11,924,000--2,875,0006,348,000-761,000-1,940,000 3,535,200-----800,000500,0002,735,200 249,170------249,170249,170 4,592,000--2,023,0002,130,000244,000-578,000-773,000 3,463,000--1,567,0001,660,000236,000--- 1,285,000-----300,000500,000985,000 2,333,000------560,0002,333,000 600,000-------600,000 14,831,0403,000,0003,000,000600,000600,000600,000600,000600,0005,831,040 1,750,000-1,425,000-125,000---200,000 1,750,000-1,425,000-125,000---200,000 14,570,0003,610,0003,070,000---2,040,000-5,850,000 200,000-----200,000-- 31,420,00015,200,00015,700,000---20,000-277,500- --------77,500- 2,770,650--1,920,000115,000206,000-34,650529,650 293,581-----110,000150,000183,581 10,974,970--4,630,0003,585,000431,000-1,290,000-3,618,970 9,070,0002,480,0002,250,000450,000420,000420,000410,000410,0002,190,000 167,089------182,911-350,000 375,000------25,000375,000 68,028,36621,080,00019,890,0003,000,0003,000,0003,000,0002,800,0002,690,00012,258,366 Carlsbad Municipal Water District: 15-year Capital Improvement Program Project Schedule Attachment A June 13, 2023 Item #9 Page 154 of 542 Project Name NewProject District Score FundingID FundingSource CurrentAppropriaƟon Last Year (2022-23)Appropriated Year 1(2023-24)Year 2(2024-25)Year 3(2025-26)Year 4(2026-27)Year 6-10 (2029-33)Year 11-15 (2034-38)Total Funding Source WaterSystemRehabilitaƟonandReplacement NO Citywide CriƟcal 39041 WATERREPL Water Valve Repair/Replacement Program NO Citywide CriƟcal 50191 WATER REPL 23,500,0005,650,0005,110,0001,000,000960,000960,000960,000940,0007,860,000 Carlsbad Municipal Water District: 15-year Capital Improvement Program Project Schedule June 13, 2023 Item #9 Page 155 of 542 D‐27  PUBLIC WORKS |  UTILITIES: POTABLE WATER OPERATIONS    Account: 5016310 Fund: Enterprise  ABOUT  To ensure safe, high‐quality drinking water is available to Carlsbad Municipal Water District  customers on‐demand, the CMWD provides ongoing operation and maintenance of the following:  nine storage reservoirs or tanks, 457 miles of pipeline, 17 pressure zones, 71 pressure regulating  stations, three pumping stations, 14,327 valves, 4,481 fire hydrants and 30,446 potable meters.  CMWD purchases potable water from its wholesale water provider, San Diego County Water  Authority, which includes desalinated water from the Carlsbad Desalination Plant.  SERVICES  Operate and maintain reservoirs, pressure regulating stations, pump stations, transmission and distribution pipelines, valves, meters and other appurtenances Deliver reliable, safe drinking water and fire flow demand Comply with all water‐related health, safety, and environmental regulations including state and federal drinking water standards for water quality sampling and reporting Implement effective water conservation and rebate programs, including public education, leak detection studies, leak repair and compliance with conservation laws Work with other water agencies and the San Diego County Water Authority on regional water‐related projects and budgets 2020‐21 Actual 2021‐22 Actual 2022‐23 Budget 2023‐24 Budget Personnel Services Salaries & Wages 2,456,258$             2,775,502$             3,020,543$             3,297,868$              Retirement Benefits 853,829 777,841 707,921 722,595  Health Insurance 532,524 539,133 456,572 603,202  Other Personnel Expenses 932,144 (934,811)                 142,351 159,114  Personnel Services Subtotal 4,774,755               3,157,665               4,327,387               4,782,779                Operating Expenses Professional & Contract Services 7,339,768               7,250,138               8,568,654               9,205,538                Supplies & Materials 25,652,887             26,320,138             28,010,084             31,440,899              Repair & Maintenance 299,762 384,355 361,250 290,050  Interdepartmental Charges 2,722,945               2,964,704               3,161,356               3,765,584                Other Operating Expenses 6,479,626               4,222,292               5,267,601               5,271,353                Capital Outlay 415,639 16,957 19,500 3,600  Operating Expenses Subtotal 42,910,627             41,158,584             45,388,445             49,977,024              TOTAL EXPENDITURES 47,685,382$          44,316,249$          49,715,832$          54,759,803$           Full Time Positions 29.50 30.55 30.95 31.05 Hourly/FTE Positions0.450.200.000.00 Attachment B June 13, 2023 Item #9 Page 156 of 542   D‐28  RECENT ACCOMPLISHMENTS    Developed and established a Utilities Reserve policy for fund stability    Established new hydraulic modeling fees   Performed regulation‐required Lead and Copper sampling   Completed construction on the Carrillo Way water main rehabilitation   Built and calibrated the water distribution system hydraulic model now used to assess  system capacity needs    Completed inspection and cleaning of 10 potable reservoirs    GOALS   Minimize costs while continuing to provide high levels of service at acceptable risk   Optimize asset management by increasing the use of technology to improve and manage the  infrastructure system more efficiently and effectively   Work with the State Department of Water Resources and the State Water Resources Control  Board on implementation of regulations for Water Use Efficiency Standards    Create an inventory of lead service lines to comply with the new EPA Lead and Copper  regulations   Complete US Environmental Protection Agency‐required sampling under the fifth Unregulated  Contaminant Monitoring Rule that requires monitoring polyfluoroalkyl substances    Update the Potable Water Master Plan   Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100  miles of pipeline, per the American Water Works Association   Initiate construction of the Palomar Airport waterline replacement project, water main  replacements in the downtown and coastal areas, construction of one new pressure  regulating station and replacement of two existing pressure regulating stations    Update the cost of services study and present updated rates to the Carlsbad Municipal  Water District Board of Directors for approval      SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET   Permanent reduction of 1.0 FTE by not filling vacant positions and reorganizing duties  Reduction of 2 vehicles from the Utilities Department fleet     Performance Measure FY 2022  Actual  FY 2023  Estimated  FY 2024  Projected  Pipeline breaks per 100 miles of pipe  0 <3.4 <3.4  Meeting State Water Resources Control Board water use  efficiency standards Yes Yes Yes  June 13, 2023 Item #9 Page 157 of 542   D‐29  PUBLIC WORKS |  UTILITIES: RECYCLED WATER OPERATIONS            Account: 5026310 Fund: Enterprise    ABOUT  The Carlsbad Municipal Water District owns the Carlsbad Water Recycling Facility located next to the  Encina Wastewater Authority treatment plant. CMWD takes treated wastewater from that plant and  further treats it to the 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.      Delivery of this water includes the operation and maintenance of the recycled water system’s three  storage tanks, four pump stations, three pressure‐reducing stations, six pressure zones, 97 miles of  pipelines, 1,050 valves, and 1,011 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.          2020‐21 Actual 2021‐22 Actual 2022‐23 Budget 2023‐24 Budget Personnel Services Salaries & Wages 1,033,183$             1,040,554$             1,354,365$             1,310,203$              Retirement Benefits 375,927                  350,713                  310,948                  266,704                   Health Insurance 141,496                  143,591                  189,818                  176,778                   Other Personnel Expenses 4,712                       41,288                    63,152                    57,615                     Personnel Services Subtotal 1,555,318               1,576,146               1,918,283               1,811,300                Operating Expenses Professional & Contract Services 1,339,480               1,425,672               2,008,860               2,373,450                Supplies & Materials 2,397,182               2,361,161               3,034,650               3,023,586                Repair & Maintenance 61,170                    19,524                    66,743                    22,743                     Interdepartmental Charges 690,574                  818,951                  936,905                  1,168,003                Other Operating Expenses 1,491,538               1,922,717               3,234,080               3,448,290                Capital Outlay 67,841                    ‐                           7,000                       1,750                        Operating Expenses Subtotal 6,047,785               6,548,025               9,288,238               10,037,822              TOTAL EXPENDITURES 7,603,103$             8,124,171$             11,206,521$          11,849,122$           Full Time Positions 13.00 13.30 12.75 10.85 Hourly/FTE Positions0.050.100.500.50 June 13, 2023 Item #9 Page 158 of 542   D‐30  SERVICES   Deliver recycled water for irrigation and some industrial uses through the recycled water  system   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   Perform inspections on systems and backflows to prevent cross connections and protect the  potable water system   Convert irrigation sites from potable water to recycled water as service becomes available    RECENT ACCOMPLISHMENTS    Awarded $3 million in recycled water grants   Completed the design of Phase 3 Recycled Water Reservoir (D‐4) Tank    Performed annual backflow tests at 285 sites and inspections at 625 recycled use sites   Developed a Utilities Reserve policy    GOALS   Complete construction of a 1.5‐million‐gallon recycled water storage tank   Complete Segment 5 conversions from potable to recycled water and connect customers to  the expanded system   Stay within the industry benchmark for water main breaks of 3.4 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 irrigation cost   Perform tank inspections and cleaning for three recycled reservoirs   Update the cost of services study and present updated rates to the CMWD Board       Performance Measure FY 2022  Actual  FY 2023  Estimated  FY 2024  Projected  Pipeline breaks per 100 miles of pipe  0 <3.4 <3.4  Cost of recycled water as a percent of potable water cost 71% 73% 75%  June 13, 2023 Item #9 Page 159 of 542 PROPOSED OPERATING &CAPITAL BUDGET FISCAL YEAR 2024 Encina Wastewater Authority 6200 Avenida Encinas Carlsbad, CA 92011 www.encinajpa.com Attachment C June 13, 2023 Item #9 Page 160 of 542 June 13, 2023 Item #9 Page 161 of 542 MISSION STATEMENT PROUDLY SERVING "As an environmental leader, EWA provides reliable and fiscally responsible wastewater services to the communities we serve while optimizing use of renewable resources." City of Carlsbad City of Vista Buena Sanitation District Vallecitos Water District City of Encinitas Leucadia Wastewater District June 13, 2023 Item #9 Page 162 of 542 June 13, 2023 Item #9 Page 163 of 542 CITY OF CARLSBAD Keith Blackburn CITY OF CARLSBAD Carolyn Luna CITY OF VISTA | BUENA SANITATION DISTRICT John Franklin CITY OF VISTA | BUENA SANITATION DISTRICT Joe Green VALLECITOS WATER DISTRICT Jim Hernandez VALLECITOS WATER DISTRICT Jim Pennock CITY OF ENCINITAS Bruce Ehlers CITY OF ENCINITAS Joy Lyndes LEUCADIA WASTEWATER DISTRICT Chris Roesink LEUCADIA WASTEWATER DISTRICT Elaine Sullivan CHAIR Joy Lyndes VICE-CHAIR Jim Hernandez BOARD OF DIRECTORS CALENDAR YEAR 2023 ENCINA WASTEWATER AUTHORITY June 13, 2023 Item #9 Page 164 of 542 DIRECTOR OF OPERATIONS Octavio Navarrete DIRECTOR OF TECHNICAL SERVICES Dimitris Papachristoforou, PE DIRECTOR OF ENVIRONMENTAL COMPLIANCE Alicia Appel DIRECTOR OF FINANCE Aaron Beanan EXECUTIVE LEADERSHIP TEAM ENCINA WASTEWATER AUTHORITY GENERAL MANAGER Scott McClelland, PE, BCEE ASSISTANT GENERAL MANAGER | TREASURER | AUDITOR Jennifer Sabine GENERAL COUNSEL Adriana Ochoa, Partner June 13, 2023 Item #9 Page 165 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 TABLE OF CONTENTS INTRODUCTION Letter of Transmittal ............................................................................................................................................................................... 1 Policy Brief – Workforce Staffing Strategy .............................................................................................................................................. 5 Organization Chart .................................................................................................................................................................................. 9 Position List ........................................................................................................................................................................................... 10 Operating Budget – Revenue and Expense Summary ........................................................................................................................... 13 Operating Budget – Expense Summary ................................................................................................................................................. 14 Operating Budget – Revenue Summary ................................................................................................................................................ 15 Personnel Expense Summary by Account & by Program ...................................................................................................................... 16 OPERATING PROGRAMS Encina Water Pollution Control Facility – Overview .............................................................................................................................. 17 Encina Water Pollution Control Facility – Operating Expense Summary............................................................................................... 19 Environmental Compliance and Regional Source Control – Overview .................................................................................................. 21 Environmental Compliance and Regional Source Control – Operating Expense Summary ................................................................... 23 Agua Hedionda Pump Station – Overview ............................................................................................................................................ 25 Agua Hedionda Pump Station – Operating Expense Summary ............................................................................................................. 27 Buena Creek Pump Station – Overview ................................................................................................................................................. 29 Buena Creek Pump Station – Operating Expense Summary ................................................................................................................. 31 Buena Vista Pump Station – Overview .................................................................................................................................................. 33 Buena Vista Pump Station – Operating Expense Summary ................................................................................................................... 35 Carlsbad Water Recycling Facility – Overview ....................................................................................................................................... 37 Carlsbad Water Recycling Facility – Operating Expense Summary ....................................................................................................... 39 Raceway Basin Pump Station – Overview ............................................................................................................................................ 41 Raceway Basin Pump Station – Operating Expense Summary .............................................................................................................. 43 Internal Service Funds – Overview ........................................................................................................................................................ 45 Internal Service Funds – Operating Expense Summary ......................................................................................................................... 47 CAPITAL PROGRAMS Capital Program ……………………………………………………………………………………………………………………………………………………………………………….49 Summary of Capital Expenses ............................................................................................................................................................... 51 Encina Water Pollution Control Facility – Capital Improvements ......................................................................................................... 52 Encina Water Pollution Control Facility – Planned Asset Rehabilitation & Replacement ..................................................................... 53 Encina Water Pollution Control Facility – Capital Acquisitions.............................................................................................................. 55 Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 56 Encina Water Pollution Control Facility – Capital Improvements, 5 Year Detail ................................................................................... 58 Encina Water Pollution Control Facility – Capital Improvements, Estimated Carry Forward ................................................................ 61 Long-Term Capital Financial Plan .......................................................................................................................................................... 65 APPENDIX Budget Resolutions ............................................................................................................................................................................... 66 June 13, 2023 Item #9 Page 166 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. June 13, 2023 Item #9 Page 167 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Date: April 26, 2023 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 FY2024 Recommended Operating & Capital Budgets This letter transmits the Encina Wastewater Authority’s (EWA) Recommended Fiscal Year 2024 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 2024, and the proportionate amount to be paid by each Member Agency. As discussed last year, increasing global volatility is putting significant upward pressure on the cost of providing wastewater services. Increasing climate volatility, geopolitical instability, and resource scarcity are directly increasing the Recommended FY2024 Budget. Significant wet weather swings directly impact EWA’s energy, chemical, and insurance costs. Geopolitical instability impacts resources used in EWA’s daily operations, especially those dependent on oil in their creation or transportation such as polymers and other treatment plant chemicals. And supply chain challenges, as a result of geopolitics or otherwise, are decreasing the availability of resources used in EWA’s daily operations. The lack of goods is driving up prices leading to inflation not seen in decades. As EWA moves into the future, increasing the adaptability, sustainability, and resiliency of its operations and finances will become increasingly more important as global volatility becomes a new normal that all public entities are addressing. Despite these challenges, budget impacts were carefully managed resulting in an increase of 6.0% over last year’s budget as shown in the table below: OPERATING BUDGET OVERVIEW The Recommended FY2024 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 FY2024 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 FY2024 Operating Budget totals approximately $23.5M for the seven (7) operational programs summarized on the following page: Budget Actual FY2022 Budget FY2023 Proposed FY2024 FY 2023 vs FY 2024 % Change Operating Budget 19,025,998$ 19,528,774$ 23,501,441$ 20.3% Capital Budget 28,670,081$ 27,005,586$ 25,834,437$ -4.3% Total Capital Budget $ 47,696,079 $ 46,534,360 $ 49,335,878 6.0% 1June 13, 2023 Item #9 Page 168 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 The FY2024 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. CAPITAL BUDGET OVERVIEW The Recommended FY2024 Capital Budget totals approximately $25.8M 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 FY2024 Capital Budget includes approximately $3.3 million in funding for 15.11 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 FY2024 funding includes the Digester Rehabilitation and Improvements ($3.0M), the Dissolved Air Flotation Tank Repairs ($0.8M), and Administrative Building HVAC Rehabilitation ($3.4M). EWPCF – Planned Asset Rehabilitation and Replacement (PARR) reflects minor plant rehabilitation efforts undertaken by EWA staff to maintain the $714 million worth of Joint System assets. PARR Projects total $1.5M. EWPCF – Capital Acquisitions total $0.4M and reflect appropriate investment in minor infrastructure and equipment. Remote Facilities – Acquisitions and Rehabilitation total $1.6M and reflect appropriate investment in remote facility improvements. 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 Operating Program Actual FY2022 Budget FY2023 Proposed FY2024 FY 2023 vs FY 2024 % Change Encina Water Pollution Control Facility $ 14,568,030 $ 15,607,229 $ 18,650,287 19.5% Environmental Compliance ─ Source Control $ 889,245 $ 904,348 $ 1,019,627 12.7% Agua Hedionda Pump Station $ 618,494 $ 743,735 $ 740,566 -0.4% Buena Vista Pump Station $ 711,711 $ 764,909 $ 864,612 13.0% Buena Creek Pump Station $ 577,411 $ 582,396 $ 619,768 6.4% Carlsbad Water Recycling Facility $ 1,414,008 $ 1,461,581 $ 1,829,848 25.2% Raceway Basin Pump Station $ 247,099 $ 282,576 $ 305,733 8.2% Sub-Total: Expenses $ 19,025,998 $ 20,346,774 $ 24,030,441 18.1% Estimated Other Operating Revenue $ - $ (818,000) $ (529,000) -35.3% Total Operating Budget $ 19,025,998 $ 19,528,774 $ 23,501,441 20.3% Capital Program Actual FY2022 Budget FY2023 Proposed FY2024 FY 2023 vs FY 2024 % Change EWPCF – Capital Improvements 21,312,394$ 20,900,000$ 19,245,000$ -7.9% EWPCF – Planned Asset Rehabilitation 1,057,691$ 1,156,000$ 1,534,200$ 32.7% EWPCF – Capital Acquisitions 388,650$ 356,000$ 368,000$ 3.4% Remotes Facilities – Acquisitions & Rehabilitation 3,247,757$ 1,681,800$ 1,602,917$ -4.7% Allocated Personnel Expenses 2,663,590$ 2,911,786$ 3,084,320$ 5.9% Total Capital Budget $ 28,670,081 $ 27,005,586 $ 25,834,437 -4.3% 2June 13, 2023 Item #9 Page 169 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 whose efforts produced this document. Assistant General Manager Jennifer Sabine, who prepared and developed staffing recommendations and operations estimates with the Executive Leadership team at EWA. Aaron Beanan, Director of Finance, who led efforts in the preparation and development of the Recommended FY2024 Budget. Finally, the Executive Leadership Team coordinated the budget development processes within their respective departments. Respectfully Submitted, Scott McClelland, P.E., BCEE, MBA General Manager 3June 13, 2023 Item #9 Page 170 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 4June 13, 2023 Item #9 Page 171 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Policy Brief Date: April 26, 2023 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 typically reviewed annually. 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? 5June 13, 2023 Item #9 Page 172 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Chemist I The Recommended Fiscal Year 2024 Budget includes an additional Chemist I position to support the significant increase in the activity and complexity of EWA’s laboratory compliance and administration. Encina operates a regional environmental laboratory that provides analytical services to several member and non-member water agencies, recuperating costs through the charging of laboratory service fees. This full-time entry-level Chemist will allow higher level Chemists (Chemist II/III) to perform Quality Analysis/Quality Control duties to meet the new requirements of the Environmental Laboratory Accreditation Program (ELAP) certification meeting The NELAC Institute (TNI) standards. TNI compliance requires creation and maintenance of a system of QA/QC measures and oversight at a higher caliber than is currently required of Encina’s laboratory. A reduction in the utilization of temporary and part-time staff and newly assessed increases in laboratory revenue through service fees partially mitigates the cost impact of this staffing recommendation. Evaluation Criteria Justification Permanence The new ELAP Certification requirements to meet TNI standards are a requirement of the State of California effective January 2024. Meeting these standards makes each analysis take longer, including additional time for training, demonstrations of capabilities, equipment calibration documentation and full traceability for every sample. The laboratory has not increased staffing levels since 2005. Reprioritization This position will replace a part-time Laboratory Technician position currently staffed at approximately 0.5 full-time equivalent (FTE). The laboratory currently employs a lean staffing model with a heavy workload and significant samples processed daily, including holidays. This entry level chemist will allow work to be shifted from more senior Chemists (Chemist II/III) to allow them to actively participate in TNI Compliance efforts and QA/QC. 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 supported by revenue from laboratory fees. Full Time vs. Part Time Encina currently has a part time employee supporting the laboratory. This position is difficult to staff as it is a temporary position and does not provide the level of longevity or support needed to meet the TNI standards Appropriate Classification This additional position is requested at the lowest, entry level to alleviate day-to-day demands on Chemist IIIs. This will allow Chemist IIIs to provide higher-level support of the Laboratory Manager in QA/QC oversight, and will also support succession planning and provide professional development for Chemist IIIs. Institutional Knowledge Every laboratory has slightly different equipment and Standard Operating Procedures. While consultant support may be needed for compliance checks or regulatory support, the essence of laboratory analysis requires in-house staff knowledgeable and trained to perform duties consistently, professionally, and in compliance with ELAP/TNI requirements. Market Availability Based on a 2021 recruitment for a Chemist I, sufficient applicants with basic laboratory experience and education are expected to be available for the position. Special Skills or Certifications Required The Chemist I is required to have a Bachelor’s degree in natural sciences, along with coursework or work experience in a laboratory setting. All laboratory staff are encouraged to pursue certification as Laboratory Analysts through the California Water Environment Association. Risk Management and Transparency The Encina laboratory provides regional water analysis services to member agencies as well as other agencies. While Encina already sends certain tests to outside laboratories which are ELAP/TNI compliant, it is neither practical nor cost effective to outsource daily compliance monitoring required by Encina’s discharge permit. Encina charges fees lower than private laboratories, and due to significant consolidation in the laboratory industry there would be 6June 13, 2023 Item #9 Page 173 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 potential for compliance risk in pursuing more outsourcing of laboratory activities due to lack of industry capacity to perform these analysis. Logistical Issues The new position will work with other Chemists in Encina’s laboratory, located on the second floor of the administration building. This work must be performed on site. 7June 13, 2023 Item #9 Page 174 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 8June 13, 2023 Item #9 Page 175 of 542 EN C I N A W A S T E W A T E R A U T H O R I T Y Bu d g e t | F i s c a l Y e a r 2 0 2 4 FI S C A L Y E A R 2 0 2 4 O R G A N I Z A T I O N ( 7 6 F T E s ) Bo a r d o f D i r e c t o r s Ge n e r a l C o u n s e l Ge n e r a l M a n a g e r Le a d O p e r a t o r ( 5 ) Dir e c t o r o f Op e r a t i o n s Dir e c t o r o f Te c h n i c a l S e r v i c e s Sh i f t S u p e r v i s o r ( 6 ) Tra i n i n g a n d Qu a l i t y C o n t r o l Sp e c i a l i s t Op e r a t i o n s M a n a g e r EW P C F Op e r a t i o n s M a n a g e r Re m o t e F a c i l i t i e s Op e r a t i o n s M a n a g e r Re s o u r c e R e c o v e r y Ma i n t e n a n c e M a n a g e r Me c h a n i c a l T e c h Su p e r v i s o r Le a d M e c h a n i c a l Te c h n i c i a n Co g e n e r a t i o n Sp e c i a l i s t Ele c t r i c a l & In s t r u m e n t a t i o n Te c h n i c i a n ( 3 ) Dir e c t o r o f F i n a n c e Ac c o u n t i n g S u p e r v i s o r Ac c o u n t i n g Te c h n i c i a n Pro c u r e m e n t Sp e c i a l i s t As s i s t a n t G e n e r a l Ma n a g e r En g i n e e r i n g S e r v i c e s Ma n a g e r Ad m i n i s t r a t i v e As s i s t a n t La b o r a t o r y M a n a g e r In v e n t o r y C o n t r o l Te c h n i c i a n Ele c t r i c a l & In s t r u m e n t a t i o n Su p e r v i s o r En g i n e e r Se n i o r C o n s t r u c t i o n Ma n a g e r Bo a r d S e c r e t a r y / Ex e c u t i v e A s s i s t a n t Dir e c t o r o f En v i r o n m e n t a l Co m p l i a n c e In s p e c t o r ( 3 ) Fie l d S e r v i c e s Su p e r i n t e n d e n t In f o r m a t i o n S y s t e m s Ma n a g e r So u r c e C o n t r o l Ma n a g e r Sa f e t y a n d Tr a i n i n g M a n a g e r Co n t r a c t Ad m i n i s t r a t o r Ch e m i s t ( 5 ) Hu m a n R e s o u r c e s Ma n a g e r Hu m a n R e s o u r c e s An a l y s t Op e r a t o r ( 1 5 ) Me c h a n i c a l Te c h n i c i a n ( 6 ) In f o r m a t i o n S y s t e m s An a l y s t ( 2 ) 9 June 13, 2023 Item #9 Page 176 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 2022-23 Budget 2023-24 Budget Office of the General Manager General Manager 1.00 1.00 Assistant General Manager 1.00 1.00 Assistant to the General Manager 1.00 0.00 Engineering Services Manager 1.00 1.00 Senior Construction Manager1 1.00 1.00 Human Resources Manager 0.00 1.00 Human Resources Analyst2 1.00 1.00 Board Secretary/Executive Assistant2 1.00 1.00 Administrative Assistant I/II 1.00 1.00 Total 8.00 8.00 Finance Department Director of Finance1 1.00 1.00 Accounting Supervisor1 1.00 1.00 Accounting Technician I/II 1.00 1.00 Contract Administrator 1.00 1.00 Inventory Control Technician2 1.00 1.00 Procurement Specialist 1.00 1.00 Total 6.00 6.00 Operations Department Director of Operations 1.00 1.00 Operations Manager 3.00 3.00 Shift Supervisor 6.00 6.00 Lead Operator 5.00 5.00 Operator I/II and Operator-In-Training 15.00 15.00 Training and Quality Control Specialist 1.00 1.00 Total 31.00 31.00 AUTHORIZED POSITIONS Summary by Department 10June 13, 2023 Item #9 Page 177 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 2022-23 Budget 2023-24 Budget AUTHORIZED POSITIONS Summary by Department Technical Services Department Director of Technical Services 1.00 1.00 Maintenance Manager 1.00 1.00 Electrical and Instrumentation Supervisor1 1.00 1.00 Electrical and Instrumentation Technician1,2 3.00 3.00 Application Specialist1 0.00 0.00 Mechanical Technician Supervisor1 1.00 1.00 Lead Mechanical Technician 1.00 1.00 Mechanical Technician I/II1 6.00 6.00 Cogeneration Specialist 1.00 1.00 Field Services Superintendent 1.00 1.00 Information Systems Manager 1.00 1.00 Information Systems Analyst2 2.00 2.00 Total 19.00 19.00 Environmental Compliance Department Director of Environmental Compliance 1.00 1.00 Source Control Manager 1.00 1.00 Source Control Inspector I/II/III2 3.00 3.00 Laboratory Manager 1.00 1.00 Chemist I/II/III2 4.00 5.00 Safety & Training Manager 1.00 1.00 Total 11.00 12.00 Full-time Equivalent Employees Summary Office of the General Manager 8.00 8.00 Finance 6.00 6.00 Operations 31.00 31.00 Technical Services 19.00 19.00 Environmental Compliance 11.00 12.00 Total 75.00 76.00 1. Mid-year change per General Manager authority during Fiscal year 2022-23. 2. Title changed per 2022 Compensation Study. 11June 13, 2023 Item #9 Page 178 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 12June 13, 2023 Item #9 Page 179 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % City of Carlsbad 5,702,471$ 6,019,641$ 6,340,180$ 7,244,274$ 1,224,633$ 20.3% City of Vista 5,038,347$ 5,146,982$ 5,549,132$ 6,310,428$ 1,163,446$ 22.6% Buena Sanitation District 2,027,684$ 2,036,547$ 2,158,247$ 2,416,649$ 380,102$ 18.7% Vallecitos Water District 3,142,576$ 3,303,792$ 3,302,425$ 3,735,121$ 431,329$ 13.1% Leucadia Wastewater District 2,366,885$ 2,274,588$ 2,557,739$ 2,883,195$ 608,607$ 26.8% City of Encinitas 748,035$ 747,224$ 817,205$ 911,774$ 164,550$ 22.0% Sub Total 19,025,998$ 19,528,774$ 20,724,928$ 23,501,441$ 3,972,667$ 20.3% Estimated Other Revenue *818,000$ 795,500$ 529,000$ (289,000)$ -35.3% Total 19,025,998$ 20,346,774$ 21,520,428$ 24,030,441$ 3,683,667$ 18.1% *2022 Actual total is net of other revenue Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Encina Water Pollution Control Facility 14,568,030$ 14,789,229$ 16,102,971$ 18,121,287$ 3,332,058$ 22.5% Source Control 889,245$ 904,348$ 885,646$ 1,019,627$ 115,279$ 12.7% Agua Hedionda Pump Station 618,494$ 743,735$ 587,031$ 740,566$ (3,169)$ -0.4% Buena Vista Pump Station 711,711$ 764,909$ 783,895$ 864,612$ 99,703$ 13.0% Buena Creek Pump Station 577,411$ 582,396$ 554,667$ 619,768$ 37,372$ 6.4% Carlsbad Water Recycling Facility 1,414,008$ 1,461,581$ 1,554,097$ 1,829,848$ 368,267$ 25.2% Raceway Basin Pump Station 247,099$ 282,576$ 256,621$ 305,733$ 23,157$ 8.2% Total 19,025,998$ 19,528,774$ 20,724,928$ 23,501,441$ 3,972,667$ 20.3% (818,000)$ (795,500)$ Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Encina Water Pollution Control Facility 14,568,030$ 15,607,229$ 16,898,471$ 18,650,287$ 3,043,058$ 19.5% Source Control 889,245$ 904,348$ 885,646$ 1,019,627$ 115,279$ 12.7% Agua Hedionda Pump Station 618,494$ 743,735$ 587,031$ 740,566$ (3,169)$ -0.4% Buena Vista Pump Station 711,711$ 764,909$ 783,895$ 864,612$ 99,703$ 13.0% Buena Creek Pump Station 577,411$ 582,396$ 554,667$ 619,768$ 37,372$ 6.4% Carlsbad Water Recycling Facility 1,414,008$ 1,461,581$ 1,554,097$ 1,829,848$ 368,267$ 25.2% Raceway Basin Pump Station 247,099$ 282,576$ 256,621$ 305,733$ 23,157$ 8.2% Total 19,025,998$ 20,346,774$ 21,520,428$ 24,030,441$ 3,683,667$ 18.1% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Personnel 7,061,037$ 7,372,976$ 7,305,961$ 7,860,681$ 487,705$ 6.6% Non-Personnel 6,145,101$ 6,796,650$ 7,134,549$ 8,656,521$ 1,859,871$ 27.4% Internal Service Fund 5,819,860$ 6,177,148$ 7,079,918$ 7,513,239$ 1,336,091$ 21.6% Total 19,025,998$ 20,346,774$ 21,520,428$ 24,030,441$ 3,683,667$ 18.1% 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 13June 13, 2023 Item #9 Page 180 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Personnel 4,886,752$ 5,162,584 5,329,348$ 5,604,374$ 441,790$ 8.6% Non-Personnel 4,568,550$ 5,067,000$ 5,334,167$ 6,381,144$ 1,314,144$ 25.9% Internal Service Fund 5,112,728$ 5,377,645$ 6,234,956$ 6,664,769$ 1,287,124$ 23.9% Total 14,568,030$ 15,607,229$ 16,898,471$ 18,650,287$ 3,043,058$ 19.5% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Personnel 643,911$ 632,677$ 610,719$ 683,659$ 50,982$ 8.1% Non-Personnel 45,922$ 28,450$ 23,859$ 101,550$ 73,100$ 256.9% Internal Service Fund 199,412$ 243,221$ 251,068$ 234,418$ (8,803)$ -3.6% Total 889,245$ 904,348$ 885,646$ 1,019,627$ 115,279$ 12.7% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Personnel 299,172$ 381,126$ 267,587$ 352,365$ (28,761)$ -7.5% Non-Personnel 226,393$ 264,950$ 213,163$ 279,282$ 14,332$ 5.4% Internal Service Fund 92,929$ 97,659$ 106,281$ 108,919$ 11,260$ 11.5% Total 618,494$ 743,735$ 587,031$ 740,566$ (3,169)$ -0.4% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Personnel 231,415$ 241,349$ 216,285$ 233,009$ (8,340)$ -3.5% Non-Personnel 415,941$ 456,250$ 494,358$ 557,646$ 101,396$ 22.2% Internal Service Fund 64,355$ 67,310$ 73,252$ 73,957$ 6,647$ 9.9% Total 711,711$ 764,909$ 783,895$ 864,612$ 99,703$ 13.0% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Personnel 282,098$ 279,005$ 249,357$ 278,579$ (426)$ -0.2% Non-Personnel 235,569$ 238,400$ 234,581$ 267,324$ 28,924$ 12.1% Internal Service Fund 59,744$ 64,991$ 70,729$ 73,865$ 8,874$ 13.7% Total 577,411$ 582,396$ 554,667$ 619,768$ 37,372$ 6.4% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Personnel 567,666$ 511,292$ 485,056$ 539,577$ 28,285$ 5.5% Non-Personnel 598,248$ 668,850$ 774,255$ 983,270$ 314,420$ 47.0% Internal Service Fund 248,094$ 281,439$ 294,786$ 307,001$ 25,562$ 9.1% Total 1,414,008$ 1,461,581$ 1,554,097$ 1,829,848$ 368,267$ 25.2% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Personnel 150,023$ 164,943$ 147,609$ 169,118$ 4,175$ 2.5% Non-Personnel 54,478$ 72,750$ 60,166$ 86,305$ 13,555$ 18.6% Internal Service Fund 42,598$ 44,883$ 48,846$ 50,310$ 5,427$ 12.1% Total 247,099$ 282,576$ 256,621$ 305,733$ 23,157$ 8.2% 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 14June 13, 2023 Item #9 Page 181 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Encina Water Pollution Control Facility 3,831,383$ 3,983,717$ 4,275,169$ 4,820,869$ 837,152$ 21.0% Source Control 191,949$ 264,978$ 247,997$ 274,803$ 9,825$ 3.7% Agua Hedionda Pump Station 191,114$ 229,815$ 181,393$ 228,835$ (980)$ -0.4% Buena Vista Pump Station 74,017$ 79,550$ 81,524$ 89,919$ 10,369$ 13.0% Carlsbad Water Recycling Facility 1,414,008$ 1,461,581$ 1,554,097$ 1,829,848$ 368,267$ 25.2% Total 5,702,471$ 6,019,641$ 6,340,180$ 7,244,274$ 1,224,633$ 20.3% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Encina Water Pollution Control Facility 3,467,879$ 3,394,406$ 3,886,514$ 4,364,097$ 969,691$ 28.6% Source Control 258,295$ 270,721$ 297,988$ 354,174$ 83,453$ 30.8% Agua Hedionda Pump Station 427,380$ 513,920$ 405,638$ 511,731$ (2,189)$ -0.4% Buena Vista Pump Station 637,694$ 685,359$ 702,371$ 774,693$ 89,334$ 13.0% Raceway Basin Pump Station 247,099$ 282,576$ 256,621$ 305,733$ 23,157$ 8.2% Total 5,038,347$ 5,146,982$ 5,549,132$ 6,310,428$ 1,163,446$ 22.6% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Encina Water Pollution Control Facility 1,362,414$ 1,352,681$ 1,544,808$ 1,724,928$ 372,247$ 27.5% Source Control 87,859$ 101,470$ 58,772$ 71,953$ (29,517)$ -29.1% Buena Creek Pump Station 577,411$ 582,396$ 554,667$ 619,768$ 37,372$ 6.4% Total 2,027,684$ 2,036,547$ 2,158,247$ 2,416,649$ 380,102$ 18.7% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Encina Water Pollution Control Facility 2,984,778$ 3,135,151$ 3,168,731$ 3,578,652$ 443,501$ 14.1% Source Control 157,798$ 168,641$ 133,694$ 156,469$ (12,172)$ -7.2% Total 3,142,576$ 3,303,792$ 3,302,425$ 3,735,121$ 431,329$ 13.1% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Encina Water Pollution Control Facility 2,220,322$ 2,202,883$ 2,455,154$ 2,765,464$ 562,581$ 25.5% Source Control 146,563$ 71,705$ 102,585$ 117,731$ 46,026$ 64.2% Total 2,366,885$ 2,274,588$ 2,557,739$ 2,883,195$ 608,607$ 26.8% Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 Change % Encina Water Pollution Control Facility 701,254$ 720,391$ 772,595$ 867,277$ 146,886$ 20.4% Source Control 46,781$ 26,833$ 44,610$ 44,497$ 17,664$ 65.8% Total 748,035$ 747,224$ 817,205$ 911,774$ 164,550$ 22.0% OPERATING BUDGET: REVENUE SUMMARY Leucadia Wastewater District City of Encinitas City of Carlsbad City of Vista Vallecitos Water District Buena Sanitation District 15June 13, 2023 Item #9 Page 182 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Salaries 2023 Budget % of Total 2024 Budget % of Total % Change Regular 8,920,056$ 9,609,617$ 7.7% Overtime 180,200$ 194,130$ 7.7% Holiday 95,000$ 96,000$ 1.1% Temporary & Part-Time Staff 94,000$ 47,000$ -50.0% Intern Program 29,800$ 29,800$ 0.0% Shift Differential 45,000$ 45,000$ 0.0% Incentive Awards 14,500$ 20,000$ 37.9% Standby 5,000$ 5,000$ 0.0% Subtotal Salaries 9,383,556$ 73.2% 10,046,548$ 73.7%7.1% 2023 Budget % of Total 2024 Budget % of Total % Change CalPERS Retirement Program — Normal Cost 1,780,794$ 1,973,774$ 10.8% CalPERS Retirement Unfunded Liability -$ -$ CalPERS Employee Contribution (724,804)$ (780,049)$ 7.6% Other Post-Employment Benefits 71,000$ 104,597$ 47.3% Flexible Benefits 125 Plan 1,500,970$ 1,452,797$ -3.2% Deferred Compensation 333,522$ 355,573$ 6.6% Medicare 143,522$ 153,845$ 7.2% Workers Compensation Insurance 274,000$ 263,000$ -4.0% Other Ancillary Benefits 55,000$ 54,509$ -0.9% Subtotal Benefits 3,434,004$ 26.8%3,578,045$ 26.3%4.2% Total Personnel Expense 12,817,560$ 100.0% 13,624,593$ 100.0%6.3% 2023 Budget 2022 Positions 2024 Budget 2023 Positions % Change Encina Water Pollution Control Facility 5,162,584$ 32.85 5,604,374$ 33.60 8.6% Source Control 632,677$ 4.35 683,659$ 4.35 8.1% Agua Hedionda Pump Station 381,126$ 2.25 352,365$ 1.90 -7.5% Buena Vista Pump Station 241,349$ 1.42 233,009$ 1.29 -3.5% Buena Creek Pump Station 279,005$ 1.65 278,579$ 1.53 -0.2% Carlsbad Water Reclamation Facilities 511,292$ 3.00 539,577$ 2.91 5.5% Raceway Basin Pump Station 164,943$ 0.97 169,118$ 0.91 2.5% Remote Facilities 1,577,715$ 9.29 1,572,648$ 8.54 -0.3% Subtotal 7,372,976$ 46.49 7,860,681$ 46.49 6.6% Internal Service Funds 2,532,798$ 14.50 2,679,333$ 15.40 5.8% Subtotal Operating 9,905,774$ 60.99 10,540,014$ 61.89 6.4% Capital Program 2,911,786$ 14.01 3,084,320$ 14.11 5.9% Total Personnel Expense 12,817,560$ 75.00 13,624,334$ 76.00 6.3% PERSONNEL EXPENSE SUMMARY by ACCOUNT Benefits PERSONNEL EXPENSE SUMMARY by PROGRAM Programs 16June 13, 2023 Item #9 Page 183 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 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, between 80 and 85% of the electricity required to power the EWPCF (via a Combined Heat & Cogeneration Power System) in a typical year. In addition, the JFMS consists of sixteen (16) 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 7.97 billion gallons of water; (2) recycle about 2.9 billion gallons for on-site use and regional irrigation; and, (3) process 99 million gallons of digested sludge into over 6,300 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 17June 13, 2023 Item #9 Page 184 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 18June 13, 2023 Item #9 Page 185 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 5100 Salaries 3,419,177$ 3,762,004$ 4,047,576$ 4,112,046$ 9.3% 5200 Benefits 1,467,575$ 1,400,581$ 1,281,772$ 1,492,328$ 6.6% Total Personnel Expenses 4,886,752$ 5,162,585$ 5,329,348$ 5,604,374$ 8.6% 21001 7330 Specialty Services 149,612$ 155,000$ 152,239$ 160,056$ 3.3% 22001 5400 CEPT Polymer 131,492$ 216,000$ 101,596$ 225,500$ 4.4% 22001 5401 Ferric Chloride 411,134$ 476,000$ 598,721$ 911,000$ 91.4% 22001 5405 Atmospheric Control (Nitrogen)28,014$ 31,000$ 28,206$ 34,000$ 9.7% 22001 5406 Pellet Dust Control 72,411$ 48,500$ 45,500$ 48,500$ 0.0% 22001 5407 Sodium Hypochlorite 52,055$ 100,000$ 88,628$ 143,000$ 43.0% 22001 5409 Dewatering / Thickening Polymer 795,134$ 1,019,200$ 1,300,000$ 1,528,000$ 49.9% 22001 5420 Biosolids Recycling 543,065$ 494,000$ 800,000$ 881,100$ 78.4% 22001 5422 Pure Green Marketing 16,363$ 15,000$ 15,274$ 15,000$ 0.0% 22001 5423 Grit Hauling 74,130$ 90,000$ 72,167$ 136,500$ 51.7% 22001 5431 Water 16,150$ 23,400$ 20,085$ 20,100$ -14.1% 22001 6450 Professional Services 41,513$ 33,500$ 33,000$ 53,500$ 59.7% 22001 6720 Specialty Equipment 8,171$6,000$9,000$11,200$ 86.7% 22001 6920 Permits 28,738$ 41,200$ 41,134$ 35,257$ -14.4% 22001 7310 Safety & Medical Services 261,299$ 243,100$ 230,341$ 195,300$ -19.7% 22001 7330 Specialty Services 266$ 4,000$4,422$20,000$ 400.0% 22001 7620 Contingency -$ 250,000$ -$ -$ -100.0% 23001 5410 Chemicals 1,080$6,000$471$ 6,000$0.0% 23001 5910 Equipment Rental 9,981$12,000$ 12,000$ 12,000$ 0.0% 23001 6120 Fuel & Lube 58,945$ 30,000$ 35,296$ 30,000$ 0.0% 23001 6220 Earthquake & Flood Insurance 165,458$ 190,000$ 187,791$ 206,570$ 8.7% 23001 6230 Janitorial 57,834$ 81,500$ 100,000$ 100,000$ 22.7% 23001 6410 Laundry & Uniforms 10,811$ 20,000$ 18,849$ 20,000$ 0.0% 23001 6424 Info Systems: Enterprise Applications 215,243$ 315,000$ 315,000$ 331,000$ 5.1% 23001 6450 Professional Services (South Parcel)35,410$ 30,000$ 22,800$ 40,000$ 33.3% 23001 6710 Equipment New 6,671$7,000$7,000$8,000$14.3% 23001 6930 Piping & Electrical Repair 140,110$ 117,000$ 117,000$ 130,000$ 11.1% 23001 6940 Planned Maintenance 280,813$ 230,000$ 224,779$ 245,000$ 6.5% 23001 7010 Plant Contracts 185,497$ 275,000$ 266,500$ 320,200$ 16.4% 23001 7510 Tools 10,819$ 10,000$ 10,000$ 10,000$ 0.0% continued  OPERATING EXPENSE SUMMARY: ENCINA WATER POLLUTION CONTROL FACILITY PERSONNEL NON-PERSONNEL Proposed FY2024 Proposed FY2024 Projected FY2023 Budget FY2023 Actual FY2022 % Change Projected FY2023 % Change Actual FY2022 Budget FY2023 19June 13, 2023 Item #9 Page 186 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 24001 6810 Ocean Monitoring 336,645$ 87,000$ 52,577$ 62,000$ -28.7% 24001 6911 Effluent Testing 21,364$ 31,000$ 35,150$ 31,000$ 0.0% 24001 6920 Permits 280,170$ 297,000$ 297,000$ 316,872$ 6.7% 24001 6940 Planned Maintenance -$ -$ -$ -$ 0.0% 500xx 5610 Board of Directors Fees 63,766$ 62,517$ 64,687$ 64,984$ 3.9% 500xx 6010 Board of Directors Meeting Expense 58,386$ 18,983$ 26,954$ 29,505$ 55.4% 500xx 7610 Board of Directors Professional Dev.-$ 1,100$ -$ -$ -100.0% Total Non-Personnel Expenses 4,568,550$ 5,067,000$ 5,334,167$ 6,381,144$ 25.9% 11001 Administration 2,139,220$ 2,300,234$ 2,503,323$ 2,653,259$ 15.3% 12001 Laboratory 1,116,077$ 1,083,113$ 999,626$ 1,213,262$ 12.0% 13001 Energy Management 1,857,431$ 1,994,298$ 2,732,007$ 2,798,248$ 40.3% Total Internal Service Fund Expenses 5,112,728$ 5,377,645$ 6,234,956$ 6,664,769$ 23.9% Total Operating Expenses 14,568,030$ 15,607,230$ 16,898,471$ 18,650,287$ 19.5% INTERNAL SERVICE FUNDS NON-PERSONNEL EXPENSES (cont.) Proposed FY2024 Proposed FY2024 Actual FY2022 % Change Budget FY2023 Actual FY2022 Budget FY2023 Projected FY2023 Projected FY2023 % Change 20June 13, 2023 Item #9 Page 187 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 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 FY2024 staff estimates fifty-six (56) industries will be fully permitted, while another 605 businesses will participate in EWA’s Best Management Practices Program. Cost Allocation – Personnel Expenses make up over 78% of Source Control’s budgeted expenses. Over 86% 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 2022 World Water Day Event at the Agua Hedionda Lagoon 21June 13, 2023 Item #9 Page 188 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 22June 13, 2023 Item #9 Page 189 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 5100 Salaries 439,328$ 464,446$ 464,274$ 491,138$ 5.7% 5200 Benefits 204,584$ 168,231$ 146,444$ 192,521$ 14.4% Total Personnel Expenses 643,911$ 632,677$ 610,719$ 683,659$ 8.1% 40001 5520 Books -$ -$ -$ -$ 0.0% 40001 5930 Equipment Replacement 706$ 1,000$ 647$ 6,000$ 500.0% 40001 6120 Fuel & Lube 3,239$ 2,100$ 4,613$ 3,200$ 52.4% 40001 6310 Lab Equipment Repair 6,162$ 11,000$ 11,359$ 11,000$ 0.0% 40001 6330 Lab Supplies 743$ 1,600$ 1,779$ 1,600$ 0.0% 40001 6410 Laundry & Uniforms 1,951$ 2,000$ 1,771$ 2,000$ 0.0% 40001 6422 Legal Notices 696$ 750$ -$ 750$ 0.0% 40001 6450 Professional Services 31,425$ 8,000$ -$ 75,000$ 837.5% 40001 7120 Printing & Reproduction -$ -$ -$ -$ 0.0% 40001 7130 Public Information 1,000$ 2,000$ 3,690$ 2,000$ 0.0% Total Non-Personnel Expenses 45,922$ 28,450$ 23,859$ 101,550$ 256.9% 11001 Administration 149,666$ 155,424$ 169,146$ 179,560$ 15.5% 12001 Laboratory 47,887$ 85,801$ 79,187$ 52,057$ -39.3% 13001 Energy Management 1,859$ 1,996$ 2,735$ 2,801$ 40.3% Total Internal Service Fund Expenses 199,412$ 243,221$ 251,068$ 234,418$ -3.6% Total Operating Expenses 889,245$ 904,348$ 885,646$ 1,019,627$ 12.7% OPERATING EXPENSE SUMMARY: SOURCE CONTROL PERSONNEL NON-PERSONNEL Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change Projected FY2023 Proposed FY2024 % Change INTERNAL SERVICE FUNDS Actual FY2022 Budget FY2023 23June 13, 2023 Item #9 Page 190 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 24June 13, 2023 Item #9 Page 191 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 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 25June 13, 2023 Item #9 Page 192 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 26June 13, 2023 Item #9 Page 193 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 5100 Salaries 248,326$ 275,767$ 206,778$ 257,408$ -6.7% 5200 Benefits 50,847$ 105,359$ 60,809$ 94,957$ -9.9% Total Personnel Expenses 299,172$ 381,126$ 267,587$ 352,365$ -7.5% 31001 5431 Water 16,213$ 27,100$ 16,608$ 29,050$ 7.2% 31001 5435 Electricity 172,652$ 179,100$ 164,297$ 184,800$ 3.2% 31001 5910 Equipment Rental -$ 1,000$-$ 1,000$0.0% 31001 6120 Fuel & Lube 6,532$6,500$7,178$12,475$ 91.9% 31001 6410 Laundry & Uniforms 515$ 550$ 509$ 550$ 0.0% 31001 6920 Permits 4,066$4,400$5,782$6,357$44.5% 31001 6930 Piping & Electrical Repair 3,296$3,500$4,453$3,500$0.0% 31001 6940 Planned Maintenance 9,102$11,000$ 10,291$ 11,000$ 0.0% 31001 7010 Plant Contracts 12,484$ 30,300$ 2,844$27,550$ -9.1% 31001 7320 Safety Equipment 1,533$1,500$1,201$2,000$33.3% 31001 7330 Specialty Services -$ -$ -$ -$ 0.0% 31001 7510 Tools -$ -$ -$ 1,000$0.0% Total Non-Personnel Expenses 226,393$ 264,950$ 213,163$ 279,282$ 5.4% 11001 Administration 92,929$ 97,659$ 106,281$ 108,919$ 11.5% Total Internal Service Fund Expenses 92,929$ 97,659$ 106,281$ 108,919$ 11.5% Total Operating Expenses 618,494$ 743,735$ 587,031$ 740,566$ -0.4% OPERATING EXPENSE SUMMARY: AGUA HEDIONDA PUMP STATION PERSONNEL NON-PERSONNEL Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change % Change INTERNAL SERVICE FUNDS Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 27June 13, 2023 Item #9 Page 194 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 28June 13, 2023 Item #9 Page 195 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 REMOTE FACILITIES 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 29June 13, 2023 Item #9 Page 196 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 30June 13, 2023 Item #9 Page 197 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 5100 Salaries 200,843$ 201,047$ 186,989$ 204,076$ 1.5% 5200 Benefits 81,255$ 77,958$ 62,368$ 74,503$ -4.4% Total Personnel Expenses 282,098$ 279,005$ 249,357$ 278,579$ -0.2% 37001 5431 Water 1,995$ 2,000$ 2,667$ 2,300$ 15.0% 37001 5435 Electricity 207,884$ 194,200$ 196,104$ 218,240$ 12.4% 37001 6120 Fuel & Lube 2,364$ 4,400$ 3,141$ 7,100$ 61.4% 37001 6410 Laundry & Uniforms 515$ 550$ 509$ 550$ 0.0% 37001 6710 Equipment New -$ -$ -$ -$ 0.0% 37001 6730 Non-Specific Repair & Maintenance -$ 0.0% 37001 6920 Permits 1,592$ 2,350$ 3,990$ 4,334$ 84.4% 37001 6930 Piping & Electrical Repair 3,350$ 5,000$ 9,633$ 5,000$ 0.0% 37001 6940 Planned Maintenance 3,634$ 6,500$ 12,412$ 6,500$ 0.0% 37001 7010 Plant Contracts 13,722$ 22,700$ 5,799$ 21,100$ -7.0% 37001 7320 Safety Equipment 513$ 700$ 326$ 1,200$ 71.4% 37001 7330 Specialty Services -$ -$ -$ -$ 0.0% 37001 7510 Tools -$ -$ 1,000$ 0.0% Total Non-Personnel Expenses 235,569$ 238,400$ 234,581$ 267,324$ 12.1% 11001 Administration 59,744$ 64,991$ 70,729$ 73,865$ 13.7% Total Internal Service Fund Expenses 59,744$ 64,991$ 70,729$ 73,865$ 13.7% Total Operating Expenses 577,411$ 582,396$ 554,667$ 619,768$ 6.4% OPERATING EXPENSE SUMMARY: BUENA CREEK PUMP STATION PERSONNEL NON-PERSONNEL Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change % Change INTERNAL SERVICE FUNDS Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 31June 13, 2023 Item #9 Page 198 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 32June 13, 2023 Item #9 Page 199 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 REMOTE FACILITIES 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 33June 13, 2023 Item #9 Page 200 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 34June 13, 2023 Item #9 Page 201 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 5100 Salaries 127,244$ 175,573$ 158,205$ 172,355$ -1.8% 5200 Benefits 104,170$ 65,776$ 58,079$ 60,654$ -7.8% Total Personnel Expenses 231,415$ 241,348$ 216,285$ 233,009$ -3.5% 32001 5431 Water 1,335$ 1,200$ 1,042$ 1,200$ 0.0% 32001 5435 Electricity 376,247$ 404,500$ 454,579$ 499,400$ 23.5% 32001 5910 Equipment Rental -$ -$ -$ -$ 0.0% 32001 6120 Fuel & Lube 5,765$ 4,650$ 6,684$ 7,350$ 58.1% 32001 6410 Laundry & Uniforms 515$ 550$ 509$ 550$ 0.0% 32001 6730 Non-Specific Repair & Maintenance -$ 0.0% 32001 6920 Permits 1,815$ 2,300$ 7,432$ 6,246$ 171.6% 32001 6930 Piping & Electrical Repair 5,446$ 7,500$ 1,237$ 7,500$ 0.0% 32001 6940 Planned Maintenance 7,855$ 13,500$ 16,295$ 13,500$ 0.0% 32001 7010 Plant Contracts 16,256$ 21,050$ 6,254$ 19,400$ -7.8% 32001 7320 Safety Equipment 707$ 1,000$ 326$ 1,500$ 50.0% 32001 7330 Specialty Services -$ 0.0% 32001 7510 Tools -$ -$ -$ 1,000$ 0.0% Total Non-Personnel Expenses 415,941$ 456,250$ 494,358$ 557,646$ 22.2% 11001 Administration 64,355$ 67,310$ 73,252$ 73,957$ 9.9% Total Internal Service Fund Expenses 64,355$ 67,310$ 73,252$ 73,957$ 9.9% Total Operating Expenses 711,711$ 764,908$ 783,895$ 864,612$ 13.0% OPERATING EXPENSE SUMMARY: BUENA VISTA PUMP STATION PERSONNEL NON-PERSONNEL Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change % Change INTERNAL SERVICE FUNDS Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 35June 13, 2023 Item #9 Page 202 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 36June 13, 2023 Item #9 Page 203 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 REMOTE FACILITIES 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 37June 13, 2023 Item #9 Page 204 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 38June 13, 2023 Item #9 Page 205 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 5100 Salaries 429,817$ 367,715$ 365,634$ 391,227$ 6.4% 5200 Benefits 137,849$ 143,577$ 119,422$ 148,350$ 3.3% Total Personnel Expenses 567,666$ 511,292$ 485,056$ 539,577$ 5.5% 38001 5394 Sodium Hydroxide 11,906$ 18,000$ 14,188$ 20,000$ 11.1% 38001 5395 Citric Acid 21,736$ 37,400$ 25,684$ 38,100$ 1.9% 38001 5407 Sodium Hypochlorite 188,334$ 182,500$ 326,786$ 437,700$ 139.8% 38001 5408 Coagulation Polymer -$ 3,300$-$ 3,300$0.0% 38001 5409 Dewatering Polymer -$ -$ -$ -$ 0.0% 38001 5410 Chemicals -$ -$ -$ -$ 0.0% 38001 5411 Sodium Bisulfate 14,088$ 30,200$ 15,789$ 22,400$ -25.8% 38001 5412 Alum -$ 14,100$ -$ 14,100$ 0.0% 38001 5435 Electricity 241,119$ 241,600$ 270,452$ 298,515$ 23.6% 38001 5530 Misc. Corrosion Protection 14,130$ 2,000$-$ 2,000$0.0% 38001 5910 Equipment Rental -$ 3,500$-$ 3,500$0.0% 38001 6120 Fuel & Lube 103$ 700$ 115$ 1,480$111.4% 38001 6230 Janitorial 2,083$2,100$1,671$2,100$0.0% 38001 6410 Laundry & Uniforms 979$ 1,250$967$ 1,250$0.0% 38001 6424 Information Systems -$ 4,000$-$ 4,000$0.0% 38001 6450 Professional Services 5,706$25,000$ 13,081$ 25,000$ 0.0% 38001 6730 Non-Specific Repair & Maintenance -$ 0.0% 38001 6920 Permits 26,193$ 26,500$ 25,675$ 31,625$ 19.3% 38001 6930 Piping & Electrical Repair 9,382$10,000$ 15,227$ 10,000$ 0.0% 38001 6940 Planned Maintenance 51,734$ 35,000$ 56,891$ 35,000$ 0.0% 38001 7010 Plant Contracts 6,882$30,500$ 6,620$30,500$ 0.0% 38001 7320 Safety Equipment 3,873$1,200$1,109$1,700$41.7% 38001 7330 Specialty Services -$ 0.0% 38001 7510 Tools -$ -$ -$ 1,000$0.0% Total Non-Personnel Expenses 598,248$ 668,850$ 774,255$ 983,270$ 47.0% 11001 Administration 199,722$ 211,889$ 230,597$ 254,417$ 20.1% 12001 Laboratory 48,372$ 69,550$ 64,189$ 52,584$ -24.4% Total Internal Service Fund Expenses 248,094$ 281,439$ 294,786$ 307,001$ 9.1% Total Operating Expenses 1,414,008$ 1,461,581$ 1,554,097$ 1,829,848$ 25.2% OPERATING EXPENSE SUMMARY: CARLSBAD WATER RECYCLING FACILITY PERSONNEL NON-PERSONNEL Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change % Change INTERNAL SERVICE FUNDS Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 39June 13, 2023 Item #9 Page 206 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 40June 13, 2023 Item #9 Page 207 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 REMOTE FACILITIES 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 41June 13, 2023 Item #9 Page 208 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 42June 13, 2023 Item #9 Page 209 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 5100 Salaries 105,096$ 118,749$ 103,702$ 122,870$ 3.5% 5200 Benefits 44,927$ 46,194$ 43,907$ 46,248$ 0.1% Total Personnel Expenses 150,023$ 164,943$ 147,609$ 169,118$ 2.5% 39001 5431 Water 682$ 1,000$779$ 1,050$5.0% 39001 5435 Electricity 36,949$ 36,400$ 42,434$ 46,035$ 26.5% 39001 5445 Telephone -$ -$ -$ -$ 0.0% 39001 5910 Equipment Rental -$ -$ -$ -$ 0.0% 39001 6120 Fuel & Lube 2,304$4,400$5,708$6,150$39.8% 39001 6410 Laundry & Uniforms 515$ 550$ 509$ 550$ 0.0% 39001 6710 Equipment New -$ -$ -$ -$ 0.0% 39001 6730 Non-Specific Repair & Maintenance -$ 0.0% 39001 6920 Permits 1,720$2,600$2,198$4,870$87.3% 39001 6930 Piping & Electrical Repair 920$ 2,000$334$ 2,000$0.0% 39001 6940 Planned Maintenance 3,907$5,000$4,746$5,000$0.0% 39001 7010 Plant Contracts 7,290$20,150$ 3,132$18,500$ -8.2% 39001 7320 Safety Equipment 191$ 650$ 326$ 1,150$76.9% 39001 7330 Specialty Services -$ -$ -$ -$ 0.0% 39001 7510 Tools -$ -$ 1,000$0.0% Total Non-Personnel Expenses 54,478$ 72,750$ 60,166$ 86,305$ 18.6% 11001 Administration 42,598$ 44,883$ 48,846$ 50,310$ 12.1% Total Internal Service Fund Expenses 42,598$ 44,883$ 48,846$ 50,310$ 12.1% Total Operating Expenses 247,099$ 282,576$ 256,621$ 305,733$ 8.2% OPERATING EXPENSE SUMMARY: RACEWAY BASIN PUMP STATION PERSONNEL NON-PERSONNEL Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change % Change INTERNAL SERVICE FUNDS Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 43June 13, 2023 Item #9 Page 210 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 44June 13, 2023 Item #9 Page 211 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 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 over $176,000 in revenue in FY2022, offsetting operating expenses. Energy Management – The Energy Management Internal Service Fund utilizes the EWPCF’s power production and heat exchange facilities to maximize the beneficial reuse of digester gas produced in the wastewater treatment process thus minimizing the amount of energy EWA must purchase to operate the EWPCF. EWPCF’s Energy Management facilities generates about 12 million kilowatt hours of green electricity per year from biogas thus providing about 85% of the electricity required to operate the EWPCF. EWA is a member of the Environmental Protection Agency’s Green Power Partnership and has been ranked in the Top 30 of the Green Power Leadership Club for On-Site Generation since 2011. Cost Allocation – All ISF costs and revenues are allocated internally to one or more Operating or Capital program on the basis of use. Each Operating and Capital program has its own cost allocation that apportions its net costs the Member Agencies. 45June 13, 2023 Item #9 Page 212 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 This page intentionally left blank. 46June 13, 2023 Item #9 Page 213 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 5100 Salaries 1,649,901$ 1,854,305$ 1,936,859$ 1,973,165$ 6.4% 5200 Benefits 679,010$ 678,493$ 603,787$ 706,168$ 4.1% Total Personnel Expenses 2,328,911$ 2,532,798$ 2,540,646$ 2,679,333$ 5.8% 11001 5445 Telephone 115,211$ 94,000$ 159,479$ 139,302$ 48.2% 11001 5510 Advertising 9,309$7,000$16,328$ 7,000$0.0% 11001 5520 Books and Publications -$ -$ -$ 1,000$0.0% 11001 5810 Employee Recognition 14,586$ 16,000$ 27,000$ 20,000$ 25.0% 11001 5920 Equipment Repair Maint 15,641$ 23,800$ 32,800$ 10,000$ -58.0% 11001 6210 Independent Auditor/Actuary 28,644$ 33,000$ 19,985$ 20,335$ -38.4% 11001 6220 Insurance 506,730$ 531,200$ 510,870$ 584,960$ 10.1% 11001 6420 Legal Services 162,106$ 90,000$ 126,013$ 100,000$ 11.1% 11001 6424 Info Systems: Infrastructure 311,373$ 404,000$ 395,000$ 463,500$ 14.7% 11001 6430 Memberships 79,418$ 79,600$ 79,600$ 68,732$ -13.7% 11001 6440 Mileage Reimbursement 913$ 1,500$3,378$2,000$33.3% 11001 6450 Professional Services 232,980$ 171,900$ 300,452$ 353,500$ 105.6% 11001 6830 Materials & Supplies 32,231$ 32,000$ 38,394$ 32,000$ 0.0% 11001 7110 Postage 4,267$5,550$2,054$4,810$-13.3% 11001 7120 Printing & Reproduction 498$ 3,900$259$ 2,000$-48.7% 11001 7410 Subscriptions 180$ 1,400$3,176$-$ -100.0% 11001 7610 Professional Development 137,718$ 120,000$ 120,000$ 182,230$ 51.9% 12001 6120 Fuel & Lube 830$ 500$ 709$ 695$ 39.0% 12001 6310 Lab Equipment Repair 28,448$ 35,800$ 45,839$ 39,900$ 11.5% 12001 6320 Lab Minor Equip Replace 1,625$2,000$-$ 2,490$24.5% 12001 6330 Lab Supplies 84,676$ 95,100$ 113,817$ 115,900$ 21.9% 12001 6410 Laundry & Uniforms 3,957$4,400$4,560$4,400$0.0% 12001 6450 Professional Services 54,361$ 36,500$ 5,020$36,700$ 0.5% 12001 6910 Outside Analysis 18,488$ 46,000$ 22,791$ 46,500$ 1.1% 12001 6911 Effluent Testing 758$ 2,000$1,940$2,000$0.0% 12001 6912 Biosolids Testing 6,194$7,700$6,786$7,950$3.2% 12001 6913 Industrial User Testing 39,122$ 49,600$ 32,024$ 52,000$ 4.8% 12001 6920 Permits 8,780$11,500$ 11,500$ 15,000$ 30.4% 12001 7120 Printing & Reproduction 475$ 500$ -$ 600$ 20.0% 12001 7330 Specialty Services 10,109$ 14,250$ 7,935$14,900$ 4.6% 13001 5410 Chemicals 5,891$10,550$ 14,135$ 10,556$ 0.1% continued  OPERATING EXPENSE SUMMARY: INTERNAL SERVICE FUNDS PERSONNEL EXPENSES NON-PERSONNEL EXPENSES Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change Actual FY2022 Budget FY2023 Projected FY2023 Proposed FY2024 % Change 47June 13, 2023 Item #9 Page 214 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 13001 5435 Electricity 534,408$ 676,200$ 908,897$ 912,232$ 34.9% 13001 5440 Natural Gas 828,607$ 790,000$ 1,328,953$ 1,327,855$ 68.1% 13001 6120 Fuel & Lube 32,968$ 33,500$ 41,274$ 35,600$ 6.3% 13001 6230 Janitorial -$ 4,200$ 2,600$ -$ -100.0% 13001 6410 Laundry & Uniforms 1,240$ 1,200$ 1,380$ 1,400$ 16.7% 13001 6730 Non-Specific Repair & Maintenance 22,917$ 25,000$ 24,488$ 25,000$ 0.0% 13001 6920 Permits 16,225$ 12,000$ 15,631$ 19,859$ 65.5% 13001 6940 Planned Maintenance 100,728$ 108,000$ 89,485$ 108,000$ 0.0% 13001 7330 Specialty Services 35,340$ 61,000$ 21,354$ 61,000$ 0.0% 13001 7510 Tools 2,997$ 2,000$ 3,366$ 2,000$ 0.0% Total Non-Personnel Expenses 3,490,949$ 3,644,350$ 4,539,272$ 4,833,906$ 32.6% Total Operating Expenses 5,819,860$ 6,177,148$ 7,079,918$ 7,513,239$ 21.6% Projected FY2023 Proposed FY2024 % Change NON-PERSONNEL EXPENSES (cont.) Actual FY2022 Budget FY2023 48June 13, 2023 Item #9 Page 215 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 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. 49June 13, 2023 Item #9 Page 216 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 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 FY2028, 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 FY2043. 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. All projections are shown in current year dollars. 50June 13, 2023 Item #9 Page 217 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Actual FY2022 *Budget FY2023 Proposed FY2024 EWPCF – Capital Improvements 21,312,394$ 20,900,000$ 19,245,000$ EWPCF – Planned Asset Rehabilitation & Replacement 1,057,691$ 1,156,000$ 1,534,200$ EWPCF – Capital Acquisitions 388,650$356,000$368,000$ Remotes Facilities – Acquisitions & Rehabilitation 3,247,757$ 1,681,800$ 1,602,917$ Subtotal 26,006,491$24,093,800$22,750,117$ Salaries & Benefits 2,663,590$ 2,911,786$ 3,084,320$ Total Capital Expense 28,670,081$27,005,586$25,834,437$ Actual FY2022 *Budget FY2023 Proposed FY2024 City of Carlsbad 8,693,015$ 6,563,783$ 6,389,064$ City of Vista 6,894,535$ 7,112,488$ 6,727,776$ Buena Sanitation District 2,063,104$ 2,011,091$ 1,885,193$ Vallecitos Water District 5,717,640$ 5,602,850$ 5,342,908$ Leucadia Wastewater District 4,280,359$ 4,162,284$ 3,982,053$ City of Encinitas 1,082,842$ 1,053,090$ 1,007,443$ Federal Grant -$500,000$ 500,000$ Total Capital Revenue 28,731,495$27,005,586$25,834,437$ Actual FY2022 *Budget FY2023 Proposed FY2024 Liquid Process 7,954,794$1,850,000$925,000$ Outfall 104,847$100,000$50,000$ Solids Process 4,799,760$11,850,000$4,220,000$ Energy Management 494,629$700,000$800,000$ General 5,528,072$4,150,000$7,205,000$ Technology 2,030,810$900,000$3,600,000$ Professional Services 460,896$1,350,000$2,445,000$ Total EWPCF – Capital Improvements 21,373,808$ 20,900,000$ 19,245,000$ EWPCF – Planned Asset Rehabilitation & Replacement 1,057,691$ 1,156,000$ 1,534,200$ EWPCF – Capital Acquisitions 388,650$356,000$368,000$ Remote Facilities – Acquisitions & Rehabilitation 3,247,757$ 1,681,800$ 1,602,917$ Personnel 2,663,590$ 2,911,786$ 3,084,320$ Total Capital Expense 28,731,495$27,005,586$25,834,437$ * Actual FY2022 includes the expenditure of authorized appropriations carried over from the previous year. SUMMARY of CAPITAL CAPITAL IMPROVEMENT PROGRAM MULTI-YEAR PROJECTS ESTIMATED REVENUES 51June 13, 2023 Item #9 Page 218 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Org Object Project Amount Totals 92102 8300 12009 PSB mechanical Rehab-Short Term 800,000$ 92102 8300 13023 Aeration Basin Rehab 125,000$ Total Liquid Process 925,000$ 92102 8300 21009 Ocean Outfall-84" Repair 50,000$ Total Outfall 50,000$ 92102 8300 31006 DAFT Repairs 600,000$ 92102 8300 31010 DAFT Repairs-Phase II 200,000$ 92102 8300 32013 Digester Rehabilitation and Improvements 3,000,000$ 92102 8300 32020 Digester 1, 2 & 3 Improvements 220,000$ 92102 8300 33025 Existing Dryer Components Rehabilitation 200,000$ Total Solids Process 4,220,000$ 92102 8300 41005 Cogen Engine Top-End Overhaul 400,000$ 92102 8300 41023 Alternative Fuels Receivng Facility Improvements 400,000$ Total Energy Management 800,000$ 92102 8300 51001 ORF I System Rehabilitation 600,000$ 92102 8300 51002 ORF Carbon Media Replacement 150,000$ 92102 8300 51012 Site Security Facilities-Tier 1 400,000$ 92102 8300 52032 Plant-Wide Asset Painting and Protective Coating 150,000$ 92102 8300 52047 Site Security Facilities-Tier 2-4 150,000$ 92102 8300 53004 Admin Building HVAC Rehab 3,405,000$ 92102 8300 53013 Building Roof Replacements 1,300,000$ 92102 8300 53015 Dewatering Building Rehab and Cogen Roof 250,000$ 92102 8300 54005 Implement Minor Condition Assessment Recommendations 150,000$ 92102 8300 54006 As-Needed Contractor Services 500,000$ 92102 8300 54007 Miscellaneous Building Rehabilitation 150,000$ Total General 7,205,000$ 92102 8300 61206 Secondaries & Effluent Electrical & Controls 600,000$ 92102 8300 61207 Cogen Electrical and Controls Improvements 600,000$ 92102 8300 61209 Blower Controls Improvements 100,000$ 92102 8300 61210 Heat Dryer Controls Improvements 450,000$ 92102 8300 61212 Centrifuge & Ancillary Systems Control 300,000$ 92102 8300 61514 SCADA Integration Services 200,000$ 92102 8300 62706 Host Server Replacement-OT 350,000$ 92102 8300 62708 Document Management System Upgrade 200,000$ 92102 8300 62709 Cyber Security & Business System Management Services 300,000$ 92102 8300 62710 IT Business Network Conversion 500,000$ Total Technology 3,600,000$ 92102 8300 82015 Potable Reuse *450,000$ 92102 8300 82020 Energy Resilience Assessment 400,000$ 92102 8300 82025 OT Plan Update 50,000$ 92102 8300 82028 Heat Dryer HAZOP 75,000$ 92102 8300 82030 IT Plan Update 100,000$ 92102 8300 82034 Potable Water Systems Improvements 50,000$ 92102 8300 83001 E-CAMP Update/Condition Assessment 275,000$ 92102 8300 84001 Extension of Staff Engineering Services 700,000$ 92102 8300 84002 Research and Development Services 100,000$ 92102 8300 84008 Electronic Operations Man & Doc Mgmt 20,000$ 92102 8300 84012 Air Permitting Assistance 225,000$ Total Professional Services 2,445,000$ Total EWPCF – Capital Improvements 19,245,000$ *Project is directly supported by Federal grant revenue Description EWPCF – CAPITAL IMPROVEMENTS 52June 13, 2023 Item #9 Page 219 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Org Object Project Amount Totals General Plant Repairs & Unplanned Repair 150,000$ Plant Security Services 81,000$ Door Hinge and Lock Repair 35,000$ Replace Plant Lighting 50,000$ New Lab Exhuast Fans (3)56,200$ Maintenance Building AC 1 & 2 45,000$ 80002 8010 80711 General Plant Projects 417,200$ TWAS Pump Rebuild 40,000$ DAF Pressurization Pump rebuild 15,000$ DAF Poly Pump Rebuild 6,000$ Plug Valve Replacement 6,000$ 80002 8020 80040 TWAS & DAF System Projects 67,000$ Water Systems Pump Rebuild (2W, 3W, 3WL, 3WLC)130,000$ 3WL Motor Replacement 8,000$ Chlorine Pump Rebuild 5,000$ 80002 8030 80811 Water Systems Projects 143,000$ Primary Sludge Pump Replacement 30,000$ Primary Sed Tank Parts 52,000$ Sludge Pump Rebuild Kit 26,000$ Primary Area Tank Drainage Pump Rebuild 5,000$ Plant Drainage Rebuild 10,000$ Primary Grinder Rebuild 13,000$ Grit Pump Rebuilds (2)35,000$ Ferric / Polymer Pumps (2)10,000$ Replace Valves in Gallery (8"=5, 6"=5)10,000$ Bar Screen and Washer compacter wear parts 60,000$ Flow System 23,000$ 80002 8050 80098 Primary Area Projects 274,000$ FOG Metering Pump Replacement 25,000$ Recirc Pump Rebuild 14,000$ FOG Transporter (Lobe Pump) Rebuild 12,000$ 80002 8050 80209 FOG System Projects 51,000$ Flow Meter Replacement 5,000$ Skimmer Assy Replacement 10,000$ New Tank Drainage Pump 12,000$ RAS Pump Replacement 45,000$ Aeration Basin DO Probe Replacements (1 basin)10,000$ WAS Pump Rebuild 32,000$ Effluent Motor Rehab 10,000$ 80002 8060 80185 Secondary Area Projects 124,000$ Description EWPCF – PLANNED ASSET REHABILITATION & REPLACEMENT 53June 13, 2023 Item #9 Page 220 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Org Object Project Amount TotalsDescription Digester Mix Pump Minor Rebuild 50,000$ Digester Transfer Pump Rebuild 11,000$ Digester #2 Recirculation Rebuild 14,000$ Digester Hot Water Pump Replacement 6,000$ Gas Equipment Maintenance 10,000$ Digester Heat Recirculation Pump Rebuild 14,000$ 80002 8070 80195 Digester Area Projects 105,000$ Centrifuge Feed Pump Grinder Rebuild 15,000$ Centrifuge Feed Pump and Motor Rebuild 15,000$ 80002 8080 80419 Centrifuge Feed Pit Projects 30,000$ Cake Pump Rebuild 30,000$ RTO Media Replacement 25,000$ Rotary Valve Replacement 20,000$ HD Furnace Safety Inspection 8,000$ Misc Motors 20,000$ Furnace obsolete parts (NG Liner valve, Maxon, valves)15,000$ Recycle metering screw replacement 4,000$ Replace pellet transporter line due to wear 45,000$ Condenser Mist Eliminators replacement due to wear 15,000$ Replacement of mixer plows due to wear 30,000$ Spare Gearbox 55,000$ 80002 8080 80264 Solids Processing Equipment Projects 267,000$ Heatloop Pump Repair 25,000$ Exlipse natural gas flow meter replacement & installation 16,000$ UPS Repair and Warranty 15,000$ 80002 8090 80394 Cogeneration System Projects S 56,000$ Total EWPCF – Planned Asset Rehabilitation & Replacement 1,534,200$ 54June 13, 2023 Item #9 Page 221 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Org Object Project Amount Totals MUNIS Contract Services 45,000$ Computer Replacement 40,000$ SCADA Clients 10,000$ Penetration Testing 15,000$ LIMS-Cloud Based Transition 24,000$ Upgrade to x5 30,000$ 23002 7710 70010 Information Technology 164,000$ Misc Motor Replacements 40,000$ Cart Rehab/Replacement 53,000$ 23002 7730 70023 New Equipment 93,000$ Lab- Dishwasher 15,000$ Lab-New Autoclave 23,000$ Refrigeration Sampler 18,000$ 23002 7750 70033 Operations & Administration Building 56,000$ Centrifuge Rehabilitation 55,000$ 23002 7750 70300 EWPCF Plant 55,000$ Total EWPCF – Capital Acquisitions 368,000$ EWPCF – CAPITAL ACQUISITIONS Description 55June 13, 2023 Item #9 Page 222 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Org Object Project Amount Totals 31002 7750 70850 AHPS - Minor (Mech / Structural) Rehabilitation 102,000$ 31002 7750 70864 AHPS - Minor Electrical & Instrumentation Rehabilitation 94,500$ 31002 7750 70863 AHPS - Site Safety Improvements 66,500$ 31002 7750 70870 AHPS - Integration Assistance 30,000$ 31002 7750 70830 AHPS - Grinder Rebuild 50,000$ 31002 7750 70840 AHPS - Pump and Motor Rebuild 90,000$ 31002 7750 70860 AHPS - VFD Repairs 15,000$ 31002 7750 70862 AHPS - Coatings and Paintings 7,000$ 31002 7750 TBD AHPS-Gas Sensor & Installation for Grinder Bldg 27,000$ Total AHPS 482,000$ 32002 7750 70811 BVPS - Minor Electrical Instrumentation & Control Rehabilitation 54,000$ 32002 7750 70360 BVPS - Minor Mechanical Rehabilitation 32,000$ 32002 7750 70825 BVPS - Minor Structural Rehabilitation 66,750$ 32002 7750 70360 BVPS - Grinder Replacement 40,000$ 32002 7750 70219 BVPS - Sewage Pump & Motor Rebuild 40,000$ 32002 7750 70920 BVPS - Coatings and Paintings 7,000$ 32002 7750 70930 BVPS - Unplanned Minor Rehabilitation 10,000$ 32002 7750 70940 BVPS - Integration Assistance 20,000$ 32002 7750 70960 BVPS - VFD Repairs 15,000$ Total BVPS 284,750$ 37002 7750 70841 BCPS - Minor Electrical Instrumentation & Control Rehabilitation 30,000$ 37002 7750 70851 BCPS - Minor Mechanical Rehabilitation 7,000$ 37002 7750 70855 BCPS - Minor Structural Rehabilitation 39,167$ 37002 7750 70990 BCPS - Grinder Rebuild 30,000$ 37002 7750 71000 BCPS - Sewage Pump Rebuild 40,000$ 37002 7750 71010 BCPS - Sewage Pump Motor Rebuild 6,500$ 37002 7750 71060 BCPS - Integration Assistance 20,000$ 37002 7750 71040 BCPS - Unplanned Minor Rehabilitation 10,000$ 37002 7750 71030 BCPS - Coatings and Paintings 7,000$ 37002 7750 71050 BCPS - VFD Repairs 15,000$ Total BCPS 204,667$ 38002 7750 71091 CWRF - Miscellaneous Service Requests 13,000$ 38002 7750 71111 CWRF - Minor Electrical Instrumentation & Control Rehabilitation 87,333$ 38002 7750 70240 CWRF - Minor Mechanical Rehabilitation 222,667$ 38002 7750 71120 CWRF - Coatings and Paintings 12,000$ 38002 7750 71110 CWRF - Unplanned Minor Rehabilitation 15,000$ 38002 7750 71160 CWRF - Integration Assistance 20,000$ 38002 7750 71130 CWRF - VFD Repairs 15,000$ 38002 7750 TBD CWRF - Old Lights Replacement 45,000$ 38002 7750 TBD CWRF - UF Parts such as Actuators, Sensors, Air System 15,000$ 38002 7750 TBD CWRF - Forsta Filter Spare Parts 20,000$ Total CWRF 465,000$ REMOTE FACILITIES – ACQUISITIONS & REHABILITATION Description 56June 13, 2023 Item #9 Page 223 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Org Object Project Amount TotalsDescription 39002 7750 70388 RBPS - Minor Electrical Instrumentation & Control Rehabilitation 36,000$ 39002 7750 70398 RBPS - Minor Mechanical Rehabilitation 22,000$ 39002 7750 71180 RBPS - Grinder Rebuild 30,000$ 39002 7750 71211 RBPS - Sewage Pump & Motor Rebuild 30,000$ 39002 7750 71220 RBPS - Coatings and Paintings 6,500$ 39002 7750 71200 RBPS - Unplanned Minor Rehabilitation 7,000$ 39002 7750 71240 RBPS - Integration Assistance 20,000$ 39002 7750 71210 RBPS - VFD Repairs 15,000$ Total RBPS 166,500$ Total Remote Facilities – Capital Acquisitions & Rehabilitation 1,602,917$ 57June 13, 2023 Item #9 Page 224 of 542 EN C I N A W A S T E W A T E R A U T H O R I T Y Bu d g e t | F i s c a l Y e a r 2 0 2 4 EW P C F – C A P I T A L I M P R O V E M E N T S , F I V E - Y E A R D E T A I L Pr o j e c t N a m e Pr o j e c t Nu m b e r To t a l P r i o r Ap p r o p r i a t i o n 1 To t a l P r i o r Ex p e n d i t u r e s 2 Es t i m a t e d C a r r y Fo r w a r d 3 FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n FY 2 0 2 4 - 2 5 Ap p r o p r i a t i o n FY 2 0 2 5 - 2 6 Ap p r o p r i a t i o n FY 2 0 2 6 - 2 7 Ap p r o p r i a t i o n FY 2 0 2 7 - 2 8 Ap p r o p r i a t i o n To t a l Ap p r o p r i a t i o n s Li q u i d P r o c e s s ( 1 x x x x ) PS B M e c h a n i c a l R e h a b - S h o r t T e r m 1 2 0 0 9 - - - 8 0 0 , 0 0 0 1, 8 0 0 , 0 0 0 1, 9 0 0 , 0 0 0 2, 2 0 0 , 0 0 0 1, 7 0 0 , 0 0 0 8, 4 0 0 , 0 0 0 Se c o n d a r y C l a r i f i e r s a n d S t ra i n e r s I m p r o v e m e n t s 13 0 0 7 7 , 8 4 7 , 1 0 5 7, 5 8 9 , 7 6 4 25 7 , 3 4 1 - - - - - 7, 8 4 7 , 1 0 5 Ae r a t i o n B a s i n M i n o r R e p a i r s (D i f f u s e r R e p l a c e m e n t s ) 13 0 2 3 3 3 5 , 8 4 6 85 , 8 4 6 25 0 , 0 0 0 12 5 , 0 0 0 46 0 , 8 4 6 To t a l L i q u i d P r o c e s s 8, 1 8 2 , 9 5 1 $ 7, 6 7 5 , 6 1 0 $ 50 7 , 3 4 1 $ 92 5 , 0 0 0 $ 1, 8 0 0 , 0 0 0 $ 1, 9 0 0 , 0 0 0 $ 2, 2 0 0 , 0 0 0 $ 1, 7 0 0 , 0 0 0 $ 16 , 7 0 7 , 9 5 1 $ Ou t f a l l ( 2 x x x x ) Oc e a n O u t f a l l M a i n t e n a n c e a n d In s p e c t i o n - E x t e r n a l 21 0 0 2 1 3 9 , 8 4 8 $ 39 , 8 4 8 $ 10 0 , 0 0 0 $ - $ 1 0 0 , 0 0 0 $ - $ 1 0 0 , 0 0 0 $ - $ 33 9 , 8 4 8 $ Oc e a n O u t f a l l B a t h y m e t r i c S u r v e y - E x t e r n a l 21 0 0 5 - - - - - - 1 0 0 , 0 0 0 - 10 0 , 0 0 0 Oc e a n O u t f a l l - I n t e r n a l In t e g r i t y A s s e s s m e n t 21 0 0 6 - - - - - - 2 2 5 , 0 0 0 - 22 5 , 0 0 0 84 - i n c h O u t f a l l I n s p e c tio n - I n t e r n a l 21 0 0 7 - - - - - - 1 7 5 , 0 0 0 - 17 5 , 0 0 0 84 - i n c h O u t f a l l R e p a i r 21 0 0 9 - - - 50 , 0 0 0 15 0 , 0 0 0 - - - 20 0 , 0 0 0 To t a l O u t f a l l 13 9 , 8 4 8 $ 39 , 8 4 8 $ 10 0 , 0 0 0 $ 50 , 0 0 0 $ 25 0 , 0 0 0 $ - $ 6 0 0 , 0 0 0 $ - $ 1 , 0 3 9 , 8 4 8 $ So l i d s P r o c e s s ( 3 x x x x ) DA F T R e p a i r s 31 0 0 6 3 , 6 9 0 , 4 3 5 41 5 , 4 5 3 3, 2 7 4 , 9 8 2 60 0 , 0 0 0 1, 0 0 0 , 0 0 0 - - - 5, 2 9 0 , 4 3 5 DA F T R e p a i r s - P h a s e I I 31 0 1 0 - - 2 0 0 , 0 0 0 1, 7 3 0 , 0 0 0 3, 2 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 - 8, 1 3 0 , 0 0 0 Di g e s t e r R e h a b i l i t a t i o n an d I m p r o v e m e n t s 32 0 1 3 1 8 , 7 8 4 , 2 0 8 11 , 2 7 2 , 8 0 4 7, 5 1 1 , 4 0 4 3, 0 0 0 , 0 0 0 4, 4 0 0 , 0 0 0 - - - 26 , 1 8 4 , 2 0 8 Di g e s t e r C l e a n i n g C y c l e 32 0 1 8 - - - - - - - 1 , 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 Di g e s t e r 1 , 2 & 3 I m p r o v e m e n t s 32 0 2 0 - - - 2 2 0 , 0 0 0 1, 3 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 6, 9 0 0 , 0 0 0 7, 5 0 0 , 0 0 0 19 , 9 2 0 , 0 0 0 Ex s i t i n g D r y e r C o m p en e n t s R e h a b 33 0 2 5 3 6 6 , 0 1 5 24 7 , 1 5 1 11 8 , 8 6 4 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 1, 3 6 6 , 0 1 5 Dr y e r S a f e t y I m p r o v e m e n t s 33 0 2 6 1 , 8 9 8 , 0 8 0 55 7 , 6 8 9 1, 3 4 0 , 3 9 1 - - - - - 1, 8 9 8 , 0 8 0 Bi o s o l i d s M a n a g e m e n t P l a n U p d a t e 33 0 2 7 3 5 0 , 0 0 0 33 5 , 5 0 0 14 , 5 0 0 - - - - - 35 0 , 0 0 0 Ex i s t i n g D r y e r M a j o r R e h a b i l i t a t i o n 33 0 3 0 - - - 4 0 0 , 0 0 0 2, 5 0 0 , 0 0 0 60 0 , 0 0 0 50 0 , 0 0 0 4, 0 0 0 , 0 0 0 To t a l S o l i d s P r o c e s s 25 , 0 8 8 , 7 3 8 $ 12 , 8 2 8 , 5 9 7 $ 12 , 2 6 0 , 1 4 1 $ 4, 2 2 0 , 0 0 0 $ 9, 0 3 0 , 0 0 0 $ 9, 9 0 0 , 0 0 0 $ 10 , 7 0 0 , 0 0 0 $ 9, 2 0 0 , 0 0 0 $ 68 , 1 3 8 , 7 3 8 $ En e r g y M a n a g e m e nt ( 4 x x x x ) Co g e n E n g i n e T o p - E n d O v e r h a u l 41 0 0 5 1 , 2 8 0 , 9 4 3 $ 90 3 , 2 7 8 $ 37 7 , 6 6 5 $ 40 0 , 0 0 0 $ 40 0 , 0 0 0 $ - $ - $ 4 0 0 , 0 0 0 $ 2, 4 8 0 , 9 4 3 $ Co g e n E n g i n e I n - F r a m e O v e r h a u l 41 0 0 6 - - - - - 87 5 , 0 0 0 87 5 , 0 0 0 - 1, 7 5 0 , 0 0 0 Co g e n E n g i n e F u l l O v e r h a u l 41 0 0 7 2 , 3 2 4 , 4 1 2 2, 3 2 4 , 4 1 2 - - - - - - 2, 3 2 4 , 4 1 2 Co g e n E n g i n e C a t a l y s t S y s t e m a nd G a s C o n d i t i o n i n g F a c i l i t i e s 4 1 0 1 5 1 5 0 , 0 0 0 - 1 5 0 , 0 0 0 - 2 5 0 , 0 0 0 2, 0 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 4, 2 0 0 , 0 0 0 9, 6 0 0 , 0 0 0 Al e t e r n a t i v e F u e l s R e c e i v i n g F a c i l i t y I m p r o v e m e n t s 41 0 2 3 - - - 4 0 0 , 0 0 0 40 0 , 0 0 0 - - - 80 0 , 0 0 0 Au t o m a t e M a i n B r e a k e rs i n C o g e n 41 0 2 4 2 4 9 , 0 0 0 48 , 9 3 4 20 0 , 0 6 6 - - - - - 24 9 , 0 0 0 Co m b i n e d G e n e r a t o r C o n t r o l M o d u l e R e p l a c e m e n t 41 0 2 5 2 5 0 , 0 0 0 84 , 6 5 1 16 5 , 3 4 9 - - - - - 25 0 , 0 0 0 To t a l E n e r g y M a n a g e m e n t 4, 2 5 4 , 3 5 5 $ 3, 3 6 1 , 2 7 5 $ 89 3 , 0 8 0 $ 80 0 , 0 0 0 $ 1, 0 5 0 , 0 0 0 $ 2, 8 7 5 , 0 0 0 $ 3, 8 7 5 , 0 0 0 $ 4, 6 0 0 , 0 0 0 $ 17 , 4 5 4 , 3 5 5 $ Ge n e r a l ( 5 x x x x ) OR F I S y s t e m R e h a bi l i t a t i o n 51 0 0 1 2 8 1 , 9 9 3 $ 28 1 , 9 9 3 $ - $ 6 0 0 , 0 0 0 $ 2, 8 0 0 , 0 0 0 $ 4, 2 0 0 , 0 0 0 $ - $ - $ 7, 8 8 1 , 9 9 3 $ OR F C a r b o n M e d i a R e p l a c e m e n t 51 0 0 2 65 8 , 1 1 3 53 0 , 6 0 5 12 7 , 5 0 8 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 1, 4 0 8 , 1 1 3 OR F I I T r e a t m e n t S y s t e m I m p r o v e m e n t s 51 0 1 4 78 2 , 2 0 0 14 4 , 2 3 9 63 7 , 9 6 1 - - - - - 78 2 , 2 0 0 Od o r C o n t r o l I m p r o v e m e n t s 51 0 1 6 3 2 4 , 1 7 2 18 9 , 8 1 6 13 4 , 3 5 6 - - - - - 32 4 , 1 7 2 58 June 13, 2023 Item #9 Page 225 of 542 EN C I N A W A S T E W A T E R A U T H O R I T Y Bu d g e t | F i s c a l Y e a r 2 0 2 4 EW P C F – C A P I T A L I M P R O V E M E N T S , F I V E - Y E A R D E T A I L Pr o j e c t N a m e Pr o j e c t Nu m b e r To t a l P r i o r Ap p r o p r i a t i o n 1 To t a l P r i o r Ex p e n d i t u r e s 2 Es t i m a t e d C a r r y Fo r w a r d 3 FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n FY 2 0 2 4 - 2 5 Ap p r o p r i a t i o n FY 2 0 2 5 - 2 6 Ap p r o p r i a t i o n FY 2 0 2 6 - 2 7 Ap p r o p r i a t i o n FY 2 0 2 7 - 2 8 Ap p r o p r i a t i o n To t a l Ap p r o p r i a t i o n s Si t e S e c u r i t y F a c i l i t i e s - T i e r 1 52 0 1 2 4 8 5 , 4 3 5 41 9 , 0 6 1 66 , 3 7 4 40 0 , 0 0 0 - - - - 88 5 , 4 3 5 Cl i m a t e C o n t r o l a t M C C s an d C o g e n B u i l d i n g 52 0 2 1 4 , 5 7 4 , 2 5 0 4, 5 2 1 , 5 8 2 52 , 6 6 8 - - - - - 4, 5 7 4 , 2 5 0 Bu i l d i n g R o o f R e p l a c e m e n t ( S e c o n d a r y , C h l o r i n e , H e a d w o r k s ) 5 3 0 1 3 5 5 0 , 0 0 0 77 54 9 , 9 2 3 1, 3 0 0 , 0 0 0 20 0 , 0 0 0 - - - 2, 0 5 0 , 0 0 0 Ad m i n B u i l d i n g H V A C R e h a b 53 0 0 4 2 , 6 3 2 , 3 7 5 1, 6 8 7 , 1 6 0 94 5 , 2 1 5 3, 4 0 5 , 0 0 0 - - - - 6, 0 3 7 , 3 7 5 Pl a n t - W i d e A s s e t P a i n t i n g a nd P r o t e c t i v e C o a t i n g 52 0 3 2 9 5 8 , 0 0 0 95 6 , 7 4 3 1, 2 5 7 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 1, 7 0 8 , 0 0 0 Fl o o d C o n t r o l C h a n n e l R e s t o r a t i o n 52 0 4 4 1 0 0 , 0 0 0 2, 5 6 6 97 , 4 3 4 - - - - - 10 0 , 0 0 0 Si t e S e c u r i t y F a c i l i t i e s - T i e r 2 - 4 52 0 4 7 - - - 1 5 0 , 0 0 0 80 0 , 0 0 0 95 0 , 0 0 0 - - 1, 9 0 0 , 0 0 0 De w a t e r i n g B u i l d i n g R e a b i l i t a t io n ( a n d C o g e n R o o f ) 53 0 1 5 - - - 2 5 0 , 0 0 0 75 0 , 0 0 0 - - - 1, 0 0 0 , 0 0 0 Im p l e m e n t M i n o r C o n d i t i o n A ss e s s m e n t R e c o m m e n d a t i o n s 5 4 0 0 5 5 8 7 , 2 5 5 49 , 4 4 0 53 7 , 8 1 5 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 1, 3 3 7 , 2 5 5 As - N e e d e d C o n t r a c t o r S e r v i c e s 54 0 0 6 3 , 3 5 7 , 7 9 0 2, 3 6 6 , 6 3 1 99 1 , 1 5 9 50 0 , 0 0 0 1, 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 1, 0 0 0 , 0 0 0 7, 8 5 7 , 7 9 0 Mis c e l l a n e o u s B u i l d i n g Re h a b i l i t a t i o n 54 0 0 7 4 5 0 , 0 0 0 31 0 , 8 6 5 13 9 , 1 3 5 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 1, 2 0 0 , 0 0 0 To t a l G e n e r a l 15 , 7 4 1 , 5 8 3 $ 11 , 4 6 0 , 7 7 8 $ 4, 2 8 0 , 8 0 5 $ 7, 2 0 5 , 0 0 0 $ 6, 1 5 0 , 0 0 0 $ 6, 7 5 0 , 0 0 0 $ 1, 6 0 0 , 0 0 0 $ 1, 6 0 0 , 0 0 0 $ 39 , 0 4 6 , 5 8 3 $ Te c h n o l o g y ( 6 x x x x ) Se c o n d a r i e s & E f f l u e n t E l e c t r i c a l & C o n t r o l s I m p r o v e m e n t s 6 1 2 0 6 8 0 6 , 0 0 0 35 2 , 0 4 5 45 3 , 9 5 5 60 0 , 0 0 0 3, 4 0 0 , 0 0 0 4, 0 0 0 , 0 0 0 - - 8, 8 0 6 , 0 0 0 Co g e n E l e c t r i c a l a n d C o nt r o l s I m p r o v e m e n t s 61 2 0 7 - - - 6 0 0 , 0 0 0 90 0 , 0 0 0 - - - 1, 5 0 0 , 0 0 0 CP S / S E E P S C o n t r o l s I m p r o v e m e n t s 61 2 0 8 24 4 , 0 0 0 14 6 , 2 1 0 97 , 7 9 0 - - - - - 24 4 , 0 0 0 Bl o w e r C o n t r o l s I m p r o v e m e n t s 61 2 0 9 1 2 5 , 0 0 0 63 , 1 9 0 61 , 8 1 0 10 0 , 0 0 0 - - - - 22 5 , 0 0 0 He a t D r y e r C o n t r o l s I m p r o v e m e n t s 61 2 1 0 - - - 4 5 0 , 0 0 0 3, 4 7 0 , 0 0 0 - - - 3, 9 2 0 , 0 0 0 Ch l o r i n e B u i l d i n g a n d E P S E l e c t r i c a l a n d C o n t r o l s I m p r o v e m e n t s 6 1 2 1 1 4 3 4 , 0 0 0 12 6 , 7 9 2 30 7 , 2 0 8 - - - - - 43 4 , 0 0 0 Ce n t r i f u g e & A n c i l l a r y S y s t em s C o n t r o l I m p r o v e m e n t s 61 2 1 2 - - - 3 0 0 , 0 0 0 2, 3 0 0 , 0 0 0 - - - 2, 6 0 0 , 0 0 0 Lo a d S h e d C o n t r o l s I m p r o v e m e n t s 61 2 1 4 5 0 , 0 0 0 39 , 9 6 7 10 , 0 3 3 - - - - - 50 , 0 0 0 As - N e e d e d S C A D A I n t e g r a t i o n S e r v i c e s 61 5 1 4 9 9 0 , 2 2 2 88 3 , 7 8 7 10 6 , 4 3 5 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 1, 9 9 0 , 2 2 2 Ho s t S e r v e r R e p l a c e m e n t - I T 62 7 0 5 - - - - 4 4 0 , 0 0 0 - - 5 0 0 , 0 0 0 94 0 , 0 0 0 Ho s t S e r v e r R e p l a c e m e n t - O T 62 7 0 6 - - - 3 5 0 , 0 0 0 - - 4 6 0 , 0 0 0 - 81 0 , 0 0 0 Ba c k u p H o s t S e r v e r s 62 7 0 7 - - - - 1 0 0 , 0 0 0 - - - 10 0 , 0 0 0 Do c u m e n t M a n g e m e n t S y st e m U p g r a d e 62 7 0 8 3 5 5 , 0 0 0 15 5 , 0 6 5 19 9 , 9 3 5 20 0 , 0 0 0 15 0 , 0 0 0 10 0 , 0 0 0 20 , 0 0 0 20 , 0 0 0 84 5 , 0 0 0 Cy b e r S e c u r i t y a n d B u s i n e s s S y s t em M a n a g e m e n t S e r v i c e s 6 2 7 0 9 4 0 0 , 0 0 0 21 3 , 0 5 3 18 6 , 9 4 7 30 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 15 0 , 0 0 0 1, 3 0 0 , 0 0 0 IT B u s i n e s s N e t w o r k C o n v e r s i o n 62 7 1 0 5 0 , 0 0 0 - 50 , 0 0 0 50 0 , 0 0 0 - - - - 55 0 , 0 0 0 To t a l T e c h n o l o g y 3, 4 5 4 , 2 2 2 $ 1, 9 8 0 , 1 0 9 $ 1, 4 7 4 , 1 1 3 $ 3, 6 0 0 , 0 0 0 $ 11 , 1 1 0 , 0 0 0 $ 4, 4 5 0 , 0 0 0 $ 83 0 , 0 0 0 $ 87 0 , 0 0 0 $ 24 , 3 1 4 , 2 2 2 $ Pr o f e s s i o n a l S e r v i c e s ( 8 x x x x ) As s e t C o n d i t i o n A s s e s s m e n t s 81 0 1 6 18 9 , 1 8 9 $ 73 , 1 3 7 $ 11 6 , 0 5 2 $ - $ - $ - $ - $ - $ 18 9 , 1 8 9 $ Po t a b l e R e u s e S t u d y 4 82 0 1 5 1 , 1 2 8 , 8 5 0 6 4 2 , 3 2 7 4 8 6 , 5 2 3 4 5 0 , 0 0 0 5 0 0 , 0 0 0 3 0 0 , 0 0 0 3 0 0 , 0 0 0 3 0 0 , 0 0 0 2, 9 7 8 , 8 5 0 En e r g y R e s i l i e n c e A s s e s s m e n t 8 2 0 2 0 - - - 4 0 0 , 0 0 0 10 0 , 0 0 0 - - - 50 0 , 0 0 0 Pe a k F l o w M g m t a n d E q S t o r a g e 82 0 2 1 4 6 , 7 9 5 46 , 7 9 5 - - 50 , 0 0 0 - - - 96 , 7 9 5 Cl i m a t e C h a n g e A c t i on P l a n U p d a t e 82 0 2 3 - - - - - 1 0 0 , 0 0 0 - - 10 0 , 0 0 0 OT P l a n U p d a t e 82 0 2 5 - - - 50 , 0 0 0 50 , 0 0 0 - - - 10 0 , 0 0 0 Fa c i l i t y M a s t e r P l a n U p d a t e 80 8 2 7 - - - - - 4 0 0 , 0 0 0 - - 40 0 , 0 0 0 He a t D r y e r H A Z O P 82 0 2 8 - - - 75 , 0 0 0 - - - - 75 , 0 0 0 Te c h n o l o g y M a s t e r P l a n U p d a t e 82 0 2 9 - - - - - 1 2 5 , 0 0 0 12 5 , 0 0 0 - 25 0 , 0 0 0 59 June 13, 2023 Item #9 Page 226 of 542 EN C I N A W A S T E W A T E R A U T H O R I T Y Bu d g e t | F i s c a l Y e a r 2 0 2 4 EW P C F – C A P I T A L I M P R O V E M E N T S , F I V E - Y E A R D E T A I L Pr o j e c t N a m e Pr o j e c t Nu m b e r To t a l P r i o r Ap p r o p r i a t i o n 1 To t a l P r i o r Ex p e n d i t u r e s 2 Es t i m a t e d C a r r y Fo r w a r d 3 FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n FY 2 0 2 4 - 2 5 Ap p r o p r i a t i o n FY 2 0 2 5 - 2 6 Ap p r o p r i a t i o n FY 2 0 2 6 - 2 7 Ap p r o p r i a t i o n FY 2 0 2 7 - 2 8 Ap p r o p r i a t i o n To t a l Ap p r o p r i a t i o n s IT P l a n U p d a t e 82 0 3 0 - - - 1 0 0 , 0 0 0 - 50 , 0 0 0 - - 15 0 , 0 0 0 Po t a b l e W a t e r S y s t e m s I m p r o v e m e n t s 82 0 3 4 - - - 50 , 0 0 0 - - - - 50 , 0 0 0 E- C A M P U p d a t e / C o n d i t i o n A s s e s s m e n t 83 0 0 1 6 1 8 , 2 3 5 47 7 , 2 1 3 14 1 , 0 2 2 27 5 , 0 0 0 10 0 , 0 0 0 27 5 , 0 0 0 10 0 , 0 0 0 27 5 , 0 0 0 1, 6 4 3 , 2 3 5 Ex t e n s i o n o f S t a f f E n g i ne e r i n g S e r v i c e s 84 0 0 1 3 , 9 8 4 , 8 9 5 3, 3 8 0 , 3 8 1 60 4 , 5 1 4 70 0 , 0 0 0 70 0 , 0 0 0 70 0 , 0 0 0 70 0 , 0 0 0 70 0 , 0 0 0 7, 4 8 4 , 8 9 5 Re s e a r c h a n d D e v e l o p m e n t Pr o j e c t s S e r v i c e s 84 0 0 2 6 2 0 , 4 2 0 53 7 , 3 2 6 83 , 0 9 4 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 1, 1 2 0 , 4 2 0 Ele c t r o n i c O p e r a t i o n s M a n & D o c M g t 84 0 0 8 1 4 2 , 8 6 5 14 2 , 8 6 5 - 20 , 0 0 0 20 , 0 0 0 20 , 0 0 0 20 , 0 0 0 20 , 0 0 0 24 2 , 8 6 5 Ai r P e r m i t t i n g A s s i s t a n c e 84 0 1 2 3 4 , 2 5 0 17 , 5 0 0 16 , 7 5 0 22 5 , 0 0 0 20 0 , 0 0 0 25 , 0 0 0 25 , 0 0 0 25 , 0 0 0 53 4 , 2 5 0 To t a l P r o f e s s i o n a l S e r v i c e s 6, 7 6 5 , 4 9 9 $ 5, 3 1 7 , 5 4 4 $ 1, 4 4 7 , 9 5 5 $ 2, 4 4 5 , 0 0 0 $ 1, 8 2 0 , 0 0 0 $ 2, 0 9 5 , 0 0 0 $ 1, 3 7 0 , 0 0 0 $ 1, 4 2 0 , 0 0 0 $ 15 , 9 1 5 , 4 9 9 $ To t a l U n i d e n t i f i e d F u t u r e P r o j e c t s 5 N/ A - $ - $ - $ - $ - $ - $ 7 , 6 2 5 , 0 0 0 $ 10 , 3 1 0 , 0 0 0 $ 17 , 9 3 5 , 0 0 0 $ To t a l C a p i t a l I m p r o v e m e n t s 63 , 6 2 7 , 1 9 6 $ 42 , 6 6 3 , 7 6 1 $ 20 , 9 6 3 , 4 3 5 $ 19 , 2 4 5 , 0 0 0 $ 31 , 2 1 0 , 0 0 0 $ 27 , 9 7 0 , 0 0 0 $ 28 , 8 0 0 , 0 0 0 $ 29 , 7 0 0 , 0 0 0 $ 20 0 , 5 5 2 , 1 9 6 $ No t e s : 1. H i s t o r i c a l d a t a b a s e d o n a v a i l a b l e i n f o r m a t i o n . 2. I n c l u d e s a c t u a l e x p e n d i tu r e s t h r o u g h m i d - M a r c h 2 0 2 3 . 3. T h e e s t i m a t e d c a r r y f o r w a r d i n cl u d e s e n c u m b r a n c e s a n d a v a i l a b l e b a l a n c e t h r o u g h m i d - M a r c h 2 0 2 3 a n d m a y v a r y b a s e d o n a c t u a l s pe n d i n g t h r o u g h f i s c a l y e a r e n d . 4. P a r t i a l l y o f f s e t b y F e d e r a l g r a n t r e v e n u e s . 5. R e p r e s e n t s a n t i c i p a t e d e x p e n d i t u r e s b a s e d o n h i s t o r i c a l e x p e r i e n c e t h a t h a v e n o t y e t b e e n a s s i g n e d t o a s p e c i f i c p r o j e c t . 60 June 13, 2023 Item #9 Page 227 of 542 EN C I N A W A S T E W A T E R A U T H O R I T Y Bu d g e t | F i s c a l Y e a r 2 0 2 4 EW P C F – C A P I T A L I M P R O V E M E N T S , E S T I M A T E D C A R R Y F O R W A R D Pr o j e c t N a m e Pr o j e c t Nu m b e r To t a l P r i o r Ap p r o p r i a t i o n 1 To t a l P r o j e c t e d Ex p e n d i t u r e s 2 Es t i m a t e d C a r r y Fo r w a r d 3 FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n Es t i m a t e d FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n ⁴ Li q u i d P r o c e s s ( 1 x x x x ) PS B M e c h a n i c a l R e h a b - S h o r t T e r m 1 2 0 0 9 - - - 8 0 0 , 0 0 0 80 0 , 0 0 0 Se c o n d a r y C l a r i f i e r s a n d S t r a i n e r s I m p r o v e m e n t s 13 0 0 7 7 , 8 4 7 , 1 0 5 7, 8 4 7 , 1 0 5 - - - Ae r a t i o n B a s i n M i n o r R e p a i r s ( D i f f u s e r R e p l a c e m e n t s ) 13 0 2 3 3 3 5 , 8 4 6 16 0 , 8 4 6 17 5 , 0 0 0 12 5 , 0 0 0 30 0 , 0 0 0 To t a l L i q u i d P r o c e s s 8, 1 8 2 , 9 5 1 $ 8, 0 0 7 , 9 5 1 $ 17 5 , 0 0 0 $ 92 5 , 0 0 0 $ 1, 1 0 0 , 0 0 0 $ Ou t f a l l ( 2 x x x x ) Oc e a n O u t f a l l M a i n t e n a n c e a n d I n s p e c t i o n - E x t e r n a l 21 0 0 2 1 3 9 , 8 4 8 $ 39 , 8 4 8 $ 10 0 , 0 0 0 $ - $ 10 0 , 0 0 0 $ Oc e a n O u t f a l l B a t h y m e t r i c S u r v e y - E x t e r n a l 21 0 0 5 - - - - - Oc e a n O u t f a l l - I n t e r n a l I n t e g r i t y A s s e s s m e n t 21 0 0 6 - - - - - 84 - i n c h O u t f a l l R e p a i r 21 0 0 9 - - - 50 , 0 0 0 50 , 0 0 0 To t a l O u t f a l l 13 9 , 8 4 8 $ 39 , 8 4 8 $ 10 0 , 0 0 0 $ 50 , 0 0 0 $ 15 0 , 0 0 0 $ So l i d s P r o c e s s ( 3 x x x x ) DA F T R e p a i r s 31 0 0 6 3 , 6 9 0 , 4 3 5 83 9 , 6 7 2 2, 8 5 0 , 7 6 3 60 0 , 0 0 0 3, 4 5 0 , 7 6 3 DA F T R e p a i r s - P h a s e I I 31 0 1 0 - - - 2 0 0 , 0 0 0 20 0 , 0 0 0 Di g e s t e r R e h a b i l i t a t i o n a n d I m p r o v e m e n t s 32 0 1 3 1 8 , 7 8 4 , 2 0 8 13 , 4 8 7 , 8 4 4 5, 2 9 6 , 3 6 4 3, 0 0 0 , 0 0 0 8, 2 9 6 , 3 6 4 Di g e s t e r C l e a n i n g C y c l e 32 0 1 8 - - - - - Di g e s t e r 1 , 2 & 3 I m p r o v e m e n t s 32 0 2 0 - - - 2 2 0 , 0 0 0 22 0 , 0 0 0 Ex s i t i n g D r y e r C o m p e n e n t s R e h a b 33 0 2 5 3 6 6 , 0 1 5 28 7 , 3 0 6 78 , 7 0 9 20 0 , 0 0 0 27 8 , 7 0 9 Dr y e r S a f e t y I m p r o v e m e n t s 33 0 2 6 1 , 8 9 8 , 0 8 0 1, 1 2 5 , 6 6 3 77 2 , 4 1 7 - 7 7 2 , 4 1 7 Bi o s o l i d s M a n a g e m e n t P l a n U p d a t e 33 0 2 7 3 5 0 , 0 0 0 33 1 , 2 5 9 18 , 7 4 1 - 18 , 7 4 1 Ex i s t i n g D r y e r M a j o r R e h a b i l i t a t i o n 33 0 3 0 - - - - - To t a l S o l i d s P r o c e s s 25 , 0 8 8 , 7 3 8 $ 16 , 0 7 1 , 7 4 4 $ 9, 0 1 6 , 9 9 4 $ 4, 2 2 0 , 0 0 0 $ 13 , 2 3 6 , 9 9 4 $ En e r g y M a n a g e m e n t ( 4 x x x x ) Co g e n E n g i n e T o p - E n d O v e r h a u l 41 0 0 5 1 , 2 8 0 , 9 4 3 $ 1, 2 8 0 , 9 4 3 $ - $ 40 0 , 0 0 0 $ 40 0 , 0 0 0 $ Co g e n E n g i n e I n - F r a m e O v e r h a u l 41 0 0 6 - - - - - 61 June 13, 2023 Item #9 Page 228 of 542 EN C I N A W A S T E W A T E R A U T H O R I T Y Bu d g e t | F i s c a l Y e a r 2 0 2 4 EW P C F – C A P I T A L I M P R O V E M E N T S , E S T I M A T E D C A R R Y F O R W A R D Pr o j e c t N a m e Pr o j e c t Nu m b e r To t a l P r i o r Ap p r o p r i a t i o n 1 To t a l P r o j e c t e d Ex p e n d i t u r e s 2 Es t i m a t e d C a r r y Fo r w a r d 3 FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n Es t i m a t e d FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n ⁴ Co g e n E n g i n e F u l l O v e r h a u l 41 0 0 7 2 , 3 2 4 , 4 1 2 2, 3 2 4 , 4 1 2 - - - Co g e n E n g i n e C a t a l y s t S y s t e m a n d G a s C o n d i t i o n i n g F a c i l i t i e s 4 1 0 1 5 1 5 0 , 0 0 0 - 1 5 0 , 0 0 0 - 1 5 0 , 0 0 0 Al e t e r n a t i v e F u e l s R e c e i v i n g F a c i l i t y I m p r o v e m e n t s 41 0 2 3 - - - 4 0 0 , 0 0 0 40 0 , 0 0 0 Au t o m a t e M a i n B r e a k e r s i n C o g e n 41 0 2 4 2 4 9 , 0 0 0 24 8 , 9 3 4 66 - 66 Co m b i n e d G e n e r a t o r C o n t r o l M o d u l e R e p l a c e m e n t 41 0 2 5 2 5 0 , 0 0 0 10 9 , 6 5 1 14 0 , 3 4 9 - 1 4 0 , 3 4 9 To t a l E n e r g y M a n a g e m e n t 4, 2 5 4 , 3 5 5 $ 3, 9 6 3 , 9 4 0 $ 29 0 , 4 1 5 $ 80 0 , 0 0 0 $ 1, 0 9 0 , 4 1 5 $ Ge n e r a l ( 5 x x x x ) OR F I S y s t e m R e h a b i l i t a t i o n 51 0 0 1 2 8 1 , 9 9 3 $ 28 1 , 9 9 3 $ - $ 60 0 , 0 0 0 $ 60 0 , 0 0 0 $ OR F C a r b o n M e d i a R e p l a c e m e n t 51 0 0 2 6 5 8 , 1 1 3 63 0 , 6 0 5 27 , 5 0 8 15 0 , 0 0 0 17 7 , 5 0 8 OR F I I T r e a t m e n t S y s t e m I m p r o v e m e n t s 51 0 1 4 7 8 2 , 2 0 0 63 3 , 1 1 9 14 9 , 0 8 1 - 1 4 9 , 0 8 1 Od o r C o n t r o l I m p r o v e m e n t s 51 0 1 6 3 2 4 , 1 7 2 22 0 , 7 3 9 10 3 , 4 3 3 - 1 0 3 , 4 3 3 Si t e S e c u r i t y F a c i l i t i e s - T i e r 1 52 0 1 2 4 8 5 , 4 3 5 44 7 , 9 6 8 37 , 4 6 7 40 0 , 0 0 0 43 7 , 4 6 7 Cl i m a t e C o n t r o l a t M C C s a n d C o g e n B u i l d i n g 52 0 2 1 4 , 5 7 4 , 2 5 0 4, 5 6 3 , 5 8 2 10 , 6 6 8 - 10 , 6 6 8 Bu i l d i n g R o o f R e p l a c e m e n t ( S e c o n d a ry , C h l o r i n e , H e a d w o r k s ) 5 3 0 1 3 5 5 0 , 0 0 0 50 , 0 7 7 49 9 , 9 2 3 1, 3 0 0 , 0 0 0 1, 7 9 9 , 9 2 3 Ad m i n B u i l d i n g H V A C R e h a b 53 0 0 4 2 , 6 3 2 , 3 7 5 2, 1 0 4 , 4 1 0 52 7 , 9 6 5 3, 4 0 5 , 0 0 0 3, 9 3 2 , 9 6 5 Pl a n t - W i d e A s s e t P a i n t i n g a n d P r o t e c t i v e C o a t i n g 52 0 3 2 9 5 8 , 0 0 0 95 7 , 0 9 5 90 5 1 5 0 , 0 0 0 15 0 , 9 0 5 Fl o o d C o n t r o l C h a n n e l R e s t o r a t i o n 52 0 4 4 1 0 0 , 0 0 0 2, 5 6 6 97 , 4 3 4 - 97 , 4 3 4 Si t e S e c u r i t y F a c i l i t i e s - T i e r 2 - 4 52 0 4 7 - - - 15 0 , 0 0 0 15 0 , 0 0 0 De w a t e r i n g B u i l d i n g R e a b i l i t a t i o n ( a n d C o g e n R o o f ) 53 0 1 5 - - - 2 5 0 , 0 0 0 25 0 , 0 0 0 Im p l e m e n t M i n o r C o n d i t i o n A s s e s s m e n t R e c o m m e n d a t i o n s 5 4 0 0 5 5 8 7 , 2 5 5 49 , 4 4 0 53 7 , 8 1 5 15 0 , 0 0 0 68 7 , 8 1 5 As - N e e d e d C o n t r a c t o r S e r v i c e s 54 0 0 6 3 , 3 5 7 , 7 9 0 3, 1 1 0 , 6 2 6 24 7 , 1 6 4 50 0 , 0 0 0 74 7 , 1 6 4 Mi s c e l l a n e o u s B u i l d i n g R e h a b i l i t a t i o n 54 0 0 7 4 5 0 , 0 0 0 32 7 , 3 9 8 12 2 , 6 0 2 15 0 , 0 0 0 27 2 , 6 0 2 To t a l G e n e r a l 15 , 7 4 1 , 5 8 3 $ 13 , 3 7 9 , 6 1 8 $ 2, 3 6 1 , 9 6 5 $ 7, 2 0 5 , 0 0 0 $ 9, 5 6 6 , 9 6 5 $ Te c h n o l o g y ( 6 x x x x ) Se c o n d a r i e s & E f f l u e n t E l e c t r i c a l & C o n t r o l s I m p r o v e m e n t s 6 1 2 0 6 8 0 6 , 0 0 0 64 0 , 7 4 8 16 5 , 2 5 2 60 0 , 0 0 0 76 5 , 2 5 2 Co g e n E l e c t r i c a l a n d C o n t r o l s I m p r o v e m e n t s 61 2 0 7 - - - 6 0 0 , 0 0 0 60 0 , 0 0 0 62 June 13, 2023 Item #9 Page 229 of 542 EN C I N A W A S T E W A T E R A U T H O R I T Y Bu d g e t | F i s c a l Y e a r 2 0 2 4 EW P C F – C A P I T A L I M P R O V E M E N T S , E S T I M A T E D C A R R Y F O R W A R D Pr o j e c t N a m e Pr o j e c t Nu m b e r To t a l P r i o r Ap p r o p r i a t i o n 1 To t a l P r o j e c t e d Ex p e n d i t u r e s 2 Es t i m a t e d C a r r y Fo r w a r d 3 FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n Es t i m a t e d FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n ⁴ CP S / S E E P S C o n t r o l s I m p r o v e m e n t s 61 2 0 8 2 4 4 , 0 0 0 19 8 , 2 5 0 45 , 7 5 0 - 45 , 7 5 0 Bl o w e r C o n t r o l s I m p r o v e m e n t s 61 2 0 9 1 2 5 , 0 0 0 90 , 1 8 9 34 , 8 1 1 10 0 , 0 0 0 13 4 , 8 1 1 He a t D r y e r C o n t r o l s I m p r o v e m e n t s 61 2 1 0 - - - 4 5 0 , 0 0 0 45 0 , 0 0 0 Ch l o r i n e B u i l d i n g a n d E P S E l e c t r i c a l a n d C o n t r o l s I m p r o v e m e n t s 6 1 2 1 1 4 3 4 , 0 0 0 25 9 , 8 6 3 17 4 , 1 3 7 - 1 7 4 , 1 3 7 Ce n t r i f u g e & A n c i l l a r y S y s t e m s C o n t r o l I m p r o v e m e n t s 61 2 1 2 - - - 3 0 0 , 0 0 0 30 0 , 0 0 0 Lo a d S h e d C o n t r o l s I m p r o v e m e n t s 61 2 1 4 5 0 , 0 0 0 49 , 7 2 0 28 0 - 28 0 As - N e e d e d S C A D A I n t e g r a t i o n S e r v i c e s 61 5 1 4 9 9 0 , 2 2 2 95 4 , 3 4 2 35 , 8 8 0 20 0 , 0 0 0 23 5 , 8 8 0 Ho s t S e r v e r R e p l a c e m e n t - I T 62 7 0 5 - - - - - Ho s t S e r v e r R e p l a c e m e n t - O T 62 7 0 6 - - - 3 5 0 , 0 0 0 35 0 , 0 0 0 Ba c k u p H o s t S e r v e r s 62 7 0 7 - - - - - Do c u m e n t M a n g e m e n t S y s t e m U p g r a d e 62 7 0 8 3 5 5 , 0 0 0 33 5 , 0 6 5 19 , 9 3 5 20 0 , 0 0 0 21 9 , 9 3 5 Cy b e r S e c u r i t y a n d B u s i n e s s S y s t e m M a n a g e m e n t S e r v i c e s 6 2 7 0 9 4 0 0 , 0 0 0 39 1 , 0 1 6 8, 9 8 4 30 0 , 0 0 0 30 8 , 9 8 4 IT B u s i n e s s N e t w o r k C o n v e r s i o n 62 7 1 0 5 0 , 0 0 0 - 50 , 0 0 0 50 0 , 0 0 0 55 0 , 0 0 0 To t a l T e c h n o l o g y 3, 4 5 4 , 2 2 2 $ 2, 9 1 9 , 1 9 3 $ 53 5 , 0 2 9 $ 3, 6 0 0 , 0 0 0 $ 4, 1 3 5 , 0 2 9 $ Pr o f e s s i o n a l S e r v i c e s ( 8 x x x x ) As s e t C o n d i t i o n A s s e s s m e n t s 81 0 1 6 1 8 9 , 1 8 9 $ 15 1 , 2 7 6 $ 37 , 9 1 3 $ - $ 37 , 9 1 3 $ Po t a b l e R e u s e S t u d y 5 82 0 1 5 1 , 1 2 8 , 8 5 0 96 4 , 7 3 0 16 4 , 1 2 0 45 0 , 0 0 0 61 4 , 1 2 0 En e r g y R e s i l i e n c e A s s e s s m e n t 82 0 2 0 - - - 4 0 0 , 0 0 0 40 0 , 0 0 0 Pe a k F l o w M g m t a n d E q S t o r a g e 82 0 2 1 4 6 , 7 9 5 46 , 7 9 5 - - - Cl i m a t e C h a n g e A c t i o n P l a n U p d a t e 82 0 2 3 - - - - - OT P l a n U p d a t e 82 0 2 5 - - - 50 , 0 0 0 50 , 0 0 0 Fa c i l i t y M a s t e r P l a n U p d a t e 80 8 2 7 - - - - - He a t D r y e r H A Z O P 82 0 2 8 - - - 75 , 0 0 0 75 , 0 0 0 Te c h n o l o g y M a s t e r P l a n U p d a t e 82 0 2 9 - - - - - IT P l a n U p d a t e 82 0 3 0 - - - 1 0 0 , 0 0 0 10 0 , 0 0 0 Po t a b l e W a t e r S y s t e m s I m p r o v e m e n t s 82 0 3 4 - - - 50 , 0 0 0 50 , 0 0 0 63 June 13, 2023 Item #9 Page 230 of 542 EN C I N A W A S T E W A T E R A U T H O R I T Y Bu d g e t | F i s c a l Y e a r 2 0 2 4 EW P C F – C A P I T A L I M P R O V E M E N T S , E S T I M A T E D C A R R Y F O R W A R D Pr o j e c t N a m e Pr o j e c t Nu m b e r To t a l P r i o r Ap p r o p r i a t i o n 1 To t a l P r o j e c t e d Ex p e n d i t u r e s 2 Es t i m a t e d C a r r y Fo r w a r d 3 FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n Es t i m a t e d FY 2 0 2 3 - 2 4 Ap p r o p r i a t i o n ⁴ E- C A M P U p d a t e / C o n d i t i o n A s s e s s m e n t 83 0 0 1 6 1 8 , 2 3 5 56 2 , 2 1 4 56 , 0 2 1 27 5 , 0 0 0 33 1 , 0 2 1 Ex t e n s i o n o f S t a f f E n g i n e e r i n g S e r v i c e s 84 0 0 1 3 , 9 8 4 , 8 9 5 3, 6 0 2 , 0 6 9 38 2 , 8 2 6 70 0 , 0 0 0 1, 0 8 2 , 8 2 6 Re s e a r c h a n d D e v e l o p m e n t P r o j e c t s S e r v i c e s 84 0 0 2 6 2 0 , 4 2 0 54 5 , 1 4 2 75 , 2 7 8 10 0 , 0 0 0 17 5 , 2 7 8 El e c t r o n i c O p e r a t i o n s M a n & D o c M g t 84 0 0 8 1 4 2 , 8 6 5 14 2 , 8 6 5 - 20 , 0 0 0 20 , 0 0 0 Ai r P e r m i t t i n g A s s i s t a n c e 84 0 1 2 3 4 , 2 5 0 28 , 0 1 3 6, 2 3 7 22 5 , 0 0 0 23 1 , 2 3 7 To t a l P r o f e s s i o n a l S e r v i c e s 6, 7 6 5 , 4 9 9 $ 6, 0 4 3 , 1 0 4 $ 72 2 , 3 9 5 $ 2, 4 4 5 , 0 0 0 $ 3, 1 6 7 , 3 9 5 $ To t a l U n i d e n t i f i e d F u t u r e P r o j e c t s 6 N/ A - $ - $ - $ - $ - $ To t a l C a p i t a l I m p r o v e m e n t s 63 , 6 2 7 , 1 9 6 $ 50 , 4 2 5 , 3 9 8 $ 13 , 2 0 1 , 7 9 8 $ 19 , 2 4 5 , 0 0 0 $ 32 , 4 4 6 , 7 9 8 $ No t e s : 1. H i s t o r i c a l d a t a b a s e d o n a v a i l a b l e i n f o r m a t i o n . 2. I n c l u d e s e s t i m a t e d e x p e n d i t u r e s t h r o u g h J u n e 2 0 2 3 . A c t u a l e x p e n d i t u r e s t h r o u g h J u n e 2 0 2 3 w i l l v a r y . 3. T h e e s t i m a t e d c a r r y f o r w a r d i n c l u d e s e n cu m b r a n c e s a n d m a y v a r y b a s e d o n a c t u a l s p e n d i n g t h r o u g h f i s c a l y e a r e n d . 5. P a r t i a l l y o f f s e t b y F e d e r a l g r a n t r e v e n u e s . 6. R e p r e s e n t s a n t i c i p a t e d e x p e n d i t u r e s b a s e d o n h i s t o r i c a l e x p e r i en c e t h a t h a v e n o t y e t b e e n a s s i g n e d t o a s p e c i f i c p r o j e c t . 4. A m o u n t s s h o w n h e r e r e p r e s e n t t h e F Y 2 0 2 3 - 2 4 A p p r o p r i a t i o n p l u s Es t i m a t e d C a r r y F o r w a r d . T h e a c t u al c a r r y f o r w a r d s p l u s F Y 2 0 23 - 2 4 A p p r o p r i a t i o n s w i l l va r y b a s e d o n a c t u a l e x p e n d i t u r e s t h r o u g h J u n e 2 0 2 3 . D o e s n o t i n cl u d e P l a n n e d A s s e t R e p l a c e m e n t , C a p i t a l A c q u i s i t i o n s , R e m o t e s , o r P e r s o n n e l a p p r o p r i a t i o n s sh o w n o n o t h e r s c h e d u l e s . 64 June 13, 2023 Item #9 Page 231 of 542 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024 Fiscal Year EWPCF Capital Improvements EWPCF Planned Asset Rehabilitation & Replacement EWPCF Capital Acquisitions Remote Facilities Acquisitions & Rehabilitation Personnel Expense Total1 2024 19,245,000$ 1,534,200$ 368,000$ 1,602,917$ 3,084,320$ 25,834,437$ 2025 31,210,000$ 1,611,000$ 386,000$ 1,170,800$ 3,192,000$ 37,569,800$ 2026 27,970,000$ 1,692,000$ 405,000$ 939,500$ 3,304,000$ 34,310,500$ 2027 28,800,000$ 1,777,000$ 425,000$ 1,179,500$ 3,420,000$ 35,601,500$ 2028 29,700,000$ 1,866,000$ 446,000$ 1,007,500$ 3,540,000$ 36,559,500$ 5 Year Total 136,925,000$ 8,480,200$ 2,030,000$ 5,900,217$ 16,540,320$ 169,875,737$ 2029 30,600,000$ 1,959,000$ 468,000$ 1,058,000$ 3,664,000$ 37,749,000$ 2030 31,500,000$ 2,057,000$ 491,000$ 1,111,000$ 3,792,000$ 38,951,000$ 2031 32,400,000$ 2,160,000$ 516,000$ 1,167,000$ 3,925,000$ 40,168,000$ 2032 33,400,000$ 2,268,000$ 542,000$ 1,225,000$ 4,062,000$ 41,497,000$ 2033 34,400,000$ 2,381,000$ 569,000$ 1,286,000$ 4,204,000$ 42,840,000$ 2034 - 2038 164,500,000$ 13,814,000$ 3,299,000$ 7,461,000$ 23,332,000$ 212,406,000$ 2039 - 2043 164,500,000$ 17,636,000$ 4,210,000$ 9,519,000$ 27,714,000$ 223,579,000$ 20 Year Total 628,225,000$ 50,755,200$ 12,125,000$ 28,727,217$ 87,233,320$ 807,065,737$ 1. Future year costs are shown in current year dollars. LONG-TERM CAPITAL FINANCIAL PLAN 5 YEAR and 20 YEAR CAPITAL BUDGET 65June 13, 2023 Item #9 Page 232 of 542 RESOLUTION NO. 562 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 2023-24 AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS WHEREAS, the Community Development Commission of the City of Carlsbad, California (Commission), has reviewed the Operating Budget for the Carlsbad Housing Authority for fiscal year (FY) 2023-24 and has held such public hearings as are necessary prior to the adoption of the final budget. 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 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program," presented at the Joint Special Meeting on May 23, 2023 as Exhibit 1 to Item No. 9, as amended, if necessary, in accordance with Attachments A of this Exhibit 6 are adopted as the final Operating Budget for the Carlsbad Housing Authority for FY 2023-24, along with the program options and adjustments, if any, determined by the Commission as set forth in the minutes of this Joint Special Meeting on June 13, 2023. 3.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 2023-24. 4.That the amounts reflected as estimated revenues for FY 2023-24 as shown in Attachment A are adopted as the budgeted revenues for FY 2023-24. 5.That the amount designated as FY 2023-24 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. 6.That the following controls are placed on the use and transfer of budget funds: Exhibit 6 June 13, 2023 Item #9 Page 233 of 542 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 any of the authority given to the Executive Manager under this resolution. iii.The Executive Director may authorize budget adjustments involving offsetting revenues and expenditures; the Executive Director may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue designated for the specific purpose. B.The Commission must authorize any increase in the number of authorized permanent personnel positions chargeable to the Carlsbad Housing Authority above the level identified in the final budget. The Executive Director may authorize the hiring of temporary or part time staff chargeable to the Carlsbad Housing Authority as necessary within the limits imposed by the controls listed above. 7.That all appropriations for any state or federal grant funds in the Operating Budget remaining unexpended at June 30, 2023, are appropriated to FY 2023-24. 8.That all outstanding encumbrances as of June 30, 2023, are continued into FY 2023-24 for such contracts and obligations. June 13, 2023 Item #9 Page 234 of 542 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Community Development Commission, 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, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 13th day of June, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. Exhibit 5 June 13, 2023 Item #9 Page 235 of 542 E-23 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: FEDERALLY FUNDED COMMUNITY ASSISTANCE PROGRAMS Account: 190 391 Fund: Special Revenue – Section 8 Housing Special Revenue – Community Development Block Grant ABOUT The city receives federal grants that benefit the community and low-income households. The federally funded Section 8 Housing Choice Voucher 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 Housing Choice Voucher rental assistance program •Assist low-income households with access to safe and sanitary rental housing •Ensure the Section 8 Housing Choice Voucher 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 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 362,144$ 366,126$ 456,301$ 540,479$ Retirement Benefits 89,509 112,962 99,103 116,021 Health Insurance 39,219 39,815 87,160 108,251 Other Personnel Expenses 10,790 15,360 20,800 22,438 Personnel Services Subtotal 501,662 534,263 663,364 787,189 Operating Expenses Professional & Contract Services 37,214 37,827 111,000 96,000 Supplies & Materials 12,084 8,875 14,165 8,965 Repair & Maintenance 9 24 300 200 Interdepartmental Charges 116,631 186,707 257,528 255,641 Other Operating Expenses 9,294,069 10,743,186 9,997,460 10,894,010 Capital Outlay - - 2,000 - Operating Expenses Subtotal 9,460,007 10,976,619 10,382,453 11,254,816 TOTAL EXPENDITURES 9,961,669$ 11,510,882$ 11,045,817$ 12,042,005$ Full Time Positions 4.00 5.40 6.03 6.53 Hourly/FTE Positions 0.00 0.00 0.93 0.73 Attachment A June 13, 2023 Item #9 Page 236 of 542 E-24 • Achieve and maintain a lease rate that fully utilizes Section 8 Housing Choice Voucher program funding allocation • 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 575 very low and extremely low-income households, an increase of 25 households • Received Section 8 Housing Choice Voucher funding to assist 16 additional households with rental assistance • Funded four public service organizations and one fair housing provider resulting in supportive services being provided to approximately 1,215 Carlsbad residents in low-income and special needs populations, and assistance in the prevention of homelessness and reduction of the homeless population • Amended the fiscal year 2022-23 Annual Action Plan for the CDBG Program to allocate $996,112 in additional funds received through Program Income and unspent funds from prior year projects GOALS • Continue to operate the Section 8 Housing Choice Voucher 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 • Complete and submit the fiscal year 2022-23 Consolidated Annual Plan Evaluation Report and fiscal year 2023-24 Annual Action Plan • Update CDBG policies and procedures to allow funding allocations that best support the implementation of the homelessness action plan Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Clients receiving Rental Assistance 568 575 600 Dollar value of grants awarded to community organizations $501,113 $476,057 $476,057 June 13, 2023 Item #9 Page 237 of 542 RESOLUTION NO. 93 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD PUBLIC FINANCING AUTHORITY OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM OF THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE FOR FISCAL YEAR 2023-24 AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS WHEREAS, the Board of Directors of the Carlsbad Public Financing Authority has reviewed the proposed final Operating Budget for The Crossings at Carlsbad Municipal Golf Course for fiscal year (FY) 2023-24 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 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 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program," presented at the Joint Special Meeting on May 23, 2023 as Exhibit 1 to Item No. 9, as amended, if necessary, in accordance with Attachment A to this Exhibit 7 are adopted as the final Operating and Capital Improvement Program Budgets for The Crossings at Carlsbad Municipal Golf Course for FY 2023-24 along with the program options and adjustments, if any, determined by the Board of Directors as set forth in the minutes of this Joint Special Meeting on June 13, 2023. 3.That the amounts reflected as estimated revenues for FY 2023-24 as shown in Attachment A are adopted as the budgeted revenues for FY 2023-24. 4.That the amount designated as FY 2023-24 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 items and amounts as shown in Attachment B are adopted as major capital outlay items for FY 2023-24. 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 Director as described below. Exhibit 7 June 13, 2023 Item #9 Page 238 of 542 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 authority to make budget transfers and adjustments. iii.The Executive Director may authorize budget adjustments involving offsetting revenues and expenditures; the Executive Director may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue which is designated for tlie specific purpose. iv.The Executive Director may delegate any of the authority given to him or her under this resolution. 7.That all outstanding encumbrances as of June 30, 2023, are continued into FY 2023-24 for such contracts and obligations. 8.That all appropriations in the Capital Improvement Program remaining unexpended at June 30, 2023, are appropriated to FY 2023-24 for their respective project budgets. June 13, 2023 Item #9 Page 239 of 542 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the Carlsbad Public Financing Authority, the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, 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 13th day of June, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. KEITH BLACKBURN, Chairperson SHERRY FREISINGER, Secretary (SEAL) Exhibit 7 June 13, 2023 Item #9 Page 240 of 542 E-50 COMMUNITY SERVICES | PARKS & RECREATION: THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE Account: 572 Fund: Enterprise ABOUT The Crossings at Carlsbad Municipal Golf Course is an 18-hole municipal golf course and event facility. Amenities for public use include a 6,835-yard championship golf course, a clubhouse complete with a golf shop, players’ lounge, sunset patio, banquet facilities, fireplace lit dining room, full-service kitchen, outdoor deck with ocean views, and three miles of hiking trails that connect to Veterans Memorial Park. JC Management, Inc. manages this facility via an agreement with the Carlsbad Public Financing Authority. SERVICES •Administer management and operations agreement with JC Management, Inc. •Maintain and renovate golf and non-golf 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 •Enhanced wedding offerings by completing the conversion of an existing storage room into a groom preparation suite •Enhanced 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 •Performed planned replacement of duplex sewer tank and pump station at the snack bar restrooms 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Operating Expenses Professional & Contract Services 295,023$ 576,558$ 311,000$ 317,000$ Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges - - - - Other Operating Expenses 6,279,349 7,694,545 8,199,000 8,794,000 Capital Outlay 144,143 74,225 685,000 1,010,000 Operating Expenses Subtotal 6,718,515 8,345,328 9,195,000 10,121,000 TOTAL EXPENDITURES 6,718,515$ 8,345,328$ 9,195,000$ 10,121,000$ Full Time Positions 0.00 0.00 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 Attachment A June 13, 2023 Item #9 Page 241 of 542 E-51 •Completed planned maintenance of the golf course parking lot including slurry and striping which maintains the parking lot and enhances the overall experience at the facility •Completed planned cart path maintenance to remove deviations at multiple areas of the property •Replaced multiple pieces of kitchen equipment to ensure staff provide guests consistent/fresh products •Arranged for permitting, fabrication and installation of wayfinding banners on street light poles at The Crossings Drive and Palomar Airport Road to improve visibility of the course and restaurant •Continued implementation of water conservation and turf replacement plan for areas out of play along Palomar Airport Road •Tilled and replenished sand and improved drainage in selective green-side bunkers •Improved drainage on select fairways and greens •Ordered, received and deployed the scheduled replacement of the lithium battery operated golf cart fleet and ancillary cart fleet •Ordered, received and replaced designated maintenance vehicles, carts and riding equipment 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 upgrades to the westside patio •Initiate design and permitting of entertainment bays at the driving range for an elevated experience of patrons •Improve guest experience and facility appearance by replacing original patio furniture on the Canyon’s Restaurant Patio •Upgrade multiple pieces of kitchen equipment to improve restaurant efficiency, increase employee enjoyment and contribute to enticing menu items •Order and replace designated maintenance vehicles, carts and riding equipment •Till, replenish sand and improve drainage in selective green-side bunkers •Replace carpeting within the clubhouse golf shop and offices •Design a permanent structure at the Starter area to improve overall employee/guest experience and property aesthetics •Renovate and replenish planter areas around the clubhouse and other areas of the golf course •Increase number of banquets and receptions by 2% over fiscal year 2022-23, after substantial increases in such events during the past two fiscal years as a rebound from the effects of COVID-19 Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Golf rounds that met pacing goal 91% 91% 90% Increase in number of banquets and receptions hosted -23%20% 2% June 13, 2023 Item #9 Page 242 of 542 Attachment B PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2023-24 Department Item Description Quantity One-Time Cost Golf Course Driving Range Entertainment Project Planning 1 60,000 Kitchen & Banquet Equipment Package 1 50,000 Rough Mower 1 80,000 Utility Carts 4 40,000Bunker Renovation Phase 5 of 5 1 60,000 Canyons Patio Furniture Replacement 1 77,000 Cart Path Repairs (6-8 panels)1 60,000 Clubhouse and Surrounding Area Landscaping 1 60,000Fencing Replacement 1 60,000 Range Improvements/Supplies 1 60,000 Replace Artificial Turf on Driving Range Tee 1 60,000 Concrete Slab and Covers for #6 & #14 F&B Stations 1 39,960Replacement Swinging Kitchen Door in Fireside Room 1 15,000Starter Structure 1 60,000 Add Bunker on Hole #18 1 60,000 Waterfall Plant Material Improvements 1 30,000 Driving Range Netting 1 40,540Monument Sign 1 25,000 Carpeting for Offices and Golf Shop 1 42,500 AirWall System for Fireside Room 1 30,000 Golf Course Subtotal 23 $1,010,000 Fleet Replacement Fleet & Facilities: Pickup Truck 1 80,000 Fire: Pickup Truck 1 52,020 Parks & Recreation: Pickup Truck 1 48,725 Parks & Recreation: Tractor 1 55,784Parks & Recreation: Trailers 4 60,345 Police: Utility Vehicles 6 466,270 Police: Motorcycle 1 46,420 Police: Sedan 2 104,000Public Works: Compactor 1 80,000 Public Works: Loader 1 75,000 Fleet Replacement Subtotal 19 $1,068,564 Information Technology Replacement Servers 5 84,966Switches19 324,642 Information Technology Subtotal 24 $409,608 Grand Total Major Capital Outlay 66 $2,488,172 *Major Capital Outlay only includes items of $10,000 or greater. (Greater than $10,000) June 13, 2023 Item #9 Page 243 of 542 RESOLUTION NO. 2023-162 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ACTING AS THE 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 2023-24 AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS WHEREAS, the City Council of the City of Carlsbad, California has been designated as the Successor Agency for the Carlsbad Redevelopment Agency (Successor Agency) and, as such, is responsible for the administrative responsibilities required to complete the work of the former Carlsbad Redevelopment Agency and repay all enforceable debt obligations; and WHEREAS, the Successor Agency and the appointed Oversight Board have reviewed the proposed Operating Budget for the Successor Agency and previously approved the enforceable debt obligations to be repaid from the Redevelopment Obligation Retirement Fund for fiscal year (FY) 2023- 24; 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 2023-24 Preliminary Operating Budget," presented at the Joint Special Meeting on May 23, 2023 as Exhibit 1 to Item No. 9, as amended, if necessary, in accordance with Attachment A to this Exhibit 8 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 2023-24, along with the Exhibit 8 June 13, 2023 Item #9 Page 244 of 542 program options and adjustments, if any, determined by the Successor Agency as set forth in the minutes of this Joint Special Meeting of June 13, 2023. 3.That the amounts reflected as estimated revenues for FY 2023-24 as shown in Attachment A are adopted as the budgeted revenues for FY 2023-24. 4.That the amount designated as FY 2023-24 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 City Manager, 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 any authority given to the City Manager under this resolution. iii.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 designated for the specific purpose and is approved in advance by the Oversight Board. 6.That all outstanding encumbrances as of June 30, 2023, are continued into FY 2023-24 for such contracts and obligations, as approved by the Oversight Board. June 13, 2023 Item #9 Page 245 of 542 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council as Successor Agency to the Carlsbad Redevelopment Agency, 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 and the Community Development Commission held on the 13th day of June, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. KEITH BLACKBURN, Mayor SHERRY FREISINGER, City Clerk (SEAL) June 13, 2023 Item #9 Page 256 of 542 E-25 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY Account: 801, 811 Fund: Trust Fund – Successor Agency ABOUT The successor agency is responsible for preparing a recognized obligation payments schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment. This payment schedule is subject to approval by the countywide oversight board. SERVICES •Administer the successor agency, which is responsible for preparing a recognized obligation payment schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment •Participate in activities associated with the dissolution of the redevelopment agency •Ensure payment of all debt obligations as approved by the oversight board RECENT ACCOMPLISHMENTS •Processed Recognized Obligations Payment Schedule for fiscal year 2022-23 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 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 17,391$ -$ -$ -$ Retirement Benefits 5,373 - - - Health Insurance 21 - - - Other Personnel Expenses 582 - - - Personnel Services Subtotal 23,367 - - - Operating Expenses Professional & Contract Services 5,008 - 30,000 30,000 Supplies & Materials 4,613 - - - Repair & Maintenance - - - - Interdepartmental Charges 45,996 7,284 7,670 - Other Operating Expenses 160,918 113,515 1,031,175 1,029,500 Capital Outlay - - - - Operating Expenses Subtotal 216,535 120,799 1,068,845 1,059,500 TOTAL EXPENDITURES 239,902$ 120,799$ 1,068,845$ 1,059,500$ Full Time Positions 0.35 0.35 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 Attachment A June 13, 2023 Item #9 Page 247 of 542 RESOLUTION NO. 2023-163 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2023-24 APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW WHEREAS, Article XIIIB of the California State Constitution requires that governments annually establish a limit on the appropriation of proceeds of taxes commonly known as the "Gann Limit"; and WHEREAS, state law requires that this limit be presented to the governing body of each entity each fiscal year; and WHEREAS, the Gann Limit is based on a combination of a population factor and an inflation factor as outlined in Attachment A; 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) 2023-24 as listed in 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 2023-24 appropriation limit of $607,584,374 as computed in Attachment A. Exhibit 9 June 13, 2023 Item #9 Page 248 of 542 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 Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 13th day of June, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. KEITH BLACKBURN, Mayor _L ✓SHERRY FREISINGER, City Clerkf-(SEAL) June 13, 2023 Item #9 Page 249 of 542 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 2023-24 Limit were: • Population growth within San Diego County AND • Growth in California per capita income. The formula is outlined below: Fiscal Year 2021-22 Expenditure Limit $582,535,354 % Population growth within Carlsbad 0.9987 Growth in California per capita income X 1.0444 Net Increase Factor 1.0430 Fiscal Year 2022-23 Limit (2021-22 Limit x Factor) $607,584,374 Current Appropriation of Proceeds of Taxes (Subject to the Limit) $184,275,214 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 2020 2021 2022 2023 2024 Mi l l i o n s Appropriations Limit by Fiscal Year Gann Appropriation Limit Appropriations Subject to Limit June 13, 2023 Item #9 Page 250 of 542 RESOLUTION NO. 2023-164 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE WHEREAS, the City Council of the City of Carlsbad, California has the authority to establish fees for city services; and WHEREAS, from time-to-time the fees are reviewed and evaluated to maintain an adequate fee structure recovering costs for city services; and WHEREAS, the City Council has determined the cost of providing general and development­ related services; and WHEREAS, the City Council believes it is necessary for the City Manager to have the authority to adjust the parks and recreation and library and arts program and classes fees from time to time to remain competitive and within the market pricing for like programs and classes; and WHEREAS, the City Council finds it necessary to recover the costs for city services; and WHEREAS, the City Council has held the necessary public hearing and allowed for public comment on the establishment of the 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. Exhibit 10 June 13, 2023 Item #9 Page 251 of 542 5.This resolution shall become effective on Sept. 1, 2023; 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, 2023. 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 Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 13th day of June, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. V KEITH BLACKBURN, Mayor � L-SHERRY FREISINGER, City Clerk r• -(SEAL) June 13, 2023 Item #9 Page 252 of 542 Proposed  Master Fee Schedule  FY 2023‐24  All Fees Within, except Trash Collection Rates,  Effective Sept. 1, 2023  Trash Collection Rates Effective July 1, 2023  Attachment A June 13, 2023 Item #9 Page 253 of 542 Proposed Master Fee Schedule FY 2023‐24  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) ....................................................... 13  Police Department Fees ................................................................................................................. 14  Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 15  Trash Collection Rates .................................................................................................................... 16  Utility Account and Service Fees .................................................................................................... 23  Utility Meter Installation and Connection ..................................................................................... 25  Utility (San Diego County Water Authority) .................................................................................. 27  Section 2 – Development Related Fees  Planning Department Fees  ............................................................................................................ 29  Engineering Department Fees ....................................................................................................... 33  Building (New Construction, Additions and Major Remodels) ...................................................... 37  Building (Minor/Miscellaneous Residential & Commercial Improvements) ................................. 42  Building (Plumbing, Mechanical, and Electrical) ............................................................................ 45  Building (Simple Single or Combination Permits List) .................................................................... 46  Section 3 – Development Impact Fees  Bridge and Thoroughfare District 2 Map ....................................................................................... 48  Local Facilities Management Zones Map ....................................................................................... 49  Park in Lieu Fees, Park Districts Map ............................................................................................. 50  Planned Local Drainage Fee Areas and Map .................................................................................. 51  Sewer Benefit Area and Connection Fees Map ............................................................................. 53  Affordable Housing, Habitat Mitigation, and Traffic ..................................................................... 55  June 13, 2023 Item #9 Page 254 of 542 Section 1   General City Service Fees,  Deposits, Rates, Penalties and  Fines  June 13, 2023 Item #9 Page 255 of 542 Fee Name Fee Type No t e s  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]38.00$  Business License ‐ monthly list of new licenses each [2]7.00$  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]1,859.00$  Sign Collection and Pickup Fee (plus $5 fee per sign)each [1]25.00$  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. 4June 13, 2023 Item #9 Page 256 of 542 Fee Name Fee Type No t e s  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. 5June 13, 2023 Item #9 Page 257 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Special Events Fees Special Event Application ‐ Minor ‐ 2 or less intersections (fee + services rendered)each [1],[2] 153.00$  Special Event Application ‐ Major ‐ 3 or more intersections (fee + services rendered) each [1],[2]459.00$  Special Event Application ‐ Third party Vendor Fee per day [1],[2]103.00$  Special Event City Services ‐ Staff Time per hour [1] Actual Cost Safety Training Center Facility Fees One Shooting Range full day [1]1,344.00$  One Shooting Range 1/2 day [1]672.00$  Two Shooting Ranges full day [1]1,510.00$  Two Shooting Ranges 1/2 day [1]789.00$  Classroom full day [1]638.00$  Classroom 1/2 day [1]365.00$  Confined Space Prop full day [1]706.00$  Confined Space Prop 1/2 day [1]353.00$  Grinder full day [1]506.00$  Grinder 1/2 day [1]295.00$  Grinder/Commercial Prop (No Fire Ops)full day [1]731.00$  Grinder/Commercial Prop (No Fire Ops)1/2 day [1]365.00$  Grinder/Residential Prop (No Fire Ops)full day [1]731.00$  Grinder/Residential Prop (No Fire Ops)1/2 day [1]365.00$  PriSim (Training Simulator)full day [1]532.00$  PriSim (Training Simulator)1/2 day [1]266.00$  Pump Draft Pit full day [1]426.00$  Pump Draft Pit 1/2 day [1]213.00$  Streetscape full day [1]178.00$  Streetscape 1/2 day [1]130.00$  Special Events Recovery ‐ Hourly hourly [1]59.00$  Shooting Range ‐ Hourly hourly [1]136.00$  Shooting Range Hazardous Waste Disposal Fees each [1],[3]231.00$  [Notes] [1] Set per City policy [2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permit. [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. 6June 13, 2023 Item #9 Page 258 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Ambulance Fees  Assessment/Non‐Transport with medication given. No charge for  assessment if no medication given and non‐transport. per [1] 460.00$  Advanced Life Support 1 ‐ plus Level I or Level II supplies and  medications per [1]2,600.00$  Advanced Life Support 2 ‐ plus Level II supplies and medications per [1]2,600.00$  Basic Life Support per [1]2,600.00$  Mileage Charge mile [1]41.00$  Oxygen Charge per [1]121.00$  Street Light Energizing Fees 40 watts each [2]99.00$  45 watts each [2]108.00$  70 watts each [2]152.00$  85 watts each [2]179.00$  100 watts each [2]205.00$  120 watts each [2]241.00$  150 watts each [2]294.00$  200 watts each [2]384.00$  250 watts each [2]472.00$  [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 $30.00 charge per light for connecting the light to an SDG&E service point. 7June 13, 2023 Item #9 Page 259 of 542 Fee Name Fee Type No t e s  Fee/Deposit  City Clerk Fees Appeals to City Council each [2],[8] 122.00$  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] 133.00$  [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 [8] Additional department processing fees may apply. 8June 13, 2023 Item #9 Page 260 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Library Fees 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  Interlibrary 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 9June 13, 2023 Item #9 Page 261 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Fire Extinguishing and Alarm Systems New Sprinkler System ESFR Fire Sprinkler System (Initial system)each [2]1,081.00$                  Each additional System each [2]299.00$  Per Additional Inspection each [2]129.00$  ESFR Fire Sprinkler System with In‐Rack Sprinklers each [2]1,251.00$                  Each additional System each [2]299.00$  Per Additional Inspection each [2]129.00$  Fire Pump (first pump)each [2]995.00$  Each Additional pump each [2]341.00$  NFPA 13 System < 100 heads each [2]781.00$  Per Additional Inspection each [2]129.00$  Per Additional Plan Type each [2]170.00$  NFPA 13 System > 100 heads (includes one riser)each [2]1,081.00$                  Each Additional Riser each [2] 299.00$  Per Additional Inspection each [2]129.00$  Per Additional Plan Type each [2]170.00$  NFPA 13R System 3‐16 units (per building)each [2]1,081.00$                  Per Additional Inspection (per building)each [2]170.00$  Per Additional Plan Type each [2]170.00$  NFPA 13D Single Family System (Plan Review Per Initial or Single  Plan Type)each [2]310.00$  Per Additional Plan Type each [2]170.00$  NFPA 13D Single Family System (Inspection Per Building)each [2]157.00$  Underground Piping with up to 4 Hydrants/Risers each [2]951.00$  Underground Piping with 5 or more Hydrants/Risers each [2],[3] 1,254.00$                  Tenant Improvement Sprinkler System NFPA 13 or 13R System 6 heads or less each [2]157.00$  NFPA 13 or 13R System 7 ‐ 100 heads each [2]695.00$  Per Additional Inspection each [2]170.00$  Per Additional Plan Type each [2]170.00$  NFPA 13 or 13R System > 100 heads each [2]823.00$  Per Additional Inspection each [2]170.00$  Per Additional Plan Type each [2]170.00$  Other Extinguishing Systems Gas Systems (Med Gas, Industrial Gas, LPG)each [2]524.00$  Hood & Duct Extinguishing System each [2]524.00$  Each additional System each [2]256.00$  Pre‐Action System with Alarm each [2]695.00$  Refrigeration Systems < 500 lbs.each [2]909.00$  Refrigeration Systems > 500 lbs.each [2]1,550.00$                  Special Equipment (Ovens, Dust, Battery)each [2]524.00$  Special Extinguishing System each [2]738.00$  Spray Booths each [2]524.00$  10June 13, 2023 Item #9 Page 262 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Alarm Systems New Alarm System each [2] 1,593.00$                  Per Additional Inspection each [2]170.00$  Per Additional Plan Type each [2]170.00$  Sprinkler Monitoring each [2]482.00$  Per Additional Inspection each [2]170.00$  Per Additional Plan Type each [2]170.00$  Tenant Improvement Fire Alarm System each [2]781.00$  Per Additional Inspection each [2]170.00$  Per Additional Plan Type each [2]170.00$  Development Applications, Plan Review and Inspection Building Construction Plan (Architectural Review) A‐1 Occupancies ‐ New each [2]1,496.00$                  A‐1 Occupancies ‐ Tenant Improvements each [2]1,144.00$                  A‐2 & A‐3 Occupancies ‐ New each [2]1,026.00$                  A‐2 & A‐3 Occupancies ‐ Tenant Improvements each [2]791.00$  A‐4 & A‐5 Occupancies ‐ New each [2]1,496.00$                  A‐4 & A‐5 Occupancies ‐ Tenant Improvements each [2]1,144.00$                  E Occupancies ‐ New each [2] 1,496.00$                  E Occupancies ‐ Tenant Improvements each [2]1,144.00$                  E Occupancies (Daycare only) each [2]598.00$  F Occupancies ‐ New each [2]1,026.00$                  F Occupancies ‐ Tenant Improvements each [2]791.00$  H Occupancies (not including Chem Class) ‐ New each [2] 1,026.00$                  H Occupancies (not including Chem Class) ‐ Tenant  Improvements each [2]791.00$  I Occupancies ‐ New each [2] 1,026.00$                  I Occupancies ‐ Tenant Improvements each [2]791.00$  L Occupancies ‐ New each [2]598.00$  L Occupancies ‐ Tenant Improvements each [2]471.00$  R‐1 & R‐2 Occupancies <50 units New flat [2]1,496.00$                  R‐1 & R‐2 Occupancies ≥50 units New flat [2]1,849.00$                  R‐3 Townhomes New each [2]1,026.00$                  R Occupancies All  ‐ Tenant Improvements each [2] 791.00$  S Occupancies < 50,000 sq. ft. New flat [2]598.00$  S Occupancies < 50,000 sq. ft.  ‐ Tenant Improvements flat [2]471.00$  S Occupancies ≥ 50,000 sq. ft. New flat [2]1,112.00$                  S Occupancies ≥ 50,000 sq. ft.  ‐ Tenant Improvements flat [2]854.00$  11June 13, 2023 Item #9 Page 263 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Plan Review and Inspection Hazardous Materials Storage Chem Class <10 Chemicals flat [2]610.00$  Chem Class 10‐ 25 Chemicals flat [2]951.00$  Chem Class  26 ‐ 100 Chemicals flat [2]1,379.00$                  Chem Class >100 Chemicals flat [2]1,807.00$                  Fire Department Access & Fire Lanes flat [2]310.00$  High Piled Storage flat [2]951.00$  High Rise Structure greater than 55 feet 427.00$  Per Additional Floor flat [2] 341.00$  Storage Tanks Aboveground Storage Tanks (First tank)each [2]909.00$  Underground Storage Tanks (First tank)each [2]823.00$  Each Additional Tank each [2] 129.00$  Vegetation Fuel Modification Custom Home flat [2]610.00$  Tract <75 Homes flat [2]1,124.00$                  Tract ≥75 Homes flat [2]1,636.00$                  Smoke Control ‐ Rationale Analysis & Plan Review 1,722.00$                  Other Fire Fees Aerial Fireworks Display Major each [2] 1,624.00$                  Minor each [2] 940.00$  Plan Review Processing Fee each [2]29.00$  Per Hour ‐ Overtime hourly [2]185.00$  Per Hour ‐ Regular Office Hours hourly [2]170.00$  Hourly Services for: Alternate Methods and Materials Review, Time  and Materials Review, Project Meetings, etc. First Hour each [2]200.00$  Each Additional Hour hourly [2] 170.00$  Plan Resubmittal (3rd and Subsequent Submittal, per hour)hourly [2]170.00$  Reinspection (Per inspection)each [2]242.00$  Tent Permit (Not associated with special events) Single tent each [2]256.00$  2‐5 tents flat [2]512.00$  6 or more tents flat [2]685.00$  Weed Abatement Administrative Fee 341.00$  Fire Nuisance Alarm ‐ 1st response in 12 month period each [1]‐$  Fire Nuisance Alarm ‐ 2nd response in 12 month period each [1]102.00$  Fire Nuisance Alarm ‐ 3rd response in 12 month period each [1]203.00$  Fire Nuisance Alarm ‐ each additional response thereafter each [1] 399.00$  Fire Nuisance Alarm ‐ each billing each [1] 14.00$  Special Events Application Processing flat [2],[6] 170.00$  Special Events ‐ Fire Prevention/Operations Support Prior  To/During Event each [2],[6] Actual Cost 12June 13, 2023 Item #9 Page 264 of 542 Fee Name Fee Type No t e s  Fee/Deposit  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]185.00$  Hospitals, Nursing homes, Mental hospitals, Detoxification and  Surgery Centers each [2],[4]356.00$  Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, &  etc.)each [2],[4]185.00$  Pre‐Inspection Residential Care Facility (i.e. Single Family  Residences)each [2],[4]185.00$  High Rise Facility > 75 ft. (per floor of building)each [2],[4] 185.00$  State Mandated School Inspection ‐ Public or Private School [2],[4] Pre‐School each [2],[4]427.00$  Elementary/Middle School each [2],[4]685.00$  High School each [2],[4] 1,026.00$                  State Mandated Hotel and Motel Inspection 1‐5 Buildings per property flat [2],[4]598.00$  6‐10 Buildings per property flat [2],[4] 1,026.00$                  11 or more buildings per property flat [2],[4] 1,282.00$                  State Mandated Apartment Inspection 3‐10 units per building flat [2],[4]214.00$  11‐40 units per building flat [2],[4]256.00$  Greater than 40 units per building flat [2],[4]342.00$  Fire Code Permits ‐ Initial Permit Tier 1 each [2],[5]185.00$  Tier 2 each [2],[5]356.00$  Tier 3 each [2],[5]527.00$  Fire Code Permits ‐ Annual Renewal Permit Tier 1 each [2],[5]100.00$  Tier 2 each [2],[5]185.00$  Tier 3 each [2],[5]271.00$  Assembly  < 300 people flat [2]185.00$  > 300 people flat [2]356.00$  All Other Occupancies Annual Inspections Tier 1 ‐ 5,000 sq. ft. or less flat [2]142.00$  Tier 2 ‐ 5,001 to 20,000 sq. ft.flat [2]227.00$  Tier 3 ‐ 20,001 and greater flat [2]356.00$  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]170.00$  [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] [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 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.   13June 13, 2023 Item #9 Page 265 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Police Fees Audio/Photos on USB each [2]43.00$  Burglary Alarm Registration Fee each [2]28.00$  False Alarm Response ‐ Second Occurrence each [2]38.00$  False Alarm Response ‐ Additional Occurrence each [2]71.00$  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]58.00$  Dispatch Records Searches per query [2]23.00$  Entertainment License each [2]298.00$  Fingerprinting processing Fee each [2],[5]26.00$  Fix‐It Ticket ‐ moving violation each [2],[6]20.00$  Fix‐It Ticket ‐ parking/registration violation each [2],[6]13.00$  Handicap Placard Violation Waiver Processing Fee each [2],[7]28.00$  Photograph Copy ‐ Subpoena or Records requests that require  retrieval in QueTel evidence program.each [2]20.00$  Police/Fire ‐ Emergency Response DUI Traffic Collision (max $12,000  per incident)each [1] Actual Cost Production of body worn camera videos. Staff time per hour of  production and redaction of videos.each [1]Actual Cost Report Copy Fee (Free to Victim)each [2]13.00$  Rental of Conference rooms to Safety Personnel each [2]223.00$  Storage/Impounded Vehicle Administrative Charge each [2]154.00$  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]85.00$  [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 14June 13, 2023 Item #9 Page 266 of 542 Fee Name Fee Type No t e s  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. 15June 13, 2023 Item #9 Page 267 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Trash Collection Rates (Stormwater fee included) Residential Services 3‐Cart  (64 or 96 gallon cart)[1]29.42$  3‐Cart Low Generator (35 gallon cart)[1]26.82$  Back Yard Service Fee (added to curbside rate)[1]37.02$  Additional Solid Waste Cart [1]3.20$  Additional Recycled Materials Cart (4+)[1]3.20$  Additional Organics Cart (4+)[1]3.20$  Commercial Services Commercial Solid Waste ‐ 64 or 96 Gallon Cart One pick‐up per week [1]29.34$  Two pick‐ups per week  [1]58.70$  Three pick‐ups per week  [1]88.03$  Four pick‐ups per week  [1]113.68$  Five pick‐ups per week  [1]139.44$  Six pick‐ups per week  [1]165.18$  Extra pick‐up per week  [1]13.82$  Commercial 96 Gallon Cart ‐ Recycling and Organics Included One pick‐up per week  [1]61.54$  Two pick‐ups per week [1]108.78$  Three pick‐ups per week [1]155.97$  Four pick‐up per week  [1]201.41$  Five pick‐ups per week [1]247.05$  Six pick‐ups per week [1]292.65$  Multi‐Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]13.41$  Commercial Solid Waste Yard Bins 1‐yard bin ‐ one pick‐up per week [1]77.32$  1‐yard bin ‐ two pick‐ups per week [1]131.33$  1‐yard bin ‐ three pick‐ups per week [1]185.55$  1‐yard bin ‐ four pick‐ups per week [1]239.59$  1‐yard bin ‐ five pick‐ups per week [1]293.90$  1‐yard bin ‐ six pick‐ups per week [1]348.14$  1‐yard bin ‐ extra pick‐up [1]37.19$  2‐yard bin ‐ one pick‐up per week [1]105.03$  2‐yard bin ‐ two pick‐ups per week [1]184.84$  2‐yard bin ‐ three pick‐ups per week [1]264.69$  2‐yard bin ‐ four pick‐ups per week [1]344.41$  2‐yard bin ‐ five pick‐ups per week [1]424.29$  2‐yard bin ‐ six pick‐ups per week [1]504.13$  2‐yard bin ‐ extra pick‐up [1]50.52$  3‐yard bin ‐ one pick‐up per week [1]142.68$  3‐yard bin ‐ two pick‐ups per week [1]260.16$  3‐yard bin ‐ three pick‐ups per week [1]377.61$  3‐yard bin ‐ four pick‐ups per week [1]504.13$  16June 13, 2023 Item #9 Page 268 of 542 Fee Name Fee Type No t e s  Fee/Deposit  3‐yard bin ‐ five pick‐ups per week [1] 612.53$  3‐yard bin ‐ six pick‐ups per week [1]730.02$  3‐yard bin ‐ extra pick‐up [1]67.80$  4‐yard bin ‐ one pick‐up per week [1]190.28$  4‐yard bin ‐ two pick‐ups per week [1]355.33$  4‐yard bin ‐ three pick‐ups per week [1]520.45$  4‐yard bin ‐ four pick‐ups per week [1]685.50$  4‐yard bin ‐ five pick‐ups per week [1]850.57$  4‐yard bin ‐ six pick‐ups per week [1]1,015.65$  4‐yard bin ‐ extra pick‐up [1]81.11$  5‐yard bin ‐ one pick‐up per week [1]237.90$  5‐yard bin ‐ two pick‐ups per week [1]450.61$  5‐yard bin ‐ three pick‐ups per week [1]663.27$  5‐yard bin ‐ four pick‐ups per week [1]850.57$  5‐yard bin ‐ five pick‐ups per week [1]1,088.66$  5‐yard bin ‐ six pick‐ups per week [1]1,301.37$  5‐yard bin ‐ extra pick‐up [1]94.40$  6‐yard bin ‐ one pick‐up per week [1]260.16$  6‐yard bin ‐ two pick‐ups per week [1]504.13$  6‐yard bin ‐ three pick‐ups per week [1]730.02$  6‐yard bin ‐ four pick‐ups per week [1]1,015.65$  6‐yard bin ‐ five pick‐ups per week [1]1,301.37$  6‐yard bin ‐ six pick‐ups per week [1]1,667.45$  6‐yard bin ‐ extra pick‐up [1]118.01$  Commercial Split Bins (includes 2 locks )[1] One pick‐up per week [1]115.23$  Two pick‐ups per week [1]210.31$  Three pick‐ups per week [1]305.36$  Four pick‐ups per week [1]400.42$  Five pick‐ups per week [1]495.47$  Six pick‐ups per week [1]590.55$  Commercial Bin Compactor ‐ Solid Waste 3‐yard bin ‐ one pick‐up per week [1]200.01$  3‐yard bin ‐ two pick‐ups per week [1]374.55$  3‐yard bin ‐ three pick‐ups per week [1]549.08$  3‐yard bin ‐ four pick‐ups per week [1]723.60$  3‐yard bin ‐ five pick‐ups per week [1]898.14$  3‐yard bin ‐ six picks‐up per week [1]1,072.71$  3‐yard bin ‐ extra pick‐up [1]81.34$  4‐yard bin ‐ one pick‐up per week [1]330.30$  4‐yard bin ‐ two pick‐ups per week [1]632.84$  4‐yard bin ‐ three pick‐ups per week [1]935.83$  4‐yard bin ‐ four pick‐ups per week [1]1,238.77$  4‐yard bin ‐ five pick‐ups per week [1]1,541.81$  4‐yard bin ‐ six picks‐up per week [1]1,844.90$  17June 13, 2023 Item #9 Page 269 of 542 Fee Name Fee Type No t e s  Fee/Deposit  4‐yard bin ‐ extra pick‐up [1]134.33$  6‐yard bin ‐ one pick‐up per week [1]516.31$  6‐yard bin ‐ two pick‐ups per week [1]1,017.67$  6‐yard bin ‐ three pick‐ups per week [1]1,519.94$  6‐yard bin ‐ four pick‐ups per week [1]2,022.72$  6‐yard bin ‐ five pick‐ups per week [1]2,525.73$  6‐yard bin ‐ six picks‐up per week [1]3,028.85$  6‐yard bin ‐ extra pick‐up [1]209.96$  Commercial Recycling 32 gal cart ‐ one pick‐up per week [1]21.45$  32 gal cart ‐ two pick‐ups per week [1]42.91$  32 gal cart ‐ three pick‐ups per week [1]64.37$  32 gal cart ‐ four pick‐ups per week [1]83.11$  32 gal cart ‐ five pick‐ups per week [1]101.94$  32 gal cart ‐ six pick‐ups per week [1]120.76$  64 or 96 gal cart ‐ one pick‐up per week [1]23.48$  64 or 96 gal cart ‐ two pick‐ups per week [1]46.96$  64 or 96 gal cart ‐ three pick‐ups per week [1]70.42$  64 or 96 gal cart ‐ four pick‐ups per week [1]90.95$  64 or 96 gal cart ‐ five pick‐ups per week [1]111.55$  64 or 96 gal cart ‐ six pick‐ups per week [1]132.14$  64 or 96 gal cart ‐ extra pick‐up [1]11.06$  1‐yard bin ‐ one pick‐up per week [1]61.86$  1‐yard bin ‐ two pick‐ups per week [1]105.06$  1‐yard bin ‐ three pick‐ups per week [1]148.44$  1‐yard bin ‐ four pick‐ups per week [1]191.67$  1‐yard bin ‐ five pick‐ups per week [1]235.12$  1‐yard bin ‐ six pick‐ups per week [1]278.51$  1‐yard bin  ‐ extra pick‐up [1]29.75$  2‐yard bin ‐ one pick‐up per week [1]84.03$  2‐yard bin ‐ two pick‐ups per week [1]147.87$  2‐yard bin ‐ three pick‐ups per week [1]211.75$  2‐yard bin ‐ four pick‐ups per week [1]275.52$  2‐yard bin ‐ five pick‐ups per week [1]339.43$  2‐yard bin ‐ six pick‐ups per week [1]403.31$  2‐yard bin  ‐ extra pick‐up [1]40.41$  3‐yard bin ‐ one pick‐up per week [1]114.15$  3‐yard bin ‐ two pick‐ups per week [1]208.13$  3‐yard bin ‐ three pick‐ups per week [1]302.10$  3‐yard bin ‐ four pick‐ups per week [1]403.31$  3‐yard bin ‐ five pick‐ups per week [1]490.02$  3‐yard bin ‐ six pick‐ups per week [1]584.01$  3‐yard bin ‐ seven pick‐ups per week [1]680.54$  3‐yard bin  ‐ extra pick‐up [1]54.23$  4‐yard bin ‐ one pick‐up per week [1]152.22$  18June 13, 2023 Item #9 Page 270 of 542 Fee Name Fee Type No t e s  Fee/Deposit  4‐yard bin ‐ two pick‐ups per week [1] 284.27$  4‐yard bin ‐ three pick‐ups per week [1]416.36$  4‐yard bin ‐ four pick‐ups per week [1]548.40$  4‐yard bin ‐ five pick‐ups per week [1]680.46$  4‐yard bin ‐ six pick‐ups per week [1]812.52$  4‐yard bin ‐ seven pick‐ups per week [1]944.71$  4‐yard bin  ‐ extra pick‐up [1]64.89$  5‐yard bin ‐ one pick‐up per week [1]190.31$  5‐yard bin ‐ two pick‐ups per week [1]360.49$  5‐yard bin ‐ three pick‐ups per week [1]530.62$  5‐yard bin ‐ four pick‐ups per week [1]680.46$  5‐yard bin ‐ five pick‐ups per week [1]870.92$  5‐yard bin ‐ six pick‐ups per week [1]1,041.10$  5‐yard bin  ‐ extra pick‐up [1]75.52$  6‐yard bin ‐ one pick‐up per week [1]208.13$  6‐yard bin ‐ two pick‐ups per week [1]403.31$  6‐yard bin ‐ three pick‐ups per week [1]584.01$  6‐yard bin ‐ four pick‐ups per week [1]812.52$  6‐yard bin ‐ five pick‐ups per week [1]1,041.10$  6‐yard bin ‐ six pick‐ups per week [1]1,333.96$  6‐yard bin  ‐ extra pick‐up [1]94.42$  Commercial Bin Compactor ‐ Recycling 3‐yard bin ‐ one pick‐up per week [1]160.01$  3‐yard bin ‐ two pick‐ups per week [1]299.64$  3‐yard bin ‐ three pick‐ups per week [1]439.27$  3‐yard bin ‐ four pick‐ups per week [1]578.88$  3‐yard bin ‐ five pick‐ups per week [1]718.52$  3‐yard bin ‐ six picks‐up per week [1]858.17$  3‐yard bin ‐ extra pick‐up [1]65.07$  4‐yard bin ‐ one pick‐up per week [1]264.24$  4‐yard bin ‐ two pick‐ups per week [1]506.27$  4‐yard bin ‐ three pick‐ups per week [1]748.66$  4‐yard bin ‐ four pick‐ups per week [1]991.01$  4‐yard bin ‐ five pick‐ups per week [1]1,233.46$  4‐yard bin ‐ six picks‐up per week [1]1,475.92$  4‐yard bin ‐ extra pick‐up [1]107.46$  6‐yard bin ‐ one pick‐up per week [1]413.05$  6‐yard bin ‐ two pick‐ups per week [1]814.14$  6‐yard bin ‐ three pick‐ups per week [1]1,215.94$  6‐yard bin ‐ four pick‐ups per week [1]1,618.18$  6‐yard bin ‐ five pick‐ups per week [1]2,020.59$  6‐yard bin ‐ six picks‐up per week [1]2,423.09$  6‐yard bin ‐ extra pick‐up [1]167.97$  Commercial Organics Recycling 32 gal cart ‐ one pick‐up per week [1]21.45$  19June 13, 2023 Item #9 Page 271 of 542 Fee Name Fee Type No t e s  Fee/Deposit  32 gal cart ‐ two pick‐ups per week [1] 42.91$  32 gal cart ‐ three pick‐ups per week [1]64.37$  32 gal cart ‐ four pick‐ups per week [1]83.11$  32 gal cart ‐ five pick‐ups per week [1]101.94$  32 gal cart ‐ six pick‐ups per week [1]120.76$  64 or 96 gal cart ‐ one pick‐up per week [1]23.48$  64 or 96 gal cart ‐ two pick‐ups per week [1]46.96$  64 or 96 gal cart ‐ three pick‐ups per week [1]70.42$  64 or 96 gal cart ‐ four pick‐ups per week [1]90.95$  64 or 96 gal cart ‐ five pick‐ups per week [1]111.55$  64 or 96 gal cart ‐ six pick‐ups per week [1]132.14$  64 or 96 gal cart ‐ extra pick‐up [1]11.06$  1‐yard bin ‐ one pick‐up per week [1]61.86$  1‐yard bin ‐ two pick‐ups per week [1]105.06$  1‐yard bin ‐ three pick‐ups per week [1]148.44$  1‐yard bin ‐ four pick‐ups per week [1]191.67$  1‐yard bin ‐ five pick‐ups per week [1]235.12$  1‐yard bin ‐ six pick‐ups per week [1]278.51$  1‐yard bin  ‐ extra pick‐up [1]29.75$  1.5‐yard bin ‐ one pick‐up per week [1]72.94$  1.5‐yard bin ‐ two pick‐ups per week [1]126.47$  1.5‐yard bin ‐ three pick‐ups per week [1]180.10$  1.5‐yard bin ‐ four pick‐ups per week [1]233.59$  1.5‐yard bin ‐ five pick‐ups per week [1]287.28$  1.5‐yard bin ‐ six pick‐ups per week [1]340.90$  1.5‐yard bin  ‐ extra pick‐up [1]35.08$  2‐yard bin ‐ one pick‐up per week [1]84.03$  2‐yard bin ‐ two pick‐ups per week [1]147.87$  2‐yard bin ‐ three pick‐ups per week [1]211.75$  2‐yard bin ‐ four pick‐ups per week [1]275.52$  2‐yard bin ‐ five pick‐ups per week [1]339.43$  2‐yard bin ‐ six pick‐ups per week [1]403.31$  2‐yard bin  ‐ extra pick‐up [1]40.41$  3‐yard bin ‐ one pick‐up per week [1]114.15$  3‐yard bin ‐ two pick‐ups per week [1]208.13$  3‐yard bin ‐ three pick‐ups per week [1]302.10$  3‐yard bin ‐ four pick‐ups per week [1]403.31$  3‐yard bin ‐ five pick‐ups per week [1]490.02$  3‐yard bin ‐ six pick‐ups per week [1]584.01$  3‐yard bin  ‐ extra pick‐up [1]54.23$  4‐yard bin ‐ one pick‐up per week [1]152.22$  4‐yard bin ‐ two pick‐ups per week [1]284.27$  4‐yard bin ‐ three pick‐ups per week [1]416.36$  4‐yard bin ‐ four pick‐ups per week [1]548.40$  4‐yard bin ‐ five pick‐ups per week [1]680.46$  20June 13, 2023 Item #9 Page 272 of 542 Fee Name Fee Type No t e s  Fee/Deposit  4‐yard bin ‐ six pick‐ups per week [1] 812.52$  4‐yard bin  ‐ extra pick‐up [1]64.89$  Commercial Bin Compactor ‐ Organics Recycling 3‐yard bin ‐ one pick‐up per week [1]160.01$  3‐yard bin ‐ two pick‐ups per week [1]299.64$  3‐yard bin ‐ three pick‐ups per week [1]439.27$  3‐yard bin ‐ four pick‐ups per week [1]578.88$  3‐yard bin ‐ five pick‐ups per week [1]718.52$  3‐yard bin ‐ six picks‐up per week [1]858.17$  3‐yard bin ‐ extra pick‐up [1]65.07$  4‐yard bin ‐ one pick‐up per week [1]264.24$  4‐yard bin ‐ two pick‐ups per week [1]506.27$  4‐yard bin ‐ three pick‐ups per week [1]748.66$  4‐yard bin ‐ four pick‐ups per week [1]991.01$  4‐yard bin ‐ five pick‐ups per week [1]1,233.46$  4‐yard bin ‐ six picks‐up per week [1]1,475.92$  4‐yard bin ‐ extra pick‐up [1]107.46$  6‐yard bin ‐ one pick‐up per week [1]413.05$  6‐yard bin ‐ two pick‐ups per week [1]814.14$  6‐yard bin ‐ three pick‐ups per week [1]1,215.94$  6‐yard bin ‐ four pick‐ups per week [1]1,618.18$  6‐yard bin ‐ five pick‐ups per week [1]2,020.59$  6‐yard bin ‐ six picks‐up per week [1]2,423.09$  6‐yard bin ‐ extra pick‐up [1]167.97$  Special Haul Bin Rate 3‐yard bin ‐ one pick‐up per week [1]174.43$  3‐yard bin ‐ two pick‐ups per week [1]272.60$  3‐yard bin ‐ three pick‐ups per week [1]370.77$  3‐yard bin ‐ four pick‐ups per week [1]468.94$  3‐yard bin ‐ five pick‐ups per week [1]567.13$  3‐yard bin ‐ six pick‐ups per week [1]665.30$  3‐yard bin ‐ extra pick‐up [1]56.95$  Construction and Demolition Recycling  Special Haul Bin (no Storm Water Fees) 1 week or less [1]123.19$  2‐yard temporary C&D Recycling Bin [1]143.63$  3‐yard temporary C&D Recycling Bin [1]145.98$  4‐yard temporary C&D Recycling Bin [1]158.66$  6‐yard temporary C&D Recycling Bin [1]163.89$  Other Fees and Charges Bin Exchange [1]79.72$  Bin Lock Set Up Fee [1]49.82$  Locking Fee [1]18.94$  Overloaded Bins [1]68.64$  21June 13, 2023 Item #9 Page 273 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Bin paint charge fee  ‐ allowed 1 per year.  After first paint within  one year, there will be a charge per paint request.[1]137.20$  Bin Relocation (first 25 feet free)9.47$  Special haul bin delivery [1]54.95$  Certified burial at Miramar plus special handling fee charged by  Miramar [1]430.10$  Commercial Return to Service Fee ‐ The return to service fee for two  or more calls in a one‐month period by a bin [1]88.40$  Copy Fee ‐ The charge for copies requested by customers [1]1.88$  Delivery of extra cart [1]15.39$  Late Fee ‐ There will be a minimum fee on any delinquent account ‐  $3 minimum charge [1]4.74$  Bulky Item ‐ Exceeding 5 per pick up ‐  First item [1]55.97$  Bulky Item ‐ Exceeding 5 per pick up ‐ each addl item [1]14.34$  Per Bulky Item ‐ first item [1]55.97$  Per Bulky Item ‐ each additional item [1]14.34$  Bulky Item requiring 2 people to handle [1]80.37$  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]71.36$  Scout service per bin per service [1]64.56$  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]44.95$  Restart Fee ‐ The fee for restarting commercial service when a  permanent account has been terminated for non‐payment.[1]26.96$  Roll off Service Service Fee ‐ Roll off service [1]292.81$  Disposal Fee per Ton (pass through)[1]57.73$  Recycling Processing Fee per Ton (pass through)[1]37.29$  Organics Processing Fee per Ton (pass through)[1]82.37$  C&D Processing Fee per Ton (pass through)[1]77.75$  Contaminated Load (per occurrence)[1]292.81$  Roll off ‐ Demurrage Per Day Charge [1]6.24$  Delivery [1]75.36$  Delivery Demo (includes signage) [1]79.66$  Relocation Charge onsite [1]58.87$  Relocation Charge offsite [1]83.99$  Wash Out Receiver Boxes [1]67.36$  Dead Run charge [1]100.96$  Standby charge after 5 minutes [1]2.67$  [Notes] [1] Set per contract by Republic Services Single and Multi‐Family Resident Bulky Item Pick‐Ups ‐ 5 items maximum per pick up Commercial Bulky Item Pick‐Ups 22June 13, 2023 Item #9 Page 274 of 542 Fee Name Fee Type No t e s Utility Account and Service Fees Water Account Fees Discontinuation of Service ‐ Non‐Payment (Shut‐off)each [2] Service Reconnection (Non‐Payment) ‐ Same Day/Non‐Business  hours (After Hours Turn‐On)each [2],[3] Continuity of Service each [2] Electronic Notice (in lieu of door hanger)each [2] Door Hanger Notice each [2] New Account Set Up (Admin)each [2] Service Reconnection for Non‐Payment (Next Day) Business Hours  (Next Scheduled Day Turn‐On)each [2],[3] New Account Service Connection ‐ (Same Day) Business Hours   (Same Day Turn‐On)each [2] Water Services Fees Utility Standards and Specifications each [1] Potable Water Meter ‐ Construction Meter Deposit deposit [1] Potable Water Meter ‐ Construction Meter Installation each [2] Potable Water Meter ‐ Construction Meter Relocation each [2] Blueprinting of Standard Size (24" x 36") Improvement Plan Sheet  (cost for each)each [2] Potable Backflow Preventer Annual Testing ‐ 1st Notice each, per  month [1] Potable Backflow Preventer Annual Testing ‐ 2nd Notice per month [1] Potable Backflow Preventer Annual Testing ‐ 3rd Notice per month [1] Potable Water Shutdown Fee each [1] Recycled Water Fees Cross‐Connection Inspection ‐ County Department of Environmental  Health (CDEH)each [2] Cross‐Connection Reinspection each [2] Recycled Water Meter ‐ Construction Meter Deposit deposit [1] Recycled Water Meter ‐ Construction Meter Installation each [2] Recycled Water Meter ‐ Construction Meter Relocation each [2] E28 Recycled Water Shutdown ‐ Actual Cost each [2] Wastewater Fees Fats, Oils, and Grease (FOG) Fee each [1] Third Party Hydraulic Modelling Fees Third Party Hydraulic Modelling ‐ Consultant Cost (All Water  Systems)per project [1],[4] Processing Fees ‐ Wastewater 1‐4 units residential and commercial < 9,400 s.f.per project [2],[5] All others per project [2],[5] Processing Fees ‐ Potable Water System Pressure Check each [2] 1‐4 units residential and commercial < 9,400 s.f.per project [2],[5] All others per project [2],[5] Processing Fees ‐ Recycled Water System Pressure Check each [2] 1‐4 units residential and commercial < 9,400 s.f.per project [2],[5] All others per project [2],[5]  Fee/Deposit  61.00$  249.00$  9.00$  3.00$  33.00$  43.00$  106.00$  145.00$  Actual Cost 900.00$  247.00$  109.00$  12.00$  3.00$  21.00$  53.00$  922.00$  Actual Cost Actual Cost 900.00$  247.00$  109.00$  922.00$  161.00$  Actual Cost 406.00$  812.00$  347.00$  692.00$  1,153.00$                  321.00$  535.00$  1,068.00$                  23June 13, 2023 Item #9 Page 275 of 542 Fee Name Fee Type No t e s Utilities Department Fees 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] [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) [4] Total fee will reflect actual consultant billings [5] Staff cost is in addition to actual consultant billings  Fee/Deposit  173.00$  24June 13, 2023 Item #9 Page 276 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Utility Meter Installation Fees Potable Water (meter size, inches) 5/8" Ultrasonic per [1]429.00$  Fire Protection – 5/8" Ultrasonic per [1]429.00$  3/4” Ultrasonic per [1]425.00$  1” Ultrasonic per [1]544.00$  1‐1/2” Ultrasonic per [1]661.00$  1‐1/2” Turbo per [1]802.00$  2” Ultrasonic per [1]939.00$  2” Turbo per [1]988.00$  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]429.00$  Fire Protection – 5/8" Ultrasonic per [1]429.00$  3/4” Ultrasonic per [1]425.00$  1” Ultrasonic per [1]544.00$  1‐1/2” Turbo per [1]802.00$  2” Turbo per [1]988.00$  3" Ultrasonic per [1] Actual Cost 4" Ultrasonic per [1] Actual Cost 6” Ultrasonic per [1] Actual Cost 8” Ultrasonic per [1] Actual Cost 10” Ultrasonic per [1] Actual Cost 12” Ultrasonic per [1] Actual Cost The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family  residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA  System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter  necessary to meet the water use requirements, not the actual meter size of 1”. These fees are in addition to the  Potable & Recycled Water Connection Fees and  SDCWA Fee. 25June 13, 2023 Item #9 Page 277 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Utility Potable and Recycled Water Connection Fees (meter size, inches) Ultrasonic 5/8” each [1]5,240.00$  3/4”each [1]7,471.00$  1”each [1]11,791.00$                1‐1/2”each [1]22,272.00$                2”each [1]33,541.00$                3”each [1]56,745.00$                4”each [1]88,271.00$                6”each [1] 163,931.00$              8”each [1] 193,754.00$              Turbo (All Irrigation Meters) 1‐1/2”each [1]26,147.00$                2”each [1]41,924.00$                3”each [1]88,271.00$                4”each [1] 252,203.00$              6”each [1] 504,395.00$              8”each [1] 706,396.00$              [Notes] [1] Set per City policy These fees are in addition to the Meter Installation Fees and SDCWA Fees. 26June 13, 2023 Item #9 Page 278 of 542 Fee Name Fee Type No t e s  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, 2023, and are in addition to the Meter Installation Fees and  Potable and Reclaimed Connection Fees. 27June 13, 2023 Item #9 Page 279 of 542 Section 2   Development Related  Service Fees June 13, 2023 Item #9 Page 280 of 542 Fee Name Fee Type No t e s  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] 900.00$  Building Plan Review Minor Projects, per permit each [3]104.00$  Major Projects, per permit each [4]314.00$  Coastal Development Permit (CDP)  2 ‐ 4 unit or lot subdivision and SFD w/bluff (per unit or lot,  whichever is greater)per permit [2]6,485.00$                   5 or more units or lot subdivision per permit [2]11,686.00$                 Emergency flat [2]2,277.00$                   Exemption flat [2]336.00$   Minor Permit flat [2]3,031.00$                   Non‐Residential + 10 cents per sq. ft.flat [2]3,192.00$                   Single Family Lot flat [2]4,248.00$                  Conditional Use Permit (CUP) Within Biological Habitat Preserve flat [2]2,772.00$                  Minor flat [2]2,889.00$                  Regular flat [2]10,813.00$                Daycare Permit (7 ‐ 14 Children)flat [2]289.00$  Environmental Impact Assessment (EIA) Initial Study ‐ NEGATIVE DECLARATION base fee (flat) [2]2,889.00$                  Initial Study ‐ MITIGATED NEG DEC base fee (flat) [2]5,834.00$                  Initial Study – checklist for streamlining or within the scope  determinations base fee (flat) [2]2,428.00$                  Initial Study – addendum for MNDs or NDs (city processing fee  plus actual cost)base fee (flat) [2]3,339.00$                  Environmental Impact Report (EIR) Addendum First 20 hours of project planner base fee (flat) [2]4,494.00$                  >20 hours of project planner per hour [2]126.00$  Focused/Supplemental (requiring a public hearing) First 120 hours of project planner and 20 hours of project  engineer base fee (flat) [2]19,551.00$                >120 project planner hours and >20 project engineer hours per hour [2]290.00$  FULL EIR First 180 hours of project planner and 40 hours of project  engineer base fee (flat) [2]30,145.00$                >180 project planner hours and >40 project engineer hours per hour [2]290.00$  29June 13, 2023 Item #9 Page 281 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Fish & Game Fee Environmental Impact Report (EIR) flat [5] $3,889.25  Environmental Document pursuant to a Certified Regulatory  Program (CRP)flat [5] $1,355.25  Negative Declaration (ND)/Mitigated Negative Declaration (MND) flat [5] $2,814.00  Extensions to projects in process flat [1] 25% of current fee  General Plan Amendment deposit [2]15,669.00$                Habitat Management Plan (HMP) Amendment to Plan Document ‐ Major ‐ first 60 hours of project  planner base fee (flat) [2]8,688.00$                  >60 hours of project planner per hour [2]126.00$  Amendment to Plan Document ‐ Minor flat [2]4,969.00$                  Permit ‐ Major ‐first 40 hours of project planner base fee (flat) [2]6,334.00$                  >40 hours or project planner per hour [2]126.00$  Permit ‐ Minor ‐ first 20 hours of project planner base fee (flat) [2]747.00$  >20 hours of project planner per hour [2]126.00$  Permit ‐ MINOR W/MINISTERIAL PERMIT flat [2]664.00$  Hillside Development Permit ‐ Major ‐ first 40 hours of project  planner base fee (flat) [2]6,717.00$                  Hillside Development Permit ‐ Minor ‐ first 20 hours of project  planner base fee (flat) [2]1,715.00$                  Historic Preservation Permit Local Register Application each [2]1,901.00$                  Mills Act Application each [2]4,076.00$                  Concurrent Local Register and Mills Act Applications each [2]4,669.00$                  Third Party Technical Report Review ‐ Contractor Cost each [2] Actual Cost Mills Act Inspections each [2]No Fee Inspection ‐ Additional Planning per hour [2]126.00$  Inspection ‐ Overtime per hour per hour [2]143.00$  Landscape Plan Check/Inspection Fees City Processing Fee per project [2]377.00$  Contractor Cost per project [1] Actual Cost  Local Coastal Plan ‐ Amendment flat [2]12,383.00$                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]9,174.00$                  First 200 hours of project planner and 100 hours of project  engineer base fee (flat) [2]42,915.00$                >200 project planner hours and >100 project engineer hours per hour [2]369.00$  30June 13, 2023 Item #9 Page 282 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Major Amendment First 100 hours of project planner and 40 hours of project  engineer base fee (flat) [2] 20,426.00$                >100 project planner hours and >40 project engineer hours per hour [2] 344.00$  Minor Amendment First 30 hours of project planner and 7 hours of project  engineer base fee (flat) [2]3,877.00$                  >30 project planner hours and >7 project engineer hours per hour [2]344.00$  Non‐Conforming Construction Permit flat [2]938.00$  Notice Fee (+ postage)flat [1] Actual Cost Plan Consistency Determination [2]976.00$  Planned Development  (residential/non‐residential) ‐ 5 or more  lots/units ‐ Major Subdivision per project [2]15,928.00$                Planned Development (residential/non‐residential) ‐ 4 or fewer  lots/units per project [2]7,699.00$                  Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge  Planning Commission Determination‐other flat [2]2,699.00$                  Postage (All)flat [1]  Current Postage  Rate x Number of  labels  Precise Development Plan flat [2]15,599.00$                Preliminary Plan Review ‐ Major (Other)flat [2]976.00$  Preliminary Plan Review ‐ Minor (SFD)flat [2]274.00$  Reversion to Acreage (Consistent with city payroll records charged  against a $3,100 deposit) First 25 hours of project planner and 20 hours of project  engineer base fee (flat) [2]5,626.70$                  Satellite Antenna Permit flat [2]579.00$  Sign Program Sign Permit (including non‐commercial)flat [2]70.00$  Sign Program flat [2]1,455.00$                  Modified Minor Sign Program flat [2]964.00$  Modified Regular Sign Program flat [2]2,599.00$                  Site Development Plan Minor ‐ Village Area Request for a Parking Option flat [2]618.00$  Minor ‐ Residential, less than or equal to 4 units/lots or as  required per CMC/PLAN flat [2]5,388.00$                  Major ‐ 5 or more units/lots or as required per CMC/PLAN flat [2]19,327.00$                Special Use Permit ‐ Other flat [2]6,136.00$                  Special Use Permit ‐ Floodplain flat [2]5,761.00$                  31June 13, 2023 Item #9 Page 283 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Specific Plan Base Fee First 200 hours of project planner and 60 hours of project  engineer base fee (flat) [2] 39,861.00$                >200 project planner hours and >60 project engineer hours per hour [2] 344.00$  Amendment ‐ Major First 180 hours of project planner and 30 hours of project  engineer base fee (flat) [2]30,745.00$                >180 project planner hours and >30 project engineer hours per hour [2]344.00$  Amendment ‐ Minor First 20 hours of project planner and 7 hours of project  engineer base fee (flat) [2]3,793.00$                  >20 project planner hours and >7 project engineer hours per hour [2]344.00$  Street Name Change flat [2]2,279.00$                  Tentative Maps Tentative Parcel Map ‐ Minor Subdivision ‐ 0‐ 4 Lots/Units flat [2]6,641.00$                  Tentative Tract Map ‐ 5 ‐ 49 units/lots flat [2]13,624.00$                Tentative Tract Map ‐ 50 + units/lots flat [2]19,386.00$                Tentative Tract Map Litigation Stay flat [1] 25% of current fee  Third Party Review Processing Fee per project [2]773.00$  Consultant Cost per project [1] Actual Cost  Variance flat [2]4,982.00$                  Variance ‐ Minor flat [2]1,036.00$                  Village Area Village Area Review ‐ Administrative flat [2]567.00$  Village Area Review ‐ Major ‐ Plus Noticing Costs flat [2]4,013.00$                  Village Area Review ‐ Minor ‐ Plus Noticing Costs flat [2]2,189.00$                  Village Area ‐ Parking In Lieu Fee each [1]11,240.00$                Wireless Communication Third Party Review flat [1] Actual Cost Zone Change flat [2]12,184.00$                Zone Code Compliance Letter flat [2]159.00$  Research Fee per hour [2]159.00$  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]113.00$  TOTAL [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 $50.00 County Clerk processing fee. Updated with new fees effective Jan. 1, 2023. Additional County fees may apply. 32June 13, 2023 Item #9 Page 284 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Engineering Department Fees Adjustment Plat per project [2] 1,775.00$                  Building Plan Review Minor Projects, per permit each [3] 74.00$  Major Projects, per permit each [4]618.00$  Certificate Certificate of Compliance each [2]1,440.00$                  Certificate of Compliance In Lieu of Parcel Map each [2]3,973.00$                  Certificate of Correction each [2]1,119.00$                  Construction Change Review ‐ Major Base Fee per project [2]945.00$  Plus fee per sheet per sheet [2]366.00$  Construction Change Review ‐ Minor Base Fee per project [2]671.00$  Plus fee per sheet per sheet [2]303.00$  Developer Agreements ‐ Deposit $10,000 increments (Consistent with city payroll records + overhead)deposit [1] Actual Cost Easement Document Processing and Recording per project [2]1,583.00$                  Encroachment Agreement Processing per project [2]495.00$  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],[5]1,958.00$                  101 CY flat [2],[5]2,614.00$                  each additional 100 CY up to 1,000 each [2],[5]165.00$  1,001 CY flat [2],[5]4,566.00$                  each additional 1,000 CY up to 10,000 each [2],[5]227.00$  10,001 flat [2],[5]6,702.00$                  each additional 10,000 CY up to 100,000 each [2],[5]322.00$  100,001 flat [2],[5]9,595.00$                  each additional 10,000 CY up to 200,000 each [2],[5]370.00$  200,001 flat [2],[5] 13,974.00$                each additional 100,000 CY up to 400,000 each [2],[5]800.00$  400,001 flat [2],[5] 15,590.00$                each additional 100,000 CY up to 1,000,000 each [2],[5]556.00$  1,000,001 flat [2],[5] 18,974.00$                each additional 100,00 CY each [2],[5]1,827.00$                  33June 13, 2023 Item #9 Page 285 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Grading Permit Fees (cubic yard) 0 ‐ 100 CY flat [2],[5] 2,590.00$                  101 CY flat [2],[5] 2,595.00$                  each additional 100 CY up to 1,000 each [2],[5]201.00$  1,001 CY flat [2],[5]4,458.00$                  each additional 1,000 CY up to 10,000 each [2],[5]202.00$  10,001 flat [2],[5]6,330.00$                  each additional 10,000 CY up to 100,000 each [2],[5]318.00$  100,001 flat [2],[5]9,290.00$                  each additional 10,000 CY up to 200,000 each [2],[5]183.00$  200,001 flat [2],[5] 11,312.00$                each additional 100,000 CY up to 400,000 each [2],[5]202.00$  400,001 flat [2],[5] 17,064.00$                each additional 100,000 CY up to 1,000,000 each [2],[5]1,734.00$                  1,000,001 flat [2],[5] 27,969.00$                each additional 100,00 CY each [2],[5]2,680.00$                  Improvement Plan Review Fee $0 ‐ $20,000 flat [2]3,350.00$                  $20,001 flat [2]4,698.00$                  each additional $10,000 up to $50,000 each [2]412.00$  $50,001 flat [2]6,073.00$                  each additional $10,000 up to $100,000 each [2]446.00$  $100,001 flat [2]8,409.00$                  each additional $10,000 up to $250,000 each [2]412.00$  $250,001 flat [2]17,248.00$                each additional $10,000 up to $500,000 each [2]207.00$  $500,001 flat [2]22,813.00$                each additional $10,000 up to $1,000,000 each [2]112.00$  $1,000,001 flat [2]28,820.00$                each additional $10,000 each [2]268.00$  34June 13, 2023 Item #9 Page 286 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Improvement Inspection $0 ‐ $20,000 flat [2]1,677.00$                  $20,001 flat [2]2,932.00$                  each additional $10,000 up to $50,000 each [2]458.00$  $50,001 flat [2]4,856.00$                  each additional $10,000 up to $100,000 each [2]243.00$  $100,001 flat [2]6,125.00$                  each additional $10,000 up to $250,000 each [2]189.00$  $250,001 flat [2]9,102.00$                  each additional $10,000 up to $500,000 each [2]198.00$  $500,001 flat [2]13,975.00$                each additional $10,000 up to $1,000,000 each [2]129.00$  $1,000,001 flat [2]21,428.00$                each additional $10,000 each [2]199.00$  Mapping Fees Final Tract Map ‐ Major Subdivision  Base Fee per project [2]11,059.00$                additional acre per acre [2]121.00$  Parcel Map ‐ Minor Subdivision per project [2]5,238.00$                  Neighborhood Improvement Agreements each [2]217.00$  Oversize Load Permit ‐ 1 trip each [6]16.00$  Oversize Load Permit ‐ Annual/Per Year each [6]90.00$  Quitclaim of Easement each [2]945.00$  Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost Retaining Wall Plan Check Fees Retaining Wall Plan Check Valuation $0 ‐ $50,000 flat [2]502.00$  $50,001 ‐ $250,000 flat [2]2,330.00$                  $250,000+flat [2]4,104.00$                  Reversion to Acreage deposit [2]3,904.00$                  Right‐of‐Way Permit  Minor ‐ Non‐Construction each [2]236.00$  Minor ‐ Construction each [2]552.00$  Utility City Processing Fee each [2]388.00$  Inspector's Time hourly [2]146.00$  Utility (by contract)each [2]1,118.00$                  Use ‐ Initial Permit Curb Cafe each [2]565.00$  Outdoor Display each [2]236.00$  Sidewalk Café each [2]565.00$  Use ‐ Annual Renewal Curb Cafe each [2]236.00$  Outdoor Display each [2]236.00$  Sidewalk Café each [2]236.00$  35June 13, 2023 Item #9 Page 287 of 542 Fee Name Fee Type No t e s  Fee/Deposit  Village Area ‐ Curb Café (max of two parking spaces)per space/  per year [2]2,631.00$                  Secured Agreement Processing ‐ Extension each [2]392.00$  Secured Agreement Processing ‐ Replacement each [2]691.00$  Segregation of Assessments ‐ 1‐ 4 lots (Consistent with city payroll  records + overhead, consultant cost and recording fee.  Also see  Streets and Highways Code Section 8760‐8769 ) deposit [1] Actual Cost Segregation of Assessments ‐ 5 lots or more ‐ fee + $20 per lot  (Consistent with city payroll records + overhead, consultant cost  and recording fee.  Also see Streets and Highways Code Section  8760‐8769) deposit [1] Actual Cost Storm Water Pollution Prevention Plan (SWPPP) Fees Plan Review Fee Tier 1per site [2] 82.00$  Tier 2per site [2]388.00$  Tier 3 one acre or  less [2]888.00$  Tier 3 ‐ Supplemental Fee per acre [2]142.00$  Inspection Fee Tier 1per site [2]4,361.00$                  Tier 2per site [2]5,294.00$                  Tier 3 one acre or  less [2]6,281.00$                  Tier 3 ‐ Supplemental Fee per acre [2]1,303.00$                  Storm Water Quality Management Plan (SWQMP) Fees Plan Review ‐ Base Fee each [2]1,370.00$