HomeMy WebLinkAbout2024-06-18; City Council; 11; Adoption of the Fiscal Year 2024-25 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2024-25 ApproprCA Review CKM
Meeting Date: June 18, 2024
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 2024-25 Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program,
the Fiscal Year 2024-25 Appropriation Limit and Revision of Fees and
Charges for Services, and Updates to City Council Policy Statement
No. 95 – Cost Recovery Policy for 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 2024-25 Operating Budgets and, where
applicable, FY 2024-25 Strategic Digital Improvement Programs and Capital Improvement
Programs:
• Hold a public hearing on:
o The FY 2024-25 Operating Budgets, FY 2024-25 to FY 2028-29 Strategic Digital
Transformation Investment Programs and FY 2024-25 to FY 2028-29 Capital
Improvement Programs for the City of Carlsbad and the Carlsbad Municipal Water
District
o The FY 2024-25 Operating Budget and FY 2024-25 to FY 2028-29 Capital
Improvement Program for the Public Financing Authority
o The FY 2024-25 Operating Budget for the Carlsbad Housing Authority
o The FY 2024-25 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 18, 2024 Item #11 Page 1 of 625
• 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 2024-25 for the City of Carlsbad and establishing controls on changes
in appropriations for budget funds1
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 2024-
25 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 2024-25 and establishing
controls on changes in appropriations 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 2024-25 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 2024-25 and establishing controls
on changes in appropriations for budget funds
o The City Council of the City of Carlsbad establishing the FY 2024-25 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 adopting changes to City Council Policy No.
95 – Cost Recovery
o The Board of Directors of the Carlsbad Municipal Water District of the City of
Carlsbad adopting changes to City Council Policy No. 95 – Cost Recovery
o The Community Development Commission of the City of Carlsbad adopting changes
to City Council Policy No. 95 – Cost Recovery
o The City Council of the City of Carlsbad establishing an Asset Replacement Reserve
o The City Council of the City of Carlsbad approving the City of Carlsbad’s share of the
FY 2024-25 Operating and Capital Budgets of the Encina Wastewater Authority
o The City Council of the City of Carlsbad determining that the FY 2024-25 Capital
Improvement Program is consistent with the General Plan and applicable Climate
Action Plan measures and actions
1 As occurred in fiscal year 2023-2024, 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 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.
June 18, 2024 Item #11 Page 2 of 625
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 2024-25
o The City Council of the City of Carlsbad authorizing a budget amendment to the Tyler
Court Apartment Fund for emergency repairs at the Tyler Court Senior Apartments
Executive Summary
Staff are recommending adoption of the City of Carlsbad’s Fiscal Year 2024-25 Operating
Budget, Strategic Digital Transformation Investment Program and Capital Improvement
Program, as well as the Fiscal Year 2024-25 Appropriation Limit and Revision of Fees, Charges
for Service and Revisions to the City Council Policy Statement No. 95 – Cost Recovery Policy.2
The city’s budget for fiscal year 2024-25 was developed with a focus on resiliency over the long-
term during this time of economic uncertainty.
The proposed budget eliminates the projected deficit from the five-year financial forecast that
had been forecasted since 2019. A structural deficit describes a situation when projected
ongoing spending is greater than anticipated ongoing revenue. The city’s five-year financial
forecast now shows a balanced budget through 2030.
Healthy revenues, increased efficiencies, cost reductions, and new budget policies and practices
over the past several years have worked together to close the gap. However, economic
uncertainty remains as the city transitions from focusing on building and development to
maintaining what was been created. As such, the proposed budget for fiscal year 2024-25
continues to focus on finding new cost savings and reducing ongoing spending while continuing
to grow city reserves, prioritizing capital project funding and maintaining high quality service
levels.
On the economic front, Carlsbad’s transition from a growing city to one focused on maintaining
an excellent quality of life continues to bring new fiscal challenges. As is the case with many
cities at this stage, projecting a future deficit is not uncommon, and while the city has pushed
the projected deficit beyond the five-year outlook, this year’s budget also includes eliminating
12.05 full-time equivalent positions. These positions were evaluated to ensure that eliminating
them would have minimal service level impact on the community. The proposed budget reflects
three consecutive fiscal years of budget reductions totaling more than $5 million in ongoing
savings.
2 Revisions to City Council policy statements require four affirmative votes of the City Council.
June 18, 2024 Item #11 Page 3 of 625
Budget highlights
Proposed General Fund Operating Budget $238.5 million
% change from FY 2023-24 adopted General Fund Operating Budget 9.9%
Projected General Fund revenues $239.1 million
Proposed changes in total full-time equivalent staffing -12.05
Projected General Fund reserve as of June 30, 2025 $149.0 million
Projected General Fund reserve % as of June 30, 2025 (goal is 40%) 63%
Reduction in General Fund ongoing base budget $1.1 million
Current rate of inflation 3.6%
Estimated pension funding ratio (goal is 80%) 75%
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
5-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.
June 18, 2024 Item #11 Page 4 of 625
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
Maintaining fiscal health
The city increased its focus on community priorities 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 have 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. Requests to carry funds over into
the next fiscal year must be approved by the City Manager or City Council, depending on
the amount.
• Changing practices around hiring 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 to
continue services in an emergency.
• Establishing an economic uncertainty reserve.
• Creating a new cost recovery policy.
• Developing a policy for reinvesting surplus funds.
• Creating a process to ensure ongoing funding for digital infrastructure, which has
become as important as physical infrastructure.
June 18, 2024 Item #11 Page 5 of 625
• Engaging a grant writer to ensure the city is taking advantage of state and federal
funding opportunities.
• Creating a new internal auditor program to safeguard city resources and improve city
operations.
Supplemental Requests
Supplemental budget requests were submitted by departments for budget team and City
Manager consideration. The budget requests were mainly driven by inflation, expanded
programming, costs associated with grant and revenue opportunities, and asset replacement.
Within the General Fund, a total of $3.3 million ($2.1 million ongoing) is being proposed for
fiscal year 2024-25.
General Fund Reserve
The City Council has a policy of maintaining a reserve with a target balance equivalent to 40% of
the General Fund’s Operating Budget. These are the cash balances made available from the
prudent fiscal policy of developing an annual balanced budget and, at times, having unexpected
revenues or expenditures 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 63% of the General Fund Operating Budget.
The recommended preliminary General Fund Operating Budget totals $238.5 million, with
estimated revenues of $239.1 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 18).
The operating budget overview also contains:
• A detailed look at expenditures by type
• General Fund transfers to other funds
• Information about the City Council contingency fund
The table below shows the adopted fiscal year 2023-24 General Fund budget as well as the
proposed fiscal year 2024-25 budget.
General Fund summary for fiscal year 2024-25
(in millions)
FY 2023-24
Adopted
Budget
FY 2024-25
Proposed
Budget
Total revenues $212.0 $239.1
Total expenditures $216.9¹ $238.5
Revenues over total expenditures ($4.9) $0.6
1 – includes $5.22 million in one-time funding for the Carlsbad Village Trenching Project
June 18, 2024 Item #11 Page 6 of 625
General Fund Asset Replacement Reserve
The city commits to maintaining its large machinery and equipment inventory. When an asset is
procured, it begins depreciating the moment it is put into service and needs to be replaced at
the end of its respective useful life. The city’s large equipment inventory represents
approximately $60 million of the city’s total fixed assets. On an annual basis, this translates to a
significant financial need and commitment. In an effort to not only prioritize these purchases,
but to strategically plan for the ongoing financial impacts, staff recommend establishing a
General Fund Asset Replacement Reserve. Separate and apart from the General Fund Reserve
Guidelines (City Council Policy No. 74), this Asset Replacement Reserve would serve as a
mechanism for funding large equipment needs without impacting the General Fund Reserve or
annual budget surplus year after year. As of fiscal year 2024-25, and for the next 10 fiscal years,
a total of $17.5 million is projected to be needed to fund asset replacement costs in the General
Fund.
Personnel
The proposed budget for next fiscal year includes 796.75 permanent full- and three-quarter-
time employees, a decrease of 11 compared to the final budget amount for fiscal year 2023-24.
Additionally, there is a proposed decrease of part-time employees equivalent to 1.05 full-time
employees, for a net personnel decrease of 12.05 full-time-equivalent employees.
In response to City Council feedback directing staff to identify ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload
and existing vacancies in an effort to find new opportunities for savings. Additional information
can be found in the memorandum issued to the City Council on January 18, 2024 (Exhibit 24).
The following positions are proposed to be eliminated in fiscal year 2024-25:
Funded from General Fund
(1) Management Analyst – Office of the City Manager (Vacant)
(1) Senior Office Specialist – Office of the City Council (Vacant)
(1) Deputy City Clerk – City Clerk (Vacant)
(1) Lead Librarian – Library & Cultural Arts (Vacant)
(0.7) Production Technician – Library & Cultural Arts (Vacant)
(1) Parks Maintenance Worker – Parks & Recreation (Vacant)
(1) Associate Engineer – Community Development (Vacant)
(1) Chief Innovation Officer – Innovation & Economic Development
(1) Senior Program Manager for Diversity, Equity & Inclusion – Human Resources
(0.5) Administrative Assistant – Administrative Services (Part-time)
(0.5) Hourly Professional – Communication & Engagement (Part-time)
Not funded from General Fund
(1) System Specialist – Information Technology (Vacant)
(1) Senior Environmental Specialist – Environmental Sustainability (Vacant)
(0.3) Production Technician – Library & Cultural Arts (Vacant)
Enterprise funds
Lastly, 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 $101.9 million, a $7.5 million or 8.0% increase over projected fiscal year 2023-
June 18, 2024 Item #11 Page 7 of 625
24 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 from these funds are proposed at $118.5 million for fiscal year
2024-25, which is an increase of $12.7 million or 12.1% over the fiscal year 2023-24 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.
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 its Capital
Improvement 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 as needed and in accord with best governmental practices. City staff prioritize
projects in the Capital Improvement Program using several factors, including potential risks 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.
This year, changes were made to the administration of the Capital Improvement Program that
will provide the City Council with a greater ability to direct the pace and funding of the city’s
major Capital Improvement Program projects while increasing transparency around projects
that are planned and underway:
• Rather than having the city budget for the entire cost of a project well in advance of
when the project is scheduled to begin, funding will be appropriated phase by phase for
scoping out the project, developing a conceptual design and the final design.
• Once a project is ready for the City Council to consider appropriating money for project
construction, staff will be able to provide an up-to-date cost estimate based on the
actual project design and timing.
• The Capital Improvement Program budget has historically spanned a 15-year timeframe.
Going forward, the budget will focus on projects planned in the next five years, with
more detailed information on those projects. It will also provide a 15-year forecast of
how much money will be available for future projects.
The Fiscal Year 2024-25 Capital Improvement Program outlines $15.6 million in new
appropriations to provide additional funding for continuing existing projects, as well as funding
for new projects.
June 18, 2024 Item #11 Page 8 of 625
Capital Improvement Program appropriations by project type for FY 2024-25
There are 52 projects identified as priority projects in the city’s five-year Strategic Plan,
representing an investment of more than $110 million over the next five years. The five-year
Capital Improvement Program includes 13 proposed new projects, with a total funding request
in fiscal 2024-25 of $10.8 million, including projects receiving state and federal grant support
for traffic safety-related projects. Details on these proposed new projects begin on page I-6 of
Exhibit 20.
As the current project conditions and scope of each project 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 so that they can be reallocated to other projects. Eight
projects are proposed to be removed from the Capital Improvement Program in fiscal year
2024-25 because of changed conditions that caused the projects to no longer be warranted.
Several projects will be consolidated to improve efficiencies, coordination and cost savings. For
example, projects to improve lighting, medians and roadway configuration along Carlsbad
Boulevard will be incorporated into the existing pavement management program along with
the Beach Access Repairs Project. Funding for the future planned replacement of Cole Library
will be combined with the City Hall Complex project. Funding previously allocated to the Trail
Connectivity to Tamarack State Beach Project will be incorporated into the ADA Beach Access
Pine to Tamarack project.
The Capital Improvement 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 five-year program can be found in Exhibit 1,
Attachment B2. All future construction costs are estimates, which are reviewed and refined
each year and shown in the 15-year funding forecast beginning on page I-27 of
Exhibit 20.
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*
-38%
Parks
9%
Drainage
11%
Sewer
30%
Water and
recycled water
1%
Transportation
11%
* Note: due to changes in
estimated construction dates
for the Orion Center Project,
the net expenditures for this
category in fiscal year 2024-25
are negative.
June 18, 2024 Item #11 Page 9 of 625
taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2024-25
are $93 million. Projected capital fund balances, revenue and expenditure summaries are
provided beginning on page I-12 of Exhibit 20.
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 can be more fully 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 investment program document
in Exhibit 19.
The fiscal year 2024-25 digital program outlines 41 continuing and new projects planned over
the next five years at an estimated total cost of $36.7 million. Included in the $36.7 million is
about $19.8 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.
The $19.8 million also contains $6.2 million of estimated new appropriations for fiscal year
2024-25 for these same projects. The tables below present estimated total project costs by
primary goal area in Connected Carlsbad for the five fiscal years of 2025-29 (five years) and
fiscal year 2024-25:
Strategic Digital Transformation Investment Program projects for fiscal years 2025-29
appropriations by Connected Carlsbad goal area
(in millions)
Percent Cost
Pursue communitywide digital transformation 53% $19.2
Build capacity for data-driven decision making 4% $1.7
Foster a vibrant civic engagement culture 4% $1.3
Enhance accessibility and transparency 3% $1.2
Promote security and sustainability through connectivity 36% $13.3
Total 100% $36.7
June 18, 2024 Item #11 Page 10 of 625
Strategic Digital Transformation Investment Program projects for fiscal year 2024-25
appropriations by Connected Carlsbad goal area
(in millions)
Percent Cost
Pursue communitywide digital transformation 74% $4.7
Build capacity for data-driven decision making 2% $0.1
Foster a vibrant civic engagement culture 0% $0.0
Enhance accessibility and transparency -1% ($0.0)
Promote security and sustainability through connectivity 23% $1.4
Total 100% $6.2
The details of the five-year and one-year appropriations requests can be found on pages H-27
and H-28 in Exhibit 19.
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 $6.2 million in appropriations that staff are requesting
for the digital transformation program for fiscal year 2024-25:
• 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 19 on page H-29.
Changes to the FY 2024-25 Operating Budget, Strategic Digital Transformation Investment
Program and Capital Improvement Program from preliminary to final versions
Staff made the following changes since the preliminary operating budget, Strategic Digital
Transformation Investment and Capital Improvement Programs were presented to the City
Council on May 21, 2024, with an approximately $196,000 impact on the General Fund final
expenditure budget:
• General Fund: transferred Senior Program Manager from the Administrative Services
Administration Department to the Economic Development Department within the
Administrative Services Branch. This action has no net fiscal impact and increases the
number of full-time equivalent positions in the Economic Development Department
from 1.0 to 2.0.
• Golf Course Enterprise Fund: increased capital outlay amount by $36,000 to include
projects for protective netting, patio heaters and driving range grass tee expansion.
There are sufficient revenues and existing reserves to absorb this increase in fiscal year
2024-25.
June 18, 2024 Item #11 Page 11 of 625
City Council request to hold a community budget workshop
City staff held a public workshop at the Faraday Administration Center on May 23, 2024, from
5:30 to 7:30 p.m., to provide community members with an opportunity to learn about the
proposed Fiscal Year 2024-25 city budget, ask questions of staff and provide their feedback. City
staff promoted the workshop through various channels and 16 community members attended.
13 community members provided verbal comments or questions and one provided written
comments. A complete summary of the workshop and the resulting comments is provided in
Exhibit 21.
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 2024-25 is calculated at $630
million, while the calculation of the city’s spending projections subject to the limit is $205
million, well below the legal limit for the coming fiscal year.
General fees, charges for services, development impact fees and Cost Recovery Policy update
Staff evaluate and propose changes to the city’s fees for services every year. 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 five to seven years to update the calculation of the cost and confirm that fees
and charges for service do not exceed the updated cost.
The last comprehensive cost of service study on most general city fees and all development
service fees was conducted in 2019 and approved by the City Council on June 8, 2021. At that
time, 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, as City Council Policy No. 95.
Since the implementation of this policy, the Utilities Department has determined that certain
fees that are more appropriate for full cost recovery merit being removed from the policy. An
update to the existing City Council policy is necessary to incorporate these changes as well as to
clarify certain limits state law places on water reconnection fees charged to income-qualifying
customers.3
3 Senate Bill 998, the Water Shutoff Protection Act, which went into effect in 2020, gives low-income water
account customers more time to pay their bill and qualify for a lower reconnection fee.
June 18, 2024 Item #11 Page 12 of 625
The proposed revisions are as follows:
Fees subject to
the cost
recovery policy
To clarify which fees charged by the Utilities Department lend themselves
to full cost recovery and which do not, staff are proposing to eliminate
utility meter installation fees and certain utility service fees from the Cost
Recovery Policy. These fees affect individual residential customers and are
more appropriate to keep below the level of full cost recovery out of
concern for the potential impact on lower-income customers.
Utility
administrative
fees
This proposed update clarifies that the fees charged by the Utilities
Department that will remain subject to the Cost Recovery Policy fall in the
mid-level cost recovery range. This range provides for a balance of the
individual and public benefits that these services provide.
State’s limits on
reconnection
fees
The updated policy clarifies that state law limits the amount that qualifying
low-income residential water customers must pay for service
reconnections after shutoff to $50 during normal business hours and $150
after normal business hours, subject to annual inflationary adjustments for
changes in the Consumer Price Index. The Carlsbad Municipal Water
District’s Residential Water Service Shutoff Protection Policy for
Nonpayment of Charges previously included these limits, but staff propose
to also include them in the Cost Recovery Policy to clarify that these fees
are limited by state law for income-qualifying customers. This distinction is
also now clarified in the proposed Master Fee Schedule provided as
Attachment A to Exhibit 7, 8 and 9.
These proposed changes will better serve the needs of the Utilities Department and clarify
important protections for the department’s residential customers. A resolution updating City
Council Policy No. 95 – Cost Recovery to incorporate these changes is included in Exhibit 10
The proposed fees for fiscal year 2024-25, further discussed below, conform with the proposed
updated Cost Recovery Policy and are presented in the proposed Master Fee Schedule in
Attachment A to Exhibit 7, 8 and 9.
• 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 3.3% since last year while the San
Diego CPI has increased by 3.8%.
• Development-related service fees are charged to recover the cost of staff time
and materials spent on development-related activities. Development impact fees
are used to pay for infrastructure projects that are needed as a result of new
development. These change annually by the change in the West Urban CPI.
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.
June 18, 2024 Item #11 Page 13 of 625
• Traffic impact fees are adjusted annually by the change in the Caltrans
Construction Cost Index or 2%, whichever is greater. This year the Caltrans
Construction Cost Index decreased by 16.03%, so traffic impact fees are
increasing by 2%.
• Ambulance fees have typically been adjusted annually by the Ambulance
Inflation Factor, published by the federal Center for Medicare and Medicaid
Services. Last year, the Fire Department conducted and the City Council
approved updated ambulance fees that simplified the city’s ambulance fee
structure and adjusted fees to more accurately reflect the city’s costs.
Accordingly, fees were not adjusted by the Ambulance Inflation Factor but
instead set at the new levels approved in the fee study. This year, the proposed
Master Fee Schedule again adjusts ambulance fees by the Ambulance Inflation
Factor, which is now 2.6%. In future years, the city will continue adjusting its
ambulance fees according to the Ambulance Inflation Factor, 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 -16.03%.
3. Ambulance fees were not adjusted by this amount in FY 2023-24 due to the implementation of the updated
ambulance fee study.
Fee categories Index
name
Index
date Source
FY
2022-
23
FY
2023-
24
FY
2024-
25
Most general city
and development
related service fees
West
Region
Urban CPI
January
2024
Bureau of Labor
Statistics 7.70% 6.30% 3.30%
Habitat mitigation
fees,1 Safety
Training Center
facility rental fees
San Diego
Area CPI
January
2024
Bureau of Labor
Statistics 8.20% 6.40% 3.80%
All development
impact fees
Los
Angeles
ENR CCI
January
2024
Engineering News
Record 7.60% 7.60% 9.40%
Traffic impact fees2 Caltrans
CCI
January
2024
California
Department of
Transportation
2.00% 31.63% 2.00%
Ambulance fees
Ambulance
Inflation
Factor
October
2023
Center for
Medicare and
Medicaid Services
5.10% 8.70%3 2.60%
June 18, 2024 Item #11 Page 14 of 625
In addition to regular annual inflationary increases, staff are proposing adjustments to several
utilities fees in accordance with the proposed updated Cost Recovery Policy:
• Discontinuation of service – non-payment (shut-off): increasing from the low range to
the mid range
• Service reconnection (non-payment) – Same day/non-business hours (after hours turn-
on): increasing from the low range to the mid range
• Electronic notice (in lieu of door hanger): decreasing from the high range to the mid
range
• Door hanger notice: Increasing from the low range to the mid range
• New account service connection – Same day/business hours (same day turn-on):
decreasing from the high range to the mid range
• Potable and recycled water meters – Construction meter deposits, installations and
relocations: increasing from the mid range to full cost recovery
For other city fees, staff are recommending that no further cost recovery adjustments be made
this fiscal year.
As detailed above, the city last conducted a comprehensive cost of service study in 2019, which
was then adopted in 2021. The Cost Recovery Policy recommends conducting a comprehensive
study every five to seven years. Given the potential for changes in costs and business processes
since 2019, staff plan to conduct an updated comprehensive cost of service study during fiscal
year 2024-25. This will allow staff to propose updated fee levels next fiscal year that take into
account efficiencies achieved from leveraging technology as well as any increased costs. Fees
will then be set at their appropriate cost recovery levels consistent with the proposed updated
Cost Recovery Policy. Completing this update during fiscal year 2024-25 will bring the city in line
with industry standard cost recovery ranges within the three-year timeframe as outlined in the
policy.
Staff periodically review business processes and identify areas where fees are not properly
accounting for the level of service provided to individual customers by city staff. Accordingly,
the proposed Master Fee Schedule includes the following new fees described below:
Temporary discharge to sewer fee
This fee is needed to recover the treatment costs and staff time when there is a
temporary connection to discharge into a Carlsbad sewer access point. Temporary
discharges occur for construction and pipeline dewatering and for temporary sewer flow
diversions. Both private contractors and public agencies may be subject to the fee. The
fee relates to a special use permit that a discharger would have to obtain from the
Encina Wastewater Authority for adding wastewater flow to the treatment plant. This
proposed fee is needed to recover costs for the Utilities Department, which the
authority bills for wastewater treatment. The Utilities Department will develop a form to
calculate the actual treatment cost per gallon of wastewater for each occurrence. This
amount will be charged to the discharger along with a processing fee based on the staff
time required to manage the program.
June 18, 2024 Item #11 Page 15 of 625
City Planner determination fee
A City Planner determination is a written response to a request regarding the
classification of uses and the interpretation and applicability of the provisions of the
Zoning Code (Title 21 of the Carlsbad Municipal Code). A letter may include a
determination about whether a specific use is appropriate in a certain zoning district,
how the city intends to apply certain standards on land use development application
requests or whether a certain use may retain its legal nonconforming status. These
letters require extensive research on the part of the Community Development
Department. As part of the review process, the case planner will receive, route and
review various studies and reports, analyze the information submitted by the applicant
and prepare an analysis. The information reviewed may include building permit records,
copies of leases if applicable and other documents that provide further insight into the
question being posed. These requests may take a week or more to process. Once a
determination is made, the City Planner must prepare written findings to support it. The
new proposed city planner determination fee reflects the time spent on actual
determination requests in the previous year.
Re-recording or cancellation of an instrument on real property fee
Any permit or approval granted in accordance with the Zoning Ordinance adheres to the
land. Recording an instrument of real property is the act of putting a document into
official county records. It is an important process because it provides a traceable chain
of title to a property, ensures the rights and entitlements of property owners and
discloses any conditions of approval, covenants applying to the property or
environmental mitigation measures. Currently, the Master Fee Schedule reflects all
post-permit actions and duties, including the act of receiving, processing and recording
permit-related instruments in accordance with local, state and federal law. However,
the Master Fee Schedule does not account for cost recovery services related to the
processing of re-recording documents when they are amended, or cancelling
instruments when they are no longer applicable to real property. The proposed new fee
reflects the time spent on actual cases in the previous year.
Short-term vacation rental permit application fee
Since the program began in 2015, property owners wanting to start a short-term
vacation rental applied to the city’s Finance Department for a business license. Those
applications were routed to the Community Development Department for review and
approval. The Finance Department issued the business license once it was approved and
the license fee was paid. This process has proven to be highly inefficient and
inconsistent with how the city processes other similar permit types. A business license is
not designed to act as a permit that can be conditioned or revoked for failure to meet
city standards and the business license tax does not cover staff costs associated with the
review of a short-term vacation rental request. Like other cities that allow short-term
vacation rental, the Community Development Department has recently developed an
application specifically for short-term vacation rentals. The application contains key
information and conditions unique to these rentals to show compliance with Carlsbad
Municipal Code Chapter 5.60 – Short-term vacation rentals. Under the new application
program, once the short-term vacation rental application is approved by the Community
Development Department and the applicant receives their permit, the applicant then
June 18, 2024 Item #11 Page 16 of 625
applies for a business license with the Finance Department. This two-step process is
consistent with how the department processes similar permit types and is consistent
with how other cities operate. The proposed new fee is based upon this new process.
This proposed short-term vacation rental permit application fee falls well within the
range charged by other cities.
Right-of-way permits for telecommunications fee
California Government Code Section 50030 prohibits cities from charging
telecommunications facility siting fees that exceed the reasonable costs of conducting
the permitting and location siting services. Recent changes in state law (namely
Assembly Bill 965) now require batched permit processing as the simultaneous review
of up to 50 substantially similar applications under a single permit. Although the change
in the state law requires cities to substantially increase both the scope and amount of
wireless communication facilities and broadband connections that can be batched in a
single permit, the Master Fee Schedule does not have a fee for that type of service.
SolarApp+ residential fee
As an alternative to the city’s standard permit review for solar applications, there is a
new automated application for permitting new residential rooftop solar and storage
systems that results in instantaneous permitting called SolarApp+. Although much of the
upfront processing requirements are performed through the city’s online portal,
reducing the need for intake and processing services, staff’s services are still required to
close out the process. Once all permits to construct the solar installation have been
issued and the system has been installed, it must be inspected before final approval is
granted. After the system passes final inspection, staff purge unnecessary
documentation from the case file, close out the permit and digitize the records. This
new proposed fee will provide a lower cost option for eligible residential customers.
Appeal of building official decision fee
Any person adversely affected by a determination made by the city’s Building Official
may appeal the determination by submitting a written appeal to the appeals board. City
support staff then schedule and coordinate a hearing to consider the appeal. The
Building Official and support staff prepare a meeting agenda and report that analyzes
the basis of the appeal and considers relevant evidence presented. A staff report will be
submitted to the building appeals board and made available to the appellant and posted
online before the hearing. The staff report provides information on the appeal and the
decision or determination being appealed and may include a recommended action and
proposed decision in a form that may be adopted by the appeals board. The Building
Official may also consult with outside experts to assist with the analysis. The appeals
board considers all written and oral evidence at a public meeting and documents all
decisions and findings in writing. A copy of the decision is delivered to the appellant.
The proposed new fee reflects the estimated time spent on actual cases and the amount
of administrative time required to conduct public hearings in the previous year.
June 18, 2024 Item #11 Page 17 of 625
Additionally, this year’s evaluation determined that these fees are no longer in use, and staff
recommend removing them from the Master Fee Schedule:
Safety Training Center, special events recovery hourly fee
The Safety Training Center no longer hosts special events and so this fee is no longer
needed.
Safety Training Center, shooting range hazardous waste disposal
This fee has not been charged to any users because the cost has typically been rolled
into the overall cost of disposing of hazardous waste and operating the Safety Training
Center.
Blueprinting of standard size improvement plan sheet fee
This fee is no longer used by the Utilities Department and can be removed from the fee
schedule.
The City Council separately approved updated park land in-lieu fees on April 23, 2024, that are
incorporated into the new proposed Master Fee Schedule. While the proposed Master Fee
Schedule will take effect on Sept. 1, 2024, the new park land in-lieu fees will take effect on
July 1, 2024. Increases to the city’s trash collection rates are set by the contracted service
provider and will also go into effect on July 1, 2024. Details on these rates can be found in the
proposed Master Fee Schedule in Attachment A to Exhibit 7, 8 and 9.
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 21, 2024. A Community Budget Workshop was held on May 23, 2024, 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.
The Operating Budget, Strategic Digital Transformation Investment Program and Capital
Improvement Program for FY 2024-25 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 are 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
2024-25 Operating Budget, Strategic Digital Transformation Investment Program and Capital
Improvement Program, the Fiscal Year 2024-25 Appropriation Limit, Revision of Fees and
Charges for Services, updates to City Council Policy No. 95 – Cost Recovery, allocation of Road
Maintenance and Rehabilitation Account funds for Fiscal Year 2024-25, adjustments to prior
year adopted budgets as necessary, and Golf Course Reserve Policy.
June 18, 2024 Item #11 Page 18 of 625
Should the City Council/Board/Commission direct staff to make changes, any budget changes
will have to be approved prior to the July 1, 2024, start of fiscal year 2024-25.
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 2024-25.
Environmental Evaluation
In keeping with California 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 Program are undertaken. Exhibit 20 describes each
of the Capital Improvement Program 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. 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 2024-25 for the City of Carlsbad and establishing controls on changes in appropriations
for budget funds
2. 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
Transformation Investment Program and Capital Improvement Program for FY 2024-25 and
establishing controls on changes in appropriations for budget funds
3. Resolution of the Community Development Commission of the City of Carlsbad adopting the
final Operating Budget of the Carlsbad Housing Authority for FY 2024-25 and establishing
controls on changes in appropriations for budget funds
4. 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 2024-25 and establishing controls on changes in appropriations
for budget funds
5. 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 2024-25 and establishing controls on changes in
appropriations for budget funds
6. Resolution of the City Council of the City of Carlsbad establishing the FY 2024-25 Gann
Appropriations Limit as required by Article XIIIB of the California State Constitution and state
law
June 18, 2024 Item #11 Page 19 of 625
7. Resolution of the City Council of the City of Carlsbad adopting changes to the Master Fee
Schedule
8. Resolution of the Board of Directors of the Carlsbad Municipal Water District of the City of
Carlsbad adopting changes to the Master Fee Schedule
9. Resolution of the Community Development Commission of the City of Carlsbad adopting
changes to the Master Fee Schedule
10. Resolution of the City Council of the City of Carlsbad adopting changes to City Council Policy
No. 95 – Cost Recovery
11. Resolution of the Board of Directors of the Carlsbad Municipal Water District of the City of
Carlsbad adopting changes to City Council Policy No. 95 – Cost Recovery
12. Resolution of the Community Development Commission of the City of Carlsbad adopting
changes to City Council Policy No. 95 – Cost Recovery
13. Resolution of the City Council of the City of Carlsbad establishing an Asset Replacement
Reserve
14. Resolution of the City Council of the City of Carlsbad approving the City of Carlsbad’s share
of the FY 2024-25 Operating and Capital Budgets of the Encina Wastewater Authority
15. Resolution of the City Council of the City of Carlsbad determining that the FY 2024-25 Capital
Improvement Program is consistent with the General Plan and applicable Climate Action
Plan measures and actions
16. 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 2024-25
17. Resolution of the City Council of the City of Carlsbad approving adjustments to the FY 2023-
24 Operating Budget for the Tyler Court Senior Apartments
18. Fiscal Year 2024-25 Final Operating Budget Revenue and Expenditure Summary
19. Fiscal Year 2024-25 Strategic Digital Transformation Investment Program Summary
20. Fiscal Year 2024-25 Capital Improvement Program Summary
21. Fiscal Year 2024-25 Budget community workshop summary
22. Council Policy No. 95 – Cost Recovery with Proposed Changes
23. Correspondence – Memo to the City Council from the Library Board of Trustees
24. Correspondence – City Council Memorandum
June 18, 2024 Item #11 Page 20 of 625
RESOLUTION NO. 2024-142
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 2024-25 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) 2024-25 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:
l.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 2024-25 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program" presented at
the Joint Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if
necessary, in accordance with Attachments A-A3, B-B2, C and D to this Exhibit 1 are
adopted as the final Operating Budget, Strategic Digital Transformation Investment
Program and Capital Improvement Program for the City of Carlsbad for FY 2024-25 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 18, 2024.
3.That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachments A-A2 and B are adopted as the budgeted revenues for FY 2024-25.
4.That the amounts as designated as the FY 2024-25 Budget request in Attachments A-A3,
B-B2 and D are appropriated to the department or fund for which they are designated,
and such appropriation shall not be increased except as provided in this resolution.
5.That the items and amounts as shown in Attachment E are adopted as major capital
outlay items for FY 2024-25.
Exhibit 1
June 18, 2024 Item #11 Page 21 of 625
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 budget adjustments to increase the
appropriation for final vacation pay and earned leave accrual budgets in an
amount equal to the increases in actual expenses should they exceed budgeted
amounts in their respective funds.
vii.The City Manager may authorize budget adjustments to increase budgeted
amounts for depreciation and amortization should it be necessary to maintain
compliance with the United States Generally Accepted Accounting Principles.
June 18, 2024 Item #11 Page 22 of 625
viii.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.
ix.The City Manager may authorize budget adjustments to increase the
appropriation for unforeseen legal expenses and liabilities.
x.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.
xi.The City Council must authorize all transfers of funds from the City Council's
Contingency Account.
xii.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 as
of June 30, 2024, are appropriated to FY 2024-25 in their respective project budgets.
11.That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended as of June 30, 2024, are appropriated to FY 2024-25 in their
respective project budgets.
12.That all appropriations in the Operating Budget remaining unexpended as of June 30,
2024 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 2024-25.
13.That all appropriations for outstanding encumbrances as of June 30, 2024, are continued
into FY 2024-25 for such contracts or obligations.
June 18, 2024 Item #11 Page 23 of 625
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERRY F
(SEAL)
l�
June 18, 2024 Item #11 Page 24 of 625
Attachment A
SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2023
Fund July 1, 2023 Revenues Expenditures June 30, 2024 Fund Balance
General Fund 136,840,376$ *234,882,619$ 223,333,352$ 148,389,643$ *8.4%
Special Revenue Funds
Affordable Housing 14,360,256 1,264,318 364,206 15,260,368 6.3%
Agricultural Mitigation Fee 1,162,955 26,700 195,118 994,537 -14.5%
Buena Vista Channel Maintenance District 1,496,574 136,110 251,358 1,381,326 -7.7%
Citizens' Option for Public Safety 479,869 302,500 280,000 502,369 4.7%
Community Activity Grants 1,091,024 26,400 5,000 1,112,424 2.0%
Community Development Block Grant 216,543 986,965 970,000 233,508 7.8%
Continuum of Care - 232,972 232,972 - 0.0%
Cultural Arts Donations 321,857 42,900 179,350 185,407 -42.4%
Encampment Resolution Fund - 2,394,509 1,094,000 1,300,509 0.0%
Habitat Mitigation Fee 31 10,226 - 10,257 32987.1%
Library and Arts Endowments 259,331 6,300 6,000 259,631 0.1%
Library Gifts and Bequests 1,666,903 114,700 410,600 1,371,003 -17.8%
Lighting and Landscaping District 2 5,258,109 891,311 354,136 5,795,284 10.2%
Local Cable Infrastructure 701,326 285,000 568,020 418,306 -40.4%
Median Maintenance District 261,536 1,408,661 1,427,715 242,482 -7.3%
Opioid Settlement Fund 353,033 7,900 15,000 345,933 -2.0%
Parking In Lieu Fee 1,108,168 25,900 - 1,134,068 2.3%
Permanent Local Housing Allocation - 696,260 310,319 385,941 0.0%
Police Asset Forfeiture 193,192 176,756 72,783 297,165 53.8%
Public Safety Grants (70,799) 290,857 456,680 (236,622) 234.2%
Recreation Donations 310,317 34,100 52,570 291,847 -6.0%
Rental Assistance 70,824 12,227,649 12,205,365 93,108 31.5%
Senior Donations 285,400 27,000 23,238 289,162 1.3%
Street Lighting Maintenance District 2,699,003 1,057,508 1,202,937 2,553,574 -5.4%
Street Tree Maintenance District 176,929 1,012,481 924,191 265,219 49.9%
Tyler Court Apartments 98,725 694,895 730,800 62,820 -36.4%
Total Special Revenue Funds 32,501,106 24,380,878 22,332,358 34,549,626 6.3%
Enterprise Funds
Water Operations 30,483,929 47,550,996 55,109,813 22,925,112 -24.8%
Recycled Water Operations 1,458,836 9,721,597 10,938,070 242,363 -83.4%
Wastewater Operations 15,067,417 22,675,900 24,180,157 13,563,160 -10.0%
Solid Waste Management 10,548,683 3,411,529 5,367,260 8,592,952 -18.5%
Golf Course 5,180,742 11,004,778 9,304,598 6,880,922 32.8%
Total Enterprise Funds 62,739,607 94,364,800 104,899,898 52,204,509 -16.8%
Internal Service Funds
Workers' Compensation 209,638 8,416,210 5,161,119 3,464,729 1552.7%
Risk Management (3,847,278) 12,247,660 6,726,887 1,673,495 -143.5%
Vehicle Maintenance 883,513 3,646,563 3,805,991 724,085 -18.0%
Vehicle Replacement 20,879,291 4,654,734 3,045,488 22,488,537 7.7%
Information Technology 9,377,219 17,317,111 17,357,258 9,337,072 -0.4%
Total Internal Service Funds 27,502,383 46,282,278 36,096,743 37,687,918 37.0%
Successor Agency Housing Trust Fund 1,131,055 44,618 1,008,833 166,840 -85.3%
Total Operating Funds 260,714,527$ 399,955,193$ 387,671,184$ 272,998,536$ 4.7%
*For the General Fund only, this represents unassigned fund balance.
June 18, 2024 Item #11 Page 25 of 625
SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2024
Fund June 30, 2024 Revenues Budget June 30, 2025 Fund Balance
General Fund 148,389,643$ *239,061,383$ 238,468,445$ 148,982,581$ *0.4%
Special Revenue Funds
Affordable Housing 15,260,368 706,860 631,917 15,335,311 0.5%
Agricultural Mitigation Fee 994,537 26,060 - 1,020,597 2.6%
Buena Vista Channel Maintenance District 1,381,326 137,290 195,245 1,323,371 -4.2%
Citizens' Option for Public Safety 502,369 295,190 295,830 501,729 -0.1%
Community Activity Grants 1,112,424 27,990 30,000 1,110,414 -0.2%
Community Development Block Grant 233,508 583,215 548,215 268,508 15.0%
Continuum of Care - 235,280 - 235,280 0.0%
Cultural Arts Donations 185,407 7,230 127,000 65,637 -64.6%
Encampment Resolution Fund 1,300,509 37,190 - 1,337,699 2.9%
Habitat Mitigation Fee 10,257 250 - 10,507 2.4%
Library and Arts Endowments 259,631 6,650 6,000 260,281 0.3%
Library Gifts and Bequests 1,371,003 41,690 455,903 956,790 -30.2%
Lighting and Landscaping District 2 5,795,284 912,480 367,500 6,340,264 9.4%
Local Cable Infrastructure 418,306 285,940 506,862 197,384 -52.8%
Median Maintenance District 242,482 1,378,180 1,409,906 210,756 -13.1%
Opioid Settlement Fund 345,933 111,609 103,059 354,483 2.5%
Parking In Lieu Fee 1,134,068 27,080 57,120 1,104,028 -2.7%
Permanent Local Housing Allocation 385,941 466,244 - 852,185 120.8%
Police Asset Forfeiture 297,165 7,770 95,000 209,935 -29.4%
Public Safety Grants (236,622) 457,898 169,950 51,326 -121.7%
Recreation Donations 291,847 34,440 81,200 245,087 -16.0%
Rental Assistance 93,108 13,227,900 13,319,728 1,280 -98.6%
Senior Donations 289,162 27,500 33,500 283,162 -2.1%
Street Lighting Maintenance District 2,553,574 1,069,780 1,176,445 2,446,909 -4.2%
Street Tree Maintenance District 265,219 980,200 1,024,573 220,846 -16.7%
Tyler Court Apartments 62,820 761,949 652,310 172,459 174.5%
Total Special Revenue Funds 34,549,626 21,853,865 21,287,263 35,116,228 1.6%
Enterprise Funds
Water Operations 22,925,112 50,085,356 58,158,391 14,852,077 -35.2%
Recycled Water Operations 242,363 11,121,779 10,814,449 549,693 126.8%
Wastewater Operations 13,563,160 25,890,480 33,253,062 6,200,578 -54.3%
Solid Waste Management 8,592,952 3,447,940 5,544,246 6,496,646 -24.4%
Golf Course 6,880,922 11,343,000 10,762,000 7,461,922 8.4%
Total Enterprise Funds 52,204,509 101,888,555 118,532,148 35,560,916 -31.9%
Internal Service Funds
Workers' Compensation 3,464,729 14,511,420 5,988,115 11,988,034 246.0%
Risk Management 1,673,495 7,970,610 7,397,470 2,246,635 34.3%
Vehicle Maintenance 724,085 4,062,754 4,012,861 773,978 6.9%
Vehicle Replacement 22,488,537 7,217,461 4,598,574 25,107,424 11.7%
Information Technology 9,337,072 19,377,057 18,705,537 10,008,592 7.2%
Total Internal Service Funds 37,687,918 53,139,302 40,702,557 50,124,663 33.0%
Successor Agency Housing Trust Fund 166,840 5,380 10,000 162,220 -2.8%
Total Operating Funds 272,998,536$ 415,948,485$ 419,000,413$ 269,946,608$ -1.1%
* For the General Fund only, this represents unassigned fund balance.
June 18, 2024 Item #11 Page 26 of 625
Attachment A2
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
General Fund
Taxes
Property Tax 87,209,996$ 91,773,714$ 94,901,892$ 3.4% 3,128,178$
Sales Tax 56,186,707 58,899,752 59,382,534 0.8%482,782
Transient Occupancy Tax 34,280,239 34,776,940 34,776,940 0.0%-
Franchise Tax 7,833,845 8,554,123 8,883,315 3.9%329,192
Business License Tax 6,356,809 6,359,729 6,560,060 3.2%200,331
Transfer Tax 1,367,481 1,624,950 1,676,136 3.2%51,186
Total Taxes 193,235,077 201,989,208 206,180,877 2.1% 4,191,669
Intergovernmental
Homeowners Exemption 340,152 248,146 245,000 -1.3%(3,146)
Other Intergovernmental 2,055,728 957,466 684,000 -28.6% (273,466)
Total Intergovernmental 2,395,880 1,205,612 929,000 -22.9% (276,612)
Licenses and Permits
Building Permits 2,201,438 2,000,000 2,400,000 20.0%400,000
Other Licenses and Permits 985,067 905,261 973,500 7.5%68,239
Total Licenses And Permits 3,186,505 2,905,261 3,373,500 16.1%468,239
Charges for Services
Planning Fees 593,890 773,500 817,000 5.6%43,500
Building Department Fees 950,200 702,500 920,000 31.0%217,500
Engineering Fees 990,363 690,000 872,000 26.4%182,000
Ambulance Fees 4,368,825 7,225,000 7,650,000 5.9%425,000
Recreation Fees 3,127,197 3,488,050 3,459,066 -0.8%(28,984)
Other Charges or Fees 1,335,412 1,667,060 1,690,500 1.4%23,440
Total Charges For Services 11,365,887 14,546,110 15,408,566 5.9%862,456
Fines and Forfeitures 402,946 352,550 351,700 -0.2%(850)
Income from Investments and Property 7,081,788 7,297,532 7,041,490 -3.5% (256,042)
Interdepartmental Charges 5,991,590 6,091,266 5,427,750 -10.9% (663,516)
Other Revenue Sources 2,199,856 495,080 348,500 -29.6% (146,580)
Total General Fund 225,859,529$ 234,882,619$ 239,061,383$ 1.8% 4,178,764$
* Interest is calculated on an amortized cost basis.
June 18, 2024 Item #11 Page 27 of 625
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds
Affordable Housing
Affordable Housing Fees 247,078$ 497,506$ 247,000$ -50.4% (250,506)$
Property Tax - - - 0.0%-
Interest Income 787,261 756,678 454,860 -39.9% (301,818)
Other Revenue 50,913 10,134 5,000 -50.7%(5,134)
Total Affordable Housing 1,085,252 1,264,318 706,860 -44.1% (557,458)
Agricultural Mitigation Fee
Agricultural Mitigation Fees - - - 0.0%-
Interest Income 14,587 26,700 26,060 -2.4%(640)
Total Agriculutural Mitigation Fee 14,587 26,700 26,060 -2.4%(640)
Buena Vista Channel Maintenance
Assessment Fees 82,037 100,000 100,000 0.0%-
Interest Income 14,943 36,110 37,290 3.3%1,180
Total Buena Vista Channel Maintenance 96,980 136,110 137,290 0.9%1,180
Citizens' Option for Public Safety
State Funding (AB3229)294,013 290,000 280,000 -3.5%(10,000)
Interest Income 375 12,500 15,190 21.5%2,690
Total Citizens' Option For Public Safety 294,388 302,500 295,190 -2.4%(7,310)
Community Activity Grants
Interest Income 11,861 26,400 27,990 6.0%1,590
Total Community Activity Grants 11,861 26,400 27,990 6.0%1,590
Community Development Block Grant
Federal Grant 508,874 545,490 548,215 0.5%2,725
Interest Income 126,844 12,269 5,000 -59.3%(7,269)
Other Revenue 503,972 429,206 30,000 -93.0% (399,206)
Total Community Dev. Block Grant 1,139,690 986,965 583,215 -40.9% (403,750)
Continuum of Care
Federal Grant - 232,972 235,280 1.0%2,308
Total Cultural Arts Donations - 232,972 235,280 1.0%2,308
Cultural Arts Donations
Donations 25,000 35,000 - -100.0%(35,000)
Interest Income 5,014 7,900 7,230 -8.5%(670)
Total Cultural Arts Donations 30,014 42,900 7,230 -83.2%(35,670)
June 18, 2024 Item #11 Page 28 of 625
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds - Continued
Encamptment Resolution Fund
State Grant - 2,358,409 - -100.0% (2,358,409)
Interest Income - 36,100 37,190 3.0%1,090
Total Community Dev. Block Grant - 2,394,509 37,190 -98.5% (2,357,319)
Habitat Mitigation Fee
Mitigation Fees 57,082 10,126 - -100.0%(10,126)
Interest Income 744 100 250 150.0%150
Total Habitat Mitigation Fee 57,826 10,226 250 -97.6%(9,976)
Library And Arts Endowment Fund
Interest Income 2,971$ 6,300$ 6,650$ 5.6%350$
Total Library And Arts Endowment Fund 2,971 6,300 6,650 5.6%350
Library Gifts/Bequests
Gifts and Bequests 210,859 74,000 - -100.0%(74,000)
Interest Income 19,895 40,700 41,690 2.4%990
Total Library Gifts/Bequests 230,754 114,700 41,690 -63.7%(73,010)
Lighting And Landscaping District 2
Assessment Fees 695,133 761,100 775,700 1.9%14,600
Interest Income 35,857 130,211 136,780 5.0%6,569
Total Lighting And Landscaping Dist. 2 730,990 891,311 912,480 2.4%21,169
Local Cable Infrastructure Fund
Cable Fees 284,652 275,000 275,000 0.0%-
Interest Income 12,653 10,000 10,940 9.4%940
Total Local Cable Infrastructure Fund 297,305 285,000 285,940 0.3%940
Median Maintenance
Assessment Fees 348,486 365,000 365,000 0.0%-
Other 932,346 1,043,661 1,013,180 -2.9%(30,481)
Total Median Maintenance 1,280,832 1,408,661 1,378,180 -2.2%(30,481)
Opioid Settlement Fund
Settlements - - 103,059 0.0%103,059
Other Revenue (9,874) 7,900 8,550 8.2%650
Total Opioid Settlement (9,874) 7,900 111,609 1312.8%103,709
Parking In Lieu
Parking In Lieu Fees - - - 0.0%-
Interest Income 14,577 25,900 27,080 4.6%1,180
Total Parking In Lieu 14,577 25,900 27,080 4.6%1,180
Permanent Local Housing Allocation
State Grant - 696,260 466,244 -33.0% (230,016)
Total Police Grants - 696,260 466,244 -33.0% (230,016)
Police Asset Forfeiture
Asset Forfeitures - 171,056 - -100.0% (171,056)
Interest Income 4,640 5,700 7,770 36.3%2,070
Total Police Asset Forfeiture 4,640 176,756 7,770 -95.6% (168,986)
June 18, 2024 Item #11 Page 29 of 625
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds - Continued
Public Safety Grants
Federal Grant 157,698 250,337 287,948 15.0%37,611
State Grant 24,170 40,520 169,950 319.4%129,430
Total Police Grants 181,868 290,857 457,898 57.4%167,041
Recreation Donations
Donations 62,489 26,600 26,600 0.0%-
Interest Income 3,189 7,500 7,840 4.5%340
Total Recreation Donations 65,678 34,100 34,440 1.0%340
Rental Assistance
Federal Grant 8,948,915$ 10,091,706$ 10,519,083$ 4.2%427,377$
Other Revenue 1,779,737 2,135,943 2,708,817 26.8%572,874
Total Rental Assistance 10,728,652 12,227,649 13,227,900 8.2% 1,000,251
Senior Donations
Donations 6,628 5,000 5,000 0.0%-
Other Revenue 13,915 15,000 15,000 0.0%-
Interest Income 4,215 7,000 7,500 7.1%500
Total Senior Donations 24,758 27,000 27,500 1.9%500
Street Lighting
Assessment Fees 738,313 740,000 740,000 0.0%-
Other Revenue 200,312 254,750 259,400 1.8%4,650
Interest Income 29,109 62,758 70,380 12.2%7,622
Total Street Lighting 967,734 1,057,508 1,069,780 1.2%12,272
Street Tree Maintenance
Assessment Fees 470,928 470,000 470,000 0.0%-
Other Revenue 436,065 542,481 510,200 -6.0%(32,281)
Total Street Tree Maintenance 906,993 1,012,481 980,200 -3.2%(32,281)
Tyler Court Apartments
Rental Income 676,682 689,010 757,017 9.9%68,007
Other Revenue 187,863 5,885 4,932 -16.2%(953)
Total Tyler Court Apartments 864,545 694,895 761,949 9.7%67,054
Total Special Revenue Funds 19,023,021$ 24,380,878$ 21,853,865$ -10.4% (2,527,013)$
June 18, 2024 Item #11 Page 30 of 625
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Enterprise Funds
Water Operations
Water Sales 24,824,736$ 29,000,000$ 30,900,000$ 6.6% 1,900,000$
Ready-to-Serve charge 13,555,227 13,700,000 14,100,000 2.9%400,000
Property Tax 5,108,843 2,811,856 3,105,800 10.5%293,944
New Account Charges 94,990 110,064 110,000 -0.1%(64)
Back-Flow Program Fees 168,414 168,800 170,000 0.7%1,200
Penalty Fees 360,513 377,200 378,500 0.3%1,300
Interest Income 627,447 733,976 660,456 -10.0%(73,520)
Engineering Overhead 147,357 150,000 156,000 4.0%6,000
Service Connection Fees 27,947 34,600 35,000 1.2%400
Other Revenue 2,395,251 464,500 469,600 1.1%5,100
Total Water Operations 47,310,725 47,550,996 50,085,356 5.3% 2,534,360
Recycled Water Operations
Water Sales 5,672,065 6,500,000 7,400,000 13.9%900,000 Ready-to-Serve charge 1,357,703 1,400,000 1,450,000 3.6%50,000
Property Tax - 1,703,964 1,878,000 10.2%174,036 Interest Income 127,903 (258,549) 2,000 -100.8%260,549
Other Revenue 359,817 376,182 391,779 4.2%15,597
Total Recycled Water Operations 7,517,488 9,721,597 11,121,779 14.4% 1,400,182
Wastewater Operations
Service Charges 19,484,190 22,000,000 25,200,000 14.6% 3,200,000
Misc. Sewer 5,821 6,000 6,000 0.0%-
Engineering Overhead 131,964 180,000 187,200 4.0%7,200
Penalty Fees 126,455 138,000 135,000 -2.2%(3,000)
Interest Income 121,420 279,900 288,780 3.2%8,880
Other Revenue 811,083 72,000 73,500 2.1%1,500
Total Wastewater Operations 20,680,933 22,675,900 25,890,480 14.2% 3,214,580
Solid Waste Management
Recycling Fees (AB939)878,003 846,000 860,000 1.7%14,000
Penalty Fees 1,461 - - 0.0%-
Trash Surcharge 1,365,561 1,375,000 1,400,000 1.8%25,000
Interest Income 226,378 234,500 221,440 -5.6%(13,060)
Other Revenue 1,094,313 956,029 966,500 1.1%10,471
Total Solid Waste Management 3,565,716 3,411,529 3,447,940 1.1%36,411
Golf Course Operations
Charges for Services 10,966,531 10,781,677 11,134,000 3.3%352,323
Interest Income (38,049) 138,300 122,000 -11.8%(16,300)
Other Revenue 106,093 84,801 87,000 2.6%2,199
Total Golf Course Operations 11,034,575 11,004,778 11,343,000 3.1%338,222
Total Enterprise Funds 90,109,437$ 94,364,800$ 101,888,555$ 8.0% 7,523,755$
June 18, 2024 Item #11 Page 31 of 625
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Internal Service Funds
Workers' Compensation
Interdepartmental Charges 5,173,980$ 5,908,510$ 6,883,620$ 16.5%975,110$
Interest Income (187,710) 557,700 627,800 12.6%70,100
Other Revenue 7,622,896 1,950,000 7,000,000 259.0% 5,050,000
Total Workers' Compensation 12,609,166 8,416,210 14,511,420 72.4% 6,095,210
Risk Management
Interdepartmental Charges 3,889,896 7,069,660 7,746,820 9.6%677,160
Interest Income 103,181 124,000 179,790 45.0%55,790
Other Revenue 1,057,017 5,054,000 44,000 -99.1% (5,010,000)
Total Risk Management 5,050,094 12,247,660 7,970,610 -34.9% (4,277,050)
Vehicle Maintenance
Interdepartmental Charges 3,175,057 3,605,863 3,998,114 10.9%392,251
Interest Income (29,190) 19,700 20,640 4.8%940
Other Revenue 1,442,228 21,000 44,000 109.5%23,000
Total Vehicle Maintenance 4,588,095 3,646,563 4,062,754 11.4%416,191
Vehicle Replacement
Interdepartmental Charges 3,637,176 3,948,539 5,947,531 50.6% 1,998,992
Interest Income 119,778 510,600 559,930 9.7%49,330
Other Revenue 394,839 195,595 710,000 263.0%514,405
Total Vehicle Replacement 4,151,793 4,654,734 7,217,461 55.1% 2,562,727
Information Technology
Interdepartmental Charges 16,406,796 17,123,775 19,149,027 11.8% 2,025,252
Interest Income 26,897 189,700 228,030 20.2%38,330
Other Revenue 1,049,123 3,636 - -100.0%(3,636)
Total Information Technology 17,482,816 17,317,111 19,377,057 11.9% 2,059,946
Total Internal Service Funds 43,881,964$ 46,282,278$ 53,139,302$ 14.8% 6,857,024$
Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 949,059 - - 0.0%-
Interest Income 116,535 44,618 5,380 -87.9%(39,238)
Total Successor Agency Housing Fund 1,065,594 44,618 5,380 -87.9%(39,238)
Total Trust Funds 1,065,594$ 44,618$ 5,380$ -87.9%(39,238)$
Total Operating Funds 379,939,545$ 399,955,193$ 415,948,485$ 4.0% 15,993,292$
June 18, 2024 Item #11 Page 32 of 625
Attachment A3
SCHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund
Policy And Leadership Group
City Council 534,144$ 591,632$ 575,508$ 607,078$ 599,047$ -1.3%
City Attorney 2,081,883 1,907,521 2,114,096 2,115,596 2,179,705 3.0%
City Clerk 1,296,312 1,273,114 1,286,920 1,274,455 1,273,604 -0.1%
City Manager 2,013,122 2,045,614 2,145,973 2,184,823 2,105,683 -3.6%
City Treasurer 243,289 147,911 207,750 279,149 279,522 0.1%
Communication & Engagement 2,037,551 2,385,710 2,124,244 1,953,098 2,010,091 2.9%
Total Policy And Leadership Group 8,206,301 8,351,502 8,454,491 8,414,199 8,447,652 0.4%
Administrative Services
Administration 706,556 726,297 740,750 784,107 796,196 2%
Finance 5,623,094 5,396,772 5,500,000 5,323,368 5,631,964 5.8%
Human Resources 4,388,148 4,513,351 4,887,105 5,029,995 5,136,218 2.1%
Innovation & Economic Development 1,334,163 2,392,664 2,807,000 2,608,489 891,866 -65.8%
Total Administrative Services 12,051,961 13,029,084 13,934,855 13,745,959 12,456,244 -9.4%
Community Services
Community Services Administration 663,579 646,731 625,000 585,411 592,261 1.2%
Community Development 12,064,408 14,220,499 10,019,000 11,012,958 10,998,825 -0.1%
Housing & Homeless Services - - 2,126,155 2,765,195 3,232,287 17%
Library & Cultural Arts 13,024,082 13,290,637 12,449,605 13,637,285 14,522,844 6.5%
Parks & Recreation 19,251,458 20,813,176 21,730,303 21,055,565 22,759,082 8.1%
Total Community Services 45,003,527 48,971,043 46,950,063 49,056,414 52,105,299 6.2%
Public Safety
Fire 33,684,622 35,261,847 41,477,000 37,882,886 41,793,630 10.3%
Police 50,824,125 51,115,854 59,588,010 55,615,155 60,193,850 8.2%
Total Public Safety 84,508,747 86,377,701 101,065,010 93,498,041 101,987,480 9.1%
Public Works
Public Works Administration 1,760,326 1,442,021 1,530,409 1,562,272 1,533,038 -1.9%
Construction Management & Inspection 2,909,255 3,092,730 2,910,543 3,257,906 3,068,292 -5.8%
Environmental Sustainability 1,238,207 1,205,943 1,130,727 1,178,783 1,210,630 2.7%
Fleet & Facilities 6,297,998 6,812,114 7,432,121 7,497,115 7,191,930 -4.1%
Transportation 8,048,352 10,028,265 10,306,133 9,732,215 10,741,202 10.4%
Total Public Works 20,254,138 22,581,073 23,309,933 23,228,291 23,745,092 2.2%
Miscellaneous Non-Departmental Expenditures
Community Contributions & Village trenching - - - 5,220,000 - -100.0%
COVID-related 177,677 40,842 44,000 - - -
Dues & Subscriptions 75,069 77,746 80,000 80,000 90,000 12.5%
Legal Services 519,683 540,090 300,000 750,000 750,000 0.0%
Other Miscellaneous Expenditures 50,787 52,277 60,000 100,000 100,000 0.0%
Personnel Related 155,595 122,499 130,000 1,637,000 1,900,000 16.1%
Professional Services 33,980 44,148 45,000 39,700 39,000 -1.8%
Property Tax & Other Administration 725,588 764,180 750,000 750,000 800,000 6.7%
Vacancy savings - - - (2,000,000) (2,000,000) 0.0%
Total Miscellaneous Non-Departmental Expenditures 1,738,379 1,641,782 1,409,000 6,576,700 1,679,000 -74.5%
June 18, 2024 Item #11 Page 33 of 625
SCHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 13,283,056$ 3,956,000$ 11,600,000$ 11,600,000$ 18,579,226$ 0.0%
Transfer to Infrastructure Replacement Fund 283,000 3,956,000 4,200,000 4,200,000 4,779,226 0.0%
Transfer to Technology Investment Capital Fund 10,656,000 3,956,000 4,200,000 4,200,000 4,779,226 0.0%
Transfer To LLD#1 (Medians & Trees)1,390,000 1,400,000 1,570,000 1,570,000 1,500,000 0.0%
Transfer To Storm Water Program 322,000 332,000 340,000 340,000 350,000 0.0%
Transfer to Fleet Maintenance - 1,400,000 - - - -
Transfer to Fleet Replacement - - - - 560,000 -
Transfer to Risk Management - 1,000,000 5,000,000 - - -100.0%
Transfer to Workers' Compensation Fund - 8,208,252 1,300,000 - 7,000,000 -100.0%
Other Miscellaneous Transfers 993,748 - - - - -
Total Transfers 26,927,804 24,208,252 28,210,000 21,910,000 37,547,678 71.4%
Total Miscellaneous Non-Departmental 28,666,183 25,850,034 29,619,000 28,486,700 39,226,678 37.7%
Subtotal General Fund 198,690,857 205,160,437 223,333,352 216,429,604 237,968,445 10.0%
Contingencies - - - 500,000 500,000 0.0%
Total General Fund 198,690,857$ 205,160,437$ 223,333,352$ 216,929,604$ 238,468,445$ 9.9%
Special Revenue Funds
Affordable Housing 237,513$ 542,229$ 364,206$ 668,530$ 631,917$ -5.5%
Agricultural Mitigation Fee - 38,220 195,118 - - -
Buena Vista Channel Maintenance 75,104 127,686 251,358 195,245 195,245 0.0%
Citizens' Option For Public Safety 181,912 203,884 280,000 295,298 295,830 0.2%
Community Activity Grants - - 5,000 30,000 30,000 0.0%
Community Development Block Grant 1,429,464 2,298,679 970,000 702,305 548,215 -21.9%
Continuum of Care - - 232,972 - - -
Cultural Arts Donations 37,840 42,228 179,350 148,750 127,000 -14.6%
Encampment Resolution Fund - - 1,094,000 - - -
Flower Fields Grant Program - - - - - -
Habitat Mitigation Fee 14,535 22,365 - - - -
Library And Arts Endowment Fund 480 2,947 6,000 6,000 6,000 0.0%
Library Gifts/Bequests 137,515 256,481 410,600 462,785 455,903 -1.5%
Lighting And Landscaping District 2 258,171 298,032 354,136 367,500 367,500 0.0%
Local Cable Infrastructure Fund 403,843 402,240 568,020 538,956 506,862 -6.0%
Median Maintenance 1,067,645 1,333,680 1,427,715 1,396,580 1,409,906 1.0%
Opioid Settlement Fund - - 15,000 21,466 103,059 380.1%
Parking In Lieu 49,674 53,000 - 56,000 57,120 2.0%
Permanent Local Housing Allocation - - 310,319 1,119,126 - -100.0%
Police Asset Forfeiture 12,228 51,086 72,783 75,000 95,000 26.7%
Public Safety Grants 78,602 270,205 456,680 - 169,950 -
Recreation Donations 38,755 59,193 52,570 81,200 81,200 0.0%
Rental Assistance 10,081,418 10,854,742 12,205,365 11,339,700 13,319,728 17.5%
Senior Donations 37,796 39,128 23,238 33,500 33,500 0.0%
Street Lighting 927,419 977,401 1,202,937 1,100,077 1,176,445 6.9%
Street Tree Maintenance 816,583 985,124 924,191 1,004,763 1,024,573 2.0%
Tyler Court Apartments 915,040 893,040 730,800 604,523 652,310 7.9%
Total Special Revenue Funds 16,801,537$ 19,751,590$ 22,332,358$ 20,247,304$ 21,287,263$ 5.1%
June 18, 2024 Item #11 Page 34 of 625
SCHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
Enterprise Funds
Water Operations 44,316,249$ 47,094,688$ 55,109,813$ 54,759,803$ 58,158,391$ 6.2%
Recycled Water Operations 9,782,992 10,188,608 10,938,070 11,849,122 10,814,449 -8.7%
Wastewater Operations 12,909,801 15,832,059 24,180,157 23,068,138 33,253,062 44.2%
Solid Waste Management 4,744,618 5,629,980 5,367,260 5,950,634 5,544,246 -6.8%
Golf Course Operations 8,345,328 9,162,350 9,304,598 10,121,000 10,762,000 6.3%
Total Enterprise Funds 80,098,988$ 87,907,685$ 104,899,898$ 105,748,697$ 118,532,148$ 12.1%
Internal Service Funds
Workers' Compensation 6,980,247$ 13,491,907$ 5,161,119$ 5,157,892$ 5,988,115$ 16.1%
Risk Management 4,519,731 8,711,568 6,726,887 6,718,232 7,397,470 10.1%
Vehicle Maintenance 3,521,566 3,924,184 3,805,991 3,696,339 4,012,861 8.6%
Vehicle Replacement 3,756,451 1,645,175 3,045,488 1,068,564 4,598,574 330.4%
Information Technology 12,407,644 16,157,475 17,357,258 16,637,475 18,705,537 12.4%
Total Internal Service Funds 31,185,639$ 43,930,309$ 36,096,743$ 33,278,502$ 40,702,557$ 22.3%
Trust Funds
Successor Agency Housing Fund 1,020,799$ 1,021,473$ 1,008,833$ 1,059,500$ 10,000$ -99.1%
Total Trust Funds 1,020,799$ 1,021,473$ 1,008,833$ 1,059,500$ 10,000$ -99.1%
Total Operating Funds 327,797,820$ 357,771,494$ 387,671,184$ 377,263,607$ 419,000,413$ 11.1%
June 18, 2024 Item #11 Page 35 of 625
Attachment B
PROJECTED FUND BALANCES FOR FISCAL YEAR 2023-24
July 1, 2023 Projected June 30, 2024
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,426,548$ 45,759$ -$ - 1,472,307$
BTD#3 - Cannon Road West 535,136 12,730 -$ - 547,866
CFD #1 - Citywide 99,836,822 7,442,487 2,018,187 110,000$ 105,151,122
Gas Tax 14,732,298 3,508,516 4,645,141 - 13,595,673
Gas Tax (Road Maint. & Rehab Acct.)4,165,566 2,824,483 5,980,734 - 1,009,315
General Capital Const.38,509,731 12,628,670 6,112,453 - 45,025,948
Grants - Federal 3,224 8,000,000 1,165 - 8,002,059
Grants - State 21,982 7,249,989 2,249,989 - 5,021,982
Infrastructure Replacement 117,165,781 6,984,046 13,253,615 - 110,896,212
Other 2,048,272 58,863 959,647 - 1,147,488
Park Fee Zones 5,13,16, 17, 18 4,977,874 219,790 - - 5,197,664
Park-In-Lieu NE 4,816,469 112,544 654,304 - 4,274,709
Park-In-Lieu NW 2,620,200 1,698,075 1,101,363 - 3,216,912
Park-In-Lieu SE 1,787,398 323,044 46,255 - 2,064,187
Park-In-Lieu SW 1,149,918 1,254,180 - - 2,404,098
Planned Local Drainage Area A 1,086,314 31,114 30,632 - 1,086,796
Planned Local Drainage Area B 1,476,161 259,423 32,567 - 1,703,017
Planned Local Drainage Area C 1,687,795 63,117 29,807 - 1,721,105
Planned Local Drainage Area D 750,075 138,947 37,667 - 851,354
Public Facilities Fee 29,587,747 3,657,017 319,106 - 32,925,658
Sewer Connection 6,187,536 684,035 131,181 - 6,740,389
Sewer Replacement 18,203,374 10,512,237 8,869,773 - 19,845,838
Traffic Impact Fee 20,688,628 2,258,481 4,507,832 - 18,439,277
Transnet/Local 35,714,877 5,869,160 6,871,503 - 34,712,534
Water - Potable 37,499,302 1,504,953 10,790 - 38,993,465
Water - Recycled (9,485,067) 2,592,817 6,929,348 - (13,821,598)
Water Replacement - Potable 64,227,039 6,586,067 14,989,111 - 55,823,995
Water Replacement - Recycled 18,694,351 434,932 1,010,114 - 18,119,169
Total 520,115,352$ 86,955,476$ 80,792,287$ 110,000$ 526,168,541$
June 18, 2024 Item #11 Page 36 of 625
PROJECTED FUND BALANCES FOR FISCAL YEAR 2024-25
July 1, 2024 June 30, 2024 July 01, 2024 2024-25 June 30, 2025
Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,472,307$ - 383,035$ - 383,035$ 1,089,272$
BTD#3 - Cannon Road West 547,866 - - - - 547,866
CFD #1 - Citywide 105,151,122 2,125,151$ 68,731,658 (25,490,000)$ 43,241,658 64,034,614
Gas Tax 13,595,673 3,186,643 13,416,722 (2,157,352) 11,259,370 5,522,945
Gas Tax (Road Maint. & Rehab Acct.)1,009,315 2,935,648 906,683 3,030,000 3,936,683 8,280
General Capital Const.45,025,948 18,579,226 31,121,093 (1,668,431) 29,452,662 34,152,512
Grants - Federal 8,002,059 1,911,801 9,060,636 850,000 9,910,636 3,224
Grants - State 5,021,982 534,510 5,000,000 534,510 5,534,510 21,982
Infrastructure Replacement 110,896,212 4,979,226 32,908,525 14,117,345 47,025,870 68,849,568
Other 1,147,488 - 323,489 (323,489) 0 1,147,488
Park Fee Zones 5,13,16, 17, 18 5,197,664 2,000 - - - 5,199,664
Park-In-Lieu NE 4,274,709 - 349,317 425,000 774,317 3,500,392
Park-In-Lieu NW 3,216,912 1,642,816 3,253,072 1,403,000 4,656,072 203,656
Park-In-Lieu SE 2,064,187 313,432 547,121 - 547,121 1,830,498
Park-In-Lieu SW 2,404,098 929,488 219,562 - 219,562 3,114,024
Planned Local Drainage Area A 1,086,796 - 40,614 - 40,614 1,046,182
Planned Local Drainage Area B 1,703,017 158,391 18,706 - 18,706 1,842,702
Planned Local Drainage Area C 1,721,105 68,655 102,376 - 102,376 1,687,384
Planned Local Drainage Area D 851,354 20,442 18,397 - 18,397 853,399
Public Facilities Fee 32,925,658 1,959,790 4,611,030 - 4,611,030 30,274,418
Sewer Connection 6,740,389 634,863 5,497,842 2,016,000 7,513,842 (138,590)
Sewer Replacement 19,845,838 20,571,241 26,954,935 16,498,515 43,453,450 (3,036,370)
Traffic Impact Fee 18,439,277 2,885,562 18,371,699 (1,374,187) 16,997,512 4,327,327
Transnet/Local 34,712,534 5,849,095 27,459,537 6,635,126 34,094,663 6,466,966
Water - Potable 38,993,465 1,826,697 12,081,605 (8,208,000) 3,873,605 36,946,558
Water - Recycled (13,821,598) 15,387,825 1,157,044 350,000 1,507,044 59,182
Water Replacement - Potable 55,823,995 6,659,237 38,948,577 6,175,667 45,124,244 17,358,987
Water Replacement - Recycled 18,119,169 - 4,755,558 2,791,013 7,546,571 10,572,599
Total 526,168,541$ 93,161,738$ 306,238,833$ 15,604,717$ 321,843,550$ 297,486,729$
June 18, 2024 Item #11 Page 37 of 625
REVENUE PROJECTIONS SCHEDULE
2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 22,020$ (497,154)$ 2,800,034$ 45,759$ -
BTD#3 - Cannon Road West 949 (21,419) 5,526 12,730 -
CFD #1 - Citywide 2,286,479 (2,303,139) 2,869,873 7,442,487 2,125,151$
Gas Tax 2,733,074 2,195,851 3,047,442 3,508,516 3,186,643
Gas Tax (Road Maint. & Rehab Acct.)2,149,734 2,080,454 2,744,950 2,824,483 2,935,648
General Capital Const.4,654,470 13,296,442 4,268,091 12,628,670 18,579,226
Grants - Federal 256,529 34,140 39,772 8,000,000 1,911,801
Grants - State - - 21,982 7,249,989 534,510
Infrastructure Replacement 4,704,670 (4,498,884) 5,386,482 6,984,046 4,979,226
Other 4,643 (98,987) 36,564 58,863 -
Park Fee Zones 5,13,16, 17, 18 78,182 (195,275) 144,419 219,790 2,000
Park-In-Lieu NE 451,497 (92,752) 50,477 112,544 -
Park-In-Lieu NW 429,037 267,635 150,878 1,698,075 1,642,816
Park-In-Lieu SE 3,205 (55,340) 19,848 323,044 313,432
Park-In-Lieu SW 319,862 13,108 319,222 1,254,180 929,488
Planned Local Drainage Area A 27,489 (20,032) 100,215 31,114 -
Planned Local Drainage Area B 635,853 54,137 188,568 259,423 158,391
Planned Local Drainage Area C 2,779 (36,025) 89,879 63,117 68,655
Planned Local Drainage Area D 2,877 (12,992) 82,860 138,947 20,442
Public Facilities Fee 1,751,477 (556,423) 1,581,967 3,657,017 1,959,790
Sewer Connection 332,049 (159,776) 1,861,377 684,035 634,863
Sewer Replacement 4,390,568 3,959,756 5,394,289 10,512,237 20,571,241
Traffic Impact Fee 1,084,181 (399,069) 1,907,630 2,258,481 2,885,562
Transnet/Local 3,347,237 2,215,348 1,556,262 5,869,160 5,849,095
Water - Potable 713,234 (1,309,185) 793,135 1,504,953 1,826,697
Water - Recycled 59,190 - 1,590,853 2,592,817 15,387,825
Water Replacement - Potable 6,378,189 1,734,930 5,334,988 6,586,067 6,659,237
Water Replacement - Recycled 1,083,332 726,017 1,107,565 434,932 -
Total 58,741,652$ 37,901,545$ 43,495,147$ 86,955,476$ 93,161,738$
June 18, 2024 Item #11 Page 38 of 625
BUDGET EXPENDITURE SCHEDULE
2021-22 2022-23 2023-24 2024-25 2024-25 2024-25
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy 13,059,041.00 57,041$ -$ 383,035$ - 383,035$
BTD#3 - Cannon Road West - - - - - -
CFD #1 - Citywide 583,318$ 962,730 2,128,187 68,731,658 (25,490,000)$ 43,241,658
Gas Tax 2,595,882 1,984,349 4,645,141 13,416,722 (2,157,352) 11,259,370
Gas Tax (Road Maint. & Rehab Acct.)307,543 5,045,379 5,980,734 906,683 3,030,000 3,936,683
General Capital Const.12,606,427 10,306,345 6,112,453 31,121,093 (1,668,431) 29,452,662
Grants - Federal 26,669 49,535 1,165 9,060,636 850,000 9,910,636
Grants - State - 117,611 2,249,989 5,000,000 534,510 5,534,510
Infrastructure Replacement 6,701,080 7,293,771 13,253,615 32,908,525 14,117,345 47,025,870
Other 2,587 1,015,672 959,647 323,489 (323,489) 0
Park Fee Zones 5,13,16, 17, 18 - - - - - -
Park-In-Lieu NE - 34,379 654,304 349,317 425,000 774,317
Park-In-Lieu NW - 130,121 1,101,363 3,253,072 1,403,000 4,656,072
Park-In-Lieu SE 1,196 25,429 46,255 547,121 - 547,121
Park-In-Lieu SW - - - 219,562 - 219,562
Planned Local Drainage Area A 1,149 26,547 30,632 40,614 - 40,614
Planned Local Drainage Area B 77,250 252,941 32,567 18,706 - 18,706
Planned Local Drainage Area C 2,913 5,979 29,807 102,376 - 102,376
Planned Local Drainage Area D 12,358 7,130 37,667 18,397 - 18,397
Public Facilities Fee 2,635,240 1,304,479 319,106 4,611,030 - 4,611,030
Sewer Connection 611,405 3,031,587 131,181 5,497,842 2,016,000 7,513,842
Sewer Replacement 6,944,820 6,529,066 8,869,773 26,954,935 16,498,515 43,453,450
Traffic Impact Fee 2,806,082 1,903,324 4,507,832 18,371,699 (1,374,187) 16,997,512
Transnet/Local 1,922,954 3,256,939 6,871,503 27,459,537 6,635,126 34,094,663
Water - Potable 432,625 134,627 10,790 12,081,605 (8,208,000) 3,873,605
Water - Recycled 127,177 224,112 6,929,348 1,157,044 350,000 1,507,044
Water Replacement - Potable 1,467,222 2,223,068 14,989,111 38,948,577 6,175,667 45,124,244
Water Replacement - Recycled 2,531,036 400,567 1,010,114 4,755,558 2,791,013 7,546,571
Total 55,455,974$ 46,322,727$ 80,902,287$ 306,238,833$ 15,604,717$ 321,843,550$
June 18, 2024 Item #11 Page 39 of 625
Attachment B2
STRATEGIC PLAN PROJECTS
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6065 1 ADA Beach Access - Pine to Tamarack $375,000 ☑ $375,000 - ♦ $10,000,000 - - $10,750,000
6004 2,3 Avenida Encinas Coastal Rail Trail and Pedestrian Improvements $6,953,903 ♦ $3,000,000 - - - - $9,953,903
4013 1 Barrio Street Lighting $4,470,000 - ♦ $1,030,000 - - - $5,500,000
3896 1 Beach Access Repair and Upgrades - Pine Avenue to Tamarack $13,511,750 ♦ $2,500,000 - - - - $16,011,750
201904 2 Business Park Recreational Facility (Partial Funding) (Zone 5 Park) - - 🔎🔎 $1,500,000 - - - $1,500,000
6325 4 Camino De Los Coches and La Costa Avenue Intersection Control $350,000 - ♦ $2,000,000 - - - $2,350,000
6058 1 Carlsbad Boulevard and Tamarack Avenue Intersection Improvement $2,825,000 - - ☑ $300,000 ♦ $15,600,000 - $18,725,000
6097 1 Carlsbad Boulevard Pedestrian Improvement Project $1,647,488 - - - - - $1,647,488
201908 2 Carlsbad Boulevard Realignment - Manzano Drive to Island Way - 🔎🔎 $1,000,000 ☐ $1,000,000 - - - $2,000,000
201909 2 Carlsbad Boulevard Realignment - Manzano Drive to Island Way (RTCIP) - - - - - - $0
6069 1 Chestnut Complete Street I-5 to Railroad Project Study $85,000 ($85,000) - - - 🔎🔎 $250,000 $250,000
4008 Citywide City Hall Complex & Cole Library Replacement $1,028,105 - - - - ☐ $15,500,000 $16,528,105
6072 2 El Camino Real Widening - Poinsettia Lane to Camino Vida Roble $4,595,000 - - - - - $4,595,000
6051 4 El Camino Real Widening - Arenal Road to La Costa Avenue $8,700,000 - ♦ $2,000,000 - - - $10,700,000
6094 2 El Camino Real Widening - Sunny Creek to Jackspar $5,010,000 ♦ $600,000 - - - - $5,610,000
4093 2 Fire Station 7 $100,000 - - - - - $100,000
4714 2 Fleet Maintenance Refurbishment $3,470,100 ♦ $4,700,000 - - - - $8,170,100
4061 1 Grand Avenue Promenade $300,000 - - - - - $300,000
6075 1 Kelly Drive and Park Drive Complete Street Improvements $5,803,000 - ♦ $2,500,000 - - - $8,303,000
6076 4 La Costa Avenue Traffic Improvements $121,300 ($108,842) - - - - $12,458
4722 2 Maerkle Reservoir Solar Project $249,170 ☐ $232,000 - - - - $481,170
6034 2 Melrose Drive Right Turn Lane to West Bound Palomar Airport Road $911,000 ($728,286) ☑ $50,000 ♦ $100,000 - - $332,714
4724 1 Monroe Street Pool Replacement $4,810,764 - - - - - $4,810,764
3572 2 Orion Center $36,258,159 ☑ ($26,220,305) ♦ $46,150,000 - - - $56,187,854
6611 1 Park Drive Street and Drainage Improvement $5,082,439 - - - - - $5,082,439
4612 2,4 Pickleball Courts $300,000 ♦ $2,100,000 - - - - $2,400,000
4715 2 Police and Fire Headquarters Renovation $27,714,840 - - - - - $27,714,840
3801 2 Robertson Ranch Park Development (Partial Funding) $1,038,000 ☐ $425,000 - - - - $1,463,000
4753 3 Schulman Auditorium and Cannon Art Gallery $1,650,000 - - - - - $1,650,000
6031 2,3,4 South Carlsbad Coastline $2,779,026 ($1,074,321) - - - - $1,704,705
4611 4 Stagecoach Community Park Community Gardens $620,000 - - - - - $620,000
6082 1 State Street and Grand Avenue Road Improvements - - - - - ♦ $325,000 $325,000
4090 1 State Street Parking Lot Electric Vehicle Charging Stations $340,000 ♦ $150,000 - - - - $490,000
6104 Citywide Sustainable Mobility Plan Implementation Program $710,566 - - - - - $710,566
6054 2 Terramar Area Coastal Improvements $12,100,000 - ♦ $7,200,000 - - - $19,300,000
6070 Citywide Traffic Improvement Program $3,388,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 $5,388,000
6332 4 Traffic Signal - Maverick Way and Camino De Los Coches $490,000 ♦ $450,000 - - - - $940,000
6626 Citywide Trash Amendment Compliance Program $3,150,000 ♦ $1,350,000 ☑ $500,000 ♦ $2,585,000 ☑ $655,000 ♦ $3,077,000 $11,317,000
6103 1 Tyler Street Traffic Circulation $970,000 - - - - - $970,000
6083 Citywide Utility Undergrounding Program Study - - - - - - $0
June 18, 2024 Item #11 Page 40 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
STRATEGIC PLAN PROJECTS (CONTINUED)
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6019 1 Valley and Magnolia Complete Streets $5,058,206 ♦ $3,650,000 - - - - $8,708,206
201974 1 Valley Street Traffic Calming - - - - - ☑ $300,000 $300,000
4609 Citywide Veteran's Memorial Park (All Quadrants) $49,711,450 ♦ $5,800,000 - - - - $55,511,450
4015 1 Village and Barrio Traffic Circles $10,259,000 ♦ $1,825,000 ($4,000,000) - - - - $8,084,000
6089 1 Village Intelligent Parking Implementation - - - - - - $0
6105 1 Village Lighting - Carlsbad Village Drive from Harding Street to Ocean $600,000 ($599,855) - - - - $145
6108 1 Village Lighting - Gateway Lighting - - - - - - $0
2410 1 Village Lighting - Hospitality District - - - - - - $0
6109 1 Village Lighting - Pedestrian Lampposts Oak Avenue - - - - - - $0
6110 1 Village Lighting - Pedestrian Lighting at Village Outskirts - - - - - - $0
4016 1 Village Lighting - State Street, Madison, Roosevelt, and Washington $1,103,853 ♦ $995,000 - - - - $2,098,853
6106 1 Village Lighting - Train Station Area $500,000 ($500,000) - - - - $0
Total $229,140,119 ($3,764,609) $64,330,000 $13,385,000 $16,655,000 $19,852,000
June 18, 2024 Item #11 Page 41 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
CRITICAL NEED PROJECTS
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project District ID Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6084 3 Assessment District 97-1 Maintenance $420,000 - - - - - $420,000
4726 2 Cannon Park Restroom $45,765 - - - - - $45,765
6112 1 Carlsbad Village Drive Reconfiguration $350,000 - ♦ $1,500,000 - - - $1,850,000
201913 Citywide Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - ☑ $700,000 $700,000
201916 1 Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - - - ☐ $250,000 $250,000
6098 1 Chestnut Underpass Public Art Project $400,000 - - - - - $400,000
6074 Citywide City Facility Safety and Parking Lot Lighting Assessment $2,110,000 - - - - - $2,110,000
3636 2 College Boulevard Extension $2,918,002 ($539,108) - - - ☐ $100,000 $2,478,894
201944 3 El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - $0
6634 Citywide Intelligent Traffic Control Devices $200,000 - - - - - $200,000
6628 1 Laguna Drive Storm Drain $256,000 - ☑ $1,000,000 - - - $1,256,000
2307 3 Leo Carrillo Ranch Park Phase 3B - - ☐ $540,000 ☑ $540,000 ♦ $1,484,000 - $2,564,000
6078 1 Ocean Street Reconfiguration Concepts Study - - - - - - $0
2310 2 Orion Complex Energy Storage - - - 🔎🔎 $250,000 - - $250,000
2504 3 Paseo Del Norte Pedestrian and Bike Improvements - ☑ $600,000 - - - - $600,000
6081 Citywide Roadway Slope Stabilization $780,000 🔎🔎 $500,000 - - - - $1,280,000
2524 Citywide Schools Traffic Safety Program - ☑ $1,100,000 - - - - $1,100,000
4085 2 South Shore Agua Hedionda Lagoon Trail $789,940 - - - - - $789,940
6040 Citywide Traffic Impact Fee Update $270,000 - - - - - $270,000
6637 Citywide Traffic Signal Cabinet Upgrades $180,000 ♦ $162,000 - - - - $342,000
6636 2,3,4 Traffic Signal Right Turn Overlaps $150,000 ♦ $135,000 - - - - $285,000
4610 2 Village H South Off Leash Dog Area and Trail Segment 5B $682,500 - - - - ♦ $1,400,000 $2,082,500
Total $9,552,207 $1,957,892 $3,040,000 $790,000 $1,484,000 $2,450,000
June 18, 2024 Item #11 Page 42 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
MAINTENANCE PROJECTS
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
Annual Allocation
4733 2 Alga Norte Park Modifications $1,024,000 $400,000 - - - - $1,424,000
4746 2 Calavera Hills Community Center Refurbishment $1,985,000 - - - - - $1,985,000
6063 3 Carlsbad Boulevard Emergency Repair $841,000 - - - - - $841,000
201912 1 Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing - - - - - $1,320,000 $1,320,000
4727 Citywide City Facility Accessibility Upgrades $500,000 - - - - - $500,000
6616 Citywide City Fire Stations Wash Water BMPs $280,000 - - - - - $280,000
6326 Citywide Coordinated Traffic Signal Program $4,383,979 - - - - - $4,383,979
6622 1 DMP Facility BFB-U (El Camino Real) $850,000 $150,000 $7,375,000 $50,000 $60,000 $70,000 $8,555,000
2501 1 Downtown Tile Replacement - $250,000 - - - - $250,000
6099 2 Faraday Avenue Improvements $275,000 $1,000,000 - - - - $1,275,000
4720 2 Faraday Center Refurbishment $3,154,380 - - - - - $3,154,380
2508 2 Fire Station 5 Renovation - $150,000 $2,000,000 - - - $2,150,000
4747 2 Fleet Fuel Island Upgrade $4,063,800 $400,000 $400,000 $100,000 - - $4,963,800
2502 2 Flower Fields Overlook Sidewalk Replacement - $250,000 - - - - $250,000
2509 Citywide Green Paint Maintenance - $250,000 $150,000 $250,000 $150,000 $250,000 $1,050,000
6087 Citywide Guardrail Replacement and Improvement Study $150,000 - - - - - $150,000
4708 1 Harding Center Refurbishment $610,000 $200,000 - - - - $810,000
4728 1 Hosp Grove Park Improvements $2,904,000 $1,403,000 - - - - $4,307,000
6606 1 Kelly Drive Channel Repair $1,541,000 $2,100,000 - - - - $3,641,000
2517 4 La Costa Avenue Box Culvert Cleaning - $275,000 - - - - $275,000
4752 2 Las Palmas Roof Replacement $500,000 - - - - - $500,000
2507 1 Magee Park Building Restoration - $200,000 - - - - $200,000
6614 4 Marca Place Drainage Improvements $65,000 - - - - - $65,000
2519 Citywide Parks Maintenance Program - $2,147,000 $4,085,000 $1,942,000 $2,073,000 $1,779,000 $12,026,000
2505 2 Police and Fire HQ Parking Lot and Exterior Improvements - $120,000 - - - - $120,000
6088 4 Rancho Santa Fe Trail Slope Improvements $350,000 - - - - - $350,000
6079 Citywide Roadway Improvements - Coastal Area Analysis and Implementation $200,000 - - - - - $200,000
4738 1 Senior Center Repairs and Roof Replacement $3,158,000 - - - - - $3,158,000
4754 1 Senior Center Security Fencing $78,000 $222,000 - - - - $300,000
4742 4 Stagecoach Park Synthetic Turf Replacement $2,200,000 $496,000 - - - - $2,696,000
2521 2 Synthetic Turf Replacement - Alga Norte - - $2,298,000 - - - $2,298,000
2522 2 Synthetic Turf Replacement - Aviara - - $1,960,000 - - - $1,960,000
2523 1 Synthetic Turf Replacement - Pine - - - $1,955,000 - - $1,955,000
2520 3 Synthetic Turf Replacement - Poinsettia - $1,800,000 - - - - $1,800,000
6003 Citywide Traffic Monitoring Program $1,945,415 $170,000 $400,000 $400,000 $400,000 $400,000 $3,715,415
6107 2 Trieste Slope Repair Project $3,317,600 - - - - - $3,317,600
Non-Recurring
6049 Citywide ADA Improvement Program $3,330,000 $715,000 $375,000 $715,000 $175,000 $820,000 $6,130,000
6629 2 Agua Hedionda Creek Maintenance $293,000 $130,000 $145,000 $155,000 $168,000 $181,000 $1,072,000
June 18, 2024 Item #11 Page 43 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
MAINTENANCE PROJECTS (CONTINUED)
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6066 Citywide Bridge Preventative Maintenance Program $2,977,511 $700,000 $900,000 $900,000 $950,000 $950,000 $7,377,511
6619 1 Buena Vista Creek Concrete Channel Maintenance at El Camino Real $2,643,000 $375,000 $100,000 $600,000 $40,000 $150,000 $3,908,000
6608 1 Citywide Drainage Improvement Program $11,972,094 $2,200,000 $500,000 $750,000 $400,000 $830,000 $16,652,094
6092 Citywide Citywide Street Lighting Program $150,000 - - - - - $150,000
6093 Citywide Citywide Thermoplastic Pavement Markings $50,000 $150,000 $150,000 $150,000 $150,000 $150,000 $800,000
6013 Citywide Concrete Repair/Replacement Program $5,100,000 $840,000 $870,000 $910,000 $960,000 $1,010,000 $9,690,000
6624 1 Headwall Replacement Program $510,000 $300,000 $345,000 $415,000 $485,000 $555,000 $2,610,000
5049 2 Lake Calavera Reservoir Maintenance $581,001 $150,000 $50,000 $50,000 $50,000 $50,000 $931,001
4723 Citywide Miscellaneous City Building Improvements $2,015,000 $150,000 $150,000 $150,000 $150,000 $150,000 $2,765,000
6052 Citywide Parking Lot Maintenance Program $1,720,000 $550,000 $160,000 $700,000 $175,000 $850,000 $4,155,000
6001 Citywide Pavement Management Program $58,349,890 $10,000,000 $7,350,000 $7,850,000 $8,450,000 $9,050,000 $101,049,890
6037 Citywide Retroreflectivity Sign Replacement Program $1,000,000 $150,000 $70,000 $120,000 $120,000 $120,000 $1,580,000
6002 Citywide Sidewalk/Street Construction Program $3,300,000 $988,000 $633,000 $108,000 $750,000 $200,000 $5,979,000
6620 Citywide Storm Drain Condition Assessment $870,000 $270,000 $300,000 $350,000 $400,000 $455,000 $2,645,000
6607 Citywide Storm Drain System Rehab and Repair Program $7,362,360 $1,350,000 $310,000 $330,000 $350,000 $400,000 $10,102,360
6062 Citywide Street Lighting Replacement Program $3,644,269 - - - - - $3,644,269
Total $140,244,299 $31,001,000 $31,076,000 $18,950,000 $16,456,000 $19,740,000
June 18, 2024 Item #11 Page 44 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
ENTERPRISE PROJECTS
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6629 2 Agua Hedionda Creek Maintenance $3,545,249 - - - - - $3,545,249
5545 2 Agua Hedionda Lift Station Biological Monitoring and Maintenance $225,000 - - - - - $225,000
5537 3 Buena Interceptor Sewer Access Road Improvements $500,000 ($400,000) $400,000 - - - $500,000
5501 2,3 Buena Interceptor Sewer Improvements $1,758,686 - $3,300,000 $3,300,000 - - $8,358,686
5544 2 Buena Interceptor Sewer Realignment - East Segment $507,000 $1,400,000 $1,200,000 $1,200,000 - - $4,307,000
5215 2 C Tank Access Road and Electrical Improvements $300,000 - - - - - $300,000
5552 2 Cannon Road Lift Station Improvements $765,000 $350,000 - - - - $1,115,000
5048 2 Carlsbad Boulevard Waterline Replacement at Terramar $4,730,000 - - - - - $4,730,000
5203 3 Carlsbad Water Recycling Facility (Encina Capital Projects) $5,424,654 $516,000 $431,000 $188,000 $253,000 $274,000 $7,086,654
2516 3 Carlsbad Water Recycling Facility - Improvements $350,000 - - - - $350,000
5213 3 Carlsbad Water Recycling Facility Irrigation and Landscape $35,000 - - - - - $35,000
4749 3 Carlsbad Water Recycling Facility Roof Replacement $549,024 - - - - - $549,024
5007 Citywide Cathodic Protection Program $2,086,700 $290,000 $190,000 $190,000 $190,000 - $2,946,700
5554 1 Chinquapin Lift Station Improvements $1,220,000 $300,000 - - - - $1,520,000
2518 2 CMWD Building and Site - Improvements $600,000 $200,000 - - - $800,000
5013 2 College Boulevard - Cannon Road To Badger Lane (375 Zone) $278,383 - $1,400,000 - - - $1,678,383
5012 2 College Boulevard - Cannon Road To Badger Lane (490 Zone) $312,600 - $1,400,000 - - - $1,712,600
5033 1 Crestview Drive Transmission Main $605,000 ($434,000) $551,000 - - - $722,000
5038 2 Desalinated Water Flow Control Facility No. 5 $11,569,600 ($10,000,000) - - - - $1,569,600
201923 1 DMP Facility AAA (Jefferson Street) - - - - - - $0
201924 1 DMP Facility AAAA (Madison Street) - - - - - - $0
6609 1 DMP Facility AC (Highland Drive Drainage Project) - - - - - - $0
201925 2 DMP Facility AFA (Hidden Valley Drainage Restoration and - - - - - - $0
201926 2 DMP Facility AFB (Calavera Hills Drainage Restoration and - - - - - - $0
201927 1 DMP Facility BB 1 and 2 (Washington Street) - - - - - - $0
201928 1 DMP Facility BCB (Magnolia Avenue) - - - - - - $0
201929 1 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda - - - - - - $0
6622 1 DMP Facility BFB-U (El Camino Real) $153,489 - - - - - $153,489
201930 2 DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") - - - - - - $0
201931 2 DMP Facility BL-U (College Boulevard) - - - - - - $0
201932 2 DMP Facility BM (Cantarini/College Boulevard Box Culvert) - - - - - - $0
201933 2 DMP Facility BQ (Sunny Creek) - - - - - - $0
201934 2 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) - - - - - - $0
201935 3 DMP Facility C2 (Paseo Del Norte) - - - - - - $0
201936 3 DMP Facility CA (Avenida Encinas) - - - - - - $0
201937 4 DMP Facility DBA (Poinsettia Village) - - - - - - $0
201938 4 DMP Facility DBB (Avenida Encinas) - - - - - - $0
201939 4 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment) - - - - - - $0
201940 3 DMP Facility DH (Altive Place Canyon Restoration) - - - - - - $0
6623 Citywide Drainage Master Plan Update $1,281,000 - - - - - $1,281,000
June 18, 2024 Item #11 Page 45 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECTS (CONTINUED)
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5553 2 El Fuerte Lift Station Pump Addition $380,000 $45,000 - - - - $425,000
5801 Citywide Encina Capital Projects (EWPCF) $61,469,100 $8,601,300 $9,234,100 $8,917,300 $8,243,900 $8,471,600 $104,937,300
5539 2 Faraday and El Camino Real Sewer Replacement - Orion to Palomar $2,840,000 $340,000 - - - - $3,180,000
5059 2 Hydroelectric Generation at Water Facilities $461,000 $39,000 - - - - $500,000
5540 2 Las Palmas Trunk Sewer $301,000 - $290,000 $1,480,000 $1,480,000 - $3,551,000
5035 1,3 Limited Access Pipeline Relocation Program $2,701,000 $2,550,000 $600,000 - - - $5,851,000
5009 2 Maerkle Facility Improvements $3,591,200 $200,000 - - - - $3,791,200
5001 2 Maerkle Reservoir Transmission Main $195,000 - $540,000 - $4,245,000 - $4,980,000
5050 3 Normally Closed Valve (Install Motorized Valve) $1,966,000 - - - - - $1,966,000
5547 4 North Batiquitos Access Road Improvement $389,800 ($63,800) - - - - $326,000
5536 4 North Batiquitos Lift Station Forcemain Rehabilitation $75,000 - - - - - $75,000
5520 Citywide Odor and Corrosion Prevention Program $320,000 $38,000 - - - - $358,000
5055 2 Palomar Airport Waterline Realignment $2,333,000 - - - - - $2,333,000
5556 2 Poinsettia Lift Station Rehabilitation $650,000 $78,000 - - - - $728,000
5020 Citywide Pressure Reducing Station Program $6,431,040 $600,000 $600,000 $600,000 $600,000 $600,000 $9,431,040
5061 2 Rancho Carlsbad Groundwater Supply $400,000 ($400,000) - - - - $0
5211 Citywide Recycled Water Condition Assessment Program $800,000 - $50,000 $50,000 $50,000 $50,000 $1,000,000
5210 3 Recycled Water Phase 3 - Reservoir $7,033,000 - - - - - $7,033,000
5216 2 Recycled Water Pipeline Replacement $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $2,100,000
5212 Citywide Recycled Water Valve and Appurtenance Replacement Program $380,000 - $125,000 $125,000 $125,000 $125,000 $880,000
5024 Citywide Reservoir Condition Assessment and Repair Program $8,090,000 - - - - - $8,090,000
5044 Citywide San Luis Rey Mission Basin Groundwater Supply $20,000 ($20,000) - - - - $0
5057 Santa Fe II Inlet Pipeline $529,650 - - - - $350,000 $879,650
5046 3 Santa Fe II Reservoir Site Electrical Improvements $293,581 $40,000 - - - - $333,581
5542 Citywide SCADA Improvements $16,226,898 $1,010,000 - - - - $17,236,898
5513 Citywide Sewer Condition Assessment $1,658,000 - $50,000 - $100,000 - $1,808,000
3840 2 Sewer Lift Station Repairs and Upgrades $4,535,380 $165,000 $165,000 $165,000 $165,000 $165,000 $5,360,380
5548 3 Sewer Line Capacity Improvements $1,400,000 $620,000 $944,000 - - - $2,964,000
5546 Citywide Sewer Modeling $200,000 - - - - - $200,000
5504 Citywide Sewer Monitoring Program (Capacity) $642,000 $44,000 - - - - $686,000
5503 1,2,3 Sewer System Rehabilitation and Replacement $10,626,480 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $20,626,480
5008 2 Tri-Agency Water Transmission Pipeline Replacement $2,328,970 - $483,000 - $4,018,000 - $6,829,970
5549 2,3 Vallecitos Interceptor Sewer Cleaning and CCTV $350,000 $500,000 - - - - $850,000
5550 2 Villas Sewer Lift Station Replacement $1,329,000 - - - - - $1,329,000
3492 2 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12- $33,410,970 $104,000 $75,000 $75,000 $75,000 - $33,739,970
5535 1 Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements $382,000 $31,000 $665,000 $665,000 $22,000 - $1,765,000
3950 1 Vista Carlsbad Interceptor - Reach VC3 $130,000 $387,000 $405,000 - - - $922,000
5551 2 Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2) $231,000 - $80,000 $140,000 - - $451,000
5555 2,3 Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) $200,000 $2,800,000 - - - - $3,000,000
5051 Citywide Water Infrastructure Condition Assessment Program $2,600,000 $420,000 $420,000 $450,000 $450,000 $450,000 $4,790,000
June 18, 2024 Item #11 Page 46 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECTS (CONTINUED)
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5058 Citywide Water Modeling $375,000 - - - - - $375,000
3904 Citywide Water System Rehabilitation and Replacement $16,058,370 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $31,058,370
5019 Citywide Water Valve Repair/Replacement Program $8,820,000 $960,000 $960,000 $1,000,000 $1,000,000 $1,000,000 $13,740,000
Total $239,349,824 $17,410,500 $30,108,100 $23,895,300 $26,366,900 $16,835,600
SUBSTANTIALLY COMPLETE (CLOSEOUT) PROJECTS
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5205 Citywide Abandon Potable Services (New Recycled Services) $1,175,825 - - - - - $1,175,825
4745 Citywide Aviara and Hidden Canyon Parks Playground Safety Resurfacing $600,000 - - - - - $600,000
3649 2 Aviara Reimbursement Agreement $238,000 - - - - - $238,000
4601 2 Calavera Hills Community Park Gateway Improvements $1,407,850 - - - - - $1,407,850
6096 2,3 Carlsbad Boulevard Lane Reduction and Edge Striping $300,000 - - - - - $300,000
4718 1 City Hall Complex Refurbishment $1,144,000 - - - - - $1,144,000
4081 3 Dove Library Lighting Improvements $225,000 - - - - - $225,000
6042 2 El Camino Real and Cannon Road Intersection Improvements $4,197,123 - - - - - $4,197,123
4060 4 Fire Station 2 Replacement $14,433,882 - - - - - $14,433,882
5526 1 Foxes Landing Lift Station Wetwell and Pump Replacement $6,392,000 - - - - - $6,392,000
5054 2 Lake Calavera Outlet Improvements $1,436,001 - - - - - $1,436,001
4602 3 Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom $2,961,777 - - - - - $2,961,777
4603 1 Pine Avenue Park - Phase II (Community Building) $11,648,718 - - - - - $11,648,718
4608 3 Poinsettia Community Park - Phase 4 - Dog Park $2,838,140 - - - - - $2,838,140
5045 3 Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement $600,000 - - - - - $600,000
6057 1 Public Beach Access Improvements (Ocean Street) $4,183,767 - - - - - $4,183,767
6604 4 Romeria Drainage Improvements $757,940 - - - - - $757,940
4091 2 Temporary Fire Station 7 $2,022,000 - - - - - $2,022,000
4084 2 The Crossings Golf Course Lake Liner Replacement $1,035,500 - - - - - $1,035,500
6335 1 Traffic Signal - Tamarack Avenue and Valley Street $502,370 - - - - - $502,370
3886 Citywide Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) $9,464,833 - - - - - $9,464,833
3949 Citywide Vista Carlsbad Interceptor - Reach VC14 To VC15 $21,362,390 - - - - - $21,362,390
Total $88,927,116 $0 $0 $0 $0 $0
June 18, 2024 Item #11 Page 47 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
PROJECT ACCOUNTING
New projects in italics Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
4756 Alga Norte Settlement Agreement $1,983,192 - - - - - $1,983,192
201915 CFD#1 Administration - $110,000 $110,000 $110,000 $110,000 $110,000 $550,000
2510 Harding Street Sewer Improvements - $1,200,000 - - - - $1,200,000
PA04 Loan Repay - Park-in-Lieu NE to Public Facility Fee Fund - - - - - - $0
PA02 Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - $0
PA03 Loan Repay - Sewer Conn to Sewer Repl - - - $3,500,000 - - $3,500,000
4755 New Village Arts Tenant Improvements $613,000 - - - - - $613,000
4083 Open Space and Trail Acquisition (Prop C) $4,015,000 - - - - - $4,015,000
PA06 Recycled Replacement to Recycled Operating - $1,500,000 - - - - $1,500,000
4743 Safety Training Center Settlement $1,156,995 - - - - - $1,156,995
PA05 Traffic Impact Fee Funds to CFD #1 - $90,000 $90,000 $90,000 $90,000 $90,000 $450,000
Total $7,768,187 $2,900,000 $200,000 $3,700,000 $200,000 $200,000
PROGRAM ADJUSTMENTS
▲ Completed, project account closed △ Combined, project scope incorporated into other existing projects ▼ Cancelled, project no longer warranted Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6030 2 ▼ Camino Hills and Jackspar Drive Slope Stabilization $859,400 ($768,681) - - - - $90,719
201907 1 △ Carlsbad Boulevard Median - Tamarack Avenue to Pine Avenue - - - - - - $0
6068 1 △ Carlsbad Boulevard Pedestrian Lighting $1,325,000 ($1,254,934) - - - - $70,066
6111 1,2,3 △ Carlsbad Boulevard Roadway Configuration $2,000,000 ($2,000,000) - - - - $0
201917 1 ▼ Christiansen Way Improvements - - - - - - $0
4725 1 ▲ City Hall Exterior Refurbishment $2,250,000 - - - - - $2,250,000
201921 1 △ Cole Library Replacement - - - - - - $0
4750 1 ▼ Cole Library Security Fencing $170,000 ($144,435) - - - - $25,565
201941 4 ▼ DMP Facility DQB (La Costa Town Center) - - - - - - $0
201942 3 ▼ DMP Facility DZ (Poinsettia Lane) - - - - - - $0
6056 2 ▲ El Camino Real/Agua Hedionda Creek Bridge Railing and Sidewalk $210,000 - - - - - $210,000
3643 Citywide △ El Camino Real Medians $1,600,310 ($352,000) - - - - $1,248,310
5043 1 ▲ Fire Flow Capacity System Improvements $625,000 - - - - - $625,000
4748 3 ▲ Leo Carrillo Ranch Roof Repairs $1,450,000 ($80,000) - - - - $1,370,000
4741 1,3 ▲ Library Fire Alarm Panel Upgrades $180,000 ($39,990) - - - - $140,010
4739 1 ▲ New Village Arts Building Roof and Exterior Refurbishment $313,626 ($8,230) - - - - $305,396
4729 1 ▼ Ocean Street Restroom Facility $775,000 ($769,895) - - - - $5,105
6102 2,3 ▼ Palomar Airport Road and Avenida Encinas Growth $230,000 ($230,000) - - - - $0
6028 2 ▼ Palomar Airport Road and College Boulevard Improvements $1,295,500 ($735,901) - - - - $559,599
4092 Citywide △ Public Works Storage Facility $99,000 ($99,000) - - - - $0
4063 1 △ Trail Connectivity to Tamarack State Beach (Prop C) - - - - - - $0
5052 Citywide ▲ Water Loss Monitoring Program $167,089 - - - - - $167,089
Total $13,549,925 ($6,483,066) $0 $0 $0 $0
June 18, 2024 Item #11 Page 48 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
REQUESTED APPROPRIATION SUMMARY
Fiscal Year 2024-25 2025-26 2026-27 2027-28 2028-29 Estimated 5- Year Total
Requested Appropriation $15,204,716 $65,974,100 $47,635,300 $43,677,900 $53,875,600 $226,367,617
Estimated Future Costs $27,817,000 $62,780,000 $13,085,000 $17,484,000 $5,202,000 126,368,000
Total: Requested Appropriation + Future Costs
$43,021,716
$128,754,100
$60,720,300
$61,161,900
$59,077,600
$352,735,616
Requested Appropriation does not include construction amounts for Strategic Plan and Critical Need projects. It
does include full amounts for Maintenance and Enterprise projects as shown.
June 18, 2024 Item #11 Page 49 of 625
Attachment C
Adopted Adopted Adopted Preliminary
Budget Budget Budget Budget
Department 2021-22 2022-23 2023-24 2024-25
City Attorney 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 6.00
City Council 2.00 2.00 2.00 1.00
City Manager 7.00 7.00 7.00 6.00
City Treasurer 1.00 1.00 1.00 1.00
Communication & Engagement 7.00 9.00 9.00 9.00
Administrative Services - Administration 3.00 3.00 3.00 3.00
Finance 28.00 26.00 26.00 26.00
Human Resources 17.00 18.00 18.00 17.00
Information Technology 37.00 43.00 43.00 48.00
Innovation & Economic Development 4.00 9.00 9.00 2.00
Community Services - Administration 3.00 3.00 2.00 2.00
Community Development 53.00 52.00 52.00 51.00
Housing & Homeless Services 14.00 16.00 16.00 16.00
Library & Cultural Arts 52.50 51.00 53.00 51.00
Parks & Recreation 55.00 59.00 59.00 58.00
Fire 111.00 123.00 124.00 124.00
Police 186.00 187.00 187.00 187.00
Public Works 177.75 182.75 181.75 180.75
Total Full-Time Personnel 773.25 806.75 807.75 796.75
Hourly Full-Time Equivalent Personnel 193.81 180.90 167.84 166.79
Total 967.06 987.65 975.59 963.54
Note: The figures presented above include various reorganizations and personnel transfers between departments.
PERSONNEL ALLOCATIONS
June 18, 2024 Item #11 Page 50 of 625
Attachment D
FIVE-YEAR SCHEDULE OF PROJECTS BY FUND
Connected Requested Estimated Estimated Estimated Estimated Estimated
Carlsbad Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Goal Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding
Technology Investment Capital Fund
AI Assessment PCDT -$ -$ 40,000$ -$ -$ -$ 40,000$
Audio Visual Upgrades FVCEC 825,000 - 100,000 100,000 100,000 100,000 1,225,000
Billiards Room Membership Infrastructure PSSC - 12,000 - - - - 12,000
Business Process Automation BCDDM 300,000 - - - - - 300,000
Citywide Validated ID File Transfer PSSC - - 4,200 - - - 4,200
Civic Engagement with Open Data EAT 198,000 - 18,000 18,000 18,000 18,000 270,000
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 2,400,000 3,000,000 3,000,000 1,000,000 - - 9,400,000
Construction Waste Management Tracking PSSC - 20,000 - - - - 20,000
Cyber Security Program Development PSSC 550,000 100,000 100,000 100,000 100,000 100,000 1,050,000
Data Governance and Operational Analytics BCDDM 405,000 18,000 18,000 18,000 18,000 18,000 495,000
Digital Information Network PCDT 5,525,584 500,000 - - - - 6,025,584
Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000
Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000
Expansion of Yardi EAT 30,000 - - - - - 30,000
Facility Monitoring and Analytics BCDDM 50,000 25,000 25,000 - - - 100,000
Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000
Fleet Telematics PCDT 175,916 - - - - - 175,916
Guest Traffic and Facility Usage Analytics BCDDM 50,000 25,000 25,000 - - - 100,000
Live 911 PSSC 66,380 - - - - - 66,380
Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000
Narcotic Safe Migration PSSC - 15,000 - - - - 15,000 Online Permitting/Electronic Reviews (E-Reviews)EAT 645,000 - - - - - 645,000
Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000
Patron Print/Copy/PC Management EAT 88,000 - - - - - 88,000
Payment Card Industry (PCI) Compliance PCDT - 62,000 - - - - 62,000
Police Records Management Migration PSSC - - 200,000 - - - 200,000
Professional Technical Services for Data Project Delivery BCDDM 140,000 70,000 70,000 70,000 70,000 70,000 490,000
Record Digitization EAT 100,000 - - - - - 100,000
Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000
RFID Replacement PCDT - 600,000 - - - - 600,000
Risk Management Solution Assessment PCDT - 40,000 - - - - 40,000
Staff Managed Print PCDT 700,000 - - - - - 700,000
Station Alerting Equipment Replacement PCDT - 500,000 - - - - 500,000
Tightrope PCDT - - 35,000 - - - 35,000
Virtual Permitting Counter (OpenCounter)EAT 61,000 (61,000) - - - - -
Virtual Reality (VR) Training PSSC - 75,000 - - - - 75,000
Technology Investment Capital Fund Total 15,819,880 5,001,000 4,756,200 1,617,000 744,000 528,000 28,466,080
Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement ITRF 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786
Information Technology Replacement Fund Total 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786
Utilities Enterprise Funds (Operating or Capital)
Utility Billing Portal UEF 90,000 - - - - - 90,000
Total Utilities Enterprise Funds (Operating or Capital)90,000 - - - - - 90,000
Funding Source Not Identified
Police Body Camera Replacement PSSC - - - - 500,000 - 500,000
Police In-car Video Replacement PSSC - - - - 550,000 - 550,000
Funding Source Not Identified Total - - - - 1,050,000 - 1,050,000
16,931,622$ 6,210,044$ 5,856,200$ 2,667,000$ 3,294,000$ 1,728,000$ 36,686,866$
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 18, 2024 Item #11 Page 51 of 625
Attachment E
PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2024-25
Department Item Description Quantity One-Time Cost
Golf Course Dining Room Chairs 1 50,000
Fencing Replacement 1 60,000
Bunker Renovations 1 60,000
Cath Path Repairs 1 60,000
Banquet & Kitchen Equipment 1 15,000
Concrete Cap Replacements: Clubhouse & GCM Building 1 25,000
Clubhouse & GCM Building Paint - Interior 1 40,000
Clubhouse & GCM Building Paint - Exterior 1 40,000
Reslurry Parking Lot 1 50,000
GCM Equipment - Greens Mowers 1 77,000
GCM Equipment - Set Up Carts 1 28,000
Tree Replacement 1 40,000
Bathroom Updates: Snack Bar & Golf Course 1 15,000
GCM Building Netting: Planning & Permitting 1 25,000
Leveling of Tee Boxes 1 60,000
Resodding of Green Collars 1 60,000
Driving Range Grass Tee Expansion 1 60,000
Cart Barn: Flourescent Light Conversion to LED 1 25,000
Canyons Patio Bromic Heater Installation 1 60,000
Golf Course Subtotal 19 $850,000
Fleet Replacement Community Development: Pickup Truck 3 165,000
Fire: Fire Engines 2 2,150,722Fire: Pickup Truck 1 61,207
Fire: Ambulance 1 349,800
Library & Cultural Arts: Sedan 1 37,178
Parks & Recreation: Pickup Truck 5 165,000
Police: Sedan 2 80,000
Police: Utility Vehicles 11 832,074
Police: Pickup Truck 1 65,000
Public Works: Pickup Truck 7 570,409
Public Works: Cargo Van 2 122,184
Fleet Replacement Subtotal 36 $4,598,574
Information Technology Replacement Firewall 1 150,850
Infrastructure 5 170,676
Router 1 15,527
Switches 4 91,494
Information Technology Subtotal 11 $428,547
Major Capital Outlay Grand Total 66 $5,877,121
*Major Capital Outlay only includes items of $10,000 or greater.
(Greater than $10,000)
June 18, 2024 Item #11 Page 52 of 625
RESOLUTION NO. 1740
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 2024-25 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) 2024-25
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 2024-25 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program" presented at
the Joint Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if
necessary, in accordance with Attachments A and B to this Exhibit 2 are adopted as the
final Operating Budget, Strategic Digital Transformation Investment Program and
Capital Improvement Program for the Carlsbad Municipal Water District for FY 2024-25
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 18, 2024.
3.That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachment A are adopted as the budgeted revenues for FY 2024-25.
4.That the amounts designated as FY 2024-25 Budgets in Attachments A and B to this
Exhibit 2 and the City of Carlsbad's estimated share of the FY 2024-25 Operating and
Capital Budget of Encina Wastewater Authority attributable to the Carlsbad Water
Recycling Facility as presented in Attachment C to this Exhibit 2 are appropriated to the
fund for which they are designated, either operating or capital improvement, and such
appropriation shall not be increased except as provided in this resolution.
Exhibit 2
June 18, 2024 Item #11 Page 53 of 625
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, 2024 are continued
into FY 2024-25 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, 2024, are appropriated to FY 2024-25 in their respective project budgets.
June 18, 2024 Item #11 Page 54 of 625
10.That all appropriations in the Strategic Digital Transformation Investment Program
remaining unexpended at June 30, 2024, are appropriated to FY 2024-25 in their
respective project budgets.
11.That all appropriations in the Operating Budget remaining unexpended at June 30, 2024
related to grant awards received or expected for projects that are continuing into the
next fiscal year are appropriated to FY 2024-25.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the
Carlsbad Municipal Water District, the C_ity 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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERRY FRE SINGER, Seer tary
(SEAL)
June 18, 2024 Item #11 Page 55 of 625
Attachment A
CARLSBAD MUNICIPAL WATER DISTRICT CAPITAL IMPROVEMENT PROJECTS
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A (14,978,642) 59,182 59,182 59,182 59,182 59,182
REVENUES
Recycled Water Loans and Grants 15,387,825 - - - - -
Total Revenues N/A 15,387,825 - - - - -
CAPITAL PROJECTSCarlsbad Water Recycling Facility Improvements -$ 350,000 - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)- - - - - - -
C-Tank Access Road Repair and Electrical Improvements 50,000 - - - - - -
Total Project Expenditures 50,000 350,000 - - - - -
ENDING FUND BALANCE N/A 59,182 59,182 59,182 59,182 59,182 59,182
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15YEARS2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 16,875,418 16,708,987 17,066,580 18,886,056 13,624,018 14,675,451
REVENUES
Transfer from Water Operating Fund 6,659,237 6,388,592 6,459,476 6,391,962 6,451,433 64,594,191
Total Revenues N/A 6,659,237 6,388,592 6,459,476 6,391,962 6,451,433 64,594,191
CAPITAL PROJECTSAbandon Potable Services (New Recycled Services)1,175,827$ - - - - - -
Carlsbad Boulevard Waterline Replacement at Terramar 4,730,002 - - - - - -
Carlsbad Municipal Water District Building and Site Improvements - 300,000 100,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - - Cathodic Protection Program 1,986,702 190,000 190,000 190,000 190,000 - 540,000 Crestview Drive Transmission Main 605,000 (605,000) - - - - -
El Camino Real Widening - Arenal Road to La Costa Avenue - - - - - - -
Fire Flow Capacity System Improvements 625,000 - - - - - -
Limited Access Pipeline Relocation Program 2,701,000 1,428,000 600,000 - - - - Maerkle Facility Improvements 3,591,201 200,000 - - - - - Maerkle Reservoir Solar Project 249,170 232,000 - - - - - Maerkle Reservoir Transmission Main 195,001 - 278,000 - 2,396,000 - -
Normally Closed Valve (Install Motorized Valve)1,966,000 - -- -- -
Orion Center 500,000 (321,333) - - - - -
Palomar Airport Waterline Realignment 2,333,000 - - - - - - Pressure Reducing Station Program 6,431,037 - - - 600,000 600,000 6,000,000 Rancho Carlsbad Groundwater Supply 200,000 (200,000) - - - - 1,000,000 Recycled Water Phase 3 - Reservoir 180,002 - - - - - -
Reservoir Repair and Maintenance Program 7,890,000 - - - - - 6,680,000
San Luis Rey Mission Basin Groundwater Supply - - - - - - -
Santa Fe II Inlet Pipeline 529,650 - - - - 350,000 2,020,000 Santa Fe II Reservoir Site Electrical Improvements 293,581 40,000 - - - - - SCADA Improvements 9,545,600 532,000 - - - - - Tri-Agency Water Transmission Pipeline Replacement 2,328,973 - 483,000 - 4,018,000 - 5,186,000
Valley and Magnolia Complete Streets 71,000 650,000 - - - - -
Water Infrastructure Condition Assessment Program 2,600,001 420,000 420,000 450,000 450,000 450,000 4,730,000
Water Loss Monitoring Program 167,088 - - - - - - Water System Rehabilitation and Replacement 16,058,372 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 40,970,000 Water Valve Repair/Replacement Program 8,819,999 960,000 960,000 1,000,000 1,000,000 1,000,000 10,760,000
Total Project Expenditures 76,373,150 6,825,667 6,031,000 4,640,000 11,654,000 5,400,000 77,886,000
ENDING FUND BALANCE N/A 16,708,987 17,066,580 18,886,056 13,624,018 14,675,451 1,383,642
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39BEGINNING FUND BALANCE N/A 13,363,612 10,572,599 9,576,599 10,363,599 11,085,599 11,936,599
REVENUES
Transfer from Recycled Water Operating Fund - - 1,500,000 1,500,000 1,650,000 16,500,000
Total Revenues N/A - - 1,500,000 1,500,000 1,650,000 16,500,000
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements 250,000$ - - - - - -
Carlsbad Municipal Water District Building and Site Improvements - 120,000 40,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)4,824,711 516,000 431,000 188,000 253,000 274,000 3,290,000
Carlsbad Water Recycling Facility Improvements - - - - - - -
Carlsbad Water Recycling Facility Irrigation and Landscape 35,000 - - - - - - Carlsbad Water Recycling Facility Roof Replacement 549,025 - - - - - - Cathodic Protection Program 100,000 100,000 - - - - - Orion Center 199,999 (192,987) - - - - -
Recycled Water Condition Assessment Program 800,001 - 50,000 50,000 50,000 50,000 590,000
Recycled Water Phase 3 - Reservoir 6,852,997 - -- - - -
Recycled Water Pipeline Replacement 350,000 350,000 350,000 350,000 350,000 350,000 5,060,000 Recycled Water Valve and Appurtenance Replacement Program 380,000 - 125,000 125,000 125,000 125,000 1,330,000 Transfer to Recycled Water Operating Fund - 1,500,000 - - - - -
Reservoir Condition Assessment and Repair Program 200,000 - - - - - -
SCADA Improvements 1,996,399 398,000 - - - - -
Total Project Expenditures 16,538,133 2,791,013 996,000 713,000 778,000 799,000 10,270,000
ENDING FUND BALANCE N/A 10,572,599 9,576,599 10,363,599 11,085,599 11,936,599 18,166,599
WATER REPLACEMENT - POTABLE
WATER REPLACEMENT - RECYCLED
WATER CONNECTION - RECYCLED
June 18, 2024 Item #11 Page 56 of 625
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 26,911,861 36,946,558 35,709,223 36,989,253 36,740,479 38,671,725
REVENUES
Developer Fees 1,826,697 2,975,665 1,880,029 1,600,226 1,931,246 17,179,087
Total Revenues N/A 1,826,697 2,975,665 1,880,029 1,600,226 1,931,246 17,179,087
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)278,383$ - 1,400,000 - - - - College Boulevard - Cannon Road To Badger Lane (490 Zone)312,600 - 1,400,000 - - - - Crestview Drive Transmission Main - 171,000 551,000 - - - -
Desalinated Water Flow Control Facility No. 5 11,569,601 (10,000,000) - - - - -
Hydroelectric Generation at Water Facilities 461,000 39,000 - - - - -
Limited Access Pipeline Relocation Program - 1,122,000 - - - - - Maerkle Reservoir Transmission Main - - 262,000 - 1,849,000 - - Palomar Airport Waterline Realignment - - - - - - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement 600,000 - - - - - -
Pressure Reducing Station Program - 600,000 600,000 600,000 - - -
Rancho Carlsbad Groundwater Supply 200,000 (200,000) - - - - 1,000,000
San Luis Rey Mission Basin Groundwater Supply 20,000 (20,000) - - - - 500,000 SCADA Improvements - 80,000 - - - - - Water Modeling 375,000 - - - - - -
Water System Rehabilitation and Replacement - - - - - - -
Total Project Expenditures 13,816,585 (8,208,000) 4,213,000 600,000 1,849,000 - 1,500,000
ENDING FUND BALANCE N/A 36,946,558 35,709,223 36,989,253 36,740,479 38,671,725 54,350,812
WATER CONNECTION - POTABLE
June 18, 2024 Item #11 Page 57 of 625
Attachment B
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,
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, approximately 14,300 valves,
4,500 fire hydrants and 29,500 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. CMWD
implements a water asset management plan to minimize the total cost of owning and operating utility assets while
continuing to deliver high levels of service at acceptable levels of risk.
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
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 2,775,502$ 2,989,633$ 3,297,868$ 3,377,622$
Retirement Benefits 777,841 660,682 722,595 834,310
Health Insurance 539,133 571,740 603,202 498,021
Other Personnel Expenses (934,811) 388,232 159,114 195,972
Personnel Services Subtotal 3,157,665 4,610,287 4,782,779 4,905,925
Operating Expenses
Professional & Contract Services 7,250,138 7,541,456 9,205,538 9,416,330
Supplies & Materials 26,320,138 26,280,782 31,440,899 34,565,384
Repair & Maintenance 384,355 223,572 290,050 458,550
Interdepartmental Charges 2,964,704 3,160,653 3,765,584 3,475,547
Other Operating Expenses 4,222,292 5,213,523 5,271,353 5,333,055
Capital Outlay 16,957 64,415 3,600 3,600
Operating Expenses Subtotal 41,158,584 42,484,401 49,977,024 53,252,466
TOTAL EXPENDITURES 44,316,249$ 47,094,688$ 54,759,803$ 58,158,391$
Full Time Positions 30.55 30.95 31.05 31.15
Hourly/FTE Positions 0.20 0.00 0.00 0.00
June 18, 2024 Item #11 Page 58 of 625
RECENT ACCOMPLISHMENTS
• Completed construction of the Downtown and Terramar small diameter water pipeline replacement
project
• Completed the inventory of lead service lines to comply with EPA’s recent Lead and Copper Rule
regulations
• Protected the potable water supply by testing approximately 285 city backflow devices and conducting
158 cross-connection tests
• Completed the design to replace broken or malfunctioning valves at 20 operationally critical locations to
control flow and minimize disruption of service during shutdowns
• Substantially completed construction of the Palomar Airport water line replacement project
• Initiated the first phase of the Supervisory Control and Data Acquisition (SCADA) replacement project to
improve remote monitoring and control of critical water infrastructure
• Completed scheduled inspection of reservoirs to inform future maintenance and updated over 8,000
malfunctioning meter-data transmitters to improve efficiency and accuracy
GOALS
• Minimize costs to customers while continuing to provide high levels of service at acceptable risk and meet
all state and federal water quality standards for safe drinking water
• Optimize asset management by increasing the use of technology to improve and manage the
infrastructure system more efficiently and effectively
• Update the cost of services study to forecast financial needs and inform future rate adjustments
• Initiate an update of the 2020 Risk and Resilience Assessment as required by the Environmental
Protection Agency
• Update the 2020 Urban Water Management Plan per state regulations
• Implement new regulations for water use efficiency standards issued by the Department of Water
Resources and the State Water Resources Control Board
• Proactively conduct leak detection surveys to identify where pipeline repairs may be needed
• Update the 2019 Potable Water Master Plan to evaluate the water distribution system and inform
operational modifications for better system performance, reliability and redundancy and to identify
system capacity needs for future growth
• Complete construction of the Carlsbad Boulevard at Terramar water main line replacements
• Complete construction of pressure regulating stations at El Fuerte Street and at Melrose Drive and
Poinsettia Lane
• Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline,
or less, per the American Water Works Association
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 0.66 <3.4 <3.4 3.4-19.4 Quality of
Life & Safety
Percentage of annual
drinking water quality
standards met
100% 100% 100% 100% Quality of
Life & Safety
June 18, 2024 Item #11 Page 59 of 625
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 water supply for non-potable purposes. Recycled water is not subject to state water
conservation requirements. CMWD implements a recycled water asset management plan to minimize the total cost of
owning and operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.
Delivery of this water includes the operation and maintenance of the recycled water system’s three storage tanks,
four pump stations, three pressure regulating stations, six pressure zones, approximately 97 miles of pipelines, 1,050
valves and 1,010 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.
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 1,040,554$ 1,237,172$ 1,310,203$ 1,372,294$
Retirement Benefits 350,713 290,526 266,704 330,041
Health Insurance 143,591 156,081 176,778 176,276
Other Personnel Expenses 41,288 52,192 57,615 76,390
Personnel Services Subtotal 1,576,146 1,735,971 1,811,300 1,955,001
Operating Expenses
Professional & Contract Services 1,425,672 1,568,675 2,373,450 2,291,424
Supplies & Materials 2,361,161 2,802,075 3,023,586 3,071,606
Repair & Maintenance 19,524 53 22,743 27,743
Interdepartmental Charges 818,951 936,876 1,168,003 990,319
Other Operating Expenses 3,581,538 3,144,958 3,448,290 2,476,606
Capital Outlay - - 1,750 1,750
Operating Expenses Subtotal 8,206,846 8,452,637 10,037,822 8,859,448
TOTAL EXPENDITURES 9,782,992$ 10,188,608$ 11,849,122$ 10,814,449$
Full Time Positions 13.30 12.75 10.85 11.45
Hourly/FTE Positions 0.10 0.50 0.50 0.50
June 18, 2024 Item #11 Page 60 of 625
SERVICES
• Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility, reservoirs, pressure
regulating stations, pump stations, pipelines, valves and meters
• Treat wastewater to meet State of California Title 22 recycled water requirements
• Deliver recycled water for irrigation and some industrial uses through the recycled water system
• 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
• Received an award of $1 million in recycled water grants
• Performed inspections at all recycled water use sites to inform site operators of any modifications needed
to comply with guidelines for the safe use of recycled water
• Completed recycled tank inspections and cleaning to proactively maintain system assets on a regular 5-
year cycle
• Initiated the first phase of the SCADA system replacement project to improve remote monitoring and
control of critical recycled water infrastructure
• Initiated construction of the roof replacement project at the Carlsbad Water Recycling Facility to extend the
life of system facilities
GOALS
• Complete construction of a new 1.5-million-gallon Phase 3 recycled water tank, D-4
• 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, or less
• Update the cost of services study to forecast financial needs and inform future rate adjustments
• Maintain recycled water cost at or below 75% of potable water irrigation cost to encourage the use of
recycled water
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 0 < 3.4 < 3.4 3.4-19.4 Quality of
Life & Safety
Cost of recycled water as
a percent of potable
water cost
72% 73% 75% < 75%
Organizational
Excellence &
Fiscal Health
June 18, 2024 Item #11 Page 61 of 625
ENCINA
WASTEWATER
AUTHORITY
BUDGET
Fiscal
www.encinajpa.com
760-438-3941 2024-25
OPERATING &
CAPITAL
Encina Wastewater Authority
6200 Avenida Encinas
Carlsbad, CA 92011
Year
Attachment C
June 18, 2024 Item #11 Page 62 of 625
PROTECTING PUBLIC AND
ENVIRONMENTAL HEALTH
FOR GENERATIONS TO COME
June 18, 2024 Item #11 Page 63 of 625
PROUDLY SERVING
City of Carlsbad
City of Vista
Buena Sanitation District
Vallecitos Water District
City of Encinitas
Leucadia Wastewater District
OUR VISION
To achieve excellence in wastewater treatment and resource
recovery for the communities we serve.
OUR MISSION
To provide reliable, resilient and sustainable wastewater
services to North San Diego County while optimizing the use
of renewable resources.
June 18, 2024 Item #11 Page 64 of 625
BOARD OF DIRECTORS
CHAIR
VICE-CHAIR
CALENDAR YEAR 2024
Jim Hernandez
Chris Roesink
Jim Hernandez
CITY OF VISTA &
BUENA SANITATION DISTRICT
LEUCADIA WASTEWATER DISTRICT LEUCADIA WASTEWATER DISTRICT
CITY OF VISTA &
BUENA SANITATION DISTRICT
CITY OF CARLSBAD CITY OF CARLSBAD
VALLECITOS WATER DISTRICT VALLECITOS WATER DISTRICT
CITY OF ENCINITAS CITY OF ENCINITAS
John Franklin
Keith Blackburn
Bruce Ehlers
Chris Roesink
Carolyn Luna
Joe Green
Jim Pennock
Joy Lyndes
Rolando Saldana
June 18, 2024 Item #11 Page 65 of 625
EXECUTIVE LEADERSHIP TEAM
General Manager
Assistant General Manager
Treasurer | Auditor
Scott McClelland, PE, BCEE, MBA
Jennifer Sabine
Director of Environmental Compliance
Director of Operations Director of Technical Services
Director of Finance
General Counsel
Nicholaus Norvell
Octavio Navarrete
Alicia Appel
Dimitris Papachristoforou
Aaron Beanan
June 18, 2024 Item #11 Page 66 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
TABLE OF CONTENTS
INTRODUCTION
Letter of Transmittal ............................................................................................................................................................................... 1
Policy Brief – Workforce Staffing Strategy .............................................................................................................................................. 7
About Encina ......................................................................................................................................................................................... 11
Organization Chart ................................................................................................................................................................................ 15
Position List ........................................................................................................................................................................................... 17
Personnel Expense Summary by Account & by Program ...................................................................................................................... 19
OPERATING PROGRAMS
Operating Budget – Revenue and Expense Summary ........................................................................................................................... 23
Operating Budget – Expense Summary ................................................................................................................................................. 24
Operating Budget – Revenue Summary ................................................................................................................................................ 25
Encina Water Pollution Control Facility – Overview .............................................................................................................................. 27
Encina Water Pollution Control Facility – Operating Expense Summary............................................................................................... 29
Environmental Compliance and Regional Source Control – Overview .................................................................................................. 31
Environmental Compliance and Regional Source Control – Operating Expense Summary ................................................................... 33
Agua Hedionda Lift Station – Overview ................................................................................................................................................. 35
Agua Hedionda Lift Station – Operating Expense Summary ................................................................................................................. 37
Buena Creek Pump Station – Overview ................................................................................................................................................. 39
Buena Creek Pump Station – Operating Expense Summary ................................................................................................................. 41
Buena Vista Pump Station – Overview .................................................................................................................................................. 43
Buena Vista Pump Station – Operating Expense Summary ................................................................................................................... 45
Carlsbad Water Recycling Facility – Overview ....................................................................................................................................... 47
Carlsbad Water Recycling Facility – Operating Expense Summary ....................................................................................................... 49
Raceway Basin Pump Station – Overview ............................................................................................................................................ 51
Raceway Basin Pump Station – Operating Expense Summary .............................................................................................................. 53
Internal Service Funds – Overview ........................................................................................................................................................ 55
Internal Service Funds – Operating Expense Summary ......................................................................................................................... 57
CAPITAL PROGRAMS
Capital Program ……………………………………………………………………………………………………………………………………………………………………………….61
Summary of Capital Expenses ............................................................................................................................................................... 63
Encina Water Pollution Control Facility – Capital Improvements ......................................................................................................... 64
Encina Water Pollution Control Facility – Planned Asset Rehabilitation & Replacement ..................................................................... 65
Encina Water Pollution Control Facility – Capital Acquisitions.............................................................................................................. 67
Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 68
Encina Water Pollution Control Facility – Capital Improvements, 5 Year Detail ................................................................................... 70
Encina Water Pollution Control Facility – Capital Improvements, Estimated Carry Forward ................................................................ 73
Long-Term Capital Financial Plan .......................................................................................................................................................... 77
APPENDIX
Budget Resolutions ................................................................................................................................................. 80
June 18, 2024 Item #11 Page 67 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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June 18, 2024 Item #11 Page 68 of 625
INTRODUCTORY
SECTION
Letter of Transmittal
Policy Brief
Organizational Chart
Position List
Personnel Expens Summary
June 18, 2024 Item #11 Page 69 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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June 18, 2024 Item #11 Page 70 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Date: April 24, 2024
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 FY 2024-25 Recommended Operating & Capital Budgets
This letter transmits the Encina Wastewater Authority’s (Encina) Recommended Fiscal Year 2024-25 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 the amount of money required to sustainably operate, maintain and
administer the Joint System during Fiscal Year 2024-25. It also includes estimates for each Member Agency’s proportionate
share of the budget.
Encina’s operations directly support public and environmental health and a $21 billion-dollar north San Diego economy.
Global volatility and uncertainty continue to be consistent themes that impact Encina’s ability to achieve its mission and are
putting significant upward pressure on the cost of providing wastewater services. For example, winter storms over the last
several years have highlighted the impact climate volatility is having on aging infrastructure across California. During a storm
in February 2024, one of the remote facilities Encina manages, with a rated capacity of 23 million gallons per day, saw peak
instantaneous flows of 26 million gallons per day. This created a significant risk of infrastructure failure and wastewater spills.
When such failures do occur, like the 78-freeway closure due to flooding during that same storm, they impact public,
environmental, and economic health. Increasing the adaptability, sustainability, and resiliency of operations and finances will
become increasingly important for all public utilities as global volatility becomes a new normal. This budget proposes the
start of a decade-long journey to proactively adapt to a volatile environment and creates a roadmap to help ensure Encina
protects public and environmental health for generations to come.
As shown in the table below, the Recommended Fiscal Year 2024-25 budget reflects a 16.4% increase over last year’s budget
to begin systematically addressing the challenges Encina is facing:
The following sections will describe how this budget will allow Encina to continue its mission to provide reliable, resilient
and sustainable wastewater services to North San Diego County while optimizing the use of renewable resources.
OPERATING BUDGET OVERVIEW
The FY 2024-25 Operating Budget reflects Encina’s continuing commitment to provide sustainable and fiscally responsible
wastewater services to the communities it serves while maximizing the use of alternative and renewable resources. The
Recommended FY 2024-25 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 FY 2024-25 Budget reflects management’s strategies and objectives
to ensure continued achievement within each of the six (6) Strategic Initiatives identified in the Five-Year Strategic Plan (2024-
Budget Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
Operating Budget 20,977,328$ 24,030,441$ 26,624,721$ 10.8%
Capital Budget 22,143,485$ 25,834,437$ 31,417,581$ 21.6%
Total Budget $ 43,120,813 $ 49,864,878 $ 58,042,302 16.4%
1June 18, 2024 Item #11 Page 71 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
2028): Protect Public and Environmental Health; Remain an Employer of Choice; Ensure Administrative Effectiveness;
Maintain Infrastructure Reliability & Safeguard Public Assets; Pursue Resource Recovery; and Optimize Operational
Performance.
The Recommended FY 2024-25 Operating Budget totals approximately $26.6M for the seven (7) operational programs
summarized below:
The primary driver for this operating budget is existing staffing costs, which make up most of the operating budget increase.
Attracting, retaining, and developing a highly skilled, adaptable, and engaged workforce is critical to the success of Encina’s
mission. The budget reflects the implementation of year two in the three-year salary and benefit package approved by the
Board of Directors in July 2023. Increases in CalPERS and health benefit costs for existing staff are also contributing factors.
Additionally, staffing costs were reallocated from the capital budget to the operating budget as another step in a multi-year
process to increase the precision of the budget and accurate cost accounting. This reallocation of existing staffing costs from
the capital budget to the operating budget is not, in and of itself, an increase in the overall cost of service.
The operating budget also reflects the proposed addition of an Information Systems Analyst position to support the significant
workload and complexity of Encina’s technology infrastructure. Today, technology touches everything from computers to
HVAC systems, and SCADA systems to sampling equipment. Ensuring Encina’s technology resources are protected from
cybersecurity threats is increasingly important as threat actors become more sophisticated with targeting critical
infrastructure such as Encina. Not only will this position help ensure critical technology infrastructure is proactively
maintained, but it will also pave the way to future adaptations, such as plant automation, necessary for Encina to carry out
its mission in a more volatile environment. Additional information is available to support this position request in the
Workforce Staffing Strategy Policy Brief.
Other drivers for the operating budget include chemicals, energy, and insurance costs, some of which were offset by
commodity stabilization and insurance coverage changes. However, volatility continues to impact these sectors making it
difficult to predict their impact on Encina. A study currently under way, the Energy Resilience Assessment, is analyzing
opportunities to control energy costs, as well as respond to increasingly stringent air quality regulations, in a way that
maximizes value for Encina and its Member Agencies.
Operating Program Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
Encina Water Pollution Control Facility $ 16,615,644 $ 18,650,287 $ 20,907,524 12.1%
Environmental Compliance ─ Source Control $ 863,252 $ 1,019,627 $ 1,157,985 13.6%
Agua Hedionda Lift Station $ 563,099 $ 740,566 $ 663,873 -10.4%
Buena Creek Pump Station $ 563,322 $ 619,768 $ 676,191 9.1%
Buena Vista Pump Station $ 782,492 $ 864,612 $ 990,528 14.6%
Carlsbad Water Recycling Facility $ 1,343,530 $ 1,829,848 $ 1,926,044 5.3%
Raceway Basin Pump Station $ 245,989 $ 305,733 $ 302,576 -1.0%
Total Operating Budget $ 20,977,328 $ 24,030,441 $ 26,624,721 10.8%
Estimated Other Operating Revenue $ - $ (529,000) $ (474,800) -10.2%
Estimated Member Agency Share $ 20,977,328 $ 23,501,441 $ 26,149,921 11.3%
2June 18, 2024 Item #11 Page 72 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
CAPITAL BUDGET OVERVIEW
The Recommended FY 2024-25 Capital Budget totals approximately $31.4M for the following Encina capital programs
summarized below:
Despite a history of strategic planning, capital costs have increased rapidly over the past 3 years to unexpected levels driven
by the global volatility discussed in previous budgets. Encina’s 2040 Master Plan provided direction related to addressing
some, but not all, of the changing environment Encina is facing. While the Recommended FY 2024-25 Capital Budget reflects
pressures from several directions including aging infrastructure renewal, solids management capacity due to growth, and
regulations, it also reflects the opportunity to adapt to a new paradigm.
Aging Infrastructure Renewal
Facility age and a uniquely corrosive environment, given Encina’s coastal location and the nature of the resources Encina
manages, are putting significant pressure on infrastructure renewal. The original treatment plant was constructed in 1963
with Phase I and II following in 1971 and 1975 respectively. The first three phases were built between 49 and 59 years ago.
Phase III and IV were built in 1988 and 1992, respectively; over 30 years ago. Phase V, the most recent comprehensive
expansion, was built in 2006. Based on estimates from July 2023 Encina is responsible for ~$714 million worth of Joint System
Assets at the EWPCF. Many of these assets are near or at the end of their useful life. Failure to proactively maintain Encina’s
aging infrastructure can lead to process failures resulting in wastewater spills that negatively impact the environment and
north San Diego County economy. Over the next 10 years, plant rehabilitation to maintain core services is expected to have
a cost order of magnitude of ~$145 million, in 2024 dollars. This does not include other necessary infrastructure upgrades as
discussed below.
Solids Management Capacity due to Growth
Growth within the Member Agencies’ service area is also putting significant pressure on Encina’s solids management capacity.
About 63% of the overall 43.31 million gallons per day of solids capacity is currently used which creates three challenges.
First, reduced hydraulic detention time of solids in the digesters is near the permit limit of 15 days. This permit limit allows
for the disposal of Class “B” solids when the heat dryer system does not have adequate capacity to meet demands. The
Biosolids Management Plan completed in 2022 identified the need for either increased hydraulic capacity at the digesters or
the installation of a second heat dryer system; adding hydraulic capacity was the least cost alternative as rehabilitation of
unused existing infrastructure would reduce overall project costs. Second, the additional digester capacity would provide
buffering capabilities in the event that Encina experiences a process upset where an upset digester would need to be isolated
and the biological activity restored to normal levels without the potential to spill digested solids. Third, spare solids
management capacity is needed to ensure preventative maintenance can be performed on the digesters helping increase
infrastructure sustainability and resiliency and lowering long-term costs. Without the spare capacity to meet permit
Capital Program Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
EWPCF – Capital Improvements 16,272,257$ 19,245,000$ 25,072,000$ 30.3%
EWPCF – Planned Asset Rehabilitation 1,192,653$ 1,534,200$ 1,729,000$ 12.7%
EWPCF – Capital Acquisitions 420,088$ 368,000$ 720,000$ 95.7%
Remotes Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$ -3.3%
Allocated Personnel Expenses 2,964,385$ 3,084,320$ 2,347,081$ -23.9%
Total Capital Budget $ 22,143,485 $ 25,834,437 $ 31,417,581 21.6%
Estimated Federal Grant $ (500,000) $ (100,000) -80.0%
Estimated Member Agency Share $ 22,143,485 $ 25,334,437 $ 31,317,581 23.6%
3June 18, 2024 Item #11 Page 73 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
requirements, allow for appropriate control of process upsets and for proactive and preventative maintenance, the risk of
permit violations, infrastructure failures and costly rehabilitation increases significantly. Over the next 6 years, improvements
to Encina's Digester 1, 2, and 3 are expected to have a cost order of magnitude of ~$40 million, in 2024 dollars.
Regulatory Environment
More stringent regulations continue to put significant pressure on Encina. While some upcoming regulations are predictable,
they are not fully quantifiable, leading to increased business risk. For example, newly adopted air quality regulations by the
EPA and the State will have a profound impact on Encina’s cogeneration engines used to produce power onsite. If a viable
alternative cannot be found, Encina anticipates its energy costs will increase ~$3.3 million annually, in 2024 dollars. Another
example includes the State Water Resource Control Board (SWRCB) investigating how nutrients discharged from treatment
plants impact the ocean ecosystem. There is concern that excess nutrients from ocean outfalls contribute to ocean
acidification and hypoxia, both of which can have substantial negative impacts on marine ecosystems. Recently, Encina
completed a plume tracking study in accordance with operating permit requirements. The data from this study is being
monitored by the SWRCB and is anticipated to guide their future regulations. Staff anticipates our 2018 National Pollutant
Discharge Elimination System (NPDES) permit, which included plume tracking for the first time, will be renewed by late 2025
with additional requirements not yet known. Based on SWRCB’s historical regulation cycle, staff anticipates the SWRCB will
incorporate nutrient limits into our NPDES permit between 2032 and 2040. One of the most common technologies available
to remove nutrients from wastewater discharge are membrane bio-reactors, the same technology used for direct or indirect
potable reuse projects. This technology is costly. Over the next 10 years, regulatory requirements impacting energy resources
and nutrient limits on Encina’s Ocean Outfall are expected to have a cost order of magnitude of ~$35 million and ~$180
million, respectively, in 2024 dollars.
General Capital
The proposed capital budget reflects steps to begin addressing these challenges. The large Capital Improvement Projects are
planned, scoped, and prioritized through the Encina Comprehensive Asset Management Program (E-CAMP). The most recent
E-CAMP was published in June 2021. Staff is currently finalizing the official Fiscal Year 2024-25 E-CAMP. Future E-CAMPs will
be updated biannually. E-CAMP considers anticipated changes in regulatory requirements, prospective operational
efficiencies, funding availability and other factors.
Staffing resources are also critical to the successful execution of the decades-long capital plan to address Encina’s challenges.
As such, the Recommended FY 2024-25 Capital Budget includes funding for 10.11 full-time equivalent (FTE) positions, which
are net of the staffing reallocation described above. These positions include full and part-time efforts of Encina executives,
professionals, managers, and technical staff who plan, direct, and support Encina’s Capital Program. Additionally, the capital
budget also reflects the proposed addition of an Engineer position to support the significant workload associated with
Encina’s aging infrastructure, capacity improvements, and regulatory requirements. Currently Encina has one professional
engineering position that is solely developing over $30M in projects annually, far above what would be expected by any
standard, The requested position is a critical first step towards addressing staffing needs to ensure Encina can adapt to the
challenges it’s facing. More information is available on this position request in the Workforce Staffing Strategy Policy Brief.
Significant Capital Improvement Projects for FY 2024-25 include new and continued funding of the Primary Sedimentation
Basin Mechanical Rehabilitation ($2.3M), the Digester Rehabilitation and Improvements ($5.0M), the Dissolved Air Flotation
Tank (DAFT) Repairs ($1.1M), the Existing Dryer Major Rehabilitation ($2.0M), Odor Reduction Facilities (ORF) I System
Rehabilitation with includes both Odor and Corrosion Control ($600K), and the Secondaries & Effluent Electrical & Controls
Improvements ($3.5M), along with over 35 other projects of lesser value.
Planned Asset Rehabilitation and Replacement (PARR) effort at EWPCF reflects minor plant rehabilitation efforts undertaken
by Encina staff to maintain the Joint System assets. PARR Projects total ~$1.8M. EWPCF Capital Acquisitions total ~$0.7M
4June 18, 2024 Item #11 Page 74 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
and reflect investment in minor infrastructure and equipment. Remote Facilities – Acquisitions and Rehabilitation total
~$1.6M and reflect investment in remote facility improvements.
SUMMARY
Staff has made every effort to coordinate with the Member Agencies and provides its best professional judgement based on
understanding the day-to-day operating requirements and capital investment needs while developing the budget. This
budget represents the beginning of a comprehensive plan to address the challenges Encina is facing. The two largest factors
influencing the success of its decades-long plan are funding and staffing. As such, staff will be working with the Member
Agencies to identify alternatives to pay-as-you-go funding to help minimize the financial impacts to their ratepayers and
realize the economic value of Encina’s resources. A staffing framework has also been developed to support these efforts.
However, given the impacts of adding additional staff, Encina is proposing to take an “adaptive management" approach to
ensure Encina continues to operate using a lean staffing model; only having the staff necessary to support its mission and
reassessing staffing needs at every opportunity. The additional staff proposed in the budget are consistent with this approach.
Staff will be working with the Board and Member Agencies on solutions over the next decade to ensure Encina can continue
to protect public and environmental health for generations to come.
Through efforts by staff, Encina consistently looks for opportunities to enhance efficiency and provide value to its Member
Agencies and their rate payers. Encina continues to look for long term solutions to infrastructure challenges that provide
lasting value for the community it serves. Additionally, Encina has been able to hold a very tight line on all costs that can be
controlled with an increase of merely 0.4% above last year’s budget. As presented to the Board in February 2024, Encina’s
staffing model, when compared nationally, is above the 75th percentile in gallons treated per staffing unit. As of the study
year, Encina could have had 14 additional staff to be at the 75th percentile which demonstrates Encina is significantly more
efficient.
Please join me in recognizing the staff 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
Encina. Aaron Beanan, Director of Finance, who led efforts in the preparation and development of the Recommended FY
2024-25 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
5June 18, 2024 Item #11 Page 75 of 625
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Policy Brief
Date: April 24, 2024
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 (Encina) 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 Encina are typically reviewed annually. Decisions to expand or contract Encina’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.
Encina’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
Encina 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 Encina?
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?
7June 18, 2024 Item #11 Page 77 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Engineer
The recommended Fiscal Year 2024-25 Budget includes a Engineer position. The estimated full year cost for this position is
~$210,000. This position will support the capital improvements program by providing an Engineer to focus on development
and oversight of the budget, scope, and schedule for multiple projects. Aging infrastructure and equipment coupled with the
potential for more stringent regulatory requirements will require that the capital program continue to address the
infrastructure needs in a timely manner. Developing the in-house resources of Encina’s Engineering team will support the
ability to execute successful projects to meet the increasing demand as well as build the institutional knowledge base. The
following table of justification is provided for your consideration:
Evaluation Criteria Justification
Permanence The recommended addition of a Engineer provides the needed staffing for executing the complex
projects that are part of the overall Encina capital improvements program (CIP). The execution
of these projects requires significant coordination with multiple stakeholders both internally
(member agencies, O&M, environmental compliance, contracts, etc.) and externally (engineering
consultants, contractors, regulatory and permitting agencies, etc.). Developing these skills and
relationships with internal staff provides consistency between projects. It also develops
institutional knowledge of our facilities, which is critical to the development of reliable succession
planning.
Reprioritization Encina runs a lean staffing model and takes every opportunity to reprioritize existing positions
before considering adding any staff. Since 1995, Encina’s FTE count has only increased to
accommodate positions which were needed to address increased plant complexity and safety
concerns. Reassigning certified staff from other facility operations is not feasible as this position
has a requirement for a unique skill set and educational requirements.
Cost Effectiveness and
Budget Impact
The additional FTE is permanent and will be partially by a reduction in part-time labor costs from
Encina’s professional services contracts. The permanent position is a more cost-effective option
than cycling through temporary labor supporting projects through professional service contracts,
which requires reorientation of Encina facilities and loss of valuable staff time as well loss of
historical project knowledge.
Full Time vs. Part Time Encina continues to execute complex capital projects to rehabilitate our existing facilities, which
in turn creates increased management and oversight needs for the organization. Furthermore,
this position requires training, organizational, and institutional knowledge that may take several
years to fully develop. This position will provide valuable coordination with all departments
within the organization.
Appropriate
Classification
This procurement is mid-level position that requires education, experience, licensing, and
knowledge builds.
Institutional
Knowledge
It takes approximately 2 to 3 years of working with staff and facility records for someone to
develop a strong foundational knowledge of Encina’s facilities to be trained and perform at their
highest potential. Having the position set at a mid-level position allows an individual with strong
foundational knowledge of engineering and project management principles to focus on the
uniqueness of Encina’s system and facilities.
Market Availability Market competition is extremely tight and the labor pool is very limited for experienced
engineers. It is essential to select an individual with the right skill set and personality to
complement the existing CIP Team’s skill set.
Special Skills or
Certifications
Required
This position requires the ability to manage complex administration, reporting and legal aspects
of contracts. The position will need to be able to work independently with limited oversight and
use their best judgement. It is also imperative that the candidate have a strong understanding of
engineering & construction principles to independently execute capital projects.
Risk Management Because of the complex nature of many of Encina’s capital projects, knowledge of engineering
and project management principles is critical to identifying, evaluating, and mitigating project
risks. Risk management is essential to the decision-making process associated with project
execution and is critical in making appropriate recommendations to internal management and
member agencies.
Logistical Issues The new position will support the organization as a whole but will work directly with the
Engineering team to assist in managing the CIP program.
8June 18, 2024 Item #11 Page 78 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Information System Analyst
The Recommended Fiscal Year 2024-25 Budget includes an additional Information System Analyst position to support the
significant increase of workload and complexity of Encina’s Information Technology group. The estimated full year cost for
this position is ~$190,000. This position will support all aspects of Encina business including CIP, Administration, Operations,
and Maintenance. The analyst will maintain all systems hardware, workstations, installations/configuration of PLC, SCADA,
cybersecurity protocols, troubleshooting, and Enterprise Resource Planning systems. The Information System team plays a
vital role in ensuring continuous operations for Encina. The following table of justification is provided for your consideration:
Evaluation Criteria Justification
Permanence In today’s world every organization is heavily dependent on Information Technology. Encina is
no exception and considering the effort to upgrade SCADA, CMMS, data acquisition
management, workstations support, along with increased cybersecurity demands to support
telework, it has created an exponential workload on the Information System (IS) team. The
additional FTE needed at this time will support today's needs and the future needs at Encina.
Additionally, the learning curve for this position is extensive even with a strong IS background
and the successful candidate takes approximately 2 years to become proficient at Encina.
Reprioritization Encina runs a lean staffing model and takes every opportunity to reprioritize existing positions
before considering adding any staff. Reassigning certified staff from other facility operations is
not feasible as this position requires a unique skill set. The original IS team structure consisted
of 3 IS Analysts & 1 Manager. However, since August 2021 the team has been operating with
only 2 IS Analysts and 1 Manager. This demonstrates that Encina’s attempt to accomplish the
work with fewer staff resources has not been successful.
Cost Effectiveness and
Budget Impact
A permanent position is more cost-effective due to complex responsibilities and accessing
sensitive Encina information. An Information Analyst must be familiar with all Encina equipment,
controls, and software to support overall operations in a time sensitive manner. This position
requires historical knowledge and experience that can only be gained by continuous
involvement. This will offset the budget by reducing professional services contracts.
Full Time vs. Part Time Encina’s Information Technology is a complex, vital group of unique knowledge analysts with
access to sensitive information. Therefore, this position requires extensive training,
organizational and institutional knowledge, and trust that may take several years to fully
develop. This position will provide daily support with all departments within the organization.
Appropriate
Classification
This procurement is requested at the entry level while the position requires experience, unique
skills, and knowledge. It recognizes Encina’s unique environment and the demand for
institutional knowledge and commitment.
Institutional
Knowledge
An estimate of up to 2 years of working with staff and Encina’s virtual environment is expected
to develop a strong foundational knowledge of Encina’s facilities. Having the position set at an
entry level position allows an individual with experience to adapt to Encina’s obligations.
Market Availability Today’s market challenges in combination with the unique skill requirements for this position,
the labor pool is highly competitive for IS Analysts. It is essential to select an individual with the
appropriate skill set and personality to complement and support the existing Information
Systems team.
Special Skills or
Certifications Required
The Information System Analyst is required to have an Associate degree in Information System
or equivalent experience in computer and/or electrical engineering. This position demands a
highly ethical person with an extended understanding of systems, network, cybersecurity,
SCADA, and Enterprise Resource Planning.
9June 18, 2024 Item #11 Page 79 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Risk Management and
Transparency
Due to the access of sensitive information and the complex nature of Encina’s virtual world,
Encina is exposed to the risk for delays and possible data breach if using outside resources to
support this gap. Risk management is essential to the appropriate response time and data
management which is critical in making informed decisions in a timely manner to ensure Encina
continues operations.
Logistical Issues The new position will support the entire organization including CIP, Administration, Operation
and Maintenance. The position will be held in the Technical Services Department building.
10June 18, 2024 Item #11 Page 80 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
ABOUT ENCINA
Founded in 1961, the Encina Wastewater
Authority (Encina) is a public joint
powers authority located in North San
Diego County. Encina provides
wastewater treatment services on behalf
of its six (6) Member Agencies.
Facts
Founded
1961
Population Served
380,000
Service Area
123 square miles
Permitted Liquid Treatment Capacity
40.51 million gallons per day (dry weather)
Permitted Solids Treatment Capacity
43.53 million gallons per day (dry weather)
Member Agencies
City of Carlsbad
July 13, 1961
City of Vista
July 13, 1961
Buena Sanitation District
January 6, 1964
Vallecitos Water District
March 22, 1965
City of Encinitas
August 17, 1971
Leucadia Wastewater District
August 17, 1971
11June 18, 2024 Item #11 Page 81 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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12June 18, 2024 Item #11 Page 82 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
RESOURCE RECOVERY
Encinas has long been a leader in the wastewater industry while still remaining within the industry
standards for cost of
service. Encina was one of
the first in the nation to
adopt a cogeneration model
back in the 1980’s, one of
the first in the state and
nation to adopt a heat dryer
model, and one of the first
in the nation to use beer
waste as a power
generation source in 2017.
Each of these has provided
value to Encina, its Member
Agencies, and their ratepayers. Because of Encina’s unique approach within the industry, it provides
exceptional value for its Member Agencies and ratepayers.
ORGANIZATION OF EXCELLENCE
Encina is a model of excellence and innovation. Encina has received over 40 awards for organizational
excellence and innovations over the past decade. This reflects the competence of Encina’s highly
qualified, trained, and certified workforce. Some recent awards are shown here.
13June 18, 2024 Item #11 Page 83 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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14June 18, 2024 Item #11 Page 84 of 625
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June 18, 2024 Item #11 Page 85 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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16June 18, 2024 Item #11 Page 86 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
2022-23 Budget 2023-24 Budget 2024-25 Budget
Office of the General Manager
General Manager 1.00 1.00 1.00
Assistant General Manager 1.00 1.00 1.00
Assistant to the General Manager 1.00 0.00 0.00
Engineering Services Manager 1.00 1.00 1.00
Senior Construction Manager1 1.00 1.00 1.00
Engineer 0.00 0.00 1.00
Human Resources Manager 0.00 1.00 1.00
Human Resources Analyst2 1.00 1.00 1.00
Board Secretary/Executive Assistant2 1.00 1.00 1.00
Administrative Assistant I/II 1.00 1.00 1.00
Total 8.00 8.00 9.00
Finance Department
Director of Finance1 1.00 1.00 1.00
Accounting Supervisor1 1.00 1.00 1.00
Accounting Technician I/II 1.00 1.00 1.00
Contract Administrator 1.00 1.00 1.00
Inventory Control Technician2 1.00 1.00 1.00
Procurement Specialist 1.00 1.00 1.00
Total 6.00 6.00 6.00
Operations Department
Director of Operations 1.00 1.00 1.00
Operations Manager 3.00 3.00 3.00
Shift Supervisor3 6.00 6.00 5.00
Lead Operator3 5.00 5.00 7.00
Operator I/II and Operator-In-Training3 15.00 15.00 14.00
Training and Quality Control Specialist 1.00 1.00 1.00
Total 31.00 31.00 31.00
AUTHORIZED POSITIONS
Summary by Department
17June 18, 2024 Item #11 Page 87 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
2022-23 Budget 2023-24 Budget 2024-25 Budget
AUTHORIZED POSITIONS
Summary by Department
Technical Services Department
Director of Technical Services 1.00 1.00 1.00
Maintenance Manager 1.00 1.00 1.00
Electrical and Instrumentation Supervisor1 1.00 1.00 1.00
Electrical and Instrumentation Technician1,2 3.00 3.00 3.00
Mechanical Technician Supervisor1 1.00 1.00 1.00
Lead Mechanical Technician 1.00 1.00 1.00
Mechanical Technician I/II1 6.00 6.00 6.00
Cogeneration Specialist 1.00 1.00 1.00
Field Services Superintendent 1.00 1.00 1.00
Information Systems Manager 1.00 1.00 1.00
Information Systems Analyst2 2.00 2.00 3.00
Total 19.00 19.00 20.00
Environmental Compliance Department
Director of Environmental Compliance 1.00 1.00 1.00
Source Control Manager 1.00 1.00 1.00
Source Control Inspector I/II/III2 3.00 3.00 3.00
Laboratory Manager 1.00 1.00 1.00
Chemist I/II/III2 4.00 5.00 5.00
Safety & Training Manager 1.00 1.00 1.00
Total 11.00 12.00 12.00
Full-time Equivalent Employees Summary
Office of the General Manager 8.00 8.00 9.00
Finance 6.00 6.00 6.00
Operations 31.00 31.00 31.00
Technical Services 19.00 19.00 20.00
Environmental Compliance 11.00 12.00 12.00
Total 75.00 76.00 78.00
1. Mid-year change per General Manager authority during Fiscal year 2022-23.
2. Title changed per 2022 Compensation Study.
3. Mid-year change per General Manager authority during Fiscal year 2023-24.
18June 18, 2024 Item #11 Page 88 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Salaries
FY 2023-24
Budget % of Total FY 2024-25
Budget % of Total % Change
Regular 9,609,617$ 10,579,056$ 10.1%
Overtime 194,130$ 213,715$ 10.1%
Holiday 96,000$ 106,000$ 10.4%
Temporary & Part-Time Staff 47,000$ 50,000$ 6.4%
Intern Program 29,800$ 33,290$ 11.7%
Shift Differential 45,000$ 40,000$ -11.1%
Incentive Awards 19,741$ 24,684$ 25.0%
Standby 5,000$ 2,000$ -60.0%
Subtotal Salaries 10,046,289$ 73.7% 11,048,744$ 73.5% 10.0%
FY 2023-24
Budget % of Total FY 2024-25
Budget % of Total % Change
CalPERS Retirement Program — Normal Cost 1,973,774$ 2,184,251$ 10.7%
CalPERS Employee Contribution (780,049)$ (855,725)$ 9.7%
Other Post-Employment Benefits 104,597$ 104,632$ 0.0%
Flexible Benefits 125 Plan 1,452,797$ 1,702,471$ 17.2%
Deferred Compensation 355,573$ 381,540$ 7.3%
Medicare 153,845$ 170,052$ 10.5%
Workers Compensation Insurance 263,000$ 249,511$ -5.1%
Other Ancillary Benefits 54,509$ 50,422$ -7.5%
Subtotal Benefits 3,578,045$ 26.3% 3,987,153$ 26.5% 11.4%
Total Personnel Expense 13,624,334$ 100.0% 15,035,897$ 100.0% 10.4%
FY 2023-24
Budget
FY 2023-24
Positions
FY 2024-25
Budget
FY 2024-25
Positions % Change
Encina Water Pollution Control Facility 5,604,374$ 33.60 7,345,477$ 39.95 31.1%
Source Control 683,659$ 4.35 793,766$ 4.46 16.1%
Agua Hedionda Lift Station 352,365$ 1.90 250,374$ 1.32 -28.9%
Buena Creek Pump Station 278,579$ 1.53 232,490$ 1.26 -16.5%
Buena Vista Pump Station 233,009$ 1.29 201,784$ 1.07 -13.4%
Carlsbad Water Reclamation Facilities 539,577$ 2.91 386,104$ 2.05 -28.4%
Raceway Basin Pump Station 169,118$ 0.91 134,210$ 0.71 -20.6%
Remote Facilities 1,572,648$ 8.54 1,204,962$ 6.41 -23.4%
Subtotal 7,860,681$ 46.49 9,344,205$ 50.82 18.9%
Internal Service Funds 2,679,333$ 15.40 3,344,610$ 17.08 24.8%
Subtotal Operating 10,540,014$ 61.89 12,688,815$ 67.89 20.4%
Capital Program 3,084,320$ 14.11 2,347,081$ 10.11 -23.9%
Total Personnel Expense 13,624,334$ 76.00 15,035,896$ 78.00 10.4%
PERSONNEL EXPENSE SUMMARY by ACCOUNT
Benefits
PERSONNEL EXPENSE SUMMARY by PROGRAM
Programs
19June 18, 2024 Item #11 Page 89 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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20June 18, 2024 Item #11 Page 90 of 625
OPERATING
SECTION
Operating Budget Summaries
Encina Water Pollution Control Facility
Environmental Compliance & Regional Source Control
Remote Facilities:
Agua Hedionda Pump Station
Buena Creek Pump Station
Buena Vista Pump Station
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Internal Service Funds
June 18, 2024 Item #11 Page 91 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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22June 18, 2024 Item #11 Page 92 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
City of Carlsbad 6,267,132$ 7,244,274$ 7,103,920$ 8,050,581$ 806,307$ 11.1%
City of Vista 5,683,360$ 6,310,428$ 6,307,080$ 6,977,609$ 667,181$ 10.6%
Buena Sanitation District 2,183,968$ 2,416,649$ 2,344,525$ 2,667,378$ 250,729$ 10.4%
Vallecitos Water District 3,545,893$ 3,735,121$ 3,938,552$ 4,466,441$ 731,320$ 19.6%
City of Encinitas 780,168$ 911,774$ 831,538$ 948,629$ 36,855$4.0%
Leucadia Wastewater District 2,516,807$ 2,883,195$ 2,687,734$ 3,039,283$ 156,088$ 5.4%
Sub Total 20,977,328$ 23,501,441$ 23,213,349$ 26,149,921$ 2,648,480$ 11.3%
Estimated Other Revenue *529,000$ 529,000$ 474,800$ (54,200)$ -10.2%
Total 20,977,328$ 24,030,441$ 23,742,349$ 26,624,721$ 2,594,280$ 10.8%
*2022 Actual total is net of other revenue
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 16,615,644$ 18,121,287$ 18,056,362$ 20,432,724$ 2,311,437$ 12.8%
Source Control 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6%
Agua Hedionda Lift Station 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4%
Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$9.1%
Buena Vista Pump Station 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6%
Carlsbad Water Recycling Facility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$5.3%
Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$-1.0%
Total 20,977,328$ 23,501,441$ 23,213,349$ 26,149,921$ 2,648,480$ 11.3%
(529,000)$ (529,000)$
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 16,615,644$ 18,650,287$ 18,585,362$ 20,907,524$ 2,257,237$ 12.1%
Source Control 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6%
Agua Hedionda Lift Station 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4%
Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$9.1%
Buena Vista Pump Station 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6%
Carlsbad Water Recycling Facility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$5.3%
Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$-1.0%
Total 20,977,328$ 24,030,441$ 23,742,349$ 26,624,721$ 2,594,280$ 10.8%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 7,159,297$ 7,860,680$ 8,127,770$ 9,344,205$ 1,483,525$ 18.9%
Non-Personnel 6,775,094$ 8,656,521$ 8,403,729$ 8,878,772$ 222,251$ 2.6%
Internal Service Fund 7,042,937$ 7,513,240$ 7,210,850$ 8,401,744$ 888,504$ 11.8%
Total 20,977,328$ 24,030,441$ 23,742,349$ 26,624,721$ 2,594,280$ 10.8%
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
23June 18, 2024 Item #11 Page 93 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 5,292,432$ 5,604,374$ 6,078,451$ 7,345,477$ 1,741,103$ 31.1%
Non-Personnel 5,097,405$ 6,381,144$ 6,188,274$ 6,245,965$ (135,179)$ -2.1%
Internal Service Fund 6,225,807$ 6,664,769$ 6,318,637$ 7,316,082$ 651,313$ 9.8%
Total 16,615,644$ 18,650,287$ 18,585,362$ 20,907,524$ 2,257,237$ 12.1%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 605,929$ 683,658$ 680,462$ 793,766$ 110,108$ 16.1%
Non-Personnel 13,634$ 101,550$ 30,557$ 43,132$ (58,418)$ -57.5%
Internal Service Fund 243,689$ 234,419$ 239,007$ 321,087$ 86,668$ 37.0%
Total 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 246,919$ 352,365$ 371,566$ 250,374$ (101,991)$ -28.9%
Non-Personnel 213,795$ 279,282$ 244,429$ 287,400$ 8,118$ 2.9%
Internal Service Fund 102,385$ 108,919$ 118,717$ 126,099$ 17,180$ 15.8%
Total 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 233,997$ 278,579$ 231,361$ 232,490$ (46,089)$ -16.5%
Non-Personnel 261,189$ 267,324$ 283,750$ 353,801$ 86,477$ 32.3%
Internal Service Fund 68,136$ 73,865$ 80,510$ 89,900$ 16,035$ 21.7%
Total 563,322$ 619,768$ 595,621$ 676,191$ 56,423$ 9.1%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 184,747$ 233,009$ 207,299$ 201,784$ (31,225)$ -13.4%
Non-Personnel 527,178$ 557,646$ 592,375$ 699,489$ 141,843$ 25.4%
Internal Service Fund 70,567$ 73,957$ 80,610$ 89,255$ 15,298$ 20.7%
Total 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 463,742$ 539,577$ 374,399$ 386,104$ (153,473)$ -28.4%
Non-Personnel 594,490$ 983,270$ 992,913$ 1,140,658$ 157,388$ 16.0%
Internal Service Fund 285,298$ 307,001$ 318,533$ 399,282$ 92,281$ 30.1%
Total 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$ 5.3%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 131,531$ 169,118$ 184,232$ 134,210$ (34,908)$ -20.6%
Non-Personnel 67,403$ 86,305$ 71,431$ 108,327$ 22,022$ 25.5%
Internal Service Fund 47,055$ 50,310$ 54,836$ 60,039$ 9,729$ 19.3%
Total 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$-1.0%
OPERATING BUDGET: EXPENSE SUMMARY
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Encina Water Pollution Control Facility
Environmental Compliance ─ Source Control
Agua Hedionda Lift Station
Buena Vista Pump Station
Buena Creek Pump Station
24June 18, 2024 Item #11 Page 94 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 4,399,501$ 4,820,869$ 4,801,300$ 5,452,265$ 631,396$ 13.1%
Source Control 268,725$ 274,803$ 298,201$ 364,123$ 89,320$32.5%
Agua Hedionda Lift Station 173,997$ 228,835$ 227,026$ 205,135$ (23,700)$ -10.4%
Buena Vista Pump Station 81,379$ 89,919$91,548$103,014$ 13,095$14.6%
Carlsbad Water Recycling Facility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$5.3%
Total 6,267,132$ 7,244,274$ 7,103,920$ 8,050,581$ 806,307$ 11.1%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 4,062,612$ 4,364,097$ 4,378,763$ 4,945,145$ 581,048$ 13.3%
Source Control 284,544$ 354,174$ 321,396$ 383,636$ 29,462$8.3%
Agua Hedionda Lift Station 389,102$ 511,731$ 507,686$ 458,738$ (52,993)$ -10.4%
Buena Vista Pump Station 701,113$ 774,693$ 788,736$ 887,514$ 112,821$ 14.6%
Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$-1.0%
Total 5,683,360$ 6,310,428$ 6,307,080$ 6,977,609$ 667,181$ 10.6%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 1,552,767$ 1,724,928$ 1,666,621$ 1,894,218$ 169,290$ 9.8%
Source Control 67,879$ 71,953$82,283$96,969$25,016$34.8%
Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$9.1%
Total 2,183,968$ 2,416,649$ 2,344,525$ 2,667,378$ 250,729$ 10.4%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 3,406,635$ 3,578,652$ 3,798,286$ 4,293,267$ 714,615$ 20.0%
Source Control 139,258$ 156,469$ 140,266$ 173,174$ 16,705$10.7%
Total 3,545,893$ 3,735,121$ 3,938,552$ 4,466,441$ 731,320$ 19.6%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 748,977$ 867,277$ 796,573$ 900,877$ 33,600$3.9%
Source Control 31,191$ 44,497$34,965$47,752$3,255$ 7.3%
Total 780,168$ 911,774$ 831,538$ 948,629$ 36,855$ 4.0%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 2,445,152$ 2,765,464$ 2,614,819$ 2,946,952$ 181,488$ 6.6%
Source Control 71,655$ 117,731$ 72,915$92,331$(25,400)$ -21.6%
Total 2,516,807$ 2,883,195$ 2,687,734$ 3,039,283$ 156,088$ 5.4%
OPERATING BUDGET: REVENUE SUMMARY
Leucadia Wastewater District
City of Encinitas
City of Carlsbad
City of Vista
Vallecitos Water District
Buena Sanitation District
25June 18, 2024 Item #11 Page 95 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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26June 18, 2024 Item #11 Page 96 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
ENCINA WATER POLLUTION CONTROL FACILITY
The Encina Water Pollution Control Facility (EWPCF), located in Carlsbad, California, provides wastewater treatment services
to approximately 380,000 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 primary and secondary activated sludge treatment processes); 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 trade
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 nineteen (19) 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 Encina 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 FY 2023-24, 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 based on prior year actuals.
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
27June 18, 2024 Item #11 Page 97 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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28June 18, 2024 Item #11 Page 98 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 4,051,901$ 4,112,045$ 4,641,733$ 5,369,586$ 30.6%
5200 Benefits 1,240,531$ 1,492,329$ 1,436,719$ 1,975,891$ 32.4%
Total Personnel Expenses 5,292,432$ 5,604,374$ 6,078,451$ 7,345,477$ 31.1%
21001 7330 Specialty Services 153,596$ 160,056$ 182,932$ 164,844$ 3.0%
22001 5400 CEPT Polymer 100,304$ 225,500$ 125,642$ 228,861$ 1.5%
22001 5401 Ferric Chloride 517,114$ 911,000$ 803,274$ 969,750$ 6.4%
22001 5405 Atmospheric Control (Nitrogen)27,323$ 34,000$ 39,668$ 41,273$ 21.4%
22001 5406 Pellet Dust Control 34,796$ 48,500$ 40,000$ 48,841$ 0.7%
22001 5407 Sodium Hypochlorite 87,094$ 143,000$ 157,732$ 183,576$ 28.4%
22001 5409 Dewatering / Thickening Polymer 1,304,860$ 1,528,000$ 1,528,000$ 1,604,826$ 5.0%
22001 5420 Biosolids Recycling 624,786$ 881,100$ 760,000$ 898,900$ 2.0%
22001 5422 Pure Green Marketing 12,070$ 15,000$ 10,063$ 15,000$ 0.0%
22001 5423 Grit Hauling 80,713$ 136,500$ 122,144$ 136,500$ 0.0%
22001 5431 Water 23,393$ 20,100$ 15,512$ 20,451$ 1.7%
22001 6430 Memberships -$-$-$6,991$0.0%
22001 6450 Professional Services 28,610$ 53,500$ 181$ 67,000$ 25.2%
22001 6720 Specialty Equipment 7,536$11,200$ 26,884$ 7,250$-35.3%
22001 6920 Permits 20,582$ 35,257$ 77,748$ 37,612$ 6.7%
22001 7310 Safety & Medical Services 222,603$ 195,300$ 243,213$ 296,200$ 51.7%
22001 7330 Specialty Services 4,422$ 20,000$ -$5,500$-72.5%
22001 7610 Professional Development -$-$-$17,800$ 0.0%
22001 7620 Contingency -$-$-$-$0.0%
23001 5410 Chemicals 4,723$ 6,000$-$6,000$0.0%
23001 5910 Equipment Rental 9,864$ 12,000$ 14,304$ 14,000$ 16.7%
23001 6120 Fuel & Lube 38,019$ 30,000$ 28,363$ 39,613$ 32.0%
23001 6220 Earthquake & Flood Insurance 187,791$ 206,570$ 251,759$ -$-100.0%
23001 6230 Janitorial 94,865$ 100,000$ 120,750$ 101,000$ 1.0%
23001 6410 Laundry & Uniforms 19,924$ 20,000$ 15,246$ 20,000$ 0.0%
23001 6424 Info Systems: Enterprise Applications 324,305$ 331,000$ 323,636$ -$-100.0%
23001 6430 Memberships -$-$-$4,316$0.0%
23001 6450 Professional Services (South Parcel)19,101$ 40,000$ 12,800$ 20,000$ -50.0%
23001 6710 Equipment New 5,457$ 8,000$3,754$11,000$ 37.5%
23001 6930 Piping & Electrical Repair 121,422$ 130,000$ 214,211$ 140,000$ 7.7%
23001 6940 Planned Maintenance 250,734$ 245,000$ 262,548$ 280,000$ 14.3%
23001 7010 Plant Contracts 260,837$ 320,200$ 316,469$ 362,000$ 13.1%
23001 7510 Tools 9,931$ 10,000$ 19,418$ 10,000$ 0.0%
continued
OPERATING EXPENSE SUMMARY:
ENCINA WATER POLLUTION CONTROL FACILITY
PERSONNEL
NON-PERSONNEL Proposed
FY 2024-25
Proposed
FY 2024-25
Projected
FY 2023-24
Budget
FY 2023-24
Actual
FY 2022-23
%
Change¹
Projected
FY 2023-24
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
29June 18, 2024 Item #11 Page 99 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
24001 6810 Ocean Monitoring 90,853$ 62,000$ 42,420$ 28,000$ -54.8%
24001 6911 Effluent Testing 27,067$ 31,000$ 20,698$ 33,000$ 6.5%
24001 6920 Permits 291,242$ 316,872$ 316,872$ 316,872$ 0.0%
24001 6940 Planned Maintenance -$-$-$-$0.0%
500xx 6010 Board of Directors Meeting Expense 31,925$ 29,505$ 27,135$ 29,505$ 0.0%
500xx 7610 Board of Directors Professional Dev.-$-$-$-$0.0%
Total Non-Personnel Expenses 5,097,405$ 6,381,144$ 6,188,274$ 6,245,965$ -2.1%
11001 Administration 2,411,566$ 2,653,260$ 2,891,941$ 3,489,788$ 31.5%
12001 Laboratory 983,490$ 1,213,262$ 951,265$ 1,131,155$ -6.8%
13001 Energy Management 2,830,751$ 2,798,247$ 2,475,431$ 2,695,139$ -3.7%
Total Internal Service Fund Expenses 6,225,807$ 6,664,769$ 6,318,637$ 7,316,082$ 9.8%
Total Operating Expenses 16,615,644$ 18,650,287$ 18,585,362$ 20,907,524$ 12.1%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
INTERNAL SERVICE FUNDS
NON-PERSONNEL EXPENSES (cont.) Proposed
FY 2024-25
Proposed
FY 2024-25
Actual
FY 2022-23
%
Change¹
Budget
FY 2023-24
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Projected
FY 2023-24
%
Change¹
30June 18, 2024 Item #11 Page 100 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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 Encina’s Pretreatment Ordinance, which are enforced by Encina
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 FY 2024-25 staff estimates fifty-seven (57) industries will be fully permitted, while another 572 businesses
will participate in EWA’s Best Management Practices Program.
Cost Allocation – Personnel Expenses make up over 68% of Source Control’s budgeted expenses. Over 82% of personnel
expenses are allocated to Member Agencies based on the actual level of effort by staff. Remaining personnel expenses and
all non-personnel expenses are allocated to the Member Agencies on the basis of Encina Ocean Outfall flows.
Public outreach at the 2023 Alta Vista Fun Festival at the Alta Vista Botanical Gardens.
31June 18, 2024 Item #11 Page 101 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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32June 18, 2024 Item #11 Page 102 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 452,331$ 491,137$ 506,402$ 570,589$ 16.2%
5200 Benefits 153,598$ 192,521$ 174,061$ 223,177$ 15.9%
Total Personnel Expenses 605,929$ 683,658$ 680,462$ 793,766$ 16.1%
40001 5520 Books -$ -$ -$ -$ 0.0%
40001 5930 Equipment Replacement 324$ 6,000$ 6,081$ 1,000$ -83.3%
40001 6120 Fuel & Lube 3,062$ 3,200$ 2,065$ 2,900$ -9.4%
40001 6310 Lab Equipment Repair 5,303$ 11,000$ 16,856$ 7,000$ -36.4%
40001 6330 Lab Supplies 1,077$ 1,600$ -$ 1,600$ 0.0%
40001 6410 Laundry & Uniforms 1,535$ 2,000$ 1,830$ 2,000$ 0.0%
40001 6422 Legal Notices 426$ 750$ -$ 750$ 0.0%
40001 6430 Memberships -$ -$ -$ 2,482$ 0.0%
40001 6450 Professional Services -$ 75,000$ -$ 15,000$ -80.0%
40001 7120 Printing & Reproduction -$ -$ -$ -$ 0.0%
40001 7130 Public Information 1,907$ 2,000$ 3,725$ 2,000$ 0.0%
40001 7610 Professional Development -$ -$ -$ 8,400$ 0.0%
Total Non-Personnel Expenses 13,634$ 101,550$ 30,557$ 43,132$ -57.5%
11001 Administration 162,946$ 179,561$ 195,713$ 228,783$ 27.4%
12001 Laboratory 77,909$ 52,057$ 40,816$ 89,606$ 72.1%
13001 Energy Management 2,834$ 2,801$ 2,478$ 2,698$ -3.7%
Total Internal Service Fund Expenses 243,689$ 234,419$ 239,007$ 321,087$ 37.0%
Total Operating Expenses 863,252$ 1,019,627$ 950,026$ 1,157,985$ 13.6%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
SOURCE CONTROL
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
33June 18, 2024 Item #11 Page 103 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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34June 18, 2024 Item #11 Page 104 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
REMOTE FACILITIES
AGUA HEDIONDA LIFT STATION
The Agua Hedionda Lift Station (AHLS) 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.
Capacity – The new AHLS 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 AHLS is operated by EWA under a contract with the owner agencies. The costs of operating and
maintaining the AHLS 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 Lift Station
35June 18, 2024 Item #11 Page 105 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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36June 18, 2024 Item #11 Page 106 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 187,273$ 257,408$ 273,181$ 182,074$ -29.3%
5200 Benefits 59,646$ 94,957$ 98,385$ 68,300$ -28.1%
Total Personnel Expenses 246,919$ 352,365$ 371,566$ 250,374$ -28.9%
31001 5431 Water 12,282$ 29,050$ 13,376$ 21,300$ -26.7%
31001 5435 Electricity 170,266$ 184,800$ 178,164$ 194,040$ 5.0%
31001 5910 Equipment Rental -$ 1,000$ -$ 1,000$ 0.0%
31001 6120 Fuel & Lube 6,579$ 12,475$ 8,063$ 10,830$ -13.2%
31001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0%
31001 6424 Info Systems: Infrastructure -$ -$ -$ 4,000$ 0.0%
31001 6920 Permits 2,891$ 6,357$ 7,226$ 6,330$ -0.4%
31001 6930 Piping & Electrical Repair 3,816$ 3,500$ 3,079$ -$ -100.0%
31001 6940 Planned Maintenance 10,932$ 11,000$ 19,347$ 14,500$ 31.8%
31001 7010 Plant Contracts 5,319$ 27,550$ 14,560$ 31,850$ 15.6%
31001 7320 Safety Equipment 1,195$ 2,000$ -$ 2,000$ 0.0%
31001 7330 Specialty Services -$ -$ -$ -$ 0.0%
31001 7510 Tools -$ 1,000$ -$ 1,000$ 0.0%
Total Non-Personnel Expenses 213,795$ 279,282$ 244,429$ 287,400$ 2.9%
11001 Administration 102,385$ 108,919$ 118,717$ 126,099$ 15.8%
Total Internal Service Fund Expenses 102,385$ 108,919$ 118,717$ 126,099$ 15.8%
Total Operating Expenses 563,099$ 740,566$ 734,712$ 663,873$ -10.4%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
AGUA HEDIONDA LIFT STATION
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
37June 18, 2024 Item #11 Page 107 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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38June 18, 2024 Item #11 Page 108 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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
39June 18, 2024 Item #11 Page 109 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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40June 18, 2024 Item #11 Page 110 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 174,567$ 204,076$ 171,259$ 169,974$ -16.7%
5200 Benefits 59,430$ 74,503$ 60,102$ 62,516$ -16.1%
Total Personnel Expenses 233,997$ 278,579$ 231,361$ 232,490$ -16.5%
37001 5431 Water 2,309$ 2,300$3,836$3,700$60.9%
37001 5435 Electricity 233,153$ 218,240$ 256,008$ 296,101$ 35.7%
37001 6120 Fuel & Lube 4,869$ 7,100$2,931$6,290$-11.4%
37001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0%
37001 6424 Info Systems: Infrastructure -$-$-$4,000$0.0%
37001 6710 Equipment New -$-$-$-$0.0%
37001 6730 Non-Specific Repair & Maintenance -$0.0%
37001 6920 Permits 1,995$ 4,334$4,706$4,760$9.8%
37001 6930 Piping & Electrical Repair 5,639$5,000$5,634$5,000$0.0%
37001 6940 Planned Maintenance 6,494$6,500$842$ 6,500$0.0%
37001 7010 Plant Contracts 5,628$ 21,100$ 9,179$24,700$ 17.1%
37001 7320 Safety Equipment 587$ 1,200$-$1,200$0.0%
37001 7330 Specialty Services -$-$-$-$0.0%
37001 7510 Tools -$1,000$1,000$0.0%
Total Non-Personnel Expenses 261,189$ 267,324$ 283,750$ 353,801$ 32.3%
11001 Administration 68,136$ 73,865$ 80,510$ 89,900$ 21.7%
Total Internal Service Fund Expenses 68,136$ 73,865$ 80,510$ 89,900$ 21.7%
Total Operating Expenses 563,322$ 619,768$ 595,621$ 676,191$ 9.1%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
BUENA CREEK PUMP STATION
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
41June 18, 2024 Item #11 Page 111 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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42June 18, 2024 Item #11 Page 112 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 129,836$ 172,356$ 152,469$ 146,945$ -14.7%
5200 Benefits 54,911$ 60,653$ 54,829$ 54,839$ -9.6%
Total Personnel Expenses 184,747$ 233,009$ 207,299$ 201,784$ -13.4%
32001 5431 Water 935$ 1,200$ 893$ 1,220$ 1.7%
32001 5435 Electricity 492,257$ 499,400$ 548,868$ 632,122$ 26.6%
32001 5910 Equipment Rental -$ -$ -$ -$ 0.0%
32001 6120 Fuel & Lube 5,589$ 7,350$ 7,546$ 6,540$ -11.0%
32001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0%
32001 6424 Info Systems: Infrastructure -$ -$ -$ 4,000$ 0.0%
32001 6730 Non-Specific Repair & Maintenance -$ -$ -$ -$ 0.0%
32001 6920 Permits 3,716$ 6,246$ 8,694$ 7,157$ 14.6%
32001 6930 Piping & Electrical Repair 838$ 7,500$ 4,907$ 7,500$ 0.0%
32001 6940 Planned Maintenance 13,519$ 13,500$ 1,380$ 13,500$ 0.0%
32001 7010 Plant Contracts 9,349$ 19,400$ 18,652$ 24,400$ 25.8%
32001 7320 Safety Equipment 460$ 1,500$ 486$ 1,500$ 0.0%
32001 7330 Specialty Services -$ -$ -$ -$ 0.0%
32001 7510 Tools -$ 1,000$ 335$ 1,000$ 0.0%
Total Non-Personnel Expenses 527,178$ 557,646$ 592,375$ 699,489$ 25.4%
11001 Administration 70,567$ 73,957$ 80,610$ 89,255$ 20.7%
Total Internal Service Fund Expenses 70,567$ 73,957$ 80,610$ 89,255$ 20.7%
Total Operating Expenses 782,492$ 864,612$ 880,284$ 990,528$ 14.6%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
BUENA VISTA PUMP STATION
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
45June 18, 2024 Item #11 Page 115 of 625
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46June 18, 2024 Item #11 Page 116 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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 2016-17 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. Production volume is anticipated to increase during Fiscal Year 2024-25 due to decreased
production at the Vallecitos Water District’s Meadowlark Water Reclamation Facility. The Meadowlark Water Reclamation
Facility typically supplies a portion of the City of Carlsbad’s recycled water needs but will be offline due to planned
maintenance activities for a portion of the fiscal year. Actual expenditures will reflect the actual volume of recycled water
production.
Carlsbad Water Recycling Facility
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 347,688$ 391,226$ 273,377$ 280,539$ -28.3%
5200 Benefits 116,054$ 148,351$ 101,022$ 105,565$ -28.8%
Total Personnel Expenses 463,742$ 539,577$ 374,399$ 386,104$ -28.4%
38001 5394 Sodium Hydroxide 7,076$20,000$ 13,626$ 20,000$ 0.0%
38001 5395 Citric Acid 12,696$ 38,100$ 25,819$ 38,100$ 0.0%
38001 5407 Sodium Hypochlorite 238,774$ 437,700$ 563,707$ 611,679$ 39.7%
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 9,210$22,400$ 10,863$ 26,334$ 17.6%
38001 5412 Alum -$14,100$ -$14,100$ 0.0%
38001 5435 Electricity 232,990$ 298,515$ 267,419$ 265,125$ -11.2%
38001 5530 Misc. Corrosion Protection 1,195$2,000$-$2,000$0.0%
38001 5910 Equipment Rental -$3,500$-$3,500$0.0%
38001 6120 Fuel & Lube 84$ 1,480$275$ 1,445$-2.4%
38001 6230 Janitorial 1,600$ 2,100$1,750$2,100$0.0%
38001 6410 Laundry & Uniforms 978$ 1,250$1,166$1,250$0.0%
38001 6424 Information Systems 3,997$4,000$6,172$4,000$0.0%
38001 6450 Professional Services 8,053$25,000$ 3,520$25,000$ 0.0%
38001 6730 Non-Specific Repair & Maintenance -$-$-$-$0.0%
38001 6920 Permits 27,175$ 31,625$ 57,126$ 33,925$ 7.3%
38001 6930 Piping & Electrical Repair 9,238$10,000$ 8,033$10,000$ 0.0%
38001 6940 Planned Maintenance 34,764$ 35,000$ 21,199$ 35,000$ 0.0%
38001 7010 Plant Contracts 6,106$ 30,500$ 10,278$ 41,100$ 34.8%
38001 7320 Safety Equipment 554$ 1,700$-$1,700$0.0%
38001 7330 Specialty Services -$-$-$-$0.0%
38001 7510 Tools -$1,000$1,960$1,000$0.0%
Total Non-Personnel Expenses 594,490$ 983,270$ 992,913$ 1,140,658$ 16.0%
11001 Administration 222,145$ 254,417$ 277,304$ 326,647$ 28.4%
12001 Laboratory 63,153$ 52,584$ 41,229$ 72,635$ 38.1%
Total Internal Service Fund Expenses 285,298$ 307,001$ 318,533$ 399,282$ 30.1%
Total Operating Expenses 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 5.3%
OPERATING EXPENSE SUMMARY:
CARLSBAD WATER RECYCLING FACILITY
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
49June 18, 2024 Item #11 Page 119 of 625
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50June 18, 2024 Item #11 Page 120 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 93,278$ 122,871$ 134,451$ 97,144$ -20.9%
5200 Benefits 38,253$ 46,247$ 49,782$ 37,066$ -19.9%
Total Personnel Expenses 131,531$ 169,118$ 184,232$ 134,210$ -20.6%
39001 5431 Water 662$ 1,050$751$ 1,100$4.8%
39001 5435 Electricity 50,624$ 46,035$ 56,703$ 62,014$ 34.7%
39001 5445 Telephone -$-$-$-$0.0%
39001 5910 Equipment Rental -$-$-$-$0.0%
39001 6120 Fuel & Lube 3,743$ 6,150$2,767$5,648$-8.2%
39001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0%
39001 6424 Info Systems: Infrastructure -$-$-$4,000$0.0%
39001 6710 Equipment New -$-$-$-$0.0%
39001 6730 Non-Specific Repair & Maintenance -$-$-$-$0.0%
39001 6920 Permits 2,452$ 4,870$1,786$5,565$14.3%
39001 6930 Piping & Electrical Repair 202$ 2,000$-$2,000$0.0%
39001 6940 Planned Maintenance 4,660$5,000$2,440$5,000$0.0%
39001 7010 Plant Contracts 4,382$ 18,500$ 6,370$20,300$ 9.7%
39001 7320 Safety Equipment 163$ 1,150$-$1,150$0.0%
39001 7330 Specialty Services -$-$-$-$0.0%
39001 7510 Tools -$1,000$-$1,000$0.0%
Total Non-Personnel Expenses 67,403$ 86,305$ 71,431$ 108,327$ 25.5%
11001 Administration 47,055$ 50,310$ 54,836$ 60,039$ 19.3%
Total Internal Service Fund Expenses 47,055$ 50,310$ 54,836$ 60,039$ 19.3%
Total Operating Expenses 245,989$ 305,733$ 310,499$ 302,576$ -1.0%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
RACEWAY BASIN PUMP STATION
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
53June 18, 2024 Item #11 Page 123 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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54June 18, 2024 Item #11 Page 124 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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. Encina’s budget
reflects three ISFs: (1) Administration; (2) Laboratory; and, (3) Energy Management. The existence of these ISFs traces back
to the 1998 Encina 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 Encina’s Board of
Directors as well as all Operating and Capital Programs. Administration plans and executes Encina’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 Encina’s governance activities.
Laboratory – The Laboratory Internal Service Fund is responsible for monitoring and reporting activities required by: (1)
Encina’s National Pollutant Discharge Elimination System (NPDES) Permit; (2) permits related to facilities operated and
maintained by Encina staff; (3) Encina’s Storm Water Permit; and, (4) permits and contracts related to biosolids use. The
Laboratory is also responsible for management of Encina’s Joint Flow Metering System (JFMS), as well as the sampling and
data compilation elements of Encina’s Financial Plan and Revenue Program.
Encina’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 Encina’s Member Agencies,
which generated over $169,000 in revenue in FY 2022-23, offsetting operating expenses.
Energy Management – The Energy Management Internal Service Fund utilizes the EWPCF’s
power production and heat exchange facilities to maximize the beneficial reuse of digester
gas produced in the wastewater treatment process thus minimizing the amount of energy
Encina must purchase to operate the EWPCF. EWPCF’s Energy Management facilities
generates about 12 million kilowatt hours of green electricity per year from biogas thus
providing up to 85% of the electricity required to operate the EWPCF. Encina is a member of
the Environmental Protection Agency’s Green Power Partnership and has been ranked in the
Top 30 of the Green Power Leadership Club for On-Site Generation since 2011.
Cost Allocation – All ISF costs and revenues are allocated internally to one or more Operating or Capital program on the basis
of use. Each Operating and Capital program has its own cost allocation that apportions its net costs the Member Agencies.
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 1,987,807$ 1,973,165$ 2,359,114$ 2,464,203$ 24.9%
5200 Benefits 588,947$ 706,168$ 745,833$ 880,407$ 24.7%
Total Personnel Expenses 2,576,754$ 2,679,333$ 3,104,947$ 3,344,610$ 24.8%
11001 5445 Telephone 129,625$ 139,302$ 114,321$ -$ -100.0%
11001 5510 Advertising 11,966$ 7,000$ 2,668$ 2,000$ -71.4%
11001 5520 Books and Publications -$ 1,000$ -$ 947$ -5.3%
11001 5810 Employee Recognition 24,251$ 20,000$ 33,172$ -$ -100.0%
11001 5920 Equipment Repair Maint 31,374$ 10,000$ 5,237$ -$ -100.0%
11001 6210 Independent Auditor/Actuary 21,485$ 20,335$ 18,672$ -$ -100.0%
11001 6220 Insurance 448,950$ 584,960$ 610,340$ -$ -100.0%
11001 6420 Legal Services 90,354$ 100,000$ 86,089$ 100,000$ 0.0%
11001 6424 Info Systems: Infrastructure 415,797$ 463,500$ 486,722$ -$ -100.0%
11001 6430 Memberships 69,015$ 68,732$ 68,732$ 37,223$ -45.8%
11001 6440 Mileage Reimbursement 2,248$ 2,000$ 9,379$ -$ -100.0%
11001 6450 Professional Services 257,668$ 353,500$ 315,000$ 23,430$ -93.4%
11001 6830 Materials & Supplies 32,750$ 32,000$ 40,972$ 32,000$ 0.0%
11001 7110 Postage 2,320$ 4,810$ 8,530$ 7,990$ 66.1%
11001 7120 Printing & Reproduction 855$ 2,000$ -$ 2,000$ 0.0%
11001 7310 Safety & Medical Services 1,503$ -$ -$ -$ 0.0%
11001 7410 Subscriptions 4,586$ -$ -$ -$ 0.0%
11001 7610 Professional Development 123,648$ 182,230$ 204,242$ 106,720$ -41.4%
11003 5445 Telephone -$ -$ -$ 11,214$ 0.0%
11003 6210 Independent Auditor/Actuary -$ -$ -$ 22,770$ 0.0%
11003 6220 Insurance -$ -$ -$ 664,415$ 0.0%
11003 6430 Memberships -$ -$ -$ 1,366$ 0.0%
11003 6440 Mileage Reimbursement -$ -$ -$ 3,000$ 0.0%
11003 6450 Professional Services -$ -$ -$ 169,350$ 0.0%
11003 7610 Professional Development -$ -$ -$ 3,500$ 0.0%
11004 5510 Advertising -$ -$ -$ 5,000$ 0.0%
11004 5810 Employee Recognition -$ -$ -$ 30,000$ 0.0%
11004 6430 Memberships -$ -$ -$ 5,838$ 0.0%
11004 6450 Professional Services -$ -$ -$ 45,600$ 0.0%
11004 7610 Professional Development -$ -$ -$ 81,680$ 0.0%
11005 5445 Telephone -$ -$ -$ 128,088$ 0.0%
11005 5920 Equipment Repair Maint -$ -$ -$ 10,000$ 0.0%
11005 6424 Info Systems: Infrastructure -$ -$ -$ 936,668$ 0.0%
continued
OPERATING EXPENSE SUMMARY:
INTERNAL SERVICE FUNDS
PERSONNEL EXPENSES
NON-PERSONNEL EXPENSES
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
57June 18, 2024 Item #11 Page 127 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
11005 6430 Memberships -$-$-$390$ 0.0%
11005 7610 Professional Development -$-$-$11,000$ 0.0%
12001 6120 Fuel & Lube 546$ 695$ 1,682$695$ 0.0%
12001 6310 Lab Equipment Repair 36,982$ 39,900$ 60,167$ 43,900$ 10.0%
12001 6320 Lab Minor Equip Replace 1,794$2,490$10,066$ 9,600$285.5%
12001 6330 Lab Supplies 94,431$ 115,900$ 99,460$ 105,100$ -9.3%
12001 6410 Laundry & Uniforms 3,952$4,400$4,712$4,400$0.0%
12001 6430 Memberships -$-$-$3,052$0.0%
12001 6450 Professional Services 14,865$ 36,700$ 10,390$ 22,000$ -40.1%
12001 6910 Outside Analysis 22,873$ 46,500$ 10,520$ 17,000$ -63.4%
12001 6911 Effluent Testing 1,978$ 2,000$165$ 2,000$0.0%
12001 6912 Biosolids Testing 6,481$ 7,950$7,546$7,700$-3.1%
12001 6913 Industrial User Testing 31,294$ 52,000$ 40,714$ 53,000$ 1.9%
12001 6920 Permits 6,563$ 15,000$ 21,430$ 19,400$ 29.3%
12001 7120 Printing & Reproduction -$600$ 60$ 650$ 8.3%
12001 7330 Specialty Services 13,553$ 14,900$ 11,743$ 16,500$ 10.7%
12001 7610 Professional Development -$-$-$1,500$0.0%
13001 5410 Chemicals 8,372$ 10,556$ 9,399$10,600$ 0.4%
13001 5435 Electricity 1,000,647$ 912,232$ 828,363$ 967,741$ 6.1%
13001 5440 Natural Gas 1,374,386$ 1,327,855$ 740,976$ 1,062,607$ -20.0%
13001 6120 Fuel & Lube 29,934$ 35,600$ 56,101$ 35,600$ 0.0%
13001 6230 Janitorial 2,600$ -$-$-$0.0%
13001 6410 Laundry & Uniforms 1,173$1,400$1,426$1,400$0.0%
13001 6730 Non-Specific Repair & Maintenance 18,220$ 25,000$ 21,068$ 27,500$ 10.0%
13001 6920 Permits 18,086$ 19,859$ 35,394$ 25,000$ 25.9%
13001 6940 Planned Maintenance 82,223$ 108,000$ 86,281$ 108,000$ 0.0%
13001 7330 Specialty Services 24,854$ 61,000$ 41,609$ 67,500$ 10.7%
13001 7510 Tools 1,982$ 2,000$2,554$2,500$25.0%
Total Non-Personnel Expenses 4,466,184$ 4,833,906$ 4,105,902$ 5,057,134$ 4.6%
Total Operating Expenses 7,042,938$ 7,513,239$ 7,210,849$ 8,401,744$ 11.8%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
NON-PERSONNEL EXPENSES (cont.) Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
58June 18, 2024 Item #11 Page 128 of 625
CAPITAL
SECTION
Capital Budget Summary
Capital Improvement Program
Planned Asset Rehabilitation & Replacement
Capital Acquisitions
Remote Facilities Acquisitions & Rehabilitation
Capital Improvement Program - 5 Year Detail
Capital Improvement Program - Est. Carry Forward
Long-Term Capital Financial Plan
June 18, 2024 Item #11 Page 129 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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60June 18, 2024 Item #11 Page 130 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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 Encina’s Comprehensive Asset Management Plan.
Encina Wastewater Authority, 2014
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.
61June 18, 2024 Item #11 Page 131 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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 FY 2028-29, as identified by Encina’s
Comprehensive Asset Management Plan (E-CAMP) documents. The Five-Year Capital Improvement Plan is developed and
sequenced pursuant to E-CAMP.
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 FY 2043-44.
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.
62June 18, 2024 Item #11 Page 132 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Actual FY 2022-23¹Budget FY 2023-24 Proposed FY 2024-25
EWPCF – Capital Improvements 16,272,257$ 19,245,000$ 25,072,000$
EWPCF – Planned Asset Rehabilitation & Replacement 1,192,653$ 1,534,200$ 1,729,000$
EWPCF – Capital Acquisitions 420,088$368,000$720,000$
Remotes Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$
Subtotal 19,179,100$22,750,117$29,070,500$
Salaries & Benefits 2,964,385$ 3,084,320$ 2,347,081$
Total Capital Expense 22,143,485$25,834,437$31,417,581$
Actual FY 2022-23¹ Budget FY 2023-24 Proposed FY 2024-25
City of Carlsbad 5,301,587$ 6,389,064$ 7,793,555$
City of Vista 5,804,243$ 6,727,776$ 8,185,279$
Buena Sanitation District 1,681,424$ 1,885,193$ 2,395,413$
Vallecitos Water District 4,522,663$ 5,342,908$ 6,678,308$
City of Encinitas 857,335$1,007,443$ 1,264,922$
Leucadia Wastewater District 3,388,966$ 3,982,053$ 5,000,103$
Federal Grant 318,822$500,000$100,000$
Total Capital Revenue²21,875,040$25,834,437$31,417,581$
Actual FY 2022-23¹ Budget FY 2023-24 Proposed FY 2024-25
Liquid Process 1,130,892$925,000$3,067,000$
Outfall 6,070$50,000$230,000$
Solids Process 8,311,777$4,220,000$9,550,000$
Energy Management 462,004$800,000$2,400,000$
General 4,339,877$7,205,000$3,400,000$
Technology 1,572,444$3,600,000$4,600,000$
Professional Services 449,193$2,445,000$1,825,000$
Total EWPCF – Capital Improvements 16,272,257$ 19,245,000$ 25,072,000$
EWPCF – Planned Asset Rehabilitation & Replacement 1,192,653$ 1,534,200$ 1,729,000$
EWPCF – Capital Acquisitions 420,088$368,000$720,000$
Remote Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$
Personnel 2,964,385$ 3,084,320$ 2,347,081$
Total Capital Expense 22,143,485$25,834,437$31,417,581$
1. Actuals for FY 2022-23 include the expenditure of authorized appropriations carried over from the previous year.
2. Revenue difference relates to a $268,445 interest income timing difference that will be net with future year member agency billings.
SUMMARY of CAPITAL
CAPITAL IMPROVEMENT PROGRAM
MULTI-YEAR PROJECTS
ESTIMATED REVENUES
63June 18, 2024 Item #11 Page 133 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Amount Totals
92102 8300 12009 PSB mechanical Rehab-Short Term 2,300,000$
92102 8300 13019 Control Strategy Improvements 100,000$
92102 8300 13024 RAS Box/IJS Rehabilitation 400,000$
92102 8300 14006 Effluen Pump Station Discharge Piping Valves Improvements 267,000$
Total Liquid Process 3,067,000$
92102 8300 21002 Ocean Outfall Maintenance and Inspection-External 130,000$
92102 8300 21009 Ocean Outfall-84" Repair 100,000$
Total Outfall 230,000$
92102 8300 31006 DAFT Repairs 1,100,000$
92102 8300 31010 Solids Facilities Support System Rehab 900,000$
92102 8300 32013 Digester Rehabilitation and Improvements 5,000,000$
92102 8300 32020 Digester 1, 2 & 3 Improvements 350,000$
92102 8300 33025 Existing Dryer Components Rehabilitation 200,000$
92102 8300 33030 Existing Dryer Major Rehabilitation 2,000,000$
Total Solids Process 9,550,000$
92102 8300 41005 Cogen Engine Top-End Overhaul 400,000$
92102 8300 41015 Cogen Engine Catalyst System & Gas Conditionint Facilities 500,000$
92102 8300 41025 Combined Generator Control Module Repalcement 1,500,000$
Total Energy Management 2,400,000$
92102 8300 51001 Odor & Corrision Control Improvements 600,000$
92102 8300 51002 ORF Carbon Media Replacement 150,000$
92102 8300 53013 Building Roof Replacements 200,000$
92102 8300 52032 Plant-wide Asset Painting & Coating 150,000$
92102 8300 52044 Flood Control Channel Restoration 100,000$
92102 8300 52047 Site Security Factilities - Tier 2-4 150,000$
92102 8300 53015 Dewatering Building Rehab and Cogen Roof 750,000$
92102 8300 54005 Implement Minor Condition Assessment Recommendations 150,000$
92102 8300 54006 As-Needed Contractor Services 1,000,000$
92102 8300 54007 Miscellaneous Building Rehabilitation 150,000$
Total General 3,400,000$
92102 8300 61206 Secondaries & Effluent Electrical & Controls 3,500,000$
92102 8300 61210 Heat Dryer Controls Improvements 450,000$
92102 8300 61514 SCADA Integration Services 265,000$
92102 8300 62708 Document Management System Upgrade 335,000$
92102 8300 62709 Cyber Security & Business System Management Services 50,000$
Total Technology 4,600,000$
92102 8300 81016 Asset Condition Assessments 100,000$
92102 8300 82015 Potable Reuse *500,000$
92102 8300 82020 Energy Resilience Assessment 100,000$
92102 8300 82025 OT Plan Update 50,000$
92102 8300 80827 Facility Master Plan Update 100,000$
92102 8300 84001 Extension of Staff Engineering Services 525,000$
92102 8300 84002 Research and Development Services 100,000$
92102 8300 84012 Air Permitting Assistance 200,000$
92102 8300 84019 CMMS/Asset Mgmt 150,000$
Total Professional Services 1,825,000$
Total EWPCF – Capital Improvements 25,072,000$
* Project is supported by Federal grant revenue.
Description
EWPCF – CAPITAL IMPROVEMENTS
64June 18, 2024 Item #11 Page 134 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Description Amount
80002 8010 80711 General Plant Projects 323,000$
General Plant Repairs & Unplanned Repair 170,000$
Plant Security Services 83,000$
Door Hinge and Lock Repair 30,000$
Replace Plant Lighting 20,000$
Maintenance Building Floor Replacement 20,000$
80002 8020 80040 TWAS & DAF System Projects 83,000$
TWAS Pump Rebuild 55,000$
DAF Pressurization Pump rebuild 18,000$
DAF Poly Pump Rebuild 4,000$
Plug Valve Replacement 6,000$
80002 8030 80811 Water Systems Projects 255,000$
Water Systems Pump Rebuild (2W, 3W, 3WL, 3WLC)150,000$
3WL Strainer Rotating Assembly Replacement 100,000$
Chlorine Pump Rebuild 5,000$
80002 8050 80098 Primary Area Projects 219,000$
Primary Sludge Pump Replacement 30,000$
Primary Sed Tank Parts 30,000$
Sludge Pump Rebuild Kit 26,000$
Primary Area Tank Drainage Pump Rebuild 5,000$
Plant Drainage Rebuild 10,000$
Primary Grinder Rebuild 14,000$
Grit Pump Rebuilds (2)40,000$
Ferric / Polymer Pumps (2)10,000$
Replace Valves in Gallery (8"=5, 6"=5)14,000$
Bar Screen and Washer compacter wear parts 40,000$
80002 8050 80209 FOG System Projects 99,000$
FOG Metering Pump Replacement 15,000$
Recirc Pump Rebuild 14,000$
FOG Transporter (Lobe Pump) Rebuild 70,000$
80002 8060 80185 Secondary Area Projects 269,000$
Flow Meter Replacement 50,000$
RAS Pump Replacement 25,000$
Aeration Basin DO Probe Replacements (1 basin)60,000$
WAS Pump Rebuild 15,000$
Effluent Motor Rehab 10,000$
ATS Replacement SEEPS Building 45,000$
SEEPS Return Actuator 24,000$
Rewire RAS 1-8 LIT 20,000$
SEEPS Wetwell LIT & Level Switch Low Replacement 20,000$
EWPCF – PLANNED ASSET REHABILITATION & REPLACEMENT
65June 18, 2024 Item #11 Page 135 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Description Amount
80002 8070 80195 Digester Area Projects 135,000$
Digester Mix Pump Rebuild 60,000$
Digester Transfer Pump Rebuild 12,000$
Digester #2 Recirculation Pump Rebuild 14,000$
Digester Hot Water Pump Replacement 5,000$
Gas Equipment Maintenance (with LIT)20,000$
Digester Heat Recirculation Pump Rebuild 14,000$
Digester Mix Pump Minor Rebuild 10,000$
80002 8080 80419 Centrifuge Feed Pit Projects 30,000$
Centrifuge Feed Pump Grinder Rebuild 15,000$
Centrifuge Feed Pump Motor Rebuild 15,000$
80002 8080 80264 Solids Processing Equipment Projects 198,000$
Cake Pump Rebuild 40,000$
RTO Media Replacement 30,000$
HD Furnace Safety Inspection 8,000$
Misc. Motors 20,000$
Furnace obsolete parts (NG Liner valve, Maxon, valves)25,000$
Condenser Mist Eliminators replacement due to wear 10,000$
Replacement of mixer plows due to wear 30,000$
Shaker Screen Parts 25,000$
Air Dryer Replacement 10,000$
80002 8090 80394 Cogeneration System Projects 118,000$
Heatloop Pump Repair 15,000$
UPS Repair and Warranty 15,000$
Cogen Air Compressor Replacement 35,000$
AHU Fan Assembly Co-Gen (Replacement Parts)21,000$
Breakers for Jacket Water Heaters 32,000$
Total EWPCF – Planned Asset Rehabilitation & Replacement 1,729,000$
66June 18, 2024 Item #11 Page 136 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Description Amount
23002 7710 70010 Information Technology 151,000$
Computer Replacement 40,000$
Network Hardware Repair 30,000$
SCADA Clients 15,000$
Cyber Security Password Manager 55,000$
Studio 5000-Troubleshoot Old SCADA 11,000$
23002 7730 70023 New Equipment 360,000$
Misc. Motor Replacements 40,000$
Vehicle Replacement (2 - EV Trucks)120,000$
EV Charger 40,000$
New Boom Lift-Compliance 70,000$
Process Monitoring TOC Analyzer (Headworks)60,000$
Cart Rehab/Replacement 30,000$
23002 7730 70033 Operations & Administration Building 100,000$
Executive Conference Room Chairs 10,000$
Portable Analyzer - Testo 350 10,000$
Lab Exhaust Fans (3)-Compliance 60,000$
Refrigerated Sampler for Influent Monitoring 20,000$
23002 7750 70300 EWPCF Plant 109,000$
Handheld Valve Actuator-Safety 13,000$
Remote Circuit Breaker Switch-Safety 21,000$
Lifting Gantry -Safety 12,000$
Man Lift-Heat Dryer Building -Safety 13,000$
Centrifuge Rehabilitation 50,000$
Total EWPCF – Capital Acquisitions 720,000$
EWPCF – CAPITAL ACQUISITIONS
67June 18, 2024 Item #11 Page 137 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Amount Totals
31002 7750 70850 AHLS - Minor (Mech / Structural) Rehabilitation 50,000$
31002 7750 70864 AHLS - Minor Electrical & Instrumentation Rehabilitation 50,000$
31002 7750 70870 AHLS - Integration Assistance 30,000$
31002 7750 70830 AHLS - Grinder Rebuild 30,000$
31002 7750 70840 AHLS - Pump and Motor Rebuild 90,000$
31002 7750 70860 AHLS - VFD Repairs 15,000$
31002 7750 70862 AHLS - Coatings and Paintings 7,000$
31002 7750 70880 AHLS - R-CAMP Study Update 17,500$
31002 7750 AHLS - Fan over the Wetwell-NEW 20,000$
Total AHLS 309,500$
37002 7750 70841 BCPS - Minor Electrical Instrumentation & Control Rehabilitation 50,000$
37002 7750 70851 BCPS - Minor Mechanical Rehabilitation 40,000$
37002 7750 70855 BCPS - Minor Structural Rehabilitation 20,000$
37002 7750 70990 BCPS - Grinder Rebuild 30,000$
37002 7750 71000 BCPS - Sewage Pump Rebuild 30,000$
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 20,000$
37002 7750 71050 BCPS - VFD Repairs 15,000$
37002 7750 70980 BCPS - R-CAMP Study Update 43,750$
Total BCPS 285,250$
32002 7750 70811 BVPS - Minor Electrical Instrumentation & Control Rehabilitation 30,000$
32002 7750 70812 BVPS - Minor Mechanical Rehabilitation 20,000$
32002 7750 70825 BVPS - Minor Structural Rehabilitation 60,000$
32002 7750 70360 BVPS - Grinder Rebuild 60,000$
32002 7750 70219 BVPS - Sewage Pump & Motor Rebuild 45,000$
32002 7750 70920 BVPS - Coatings and Paintings 20,000$
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$
32002 7750 70980 BVPS - R-CAMP Study Update 61,250$
Total BVPS 341,250$
38002 7750 71091 CWRF - Miscellaneous Service Requests 13,000$
38002 7750 71111 CWRF - Minor Electrical Instrumentation & Control Rehabilitation 40,000$
38002 7750 71081 CWRF - Minor Structural Rehabilitation 80,000$
38002 7750 71120 CWRF - Coatings and Paintings 140,000$
38002 7750 71110 CWRF - Unplanned Minor Rehabilitation 15,000$
38002 7750 71160 CWRF - Integration Assistance 75,000$
38002 7750 71130 CWRF - VFD Repairs 15,000$
38002 7750 71150 CWRF - Forsta Filter Spare Parts 20,000$
38002 7750 71150 CWRF - UF Parts (Actuators, Sensors, Air System)15,000$
38002 7750 71170 CWRF - R-CAMP Study Update 35,000$
Total CWRF 448,000$
REMOTE FACILITIES – ACQUISITIONS & REHABILITATION
Description
68June 18, 2024 Item #11 Page 138 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Amount TotalsDescription
39002 7750 70398 RBPS - Minor Mechanical Rehabilitation 15,000$
39002 7750 71191 RBPS - Minor Structural Rehabilitation 30,000$
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 1,000$
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$
39002 7750 71260 RBPS - R-CAMP Study Update 17,500$
Total RBPS 165,500$
Total Remote Facilities – Capital Acquisitions & Rehabilitation 1,549,500$
69June 18, 2024 Item #11 Page 139 of 625
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June 18, 2024 Item #11 Page 140 of 625
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June 18, 2024 Item #11 Page 141 of 625
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72
June 18, 2024 Item #11 Page 142 of 625
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June 18, 2024 Item #11 Page 143 of 625
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June 18, 2024 Item #11 Page 145 of 625
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76
June 18, 2024 Item #11 Page 146 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Fiscal Year
EWPCF
Capital
Improvements
EWPCF
Planned Asset
Rehabilitation &
Replacement
EWPCF
Capital Acquisitions
Remote Facilities
Acquisitions &
Rehabilitation
Personnel
Expense Total1
2025 25,072,000$ 1,729,000$ 720,000$ 1,549,500$ 2,347,081$ 31,417,581$
2026 32,666,000$ 1,815,000$ 405,000$ 1,170,800$ 2,429,000$ 38,485,800$
2027 35,438,000$ 1,906,000$ 425,000$ 939,500$ 2,514,000$ 41,222,500$
2028 34,517,000$ 2,001,000$ 446,000$ 1,179,500$ 2,602,000$ 40,745,500$
2029 31,278,000$ 2,101,000$ 468,000$ 1,007,500$ 2,693,000$ 37,547,500$
5 Year Total 158,971,000$ 9,552,000$ 2,464,000$ 5,846,800$ 12,585,081$ 189,418,881$
2030 35,000,000$ 2,206,000$ 491,000$ 1,058,000$ 2,787,000$ 41,542,000$
2031 50,000,000$ 2,316,000$ 516,000$ 1,111,000$ 2,885,000$ 56,828,000$
2032 55,000,000$ 2,432,000$ 542,000$ 1,167,000$ 2,986,000$ 62,127,000$
2033 60,000,000$ 2,554,000$ 569,000$ 1,225,000$ 3,091,000$ 67,439,000$
2034 40,000,000$ 2,682,000$ 597,000$ 1,286,000$ 3,199,000$ 47,764,000$
2035 - 2039 191,000,000$ 15,561,000$ 3,464,000$ 7,461,000$ 17,755,000$ 235,241,000$
2040 - 2044 191,000,000$ 19,861,000$ 4,420,000$ 9,519,000$ 21,085,000$ 245,885,000$
20 Year Total 780,971,000$ 57,164,000$ 13,063,000$ 28,673,800$ 66,373,081$ 946,244,881$
1. Future year costs are shown in current year dollars.
LONG-TERM CAPITAL FINANCIAL PLAN
5 YEAR and 20 YEAR CAPITAL BUDGET
77June 18, 2024 Item #11 Page 147 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
This page intentionally left blank.
78June 18, 2024 Item #11 Page 148 of 625
APPENDIX
Member Agency Resolutions
Appropriation & Controls Resolution
Salary & Benefit Resolution
June 18, 2024 Item #11 Page 149 of 625
Exhibit 3
RESOLUTION NO. .
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 2024-25 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) 2024-25 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 2024-25 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program,” presented at
the Joint Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if
necessary, in accordance with Attachments A of this Exhibit 3 are adopted as the final
Operating Budget for the Carlsbad Housing Authority for FY 2024-25, 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 18, 2024.
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 2024-25.
4. That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachment A are adopted as the budgeted revenues for FY 2024-25.
5. That the amount designated as FY 2024-25 Budget request in Attachment A to this
Exhibit 3 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:
June 18, 2024 Item #11 Page 150 of 625
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
Director 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 as of June 30, 2024, are appropriated to FY 2024-25.
8. That all outstanding encumbrances as of June 30, 2024, are continued into FY 2024-25
for such contracts and obligations.
June 18, 2024 Item #11 Page 151 of 625
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 day of 2024, by
the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
______________________________________
KEITH BLACKBURN, Chairperson
______________________________________
SCOTT CHADWICK, Secretary
(SEAL)
June 18, 2024 Item #11 Page 152 of 625
Attachment A
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
• Achieve and maintain a lease rate that fully utilizes Section 8 Housing Choice Voucher program funding
allocation
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages 366,126$ 445,844$ 540,479$ 430,598$
Retirement Benefits 112,962 97,025 116,021 99,283
Health Insurance 39,815 55,801 108,251 56,582
Other Personnel Expenses 15,360 17,288 22,438 14,857
Personnel Services Subtotal 534,263 615,958 787,189 601,320
Operating Expenses
Professional & Contract Services 37,827 128,188 96,000 94,990
Supplies & Materials 8,875 5,652 8,965 9,065
Repair & Maintenance 24 26 200 200
Interdepartmental Charges 186,707 206,622 255,641 225,349
Other Operating Expenses 10,743,186 12,196,975 10,894,010 12,937,019
Capital Outlay - - - -
Operating Expenses Subtotal 10,976,619 12,537,463 11,254,816 13,266,623
TOTAL EXPENDITURES 11,510,882$ 13,153,421$ 12,042,005$ 13,867,943$
Full Time Positions 5.40 6.03 6.53 5.00
Hourly/FTE Positions 0.00 0.93 0.73 0.73
June 18, 2024 Item #11 Page 153 of 625
• 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, or HUD
• 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 596 very low and extremely low-income households, an increase of
4.6% from the previous year
• Funded four public service organizations and one fair housing provider, resulting in supportive services
being provided to approximately 1,155 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 2023-24 Consolidated Annual Plan Evaluation Report and fiscal year
2024-25 Annual Action Plan
• Update CDBG policies and procedures to allow funding allocations that best support the implementation
of the homelessness action plan
• Begin planning for next CDBG Consolidated Plan cycle for fiscal year 2025-30
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Clients receiving Rental
Assistance 568 575 600 N/A Quality of
Life & Safety
Dollar value of grants
awarded to community
organizations
$501,113 $545,490 $518,215 N/A Quality of
Life & Safety
June 18, 2024 Item #11 Page 154 of 625
RESOLUTION NO. 97
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 2024-25 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)
2024-25 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 2024-25 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program," presented at
the Joint Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if
necessary, in accordance with Attachment A to this Exhibit 4 are adopted as the final
Operating and Capital Improvement Program Budgets for The Crossings at Carlsbad
Municipal Golf Course for FY 2024-25 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 18, 2024.
3.That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachment A are adopted as the budgeted revenues for FY 2024-25.
4.That the amount designated as FY 2024-25 Budget request in Attachment A to this
Exhibit 4 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 to this Exhibit 4 are adopted as
major capital outlay items for FY 2024-25.
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 4
June 18, 2024 Item #11 Page 155 of 625
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 the 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, 2024, are continued into FY 2024-25
for such contracts and obligations.
8.That all appropriations in the Capital Improvement Program remaining unexpended as
of June 30, 2024, are appropriated to FY 2024-25 for their respective project budgets.
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 18th day of June, 2024, by the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERR·
(SEAL)
Chairperson
June 18, 2024 Item #11 Page 156 of 625
Attachment A
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 in 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 beverage
carts and snack bar
• Manage sales and marketing for golf and non-golf activities, special events, banquets, dining, weddings
and other gatherings
• Train and oversee player assistants, greeters and starters servicing the course and clubhouse
RECENT ACCOMPLISHMENTS
• Executed a Capital Improvement Plan with projects that have an anticipated return on investment or were
needed for maintenance effectiveness or safety concerns
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages $0 $0 $0 $0
Retirement Benefits 0 0 0 0
Health Insurance 0 0 0 0
Other Personnel Expenses 0 0 0 0
Personnel Services Subtotal 0 0 0 0
Operating Expenses
Professional & Contract Services 576,558$ 351,109$ 317,000$ 348,000$
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses 7,694,545 8,280,478 8,794,000 9,564,000
Capital Outlay 74,225 530,763 1,010,000 850,000
Operating Expenses Subtotal 8,345,328 9,162,350 10,121,000 10,762,000
TOTAL EXPENDITURES 8,345,328$ 9,162,350$ 10,121,000$ 10,762,000$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
June 18, 2024 Item #11 Page 157 of 625
• Improved guest experience and facility appearance by replacing original patio furniture on the Canyon’s
Restaurant and Sunset Patios
• Improved driving range furniture and fixtures to include new turf tee line, bag racks and automated ball
machine leading to increased driving range usage and revenue
• Installed new air wall in fireside room to improve functionality and elevate guest experience
• Upgraded multiple pieces of kitchen equipment to improve restaurant efficiency, increase employee
enjoyment and contribute to enticing menu items
• Ordered and replaced designated maintenance vehicles, carts and riding equipment
• Designed and installed a permanent structure at the starter area to improve overall employee/guest
experience and property aesthetics
• Installed shade structures at the driving range and beverage stations on the golf course to improve overall
employee/guest experience.
• Improved and replaced sections of on course fencing to enhance safety
• Renovated/replenished planters around the clubhouse and other areas of the golf course
• Completed clubhouse front and courtyard landscaping to enhance overall facility appearance and improve
overall environmental footprint
GOALS
• Execute a Capital Improvement Plan with projects that have an anticipated return on investment or are
needed for maintenance efficiency or safety concerns
• Continue to ensure the pace of play is under five hours per round of golf, via staff educating and
expediting patrons, and meet pace of play goal on at least 90% of rounds played
• Further develop plans for a more interactive use of the driving range to elevate the experience of patrons
including an extension of the existing grass tee area and potential putting course
• Add exterior audio-visual components to tie the exterior of the clubhouse in with the interior enhancing
the guest experience upon arrival
• Replace damaged golf cart paths and fencing in specific areas around the golf course and facility
• Elevate the landscaping on the West side of #18 green to leave an improved last impression of the golf
course experience along with aesthetically pleasing from the clubhouse
• Paint exterior/interior of clubhouse, snack bar, course restrooms and maintenance facilities
• Renovate the course restrooms and snack bar to improve guest experience
• Enhance wedding and banquet opportunities with the design and construction of upgrades to the
westside patio
• Complete the install of East range netting to protect assets located in the area from balls
• Ensure the pace of play is under five hours per round of golf, via staff educating and expediting patrons,
and meet pace of play goal on at least 90% of rounds played
• Increase number of banquets and receptions by at least 2%
Performance Measure
FY 2023
Actual
FY 2024
Estimated
FY 2025
Projected Benchmark
Related Strategic
Plan Goal
Percentage of golf rounds
that met pacing goal 92% 92% 92% At least
90%
Community
Character
Percentage increase in
banquets and receptions
hosted annually
5% 3% 3% 2% annual
increase
Community
Character
June 18, 2024 Item #11 Page 158 of 625
Attachment B
PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2024-25
Department Item Description Quantity One-Time Cost
Golf Course Dining Room Chairs 1 50,000
Fencing Replacement 1 60,000
Bunker Renovations 1 60,000
Cath Path Repairs 1 60,000
Banquet & Kitchen Equipment 1 15,000
Concrete Cap Replacements: Clubhouse & GCM Building 1 25,000
Clubhouse & GCM Building Paint - Interior 1 40,000
Clubhouse & GCM Building Paint - Exterior 1 40,000
Reslurry Parking Lot 1 50,000
GCM Equipment - Greens Mowers 1 77,000
GCM Equipment - Set Up Carts 1 28,000
Tree Replacement 1 40,000
Bathroom Updates: Snack Bar & Golf Course 1 15,000
GCM Building Netting: Planning & Permitting 1 25,000
Leveling of Tee Boxes 1 60,000
Resodding of Green Collars 1 60,000
Driving Range Grass Tee Expansion 1 60,000
Cart Barn: Flourescent Light Conversion to LED 1 25,000
Canyons Patio Bromic Heater Installation 1 60,000
Golf Course Subtotal 19 $850,000
Fleet Replacement Community Development: Pickup Truck 3 165,000
Fire: Fire Engines 2 2,150,722Fire: Pickup Truck 1 61,207
Fire: Ambulance 1 349,800
Library & Cultural Arts: Sedan 1 37,178
Parks & Recreation: Pickup Truck 5 165,000
Police: Sedan 2 80,000
Police: Utility Vehicles 11 832,074
Police: Pickup Truck 1 65,000
Public Works: Pickup Truck 7 570,409
Public Works: Cargo Van 2 122,184
Fleet Replacement Subtotal 36 $4,598,574
Information Technology Replacement Firewall 1 150,850
Infrastructure 5 170,676
Router 1 15,527
Switches 4 91,494
Information Technology Subtotal 11 $428,547
Major Capital Outlay Grand Total 66 $5,877,121
*Major Capital Outlay only includes items of $10,000 or greater.
(Greater than $10,000)
June 18, 2024 Item #11 Page 159 of 625
RESOLUTION NO. 2024-143
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 2024-25 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) 2024-
25; 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 2024-25 Preliminary Operating Budget," presented at the Joint
Special Meeting on May 21, 2024 as Exhibit 6 to Item No. 7, as amended, if necessary,
in accordance with Attachment A to this Exhibit 5 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 2024-25, along with the
Exhibit 5
June 18, 2024 Item #11#11 Pa 160 of 625
program options and adjustments, if any, determined by the Successor Agency as set
forth in the minutes of this Joint Special Meeting of June 18, 2024.
3.That the amounts reflected as estimated revenues for FY 2024-25 as shown in
Attachment A to this Exhibit 5 are adopted as the budgeted revenues for FY 2024-25.
4.That the amount designated as FY 2024-25 Budget request in Attachment A to this
Exhibit 5 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, 2024, are continued into FY 2024-25
for such contracts and obligations, as approved by the Oversight Board.
June 18, 2024 Item #11#11 Pa 161 of 625
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 18th day of June, 2024,
by the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
June 18, 2024 Item #11#11 Pa 162 of 625
Attachment A
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 2023-24 for approval by the
countywide oversight board
GOALS
Continue to take actions to dissolve the former redevelopment agency in a timely manner
2021-22
Actual
2022-23
Actual
2023-24
Budget
2024-25
Budget
Personnel Services
Salaries & Wages -$ -$ -$ -$
Retirement Benefits - - - -
Health Insurance - - - -
Other Personnel Expenses - - - -
Personnel Services Subtotal - - - -
Operating Expenses
Professional & Contract Services - 198 30,000 10,000
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges 7,284 7,668 - -
Other Operating Expenses 1,013,515 1,013,607 1,029,500 -
Capital Outlay - - - -
Operating Expenses Subtotal 1,020,799 1,021,473 1,059,500 10,000
TOTAL EXPENDITURES 1,020,799$ 1,021,473$ 1,059,500$ 10,000$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
June 18, 2024 Item #11 Page 163 of 625
RESOLUTION NO. 2024-144
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE FISCAL YEAR 2024-25 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) 2024-25 as listed in Attachment A to this Exhibit 6.
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
2024-25 appropriation limit of $630,004,237 as computed in Attachment A to this
Exhibit 6.
Exhibit 6
June 18, 2024 Item #11 Page 164 of 625
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
ABSTAIN: NONE.
, City Clerk
June 18, 2024 Item #11 Page 165 of 625
Attachment A
APPROPRIATION LIMIT
The appropriations limitation imposed by the state, otherwise known as the Gann limit, creates a restriction on the
amount of revenue that can be appropriated in any fiscal year. The basis for calculating the limit began in fiscal
year 1978-79 and is increased based on population growth and inflation. The appropriation limit applies only to
those revenues defined as proceeds of taxes.
•Population growth of Carlsbad, OR
•Population growth within San Diego County,
AND
•Growth in California per capita income, OR
•Growth in non-residential assessed valuation due to new construction in the city.
The factors used to calculate the fiscal year 2024-25 limit were:
•Population growth within San Diego County AND
•Growth in California per capita income.
The formula is outlined below:
Fiscal year 2023-24 expenditure limit $607,584,374
% Population growth within San Diego County 1.0007
Growth in California per capita income X 1.0362
Net increase factor 1.0369
Fiscal year 2024-25 limit (2023-24 limit x factor) $630,004,237
Current appropriation of proceeds of taxes
(Subject to the limit) $205,177,152
The City of Carlsbad’s appropriation limit is currently over three 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
2021 2022 2023 2024 2025
Mi
l
l
i
o
n
s
Appropriations Limit by Fiscal Year
Gann Appropriation Limit
Appropriations Subject to
Limit
June 18, 2024 Item #11 Page 166 of 625
RESOLUTION NO. 2024-145
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 recreatic>n 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 7
June 18, 2024 Item #11 Page 167 of 625
5.This resolution shall become effective on Sept. 1, 2024; 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, 2024.
7.The park land in-lieu fees separately approved by the City Council on April 23, 2024, and
incorporated into Attachment A will become effective on July 1, 2024.
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERR
(SEAL)
June 18, 2024 Item #11 Page 168 of 625
Proposed
Master Fee Schedule
FY 2024-25
All Fees Within, except Trash Collection Rates and Park Land In-
Lieu Fees, Effective Sept. 1, 2024
Trash Collection Rates and Park Land In-Lieu Fees
Effective July 1, 2024
Attachment A
June 18, 2024 Item #11 Page 169 of 625
Proposed Master Fee Schedule FY 2024-25
Contents
Section 1 – General City Service Fees, Deposits, Rates, Penalties and Fines
Miscellaneous Fees and Returned Checks ....................................................................................... 4
Deposits and Securities .................................................................................................................... 5
Special Events and Safety Training Center ....................................................................................... 6
Ambulance and Street Light Energizing ........................................................................................... 7
City Clerk Fees .................................................................................................................................. 8
Library Fees ...................................................................................................................................... 9
Fire (Fire Extinguishing and Alarm Systems) .................................................................................. 10
Fire (Development Applications, Plan Review, and Inspection) .................................................... 11
Fire (Fire and Life Safety Inspections and Fire Code Permits) .......................................................12
Police Department Fees ................................................................................................................. 14
Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 15
Trash Collection Rates .................................................................................................................... 16
Utility Account and Service Fees ....................................................................................................24
Utility Meter Installation and Connection .....................................................................................26
Utility (San Diego County Water Authority) ..................................................................................28
Section 2 – Development Related Fees
Planning Department Fees ............................................................................................................30
Engineering Department Fees .......................................................................................................35
Building (New Construction, Additions and Major Remodels) ......................................................40
Building (Minor/Miscellaneous Residential & Commercial Improvements) .................................45
Building (Plumbing, Mechanical, and Electrical) ............................................................................49
Building (Simple Single or Combination Permits List) ....................................................................51
Section 3 – Development Impact Fees
Bridge and Thoroughfare District 2 Map .......................................................................................53
Local Facilities Management Zones Map .......................................................................................54
Park Land In-Lieu Fees, Park Districts Map ....................................................................................55
Planned Local Drainage Fee Areas and Map ..................................................................................56
Sewer Benefit Area and Connection Fees Map .............................................................................58
Affordable Housing, Habitat Mitigation, and Traffic .....................................................................60
June 18, 2024 Item #11 Page 170 of 625
Section 1
General City Service Fees,
Deposits, Rates, Penalties and
Fines
June 18, 2024 Item #11 Page 171 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Miscellaneous Fees
1 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
2 Business License - additional CA fee each [4],[6] $ 1.00
3 Business License - master list of active business licenses each [2]$ 39.00
4 Business License - monthly list of new licenses each [2]$ 7.00
5 Cable Channel Administration Fee per hour [3]$ 115.00
6 Electric Vehicle Charging Fee per kWh [1]$ 0.35
7 GIS - digital data delivery, production of new documents,
reproduction of existing documents, and technical services per hour [1]Actual Cost
8 Hearing Disposition Services for Parking Citations - Personal Hearings each [1]Actual Cost
9 Hearing Disposition Services for Parking Citations - Written Review each [1]Actual Cost
10 City Publications each [1]Copy Charge
11 Community Facilities District Annexation - City Labor (Plus actual
consultants costs)each [2]$ 1,920.00
12 Sign Collection and Pickup Fee (plus $5 fee per sign)each [1]$ 26.00
Returned Check Fee
13 First Returned Check each [5]$ 25.00
14 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 18, 2024 Item #11 Page 172 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Deposits and Securities
Grading and Erosion Control
15 Grading Security (with approved plans)deposit [1],[2]
Based on Grading
Cost Estimate
16 Grading Cash Deposit deposit [1],[2]
Up to 10% of total
grading security
Development/Subdivision Improvements
17 Faithful Performance Security deposit [1],[2]
Based on
Improvement Cost
Estimate
18 Labor and Materials Security deposit [1],[2]
50% of Faithful
Performance
Security
19 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 18, 2024 Item #11 Page 173 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Special Events Fees
20 Special Event Application - Minor - 2 or less intersections
(fee + services rendered)each [1],[3]158.00$
21 Special Event Application - Major - 3 or more intersections
(fee + services rendered) each [1],[2]474.00$
22 Special Event Application - Third party Vendor Fee per day [1],[2]106.00$
23 Special Event City Services - Staff Time per hour [1] Actual Cost
Safety Training Center Facility Fees
24 One Shooting Range full day [1]1,395.00$
25 One Shooting Range 1/2 day [1]698.00$
26 Two Shooting Ranges full day [1]1,567.00$
27 Two Shooting Ranges 1/2 day [1]819.00$
28 Classroom full day [1]662.00$
29 Classroom 1/2 day [1]379.00$
30 Confined Space Prop full day [1]733.00$
31 Confined Space Prop 1/2 day [1]366.00$
32 Grinder full day [1]525.00$
33 Grinder 1/2 day [1]306.00$
34 Grinder/Commercial Prop full day [1]759.00$
35 Grinder/Commercial Prop 1/2 day [1]379.00$
36 Grinder/Residential Prop full day [1]759.00$
37 Grinder/Residential Prop 1/2 day [1]379.00$
38 PriSim (Training Simulator)full day [1]552.00$
39 PriSim (Training Simulator)1/2 day [1]276.00$
40 Pump Draft Pit full day [1]442.00$
41 Pump Draft Pit 1/2 day [1]221.00$
42 Streetscape full day [1]185.00$
43 Streetscape 1/2 day [1]135.00$
44 Shooting Range - Hourly hourly [1]141.00$
[Notes]
[1]Set per City policy
[2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting.
[3] Fee charged as determined by staff
Full details on how to apply for a Special Event Application can be referenced in the Special Event Reference
Handbook available on the City of Carlsbad website. The below fees are listed for reference only and may not be
representative of the entirety of a Special Event Application cost. A valid, unexpired City of Carlsbad Business
License is required for all special event applicants. Carlsbad Municipal Code Section 8.17.070 CMC requires an
applicant to pay a non-refundable fee to allow third party vendors to participate under the applicant’s business
License.
6June 18, 2024 Item #11 Page 174 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Ambulance Fees
45 Assessment/Non-Transport with medication given. No charge for
assessment if no medication given and non-transport.
per [1]472.00$
46 Advanced Life Support 1 - plus Level I or Level II supplies and
medications per [1]2,668.00$
47 Advanced Life Support 2 - plus Level II supplies and medications per [1]2,668.00$
48 Basic Life Support per [1]2,668.00$
49 Mileage Charge mile [1]42.00$
50 Oxygen Charge per [1]124.00$
Street Light Energizing Fees
51 40 watts each [2]88.00$
52 45 watts each [2]96.00$
53 70 watts each [2]133.00$
54 85 watts each [2]156.00$
55 100 watts each [2]179.00$
56 120 watts each [2]209.00$
57 150 watts each [2]254.00$
58 200 watts each [2]330.00$
59 250 watts each [2]405.00$
[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 $30.00
charge per light for connecting the light to an SDG&E service point.
7June 18, 2024 Item #11 Page 175 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
City Clerk Fees
60 Appeals to City Council each [2],[8]126.00$
61 Candidate Filing Fee each [3]25.00$
62 Notice of Intention to Circulate Initiative Petition each [4]200.00$
Subpoena Fees
63 Deposition Subpoena per day [5]275.00$
64 Records Subpoena - research per hour [6]15.00$
Copy Fees
65 Copies & Printing - Black & White each [1]0.10$
66 Copies & Printing - Color each [1]0.10$
67 CD Copy each [1] Actual Cost
68 DVD Copy each [1] Actual Cost
69 USB Drive Copy each [1] Actual Cost
FPPC Fees
70 Campaign Statements per page [7]0.10$
71 Conflict of Interest Statement per page [7]0.10$
72
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]137.00$
[Notes]
[1] Set per City policy
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. 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 18, 2024 Item #11 Page 176 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Library Fees
73 Account Collection Fee per item [1]10.00$
74 Hold Request Non-Pickup Fee per item [2]1.00$
75 Borrowing - Audio/Visual Equipment, per item per day [1]5.00$
76 Card Replacement per card [2]2.00$
77 Carlsbad History Collection Photo Fee per request [1] Actual Cost
78 Interlibrary Loan per request [2]6.00$
79 Lost/Damaged Item Processing fee per item [2]6.00$
80 Lost/Damaged Item per item [1]List Price
81
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 18, 2024 Item #11 Page 177 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Fire Extinguishing and Alarm Systems
New Sprinkler System
82 ESFR Fire Sprinkler System (Initial System)each [2]1,117.00$
83 Each Additional System each [2]309.00$
84 Per Additional Inspection each [2]133.00$
85 ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,292.00$
86 Each Additional System each [2]309.00$
87 Per Additional Inspection each [2]133.00$
88 Fire Pump (First Pump)each [2]1,028.00$
89 Each Additional Pump each [2]352.00$
90 NFPA 13 System < 100 Heads each [2]807.00$
91 Per Additional Inspection each [2]133.00$
92 Per Additional Plan Type each [2]176.00$
93 NFPA 13 System > 100 Heads (Includes One Riser)each [2]1,117.00$
94 Each Additional Riser each [2]309.00$
95 Per Additional Inspection each [2]133.00$
96 Per Additional Plan Type each [2]176.00$
97 NFPA 13R System 3-16 units (Per Building)each [2]1,117.00$
98 Per Additional Inspection (Per Building)each [2]176.00$
99 Per Additional Plan Type each [2]176.00$
100
NFPA 13D Single Family System (Plan Review Per Initial or Single
Plan Type)each [2]320.00$
101 Per Additional Plan Type each [2]176.00$
102 NFPA 13D Single Family System (Inspection Per Building)each [2]162.00$
103 Underground Piping with up to 4 Hydrants/Risers each [2]982.00$
104 Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,295.00$
Tenant Improvement Sprinkler System
105 NFPA 13 or 13R System 6 Heads or Less each [2]162.00$
106 NFPA 13 or 13R System 7 - 100 heads each [2]718.00$
107 Per Additional Inspection each [2]176.00$
108 Per Additional Plan Type each [2]176.00$
109 NFPA 13 or 13R System > 100 Heads each [2]850.00$
110 Per Additional Inspection each [2]176.00$
111 Per Additional Plan Type each [2]176.00$
Other Extinguishing Systems
112 Gas Systems (Med Gas, Industrial Gas, LPG)each [2]541.00$
113 Hood & Duct Extinguishing System each [2]541.00$
114 Each Additional System each [2]264.00$
115 Pre-Action System with Alarm each [2]718.00$
116 Refrigeration Systems < 500 lbs.each [2]939.00$
117 Refrigeration Systems > 500 lbs.each [2]1,601.00$
118 Special Equipment (Ovens, Dust, Battery)each [2]541.00$
119 Special Extinguishing System each [2]762.00$
120 Spray Booths each [2]541.00$
Alarm Systems
121 New Alarm System each [2]1,646.00$
122 Per Additional Inspection each [2]176.00$
123 Per Additional Plan Type each [2]176.00$
124 Sprinkler Monitoring each [2]498.00$
125 Per Additional Inspection each [2]176.00$
126 Per Additional Plan Type each [2]176.00$
10June 18, 2024 Item #11 Page 178 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
127 Tenant Improvement Fire Alarm System each [2]807.00$
128 Per Additional Inspection each [2]176.00$
129 Per Additional Plan Type each [2]176.00$
Development Applications, Plan Review and Inspection
Building Construction Plan (Architectural Review)
130 A-1 Occupancies - New each [2]1,545.00$
131 A-1 Occupancies - Tenant Improvements each [2]1,182.00$
132 A-2 & A-3 Occupancies - New each [2]1,060.00$
133 A-2 & A-3 Occupancies - Tenant Improvements each [2]817.00$
134 A-4 & A-5 Occupancies - New each [2]1,545.00$
135 A-4 & A-5 Occupancies - Tenant Improvements each [2]1,182.00$
136 E Occupancies - New each [2]1,545.00$
137 E Occupancies - Tenant Improvements each [2]1,182.00$
138 E Occupancies (Daycare Only) each [2]618.00$
139 F Occupancies - New each [2]1,060.00$
140 F Occupancies - Tenant Improvements each [2]817.00$
141 H Occupancies (Not Including Chem Class) - New each [2]1,060.00$
142
H Occupancies (Not Including Chem Class) - Tenant
Improvements each [2]817.00$
143 I Occupancies - New each [2]1,060.00$
144 I Occupancies - Tenant Improvements each [2]817.00$
145 L Occupancies - New each [2]618.00$
146 L Occupancies - Tenant Improvements each [2]487.00$
147 R-1 & R-2 Occupancies <50 Units New flat [2]1,545.00$
148 R-1 & R-2 Occupancies ≥50 Units New flat [2]1,910.00$
149 R-3 Townhomes New each [2]1,060.00$
150 R Occupancies All - Tenant Improvements each [2]817.00$
151 S Occupancies < 50,000 sq. ft. New flat [2]618.00$
152 S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]487.00$
153 S Occupancies ≥ 50,000 sq. ft. New flat [2]1,149.00$
154 S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]882.00$
Plan Review and Inspection
Hazardous Materials Storage
155 Chem Class <10 Chemicals flat [2]630.00$
156 Chem Class 10- 25 Chemicals flat [2]982.00$
157 Chem Class 26 - 100 Chemicals flat [2]1,425.00$
158 Chem Class >100 Chemicals flat [2]1,867.00$
159 Fire Department Access & Fire Lanes flat [2]320.00$
160 High Piled Storage flat [2]982.00$
161 High Rise Structure Greater Than 55 feet 441.00$
162 Per Additional Floor flat [2]352.00$
Storage Tanks
163 Aboveground Storage Tanks (First Tank)each [2]939.00$
164 Underground Storage Tanks (First Tank)each [2]850.00$
165 Each Additional Tank each [2]133.00$
Vegetation Fuel Modification
166 Custom Home flat [2]630.00$
167 Tract <75 Homes flat [2]1,161.00$
168 Tract ≥75 Homes flat [2]1,690.00$
169 Smoke Control - Rationale Analysis & Plan Review 1,779.00$
11June 18, 2024 Item #11 Page 179 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Fire Fees
Aerial Fireworks Display
170 Major each [2]1,678.00$
171 Minor each [2]971.00$
Plan Review
172 Processing Fee each [2]30.00$
173 Per Hour - Overtime hourly [2]191.00$
174 Per Hour - Regular Office Hours hourly [2]176.00$
Hourly Services for: Alternate Methods and Materials Review,
Time and Materials Review, Project Meetings, etc.
175 First Hour each [2]207.00$
176 Each Additional Hour hourly [2]176.00$
177 Plan Resubmittal (3rd and Subsequent Submittal, Per Hour)hourly [2]176.00$
178 Reinspection (Per Inspection)each [2]250.00$
Tent Permit (Not associated with special events)
179 Single Tent each [2]264.00$
180 2-5 Tents flat [2]529.00$
181 6 or More Tents flat [2]708.00$
182 Weed Abatement Administrative Fee 352.00$
183 Fire Nuisance Alarm - 1st Response in 12 Month Period each [1]-$
184 Fire Nuisance Alarm - 2nd Response in 12 Month Period each [1]105.00$
185 Fire Nuisance Alarm - 3rd Response in 12 Month Period each [1]210.00$
186 Fire Nuisance Alarm - Each Additional Response Thereafter each [1]412.00$
187 Fire Nuisance Alarm - Each Billing each [1]14.00$
188 Special Events Application Processing flat [2],[6]176.00$
189
Special Events - Fire Prevention/Operations Support Prior
To/During Event each [2],[6] Actual Cost
Fire & Life Safety Inspections and Fire Code Permits
Fire Inspections for the following Occupancies:
190
Care Facility for More than 6 Ambulatory & Non-Ambulatory
Clients each [2],[4]191.00$
191
Hospitals, Nursing Homes, Mental Hospitals, Detoxification and
Surgery Centers each [2],[4]368.00$
192 Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, Etc.)each [2],[4]191.00$
193
Pre-Inspection Residential Care Facility (i.e. Single Family
Residences)each [2],[4]191.00$
194 High Rise Facility > 75 ft. (Per Floor of Building)each [2],[4]191.00$
State Mandated School Inspection - Public or Private School [2],[4]
195 Pre-School each [2],[4]441.00$
196 Elementary/Middle School each [2],[4]708.00$
197 High School each [2],[4]1,060.00$
State Mandated Hotel and Motel Inspection
198 1-5 Buildings Per Property flat [2],[4]618.00$
199 6-10 Buildings Per Property flat [2],[4]1,060.00$
200 11 or More Buildings Per Property flat [2],[4]1,324.00$
State Mandated Apartment Inspection
201 3-10 Units Per Building flat [2],[4]221.00$
202 11-40 Units Per Building flat [2],[4]264.00$
203 Greater than 40 Units Per Building flat [2],[4]353.00$
12June 18, 2024 Item #11 Page 180 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Fire Code Permits - Initial Permit
204 Tier 1 each [2],[5]191.00$
205 Tier 2 each [2],[5]368.00$
206 Tier 3 each [2],[5]544.00$
Fire Code Permits - Annual Renewal Permit
207 Tier 1 each [2],[5]103.00$
208 Tier 2 each [2],[5]191.00$
209 Tier 3 each [2],[5]280.00$
Assembly
210 < 300 people flat [2]191.00$
211 > 300 people flat [2]368.00$
All Other Occupancies Annual Inspections
212 Tier 1 - 5,000 sq. ft. or Less flat [2]147.00$
213 Tier 2 - 5,001 to 20,000 sq. ft.flat [2]234.00$
214 Tier 3 - 20,001 and Greater flat [2]368.00$
215
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]176.00$
[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.
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.
Tier 1 – Candles – Open Flame; Cryogens; Dry Cleaning; Liquefied Petroleum Gas (LPG); Motor Vehicle Fuel Dispensing; Industrial Ovens; Hot
Works; Welding
Tier 2 – Aerosol; Aviation Facility; Waste Handling; Carnival/Fair; Combustible Materials Storage; Compressed Gas; Dust Producing
Operations; Flammable Liquids – Storage; Combustible Liquids – Storage; Flammable/Combustible Liquids – Tanks; Flammable/Combustible
Liquids – AST/UST Removal; Fruit Ripening; Hazardous Materials; Magnesium Work; Repair Garage; Tire Storage; Explosives-Model Rockets
Tier 3 – Aircraft Refueling; Explosives – Blasting & Fireworks; High Piled Combustible Storage (HPS); Lumber Yards & Woodworking Plants;
Refrigeration Equipment; Spraying or Dipping Operations
Package Permits – All permits associated in the following activities are included in the Tier priced above: Dry Cleaning; Motor Vehicle Fuel
Dispensing; Repair Garage; Welding
13June 18, 2024 Item #11 Page 181 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Police Fees
216 Audio/Photos on USB each [2]44.00$
217 Burglary Alarm Registration Fee each [2]29.00$
218 False Alarm Response - Second Occurrence each [2]39.00$
219 False Alarm Response - Additional Occurrence each [2]73.00$
220 Excess False Alarm Panic Response - Robbery each [3]100.00$
221 Excess False Alarm Panic Response - Burglary each [3]100.00$
222 Copy Investigation Record each [2]60.00$
223 Dispatch Records Searches per query [2]24.00$
224 Entertainment License each [2]308.00$
225 Fingerprinting processing Fee each [2],[5]27.00$
226 Fix-It Ticket - moving violation each [2],[6]21.00$
227 Fix-It Ticket - parking/registration violation each [2],[6]13.00$
228 Handicap Placard Violation Waiver Processing Fee each [2],[7]29.00$
229 Photograph Copy - Subpoena or Records requests that require
retrieval in QueTel evidence program.each [2]21.00$
230 Police/Fire - Emergency Response DUI Traffic Collision (max $12,000
per incident)each [1] Actual Cost
231 Production of body worn camera videos. Staff time per hour of
production and redaction of videos.each [1] Actual Cost
232 Report Copy Fee (Free to Victim)each [2]13.00$
233 Rental of Conference rooms to Safety Personnel each [2]230.00$
234 Storage/Impounded Vehicle Administrative Charge each [2]159.00$
235
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]88.00$
[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 18, 2024 Item #11 Page 182 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Administrative Citation Penalties
236 1st Violation of a City Ordinance each [2]100.00$
237 2nd Violation of a City Ordinance each [2]200.00$
238 3rd Violation of a City Ordinance each [2]500.00$
239 Subsequent violation of same ordinance within one year each [2]500.00$
Vehicle, Traffic, and Parking Civil Penalties
240 CA Vehicle Code Parking Violation, if not specified by separate fee
amount (rounded)each [3]48.00$
241 CA VC 22500(i) Bus Zone each [3]263.00$
242 CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$
243 CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading
Area each [3]343.00$
244 CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$
245 CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$
246 CA Vehicle Code Violation for Equipment, if not specified by
separate fee amount (rounded)each [3]38.00$
247 CA VC 4000(a) Expired Registration each [3]63.00$
248 CA VC 26100C Tinted Covers on Headlights each [3]48.00$
249 CA VC 28071 Passenger Car Bumpers Required each [3]88.00$
250
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 18, 2024 Item #11 Page 183 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Trash Collection Rates (Stormwater fee included)
Residential Services
251 3-Cart (64 or 96 gallon cart)[1]30.67$
252 3-Cart Low Generator (35 gallon cart)[1]27.96$
253 Back Yard Service Fee (added to curbside rate)[1]38.60$
254 Additional Solid Waste Cart [1]3.34$
255 Additional Recycled Materials Cart (4+)[1]3.34$
256 Additional Organics Cart (4+)[1]3.34$
Commercial Services
Commercial Solid Waste - 64 or 96 Gallon Cart
257 One pick-up per week [1]30.59$
258 Two pick-ups per week [1]61.19$
259 Three pick-ups per week [1]91.78$
260 Four pick-ups per week [1]118.52$
261 Five pick-ups per week [1]145.37$
262 Six pick-ups per week [1]172.20$
263 Extra pick-up per week [1]14.41$
Commercial 96 Gallon Cart - Recycling and Organics Included
264 One pick-up per week [1]64.16$
265 Two pick-ups per week [1]113.41$
266 Three pick-ups per week [1]162.60$
267 Four pick-up per week [1]209.98$
268 Five pick-ups per week [1]257.56$
269 Six pick-ups per week [1]305.10$
270 Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]13.98$
Commercial Solid Waste Yard Bins
271 1-yard bin - one pick-up per week [1]80.61$
272 1-yard bin - two pick-ups per week [1]136.92$
273 1-yard bin - three pick-ups per week [1]193.44$
274 1-yard bin - four pick-ups per week [1]249.78$
275 1-yard bin - five pick-ups per week [1]306.40$
276 1-yard bin - six pick-ups per week [1]362.95$
277 1-yard bin - extra pick-up [1]38.77$
278 2-yard bin - one pick-up per week [1]109.50$
279 2-yard bin - two pick-ups per week [1]192.71$
280 2-yard bin - three pick-ups per week [1]275.96$
281 2-yard bin - four pick-ups per week [1]359.06$
282 2-yard bin - five pick-ups per week [1]442.34$
283 2-yard bin - six pick-ups per week [1]525.57$
284 2-yard bin - extra pick-up [1]52.66$
285 3-yard bin - one pick-up per week [1]148.75$
286 3-yard bin - two pick-ups per week [1]271.23$
287 3-yard bin - three pick-ups per week [1]393.68$
16June 18, 2024 Item #11 Page 184 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
288 3-yard bin - four pick-ups per week [1]525.57$
289 3-yard bin - five pick-ups per week [1]638.59$
290 3-yard bin - six pick-ups per week [1]761.08$
291 3-yard bin - extra pick-up [1]70.68$
292 4-yard bin - one pick-up per week [1]198.38$
293 4-yard bin - two pick-ups per week [1]370.45$
294 4-yard bin - three pick-ups per week [1]542.59$
295 4-yard bin - four pick-ups per week [1]714.67$
296 4-yard bin - five pick-ups per week [1]886.76$
297 4-yard bin - six pick-ups per week [1]1,058.86$
298 4-yard bin - extra pick-up [1]84.56$
299 5-yard bin - one pick-up per week [1]248.02$
300 5-yard bin - two pick-ups per week [1]469.78$
301 5-yard bin - three pick-ups per week [1]691.49$
302 5-yard bin - four pick-ups per week [1]886.76$
303 5-yard bin - five pick-ups per week [1]1,134.97$
304 5-yard bin - six pick-ups per week [1]1,356.73$
305 5-yard bin - extra pick-up [1]98.41$
306 6-yard bin - one pick-up per week [1]271.23$
307 6-yard bin - two pick-ups per week [1]525.57$
308 6-yard bin - three pick-ups per week [1]761.08$
309 6-yard bin - four pick-ups per week [1]1,058.86$
310 6-yard bin - five pick-ups per week [1]1,356.73$
311 6-yard bin - six pick-ups per week [1]1,738.39$
312 6-yard bin - extra pick-up [1]123.03$
Commercial Split Bins (includes 2 locks )[1]
313 One pick-up per week [1]120.13$
314 Two pick-ups per week [1]219.25$
315 Three pick-ups per week [1]318.35$
316 Four pick-ups per week [1]417.45$
317 Five pick-ups per week [1]516.55$
318 Six pick-ups per week [1]615.67$
Commercial Bin Compactor - Solid Waste
319 3-yard bin - one pick-up per week [1]208.52$
320 3-yard bin - two pick-ups per week [1]390.48$
321 3-yard bin - three pick-ups per week [1]572.44$
322 3-yard bin - four pick-ups per week [1]754.38$
323 3-yard bin - five pick-ups per week [1]936.35$
324 3-yard bin - six picks-up per week [1]1,118.35$
325 3-yard bin - extra pick-up [1]84.80$
326 4-yard bin - one pick-up per week [1]344.35$
327 4-yard bin - two pick-ups per week [1]659.76$
328 4-yard bin - three pick-ups per week [1]975.65$
329 4-yard bin - four pick-ups per week [1]1,291.47$
330 4-yard bin - five pick-ups per week [1]1,607.40$
17June 18, 2024 Item #11 Page 185 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
331 4-yard bin - six picks-up per week [1]1,923.39$
332 4-yard bin - extra pick-up [1]140.04$
333 6-yard bin - one pick-up per week [1]538.27$
334 6-yard bin - two pick-ups per week [1]1,060.96$
335 6-yard bin - three pick-ups per week [1]1,584.60$
336 6-yard bin - four pick-ups per week [1]2,108.77$
337 6-yard bin - five pick-ups per week [1]2,633.18$
338 6-yard bin - six picks-up per week [1]3,157.70$
339 6-yard bin - extra pick-up [1]218.89$
Commercial Recycling
340 32 gal cart - one pick-up per week [1]22.36$
341 32 gal cart - two pick-ups per week [1]44.74$
342 32 gal cart - three pick-ups per week [1]67.10$
343 32 gal cart - four pick-ups per week [1]86.64$
344 32 gal cart - five pick-ups per week [1]106.28$
345 32 gal cart - six pick-ups per week [1]125.90$
346 64 or 96 gal cart - one pick-up per week [1]24.48$
347 64 or 96 gal cart - two pick-ups per week [1]48.95$
348 64 or 96 gal cart - three pick-ups per week [1]73.42$
349 64 or 96 gal cart - four pick-ups per week [1]94.82$
350 64 or 96 gal cart - five pick-ups per week [1]116.30$
351 64 or 96 gal cart - six pick-ups per week [1]137.76$
352 64 or 96 gal cart - extra pick-up [1]11.53$
353 1-yard bin - one pick-up per week [1]64.49$
354 1-yard bin - two pick-ups per week [1]109.53$
355 1-yard bin - three pick-ups per week [1]154.75$
356 1-yard bin - four pick-ups per week [1]199.82$
357 1-yard bin - five pick-ups per week [1]245.12$
358 1-yard bin - six pick-ups per week [1]290.36$
359 1-yard bin - extra pick-up [1]31.01$
360 2-yard bin - one pick-up per week [1]87.61$
361 2-yard bin - two pick-ups per week [1]154.16$
362 2-yard bin - three pick-ups per week [1]220.76$
363 2-yard bin - four pick-ups per week [1]287.24$
364 2-yard bin - five pick-ups per week [1]353.87$
365 2-yard bin - six pick-ups per week [1]420.46$
366 2-yard bin - extra pick-up [1]42.13$
367 3-yard bin - one pick-up per week [1]119.00$
368 3-yard bin - two pick-ups per week [1]216.99$
369 3-yard bin - three pick-ups per week [1]314.95$
370 3-yard bin - four pick-ups per week [1]420.46$
371 3-yard bin - five pick-ups per week [1]510.87$
372 3-yard bin - six pick-ups per week [1]608.86$
373 3-yard bin - seven pick-ups per week [1]709.49$
374 3-yard bin - extra pick-up [1]56.54$
18June 18, 2024 Item #11 Page 186 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
375 4-yard bin - one pick-up per week [1]158.69$
376 4-yard bin - two pick-ups per week [1]296.36$
377 4-yard bin - three pick-ups per week [1]434.07$
378 4-yard bin - four pick-ups per week [1]571.73$
379 4-yard bin - five pick-ups per week [1]709.41$
380 4-yard bin - six pick-ups per week [1]847.09$
381 4-yard bin - seven pick-ups per week [1]984.90$
382 4-yard bin - extra pick-up [1]67.65$
383 5-yard bin - one pick-up per week [1]198.41$
384 5-yard bin - two pick-ups per week [1]375.82$
385 5-yard bin - three pick-ups per week [1]553.19$
386 5-yard bin - four pick-ups per week [1]709.41$
387 5-yard bin - five pick-ups per week [1]907.97$
388 5-yard bin - six pick-ups per week [1]1,085.39$
389 5-yard bin - extra pick-up [1]78.73$
390 6-yard bin - one pick-up per week [1]216.99$
391 6-yard bin - two pick-ups per week [1]420.46$
392 6-yard bin - three pick-ups per week [1]608.86$
393 6-yard bin - four pick-ups per week [1]847.09$
394 6-yard bin - five pick-ups per week [1]1,085.39$
395 6-yard bin - six pick-ups per week [1]1,390.71$
396 6-yard bin - extra pick-up [1]98.43$
Commercial Bin Compactor - Recycling
397 3-yard bin - one pick-up per week [1]166.82$
398 3-yard bin - two pick-ups per week [1]312.39$
399 3-yard bin - three pick-ups per week [1]457.95$
400 3-yard bin - four pick-ups per week [1]603.50$
401 3-yard bin - five pick-ups per week [1]749.08$
402 3-yard bin - six picks-up per week [1]894.67$
403 3-yard bin - extra pick-up [1]67.84$
404 4-yard bin - one pick-up per week [1]275.48$
405 4-yard bin - two pick-ups per week [1]527.81$
406 4-yard bin - three pick-ups per week [1]780.51$
407 4-yard bin - four pick-ups per week [1]1,033.17$
408 4-yard bin - five pick-ups per week [1]1,285.93$
409 4-yard bin - six picks-up per week [1]1,538.71$
410 4-yard bin - extra pick-up [1]112.03$
411 6-yard bin - one pick-up per week [1]430.62$
412 6-yard bin - two pick-ups per week [1]848.77$
413 6-yard bin - three pick-ups per week [1]1,267.67$
414 6-yard bin - four pick-ups per week [1]1,687.02$
415 6-yard bin - five pick-ups per week [1]2,106.55$
416 6-yard bin - six picks-up per week [1]2,526.17$
417 6-yard bin - extra pick-up [1]175.11$
19June 18, 2024 Item #11 Page 187 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Organics Recycling
418 32 gal cart - one pick-up per week [1]22.36$
419 32 gal cart - two pick-ups per week [1]44.74$
420 32 gal cart - three pick-ups per week [1]67.10$
421 32 gal cart - four pick-ups per week [1]86.64$
422 32 gal cart - five pick-ups per week [1]106.28$
423 32 gal cart - six pick-ups per week [1]125.90$
424 64 or 96 gal cart - one pick-up per week [1]24.48$
425 64 or 96 gal cart - two pick-ups per week [1]48.95$
426 64 or 96 gal cart - three pick-ups per week [1]73.42$
427 64 or 96 gal cart - four pick-ups per week [1]94.82$
428 64 or 96 gal cart - five pick-ups per week [1]116.30$
429 64 or 96 gal cart - six pick-ups per week [1]137.76$
430 64 or 96 gal cart - extra pick-up [1]11.53$
431 1-yard bin - one pick-up per week [1]64.49$
432 1-yard bin - two pick-ups per week [1]109.53$
433 1-yard bin - three pick-ups per week [1]154.75$
434 1-yard bin - four pick-ups per week [1]199.82$
435 1-yard bin - five pick-ups per week [1]245.12$
436 1-yard bin - six pick-ups per week [1]290.36$
437 1-yard bin - extra pick-up [1]31.01$
438 1.5-yard bin - one pick-up per week [1]76.05$
439 1.5-yard bin - two pick-ups per week [1]131.85$
440 1.5-yard bin - three pick-ups per week [1]187.76$
441 1.5-yard bin - four pick-ups per week [1]243.53$
442 1.5-yard bin - five pick-ups per week [1]299.50$
443 1.5-yard bin - six pick-ups per week [1]355.41$
444 1.5-yard bin - extra pick-up [1]36.57$
445 2-yard bin - one pick-up per week [1]87.61$
446 2-yard bin - two pick-ups per week [1]154.16$
447 2-yard bin - three pick-ups per week [1]220.76$
448 2-yard bin - four pick-ups per week [1]287.24$
449 2-yard bin - five pick-ups per week [1]353.87$
450 2-yard bin - six pick-ups per week [1]420.46$
451 2-yard bin - extra pick-up [1]42.13$
452 3-yard bin - one pick-up per week [1]119.00$
453 3-yard bin - two pick-ups per week [1]216.99$
454 3-yard bin - three pick-ups per week [1]314.95$
455 3-yard bin - four pick-ups per week [1]420.46$
456 3-yard bin - five pick-ups per week [1]510.87$
457 3-yard bin - six pick-ups per week [1]608.86$
458 3-yard bin - extra pick-up [1]56.54$
459 4-yard bin - one pick-up per week [1]158.69$
460 4-yard bin - two pick-ups per week [1]296.36$
20June 18, 2024 Item #11 Page 188 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
461 4-yard bin - three pick-ups per week [1]434.07$
462 4-yard bin - four pick-ups per week [1]571.73$
463 4-yard bin - five pick-ups per week [1]709.41$
464 4-yard bin - six pick-ups per week [1]847.09$
465 4-yard bin - extra pick-up [1]67.65$
Commercial Bin Compactor - Organics Recycling
466 3-yard bin - one pick-up per week [1]166.82$
467 3-yard bin - two pick-ups per week [1]312.39$
468 3-yard bin - three pick-ups per week [1]457.95$
469 3-yard bin - four pick-ups per week [1]603.50$
470 3-yard bin - five pick-ups per week [1]749.08$
471 3-yard bin - six picks-up per week [1]894.67$
472 3-yard bin - extra pick-up [1]67.84$
473 4-yard bin - one pick-up per week [1]275.48$
474 4-yard bin - two pick-ups per week [1]527.81$
475 4-yard bin - three pick-ups per week [1]780.51$
476 4-yard bin - four pick-ups per week [1]1,033.17$
477 4-yard bin - five pick-ups per week [1]1,285.93$
478 4-yard bin - six picks-up per week [1]1,538.71$
479 4-yard bin - extra pick-up [1]112.03$
480 6-yard bin - one pick-up per week [1]430.62$
481 6-yard bin - two pick-ups per week [1]848.77$
482 6-yard bin - three pick-ups per week [1]1,267.67$
483 6-yard bin - four pick-ups per week [1]1,687.02$
484 6-yard bin - five pick-ups per week [1]2,106.55$
485 6-yard bin - six picks-up per week [1]2,526.17$
486 6-yard bin - extra pick-up [1]175.11$
Special Haul Bin Rate
487 3-yard bin - one pick-up per week [1]181.85$
488 3-yard bin - two pick-ups per week [1]284.20$
489 3-yard bin - three pick-ups per week [1]386.54$
490 3-yard bin - four pick-ups per week [1]488.89$
491 3-yard bin - five pick-ups per week [1]591.25$
492 3-yard bin - six pick-ups per week [1]693.60$
493 3-yard bin - extra pick-up [1]59.37$
Construction and Demolition Recycling
494 Special Haul Bin (no Storm Water Fees) 1 week or less [1]128.43$
495 2-yard temporary C&D Recycling Bin [1]149.74$
496 3-yard temporary C&D Recycling Bin [1]152.19$
497 4-yard temporary C&D Recycling Bin [1]165.40$
498 6-yard temporary C&D Recycling Bin [1]170.87$
21June 18, 2024 Item #11 Page 189 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Fees and Charges
499 Bin Exchange [1]83.11$
500 Bin Lock Set Up Fee [1]51.94$
501 Locking Fee [1]19.75$
502 Overloaded Bins [1]71.56$
503 Bin paint charge fee - allowed 1 per year. After first paint within one
year, there will be a charge per paint request.[1]143.04$
504 Bin Relocation (first 25 feet free)9.87$
505 Special haul bin delivery [1]57.28$
506 Certified burial at Miramar plus special handling fee charged by
Miramar [1]448.40$
507 Commercial Return to Service Fee - The return to service fee for two
or more calls in a one-month period by a bin [1]92.16$
508 Copy Fee - The charge for copies requested by customers [1]1.96$
509 Delivery of extra cart [1]16.05$
510 Late Fee - There will be a minimum fee on any delinquent account -
$3 minimum charge [1]4.94$
511 Bulky Item - Exceeding 5 per pick up - First item [1]58.35$
512 Bulky Item - Exceeding 5 per pick up - each addl item [1]14.95$
513 Per Bulky Item - first item [1]58.35$
514 Per Bulky Item - each additional item [1]14.95$
515 Bulky Item requiring 2 people to handle [1]83.79$
516
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]74.39$
517 Scout service per bin per service [1]67.31$
518 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]46.86$
519 Restart Fee - The fee for restarting commercial service when a
permanent account has been terminated for non-payment.[1]28.11$
Roll off Service
520 Service Fee - Roll off service [1]305.27$
521 Disposal Fee per Ton (pass through)[1]59.91$
522 Recycling Processing Fee per Ton (pass through)[1]39.23$
523 Organics Processing Fee per Ton (pass through)[1]85.76$
524 C&D Processing Fee per Ton (pass through)[1]80.72$
525 Contaminated Load (per occurrence)[1]305.27$
526 Roll off - Demurrage Per Day Charge [1]6.50$
Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up
Commercial Bulky Item Pick-Ups
22June 18, 2024 Item #11 Page 190 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
527 Delivery [1]78.56$
528 Delivery Demo (includes signage) [1]83.05$
529 Relocation Charge onsite [1]61.38$
530 Relocation Charge offsite [1]87.56$
531 Wash Out Receiver Boxes [1]70.22$
532 Dead Run charge [1]105.25$
533 Standby charge after 5 minutes [1]2.78$
[Notes]
[1] Set per contract by Republic Services
23June 18, 2024 Item #11 Page 191 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Account and Service Fees
Water Account Fees
534 Discontinuation of Service - Non-Payment (Shut-off)each [2]72.00$
535 Service Reconnection (Non-Payment) - Same Day/Non-Business
hours (After Hours Turn-On)each [2],[3]275.00$
536 Continuity of Service each [2]9.00$
537 Electronic Notice (in lieu of door hanger)each [2]3.00$
538 Door Hanger Notice each [2]46.00$
539 New Account Set Up (Admin)each [2]44.00$
540 Service Reconnection for Non-Payment (Next Day) Business Hours
(Next Scheduled Day Turn-On)each [2],[3]109.00$
541 New Account Service Connection - (Same Day) Business Hours (Same
Day Turn-On)each [2]148.00$
Water Services Fees
542 Utility Standards and Specifications each [1] Actual Cost
543 Potable Water Meter - Construction Meter Deposit deposit [1]1,000.00$
544 Potable Water Meter - Construction Meter Installation each [2]325.00$
545 Potable Water Meter - Construction Meter Relocation each [2]163.00$
546 Potable Backflow Preventer Annual Testing - 1st Notice each, per
month [1]3.00$
547 Potable Backflow Preventer Annual Testing - 2nd Notice per month [1]22.00$
548 Potable Backflow Preventer Annual Testing - 3rd Notice per month [1]55.00$
549 Potable Water Shutdown Fee each [1]952.00$
Recycled Water Fees
550 Cross-Connection Inspection - County Department of Environmental
Health (CDEH)each [2] Actual Cost
551 Cross-Connection Reinspection each [2] Actual Cost
552 Recycled Water Meter - Construction Meter Deposit deposit [1]1,000.00$
553 Recycled Water Meter - Construction Meter Installation each [2]325.00$
554 Recycled Water Meter - Construction Meter Relocation each [2]163.00$
555 E28 Recycled Water Shutdown - Actual Cost each [2]952.00$
Wastewater Fees
556 Fats, Oils, and Grease (FOG) Fee each [1]166.00$
557 Temporary Discharge to Sewer (city processing fee, plus actual cost) per permit [6]531.00$
Third Party Hydraulic Modelling Fees
558 Third Party Hydraulic Modelling - Consultant Cost (All Water Systems) per project [1],[4] Actual Cost
Processing Fees - Wastewater
559 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]419.00$
560 All others per project [2],[5]839.00$
Processing Fees - Potable Water
561 System Pressure Check each [2]358.00$
562 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]715.00$
563 All others per project [2],[5]1,191.00$
Processing Fees - Recycled Water
24June 18, 2024 Item #11 Page 192 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
564 System Pressure Check each [2]332.00$
565 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]553.00$
566 All others per project [2],[5]1,103.00$
Utilities Department Fees
567
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]179.00$
[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 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
[6]Actual cost is calculated based on cost per gallon to treat the added discharge, plus the
city processing fee.
25June 18, 2024 Item #11 Page 193 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Meter Installation Fees
Potable Water (meter size, inches)
568 5/8" Ultrasonic per [1]469.00$
569 Fire Protection – 5/8" Ultrasonic per [1]469.00$
570 3/4” Ultrasonic per [1]465.00$
571 1” Ultrasonic per [1]595.00$
572 1-1/2” Ultrasonic per [1]723.00$
573 1-1/2” Turbo per [1]877.00$
574 2” Ultrasonic per [1]1,027.00$
575 2” Turbo per [1]1,081.00$
576 3" Ultrasonic per [1] Actual Cost
577 4" Ultrasonic per [1] Actual Cost
578 6” Ultrasonic per [1] Actual Cost
579 8” Ultrasonic per [1] Actual Cost
580 10” Ultrasonic per [1] Actual Cost
581 12” Ultrasonic per [1] Actual Cost
Recycled Water (meter size, inches)
582 5/8" Ultrasonic per [1]469.00$
583 Fire Protection – 5/8" Ultrasonic per [1]469.00$
584 3/4” Ultrasonic per [1]465.00$
585 1” Ultrasonic per [1]595.00$
586 1-1/2” Turbo per [1]877.00$
587 2” Turbo per [1]1,081.00$
588 3" Ultrasonic per [1] Actual Cost
589 4" Ultrasonic per [1] Actual Cost
590 6” Ultrasonic per [1] Actual Cost
591 8” Ultrasonic per [1] Actual Cost
592 10” Ultrasonic per [1] Actual Cost
593 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.
26June 18, 2024 Item #11 Page 194 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Potable and Recycled Water Connection Fees (meter size, inches)
Ultrasonic
594 5/8” each [1]5,733.00$
595 3/4”each [1]8,173.00$
596 1”each [1]12,899.00$
597 1-1/2”each [1]24,366.00$
598 2”each [1]36,694.00$
599 3”each [1]62,079.00$
600 4”each [1]96,568.00$
601 6”each [1] 179,341.00$
602 8”each [1] 211,967.00$
Turbo (All Irrigation Meters)
603 1-1/2”each [1]28,605.00$
604 2”each [1]45,865.00$
605 3”each [1]96,568.00$
606 4”each [1] 275,910.00$
607 6”each [1] 551,808.00$
608 8”each [1] 772,797.00$
[Notes]
[1] Set per City policy
These fees are in addition to the Meter Installation Fees and SDCWA Fees.
27June 18, 2024 Item #11 Page 195 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
San Diego County Water Authority (SDCWA) Fees
SDCWA System Capacity Charge (meter size, inches)
609 Fire Protection per [1]
Based on size of
meter
610 5/8" Displacement per [1]5,700.00$
611 3/4” Displacement per [1]5,700.00$
612 1” Displacement per [1]9,120.00$
613 1-1/2” Displacement per [1]17,100.00$
614 1-1/2” Turbo per [1]17,100.00$
615 2” Displacement per [1]29,640.00$
616 2” Turbo per [1]29,640.00$
617 3” per [1]54,720.00$
618 4” per [1]93,480.00$
619 6”per [1] 171,000.00$
620 8”per [1] 296,400.00$
621 10”per [1] 444,600.00$
622 12”per [1] 752,400.00$
Water Treatment Capacity Charge (meter size, inches)
623 Fire Protection per [1]
Based on size of
meter
624 5/8" Displacement per [1]159.00$
625 3/4” Displacement per [1]159.00$
626 1” Displacement per [1]254.00$
627 1-1/2” Displacement per [1]477.00$
628 1-1/2” Turbo per [1]477.00$
629 2” Displacement per [1]827.00$
630 2” Turbo per [1]827.00$
631 3” per [1]1,526.00$
632 4” per [1]2,608.00$
633 6”per [1]4,770.00$
634 8”per [1]8,268.00$
635 10”per [1]12,402.00$
636 12”per [1]20,988.00$
[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. The Water Authority left these fees unchanged for 2024.
28June 18, 2024 Item #11 Page 196 of 625
Section 2
Development Related
Service Fees
June 18, 2024 Item #11 Page 197 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Planning Department Fees
637 Agricultural Mitigation Fee
per net
converted
acre
[1]10,000.00$
638 Amendments and Revisions to Approved Projects flat [1]
50% of Current
Application Fee
639 Appeals to Planning Commision/City Council [2]930.00$
Building Plan Review
640 Minor Projects, per permit each [3]107.00$
641 Major Projects, per permit each [4]324.00$
642 City Planner Determination each [1]1,047.00$
Coastal Development Permit (CDP)
643 2 - 4 unit or lot subdivision/Multifamily Project per permit [2]6,699.00$
644 5 or more units or lot subdivision/Multifamily Project per permit [2]12,072.00$
645 Emergency flat [2]2,352.00$
646 Exemption flat [2]347.00$
647 Minor Permit flat [2]3,131.00$
648 Non-Residential + 10 cents per sq. ft.flat [2]3,297.00$
649 Single Family Home flat [2]4,388.00$
650 Single Family Home w/bluff per permit [2]6,699.00$
Conditional Use Permit (CUP)
651 Within Biological Habitat Preserve flat [2]2,863.00$
652 Minor flat [2]2,984.00$
653 Regular flat [2]11,170.00$
654 Daycare Permit (7 - 14 Children)flat [2]299.00$
Environmental Impact Assessment (EIA)
655 Initial Study - NEGATIVE DECLARATION base fee (flat) [2]2,984.00$
656 Initial Study - MITIGATED NEG DEC base fee (flat) [2]6,027.00$
657 Initial Study – checklist for streamlining or within the scope
determinations base fee (flat) [2]2,508.00$
658 Initial Study – addendum for MNDs or NDs (city processing fee
plus actual cost)base fee (flat) [2]3,449.00$
Environmental Impact Report (EIR)
Addendum
659 First 20 hours of project planner base fee (flat) [2]4,642.00$
660 >20 hours of project planner per hour [2]130.00$
Focused/Supplemental (requiring a public hearing)
661 First 120 hours of project planner and 20 hours of project
engineer base fee (flat) [2]20,196.00$
662 >120 project planner hours and >20 project engineer hours per hour [2]300.00$
30June 18, 2024 Item #11 Page 198 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
FULL EIR
663 First 180 hours of project planner and 40 hours of project
engineer base fee (flat) [2]31,140.00$
664 >180 project planner hours and >40 project engineer hours per hour [2]300.00$
Fish & Game Fee
665 Environmental Impact Report (EIR)flat [5]4,101.25$
666 Environmental Document pursuant to a Certified Regulatory
Program (CRP)flat [5]1,427.25$
667 Negative Declaration (ND)/Mitigated Negative Declaration (MND) flat [5]2,966.75$
668 Extensions to projects in process flat [1] 25% of current fee
669 General Plan Amendment deposit [2]16,186.00$
Habitat Management Plan (HMP)
670 Amendment to Plan Document - Major - first 60 hours of project
planner base fee (flat) [2]8,975.00$
671 >60 hours of project planner per hour [2]130.00$
672 Amendment to Plan Document - Minor flat [2]5,133.00$
673 Permit - Major -first 40 hours of project planner base fee (flat) [2]6,543.00$
674 >40 hours or project planner per hour [2]130.00$
675 Permit - Minor - first 20 hours of project planner base fee (flat) [2]772.00$
676 >20 hours of project planner per hour [2]130.00$
677 Permit - MINOR W/MINISTERIAL PERMIT flat [2]686.00$
678 Hillside Development Permit - Major - first 40 hours of project
planner base fee (flat) [2]6,939.00$
679 Hillside Development Permit - Minor - first 20 hours of project
planner base fee (flat) [2]1,772.00$
Historic Preservation Permit
680 Local Register Application each [2]1,964.00$
681 Mills Act Application each [2]4,211.00$
682 Concurrent Local Register and Mills Act Applications each [2]4,823.00$
683 Third Party Technical Report Review - Contractor Cost each [2] Actual Cost
684 Mills Act Inspections each [2]No Fee
685 Inspection - Additional Planning per hour [2]130.00$
686 Inspection - Overtime per hour per hour [2]148.00$
Landscape Plan Check/Inspection Fees
687 City Processing Fee per project [2]389.00$
688 Contractor Cost per project [1] Actual Cost
689 Local Coastal Plan - Amendment flat [2]12,792.00$
690 Local Facilities Management Fees - as established by Council deposit [1] Actual Cost
691 Local Facilities Management Plan/Amendment - Fee + deposit in
minimum increments of $5,000 deposit [1]10,000.00$
31June 18, 2024 Item #11 Page 199 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Master Plan
692 Master Plan - Pre-Filing Submittal flat [1]9,477.00$
693 First 200 hours of project planner and 100 hours of project
engineer base fee (flat) [2]44,331.00$
694 >200 project planner hours and >100 project engineer hours per hour [2]381.00$
Major Amendment
695 First 100 hours of project planner and 40 hours of project
engineer base fee (flat) [2]21,100.00$
696 >100 project planner hours and >40 project engineer hours per hour [2]355.00$
Minor Amendment
697 First 30 hours of project planner and 7 hours of project
engineer base fee (flat) [2]4,005.00$
698 >30 project planner hours and >7 project engineer hours per hour [2]355.00$
699 Non-Conforming Construction Permit flat [2]969.00$
700 Notice Fee (+ postage)flat [1] Actual Cost
701 Plan Consistency Determination [2]1,008.00$
702 Planned Development (residential/non-residential) - 5 or more
lots/units - Major Subdivision per project [2]16,454.00$
703 Planned Development (residential/non-residential) - 4 or fewer
lots/units per project [2]7,953.00$
704 Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge
705 Planning Commission Determination-other flat [2]2,788.00$
706 Postage (All)flat [1]
Current Postage
Rate x Number of
labels
707 Precise Development Plan flat [2]16,114.00$
708 Preliminary Plan Review - Major (Other)flat [2]1,008.00$
709 Preliminary Plan Review - Minor (SFD)flat [2]283.00$
710 Re-Recording or Cancellation of an Instrument on Real Property (city
processing fee, plus actual cost)each [1]228.00$
Reversion to Acreage (Consistent with city payroll records charged
against a $3,100 deposit)
711 First 25 hours of project planner and 20 hours of project
engineer base fee (flat) [2]5,627.00$
712 Satellite Antenna Permit flat [2]598.00$
713 Short-Term Vacation Rental Permit Application Fee per
application [2]220.00$
Sign Program
714 Sign Permit (including non-commercial)flat [2]72.00$
715 Sign Program flat [2]1,503.00$
716 Modified Minor Sign Program flat [2]996.00$
717 Modified Regular Sign Program flat [2]2,685.00$
32June 18, 2024 Item #11 Page 200 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Site Development Plan
718 Minor - Village Area Request for a Parking Option flat [2]638.00$
719 Minor - Residential, less than or equal to 4 units/lots or as
required per CMC/PLAN flat [2]5,566.00$
720 Major - 5 or more units/lots or as required per CMC/PLAN flat [2]19,965.00$
721 Special Use Permit - Other flat [2]6,338.00$
722 Special Use Permit - Floodplain flat [2]5,951.00$
Specific Plan
Base Fee
723 First 200 hours of project planner and 60 hours of project
engineer base fee (flat) [2]41,176.00$
724 >200 project planner hours and >60 project engineer hours per hour [2]355.00$
Amendment - Major
725 First 180 hours of project planner and 30 hours of project
engineer base fee (flat) [2]31,760.00$
726 >180 project planner hours and >30 project engineer hours per hour [2]355.00$
Amendment - Minor
727 First 20 hours of project planner and 7 hours of project
engineer base fee (flat) [2]3,918.00$
728 >20 project planner hours and >7 project engineer hours per hour [2]355.00$
729 Street Name Change flat [2]2,354.00$
Tentative Maps
730 Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]6,860.00$
731 Tentative Tract Map - 5 - 49 units/lots flat [2]14,074.00$
732 Tentative Tract Map - 50 + units/lots flat [2]20,026.00$
733 Tentative Tract Map Litigation Stay flat [1] 25% of current fee
Third Party Review
734 Processing Fee per project [2]799.00$
735 Consultant Cost per project [1] Actual Cost
736 Variance flat [2]5,146.00$
737 Variance - Minor flat [2]1,070.00$
Village Area
738 Village Area Review - Administrative flat [2]586.00$
739 Village Area Review - Major - Plus Noticing Costs flat [2]4,145.00$
740 Village Area Review - Minor - Plus Noticing Costs flat [2]2,261.00$
741 Village Area - Parking In Lieu Fee each [1]11,240.00$
33June 18, 2024 Item #11 Page 201 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
742 Wireless Communication Third Party Review flat [1] Actual Cost
743 Zone Change flat [2]12,586.00$
744 Zone Code Compliance Letter flat [2]164.00$
745 Research Fee per hour [2]164.00$
746
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]117.00$
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 $50.00 County Clerk processing fee.
Updated with new fees effective Jan. 1, 2024.
34June 18, 2024 Item #11 Page 202 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Engineering Department Fees
747 Adjustment Plat per project [2]1,834.00$
Building Plan Review
748 Minor Projects, per permit each [3]204.00$
749 Major Projects, per permit each [4]638.00$
Certificate
750 Certificate of Compliance each [2]1,488.00$
751 Certificate of Compliance In Lieu of Parcel Map each [2]4,104.00$
752 Certificate of Correction each [2]1,156.00$
Construction Change Review - Major
753 Base Fee per project [2]976.00$
754 Plus fee per sheet per sheet [2]378.00$
Construction Change Review - Minor
755 Base Fee per project [2]693.00$
756 Plus fee per sheet per sheet [2]313.00$
757 Developer Agreements - Deposit $10,000 increments
(Consistent with city payroll records + overhead)deposit [1] Actual Cost
758 Easement Document Processing and Recording per project [2]1,635.00$
759 Encroachment Agreement Processing per project [2]511.00$
760 Grading Permit Investigation Fee (Consistent with city payroll records
+ overhead)
deposit [1] Actual Cost
Grading Plan Check Fees (cubic yard)
761 0 - 100 CY flat [2]2,023.00$
762 101 CY flat [2]2,700.00$
763 each additional 100 CY up to 1,000 each [2]170.00$
764 1,001 CY flat [2]4,717.00$
765 each additional 1,000 CY up to 10,000 each [2]234.00$
766 10,001 flat [2]6,923.00$
767 each additional 10,000 CY up to 100,000 each [2]333.00$
768 100,001 flat [2]9,912.00$
769 each additional 10,000 CY up to 200,000 each [2]382.00$
770 200,001 flat [2]14,435.00$
771 each additional 100,000 CY up to 400,000 each [2]826.00$
772 400,001 flat [2]16,104.00$
773 each additional 100,000 CY up to 1,000,000 each [2]574.00$
774 1,000,001 flat [2]19,600.00$
775 each additional 100,00 CY each [2]1,887.00$
35June 18, 2024 Item #11 Page 203 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Grading Permit Fees (cubic yard)
776 0 - 100 CY flat [2],[4],
[5]2,675.00$
777 101 CY flat [2],[4],
[5]2,681.00$
778 each additional 100 CY up to 1,000 each [2],[4],
[5]208.00$
779 1,001 CY flat [2],[4],
[5]4,605.00$
780 each additional 1,000 CY up to 10,000 each [2],[4],
[5]209.00$
781 10,001 flat [2],[4],
[5]6,539.00$
782 each additional 10,000 CY up to 100,000 each [2],[4],
[5]328.00$
783 100,001 flat [2],[4],
[5]9,597.00$
784 each additional 10,000 CY up to 200,000 each [2],[4],
[5]189.00$
785 200,001 flat [2],[4],
[5]11,685.00$
786 each additional 100,000 CY up to 400,000 each [2],[4],
[5]209.00$
787 400,001 flat [2],[4],
[5]17,627.00$
788 each additional 100,000 CY up to 1,000,000 each [2],[4],
[5]1,791.00$
789 1,000,001 flat [2],[4],
[5]28,892.00$
790 each additional 100,00 CY each [2],[4],
[5]2,768.00$
Improvement Plan Review Fee
791 $0 - $20,000 flat [2]3,461.00$
792 $20,001 flat [2]4,853.00$
793 each additional $10,000 up to $50,000 each [2]426.00$
794 $50,001 flat [2]6,273.00$
795 each additional $10,000 up to $100,000 each [2]461.00$
796 $100,001 flat [2]8,686.00$
797 each additional $10,000 up to $250,000 each [2]426.00$
798 $250,001 flat [2]17,817.00$
799 each additional $10,000 up to $500,000 each [2]214.00$
800 $500,001 flat [2]23,566.00$
801 each additional $10,000 up to $1,000,000 each [2]116.00$
802 $1,000,001 flat [2]29,771.00$
803 each additional $10,000 each [2]277.00$
36June 18, 2024 Item #11 Page 204 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Improvement Inspection
804 $0 - $20,000 flat [2]1,732.00$
805 $20,001 flat [2]3,029.00$
806 each additional $10,000 up to $50,000 each [2]473.00$
807 $50,001 flat [2]5,016.00$
808 each additional $10,000 up to $100,000 each [2]251.00$
809 $100,001 flat [2]6,327.00$
810 each additional $10,000 up to $250,000 each [2]195.00$
811 $250,001 flat [2]9,402.00$
812 each additional $10,000 up to $500,000 each [2]205.00$
813 $500,001 flat [2]14,436.00$
814 each additional $10,000 up to $1,000,000 each [2]133.00$
815 $1,000,001 flat [2]22,135.00$
816 each additional $10,000 each [2]206.00$
Mapping Fees
Final Tract Map - Major Subdivision
817 Base Fee per project [2]11,424.00$
818 additional acre per acre [2]125.00$
819 Parcel Map - Minor Subdivision per project [2]5,411.00$
820 Neighborhood Improvement Agreements each [2]224.00$
821 Oversize Load Permit - 1 trip each [6]16.00$
822 Oversize Load Permit - Annual/Per Year each [6]90.00$
823 Quitclaim of Easement each [2]976.00$
824 Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost
Retaining Wall Plan Check Fees
Retaining Wall Plan Check Valuation
825 $0 - $50,000 flat [2]519.00$
826 $50,001 - $250,000 flat [2]2,407.00$
827 $250,000+flat [2]4,239.00$
828 Reversion to Acreage deposit [2]4,033.00$
Right-of-Way Permit
829 Minor - Non-Construction each [2]244.00$
830 Minor - Construction each [2]570.00$
Telecommunications (WCF/Broadband)
831 City Processing Fee - single telecommunications application each [1]344.00$
832 City Processing Fee - batched applications (for each 10
telecommunications nodes)each [1]1,033.00$
833 City Processing Fee - concurrent microtrenching (up to 50
linear feet)each [1]128.00$
Utility
834 City Processing Fee each [2]401.00$
835 Inspector's Time hourly [2]151.00$
836 Utility (by contract)each [2]1,155.00$
37June 18, 2024 Item #11 Page 205 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Use - Initial Permit
837 Curb Cafe each [2]584.00$
838 Outdoor Display each [2]244.00$
839 Sidewalk Café each [2]584.00$
Use - Annual Renewal
840 Curb Cafe each [2]244.00$
841 Outdoor Display each [2]244.00$
842 Sidewalk Café each [2]244.00$
843 Village Area - Curb Café (max of two parking spaces)per space/
per year [2]1,200.00$
844 Secured Agreement Processing - Extension each [2]405.00$
845 Secured Agreement Processing - Replacement, plus improvement
plan revision fees if required each [2]714.00$
846
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
847
Segregation of Assessments - 5 lots or more - fee + $20 per lot
(Consistent with city payroll records + overhead, consultant cost and
recording fee. Also see Streets and Highways Code Section 8760-
8769)
deposit [1] Actual Cost
Storm Water Pollution Prevention Plan (SWPPP) Fees
Plan Review Fee
848 Tier 1 per site [2]85.00$
849 Tier 2 per site [2]401.00$
850 Tier 3 one acre or
less [2]917.00$
851 Tier 3 - Supplemental Fee per acre [2]147.00$
Inspection Fee
852 Tier 1 per site [2]302.00$
853 Tier 2 per site [2]5,469.00$
854 Tier 3 one acre or
less [2]6,488.00$
855 Tier 3 - Supplemental Fee per acre [2]1,346.00$
Storm Water Quality Management Plan (SWQMP) Fees
856 Plan Review - Base Fee each [2]1,415.00$
857 Plan Review - For each subsequent acre or portion thereof over
one half acre per acre [2]115.00$
858 Plan Review - Trash Capture Only each [2]1,650.00$
859 Inspection Fee - Base Fee each [2]879.00$
860 Inspection Fee - For each subsequent acre or portion thereof
over one half acre per acre [2]617.00$
861 Street Vacation - Street/Public Service Easement Vacation - Regular each [2]4,761.00$
862 Street Vacation - Street/Public Service Easement Vacation - Summary each [2]2,051.00$
Third Party Review
863 Processing Fee per project [2]356.00$
38June 18, 2024 Item #11 Page 206 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
864 Consultant Cost per project [1] Actual Cost
865
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]229.00$
[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] Minor: residential new/remodel, commercial/industrial tenant improvement
[4] Major: Commercial/Industrial new
[5]
[6]
[7] Maximum limit set by CA Vehicle Code 35795(b)(1)
Quantities are calculated by using the greater of cut/fill, plus remedial work. Plan checks extending more than 24 months may be assessed an
additional fee of 25% of the current plan check fee.
Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is subject to City Engineer
approval per CMC 15.16.062.
39June 18, 2024 Item #11 Page 207 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
New Construction, Additions, and Major Remodels [1]
Commercial/Industrial Uses - Structural (All newly constructed or
added space for non-residential occupancies classified as CBC Group
A, B, E, F, H, I, M, or other commercial occupancies not specifically
addressed elsewhere in this Fee Schedule)
866 0 - 500 sq. ft.flat [2]1,235.00$
867 additional sq. ft. up to 4,999 each [2]0.39$
868 5,000 sq. ft.flat [2]2,977.00$
869 additional sq. ft. up to 9,999 each [2]0.52$
870 10,000 sq. ft.flat [2]5,575.00$
871 additional sq. ft. up to 49,999 each [2]0.05$
872 50,000 sq. ft.flat [2]7,634.00$
873 additional sq. ft. up to 99,999 each [2]0.11$
874 100,000 sq. ft.flat [2]13,557.00$
875 additional sq. ft.each [2]0.13$
Commercial Residential and Multifamily Residential Uses - (All
newly constructed or added space for residential occupancies
classified as CBC Group R (except R-3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)
876 0 - 500 sq. ft.flat [2]1,171.00$
877 additional sq. ft. up to 4,999 each [2]0.65$
878 5,000 sq. ft.flat [2]4,086.00$
879 additional sq. ft. up to 9,999 each [2]0.64$
880 10,000 sq. ft.flat [2]7,286.00$
881 additional sq. ft. up to 49,999 each [2]0.06$
882 50,000 sq. ft.flat [2]9,661.00$
883 additional sq. ft. up to 99,999 each [2]0.17$
884 100,000 sq. ft.flat [2]17,865.00$
885 additional sq. ft.each [2]0.18$
Low and Moderate Hazard Storage - (All newly constructed or added
space for storage occupancies classified as CBC Group S, or other
storage occupancies not specifically addressed elsewhere in this Fee
Schedule)
886 0 - 500 sq. ft.flat [2]1,110.00$
887 additional sq. ft. up to 4,999 each [2]0.39$
888 5,000 sq. ft.flat [2]2,863.00$
889 additional sq. ft. up to 9,999 each [2]0.26$
890 10,000 sq. ft.flat [2]4,151.00$
891 additional sq. ft. up to 49,999 each [2]0.03$
892 50,000 sq. ft.flat [2]5,349.00$
893 additional sq. ft. up to 99,999 each [2]0.01$
894 100,000 sq. ft.flat [2]5,846.00$
895 additional sq. ft.each [2]0.06$
40June 18, 2024 Item #11 Page 208 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Attached Accessory and Utility Uses - (All newly constructed, added
or structurally remodeled space for utility and accessory occupancies
classified as CBC Group U, or other utility and accessory occupancies
not specifically addressed elsewhere in this Fee Schedule
896 0 - 200 sq. ft.flat [2]585.00$
897 additional sq. ft. up to 399 each [2]2.00$
898 400 sq. ft.flat [2]906.00$
899 additional sq. ft. up to 599 each [2]0.73$
900 600 sq. ft.flat [2]1,053.00$
901 additional sq. ft. up to 999 each [2]0.36$
902 1,000 sq. ft.flat [2]1,198.00$
903 additional sq. ft. up to 2,999 each [2]0.18$
904 3,000 sq. ft.flat [2]1,550.00$
905 additional sq. ft.each [2]0.52$
Detached Accessory and Utility Uses - (All newly constructed, added,
or structurally remodeled space for utility and accessory
occupancies/uses not specifically addressed elsewhere in this Fee
Schedule)
906 0 - 200 sq. ft.flat [2]585.00$
907 additional sq. ft. up to 399 each [2]2.00$
908 400 sq. ft.flat [2]906.00$
909 additional sq. ft. up to 599 each [2]0.73$
910 600 sq. ft.flat [2]1,053.00$
911 additional sq. ft. up to 999 each [2]0.36$
912 1,000 sq. ft.flat [2]1,198.00$
913 additional sq. ft. up to 2,999 each [2]0.18$
914 3,000 sq. ft.flat [2]1,550.00$
915 additional sq. ft.each [2]0.52$
Shell Buildings for all Commercial/Industrial Uses - (The enclosure
for all newly constructed or added space for non-residential
occupancies classified as CBC Group A, B, E, F, H, I, M, or other
commercial occupancies not specifically addressed elsewhere in this
Fee Schedule where the interior is not completed or occupiable)
916 0 - 500 sq. ft.flat [2]965.00$
917 additional sq. ft. up to 4,999 each [2]0.26$
918 5,000 sq. ft.flat [2]2,105.00$
919 additional sq. ft. up to 9,999 each [2]0.30$
920 10,000 sq. ft.flat [2]3,625.00$
921 additional sq. ft. up to 49,999 each [2]0.02$
922 50,000 sq. ft.flat [2]4,793.00$
923 additional sq. ft. up to 99,999 each [2]0.01$
924 100,000 sq. ft.flat [2]5,379.00$
925 additional sq. ft.each [2]0.05$
41June 18, 2024 Item #11 Page 209 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial/Industrial Tenant Improvement - Structural -
(Structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee
Schedule where the structure is not altered)
926 0 - 500 sq. ft.flat [2]848.00$
927 additional sq. ft. up to 4,999 each [2]0.24$
928 5,000 sq. ft.flat [2]1,930.00$
929 additional sq. ft. up to 9,999 each [2]0.10$
930 10,000 sq. ft.flat [2]2,455.00$
931 additional sq. ft. up to 49,999 each [2]0.06$
932 50,000 sq. ft.flat [2]4,970.00$
933 additional sq. ft. up to 99,999 each [2]0.05$
934 100,000 sq. ft.flat [2]7,570.00$
935 additional sq. ft.each [2]0.07$
Commercial/Industrial Tenant Improvement - Non-structural - (Non-
structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee
Schedule where the structure is not altered)
936 0 - 500 sq. ft.flat [2]766.00$
937 additional sq. ft. up to 4,999 each [2]0.23$
938 5,000 sq. ft.flat [2]1,812.00$
939 additional sq. ft. up to 9,999 each [2]0.08$
940 10,000 sq. ft.flat [2]2,221.00$
941 additional sq. ft. up to 49,999 each [2]0.05$
942 50,000 sq. ft.flat [2]4,413.00$
943 additional sq. ft. up to 99,999 each [2]0.04$
944 100,000 sq. ft.flat [2]6,635.00$
945 additional sq. ft.each [2]0.06$
Commercial Residential and Multifamily Residential Remodels -
Structural - (Structurally remodeled space for residential occupancies
classified as CBC Group R (except R-3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)
946 0 - 500 sq. ft.flat [2]906.00$
947 additional sq. ft. up to 4,999 each [2]0.50$
948 5,000 sq. ft.flat [2]3,421.00$
949 additional sq. ft. up to 9,999 each [2]0.40$
950 10,000 sq. ft.flat [2]5,416.00$
951 additional sq. ft. up to 49,999 each [2]0.08$
952 50,000 sq. ft.flat [2]8,552.00$
953 additional sq. ft. up to 99,999 each [2]0.10$
954 100,000 sq. ft.flat [2]13,747.00$
955 additional sq. ft.each [2]0.13$
42June 18, 2024 Item #11 Page 210 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Residential and Multifamily Residential Remodels -
Non Structural - (Non-Structurally remodeled space for residential
occupancies classified as CBC Group R (except R-3), or other
residential occupancies not specifically addressed elsewhere in this
Fee Schedule)
956 0 - 500 sq. ft.flat [2]982.00$
957 additional sq. ft. up to 4,999 each [2]0.32$
958 5,000 sq. ft.flat [2]2,408.00$
959 additional sq. ft. up to 9,999 each [2]0.49$
960 10,000 sq. ft.flat [2]4,815.00$
961 additional sq. ft. up to 49,999 each [2]0.07$
962 50,000 sq. ft.flat [2]7,666.00$
963 additional sq. ft. up to 99,999 each [2]0.10$
964 100,000 sq. ft.flat [2]12,734.00$
965 additional sq. ft.each [2]0.12$
Single Family Dwellings and Duplexes - (All newly constructed or
added space for residential occupancies classified as CBC Group R-3,
including custom builds and model homes for tract master plans, or
other similar residential occupancies not specifically addressed
elsewhere in this Fee Schedule)
966 0 - 1,000 sq. ft.flat [2]1,374.00$
967 additional sq. ft. up to 2,499 each [2]0.49$
968 2,500 sq. ft.flat [2]2,105.00$
969 additional sq. ft. up to 3,999 each [2]0.31$
970 4,000 sq. ft.flat [2]2,572.00$
971 additional sq. ft. up to 5,999 each [2]0.29$
972 6,000 sq. ft.flat [2]3,157.00$
973 additional sq. ft. up to 7,999 each [2]0.32$
974 8,000 sq. ft.flat [2]3,799.00$
975 additional sq. ft.each [2]0.48$
Duplicate Floor Plan Review - Single Family Dwellings and Duplexes
976 0 - 1,000 sq. ft.flat [2]1,147.00$
977 additional sq. ft. up to 2,499 each [2]0.29$
978 2,500 sq. ft.flat [2]1,579.00$
979 additional sq. ft. up to 3,999 each [2]0.15$
980 4,000 sq. ft.flat [2]1,812.00$
981 additional sq. ft. up to 5,999 each [2]0.24$
982 6,000 sq. ft.flat [2]2,280.00$
983 additional sq. ft. up to 7,999 each [2]0.21$
984 8,000 sq. ft.flat [2]2,689.00$
985 additional sq. ft.each [2]0.34$
43June 18, 2024 Item #11 Page 211 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Duplicate Floor Plan Review - Attached or Detached Accessory and
Utility Uses
986 0 - 200 sq. ft.flat [2]556.00$
987 additional sq. ft. up to 399 each [2]0.88$
988 400 sq. ft.flat [2]731.00$
989 additional sq. ft. up to 599 each [2]0.29$
990 600 sq. ft.flat [2]788.00$
991 additional sq. ft. up to 999 each [2]0.52$
992 1,000 sq. ft.flat [2]994.00$
993 additional sq. ft. up to 2,999 each [2]0.17$
994 3,000 sq. ft.flat [2]1,315.00$
995 additional sq. ft.each [2]0.43$
Site Improvements - This includes substantial development of
private parking lots which are processed separate of the structure
and include any combination of the following: Underground utilities,
parking lot lighting, accessible path of travel analysis, grading,
drainage and compliance with the City's parking and driveway
standards.
996 0 - 500 sq. ft.flat [2]467.00$
997 additional sq. ft. up to 4,999 each [2]0.14$
998 5,000 sq. ft.flat [2]1,139.00$
999 additional sq. ft. up to 9,999 each [2]0.07$
1000 10,000 sq. ft.flat [2]1,520.00$
1001 additional sq. ft. up to 49,999 each [2]0.01$
1002 50,000 sq. ft.flat [2]1,754.00$
1003 additional sq. ft. up to 99,999 each [2]0.01$
1004 100,000 sq. ft.flat [2]2,221.00$
1005 additional sq. ft.each [2]0.02$
[Notes]
[1]
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.
CBC 109.3 Building permit valuations.
44June 18, 2024 Item #11 Page 212 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
Minor/Miscellaneous Residential & Commercial Improvements [3]
1006 Above Ground Storage Tank per permit [2]$ 275.00
Cell Site
1007 Radio over 30 ft. high each [2]$ 765.00
1008 Dish, 10 ft. dia. w/decoder each [2]$ 506.00
1009 Equipment Enclosure each [2]$ 1,156.00
1010 Awning or Canopy per permit [2]$ 289.00
1011 Bollards up to 4pcs per permit [2]$ 362.00
1012 Certificate of Occupancy per permit [2]$ 21.00
Decks / Balcony
1013 Repair each [2]$ 119.00
1014 New/Replace each [2]$ 325.00
Demolition of Building
1015 Commercial each [2]$ 370.00
1016 Residential each [2]$ 650.00
1017 Fence or Freestanding Wall up to 100'each [2]$ 650.00
1018 Fire Damage Repair - Residential - Minor per permit [2]$ 257.00
1019 Fireplace Repair/Replace per permit [2]$ 488.00
Foundation Repair
1020 Commercial each [2]$ 542.00
1021 Residential each [2]$ 542.00
1022 Greenhouse per permit [2]$ 542.00
Manufactured House / Building
1023 Commercial per permit [2]$ 345.00
1024 Residential per permit [2]$ 204.00
1025
Mobile Home (Within a park, per current edition of Title 25,
published by California Division of Housing and Community
Development.)
per permit [2],[7] $ 462.00
1026 Partition/ Wall - Interior/Non-Structural <100'per permit [2]$ 190.00
Patio
1027 Frame with Cover each [2]$ 119.00
1028 Frame with Cover & Walls each [2]$ 650.00
1029 Screen or Plastic Walls each [2]$ 488.00
1030 Plastering Outside per permit [2]$ 135.00
Remodel - Residential
1031 Kitchen/Bath each [2]$ 414.00
1032 Other - up to 500 sq. ft.each [2]$ 569.00
1033 Other - above 500 sq. ft.per 100 sq. ft. [2] $ 0.40
Repairs - Miscellaneous
1034 Commercial each [2]$ 433.00
1035 Residential each [2]$ 102.00
45June 18, 2024 Item #11 Page 213 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Retaining Wall
1036 Non-Engineered - City Standard per permit [2]$ 158.00
Reroofing
1037 Commercial per permit [2]$ 314.00
1038 Residential per permit [2]$ 87.00
Roof Structure Repair / Reinforcement
1039 Commercial each [2]$ 299.00
1040 Residential each [2]$ 299.00
1041 Saunas (Steam)per permit [2]$ 325.00
Sign
1042 Wall - Illuminated per permit [2]$ 164.00
1043 Wall - Non-Illuminated per permit [2]$ 164.00
1044 Pole per permit [2]$ 362.00
1045 Monument per permit [2]$ 164.00
Skylight
1046 Commercial each [2]$ 362.00
1047 Residential each [2]$ 362.00
1048 Solar - SolarApp+ Residential per permit [1]$ 183.00
1049 Solar - Residential (Up to 15 kW)per permit [2],[4] $ 307.00
1050 Per kW above 15kW per kW [2],[4] $ 15.00
1051 Add Residential Battery Back-up per permit [2],[4] $ 210.00
1052 Add Residential Panel Upgrade per permit [2],[4] $ 245.00
1053 Add Reverse Tilt System/ Ground Mount per permit [2],[4] $ 315.00
1054 Solar - Commercial (Up to 50 kW)per permit [2],[4] $ 629.00
1055 Per kW between 50kW - 250kW per kW [2],[4] $ 7.00
1056 Per kW above 250kW per kW [2],[4] $ 5.00
1057 Spray Booth Install / Clean Room per permit [2]$ 293.00
Stairs
1058 New/Replace First Story each [2]$ 447.00
1059 Additional Story each [2]$ 366.00
1060 Repair each [2]$ 447.00
Siding
1061 Stucco each [2]$ 149.00
1062 Stone/Brick Veneer each [2]$ 204.00
Storage Racks
1063 <8 ft, first 100 lf per permit [2]$ 469.00
1064 each add'l. 100 lf each [2]$ 87.00
1065 >8 ft, first 100 lf per permit [2]$ 506.00
46June 18, 2024 Item #11 Page 214 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1066 >8 ft, ea. Add'l 100 lf each [2]$ 231.00
Swimming Pool
1067 Commercial per permit [2]$ 320.00
1068 Residential per permit [2]$ 270.00
1069 Temporary Seating or Bleachers Install per permit [2]$ 204.00
1070 Trash Enclosure Install per permit [2]$ 283.00
Windows / Door
1071 Commercial each [2]$ 325.00
1072 Residential each [2]$ 122.00
Other Inspections (Per Hour)
1073 Inspections outside of normal business hours (minimum charge: two
hours)per hour [2]$ 156.00
1074 Re-inspection fees per hour [2]$ 156.00
1075 Inspections for which no fee is specifically indicated (minimum
charge: one half-hour)per hour [2]$ 156.00
1076 Special third party, multiple or recurring inspections (city processing
fee per permit plus actual cost)flat [2]$ 541.00
1077 Additional plan review required by changes, additions or revisions to
approved plans (minimum charge: one half-hour)per hour [2]$ 146.00
Other Building Fees
1078 Appeal of Building Official Decision per permit [1]$ 1,527.00
1079 Building Permit Revision, Fee + Third Party Hourly Charge per hour [2]Actual Cost
1080 Building Plan Check Fee (8% discount on repetitive plan checks) each [2],[5] Actual Cost
1081 Green Building Standards Plan Check and Inspection each [2]Actual Cost
1082 Green Building State Standards Fee (SB1473)each [1]
$1.00 per every
$25,000 in building
valuation or fraction
thereof (minimum
fee $1.00)
1083 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee - Residential each [1]
Pass through from
State: $13.00 per
$100,000 valuation
(minimum $0.50
fee)
1084 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee - Commercial each [1]
Pass through from
State: $28.00 per
$100,000 valuation
(minimum $0.50
fee)
47June 18, 2024 Item #11 Page 215 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1085 Penalty for Commencing Work Before Permit Issuance each [6]
Double the permit
fee
1086
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]$ 144.00
[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]
[4] Limited to maximum amounts set by AB 1414.
[5] Plan check fee based on 65% of the current building permit fee and is due upon initial submittal
[6] CMC 18.20.010 and CMC 18.04.010
[7]Limited to maximum amounts consistent with Sections 1017, 1020.1 and 1020.7 of
Title 25 of the California Code of Regulations.
Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.
CBC 109.3 Building permit valuations.
48June 18, 2024 Item #11 Page 216 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
1087 Simple Single or Combination Permits
(see list of simple items)per permit [1]$ 228.00
1088 Water Heater Only per permit [1]$ 133.00
Complex Mechanical Permits
1089 FAU less than 100,000 Btu/h per permit [1]$ 569.00
1090 FAU greater than 100,000 Btu/h per permit [1]$ 731.00
1091 Floor furnace (including vent)per permit [1]$ 406.00
1092 Suspended, wall, or floor-mounted heaters per permit [1]$ 325.00
1093 Appliance vents not included in an appliance permit per permit [1]$ 650.00
1094 Boiler up to 100,000 Btu/h per permit [1]$ 772.00
1095 Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]$ 325.00
1096 Compressor up to 3 HP per permit [1]$ 366.00
1097 Compressor up to 3 HP to 15 HP per permit [1]$ 382.00
1098 Other Complex Mechanical per permit [1]$ 488.00
Complex Electrical Permits
1099 Commercial Appliance per permit [1]$ 325.00
1100 Power Apparatus per permit [1]$ 325.00
1101 Motor not over 1 HP each [1]$ 325.00
1102 Motor over 1 HP and not over 10 HP each [1]$ 325.00
1103 Motor over 10 HP and not over 50 HP each [1]$ 325.00
1104 Motor over 50 HP and not over 100 HP each [1]$ 366.00
1105 Motor over 100 HP each [1]$ 406.00
1106 Generator not over 1 KW each [1]$ 325.00
1107 Generator over 1 KW and not over 10 KW each [1]$ 366.00
1108 Generator over 10 KW and not over 50 KW each [1]$ 488.00
1109 Generator over 50 KW and not over 100 KW each [1]$ 488.00
1110 Generator over 100 KW each [1]$ 569.00
1111 Transformer not over 1 KVA each [1]$ 406.00
1112 Transformer over 1 KVA and not over 10 KVA each [1]$ 406.00
1113 Transformer over 10 KVA and not over 50 KVA each [1]$ 447.00
1114 Transformer over 50 KVA and not over 100 KVA each [1]$ 488.00
1115 Transformer over 100 KVA each [1]$ 488.00
1116 Services of 600 volts or less and over 400 amperes to 1000
amperes in rating each [1]$ 488.00
1117 Services over 600 volts or over 1000 amperes in rating each [1]$ 650.00
1118 Other Complex Electrical each [1]$ 488.00
Complex Plumbing Permits
1119 Fire Suppression System/Commercial Hood per permit [1]$ 691.00
1120 Onsite Sewer 6" & Over per permit [1]$ 447.00
1121 Onsite Water 6" & Over per permit [1]$ 447.00
1122 Onsite Storm Drain 6" & Over per permit [1]$ 447.00
Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit
49June 18, 2024 Item #11 Page 217 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1123 Utilities (private - main) city processing fee per permit [1]$ 902.00
1124 Utilities (private - main) plans examiner fee per permit [1]Actual Cost
1125 Other Complex Plumbing per permit [1]$ 488.00
[Notes]
[1]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
50June 18, 2024 Item #11 Page 218 of 625
Fee Name
Simple Mechanical Items:
Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating,
cooling, absorption, or evaporative cooling system.
HVAC change out - existing dwelling
Air-handling unit under 10,000 CFM
Evaporative cooler
Ventilation fan connected to a single duct
Hood and duct system
Duct systems
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.)
Other simple mechanical
Simple Electrical Items:
Receptacle, switch, and lighting outlets
Lighting fixtures
Pole or platform-mounted lighting fixtures
Theatrical-type lighting fixtures or assemblies
Appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt-ampere (KVA), in rating
Busways
Trolley and plug-in-type busways - each 100 feet or fraction thereof
Signs, outline lighting, or marquees supplied from one branch circuit
Services of 600 volts or less and not over 200 amperes in rating
Miscellaneous apparatus, conduits, and conductors
Portable generators less than 10,000 W
Temporary power panel/service
Temporary power pole
Other simple electrical
Simple Plumbing Items:
Plumbing fixtures
Building sewer
Rainwater systems
Water heater
Industrial waste pretreatment interceptor
Water piping and/or water treating equipment
Repair or alteration of drainage or vent piping
Backflow devices
Atmospheric-type vacuum breakers
Gas test
Gas outlets
Residential remodel/repairs
Other simple plumbing
Simple Single or Combination Permits List
51June 18, 2024 Item #11 Page 219 of 625
Section 3
Development Impact Fees
June 18, 2024 Item #11 Page 220 of 625
53June 18, 2024 Item #11 Page 221 of 625
54June 18, 2024 Item #11 Page 222 of 625
55June 18, 2024 Item #11 Page 223 of 625
56June 18, 2024 Item #11 Page 224 of 625
Fee Name Fee Type
No
t
e
s
Fee Level/Deposit
Planned Local Drainage Area Fees (PLDA)
1126 PLDA A, Low Runoff per acre $ 8,736.00
1127 PLDA B, Low Runoff per acre $ 3,266.00
1128 PLDA C, Low Runoff per acre $ 3,169.00
1129 PLDA D, Low Runoff per acre $ 3,005.00
1130 PLDA A, Medium Runoff per acre $ 17,372.00
1131 PLDA B, Medium Runoff per acre $ 6,294.00
1132 PLDA C, Medium Runoff per acre $ 4,483.00
1133 PLDA D, Medium Runoff per acre $ 4,916.00
1134 PLDA A, High Runoff per acre $ 37,855.00
1135 PLDA B, High Runoff per acre $ 14,148.00
1136 PLDA C, High Runoff per acre $ 13,736.00
1137 PLDA D, High Runoff per acre $ 13,025.00
Low Runoff Potential Medium Runoff Potential High Runoff Potential
CF ♦
GC ♦
L ♦
O ♦
OS ♦
P ♦
PI ♦
PI/O ♦
R ♦
R1.5 ♦
R4 ♦
R8 ♦
R15 ♦
R15/L ♦
R15/O ♦
R15/VC ♦
R23 ♦
R30 ♦
OK-TC ♦
VC ♦
VC/OS ♦
V ♦
PLDA FEE CATEGORYGeneral Plan Land
Use Designation
57June 18, 2024 Item #11 Page 225 of 625
58June 18, 2024 Item #11 Page 226 of 625
59June 18, 2024 Item #11 Page 227 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Affordable Housing Credit
1138 Cassia Heights (Southeast and Southwest quadrants)per unit [1]$ 78,409.00
1139 Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1]$ 116,043.00
Affordable Housing Impact Fee
1140 Affordable Housing Impact Fee per unit [1]$ 2,925.00
1141 Affordable Housing In-Lieu Fee (per single-family market rate unit on
single-family lot)per unit [2]$ 10,040.00
1142 Affordable Housing In-Lieu Fee (residential development projects
proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2]$ 18.00
Habitat Mitigation Fees, Per Acre
1143 Type D - Coastal Sage Scrub per acre [1]$ 39,381.00
1144 Type E - Non-Native Grassland per acre [1]$ 19,692.00
1145 Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]$ 3,938.00
Public Facilities and Community Facilities District Fees
1146 Public Facilities Fee - inside CFD per project [1]
1.82% of building
permit valuation
1147 Public Facilities Fee - outside CFD per project [1]
3.5% of building
permit valuation
1148 Community Facilities District #1 Fees [1] Please see current
information packet
Traffic Impact Fees
1149 Apartment (Inside of CFD 1)per ADT [1]$ 463.00
1150 Apartment (Outside of CFD 1)per ADT [1]$ 544.00
1151 Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]$ 184.00
1152 Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]$ 217.00
1153 Condominium (Inside of CFD 1)per ADT [1]$ 463.00
1154 Condominium (Outside of CFD 1)per ADT [1]$ 544.00
1155 Single Family (Inside of CFD 1)per ADT [1]$ 463.00
1156 Single Family (Outside of CFD 1)per ADT [1]$ 544.00
[Notes]
[1] Set per City policy
[2] Updated via City Council Resolution; effective April 1, 2022.
60June 18, 2024 Item #11 Page 228 of 625
RESOLUTION NO. 1741
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA,
ADOPTING CHANGES TO THE MASTER FEE SCHEDULE
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District of the City of
Carlsbad, California, has the authority to establish fees for district services; and
WHEREAS, from time to time the fees are reviewed and evaluated to maintain an adequate fee
structure recovering costs for district services; and
WHEREAS, the Board of Directors has determined the cost of providing water services; and
WHEREAS, the Board of Directors finds it necessary to recover the costs for water services; and
WHEREAS, the Board of Directors has held the necessary public hearing and allowed for public
comment on the establishment of the fees.
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 the changes to the Master Fee Schedule as shown in Attachment A are adopted.
3.This resolution shall become effective on Sept. 1, 2024; not sooner than 60 days after
adoption in accordance with California Government Code Section 66017 for water fees.
Exhibit 8
June 18, 2024 Item #11 Page 229 of 625
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERR
(SEAL)
June 18, 2024 Item #11 Page 230 of 625
Proposed
Master Fee Schedule
FY 2024-25
All Fees Within, except Trash Collection Rates and Park Land In-
Lieu Fees, Effective Sept. 1, 2024
Trash Collection Rates and Park Land In-Lieu Fees
Effective July 1, 2024
Attachment A
June 18, 2024 Item #11 Page 231 of 625
Proposed Master Fee Schedule FY 2024-25
Contents
Section 1 – General City Service Fees, Deposits, Rates, Penalties and Fines
Miscellaneous Fees and Returned Checks ....................................................................................... 4
Deposits and Securities .................................................................................................................... 5
Special Events and Safety Training Center ....................................................................................... 6
Ambulance and Street Light Energizing ........................................................................................... 7
City Clerk Fees .................................................................................................................................. 8
Library Fees ...................................................................................................................................... 9
Fire (Fire Extinguishing and Alarm Systems) .................................................................................. 10
Fire (Development Applications, Plan Review, and Inspection) .................................................... 11
Fire (Fire and Life Safety Inspections and Fire Code Permits) .......................................................12
Police Department Fees ................................................................................................................. 14
Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 15
Trash Collection Rates .................................................................................................................... 16
Utility Account and Service Fees ....................................................................................................24
Utility Meter Installation and Connection .....................................................................................26
Utility (San Diego County Water Authority) ..................................................................................28
Section 2 – Development Related Fees
Planning Department Fees ............................................................................................................30
Engineering Department Fees .......................................................................................................35
Building (New Construction, Additions and Major Remodels) ......................................................40
Building (Minor/Miscellaneous Residential & Commercial Improvements) .................................45
Building (Plumbing, Mechanical, and Electrical) ............................................................................49
Building (Simple Single or Combination Permits List) ....................................................................51
Section 3 – Development Impact Fees
Bridge and Thoroughfare District 2 Map .......................................................................................53
Local Facilities Management Zones Map .......................................................................................54
Park Land In-Lieu Fees, Park Districts Map ....................................................................................55
Planned Local Drainage Fee Areas and Map ..................................................................................56
Sewer Benefit Area and Connection Fees Map .............................................................................58
Affordable Housing, Habitat Mitigation, and Traffic .....................................................................60
June 18, 2024 Item #11 Page 232 of 625
Section 1
General City Service Fees,
Deposits, Rates, Penalties and
Fines
June 18, 2024 Item #11 Page 233 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Miscellaneous Fees
1 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
2 Business License - additional CA fee each [4],[6] $ 1.00
3 Business License - master list of active business licenses each [2]$ 39.00
4 Business License - monthly list of new licenses each [2]$ 7.00
5 Cable Channel Administration Fee per hour [3]$ 115.00
6 Electric Vehicle Charging Fee per kWh [1]$ 0.35
7 GIS - digital data delivery, production of new documents,
reproduction of existing documents, and technical services per hour [1]Actual Cost
8 Hearing Disposition Services for Parking Citations - Personal Hearings each [1]Actual Cost
9 Hearing Disposition Services for Parking Citations - Written Review each [1]Actual Cost
10 City Publications each [1]Copy Charge
11 Community Facilities District Annexation - City Labor (Plus actual
consultants costs)each [2]$ 1,920.00
12 Sign Collection and Pickup Fee (plus $5 fee per sign)each [1]$ 26.00
Returned Check Fee
13 First Returned Check each [5]$ 25.00
14 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 18, 2024 Item #11 Page 234 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Deposits and Securities
Grading and Erosion Control
15 Grading Security (with approved plans)deposit [1],[2]
Based on Grading
Cost Estimate
16 Grading Cash Deposit deposit [1],[2]
Up to 10% of total
grading security
Development/Subdivision Improvements
17 Faithful Performance Security deposit [1],[2]
Based on
Improvement Cost
Estimate
18 Labor and Materials Security deposit [1],[2]
50% of Faithful
Performance
Security
19 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 18, 2024 Item #11 Page 235 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Special Events Fees
20 Special Event Application - Minor - 2 or less intersections
(fee + services rendered)each [1],[3]158.00$
21 Special Event Application - Major - 3 or more intersections
(fee + services rendered) each [1],[2]474.00$
22 Special Event Application - Third party Vendor Fee per day [1],[2]106.00$
23 Special Event City Services - Staff Time per hour [1] Actual Cost
Safety Training Center Facility Fees
24 One Shooting Range full day [1]1,395.00$
25 One Shooting Range 1/2 day [1]698.00$
26 Two Shooting Ranges full day [1]1,567.00$
27 Two Shooting Ranges 1/2 day [1]819.00$
28 Classroom full day [1]662.00$
29 Classroom 1/2 day [1]379.00$
30 Confined Space Prop full day [1]733.00$
31 Confined Space Prop 1/2 day [1]366.00$
32 Grinder full day [1]525.00$
33 Grinder 1/2 day [1]306.00$
34 Grinder/Commercial Prop full day [1]759.00$
35 Grinder/Commercial Prop 1/2 day [1]379.00$
36 Grinder/Residential Prop full day [1]759.00$
37 Grinder/Residential Prop 1/2 day [1]379.00$
38 PriSim (Training Simulator)full day [1]552.00$
39 PriSim (Training Simulator)1/2 day [1]276.00$
40 Pump Draft Pit full day [1]442.00$
41 Pump Draft Pit 1/2 day [1]221.00$
42 Streetscape full day [1]185.00$
43 Streetscape 1/2 day [1]135.00$
44 Shooting Range - Hourly hourly [1]141.00$
[Notes]
[1]Set per City policy
[2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting.
[3] Fee charged as determined by staff
Full details on how to apply for a Special Event Application can be referenced in the Special Event Reference
Handbook available on the City of Carlsbad website. The below fees are listed for reference only and may not be
representative of the entirety of a Special Event Application cost. A valid, unexpired City of Carlsbad Business
License is required for all special event applicants. Carlsbad Municipal Code Section 8.17.070 CMC requires an
applicant to pay a non-refundable fee to allow third party vendors to participate under the applicant’s business
License.
6June 18, 2024 Item #11 Page 236 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Ambulance Fees
45 Assessment/Non-Transport with medication given. No charge for
assessment if no medication given and non-transport.
per [1]472.00$
46 Advanced Life Support 1 - plus Level I or Level II supplies and
medications per [1]2,668.00$
47 Advanced Life Support 2 - plus Level II supplies and medications per [1]2,668.00$
48 Basic Life Support per [1]2,668.00$
49 Mileage Charge mile [1]42.00$
50 Oxygen Charge per [1]124.00$
Street Light Energizing Fees
51 40 watts each [2]88.00$
52 45 watts each [2]96.00$
53 70 watts each [2]133.00$
54 85 watts each [2]156.00$
55 100 watts each [2]179.00$
56 120 watts each [2]209.00$
57 150 watts each [2]254.00$
58 200 watts each [2]330.00$
59 250 watts each [2]405.00$
[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 $30.00
charge per light for connecting the light to an SDG&E service point.
7June 18, 2024 Item #11 Page 237 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
City Clerk Fees
60 Appeals to City Council each [2],[8]126.00$
61 Candidate Filing Fee each [3]25.00$
62 Notice of Intention to Circulate Initiative Petition each [4]200.00$
Subpoena Fees
63 Deposition Subpoena per day [5]275.00$
64 Records Subpoena - research per hour [6]15.00$
Copy Fees
65 Copies & Printing - Black & White each [1]0.10$
66 Copies & Printing - Color each [1]0.10$
67 CD Copy each [1] Actual Cost
68 DVD Copy each [1] Actual Cost
69 USB Drive Copy each [1] Actual Cost
FPPC Fees
70 Campaign Statements per page [7]0.10$
71 Conflict of Interest Statement per page [7]0.10$
72
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]137.00$
[Notes]
[1] Set per City policy
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. 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 18, 2024 Item #11 Page 238 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Library Fees
73 Account Collection Fee per item [1]10.00$
74 Hold Request Non-Pickup Fee per item [2]1.00$
75 Borrowing - Audio/Visual Equipment, per item per day [1]5.00$
76 Card Replacement per card [2]2.00$
77 Carlsbad History Collection Photo Fee per request [1] Actual Cost
78 Interlibrary Loan per request [2]6.00$
79 Lost/Damaged Item Processing fee per item [2]6.00$
80 Lost/Damaged Item per item [1]List Price
81
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 18, 2024 Item #11 Page 239 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Fire Extinguishing and Alarm Systems
New Sprinkler System
82 ESFR Fire Sprinkler System (Initial System)each [2]1,117.00$
83 Each Additional System each [2]309.00$
84 Per Additional Inspection each [2]133.00$
85 ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,292.00$
86 Each Additional System each [2]309.00$
87 Per Additional Inspection each [2]133.00$
88 Fire Pump (First Pump)each [2]1,028.00$
89 Each Additional Pump each [2]352.00$
90 NFPA 13 System < 100 Heads each [2]807.00$
91 Per Additional Inspection each [2]133.00$
92 Per Additional Plan Type each [2]176.00$
93 NFPA 13 System > 100 Heads (Includes One Riser)each [2]1,117.00$
94 Each Additional Riser each [2]309.00$
95 Per Additional Inspection each [2]133.00$
96 Per Additional Plan Type each [2]176.00$
97 NFPA 13R System 3-16 units (Per Building)each [2]1,117.00$
98 Per Additional Inspection (Per Building)each [2]176.00$
99 Per Additional Plan Type each [2]176.00$
100
NFPA 13D Single Family System (Plan Review Per Initial or Single
Plan Type)each [2]320.00$
101 Per Additional Plan Type each [2]176.00$
102 NFPA 13D Single Family System (Inspection Per Building)each [2]162.00$
103 Underground Piping with up to 4 Hydrants/Risers each [2]982.00$
104 Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,295.00$
Tenant Improvement Sprinkler System
105 NFPA 13 or 13R System 6 Heads or Less each [2]162.00$
106 NFPA 13 or 13R System 7 - 100 heads each [2]718.00$
107 Per Additional Inspection each [2]176.00$
108 Per Additional Plan Type each [2]176.00$
109 NFPA 13 or 13R System > 100 Heads each [2]850.00$
110 Per Additional Inspection each [2]176.00$
111 Per Additional Plan Type each [2]176.00$
Other Extinguishing Systems
112 Gas Systems (Med Gas, Industrial Gas, LPG)each [2]541.00$
113 Hood & Duct Extinguishing System each [2]541.00$
114 Each Additional System each [2]264.00$
115 Pre-Action System with Alarm each [2]718.00$
116 Refrigeration Systems < 500 lbs.each [2]939.00$
117 Refrigeration Systems > 500 lbs.each [2]1,601.00$
118 Special Equipment (Ovens, Dust, Battery)each [2]541.00$
119 Special Extinguishing System each [2]762.00$
120 Spray Booths each [2]541.00$
Alarm Systems
121 New Alarm System each [2]1,646.00$
122 Per Additional Inspection each [2]176.00$
123 Per Additional Plan Type each [2]176.00$
124 Sprinkler Monitoring each [2]498.00$
125 Per Additional Inspection each [2]176.00$
126 Per Additional Plan Type each [2]176.00$
10June 18, 2024 Item #11 Page 240 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
127 Tenant Improvement Fire Alarm System each [2]807.00$
128 Per Additional Inspection each [2]176.00$
129 Per Additional Plan Type each [2]176.00$
Development Applications, Plan Review and Inspection
Building Construction Plan (Architectural Review)
130 A-1 Occupancies - New each [2]1,545.00$
131 A-1 Occupancies - Tenant Improvements each [2]1,182.00$
132 A-2 & A-3 Occupancies - New each [2]1,060.00$
133 A-2 & A-3 Occupancies - Tenant Improvements each [2]817.00$
134 A-4 & A-5 Occupancies - New each [2]1,545.00$
135 A-4 & A-5 Occupancies - Tenant Improvements each [2]1,182.00$
136 E Occupancies - New each [2]1,545.00$
137 E Occupancies - Tenant Improvements each [2]1,182.00$
138 E Occupancies (Daycare Only) each [2]618.00$
139 F Occupancies - New each [2]1,060.00$
140 F Occupancies - Tenant Improvements each [2]817.00$
141 H Occupancies (Not Including Chem Class) - New each [2]1,060.00$
142
H Occupancies (Not Including Chem Class) - Tenant
Improvements each [2]817.00$
143 I Occupancies - New each [2]1,060.00$
144 I Occupancies - Tenant Improvements each [2]817.00$
145 L Occupancies - New each [2]618.00$
146 L Occupancies - Tenant Improvements each [2]487.00$
147 R-1 & R-2 Occupancies <50 Units New flat [2]1,545.00$
148 R-1 & R-2 Occupancies ≥50 Units New flat [2]1,910.00$
149 R-3 Townhomes New each [2]1,060.00$
150 R Occupancies All - Tenant Improvements each [2]817.00$
151 S Occupancies < 50,000 sq. ft. New flat [2]618.00$
152 S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]487.00$
153 S Occupancies ≥ 50,000 sq. ft. New flat [2]1,149.00$
154 S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]882.00$
Plan Review and Inspection
Hazardous Materials Storage
155 Chem Class <10 Chemicals flat [2]630.00$
156 Chem Class 10- 25 Chemicals flat [2]982.00$
157 Chem Class 26 - 100 Chemicals flat [2]1,425.00$
158 Chem Class >100 Chemicals flat [2]1,867.00$
159 Fire Department Access & Fire Lanes flat [2]320.00$
160 High Piled Storage flat [2]982.00$
161 High Rise Structure Greater Than 55 feet 441.00$
162 Per Additional Floor flat [2]352.00$
Storage Tanks
163 Aboveground Storage Tanks (First Tank)each [2]939.00$
164 Underground Storage Tanks (First Tank)each [2]850.00$
165 Each Additional Tank each [2]133.00$
Vegetation Fuel Modification
166 Custom Home flat [2]630.00$
167 Tract <75 Homes flat [2]1,161.00$
168 Tract ≥75 Homes flat [2]1,690.00$
169 Smoke Control - Rationale Analysis & Plan Review 1,779.00$
11June 18, 2024 Item #11 Page 241 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Fire Fees
Aerial Fireworks Display
170 Major each [2]1,678.00$
171 Minor each [2]971.00$
Plan Review
172 Processing Fee each [2]30.00$
173 Per Hour - Overtime hourly [2]191.00$
174 Per Hour - Regular Office Hours hourly [2]176.00$
Hourly Services for: Alternate Methods and Materials Review,
Time and Materials Review, Project Meetings, etc.
175 First Hour each [2]207.00$
176 Each Additional Hour hourly [2]176.00$
177 Plan Resubmittal (3rd and Subsequent Submittal, Per Hour)hourly [2]176.00$
178 Reinspection (Per Inspection)each [2]250.00$
Tent Permit (Not associated with special events)
179 Single Tent each [2]264.00$
180 2-5 Tents flat [2]529.00$
181 6 or More Tents flat [2]708.00$
182 Weed Abatement Administrative Fee 352.00$
183 Fire Nuisance Alarm - 1st Response in 12 Month Period each [1]-$
184 Fire Nuisance Alarm - 2nd Response in 12 Month Period each [1]105.00$
185 Fire Nuisance Alarm - 3rd Response in 12 Month Period each [1]210.00$
186 Fire Nuisance Alarm - Each Additional Response Thereafter each [1]412.00$
187 Fire Nuisance Alarm - Each Billing each [1]14.00$
188 Special Events Application Processing flat [2],[6]176.00$
189
Special Events - Fire Prevention/Operations Support Prior
To/During Event each [2],[6] Actual Cost
Fire & Life Safety Inspections and Fire Code Permits
Fire Inspections for the following Occupancies:
190
Care Facility for More than 6 Ambulatory & Non-Ambulatory
Clients each [2],[4]191.00$
191
Hospitals, Nursing Homes, Mental Hospitals, Detoxification and
Surgery Centers each [2],[4]368.00$
192 Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, Etc.)each [2],[4]191.00$
193
Pre-Inspection Residential Care Facility (i.e. Single Family
Residences)each [2],[4]191.00$
194 High Rise Facility > 75 ft. (Per Floor of Building)each [2],[4]191.00$
State Mandated School Inspection - Public or Private School [2],[4]
195 Pre-School each [2],[4]441.00$
196 Elementary/Middle School each [2],[4]708.00$
197 High School each [2],[4]1,060.00$
State Mandated Hotel and Motel Inspection
198 1-5 Buildings Per Property flat [2],[4]618.00$
199 6-10 Buildings Per Property flat [2],[4]1,060.00$
200 11 or More Buildings Per Property flat [2],[4]1,324.00$
State Mandated Apartment Inspection
201 3-10 Units Per Building flat [2],[4]221.00$
202 11-40 Units Per Building flat [2],[4]264.00$
203 Greater than 40 Units Per Building flat [2],[4]353.00$
12June 18, 2024 Item #11 Page 242 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Fire Code Permits - Initial Permit
204 Tier 1 each [2],[5]191.00$
205 Tier 2 each [2],[5]368.00$
206 Tier 3 each [2],[5]544.00$
Fire Code Permits - Annual Renewal Permit
207 Tier 1 each [2],[5]103.00$
208 Tier 2 each [2],[5]191.00$
209 Tier 3 each [2],[5]280.00$
Assembly
210 < 300 people flat [2]191.00$
211 > 300 people flat [2]368.00$
All Other Occupancies Annual Inspections
212 Tier 1 - 5,000 sq. ft. or Less flat [2]147.00$
213 Tier 2 - 5,001 to 20,000 sq. ft.flat [2]234.00$
214 Tier 3 - 20,001 and Greater flat [2]368.00$
215
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]176.00$
[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.
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.
Tier 1 – Candles – Open Flame; Cryogens; Dry Cleaning; Liquefied Petroleum Gas (LPG); Motor Vehicle Fuel Dispensing; Industrial Ovens; Hot
Works; Welding
Tier 2 – Aerosol; Aviation Facility; Waste Handling; Carnival/Fair; Combustible Materials Storage; Compressed Gas; Dust Producing
Operations; Flammable Liquids – Storage; Combustible Liquids – Storage; Flammable/Combustible Liquids – Tanks; Flammable/Combustible
Liquids – AST/UST Removal; Fruit Ripening; Hazardous Materials; Magnesium Work; Repair Garage; Tire Storage; Explosives-Model Rockets
Tier 3 – Aircraft Refueling; Explosives – Blasting & Fireworks; High Piled Combustible Storage (HPS); Lumber Yards & Woodworking Plants;
Refrigeration Equipment; Spraying or Dipping Operations
Package Permits – All permits associated in the following activities are included in the Tier priced above: Dry Cleaning; Motor Vehicle Fuel
Dispensing; Repair Garage; Welding
13June 18, 2024 Item #11 Page 243 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Police Fees
216 Audio/Photos on USB each [2]44.00$
217 Burglary Alarm Registration Fee each [2]29.00$
218 False Alarm Response - Second Occurrence each [2]39.00$
219 False Alarm Response - Additional Occurrence each [2]73.00$
220 Excess False Alarm Panic Response - Robbery each [3]100.00$
221 Excess False Alarm Panic Response - Burglary each [3]100.00$
222 Copy Investigation Record each [2]60.00$
223 Dispatch Records Searches per query [2]24.00$
224 Entertainment License each [2]308.00$
225 Fingerprinting processing Fee each [2],[5]27.00$
226 Fix-It Ticket - moving violation each [2],[6]21.00$
227 Fix-It Ticket - parking/registration violation each [2],[6]13.00$
228 Handicap Placard Violation Waiver Processing Fee each [2],[7]29.00$
229 Photograph Copy - Subpoena or Records requests that require
retrieval in QueTel evidence program.each [2]21.00$
230 Police/Fire - Emergency Response DUI Traffic Collision (max $12,000
per incident)each [1] Actual Cost
231 Production of body worn camera videos. Staff time per hour of
production and redaction of videos.each [1] Actual Cost
232 Report Copy Fee (Free to Victim)each [2]13.00$
233 Rental of Conference rooms to Safety Personnel each [2]230.00$
234 Storage/Impounded Vehicle Administrative Charge each [2]159.00$
235
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]88.00$
[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 18, 2024 Item #11 Page 244 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Administrative Citation Penalties
236 1st Violation of a City Ordinance each [2]100.00$
237 2nd Violation of a City Ordinance each [2]200.00$
238 3rd Violation of a City Ordinance each [2]500.00$
239 Subsequent violation of same ordinance within one year each [2]500.00$
Vehicle, Traffic, and Parking Civil Penalties
240 CA Vehicle Code Parking Violation, if not specified by separate fee
amount (rounded)each [3]48.00$
241 CA VC 22500(i) Bus Zone each [3]263.00$
242 CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$
243 CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading
Area each [3]343.00$
244 CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$
245 CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$
246 CA Vehicle Code Violation for Equipment, if not specified by
separate fee amount (rounded)each [3]38.00$
247 CA VC 4000(a) Expired Registration each [3]63.00$
248 CA VC 26100C Tinted Covers on Headlights each [3]48.00$
249 CA VC 28071 Passenger Car Bumpers Required each [3]88.00$
250
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 18, 2024 Item #11 Page 245 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Trash Collection Rates (Stormwater fee included)
Residential Services
251 3-Cart (64 or 96 gallon cart)[1]30.67$
252 3-Cart Low Generator (35 gallon cart)[1]27.96$
253 Back Yard Service Fee (added to curbside rate)[1]38.60$
254 Additional Solid Waste Cart [1]3.34$
255 Additional Recycled Materials Cart (4+)[1]3.34$
256 Additional Organics Cart (4+)[1]3.34$
Commercial Services
Commercial Solid Waste - 64 or 96 Gallon Cart
257 One pick-up per week [1]30.59$
258 Two pick-ups per week [1]61.19$
259 Three pick-ups per week [1]91.78$
260 Four pick-ups per week [1]118.52$
261 Five pick-ups per week [1]145.37$
262 Six pick-ups per week [1]172.20$
263 Extra pick-up per week [1]14.41$
Commercial 96 Gallon Cart - Recycling and Organics Included
264 One pick-up per week [1]64.16$
265 Two pick-ups per week [1]113.41$
266 Three pick-ups per week [1]162.60$
267 Four pick-up per week [1]209.98$
268 Five pick-ups per week [1]257.56$
269 Six pick-ups per week [1]305.10$
270 Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]13.98$
Commercial Solid Waste Yard Bins
271 1-yard bin - one pick-up per week [1]80.61$
272 1-yard bin - two pick-ups per week [1]136.92$
273 1-yard bin - three pick-ups per week [1]193.44$
274 1-yard bin - four pick-ups per week [1]249.78$
275 1-yard bin - five pick-ups per week [1]306.40$
276 1-yard bin - six pick-ups per week [1]362.95$
277 1-yard bin - extra pick-up [1]38.77$
278 2-yard bin - one pick-up per week [1]109.50$
279 2-yard bin - two pick-ups per week [1]192.71$
280 2-yard bin - three pick-ups per week [1]275.96$
281 2-yard bin - four pick-ups per week [1]359.06$
282 2-yard bin - five pick-ups per week [1]442.34$
283 2-yard bin - six pick-ups per week [1]525.57$
284 2-yard bin - extra pick-up [1]52.66$
285 3-yard bin - one pick-up per week [1]148.75$
286 3-yard bin - two pick-ups per week [1]271.23$
287 3-yard bin - three pick-ups per week [1]393.68$
16June 18, 2024 Item #11 Page 246 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
288 3-yard bin - four pick-ups per week [1]525.57$
289 3-yard bin - five pick-ups per week [1]638.59$
290 3-yard bin - six pick-ups per week [1]761.08$
291 3-yard bin - extra pick-up [1]70.68$
292 4-yard bin - one pick-up per week [1]198.38$
293 4-yard bin - two pick-ups per week [1]370.45$
294 4-yard bin - three pick-ups per week [1]542.59$
295 4-yard bin - four pick-ups per week [1]714.67$
296 4-yard bin - five pick-ups per week [1]886.76$
297 4-yard bin - six pick-ups per week [1]1,058.86$
298 4-yard bin - extra pick-up [1]84.56$
299 5-yard bin - one pick-up per week [1]248.02$
300 5-yard bin - two pick-ups per week [1]469.78$
301 5-yard bin - three pick-ups per week [1]691.49$
302 5-yard bin - four pick-ups per week [1]886.76$
303 5-yard bin - five pick-ups per week [1]1,134.97$
304 5-yard bin - six pick-ups per week [1]1,356.73$
305 5-yard bin - extra pick-up [1]98.41$
306 6-yard bin - one pick-up per week [1]271.23$
307 6-yard bin - two pick-ups per week [1]525.57$
308 6-yard bin - three pick-ups per week [1]761.08$
309 6-yard bin - four pick-ups per week [1]1,058.86$
310 6-yard bin - five pick-ups per week [1]1,356.73$
311 6-yard bin - six pick-ups per week [1]1,738.39$
312 6-yard bin - extra pick-up [1]123.03$
Commercial Split Bins (includes 2 locks )[1]
313 One pick-up per week [1]120.13$
314 Two pick-ups per week [1]219.25$
315 Three pick-ups per week [1]318.35$
316 Four pick-ups per week [1]417.45$
317 Five pick-ups per week [1]516.55$
318 Six pick-ups per week [1]615.67$
Commercial Bin Compactor - Solid Waste
319 3-yard bin - one pick-up per week [1]208.52$
320 3-yard bin - two pick-ups per week [1]390.48$
321 3-yard bin - three pick-ups per week [1]572.44$
322 3-yard bin - four pick-ups per week [1]754.38$
323 3-yard bin - five pick-ups per week [1]936.35$
324 3-yard bin - six picks-up per week [1]1,118.35$
325 3-yard bin - extra pick-up [1]84.80$
326 4-yard bin - one pick-up per week [1]344.35$
327 4-yard bin - two pick-ups per week [1]659.76$
328 4-yard bin - three pick-ups per week [1]975.65$
329 4-yard bin - four pick-ups per week [1]1,291.47$
330 4-yard bin - five pick-ups per week [1]1,607.40$
17June 18, 2024 Item #11 Page 247 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
331 4-yard bin - six picks-up per week [1]1,923.39$
332 4-yard bin - extra pick-up [1]140.04$
333 6-yard bin - one pick-up per week [1]538.27$
334 6-yard bin - two pick-ups per week [1]1,060.96$
335 6-yard bin - three pick-ups per week [1]1,584.60$
336 6-yard bin - four pick-ups per week [1]2,108.77$
337 6-yard bin - five pick-ups per week [1]2,633.18$
338 6-yard bin - six picks-up per week [1]3,157.70$
339 6-yard bin - extra pick-up [1]218.89$
Commercial Recycling
340 32 gal cart - one pick-up per week [1]22.36$
341 32 gal cart - two pick-ups per week [1]44.74$
342 32 gal cart - three pick-ups per week [1]67.10$
343 32 gal cart - four pick-ups per week [1]86.64$
344 32 gal cart - five pick-ups per week [1]106.28$
345 32 gal cart - six pick-ups per week [1]125.90$
346 64 or 96 gal cart - one pick-up per week [1]24.48$
347 64 or 96 gal cart - two pick-ups per week [1]48.95$
348 64 or 96 gal cart - three pick-ups per week [1]73.42$
349 64 or 96 gal cart - four pick-ups per week [1]94.82$
350 64 or 96 gal cart - five pick-ups per week [1]116.30$
351 64 or 96 gal cart - six pick-ups per week [1]137.76$
352 64 or 96 gal cart - extra pick-up [1]11.53$
353 1-yard bin - one pick-up per week [1]64.49$
354 1-yard bin - two pick-ups per week [1]109.53$
355 1-yard bin - three pick-ups per week [1]154.75$
356 1-yard bin - four pick-ups per week [1]199.82$
357 1-yard bin - five pick-ups per week [1]245.12$
358 1-yard bin - six pick-ups per week [1]290.36$
359 1-yard bin - extra pick-up [1]31.01$
360 2-yard bin - one pick-up per week [1]87.61$
361 2-yard bin - two pick-ups per week [1]154.16$
362 2-yard bin - three pick-ups per week [1]220.76$
363 2-yard bin - four pick-ups per week [1]287.24$
364 2-yard bin - five pick-ups per week [1]353.87$
365 2-yard bin - six pick-ups per week [1]420.46$
366 2-yard bin - extra pick-up [1]42.13$
367 3-yard bin - one pick-up per week [1]119.00$
368 3-yard bin - two pick-ups per week [1]216.99$
369 3-yard bin - three pick-ups per week [1]314.95$
370 3-yard bin - four pick-ups per week [1]420.46$
371 3-yard bin - five pick-ups per week [1]510.87$
372 3-yard bin - six pick-ups per week [1]608.86$
373 3-yard bin - seven pick-ups per week [1]709.49$
374 3-yard bin - extra pick-up [1]56.54$
18June 18, 2024 Item #11 Page 248 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
375 4-yard bin - one pick-up per week [1]158.69$
376 4-yard bin - two pick-ups per week [1]296.36$
377 4-yard bin - three pick-ups per week [1]434.07$
378 4-yard bin - four pick-ups per week [1]571.73$
379 4-yard bin - five pick-ups per week [1]709.41$
380 4-yard bin - six pick-ups per week [1]847.09$
381 4-yard bin - seven pick-ups per week [1]984.90$
382 4-yard bin - extra pick-up [1]67.65$
383 5-yard bin - one pick-up per week [1]198.41$
384 5-yard bin - two pick-ups per week [1]375.82$
385 5-yard bin - three pick-ups per week [1]553.19$
386 5-yard bin - four pick-ups per week [1]709.41$
387 5-yard bin - five pick-ups per week [1]907.97$
388 5-yard bin - six pick-ups per week [1]1,085.39$
389 5-yard bin - extra pick-up [1]78.73$
390 6-yard bin - one pick-up per week [1]216.99$
391 6-yard bin - two pick-ups per week [1]420.46$
392 6-yard bin - three pick-ups per week [1]608.86$
393 6-yard bin - four pick-ups per week [1]847.09$
394 6-yard bin - five pick-ups per week [1]1,085.39$
395 6-yard bin - six pick-ups per week [1]1,390.71$
396 6-yard bin - extra pick-up [1]98.43$
Commercial Bin Compactor - Recycling
397 3-yard bin - one pick-up per week [1]166.82$
398 3-yard bin - two pick-ups per week [1]312.39$
399 3-yard bin - three pick-ups per week [1]457.95$
400 3-yard bin - four pick-ups per week [1]603.50$
401 3-yard bin - five pick-ups per week [1]749.08$
402 3-yard bin - six picks-up per week [1]894.67$
403 3-yard bin - extra pick-up [1]67.84$
404 4-yard bin - one pick-up per week [1]275.48$
405 4-yard bin - two pick-ups per week [1]527.81$
406 4-yard bin - three pick-ups per week [1]780.51$
407 4-yard bin - four pick-ups per week [1]1,033.17$
408 4-yard bin - five pick-ups per week [1]1,285.93$
409 4-yard bin - six picks-up per week [1]1,538.71$
410 4-yard bin - extra pick-up [1]112.03$
411 6-yard bin - one pick-up per week [1]430.62$
412 6-yard bin - two pick-ups per week [1]848.77$
413 6-yard bin - three pick-ups per week [1]1,267.67$
414 6-yard bin - four pick-ups per week [1]1,687.02$
415 6-yard bin - five pick-ups per week [1]2,106.55$
416 6-yard bin - six picks-up per week [1]2,526.17$
417 6-yard bin - extra pick-up [1]175.11$
19June 18, 2024 Item #11 Page 249 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Organics Recycling
418 32 gal cart - one pick-up per week [1]22.36$
419 32 gal cart - two pick-ups per week [1]44.74$
420 32 gal cart - three pick-ups per week [1]67.10$
421 32 gal cart - four pick-ups per week [1]86.64$
422 32 gal cart - five pick-ups per week [1]106.28$
423 32 gal cart - six pick-ups per week [1]125.90$
424 64 or 96 gal cart - one pick-up per week [1]24.48$
425 64 or 96 gal cart - two pick-ups per week [1]48.95$
426 64 or 96 gal cart - three pick-ups per week [1]73.42$
427 64 or 96 gal cart - four pick-ups per week [1]94.82$
428 64 or 96 gal cart - five pick-ups per week [1]116.30$
429 64 or 96 gal cart - six pick-ups per week [1]137.76$
430 64 or 96 gal cart - extra pick-up [1]11.53$
431 1-yard bin - one pick-up per week [1]64.49$
432 1-yard bin - two pick-ups per week [1]109.53$
433 1-yard bin - three pick-ups per week [1]154.75$
434 1-yard bin - four pick-ups per week [1]199.82$
435 1-yard bin - five pick-ups per week [1]245.12$
436 1-yard bin - six pick-ups per week [1]290.36$
437 1-yard bin - extra pick-up [1]31.01$
438 1.5-yard bin - one pick-up per week [1]76.05$
439 1.5-yard bin - two pick-ups per week [1]131.85$
440 1.5-yard bin - three pick-ups per week [1]187.76$
441 1.5-yard bin - four pick-ups per week [1]243.53$
442 1.5-yard bin - five pick-ups per week [1]299.50$
443 1.5-yard bin - six pick-ups per week [1]355.41$
444 1.5-yard bin - extra pick-up [1]36.57$
445 2-yard bin - one pick-up per week [1]87.61$
446 2-yard bin - two pick-ups per week [1]154.16$
447 2-yard bin - three pick-ups per week [1]220.76$
448 2-yard bin - four pick-ups per week [1]287.24$
449 2-yard bin - five pick-ups per week [1]353.87$
450 2-yard bin - six pick-ups per week [1]420.46$
451 2-yard bin - extra pick-up [1]42.13$
452 3-yard bin - one pick-up per week [1]119.00$
453 3-yard bin - two pick-ups per week [1]216.99$
454 3-yard bin - three pick-ups per week [1]314.95$
455 3-yard bin - four pick-ups per week [1]420.46$
456 3-yard bin - five pick-ups per week [1]510.87$
457 3-yard bin - six pick-ups per week [1]608.86$
458 3-yard bin - extra pick-up [1]56.54$
459 4-yard bin - one pick-up per week [1]158.69$
460 4-yard bin - two pick-ups per week [1]296.36$
20June 18, 2024 Item #11 Page 250 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
461 4-yard bin - three pick-ups per week [1]434.07$
462 4-yard bin - four pick-ups per week [1]571.73$
463 4-yard bin - five pick-ups per week [1]709.41$
464 4-yard bin - six pick-ups per week [1]847.09$
465 4-yard bin - extra pick-up [1]67.65$
Commercial Bin Compactor - Organics Recycling
466 3-yard bin - one pick-up per week [1]166.82$
467 3-yard bin - two pick-ups per week [1]312.39$
468 3-yard bin - three pick-ups per week [1]457.95$
469 3-yard bin - four pick-ups per week [1]603.50$
470 3-yard bin - five pick-ups per week [1]749.08$
471 3-yard bin - six picks-up per week [1]894.67$
472 3-yard bin - extra pick-up [1]67.84$
473 4-yard bin - one pick-up per week [1]275.48$
474 4-yard bin - two pick-ups per week [1]527.81$
475 4-yard bin - three pick-ups per week [1]780.51$
476 4-yard bin - four pick-ups per week [1]1,033.17$
477 4-yard bin - five pick-ups per week [1]1,285.93$
478 4-yard bin - six picks-up per week [1]1,538.71$
479 4-yard bin - extra pick-up [1]112.03$
480 6-yard bin - one pick-up per week [1]430.62$
481 6-yard bin - two pick-ups per week [1]848.77$
482 6-yard bin - three pick-ups per week [1]1,267.67$
483 6-yard bin - four pick-ups per week [1]1,687.02$
484 6-yard bin - five pick-ups per week [1]2,106.55$
485 6-yard bin - six picks-up per week [1]2,526.17$
486 6-yard bin - extra pick-up [1]175.11$
Special Haul Bin Rate
487 3-yard bin - one pick-up per week [1]181.85$
488 3-yard bin - two pick-ups per week [1]284.20$
489 3-yard bin - three pick-ups per week [1]386.54$
490 3-yard bin - four pick-ups per week [1]488.89$
491 3-yard bin - five pick-ups per week [1]591.25$
492 3-yard bin - six pick-ups per week [1]693.60$
493 3-yard bin - extra pick-up [1]59.37$
Construction and Demolition Recycling
494 Special Haul Bin (no Storm Water Fees) 1 week or less [1]128.43$
495 2-yard temporary C&D Recycling Bin [1]149.74$
496 3-yard temporary C&D Recycling Bin [1]152.19$
497 4-yard temporary C&D Recycling Bin [1]165.40$
498 6-yard temporary C&D Recycling Bin [1]170.87$
21June 18, 2024 Item #11 Page 251 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Fees and Charges
499 Bin Exchange [1]83.11$
500 Bin Lock Set Up Fee [1]51.94$
501 Locking Fee [1]19.75$
502 Overloaded Bins [1]71.56$
503 Bin paint charge fee - allowed 1 per year. After first paint within one
year, there will be a charge per paint request.[1]143.04$
504 Bin Relocation (first 25 feet free)9.87$
505 Special haul bin delivery [1]57.28$
506 Certified burial at Miramar plus special handling fee charged by
Miramar [1]448.40$
507 Commercial Return to Service Fee - The return to service fee for two
or more calls in a one-month period by a bin [1]92.16$
508 Copy Fee - The charge for copies requested by customers [1]1.96$
509 Delivery of extra cart [1]16.05$
510 Late Fee - There will be a minimum fee on any delinquent account -
$3 minimum charge [1]4.94$
511 Bulky Item - Exceeding 5 per pick up - First item [1]58.35$
512 Bulky Item - Exceeding 5 per pick up - each addl item [1]14.95$
513 Per Bulky Item - first item [1]58.35$
514 Per Bulky Item - each additional item [1]14.95$
515 Bulky Item requiring 2 people to handle [1]83.79$
516
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]74.39$
517 Scout service per bin per service [1]67.31$
518 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]46.86$
519 Restart Fee - The fee for restarting commercial service when a
permanent account has been terminated for non-payment.[1]28.11$
Roll off Service
520 Service Fee - Roll off service [1]305.27$
521 Disposal Fee per Ton (pass through)[1]59.91$
522 Recycling Processing Fee per Ton (pass through)[1]39.23$
523 Organics Processing Fee per Ton (pass through)[1]85.76$
524 C&D Processing Fee per Ton (pass through)[1]80.72$
525 Contaminated Load (per occurrence)[1]305.27$
526 Roll off - Demurrage Per Day Charge [1]6.50$
Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up
Commercial Bulky Item Pick-Ups
22June 18, 2024 Item #11 Page 252 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
527 Delivery [1]78.56$
528 Delivery Demo (includes signage) [1]83.05$
529 Relocation Charge onsite [1]61.38$
530 Relocation Charge offsite [1]87.56$
531 Wash Out Receiver Boxes [1]70.22$
532 Dead Run charge [1]105.25$
533 Standby charge after 5 minutes [1]2.78$
[Notes]
[1] Set per contract by Republic Services
23June 18, 2024 Item #11 Page 253 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Account and Service Fees
Water Account Fees
534 Discontinuation of Service - Non-Payment (Shut-off)each [2]72.00$
535 Service Reconnection (Non-Payment) - Same Day/Non-Business
hours (After Hours Turn-On)each [2],[3]275.00$
536 Continuity of Service each [2]9.00$
537 Electronic Notice (in lieu of door hanger)each [2]3.00$
538 Door Hanger Notice each [2]46.00$
539 New Account Set Up (Admin)each [2]44.00$
540 Service Reconnection for Non-Payment (Next Day) Business Hours
(Next Scheduled Day Turn-On)each [2],[3]109.00$
541 New Account Service Connection - (Same Day) Business Hours (Same
Day Turn-On)each [2]148.00$
Water Services Fees
542 Utility Standards and Specifications each [1] Actual Cost
543 Potable Water Meter - Construction Meter Deposit deposit [1]1,000.00$
544 Potable Water Meter - Construction Meter Installation each [2]325.00$
545 Potable Water Meter - Construction Meter Relocation each [2]163.00$
546 Potable Backflow Preventer Annual Testing - 1st Notice each, per
month [1]3.00$
547 Potable Backflow Preventer Annual Testing - 2nd Notice per month [1]22.00$
548 Potable Backflow Preventer Annual Testing - 3rd Notice per month [1]55.00$
549 Potable Water Shutdown Fee each [1]952.00$
Recycled Water Fees
550 Cross-Connection Inspection - County Department of Environmental
Health (CDEH)each [2] Actual Cost
551 Cross-Connection Reinspection each [2] Actual Cost
552 Recycled Water Meter - Construction Meter Deposit deposit [1]1,000.00$
553 Recycled Water Meter - Construction Meter Installation each [2]325.00$
554 Recycled Water Meter - Construction Meter Relocation each [2]163.00$
555 E28 Recycled Water Shutdown - Actual Cost each [2]952.00$
Wastewater Fees
556 Fats, Oils, and Grease (FOG) Fee each [1]166.00$
557 Temporary Discharge to Sewer (city processing fee, plus actual cost) per permit [6]531.00$
Third Party Hydraulic Modelling Fees
558 Third Party Hydraulic Modelling - Consultant Cost (All Water Systems) per project [1],[4] Actual Cost
Processing Fees - Wastewater
559 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]419.00$
560 All others per project [2],[5]839.00$
Processing Fees - Potable Water
561 System Pressure Check each [2]358.00$
562 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]715.00$
563 All others per project [2],[5]1,191.00$
Processing Fees - Recycled Water
24June 18, 2024 Item #11 Page 254 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
564 System Pressure Check each [2]332.00$
565 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]553.00$
566 All others per project [2],[5]1,103.00$
Utilities Department Fees
567
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]179.00$
[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 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
[6]Actual cost is calculated based on cost per gallon to treat the added discharge, plus the
city processing fee.
25June 18, 2024 Item #11 Page 255 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Meter Installation Fees
Potable Water (meter size, inches)
568 5/8" Ultrasonic per [1]469.00$
569 Fire Protection – 5/8" Ultrasonic per [1]469.00$
570 3/4” Ultrasonic per [1]465.00$
571 1” Ultrasonic per [1]595.00$
572 1-1/2” Ultrasonic per [1]723.00$
573 1-1/2” Turbo per [1]877.00$
574 2” Ultrasonic per [1]1,027.00$
575 2” Turbo per [1]1,081.00$
576 3" Ultrasonic per [1] Actual Cost
577 4" Ultrasonic per [1] Actual Cost
578 6” Ultrasonic per [1] Actual Cost
579 8” Ultrasonic per [1] Actual Cost
580 10” Ultrasonic per [1] Actual Cost
581 12” Ultrasonic per [1] Actual Cost
Recycled Water (meter size, inches)
582 5/8" Ultrasonic per [1]469.00$
583 Fire Protection – 5/8" Ultrasonic per [1]469.00$
584 3/4” Ultrasonic per [1]465.00$
585 1” Ultrasonic per [1]595.00$
586 1-1/2” Turbo per [1]877.00$
587 2” Turbo per [1]1,081.00$
588 3" Ultrasonic per [1] Actual Cost
589 4" Ultrasonic per [1] Actual Cost
590 6” Ultrasonic per [1] Actual Cost
591 8” Ultrasonic per [1] Actual Cost
592 10” Ultrasonic per [1] Actual Cost
593 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.
26June 18, 2024 Item #11 Page 256 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Potable and Recycled Water Connection Fees (meter size, inches)
Ultrasonic
594 5/8” each [1]5,733.00$
595 3/4”each [1]8,173.00$
596 1”each [1]12,899.00$
597 1-1/2”each [1]24,366.00$
598 2”each [1]36,694.00$
599 3”each [1]62,079.00$
600 4”each [1]96,568.00$
601 6”each [1] 179,341.00$
602 8”each [1] 211,967.00$
Turbo (All Irrigation Meters)
603 1-1/2”each [1]28,605.00$
604 2”each [1]45,865.00$
605 3”each [1]96,568.00$
606 4”each [1] 275,910.00$
607 6”each [1] 551,808.00$
608 8”each [1] 772,797.00$
[Notes]
[1] Set per City policy
These fees are in addition to the Meter Installation Fees and SDCWA Fees.
27June 18, 2024 Item #11 Page 257 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
San Diego County Water Authority (SDCWA) Fees
SDCWA System Capacity Charge (meter size, inches)
609 Fire Protection per [1]
Based on size of
meter
610 5/8" Displacement per [1]5,700.00$
611 3/4” Displacement per [1]5,700.00$
612 1” Displacement per [1]9,120.00$
613 1-1/2” Displacement per [1]17,100.00$
614 1-1/2” Turbo per [1]17,100.00$
615 2” Displacement per [1]29,640.00$
616 2” Turbo per [1]29,640.00$
617 3” per [1]54,720.00$
618 4” per [1]93,480.00$
619 6”per [1] 171,000.00$
620 8”per [1] 296,400.00$
621 10”per [1] 444,600.00$
622 12”per [1] 752,400.00$
Water Treatment Capacity Charge (meter size, inches)
623 Fire Protection per [1]
Based on size of
meter
624 5/8" Displacement per [1]159.00$
625 3/4” Displacement per [1]159.00$
626 1” Displacement per [1]254.00$
627 1-1/2” Displacement per [1]477.00$
628 1-1/2” Turbo per [1]477.00$
629 2” Displacement per [1]827.00$
630 2” Turbo per [1]827.00$
631 3” per [1]1,526.00$
632 4” per [1]2,608.00$
633 6”per [1]4,770.00$
634 8”per [1]8,268.00$
635 10”per [1]12,402.00$
636 12”per [1]20,988.00$
[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. The Water Authority left these fees unchanged for 2024.
28June 18, 2024 Item #11 Page 258 of 625
Section 2
Development Related
Service Fees
June 18, 2024 Item #11 Page 259 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Planning Department Fees
637 Agricultural Mitigation Fee
per net
converted
acre
[1]10,000.00$
638 Amendments and Revisions to Approved Projects flat [1]
50% of Current
Application Fee
639 Appeals to Planning Commision/City Council [2]930.00$
Building Plan Review
640 Minor Projects, per permit each [3]107.00$
641 Major Projects, per permit each [4]324.00$
642 City Planner Determination each [1]1,047.00$
Coastal Development Permit (CDP)
643 2 - 4 unit or lot subdivision/Multifamily Project per permit [2]6,699.00$
644 5 or more units or lot subdivision/Multifamily Project per permit [2]12,072.00$
645 Emergency flat [2]2,352.00$
646 Exemption flat [2]347.00$
647 Minor Permit flat [2]3,131.00$
648 Non-Residential + 10 cents per sq. ft.flat [2]3,297.00$
649 Single Family Home flat [2]4,388.00$
650 Single Family Home w/bluff per permit [2]6,699.00$
Conditional Use Permit (CUP)
651 Within Biological Habitat Preserve flat [2]2,863.00$
652 Minor flat [2]2,984.00$
653 Regular flat [2]11,170.00$
654 Daycare Permit (7 - 14 Children)flat [2]299.00$
Environmental Impact Assessment (EIA)
655 Initial Study - NEGATIVE DECLARATION base fee (flat) [2]2,984.00$
656 Initial Study - MITIGATED NEG DEC base fee (flat) [2]6,027.00$
657 Initial Study – checklist for streamlining or within the scope
determinations base fee (flat) [2]2,508.00$
658 Initial Study – addendum for MNDs or NDs (city processing fee
plus actual cost)base fee (flat) [2]3,449.00$
Environmental Impact Report (EIR)
Addendum
659 First 20 hours of project planner base fee (flat) [2]4,642.00$
660 >20 hours of project planner per hour [2]130.00$
Focused/Supplemental (requiring a public hearing)
661 First 120 hours of project planner and 20 hours of project
engineer base fee (flat) [2]20,196.00$
662 >120 project planner hours and >20 project engineer hours per hour [2]300.00$
30June 18, 2024 Item #11 Page 260 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
FULL EIR
663 First 180 hours of project planner and 40 hours of project
engineer base fee (flat) [2]31,140.00$
664 >180 project planner hours and >40 project engineer hours per hour [2]300.00$
Fish & Game Fee
665 Environmental Impact Report (EIR)flat [5]4,101.25$
666 Environmental Document pursuant to a Certified Regulatory
Program (CRP)flat [5]1,427.25$
667 Negative Declaration (ND)/Mitigated Negative Declaration (MND) flat [5]2,966.75$
668 Extensions to projects in process flat [1] 25% of current fee
669 General Plan Amendment deposit [2]16,186.00$
Habitat Management Plan (HMP)
670 Amendment to Plan Document - Major - first 60 hours of project
planner base fee (flat) [2]8,975.00$
671 >60 hours of project planner per hour [2]130.00$
672 Amendment to Plan Document - Minor flat [2]5,133.00$
673 Permit - Major -first 40 hours of project planner base fee (flat) [2]6,543.00$
674 >40 hours or project planner per hour [2]130.00$
675 Permit - Minor - first 20 hours of project planner base fee (flat) [2]772.00$
676 >20 hours of project planner per hour [2]130.00$
677 Permit - MINOR W/MINISTERIAL PERMIT flat [2]686.00$
678 Hillside Development Permit - Major - first 40 hours of project
planner base fee (flat) [2]6,939.00$
679 Hillside Development Permit - Minor - first 20 hours of project
planner base fee (flat) [2]1,772.00$
Historic Preservation Permit
680 Local Register Application each [2]1,964.00$
681 Mills Act Application each [2]4,211.00$
682 Concurrent Local Register and Mills Act Applications each [2]4,823.00$
683 Third Party Technical Report Review - Contractor Cost each [2] Actual Cost
684 Mills Act Inspections each [2]No Fee
685 Inspection - Additional Planning per hour [2]130.00$
686 Inspection - Overtime per hour per hour [2]148.00$
Landscape Plan Check/Inspection Fees
687 City Processing Fee per project [2]389.00$
688 Contractor Cost per project [1] Actual Cost
689 Local Coastal Plan - Amendment flat [2]12,792.00$
690 Local Facilities Management Fees - as established by Council deposit [1] Actual Cost
691 Local Facilities Management Plan/Amendment - Fee + deposit in
minimum increments of $5,000 deposit [1]10,000.00$
31June 18, 2024 Item #11 Page 261 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Master Plan
692 Master Plan - Pre-Filing Submittal flat [1]9,477.00$
693 First 200 hours of project planner and 100 hours of project
engineer base fee (flat) [2]44,331.00$
694 >200 project planner hours and >100 project engineer hours per hour [2]381.00$
Major Amendment
695 First 100 hours of project planner and 40 hours of project
engineer base fee (flat) [2]21,100.00$
696 >100 project planner hours and >40 project engineer hours per hour [2]355.00$
Minor Amendment
697 First 30 hours of project planner and 7 hours of project
engineer base fee (flat) [2]4,005.00$
698 >30 project planner hours and >7 project engineer hours per hour [2]355.00$
699 Non-Conforming Construction Permit flat [2]969.00$
700 Notice Fee (+ postage)flat [1] Actual Cost
701 Plan Consistency Determination [2]1,008.00$
702 Planned Development (residential/non-residential) - 5 or more
lots/units - Major Subdivision per project [2]16,454.00$
703 Planned Development (residential/non-residential) - 4 or fewer
lots/units per project [2]7,953.00$
704 Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge
705 Planning Commission Determination-other flat [2]2,788.00$
706 Postage (All)flat [1]
Current Postage
Rate x Number of
labels
707 Precise Development Plan flat [2]16,114.00$
708 Preliminary Plan Review - Major (Other)flat [2]1,008.00$
709 Preliminary Plan Review - Minor (SFD)flat [2]283.00$
710 Re-Recording or Cancellation of an Instrument on Real Property (city
processing fee, plus actual cost)each [1]228.00$
Reversion to Acreage (Consistent with city payroll records charged
against a $3,100 deposit)
711 First 25 hours of project planner and 20 hours of project
engineer base fee (flat) [2]5,627.00$
712 Satellite Antenna Permit flat [2]598.00$
713 Short-Term Vacation Rental Permit Application Fee per
application [2]220.00$
Sign Program
714 Sign Permit (including non-commercial)flat [2]72.00$
715 Sign Program flat [2]1,503.00$
716 Modified Minor Sign Program flat [2]996.00$
717 Modified Regular Sign Program flat [2]2,685.00$
32June 18, 2024 Item #11 Page 262 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Site Development Plan
718 Minor - Village Area Request for a Parking Option flat [2]638.00$
719 Minor - Residential, less than or equal to 4 units/lots or as
required per CMC/PLAN flat [2]5,566.00$
720 Major - 5 or more units/lots or as required per CMC/PLAN flat [2]19,965.00$
721 Special Use Permit - Other flat [2]6,338.00$
722 Special Use Permit - Floodplain flat [2]5,951.00$
Specific Plan
Base Fee
723 First 200 hours of project planner and 60 hours of project
engineer base fee (flat) [2]41,176.00$
724 >200 project planner hours and >60 project engineer hours per hour [2]355.00$
Amendment - Major
725 First 180 hours of project planner and 30 hours of project
engineer base fee (flat) [2]31,760.00$
726 >180 project planner hours and >30 project engineer hours per hour [2]355.00$
Amendment - Minor
727 First 20 hours of project planner and 7 hours of project
engineer base fee (flat) [2]3,918.00$
728 >20 project planner hours and >7 project engineer hours per hour [2]355.00$
729 Street Name Change flat [2]2,354.00$
Tentative Maps
730 Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]6,860.00$
731 Tentative Tract Map - 5 - 49 units/lots flat [2]14,074.00$
732 Tentative Tract Map - 50 + units/lots flat [2]20,026.00$
733 Tentative Tract Map Litigation Stay flat [1] 25% of current fee
Third Party Review
734 Processing Fee per project [2]799.00$
735 Consultant Cost per project [1] Actual Cost
736 Variance flat [2]5,146.00$
737 Variance - Minor flat [2]1,070.00$
Village Area
738 Village Area Review - Administrative flat [2]586.00$
739 Village Area Review - Major - Plus Noticing Costs flat [2]4,145.00$
740 Village Area Review - Minor - Plus Noticing Costs flat [2]2,261.00$
741 Village Area - Parking In Lieu Fee each [1]11,240.00$
33June 18, 2024 Item #11 Page 263 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
742 Wireless Communication Third Party Review flat [1] Actual Cost
743 Zone Change flat [2]12,586.00$
744 Zone Code Compliance Letter flat [2]164.00$
745 Research Fee per hour [2]164.00$
746
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]117.00$
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 $50.00 County Clerk processing fee.
Updated with new fees effective Jan. 1, 2024.
34June 18, 2024 Item #11 Page 264 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Engineering Department Fees
747 Adjustment Plat per project [2]1,834.00$
Building Plan Review
748 Minor Projects, per permit each [3]204.00$
749 Major Projects, per permit each [4]638.00$
Certificate
750 Certificate of Compliance each [2]1,488.00$
751 Certificate of Compliance In Lieu of Parcel Map each [2]4,104.00$
752 Certificate of Correction each [2]1,156.00$
Construction Change Review - Major
753 Base Fee per project [2]976.00$
754 Plus fee per sheet per sheet [2]378.00$
Construction Change Review - Minor
755 Base Fee per project [2]693.00$
756 Plus fee per sheet per sheet [2]313.00$
757 Developer Agreements - Deposit $10,000 increments
(Consistent with city payroll records + overhead)deposit [1] Actual Cost
758 Easement Document Processing and Recording per project [2]1,635.00$
759 Encroachment Agreement Processing per project [2]511.00$
760 Grading Permit Investigation Fee (Consistent with city payroll records
+ overhead)
deposit [1] Actual Cost
Grading Plan Check Fees (cubic yard)
761 0 - 100 CY flat [2]2,023.00$
762 101 CY flat [2]2,700.00$
763 each additional 100 CY up to 1,000 each [2]170.00$
764 1,001 CY flat [2]4,717.00$
765 each additional 1,000 CY up to 10,000 each [2]234.00$
766 10,001 flat [2]6,923.00$
767 each additional 10,000 CY up to 100,000 each [2]333.00$
768 100,001 flat [2]9,912.00$
769 each additional 10,000 CY up to 200,000 each [2]382.00$
770 200,001 flat [2]14,435.00$
771 each additional 100,000 CY up to 400,000 each [2]826.00$
772 400,001 flat [2]16,104.00$
773 each additional 100,000 CY up to 1,000,000 each [2]574.00$
774 1,000,001 flat [2]19,600.00$
775 each additional 100,00 CY each [2]1,887.00$
35June 18, 2024 Item #11 Page 265 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Grading Permit Fees (cubic yard)
776 0 - 100 CY flat [2],[4],
[5]2,675.00$
777 101 CY flat [2],[4],
[5]2,681.00$
778 each additional 100 CY up to 1,000 each [2],[4],
[5]208.00$
779 1,001 CY flat [2],[4],
[5]4,605.00$
780 each additional 1,000 CY up to 10,000 each [2],[4],
[5]209.00$
781 10,001 flat [2],[4],
[5]6,539.00$
782 each additional 10,000 CY up to 100,000 each [2],[4],
[5]328.00$
783 100,001 flat [2],[4],
[5]9,597.00$
784 each additional 10,000 CY up to 200,000 each [2],[4],
[5]189.00$
785 200,001 flat [2],[4],
[5]11,685.00$
786 each additional 100,000 CY up to 400,000 each [2],[4],
[5]209.00$
787 400,001 flat [2],[4],
[5]17,627.00$
788 each additional 100,000 CY up to 1,000,000 each [2],[4],
[5]1,791.00$
789 1,000,001 flat [2],[4],
[5]28,892.00$
790 each additional 100,00 CY each [2],[4],
[5]2,768.00$
Improvement Plan Review Fee
791 $0 - $20,000 flat [2]3,461.00$
792 $20,001 flat [2]4,853.00$
793 each additional $10,000 up to $50,000 each [2]426.00$
794 $50,001 flat [2]6,273.00$
795 each additional $10,000 up to $100,000 each [2]461.00$
796 $100,001 flat [2]8,686.00$
797 each additional $10,000 up to $250,000 each [2]426.00$
798 $250,001 flat [2]17,817.00$
799 each additional $10,000 up to $500,000 each [2]214.00$
800 $500,001 flat [2]23,566.00$
801 each additional $10,000 up to $1,000,000 each [2]116.00$
802 $1,000,001 flat [2]29,771.00$
803 each additional $10,000 each [2]277.00$
36June 18, 2024 Item #11 Page 266 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Improvement Inspection
804 $0 - $20,000 flat [2]1,732.00$
805 $20,001 flat [2]3,029.00$
806 each additional $10,000 up to $50,000 each [2]473.00$
807 $50,001 flat [2]5,016.00$
808 each additional $10,000 up to $100,000 each [2]251.00$
809 $100,001 flat [2]6,327.00$
810 each additional $10,000 up to $250,000 each [2]195.00$
811 $250,001 flat [2]9,402.00$
812 each additional $10,000 up to $500,000 each [2]205.00$
813 $500,001 flat [2]14,436.00$
814 each additional $10,000 up to $1,000,000 each [2]133.00$
815 $1,000,001 flat [2]22,135.00$
816 each additional $10,000 each [2]206.00$
Mapping Fees
Final Tract Map - Major Subdivision
817 Base Fee per project [2]11,424.00$
818 additional acre per acre [2]125.00$
819 Parcel Map - Minor Subdivision per project [2]5,411.00$
820 Neighborhood Improvement Agreements each [2]224.00$
821 Oversize Load Permit - 1 trip each [6]16.00$
822 Oversize Load Permit - Annual/Per Year each [6]90.00$
823 Quitclaim of Easement each [2]976.00$
824 Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost
Retaining Wall Plan Check Fees
Retaining Wall Plan Check Valuation
825 $0 - $50,000 flat [2]519.00$
826 $50,001 - $250,000 flat [2]2,407.00$
827 $250,000+flat [2]4,239.00$
828 Reversion to Acreage deposit [2]4,033.00$
Right-of-Way Permit
829 Minor - Non-Construction each [2]244.00$
830 Minor - Construction each [2]570.00$
Telecommunications (WCF/Broadband)
831 City Processing Fee - single telecommunications application each [1]344.00$
832 City Processing Fee - batched applications (for each 10
telecommunications nodes)each [1]1,033.00$
833 City Processing Fee - concurrent microtrenching (up to 50
linear feet)each [1]128.00$
Utility
834 City Processing Fee each [2]401.00$
835 Inspector's Time hourly [2]151.00$
836 Utility (by contract)each [2]1,155.00$
37June 18, 2024 Item #11 Page 267 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Use - Initial Permit
837 Curb Cafe each [2]584.00$
838 Outdoor Display each [2]244.00$
839 Sidewalk Café each [2]584.00$
Use - Annual Renewal
840 Curb Cafe each [2]244.00$
841 Outdoor Display each [2]244.00$
842 Sidewalk Café each [2]244.00$
843 Village Area - Curb Café (max of two parking spaces)per space/
per year [2]1,200.00$
844 Secured Agreement Processing - Extension each [2]405.00$
845 Secured Agreement Processing - Replacement, plus improvement
plan revision fees if required each [2]714.00$
846
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
847
Segregation of Assessments - 5 lots or more - fee + $20 per lot
(Consistent with city payroll records + overhead, consultant cost and
recording fee. Also see Streets and Highways Code Section 8760-
8769)
deposit [1] Actual Cost
Storm Water Pollution Prevention Plan (SWPPP) Fees
Plan Review Fee
848 Tier 1 per site [2]85.00$
849 Tier 2 per site [2]401.00$
850 Tier 3 one acre or
less [2]917.00$
851 Tier 3 - Supplemental Fee per acre [2]147.00$
Inspection Fee
852 Tier 1 per site [2]302.00$
853 Tier 2 per site [2]5,469.00$
854 Tier 3 one acre or
less [2]6,488.00$
855 Tier 3 - Supplemental Fee per acre [2]1,346.00$
Storm Water Quality Management Plan (SWQMP) Fees
856 Plan Review - Base Fee each [2]1,415.00$
857 Plan Review - For each subsequent acre or portion thereof over
one half acre per acre [2]115.00$
858 Plan Review - Trash Capture Only each [2]1,650.00$
859 Inspection Fee - Base Fee each [2]879.00$
860 Inspection Fee - For each subsequent acre or portion thereof
over one half acre per acre [2]617.00$
861 Street Vacation - Street/Public Service Easement Vacation - Regular each [2]4,761.00$
862 Street Vacation - Street/Public Service Easement Vacation - Summary each [2]2,051.00$
Third Party Review
863 Processing Fee per project [2]356.00$
38June 18, 2024 Item #11 Page 268 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
864 Consultant Cost per project [1] Actual Cost
865
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]229.00$
[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] Minor: residential new/remodel, commercial/industrial tenant improvement
[4] Major: Commercial/Industrial new
[5]
[6]
[7] Maximum limit set by CA Vehicle Code 35795(b)(1)
Quantities are calculated by using the greater of cut/fill, plus remedial work. Plan checks extending more than 24 months may be assessed an
additional fee of 25% of the current plan check fee.
Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is subject to City Engineer
approval per CMC 15.16.062.
39June 18, 2024 Item #11 Page 269 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
New Construction, Additions, and Major Remodels [1]
Commercial/Industrial Uses - Structural (All newly constructed or
added space for non-residential occupancies classified as CBC Group
A, B, E, F, H, I, M, or other commercial occupancies not specifically
addressed elsewhere in this Fee Schedule)
866 0 - 500 sq. ft.flat [2]1,235.00$
867 additional sq. ft. up to 4,999 each [2]0.39$
868 5,000 sq. ft.flat [2]2,977.00$
869 additional sq. ft. up to 9,999 each [2]0.52$
870 10,000 sq. ft.flat [2]5,575.00$
871 additional sq. ft. up to 49,999 each [2]0.05$
872 50,000 sq. ft.flat [2]7,634.00$
873 additional sq. ft. up to 99,999 each [2]0.11$
874 100,000 sq. ft.flat [2]13,557.00$
875 additional sq. ft.each [2]0.13$
Commercial Residential and Multifamily Residential Uses - (All
newly constructed or added space for residential occupancies
classified as CBC Group R (except R-3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)
876 0 - 500 sq. ft.flat [2]1,171.00$
877 additional sq. ft. up to 4,999 each [2]0.65$
878 5,000 sq. ft.flat [2]4,086.00$
879 additional sq. ft. up to 9,999 each [2]0.64$
880 10,000 sq. ft.flat [2]7,286.00$
881 additional sq. ft. up to 49,999 each [2]0.06$
882 50,000 sq. ft.flat [2]9,661.00$
883 additional sq. ft. up to 99,999 each [2]0.17$
884 100,000 sq. ft.flat [2]17,865.00$
885 additional sq. ft.each [2]0.18$
Low and Moderate Hazard Storage - (All newly constructed or added
space for storage occupancies classified as CBC Group S, or other
storage occupancies not specifically addressed elsewhere in this Fee
Schedule)
886 0 - 500 sq. ft.flat [2]1,110.00$
887 additional sq. ft. up to 4,999 each [2]0.39$
888 5,000 sq. ft.flat [2]2,863.00$
889 additional sq. ft. up to 9,999 each [2]0.26$
890 10,000 sq. ft.flat [2]4,151.00$
891 additional sq. ft. up to 49,999 each [2]0.03$
892 50,000 sq. ft.flat [2]5,349.00$
893 additional sq. ft. up to 99,999 each [2]0.01$
894 100,000 sq. ft.flat [2]5,846.00$
895 additional sq. ft.each [2]0.06$
40June 18, 2024 Item #11 Page 270 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Attached Accessory and Utility Uses - (All newly constructed, added
or structurally remodeled space for utility and accessory occupancies
classified as CBC Group U, or other utility and accessory occupancies
not specifically addressed elsewhere in this Fee Schedule
896 0 - 200 sq. ft.flat [2]585.00$
897 additional sq. ft. up to 399 each [2]2.00$
898 400 sq. ft.flat [2]906.00$
899 additional sq. ft. up to 599 each [2]0.73$
900 600 sq. ft.flat [2]1,053.00$
901 additional sq. ft. up to 999 each [2]0.36$
902 1,000 sq. ft.flat [2]1,198.00$
903 additional sq. ft. up to 2,999 each [2]0.18$
904 3,000 sq. ft.flat [2]1,550.00$
905 additional sq. ft.each [2]0.52$
Detached Accessory and Utility Uses - (All newly constructed, added,
or structurally remodeled space for utility and accessory
occupancies/uses not specifically addressed elsewhere in this Fee
Schedule)
906 0 - 200 sq. ft.flat [2]585.00$
907 additional sq. ft. up to 399 each [2]2.00$
908 400 sq. ft.flat [2]906.00$
909 additional sq. ft. up to 599 each [2]0.73$
910 600 sq. ft.flat [2]1,053.00$
911 additional sq. ft. up to 999 each [2]0.36$
912 1,000 sq. ft.flat [2]1,198.00$
913 additional sq. ft. up to 2,999 each [2]0.18$
914 3,000 sq. ft.flat [2]1,550.00$
915 additional sq. ft.each [2]0.52$
Shell Buildings for all Commercial/Industrial Uses - (The enclosure
for all newly constructed or added space for non-residential
occupancies classified as CBC Group A, B, E, F, H, I, M, or other
commercial occupancies not specifically addressed elsewhere in this
Fee Schedule where the interior is not completed or occupiable)
916 0 - 500 sq. ft.flat [2]965.00$
917 additional sq. ft. up to 4,999 each [2]0.26$
918 5,000 sq. ft.flat [2]2,105.00$
919 additional sq. ft. up to 9,999 each [2]0.30$
920 10,000 sq. ft.flat [2]3,625.00$
921 additional sq. ft. up to 49,999 each [2]0.02$
922 50,000 sq. ft.flat [2]4,793.00$
923 additional sq. ft. up to 99,999 each [2]0.01$
924 100,000 sq. ft.flat [2]5,379.00$
925 additional sq. ft.each [2]0.05$
41June 18, 2024 Item #11 Page 271 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial/Industrial Tenant Improvement - Structural -
(Structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee
Schedule where the structure is not altered)
926 0 - 500 sq. ft.flat [2]848.00$
927 additional sq. ft. up to 4,999 each [2]0.24$
928 5,000 sq. ft.flat [2]1,930.00$
929 additional sq. ft. up to 9,999 each [2]0.10$
930 10,000 sq. ft.flat [2]2,455.00$
931 additional sq. ft. up to 49,999 each [2]0.06$
932 50,000 sq. ft.flat [2]4,970.00$
933 additional sq. ft. up to 99,999 each [2]0.05$
934 100,000 sq. ft.flat [2]7,570.00$
935 additional sq. ft.each [2]0.07$
Commercial/Industrial Tenant Improvement - Non-structural - (Non-
structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee
Schedule where the structure is not altered)
936 0 - 500 sq. ft.flat [2]766.00$
937 additional sq. ft. up to 4,999 each [2]0.23$
938 5,000 sq. ft.flat [2]1,812.00$
939 additional sq. ft. up to 9,999 each [2]0.08$
940 10,000 sq. ft.flat [2]2,221.00$
941 additional sq. ft. up to 49,999 each [2]0.05$
942 50,000 sq. ft.flat [2]4,413.00$
943 additional sq. ft. up to 99,999 each [2]0.04$
944 100,000 sq. ft.flat [2]6,635.00$
945 additional sq. ft.each [2]0.06$
Commercial Residential and Multifamily Residential Remodels -
Structural - (Structurally remodeled space for residential occupancies
classified as CBC Group R (except R-3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)
946 0 - 500 sq. ft.flat [2]906.00$
947 additional sq. ft. up to 4,999 each [2]0.50$
948 5,000 sq. ft.flat [2]3,421.00$
949 additional sq. ft. up to 9,999 each [2]0.40$
950 10,000 sq. ft.flat [2]5,416.00$
951 additional sq. ft. up to 49,999 each [2]0.08$
952 50,000 sq. ft.flat [2]8,552.00$
953 additional sq. ft. up to 99,999 each [2]0.10$
954 100,000 sq. ft.flat [2]13,747.00$
955 additional sq. ft.each [2]0.13$
42June 18, 2024 Item #11 Page 272 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Residential and Multifamily Residential Remodels -
Non Structural - (Non-Structurally remodeled space for residential
occupancies classified as CBC Group R (except R-3), or other
residential occupancies not specifically addressed elsewhere in this
Fee Schedule)
956 0 - 500 sq. ft.flat [2]982.00$
957 additional sq. ft. up to 4,999 each [2]0.32$
958 5,000 sq. ft.flat [2]2,408.00$
959 additional sq. ft. up to 9,999 each [2]0.49$
960 10,000 sq. ft.flat [2]4,815.00$
961 additional sq. ft. up to 49,999 each [2]0.07$
962 50,000 sq. ft.flat [2]7,666.00$
963 additional sq. ft. up to 99,999 each [2]0.10$
964 100,000 sq. ft.flat [2]12,734.00$
965 additional sq. ft.each [2]0.12$
Single Family Dwellings and Duplexes - (All newly constructed or
added space for residential occupancies classified as CBC Group R-3,
including custom builds and model homes for tract master plans, or
other similar residential occupancies not specifically addressed
elsewhere in this Fee Schedule)
966 0 - 1,000 sq. ft.flat [2]1,374.00$
967 additional sq. ft. up to 2,499 each [2]0.49$
968 2,500 sq. ft.flat [2]2,105.00$
969 additional sq. ft. up to 3,999 each [2]0.31$
970 4,000 sq. ft.flat [2]2,572.00$
971 additional sq. ft. up to 5,999 each [2]0.29$
972 6,000 sq. ft.flat [2]3,157.00$
973 additional sq. ft. up to 7,999 each [2]0.32$
974 8,000 sq. ft.flat [2]3,799.00$
975 additional sq. ft.each [2]0.48$
Duplicate Floor Plan Review - Single Family Dwellings and Duplexes
976 0 - 1,000 sq. ft.flat [2]1,147.00$
977 additional sq. ft. up to 2,499 each [2]0.29$
978 2,500 sq. ft.flat [2]1,579.00$
979 additional sq. ft. up to 3,999 each [2]0.15$
980 4,000 sq. ft.flat [2]1,812.00$
981 additional sq. ft. up to 5,999 each [2]0.24$
982 6,000 sq. ft.flat [2]2,280.00$
983 additional sq. ft. up to 7,999 each [2]0.21$
984 8,000 sq. ft.flat [2]2,689.00$
985 additional sq. ft.each [2]0.34$
43June 18, 2024 Item #11 Page 273 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Duplicate Floor Plan Review - Attached or Detached Accessory and
Utility Uses
986 0 - 200 sq. ft.flat [2]556.00$
987 additional sq. ft. up to 399 each [2]0.88$
988 400 sq. ft.flat [2]731.00$
989 additional sq. ft. up to 599 each [2]0.29$
990 600 sq. ft.flat [2]788.00$
991 additional sq. ft. up to 999 each [2]0.52$
992 1,000 sq. ft.flat [2]994.00$
993 additional sq. ft. up to 2,999 each [2]0.17$
994 3,000 sq. ft.flat [2]1,315.00$
995 additional sq. ft.each [2]0.43$
Site Improvements - This includes substantial development of
private parking lots which are processed separate of the structure
and include any combination of the following: Underground utilities,
parking lot lighting, accessible path of travel analysis, grading,
drainage and compliance with the City's parking and driveway
standards.
996 0 - 500 sq. ft.flat [2]467.00$
997 additional sq. ft. up to 4,999 each [2]0.14$
998 5,000 sq. ft.flat [2]1,139.00$
999 additional sq. ft. up to 9,999 each [2]0.07$
1000 10,000 sq. ft.flat [2]1,520.00$
1001 additional sq. ft. up to 49,999 each [2]0.01$
1002 50,000 sq. ft.flat [2]1,754.00$
1003 additional sq. ft. up to 99,999 each [2]0.01$
1004 100,000 sq. ft.flat [2]2,221.00$
1005 additional sq. ft.each [2]0.02$
[Notes]
[1]
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.
CBC 109.3 Building permit valuations.
44June 18, 2024 Item #11 Page 274 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
Minor/Miscellaneous Residential & Commercial Improvements [3]
1006 Above Ground Storage Tank per permit [2]$ 275.00
Cell Site
1007 Radio over 30 ft. high each [2]$ 765.00
1008 Dish, 10 ft. dia. w/decoder each [2]$ 506.00
1009 Equipment Enclosure each [2]$ 1,156.00
1010 Awning or Canopy per permit [2]$ 289.00
1011 Bollards up to 4pcs per permit [2]$ 362.00
1012 Certificate of Occupancy per permit [2]$ 21.00
Decks / Balcony
1013 Repair each [2]$ 119.00
1014 New/Replace each [2]$ 325.00
Demolition of Building
1015 Commercial each [2]$ 370.00
1016 Residential each [2]$ 650.00
1017 Fence or Freestanding Wall up to 100'each [2]$ 650.00
1018 Fire Damage Repair - Residential - Minor per permit [2]$ 257.00
1019 Fireplace Repair/Replace per permit [2]$ 488.00
Foundation Repair
1020 Commercial each [2]$ 542.00
1021 Residential each [2]$ 542.00
1022 Greenhouse per permit [2]$ 542.00
Manufactured House / Building
1023 Commercial per permit [2]$ 345.00
1024 Residential per permit [2]$ 204.00
1025
Mobile Home (Within a park, per current edition of Title 25,
published by California Division of Housing and Community
Development.)
per permit [2],[7] $ 462.00
1026 Partition/ Wall - Interior/Non-Structural <100'per permit [2]$ 190.00
Patio
1027 Frame with Cover each [2]$ 119.00
1028 Frame with Cover & Walls each [2]$ 650.00
1029 Screen or Plastic Walls each [2]$ 488.00
1030 Plastering Outside per permit [2]$ 135.00
Remodel - Residential
1031 Kitchen/Bath each [2]$ 414.00
1032 Other - up to 500 sq. ft.each [2]$ 569.00
1033 Other - above 500 sq. ft.per 100 sq. ft. [2] $ 0.40
Repairs - Miscellaneous
1034 Commercial each [2]$ 433.00
1035 Residential each [2]$ 102.00
45June 18, 2024 Item #11 Page 275 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Retaining Wall
1036 Non-Engineered - City Standard per permit [2]$ 158.00
Reroofing
1037 Commercial per permit [2]$ 314.00
1038 Residential per permit [2]$ 87.00
Roof Structure Repair / Reinforcement
1039 Commercial each [2]$ 299.00
1040 Residential each [2]$ 299.00
1041 Saunas (Steam)per permit [2]$ 325.00
Sign
1042 Wall - Illuminated per permit [2]$ 164.00
1043 Wall - Non-Illuminated per permit [2]$ 164.00
1044 Pole per permit [2]$ 362.00
1045 Monument per permit [2]$ 164.00
Skylight
1046 Commercial each [2]$ 362.00
1047 Residential each [2]$ 362.00
1048 Solar - SolarApp+ Residential per permit [1]$ 183.00
1049 Solar - Residential (Up to 15 kW)per permit [2],[4] $ 307.00
1050 Per kW above 15kW per kW [2],[4] $ 15.00
1051 Add Residential Battery Back-up per permit [2],[4] $ 210.00
1052 Add Residential Panel Upgrade per permit [2],[4] $ 245.00
1053 Add Reverse Tilt System/ Ground Mount per permit [2],[4] $ 315.00
1054 Solar - Commercial (Up to 50 kW)per permit [2],[4] $ 629.00
1055 Per kW between 50kW - 250kW per kW [2],[4] $ 7.00
1056 Per kW above 250kW per kW [2],[4] $ 5.00
1057 Spray Booth Install / Clean Room per permit [2]$ 293.00
Stairs
1058 New/Replace First Story each [2]$ 447.00
1059 Additional Story each [2]$ 366.00
1060 Repair each [2]$ 447.00
Siding
1061 Stucco each [2]$ 149.00
1062 Stone/Brick Veneer each [2]$ 204.00
Storage Racks
1063 <8 ft, first 100 lf per permit [2]$ 469.00
1064 each add'l. 100 lf each [2]$ 87.00
1065 >8 ft, first 100 lf per permit [2]$ 506.00
46June 18, 2024 Item #11 Page 276 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1066 >8 ft, ea. Add'l 100 lf each [2]$ 231.00
Swimming Pool
1067 Commercial per permit [2]$ 320.00
1068 Residential per permit [2]$ 270.00
1069 Temporary Seating or Bleachers Install per permit [2]$ 204.00
1070 Trash Enclosure Install per permit [2]$ 283.00
Windows / Door
1071 Commercial each [2]$ 325.00
1072 Residential each [2]$ 122.00
Other Inspections (Per Hour)
1073 Inspections outside of normal business hours (minimum charge: two
hours)per hour [2]$ 156.00
1074 Re-inspection fees per hour [2]$ 156.00
1075 Inspections for which no fee is specifically indicated (minimum
charge: one half-hour)per hour [2]$ 156.00
1076 Special third party, multiple or recurring inspections (city processing
fee per permit plus actual cost)flat [2]$ 541.00
1077 Additional plan review required by changes, additions or revisions to
approved plans (minimum charge: one half-hour)per hour [2]$ 146.00
Other Building Fees
1078 Appeal of Building Official Decision per permit [1]$ 1,527.00
1079 Building Permit Revision, Fee + Third Party Hourly Charge per hour [2]Actual Cost
1080 Building Plan Check Fee (8% discount on repetitive plan checks) each [2],[5] Actual Cost
1081 Green Building Standards Plan Check and Inspection each [2]Actual Cost
1082 Green Building State Standards Fee (SB1473)each [1]
$1.00 per every
$25,000 in building
valuation or fraction
thereof (minimum
fee $1.00)
1083 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee - Residential each [1]
Pass through from
State: $13.00 per
$100,000 valuation
(minimum $0.50
fee)
1084 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee - Commercial each [1]
Pass through from
State: $28.00 per
$100,000 valuation
(minimum $0.50
fee)
47June 18, 2024 Item #11 Page 277 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1085 Penalty for Commencing Work Before Permit Issuance each [6]
Double the permit
fee
1086
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]$ 144.00
[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]
[4] Limited to maximum amounts set by AB 1414.
[5] Plan check fee based on 65% of the current building permit fee and is due upon initial submittal
[6] CMC 18.20.010 and CMC 18.04.010
[7]Limited to maximum amounts consistent with Sections 1017, 1020.1 and 1020.7 of
Title 25 of the California Code of Regulations.
Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.
CBC 109.3 Building permit valuations.
48June 18, 2024 Item #11 Page 278 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
1087 Simple Single or Combination Permits
(see list of simple items)per permit [1]$ 228.00
1088 Water Heater Only per permit [1]$ 133.00
Complex Mechanical Permits
1089 FAU less than 100,000 Btu/h per permit [1]$ 569.00
1090 FAU greater than 100,000 Btu/h per permit [1]$ 731.00
1091 Floor furnace (including vent)per permit [1]$ 406.00
1092 Suspended, wall, or floor-mounted heaters per permit [1]$ 325.00
1093 Appliance vents not included in an appliance permit per permit [1]$ 650.00
1094 Boiler up to 100,000 Btu/h per permit [1]$ 772.00
1095 Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]$ 325.00
1096 Compressor up to 3 HP per permit [1]$ 366.00
1097 Compressor up to 3 HP to 15 HP per permit [1]$ 382.00
1098 Other Complex Mechanical per permit [1]$ 488.00
Complex Electrical Permits
1099 Commercial Appliance per permit [1]$ 325.00
1100 Power Apparatus per permit [1]$ 325.00
1101 Motor not over 1 HP each [1]$ 325.00
1102 Motor over 1 HP and not over 10 HP each [1]$ 325.00
1103 Motor over 10 HP and not over 50 HP each [1]$ 325.00
1104 Motor over 50 HP and not over 100 HP each [1]$ 366.00
1105 Motor over 100 HP each [1]$ 406.00
1106 Generator not over 1 KW each [1]$ 325.00
1107 Generator over 1 KW and not over 10 KW each [1]$ 366.00
1108 Generator over 10 KW and not over 50 KW each [1]$ 488.00
1109 Generator over 50 KW and not over 100 KW each [1]$ 488.00
1110 Generator over 100 KW each [1]$ 569.00
1111 Transformer not over 1 KVA each [1]$ 406.00
1112 Transformer over 1 KVA and not over 10 KVA each [1]$ 406.00
1113 Transformer over 10 KVA and not over 50 KVA each [1]$ 447.00
1114 Transformer over 50 KVA and not over 100 KVA each [1]$ 488.00
1115 Transformer over 100 KVA each [1]$ 488.00
1116 Services of 600 volts or less and over 400 amperes to 1000
amperes in rating each [1]$ 488.00
1117 Services over 600 volts or over 1000 amperes in rating each [1]$ 650.00
1118 Other Complex Electrical each [1]$ 488.00
Complex Plumbing Permits
1119 Fire Suppression System/Commercial Hood per permit [1]$ 691.00
1120 Onsite Sewer 6" & Over per permit [1]$ 447.00
1121 Onsite Water 6" & Over per permit [1]$ 447.00
1122 Onsite Storm Drain 6" & Over per permit [1]$ 447.00
Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit
49June 18, 2024 Item #11 Page 279 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1123 Utilities (private - main) city processing fee per permit [1]$ 902.00
1124 Utilities (private - main) plans examiner fee per permit [1]Actual Cost
1125 Other Complex Plumbing per permit [1]$ 488.00
[Notes]
[1]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
50June 18, 2024 Item #11 Page 280 of 625
Fee Name
Simple Mechanical Items:
Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating,
cooling, absorption, or evaporative cooling system.
HVAC change out - existing dwelling
Air-handling unit under 10,000 CFM
Evaporative cooler
Ventilation fan connected to a single duct
Hood and duct system
Duct systems
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.)
Other simple mechanical
Simple Electrical Items:
Receptacle, switch, and lighting outlets
Lighting fixtures
Pole or platform-mounted lighting fixtures
Theatrical-type lighting fixtures or assemblies
Appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt-ampere (KVA), in rating
Busways
Trolley and plug-in-type busways - each 100 feet or fraction thereof
Signs, outline lighting, or marquees supplied from one branch circuit
Services of 600 volts or less and not over 200 amperes in rating
Miscellaneous apparatus, conduits, and conductors
Portable generators less than 10,000 W
Temporary power panel/service
Temporary power pole
Other simple electrical
Simple Plumbing Items:
Plumbing fixtures
Building sewer
Rainwater systems
Water heater
Industrial waste pretreatment interceptor
Water piping and/or water treating equipment
Repair or alteration of drainage or vent piping
Backflow devices
Atmospheric-type vacuum breakers
Gas test
Gas outlets
Residential remodel/repairs
Other simple plumbing
Simple Single or Combination Permits List
51June 18, 2024 Item #11 Page 281 of 625
Section 3
Development Impact Fees
June 18, 2024 Item #11 Page 282 of 625
53June 18, 2024 Item #11 Page 283 of 625
54June 18, 2024 Item #11 Page 284 of 625
55June 18, 2024 Item #11 Page 285 of 625
56June 18, 2024 Item #11 Page 286 of 625
Fee Name Fee Type
No
t
e
s
Fee Level/Deposit
Planned Local Drainage Area Fees (PLDA)
1126 PLDA A, Low Runoff per acre $ 8,736.00
1127 PLDA B, Low Runoff per acre $ 3,266.00
1128 PLDA C, Low Runoff per acre $ 3,169.00
1129 PLDA D, Low Runoff per acre $ 3,005.00
1130 PLDA A, Medium Runoff per acre $ 17,372.00
1131 PLDA B, Medium Runoff per acre $ 6,294.00
1132 PLDA C, Medium Runoff per acre $ 4,483.00
1133 PLDA D, Medium Runoff per acre $ 4,916.00
1134 PLDA A, High Runoff per acre $ 37,855.00
1135 PLDA B, High Runoff per acre $ 14,148.00
1136 PLDA C, High Runoff per acre $ 13,736.00
1137 PLDA D, High Runoff per acre $ 13,025.00
Low Runoff Potential Medium Runoff Potential High Runoff Potential
CF ♦
GC ♦
L ♦
O ♦
OS ♦
P ♦
PI ♦
PI/O ♦
R ♦
R1.5 ♦
R4 ♦
R8 ♦
R15 ♦
R15/L ♦
R15/O ♦
R15/VC ♦
R23 ♦
R30 ♦
OK-TC ♦
VC ♦
VC/OS ♦
V ♦
PLDA FEE CATEGORYGeneral Plan Land
Use Designation
57June 18, 2024 Item #11 Page 287 of 625
58June 18, 2024 Item #11 Page 288 of 625
59June 18, 2024 Item #11 Page 289 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Affordable Housing Credit
1138 Cassia Heights (Southeast and Southwest quadrants)per unit [1]$ 78,409.00
1139 Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1]$ 116,043.00
Affordable Housing Impact Fee
1140 Affordable Housing Impact Fee per unit [1]$ 2,925.00
1141 Affordable Housing In-Lieu Fee (per single-family market rate unit on
single-family lot)per unit [2]$ 10,040.00
1142 Affordable Housing In-Lieu Fee (residential development projects
proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2]$ 18.00
Habitat Mitigation Fees, Per Acre
1143 Type D - Coastal Sage Scrub per acre [1]$ 39,381.00
1144 Type E - Non-Native Grassland per acre [1]$ 19,692.00
1145 Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]$ 3,938.00
Public Facilities and Community Facilities District Fees
1146 Public Facilities Fee - inside CFD per project [1]
1.82% of building
permit valuation
1147 Public Facilities Fee - outside CFD per project [1]
3.5% of building
permit valuation
1148 Community Facilities District #1 Fees [1] Please see current
information packet
Traffic Impact Fees
1149 Apartment (Inside of CFD 1)per ADT [1]$ 463.00
1150 Apartment (Outside of CFD 1)per ADT [1]$ 544.00
1151 Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]$ 184.00
1152 Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]$ 217.00
1153 Condominium (Inside of CFD 1)per ADT [1]$ 463.00
1154 Condominium (Outside of CFD 1)per ADT [1]$ 544.00
1155 Single Family (Inside of CFD 1)per ADT [1]$ 463.00
1156 Single Family (Outside of CFD 1)per ADT [1]$ 544.00
[Notes]
[1] Set per City policy
[2] Updated via City Council Resolution; effective April 1, 2022.
60June 18, 2024 Item #11 Page 290 of 625
Exhibit 9
RESOLUTION NO. .
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE
CITY OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE
SCHEDULE
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(Commission) has the authority to establish fees for housing services; and
WHEREAS, from time to time the fees are reviewed and evaluated to maintain an adequate fee
structure recovering costs for housing services; and
WHEREAS, the Community Development Commission has determined the cost of providing
housing services; and
WHEREAS, the Community Development Commission finds it necessary to recover the costs for
housing services; and
WHEREAS, the Community Development Commission has held the necessary public hearing and
allowed for public comment on the establishment of the fees.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of
Carlsbad, California, as follows:
1. That the above recitations are true and correct.
2. That the changes to the Master Fee Schedule as shown in Attachment A are adopted.
3. This resolution shall become effective on Sept. 1, 2024; not sooner than 60 days after
adoption in accordance with California Government Code Section 66017 for housing
fees.
June 18, 2024 Item #11 Page 291 of 625
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 day of 2024, by
the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
_____________________________________
KEITH BLACKBURN, Chairperson
______________________________________
SHERRY FREISINGER, Secretary
(SEAL)
June 18, 2024 Item #11 Page 292 of 625
Proposed
Master Fee Schedule
FY 2024-25
All Fees Within, except Trash Collection Rates and Park Land In-
Lieu Fees, Effective Sept. 1, 2024
Trash Collection Rates and Park Land In-Lieu Fees
Effective July 1, 2024
Attachment A
June 18, 2024 Item #11 Page 293 of 625
Proposed Master Fee Schedule FY 2024-25
Contents
Section 1 – General City Service Fees, Deposits, Rates, Penalties and Fines
Miscellaneous Fees and Returned Checks ....................................................................................... 4
Deposits and Securities .................................................................................................................... 5
Special Events and Safety Training Center ....................................................................................... 6
Ambulance and Street Light Energizing ........................................................................................... 7
City Clerk Fees .................................................................................................................................. 8
Library Fees ...................................................................................................................................... 9
Fire (Fire Extinguishing and Alarm Systems) .................................................................................. 10
Fire (Development Applications, Plan Review, and Inspection) .................................................... 11
Fire (Fire and Life Safety Inspections and Fire Code Permits) .......................................................12
Police Department Fees ................................................................................................................. 14
Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 15
Trash Collection Rates .................................................................................................................... 16
Utility Account and Service Fees ....................................................................................................24
Utility Meter Installation and Connection .....................................................................................26
Utility (San Diego County Water Authority) ..................................................................................28
Section 2 – Development Related Fees
Planning Department Fees ............................................................................................................30
Engineering Department Fees .......................................................................................................35
Building (New Construction, Additions and Major Remodels) ......................................................40
Building (Minor/Miscellaneous Residential & Commercial Improvements) .................................45
Building (Plumbing, Mechanical, and Electrical) ............................................................................49
Building (Simple Single or Combination Permits List) ....................................................................51
Section 3 – Development Impact Fees
Bridge and Thoroughfare District 2 Map .......................................................................................53
Local Facilities Management Zones Map .......................................................................................54
Park Land In-Lieu Fees, Park Districts Map ....................................................................................55
Planned Local Drainage Fee Areas and Map ..................................................................................56
Sewer Benefit Area and Connection Fees Map .............................................................................58
Affordable Housing, Habitat Mitigation, and Traffic .....................................................................60
June 18, 2024 Item #11 Page 294 of 625
Section 1
General City Service Fees,
Deposits, Rates, Penalties and
Fines
June 18, 2024 Item #11 Page 295 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Miscellaneous Fees
1 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
2 Business License - additional CA fee each [4],[6] $ 1.00
3 Business License - master list of active business licenses each [2]$ 39.00
4 Business License - monthly list of new licenses each [2]$ 7.00
5 Cable Channel Administration Fee per hour [3]$ 115.00
6 Electric Vehicle Charging Fee per kWh [1]$ 0.35
7 GIS - digital data delivery, production of new documents,
reproduction of existing documents, and technical services per hour [1]Actual Cost
8 Hearing Disposition Services for Parking Citations - Personal Hearings each [1]Actual Cost
9 Hearing Disposition Services for Parking Citations - Written Review each [1]Actual Cost
10 City Publications each [1]Copy Charge
11 Community Facilities District Annexation - City Labor (Plus actual
consultants costs)each [2]$ 1,920.00
12 Sign Collection and Pickup Fee (plus $5 fee per sign)each [1]$ 26.00
Returned Check Fee
13 First Returned Check each [5]$ 25.00
14 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 18, 2024 Item #11 Page 296 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Deposits and Securities
Grading and Erosion Control
15 Grading Security (with approved plans)deposit [1],[2]
Based on Grading
Cost Estimate
16 Grading Cash Deposit deposit [1],[2]
Up to 10% of total
grading security
Development/Subdivision Improvements
17 Faithful Performance Security deposit [1],[2]
Based on
Improvement Cost
Estimate
18 Labor and Materials Security deposit [1],[2]
50% of Faithful
Performance
Security
19 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 18, 2024 Item #11 Page 297 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Special Events Fees
20 Special Event Application - Minor - 2 or less intersections
(fee + services rendered)each [1],[3]158.00$
21 Special Event Application - Major - 3 or more intersections
(fee + services rendered) each [1],[2]474.00$
22 Special Event Application - Third party Vendor Fee per day [1],[2]106.00$
23 Special Event City Services - Staff Time per hour [1] Actual Cost
Safety Training Center Facility Fees
24 One Shooting Range full day [1]1,395.00$
25 One Shooting Range 1/2 day [1]698.00$
26 Two Shooting Ranges full day [1]1,567.00$
27 Two Shooting Ranges 1/2 day [1]819.00$
28 Classroom full day [1]662.00$
29 Classroom 1/2 day [1]379.00$
30 Confined Space Prop full day [1]733.00$
31 Confined Space Prop 1/2 day [1]366.00$
32 Grinder full day [1]525.00$
33 Grinder 1/2 day [1]306.00$
34 Grinder/Commercial Prop full day [1]759.00$
35 Grinder/Commercial Prop 1/2 day [1]379.00$
36 Grinder/Residential Prop full day [1]759.00$
37 Grinder/Residential Prop 1/2 day [1]379.00$
38 PriSim (Training Simulator)full day [1]552.00$
39 PriSim (Training Simulator)1/2 day [1]276.00$
40 Pump Draft Pit full day [1]442.00$
41 Pump Draft Pit 1/2 day [1]221.00$
42 Streetscape full day [1]185.00$
43 Streetscape 1/2 day [1]135.00$
44 Shooting Range - Hourly hourly [1]141.00$
[Notes]
[1]Set per City policy
[2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting.
[3] Fee charged as determined by staff
Full details on how to apply for a Special Event Application can be referenced in the Special Event Reference
Handbook available on the City of Carlsbad website. The below fees are listed for reference only and may not be
representative of the entirety of a Special Event Application cost. A valid, unexpired City of Carlsbad Business
License is required for all special event applicants. Carlsbad Municipal Code Section 8.17.070 CMC requires an
applicant to pay a non-refundable fee to allow third party vendors to participate under the applicant’s business
License.
6June 18, 2024 Item #11 Page 298 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Ambulance Fees
45 Assessment/Non-Transport with medication given. No charge for
assessment if no medication given and non-transport.
per [1]472.00$
46 Advanced Life Support 1 - plus Level I or Level II supplies and
medications per [1]2,668.00$
47 Advanced Life Support 2 - plus Level II supplies and medications per [1]2,668.00$
48 Basic Life Support per [1]2,668.00$
49 Mileage Charge mile [1]42.00$
50 Oxygen Charge per [1]124.00$
Street Light Energizing Fees
51 40 watts each [2]88.00$
52 45 watts each [2]96.00$
53 70 watts each [2]133.00$
54 85 watts each [2]156.00$
55 100 watts each [2]179.00$
56 120 watts each [2]209.00$
57 150 watts each [2]254.00$
58 200 watts each [2]330.00$
59 250 watts each [2]405.00$
[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 $30.00
charge per light for connecting the light to an SDG&E service point.
7June 18, 2024 Item #11 Page 299 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
City Clerk Fees
60 Appeals to City Council each [2],[8]126.00$
61 Candidate Filing Fee each [3]25.00$
62 Notice of Intention to Circulate Initiative Petition each [4]200.00$
Subpoena Fees
63 Deposition Subpoena per day [5]275.00$
64 Records Subpoena - research per hour [6]15.00$
Copy Fees
65 Copies & Printing - Black & White each [1]0.10$
66 Copies & Printing - Color each [1]0.10$
67 CD Copy each [1] Actual Cost
68 DVD Copy each [1] Actual Cost
69 USB Drive Copy each [1] Actual Cost
FPPC Fees
70 Campaign Statements per page [7]0.10$
71 Conflict of Interest Statement per page [7]0.10$
72
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]137.00$
[Notes]
[1] Set per City policy
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. 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 18, 2024 Item #11 Page 300 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Library Fees
73 Account Collection Fee per item [1]10.00$
74 Hold Request Non-Pickup Fee per item [2]1.00$
75 Borrowing - Audio/Visual Equipment, per item per day [1]5.00$
76 Card Replacement per card [2]2.00$
77 Carlsbad History Collection Photo Fee per request [1] Actual Cost
78 Interlibrary Loan per request [2]6.00$
79 Lost/Damaged Item Processing fee per item [2]6.00$
80 Lost/Damaged Item per item [1]List Price
81
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 18, 2024 Item #11 Page 301 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Fire Extinguishing and Alarm Systems
New Sprinkler System
82 ESFR Fire Sprinkler System (Initial System)each [2]1,117.00$
83 Each Additional System each [2]309.00$
84 Per Additional Inspection each [2]133.00$
85 ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,292.00$
86 Each Additional System each [2]309.00$
87 Per Additional Inspection each [2]133.00$
88 Fire Pump (First Pump)each [2]1,028.00$
89 Each Additional Pump each [2]352.00$
90 NFPA 13 System < 100 Heads each [2]807.00$
91 Per Additional Inspection each [2]133.00$
92 Per Additional Plan Type each [2]176.00$
93 NFPA 13 System > 100 Heads (Includes One Riser)each [2]1,117.00$
94 Each Additional Riser each [2]309.00$
95 Per Additional Inspection each [2]133.00$
96 Per Additional Plan Type each [2]176.00$
97 NFPA 13R System 3-16 units (Per Building)each [2]1,117.00$
98 Per Additional Inspection (Per Building)each [2]176.00$
99 Per Additional Plan Type each [2]176.00$
100
NFPA 13D Single Family System (Plan Review Per Initial or Single
Plan Type)each [2]320.00$
101 Per Additional Plan Type each [2]176.00$
102 NFPA 13D Single Family System (Inspection Per Building)each [2]162.00$
103 Underground Piping with up to 4 Hydrants/Risers each [2]982.00$
104 Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,295.00$
Tenant Improvement Sprinkler System
105 NFPA 13 or 13R System 6 Heads or Less each [2]162.00$
106 NFPA 13 or 13R System 7 - 100 heads each [2]718.00$
107 Per Additional Inspection each [2]176.00$
108 Per Additional Plan Type each [2]176.00$
109 NFPA 13 or 13R System > 100 Heads each [2]850.00$
110 Per Additional Inspection each [2]176.00$
111 Per Additional Plan Type each [2]176.00$
Other Extinguishing Systems
112 Gas Systems (Med Gas, Industrial Gas, LPG)each [2]541.00$
113 Hood & Duct Extinguishing System each [2]541.00$
114 Each Additional System each [2]264.00$
115 Pre-Action System with Alarm each [2]718.00$
116 Refrigeration Systems < 500 lbs.each [2]939.00$
117 Refrigeration Systems > 500 lbs.each [2]1,601.00$
118 Special Equipment (Ovens, Dust, Battery)each [2]541.00$
119 Special Extinguishing System each [2]762.00$
120 Spray Booths each [2]541.00$
Alarm Systems
121 New Alarm System each [2]1,646.00$
122 Per Additional Inspection each [2]176.00$
123 Per Additional Plan Type each [2]176.00$
124 Sprinkler Monitoring each [2]498.00$
125 Per Additional Inspection each [2]176.00$
126 Per Additional Plan Type each [2]176.00$
10June 18, 2024 Item #11 Page 302 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
127 Tenant Improvement Fire Alarm System each [2]807.00$
128 Per Additional Inspection each [2]176.00$
129 Per Additional Plan Type each [2]176.00$
Development Applications, Plan Review and Inspection
Building Construction Plan (Architectural Review)
130 A-1 Occupancies - New each [2]1,545.00$
131 A-1 Occupancies - Tenant Improvements each [2]1,182.00$
132 A-2 & A-3 Occupancies - New each [2]1,060.00$
133 A-2 & A-3 Occupancies - Tenant Improvements each [2]817.00$
134 A-4 & A-5 Occupancies - New each [2]1,545.00$
135 A-4 & A-5 Occupancies - Tenant Improvements each [2]1,182.00$
136 E Occupancies - New each [2]1,545.00$
137 E Occupancies - Tenant Improvements each [2]1,182.00$
138 E Occupancies (Daycare Only) each [2]618.00$
139 F Occupancies - New each [2]1,060.00$
140 F Occupancies - Tenant Improvements each [2]817.00$
141 H Occupancies (Not Including Chem Class) - New each [2]1,060.00$
142
H Occupancies (Not Including Chem Class) - Tenant
Improvements each [2]817.00$
143 I Occupancies - New each [2]1,060.00$
144 I Occupancies - Tenant Improvements each [2]817.00$
145 L Occupancies - New each [2]618.00$
146 L Occupancies - Tenant Improvements each [2]487.00$
147 R-1 & R-2 Occupancies <50 Units New flat [2]1,545.00$
148 R-1 & R-2 Occupancies ≥50 Units New flat [2]1,910.00$
149 R-3 Townhomes New each [2]1,060.00$
150 R Occupancies All - Tenant Improvements each [2]817.00$
151 S Occupancies < 50,000 sq. ft. New flat [2]618.00$
152 S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]487.00$
153 S Occupancies ≥ 50,000 sq. ft. New flat [2]1,149.00$
154 S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]882.00$
Plan Review and Inspection
Hazardous Materials Storage
155 Chem Class <10 Chemicals flat [2]630.00$
156 Chem Class 10- 25 Chemicals flat [2]982.00$
157 Chem Class 26 - 100 Chemicals flat [2]1,425.00$
158 Chem Class >100 Chemicals flat [2]1,867.00$
159 Fire Department Access & Fire Lanes flat [2]320.00$
160 High Piled Storage flat [2]982.00$
161 High Rise Structure Greater Than 55 feet 441.00$
162 Per Additional Floor flat [2]352.00$
Storage Tanks
163 Aboveground Storage Tanks (First Tank)each [2]939.00$
164 Underground Storage Tanks (First Tank)each [2]850.00$
165 Each Additional Tank each [2]133.00$
Vegetation Fuel Modification
166 Custom Home flat [2]630.00$
167 Tract <75 Homes flat [2]1,161.00$
168 Tract ≥75 Homes flat [2]1,690.00$
169 Smoke Control - Rationale Analysis & Plan Review 1,779.00$
11June 18, 2024 Item #11 Page 303 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Fire Fees
Aerial Fireworks Display
170 Major each [2]1,678.00$
171 Minor each [2]971.00$
Plan Review
172 Processing Fee each [2]30.00$
173 Per Hour - Overtime hourly [2]191.00$
174 Per Hour - Regular Office Hours hourly [2]176.00$
Hourly Services for: Alternate Methods and Materials Review,
Time and Materials Review, Project Meetings, etc.
175 First Hour each [2]207.00$
176 Each Additional Hour hourly [2]176.00$
177 Plan Resubmittal (3rd and Subsequent Submittal, Per Hour)hourly [2]176.00$
178 Reinspection (Per Inspection)each [2]250.00$
Tent Permit (Not associated with special events)
179 Single Tent each [2]264.00$
180 2-5 Tents flat [2]529.00$
181 6 or More Tents flat [2]708.00$
182 Weed Abatement Administrative Fee 352.00$
183 Fire Nuisance Alarm - 1st Response in 12 Month Period each [1]-$
184 Fire Nuisance Alarm - 2nd Response in 12 Month Period each [1]105.00$
185 Fire Nuisance Alarm - 3rd Response in 12 Month Period each [1]210.00$
186 Fire Nuisance Alarm - Each Additional Response Thereafter each [1]412.00$
187 Fire Nuisance Alarm - Each Billing each [1]14.00$
188 Special Events Application Processing flat [2],[6]176.00$
189
Special Events - Fire Prevention/Operations Support Prior
To/During Event each [2],[6] Actual Cost
Fire & Life Safety Inspections and Fire Code Permits
Fire Inspections for the following Occupancies:
190
Care Facility for More than 6 Ambulatory & Non-Ambulatory
Clients each [2],[4]191.00$
191
Hospitals, Nursing Homes, Mental Hospitals, Detoxification and
Surgery Centers each [2],[4]368.00$
192 Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, Etc.)each [2],[4]191.00$
193
Pre-Inspection Residential Care Facility (i.e. Single Family
Residences)each [2],[4]191.00$
194 High Rise Facility > 75 ft. (Per Floor of Building)each [2],[4]191.00$
State Mandated School Inspection - Public or Private School [2],[4]
195 Pre-School each [2],[4]441.00$
196 Elementary/Middle School each [2],[4]708.00$
197 High School each [2],[4]1,060.00$
State Mandated Hotel and Motel Inspection
198 1-5 Buildings Per Property flat [2],[4]618.00$
199 6-10 Buildings Per Property flat [2],[4]1,060.00$
200 11 or More Buildings Per Property flat [2],[4]1,324.00$
State Mandated Apartment Inspection
201 3-10 Units Per Building flat [2],[4]221.00$
202 11-40 Units Per Building flat [2],[4]264.00$
203 Greater than 40 Units Per Building flat [2],[4]353.00$
12June 18, 2024 Item #11 Page 304 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Fire Code Permits - Initial Permit
204 Tier 1 each [2],[5]191.00$
205 Tier 2 each [2],[5]368.00$
206 Tier 3 each [2],[5]544.00$
Fire Code Permits - Annual Renewal Permit
207 Tier 1 each [2],[5]103.00$
208 Tier 2 each [2],[5]191.00$
209 Tier 3 each [2],[5]280.00$
Assembly
210 < 300 people flat [2]191.00$
211 > 300 people flat [2]368.00$
All Other Occupancies Annual Inspections
212 Tier 1 - 5,000 sq. ft. or Less flat [2]147.00$
213 Tier 2 - 5,001 to 20,000 sq. ft.flat [2]234.00$
214 Tier 3 - 20,001 and Greater flat [2]368.00$
215
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]176.00$
[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.
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.
Tier 1 – Candles – Open Flame; Cryogens; Dry Cleaning; Liquefied Petroleum Gas (LPG); Motor Vehicle Fuel Dispensing; Industrial Ovens; Hot
Works; Welding
Tier 2 – Aerosol; Aviation Facility; Waste Handling; Carnival/Fair; Combustible Materials Storage; Compressed Gas; Dust Producing
Operations; Flammable Liquids – Storage; Combustible Liquids – Storage; Flammable/Combustible Liquids – Tanks; Flammable/Combustible
Liquids – AST/UST Removal; Fruit Ripening; Hazardous Materials; Magnesium Work; Repair Garage; Tire Storage; Explosives-Model Rockets
Tier 3 – Aircraft Refueling; Explosives – Blasting & Fireworks; High Piled Combustible Storage (HPS); Lumber Yards & Woodworking Plants;
Refrigeration Equipment; Spraying or Dipping Operations
Package Permits – All permits associated in the following activities are included in the Tier priced above: Dry Cleaning; Motor Vehicle Fuel
Dispensing; Repair Garage; Welding
13June 18, 2024 Item #11 Page 305 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Police Fees
216 Audio/Photos on USB each [2]44.00$
217 Burglary Alarm Registration Fee each [2]29.00$
218 False Alarm Response - Second Occurrence each [2]39.00$
219 False Alarm Response - Additional Occurrence each [2]73.00$
220 Excess False Alarm Panic Response - Robbery each [3]100.00$
221 Excess False Alarm Panic Response - Burglary each [3]100.00$
222 Copy Investigation Record each [2]60.00$
223 Dispatch Records Searches per query [2]24.00$
224 Entertainment License each [2]308.00$
225 Fingerprinting processing Fee each [2],[5]27.00$
226 Fix-It Ticket - moving violation each [2],[6]21.00$
227 Fix-It Ticket - parking/registration violation each [2],[6]13.00$
228 Handicap Placard Violation Waiver Processing Fee each [2],[7]29.00$
229 Photograph Copy - Subpoena or Records requests that require
retrieval in QueTel evidence program.each [2]21.00$
230 Police/Fire - Emergency Response DUI Traffic Collision (max $12,000
per incident)each [1] Actual Cost
231 Production of body worn camera videos. Staff time per hour of
production and redaction of videos.each [1] Actual Cost
232 Report Copy Fee (Free to Victim)each [2]13.00$
233 Rental of Conference rooms to Safety Personnel each [2]230.00$
234 Storage/Impounded Vehicle Administrative Charge each [2]159.00$
235
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]88.00$
[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 18, 2024 Item #11 Page 306 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Administrative Citation Penalties
236 1st Violation of a City Ordinance each [2]100.00$
237 2nd Violation of a City Ordinance each [2]200.00$
238 3rd Violation of a City Ordinance each [2]500.00$
239 Subsequent violation of same ordinance within one year each [2]500.00$
Vehicle, Traffic, and Parking Civil Penalties
240 CA Vehicle Code Parking Violation, if not specified by separate fee
amount (rounded)each [3]48.00$
241 CA VC 22500(i) Bus Zone each [3]263.00$
242 CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$
243 CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading
Area each [3]343.00$
244 CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$
245 CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$
246 CA Vehicle Code Violation for Equipment, if not specified by
separate fee amount (rounded)each [3]38.00$
247 CA VC 4000(a) Expired Registration each [3]63.00$
248 CA VC 26100C Tinted Covers on Headlights each [3]48.00$
249 CA VC 28071 Passenger Car Bumpers Required each [3]88.00$
250
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 18, 2024 Item #11 Page 307 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Trash Collection Rates (Stormwater fee included)
Residential Services
251 3-Cart (64 or 96 gallon cart)[1]30.67$
252 3-Cart Low Generator (35 gallon cart)[1]27.96$
253 Back Yard Service Fee (added to curbside rate)[1]38.60$
254 Additional Solid Waste Cart [1]3.34$
255 Additional Recycled Materials Cart (4+)[1]3.34$
256 Additional Organics Cart (4+)[1]3.34$
Commercial Services
Commercial Solid Waste - 64 or 96 Gallon Cart
257 One pick-up per week [1]30.59$
258 Two pick-ups per week [1]61.19$
259 Three pick-ups per week [1]91.78$
260 Four pick-ups per week [1]118.52$
261 Five pick-ups per week [1]145.37$
262 Six pick-ups per week [1]172.20$
263 Extra pick-up per week [1]14.41$
Commercial 96 Gallon Cart - Recycling and Organics Included
264 One pick-up per week [1]64.16$
265 Two pick-ups per week [1]113.41$
266 Three pick-ups per week [1]162.60$
267 Four pick-up per week [1]209.98$
268 Five pick-ups per week [1]257.56$
269 Six pick-ups per week [1]305.10$
270 Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]13.98$
Commercial Solid Waste Yard Bins
271 1-yard bin - one pick-up per week [1]80.61$
272 1-yard bin - two pick-ups per week [1]136.92$
273 1-yard bin - three pick-ups per week [1]193.44$
274 1-yard bin - four pick-ups per week [1]249.78$
275 1-yard bin - five pick-ups per week [1]306.40$
276 1-yard bin - six pick-ups per week [1]362.95$
277 1-yard bin - extra pick-up [1]38.77$
278 2-yard bin - one pick-up per week [1]109.50$
279 2-yard bin - two pick-ups per week [1]192.71$
280 2-yard bin - three pick-ups per week [1]275.96$
281 2-yard bin - four pick-ups per week [1]359.06$
282 2-yard bin - five pick-ups per week [1]442.34$
283 2-yard bin - six pick-ups per week [1]525.57$
284 2-yard bin - extra pick-up [1]52.66$
285 3-yard bin - one pick-up per week [1]148.75$
286 3-yard bin - two pick-ups per week [1]271.23$
287 3-yard bin - three pick-ups per week [1]393.68$
16June 18, 2024 Item #11 Page 308 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
288 3-yard bin - four pick-ups per week [1]525.57$
289 3-yard bin - five pick-ups per week [1]638.59$
290 3-yard bin - six pick-ups per week [1]761.08$
291 3-yard bin - extra pick-up [1]70.68$
292 4-yard bin - one pick-up per week [1]198.38$
293 4-yard bin - two pick-ups per week [1]370.45$
294 4-yard bin - three pick-ups per week [1]542.59$
295 4-yard bin - four pick-ups per week [1]714.67$
296 4-yard bin - five pick-ups per week [1]886.76$
297 4-yard bin - six pick-ups per week [1]1,058.86$
298 4-yard bin - extra pick-up [1]84.56$
299 5-yard bin - one pick-up per week [1]248.02$
300 5-yard bin - two pick-ups per week [1]469.78$
301 5-yard bin - three pick-ups per week [1]691.49$
302 5-yard bin - four pick-ups per week [1]886.76$
303 5-yard bin - five pick-ups per week [1]1,134.97$
304 5-yard bin - six pick-ups per week [1]1,356.73$
305 5-yard bin - extra pick-up [1]98.41$
306 6-yard bin - one pick-up per week [1]271.23$
307 6-yard bin - two pick-ups per week [1]525.57$
308 6-yard bin - three pick-ups per week [1]761.08$
309 6-yard bin - four pick-ups per week [1]1,058.86$
310 6-yard bin - five pick-ups per week [1]1,356.73$
311 6-yard bin - six pick-ups per week [1]1,738.39$
312 6-yard bin - extra pick-up [1]123.03$
Commercial Split Bins (includes 2 locks )[1]
313 One pick-up per week [1]120.13$
314 Two pick-ups per week [1]219.25$
315 Three pick-ups per week [1]318.35$
316 Four pick-ups per week [1]417.45$
317 Five pick-ups per week [1]516.55$
318 Six pick-ups per week [1]615.67$
Commercial Bin Compactor - Solid Waste
319 3-yard bin - one pick-up per week [1]208.52$
320 3-yard bin - two pick-ups per week [1]390.48$
321 3-yard bin - three pick-ups per week [1]572.44$
322 3-yard bin - four pick-ups per week [1]754.38$
323 3-yard bin - five pick-ups per week [1]936.35$
324 3-yard bin - six picks-up per week [1]1,118.35$
325 3-yard bin - extra pick-up [1]84.80$
326 4-yard bin - one pick-up per week [1]344.35$
327 4-yard bin - two pick-ups per week [1]659.76$
328 4-yard bin - three pick-ups per week [1]975.65$
329 4-yard bin - four pick-ups per week [1]1,291.47$
330 4-yard bin - five pick-ups per week [1]1,607.40$
17June 18, 2024 Item #11 Page 309 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
331 4-yard bin - six picks-up per week [1]1,923.39$
332 4-yard bin - extra pick-up [1]140.04$
333 6-yard bin - one pick-up per week [1]538.27$
334 6-yard bin - two pick-ups per week [1]1,060.96$
335 6-yard bin - three pick-ups per week [1]1,584.60$
336 6-yard bin - four pick-ups per week [1]2,108.77$
337 6-yard bin - five pick-ups per week [1]2,633.18$
338 6-yard bin - six picks-up per week [1]3,157.70$
339 6-yard bin - extra pick-up [1]218.89$
Commercial Recycling
340 32 gal cart - one pick-up per week [1]22.36$
341 32 gal cart - two pick-ups per week [1]44.74$
342 32 gal cart - three pick-ups per week [1]67.10$
343 32 gal cart - four pick-ups per week [1]86.64$
344 32 gal cart - five pick-ups per week [1]106.28$
345 32 gal cart - six pick-ups per week [1]125.90$
346 64 or 96 gal cart - one pick-up per week [1]24.48$
347 64 or 96 gal cart - two pick-ups per week [1]48.95$
348 64 or 96 gal cart - three pick-ups per week [1]73.42$
349 64 or 96 gal cart - four pick-ups per week [1]94.82$
350 64 or 96 gal cart - five pick-ups per week [1]116.30$
351 64 or 96 gal cart - six pick-ups per week [1]137.76$
352 64 or 96 gal cart - extra pick-up [1]11.53$
353 1-yard bin - one pick-up per week [1]64.49$
354 1-yard bin - two pick-ups per week [1]109.53$
355 1-yard bin - three pick-ups per week [1]154.75$
356 1-yard bin - four pick-ups per week [1]199.82$
357 1-yard bin - five pick-ups per week [1]245.12$
358 1-yard bin - six pick-ups per week [1]290.36$
359 1-yard bin - extra pick-up [1]31.01$
360 2-yard bin - one pick-up per week [1]87.61$
361 2-yard bin - two pick-ups per week [1]154.16$
362 2-yard bin - three pick-ups per week [1]220.76$
363 2-yard bin - four pick-ups per week [1]287.24$
364 2-yard bin - five pick-ups per week [1]353.87$
365 2-yard bin - six pick-ups per week [1]420.46$
366 2-yard bin - extra pick-up [1]42.13$
367 3-yard bin - one pick-up per week [1]119.00$
368 3-yard bin - two pick-ups per week [1]216.99$
369 3-yard bin - three pick-ups per week [1]314.95$
370 3-yard bin - four pick-ups per week [1]420.46$
371 3-yard bin - five pick-ups per week [1]510.87$
372 3-yard bin - six pick-ups per week [1]608.86$
373 3-yard bin - seven pick-ups per week [1]709.49$
374 3-yard bin - extra pick-up [1]56.54$
18June 18, 2024 Item #11 Page 310 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
375 4-yard bin - one pick-up per week [1]158.69$
376 4-yard bin - two pick-ups per week [1]296.36$
377 4-yard bin - three pick-ups per week [1]434.07$
378 4-yard bin - four pick-ups per week [1]571.73$
379 4-yard bin - five pick-ups per week [1]709.41$
380 4-yard bin - six pick-ups per week [1]847.09$
381 4-yard bin - seven pick-ups per week [1]984.90$
382 4-yard bin - extra pick-up [1]67.65$
383 5-yard bin - one pick-up per week [1]198.41$
384 5-yard bin - two pick-ups per week [1]375.82$
385 5-yard bin - three pick-ups per week [1]553.19$
386 5-yard bin - four pick-ups per week [1]709.41$
387 5-yard bin - five pick-ups per week [1]907.97$
388 5-yard bin - six pick-ups per week [1]1,085.39$
389 5-yard bin - extra pick-up [1]78.73$
390 6-yard bin - one pick-up per week [1]216.99$
391 6-yard bin - two pick-ups per week [1]420.46$
392 6-yard bin - three pick-ups per week [1]608.86$
393 6-yard bin - four pick-ups per week [1]847.09$
394 6-yard bin - five pick-ups per week [1]1,085.39$
395 6-yard bin - six pick-ups per week [1]1,390.71$
396 6-yard bin - extra pick-up [1]98.43$
Commercial Bin Compactor - Recycling
397 3-yard bin - one pick-up per week [1]166.82$
398 3-yard bin - two pick-ups per week [1]312.39$
399 3-yard bin - three pick-ups per week [1]457.95$
400 3-yard bin - four pick-ups per week [1]603.50$
401 3-yard bin - five pick-ups per week [1]749.08$
402 3-yard bin - six picks-up per week [1]894.67$
403 3-yard bin - extra pick-up [1]67.84$
404 4-yard bin - one pick-up per week [1]275.48$
405 4-yard bin - two pick-ups per week [1]527.81$
406 4-yard bin - three pick-ups per week [1]780.51$
407 4-yard bin - four pick-ups per week [1]1,033.17$
408 4-yard bin - five pick-ups per week [1]1,285.93$
409 4-yard bin - six picks-up per week [1]1,538.71$
410 4-yard bin - extra pick-up [1]112.03$
411 6-yard bin - one pick-up per week [1]430.62$
412 6-yard bin - two pick-ups per week [1]848.77$
413 6-yard bin - three pick-ups per week [1]1,267.67$
414 6-yard bin - four pick-ups per week [1]1,687.02$
415 6-yard bin - five pick-ups per week [1]2,106.55$
416 6-yard bin - six picks-up per week [1]2,526.17$
417 6-yard bin - extra pick-up [1]175.11$
19June 18, 2024 Item #11 Page 311 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Organics Recycling
418 32 gal cart - one pick-up per week [1]22.36$
419 32 gal cart - two pick-ups per week [1]44.74$
420 32 gal cart - three pick-ups per week [1]67.10$
421 32 gal cart - four pick-ups per week [1]86.64$
422 32 gal cart - five pick-ups per week [1]106.28$
423 32 gal cart - six pick-ups per week [1]125.90$
424 64 or 96 gal cart - one pick-up per week [1]24.48$
425 64 or 96 gal cart - two pick-ups per week [1]48.95$
426 64 or 96 gal cart - three pick-ups per week [1]73.42$
427 64 or 96 gal cart - four pick-ups per week [1]94.82$
428 64 or 96 gal cart - five pick-ups per week [1]116.30$
429 64 or 96 gal cart - six pick-ups per week [1]137.76$
430 64 or 96 gal cart - extra pick-up [1]11.53$
431 1-yard bin - one pick-up per week [1]64.49$
432 1-yard bin - two pick-ups per week [1]109.53$
433 1-yard bin - three pick-ups per week [1]154.75$
434 1-yard bin - four pick-ups per week [1]199.82$
435 1-yard bin - five pick-ups per week [1]245.12$
436 1-yard bin - six pick-ups per week [1]290.36$
437 1-yard bin - extra pick-up [1]31.01$
438 1.5-yard bin - one pick-up per week [1]76.05$
439 1.5-yard bin - two pick-ups per week [1]131.85$
440 1.5-yard bin - three pick-ups per week [1]187.76$
441 1.5-yard bin - four pick-ups per week [1]243.53$
442 1.5-yard bin - five pick-ups per week [1]299.50$
443 1.5-yard bin - six pick-ups per week [1]355.41$
444 1.5-yard bin - extra pick-up [1]36.57$
445 2-yard bin - one pick-up per week [1]87.61$
446 2-yard bin - two pick-ups per week [1]154.16$
447 2-yard bin - three pick-ups per week [1]220.76$
448 2-yard bin - four pick-ups per week [1]287.24$
449 2-yard bin - five pick-ups per week [1]353.87$
450 2-yard bin - six pick-ups per week [1]420.46$
451 2-yard bin - extra pick-up [1]42.13$
452 3-yard bin - one pick-up per week [1]119.00$
453 3-yard bin - two pick-ups per week [1]216.99$
454 3-yard bin - three pick-ups per week [1]314.95$
455 3-yard bin - four pick-ups per week [1]420.46$
456 3-yard bin - five pick-ups per week [1]510.87$
457 3-yard bin - six pick-ups per week [1]608.86$
458 3-yard bin - extra pick-up [1]56.54$
459 4-yard bin - one pick-up per week [1]158.69$
460 4-yard bin - two pick-ups per week [1]296.36$
20June 18, 2024 Item #11 Page 312 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
461 4-yard bin - three pick-ups per week [1]434.07$
462 4-yard bin - four pick-ups per week [1]571.73$
463 4-yard bin - five pick-ups per week [1]709.41$
464 4-yard bin - six pick-ups per week [1]847.09$
465 4-yard bin - extra pick-up [1]67.65$
Commercial Bin Compactor - Organics Recycling
466 3-yard bin - one pick-up per week [1]166.82$
467 3-yard bin - two pick-ups per week [1]312.39$
468 3-yard bin - three pick-ups per week [1]457.95$
469 3-yard bin - four pick-ups per week [1]603.50$
470 3-yard bin - five pick-ups per week [1]749.08$
471 3-yard bin - six picks-up per week [1]894.67$
472 3-yard bin - extra pick-up [1]67.84$
473 4-yard bin - one pick-up per week [1]275.48$
474 4-yard bin - two pick-ups per week [1]527.81$
475 4-yard bin - three pick-ups per week [1]780.51$
476 4-yard bin - four pick-ups per week [1]1,033.17$
477 4-yard bin - five pick-ups per week [1]1,285.93$
478 4-yard bin - six picks-up per week [1]1,538.71$
479 4-yard bin - extra pick-up [1]112.03$
480 6-yard bin - one pick-up per week [1]430.62$
481 6-yard bin - two pick-ups per week [1]848.77$
482 6-yard bin - three pick-ups per week [1]1,267.67$
483 6-yard bin - four pick-ups per week [1]1,687.02$
484 6-yard bin - five pick-ups per week [1]2,106.55$
485 6-yard bin - six picks-up per week [1]2,526.17$
486 6-yard bin - extra pick-up [1]175.11$
Special Haul Bin Rate
487 3-yard bin - one pick-up per week [1]181.85$
488 3-yard bin - two pick-ups per week [1]284.20$
489 3-yard bin - three pick-ups per week [1]386.54$
490 3-yard bin - four pick-ups per week [1]488.89$
491 3-yard bin - five pick-ups per week [1]591.25$
492 3-yard bin - six pick-ups per week [1]693.60$
493 3-yard bin - extra pick-up [1]59.37$
Construction and Demolition Recycling
494 Special Haul Bin (no Storm Water Fees) 1 week or less [1]128.43$
495 2-yard temporary C&D Recycling Bin [1]149.74$
496 3-yard temporary C&D Recycling Bin [1]152.19$
497 4-yard temporary C&D Recycling Bin [1]165.40$
498 6-yard temporary C&D Recycling Bin [1]170.87$
21June 18, 2024 Item #11 Page 313 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Fees and Charges
499 Bin Exchange [1]83.11$
500 Bin Lock Set Up Fee [1]51.94$
501 Locking Fee [1]19.75$
502 Overloaded Bins [1]71.56$
503 Bin paint charge fee - allowed 1 per year. After first paint within one
year, there will be a charge per paint request.[1]143.04$
504 Bin Relocation (first 25 feet free)9.87$
505 Special haul bin delivery [1]57.28$
506 Certified burial at Miramar plus special handling fee charged by
Miramar [1]448.40$
507 Commercial Return to Service Fee - The return to service fee for two
or more calls in a one-month period by a bin [1]92.16$
508 Copy Fee - The charge for copies requested by customers [1]1.96$
509 Delivery of extra cart [1]16.05$
510 Late Fee - There will be a minimum fee on any delinquent account -
$3 minimum charge [1]4.94$
511 Bulky Item - Exceeding 5 per pick up - First item [1]58.35$
512 Bulky Item - Exceeding 5 per pick up - each addl item [1]14.95$
513 Per Bulky Item - first item [1]58.35$
514 Per Bulky Item - each additional item [1]14.95$
515 Bulky Item requiring 2 people to handle [1]83.79$
516
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]74.39$
517 Scout service per bin per service [1]67.31$
518 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]46.86$
519 Restart Fee - The fee for restarting commercial service when a
permanent account has been terminated for non-payment.[1]28.11$
Roll off Service
520 Service Fee - Roll off service [1]305.27$
521 Disposal Fee per Ton (pass through)[1]59.91$
522 Recycling Processing Fee per Ton (pass through)[1]39.23$
523 Organics Processing Fee per Ton (pass through)[1]85.76$
524 C&D Processing Fee per Ton (pass through)[1]80.72$
525 Contaminated Load (per occurrence)[1]305.27$
526 Roll off - Demurrage Per Day Charge [1]6.50$
Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up
Commercial Bulky Item Pick-Ups
22June 18, 2024 Item #11 Page 314 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
527 Delivery [1]78.56$
528 Delivery Demo (includes signage) [1]83.05$
529 Relocation Charge onsite [1]61.38$
530 Relocation Charge offsite [1]87.56$
531 Wash Out Receiver Boxes [1]70.22$
532 Dead Run charge [1]105.25$
533 Standby charge after 5 minutes [1]2.78$
[Notes]
[1] Set per contract by Republic Services
23June 18, 2024 Item #11 Page 315 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Account and Service Fees
Water Account Fees
534 Discontinuation of Service - Non-Payment (Shut-off)each [2]72.00$
535 Service Reconnection (Non-Payment) - Same Day/Non-Business
hours (After Hours Turn-On)each [2],[3]275.00$
536 Continuity of Service each [2]9.00$
537 Electronic Notice (in lieu of door hanger)each [2]3.00$
538 Door Hanger Notice each [2]46.00$
539 New Account Set Up (Admin)each [2]44.00$
540 Service Reconnection for Non-Payment (Next Day) Business Hours
(Next Scheduled Day Turn-On)each [2],[3]109.00$
541 New Account Service Connection - (Same Day) Business Hours (Same
Day Turn-On)each [2]148.00$
Water Services Fees
542 Utility Standards and Specifications each [1] Actual Cost
543 Potable Water Meter - Construction Meter Deposit deposit [1]1,000.00$
544 Potable Water Meter - Construction Meter Installation each [2]325.00$
545 Potable Water Meter - Construction Meter Relocation each [2]163.00$
546 Potable Backflow Preventer Annual Testing - 1st Notice each, per
month [1]3.00$
547 Potable Backflow Preventer Annual Testing - 2nd Notice per month [1]22.00$
548 Potable Backflow Preventer Annual Testing - 3rd Notice per month [1]55.00$
549 Potable Water Shutdown Fee each [1]952.00$
Recycled Water Fees
550 Cross-Connection Inspection - County Department of Environmental
Health (CDEH)each [2] Actual Cost
551 Cross-Connection Reinspection each [2] Actual Cost
552 Recycled Water Meter - Construction Meter Deposit deposit [1]1,000.00$
553 Recycled Water Meter - Construction Meter Installation each [2]325.00$
554 Recycled Water Meter - Construction Meter Relocation each [2]163.00$
555 E28 Recycled Water Shutdown - Actual Cost each [2]952.00$
Wastewater Fees
556 Fats, Oils, and Grease (FOG) Fee each [1]166.00$
557 Temporary Discharge to Sewer (city processing fee, plus actual cost) per permit [6]531.00$
Third Party Hydraulic Modelling Fees
558 Third Party Hydraulic Modelling - Consultant Cost (All Water Systems) per project [1],[4] Actual Cost
Processing Fees - Wastewater
559 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]419.00$
560 All others per project [2],[5]839.00$
Processing Fees - Potable Water
561 System Pressure Check each [2]358.00$
562 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]715.00$
563 All others per project [2],[5]1,191.00$
Processing Fees - Recycled Water
24June 18, 2024 Item #11 Page 316 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
564 System Pressure Check each [2]332.00$
565 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]553.00$
566 All others per project [2],[5]1,103.00$
Utilities Department Fees
567
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]179.00$
[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 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
[6]Actual cost is calculated based on cost per gallon to treat the added discharge, plus the
city processing fee.
25June 18, 2024 Item #11 Page 317 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Meter Installation Fees
Potable Water (meter size, inches)
568 5/8" Ultrasonic per [1]469.00$
569 Fire Protection – 5/8" Ultrasonic per [1]469.00$
570 3/4” Ultrasonic per [1]465.00$
571 1” Ultrasonic per [1]595.00$
572 1-1/2” Ultrasonic per [1]723.00$
573 1-1/2” Turbo per [1]877.00$
574 2” Ultrasonic per [1]1,027.00$
575 2” Turbo per [1]1,081.00$
576 3" Ultrasonic per [1] Actual Cost
577 4" Ultrasonic per [1] Actual Cost
578 6” Ultrasonic per [1] Actual Cost
579 8” Ultrasonic per [1] Actual Cost
580 10” Ultrasonic per [1] Actual Cost
581 12” Ultrasonic per [1] Actual Cost
Recycled Water (meter size, inches)
582 5/8" Ultrasonic per [1]469.00$
583 Fire Protection – 5/8" Ultrasonic per [1]469.00$
584 3/4” Ultrasonic per [1]465.00$
585 1” Ultrasonic per [1]595.00$
586 1-1/2” Turbo per [1]877.00$
587 2” Turbo per [1]1,081.00$
588 3" Ultrasonic per [1] Actual Cost
589 4" Ultrasonic per [1] Actual Cost
590 6” Ultrasonic per [1] Actual Cost
591 8” Ultrasonic per [1] Actual Cost
592 10” Ultrasonic per [1] Actual Cost
593 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.
26June 18, 2024 Item #11 Page 318 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Potable and Recycled Water Connection Fees (meter size, inches)
Ultrasonic
594 5/8” each [1]5,733.00$
595 3/4”each [1]8,173.00$
596 1”each [1]12,899.00$
597 1-1/2”each [1]24,366.00$
598 2”each [1]36,694.00$
599 3”each [1]62,079.00$
600 4”each [1]96,568.00$
601 6”each [1] 179,341.00$
602 8”each [1] 211,967.00$
Turbo (All Irrigation Meters)
603 1-1/2”each [1]28,605.00$
604 2”each [1]45,865.00$
605 3”each [1]96,568.00$
606 4”each [1] 275,910.00$
607 6”each [1] 551,808.00$
608 8”each [1] 772,797.00$
[Notes]
[1] Set per City policy
These fees are in addition to the Meter Installation Fees and SDCWA Fees.
27June 18, 2024 Item #11 Page 319 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
San Diego County Water Authority (SDCWA) Fees
SDCWA System Capacity Charge (meter size, inches)
609 Fire Protection per [1]
Based on size of
meter
610 5/8" Displacement per [1]5,700.00$
611 3/4” Displacement per [1]5,700.00$
612 1” Displacement per [1]9,120.00$
613 1-1/2” Displacement per [1]17,100.00$
614 1-1/2” Turbo per [1]17,100.00$
615 2” Displacement per [1]29,640.00$
616 2” Turbo per [1]29,640.00$
617 3” per [1]54,720.00$
618 4” per [1]93,480.00$
619 6”per [1] 171,000.00$
620 8”per [1] 296,400.00$
621 10”per [1] 444,600.00$
622 12”per [1] 752,400.00$
Water Treatment Capacity Charge (meter size, inches)
623 Fire Protection per [1]
Based on size of
meter
624 5/8" Displacement per [1]159.00$
625 3/4” Displacement per [1]159.00$
626 1” Displacement per [1]254.00$
627 1-1/2” Displacement per [1]477.00$
628 1-1/2” Turbo per [1]477.00$
629 2” Displacement per [1]827.00$
630 2” Turbo per [1]827.00$
631 3” per [1]1,526.00$
632 4” per [1]2,608.00$
633 6”per [1]4,770.00$
634 8”per [1]8,268.00$
635 10”per [1]12,402.00$
636 12”per [1]20,988.00$
[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. The Water Authority left these fees unchanged for 2024.
28June 18, 2024 Item #11 Page 320 of 625
Section 2
Development Related
Service Fees
June 18, 2024 Item #11 Page 321 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Planning Department Fees
637 Agricultural Mitigation Fee
per net
converted
acre
[1]10,000.00$
638 Amendments and Revisions to Approved Projects flat [1]
50% of Current
Application Fee
639 Appeals to Planning Commision/City Council [2]930.00$
Building Plan Review
640 Minor Projects, per permit each [3]107.00$
641 Major Projects, per permit each [4]324.00$
642 City Planner Determination each [1]1,047.00$
Coastal Development Permit (CDP)
643 2 - 4 unit or lot subdivision/Multifamily Project per permit [2]6,699.00$
644 5 or more units or lot subdivision/Multifamily Project per permit [2]12,072.00$
645 Emergency flat [2]2,352.00$
646 Exemption flat [2]347.00$
647 Minor Permit flat [2]3,131.00$
648 Non-Residential + 10 cents per sq. ft.flat [2]3,297.00$
649 Single Family Home flat [2]4,388.00$
650 Single Family Home w/bluff per permit [2]6,699.00$
Conditional Use Permit (CUP)
651 Within Biological Habitat Preserve flat [2]2,863.00$
652 Minor flat [2]2,984.00$
653 Regular flat [2]11,170.00$
654 Daycare Permit (7 - 14 Children)flat [2]299.00$
Environmental Impact Assessment (EIA)
655 Initial Study - NEGATIVE DECLARATION base fee (flat) [2]2,984.00$
656 Initial Study - MITIGATED NEG DEC base fee (flat) [2]6,027.00$
657 Initial Study – checklist for streamlining or within the scope
determinations base fee (flat) [2]2,508.00$
658 Initial Study – addendum for MNDs or NDs (city processing fee
plus actual cost)base fee (flat) [2]3,449.00$
Environmental Impact Report (EIR)
Addendum
659 First 20 hours of project planner base fee (flat) [2]4,642.00$
660 >20 hours of project planner per hour [2]130.00$
Focused/Supplemental (requiring a public hearing)
661 First 120 hours of project planner and 20 hours of project
engineer base fee (flat) [2]20,196.00$
662 >120 project planner hours and >20 project engineer hours per hour [2]300.00$
30June 18, 2024 Item #11 Page 322 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
FULL EIR
663 First 180 hours of project planner and 40 hours of project
engineer base fee (flat) [2]31,140.00$
664 >180 project planner hours and >40 project engineer hours per hour [2]300.00$
Fish & Game Fee
665 Environmental Impact Report (EIR)flat [5]4,101.25$
666 Environmental Document pursuant to a Certified Regulatory
Program (CRP)flat [5]1,427.25$
667 Negative Declaration (ND)/Mitigated Negative Declaration (MND) flat [5]2,966.75$
668 Extensions to projects in process flat [1] 25% of current fee
669 General Plan Amendment deposit [2]16,186.00$
Habitat Management Plan (HMP)
670 Amendment to Plan Document - Major - first 60 hours of project
planner base fee (flat) [2]8,975.00$
671 >60 hours of project planner per hour [2]130.00$
672 Amendment to Plan Document - Minor flat [2]5,133.00$
673 Permit - Major -first 40 hours of project planner base fee (flat) [2]6,543.00$
674 >40 hours or project planner per hour [2]130.00$
675 Permit - Minor - first 20 hours of project planner base fee (flat) [2]772.00$
676 >20 hours of project planner per hour [2]130.00$
677 Permit - MINOR W/MINISTERIAL PERMIT flat [2]686.00$
678 Hillside Development Permit - Major - first 40 hours of project
planner base fee (flat) [2]6,939.00$
679 Hillside Development Permit - Minor - first 20 hours of project
planner base fee (flat) [2]1,772.00$
Historic Preservation Permit
680 Local Register Application each [2]1,964.00$
681 Mills Act Application each [2]4,211.00$
682 Concurrent Local Register and Mills Act Applications each [2]4,823.00$
683 Third Party Technical Report Review - Contractor Cost each [2] Actual Cost
684 Mills Act Inspections each [2]No Fee
685 Inspection - Additional Planning per hour [2]130.00$
686 Inspection - Overtime per hour per hour [2]148.00$
Landscape Plan Check/Inspection Fees
687 City Processing Fee per project [2]389.00$
688 Contractor Cost per project [1] Actual Cost
689 Local Coastal Plan - Amendment flat [2]12,792.00$
690 Local Facilities Management Fees - as established by Council deposit [1] Actual Cost
691 Local Facilities Management Plan/Amendment - Fee + deposit in
minimum increments of $5,000 deposit [1]10,000.00$
31June 18, 2024 Item #11 Page 323 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Master Plan
692 Master Plan - Pre-Filing Submittal flat [1]9,477.00$
693 First 200 hours of project planner and 100 hours of project
engineer base fee (flat) [2]44,331.00$
694 >200 project planner hours and >100 project engineer hours per hour [2]381.00$
Major Amendment
695 First 100 hours of project planner and 40 hours of project
engineer base fee (flat) [2]21,100.00$
696 >100 project planner hours and >40 project engineer hours per hour [2]355.00$
Minor Amendment
697 First 30 hours of project planner and 7 hours of project
engineer base fee (flat) [2]4,005.00$
698 >30 project planner hours and >7 project engineer hours per hour [2]355.00$
699 Non-Conforming Construction Permit flat [2]969.00$
700 Notice Fee (+ postage)flat [1] Actual Cost
701 Plan Consistency Determination [2]1,008.00$
702 Planned Development (residential/non-residential) - 5 or more
lots/units - Major Subdivision per project [2]16,454.00$
703 Planned Development (residential/non-residential) - 4 or fewer
lots/units per project [2]7,953.00$
704 Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge
705 Planning Commission Determination-other flat [2]2,788.00$
706 Postage (All)flat [1]
Current Postage
Rate x Number of
labels
707 Precise Development Plan flat [2]16,114.00$
708 Preliminary Plan Review - Major (Other)flat [2]1,008.00$
709 Preliminary Plan Review - Minor (SFD)flat [2]283.00$
710 Re-Recording or Cancellation of an Instrument on Real Property (city
processing fee, plus actual cost)each [1]228.00$
Reversion to Acreage (Consistent with city payroll records charged
against a $3,100 deposit)
711 First 25 hours of project planner and 20 hours of project
engineer base fee (flat) [2]5,627.00$
712 Satellite Antenna Permit flat [2]598.00$
713 Short-Term Vacation Rental Permit Application Fee per
application [2]220.00$
Sign Program
714 Sign Permit (including non-commercial)flat [2]72.00$
715 Sign Program flat [2]1,503.00$
716 Modified Minor Sign Program flat [2]996.00$
717 Modified Regular Sign Program flat [2]2,685.00$
32June 18, 2024 Item #11 Page 324 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Site Development Plan
718 Minor - Village Area Request for a Parking Option flat [2]638.00$
719 Minor - Residential, less than or equal to 4 units/lots or as
required per CMC/PLAN flat [2]5,566.00$
720 Major - 5 or more units/lots or as required per CMC/PLAN flat [2]19,965.00$
721 Special Use Permit - Other flat [2]6,338.00$
722 Special Use Permit - Floodplain flat [2]5,951.00$
Specific Plan
Base Fee
723 First 200 hours of project planner and 60 hours of project
engineer base fee (flat) [2]41,176.00$
724 >200 project planner hours and >60 project engineer hours per hour [2]355.00$
Amendment - Major
725 First 180 hours of project planner and 30 hours of project
engineer base fee (flat) [2]31,760.00$
726 >180 project planner hours and >30 project engineer hours per hour [2]355.00$
Amendment - Minor
727 First 20 hours of project planner and 7 hours of project
engineer base fee (flat) [2]3,918.00$
728 >20 project planner hours and >7 project engineer hours per hour [2]355.00$
729 Street Name Change flat [2]2,354.00$
Tentative Maps
730 Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]6,860.00$
731 Tentative Tract Map - 5 - 49 units/lots flat [2]14,074.00$
732 Tentative Tract Map - 50 + units/lots flat [2]20,026.00$
733 Tentative Tract Map Litigation Stay flat [1] 25% of current fee
Third Party Review
734 Processing Fee per project [2]799.00$
735 Consultant Cost per project [1] Actual Cost
736 Variance flat [2]5,146.00$
737 Variance - Minor flat [2]1,070.00$
Village Area
738 Village Area Review - Administrative flat [2]586.00$
739 Village Area Review - Major - Plus Noticing Costs flat [2]4,145.00$
740 Village Area Review - Minor - Plus Noticing Costs flat [2]2,261.00$
741 Village Area - Parking In Lieu Fee each [1]11,240.00$
33June 18, 2024 Item #11 Page 325 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
742 Wireless Communication Third Party Review flat [1] Actual Cost
743 Zone Change flat [2]12,586.00$
744 Zone Code Compliance Letter flat [2]164.00$
745 Research Fee per hour [2]164.00$
746
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]117.00$
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 $50.00 County Clerk processing fee.
Updated with new fees effective Jan. 1, 2024.
34June 18, 2024 Item #11 Page 326 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Engineering Department Fees
747 Adjustment Plat per project [2]1,834.00$
Building Plan Review
748 Minor Projects, per permit each [3]204.00$
749 Major Projects, per permit each [4]638.00$
Certificate
750 Certificate of Compliance each [2]1,488.00$
751 Certificate of Compliance In Lieu of Parcel Map each [2]4,104.00$
752 Certificate of Correction each [2]1,156.00$
Construction Change Review - Major
753 Base Fee per project [2]976.00$
754 Plus fee per sheet per sheet [2]378.00$
Construction Change Review - Minor
755 Base Fee per project [2]693.00$
756 Plus fee per sheet per sheet [2]313.00$
757 Developer Agreements - Deposit $10,000 increments
(Consistent with city payroll records + overhead)deposit [1] Actual Cost
758 Easement Document Processing and Recording per project [2]1,635.00$
759 Encroachment Agreement Processing per project [2]511.00$
760 Grading Permit Investigation Fee (Consistent with city payroll records
+ overhead)
deposit [1] Actual Cost
Grading Plan Check Fees (cubic yard)
761 0 - 100 CY flat [2]2,023.00$
762 101 CY flat [2]2,700.00$
763 each additional 100 CY up to 1,000 each [2]170.00$
764 1,001 CY flat [2]4,717.00$
765 each additional 1,000 CY up to 10,000 each [2]234.00$
766 10,001 flat [2]6,923.00$
767 each additional 10,000 CY up to 100,000 each [2]333.00$
768 100,001 flat [2]9,912.00$
769 each additional 10,000 CY up to 200,000 each [2]382.00$
770 200,001 flat [2]14,435.00$
771 each additional 100,000 CY up to 400,000 each [2]826.00$
772 400,001 flat [2]16,104.00$
773 each additional 100,000 CY up to 1,000,000 each [2]574.00$
774 1,000,001 flat [2]19,600.00$
775 each additional 100,00 CY each [2]1,887.00$
35June 18, 2024 Item #11 Page 327 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Grading Permit Fees (cubic yard)
776 0 - 100 CY flat [2],[4],
[5]2,675.00$
777 101 CY flat [2],[4],
[5]2,681.00$
778 each additional 100 CY up to 1,000 each [2],[4],
[5]208.00$
779 1,001 CY flat [2],[4],
[5]4,605.00$
780 each additional 1,000 CY up to 10,000 each [2],[4],
[5]209.00$
781 10,001 flat [2],[4],
[5]6,539.00$
782 each additional 10,000 CY up to 100,000 each [2],[4],
[5]328.00$
783 100,001 flat [2],[4],
[5]9,597.00$
784 each additional 10,000 CY up to 200,000 each [2],[4],
[5]189.00$
785 200,001 flat [2],[4],
[5]11,685.00$
786 each additional 100,000 CY up to 400,000 each [2],[4],
[5]209.00$
787 400,001 flat [2],[4],
[5]17,627.00$
788 each additional 100,000 CY up to 1,000,000 each [2],[4],
[5]1,791.00$
789 1,000,001 flat [2],[4],
[5]28,892.00$
790 each additional 100,00 CY each [2],[4],
[5]2,768.00$
Improvement Plan Review Fee
791 $0 - $20,000 flat [2]3,461.00$
792 $20,001 flat [2]4,853.00$
793 each additional $10,000 up to $50,000 each [2]426.00$
794 $50,001 flat [2]6,273.00$
795 each additional $10,000 up to $100,000 each [2]461.00$
796 $100,001 flat [2]8,686.00$
797 each additional $10,000 up to $250,000 each [2]426.00$
798 $250,001 flat [2]17,817.00$
799 each additional $10,000 up to $500,000 each [2]214.00$
800 $500,001 flat [2]23,566.00$
801 each additional $10,000 up to $1,000,000 each [2]116.00$
802 $1,000,001 flat [2]29,771.00$
803 each additional $10,000 each [2]277.00$
36June 18, 2024 Item #11 Page 328 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Improvement Inspection
804 $0 - $20,000 flat [2]1,732.00$
805 $20,001 flat [2]3,029.00$
806 each additional $10,000 up to $50,000 each [2]473.00$
807 $50,001 flat [2]5,016.00$
808 each additional $10,000 up to $100,000 each [2]251.00$
809 $100,001 flat [2]6,327.00$
810 each additional $10,000 up to $250,000 each [2]195.00$
811 $250,001 flat [2]9,402.00$
812 each additional $10,000 up to $500,000 each [2]205.00$
813 $500,001 flat [2]14,436.00$
814 each additional $10,000 up to $1,000,000 each [2]133.00$
815 $1,000,001 flat [2]22,135.00$
816 each additional $10,000 each [2]206.00$
Mapping Fees
Final Tract Map - Major Subdivision
817 Base Fee per project [2]11,424.00$
818 additional acre per acre [2]125.00$
819 Parcel Map - Minor Subdivision per project [2]5,411.00$
820 Neighborhood Improvement Agreements each [2]224.00$
821 Oversize Load Permit - 1 trip each [6]16.00$
822 Oversize Load Permit - Annual/Per Year each [6]90.00$
823 Quitclaim of Easement each [2]976.00$
824 Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost
Retaining Wall Plan Check Fees
Retaining Wall Plan Check Valuation
825 $0 - $50,000 flat [2]519.00$
826 $50,001 - $250,000 flat [2]2,407.00$
827 $250,000+flat [2]4,239.00$
828 Reversion to Acreage deposit [2]4,033.00$
Right-of-Way Permit
829 Minor - Non-Construction each [2]244.00$
830 Minor - Construction each [2]570.00$
Telecommunications (WCF/Broadband)
831 City Processing Fee - single telecommunications application each [1]344.00$
832 City Processing Fee - batched applications (for each 10
telecommunications nodes)each [1]1,033.00$
833 City Processing Fee - concurrent microtrenching (up to 50
linear feet)each [1]128.00$
Utility
834 City Processing Fee each [2]401.00$
835 Inspector's Time hourly [2]151.00$
836 Utility (by contract)each [2]1,155.00$
37June 18, 2024 Item #11 Page 329 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Use - Initial Permit
837 Curb Cafe each [2]584.00$
838 Outdoor Display each [2]244.00$
839 Sidewalk Café each [2]584.00$
Use - Annual Renewal
840 Curb Cafe each [2]244.00$
841 Outdoor Display each [2]244.00$
842 Sidewalk Café each [2]244.00$
843 Village Area - Curb Café (max of two parking spaces)per space/
per year [2]1,200.00$
844 Secured Agreement Processing - Extension each [2]405.00$
845 Secured Agreement Processing - Replacement, plus improvement
plan revision fees if required each [2]714.00$
846
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
847
Segregation of Assessments - 5 lots or more - fee + $20 per lot
(Consistent with city payroll records + overhead, consultant cost and
recording fee. Also see Streets and Highways Code Section 8760-
8769)
deposit [1] Actual Cost
Storm Water Pollution Prevention Plan (SWPPP) Fees
Plan Review Fee
848 Tier 1 per site [2]85.00$
849 Tier 2 per site [2]401.00$
850 Tier 3 one acre or
less [2]917.00$
851 Tier 3 - Supplemental Fee per acre [2]147.00$
Inspection Fee
852 Tier 1 per site [2]302.00$
853 Tier 2 per site [2]5,469.00$
854 Tier 3 one acre or
less [2]6,488.00$
855 Tier 3 - Supplemental Fee per acre [2]1,346.00$
Storm Water Quality Management Plan (SWQMP) Fees
856 Plan Review - Base Fee each [2]1,415.00$
857 Plan Review - For each subsequent acre or portion thereof over
one half acre per acre [2]115.00$
858 Plan Review - Trash Capture Only each [2]1,650.00$
859 Inspection Fee - Base Fee each [2]879.00$
860 Inspection Fee - For each subsequent acre or portion thereof
over one half acre per acre [2]617.00$
861 Street Vacation - Street/Public Service Easement Vacation - Regular each [2]4,761.00$
862 Street Vacation - Street/Public Service Easement Vacation - Summary each [2]2,051.00$
Third Party Review
863 Processing Fee per project [2]356.00$
38June 18, 2024 Item #11 Page 330 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
864 Consultant Cost per project [1] Actual Cost
865
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]229.00$
[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] Minor: residential new/remodel, commercial/industrial tenant improvement
[4] Major: Commercial/Industrial new
[5]
[6]
[7] Maximum limit set by CA Vehicle Code 35795(b)(1)
Quantities are calculated by using the greater of cut/fill, plus remedial work. Plan checks extending more than 24 months may be assessed an
additional fee of 25% of the current plan check fee.
Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is subject to City Engineer
approval per CMC 15.16.062.
39June 18, 2024 Item #11 Page 331 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
New Construction, Additions, and Major Remodels [1]
Commercial/Industrial Uses - Structural (All newly constructed or
added space for non-residential occupancies classified as CBC Group
A, B, E, F, H, I, M, or other commercial occupancies not specifically
addressed elsewhere in this Fee Schedule)
866 0 - 500 sq. ft.flat [2]1,235.00$
867 additional sq. ft. up to 4,999 each [2]0.39$
868 5,000 sq. ft.flat [2]2,977.00$
869 additional sq. ft. up to 9,999 each [2]0.52$
870 10,000 sq. ft.flat [2]5,575.00$
871 additional sq. ft. up to 49,999 each [2]0.05$
872 50,000 sq. ft.flat [2]7,634.00$
873 additional sq. ft. up to 99,999 each [2]0.11$
874 100,000 sq. ft.flat [2]13,557.00$
875 additional sq. ft.each [2]0.13$
Commercial Residential and Multifamily Residential Uses - (All
newly constructed or added space for residential occupancies
classified as CBC Group R (except R-3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)
876 0 - 500 sq. ft.flat [2]1,171.00$
877 additional sq. ft. up to 4,999 each [2]0.65$
878 5,000 sq. ft.flat [2]4,086.00$
879 additional sq. ft. up to 9,999 each [2]0.64$
880 10,000 sq. ft.flat [2]7,286.00$
881 additional sq. ft. up to 49,999 each [2]0.06$
882 50,000 sq. ft.flat [2]9,661.00$
883 additional sq. ft. up to 99,999 each [2]0.17$
884 100,000 sq. ft.flat [2]17,865.00$
885 additional sq. ft.each [2]0.18$
Low and Moderate Hazard Storage - (All newly constructed or added
space for storage occupancies classified as CBC Group S, or other
storage occupancies not specifically addressed elsewhere in this Fee
Schedule)
886 0 - 500 sq. ft.flat [2]1,110.00$
887 additional sq. ft. up to 4,999 each [2]0.39$
888 5,000 sq. ft.flat [2]2,863.00$
889 additional sq. ft. up to 9,999 each [2]0.26$
890 10,000 sq. ft.flat [2]4,151.00$
891 additional sq. ft. up to 49,999 each [2]0.03$
892 50,000 sq. ft.flat [2]5,349.00$
893 additional sq. ft. up to 99,999 each [2]0.01$
894 100,000 sq. ft.flat [2]5,846.00$
895 additional sq. ft.each [2]0.06$
40June 18, 2024 Item #11 Page 332 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Attached Accessory and Utility Uses - (All newly constructed, added
or structurally remodeled space for utility and accessory occupancies
classified as CBC Group U, or other utility and accessory occupancies
not specifically addressed elsewhere in this Fee Schedule
896 0 - 200 sq. ft.flat [2]585.00$
897 additional sq. ft. up to 399 each [2]2.00$
898 400 sq. ft.flat [2]906.00$
899 additional sq. ft. up to 599 each [2]0.73$
900 600 sq. ft.flat [2]1,053.00$
901 additional sq. ft. up to 999 each [2]0.36$
902 1,000 sq. ft.flat [2]1,198.00$
903 additional sq. ft. up to 2,999 each [2]0.18$
904 3,000 sq. ft.flat [2]1,550.00$
905 additional sq. ft.each [2]0.52$
Detached Accessory and Utility Uses - (All newly constructed, added,
or structurally remodeled space for utility and accessory
occupancies/uses not specifically addressed elsewhere in this Fee
Schedule)
906 0 - 200 sq. ft.flat [2]585.00$
907 additional sq. ft. up to 399 each [2]2.00$
908 400 sq. ft.flat [2]906.00$
909 additional sq. ft. up to 599 each [2]0.73$
910 600 sq. ft.flat [2]1,053.00$
911 additional sq. ft. up to 999 each [2]0.36$
912 1,000 sq. ft.flat [2]1,198.00$
913 additional sq. ft. up to 2,999 each [2]0.18$
914 3,000 sq. ft.flat [2]1,550.00$
915 additional sq. ft.each [2]0.52$
Shell Buildings for all Commercial/Industrial Uses - (The enclosure
for all newly constructed or added space for non-residential
occupancies classified as CBC Group A, B, E, F, H, I, M, or other
commercial occupancies not specifically addressed elsewhere in this
Fee Schedule where the interior is not completed or occupiable)
916 0 - 500 sq. ft.flat [2]965.00$
917 additional sq. ft. up to 4,999 each [2]0.26$
918 5,000 sq. ft.flat [2]2,105.00$
919 additional sq. ft. up to 9,999 each [2]0.30$
920 10,000 sq. ft.flat [2]3,625.00$
921 additional sq. ft. up to 49,999 each [2]0.02$
922 50,000 sq. ft.flat [2]4,793.00$
923 additional sq. ft. up to 99,999 each [2]0.01$
924 100,000 sq. ft.flat [2]5,379.00$
925 additional sq. ft.each [2]0.05$
41June 18, 2024 Item #11 Page 333 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial/Industrial Tenant Improvement - Structural -
(Structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee
Schedule where the structure is not altered)
926 0 - 500 sq. ft.flat [2]848.00$
927 additional sq. ft. up to 4,999 each [2]0.24$
928 5,000 sq. ft.flat [2]1,930.00$
929 additional sq. ft. up to 9,999 each [2]0.10$
930 10,000 sq. ft.flat [2]2,455.00$
931 additional sq. ft. up to 49,999 each [2]0.06$
932 50,000 sq. ft.flat [2]4,970.00$
933 additional sq. ft. up to 99,999 each [2]0.05$
934 100,000 sq. ft.flat [2]7,570.00$
935 additional sq. ft.each [2]0.07$
Commercial/Industrial Tenant Improvement - Non-structural - (Non-
structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee
Schedule where the structure is not altered)
936 0 - 500 sq. ft.flat [2]766.00$
937 additional sq. ft. up to 4,999 each [2]0.23$
938 5,000 sq. ft.flat [2]1,812.00$
939 additional sq. ft. up to 9,999 each [2]0.08$
940 10,000 sq. ft.flat [2]2,221.00$
941 additional sq. ft. up to 49,999 each [2]0.05$
942 50,000 sq. ft.flat [2]4,413.00$
943 additional sq. ft. up to 99,999 each [2]0.04$
944 100,000 sq. ft.flat [2]6,635.00$
945 additional sq. ft.each [2]0.06$
Commercial Residential and Multifamily Residential Remodels -
Structural - (Structurally remodeled space for residential occupancies
classified as CBC Group R (except R-3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)
946 0 - 500 sq. ft.flat [2]906.00$
947 additional sq. ft. up to 4,999 each [2]0.50$
948 5,000 sq. ft.flat [2]3,421.00$
949 additional sq. ft. up to 9,999 each [2]0.40$
950 10,000 sq. ft.flat [2]5,416.00$
951 additional sq. ft. up to 49,999 each [2]0.08$
952 50,000 sq. ft.flat [2]8,552.00$
953 additional sq. ft. up to 99,999 each [2]0.10$
954 100,000 sq. ft.flat [2]13,747.00$
955 additional sq. ft.each [2]0.13$
42June 18, 2024 Item #11 Page 334 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Residential and Multifamily Residential Remodels -
Non Structural - (Non-Structurally remodeled space for residential
occupancies classified as CBC Group R (except R-3), or other
residential occupancies not specifically addressed elsewhere in this
Fee Schedule)
956 0 - 500 sq. ft.flat [2]982.00$
957 additional sq. ft. up to 4,999 each [2]0.32$
958 5,000 sq. ft.flat [2]2,408.00$
959 additional sq. ft. up to 9,999 each [2]0.49$
960 10,000 sq. ft.flat [2]4,815.00$
961 additional sq. ft. up to 49,999 each [2]0.07$
962 50,000 sq. ft.flat [2]7,666.00$
963 additional sq. ft. up to 99,999 each [2]0.10$
964 100,000 sq. ft.flat [2]12,734.00$
965 additional sq. ft.each [2]0.12$
Single Family Dwellings and Duplexes - (All newly constructed or
added space for residential occupancies classified as CBC Group R-3,
including custom builds and model homes for tract master plans, or
other similar residential occupancies not specifically addressed
elsewhere in this Fee Schedule)
966 0 - 1,000 sq. ft.flat [2]1,374.00$
967 additional sq. ft. up to 2,499 each [2]0.49$
968 2,500 sq. ft.flat [2]2,105.00$
969 additional sq. ft. up to 3,999 each [2]0.31$
970 4,000 sq. ft.flat [2]2,572.00$
971 additional sq. ft. up to 5,999 each [2]0.29$
972 6,000 sq. ft.flat [2]3,157.00$
973 additional sq. ft. up to 7,999 each [2]0.32$
974 8,000 sq. ft.flat [2]3,799.00$
975 additional sq. ft.each [2]0.48$
Duplicate Floor Plan Review - Single Family Dwellings and Duplexes
976 0 - 1,000 sq. ft.flat [2]1,147.00$
977 additional sq. ft. up to 2,499 each [2]0.29$
978 2,500 sq. ft.flat [2]1,579.00$
979 additional sq. ft. up to 3,999 each [2]0.15$
980 4,000 sq. ft.flat [2]1,812.00$
981 additional sq. ft. up to 5,999 each [2]0.24$
982 6,000 sq. ft.flat [2]2,280.00$
983 additional sq. ft. up to 7,999 each [2]0.21$
984 8,000 sq. ft.flat [2]2,689.00$
985 additional sq. ft.each [2]0.34$
43June 18, 2024 Item #11 Page 335 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Duplicate Floor Plan Review - Attached or Detached Accessory and
Utility Uses
986 0 - 200 sq. ft.flat [2]556.00$
987 additional sq. ft. up to 399 each [2]0.88$
988 400 sq. ft.flat [2]731.00$
989 additional sq. ft. up to 599 each [2]0.29$
990 600 sq. ft.flat [2]788.00$
991 additional sq. ft. up to 999 each [2]0.52$
992 1,000 sq. ft.flat [2]994.00$
993 additional sq. ft. up to 2,999 each [2]0.17$
994 3,000 sq. ft.flat [2]1,315.00$
995 additional sq. ft.each [2]0.43$
Site Improvements - This includes substantial development of
private parking lots which are processed separate of the structure
and include any combination of the following: Underground utilities,
parking lot lighting, accessible path of travel analysis, grading,
drainage and compliance with the City's parking and driveway
standards.
996 0 - 500 sq. ft.flat [2]467.00$
997 additional sq. ft. up to 4,999 each [2]0.14$
998 5,000 sq. ft.flat [2]1,139.00$
999 additional sq. ft. up to 9,999 each [2]0.07$
1000 10,000 sq. ft.flat [2]1,520.00$
1001 additional sq. ft. up to 49,999 each [2]0.01$
1002 50,000 sq. ft.flat [2]1,754.00$
1003 additional sq. ft. up to 99,999 each [2]0.01$
1004 100,000 sq. ft.flat [2]2,221.00$
1005 additional sq. ft.each [2]0.02$
[Notes]
[1]
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.
CBC 109.3 Building permit valuations.
44June 18, 2024 Item #11 Page 336 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
Minor/Miscellaneous Residential & Commercial Improvements [3]
1006 Above Ground Storage Tank per permit [2]$ 275.00
Cell Site
1007 Radio over 30 ft. high each [2]$ 765.00
1008 Dish, 10 ft. dia. w/decoder each [2]$ 506.00
1009 Equipment Enclosure each [2]$ 1,156.00
1010 Awning or Canopy per permit [2]$ 289.00
1011 Bollards up to 4pcs per permit [2]$ 362.00
1012 Certificate of Occupancy per permit [2]$ 21.00
Decks / Balcony
1013 Repair each [2]$ 119.00
1014 New/Replace each [2]$ 325.00
Demolition of Building
1015 Commercial each [2]$ 370.00
1016 Residential each [2]$ 650.00
1017 Fence or Freestanding Wall up to 100'each [2]$ 650.00
1018 Fire Damage Repair - Residential - Minor per permit [2]$ 257.00
1019 Fireplace Repair/Replace per permit [2]$ 488.00
Foundation Repair
1020 Commercial each [2]$ 542.00
1021 Residential each [2]$ 542.00
1022 Greenhouse per permit [2]$ 542.00
Manufactured House / Building
1023 Commercial per permit [2]$ 345.00
1024 Residential per permit [2]$ 204.00
1025
Mobile Home (Within a park, per current edition of Title 25,
published by California Division of Housing and Community
Development.)
per permit [2],[7] $ 462.00
1026 Partition/ Wall - Interior/Non-Structural <100'per permit [2]$ 190.00
Patio
1027 Frame with Cover each [2]$ 119.00
1028 Frame with Cover & Walls each [2]$ 650.00
1029 Screen or Plastic Walls each [2]$ 488.00
1030 Plastering Outside per permit [2]$ 135.00
Remodel - Residential
1031 Kitchen/Bath each [2]$ 414.00
1032 Other - up to 500 sq. ft.each [2]$ 569.00
1033 Other - above 500 sq. ft.per 100 sq. ft. [2] $ 0.40
Repairs - Miscellaneous
1034 Commercial each [2]$ 433.00
1035 Residential each [2]$ 102.00
45June 18, 2024 Item #11 Page 337 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Retaining Wall
1036 Non-Engineered - City Standard per permit [2]$ 158.00
Reroofing
1037 Commercial per permit [2]$ 314.00
1038 Residential per permit [2]$ 87.00
Roof Structure Repair / Reinforcement
1039 Commercial each [2]$ 299.00
1040 Residential each [2]$ 299.00
1041 Saunas (Steam)per permit [2]$ 325.00
Sign
1042 Wall - Illuminated per permit [2]$ 164.00
1043 Wall - Non-Illuminated per permit [2]$ 164.00
1044 Pole per permit [2]$ 362.00
1045 Monument per permit [2]$ 164.00
Skylight
1046 Commercial each [2]$ 362.00
1047 Residential each [2]$ 362.00
1048 Solar - SolarApp+ Residential per permit [1]$ 183.00
1049 Solar - Residential (Up to 15 kW)per permit [2],[4] $ 307.00
1050 Per kW above 15kW per kW [2],[4] $ 15.00
1051 Add Residential Battery Back-up per permit [2],[4] $ 210.00
1052 Add Residential Panel Upgrade per permit [2],[4] $ 245.00
1053 Add Reverse Tilt System/ Ground Mount per permit [2],[4] $ 315.00
1054 Solar - Commercial (Up to 50 kW)per permit [2],[4] $ 629.00
1055 Per kW between 50kW - 250kW per kW [2],[4] $ 7.00
1056 Per kW above 250kW per kW [2],[4] $ 5.00
1057 Spray Booth Install / Clean Room per permit [2]$ 293.00
Stairs
1058 New/Replace First Story each [2]$ 447.00
1059 Additional Story each [2]$ 366.00
1060 Repair each [2]$ 447.00
Siding
1061 Stucco each [2]$ 149.00
1062 Stone/Brick Veneer each [2]$ 204.00
Storage Racks
1063 <8 ft, first 100 lf per permit [2]$ 469.00
1064 each add'l. 100 lf each [2]$ 87.00
1065 >8 ft, first 100 lf per permit [2]$ 506.00
46June 18, 2024 Item #11 Page 338 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1066 >8 ft, ea. Add'l 100 lf each [2]$ 231.00
Swimming Pool
1067 Commercial per permit [2]$ 320.00
1068 Residential per permit [2]$ 270.00
1069 Temporary Seating or Bleachers Install per permit [2]$ 204.00
1070 Trash Enclosure Install per permit [2]$ 283.00
Windows / Door
1071 Commercial each [2]$ 325.00
1072 Residential each [2]$ 122.00
Other Inspections (Per Hour)
1073 Inspections outside of normal business hours (minimum charge: two
hours)per hour [2]$ 156.00
1074 Re-inspection fees per hour [2]$ 156.00
1075 Inspections for which no fee is specifically indicated (minimum
charge: one half-hour)per hour [2]$ 156.00
1076 Special third party, multiple or recurring inspections (city processing
fee per permit plus actual cost)flat [2]$ 541.00
1077 Additional plan review required by changes, additions or revisions to
approved plans (minimum charge: one half-hour)per hour [2]$ 146.00
Other Building Fees
1078 Appeal of Building Official Decision per permit [1]$ 1,527.00
1079 Building Permit Revision, Fee + Third Party Hourly Charge per hour [2]Actual Cost
1080 Building Plan Check Fee (8% discount on repetitive plan checks) each [2],[5] Actual Cost
1081 Green Building Standards Plan Check and Inspection each [2]Actual Cost
1082 Green Building State Standards Fee (SB1473)each [1]
$1.00 per every
$25,000 in building
valuation or fraction
thereof (minimum
fee $1.00)
1083 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee - Residential each [1]
Pass through from
State: $13.00 per
$100,000 valuation
(minimum $0.50
fee)
1084 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee - Commercial each [1]
Pass through from
State: $28.00 per
$100,000 valuation
(minimum $0.50
fee)
47June 18, 2024 Item #11 Page 339 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1085 Penalty for Commencing Work Before Permit Issuance each [6]
Double the permit
fee
1086
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]$ 144.00
[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]
[4] Limited to maximum amounts set by AB 1414.
[5] Plan check fee based on 65% of the current building permit fee and is due upon initial submittal
[6] CMC 18.20.010 and CMC 18.04.010
[7]Limited to maximum amounts consistent with Sections 1017, 1020.1 and 1020.7 of
Title 25 of the California Code of Regulations.
Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.
CBC 109.3 Building permit valuations.
48June 18, 2024 Item #11 Page 340 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
1087 Simple Single or Combination Permits
(see list of simple items)per permit [1]$ 228.00
1088 Water Heater Only per permit [1]$ 133.00
Complex Mechanical Permits
1089 FAU less than 100,000 Btu/h per permit [1]$ 569.00
1090 FAU greater than 100,000 Btu/h per permit [1]$ 731.00
1091 Floor furnace (including vent)per permit [1]$ 406.00
1092 Suspended, wall, or floor-mounted heaters per permit [1]$ 325.00
1093 Appliance vents not included in an appliance permit per permit [1]$ 650.00
1094 Boiler up to 100,000 Btu/h per permit [1]$ 772.00
1095 Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]$ 325.00
1096 Compressor up to 3 HP per permit [1]$ 366.00
1097 Compressor up to 3 HP to 15 HP per permit [1]$ 382.00
1098 Other Complex Mechanical per permit [1]$ 488.00
Complex Electrical Permits
1099 Commercial Appliance per permit [1]$ 325.00
1100 Power Apparatus per permit [1]$ 325.00
1101 Motor not over 1 HP each [1]$ 325.00
1102 Motor over 1 HP and not over 10 HP each [1]$ 325.00
1103 Motor over 10 HP and not over 50 HP each [1]$ 325.00
1104 Motor over 50 HP and not over 100 HP each [1]$ 366.00
1105 Motor over 100 HP each [1]$ 406.00
1106 Generator not over 1 KW each [1]$ 325.00
1107 Generator over 1 KW and not over 10 KW each [1]$ 366.00
1108 Generator over 10 KW and not over 50 KW each [1]$ 488.00
1109 Generator over 50 KW and not over 100 KW each [1]$ 488.00
1110 Generator over 100 KW each [1]$ 569.00
1111 Transformer not over 1 KVA each [1]$ 406.00
1112 Transformer over 1 KVA and not over 10 KVA each [1]$ 406.00
1113 Transformer over 10 KVA and not over 50 KVA each [1]$ 447.00
1114 Transformer over 50 KVA and not over 100 KVA each [1]$ 488.00
1115 Transformer over 100 KVA each [1]$ 488.00
1116 Services of 600 volts or less and over 400 amperes to 1000
amperes in rating each [1]$ 488.00
1117 Services over 600 volts or over 1000 amperes in rating each [1]$ 650.00
1118 Other Complex Electrical each [1]$ 488.00
Complex Plumbing Permits
1119 Fire Suppression System/Commercial Hood per permit [1]$ 691.00
1120 Onsite Sewer 6" & Over per permit [1]$ 447.00
1121 Onsite Water 6" & Over per permit [1]$ 447.00
1122 Onsite Storm Drain 6" & Over per permit [1]$ 447.00
Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit
49June 18, 2024 Item #11 Page 341 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1123 Utilities (private - main) city processing fee per permit [1]$ 902.00
1124 Utilities (private - main) plans examiner fee per permit [1]Actual Cost
1125 Other Complex Plumbing per permit [1]$ 488.00
[Notes]
[1]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
50June 18, 2024 Item #11 Page 342 of 625
Fee Name
Simple Mechanical Items:
Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating,
cooling, absorption, or evaporative cooling system.
HVAC change out - existing dwelling
Air-handling unit under 10,000 CFM
Evaporative cooler
Ventilation fan connected to a single duct
Hood and duct system
Duct systems
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.)
Other simple mechanical
Simple Electrical Items:
Receptacle, switch, and lighting outlets
Lighting fixtures
Pole or platform-mounted lighting fixtures
Theatrical-type lighting fixtures or assemblies
Appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt-ampere (KVA), in rating
Busways
Trolley and plug-in-type busways - each 100 feet or fraction thereof
Signs, outline lighting, or marquees supplied from one branch circuit
Services of 600 volts or less and not over 200 amperes in rating
Miscellaneous apparatus, conduits, and conductors
Portable generators less than 10,000 W
Temporary power panel/service
Temporary power pole
Other simple electrical
Simple Plumbing Items:
Plumbing fixtures
Building sewer
Rainwater systems
Water heater
Industrial waste pretreatment interceptor
Water piping and/or water treating equipment
Repair or alteration of drainage or vent piping
Backflow devices
Atmospheric-type vacuum breakers
Gas test
Gas outlets
Residential remodel/repairs
Other simple plumbing
Simple Single or Combination Permits List
51June 18, 2024 Item #11 Page 343 of 625
Section 3
Development Impact Fees
June 18, 2024 Item #11 Page 344 of 625
53June 18, 2024 Item #11 Page 345 of 625
54June 18, 2024 Item #11 Page 346 of 625
55June 18, 2024 Item #11 Page 347 of 625
56June 18, 2024 Item #11 Page 348 of 625
Fee Name Fee Type
No
t
e
s
Fee Level/Deposit
Planned Local Drainage Area Fees (PLDA)
1126 PLDA A, Low Runoff per acre $ 8,736.00
1127 PLDA B, Low Runoff per acre $ 3,266.00
1128 PLDA C, Low Runoff per acre $ 3,169.00
1129 PLDA D, Low Runoff per acre $ 3,005.00
1130 PLDA A, Medium Runoff per acre $ 17,372.00
1131 PLDA B, Medium Runoff per acre $ 6,294.00
1132 PLDA C, Medium Runoff per acre $ 4,483.00
1133 PLDA D, Medium Runoff per acre $ 4,916.00
1134 PLDA A, High Runoff per acre $ 37,855.00
1135 PLDA B, High Runoff per acre $ 14,148.00
1136 PLDA C, High Runoff per acre $ 13,736.00
1137 PLDA D, High Runoff per acre $ 13,025.00
Low Runoff Potential Medium Runoff Potential High Runoff Potential
CF ♦
GC ♦
L ♦
O ♦
OS ♦
P ♦
PI ♦
PI/O ♦
R ♦
R1.5 ♦
R4 ♦
R8 ♦
R15 ♦
R15/L ♦
R15/O ♦
R15/VC ♦
R23 ♦
R30 ♦
OK-TC ♦
VC ♦
VC/OS ♦
V ♦
PLDA FEE CATEGORYGeneral Plan Land
Use Designation
57June 18, 2024 Item #11 Page 349 of 625
58June 18, 2024 Item #11 Page 350 of 625
59June 18, 2024 Item #11 Page 351 of 625
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Affordable Housing Credit
1138 Cassia Heights (Southeast and Southwest quadrants)per unit [1]$ 78,409.00
1139 Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1]$ 116,043.00
Affordable Housing Impact Fee
1140 Affordable Housing Impact Fee per unit [1]$ 2,925.00
1141 Affordable Housing In-Lieu Fee (per single-family market rate unit on
single-family lot)per unit [2]$ 10,040.00
1142 Affordable Housing In-Lieu Fee (residential development projects
proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2]$ 18.00
Habitat Mitigation Fees, Per Acre
1143 Type D - Coastal Sage Scrub per acre [1]$ 39,381.00
1144 Type E - Non-Native Grassland per acre [1]$ 19,692.00
1145 Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]$ 3,938.00
Public Facilities and Community Facilities District Fees
1146 Public Facilities Fee - inside CFD per project [1]
1.82% of building
permit valuation
1147 Public Facilities Fee - outside CFD per project [1]
3.5% of building
permit valuation
1148 Community Facilities District #1 Fees [1] Please see current
information packet
Traffic Impact Fees
1149 Apartment (Inside of CFD 1)per ADT [1]$ 463.00
1150 Apartment (Outside of CFD 1)per ADT [1]$ 544.00
1151 Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]$ 184.00
1152 Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]$ 217.00
1153 Condominium (Inside of CFD 1)per ADT [1]$ 463.00
1154 Condominium (Outside of CFD 1)per ADT [1]$ 544.00
1155 Single Family (Inside of CFD 1)per ADT [1]$ 463.00
1156 Single Family (Outside of CFD 1)per ADT [1]$ 544.00
[Notes]
[1] Set per City policy
[2] Updated via City Council Resolution; effective April 1, 2022.
60June 18, 2024 Item #11 Page 352 of 625
RESOLUTION NO. 2024-146
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING CITY COUNCIL POLICY STATEMENT NO. 95
UPDATES TO THE COST RECOVERY POLICY FOR FEES AND CHARGES FOR
SERVICES
WHEREAS, on March 14, 2023, the City Council adopted City Council Policy Statement No. 95 to
set forth cost recovery targets, timelines for fee increases and annual cost inflation adjustments, and
frequency for comprehensive review for all city fees and charges; and
WHEREAS, updates to this City Council Policy are needed to reflect current cost recovery needs
for and to reiterate limits on certain fees charged by the Utilities Department.
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 approves the updated City Council Policy Statement No. 95 entitled
Cost Recovery Policy for Fees and Charges for Services (Attachment A).
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERRY FREI
(SEAL)
Exhibit 10
June 18, 2024 Item #11 Page 353 of 625
City Council
POLICY STATEMENT
Policy No.
Date Issued
95
June 18, 2024
Resolution No. 2024-146
Subject: Cost Recovery Policy for Fees and Charges for Services
Purpose
It is important for the city to have a sound and consistent cost recovery policy that will serve as
a management tool for establishing, implementing, and evaluating fees and charges.1 This
policy ensures that the city's fees and charges are managed in a manner that will:
•Provide for the delivery of quality services
•Maintain and enhance service delivery
•Support a balanced budget through evaluation and review of the city's total estimated
and reasonable cost of providing services
•Set fee amounts in accordance with local goals as pertains to code compliance, cost
recovery, economic development, and community values
•Ensure that any action to establish, increase, or impose a fee is conducted in a manner
that satisfies the requirements of state law
The City of Carlsbad is authorized to adopt and implement fees and charges for certain
municipal services, provided the fees and charges do not exceed the reasonable cost of
providing such services. This policy sets forth cost recovery targets, timelines for fee increases,
annual cost inflation adjustments, and frequency of comprehensive review for all city fees and
charges.
Background
The city's fees for services, products, and regulatory activities are not taxes requiring voter
approval under California State Constitution, Article XIII C, Section 1 (a voter initiative added by
Proposition 218 and amended by Proposition 26) if the fees do not exceed the reasonable cost
of the services, products or regulatory activities. In addition to the Constitution, state and local
laws also provide authorization to charge fees for services. For example, Government Code
66014 governs many fees as it pertains to development approvals. The language of
Government Code 66014 mirrors the reasonable cost limitation expressed by the Constitution.
This policy addresses all city fees and charges included in the city's Master Fee Schedu_le, with a
few exceptions. Fees for services not subject to this policy typically require different analyses
and adoption processes than the fees that are subject to this policy.
1 The policy, as it applies to Carlsbad Municipal Water District fees and housing services fees, was approved by the
Board of Directors of Carlsbad Municipal Water District of the City of Carlsbad on June 18, 2024, by Resolution No.
1742 and the Community Development Commission on June 18, 2024, by Resolution No. 569.
Page 1 of 7
Attachment A
June 18, 2024 Item #11 Page 354 of 625
City Council Policy Statement
June 18, 2024
Page 2
Subject to this Policy Not Subject to this Policy
•Miscellaneous administrative
fees
•Special events fees
•Streetlight energizing fees
•City Clerk’s Office fees
•Library fees
•Fire fees:
o Fire extinguishing and
alarm systems permit fees
o Annual inspections and
fire code permits
o Other fire fees
•Fees for development
applications, including
entitlements, plan review, permit
issuance, inspections
•Police administrative and service
fees
•Utility account fees for
residential customers
•Fees charged on an hourly, time
and materials, or actual cost of
service basis
•Permit fees required to operate a
business
•Any fees prohibited by law from
exceeding the reasonable cost of
providing services
•Deposits and securities
•Safety Training Center facility fees
•All fees for rental or use of city facilities
and/or equipment
•Administrative citation penalties
•Vehicle, traffic and parking civil penalties
•Development impact fees, utility
connection fees
•Trash collection rates
•Fees set through contracts with third-
party vendors
•Water and wastewater service rates and
property related fees and taxes governed
by Proposition 218
•Utility services fees, recycled water and
wastewater fees, third party hydraulic
modelling fees, and other utility fees
•Fees set by external agencies
•Other monetary exactions imposed on a
project on an ad hoc basis in connection
with the approval of a development
project
•Business license taxes
•Emergency medical services, paramedic
and ambulance fees
•Parks & Recreation and Library & Cultural
Arts program and class fees2
•All fees for services set by state or federal
statute
Statement of policy
It is the policy of the City of Carlsbad that the following guidelines will be used in establishing
and maintaining fees and charges:
1.Revenues for individual fees and in aggregate for any fee program shall not exceed the
reasonable cost of providing services.
2 Resolutions No. 2008-192 and No. 2015-173 authorized the City Manager or a designee to set all fees included in
the Community Services Guide provided that fees both do not exceed the cost of providing the program and that these fees are no lower than the lowest fee charged for similar programs in the cities of Oceanside, Vista, San
Marcos, Escondido, or Encinitas.
June 18, 2024 Item #11 Page 355 of 625
City Council Policy Statement
June 18, 2024
Page 3
2. Comprehensive review of all city fees and charges shall occur every five to seven years.
3. In certain circumstances where cost recovery may be unrealistic or undesirable, the City
Council may subsidize a portion of or an entire fee program and/or individual fees.
4. In certain circumstances where immediate adjustments to full cost recovery may be
impractical, it may be appropriate to phase in fee increases over multiple years.
5. The procedures for adopting fees for development applications or projects shall follow
the procedures for adopting various fees provided by Government Code sections 66016-
66019, or other applicable law, and shall be effective no sooner than 60 days following
the final action.
6. Fees and charges should be sensitive to the “market” for similar services.
7. A unified approach should be used in determining cost recovery levels for various
programs and their individual fees and charges based on this policy.
Influential Factors to Cost Recovery Policy
Reasonable, routinely reviewed, and well managed fees for services are one of the many
responsible financial steps needed to support the city’s overall financial sustainability. When
considering whether fees and charges should be adopted to recover 100% of the costs of
providing services, city staff and the City Council will consider the following influential factors:
• The level of cost recovery should consider the degree to which the public benefits from
the service versus the degree to which the user of the service themselves benefits.
• The level of cost recovery should consider how the pricing of services can affect the
demand and subsequent level of services provided.
Based on the consideration of factors that influence cost recovery policy, the degree to which
pricing for services recovers the city’s costs of providing the service will vary.
• Low-level cost recovery services should aim to recover between 0%-30% of their costs.
These include services where there is no intended relationship between the fee and the
benefit received, that are essential to community safety, or for services where
collecting fees would discourage compliance.
• Mid-level cost recovery services should aim to recover between 31%-80% of their costs.
These include services where the specific user of the service receives a higher level of
benefit than the general taxpayer, but where the city has an interest in encouraging
compliance by subsidizing the cost of the service.
• High-level cost recovery services should recover between 81%-100% of their costs.
These include services where the individual primarily and directly benefits from the
service, not the community at large. These may be services that could otherwise be
provided by the private sector or use of the service is not encouraged.
June 18, 2024 Item #11 Page 356 of 625
City Council Policy Statement
June 18, 2024
Page 4
Service/Program Cost Recovery
Target
Pricing Strategy
General and Administrative Fees – Finance, Clerk, City Manager
Appeals to City Council MID (31%-80%) Both individual and
community benefit from
the service
Business license master list of new/active
licenses
HIGH (81%-100%) Individual benefit received
from the service
Community facilities district annexation
services
HIGH (81%-100%) Individual benefit received
from the service
Miscellaneous services where amount of the
fee is not set by state or federal statute
HIGH (81%-100%) Individual benefit received
from the service
Special Events Fees
City-sponsored special events. Special
events sponsored by the city or a non-profit
organization with a community-wide benefit
that are free and open to the public
LOW (0%-30%) Community primarily
benefits from the service
Special events that are open to the public
where admission or fees for participation
are not charged
MID (31%-80%) Both the event sponsor
and the community benefit
from the service
Special events where admission is ticketed
or fees for participation are charged
HIGH (81%-100%) Individual benefit received
from the service
Library Fees
Library card replacement, hold requests,
interlibrary loans, general day-to-day service
fees
LOW (0%-30%) Community primarily
benefits from the service
Refund processing initiated by customer LOW (0%-30%) Community primarily
benefits from the service
Fire Fees
Fire code permits, annual occupancy
regulatory inspections (both state-
mandated and non-mandated)
MID (31%-80%) Both individual and
community benefit from
the service
Fire/life safety plan check and inspection
fees for development services (e.g.,
sprinkler, alarms, new construction)
MID (31%-80%) Individual benefit received
from the service. Fees
should generally be set at
the higher end of the mid-
range
June 18, 2024 Item #11 Page 357 of 625
City Council Policy Statement
June 18, 2024
Page 5
Police Fees
Patrol and general enforcement services MID (31%-80%) Community primarily
benefits from the service
Copies of reports for victims of crimes MID (31%-80%) Ensure access to valuable
service
All fees for records management, towing, or
other items which are not limited per state
or federal statute
MID (31%-80%) Individual benefit received
from the service, or fee is
administrative as pertains
to a violation of code/law
Utility Administrative Fees
New account set up, reinstating of service
for delinquent accounts to the extent not
limited by SB 998,3 all other fees subject to
this policy
MID (31%-80%) Individual benefit received
from the service
Land Development Permitting & Inspection Services
Discretionary Entitlement Permit (review
and processing, including but not limited to
general plan amendment, rezone, local
coastal plan amendment, conditional use
permit, coastal development permit, site
development plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Minor Discretionary Permit (review and
processing, including but not limited to
permits that are more administrative in
nature (i.e., accessory dwelling units))
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Ministerial Permit (review and processing,
including but not limited to building,
grading, map, and improvement plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
3 SB 998 limits the amount that qualifying low-income residential water customers must pay for service
reconnections after shutoff to $50 during normal business hours and $150 after normal business hours. These
figures are subject to annual inflationary adjustments for changes in the Consumer Price Index. See California Health and Safety Code 116914. Details for residential water customers are available in the Carlsbad Municipal
Water District’s Residential Water Service Shutoff Protection Policy for Nonpayment of Charges.
June 18, 2024 Item #11 Page 358 of 625
City Council Policy Statement
June 18, 2024
Page 6
Minor Ministerial Permit (review and
processing, including but not limited to
minor commercial or industrial tenant
improvements, adjustment plats, right-of-
way use or encroachment agreements)
MID (31%-80%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Administrative Ministerial Permit (review
and processing, including but not limited to
minor and/or routine residential repairs
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Permit Inspection Services HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Procedures
This Cost Recovery Policy establishes a scheduled program to comprehensively review the fee
schedule to determine if the current fee amounts are reflective of the costs to provide such
services and are consistent with best practices and statutory requirements.
• A comprehensive analysis of city service delivery costs associated with fees and charges
shall be made approximately every five to seven years.
• Off-cycle updates will occur annually, where fees will be adjusted by a percentage equal
to the change in the San Diego Consumer Price Index for All Urban Consumers
published by the Bureau of Labor Statistics or another reasonable inflationary factor.
• Individual fees may be adjusted during the interim period based on supplemental
analysis whenever there have been significant changes in costs.
• The City Council shall have the opportunity to review and the authority to approve any
changes to the Master Fee Schedule.
• The City Council may decide to increase fees over a period not to exceed three years in
certain circumstances where immediate adjustments to targeted cost recovery amounts
may be unrealistic.
Comparability with Other Communities
Comparing the city’s fees to other communities provides useful background information in
setting fees. It allows the city to assess the market price of the service as compared to other
agencies as well as to learn about alternative methods of charging fees for certain services.
However, fee surveys should never be the sole or primary criteria in setting city fees as there
are many factors that affect how and why other communities have set their fees at their levels.
June 18, 2024 Item #11 Page 359 of 625
City Council Policy Statement
June 18, 2024
Page 7
Terms and Limitations
1. All rights and obligations existing under any user fee schedule in effect prior to the
effective date of a resolution approving a user fee update, shall continue in full force
and effect. Updates to user fee schedules should not affect or disrupt the continuity of
the city’s business or administration of its law, including:
• Actions and proceedings that began before the effective date of the resolution.
• Prosecution for ordinance violations committed before the effective date of the
resolution.
• The amount, or collection, of license, fee, penalty debt, forfeiture, or obligations
due and unpaid as of the effective date of the resolution.
2. This Cost Recovery Policy does not invalidate any action taken prior to its effective date
if the action was proper under the law governing the action at the time the action was
taken.
June 18, 2024 Item #11 Page 360 of 625
RESOLUTION NO. 1742
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA,
APPROVING CITY COUNCIL POLICY STATEMENT NO. 95 UPDATES TO THE
COST RECOVERY POLICY FOR FEES AND CHARGES FOR SERVICES
WHEREAS, on March 14, 2023, the Board of Directors adopted City of Carlsbad City Council
Policy Statement No. 95 to set forth cost recovery targets, timelines for fee increases and annual cost
inflation adjustments, and frequency for comprehensive review for fees over which it has authority;
and
WHEREAS, updates to this City Council Policy are needed to reflect current cost recovery needs
for and to reiterate limits on certain fees charged by the Carlsbad Municipal Water District.
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 the Board approves the City of Carlsbad's updated City Council Policy Statement
No. 95, entitled Cost Recovery Policy for Fees and Charges for Services (Attachment A),
as the District's Cost Recovery Policy.
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
Exhibit 11
June 18, 2024 Item #11 Page 361 of 625
City Council
POLICY STATEMENT
Policy No.
Date Issued
Attachment A
95
June 18, 2024
Resolution No. 2024-146
Subject: Cost Recovery Policy for Fees and Charges for Services
Purpose
It is important for the city to have a sound and consistent cost recovery policy that will serve as
a management tool for establishing, implementing, and evaluating fees and charges.1 This
policy ensures that the city's fees and charges are managed in a manner that will:
•Provide for the delivery of quality services
•Maintain and enhance service delivery
•Support a balanced budget through evaluation and review of the city's total estimated
and reasonable cost of providing services
•Set fee amounts in accordance with local goals as pertains to code compliance, cost
recovery, economic development, and community values
•Ensure that any action to establish, increase, or impose a fee is conducted in a manner
that satisfies the requirements of state law
The City of Carlsbad is authorized to adopt and implement fees and charges for certain
municipal services, provided the fees and charges do not exceed the reasonable cost of
providing such services. This policy sets forth cost recovery targets, timelines for fee increases,
annual cost inflation adjustments, and frequency of comprehensive review for all city fees and
charges.
Background
The city's fees for services, products, and regulatory activities are not taxes requiring voter
approval under California State Constitution, Article XIII C, Section 1 (a voter initiative added by
Proposition 218 and amended by Proposition 26) if the fees do not exceed the reasonable cost
of the services, products or regulatory activities. In addition to the Constitution, state and local
laws also provide authorization to charge fees for services. For example, Government Code
66014 governs many fees as it pertains to development approvals. The language of
Government Code 66014 mirrors the reasonable cost limitation expressed by the Constitution.
This policy addresses all city fees and charges included in the city's Master Fee Schedule, with a
few exceptions. Fees for services not subject to this policy typically require different analyses
and adoption processes than the fees that are subject to this policy.
1 The policy, as it applies to Carlsbad Municipal Water District fees and housing services fees, was approved by the
Board of Directors of Carlsbad Municipal Water District of the City of Carlsbad on June 18, 2024, by Resolution No.
1742 and the Community Development Commission on June 18, 2024, by Resolution No. 569.
Page 1 of 7
June 18, 2024 Item #11 Page 362 of 625
City Council Policy Statement
June 18, 2024
Page 2
Subject to this Policy
Not Subject to this Policy
• Miscellaneous administrative
fees
• Special events fees
• Streetlight energizing fees
• City Clerk’s Office fees
• Library fees
• Fire fees:
o Fire extinguishing and
alarm systems permit fees
o Annual inspections and
fire code permits
o Other fire fees
• Fees for development
applications, including
entitlements, plan review, permit
issuance, inspections
• Police administrative and service
fees
• Utility account fees for
residential customers
• Fees charged on an hourly, time
and materials, or actual cost of
service basis
• Permit fees required to operate a
business
• Any fees prohibited by law from
exceeding the reasonable cost of
providing services
• Deposits and securities
• Safety Training Center facility fees
• All fees for rental or use of city facilities
and/or equipment
• Administrative citation penalties
• Vehicle, traffic and parking civil penalties
• Development impact fees, utility
connection fees
• Trash collection rates
• Fees set through contracts with third-
party vendors
• Water and wastewater service rates and
property related fees and taxes governed
by Proposition 218
• Utility services fees, recycled water and
wastewater fees, third party hydraulic
modelling fees, and other utility fees
• Fees set by external agencies
• Other monetary exactions imposed on a
project on an ad hoc basis in connection
with the approval of a development
project
• Business license taxes
• Emergency medical services, paramedic
and ambulance fees
• Parks & Recreation and Library & Cultural
Arts program and class fees2
• All fees for services set by state or federal
statute
Statement of policy
It is the policy of the City of Carlsbad that the following guidelines will be used in establishing
and maintaining fees and charges:
1. Revenues for individual fees and in aggregate for any fee program shall not exceed the
reasonable cost of providing services.
2 Resolutions No. 2008-192 and No. 2015-173 authorized the City Manager or a designee to set all fees included in
the Community Services Guide provided that fees both do not exceed the cost of providing the program and that these fees are no lower than the lowest fee charged for similar programs in the cities of Oceanside, Vista, San
Marcos, Escondido, or Encinitas.
June 18, 2024 Item #11 Page 363 of 625
City Council Policy Statement
June 18, 2024
Page 3
2. Comprehensive review of all city fees and charges shall occur every five to seven years.
3. In certain circumstances where cost recovery may be unrealistic or undesirable, the City
Council may subsidize a portion of or an entire fee program and/or individual fees.
4. In certain circumstances where immediate adjustments to full cost recovery may be
impractical, it may be appropriate to phase in fee increases over multiple years.
5. The procedures for adopting fees for development applications or projects shall follow
the procedures for adopting various fees provided by Government Code sections 66016-
66019, or other applicable law, and shall be effective no sooner than 60 days following
the final action.
6. Fees and charges should be sensitive to the “market” for similar services.
7. A unified approach should be used in determining cost recovery levels for various
programs and their individual fees and charges based on this policy.
Influential Factors to Cost Recovery Policy
Reasonable, routinely reviewed, and well managed fees for services are one of the many
responsible financial steps needed to support the city’s overall financial sustainability. When
considering whether fees and charges should be adopted to recover 100% of the costs of
providing services, city staff and the City Council will consider the following influential factors:
• The level of cost recovery should consider the degree to which the public benefits from
the service versus the degree to which the user of the service themselves benefits.
• The level of cost recovery should consider how the pricing of services can affect the
demand and subsequent level of services provided.
Based on the consideration of factors that influence cost recovery policy, the degree to which
pricing for services recovers the city’s costs of providing the service will vary.
• Low-level cost recovery services should aim to recover between 0%-30% of their costs.
These include services where there is no intended relationship between the fee and the
benefit received, that are essential to community safety, or for services where
collecting fees would discourage compliance.
• Mid-level cost recovery services should aim to recover between 31%-80% of their costs.
These include services where the specific user of the service receives a higher level of
benefit than the general taxpayer, but where the city has an interest in encouraging
compliance by subsidizing the cost of the service.
• High-level cost recovery services should recover between 81%-100% of their costs.
These include services where the individual primarily and directly benefits from the
service, not the community at large. These may be services that could otherwise be
provided by the private sector or use of the service is not encouraged.
June 18, 2024 Item #11 Page 364 of 625
City Council Policy Statement
June 18, 2024
Page 4
Service/Program Cost Recovery
Target
Pricing Strategy
General and Administrative Fees – Finance, Clerk, City Manager
Appeals to City Council MID (31%-80%) Both individual and
community benefit from
the service
Business license master list of new/active
licenses
HIGH (81%-100%) Individual benefit received
from the service
Community facilities district annexation
services
HIGH (81%-100%) Individual benefit received
from the service
Miscellaneous services where amount of the
fee is not set by state or federal statute
HIGH (81%-100%) Individual benefit received
from the service
Special Events Fees
City-sponsored special events. Special
events sponsored by the city or a non-profit
organization with a community-wide benefit
that are free and open to the public
LOW (0%-30%) Community primarily
benefits from the service
Special events that are open to the public
where admission or fees for participation
are not charged
MID (31%-80%) Both the event sponsor
and the community benefit
from the service
Special events where admission is ticketed
or fees for participation are charged
HIGH (81%-100%) Individual benefit received
from the service
Library Fees
Library card replacement, hold requests,
interlibrary loans, general day-to-day service
fees
LOW (0%-30%) Community primarily
benefits from the service
Refund processing initiated by customer LOW (0%-30%) Community primarily
benefits from the service
Fire Fees
Fire code permits, annual occupancy
regulatory inspections (both state-
mandated and non-mandated)
MID (31%-80%) Both individual and
community benefit from
the service
Fire/life safety plan check and inspection
fees for development services (e.g.,
sprinkler, alarms, new construction)
MID (31%-80%) Individual benefit received
from the service. Fees
should generally be set at
the higher end of the mid-
range
June 18, 2024 Item #11 Page 365 of 625
City Council Policy Statement
June 18, 2024
Page 5
Police Fees
Patrol and general enforcement services MID (31%-80%) Community primarily
benefits from the service
Copies of reports for victims of crimes MID (31%-80%) Ensure access to valuable
service
All fees for records management, towing, or
other items which are not limited per state
or federal statute
MID (31%-80%) Individual benefit received
from the service, or fee is
administrative as pertains
to a violation of code/law
Utility Administrative Fees
New account set up, reinstating of service
for delinquent accounts to the extent not
limited by SB 998,3 all other fees subject to
this policy
MID (31%-80%) Individual benefit received
from the service
Land Development Permitting & Inspection Services
Discretionary Entitlement Permit (review
and processing, including but not limited to
general plan amendment, rezone, local
coastal plan amendment, conditional use
permit, coastal development permit, site
development plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Minor Discretionary Permit (review and
processing, including but not limited to
permits that are more administrative in
nature (i.e., accessory dwelling units))
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Ministerial Permit (review and processing,
including but not limited to building,
grading, map, and improvement plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
3 SB 998 limits the amount that qualifying low-income residential water customers must pay for service
reconnections after shutoff to $50 during normal business hours and $150 after normal business hours. These
figures are subject to annual inflationary adjustments for changes in the Consumer Price Index. See California Health and Safety Code 116914. Details for residential water customers are available in the Carlsbad Municipal
Water District’s Residential Water Service Shutoff Protection Policy for Nonpayment of Charges.
June 18, 2024 Item #11 Page 366 of 625
City Council Policy Statement
June 18, 2024
Page 6
Minor Ministerial Permit (review and
processing, including but not limited to
minor commercial or industrial tenant
improvements, adjustment plats, right-of-
way use or encroachment agreements)
MID (31%-80%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Administrative Ministerial Permit (review
and processing, including but not limited to
minor and/or routine residential repairs
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Permit Inspection Services HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Procedures
This Cost Recovery Policy establishes a scheduled program to comprehensively review the fee
schedule to determine if the current fee amounts are reflective of the costs to provide such
services and are consistent with best practices and statutory requirements.
• A comprehensive analysis of city service delivery costs associated with fees and charges
shall be made approximately every five to seven years.
• Off-cycle updates will occur annually, where fees will be adjusted by a percentage equal
to the change in the San Diego Consumer Price Index for All Urban Consumers
published by the Bureau of Labor Statistics or another reasonable inflationary factor.
• Individual fees may be adjusted during the interim period based on supplemental
analysis whenever there have been significant changes in costs.
• The City Council shall have the opportunity to review and the authority to approve any
changes to the Master Fee Schedule.
• The City Council may decide to increase fees over a period not to exceed three years in
certain circumstances where immediate adjustments to targeted cost recovery amounts
may be unrealistic.
Comparability with Other Communities
Comparing the city’s fees to other communities provides useful background information in
setting fees. It allows the city to assess the market price of the service as compared to other
agencies as well as to learn about alternative methods of charging fees for certain services.
However, fee surveys should never be the sole or primary criteria in setting city fees as there
are many factors that affect how and why other communities have set their fees at their levels.
June 18, 2024 Item #11 Page 367 of 625
City Council Policy Statement
June 18, 2024
Page 7
Terms and Limitations
1. All rights and obligations existing under any user fee schedule in effect prior to the
effective date of a resolution approving a user fee update, shall continue in full force
and effect. Updates to user fee schedules should not affect or disrupt the continuity of
the city’s business or administration of its law, including:
• Actions and proceedings that began before the effective date of the resolution.
• Prosecution for ordinance violations committed before the effective date of the
resolution.
• The amount, or collection, of license, fee, penalty debt, forfeiture, or obligations
due and unpaid as of the effective date of the resolution.
2. This Cost Recovery Policy does not invalidate any action taken prior to its effective date
if the action was proper under the law governing the action at the time the action was
taken.
June 18, 2024 Item #11 Page 368 of 625
Exhibit 12
RESOLUTION NO. .
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE
CITY OF CARLSBAD, CALIFORNIA, APPROVING CITY COUNCIL POLICY
STATEMENT NO. 95 UPDATES TO THE COST RECOVERY POLICY FOR FEES
AND CHARGES FOR SERVICES
WHEREAS, on March 14, 2023, the Community Development Commission adopted City of
Carlsbad City Council Policy Statement No. 95 to set forth cost recovery targets, timelines for fee
increases and annual cost inflation adjustments, and frequency for housing fees over which it has
authority; and
WHEREAS, updates to this City Council Policy are needed to reflect current cost recovery needs
for and to reiterate limits on certain fees charged by the Utilities Department.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of
Carlsbad, California, as follows:
1. That the above recitations are true and correct.
2. That the Commission approves the City of Carlsbad’s updated City Council Policy
Statement No. 95, entitled Cost Recovery Policy for Fees and Charges for Services
(Attachment A), as the Commission’s Cost Recovery Policy.
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 day of 2024, by
the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
______________________________________
KEITH BLACKBURN, Chairperson
______________________________________
June 18, 2024 Item #11 Page 369 of 625
Exhibit 12
SHERRY FREISINGER, Secretary
(SEAL)
June 18, 2024 Item #11 Page 370 of 625
Attachment A
Policy No.
Date Issued
Resolution No.
Page 1 of 7
Subject:
Cost Recovery Policy for Fees and Charges for Services
Purpose
It is important for the city to have a sound and consistent cost recovery policy that will serve as
a management tool for establishing, implementing, and evaluating fees and charges.1 This
policy ensures that the city’s fees and charges are managed in a manner that will:
• Provide for the delivery of quality services
• Maintain and enhance service delivery
• Support a balanced budget through evaluation and review of the city’s total estimated
and reasonable cost of providing services
• Set fee amounts in accordance with local goals as pertains to code compliance, cost
recovery, economic development, and community values
• Ensure that any action to establish, increase, or impose a fee is conducted in a manner
that satisfies the requirements of state law
The City of Carlsbad is authorized to adopt and implement fees and charges for certain
municipal services, provided the fees and charges do not exceed the reasonable cost of
providing such services. This policy sets forth cost recovery targets, timelines for fee increases,
annual cost inflation adjustments, and frequency of comprehensive review for all city fees and
charges.
Background
The city’s fees for services, products, and regulatory activities are not taxes requiring voter
approval under California State Constitution, Article XIII C, Section 1 (a voter initiative added by
Proposition 218 and amended by Proposition 26) if the fees do not exceed the reasonable cost
of the services, products or regulatory activities. In addition to the Constitution, state and local
laws also provide authorization to charge fees for services. For example, Government Code
66014 governs many fees as it pertains to development approvals. The language of
Government Code 66014 mirrors the reasonable cost limitation expressed by the Constitution.
This policy addresses all city fees and charges included in the city’s Master Fee Schedule, with a
few exceptions. Fees for services not subject to this policy typically require different analyses
and adoption processes than the fees that are subject to this policy.
1 The policy, as it applies to Carlsbad Municipal Water District fees and housing services fees, was approved by the
Board of Directors of Carlsbad Municipal Water District of the City of Carlsbad on June 18, 2024, by Resolution No.
_______ and the Community Development Commission on June 18, 2024, by Resolution No. ________.
June 18, 2024 Item #11 Page 371 of 625
City Council Policy Statement
June 18, 2024
Page 2
Subject to this Policy
Not Subject to this Policy
• Miscellaneous administrative
fees
• Special events fees
• Streetlight energizing fees
• City Clerk’s Office fees
• Library fees
• Fire fees:
o Fire extinguishing and
alarm systems permit fees
o Annual inspections and
fire code permits
o Other fire fees
• Fees for development
applications, including
entitlements, plan review, permit
issuance, inspections
• Police administrative and service
fees
• Utility account fees for
residential customers
• Fees charged on an hourly, time
and materials, or actual cost of
service basis
• Permit fees required to operate a
business
• Any fees prohibited by law from
exceeding the reasonable cost of
providing services
• Deposits and securities
• Safety Training Center facility fees
• All fees for rental or use of city facilities
and/or equipment
• Administrative citation penalties
• Vehicle, traffic and parking civil penalties
• Development impact fees, utility
connection fees
• Trash collection rates
• Fees set through contracts with third-
party vendors
• Water and wastewater service rates and
property related fees and taxes governed
by Proposition 218
• Utility services fees, recycled water and
wastewater fees, third party hydraulic
modelling fees, and other utility fees
• Fees set by external agencies
• Other monetary exactions imposed on a
project on an ad hoc basis in connection
with the approval of a development
project
• Business license taxes
• Emergency medical services, paramedic
and ambulance fees
• Parks & Recreation and Library & Cultural
Arts program and class fees2
• All fees for services set by state or federal
statute
Statement of policy
It is the policy of the City of Carlsbad that the following guidelines will be used in establishing
and maintaining fees and charges:
1. Revenues for individual fees and in aggregate for any fee program shall not exceed the
reasonable cost of providing services.
2 Resolutions No. 2008-192 and No. 2015-173 authorized the City Manager or a designee to set all fees included in
the Community Services Guide provided that fees both do not exceed the cost of providing the program and that these fees are no lower than the lowest fee charged for similar programs in the cities of Oceanside, Vista, San
Marcos, Escondido, or Encinitas.
June 18, 2024 Item #11 Page 372 of 625
City Council Policy Statement
June 18, 2024
Page 3
2. Comprehensive review of all city fees and charges shall occur every five to seven years.
3. In certain circumstances where cost recovery may be unrealistic or undesirable, the City
Council may subsidize a portion of or an entire fee program and/or individual fees.
4. In certain circumstances where immediate adjustments to full cost recovery may be
impractical, it may be appropriate to phase in fee increases over multiple years.
5. The procedures for adopting fees for development applications or projects shall follow
the procedures for adopting various fees provided by Government Code sections 66016-
66019, or other applicable law, and shall be effective no sooner than 60 days following
the final action.
6. Fees and charges should be sensitive to the “market” for similar services.
7. A unified approach should be used in determining cost recovery levels for various
programs and their individual fees and charges based on this policy.
Influential Factors to Cost Recovery Policy
Reasonable, routinely reviewed, and well managed fees for services are one of the many
responsible financial steps needed to support the city’s overall financial sustainability. When
considering whether fees and charges should be adopted to recover 100% of the costs of
providing services, city staff and the City Council will consider the following influential factors:
• The level of cost recovery should consider the degree to which the public benefits from
the service versus the degree to which the user of the service themselves benefits.
• The level of cost recovery should consider how the pricing of services can affect the
demand and subsequent level of services provided.
Based on the consideration of factors that influence cost recovery policy, the degree to which
pricing for services recovers the city’s costs of providing the service will vary.
• Low-level cost recovery services should aim to recover between 0%-30% of their costs.
These include services where there is no intended relationship between the fee and the
benefit received, that are essential to community safety, or for services where
collecting fees would discourage compliance.
• Mid-level cost recovery services should aim to recover between 31%-80% of their costs.
These include services where the specific user of the service receives a higher level of
benefit than the general taxpayer, but where the city has an interest in encouraging
compliance by subsidizing the cost of the service.
• High-level cost recovery services should recover between 81%-100% of their costs.
These include services where the individual primarily and directly benefits from the
service, not the community at large. These may be services that could otherwise be
provided by the private sector or use of the service is not encouraged.
June 18, 2024 Item #11 Page 373 of 625
City Council Policy Statement
June 18, 2024
Page 4
Service/Program Cost Recovery
Target
Pricing Strategy
General and Administrative Fees – Finance, Clerk, City Manager
Appeals to City Council MID (31%-80%) Both individual and
community benefit from
the service
Business license master list of new/active
licenses
HIGH (81%-100%) Individual benefit received
from the service
Community facilities district annexation
services
HIGH (81%-100%) Individual benefit received
from the service
Miscellaneous services where amount of the
fee is not set by state or federal statute
HIGH (81%-100%) Individual benefit received
from the service
Special Events Fees
City-sponsored special events. Special
events sponsored by the city or a non-profit
organization with a community-wide benefit
that are free and open to the public
LOW (0%-30%) Community primarily
benefits from the service
Special events that are open to the public
where admission or fees for participation
are not charged
MID (31%-80%) Both the event sponsor
and the community benefit
from the service
Special events where admission is ticketed
or fees for participation are charged
HIGH (81%-100%) Individual benefit received
from the service
Library Fees
Library card replacement, hold requests,
interlibrary loans, general day-to-day service
fees
LOW (0%-30%) Community primarily
benefits from the service
Refund processing initiated by customer LOW (0%-30%) Community primarily
benefits from the service
Fire Fees
Fire code permits, annual occupancy
regulatory inspections (both state-
mandated and non-mandated)
MID (31%-80%) Both individual and
community benefit from
the service
Fire/life safety plan check and inspection
fees for development services (e.g.,
sprinkler, alarms, new construction)
MID (31%-80%) Individual benefit received
from the service. Fees
should generally be set at
the higher end of the mid-
range
June 18, 2024 Item #11 Page 374 of 625
City Council Policy Statement
June 18, 2024
Page 5
Police Fees
Patrol and general enforcement services MID (31%-80%) Community primarily
benefits from the service
Copies of reports for victims of crimes MID (31%-80%) Ensure access to valuable
service
All fees for records management, towing, or
other items which are not limited per state
or federal statute
MID (31%-80%) Individual benefit received
from the service, or fee is
administrative as pertains
to a violation of code/law
Utility Administrative Fees
New account set up, reinstating of service
for delinquent accounts to the extent not
limited by SB 998,3 all other fees subject to
this policy
MID (31%-80%) Individual benefit received
from the service
Land Development Permitting & Inspection Services
Discretionary Entitlement Permit (review
and processing, including but not limited to
general plan amendment, rezone, local
coastal plan amendment, conditional use
permit, coastal development permit, site
development plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Minor Discretionary Permit (review and
processing, including but not limited to
permits that are more administrative in
nature (i.e., accessory dwelling units))
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Ministerial Permit (review and processing,
including but not limited to building,
grading, map, and improvement plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
3 SB 998 limits the amount that qualifying low-income residential water customers must pay for service
reconnections after shutoff to $50 during normal business hours and $150 after normal business hours. These
figures are subject to annual inflationary adjustments for changes in the Consumer Price Index. See California Health and Safety Code 116914. Details for residential water customers are available in the Carlsbad Municipal
Water District’s Residential Water Service Shutoff Protection Policy for Nonpayment of Charges.
June 18, 2024 Item #11 Page 375 of 625
City Council Policy Statement
June 18, 2024
Page 6
Minor Ministerial Permit (review and
processing, including but not limited to
minor commercial or industrial tenant
improvements, adjustment plats, right-of-
way use or encroachment agreements)
MID (31%-80%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Administrative Ministerial Permit (review
and processing, including but not limited to
minor and/or routine residential repairs
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Permit Inspection Services HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Procedures
This Cost Recovery Policy establishes a scheduled program to comprehensively review the fee
schedule to determine if the current fee amounts are reflective of the costs to provide such
services and are consistent with best practices and statutory requirements.
• A comprehensive analysis of city service delivery costs associated with fees and charges
shall be made approximately every five to seven years.
• Off-cycle updates will occur annually, where fees will be adjusted by a percentage equal
to the change in the San Diego Consumer Price Index for All Urban Consumers
published by the Bureau of Labor Statistics or another reasonable inflationary factor.
• Individual fees may be adjusted during the interim period based on supplemental
analysis whenever there have been significant changes in costs.
• The City Council shall have the opportunity to review and the authority to approve any
changes to the Master Fee Schedule.
• The City Council may decide to increase fees over a period not to exceed three years in
certain circumstances where immediate adjustments to targeted cost recovery amounts
may be unrealistic.
Comparability with Other Communities
Comparing the city’s fees to other communities provides useful background information in
setting fees. It allows the city to assess the market price of the service as compared to other
agencies as well as to learn about alternative methods of charging fees for certain services.
However, fee surveys should never be the sole or primary criteria in setting city fees as there
are many factors that affect how and why other communities have set their fees at their levels.
June 18, 2024 Item #11 Page 376 of 625
City Council Policy Statement
June 18, 2024
Page 7
Terms and Limitations
1. All rights and obligations existing under any user fee schedule in effect prior to the
effective date of a resolution approving a user fee update, shall continue in full force
and effect. Updates to user fee schedules should not affect or disrupt the continuity of
the city’s business or administration of its law, including:
• Actions and proceedings that began before the effective date of the resolution.
• Prosecution for ordinance violations committed before the effective date of the
resolution.
• The amount, or collection, of license, fee, penalty debt, forfeiture, or obligations
due and unpaid as of the effective date of the resolution.
2. This Cost Recovery Policy does not invalidate any action taken prior to its effective date
if the action was proper under the law governing the action at the time the action was
taken.
June 18, 2024 Item #11 Page 377 of 625
RESOLUTION NO. 2024-147
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DESIGNATING $17,500,000 OF THE CITY'S UNASSIGNED FUND
BALANCE IN THE GENERAL FUND AS OF JULY 1, 2024, FOR ASSET
REPLACEMENT
WHEREAS, the City Council of the City of Carlsbad, California, commits to maintaining its large
machinery and equipment inventory;
WHEREAS, the city's General Fund is responsible for approximately $60 million worth of
machinery and equipment with useful lives ranging from 5 to 20 years.
WHEREAS, the city's General Fund is projected to need $17,500,000 over the next ten fiscal
years to replace machinery and equipment that are expected to reach the end of their respective useful
lives;
WHEREAS, with the establishment of the Asset Replacement Reserve and a $17,500,000
contribution, as of June 30, 2025, the General Fund Reserve would have a projected reserve ratio of
55% and $36 million in excess of City Council Policy No. 74 -General Fund Reserve's requirement of
40% or $95 million;
WHEREAS, the Asset Replacement Reserve will be evaluated and adjusted on an annual basis
based upon the General Fund's most recent 10-year asset replacement schedule;
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 amount of $17,500,000 from the city's unassigned fund balance in the General
Fund as of July 1, 2024, will be moved to the Asset Replacement Reserve in the General
Fund.
Exhibit 13
June 18, 2024 Item #11 Page 378 of 625
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of
Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the
Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and
the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency
held on the 18th day of June, 2024, by the following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
, Mayor
June 18, 2024 Item #11 Page 379 of 625
RESOLUTION NO. 2024-148
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE CITY OF CARLSBAD'S SHARE OF THE FISCAL
YEAR 2024-25 OPERATING AND CAPITAL BUDGETS OF THE ENCINA
WASTEWATER AUTHORITY
WHEREAS, the City of Carlsbad is a Member Agency to the Encina Joint Powers Agreement (the
Encina Agreement) entered into on July 13, 1961, for the acquisition, construction, ownership,
operation and maintenance of the Encina Joint Sewer System; and
WHEREAS, the Encina Agreement requires approval for the budget of the Encina Wastewater
Authority, or EWA, by the Member Agencies following the recommendation of the Joint Advisory
Committee, or JAC; and
WHEREAS, the City Council of the City of Carlsbad desires to approve the EWA's budget and
provide for the payment of the city's share of the EWA's expenses in accordance with the allocation
provided in the Encina Agreement; and
WHEREAS, the Wastewater Fund is projected to have sufficient funds for the payments as they
become due.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.That the City of Carlsbad's estimated share of the FY 2024-25 Operating Budget of the
EWA as approved by the JAC on April 24, 2024, in the amount of $6,124,537 for
Wastewater Plant Operations and $1,926,044 for the Carlsbad Water Recycling Facility
Operations, as described in Attachment A, is approved.
3.That the City of Carlsbad's estimated share of the FY 2023-24 Capital Budget of the EWA
as approved by the JAC on April 24, 2024, in the amount of $7,345,555 for Wastewater
Plant Capital and $448,000 for Carlsbad Water Recycling Facility Capital, as described in
Attachment A, is approved.
4.That the City Manager, or a designee, is authorized to approve appropriations to the
EWA estimated budgets listed above based on the City of Carlsbad's actual share of the
EWA budget.
Exhibit 14
June 18, 2024 Item #11 Page 380 of 625
5.That all outstanding operating encumbrances as of June 30, 2024 are continued into FY
2024-25 for such contracts and obligations.
6.That all Capital Improvement Program budget appropriations and outstanding
encumbrances as of June 30, 2024 are continued into FY 2024-25 for such contracts and
obligations.
7.That the City Manager, or a designee, is authorized to make payments on behalf of the
City of Carlsbad to the EWA in accordance with the budget as approved by the JAC
. pursuant to the Encina Agreement.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of
Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the
Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as
Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
SHERR
(SEAL)
June 18, 2024 Item #11 Page 381 of 625
ENCINA
WASTEWATER
AUTHORITY
BUDGET
Fiscal
www.encinajpa.com
760-438-3941 2024-25
OPERATING &
CAPITAL
Encina Wastewater Authority
6200 Avenida Encinas
Carlsbad, CA 92011
Year
Attachment A
June 18, 2024 Item #11 Page 382 of 625
PROTECTING PUBLIC AND
ENVIRONMENTAL HEALTH
FOR GENERATIONS TO COME
June 18, 2024 Item #11 Page 383 of 625
PROUDLY SERVING
City of Carlsbad
City of Vista
Buena Sanitation District
Vallecitos Water District
City of Encinitas
Leucadia Wastewater District
OUR VISION
To achieve excellence in wastewater treatment and resource
recovery for the communities we serve.
OUR MISSION
To provide reliable, resilient and sustainable wastewater
services to North San Diego County while optimizing the use
of renewable resources.
June 18, 2024 Item #11 Page 384 of 625
BOARD OF DIRECTORS
CHAIR
VICE-CHAIR
CALENDAR YEAR 2024
Jim Hernandez
Chris Roesink
Jim Hernandez
CITY OF VISTA &
BUENA SANITATION DISTRICT
LEUCADIA WASTEWATER DISTRICT LEUCADIA WASTEWATER DISTRICT
CITY OF VISTA &
BUENA SANITATION DISTRICT
CITY OF CARLSBAD CITY OF CARLSBAD
VALLECITOS WATER DISTRICT VALLECITOS WATER DISTRICT
CITY OF ENCINITAS CITY OF ENCINITAS
John Franklin
Keith Blackburn
Bruce Ehlers
Chris Roesink
Carolyn Luna
Joe Green
Jim Pennock
Joy Lyndes
Rolando Saldana
June 18, 2024 Item #11 Page 385 of 625
EXECUTIVE LEADERSHIP TEAM
General Manager
Assistant General Manager
Treasurer | Auditor
Scott McClelland, PE, BCEE, MBA
Jennifer Sabine
Director of Environmental Compliance
Director of Operations Director of Technical Services
Director of Finance
General Counsel
Nicholaus Norvell
Octavio Navarrete
Alicia Appel
Dimitris Papachristoforou
Aaron Beanan
June 18, 2024 Item #11 Page 386 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
TABLE OF CONTENTS
INTRODUCTION
Letter of Transmittal ............................................................................................................................................................................... 1
Policy Brief – Workforce Staffing Strategy .............................................................................................................................................. 7
About Encina ......................................................................................................................................................................................... 11
Organization Chart ................................................................................................................................................................................ 15
Position List ........................................................................................................................................................................................... 17
Personnel Expense Summary by Account & by Program ...................................................................................................................... 19
OPERATING PROGRAMS
Operating Budget – Revenue and Expense Summary ........................................................................................................................... 23
Operating Budget – Expense Summary ................................................................................................................................................. 24
Operating Budget – Revenue Summary ................................................................................................................................................ 25
Encina Water Pollution Control Facility – Overview .............................................................................................................................. 27
Encina Water Pollution Control Facility – Operating Expense Summary............................................................................................... 29
Environmental Compliance and Regional Source Control – Overview .................................................................................................. 31
Environmental Compliance and Regional Source Control – Operating Expense Summary ................................................................... 33
Agua Hedionda Lift Station – Overview ................................................................................................................................................. 35
Agua Hedionda Lift Station – Operating Expense Summary ................................................................................................................. 37
Buena Creek Pump Station – Overview ................................................................................................................................................. 39
Buena Creek Pump Station – Operating Expense Summary ................................................................................................................. 41
Buena Vista Pump Station – Overview .................................................................................................................................................. 43
Buena Vista Pump Station – Operating Expense Summary ................................................................................................................... 45
Carlsbad Water Recycling Facility – Overview ....................................................................................................................................... 47
Carlsbad Water Recycling Facility – Operating Expense Summary ....................................................................................................... 49
Raceway Basin Pump Station – Overview ............................................................................................................................................ 51
Raceway Basin Pump Station – Operating Expense Summary .............................................................................................................. 53
Internal Service Funds – Overview ........................................................................................................................................................ 55
Internal Service Funds – Operating Expense Summary ......................................................................................................................... 57
CAPITAL PROGRAMS
Capital Program ……………………………………………………………………………………………………………………………………………………………………………….61
Summary of Capital Expenses ............................................................................................................................................................... 63
Encina Water Pollution Control Facility – Capital Improvements ......................................................................................................... 64
Encina Water Pollution Control Facility – Planned Asset Rehabilitation & Replacement ..................................................................... 65
Encina Water Pollution Control Facility – Capital Acquisitions.............................................................................................................. 67
Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 68
Encina Water Pollution Control Facility – Capital Improvements, 5 Year Detail ................................................................................... 70
Encina Water Pollution Control Facility – Capital Improvements, Estimated Carry Forward ................................................................ 73
Long-Term Capital Financial Plan .......................................................................................................................................................... 77
APPENDIX
Budget Resolutions ................................................................................................................................................. 80
June 18, 2024 Item #11 Page 387 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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June 18, 2024 Item #11 Page 388 of 625
INTRODUCTORY
SECTION
Letter of Transmittal
Policy Brief
Organizational Chart
Position List
Personnel Expens Summary
June 18, 2024 Item #11 Page 389 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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June 18, 2024 Item #11 Page 390 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Date: April 24, 2024
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 FY 2024-25 Recommended Operating & Capital Budgets
This letter transmits the Encina Wastewater Authority’s (Encina) Recommended Fiscal Year 2024-25 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 the amount of money required to sustainably operate, maintain and
administer the Joint System during Fiscal Year 2024-25. It also includes estimates for each Member Agency’s proportionate
share of the budget.
Encina’s operations directly support public and environmental health and a $21 billion-dollar north San Diego economy.
Global volatility and uncertainty continue to be consistent themes that impact Encina’s ability to achieve its mission and are
putting significant upward pressure on the cost of providing wastewater services. For example, winter storms over the last
several years have highlighted the impact climate volatility is having on aging infrastructure across California. During a storm
in February 2024, one of the remote facilities Encina manages, with a rated capacity of 23 million gallons per day, saw peak
instantaneous flows of 26 million gallons per day. This created a significant risk of infrastructure failure and wastewater spills.
When such failures do occur, like the 78-freeway closure due to flooding during that same storm, they impact public,
environmental, and economic health. Increasing the adaptability, sustainability, and resiliency of operations and finances will
become increasingly important for all public utilities as global volatility becomes a new normal. This budget proposes the
start of a decade-long journey to proactively adapt to a volatile environment and creates a roadmap to help ensure Encina
protects public and environmental health for generations to come.
As shown in the table below, the Recommended Fiscal Year 2024-25 budget reflects a 16.4% increase over last year’s budget
to begin systematically addressing the challenges Encina is facing:
The following sections will describe how this budget will allow Encina to continue its mission to provide reliable, resilient
and sustainable wastewater services to North San Diego County while optimizing the use of renewable resources.
OPERATING BUDGET OVERVIEW
The FY 2024-25 Operating Budget reflects Encina’s continuing commitment to provide sustainable and fiscally responsible
wastewater services to the communities it serves while maximizing the use of alternative and renewable resources. The
Recommended FY 2024-25 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 FY 2024-25 Budget reflects management’s strategies and objectives
to ensure continued achievement within each of the six (6) Strategic Initiatives identified in the Five-Year Strategic Plan (2024-
Budget Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
Operating Budget 20,977,328$ 24,030,441$ 26,624,721$ 10.8%
Capital Budget 22,143,485$ 25,834,437$ 31,417,581$ 21.6%
Total Budget $ 43,120,813 $ 49,864,878 $ 58,042,302 16.4%
1June 18, 2024 Item #11 Page 391 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
2028): Protect Public and Environmental Health; Remain an Employer of Choice; Ensure Administrative Effectiveness;
Maintain Infrastructure Reliability & Safeguard Public Assets; Pursue Resource Recovery; and Optimize Operational
Performance.
The Recommended FY 2024-25 Operating Budget totals approximately $26.6M for the seven (7) operational programs
summarized below:
The primary driver for this operating budget is existing staffing costs, which make up most of the operating budget increase.
Attracting, retaining, and developing a highly skilled, adaptable, and engaged workforce is critical to the success of Encina’s
mission. The budget reflects the implementation of year two in the three-year salary and benefit package approved by the
Board of Directors in July 2023. Increases in CalPERS and health benefit costs for existing staff are also contributing factors.
Additionally, staffing costs were reallocated from the capital budget to the operating budget as another step in a multi-year
process to increase the precision of the budget and accurate cost accounting. This reallocation of existing staffing costs from
the capital budget to the operating budget is not, in and of itself, an increase in the overall cost of service.
The operating budget also reflects the proposed addition of an Information Systems Analyst position to support the significant
workload and complexity of Encina’s technology infrastructure. Today, technology touches everything from computers to
HVAC systems, and SCADA systems to sampling equipment. Ensuring Encina’s technology resources are protected from
cybersecurity threats is increasingly important as threat actors become more sophisticated with targeting critical
infrastructure such as Encina. Not only will this position help ensure critical technology infrastructure is proactively
maintained, but it will also pave the way to future adaptations, such as plant automation, necessary for Encina to carry out
its mission in a more volatile environment. Additional information is available to support this position request in the
Workforce Staffing Strategy Policy Brief.
Other drivers for the operating budget include chemicals, energy, and insurance costs, some of which were offset by
commodity stabilization and insurance coverage changes. However, volatility continues to impact these sectors making it
difficult to predict their impact on Encina. A study currently under way, the Energy Resilience Assessment, is analyzing
opportunities to control energy costs, as well as respond to increasingly stringent air quality regulations, in a way that
maximizes value for Encina and its Member Agencies.
Operating Program Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
Encina Water Pollution Control Facility $ 16,615,644 $ 18,650,287 $ 20,907,524 12.1%
Environmental Compliance ─ Source Control $ 863,252 $ 1,019,627 $ 1,157,985 13.6%
Agua Hedionda Lift Station $ 563,099 $ 740,566 $ 663,873 -10.4%
Buena Creek Pump Station $ 563,322 $ 619,768 $ 676,191 9.1%
Buena Vista Pump Station $ 782,492 $ 864,612 $ 990,528 14.6%
Carlsbad Water Recycling Facility $ 1,343,530 $ 1,829,848 $ 1,926,044 5.3%
Raceway Basin Pump Station $ 245,989 $ 305,733 $ 302,576 -1.0%
Total Operating Budget $ 20,977,328 $ 24,030,441 $ 26,624,721 10.8%
Estimated Other Operating Revenue $ - $ (529,000) $ (474,800) -10.2%
Estimated Member Agency Share $ 20,977,328 $ 23,501,441 $ 26,149,921 11.3%
2June 18, 2024 Item #11 Page 392 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
CAPITAL BUDGET OVERVIEW
The Recommended FY 2024-25 Capital Budget totals approximately $31.4M for the following Encina capital programs
summarized below:
Despite a history of strategic planning, capital costs have increased rapidly over the past 3 years to unexpected levels driven
by the global volatility discussed in previous budgets. Encina’s 2040 Master Plan provided direction related to addressing
some, but not all, of the changing environment Encina is facing. While the Recommended FY 2024-25 Capital Budget reflects
pressures from several directions including aging infrastructure renewal, solids management capacity due to growth, and
regulations, it also reflects the opportunity to adapt to a new paradigm.
Aging Infrastructure Renewal
Facility age and a uniquely corrosive environment, given Encina’s coastal location and the nature of the resources Encina
manages, are putting significant pressure on infrastructure renewal. The original treatment plant was constructed in 1963
with Phase I and II following in 1971 and 1975 respectively. The first three phases were built between 49 and 59 years ago.
Phase III and IV were built in 1988 and 1992, respectively; over 30 years ago. Phase V, the most recent comprehensive
expansion, was built in 2006. Based on estimates from July 2023 Encina is responsible for ~$714 million worth of Joint System
Assets at the EWPCF. Many of these assets are near or at the end of their useful life. Failure to proactively maintain Encina’s
aging infrastructure can lead to process failures resulting in wastewater spills that negatively impact the environment and
north San Diego County economy. Over the next 10 years, plant rehabilitation to maintain core services is expected to have
a cost order of magnitude of ~$145 million, in 2024 dollars. This does not include other necessary infrastructure upgrades as
discussed below.
Solids Management Capacity due to Growth
Growth within the Member Agencies’ service area is also putting significant pressure on Encina’s solids management capacity.
About 63% of the overall 43.31 million gallons per day of solids capacity is currently used which creates three challenges.
First, reduced hydraulic detention time of solids in the digesters is near the permit limit of 15 days. This permit limit allows
for the disposal of Class “B” solids when the heat dryer system does not have adequate capacity to meet demands. The
Biosolids Management Plan completed in 2022 identified the need for either increased hydraulic capacity at the digesters or
the installation of a second heat dryer system; adding hydraulic capacity was the least cost alternative as rehabilitation of
unused existing infrastructure would reduce overall project costs. Second, the additional digester capacity would provide
buffering capabilities in the event that Encina experiences a process upset where an upset digester would need to be isolated
and the biological activity restored to normal levels without the potential to spill digested solids. Third, spare solids
management capacity is needed to ensure preventative maintenance can be performed on the digesters helping increase
infrastructure sustainability and resiliency and lowering long-term costs. Without the spare capacity to meet permit
Capital Program Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
EWPCF – Capital Improvements 16,272,257$ 19,245,000$ 25,072,000$ 30.3%
EWPCF – Planned Asset Rehabilitation 1,192,653$ 1,534,200$ 1,729,000$ 12.7%
EWPCF – Capital Acquisitions 420,088$ 368,000$ 720,000$ 95.7%
Remotes Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$ -3.3%
Allocated Personnel Expenses 2,964,385$ 3,084,320$ 2,347,081$ -23.9%
Total Capital Budget $ 22,143,485 $ 25,834,437 $ 31,417,581 21.6%
Estimated Federal Grant $ (500,000) $ (100,000) -80.0%
Estimated Member Agency Share $ 22,143,485 $ 25,334,437 $ 31,317,581 23.6%
3June 18, 2024 Item #11 Page 393 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
requirements, allow for appropriate control of process upsets and for proactive and preventative maintenance, the risk of
permit violations, infrastructure failures and costly rehabilitation increases significantly. Over the next 6 years, improvements
to Encina's Digester 1, 2, and 3 are expected to have a cost order of magnitude of ~$40 million, in 2024 dollars.
Regulatory Environment
More stringent regulations continue to put significant pressure on Encina. While some upcoming regulations are predictable,
they are not fully quantifiable, leading to increased business risk. For example, newly adopted air quality regulations by the
EPA and the State will have a profound impact on Encina’s cogeneration engines used to produce power onsite. If a viable
alternative cannot be found, Encina anticipates its energy costs will increase ~$3.3 million annually, in 2024 dollars. Another
example includes the State Water Resource Control Board (SWRCB) investigating how nutrients discharged from treatment
plants impact the ocean ecosystem. There is concern that excess nutrients from ocean outfalls contribute to ocean
acidification and hypoxia, both of which can have substantial negative impacts on marine ecosystems. Recently, Encina
completed a plume tracking study in accordance with operating permit requirements. The data from this study is being
monitored by the SWRCB and is anticipated to guide their future regulations. Staff anticipates our 2018 National Pollutant
Discharge Elimination System (NPDES) permit, which included plume tracking for the first time, will be renewed by late 2025
with additional requirements not yet known. Based on SWRCB’s historical regulation cycle, staff anticipates the SWRCB will
incorporate nutrient limits into our NPDES permit between 2032 and 2040. One of the most common technologies available
to remove nutrients from wastewater discharge are membrane bio-reactors, the same technology used for direct or indirect
potable reuse projects. This technology is costly. Over the next 10 years, regulatory requirements impacting energy resources
and nutrient limits on Encina’s Ocean Outfall are expected to have a cost order of magnitude of ~$35 million and ~$180
million, respectively, in 2024 dollars.
General Capital
The proposed capital budget reflects steps to begin addressing these challenges. The large Capital Improvement Projects are
planned, scoped, and prioritized through the Encina Comprehensive Asset Management Program (E-CAMP). The most recent
E-CAMP was published in June 2021. Staff is currently finalizing the official Fiscal Year 2024-25 E-CAMP. Future E-CAMPs will
be updated biannually. E-CAMP considers anticipated changes in regulatory requirements, prospective operational
efficiencies, funding availability and other factors.
Staffing resources are also critical to the successful execution of the decades-long capital plan to address Encina’s challenges.
As such, the Recommended FY 2024-25 Capital Budget includes funding for 10.11 full-time equivalent (FTE) positions, which
are net of the staffing reallocation described above. These positions include full and part-time efforts of Encina executives,
professionals, managers, and technical staff who plan, direct, and support Encina’s Capital Program. Additionally, the capital
budget also reflects the proposed addition of an Engineer position to support the significant workload associated with
Encina’s aging infrastructure, capacity improvements, and regulatory requirements. Currently Encina has one professional
engineering position that is solely developing over $30M in projects annually, far above what would be expected by any
standard, The requested position is a critical first step towards addressing staffing needs to ensure Encina can adapt to the
challenges it’s facing. More information is available on this position request in the Workforce Staffing Strategy Policy Brief.
Significant Capital Improvement Projects for FY 2024-25 include new and continued funding of the Primary Sedimentation
Basin Mechanical Rehabilitation ($2.3M), the Digester Rehabilitation and Improvements ($5.0M), the Dissolved Air Flotation
Tank (DAFT) Repairs ($1.1M), the Existing Dryer Major Rehabilitation ($2.0M), Odor Reduction Facilities (ORF) I System
Rehabilitation with includes both Odor and Corrosion Control ($600K), and the Secondaries & Effluent Electrical & Controls
Improvements ($3.5M), along with over 35 other projects of lesser value.
Planned Asset Rehabilitation and Replacement (PARR) effort at EWPCF reflects minor plant rehabilitation efforts undertaken
by Encina staff to maintain the Joint System assets. PARR Projects total ~$1.8M. EWPCF Capital Acquisitions total ~$0.7M
4June 18, 2024 Item #11 Page 394 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
and reflect investment in minor infrastructure and equipment. Remote Facilities – Acquisitions and Rehabilitation total
~$1.6M and reflect investment in remote facility improvements.
SUMMARY
Staff has made every effort to coordinate with the Member Agencies and provides its best professional judgement based on
understanding the day-to-day operating requirements and capital investment needs while developing the budget. This
budget represents the beginning of a comprehensive plan to address the challenges Encina is facing. The two largest factors
influencing the success of its decades-long plan are funding and staffing. As such, staff will be working with the Member
Agencies to identify alternatives to pay-as-you-go funding to help minimize the financial impacts to their ratepayers and
realize the economic value of Encina’s resources. A staffing framework has also been developed to support these efforts.
However, given the impacts of adding additional staff, Encina is proposing to take an “adaptive management" approach to
ensure Encina continues to operate using a lean staffing model; only having the staff necessary to support its mission and
reassessing staffing needs at every opportunity. The additional staff proposed in the budget are consistent with this approach.
Staff will be working with the Board and Member Agencies on solutions over the next decade to ensure Encina can continue
to protect public and environmental health for generations to come.
Through efforts by staff, Encina consistently looks for opportunities to enhance efficiency and provide value to its Member
Agencies and their rate payers. Encina continues to look for long term solutions to infrastructure challenges that provide
lasting value for the community it serves. Additionally, Encina has been able to hold a very tight line on all costs that can be
controlled with an increase of merely 0.4% above last year’s budget. As presented to the Board in February 2024, Encina’s
staffing model, when compared nationally, is above the 75th percentile in gallons treated per staffing unit. As of the study
year, Encina could have had 14 additional staff to be at the 75th percentile which demonstrates Encina is significantly more
efficient.
Please join me in recognizing the staff 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
Encina. Aaron Beanan, Director of Finance, who led efforts in the preparation and development of the Recommended FY
2024-25 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
5June 18, 2024 Item #11 Page 395 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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6June 18, 2024 Item #11 Page 396 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Policy Brief
Date: April 24, 2024
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 (Encina) 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 Encina are typically reviewed annually. Decisions to expand or contract Encina’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.
Encina’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
Encina 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 Encina?
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?
7June 18, 2024 Item #11 Page 397 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Engineer
The recommended Fiscal Year 2024-25 Budget includes a Engineer position. The estimated full year cost for this position is
~$210,000. This position will support the capital improvements program by providing an Engineer to focus on development
and oversight of the budget, scope, and schedule for multiple projects. Aging infrastructure and equipment coupled with the
potential for more stringent regulatory requirements will require that the capital program continue to address the
infrastructure needs in a timely manner. Developing the in-house resources of Encina’s Engineering team will support the
ability to execute successful projects to meet the increasing demand as well as build the institutional knowledge base. The
following table of justification is provided for your consideration:
Evaluation Criteria Justification
Permanence The recommended addition of a Engineer provides the needed staffing for executing the complex
projects that are part of the overall Encina capital improvements program (CIP). The execution
of these projects requires significant coordination with multiple stakeholders both internally
(member agencies, O&M, environmental compliance, contracts, etc.) and externally (engineering
consultants, contractors, regulatory and permitting agencies, etc.). Developing these skills and
relationships with internal staff provides consistency between projects. It also develops
institutional knowledge of our facilities, which is critical to the development of reliable succession
planning.
Reprioritization Encina runs a lean staffing model and takes every opportunity to reprioritize existing positions
before considering adding any staff. Since 1995, Encina’s FTE count has only increased to
accommodate positions which were needed to address increased plant complexity and safety
concerns. Reassigning certified staff from other facility operations is not feasible as this position
has a requirement for a unique skill set and educational requirements.
Cost Effectiveness and
Budget Impact
The additional FTE is permanent and will be partially by a reduction in part-time labor costs from
Encina’s professional services contracts. The permanent position is a more cost-effective option
than cycling through temporary labor supporting projects through professional service contracts,
which requires reorientation of Encina facilities and loss of valuable staff time as well loss of
historical project knowledge.
Full Time vs. Part Time Encina continues to execute complex capital projects to rehabilitate our existing facilities, which
in turn creates increased management and oversight needs for the organization. Furthermore,
this position requires training, organizational, and institutional knowledge that may take several
years to fully develop. This position will provide valuable coordination with all departments
within the organization.
Appropriate
Classification
This procurement is mid-level position that requires education, experience, licensing, and
knowledge builds.
Institutional
Knowledge
It takes approximately 2 to 3 years of working with staff and facility records for someone to
develop a strong foundational knowledge of Encina’s facilities to be trained and perform at their
highest potential. Having the position set at a mid-level position allows an individual with strong
foundational knowledge of engineering and project management principles to focus on the
uniqueness of Encina’s system and facilities.
Market Availability Market competition is extremely tight and the labor pool is very limited for experienced
engineers. It is essential to select an individual with the right skill set and personality to
complement the existing CIP Team’s skill set.
Special Skills or
Certifications
Required
This position requires the ability to manage complex administration, reporting and legal aspects
of contracts. The position will need to be able to work independently with limited oversight and
use their best judgement. It is also imperative that the candidate have a strong understanding of
engineering & construction principles to independently execute capital projects.
Risk Management Because of the complex nature of many of Encina’s capital projects, knowledge of engineering
and project management principles is critical to identifying, evaluating, and mitigating project
risks. Risk management is essential to the decision-making process associated with project
execution and is critical in making appropriate recommendations to internal management and
member agencies.
Logistical Issues The new position will support the organization as a whole but will work directly with the
Engineering team to assist in managing the CIP program.
8June 18, 2024 Item #11 Page 398 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Information System Analyst
The Recommended Fiscal Year 2024-25 Budget includes an additional Information System Analyst position to support the
significant increase of workload and complexity of Encina’s Information Technology group. The estimated full year cost for
this position is ~$190,000. This position will support all aspects of Encina business including CIP, Administration, Operations,
and Maintenance. The analyst will maintain all systems hardware, workstations, installations/configuration of PLC, SCADA,
cybersecurity protocols, troubleshooting, and Enterprise Resource Planning systems. The Information System team plays a
vital role in ensuring continuous operations for Encina. The following table of justification is provided for your consideration:
Evaluation Criteria Justification
Permanence In today’s world every organization is heavily dependent on Information Technology. Encina is
no exception and considering the effort to upgrade SCADA, CMMS, data acquisition
management, workstations support, along with increased cybersecurity demands to support
telework, it has created an exponential workload on the Information System (IS) team. The
additional FTE needed at this time will support today's needs and the future needs at Encina.
Additionally, the learning curve for this position is extensive even with a strong IS background
and the successful candidate takes approximately 2 years to become proficient at Encina.
Reprioritization Encina runs a lean staffing model and takes every opportunity to reprioritize existing positions
before considering adding any staff. Reassigning certified staff from other facility operations is
not feasible as this position requires a unique skill set. The original IS team structure consisted
of 3 IS Analysts & 1 Manager. However, since August 2021 the team has been operating with
only 2 IS Analysts and 1 Manager. This demonstrates that Encina’s attempt to accomplish the
work with fewer staff resources has not been successful.
Cost Effectiveness and
Budget Impact
A permanent position is more cost-effective due to complex responsibilities and accessing
sensitive Encina information. An Information Analyst must be familiar with all Encina equipment,
controls, and software to support overall operations in a time sensitive manner. This position
requires historical knowledge and experience that can only be gained by continuous
involvement. This will offset the budget by reducing professional services contracts.
Full Time vs. Part Time Encina’s Information Technology is a complex, vital group of unique knowledge analysts with
access to sensitive information. Therefore, this position requires extensive training,
organizational and institutional knowledge, and trust that may take several years to fully
develop. This position will provide daily support with all departments within the organization.
Appropriate
Classification
This procurement is requested at the entry level while the position requires experience, unique
skills, and knowledge. It recognizes Encina’s unique environment and the demand for
institutional knowledge and commitment.
Institutional
Knowledge
An estimate of up to 2 years of working with staff and Encina’s virtual environment is expected
to develop a strong foundational knowledge of Encina’s facilities. Having the position set at an
entry level position allows an individual with experience to adapt to Encina’s obligations.
Market Availability Today’s market challenges in combination with the unique skill requirements for this position,
the labor pool is highly competitive for IS Analysts. It is essential to select an individual with the
appropriate skill set and personality to complement and support the existing Information
Systems team.
Special Skills or
Certifications Required
The Information System Analyst is required to have an Associate degree in Information System
or equivalent experience in computer and/or electrical engineering. This position demands a
highly ethical person with an extended understanding of systems, network, cybersecurity,
SCADA, and Enterprise Resource Planning.
9June 18, 2024 Item #11 Page 399 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Risk Management and
Transparency
Due to the access of sensitive information and the complex nature of Encina’s virtual world,
Encina is exposed to the risk for delays and possible data breach if using outside resources to
support this gap. Risk management is essential to the appropriate response time and data
management which is critical in making informed decisions in a timely manner to ensure Encina
continues operations.
Logistical Issues The new position will support the entire organization including CIP, Administration, Operation
and Maintenance. The position will be held in the Technical Services Department building.
10June 18, 2024 Item #11 Page 400 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
ABOUT ENCINA
Founded in 1961, the Encina Wastewater
Authority (Encina) is a public joint
powers authority located in North San
Diego County. Encina provides
wastewater treatment services on behalf
of its six (6) Member Agencies.
Facts
Founded
1961
Population Served
380,000
Service Area
123 square miles
Permitted Liquid Treatment Capacity
40.51 million gallons per day (dry weather)
Permitted Solids Treatment Capacity
43.53 million gallons per day (dry weather)
Member Agencies
City of Carlsbad
July 13, 1961
City of Vista
July 13, 1961
Buena Sanitation District
January 6, 1964
Vallecitos Water District
March 22, 1965
City of Encinitas
August 17, 1971
Leucadia Wastewater District
August 17, 1971
11June 18, 2024 Item #11 Page 401 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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12June 18, 2024 Item #11 Page 402 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
RESOURCE RECOVERY
Encinas has long been a leader in the wastewater industry while still remaining within the industry
standards for cost of
service. Encina was one of
the first in the nation to
adopt a cogeneration model
back in the 1980’s, one of
the first in the state and
nation to adopt a heat dryer
model, and one of the first
in the nation to use beer
waste as a power
generation source in 2017.
Each of these has provided
value to Encina, its Member
Agencies, and their ratepayers. Because of Encina’s unique approach within the industry, it provides
exceptional value for its Member Agencies and ratepayers.
ORGANIZATION OF EXCELLENCE
Encina is a model of excellence and innovation. Encina has received over 40 awards for organizational
excellence and innovations over the past decade. This reflects the competence of Encina’s highly
qualified, trained, and certified workforce. Some recent awards are shown here.
13June 18, 2024 Item #11 Page 403 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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14June 18, 2024 Item #11 Page 404 of 625
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June 18, 2024 Item #11 Page 405 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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16June 18, 2024 Item #11 Page 406 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
2022-23 Budget 2023-24 Budget 2024-25 Budget
Office of the General Manager
General Manager 1.00 1.00 1.00
Assistant General Manager 1.00 1.00 1.00
Assistant to the General Manager 1.00 0.00 0.00
Engineering Services Manager 1.00 1.00 1.00
Senior Construction Manager1 1.00 1.00 1.00
Engineer 0.00 0.00 1.00
Human Resources Manager 0.00 1.00 1.00
Human Resources Analyst2 1.00 1.00 1.00
Board Secretary/Executive Assistant2 1.00 1.00 1.00
Administrative Assistant I/II 1.00 1.00 1.00
Total 8.00 8.00 9.00
Finance Department
Director of Finance1 1.00 1.00 1.00
Accounting Supervisor1 1.00 1.00 1.00
Accounting Technician I/II 1.00 1.00 1.00
Contract Administrator 1.00 1.00 1.00
Inventory Control Technician2 1.00 1.00 1.00
Procurement Specialist 1.00 1.00 1.00
Total 6.00 6.00 6.00
Operations Department
Director of Operations 1.00 1.00 1.00
Operations Manager 3.00 3.00 3.00
Shift Supervisor3 6.00 6.00 5.00
Lead Operator3 5.00 5.00 7.00
Operator I/II and Operator-In-Training3 15.00 15.00 14.00
Training and Quality Control Specialist 1.00 1.00 1.00
Total 31.00 31.00 31.00
AUTHORIZED POSITIONS
Summary by Department
17June 18, 2024 Item #11 Page 407 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
2022-23 Budget 2023-24 Budget 2024-25 Budget
AUTHORIZED POSITIONS
Summary by Department
Technical Services Department
Director of Technical Services 1.00 1.00 1.00
Maintenance Manager 1.00 1.00 1.00
Electrical and Instrumentation Supervisor1 1.00 1.00 1.00
Electrical and Instrumentation Technician1,2 3.00 3.00 3.00
Mechanical Technician Supervisor1 1.00 1.00 1.00
Lead Mechanical Technician 1.00 1.00 1.00
Mechanical Technician I/II1 6.00 6.00 6.00
Cogeneration Specialist 1.00 1.00 1.00
Field Services Superintendent 1.00 1.00 1.00
Information Systems Manager 1.00 1.00 1.00
Information Systems Analyst2 2.00 2.00 3.00
Total 19.00 19.00 20.00
Environmental Compliance Department
Director of Environmental Compliance 1.00 1.00 1.00
Source Control Manager 1.00 1.00 1.00
Source Control Inspector I/II/III2 3.00 3.00 3.00
Laboratory Manager 1.00 1.00 1.00
Chemist I/II/III2 4.00 5.00 5.00
Safety & Training Manager 1.00 1.00 1.00
Total 11.00 12.00 12.00
Full-time Equivalent Employees Summary
Office of the General Manager 8.00 8.00 9.00
Finance 6.00 6.00 6.00
Operations 31.00 31.00 31.00
Technical Services 19.00 19.00 20.00
Environmental Compliance 11.00 12.00 12.00
Total 75.00 76.00 78.00
1. Mid-year change per General Manager authority during Fiscal year 2022-23.
2. Title changed per 2022 Compensation Study.
3. Mid-year change per General Manager authority during Fiscal year 2023-24.
18June 18, 2024 Item #11 Page 408 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Salaries
FY 2023-24
Budget % of Total FY 2024-25
Budget % of Total % Change
Regular 9,609,617$ 10,579,056$ 10.1%
Overtime 194,130$ 213,715$ 10.1%
Holiday 96,000$ 106,000$ 10.4%
Temporary & Part-Time Staff 47,000$ 50,000$ 6.4%
Intern Program 29,800$ 33,290$ 11.7%
Shift Differential 45,000$ 40,000$ -11.1%
Incentive Awards 19,741$ 24,684$ 25.0%
Standby 5,000$ 2,000$ -60.0%
Subtotal Salaries 10,046,289$ 73.7% 11,048,744$ 73.5% 10.0%
FY 2023-24
Budget % of Total FY 2024-25
Budget % of Total % Change
CalPERS Retirement Program — Normal Cost 1,973,774$ 2,184,251$ 10.7%
CalPERS Employee Contribution (780,049)$ (855,725)$ 9.7%
Other Post-Employment Benefits 104,597$ 104,632$ 0.0%
Flexible Benefits 125 Plan 1,452,797$ 1,702,471$ 17.2%
Deferred Compensation 355,573$ 381,540$ 7.3%
Medicare 153,845$ 170,052$ 10.5%
Workers Compensation Insurance 263,000$ 249,511$ -5.1%
Other Ancillary Benefits 54,509$ 50,422$ -7.5%
Subtotal Benefits 3,578,045$ 26.3% 3,987,153$ 26.5% 11.4%
Total Personnel Expense 13,624,334$ 100.0% 15,035,897$ 100.0% 10.4%
FY 2023-24
Budget
FY 2023-24
Positions
FY 2024-25
Budget
FY 2024-25
Positions % Change
Encina Water Pollution Control Facility 5,604,374$ 33.60 7,345,477$ 39.95 31.1%
Source Control 683,659$ 4.35 793,766$ 4.46 16.1%
Agua Hedionda Lift Station 352,365$ 1.90 250,374$ 1.32 -28.9%
Buena Creek Pump Station 278,579$ 1.53 232,490$ 1.26 -16.5%
Buena Vista Pump Station 233,009$ 1.29 201,784$ 1.07 -13.4%
Carlsbad Water Reclamation Facilities 539,577$ 2.91 386,104$ 2.05 -28.4%
Raceway Basin Pump Station 169,118$ 0.91 134,210$ 0.71 -20.6%
Remote Facilities 1,572,648$ 8.54 1,204,962$ 6.41 -23.4%
Subtotal 7,860,681$ 46.49 9,344,205$ 50.82 18.9%
Internal Service Funds 2,679,333$ 15.40 3,344,610$ 17.08 24.8%
Subtotal Operating 10,540,014$ 61.89 12,688,815$ 67.89 20.4%
Capital Program 3,084,320$ 14.11 2,347,081$ 10.11 -23.9%
Total Personnel Expense 13,624,334$ 76.00 15,035,896$ 78.00 10.4%
PERSONNEL EXPENSE SUMMARY by ACCOUNT
Benefits
PERSONNEL EXPENSE SUMMARY by PROGRAM
Programs
19June 18, 2024 Item #11 Page 409 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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20June 18, 2024 Item #11 Page 410 of 625
OPERATING
SECTION
Operating Budget Summaries
Encina Water Pollution Control Facility
Environmental Compliance & Regional Source Control
Remote Facilities:
Agua Hedionda Pump Station
Buena Creek Pump Station
Buena Vista Pump Station
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Internal Service Funds
June 18, 2024 Item #11 Page 411 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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22June 18, 2024 Item #11 Page 412 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
City of Carlsbad 6,267,132$ 7,244,274$ 7,103,920$ 8,050,581$ 806,307$ 11.1%
City of Vista 5,683,360$ 6,310,428$ 6,307,080$ 6,977,609$ 667,181$ 10.6%
Buena Sanitation District 2,183,968$ 2,416,649$ 2,344,525$ 2,667,378$ 250,729$ 10.4%
Vallecitos Water District 3,545,893$ 3,735,121$ 3,938,552$ 4,466,441$ 731,320$ 19.6%
City of Encinitas 780,168$ 911,774$ 831,538$ 948,629$ 36,855$4.0%
Leucadia Wastewater District 2,516,807$ 2,883,195$ 2,687,734$ 3,039,283$ 156,088$ 5.4%
Sub Total 20,977,328$ 23,501,441$ 23,213,349$ 26,149,921$ 2,648,480$ 11.3%
Estimated Other Revenue *529,000$ 529,000$ 474,800$ (54,200)$ -10.2%
Total 20,977,328$ 24,030,441$ 23,742,349$ 26,624,721$ 2,594,280$ 10.8%
*2022 Actual total is net of other revenue
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 16,615,644$ 18,121,287$ 18,056,362$ 20,432,724$ 2,311,437$ 12.8%
Source Control 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6%
Agua Hedionda Lift Station 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4%
Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$9.1%
Buena Vista Pump Station 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6%
Carlsbad Water Recycling Facility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$5.3%
Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$-1.0%
Total 20,977,328$ 23,501,441$ 23,213,349$ 26,149,921$ 2,648,480$ 11.3%
(529,000)$ (529,000)$
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 16,615,644$ 18,650,287$ 18,585,362$ 20,907,524$ 2,257,237$ 12.1%
Source Control 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6%
Agua Hedionda Lift Station 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4%
Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$9.1%
Buena Vista Pump Station 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6%
Carlsbad Water Recycling Facility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$5.3%
Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$-1.0%
Total 20,977,328$ 24,030,441$ 23,742,349$ 26,624,721$ 2,594,280$ 10.8%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 7,159,297$ 7,860,680$ 8,127,770$ 9,344,205$ 1,483,525$ 18.9%
Non-Personnel 6,775,094$ 8,656,521$ 8,403,729$ 8,878,772$ 222,251$ 2.6%
Internal Service Fund 7,042,937$ 7,513,240$ 7,210,850$ 8,401,744$ 888,504$ 11.8%
Total 20,977,328$ 24,030,441$ 23,742,349$ 26,624,721$ 2,594,280$ 10.8%
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
23June 18, 2024 Item #11 Page 413 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 5,292,432$ 5,604,374$ 6,078,451$ 7,345,477$ 1,741,103$ 31.1%
Non-Personnel 5,097,405$ 6,381,144$ 6,188,274$ 6,245,965$ (135,179)$ -2.1%
Internal Service Fund 6,225,807$ 6,664,769$ 6,318,637$ 7,316,082$ 651,313$ 9.8%
Total 16,615,644$ 18,650,287$ 18,585,362$ 20,907,524$ 2,257,237$ 12.1%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 605,929$ 683,658$ 680,462$ 793,766$ 110,108$ 16.1%
Non-Personnel 13,634$ 101,550$ 30,557$ 43,132$ (58,418)$ -57.5%
Internal Service Fund 243,689$ 234,419$ 239,007$ 321,087$ 86,668$ 37.0%
Total 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 246,919$ 352,365$ 371,566$ 250,374$ (101,991)$ -28.9%
Non-Personnel 213,795$ 279,282$ 244,429$ 287,400$ 8,118$ 2.9%
Internal Service Fund 102,385$ 108,919$ 118,717$ 126,099$ 17,180$ 15.8%
Total 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 233,997$ 278,579$ 231,361$ 232,490$ (46,089)$ -16.5%
Non-Personnel 261,189$ 267,324$ 283,750$ 353,801$ 86,477$ 32.3%
Internal Service Fund 68,136$ 73,865$ 80,510$ 89,900$ 16,035$ 21.7%
Total 563,322$ 619,768$ 595,621$ 676,191$ 56,423$ 9.1%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 184,747$ 233,009$ 207,299$ 201,784$ (31,225)$ -13.4%
Non-Personnel 527,178$ 557,646$ 592,375$ 699,489$ 141,843$ 25.4%
Internal Service Fund 70,567$ 73,957$ 80,610$ 89,255$ 15,298$ 20.7%
Total 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 463,742$ 539,577$ 374,399$ 386,104$ (153,473)$ -28.4%
Non-Personnel 594,490$ 983,270$ 992,913$ 1,140,658$ 157,388$ 16.0%
Internal Service Fund 285,298$ 307,001$ 318,533$ 399,282$ 92,281$ 30.1%
Total 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$ 5.3%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 131,531$ 169,118$ 184,232$ 134,210$ (34,908)$ -20.6%
Non-Personnel 67,403$ 86,305$ 71,431$ 108,327$ 22,022$ 25.5%
Internal Service Fund 47,055$ 50,310$ 54,836$ 60,039$ 9,729$ 19.3%
Total 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$-1.0%
OPERATING BUDGET: EXPENSE SUMMARY
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Encina Water Pollution Control Facility
Environmental Compliance ─ Source Control
Agua Hedionda Lift Station
Buena Vista Pump Station
Buena Creek Pump Station
24June 18, 2024 Item #11 Page 414 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 4,399,501$ 4,820,869$ 4,801,300$ 5,452,265$ 631,396$ 13.1%
Source Control 268,725$ 274,803$ 298,201$ 364,123$ 89,320$32.5%
Agua Hedionda Lift Station 173,997$ 228,835$ 227,026$ 205,135$ (23,700)$ -10.4%
Buena Vista Pump Station 81,379$ 89,919$91,548$103,014$ 13,095$14.6%
Carlsbad Water Recycling Facility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$5.3%
Total 6,267,132$ 7,244,274$ 7,103,920$ 8,050,581$ 806,307$ 11.1%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 4,062,612$ 4,364,097$ 4,378,763$ 4,945,145$ 581,048$ 13.3%
Source Control 284,544$ 354,174$ 321,396$ 383,636$ 29,462$8.3%
Agua Hedionda Lift Station 389,102$ 511,731$ 507,686$ 458,738$ (52,993)$ -10.4%
Buena Vista Pump Station 701,113$ 774,693$ 788,736$ 887,514$ 112,821$ 14.6%
Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$-1.0%
Total 5,683,360$ 6,310,428$ 6,307,080$ 6,977,609$ 667,181$ 10.6%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 1,552,767$ 1,724,928$ 1,666,621$ 1,894,218$ 169,290$ 9.8%
Source Control 67,879$ 71,953$82,283$96,969$25,016$34.8%
Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$9.1%
Total 2,183,968$ 2,416,649$ 2,344,525$ 2,667,378$ 250,729$ 10.4%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 3,406,635$ 3,578,652$ 3,798,286$ 4,293,267$ 714,615$ 20.0%
Source Control 139,258$ 156,469$ 140,266$ 173,174$ 16,705$10.7%
Total 3,545,893$ 3,735,121$ 3,938,552$ 4,466,441$ 731,320$ 19.6%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 748,977$ 867,277$ 796,573$ 900,877$ 33,600$3.9%
Source Control 31,191$ 44,497$34,965$47,752$3,255$ 7.3%
Total 780,168$ 911,774$ 831,538$ 948,629$ 36,855$ 4.0%
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 2,445,152$ 2,765,464$ 2,614,819$ 2,946,952$ 181,488$ 6.6%
Source Control 71,655$ 117,731$ 72,915$92,331$(25,400)$ -21.6%
Total 2,516,807$ 2,883,195$ 2,687,734$ 3,039,283$ 156,088$ 5.4%
OPERATING BUDGET: REVENUE SUMMARY
Leucadia Wastewater District
City of Encinitas
City of Carlsbad
City of Vista
Vallecitos Water District
Buena Sanitation District
25June 18, 2024 Item #11 Page 415 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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26June 18, 2024 Item #11 Page 416 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
ENCINA WATER POLLUTION CONTROL FACILITY
The Encina Water Pollution Control Facility (EWPCF), located in Carlsbad, California, provides wastewater treatment services
to approximately 380,000 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 primary and secondary activated sludge treatment processes); 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 trade
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 nineteen (19) 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 Encina 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 FY 2023-24, 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 based on prior year actuals.
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
27June 18, 2024 Item #11 Page 417 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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28June 18, 2024 Item #11 Page 418 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 4,051,901$ 4,112,045$ 4,641,733$ 5,369,586$ 30.6%
5200 Benefits 1,240,531$ 1,492,329$ 1,436,719$ 1,975,891$ 32.4%
Total Personnel Expenses 5,292,432$ 5,604,374$ 6,078,451$ 7,345,477$ 31.1%
21001 7330 Specialty Services 153,596$ 160,056$ 182,932$ 164,844$ 3.0%
22001 5400 CEPT Polymer 100,304$ 225,500$ 125,642$ 228,861$ 1.5%
22001 5401 Ferric Chloride 517,114$ 911,000$ 803,274$ 969,750$ 6.4%
22001 5405 Atmospheric Control (Nitrogen)27,323$ 34,000$ 39,668$ 41,273$ 21.4%
22001 5406 Pellet Dust Control 34,796$ 48,500$ 40,000$ 48,841$ 0.7%
22001 5407 Sodium Hypochlorite 87,094$ 143,000$ 157,732$ 183,576$ 28.4%
22001 5409 Dewatering / Thickening Polymer 1,304,860$ 1,528,000$ 1,528,000$ 1,604,826$ 5.0%
22001 5420 Biosolids Recycling 624,786$ 881,100$ 760,000$ 898,900$ 2.0%
22001 5422 Pure Green Marketing 12,070$ 15,000$ 10,063$ 15,000$ 0.0%
22001 5423 Grit Hauling 80,713$ 136,500$ 122,144$ 136,500$ 0.0%
22001 5431 Water 23,393$ 20,100$ 15,512$ 20,451$ 1.7%
22001 6430 Memberships -$-$-$6,991$0.0%
22001 6450 Professional Services 28,610$ 53,500$ 181$ 67,000$ 25.2%
22001 6720 Specialty Equipment 7,536$11,200$ 26,884$ 7,250$-35.3%
22001 6920 Permits 20,582$ 35,257$ 77,748$ 37,612$ 6.7%
22001 7310 Safety & Medical Services 222,603$ 195,300$ 243,213$ 296,200$ 51.7%
22001 7330 Specialty Services 4,422$ 20,000$ -$5,500$-72.5%
22001 7610 Professional Development -$-$-$17,800$ 0.0%
22001 7620 Contingency -$-$-$-$0.0%
23001 5410 Chemicals 4,723$ 6,000$-$6,000$0.0%
23001 5910 Equipment Rental 9,864$ 12,000$ 14,304$ 14,000$ 16.7%
23001 6120 Fuel & Lube 38,019$ 30,000$ 28,363$ 39,613$ 32.0%
23001 6220 Earthquake & Flood Insurance 187,791$ 206,570$ 251,759$ -$-100.0%
23001 6230 Janitorial 94,865$ 100,000$ 120,750$ 101,000$ 1.0%
23001 6410 Laundry & Uniforms 19,924$ 20,000$ 15,246$ 20,000$ 0.0%
23001 6424 Info Systems: Enterprise Applications 324,305$ 331,000$ 323,636$ -$-100.0%
23001 6430 Memberships -$-$-$4,316$0.0%
23001 6450 Professional Services (South Parcel)19,101$ 40,000$ 12,800$ 20,000$ -50.0%
23001 6710 Equipment New 5,457$ 8,000$3,754$11,000$ 37.5%
23001 6930 Piping & Electrical Repair 121,422$ 130,000$ 214,211$ 140,000$ 7.7%
23001 6940 Planned Maintenance 250,734$ 245,000$ 262,548$ 280,000$ 14.3%
23001 7010 Plant Contracts 260,837$ 320,200$ 316,469$ 362,000$ 13.1%
23001 7510 Tools 9,931$ 10,000$ 19,418$ 10,000$ 0.0%
continued
OPERATING EXPENSE SUMMARY:
ENCINA WATER POLLUTION CONTROL FACILITY
PERSONNEL
NON-PERSONNEL Proposed
FY 2024-25
Proposed
FY 2024-25
Projected
FY 2023-24
Budget
FY 2023-24
Actual
FY 2022-23
%
Change¹
Projected
FY 2023-24
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
29June 18, 2024 Item #11 Page 419 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
24001 6810 Ocean Monitoring 90,853$ 62,000$ 42,420$ 28,000$ -54.8%
24001 6911 Effluent Testing 27,067$ 31,000$ 20,698$ 33,000$ 6.5%
24001 6920 Permits 291,242$ 316,872$ 316,872$ 316,872$ 0.0%
24001 6940 Planned Maintenance -$-$-$-$0.0%
500xx 6010 Board of Directors Meeting Expense 31,925$ 29,505$ 27,135$ 29,505$ 0.0%
500xx 7610 Board of Directors Professional Dev.-$-$-$-$0.0%
Total Non-Personnel Expenses 5,097,405$ 6,381,144$ 6,188,274$ 6,245,965$ -2.1%
11001 Administration 2,411,566$ 2,653,260$ 2,891,941$ 3,489,788$ 31.5%
12001 Laboratory 983,490$ 1,213,262$ 951,265$ 1,131,155$ -6.8%
13001 Energy Management 2,830,751$ 2,798,247$ 2,475,431$ 2,695,139$ -3.7%
Total Internal Service Fund Expenses 6,225,807$ 6,664,769$ 6,318,637$ 7,316,082$ 9.8%
Total Operating Expenses 16,615,644$ 18,650,287$ 18,585,362$ 20,907,524$ 12.1%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
INTERNAL SERVICE FUNDS
NON-PERSONNEL EXPENSES (cont.) Proposed
FY 2024-25
Proposed
FY 2024-25
Actual
FY 2022-23
%
Change¹
Budget
FY 2023-24
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Projected
FY 2023-24
%
Change¹
30June 18, 2024 Item #11 Page 420 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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 Encina’s Pretreatment Ordinance, which are enforced by Encina
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 FY 2024-25 staff estimates fifty-seven (57) industries will be fully permitted, while another 572 businesses
will participate in EWA’s Best Management Practices Program.
Cost Allocation – Personnel Expenses make up over 68% of Source Control’s budgeted expenses. Over 82% of personnel
expenses are allocated to Member Agencies based on the actual level of effort by staff. Remaining personnel expenses and
all non-personnel expenses are allocated to the Member Agencies on the basis of Encina Ocean Outfall flows.
Public outreach at the 2023 Alta Vista Fun Festival at the Alta Vista Botanical Gardens.
31June 18, 2024 Item #11 Page 421 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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32June 18, 2024 Item #11 Page 422 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 452,331$ 491,137$ 506,402$ 570,589$ 16.2%
5200 Benefits 153,598$ 192,521$ 174,061$ 223,177$ 15.9%
Total Personnel Expenses 605,929$ 683,658$ 680,462$ 793,766$ 16.1%
40001 5520 Books -$ -$ -$ -$ 0.0%
40001 5930 Equipment Replacement 324$ 6,000$ 6,081$ 1,000$ -83.3%
40001 6120 Fuel & Lube 3,062$ 3,200$ 2,065$ 2,900$ -9.4%
40001 6310 Lab Equipment Repair 5,303$ 11,000$ 16,856$ 7,000$ -36.4%
40001 6330 Lab Supplies 1,077$ 1,600$ -$ 1,600$ 0.0%
40001 6410 Laundry & Uniforms 1,535$ 2,000$ 1,830$ 2,000$ 0.0%
40001 6422 Legal Notices 426$ 750$ -$ 750$ 0.0%
40001 6430 Memberships -$ -$ -$ 2,482$ 0.0%
40001 6450 Professional Services -$ 75,000$ -$ 15,000$ -80.0%
40001 7120 Printing & Reproduction -$ -$ -$ -$ 0.0%
40001 7130 Public Information 1,907$ 2,000$ 3,725$ 2,000$ 0.0%
40001 7610 Professional Development -$ -$ -$ 8,400$ 0.0%
Total Non-Personnel Expenses 13,634$ 101,550$ 30,557$ 43,132$ -57.5%
11001 Administration 162,946$ 179,561$ 195,713$ 228,783$ 27.4%
12001 Laboratory 77,909$ 52,057$ 40,816$ 89,606$ 72.1%
13001 Energy Management 2,834$ 2,801$ 2,478$ 2,698$ -3.7%
Total Internal Service Fund Expenses 243,689$ 234,419$ 239,007$ 321,087$ 37.0%
Total Operating Expenses 863,252$ 1,019,627$ 950,026$ 1,157,985$ 13.6%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
SOURCE CONTROL
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
REMOTE FACILITIES
AGUA HEDIONDA LIFT STATION
The Agua Hedionda Lift Station (AHLS) 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.
Capacity – The new AHLS 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 AHLS is operated by EWA under a contract with the owner agencies. The costs of operating and
maintaining the AHLS 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 Lift Station
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 187,273$ 257,408$ 273,181$ 182,074$ -29.3%
5200 Benefits 59,646$ 94,957$ 98,385$ 68,300$ -28.1%
Total Personnel Expenses 246,919$ 352,365$ 371,566$ 250,374$ -28.9%
31001 5431 Water 12,282$ 29,050$ 13,376$ 21,300$ -26.7%
31001 5435 Electricity 170,266$ 184,800$ 178,164$ 194,040$ 5.0%
31001 5910 Equipment Rental -$ 1,000$ -$ 1,000$ 0.0%
31001 6120 Fuel & Lube 6,579$ 12,475$ 8,063$ 10,830$ -13.2%
31001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0%
31001 6424 Info Systems: Infrastructure -$ -$ -$ 4,000$ 0.0%
31001 6920 Permits 2,891$ 6,357$ 7,226$ 6,330$ -0.4%
31001 6930 Piping & Electrical Repair 3,816$ 3,500$ 3,079$ -$ -100.0%
31001 6940 Planned Maintenance 10,932$ 11,000$ 19,347$ 14,500$ 31.8%
31001 7010 Plant Contracts 5,319$ 27,550$ 14,560$ 31,850$ 15.6%
31001 7320 Safety Equipment 1,195$ 2,000$ -$ 2,000$ 0.0%
31001 7330 Specialty Services -$ -$ -$ -$ 0.0%
31001 7510 Tools -$ 1,000$ -$ 1,000$ 0.0%
Total Non-Personnel Expenses 213,795$ 279,282$ 244,429$ 287,400$ 2.9%
11001 Administration 102,385$ 108,919$ 118,717$ 126,099$ 15.8%
Total Internal Service Fund Expenses 102,385$ 108,919$ 118,717$ 126,099$ 15.8%
Total Operating Expenses 563,099$ 740,566$ 734,712$ 663,873$ -10.4%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
AGUA HEDIONDA LIFT STATION
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
37June 18, 2024 Item #11 Page 427 of 625
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 174,567$ 204,076$ 171,259$ 169,974$ -16.7%
5200 Benefits 59,430$ 74,503$ 60,102$ 62,516$ -16.1%
Total Personnel Expenses 233,997$ 278,579$ 231,361$ 232,490$ -16.5%
37001 5431 Water 2,309$ 2,300$3,836$3,700$60.9%
37001 5435 Electricity 233,153$ 218,240$ 256,008$ 296,101$ 35.7%
37001 6120 Fuel & Lube 4,869$ 7,100$2,931$6,290$-11.4%
37001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0%
37001 6424 Info Systems: Infrastructure -$-$-$4,000$0.0%
37001 6710 Equipment New -$-$-$-$0.0%
37001 6730 Non-Specific Repair & Maintenance -$0.0%
37001 6920 Permits 1,995$ 4,334$4,706$4,760$9.8%
37001 6930 Piping & Electrical Repair 5,639$5,000$5,634$5,000$0.0%
37001 6940 Planned Maintenance 6,494$6,500$842$ 6,500$0.0%
37001 7010 Plant Contracts 5,628$ 21,100$ 9,179$24,700$ 17.1%
37001 7320 Safety Equipment 587$ 1,200$-$1,200$0.0%
37001 7330 Specialty Services -$-$-$-$0.0%
37001 7510 Tools -$1,000$1,000$0.0%
Total Non-Personnel Expenses 261,189$ 267,324$ 283,750$ 353,801$ 32.3%
11001 Administration 68,136$ 73,865$ 80,510$ 89,900$ 21.7%
Total Internal Service Fund Expenses 68,136$ 73,865$ 80,510$ 89,900$ 21.7%
Total Operating Expenses 563,322$ 619,768$ 595,621$ 676,191$ 9.1%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
BUENA CREEK PUMP STATION
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
41June 18, 2024 Item #11 Page 431 of 625
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 129,836$ 172,356$ 152,469$ 146,945$ -14.7%
5200 Benefits 54,911$ 60,653$ 54,829$ 54,839$ -9.6%
Total Personnel Expenses 184,747$ 233,009$ 207,299$ 201,784$ -13.4%
32001 5431 Water 935$ 1,200$ 893$ 1,220$ 1.7%
32001 5435 Electricity 492,257$ 499,400$ 548,868$ 632,122$ 26.6%
32001 5910 Equipment Rental -$ -$ -$ -$ 0.0%
32001 6120 Fuel & Lube 5,589$ 7,350$ 7,546$ 6,540$ -11.0%
32001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0%
32001 6424 Info Systems: Infrastructure -$ -$ -$ 4,000$ 0.0%
32001 6730 Non-Specific Repair & Maintenance -$ -$ -$ -$ 0.0%
32001 6920 Permits 3,716$ 6,246$ 8,694$ 7,157$ 14.6%
32001 6930 Piping & Electrical Repair 838$ 7,500$ 4,907$ 7,500$ 0.0%
32001 6940 Planned Maintenance 13,519$ 13,500$ 1,380$ 13,500$ 0.0%
32001 7010 Plant Contracts 9,349$ 19,400$ 18,652$ 24,400$ 25.8%
32001 7320 Safety Equipment 460$ 1,500$ 486$ 1,500$ 0.0%
32001 7330 Specialty Services -$ -$ -$ -$ 0.0%
32001 7510 Tools -$ 1,000$ 335$ 1,000$ 0.0%
Total Non-Personnel Expenses 527,178$ 557,646$ 592,375$ 699,489$ 25.4%
11001 Administration 70,567$ 73,957$ 80,610$ 89,255$ 20.7%
Total Internal Service Fund Expenses 70,567$ 73,957$ 80,610$ 89,255$ 20.7%
Total Operating Expenses 782,492$ 864,612$ 880,284$ 990,528$ 14.6%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
BUENA VISTA PUMP STATION
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
45June 18, 2024 Item #11 Page 435 of 625
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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 2016-17 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. Production volume is anticipated to increase during Fiscal Year 2024-25 due to decreased
production at the Vallecitos Water District’s Meadowlark Water Reclamation Facility. The Meadowlark Water Reclamation
Facility typically supplies a portion of the City of Carlsbad’s recycled water needs but will be offline due to planned
maintenance activities for a portion of the fiscal year. Actual expenditures will reflect the actual volume of recycled water
production.
Carlsbad Water Recycling Facility
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5100 Salaries 347,688$ 391,226$ 273,377$ 280,539$ -28.3%
5200 Benefits 116,054$ 148,351$ 101,022$ 105,565$ -28.8%
Total Personnel Expenses 463,742$ 539,577$ 374,399$ 386,104$ -28.4%
38001 5394 Sodium Hydroxide 7,076$20,000$ 13,626$ 20,000$ 0.0%
38001 5395 Citric Acid 12,696$ 38,100$ 25,819$ 38,100$ 0.0%
38001 5407 Sodium Hypochlorite 238,774$ 437,700$ 563,707$ 611,679$ 39.7%
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 9,210$22,400$ 10,863$ 26,334$ 17.6%
38001 5412 Alum -$14,100$ -$14,100$ 0.0%
38001 5435 Electricity 232,990$ 298,515$ 267,419$ 265,125$ -11.2%
38001 5530 Misc. Corrosion Protection 1,195$2,000$-$2,000$0.0%
38001 5910 Equipment Rental -$3,500$-$3,500$0.0%
38001 6120 Fuel & Lube 84$ 1,480$275$ 1,445$-2.4%
38001 6230 Janitorial 1,600$ 2,100$1,750$2,100$0.0%
38001 6410 Laundry & Uniforms 978$ 1,250$1,166$1,250$0.0%
38001 6424 Information Systems 3,997$4,000$6,172$4,000$0.0%
38001 6450 Professional Services 8,053$25,000$ 3,520$25,000$ 0.0%
38001 6730 Non-Specific Repair & Maintenance -$-$-$-$0.0%
38001 6920 Permits 27,175$ 31,625$ 57,126$ 33,925$ 7.3%
38001 6930 Piping & Electrical Repair 9,238$10,000$ 8,033$10,000$ 0.0%
38001 6940 Planned Maintenance 34,764$ 35,000$ 21,199$ 35,000$ 0.0%
38001 7010 Plant Contracts 6,106$ 30,500$ 10,278$ 41,100$ 34.8%
38001 7320 Safety Equipment 554$ 1,700$-$1,700$0.0%
38001 7330 Specialty Services -$-$-$-$0.0%
38001 7510 Tools -$1,000$1,960$1,000$0.0%
Total Non-Personnel Expenses 594,490$ 983,270$ 992,913$ 1,140,658$ 16.0%
11001 Administration 222,145$ 254,417$ 277,304$ 326,647$ 28.4%
12001 Laboratory 63,153$ 52,584$ 41,229$ 72,635$ 38.1%
Total Internal Service Fund Expenses 285,298$ 307,001$ 318,533$ 399,282$ 30.1%
Total Operating Expenses 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 5.3%
OPERATING EXPENSE SUMMARY:
CARLSBAD WATER RECYCLING FACILITY
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
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50June 18, 2024 Item #11 Page 440 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 93,278$ 122,871$ 134,451$ 97,144$ -20.9%
5200 Benefits 38,253$ 46,247$ 49,782$ 37,066$ -19.9%
Total Personnel Expenses 131,531$ 169,118$ 184,232$ 134,210$ -20.6%
39001 5431 Water 662$ 1,050$751$ 1,100$4.8%
39001 5435 Electricity 50,624$ 46,035$ 56,703$ 62,014$ 34.7%
39001 5445 Telephone -$-$-$-$0.0%
39001 5910 Equipment Rental -$-$-$-$0.0%
39001 6120 Fuel & Lube 3,743$ 6,150$2,767$5,648$-8.2%
39001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0%
39001 6424 Info Systems: Infrastructure -$-$-$4,000$0.0%
39001 6710 Equipment New -$-$-$-$0.0%
39001 6730 Non-Specific Repair & Maintenance -$-$-$-$0.0%
39001 6920 Permits 2,452$ 4,870$1,786$5,565$14.3%
39001 6930 Piping & Electrical Repair 202$ 2,000$-$2,000$0.0%
39001 6940 Planned Maintenance 4,660$5,000$2,440$5,000$0.0%
39001 7010 Plant Contracts 4,382$ 18,500$ 6,370$20,300$ 9.7%
39001 7320 Safety Equipment 163$ 1,150$-$1,150$0.0%
39001 7330 Specialty Services -$-$-$-$0.0%
39001 7510 Tools -$1,000$-$1,000$0.0%
Total Non-Personnel Expenses 67,403$ 86,305$ 71,431$ 108,327$ 25.5%
11001 Administration 47,055$ 50,310$ 54,836$ 60,039$ 19.3%
Total Internal Service Fund Expenses 47,055$ 50,310$ 54,836$ 60,039$ 19.3%
Total Operating Expenses 245,989$ 305,733$ 310,499$ 302,576$ -1.0%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
OPERATING EXPENSE SUMMARY:
RACEWAY BASIN PUMP STATION
PERSONNEL
NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹ INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
53June 18, 2024 Item #11 Page 443 of 625
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54June 18, 2024 Item #11 Page 444 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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. Encina’s budget
reflects three ISFs: (1) Administration; (2) Laboratory; and, (3) Energy Management. The existence of these ISFs traces back
to the 1998 Encina 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 Encina’s Board of
Directors as well as all Operating and Capital Programs. Administration plans and executes Encina’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 Encina’s governance activities.
Laboratory – The Laboratory Internal Service Fund is responsible for monitoring and reporting activities required by: (1)
Encina’s National Pollutant Discharge Elimination System (NPDES) Permit; (2) permits related to facilities operated and
maintained by Encina staff; (3) Encina’s Storm Water Permit; and, (4) permits and contracts related to biosolids use. The
Laboratory is also responsible for management of Encina’s Joint Flow Metering System (JFMS), as well as the sampling and
data compilation elements of Encina’s Financial Plan and Revenue Program.
Encina’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 Encina’s Member Agencies,
which generated over $169,000 in revenue in FY 2022-23, offsetting operating expenses.
Energy Management – The Energy Management Internal Service Fund utilizes the EWPCF’s
power production and heat exchange facilities to maximize the beneficial reuse of digester
gas produced in the wastewater treatment process thus minimizing the amount of energy
Encina must purchase to operate the EWPCF. EWPCF’s Energy Management facilities
generates about 12 million kilowatt hours of green electricity per year from biogas thus
providing up to 85% of the electricity required to operate the EWPCF. Encina is a member of
the Environmental Protection Agency’s Green Power Partnership and has been ranked in the
Top 30 of the Green Power Leadership Club for On-Site Generation since 2011.
Cost Allocation – All ISF costs and revenues are allocated internally to one or more Operating or Capital program on the basis
of use. Each Operating and Capital program has its own cost allocation that apportions its net costs the Member Agencies.
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
5100 Salaries 1,987,807$ 1,973,165$ 2,359,114$ 2,464,203$ 24.9%
5200 Benefits 588,947$ 706,168$ 745,833$ 880,407$ 24.7%
Total Personnel Expenses 2,576,754$ 2,679,333$ 3,104,947$ 3,344,610$ 24.8%
11001 5445 Telephone 129,625$ 139,302$ 114,321$ -$ -100.0%
11001 5510 Advertising 11,966$ 7,000$ 2,668$ 2,000$ -71.4%
11001 5520 Books and Publications -$ 1,000$ -$ 947$ -5.3%
11001 5810 Employee Recognition 24,251$ 20,000$ 33,172$ -$ -100.0%
11001 5920 Equipment Repair Maint 31,374$ 10,000$ 5,237$ -$ -100.0%
11001 6210 Independent Auditor/Actuary 21,485$ 20,335$ 18,672$ -$ -100.0%
11001 6220 Insurance 448,950$ 584,960$ 610,340$ -$ -100.0%
11001 6420 Legal Services 90,354$ 100,000$ 86,089$ 100,000$ 0.0%
11001 6424 Info Systems: Infrastructure 415,797$ 463,500$ 486,722$ -$ -100.0%
11001 6430 Memberships 69,015$ 68,732$ 68,732$ 37,223$ -45.8%
11001 6440 Mileage Reimbursement 2,248$ 2,000$ 9,379$ -$ -100.0%
11001 6450 Professional Services 257,668$ 353,500$ 315,000$ 23,430$ -93.4%
11001 6830 Materials & Supplies 32,750$ 32,000$ 40,972$ 32,000$ 0.0%
11001 7110 Postage 2,320$ 4,810$ 8,530$ 7,990$ 66.1%
11001 7120 Printing & Reproduction 855$ 2,000$ -$ 2,000$ 0.0%
11001 7310 Safety & Medical Services 1,503$ -$ -$ -$ 0.0%
11001 7410 Subscriptions 4,586$ -$ -$ -$ 0.0%
11001 7610 Professional Development 123,648$ 182,230$ 204,242$ 106,720$ -41.4%
11003 5445 Telephone -$ -$ -$ 11,214$ 0.0%
11003 6210 Independent Auditor/Actuary -$ -$ -$ 22,770$ 0.0%
11003 6220 Insurance -$ -$ -$ 664,415$ 0.0%
11003 6430 Memberships -$ -$ -$ 1,366$ 0.0%
11003 6440 Mileage Reimbursement -$ -$ -$ 3,000$ 0.0%
11003 6450 Professional Services -$ -$ -$ 169,350$ 0.0%
11003 7610 Professional Development -$ -$ -$ 3,500$ 0.0%
11004 5510 Advertising -$ -$ -$ 5,000$ 0.0%
11004 5810 Employee Recognition -$ -$ -$ 30,000$ 0.0%
11004 6430 Memberships -$ -$ -$ 5,838$ 0.0%
11004 6450 Professional Services -$ -$ -$ 45,600$ 0.0%
11004 7610 Professional Development -$ -$ -$ 81,680$ 0.0%
11005 5445 Telephone -$ -$ -$ 128,088$ 0.0%
11005 5920 Equipment Repair Maint -$ -$ -$ 10,000$ 0.0%
11005 6424 Info Systems: Infrastructure -$ -$ -$ 936,668$ 0.0%
continued
OPERATING EXPENSE SUMMARY:
INTERNAL SERVICE FUNDS
PERSONNEL EXPENSES
NON-PERSONNEL EXPENSES
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
57June 18, 2024 Item #11 Page 447 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
11005 6430 Memberships -$-$-$390$ 0.0%
11005 7610 Professional Development -$-$-$11,000$ 0.0%
12001 6120 Fuel & Lube 546$ 695$ 1,682$695$ 0.0%
12001 6310 Lab Equipment Repair 36,982$ 39,900$ 60,167$ 43,900$ 10.0%
12001 6320 Lab Minor Equip Replace 1,794$2,490$10,066$ 9,600$285.5%
12001 6330 Lab Supplies 94,431$ 115,900$ 99,460$ 105,100$ -9.3%
12001 6410 Laundry & Uniforms 3,952$4,400$4,712$4,400$0.0%
12001 6430 Memberships -$-$-$3,052$0.0%
12001 6450 Professional Services 14,865$ 36,700$ 10,390$ 22,000$ -40.1%
12001 6910 Outside Analysis 22,873$ 46,500$ 10,520$ 17,000$ -63.4%
12001 6911 Effluent Testing 1,978$ 2,000$165$ 2,000$0.0%
12001 6912 Biosolids Testing 6,481$ 7,950$7,546$7,700$-3.1%
12001 6913 Industrial User Testing 31,294$ 52,000$ 40,714$ 53,000$ 1.9%
12001 6920 Permits 6,563$ 15,000$ 21,430$ 19,400$ 29.3%
12001 7120 Printing & Reproduction -$600$ 60$ 650$ 8.3%
12001 7330 Specialty Services 13,553$ 14,900$ 11,743$ 16,500$ 10.7%
12001 7610 Professional Development -$-$-$1,500$0.0%
13001 5410 Chemicals 8,372$ 10,556$ 9,399$10,600$ 0.4%
13001 5435 Electricity 1,000,647$ 912,232$ 828,363$ 967,741$ 6.1%
13001 5440 Natural Gas 1,374,386$ 1,327,855$ 740,976$ 1,062,607$ -20.0%
13001 6120 Fuel & Lube 29,934$ 35,600$ 56,101$ 35,600$ 0.0%
13001 6230 Janitorial 2,600$ -$-$-$0.0%
13001 6410 Laundry & Uniforms 1,173$1,400$1,426$1,400$0.0%
13001 6730 Non-Specific Repair & Maintenance 18,220$ 25,000$ 21,068$ 27,500$ 10.0%
13001 6920 Permits 18,086$ 19,859$ 35,394$ 25,000$ 25.9%
13001 6940 Planned Maintenance 82,223$ 108,000$ 86,281$ 108,000$ 0.0%
13001 7330 Specialty Services 24,854$ 61,000$ 41,609$ 67,500$ 10.7%
13001 7510 Tools 1,982$ 2,000$2,554$2,500$25.0%
Total Non-Personnel Expenses 4,466,184$ 4,833,906$ 4,105,902$ 5,057,134$ 4.6%
Total Operating Expenses 7,042,938$ 7,513,239$ 7,210,849$ 8,401,744$ 11.8%
1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.
NON-PERSONNEL EXPENSES (cont.) Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
58June 18, 2024 Item #11 Page 448 of 625
CAPITAL
SECTION
Capital Budget Summary
Capital Improvement Program
Planned Asset Rehabilitation & Replacement
Capital Acquisitions
Remote Facilities Acquisitions & Rehabilitation
Capital Improvement Program - 5 Year Detail
Capital Improvement Program - Est. Carry Forward
Long-Term Capital Financial Plan
June 18, 2024 Item #11 Page 449 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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60June 18, 2024 Item #11 Page 450 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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 Encina’s Comprehensive Asset Management Plan.
Encina Wastewater Authority, 2014
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.
61June 18, 2024 Item #11 Page 451 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
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 FY 2028-29, as identified by Encina’s
Comprehensive Asset Management Plan (E-CAMP) documents. The Five-Year Capital Improvement Plan is developed and
sequenced pursuant to E-CAMP.
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 FY 2043-44.
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.
62June 18, 2024 Item #11 Page 452 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Actual FY 2022-23¹Budget FY 2023-24 Proposed FY 2024-25
EWPCF – Capital Improvements 16,272,257$ 19,245,000$ 25,072,000$
EWPCF – Planned Asset Rehabilitation & Replacement 1,192,653$ 1,534,200$ 1,729,000$
EWPCF – Capital Acquisitions 420,088$368,000$720,000$
Remotes Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$
Subtotal 19,179,100$22,750,117$29,070,500$
Salaries & Benefits 2,964,385$ 3,084,320$ 2,347,081$
Total Capital Expense 22,143,485$25,834,437$31,417,581$
Actual FY 2022-23¹ Budget FY 2023-24 Proposed FY 2024-25
City of Carlsbad 5,301,587$ 6,389,064$ 7,793,555$
City of Vista 5,804,243$ 6,727,776$ 8,185,279$
Buena Sanitation District 1,681,424$ 1,885,193$ 2,395,413$
Vallecitos Water District 4,522,663$ 5,342,908$ 6,678,308$
City of Encinitas 857,335$1,007,443$ 1,264,922$
Leucadia Wastewater District 3,388,966$ 3,982,053$ 5,000,103$
Federal Grant 318,822$500,000$100,000$
Total Capital Revenue²21,875,040$25,834,437$31,417,581$
Actual FY 2022-23¹ Budget FY 2023-24 Proposed FY 2024-25
Liquid Process 1,130,892$925,000$3,067,000$
Outfall 6,070$50,000$230,000$
Solids Process 8,311,777$4,220,000$9,550,000$
Energy Management 462,004$800,000$2,400,000$
General 4,339,877$7,205,000$3,400,000$
Technology 1,572,444$3,600,000$4,600,000$
Professional Services 449,193$2,445,000$1,825,000$
Total EWPCF – Capital Improvements 16,272,257$ 19,245,000$ 25,072,000$
EWPCF – Planned Asset Rehabilitation & Replacement 1,192,653$ 1,534,200$ 1,729,000$
EWPCF – Capital Acquisitions 420,088$368,000$720,000$
Remote Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$
Personnel 2,964,385$ 3,084,320$ 2,347,081$
Total Capital Expense 22,143,485$25,834,437$31,417,581$
1. Actuals for FY 2022-23 include the expenditure of authorized appropriations carried over from the previous year.
2. Revenue difference relates to a $268,445 interest income timing difference that will be net with future year member agency billings.
SUMMARY of CAPITAL
CAPITAL IMPROVEMENT PROGRAM
MULTI-YEAR PROJECTS
ESTIMATED REVENUES
63June 18, 2024 Item #11 Page 453 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Amount Totals
92102 8300 12009 PSB mechanical Rehab-Short Term 2,300,000$
92102 8300 13019 Control Strategy Improvements 100,000$
92102 8300 13024 RAS Box/IJS Rehabilitation 400,000$
92102 8300 14006 Effluen Pump Station Discharge Piping Valves Improvements 267,000$
Total Liquid Process 3,067,000$
92102 8300 21002 Ocean Outfall Maintenance and Inspection-External 130,000$
92102 8300 21009 Ocean Outfall-84" Repair 100,000$
Total Outfall 230,000$
92102 8300 31006 DAFT Repairs 1,100,000$
92102 8300 31010 Solids Facilities Support System Rehab 900,000$
92102 8300 32013 Digester Rehabilitation and Improvements 5,000,000$
92102 8300 32020 Digester 1, 2 & 3 Improvements 350,000$
92102 8300 33025 Existing Dryer Components Rehabilitation 200,000$
92102 8300 33030 Existing Dryer Major Rehabilitation 2,000,000$
Total Solids Process 9,550,000$
92102 8300 41005 Cogen Engine Top-End Overhaul 400,000$
92102 8300 41015 Cogen Engine Catalyst System & Gas Conditionint Facilities 500,000$
92102 8300 41025 Combined Generator Control Module Repalcement 1,500,000$
Total Energy Management 2,400,000$
92102 8300 51001 Odor & Corrision Control Improvements 600,000$
92102 8300 51002 ORF Carbon Media Replacement 150,000$
92102 8300 53013 Building Roof Replacements 200,000$
92102 8300 52032 Plant-wide Asset Painting & Coating 150,000$
92102 8300 52044 Flood Control Channel Restoration 100,000$
92102 8300 52047 Site Security Factilities - Tier 2-4 150,000$
92102 8300 53015 Dewatering Building Rehab and Cogen Roof 750,000$
92102 8300 54005 Implement Minor Condition Assessment Recommendations 150,000$
92102 8300 54006 As-Needed Contractor Services 1,000,000$
92102 8300 54007 Miscellaneous Building Rehabilitation 150,000$
Total General 3,400,000$
92102 8300 61206 Secondaries & Effluent Electrical & Controls 3,500,000$
92102 8300 61210 Heat Dryer Controls Improvements 450,000$
92102 8300 61514 SCADA Integration Services 265,000$
92102 8300 62708 Document Management System Upgrade 335,000$
92102 8300 62709 Cyber Security & Business System Management Services 50,000$
Total Technology 4,600,000$
92102 8300 81016 Asset Condition Assessments 100,000$
92102 8300 82015 Potable Reuse *500,000$
92102 8300 82020 Energy Resilience Assessment 100,000$
92102 8300 82025 OT Plan Update 50,000$
92102 8300 80827 Facility Master Plan Update 100,000$
92102 8300 84001 Extension of Staff Engineering Services 525,000$
92102 8300 84002 Research and Development Services 100,000$
92102 8300 84012 Air Permitting Assistance 200,000$
92102 8300 84019 CMMS/Asset Mgmt 150,000$
Total Professional Services 1,825,000$
Total EWPCF – Capital Improvements 25,072,000$
* Project is supported by Federal grant revenue.
Description
EWPCF – CAPITAL IMPROVEMENTS
64June 18, 2024 Item #11 Page 454 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Description Amount
80002 8010 80711 General Plant Projects 323,000$
General Plant Repairs & Unplanned Repair 170,000$
Plant Security Services 83,000$
Door Hinge and Lock Repair 30,000$
Replace Plant Lighting 20,000$
Maintenance Building Floor Replacement 20,000$
80002 8020 80040 TWAS & DAF System Projects 83,000$
TWAS Pump Rebuild 55,000$
DAF Pressurization Pump rebuild 18,000$
DAF Poly Pump Rebuild 4,000$
Plug Valve Replacement 6,000$
80002 8030 80811 Water Systems Projects 255,000$
Water Systems Pump Rebuild (2W, 3W, 3WL, 3WLC)150,000$
3WL Strainer Rotating Assembly Replacement 100,000$
Chlorine Pump Rebuild 5,000$
80002 8050 80098 Primary Area Projects 219,000$
Primary Sludge Pump Replacement 30,000$
Primary Sed Tank Parts 30,000$
Sludge Pump Rebuild Kit 26,000$
Primary Area Tank Drainage Pump Rebuild 5,000$
Plant Drainage Rebuild 10,000$
Primary Grinder Rebuild 14,000$
Grit Pump Rebuilds (2)40,000$
Ferric / Polymer Pumps (2)10,000$
Replace Valves in Gallery (8"=5, 6"=5)14,000$
Bar Screen and Washer compacter wear parts 40,000$
80002 8050 80209 FOG System Projects 99,000$
FOG Metering Pump Replacement 15,000$
Recirc Pump Rebuild 14,000$
FOG Transporter (Lobe Pump) Rebuild 70,000$
80002 8060 80185 Secondary Area Projects 269,000$
Flow Meter Replacement 50,000$
RAS Pump Replacement 25,000$
Aeration Basin DO Probe Replacements (1 basin)60,000$
WAS Pump Rebuild 15,000$
Effluent Motor Rehab 10,000$
ATS Replacement SEEPS Building 45,000$
SEEPS Return Actuator 24,000$
Rewire RAS 1-8 LIT 20,000$
SEEPS Wetwell LIT & Level Switch Low Replacement 20,000$
EWPCF – PLANNED ASSET REHABILITATION & REPLACEMENT
65June 18, 2024 Item #11 Page 455 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Description Amount
80002 8070 80195 Digester Area Projects 135,000$
Digester Mix Pump Rebuild 60,000$
Digester Transfer Pump Rebuild 12,000$
Digester #2 Recirculation Pump Rebuild 14,000$
Digester Hot Water Pump Replacement 5,000$
Gas Equipment Maintenance (with LIT)20,000$
Digester Heat Recirculation Pump Rebuild 14,000$
Digester Mix Pump Minor Rebuild 10,000$
80002 8080 80419 Centrifuge Feed Pit Projects 30,000$
Centrifuge Feed Pump Grinder Rebuild 15,000$
Centrifuge Feed Pump Motor Rebuild 15,000$
80002 8080 80264 Solids Processing Equipment Projects 198,000$
Cake Pump Rebuild 40,000$
RTO Media Replacement 30,000$
HD Furnace Safety Inspection 8,000$
Misc. Motors 20,000$
Furnace obsolete parts (NG Liner valve, Maxon, valves)25,000$
Condenser Mist Eliminators replacement due to wear 10,000$
Replacement of mixer plows due to wear 30,000$
Shaker Screen Parts 25,000$
Air Dryer Replacement 10,000$
80002 8090 80394 Cogeneration System Projects 118,000$
Heatloop Pump Repair 15,000$
UPS Repair and Warranty 15,000$
Cogen Air Compressor Replacement 35,000$
AHU Fan Assembly Co-Gen (Replacement Parts)21,000$
Breakers for Jacket Water Heaters 32,000$
Total EWPCF – Planned Asset Rehabilitation & Replacement 1,729,000$
66June 18, 2024 Item #11 Page 456 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Description Amount
23002 7710 70010 Information Technology 151,000$
Computer Replacement 40,000$
Network Hardware Repair 30,000$
SCADA Clients 15,000$
Cyber Security Password Manager 55,000$
Studio 5000-Troubleshoot Old SCADA 11,000$
23002 7730 70023 New Equipment 360,000$
Misc. Motor Replacements 40,000$
Vehicle Replacement (2 - EV Trucks)120,000$
EV Charger 40,000$
New Boom Lift-Compliance 70,000$
Process Monitoring TOC Analyzer (Headworks)60,000$
Cart Rehab/Replacement 30,000$
23002 7730 70033 Operations & Administration Building 100,000$
Executive Conference Room Chairs 10,000$
Portable Analyzer - Testo 350 10,000$
Lab Exhaust Fans (3)-Compliance 60,000$
Refrigerated Sampler for Influent Monitoring 20,000$
23002 7750 70300 EWPCF Plant 109,000$
Handheld Valve Actuator-Safety 13,000$
Remote Circuit Breaker Switch-Safety 21,000$
Lifting Gantry -Safety 12,000$
Man Lift-Heat Dryer Building -Safety 13,000$
Centrifuge Rehabilitation 50,000$
Total EWPCF – Capital Acquisitions 720,000$
EWPCF – CAPITAL ACQUISITIONS
67June 18, 2024 Item #11 Page 457 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Amount Totals
31002 7750 70850 AHLS - Minor (Mech / Structural) Rehabilitation 50,000$
31002 7750 70864 AHLS - Minor Electrical & Instrumentation Rehabilitation 50,000$
31002 7750 70870 AHLS - Integration Assistance 30,000$
31002 7750 70830 AHLS - Grinder Rebuild 30,000$
31002 7750 70840 AHLS - Pump and Motor Rebuild 90,000$
31002 7750 70860 AHLS - VFD Repairs 15,000$
31002 7750 70862 AHLS - Coatings and Paintings 7,000$
31002 7750 70880 AHLS - R-CAMP Study Update 17,500$
31002 7750 AHLS - Fan over the Wetwell-NEW 20,000$
Total AHLS 309,500$
37002 7750 70841 BCPS - Minor Electrical Instrumentation & Control Rehabilitation 50,000$
37002 7750 70851 BCPS - Minor Mechanical Rehabilitation 40,000$
37002 7750 70855 BCPS - Minor Structural Rehabilitation 20,000$
37002 7750 70990 BCPS - Grinder Rebuild 30,000$
37002 7750 71000 BCPS - Sewage Pump Rebuild 30,000$
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 20,000$
37002 7750 71050 BCPS - VFD Repairs 15,000$
37002 7750 70980 BCPS - R-CAMP Study Update 43,750$
Total BCPS 285,250$
32002 7750 70811 BVPS - Minor Electrical Instrumentation & Control Rehabilitation 30,000$
32002 7750 70812 BVPS - Minor Mechanical Rehabilitation 20,000$
32002 7750 70825 BVPS - Minor Structural Rehabilitation 60,000$
32002 7750 70360 BVPS - Grinder Rebuild 60,000$
32002 7750 70219 BVPS - Sewage Pump & Motor Rebuild 45,000$
32002 7750 70920 BVPS - Coatings and Paintings 20,000$
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$
32002 7750 70980 BVPS - R-CAMP Study Update 61,250$
Total BVPS 341,250$
38002 7750 71091 CWRF - Miscellaneous Service Requests 13,000$
38002 7750 71111 CWRF - Minor Electrical Instrumentation & Control Rehabilitation 40,000$
38002 7750 71081 CWRF - Minor Structural Rehabilitation 80,000$
38002 7750 71120 CWRF - Coatings and Paintings 140,000$
38002 7750 71110 CWRF - Unplanned Minor Rehabilitation 15,000$
38002 7750 71160 CWRF - Integration Assistance 75,000$
38002 7750 71130 CWRF - VFD Repairs 15,000$
38002 7750 71150 CWRF - Forsta Filter Spare Parts 20,000$
38002 7750 71150 CWRF - UF Parts (Actuators, Sensors, Air System)15,000$
38002 7750 71170 CWRF - R-CAMP Study Update 35,000$
Total CWRF 448,000$
REMOTE FACILITIES – ACQUISITIONS & REHABILITATION
Description
68June 18, 2024 Item #11 Page 458 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Org Object Project Amount TotalsDescription
39002 7750 70398 RBPS - Minor Mechanical Rehabilitation 15,000$
39002 7750 71191 RBPS - Minor Structural Rehabilitation 30,000$
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 1,000$
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$
39002 7750 71260 RBPS - R-CAMP Study Update 17,500$
Total RBPS 165,500$
Total Remote Facilities – Capital Acquisitions & Rehabilitation 1,549,500$
69June 18, 2024 Item #11 Page 459 of 625
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t
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(1
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m
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4
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m
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3
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0
)
4
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0
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0
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0
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7
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Ho
s
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IT
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0
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)
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0
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0
0
0
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June 18, 2024 Item #11 Page 460 of 625
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June 18, 2024 Item #11 Page 461 of 625
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June 18, 2024 Item #11 Page 462 of 625
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June 18, 2024 Item #11 Page 463 of 625
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June 18, 2024 Item #11 Page 464 of 625
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76
June 18, 2024 Item #11 Page 466 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
Fiscal Year
EWPCF
Capital
Improvements
EWPCF
Planned Asset
Rehabilitation &
Replacement
EWPCF
Capital Acquisitions
Remote Facilities
Acquisitions &
Rehabilitation
Personnel
Expense Total1
2025 25,072,000$ 1,729,000$ 720,000$ 1,549,500$ 2,347,081$ 31,417,581$
2026 32,666,000$ 1,815,000$ 405,000$ 1,170,800$ 2,429,000$ 38,485,800$
2027 35,438,000$ 1,906,000$ 425,000$ 939,500$ 2,514,000$ 41,222,500$
2028 34,517,000$ 2,001,000$ 446,000$ 1,179,500$ 2,602,000$ 40,745,500$
2029 31,278,000$ 2,101,000$ 468,000$ 1,007,500$ 2,693,000$ 37,547,500$
5 Year Total 158,971,000$ 9,552,000$ 2,464,000$ 5,846,800$ 12,585,081$ 189,418,881$
2030 35,000,000$ 2,206,000$ 491,000$ 1,058,000$ 2,787,000$ 41,542,000$
2031 50,000,000$ 2,316,000$ 516,000$ 1,111,000$ 2,885,000$ 56,828,000$
2032 55,000,000$ 2,432,000$ 542,000$ 1,167,000$ 2,986,000$ 62,127,000$
2033 60,000,000$ 2,554,000$ 569,000$ 1,225,000$ 3,091,000$ 67,439,000$
2034 40,000,000$ 2,682,000$ 597,000$ 1,286,000$ 3,199,000$ 47,764,000$
2035 - 2039 191,000,000$ 15,561,000$ 3,464,000$ 7,461,000$ 17,755,000$ 235,241,000$
2040 - 2044 191,000,000$ 19,861,000$ 4,420,000$ 9,519,000$ 21,085,000$ 245,885,000$
20 Year Total 780,971,000$ 57,164,000$ 13,063,000$ 28,673,800$ 66,373,081$ 946,244,881$
1. Future year costs are shown in current year dollars.
LONG-TERM CAPITAL FINANCIAL PLAN
5 YEAR and 20 YEAR CAPITAL BUDGET
77June 18, 2024 Item #11 Page 467 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25
This page intentionally left blank.
78June 18, 2024 Item #11 Page 468 of 625
APPENDIX
Member Agency Resolutions
Appropriation & Controls Resolution
Salary & Benefit Resolution
June 18, 2024 Item #11 Page 469 of 625
RESOLUTION NO. 2024-149
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, DETERMINING THAT THE FISCAL YEAR 2024-25 CAPITAL
IMPROVEMENT PROGRAM IS CONSISTENT WITH THE GENERAL PLAN
AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital
Improvement Program for FY 2024-25 and has held such public hearings as are necessary prior to
adoption of the Capital Improvement Program; and
WHEREAS, on June 18, 2024, the City Council reviewed for consistency with the General Plan
goals and policies all Capital projects receiving an allocation of funds for FY 2024-25 pursuant to
Carlsbad Municipal Code Section 2.24.040(8); and
WHEREAS, the City Council also reviewed the FY 2024-25 Capital Improvement Program
projects for consistency with applicable Climate Action Plan measures and actions; and
WHEREAS, upon hearing and considering all testimony and arguments, if any, of all persons
desiring to be heard, the City Council considered all factors relating to the City Council determination.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.That based on the evidence presented at the hearing, the City Council
determines that the Capital Improvement Program for FY 2024-25 is consistent with the General Plan
based on the following findings:
a)The projects are consistent with the goals and policies of the city's
General Plan in that the projects are required to ensure the provision of adequate public facilities and
services concurrent with or prior to need.
Exhibit 15
June 18, 2024 Item #11 Page 470 of 625
b}The projects are consistent with applicable goals and policies of the Arts,
History, Culture, and Education; Land Use and Community Design; Mobility; Public Safety; and
Sustainability Elements, as described in Attachment A.
c}Specific projects are consistent with, and support Climate Action Plan
greenhouse gas reduction measures and actions, if applicable, as described in Attachment A.
d}As required by the General Plan, the proposed improvements are
consistent with the city's Growth Management Plan in that the projects ensure that the necessary
improvements are provided for facilities maintenance, park development, recycled water, sewer and
storm drain projects, and circulation systems, in accordance with the performance standards contained
in the city's Growth Management regulations.
3.This action is final as of the date this resolution is adopted by the City Council.
The Provisions of Chapter 1.16 of the Carlsbad Municipal Code, "Time Limits for Judicial Review" shall
apply:
"NOTICE"
The time within which judicial review of this decision must be sought is governed by Code of Civil
Procedure, Section 1094.6, which has been made applicable in the City of Carlsbad by Carlsbad
Municipal Code Chapter 1.16. Any petition or other action seeking review must be filed in the
appropriate court not later than the ninetieth day following the date on which this decision becomes
final; however, if within ten days after the decision becomes final a request for the record is filed with
a deposit in an amount sufficient to cover the estimated cost or preparation of such record, the time
within which such petition may be filed in court is extended to not later than the thirtieth day following
the date on which the record is either personally delivered or mailed to the party, or his attorney of
record, if he has one. A written request for the preparation of the record of the proceedings shall be
filed with the City Clerk, City of Carlsbad, 1200 Carlsbad Village Drive, Carlsbad, CA 92008.
June 18, 2024 Item #11 Page 471 of 625
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
June 18, 2024 Item #11 Page 472 of 625
Attachment A
NEW CAPITAL IMPROVEMENT PROJECTS
Carlsbad Municipal Water District Building
and Site Improvements
Council District: 2
Managing Department:
Utilities
Budget Category:
Maintenance
Funding Source:
Water, Recycled Water and
Sewer Replacement Funds
Budget
FY25 $ 600,000
FY26 $ 200,000
TOTAL $ 800,000
About This Project
Interior and exterior building, warehouse and site improvements for storage, site security, charging
station for electric vehicle and forklift, paving for materials storage and electric forklift operation,
restroom, locker room, drinking fountain, and remodel of interior finishes.
Project Need
The office building and warehouse need remodeling and new amenities for safety, security, storage, and
privacy and to accommodate electric vehicle charging.
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
This project is consistent with Measure L, Increase zero-emission vehicle travel.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor
alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of
use.
June 18, 2024 Item #11 Page 473 of 625
Carlsbad Water Recycling Facility
Improvements
Council District: 3
Managing Department: Utilities
Budget Category: Maintenance
Funding Source: Recycled Water
Replacement, Recycled Water
Connection Funds
Budget
FY25 $ 350,000
TOTAL $ 350,000
About This Project
Feasibility study to evaluate best available technologies for future equipment upgrades and forecasted
recycled water demands in the event of reduced supply from alternative sources.
Project Need
The study will evaluate best available technologies and capacities for recycled water production at
CWRF and supplementation with alternative sources.
General Plan Consistency
Goal 9-G.4 of the Sustainability Element: Reduce the city’s reliance on imported water.
Climate Action Plan Consistency
This project is consistent with Measure N, Reduce the GHG intensity of water supply conveyance,
treatment and delivery.
Anticipated Environmental Review
The feasibility study itself would not be defined as a “project” under CEQA (CEQA Guidelines Section
15378 (b)(5)), but the proposed project that results from the study will need further environmental
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 18, 2024 Item #11 Page 474 of 625
Downtown Tile Replacement
Council District: 1
Managing Department:
Transportation
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund
Budget
FY25 $ 250,000
TOTAL $ 250,000
About This Project
Sidewalk tiles are antiquated, damaged or broken and are detaching in multiple locations throughout
the Village area and along portions of Carlsbad Boulevard.
Project Need
Damaged tiles are a safety concern and may create potential tripping hazards.
General Plan Consistency
Policy 3-P.26 of the Mobility Element: Identify and implement necessary pedestrian improvements on
streets where pedestrians are to be accommodated per Table 3-1, with special emphasis on providing
safer access to schools, parks, community and recreation centers, shopping districts, and other
appropriate facilities.
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 18, 2024 Item #11 Page 475 of 625
Fire Station 5 Renovation
Council District: 2
Managing Department:
Facilities
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund
Budget
FY25 $ 150,000
FY25 $ 2,000,000
TOTAL $ 2,150,000
About This Project
Replace roof, renovate kitchen, exterior finishes, remodel bathrooms, replace apparatus bay door and
remove epoxy flooring, interior and exterior finishes.
Project Need
Many of the building systems have reached the end of their useful life cycle.
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(a) – Minor
alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of
use.
June 18, 2024 Item #11 Page 476 of 625
Flower Fields Overlook Sidewalk Replacement
Council District: 2
Managing Department:
Transportation
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund
Budget
FY25 $ 250,000
TOTAL $ 250,000
About This Project
Sidewalk replacement with root and base modification.
Project Need
Aging trees are lifting the sidewalk in multiple areas causing tripping hazards and safety concerns
throughout the entire walkway. The area is a high foot traffic walkway and is a high tourism location.
General Plan Consistency
Policy 3-P.26 of the Mobility Element: Identify and implement necessary pedestrian improvements on
streets where pedestrians are to be accommodated per Table 3-1, with special emphasis on providing
safer access to schools, parks, community and recreation centers, shopping districts, and other
appropriate facilities.
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 18, 2024 Item #11 Page 477 of 625
Green Paint Maintenance
Council District: Citywide
Managing Department: Transportation
Budget Category: Maintenance
Funding Source: General Capital Construction
Budget
FY25 $ 250,000
TOTAL $ 250,000
About This Project
As part of the Safer Streets Together program, the city installed painted green bike lanes in various
locations throughout the city. Green paint maintenance is expected to range from annual to bi-annual
service per location, depending on the paint lifespan. Green paint locations are projected to grow
exponentially as the city strives to promote safe routes to school and continue implementing paint
upgrades to our roadways.
Project Need
Green paint lifespan is dramatically lower than other intersection paint due to the frequency of turning
and slowing vehicles, degrading the paint. Our in-house efforts are projected not to be able to perform
the required maintenance, i.e., refreshing the paint. Staff project nearly ¾ to all green paint refreshing
services will have to be contracted out.
General Plan Consistency
Policy 3-P.25 of the Mobility Element: Implement the projects recommended in the pedestrian, trails
and bicycle master plans through the city’s capital improvement program, private development
conditions and other appropriate mechanisms.
Climate Action Plan Consistency
This project is consistent with Measure K, Promote Transportation Demand Management.
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 18, 2024 Item #11 Page 478 of 625
La Costa Avenue Box Culvert Cleaning
Council District: 4
Managing Department:
Transportation
Budget Category: Maintenance
Funding Source: General
Capital Construction
Budget
FY25 $ 275,000
TOTAL $ 275,000
About This Project
Feasibility study to evaluate and assess the scope of necessary debris removal and other culvert clearing
activities in order to develop the project design and determine permitting requirements.
Project Need
The project is needed to clean an impacted storm drain asset.
General Plan Consistency
Goal 6-G.1 of the Public Safety Element: Minimize injury, loss of life, and damage to property resulting
from fire, flood, sea-level rise, hazardous material release, or seismic disasters.
Climate Action Plan Consistency
Not applicable.
Anticipated Environmental Review
The feasibility study itself would not be defined as a “project” under CEQA (CEQA Guidelines Section
15378 (b)(5)), but the proposed project that results from the study will need further environmental
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 18, 2024 Item #11 Page 479 of 625
Magee Park Building Restoration
Council District: 1
Managing Department:
Facilities
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund
Budget
FY25 $ 200,000
TOTAL $ 200,000
About This Project
Perform select restoration work to several of the buildings in the park. The work consists mostly of
repairing termite damage and minor refurbishing of existing systems. Work will be within the footprint
of existing facilities and is characterized as in-kind replacement.
Project Need
Restoration work is needed per the condition assessment.
General Plan Consistency
Policy 7-P.5 of the Arts, History, Culture, and Education Element: Encourage the rehabilitation of
qualified historic structures through application of the California Historical Building Code.
Climate Action Plan Consistency
Not applicable.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor
alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of
use.
June 18, 2024 Item #11 Page 480 of 625
Parks Maintenance Program
Council District: Citywide
Managing Department: Parks
Budget Category: Maintenance
Funding Source: Infrastructure Replacement
Fund
Budget
FY25 $ 644,000 design
$1,503,000 construction
TOTAL $ 2,147,000
About This Project
This program will address ongoing maintenance and infrastructure needs for parks and recreation. The
types of work that will be done under this project include design and construction of sidewalk
replacements within the park footprint, tennis court lighting, existing playground re-surfacing and
replacement in kind of playground equipment, fencing replacements, and lighting controller
replacements.
Project Need
Various parks and recreation facilities are in need of ongoing maintenance updates throughout the city.
General Plan Consistency
Policy 4-G.6 of the Open Space, Conservation, and Recreation Element: Offer a wide variety of
recreational activities and park facilities designed to encourage educational benefits and active or
passive participation by users of all ages and interests.
Climate Action Plan Consistency
Not applicable.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor
alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of
use.
June 18, 2024 Item #11 Page 481 of 625
Paseo Del Norte Pedestrian and Bike
Improvements
Council District: 3
Managing Department:
Transportation
Budget Category: Capital
Project
Funding Source: Gas Tax, State
Grant
Budget FY25 $ 180,000
TOTAL $ 180,000
About This Project
This project will enhance pedestrian and bike safety on Paseo Del Norte between Palomar Airport Road
and Sea Gate Road by reducing the number of travel lanes from four to two, adding bike buffers,
widening bike lanes and adding an uncontrolled crosswalk in the vicinity of Tip-Top Meat and Motel 6.
Project Need
This project was identified in the city’s Local Roadway Safety Plan as one of the priority safety
improvement projects. The project has been selected by Caltrans for the Highway Safety Improvement
Program (HSIP) fund in the amount of $593,900 for design and construction of the project with a
requirement of 10% local matching funds.
General Plan Consistency
Policy 3-P.17 of the Mobility Element: Consider innovative design and program solutions to improve the
mobility, efficiency, connectivity, and safety of the transportation system. Innovative design solutions
include, but are not limited to, traffic calming devices, roundabouts, traffic circles, curb extensions,
separated bicycle infrastructure, pedestrian scramble intersections, high visibility pedestrian treatments
and infrastructure, and traffic signal coordination...
Climate Action Plan Consistency
This project is consistent with Measure K, Promote Transportation Demand Management.
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 18, 2024 Item #11 Page 482 of 625
Police and Fire Headquarters Parking Lot and
Exterior Improvements
Council District: 2
Managing Department:
Facilities
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund
Budget
FY25 $ 120,000
TOTAL $ 120,000
About This Project
Secure the northeasterly 24 parking spots of the parking lot between the Police and Fire Headquarters
and Skate Park and create access improvements to the southeasterly access point of the Police and Fire
Headquarters building. Install fencing, improved lighting, secured access and hardscape improvements.
Project Need
Project will increase security and improve access in the parking lot.
General Plan Consistency
Goal 2-G.3 of the Public Safety Element: Maintain safety services that are responsive to citizens’ needs
to ensure a safe and secure environment for people and property in the community.
Climate Action Plan Consistency
Not applicable.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor
alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of
use.
June 18, 2024 Item #11 Page 483 of 625
Schools Traffic Safety Program
Council District: Citywide
Managing Department: Transportation
Budget Category: Capital Project
Funding Source: Gas Tax, Federal Grant
Budget
FY25 $ 1,100,000
TOTAL $ 1,100,000
About This Project
Install high-visibility crosswalks and speed cushions near schools with support from federal grant
funding.
Project Need
Address speed concerns on all streets designed as “School Streets” in the General Plan’s Mobility
Element.
General Plan Consistency
Policy 3-P.17 of the Mobility Element: Consider innovative design and program solutions to improve the
mobility, efficiency, connectivity, and safety of the transportation system. Innovative design solutions
include, but are not limited to, traffic calming devices, roundabouts, traffic circles, curb extensions,
separated bicycle infrastructure, pedestrian scramble intersections, high visibility pedestrian treatments
and infrastructure, and traffic signal coordination...
Climate Action Plan Consistency
This project is consistent with Measure K, Promote Transportation Demand Management.
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 18, 2024 Item #11 Page 484 of 625
Synthetic Turf Replacement
Council District: 1, 2, 3
Managing Department: Parks
Budget Category: Maintenance
Funding Source: Infrastructure Replacement
Fund
Budget
FY25 $ 1,800,000
FY26 $ 4,258,000
FY27 $ 1,955,000
TOTAL $ 8,013,000
About This Project
Replace synthetic turf fields at the following parks: Alga Norte, Aviara, Poinsettia, and Pine.
Project Need
Synthetic turf fields have an expected useful life of 10 years. The fields at these locations will have
reached the end of useful life and will need to be replaced.
General Plan Consistency
Goal 4-G.6 of the Open Space, Conservation, and Recreation Element: Offer a wide variety of
recreational activities and park facilities designed to encourage educational benefits and active or
passive participation by users of all ages and interests.
Climate Action Plan Consistency
Not applicable.
Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(d) – Repair,
maintenance, and minor alteration of existing facilities, including restoration of deteriorated or
damaged facilities, involving negligible or no expansion of use.
June 18, 2024 Item #11 Page 485 of 625
RESOLUTION NO. 2024-150
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, 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 FISCAL YEAR 2024-25
WHEREAS, the state Legislature enacted Senate Bill 1 (SB 1), referred to as the Road Repair
and Accountability Act of 2017, in April 2017 to address the significant multi-modal transportation
funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the city
residents are aware of projects proposed for funding as well as those projects that have been
completed each fiscal year; and
WHEREAS, the city must adopt by resolution a list of projects proposed to receive fiscal year
funding from the Road Maintenance and Rehabilitation Account created by SB 1, which must include
a description and the location of each proposed project, a proposed schedule for the project's
completion and the estimated useful life of the improvement; and
WHEREAS, staff estimate the city will receive $2,900,000 in Road Maintenance and
Rehabilitation Account funding during FY 2024-25; and
WHEREAS, an available fund balance of $228,000 exists, which when added with the FY 2024-
25 estimated revenue projection of $2,900,000 results in a total Road Maintenance and
Rehabilitation Account funding of $3,128,000, which includes $228,000 of unallocated funding; and
WHEREAS, this will be the eighth year in which the city will receive Road Maintenance and
Rehabilitation Account funding, which will enable the city to continue essential road maintenance
and rehabilitation projects thereby increasing access and mobility options for the traveling public; and
WHEREAS, the city has undergone a process to solicit public input into the community's
transportation priorities as part of the Capital Improvement Program approval process; and
WHEREAS, the city utilizes a pavement management system to ensure that Road Maintenance
and Rehabilitation Account revenues are being used in a prioritized and cost-effective manner; and
WHEREAS, the funding from the Road Maintenance and Rehabilitation Account will help the
city maintain and rehabilitate its network of roads and provide concrete improvements and similar
projects in the future; and
Exhibit 16
June 18, 2024 Item #11 Page 486 of 625
WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found
that the city's streets and roads are in a good condition and this revenue will help the city increase
the overall quality of its road system; and
WHEREAS, the Road Maintenance and Rehabilitation Account project list and overall
investment in local streets and roads infrastructure with a focus on basic maintenance and safety will
have a significant benefit to the community.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.
2.
That the above recitations are true and correct.
That the Pavement Management Program, CIP Project No. 6001, as further described
herein, will be funded in part with FY 2024-25 Road Maintenance and Rehabilitation
Account revenues:
a. Project Title: Pavement Overlay and Slurry Projects
b.Description: resurface and rehabilitate a selection of publicly maintained streets on
an annual basis
c.Location: various residential streets throughout the city based on pavement
condition, including the following collector and arterial streets:
i.El Camino Real between Oceanside City Limit and Marron Road
ii.El Camino Real between Marron Road and Chestnut Avenue
iii.El Camino Real between Levante Street and Encinitas City Limit
iv.Paseo Del Norte between Cannon Road and Palomar Airport Road
v.Paseo Del Norte between Camino de las Ondas and Poinsettia Lane
vi.The Crossings Drive between Palomar Airport Road and the end of the drive
vii.El Fuerte Street between Faraday Avenue and approximately 1,000 feet
south of Rancho Pancho
viii.Bressi Ranch Way between El Fuerte Street and Paradise Road
ix.Batiquitos Drive between Kestrel Drive and Aviara Parkway
x.Calle Barcelona between Encinitas City Limit and Calle Acervo
xi.Rancho Sante Fe Road between Camino Alvaro and Calle Barcelona
June 18, 2024 Item #11 Page 487 of 625
xii.Camino De Los Coches between Rancho Santa Fe Road and La Costa
Avenue
xiii.Harding Street between Grand Avenue and Oak Avenue
xiv.Tamarack Avenue between Knollwood Drive and Saddle Drive
xv.Faraday Avenue between El Camino Real and Orion Way
xvi.Palomar Airport Road (eastbound lanes) between 1-5 and El Camino Real
d.Estimated Project Schedule: July 2024 -June 2025
e.Estimated Usef\,JI Life: fog seal has a useful life of approximately three years, slurry
seal has a useful life of approximately five years, and asphalt concrete overlay has a
useful life of approximately 20 years
3.That the Concrete Replacement Program, CIP Project No. 6013, as further described
herein, will be funded in part with FY 2024-25 Road Maintenance and Rehabilitation
Account revenues:
a.Project Title: Concrete Replacement Program
b.Description: repair and replace broken and uplifted concrete in the public right of
way
c.Location: various residential locations throughout the city based on concrete
condition, including locations along the following collector and arterial streets:
i.Bressi Ranch Way between El Fuerte Street and Paradise Road
ii.Tamarack Avenue between Knollwood Drive and Saddle Drive
iii.Faraday Avenue between El Camino Real and Orion Way
iv.Lower Boardwalk along Carlsbad Boulevard between Pine Avenue to
Tamarack Avenue
d.Estimated Project Schedule: July 2024 -June 2025
e.Estimated Useful Life: concrete improvements typically have a useful life of
approximately SO years
4.That funding to allocate Road Maintenance and Rehabilitation Account funding in the
amount of $2,450,000 to the Pavement Management Program, CIP Project No. 6001,
and $580,000 to the Concrete Replacement Program, CIP Project No. 6013 was
incorporated into the in the FY 2024-25 CIP budget.
June 18, 2024 Item #11 Page 488 of 625
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
KEITH BLACKBURN, Mayor
SHERRY
(SEAL)
June 18, 2024 Item #11 Page 489 of 625
RESOLUTION NO. 2024-151
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, AUTHORIZING A BUDGET AMENDMENT TO THE TYLER COURT
APARTMENT FUND FOR EMERGENCY REPAIRS AT THE TYLER COURT SENIOR
APARTMENTS
WHEREAS, on September 30, 1999, the Redevelopment Agency of the City of Carlsbad
purchased the Tyler Court Senior Apartment Complex for the purpose of providing permanent
affordable housing for very low-income senior citizens in Carlsbad; and
WHEREAS, the Housing and Redevelopment Commission established a Tyler Court Senior
Apartments reserve fund for the operations and/or repairs, renovations, capital improvements or other
related activities for Tyler Court Senior Apartments as deemed appropriate by the Agency's Executive
Director and/or designee; and
WHEREAS, the Housing and Redevelopment Commission previously authorized that it is
appropriate and necessary to contract for outside professional services for exclusive day-to-day
management of the Tyler Court Senior Apartments, which includes ongoing maintenance, repairs and
capital improvements; and
WHEREAS, in 2012, ownership of the property was transferred from the Carlsbad
Redevelopment Agency to the City of Carlsbad as a result of the dissolution of the Redevelopment
Agency per State law; and
WHEREAS, the City of Carlsbad is committed to continuing to provide a suitable living
environment and to expand economic opportunities for the city's low-income residents as is outlined
in the Community Development Block Grant Action Plan; and
WHEREAS, the Tyler Court Senior Apartments is in need of several critical capital repairs, which
costs exceed the available operating budget.
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 Manager or designee is authorized to appropriate $40,000 to the Tyler
Court Apartment Fund's FY 2023-24 operating budget for necessary repairs at the Tyler
Court Apartment Complex.
Exhibit 17
June 18, 2024 Item #11 Page 490 of 625
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 18th day of June, 2024, by the
following vote, to wit:
AYES:
NAYS:
ABSTAIN:
ABSENT:
BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.
NONE.
NONE.
NONE.
June 18, 2024 Item #11 Page 491 of 625
Exhibit 18
OPERATING BUDGET OVERVIEW
This section includes a summary of the revenues and expenditures included in the fiscal year 2024-25
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. Financial tables are presented to the nearest hundred thousand; rounding
differences may exist.
Detailed summaries of department services and expenditures are included within the five main
sections of the operating budget following this overview. The five city branches include:
•Public Safety
•Public Works
•Community Services
•Administrative Services
•Policy & Leadership
Information about the city’s approach to planning for and funding digital transformation efforts
throughout the city is included in the Strategic Digital Transformation Investment Program section.
Information about capital projects, such as construction of roads and pipelines, the development of
parks and construction and maintenance of city facilities, is included in the Capital Improvement
Program section.
June 18, 2024 Item #11 Page 492 of 625
B-2
OPERATING BUDGET REVENUE SUMMARY
The Operating Budget for fiscal year
2024-25 totals $419.0 million, with
revenues for the year estimated at
$415.9 million. General Fund
revenues are estimated at $239.1
million and General Fund budgeted
expenditures are $238.5 million,
which includes an additional $13.8
million in one-time transfers to the
General Capital Construction Fund
and $7.0 million to the Workers’
Compensation Fund. Excluding the
one-time uses of General Fund
surplus, the General Fund budgeted
operating expenditures are $217.7 million.
Revenue estimates for the Operating Budget indicate the city will receive a total of $415.9 million in
fiscal year 2024-25, a change of 4.0% or $16.0 million above the estimated fiscal year 2023-24
revenues. General Fund revenues are expected to increase by $27.0 million compared to the prior
year’s adopted revenues and $4.2 million or 1.8% compared to fiscal year 2023-24 estimates. Special
Revenue funds are projected to decrease by 10.4% or $2.5 million over fiscal year 2023-24 estimates.
Enterprise Fund revenues are projected to increase by 8.0% or $7.5 million in the upcoming fiscal
year. Internal service funds are increasing over the prior year’s adopted budget and to fiscal year
2023-24 estimates. This is primarily driven by one-time transfers in from the General Fund to fund
Workers’ Compensation, in addition to increasing revenue collections due to increasing costs across
all internal service funds. The Successor Agency Housing Trust is no longer receiving any material
revenue as the loan owed to the General Fund has now been 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 2023-24, as well as those budgeted for fiscal year 2024-25.
Estimated Budgeted $%
2023-24 2024-25 Change Change
General Fund 234.9$ 239.1$ 4.2$ 1.8%
Special Revenue 24.4 21.9 (2.5) -10.4%
Enterprise 94.4 101.9 7.5 8.0%
Internal Service 46.3 53.1 6.8 14.8%
Total 400.0$ 415.9$ 16.0$ 4.0%
REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
June 18, 2024 Item #11 Page 493 of 625
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 city fully recovered from the COVID-19 pandemic’s adverse fiscal impacts by fiscal year 2022-23.
Immediately following the pandemic and during the city’s fiscal recovery, economic uncertainty
spiked from unprecedented inflationary increases. Between March of 2021 and November of 2023,
the consumer price index for the San Diego region experienced continual inflationary increases
ranging between 4.1% and 8.3%. Generally, during periods of high inflation, consumer demand
diminishes which may negatively impact revenues sources like sales tax, transient occupancy tax and
charges for services. To account for this, revenue estimates for both fiscal year 2022-23 and 2023-24
were set conservatively; however, pent-up demand and increased levels of personal saving during the
pandemic allowed consumer demand to sustain higher prices for goods and services. Based on
current fiscal year 2023-24 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, we are beginning to see a slowdown, particularly with sales tax and
transient occupancy tax revenues. The Federal Reserve has also taken swift action in response to
inflation, increasing interest rate ranges from 0.25% - 0.50% to 5.25% - 5.50% in just over a one-year
period. Resultingly, inflation has decreased, but the Federal Reserve will continue to monitor
inflationary data before considering any rate reductions. The risk of recession is still prevalent and
continued inflationary increases indicate 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, or TOT. 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 $3.1 million, or
3.4%, over last year’s estimates. While the residential real estate market in Carlsbad has seen significant
increases in values in recent years, the growth has continued to cool off. Commercial property assessed
values are expected to remain relatively flat as the increase in interest rates has created immense
Estimated Budgeted $%
2023-24 2024-25 Change Change
Property Tax 91.8$ 94.9$ 3.1$ 3.4%
Sales Tax 58.9 59.4 0.5 0.8%
Transient Occupancy Tax 34.8 34.8 - 0.0%
Franchise Taxes 8.6 8.9 0.3 3.9%
Business License Tax 6.4 6.6 0.2 3.2%
Development Revenues 4.2 5.0 0.8 20.2%
All Other Revenue 30.3 29.5 (0.8) -2.7%
Total 234.9$ 239.1$ 4.2$ 1.8%
GENERAL FUND REVENUES
(In Millions)
June 18, 2024 Item #11 Page 494 of 625
B-4
uncertainty in the sector. In response to the unprecedented inflationary increases experienced over the
last three years, the Federal Reserve’s interest rate hikes have made purchasing a home more difficult
for borrowers. While demand remains relatively high both locally and around the state and although
median home values in Carlsbad have increased to $1.5 million as of March 2024, changes to interest
rate targets will likely have an impact on home values during the upcoming fiscal year. Proposition 8
allows owners to have their property temporarily revalued if market value is lower than the factored
base year value, posing a risk that commercial property values could temporarily decrease.
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. 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 $1.5 million, up by 12.0% year over
year as of March 2024.
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 2024-25 are based on assessed values as of January 1, 2024.
Property taxes tend to grow slowly unless there is a significant amount of development-related
activity. In past decades the city has seen robust growth in property tax revenue due to new
development, high turnover of existing homes and double-digit growth in housing prices. However, as
opportunities for new development and growth lessen, development-related revenues have slowed.
$-
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$
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Fiscal Year
Property and Sales Tax Revenues
Property tax Sales tax
June 18, 2024 Item #11 Page 495 of 625
B-5
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 since 2021. 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 fiscal impacts behind us, the uncertainty
stems from lingering inflation, whether the rise in interest rates will lower inflation levels adequately,
and the timing for when the Federal Reserve will begin lowering interest rate targets in the future.
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 and 2023-24 sales tax
estimates reflected uncertainty surrounding market and economic conditions like inflation and
impacts to disposable income. Despite the levels of inflation, growth has been positive over this
period; however, we are beginning to see some industry groups cool off compared to previous
periods. With inflation still increasing at a rate higher than desired by the Federal Reserve as well as
existing recessionary risk, staff have proposed a conservative estimate of $59.4 million in budgeted
revenue for fiscal year 2024-25 which represents an increase of $0.5 million, or 0.8%, over fiscal year
2023-24 estimates.
Transportation, 34.4%
Construction, 1.7%
General Retail, 18.8%
Miscellaneous,
0.5%
Restaurants &
Markets, 14.1%
Business to Business,
12.9%
County Pool, 17.6%
Sales Tax by Category
Fourth Quarter 2023
June 18, 2024 Item #11 Page 496 of 625
B-6
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 the 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 have grown steadily and reached a high of $17.1 million for the four quarters ended
December 31, 2023. 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 as of
calendar year 2022, but growth has leveled off during calendar year 2023.
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. Fiscal year 2023-24 is the first year in which year-over-
year quarterly comparisons indicate a revenue slow down. It is estimated that fiscal year 2023-24
revenues will exceed the prior year, but future growth may be tempered by inflation, tourism
demand and its impact on average daily room rates.
Franchise Tax revenue has grown moderately in recent years and is projected at $8.9 million in
fiscal year 2024-25. 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 has 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 $2.0 million in
$22 $24 $26
$19
$16
$32 $34 $35 $35
$-
$5
$10
$15
$20
$25
$30
$35
$40
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$
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Fiscal Year
Transient Occupancy Taxes
June 18, 2024 Item #11 Page 497 of 625
B-7
fiscal year 2023-24 to $2.1 million in fiscal year 2024-25. 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 2024-25 is relatively
modest compared to the increase experienced in fiscal year 2022-23 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 $6.6 million in fiscal year 2024-25. This represents growth of $0.2 million or 3% when
compared to last year’s current estimates. 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 9,529 licensed businesses in the City of Carlsbad, 63 less
than in the prior year with 6,630 of them located in the city.
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These revenues are difficult to predict as many of the
planning and engineering activities occur months or years before any actual development.
Over the last 10 years development-related revenues
have fluctuated in line with increases and decreases
in residential, commercial and industrial
development. In fiscal year 2024-25 the city expects a
16% increase in development related revenues to
approximately $3.4 million. This follows lower than
anticipated development activity occurring in fiscal
year 2023-24. The projected increase in
development-related revenues is tied to the volume
and type of development projected to be permitted,
multi-family versus single-family, and the revenues
derived from building fees which occur in the early
stages of development. Increases applied to these
charges for services are made in accordance with City
Council Policy No. 95 – Cost Recovery.
June 18, 2024 Item #11 Page 498 of 625
B-8
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged
to funds outside the General Fund for services performed by departments within the General Fund.
Miscellaneous interdepartmental charges are expected to decrease by 10.9% compared to the prior
year’s adopted budget, as a result of the city’s regular update to its citywide cost allocation, which
drives the revenue allocations.
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 $4.1 million in interest on its
General Fund investments for fiscal year 2024-25 and another $3.0 million in rental and lease income.
The yield on the city’s portfolio is forecasted to average 2.4% 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 $0.4 million over last year’s estimates, from
$7.2 million to $7.7 million. This increase is driven by a combination of the Fire Department’s recent
fee study implementation, the addition of two medical transports, the Ground Emergency Medical
Transportation Certified Public Expenditure Program, which helps cover uncompensated costs for
Medi-Cal fee-for-service transports, and the participation 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.
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 $1.7 million in transfer taxes for fiscal year 2024-25 which is a 3.2%
increase from fiscal year 2023-24 estimates. The residential real estate market continues to remain
strong; however, this will likely be influenced by the Federal Reserve’s actions regarding interest
rates. Housing prices in Carlsbad have increased in recent months and inventories are expected to
remain low due to the insulated local demand.
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 2024-25, in line with last year’s estimates.
The All other revenues category includes fines and forfeitures, transfers in, miscellaneous
reimbursed expenses, and other charges and fees. The estimate for fiscal year 2023-24 totals $0.5
million and is expected at $0.25 million in fiscal year 2024-25.
June 18, 2024 Item #11 Page 499 of 625
B-9
Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $4.2
million or 1.8% from fiscal year 2023-24 estimates. The General Fund’s primary tax revenues are
estimated to increase conservatively over last year’s estimates to account for the current economic
uncertainty and risk of recession. Despite lingering inflation, the General Fund’s total revenues are
expected to be bolstered by stable property tax values, a diversified sales tax base, and the
implementation of the city’s cost recovery policy which increases fees for services in line with
appropriate cost recovery levels.
Other Funds
Revenues from Special Revenue funds are expected to total $21.9 million, a decrease of $2.5
million or 10.4% from fiscal year 2023-24 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)
$152 $159
$179 $174 $182 $199
$226 $233 $239
$-
$50
$100
$150
$200
$250
$300
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$
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Fiscal Year
General Fund Revenues
June 18, 2024 Item #11 Page 500 of 625
B-10
Compared to the fiscal year 2023-24 adopted budget, the most noteworthy changes in the Special
Revenue funds occurred in the Encampment Resolution Fund, whereby the city received $2.4 million
of one-time grant revenue in fiscal year 2023-24 that it will not receive again in fiscal year 2024-25.
The other significant change is in the Rental Assistance Fund, where increases of $1.0 million are
expected to occur compared to fiscal year 2023-24 estimates. These revenues are primarily funded
from federal grants.
There is no revenue budgeted in the Successor Agency Housing Trust Fund, other than
interest income from remaining funds. 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 debt service payments were completed in fiscal year 2023-24.
Enterprise fund revenues for fiscal year 2024-25 are projected at $101.9 million representing an
increase of 8.0% or $7.5 million over fiscal year 2023-24 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 2024-25 is estimated at $50.1 million
representing an increase of $2.5 million or 5.3% when compared to fiscal year 2023-24 revenue
estimates. This is driven by increases in water delivery charges. Projected revenues for Recycled Water of $11.1 million are expected to increase by $1.4 million or 14.4% as minor customer growth
is expected and a 1% rate increase is forecasted.
Rental Assistance $13.2M, 61%
Affordable Housing
$0.7M, 3%
Public Safety Grants$0.5M, 2%
CDBG$0.6M, 3%
Maintenance Districts $4.5M, 21%
Donations and Grants
$0.4M, 2%
Permanent Local Housing Allocation$0.5M, 2%
Tyler Court Apartments
$0.8M, 3%All others$0.7M, 3%
Special Revenue Funds
FY 2024-25 Budgeted Revenues $21.9 Million
June 18, 2024 Item #11 Page 501 of 625
B-11
Forecasted revenues for Wastewater are $25.9 million representing a 14.2% or $3.2 million
increase over fiscal year 2023-24 estimates. 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 $11.3 million, a slight increase of $0.3
million or 3.1% when compared to fiscal year 2023-24 estimates.
Solid Waste Management revenues are projected at $3.4 million, consistent with fiscal year
2023-24 estimates.
Internal Service funds project estimated revenues of $53.1 million for fiscal year 2024-25
representing an increase of 14.8% or $6.9 million over fiscal year 2023-24 projections. This increase is
driven by a one-time transfer from the General Fund of $7 million to fund Workers’ Compensation,
along with increases corresponding with rising costs across all internal service funds.
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 2024-25. The fiscal year 2024-25 operating budget includes $14.5 million for Workers’
Compensation, including a one-time transfer from the General Fund of $7.0 million, and $8.0 million
for Risk Management.
Water Operations
$50.1M, 49%
Recycled Water
$11.1M, 11%
Wastewater Operations $25.9M, …
Solid Waste Management
$3.4M, 4%
Golf Course Operations$11.3M, 11%
Enterprise Funds
FY 2024-25 Budgeted Revenues $101.9 million
June 18, 2024 Item #11 Page 502 of 625
B-12
Vehicle Maintenance and Replacement charges are budgeted at $4.1 million and $7.2 million,
respectively. Vehicle Maintenance revenues are up compared to fiscal year 2023-24 estimates
primarily due increasing fuel costs. 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 11.9% or $2.1 million when
compared to fiscal year 2023-24 estimates. The main reason for this increase is due to a
departmental reorganization of the city’s innovation group, bringing the group into the Internal
Service Fund budget. The increase is also attributable to contractual increases to existing service
contracts.
Internal Service Fund Allocation Methodology
Most of the revenue for the city’s internal service funds is generated from internal service charges.
The expenses of each fund are budgeted for and then allocated to other funds on an annual basis.
Each fund uses a different allocation basis to charge other funds for its costs, summarized below.
• Vehicle Replacement – Based on equipment assigned to departments.
• Vehicle Maintenance – A combination of fixed and variable maintenance charges. Fixed
maintenance charges are based on a three-year average of maintenance costs in
combination with budgeted labor costs. Variable maintenance charges are based on actuals.
• Information Technology Operations – A combination of computers per department for
citywide maintenance/licensing and direct charges for department-specific items.
• Information Technology Replacement – Based on a combination of equipment and hardware
specifically assigned to a department and for infrastructure hardware an allocation based on
computers per department as a percentage of citywide computers.
• Workers’ Compensation – Based on a combination of personnel count and five-year average
claims costs by department.
• General Liability – Based on a combination of personnel count, five-year average claims costs
by department and vehicles assigned to departments.
June 18, 2024 Item #11 Page 503 of 625
B-13
OPERATING BUDGET EXPENDITURE SUMMARY
The city’s Operating Budget for fiscal year 2024-25 totals $419.0 million, which represents an increase
of about $41.7 million or 11.1% as compared to the adopted fiscal year 2023-24 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. While administrative leadership’s direction for
the fiscal year 2024-25 budget cycle does not propose a mandated budget reduction by each
department, it will continue the expectation that staff incorporate opportunities to do business more
efficiently and focus on spending areas that can be reduced with little to no impact on the
community. In response to City Council feedback requesting staff identify ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload and
existing vacancies in an effort to find new opportunities for savings. As a result, 12 full-time
equivalent positions are recommended for elimination as part of the fiscal year 2024-25 budget. This
directive came after budget reductions of nearly 2% and 3% were achieved in fiscal year 2022-23 and
2023-24, respectively. These efforts contributed to the city’s ability to present a balanced budget in
fiscal year 2024-25 push the projected deficit further out to the future. The reductions proposed
were carefully evaluated to ensure ongoing service level impacts were mitigated as much as possible.
The total Operating Budget for the General Fund for fiscal year 2024-25 is $238.5 million which is
$21.5 million or 9.9% more than the previous year’s adopted budget of $216.9 million. These changes
are discussed in more detail on the following pages.
Budget Budget $%
2023-24 2024-25 Change Change
General Fund 216.9$ 238.5$ 21.5$ 10.0%
Special Revenue 20.2 21.3 1.0 5.5%
Enterprise 105.7 118.5 12.8 12.1%
Internal Service 33.3 40.7 7.4 22.2%
Successor Agency Housing Trust 1.1 - (1.0) -100.0%
Total 377.3$ 419.0$ 41.7$ 11.1%
By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
June 18, 2024 Item #11 Page 504 of 625
B-14
Personnel costs make up 57% of the General Fund budget. The total personnel budget for fiscal
year 2024-25 is $134.7 million which is $4.6 million or 3.6% greater than the previous year’s total
personnel budget of $130.1 million. This is driven by an increase in CalPERS’ unfunded liability
payment, negotiated compensation increases as well as anticipated step increases. In fiscal year
2024-25, 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 2024-25 by $1.3
million or 1.5%. The increase is primarily due to negotiated salary increases offset by a reduction in
total full-time equivalents of 9.7. The full-time staffing changes are listed on the following page.
Budget Budget $%
2023-24 2024-25 Change Change
Personnel 130.1$ 134.7$ 4.6$ 3.6%
Personnel, gross 132.1 136.7 4.6 3.5%
Vacancy Savings (2.0) (2.0) - 0.0%
Maintenance & Operations 64.9 65.6 0.7 1.3%
Capital Outlay 0.1 0.5 0.4 586.2%
Transfers 21.9 37.5 15.6 71.4%
Subtotal 217.0$ 238.5$ 21.5$ 9.9%
GENERAL FUND SUMMARY
By Expenditure Type
(In Millions)
Budget Budget $%
2023-24 2024-25 Change Change
Salaries and Wages 88.5$ 89.8 1.3 1.5%
Salaries and Wages, gross 90.5 91.8 1.3 1.4%
Vacancy Savings (2.0) (2.0) - 0.0%
Retirement Benefits 23.2 25.3 2.1 9.1%
Health Insurance 10.7 10.9 0.2 2.3%
Other Personnel 7.7 8.6 0.9 11.9%
Total 130.1$ 134.7$ 4.6$ 3.5%
Personnel Costs
(In Millions)
GENERAL FUND
June 18, 2024 Item #11 Page 505 of 625
B-15
General Fund:
• (1) Management Analyst – Office of the City Manager (Vacant)
• (1) Senior Office Specialist – Office of the City Council (Vacant)
• (1) Deputy City Clerk – City Clerk (Vacant)
• (1) Lead Librarian – Library & Cultural Arts (Vacant)
• (0.7) Production Technician – Library & Cultural Arts (Vacant)
• (1) Parks Maintenance Worker – Parks & Recreation (Vacant)
• (1) Associate Engineer – Community Development (Vacant)
• (1) Chief Innovation Officer – Innovation & Economic Development
• (1) Senior Program Manager for Diversity, Equity & Inclusion (DEI) – Human Resources
• (0.5) Administrative Assistant – Administrative Services (Part-time)
• (0.5) Hourly Professional – Communication & Engagement (Part-time)
Non-General Fund:
• (1) System Specialist – Information Technology (Vacant)
• (1) Senior Environmental Specialist – Environmental Sustainability (Vacant)
• (0.3) Production Technician – Library & Cultural Arts (Vacant)
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 pension
costs still pose 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. Fiscal year 2024-25
reflects $12.7 million of city contributions required to make up for CalPERS’ abysmal investment
performance in fiscal year 2021-22. This represents an increase of $2.5 million or 25% compared to
the previous year.
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 18, 2024 Item #11 Page 506 of 625
B-16
General Fund Health Insurance costs in the General Fund are increasing slightly from $10.7 million
to $10.9 million. Other Personnel Costs include workers’ compensation expenses and other
miscellaneous costs such as Medicare, unemployment and disability which are increasing collectively
by $0.9 million or 11.9%.
Maintenance and Operations costs represent about 27.6% 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 $65.7 million, which represents an
increase of about $0.8 million or 1.3% for fiscal year 2024-25 when compared to fiscal year 2023-24.
Fiscal year 2021-22 and 2022-23 experienced inflationary increases ranging between 4.1% and 8.3%
which drove the city’s need to contain costs and identify areas for reduction with minimal service
level impacts. Although inflation has declined compared to previous periods, it is still ranging
between 3.6% and 5.2% thus far in fiscal year 2023-24. While it is expected that inflation will continue
to slowly decrease, much uncertainty remains around the Federal Reserve’s actions to adjust target
interest rates. As a result, the fiscal year 2024-25 proposes a minimal increase to maintenance and
operations given the lingering inflation in the economy.
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of
$0.5 million are budgeted in the General Fund for fiscal year 2024-25. This represents an increase of
$0.4 million and is primarily due to the Police Department’s need to purchase AED replacements for
its fleet of vehicles in the upcoming 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.
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.
June 18, 2024 Item #11 Page 507 of 625
B-17
Expenditures in the General Fund remained relatively consistent until fiscal year 2016-17, when the
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 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 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.
$171
$148 $168 $164
$216 $199 $205 $223 $238
$-
$50
$100
$150
$200
$250
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$
M
i
l
l
i
o
n
s
Fiscal Year
General Fund Expenditures
June 18, 2024 Item #11 Page 508 of 625
B-18
Fiscal year 2023-24 expenditures include budget reductions of approximately 3% of the base
maintenance and operations budget, offset by negotiated compensation and contractual benefit
increases. Additionally, a $5.2 million allocation was approved for the Carlsbad Village Trenching
Project.
Another way of looking at the General Fund budget is
by Program Expenditures. The chart below
compares the total fiscal year 2024-25 budget to those
amounts adopted in the previous year. A detailed
description of each department, its services, budget
summary and department accomplishments and
priorities can be found in the department program
summary pages.
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.
The transfers included in the adopted budget are as follows:
• $14.4 million split evenly between the Infrastructure Replacement Fund, General Capital
Construction Fund and the Technology Investment Capital Fund ($4.8 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.
Budget Budget $%
2023-24 2024-25 Change Change
Administrative Services - Administration 0.7$ 0.8$ 0.1 1.5%
Administrative Services - Finance 5.3 5.6 0.3 5.8%
Administrative Services - Human Resources 5.0 5.1 0.1 2.1%
Administrative Services - Economic Development 2.6 0.9 (1.7) -65.8%
Community Services - Administration 0.6 0.6 - 1.2%
Community Services - Community Development 11.0 11.0 - -0.1%
Community Services - Housing & Homeless Services 2.8 3.2 0.4 16.9%
Community Services - Library & Cultural Arts 13.6 14.5 0.9 6.5%
Community Services - Parks & Recreation 21.1 22.8 1.7 8.1%
Policy & Leadership Group 8.4 8.4 - 0.4%
Public Safety - Fire 37.9 41.8 3.9 10.3%
Public Safety - Police 55.6 60.2 4.6 8.2%
Public Works - Administration 1.6 1.6 - -1.9%
Public Works - Construction Mgmt. & Inspection 3.3 3.1 (0.2) -5.8%
Public Works - Environmental Sustainability 1.2 1.2 - 2.7%
Public Works - Facilities 7.5 7.2 (0.3) -4.1%
Public Works - Transportation 9.7 10.8 1.1 10.4%
Non-Departmental 29.0 39.7 10.7 37.1%
Total 216.9$ 238.5$ 21.6$ 9.9%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
A detailed description of each
department’s budget can be found
in the department program
summaries.
June 18, 2024 Item #11 Page 509 of 625
B-19
• $13.8 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.
• $7.0 million in additional transfers to the Workers’ Compensation Fund in an effort to
increase the program’s reserve to achieve a funded status of approximately 85%. This level
of funding is consistent with actuarial standards and in accordance with recommendations
from the city’s external auditors.
• $0.4 million to the Storm Water Program for reimbursement of the General Fund portion of
Storm Water expenses.
• $1.5 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.
• $0.6 million to the Fleet Replacement Fund for historical chargebacks related to a Police
Department vehicle purchase.
General Fund Summary
The operating budget for fiscal year 2024-25 provides a balanced General Fund budget for the coming
fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by
$0.6 million.
Fiscal Year 2024-25 General Fund Operating Budget
General Fund fiscal year 2024-25 revenue estimates $239.1 million
General Fund fiscal year 2024-25 preliminary expenditures $238.5 million
Projected operating surplus for fiscal year 2024-25 $ 0.6 million
General Fund Reserves
Projected unassigned balance at June 30, 2024 $148.4 million
Plus: projected fiscal year 2023-24 surplus $ 0.6 million
Less: asset replacement reserve allocation $ (17.5 million)
Equals: projected unassigned balance at June 30, 2025 $131.5 million Asset Replacement Reserve
The city commits to maintaining its large machinery and equipment inventory. When an asset is
procured, it begins depreciating the moment it is put into service and needs to be replaced at the end
of its respective useful life. The city’s large equipment inventory represents approximately $60 million
of the city’s total fixed assets. On an annual basis, this translates to a significant financial need and
commitment to maintain the inventory. In an effort to not only prioritize these purchases, but to
strategically plan for the ongoing financial impacts, staff recommend establishing a General Fund
June 18, 2024 Item #11 Page 510 of 625
B-20
Asset Replacement Reserve. Separate and apart from the General Fund Reserve (City Council Policy
No. 74), this Asset Replacement Reserve will serve as a mechanism for funding large machinery and
equipment needs without impacting the General Fund Reserve or annual budget surplus year after
year. As of fiscal year 2024-25, and for the next 10 fiscal years, a total of $17.5 million is projected to
be needed to fund asset replacement costs in the General Fund.
Changes in Other Funds
Special Revenue funds are budgeted at $21.3 million representing an increase in expenditures of
5.1% or $1.0 million when compared to fiscal year 2023-24. Other than a $2.0 million increase in
rental assistance programming and $1.1 million decrease for one-time Permanent Local Housing
Allocation grant funds, spending in most Special Revenue Fund programs is expected to remain
relatively consistent with the prior year.
Expenditure increases of $2.0 million or 17.5% 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. The fiscal year 2024-25 expenditure budget is also $1.1 million less than fiscal
year 2022-23 due to one-time revenue received in the Permanent Local Housing Allocation Fund.
These are state funds provided to local governments in California for housing-related projects and
programs that assist in addressing the unmet housing needs of local communities.
Enterprise funds total $118.5 million, which represents an increase of $12.8 million or 12.1% over
the fiscal year 2023-24 adopted budget. The Potable Water and Recycled Water funds continue to
operate and maintain critical infrastructure systems and provide 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 $40.7 million, which represents an overall increase of $7.4 million
or 22.3% over fiscal year 2023-24. Much of the increase in Workers’ Compensation and Risk
Management costs is attributable to rising insurance liability rates, claims filed and administrative
costs. Vehicle Replacement is the largest contributor to the increase and driven by a higher number of
more costly vehicles scheduled for purchase in the upcoming year. Information Technology is $2.1
million or 12.4% higher than the previous year which is due to contractual service increases as well as
a reorganization of staff from Innovation & Economic Development Department.
The budget for the Successor Agency Housing Trust Fund for fiscal year 2024-25 is decreasing by
$1.0 million compared to last year. 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 was
completed in September 2023 and the city loan was paid off in fiscal year 2020-21. In fiscal year 2024-
25, the city will work to complete the dissolution and close the fund.
June 18, 2024 Item #11 Page 511 of 625
B-21
Changes to Fund Balance
While the projected cumulative change in the city’s non-major operating funds’ ending balances is not
significant, two major operating funds are projected to see changes in their fund balances greater than
10%. The Water Operations Fund is expected to decrease by 35.2% by the end of fiscal year 2024-25,
largely due to increasing operations costs and cash transfers to account for depreciation. The Recycled
Water Operations Fund is expected to increase because it is not completing a cash transfer to account
for depreciation and the funding of capital projects in fiscal year 2024-25; the ability for the fund to
complete this cash transfer will be reevaluated in future years.
June 18, 2024 Item #11 Page 512 of 625
B-22
Adopted Adopted Adopted Preliminary
Budget Budget Budget Budget
Department 2021-22 2022-23 2023-24 2024-25
City Attorney 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 6.00
City Council 2.00 2.00 2.00 1.00
City Manager 7.00 7.00 7.00 6.00
City Treasurer 1.00 1.00 1.00 1.00
Communication & Engagement 7.00 9.00 9.00 9.00
Administrative Services - Administration 3.00 3.00 3.00 3.00
Finance 28.00 26.00 26.00 26.00
Human Resources 17.00 18.00 18.00 17.00
Information Technology 37.00 43.00 43.00 48.00
Innovation & Economic Development 4.00 9.00 9.00 2.00
Community Services - Administration 3.00 3.00 2.00 2.00
Community Development 53.00 52.00 52.00 51.00
Housing & Homeless Services 14.00 16.00 16.00 16.00
Library & Cultural Arts 52.50 51.00 53.00 51.00
Parks & Recreation 55.00 59.00 59.00 58.00
Fire 111.00 123.00 124.00 124.00
Police 186.00 187.00 187.00 187.00
Public Works 177.75 182.75 181.75 180.75
Total Full-Time Personnel 773.25 806.75 807.75 796.75
Hourly Full-Time Equivalent Personnel 193.81 180.90 167.84 166.79
Total 967.06 987.65 975.59 963.54
Note: The figures presented above include various reorganizations and personnel transfers between departments.
PERSONNEL ALLOCATIONS
June 18, 2024 Item #11 Page 513 of 625
B-23
June 18, 2024 Item #11 Page 514 of 625
B-24
SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2023
Fund July 1, 2023 Revenues Expenditures June 30, 2024 Fund Balance
General Fund 136,840,376$ *234,882,619$ 223,333,352$ 148,389,643$ *8.4%
Special Revenue Funds
Affordable Housing 14,360,256 1,264,318 364,206 15,260,368 6.3%
Agricultural Mitigation Fee 1,162,955 26,700 195,118 994,537 -14.5%
Buena Vista Channel Maintenance District 1,496,574 136,110 251,358 1,381,326 -7.7%
Citizens' Option for Public Safety 479,869 302,500 280,000 502,369 4.7%
Community Activity Grants 1,091,024 26,400 5,000 1,112,424 2.0%
Community Development Block Grant 216,543 986,965 970,000 233,508 7.8%
Continuum of Care - 232,972 232,972 - 0.0%
Cultural Arts Donations 321,857 42,900 179,350 185,407 -42.4%
Encampment Resolution Fund - 2,394,509 1,094,000 1,300,509 0.0%
Habitat Mitigation Fee 31 10,226 - 10,257 32987.1%
Library and Arts Endowments 259,331 6,300 6,000 259,631 0.1%
Library Gifts and Bequests 1,666,903 114,700 410,600 1,371,003 -17.8%
Lighting and Landscaping District 2 5,258,109 891,311 354,136 5,795,284 10.2%
Local Cable Infrastructure 701,326 285,000 568,020 418,306 -40.4%
Median Maintenance District 261,536 1,408,661 1,427,715 242,482 -7.3%
Opioid Settlement Fund 353,033 7,900 15,000 345,933 -2.0%
Parking In Lieu Fee 1,108,168 25,900 - 1,134,068 2.3%
Permanent Local Housing Allocation - 696,260 310,319 385,941 0.0%
Police Asset Forfeiture 193,192 176,756 72,783 297,165 53.8%
Public Safety Grants (70,799) 290,857 456,680 (236,622) 234.2%
Recreation Donations 310,317 34,100 52,570 291,847 -6.0%
Rental Assistance 70,824 12,227,649 12,205,365 93,108 31.5%
Senior Donations 285,400 27,000 23,238 289,162 1.3%
Street Lighting Maintenance District 2,699,003 1,057,508 1,202,937 2,553,574 -5.4%
Street Tree Maintenance District 176,929 1,012,481 924,191 265,219 49.9%
Tyler Court Apartments 98,725 694,895 730,800 62,820 -36.4%
Total Special Revenue Funds 32,501,106 24,380,878 22,332,358 34,549,626 6.3%
Enterprise Funds
Water Operations 30,483,929 47,550,996 55,109,813 22,925,112 -24.8%
Recycled Water Operations 1,458,836 9,721,597 10,938,070 242,363 -83.4%
Wastewater Operations 15,067,417 22,675,900 24,180,157 13,563,160 -10.0%
Solid Waste Management 10,548,683 3,411,529 5,367,260 8,592,952 -18.5%
Golf Course 5,180,742 11,004,778 9,304,598 6,880,922 32.8%
Total Enterprise Funds 62,739,607 94,364,800 104,899,898 52,204,509 -16.8%
Internal Service Funds
Workers' Compensation 209,638 8,416,210 5,161,119 3,464,729 1552.7%
Risk Management (3,847,278) 12,247,660 6,726,887 1,673,495 -143.5%
Vehicle Maintenance 883,513 3,646,563 3,805,991 724,085 -18.0%
Vehicle Replacement 20,879,291 4,654,734 3,045,488 22,488,537 7.7%
Information Technology 9,377,219 17,317,111 17,357,258 9,337,072 -0.4%
Total Internal Service Funds 27,502,383 46,282,278 36,096,743 37,687,918 37.0%
Successor Agency Housing Trust Fund 1,131,055 44,618 1,008,833 166,840 -85.3%
Total Operating Funds 260,714,527$ 399,955,193$ 387,671,184$ 272,998,536$ 4.7%
* For the General Fund only, this represents unassigned fund balance.
June 18, 2024 Item #11 Page 515 of 625
B-25
SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2024
Fund June 30, 2024 Revenues Budget June 30, 2025 Fund Balance
General Fund 148,389,643$ *239,061,383$ 238,468,445$ 131,482,581$ *-11.4%
Special Revenue Funds
Affordable Housing 15,260,368 706,860 631,917 15,335,311 0.5%
Agricultural Mitigation Fee 994,537 26,060 - 1,020,597 2.6%
Buena Vista Channel Maintenance District 1,381,326 137,290 195,245 1,323,371 -4.2%
Citizens' Option for Public Safety 502,369 295,190 295,830 501,729 -0.1%
Community Activity Grants 1,112,424 27,990 30,000 1,110,414 -0.2%
Community Development Block Grant 233,508 583,215 548,215 268,508 15.0%
Continuum of Care - 235,280 - 235,280 0.0%
Cultural Arts Donations 185,407 7,230 127,000 65,637 -64.6%
Encampment Resolution Fund 1,300,509 37,190 - 1,337,699 2.9%
Habitat Mitigation Fee 10,257 250 - 10,507 2.4%
Library and Arts Endowments 259,631 6,650 6,000 260,281 0.3%
Library Gifts and Bequests 1,371,003 41,690 455,903 956,790 -30.2%
Lighting and Landscaping District 2 5,795,284 912,480 367,500 6,340,264 9.4%
Local Cable Infrastructure 418,306 285,940 506,862 197,384 -52.8%
Median Maintenance District 242,482 1,378,180 1,409,906 210,756 -13.1%
Opioid Settlement Fund 345,933 111,609 103,059 354,483 2.5%
Parking In Lieu Fee 1,134,068 27,080 57,120 1,104,028 -2.7%
Permanent Local Housing Allocation 385,941 466,244 - 852,185 120.8%
Police Asset Forfeiture 297,165 7,770 95,000 209,935 -29.4%
Public Safety Grants (236,622) 457,898 169,950 51,326 -121.7%
Recreation Donations 291,847 34,440 81,200 245,087 -16.0%
Rental Assistance 93,108 13,227,900 13,319,728 1,280 -98.6%
Senior Donations 289,162 27,500 33,500 283,162 -2.1%
Street Lighting Maintenance District 2,553,574 1,069,780 1,176,445 2,446,909 -4.2%
Street Tree Maintenance District 265,219 980,200 1,024,573 220,846 -16.7%
Tyler Court Apartments 62,820 761,949 652,310 172,459 174.5%
Total Special Revenue Funds 34,549,626 21,853,865 21,287,263 35,116,228 1.6%
Enterprise Funds
Water Operations 22,925,112 50,085,356 58,158,391 14,852,077 -35.2%
Recycled Water Operations 242,363 11,121,779 10,814,449 549,693 126.8%
Wastewater Operations 13,563,160 25,890,480 33,253,062 6,200,578 -54.3%
Solid Waste Management 8,592,952 3,447,940 5,544,246 6,496,646 -24.4%
Golf Course 6,880,922 11,343,000 10,762,000 7,461,922 8.4%
Total Enterprise Funds 52,204,509 101,888,555 118,532,148 35,560,916 -31.9%
Internal Service Funds
Workers' Compensation 3,464,729 14,511,420 5,988,115 11,988,034 246.0%
Risk Management 1,673,495 7,970,610 7,397,470 2,246,635 34.3%
Vehicle Maintenance 724,085 4,062,754 4,012,861 773,978 6.9%
Vehicle Replacement 22,488,537 7,217,461 4,598,574 25,107,424 11.7%
Information Technology 9,337,072 19,377,057 18,705,537 10,008,592 7.2%
Total Internal Service Funds 37,687,918 53,139,302 40,702,557 50,124,663 33.0%
Successor Agency Housing Trust Fund 166,840 5,380 10,000 162,220 -2.8%
Total Operating Funds 272,998,536$ 415,948,485$ 419,000,413$ 252,446,608$ -7.5%
* For the General Fund only, this represents unassigned fund balance. Projected ending fund balance as of June 30, 2025 includes
the establishment of an asset replacement reserve and an allocation of $17.5 million.
June 18, 2024 Item #11 Page 516 of 625
B-26
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
General Fund
Taxes
Property Tax 87,209,996$ 91,773,714$ 94,901,892$ 3.4% 3,128,178$
Sales Tax 56,186,707 58,899,752 59,382,534 0.8%482,782
Transient Occupancy Tax 34,280,239 34,776,940 34,776,940 0.0%-
Franchise Tax 7,833,845 8,554,123 8,883,315 3.9%329,192
Business License Tax 6,356,809 6,359,729 6,560,060 3.2%200,331
Transfer Tax 1,367,481 1,624,950 1,676,136 3.2%51,186
Total Taxes 193,235,077 201,989,208 206,180,877 2.1% 4,191,669
Intergovernmental
Homeowners Exemption 340,152 248,146 245,000 -1.3%(3,146)
Other Intergovernmental 2,055,728 957,466 684,000 -28.6% (273,466)
Total Intergovernmental 2,395,880 1,205,612 929,000 -22.9% (276,612)
Licenses and Permits
Building Permits 2,201,438 2,000,000 2,400,000 20.0%400,000
Other Licenses and Permits 985,067 905,261 973,500 7.5%68,239
Total Licenses And Permits 3,186,505 2,905,261 3,373,500 16.1%468,239
Charges for Services
Planning Fees 593,890 773,500 817,000 5.6%43,500
Building Department Fees 950,200 702,500 920,000 31.0%217,500
Engineering Fees 990,363 690,000 872,000 26.4%182,000
Ambulance Fees 4,368,825 7,225,000 7,650,000 5.9%425,000
Recreation Fees 3,127,197 3,488,050 3,459,066 -0.8%(28,984)
Other Charges or Fees 1,335,412 1,667,060 1,690,500 1.4%23,440
Total Charges For Services 11,365,887 14,546,110 15,408,566 5.9%862,456
Fines and Forfeitures 402,946 352,550 351,700 -0.2%(850)
Income from Investments and Property 7,081,788 7,297,532 7,041,490 -3.5% (256,042)
Interdepartmental Charges 5,991,590 6,091,266 5,427,750 -10.9% (663,516)
Other Revenue Sources 2,199,856 495,080 348,500 -29.6% (146,580)
Total General Fund 225,859,529$ 234,882,619$ 239,061,383$ 1.8% 4,178,764$
* Interest is calculated on an amortized cost basis.
June 18, 2024 Item #11 Page 517 of 625
B-27
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds
Affordable Housing
Affordable Housing Fees 247,078$ 497,506$ 247,000$ -50.4% (250,506)$
Property Tax - - - 0.0%-
Interest Income 787,261 756,678 454,860 -39.9% (301,818)
Other Revenue 50,913 10,134 5,000 -50.7%(5,134)
Total Affordable Housing 1,085,252 1,264,318 706,860 -44.1% (557,458)
Agricultural Mitigation Fee
Agricultural Mitigation Fees - - - 0.0%-
Interest Income 14,587 26,700 26,060 -2.4%(640)
Total Agriculutural Mitigation Fee 14,587 26,700 26,060 -2.4%(640)
Buena Vista Channel Maintenance
Assessment Fees 82,037 100,000 100,000 0.0%-
Interest Income 14,943 36,110 37,290 3.3%1,180
Total Buena Vista Channel Maintenance 96,980 136,110 137,290 0.9%1,180
Citizens' Option for Public Safety
State Funding (AB3229)294,013 290,000 280,000 -3.5%(10,000)
Interest Income 375 12,500 15,190 21.5%2,690
Total Citizens' Option For Public Safety 294,388 302,500 295,190 -2.4%(7,310)
Community Activity Grants
Interest Income 11,861 26,400 27,990 6.0%1,590
Total Community Activity Grants 11,861 26,400 27,990 6.0%1,590
Community Development Block Grant
Federal Grant 508,874 545,490 548,215 0.5%2,725
Interest Income 126,844 12,269 5,000 -59.3%(7,269)
Other Revenue 503,972 429,206 30,000 -93.0% (399,206)
Total Community Dev. Block Grant 1,139,690 986,965 583,215 -40.9% (403,750)
Continuum of Care
Federal Grant - 232,972 235,280 1.0%2,308
Total Cultural Arts Donations - 232,972 235,280 1.0%2,308
Cultural Arts Donations
Donations 25,000 35,000 - -100.0%(35,000)
Interest Income 5,014 7,900 7,230 -8.5%(670)
Total Cultural Arts Donations 30,014 42,900 7,230 -83.2%(35,670)
June 18, 2024 Item #11 Page 518 of 625
B-28
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds - Continued
Encamptment Resolution Fund
State Grant - 2,358,409 - -100.0% (2,358,409)
Interest Income - 36,100 37,190 3.0%1,090
Total Community Dev. Block Grant - 2,394,509 37,190 -98.5% (2,357,319)
Habitat Mitigation Fee
Mitigation Fees 57,082 10,126 - -100.0%(10,126)
Interest Income 744 100 250 150.0%150
Total Habitat Mitigation Fee 57,826 10,226 250 -97.6%(9,976)
Library And Arts Endowment Fund
Interest Income 2,971$ 6,300$ 6,650$ 5.6%350$
Total Library And Arts Endowment Fund 2,971 6,300 6,650 5.6%350
Library Gifts/Bequests
Gifts and Bequests 210,859 74,000 - -100.0%(74,000)
Interest Income 19,895 40,700 41,690 2.4%990
Total Library Gifts/Bequests 230,754 114,700 41,690 -63.7%(73,010)
Lighting And Landscaping District 2
Assessment Fees 695,133 761,100 775,700 1.9%14,600
Interest Income 35,857 130,211 136,780 5.0%6,569
Total Lighting And Landscaping Dist. 2 730,990 891,311 912,480 2.4%21,169
Local Cable Infrastructure Fund
Cable Fees 284,652 275,000 275,000 0.0%-
Interest Income 12,653 10,000 10,940 9.4%940
Total Local Cable Infrastructure Fund 297,305 285,000 285,940 0.3%940
Median Maintenance
Assessment Fees 348,486 365,000 365,000 0.0%-
Other 932,346 1,043,661 1,013,180 -2.9%(30,481)
Total Median Maintenance 1,280,832 1,408,661 1,378,180 -2.2%(30,481)
Opioid Settlement Fund
Settlements - - 103,059 0.0%103,059
Other Revenue (9,874) 7,900 8,550 8.2%650
Total Opioid Settlement (9,874) 7,900 111,609 1312.8%103,709
Parking In Lieu
Parking In Lieu Fees - - - 0.0%-
Interest Income 14,577 25,900 27,080 4.6%1,180
Total Parking In Lieu 14,577 25,900 27,080 4.6%1,180
Permanent Local Housing Allocation
State Grant - 696,260 466,244 -33.0% (230,016)
Total Police Grants - 696,260 466,244 -33.0% (230,016)
Police Asset Forfeiture
Asset Forfeitures - 171,056 - -100.0% (171,056)
Interest Income 4,640 5,700 7,770 36.3%2,070
Total Police Asset Forfeiture 4,640 176,756 7,770 -95.6% (168,986)
June 18, 2024 Item #11 Page 519 of 625
B-29
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Special Revenue Funds - Continued
Public Safety Grants
Federal Grant 157,698 250,337 287,948 15.0%37,611
State Grant 24,170 40,520 169,950 319.4%129,430
Total Police Grants 181,868 290,857 457,898 57.4%167,041
Recreation Donations
Donations 62,489 26,600 26,600 0.0%-
Interest Income 3,189 7,500 7,840 4.5%340
Total Recreation Donations 65,678 34,100 34,440 1.0%340
Rental Assistance
Federal Grant 8,948,915$ 10,091,706$ 10,519,083$ 4.2%427,377$
Other Revenue 1,779,737 2,135,943 2,708,817 26.8%572,874
Total Rental Assistance 10,728,652 12,227,649 13,227,900 8.2% 1,000,251
Senior Donations
Donations 6,628 5,000 5,000 0.0%-
Other Revenue 13,915 15,000 15,000 0.0%-
Interest Income 4,215 7,000 7,500 7.1%500
Total Senior Donations 24,758 27,000 27,500 1.9%500
Street Lighting
Assessment Fees 738,313 740,000 740,000 0.0%-
Other Revenue 200,312 254,750 259,400 1.8%4,650
Interest Income 29,109 62,758 70,380 12.2%7,622
Total Street Lighting 967,734 1,057,508 1,069,780 1.2%12,272
Street Tree Maintenance
Assessment Fees 470,928 470,000 470,000 0.0%-
Other Revenue 436,065 542,481 510,200 -6.0%(32,281)
Total Street Tree Maintenance 906,993 1,012,481 980,200 -3.2%(32,281)
Tyler Court Apartments
Rental Income 676,682 689,010 757,017 9.9%68,007
Other Revenue 187,863 5,885 4,932 -16.2%(953)
Total Tyler Court Apartments 864,545 694,895 761,949 9.7%67,054
Total Special Revenue Funds 19,023,021$ 24,380,878$ 21,853,865$ -10.4% (2,527,013)$
June 18, 2024 Item #11 Page 520 of 625
B-30
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Enterprise Funds
Water Operations
Water Sales 24,824,736$ 29,000,000$ 30,900,000$ 6.6% 1,900,000$
Ready-to-Serve charge 13,555,227 13,700,000 14,100,000 2.9%400,000
Property Tax 5,108,843 2,811,856 3,105,800 10.5%293,944
New Account Charges 94,990 110,064 110,000 -0.1%(64)
Back-Flow Program Fees 168,414 168,800 170,000 0.7%1,200
Penalty Fees 360,513 377,200 378,500 0.3%1,300
Interest Income 627,447 733,976 660,456 -10.0%(73,520)
Engineering Overhead 147,357 150,000 156,000 4.0%6,000
Service Connection Fees 27,947 34,600 35,000 1.2%400
Other Revenue 2,395,251 464,500 469,600 1.1%5,100
Total Water Operations 47,310,725 47,550,996 50,085,356 5.3% 2,534,360
Recycled Water Operations
Water Sales 5,672,065 6,500,000 7,400,000 13.9%900,000
Ready-to-Serve charge 1,357,703 1,400,000 1,450,000 3.6%50,000 Property Tax - 1,703,964 1,878,000 10.2%174,036
Interest Income 127,903 (258,549) 2,000 -100.8%260,549
Other Revenue 359,817 376,182 391,779 4.2%15,597
Total Recycled Water Operations 7,517,488 9,721,597 11,121,779 14.4% 1,400,182
Wastewater Operations
Service Charges 19,484,190 22,000,000 25,200,000 14.6% 3,200,000
Misc. Sewer 5,821 6,000 6,000 0.0%-
Engineering Overhead 131,964 180,000 187,200 4.0%7,200
Penalty Fees 126,455 138,000 135,000 -2.2%(3,000)
Interest Income 121,420 279,900 288,780 3.2%8,880
Other Revenue 811,083 72,000 73,500 2.1%1,500
Total Wastewater Operations 20,680,933 22,675,900 25,890,480 14.2% 3,214,580
Solid Waste Management
Recycling Fees (AB939)878,003 846,000 860,000 1.7%14,000
Penalty Fees 1,461 - - 0.0%-
Trash Surcharge 1,365,561 1,375,000 1,400,000 1.8%25,000
Interest Income 226,378 234,500 221,440 -5.6%(13,060)
Other Revenue 1,094,313 956,029 966,500 1.1%10,471
Total Solid Waste Management 3,565,716 3,411,529 3,447,940 1.1%36,411
Golf Course Operations
Charges for Services 10,966,531 10,781,677 11,134,000 3.3%352,323
Interest Income (38,049) 138,300 122,000 -11.8%(16,300)
Other Revenue 106,093 84,801 87,000 2.6%2,199
Total Golf Course Operations 11,034,575 11,004,778 11,343,000 3.1%338,222
Total Enterprise Funds 90,109,437$ 94,364,800$ 101,888,555$ 8.0% 7,523,755$
June 18, 2024 Item #11 Page 521 of 625
B-31
SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as %Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25
Internal Service Funds
Workers' Compensation
Interdepartmental Charges 5,173,980$ 5,908,510$ 6,883,620$ 16.5%975,110$
Interest Income (187,710) 557,700 627,800 12.6%70,100
Other Revenue 7,622,896 1,950,000 7,000,000 259.0% 5,050,000
Total Workers' Compensation 12,609,166 8,416,210 14,511,420 72.4% 6,095,210
Risk Management
Interdepartmental Charges 3,889,896 7,069,660 7,746,820 9.6%677,160
Interest Income 103,181 124,000 179,790 45.0%55,790
Other Revenue 1,057,017 5,054,000 44,000 -99.1% (5,010,000)
Total Risk Management 5,050,094 12,247,660 7,970,610 -34.9% (4,277,050)
Vehicle Maintenance
Interdepartmental Charges 3,175,057 3,605,863 3,998,114 10.9%392,251
Interest Income (29,190) 19,700 20,640 4.8%940
Other Revenue 1,442,228 21,000 44,000 109.5%23,000
Total Vehicle Maintenance 4,588,095 3,646,563 4,062,754 11.4%416,191
Vehicle Replacement
Interdepartmental Charges 3,637,176 3,948,539 5,947,531 50.6% 1,998,992
Interest Income 119,778 510,600 559,930 9.7%49,330
Other Revenue 394,839 195,595 710,000 263.0%514,405
Total Vehicle Replacement 4,151,793 4,654,734 7,217,461 55.1% 2,562,727
Information Technology
Interdepartmental Charges 16,406,796 17,123,775 19,149,027 11.8% 2,025,252
Interest Income 26,897 189,700 228,030 20.2%38,330
Other Revenue 1,049,123 3,636 - -100.0%(3,636)
Total Information Technology 17,482,816 17,317,111 19,377,057 11.9% 2,059,946
Total Internal Service Funds 43,881,964$ 46,282,278$ 53,139,302$ 14.8% 6,857,024$
Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 949,059 - - 0.0%-
Interest Income 116,535 44,618 5,380 -87.9%(39,238)
Total Successor Agency Housing Fund 1,065,594 44,618 5,380 -87.9%(39,238)
Total Trust Funds 1,065,594$ 44,618$ 5,380$ -87.9%(39,238)$
Total Operating Funds 379,939,545$ 399,955,193$ 415,948,485$ 4.0% 15,993,292$
June 18, 2024 Item #11 Page 522 of 625
B-32
S CHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund
Policy And Leadership Group
City Council 534,144$ 591,632$ 575,508$ 607,078$ 599,047$ -1.3%
City Attorney 2,081,883 1,907,521 2,114,096 2,115,596 2,179,705 3.0%
City Clerk 1,296,312 1,273,114 1,286,920 1,274,455 1,273,604 -0.1%
City Manager 2,013,122 2,045,614 2,145,973 2,184,823 2,105,683 -3.6%
City Treasurer 243,289 147,911 207,750 279,149 279,522 0.1%
Communication & Engagement 2,037,551 2,385,710 2,124,244 1,953,098 2,010,091 2.9%
Total Policy And Leadership Group 8,206,301 8,351,502 8,454,491 8,414,199 8,447,652 0.4%
Administrative Services
Administration 706,556 726,297 740,750 784,107 796,196 2%
Finance 5,623,094 5,396,772 5,500,000 5,323,368 5,631,964 5.8%
Human Resources 4,388,148 4,513,351 4,887,105 5,029,995 5,136,218 2.1%
Innovation & Economic Development 1,334,163 2,392,664 2,807,000 2,608,489 891,866 -65.8%
Total Administrative Services 12,051,961 13,029,084 13,934,855 13,745,959 12,456,244 -9.4%
Community Services
Community Services Administration 663,579 646,731 625,000 585,411 592,261 1.2%
Community Development 12,064,408 14,220,499 10,019,000 11,012,958 10,998,825 -0.1%
Housing & Homeless Services - - 2,126,155 2,765,195 3,232,287 17%
Library & Cultural Arts 13,024,082 13,290,637 12,449,605 13,637,285 14,522,844 6.5%
Parks & Recreation 19,251,458 20,813,176 21,730,303 21,055,565 22,759,082 8.1%
Total Community Services 45,003,527 48,971,043 46,950,063 49,056,414 52,105,299 6.2%
Public Safety
Fire 33,684,622 35,261,847 41,477,000 37,882,886 41,793,630 10.3%
Police 50,824,125 51,115,854 59,588,010 55,615,155 60,193,850 8.2%
Total Public Safety 84,508,747 86,377,701 101,065,010 93,498,041 101,987,480 9.1%
Public Works
Public Works Administration 1,760,326 1,442,021 1,530,409 1,562,272 1,533,038 -1.9%
Construction Management & Inspection 2,909,255 3,092,730 2,910,543 3,257,906 3,068,292 -5.8%
Environmental Sustainability 1,238,207 1,205,943 1,130,727 1,178,783 1,210,630 2.7%
Fleet & Facilities 6,297,998 6,812,114 7,432,121 7,497,115 7,191,930 -4.1%
Transportation 8,048,352 10,028,265 10,306,133 9,732,215 10,741,202 10.4%
Total Public Works 20,254,138 22,581,073 23,309,933 23,228,291 23,745,092 2.2%
Miscellaneous Non-Departmental Expenditures
Community Contributions & Village trenching - - - 5,220,000 - -100.0%
COVID-related 177,677 40,842 44,000 - - -
Dues & Subscriptions 75,069 77,746 80,000 80,000 90,000 12.5%
Legal Services 519,683 540,090 300,000 750,000 750,000 0.0%
Other Miscellaneous Expenditures 50,787 52,277 60,000 100,000 100,000 0.0%
Personnel Related 155,595 122,499 130,000 1,637,000 1,900,000 16.1%
Professional Services 33,980 44,148 45,000 39,700 39,000 -1.8%
Property Tax & Other Administration 725,588 764,180 750,000 750,000 800,000 6.7%
Vacancy savings - - - (2,000,000) (2,000,000) 0.0%
Total Miscellaneous Non-Departmental Expenditures 1,738,379 1,641,782 1,409,000 6,576,700 1,679,000 -74.5%
June 18, 2024 Item #11 Page 523 of 625
B-33
SCHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 13,283,056$ 3,956,000$ 11,600,000$ 11,600,000$ 18,579,226$ 0.0%
Transfer to Infrastructure Replacement Fund 283,000 3,956,000 4,200,000 4,200,000 4,779,226 0.0%
Transfer to Technology Investment Capital Fund 10,656,000 3,956,000 4,200,000 4,200,000 4,779,226 0.0%
Transfer To LLD#1 (Medians & Trees)1,390,000 1,400,000 1,570,000 1,570,000 1,500,000 0.0%
Transfer To Storm Water Program 322,000 332,000 340,000 340,000 350,000 0.0%
Transfer to Fleet Maintenance - 1,400,000 - - - -
Transfer to Fleet Replacement - - - - 560,000 -
Transfer to Risk Management - 1,000,000 5,000,000 - - -100.0%
Transfer to Workers' Compensation Fund - 8,208,252 1,300,000 - 7,000,000 -100.0%
Other Miscellaneous Transfers 993,748 - - - - -
Total Transfers 26,927,804 24,208,252 28,210,000 21,910,000 37,547,678 71.4%
Total Miscellaneous Non-Departmental 28,666,183 25,850,034 29,619,000 28,486,700 39,226,678 37.7%
Subtotal General Fund 198,690,857 205,160,437 223,333,352 216,429,604 237,968,445 10.0%
Contingencies - - - 500,000 500,000 0.0%
Total General Fund 198,690,857$ 205,160,437$ 223,333,352$ 216,929,604$ 238,468,445$ 9.9%
Special Revenue Funds
Affordable Housing 237,513$ 542,229$ 364,206$ 668,530$ 631,917$ -5.5%
Agricultural Mitigation Fee - 38,220 195,118 - - -
Buena Vista Channel Maintenance 75,104 127,686 251,358 195,245 195,245 0.0%
Citizens' Option For Public Safety 181,912 203,884 280,000 295,298 295,830 0.2%
Community Activity Grants - - 5,000 30,000 30,000 0.0%
Community Development Block Grant 1,429,464 2,298,679 970,000 702,305 548,215 -21.9%
Continuum of Care - - 232,972 - - -
Cultural Arts Donations 37,840 42,228 179,350 148,750 127,000 -14.6%
Encampment Resolution Fund - - 1,094,000 - - -
Flower Fields Grant Program - - - - - -
Habitat Mitigation Fee 14,535 22,365 - - - -
Library And Arts Endowment Fund 480 2,947 6,000 6,000 6,000 0.0%
Library Gifts/Bequests 137,515 256,481 410,600 462,785 455,903 -1.5%
Lighting And Landscaping District 2 258,171 298,032 354,136 367,500 367,500 0.0%
Local Cable Infrastructure Fund 403,843 402,240 568,020 538,956 506,862 -6.0%
Median Maintenance 1,067,645 1,333,680 1,427,715 1,396,580 1,409,906 1.0%
Opioid Settlement Fund - - 15,000 21,466 103,059 380.1%
Parking In Lieu 49,674 53,000 - 56,000 57,120 2.0%
Permanent Local Housing Allocation - - 310,319 1,119,126 - -100.0%
Police Asset Forfeiture 12,228 51,086 72,783 75,000 95,000 26.7%
Public Safety Grants 78,602 270,205 456,680 - 169,950 -
Recreation Donations 38,755 59,193 52,570 81,200 81,200 0.0%
Rental Assistance 10,081,418 10,854,742 12,205,365 11,339,700 13,319,728 17.5%
Senior Donations 37,796 39,128 23,238 33,500 33,500 0.0%
Street Lighting 927,419 977,401 1,202,937 1,100,077 1,176,445 6.9%
Street Tree Maintenance 816,583 985,124 924,191 1,004,763 1,024,573 2.0%
Tyler Court Apartments 915,040 893,040 730,800 604,523 652,310 7.9%
Total Special Revenue Funds 16,801,537$ 19,751,590$ 22,332,358$ 20,247,304$ 21,287,263$ 5.1%
June 18, 2024 Item #11 Page 524 of 625
B-34
SCHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget
Enterprise Funds
Water Operations 44,316,249$ 47,094,688$ 55,109,813$ 54,759,803$ 58,158,391$ 6.2%
Recycled Water Operations 9,782,992 10,188,608 10,938,070 11,849,122 10,814,449 -8.7%
Wastewater Operations 12,909,801 15,832,059 24,180,157 23,068,138 33,253,062 44.2%
Solid Waste Management 4,744,618 5,629,980 5,367,260 5,950,634 5,544,246 -6.8%
Golf Course Operations 8,345,328 9,162,350 9,304,598 10,121,000 10,762,000 6.3%
Total Enterprise Funds 80,098,988$ 87,907,685$ 104,899,898$ 105,748,697$ 118,532,148$ 12.1%
Internal Service Funds
Workers' Compensation 6,980,247$ 13,491,907$ 5,161,119$ 5,157,892$ 5,988,115$ 16.1%
Risk Management 4,519,731 8,711,568 6,726,887 6,718,232 7,397,470 10.1%
Vehicle Maintenance 3,521,566 3,924,184 3,805,991 3,696,339 4,012,861 8.6%
Vehicle Replacement 3,756,451 1,645,175 3,045,488 1,068,564 4,598,574 330.4%
Information Technology 12,407,644 16,157,475 17,357,258 16,637,475 18,705,537 12.4%
Total Internal Service Funds 31,185,639$ 43,930,309$ 36,096,743$ 33,278,502$ 40,702,557$ 22.3%
Trust Funds
Successor Agency Housing Fund 1,020,799$ 1,021,473$ 1,008,833$ 1,059,500$ 10,000$ -99.1%
Total Trust Funds 1,020,799$ 1,021,473$ 1,008,833$ 1,059,500$ 10,000$ -99.1%
Total Operating Funds 327,797,820$ 357,771,494$ 387,671,184$ 377,263,607$ 419,000,413$ 11.1%
June 18, 2024 Item #11 Page 525 of 625
Exhibit 19
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.
June 18, 2024 Item #11 Page 526 of 625
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 18, 2024 Item #11 Page 527 of 625
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 18, 2024 Item #11 Page 528 of 625
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 2024-25 and prior approved major projects
that have changes in funding needs or project requirements. The estimated annual operational and
replacement cost increases shown on each project page represent a departmental budgetary
increase—generally to the Information Technology Department and its internal service citywide
chargeback—separate from Capital Technology Fund activity. 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 2024-25 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 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
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)
• Live 911
• Utility Billing Portal
Fiscal Year 2023-24 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2023-24 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.
• Fleet Telematics
• Records Digitization
• Patron Print/Copy/PC Management
• Staff Managed Print
• Business Process Automation
• Expansion of Yardi
June 18, 2024 Item #11 Page 529 of 625
H-5
Completed, Cancelled or Delayed Projects
The following projects were completed, cancelled or delayed during fiscal year 2023-24. The
completed projects are not part of the totals of the various graphs and charts, while if there were
cancelled projects they would have been included if the project was previously funded. If a project
was previously funded and new funding was delayed the new year the project will be funded is
shown and included in the appropriate graphs and charts.
Completed
• Project Portfolio Management Tool & Consulting
• Enterprise Digital Asset Management (EDAM)
• Exploration Hub Upgrade
• Regulatory Water Usage Analytics
• Payment Works
• Past Perfect Upgrade/Migration
Cancelled
There are no cancelled projects from fiscal year 2023-24.
Delayed
The following projects that were previously approved and funded are being delayed:
• Discovery Management
• Facility Security Master Plan
• Virtual Permitting Counter
June 18, 2024 Item #11 Page 530 of 625
H-6
ESTIMATED TOTAL APPROPRIATIONS BY GOAL
Going into fiscal year 2024-25, there are 41 continuing and new projects planned over the next five
years at an estimated total cost of $36.7 million. Included in the $36.7 million is approximately $19.8
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 $19.8 million
is approximately $6.2 million of estimated new appropriations for fiscal year 2024-25 for these same
projects.
Build Capacity for Data-
driven Decision Making,
$1,655,000 , 4%
Enhance Accessibility
and Transparency,
$1,173,000 , 3%
Foster a Vibrant Civic
Engagement Culture,
$1,325,000 , 4%
Promote Security and
Sustainability through
Connectivity,
$13,265,366 , 36%
Pursue
Communitywide
Digital
Transformation,
$19,268,500 , 53%
Estimated Total Project Costs by Funding Source
FY 2024-25 to FY 2028-29
$36.7 million
June 18, 2024 Item #11 Page 531 of 625
H-7
Fiscal year 2024-25 estimated total appropriations by project goal
Pursue Communitywide Digital Transformation
$19.2 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security
strategy.
Build Capacity for Data-Driven Decision Making
$1.7 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
$1.3 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
$1.2 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
$13.3 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 911 emergency system.
June 18, 2024 Item #11 Page 532 of 625
H-8
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 provide 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 9,400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 2,400,000$ 3,000,000$ 3,000,000$ 1,000,000$ -$ 9,400,000$
Est FY27-28
Budget
-$
June 18, 2024 Item #11 Page 533 of 625
H-9
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 city developed and
issued a request for proposals for a new consolidated system and received 12 proposed solutions.
Staff reviewed the proposals and invited four vendors for solution demonstrations. After
demonstrations, staff selected 2 finalists and are in the process of completing a comprehensive due
diligence process before selecting a final solution and entering contract negotiations. City staff are
currently requesting funding of $3.0 million in fiscal year 2024-25 for acquisition and initial
implementation and will request an estimated $4.0 million in funding for the continued
implementation of a new system as part of the fiscal year 2025-26 and 2026-27 SDTIP.
It is not currently feasible to determine any operational or replacement costs because they depend
on the final costs established during contract negotiations.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
June 18, 2024 Item #11 Page 534 of 625
H-10
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 2024-25
includes elements required for this expansion as well as some feature and functionality
enhancements to the services already in place.
For fiscal year 2024-25, $87,000 was included in the Information Technology Department’s operating
fund budget request to account for expansion of the network. It is estimated the operational and
replacement requirements will be approximately between $150,000 and $200,000 for fiscal year
2025-26 and annually thereafter. The cost associated with the prior year funding have previously
been included in the Information Technology Department’s Operating or Replacement budget
requests.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
June 18, 2024 Item #11 Page 535 of 625
H-11
Payment Card Industry (PCI) Compliance
Project Benefits
Recreation facilities accept credit card payments for various recreation activities such as enrolling in
recreation classes or summer programs. When accepting credit card payments at a city facility,
adhering to PCI compliance is crucial for maintaining customer trust, avoiding fines and safeguarding
the city’s reputation.
About This Project
This project will replace all the existing credit card devices at city recreation facilities with new
devices that are PCI compliant.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 62,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 62,000$ -$ -$ -$ 62,000$
Est FY27-28
Budget
-$
June 18, 2024 Item #11 Page 536 of 625
H-12
RFID Replacement
Project Benefits
The library currently relies heavily on automation for materials management. A core component of
this automation process is the Radio Frequency Identification (RFID) system used for physical material
management. RFID automation is integral to the entire materials management process from
checking-out materials to automated returns.
About This Project
The existing RFID equipment installed at each of the three library facilities is beyond the end of its
life, is no longer supported and replacement parts are no longer being manufactured. This project
involves the identification, acquisition and implementation of replacement RFID equipment including
self-check kiosks, automated material handling systems and security pedestals.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 600,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 600,000$ -$ -$ -$ 600,000$
Est FY27-28
Budget
-$
June 18, 2024 Item #11 Page 537 of 625
H-13
Risk Management Solution Assessment
Project Benefits
The existing risk management solution was developed internally by city staff and is based on the
Microsoft Access platform. Microsoft Access lacks the functionality and capabilities of an enterprise
solution. Implementing a commercially developed risk management solution or including risk
management functionality into the solution selected as part of the Consolidation & Replacement of
Core Systems initiative will ensure the ongoing stability and security of the data and risk management
claim tracking.
About This Project
With the assistance of an outside consultant, staff will complete a comprehensive process review and
needs assessment that will fully document the functional requirements for a risk management
solution. The findings of this assessment will be used to evaluate the possibility of incorporating risk
management functionality into the Consolidation & Replacement of Core Systems. If the solution
cannot be included as part of the Consolidation & Replacement of Core Systems, the findings will be
used to develop a Request for Proposal to identify an enterprise risk management solution.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 40,000$
Managing Department:
Information Technology
Human Resources
Estimated Annual Costs
Increase/(Decrease):
Operational 4,000$
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 40,000$ -$ -$ -$ 40,000$ -$
Est FY27-28
Budget
June 18, 2024 Item #11 Page 538 of 625
H-14
Station Alerting Equipment Replacement
Project Benefits
Fire station alerting systems are installed in every fire station in the city and are critical components
in the rapid response of fire and emergency services. These systems utilize advanced technology to
ensure that fire personnel are notified of emergencies almost instantaneously. The system at each
station integrates with the North County Dispatch Joint Powers Authority’s (NorthComm) Computer-
Aided Dispatch (CAD) system to deliver incident details swiftly and accurately, enhancing situational
awareness and communication. Features like text-to-speech technology, high contrast message signs
and various audio and visual alerts ensure timely turn out and response times.
The existing fire station alerting equipment and infrastructure at fire stations 1, 3, 4, 5 and 6 is over
20 years old, past end of life and no longer supported.
About This Project
Acquire and install new fire station alerting equipment and infrastructure at fire stations 1, 3, 4, 5 and
6. The equipment will match what is currently installed at fire stations 2 and 7.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 500,000$
Managing Department:
Information Technology
Fire
Estimated Annual Costs
Increase/(Decrease):
Operational 50,000$
Replacement Not Known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 500,000$ -$ -$ -$ 500,000$ -$
Est FY27-28
Budget
June 18, 2024 Item #11 Page 539 of 625
H-15
BUILD CAPACITY FOR DATA-DRIVEN DECISION
MAKING
Data Governance and Operational Analytics
Project Benefits
Building a comprehensive approach to citywide data management to enable data-rich key
performance metrics and effective operation of city departments. Council recently approved a policy
statement on citywide data governance and management and a data governance committee has
been established. Additional funding is being requested to purchase additional software licenses and
data lake design and engineering services.
About This Project
This project will serve as the foundation for delivering more efficient city services through a better
understanding of key performance metrics for all city departments by leveraging data. The project
will include the implementation of a citywide data policy to govern how the organization collects,
maintains and secures data in order to enable rich reporting and analytics for operations and
leadership. The policy will enact a data governance team that can revise the policy as needs and
priorities change. The data governance team will direct and oversee the data catalog and data
inventory and participate in the evaluation of new systems that will collect data. The data governance
team will also regularly review data security and audit processes of data collection and retention. The
project will fund the implementation of a data lake to house a centralized location to facilitate easier
cross department reporting. Staff training of data stewardship and how to unlock operational insights
using new data tools is an additional element of the project. This project will also include the delivery
of department performance dashboards to inform leadership and council on the ongoing efforts of
agency goals. In addition, the project creates capacity to acquire external datasets that inform city
operations and provide benefit to multiple departments.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Funding Source:
Technology Investment 495,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 310,000$
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 405,000$ 18,000$ 18,000$ 18,000$ 18,000$ 495,000$
Est FY27-28
Budget
18,000$
June 18, 2024 Item #11 Page 540 of 625
H-16
Facility Monitoring and Management
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. Alerting to conditions in city facilities
will allow staff to respond, reducing or limiting any potential damage that may occur from these
conditions.
About This Project
This project will identify, procure and implement a citywide facility monitoring and management
solution for city facilities.
Staff are currently in the process of issuing and reviewing responses to a request for qualifications to
identify at least two solutions that will be part of a pilot program at two city facilities. At the
completion of the pilot, staff will select a solution for implementation as part of an expanding
implementation at additional city facilities. The additional funding request for fiscal year 2024-25 is
being requested to support the expanded implementation.
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 100,000$
Managing Department:
Innovation & Economic Development
Fleet & Facilities
Library & Cultural Arts
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 50,000$ 25,000$ 25,000$ -$ -$ 100,000$
Est FY27-28
Budget
-$
June 18, 2024 Item #11 Page 541 of 625
H-17
Guest Traffic and Facility Usage Analytics
Project Benefits
Currently, the ability to track facility usage is limited to a count of people that walk through the public
entrance of a city library. Once a guest enters the facility, the city does not have any data to identify
what areas of a facility are being used or not used. Additionally, the existing system is past end of life,
is no longer supported and needs to be replaced. Replacing the existing system with a newer solution
that leverages innovative technology will give the city data and analytics that will provide greater
insight into how city facilities are being used.
About This Project
This project will identify, procure and implement a citywide guest traffic and facility usage analytics
solution for city library facilities, parks and recreation centers. Staff are currently in the process of
issuing and reviewing responses to a request for qualifications to identify at least two solutions that
will be part of a pilot program at two city facilities. At the completion of the pilot, staff will select a
solution for implementation as part of an expanding implementation at additional city library
facilities, parks and recreation centers. The additional funding request for fiscal year 2024-25 is being
requested to support the expanded implementation.
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 100,000$
Managing Department:
Library & Cultural Arts
Parks & Recreation
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 50,000$ 25,000$ 25,000$ -$ -$ 100,000$
Est FY27-28
Budget
-$
June 18, 2024 Item #11 Page 542 of 625
H-18
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 geographic information system (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 $70,000 worth of credits in fiscal year 2024-25.
At this time, city staff do not expect this project to result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Funding Source:
Technology Investment 490,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 140,000$ 70,000$ 70,000$ 70,000$ 70,000$ 490,000$ 70,000$
Est FY27-28
Budget
June 18, 2024 Item #11 Page 543 of 625
H-19
FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE
There are no projects requesting budget for fiscal year 2024-25 that are being proposed under the
Foster a Vibrant Civic Engagement Culture goal.
ENHANCE ACCESSIBILITY AND TRANSPARENCY
There are no projects requesting budget for fiscal year 2024-25 that are being proposed under the
Enhance the Accessibility and Transparency goal.
June 18, 2024 Item #11 Page 544 of 625
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 7,080,786$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
IT Replacement 1,021,742$ 1,209,044$ 1,100,000$ 1,050,000$ 1,200,000$ 7,080,786$
Est FY27-28
Budget
1,500,000$
June 18, 2024 Item #11 Page 545 of 625
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 operations 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 1,050,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational Unknown
Replacement Unknown
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 550,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,050,000$
Est FY27-28
Budget
100,000$
June 18, 2024 Item #11 Page 546 of 625
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 2025-26 and
beyond. No new operational or replacement costs were requested for the fiscal year 2024-25 budget
cycle.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
June 18, 2024 Item #11 Page 547 of 625
H-23
Virtual Reality (VR) Training
Project Benefits
Virtual reality (VR) training offers a multitude of benefits for police officers which enhances their
preparedness and capabilities in a safe and controlled environment. One of the primary advantages is
the ability to simulate realistic scenarios, allowing officers to practice responses to high-risk situations
without the associated dangers. This immersive training not only improves decision-making and
situational awareness but also allows for the rehearsal of critical skills such as de-escalation and use
of force in a variety of contexts. Moreover, VR training can be more cost-effective and time-efficient
compared to traditional methods, reducing the need for physical resources and enabling flexible
scheduling. The use of VR also supports continuous learning and skill development as scenarios can
be easily updated to reflect new challenges and procedures.
About This Project
Identify, acquire and implement a VR solution that provides police training in a variety of scenarios
including de-escalation, use of force and other customizable real-life scenarios.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Funding Source:
Technology Investment 75,000$
Managing Department:
Information Technology
Police
Estimated Annual Costs
Increase/(Decrease):
Operational 1,300
Replacement Not Known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 75,000$ -$ -$ -$ 75,000$
Est FY27-28
Budget
-$
June 18, 2024 Item #11 Page 548 of 625
H-24
MINOR PROJECTS
Promote Security and Sustainability Through Connectivity
Billiards Room Membership Infrastructure
This project involves implementing a membership program for the billiards room at the Senior Center
similar to the one that is already in place for the Senior Center fitness room. In addition to configuring
the membership program in the existing recreation management application, an access control
scanner will be installed that integrates with the recreation management application and controls
access into the billiards room.
Construction Waste Management
In order to meet state reporting and metrics requirements related to the diversion of construction
and demolition waste, the city needs to implement an enterprise solution capable of tracking the
amount of waste a permitted project directs to recycling versus a landfill.
Narcotics Safe Migration
The existing safes used to manage and secure the inventory of medical narcotics used by the Fire
department are connected to an on-premises software solution that is being retired and will no
longer be supported by the vendor. As a result, the city needs to migrate to the vendor’s new cloud-
based solution which also requires the replacement of existing fingerprint scanners attached to each
safe with new biometric devices.
June 18, 2024 Item #11 Page 549 of 625
H-25
FUTURE PROJECTS
Estimated Fiscal Year 2024-25 through 2028-29 Appropriations by Goal
The City of Carlsbad’s SDTIP for fiscal year 2024-25 to fiscal year 2028-29 outlines 41 projects at an
estimated total cost of $36.7 million. Of the $36.7 million, $19.8 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.
Estimated Fiscal Year 2024-25 Appropriations by Goal
The fiscal year 2024-25 SDTIP outlines $6.2 million in new appropriations for fiscal year 2024-25 to
provide additional funding for the continuation of existing projects as well as funding for new
projects.
Build Capacity for Data-
driven Decision Making,
$680,000 -4%
Enhance Accessibility and Transparency, $51,000 -0%
Foster a Vibrant
Civic Engagement
Culture, $400,000 -2%
Promote Security and Sustainability through
Connectivity, $9,847,244 -50%
Pursue Communitywide
Digital Transformation,
$8,777,000 -44%
Estimated Future Projects Costs by Goal
FY 2024-25 to FY 2028-29
$19.8 million
Enhance Accessibility and
Transparency,
$(61,000)--1%
Build Capacity for Data-
driven Decision Making,
$138,000 -2%
Promote Security and
Sustainability through
Connectivity, $1,431,044 -23%
Pursue Communitywide
Digital Transformation, $4,702,000 -74%
Requested
FY 2024-25 Appropriations by Goal
$6.2 million
June 18, 2024 Item #11 Page 550 of 625
H-26
Estimated Fiscal Year 2025-26 through 2028-29 Pending Current or New Projects
with Future Funding Requests
The projects listed in the table below represent projects that have been presented to the SDTIP
Committee but are not requesting funding or have been delayed for the fiscal year 2024-25 budget
year. These projects will be reevaluated for the fiscal year 2025-26 budget year and if approved for
funding in fiscal year 2025-26 will then have a project page included as part of the SDTIP in fiscal year
2025-26 or as appropriate. These projects have been included in the estimated five-year tables and
funding projections.
Connected Requested Estimated Estimated Estimated Estimated Estimated
Carlsbad Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Goal Source Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding
AI Assessment PCDT TICF -$ -$ 40,000$ -$ -$ -$ 40,000$
Tightrope PCDT TICF - - 35,000 - - - 35,000 Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000
Audio Visual Upgrades FVCEC TICF 825,000 - 100,000 100,000 100,000 100,000 1,225,000
Civic Engagement with Open Data EAT TICF 198,000 - 18,000 18,000 18,000 18,000 270,000
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 Pending - - - - 500,000 - 500,000
Police In-car Video Replacement PSSC Pending - - - - 550,000 - 550,000
Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000
Citywide Validated ID File Transfer PSSC TICF - - 4,200 - - - 4,200 Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20,000
1,253,000$ -$ 1,518,200$ 429,000$ 1,606,000$ 340,000$ 5,146,200$
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 = TICFUtilities Enterprise Funds (Operating or Capital) = UEF
Funding Source Not Identified = Pending
Project Name
June 18, 2024 Item #11 Page 551 of 625
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 Total
Project Name Source Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding
Consolidation & Replacement of Core Systems TICF 2,400,000$ 3,000,000$ 3,000,000$ 1,000,000$ -$ -$ 9,400,000$
Digital Information Network TICF 5,525,584 500,000 - - - - 6,025,584
Enterprise Asset Management System TICF 1,600,000 - - - - - 1,600,000
Fleet Telematics TICF 175,916 - - - - - 175,916
Payment Card Industry (PCI) Compliance TICF - 62,000 - - - - 62,000
RFID Replacement TICF - 600,000 - - - - 600,000
Risk Management Solution Assessment TICF - 40,000 - - - - 40,000 Staff Managed Print TICF 700,000 - - - - - 700,000
Station Alerting Equipment Replacement TICF - 500,000 - - - - 500,000
Utility Billing Portal UEF 90,000 - - - - - 90,000
AI Assessment TICF - - 40,000 - - - 40,000
Tightrope TICF - - 35,000 - - - 35,000
10,491,500 4,702,000 3,075,000 1,000,000 - - 19,268,500
Business Process Automation TICF 300,000 - - - - - 300,000
Data Governance and Operational Analytics TICF 405,000 18,000 18,000 18,000 18,000 18,000 495,000
Discovery Management Assessment TICF 30,000 - 140,000 - - - 170,000
Facility Monitoring and Analytics TICF 50,000 25,000 25,000 - 100,000
Guest Traffic and Facility Usage Analytics TICF 50,000 25,000 25,000 - 100,000
Professional Technical Services for Data Project Delivery TICF 140,000 70,000 70,000 70,000 70,000 70,000 490,000
975,000 138,000 278,000 88,000 88,000 88,000 1,655,000
Audio Visual Upgrades TICF 825,000 - 100,000 100,000 100,000 100,000 1,225,000
Outdoor Wireless Study TICF 100,000 - - - - - 100,000
925,000 - 100,000 100,000 100,000 100,000 1,325,000
Civic Engagement with Open Data TICF 198,000 - 18,000 18,000 18,000 18,000 270,000
Online Permitting/Electronic Reviews (E-Reviews)TICF 645,000 - - - - - 645,000
Patron Print/Copy/PC Management TICF 88,000 - - - - - 88,000
Record Digitization TICF 100,000 - - - - - 100,000
Virtual Permitting Counter (OpenCounter)TICF 61,000 (61,000) - - - - -
Expansion of Yardi TICF 30,000 - - - - - 30,000
Remote Hold Pickup Locker TICF - - 40,000 - - - 40,000 1,122,000 (61,000) 58,000 18,000 18,000 18,000 1,173,000
Annual Hardware and Infrastructure Replacement ITRF 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786
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 550,000 100,000 100,000 100,000 100,000 100,000 1,050,000
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
Police Body Camera Replacement Pending - - - - 500,000 - 500,000
Police In-car Video Replacement Pending - - - - 550,000 - 550,000
Police Records Management Migration TICF - - 200,000 - - - 200,000
Virtual Reality (VR) Training TICF - 75,000 - - - - 75,000
Billiards Room Membership Infrastructure TICF - 12,000 - - - - 12,000
Citywide Validated ID File Transfer TICF - - 4,200 - - - 4,200
Construction Waste Management Tracking TICF - 20,000 - - - - 20,000 Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000
Narcotic Safe Migration TICF - 15,000 - - - - 15,000
3,418,122 1,431,044 2,345,200 1,461,000 3,088,000 1,522,000 13,265,366
16,931,622$ 6,210,044$ 5,856,200$ 2,667,000$ 3,294,000$ 1,728,000$ 36,686,866$
Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF
Funding Source Not Identified = Pending
Foster a Vibrant Civic Engagement Culture
Projects Total
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
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Build Capacity for Data-driven Decision Making
Build Capacity for Data-driven Decision Making Total
Pursue Communitywide Digital Transformation Total
June 18, 2024 Item #11 Page 552 of 625
H-28
FIVE-YEAR SCHEDULE OF PROJECTS BY FUND
Connected Requested Estimated Estimated Estimated Estimated Estimated
Carlsbad Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Goal Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding
Technology Investment Capital Fund
AI Assessment PCDT -$ -$ 40,000$ -$ -$ -$ 40,000$
Audio Visual Upgrades FVCEC 825,000 - 100,000 100,000 100,000 100,000 1,225,000
Billiards Room Membership Infrastructure PSSC - 12,000 - - - - 12,000
Business Process Automation BCDDM 300,000 - - - - - 300,000
Citywide Validated ID File Transfer PSSC - - 4,200 - - - 4,200
Civic Engagement with Open Data EAT 198,000 - 18,000 18,000 18,000 18,000 270,000
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 2,400,000 3,000,000 3,000,000 1,000,000 - - 9,400,000
Construction Waste Management Tracking PSSC - 20,000 - - - - 20,000
Cyber Security Program Development PSSC 550,000 100,000 100,000 100,000 100,000 100,000 1,050,000
Data Governance and Operational Analytics BCDDM 405,000 18,000 18,000 18,000 18,000 18,000 495,000
Digital Information Network PCDT 5,525,584 500,000 - - - - 6,025,584
Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000
Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000
Expansion of Yardi EAT 30,000 - - - - - 30,000
Facility Monitoring and Analytics BCDDM 50,000 25,000 25,000 - - - 100,000
Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000
Fleet Telematics PCDT 175,916 - - - - - 175,916
Guest Traffic and Facility Usage Analytics BCDDM 50,000 25,000 25,000 - - - 100,000
Live 911 PSSC 66,380 - - - - - 66,380
Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000
Narcotic Safe Migration PSSC - 15,000 - - - - 15,000
Online Permitting/Electronic Reviews (E-Reviews)EAT 645,000 - - - - - 645,000
Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000
Patron Print/Copy/PC Management EAT 88,000 - - - - - 88,000
Payment Card Industry (PCI) Compliance PCDT - 62,000 - - - - 62,000
Police Records Management Migration PSSC - - 200,000 - - - 200,000
Professional Technical Services for Data Project Delivery BCDDM 140,000 70,000 70,000 70,000 70,000 70,000 490,000
Record Digitization EAT 100,000 - - - - - 100,000
Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000
RFID Replacement PCDT - 600,000 - - - - 600,000
Risk Management Solution Assessment PCDT - 40,000 - - - - 40,000
Staff Managed Print PCDT 700,000 - - - - - 700,000
Station Alerting Equipment Replacement PCDT - 500,000 - - - - 500,000
Tightrope PCDT - - 35,000 - - - 35,000
Virtual Permitting Counter (OpenCounter)EAT 61,000 (61,000) - - - - -
Virtual Reality (VR) Training PSSC - 75,000 - - - - 75,000
Technology Investment Capital Fund Total 15,819,880 5,001,000 4,756,200 1,617,000 744,000 528,000 28,466,080
Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement ITRF 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786
Information Technology Replacement Fund Total 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786
Utilities Enterprise Funds (Operating or Capital)
Utility Billing Portal UEF 90,000 - - - - - 90,000
Total Utilities Enterprise Funds (Operating or Capital)90,000 - - - - - 90,000
Funding Source Not Identified
Police Body Camera Replacement PSSC - - - - 500,000 - 500,000
Police In-car Video Replacement PSSC - - - - 550,000 - 550,000
Funding Source Not Identified Total - - - - 1,050,000 - 1,050,000
16,931,622$ 6,210,044$ 5,856,200$ 2,667,000$ 3,294,000$ 1,728,000$ 36,686,866$
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 18, 2024 Item #11 Page 553 of 625
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 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 2024-25 Operating Budget
and for the Capital Funds please see the CIP Section of the Fiscal Year 2024-25 Operating Budget.
Funding Source Not Identified – The funding for a project has not been identified or established
at this time. Once the funding source is identified or established the project will reflect that source.
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
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
5,194,982$ 4,727,982$ 4,596,462$ 7,696,636$ 11,764,153$
Transfers In 4,284,000 4,369,680 4,457,074 4,546,215 4,637,139
Interest Revenue 250,000 255,000 260,100 265,302 270,608
Project Appropriations 5,001,000 4,756,200 1,617,000 744,000 528,000
4,727,982$ 4,596,462$ 7,696,636$ 11,764,153$ 16,143,900$
5,194,982$
Beginning Available Balance
Ending Available Balance
Balance Available for Future Projects
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
2,896,227$ 3,378,634$ 3,628,634$ 3,928,634$ 3,778,634$
Replacement Cost Revenue 1,691,451 1,350,000 1,350,000 1,350,000 1,350,000
Replacement Appropriations 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000
3,378,634$ 3,628,634$ 3,928,634$ 3,778,634$ 3,928,634$
2,896,227$ Estimated Available Funds
Ending Available Balance
Beginning Available Balance
June 18, 2024 Item #11 Page 554 of 625
H-30
REVENUE PROJECTIONS SCHEDULE
BUDGET EXPENDITURE SCHEDULE
2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Actual Projected Estimated
Revenue Revenue Revenue Revenue Revenue
Technology Investment Capital NA 10,747,619$ 4,127,866$ 4,440,000$ 4,534,000$
Information Technology Department Replacement 1,221,363 1,491,070 1,576,979 1,628,040 1,691,451
Total 1,221,363$ 12,238,689$ 5,704,845$ 6,068,040$ 6,225,451$
Fund
2021-22 2022-23 2023-24 2024-25 2024-25 2024-25
Actual Actual Estimated Continuing New Total
Expense Expense Expense Appropriations Appropriations Appropriations
Technology Investment Capital 1,615,320$ 1,872,512$ 1,500,000$ 7,821,618$ 5,001,000$ 12,822,618$
Information Technology Department Replacement 935,994 993,515 1,300,000 645,320 1,209,044 1,854,364
Total 2,551,314$ 2,866,027$ 2,800,000$ 8,466,938$ 6,210,044$ 14,676,982$
Fund
June 18, 2024 Item #11 Page 555 of 625
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 department’s annual operating budget
request.
Total Year 1 Year 2 Year 3 Year 4 Year 5
Project Name Funding 2024-25 2025-26 2026-27 2027-28 2028-29 Totals
AI Assessment 40,000$ -$ -$ -$ -$ -$ -$
Billiards Room Membership Infrastructure 12,000 - 2,000 - - - 2,000
Business Process Automation 300,000 - - - - - -
Citywide Validated ID File Transfer 4,200 - - 1,000 - - 1,000
Civic Engagement with Open Data 270,000 65,000 40,000 25,000 - - 130,000
Computer Aided Dispatch (CAD)1,580,000 75,000 20,000 - - - 95,000
Consolidation & Replacement of Core Systems 9,400,000 - - - - - -
Construction Waste Management Tracking 20,000 - 3,000 - - - 3,000
Cyber Security Program Development 1,050,000 - - - - - -
Data Governance and Operational Analytics 495,000 - 125,000 75,000 60,000 50,000 310,000
Digital Information Network 6,025,584 87,000 150,000 - - - 237,000
Discovery Management Assessment 170,000 - - - - - -
Enterprise Asset Management System 1,600,000 10,100 - - - - 10,100
Facility Monitoring and Analytics 100,000 - - - - - -
Facility Security Master Plan 1,892,000 - 150,000 150,000 150,000 100,000 550,000
Fleet Telematics 175,916 - - - - - -
Guest Traffic and Facility Usage Analytics 100,000 - - - - - -
Live 911 66,380 - 60,000 - - - 60,000
Major Incident/Special Event Management System 20,000 - 5,000 - - - 5,000
Narcotic Safe Migration 15,000 - - - - - -
Online Permitting/Electronic Reviews (E-Reviews)645,000 - 27,300 - - - 27,300
Outdoor Wireless Study 100,000 - - - - - -
Police Records Management Migration 200,000 - 54,000 - - - 54,000
Professional Technical Services for Data Project Delivery 490,000 - - - - - -
Remote Hold Pickup Locker 40,000 - 4,000 - - - 4,000
RFID Replacement 600,000 - - - - - -
Risk Management Solution Assessment 40,000 - 4,000 - - - 4,000
Staff Managed Print 700,000 - (32,000) - - - (32,000)
Station Alerting Equipment Replacement 500,000 - 50,000 - - - 50,000
Tightrope 35,000 - - - - - -
Utility Billing Portal 90,000 - - - - - -
Virtual Reality (VR) Training 75,000 - 1,300 - - - 1,300
26,851,080$ 237,100$ 663,600$ 251,000$ 210,000$ 150,000$ 1,511,700$
* 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 18, 2024 Item #11 Page 556 of 625
H-32
FISCAL YEAR 2024-25 ROADMAP
June 18, 2024 Item #11 Page 557 of 625
H-33
FIVE-YEAR ROADMAP
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June 18, 2024 Item #11 Page 558 of 625
H-34
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June 18, 2024 Item #11 Page 559 of 625
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 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.
The CIP budget covers a five-year period. 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.
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.
Exhibit 20
June 18, 2024 Item #11 Page 560 of 625
I-2
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 2024-25 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.
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
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 18, 2024 Item #11 Page 561 of 625
I-3
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 2024-25 appropriations
The CIP is organized by the following project categories:
The five-year CIP budget is based on project phase for Strategic Plan and Critical Need projects. This
means rather than budgeting for the entire cost of a project well in advance of when the project is
scheduled to begin, the City Council will be asked to consider appropriating money phase by phase.
Phases include scoping (which includes feasibility studies and needs assessment), conceptual design
(which includes environmental permitting and up to 30% preliminary engineering/design
completion), final design (which includes 100% engineering/design completion and final engineer’s
estimate) and construction.
For example, as part of the annual budget process, city staff will request appropriations for a new
project, starting with initial scoping. This typically involves early planning work and a feasibility
analysis. When that work is completed, staff will return to the City Council to request appropriation
for conceptual design. When that is done, staff will return to the City Council to request funding for
final design, and so on.
Strategic Plan
•Priority projects
Critical Need
•Regulatory
•Health & safety
Maintenance
•Annual Allocation
•Enterprise
•Drainage
Closeout
•In service
•Warranty
•Monitoring
June 18, 2024 Item #11 Page 562 of 625
I-4
Once plans and specifications for a project have been prepared, a more accurate engineer’s estimate
for construction costs can be produced that considers the most up-to-date market conditions. By
requesting appropriation of construction funding at the time staff request approval of plans and
specifications and authorization to bid, the city can ensure that the approved project budget will align
with the most accurate and timely cost estimates available. The 15-year forecast will assist the City
Council with making informed decisions regarding the city’s ability to fund current and future
projects.
In the fiscal year 2024-25 CIP, there are approximately 197 continuing and new projects planned over
the next 5 years. The fiscal year 2024-25 CIP outlines $15.6 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 13 new projects.
Projected revenues during the same fiscal year are estimated at $93 million.
FY25
-40 -20 0 20 40
Millions
FY 2024-25 Appropriations by Budget Category
Strategic Plan
Critical Need
Maintenance
June 18, 2024 Item #11 Page 563 of 625
I-5
Fiscal year 2024-25 appropriations by project type
Civic Buildings and Facility Maintenance
-$24.6 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 2024-25 are negative.)
Parks
$5.5 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing,
picnic areas and other needs identified by the community and in recently updated parks master
plans.
Drainage
$7 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
$19.5 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation
projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are
built and paid for with impact fees collected with new development.
Water and Recycled Water
$793 thousand
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
$7.4 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 18, 2024 Item #11 Page 564 of 625
I-6
NEW CAPITAL IMPROVEMENT PROJECTS
Grant Funded
Project Description FY25
Appropriation
District
Paseo Del Norte
Pedestrian and Bike
Improvements
Enhance pedestrian and bike safety on
Paseo Del Norte between Palomar Airport
Road and Sea Gate Rd by reducing the
number of travel lanes from four to two,
adding bike buffers, widening bike lanes
and adding an uncontrolled crosswalk in
the vicinity of Tip-Top Meats and Motel 6.
$600,000,
funded in part
through Caltrans
local Highway
Safety
Improvement
Program
3
Schools Traffic Safety
Program
Install high-visibility crosswalks and speed
cushions near schools.
$1,100,000,
funded in part
through a
federal grant
All
Maintenance Projects
Project Description FY25
Appropriation
District
Carlsbad Water
Recycling Facility
Improvements
Feasibility study to evaluate best available
technologies for future equipment
upgrades and forecasted recycled water
demands in the event of reduced supply
from alternative sources.
$350,000 3
Carlsbad Municipal
Water District
Building and Site
Improvements
Interior and exterior building, warehouse
and site improvements for storage, site
security, charging station for electric
vehicle and forklift, paving for materials
storage and electric forklift operation,
restroom, locker room, drinking fountain,
and remodel of interior finishes.
$600,000
2
Downtown Tile
Replacement
Sidewalk tiles are antiquated, damaged or
broken and are detaching in multiple
locations, causing potential tripping
hazards and safety concerns.
$250,000
1
Fire Station 5
Renovation
Replace roof, renovate kitchen, exterior
finishes, remodel bathrooms, replace
apparatus bay door and remove epoxy
flooring, interior and exterior finishes.
$150,000 2
Flower Fields
Overlook Sidewalk
Replacement
Aging trees are lifting sidewalk in multiple
areas causing tripping hazards and safety
concerns throughout the entire walkway
along Armada Drive. The area is a high
foot traffic walkway and is a high tourism
location.
$250,000
2
June 18, 2024 Item #11 Page 565 of 625
I-7
Project Description FY25
Appropriation
District
Green Paint
Maintenance
Green paint maintenance is expected to
range from annual to bi-annual service per
location, depending on the paint lifespan.
Green paint lifespan is dramatically lower than other intersection paint due to the
frequency of turning and slowing vehicles,
degrading the paint. Green paint locations
are projected to grow exponentially as the
city strives to promote safe routes to
school and continue implementing paint
upgrades to our roadways.
$250,000
All
La Costa Avenue Box
Culvert Cleaning
Remove all debris and sediment build up,
jet and vacuum the culvert, and dispose of
material.
$275,000
4
Magee Park Building
Restoration
Perform select restoration work to several
of the buildings in the park as identified in
the condition assessment
$200,000
1
Parks Maintenance
Program
Annual program will address ongoing
maintenance and infrastructure needs for
parks and recreation.
$644,000 for
scoping,
conceptual and
final design; $1,503,00 for
construction
All
Police and Fire
Headquarters Parking
Lot and Exterior
Improvements
Secure the northeasterly 24 parking spots
of the parking lot between the PFHQ and
Skate Park and create access
improvements to the southeasterly access point of the PFHQ building. Install fencing,
improved lighting, secured access and
hardscape improvements.
$120,000
2
Synthetic Turf
Replacement
Replace synthetic turf fields that have
reached the end of their useful life.
$1,800,000 for
Poinsettia Park.
Replacements at
Alga Norte,
Aviara planned
in FY26; Pine
Avenue Park
planned for
FY27
1, 2, 3
June 18, 2024 Item #11 Page 566 of 625
I-8
CAPITAL IMPROVEMENT PROGRAM REVENUES
Over the next 15 years, revenues for capital projects are estimated at $909.5 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 27.3% 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 31.6% 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 19.7%, 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 21.5% consists of revenues from other agencies and include federal and state
grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from
cities, developers, and other agencies.
Developer Fees, 23.6%
Financing Districts, 3.6%
Utility Replacement
Transfers, 31.6%Infrastructure
Replacement Transfers,
9.1%
General Capital
Construction Transfers,
10.6%
Other Agencies, 21.5%
Capital Improvement Program
Projected Revenues FY 2024-25 to FY 2038-39
$909.5 million
June 18, 2024 Item #11 Page 567 of 625
I-9
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 2024-25 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 6,044 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
2024-25 is projected at 267 units, and, over the next five years, should average 432 units per year.
The amount of non-residential development is projected at about 268,000 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
2024-25 267 19,927
2025-26 833 161,603
2026-27 328 50,629
2027-28 278 20,629
2028-29 452 14,926
2029-34 1,299 740,016
2035-build out 2,587 2,104,038
Totals 6,044 3,111,768
June 18, 2024 Item #11 Page 568 of 625
I-10
FUTURE PROJECTS
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. Future costs for projects forecast in fiscal year 2029-30
to fiscal year 2038-39 are estimated at approximately $538 million.
Civic
19%
Drainage
11%
Parks
4%
Recycled Water
2%
Sewer
28%
Traffic System
0%
Transportation
21%
Water
15%
Future Project Costs by Type
FY 2029-30 to FY 2038-39
$538 million
June 18, 2024 Item #11 Page 569 of 625
I-11
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 90% and 10%, 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 eight 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.
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) $11,917,235
Cannon Lake Park (6.7 acres) 2,243,000
Carlsbad Boulevard Realignment – Manzano Drive to Island Way (Partial funding / TIF) 63,387,000
Chestnut Complete Street I-5 to Railroad 2,500,000
College Boulevard Extension 30,000,000
Fire Station 7 19,000,000
Maerkle Solar Project 50,000,000
Monroe Street Pool 25,500,000
Orion Complex Energy Storage 10,000,000
South Carlsbad Boulevard Realignment (Partial funding / TIF) 5,000,000
June 18, 2024 Item #11 Page 570 of 625
I-12
PROJECTED FUND BALANCES FOR FISCAL YEAR
2023-24
July 1, 2023 Projected June 30, 2024
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,426,548$ 45,759$ -$ - 1,472,307$
BTD#3 - Cannon Road West 535,136 12,730 -$ - 547,866
CFD #1 - Citywide 99,836,822 7,442,487 2,018,187 110,000$ 105,151,122
Gas Tax 14,732,298 3,508,516 4,645,141 - 13,595,673
Gas Tax (Road Maint. & Rehab Acct.)4,165,566 2,824,483 5,980,734 - 1,009,315
General Capital Const.38,509,731 12,628,670 6,112,453 - 45,025,948
Grants - Federal 3,224 8,000,000 1,165 - 8,002,059
Grants - State 21,982 7,249,989 2,249,989 - 5,021,982
Infrastructure Replacement 117,165,781 6,984,046 13,253,615 - 110,896,212
Other 2,048,272 58,863 959,647 - 1,147,488
Park Fee Zones 5,13,16, 17, 18 4,977,874 219,790 - - 5,197,664
Park-In-Lieu NE 4,816,469 112,544 654,304 - 4,274,709
Park-In-Lieu NW 2,620,200 1,698,075 1,101,363 - 3,216,912
Park-In-Lieu SE 1,787,398 323,044 46,255 - 2,064,187
Park-In-Lieu SW 1,149,918 1,254,180 - - 2,404,098
Planned Local Drainage Area A 1,086,314 31,114 30,632 - 1,086,796
Planned Local Drainage Area B 1,476,161 259,423 32,567 - 1,703,017
Planned Local Drainage Area C 1,687,795 63,117 29,807 - 1,721,105
Planned Local Drainage Area D 750,075 138,947 37,667 - 851,354
Public Facilities Fee 29,587,747 3,657,017 319,106 - 32,925,658
Sewer Connection 6,187,536 684,035 131,181 - 6,740,389
Sewer Replacement 18,203,374 10,512,237 8,869,773 - 19,845,838
Traffic Impact Fee 20,688,628 2,258,481 4,507,832 - 18,439,277
Transnet/Local 35,714,877 5,869,160 6,871,503 - 34,712,534
Water - Potable 37,499,302 1,504,953 10,790 - 38,993,465
Water - Recycled (9,485,067) 2,592,817 6,929,348 - (13,821,598)
Water Replacement - Potable 64,227,039 6,586,067 14,989,111 - 55,823,995
Water Replacement - Recycled 18,694,351 434,932 1,010,114 - 18,119,169
Total 520,115,352$ 86,955,476$ 80,792,287$ 110,000$ 526,168,541$
June 18, 2024 Item #11 Page 571 of 625
I-13
PROJECTED FUND BALANCES FOR FISCAL YEAR
2024-25
July 1, 2024 June 30, 2024 July 01, 2024 2024-25 June 30, 2025
Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,472,307$ - 383,035$ - 383,035$ 1,089,272$
BTD#3 - Cannon Road West 547,866 - - - - 547,866
CFD #1 - Citywide 105,151,122 2,125,151$ 68,731,658 (25,490,000)$ 43,241,658 64,034,614
Gas Tax 13,595,673 3,186,643 13,416,722 (2,157,352) 11,259,370 5,522,945
Gas Tax (Road Maint. & Rehab Acct.)1,009,315 2,935,648 906,683 3,030,000 3,936,683 8,280
General Capital Const.45,025,948 18,579,226 31,121,093 (1,668,431) 29,452,662 34,152,512
Grants - Federal 8,002,059 1,911,801 9,060,636 850,000 9,910,636 3,224
Grants - State 5,021,982 534,510 5,000,000 534,510 5,534,510 21,982
Infrastructure Replacement 110,896,212 4,979,226 32,908,525 14,117,345 47,025,870 68,849,568
Other 1,147,488 - 323,489 (323,489) 0 1,147,488
Park Fee Zones 5,13,16, 17, 18 5,197,664 2,000 - - - 5,199,664
Park-In-Lieu NE 4,274,709 - 349,317 425,000 774,317 3,500,392
Park-In-Lieu NW 3,216,912 1,642,816 3,253,072 1,403,000 4,656,072 203,656
Park-In-Lieu SE 2,064,187 313,432 547,121 - 547,121 1,830,498
Park-In-Lieu SW 2,404,098 929,488 219,562 - 219,562 3,114,024
Planned Local Drainage Area A 1,086,796 - 40,614 - 40,614 1,046,182
Planned Local Drainage Area B 1,703,017 158,391 18,706 - 18,706 1,842,702
Planned Local Drainage Area C 1,721,105 68,655 102,376 - 102,376 1,687,384
Planned Local Drainage Area D 851,354 20,442 18,397 - 18,397 853,399
Public Facilities Fee 32,925,658 1,959,790 4,611,030 - 4,611,030 30,274,418
Sewer Connection 6,740,389 634,863 5,497,842 2,016,000 7,513,842 (138,590)
Sewer Replacement 19,845,838 20,571,241 26,954,935 16,498,515 43,453,450 (3,036,370)
Traffic Impact Fee 18,439,277 2,885,562 18,371,699 (1,374,187) 16,997,512 4,327,327
Transnet/Local 34,712,534 5,849,095 27,459,537 6,635,126 34,094,663 6,466,966
Water - Potable 38,993,465 1,826,697 12,081,605 (8,208,000) 3,873,605 36,946,558
Water - Recycled (13,821,598) 15,387,825 1,157,044 350,000 1,507,044 59,182
Water Replacement - Potable 55,823,995 6,659,237 38,948,577 6,175,667 45,124,244 17,358,987
Water Replacement - Recycled 18,119,169 - 4,755,558 2,791,013 7,546,571 10,572,599
Total 526,168,541$ 93,161,738$ 306,238,833$ 15,604,717$ 321,843,550$ 297,486,729$
June 18, 2024 Item #11 Page 572 of 625
I-14
REVENUE PROJECTIONS SCHEDULE
2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 22,020$ (497,154)$ 2,800,034$ 45,759$ -
BTD#3 - Cannon Road West 949 (21,419) 5,526 12,730 -
CFD #1 - Citywide 2,286,479 (2,303,139) 2,869,873 7,442,487 2,125,151$
Gas Tax 2,733,074 2,195,851 3,047,442 3,508,516 3,186,643
Gas Tax (Road Maint. & Rehab Acct.)2,149,734 2,080,454 2,744,950 2,824,483 2,935,648
General Capital Const.4,654,470 13,296,442 4,268,091 12,628,670 18,579,226
Grants - Federal 256,529 34,140 39,772 8,000,000 1,911,801
Grants - State - - 21,982 7,249,989 534,510
Infrastructure Replacement 4,704,670 (4,498,884) 5,386,482 6,984,046 4,979,226
Other 4,643 (98,987) 36,564 58,863 -
Park Fee Zones 5,13,16, 17, 18 78,182 (195,275) 144,419 219,790 2,000
Park-In-Lieu NE 451,497 (92,752) 50,477 112,544 -
Park-In-Lieu NW 429,037 267,635 150,878 1,698,075 1,642,816
Park-In-Lieu SE 3,205 (55,340) 19,848 323,044 313,432
Park-In-Lieu SW 319,862 13,108 319,222 1,254,180 929,488
Planned Local Drainage Area A 27,489 (20,032) 100,215 31,114 -
Planned Local Drainage Area B 635,853 54,137 188,568 259,423 158,391
Planned Local Drainage Area C 2,779 (36,025) 89,879 63,117 68,655
Planned Local Drainage Area D 2,877 (12,992) 82,860 138,947 20,442
Public Facilities Fee 1,751,477 (556,423) 1,581,967 3,657,017 1,959,790
Sewer Connection 332,049 (159,776) 1,861,377 684,035 634,863
Sewer Replacement 4,390,568 3,959,756 5,394,289 10,512,237 20,571,241
Traffic Impact Fee 1,084,181 (399,069) 1,907,630 2,258,481 2,885,562
Transnet/Local 3,347,237 2,215,348 1,556,262 5,869,160 5,849,095
Water - Potable 713,234 (1,309,185) 793,135 1,504,953 1,826,697
Water - Recycled 59,190 - 1,590,853 2,592,817 15,387,825
Water Replacement - Potable 6,378,189 1,734,930 5,334,988 6,586,067 6,659,237
Water Replacement - Recycled 1,083,332 726,017 1,107,565 434,932 -
Total 58,741,652$ 37,901,545$ 43,495,147$ 86,955,476$ 93,161,738$
June 18, 2024 Item #11 Page 573 of 625
I-15
BUDGET EXPENDITURE SCHEDULE
2021-22 2022-23 2023-24 2024-25 2024-25 2024-25
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy 13,059,041.00 57,041$ -$ 383,035$ - 383,035$
BTD#3 - Cannon Road West - - - - - -
CFD #1 - Citywide 583,318$ 962,730 2,128,187 68,731,658 (25,490,000)$ 43,241,658
Gas Tax 2,595,882 1,984,349 4,645,141 13,416,722 (2,157,352) 11,259,370
Gas Tax (Road Maint. & Rehab Acct.)307,543 5,045,379 5,980,734 906,683 3,030,000 3,936,683
General Capital Const.12,606,427 10,306,345 6,112,453 31,121,093 (1,668,431) 29,452,662
Grants - Federal 26,669 49,535 1,165 9,060,636 850,000 9,910,636
Grants - State - 117,611 2,249,989 5,000,000 534,510 5,534,510
Infrastructure Replacement 6,701,080 7,293,771 13,253,615 32,908,525 14,117,345 47,025,870
Other 2,587 1,015,672 959,647 323,489 (323,489) 0
Park Fee Zones 5,13,16, 17, 18 - - - - - -
Park-In-Lieu NE - 34,379 654,304 349,317 425,000 774,317
Park-In-Lieu NW - 130,121 1,101,363 3,253,072 1,403,000 4,656,072
Park-In-Lieu SE 1,196 25,429 46,255 547,121 - 547,121
Park-In-Lieu SW - - - 219,562 - 219,562
Planned Local Drainage Area A 1,149 26,547 30,632 40,614 - 40,614
Planned Local Drainage Area B 77,250 252,941 32,567 18,706 - 18,706
Planned Local Drainage Area C 2,913 5,979 29,807 102,376 - 102,376
Planned Local Drainage Area D 12,358 7,130 37,667 18,397 - 18,397
Public Facilities Fee 2,635,240 1,304,479 319,106 4,611,030 - 4,611,030
Sewer Connection 611,405 3,031,587 131,181 5,497,842 2,016,000 7,513,842
Sewer Replacement 6,944,820 6,529,066 8,869,773 26,954,935 16,498,515 43,453,450
Traffic Impact Fee 2,806,082 1,903,324 4,507,832 18,371,699 (1,374,187) 16,997,512
Transnet/Local 1,922,954 3,256,939 6,871,503 27,459,537 6,635,126 34,094,663
Water - Potable 432,625 134,627 10,790 12,081,605 (8,208,000) 3,873,605
Water - Recycled 127,177 224,112 6,929,348 1,157,044 350,000 1,507,044
Water Replacement - Potable 1,467,222 2,223,068 14,989,111 38,948,577 6,175,667 45,124,244
Water Replacement - Recycled 2,531,036 400,567 1,010,114 4,755,558 2,791,013 7,546,571
Total 55,455,974$ 46,322,727$ 80,902,287$ 306,238,833$ 15,604,717$ 321,843,550$
June 18, 2024 Item #11 Page 574 of 625
I-16
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
Beach Access Repair and Upgrades –
Pine to Tamarack Transportation 2025-26 32,445
Barrio Street Lighting Transportation 2026-27 19,879
Orion Center Facilities 2026-27 695,044
Village Decorative Lighting - State Street,
Madison, Roosevelt, and Washington Transportation 2026-27 13,905
June 18, 2024 Item #11 Page 575 of 625
I-17
June 18, 2024 Item #11 Page 576 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
I-17
STRATEGIC PLAN PROJECTS
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6065 1 ADA Beach Access - Pine to Tamarack $375,000 ☑ $375,000 - ♦ $10,000,000 - - $10,750,000
6004 2,3 Avenida Encinas Coastal Rail Trail and Pedestrian Improvements $6,953,903 ♦ $3,000,000 - - - - $9,953,903
4013 1 Barrio Street Lighting $4,470,000 - ♦ $1,030,000 - - - $5,500,000
3896 1 Beach Access Repair and Upgrades - Pine Avenue to Tamarack $13,511,750 ♦ $2,500,000 - - - - $16,011,750
201904 2 Business Park Recreational Facility (Partial Funding) (Zone 5 Park) - - 🔎🔎 $1,500,000 - - - $1,500,000
6325 4 Camino De Los Coches and La Costa Avenue Intersection Control $350,000 - ♦ $2,000,000 - - - $2,350,000
6058 1 Carlsbad Boulevard and Tamarack Avenue Intersection Improvement $2,825,000 - - ☑ $300,000 ♦ $15,600,000 - $18,725,000
6097 1 Carlsbad Boulevard Pedestrian Improvement Project $1,647,488 - - - - - $1,647,488
201908 2 Carlsbad Boulevard Realignment - Manzano Drive to Island Way - 🔎🔎 $1,000,000 ☐ $1,000,000 - - - $2,000,000
201909 2 Carlsbad Boulevard Realignment - Manzano Drive to Island Way (RTCIP) - - - - - - $0
6069 1 Chestnut Complete Street I-5 to Railroad Project Study $85,000 ($85,000) - - - 🔎🔎 $250,000 $250,000
4008 Citywide City Hall Complex & Cole Library Replacement $1,028,105 - - - - ☐ $15,500,000 $16,528,105
6072 2 El Camino Real Widening - Poinsettia Lane to Camino Vida Roble $4,595,000 - - - - - $4,595,000
6051 4 El Camino Real Widening - Arenal Road to La Costa Avenue $8,700,000 - ♦ $2,000,000 - - - $10,700,000
6094 2 El Camino Real Widening - Sunny Creek to Jackspar $5,010,000 ♦ $600,000 - - - - $5,610,000
4093 2 Fire Station 7 $100,000 - - - - - $100,000
4714 2 Fleet Maintenance Refurbishment $3,470,100 ♦ $4,700,000 - - - - $8,170,100
4061 1 Grand Avenue Promenade $300,000 - - - - - $300,000
6075 1 Kelly Drive and Park Drive Complete Street Improvements $5,803,000 - ♦ $2,500,000 - - - $8,303,000
6076 4 La Costa Avenue Traffic Improvements $121,300 ($108,842) - - - - $12,458
4722 2 Maerkle Reservoir Solar Project $249,170 ☐ $232,000 - - - - $481,170
6034 2 Melrose Drive Right Turn Lane to West Bound Palomar Airport Road $911,000 ($728,286) ☑ $50,000 ♦ $100,000 - - $332,714
4724 1 Monroe Street Pool Replacement $4,810,764 - - - - - $4,810,764
3572 2 Orion Center $36,258,159 ☑ ($26,220,305) ♦ $46,150,000 - - - $56,187,854
6611 1 Park Drive Street and Drainage Improvement $5,082,439 - - - - - $5,082,439
4612 2,4 Pickleball Courts $300,000 ♦ $2,100,000 - - - - $2,400,000
4715 2 Police and Fire Headquarters Renovation $27,714,840 - - - - - $27,714,840
3801 2 Robertson Ranch Park Development (Partial Funding) $1,038,000 ☐ $425,000 - - - - $1,463,000
4753 3 Schulman Auditorium and Cannon Art Gallery $1,650,000 - - - - - $1,650,000
6031 2,3,4 South Carlsbad Coastline $2,779,026 ($1,074,321) - - - - $1,704,705
4611 4 Stagecoach Community Park Community Gardens $620,000 - - - - - $620,000
6082 1 State Street and Grand Avenue Road Improvements - - - - - ♦ $325,000 $325,000
4090 1 State Street Parking Lot Electric Vehicle Charging Stations $340,000 ♦ $150,000 - - - - $490,000
6104 Citywide Sustainable Mobility Plan Implementation Program $710,566 - - - - - $710,566
6054 2 Terramar Area Coastal Improvements $12,100,000 - ♦ $7,200,000 - - - $19,300,000
6070 Citywide Traffic Improvement Program $3,388,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 $5,388,000
6332 4 Traffic Signal - Maverick Way and Camino De Los Coches $490,000 ♦ $450,000 - - - - $940,000
6626 Citywide Trash Amendment Compliance Program $3,150,000 ♦ $1,350,000 ☑ $500,000 ♦ $2,585,000 ☑ $655,000 ♦ $3,077,000 $11,317,000
6103 1 Tyler Street Traffic Circulation $970,000 - - - - - $970,000
6083 Citywide Utility Undergrounding Program Study - - - - - - $0
June 18, 2024 Item #11 Page 577 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
I-18
STRATEGIC PLAN PROJECTS (CONTINUED)
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6019 1 Valley and Magnolia Complete Streets $5,058,206 ♦ $3,650,000 - - - - $8,708,206
201974 1 Valley Street Traffic Calming - - - - - ☑ $300,000 $300,000
4609 Citywide Veteran's Memorial Park (All Quadrants) $49,711,450 ♦ $5,800,000 - - - - $55,511,450
4015 1 Village and Barrio Traffic Circles $10,259,000 ♦ $1,825,000 ($4,000,000) - - - - $8,084,000
6089 1 Village Intelligent Parking Implementation - - - - - - $0
6105 1 Village Lighting - Carlsbad Village Drive from Harding Street to Ocean $600,000 ($599,855) - - - - $145
6108 1 Village Lighting - Gateway Lighting - - - - - - $0
2410 1 Village Lighting - Hospitality District - - - - - - $0
6109 1 Village Lighting - Pedestrian Lampposts Oak Avenue - - - - - - $0
6110 1 Village Lighting - Pedestrian Lighting at Village Outskirts - - - - - - $0
4016 1 Village Lighting - State Street, Madison, Roosevelt, and Washington $1,103,853 ♦ $995,000 - - - - $2,098,853
6106 1 Village Lighting - Train Station Area $500,000 ($500,000) - - - - $0
Total $229,140,119 ($3,764,609) $64,330,000 $13,385,000 $16,655,000 $19,852,000
June 18, 2024 Item #11 Page 578 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
I-19
CRITICAL NEED PROJECTS
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
Project District ID Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6084 3 Assessment District 97-1 Maintenance $420,000 - - - - - $420,000
4726 2 Cannon Park Restroom $45,765 - - - - - $45,765
6112 1 Carlsbad Village Drive Reconfiguration $350,000 - ♦ $1,500,000 - - - $1,850,000
201913 Citywide Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - ☑ $700,000 $700,000
201916 1 Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - - - ☐ $250,000 $250,000
6098 1 Chestnut Underpass Public Art Project $400,000 - - - - - $400,000
6074 Citywide City Facility Safety and Parking Lot Lighting Assessment $2,110,000 - - - - - $2,110,000
3636 2 College Boulevard Extension $2,918,002 ($539,108) - - - ☐ $100,000 $2,478,894
201944 3 El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - $0
6634 Citywide Intelligent Traffic Control Devices $200,000 - - - - - $200,000
6628 1 Laguna Drive Storm Drain $256,000 - ☑ $1,000,000 - - - $1,256,000
2307 3 Leo Carrillo Ranch Park Phase 3B - - ☐ $540,000 ☑ $540,000 ♦ $1,484,000 - $2,564,000
6078 1 Ocean Street Reconfiguration Concepts Study - - - - - - $0
2310 2 Orion Complex Energy Storage - - - 🔎🔎 $250,000 - - $250,000
2504 3 Paseo Del Norte Pedestrian and Bike Improvements - ☑ $600,000 - - - - $600,000
6081 Citywide Roadway Slope Stabilization $780,000 🔎🔎 $500,000 - - - - $1,280,000
2524 Citywide Schools Traffic Safety Program - ☑ $1,100,000 - - - - $1,100,000
4085 2 South Shore Agua Hedionda Lagoon Trail $789,940 - - - - - $789,940
6040 Citywide Traffic Impact Fee Update $270,000 - - - - - $270,000
6637 Citywide Traffic Signal Cabinet Upgrades $180,000 ♦ $162,000 - - - - $342,000
6636 2,3,4 Traffic Signal Right Turn Overlaps $150,000 ♦ $135,000 - - - - $285,000
4610 2 Village H South Off Leash Dog Area and Trail Segment 5B $682,500 - - - - ♦ $1,400,000 $2,082,500
Total $9,552,207 $1,957,892 $3,040,000 $790,000 $1,484,000 $2,450,000
June 18, 2024 Item #11 Page 579 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
I-20
MAINTENANCE PROJECTS
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
Annual Allocation
4733 2 Alga Norte Park Modifications $1,024,000 $400,000 - - - - $1,424,000
4746 2 Calavera Hills Community Center Refurbishment $1,985,000 - - - - - $1,985,000
6063 3 Carlsbad Boulevard Emergency Repair $841,000 - - - - - $841,000
201912 1 Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing - - - - - $1,320,000 $1,320,000
4727 Citywide City Facility Accessibility Upgrades $500,000 - - - - - $500,000
6616 Citywide City Fire Stations Wash Water BMPs $280,000 - - - - - $280,000
6326 Citywide Coordinated Traffic Signal Program $4,383,979 - - - - - $4,383,979
6622 1 DMP Facility BFB-U (El Camino Real) $850,000 $150,000 $7,375,000 $50,000 $60,000 $70,000 $8,555,000
2501 1 Downtown Tile Replacement - $250,000 - - - - $250,000
6099 2 Faraday Avenue Improvements $275,000 $1,000,000 - - - - $1,275,000
4720 2 Faraday Center Refurbishment $3,154,380 - - - - - $3,154,380
2508 2 Fire Station 5 Renovation - $150,000 $2,000,000 - - - $2,150,000
4747 2 Fleet Fuel Island Upgrade $4,063,800 $400,000 $400,000 $100,000 - - $4,963,800
2502 2 Flower Fields Overlook Sidewalk Replacement - $250,000 - - - - $250,000
2509 Citywide Green Paint Maintenance - $250,000 $150,000 $250,000 $150,000 $250,000 $1,050,000
6087 Citywide Guardrail Replacement and Improvement Study $150,000 - - - - - $150,000
4708 1 Harding Center Refurbishment $610,000 $200,000 - - - - $810,000
4728 1 Hosp Grove Park Improvements $2,904,000 $1,403,000 - - - - $4,307,000
6606 1 Kelly Drive Channel Repair $1,541,000 $2,100,000 - - - - $3,641,000
2517 4 La Costa Avenue Box Culvert Cleaning - $275,000 - - - - $275,000
4752 2 Las Palmas Roof Replacement $500,000 - - - - - $500,000
2507 1 Magee Park Building Restoration - $200,000 - - - - $200,000
6614 4 Marca Place Drainage Improvements $65,000 - - - - - $65,000
2519 Citywide Parks Maintenance Program - $2,147,000 $4,085,000 $1,942,000 $2,073,000 $1,779,000 $12,026,000
2505 2 Police and Fire HQ Parking Lot and Exterior Improvements - $120,000 - - - - $120,000
6088 4 Rancho Santa Fe Trail Slope Improvements $350,000 - - - - - $350,000
6079 Citywide Roadway Improvements - Coastal Area Analysis and Implementation $200,000 - - - - - $200,000
4738 1 Senior Center Repairs and Roof Replacement $3,158,000 - - - - - $3,158,000
4754 1 Senior Center Security Fencing $78,000 $222,000 - - - - $300,000
4742 4 Stagecoach Park Synthetic Turf Replacement $2,200,000 $496,000 - - - - $2,696,000
2521 2 Synthetic Turf Replacement - Alga Norte - - $2,298,000 - - - $2,298,000
2522 2 Synthetic Turf Replacement - Aviara - - $1,960,000 - - - $1,960,000
2523 1 Synthetic Turf Replacement - Pine - - - $1,955,000 - - $1,955,000
2520 3 Synthetic Turf Replacement - Poinsettia - $1,800,000 - - - - $1,800,000
6003 Citywide Traffic Monitoring Program $1,945,415 $170,000 $400,000 $400,000 $400,000 $400,000 $3,715,415
6107 2 Trieste Slope Repair Project $3,317,600 - - - - - $3,317,600
Non-Recurring
6049 Citywide ADA Improvement Program $3,330,000 $715,000 $375,000 $715,000 $175,000 $820,000 $6,130,000
6629 2 Agua Hedionda Creek Maintenance $293,000 $130,000 $145,000 $155,000 $168,000 $181,000 $1,072,000
June 18, 2024 Item #11 Page 580 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
I-21
MAINTENANCE PROJECTS (CONTINUED)
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6066 Citywide Bridge Preventative Maintenance Program $2,977,511 $700,000 $900,000 $900,000 $950,000 $950,000 $7,377,511
6619 1 Buena Vista Creek Concrete Channel Maintenance at El Camino Real $2,643,000 $375,000 $100,000 $600,000 $40,000 $150,000 $3,908,000
6608 1 Citywide Drainage Improvement Program $11,972,094 $2,200,000 $500,000 $750,000 $400,000 $830,000 $16,652,094
6092 Citywide Citywide Street Lighting Program $150,000 - - - - - $150,000
6093 Citywide Citywide Thermoplastic Pavement Markings $50,000 $150,000 $150,000 $150,000 $150,000 $150,000 $800,000
6013 Citywide Concrete Repair/Replacement Program $5,100,000 $840,000 $870,000 $910,000 $960,000 $1,010,000 $9,690,000
6624 1 Headwall Replacement Program $510,000 $300,000 $345,000 $415,000 $485,000 $555,000 $2,610,000
5049 2 Lake Calavera Reservoir Maintenance $581,001 $150,000 $50,000 $50,000 $50,000 $50,000 $931,001
4723 Citywide Miscellaneous City Building Improvements $2,015,000 $150,000 $150,000 $150,000 $150,000 $150,000 $2,765,000
6052 Citywide Parking Lot Maintenance Program $1,720,000 $550,000 $160,000 $700,000 $175,000 $850,000 $4,155,000
6001 Citywide Pavement Management Program $58,349,890 $10,000,000 $7,350,000 $7,850,000 $8,450,000 $9,050,000 $101,049,890
6037 Citywide Retroreflectivity Sign Replacement Program $1,000,000 $150,000 $70,000 $120,000 $120,000 $120,000 $1,580,000
6002 Citywide Sidewalk/Street Construction Program $3,300,000 $988,000 $633,000 $108,000 $750,000 $200,000 $5,979,000
6620 Citywide Storm Drain Condition Assessment $870,000 $270,000 $300,000 $350,000 $400,000 $455,000 $2,645,000
6607 Citywide Storm Drain System Rehab and Repair Program $7,362,360 $1,350,000 $310,000 $330,000 $350,000 $400,000 $10,102,360
6062 Citywide Street Lighting Replacement Program $3,644,269 - - - - - $3,644,269
Total $140,244,299 $31,001,000 $31,076,000 $18,950,000 $16,456,000 $19,740,000
June 18, 2024 Item #11 Page 581 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
I-22
ENTERPRISE PROJECTS
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6629 2 Agua Hedionda Creek Maintenance $3,545,249 - - - - - $3,545,249
5545 2 Agua Hedionda Lift Station Biological Monitoring and Maintenance $225,000 - - - - - $225,000
5537 3 Buena Interceptor Sewer Access Road Improvements $500,000 ($400,000) $400,000 - - - $500,000
5501 2,3 Buena Interceptor Sewer Improvements $1,758,686 - $3,300,000 $3,300,000 - - $8,358,686
5544 2 Buena Interceptor Sewer Realignment - East Segment $507,000 $1,400,000 $1,200,000 $1,200,000 - - $4,307,000
5215 2 C Tank Access Road and Electrical Improvements $300,000 - - - - - $300,000
5552 2 Cannon Road Lift Station Improvements $765,000 $350,000 - - - - $1,115,000
5048 2 Carlsbad Boulevard Waterline Replacement at Terramar $4,730,000 - - - - - $4,730,000
5203 3 Carlsbad Water Recycling Facility (Encina Capital Projects) $5,424,654 $516,000 $431,000 $188,000 $253,000 $274,000 $7,086,654
2516 3 Carlsbad Water Recycling Facility - Improvements $350,000 - - - - $350,000
5213 3 Carlsbad Water Recycling Facility Irrigation and Landscape $35,000 - - - - - $35,000
4749 3 Carlsbad Water Recycling Facility Roof Replacement $549,024 - - - - - $549,024
5007 Citywide Cathodic Protection Program $2,086,700 $290,000 $190,000 $190,000 $190,000 - $2,946,700
5554 1 Chinquapin Lift Station Improvements $1,220,000 $300,000 - - - - $1,520,000
2518 2 CMWD Building and Site - Improvements $600,000 $200,000 - - - $800,000
5013 2 College Boulevard - Cannon Road To Badger Lane (375 Zone) $278,383 - $1,400,000 - - - $1,678,383
5012 2 College Boulevard - Cannon Road To Badger Lane (490 Zone) $312,600 - $1,400,000 - - - $1,712,600
5033 1 Crestview Drive Transmission Main $605,000 ($434,000) $551,000 - - - $722,000
5038 2 Desalinated Water Flow Control Facility No. 5 $11,569,600 ($10,000,000) - - - - $1,569,600
201923 1 DMP Facility AAA (Jefferson Street) - - - - - - $0
201924 1 DMP Facility AAAA (Madison Street) - - - - - - $0
6609 1 DMP Facility AC (Highland Drive Drainage Project) - - - - - - $0
201925 2 DMP Facility AFA (Hidden Valley Drainage Restoration and - - - - - - $0
201926 2 DMP Facility AFB (Calavera Hills Drainage Restoration and - - - - - - $0
201927 1 DMP Facility BB 1 and 2 (Washington Street) - - - - - - $0
201928 1 DMP Facility BCB (Magnolia Avenue) - - - - - - $0
201929 1 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda - - - - - - $0
6622 1 DMP Facility BFB-U (El Camino Real) $153,489 - - - - - $153,489
201930 2 DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") - - - - - - $0
201931 2 DMP Facility BL-U (College Boulevard) - - - - - - $0
201932 2 DMP Facility BM (Cantarini/College Boulevard Box Culvert) - - - - - - $0
201933 2 DMP Facility BQ (Sunny Creek) - - - - - - $0
201934 2 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) - - - - - - $0
201935 3 DMP Facility C2 (Paseo Del Norte) - - - - - - $0
201936 3 DMP Facility CA (Avenida Encinas) - - - - - - $0
201937 4 DMP Facility DBA (Poinsettia Village) - - - - - - $0
201938 4 DMP Facility DBB (Avenida Encinas) - - - - - - $0
201939 4 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment) - - - - - - $0
201940 3 DMP Facility DH (Altive Place Canyon Restoration) - - - - - - $0
6623 Citywide Drainage Master Plan Update $1,281,000 - - - - - $1,281,000
June 18, 2024 Item #11 Page 582 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECTS (CONTINUED)
I-23
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5553 2 El Fuerte Lift Station Pump Addition $380,000 $45,000 - - - - $425,000
5801 Citywide Encina Capital Projects (EWPCF) $61,469,100 $8,601,300 $9,234,100 $8,917,300 $8,243,900 $8,471,600 $104,937,300
5539 2 Faraday and El Camino Real Sewer Replacement - Orion to Palomar $2,840,000 $340,000 - - - - $3,180,000
5059 2 Hydroelectric Generation at Water Facilities $461,000 $39,000 - - - - $500,000
5540 2 Las Palmas Trunk Sewer $301,000 - $290,000 $1,480,000 $1,480,000 - $3,551,000
5035 1,3 Limited Access Pipeline Relocation Program $2,701,000 $2,550,000 $600,000 - - - $5,851,000
5009 2 Maerkle Facility Improvements $3,591,200 $200,000 - - - - $3,791,200
5001 2 Maerkle Reservoir Transmission Main $195,000 - $540,000 - $4,245,000 - $4,980,000
5050 3 Normally Closed Valve (Install Motorized Valve) $1,966,000 - - - - - $1,966,000
5547 4 North Batiquitos Access Road Improvement $389,800 ($63,800) - - - - $326,000
5536 4 North Batiquitos Lift Station Forcemain Rehabilitation $75,000 - - - - - $75,000
5520 Citywide Odor and Corrosion Prevention Program $320,000 $38,000 - - - - $358,000
5055 2 Palomar Airport Waterline Realignment $2,333,000 - - - - - $2,333,000
5556 2 Poinsettia Lift Station Rehabilitation $650,000 $78,000 - - - - $728,000
5020 Citywide Pressure Reducing Station Program $6,431,040 $600,000 $600,000 $600,000 $600,000 $600,000 $9,431,040
5061 2 Rancho Carlsbad Groundwater Supply $400,000 ($400,000) - - - - $0
5211 Citywide Recycled Water Condition Assessment Program $800,000 - $50,000 $50,000 $50,000 $50,000 $1,000,000
5210 3 Recycled Water Phase 3 - Reservoir $7,033,000 - - - - - $7,033,000
5216 2 Recycled Water Pipeline Replacement $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $2,100,000
5212 Citywide Recycled Water Valve and Appurtenance Replacement Program $380,000 - $125,000 $125,000 $125,000 $125,000 $880,000
5024 Citywide Reservoir Condition Assessment and Repair Program $8,090,000 - - - - - $8,090,000
5044 Citywide San Luis Rey Mission Basin Groundwater Supply $20,000 ($20,000) - - - - $0
5057 Santa Fe II Inlet Pipeline $529,650 - - - - $350,000 $879,650
5046 3 Santa Fe II Reservoir Site Electrical Improvements $293,581 $40,000 - - - - $333,581
5542 Citywide SCADA Improvements $16,226,898 $1,010,000 - - - - $17,236,898
5513 Citywide Sewer Condition Assessment $1,658,000 - $50,000 - $100,000 - $1,808,000
3840 2 Sewer Lift Station Repairs and Upgrades $4,535,380 $165,000 $165,000 $165,000 $165,000 $165,000 $5,360,380
5548 3 Sewer Line Capacity Improvements $1,400,000 $620,000 $944,000 - - - $2,964,000
5546 Citywide Sewer Modeling $200,000 - - - - - $200,000
5504 Citywide Sewer Monitoring Program (Capacity) $642,000 $44,000 - - - - $686,000
5503 1,2,3 Sewer System Rehabilitation and Replacement $10,626,480 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $20,626,480
5008 2 Tri-Agency Water Transmission Pipeline Replacement $2,328,970 - $483,000 - $4,018,000 - $6,829,970
5549 2,3 Vallecitos Interceptor Sewer Cleaning and CCTV $350,000 $500,000 - - - - $850,000
5550 2 Villas Sewer Lift Station Replacement $1,329,000 - - - - - $1,329,000
3492 2 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12- $33,410,970 $104,000 $75,000 $75,000 $75,000 - $33,739,970
5535 1 Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements $382,000 $31,000 $665,000 $665,000 $22,000 - $1,765,000
3950 1 Vista Carlsbad Interceptor - Reach VC3 $130,000 $387,000 $405,000 - - - $922,000
5551 2 Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2) $231,000 - $80,000 $140,000 - - $451,000
5555 2,3 Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) $200,000 $2,800,000 - - - - $3,000,000
5051 Citywide Water Infrastructure Condition Assessment Program $2,600,000 $420,000 $420,000 $450,000 $450,000 $450,000 $4,790,000
June 18, 2024 Item #11 Page 583 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM ENTERPRISE PROJECTS (CONTINUED)
I-24
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5058 Citywide Water Modeling $375,000 - - - - - $375,000
3904 Citywide Water System Rehabilitation and Replacement $16,058,370 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $31,058,370
5019 Citywide Water Valve Repair/Replacement Program $8,820,000 $960,000 $960,000 $1,000,000 $1,000,000 $1,000,000 $13,740,000
Total $239,349,824 $17,410,500 $30,108,100 $23,895,300 $26,366,900 $16,835,600
SUBSTANTIALLY COMPLETE (CLOSEOUT) PROJECTS
New projects in italics
Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
5205 Citywide Abandon Potable Services (New Recycled Services) $1,175,825 - - - - - $1,175,825
4745 Citywide Aviara and Hidden Canyon Parks Playground Safety Resurfacing $600,000 - - - - - $600,000
3649 2 Aviara Reimbursement Agreement $238,000 - - - - - $238,000
4601 2 Calavera Hills Community Park Gateway Improvements $1,407,850 - - - - - $1,407,850
6096 2,3 Carlsbad Boulevard Lane Reduction and Edge Striping $300,000 - - - - - $300,000
4718 1 City Hall Complex Refurbishment $1,144,000 - - - - - $1,144,000
4081 3 Dove Library Lighting Improvements $225,000 - - - - - $225,000
6042 2 El Camino Real and Cannon Road Intersection Improvements $4,197,123 - - - - - $4,197,123
4060 4 Fire Station 2 Replacement $14,433,882 - - - - - $14,433,882
5526 1 Foxes Landing Lift Station Wetwell and Pump Replacement $6,392,000 - - - - - $6,392,000
5054 2 Lake Calavera Outlet Improvements $1,436,001 - - - - - $1,436,001
4602 3 Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom $2,961,777 - - - - - $2,961,777
4603 1 Pine Avenue Park - Phase II (Community Building) $11,648,718 - - - - - $11,648,718
4608 3 Poinsettia Community Park - Phase 4 - Dog Park $2,838,140 - - - - - $2,838,140
5045 3 Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement $600,000 - - - - - $600,000
6057 1 Public Beach Access Improvements (Ocean Street) $4,183,767 - - - - - $4,183,767
6604 4 Romeria Drainage Improvements $757,940 - - - - - $757,940
4091 2 Temporary Fire Station 7 $2,022,000 - - - - - $2,022,000
4084 2 The Crossings Golf Course Lake Liner Replacement $1,035,500 - - - - - $1,035,500
6335 1 Traffic Signal - Tamarack Avenue and Valley Street $502,370 - - - - - $502,370
3886 Citywide Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) $9,464,833 - - - - - $9,464,833
3949 Citywide Vista Carlsbad Interceptor - Reach VC14 To VC15 $21,362,390 - - - - - $21,362,390
Total $88,927,116 $0 $0 $0 $0 $0
June 18, 2024 Item #11 Page 584 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
I-25
PROJECT ACCOUNTING
New projects in italics Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
4756 Alga Norte Settlement Agreement $1,983,192 - - - - - $1,983,192
201915 CFD#1 Administration - $110,000 $110,000 $110,000 $110,000 $110,000 $550,000
2510 Harding Street Sewer Improvements - $1,200,000 - - - - $1,200,000
PA04 Loan Repay - Park-in-Lieu NE to Public Facility Fee Fund - - - - - - $0
PA02 Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - $0
PA03 Loan Repay - Sewer Conn to Sewer Repl - - - $3,500,000 - - $3,500,000
4755 New Village Arts Tenant Improvements $613,000 - - - - - $613,000
4083 Open Space and Trail Acquisition (Prop C) $4,015,000 - - - - - $4,015,000
PA06 Recycled Replacement to Recycled Operating - $1,500,000 - - - - $1,500,000
4743 Safety Training Center Settlement $1,156,995 - - - - - $1,156,995
PA05 Traffic Impact Fee Funds to CFD #1 - $90,000 $90,000 $90,000 $90,000 $90,000 $450,000
Total $7,768,187 $2,900,000 $200,000 $3,700,000 $200,000 $200,000
PROGRAM ADJUSTMENTS
▲ Completed, project account closed △ Combined, project scope incorporated into other existing projects ▼ Cancelled, project no longer warranted Project ID District Type Project Name Prior Appropriation Requested 2024-25 Estimated 2025-26 Estimated 2026-27 Estimated 2027-28 Estimated 2028-29 Estimated 5-Year Total
6030 2 ▼ Camino Hills and Jackspar Drive Slope Stabilization $859,400 ($768,681) - - - - $90,719
201907 1 △ Carlsbad Boulevard Median - Tamarack Avenue to Pine Avenue - - - - - - $0
6068 1 △ Carlsbad Boulevard Pedestrian Lighting $1,325,000 ($1,254,934) - - - - $70,066
6111 1,2,3 △ Carlsbad Boulevard Roadway Configuration $2,000,000 ($2,000,000) - - - - $0
201917 1 ▼ Christiansen Way Improvements - - - - - - $0
4725 1 ▲ City Hall Exterior Refurbishment $2,250,000 - - - - - $2,250,000
201921 1 △ Cole Library Replacement - - - - - - $0
4750 1 ▼ Cole Library Security Fencing $170,000 ($144,435) - - - - $25,565
201941 4 ▼ DMP Facility DQB (La Costa Town Center) - - - - - - $0
201942 3 ▼ DMP Facility DZ (Poinsettia Lane) - - - - - - $0
6056 2 ▲ El Camino Real/Agua Hedionda Creek Bridge Railing and Sidewalk $210,000 - - - - - $210,000
3643 Citywide △ El Camino Real Medians $1,600,310 ($352,000) - - - - $1,248,310
5043 1 ▲ Fire Flow Capacity System Improvements $625,000 - - - - - $625,000
4748 3 ▲ Leo Carrillo Ranch Roof Repairs $1,450,000 ($80,000) - - - - $1,370,000
4741 1,3 ▲ Library Fire Alarm Panel Upgrades $180,000 ($39,990) - - - - $140,010
4739 1 ▲ New Village Arts Building Roof and Exterior Refurbishment $313,626 ($8,230) - - - - $305,396
4729 1 ▼ Ocean Street Restroom Facility $775,000 ($769,895) - - - - $5,105
6102 2,3 ▼ Palomar Airport Road and Avenida Encinas Growth $230,000 ($230,000) - - - - $0
6028 2 ▼ Palomar Airport Road and College Boulevard Improvements $1,295,500 ($735,901) - - - - $559,599
4092 Citywide △ Public Works Storage Facility $99,000 ($99,000) - - - - $0
4063 1 △ Trail Connectivity to Tamarack State Beach (Prop C) - - - - - - $0
5052 Citywide ▲ Water Loss Monitoring Program $167,089 - - - - - $167,089
Total $13,549,925 ($6,483,066) $0 $0 $0 $0
June 18, 2024 Item #11 Page 585 of 625
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
I-26
REQUESTED APPROPRIATION SUMMARY
Fiscal Year 2024-25 2025-26 2026-27 2027-28 2028-29 Estimated 5- Year Total
Requested Appropriation $15,204,716 $65,974,100 $47,635,300 $43,677,900 $53,875,600 $226,367,617
Estimated Future Costs $27,817,000 $62,780,000 $13,085,000 $17,484,000 $5,202,000 126,368,000
Total: Requested Appropriation + Future Costs
$43,021,716
$128,754,100
$60,720,300
$61,161,900
$59,077,600
$352,735,616
Requested Appropriation does not include construction amounts for Strategic Plan and Critical Need projects. It
does include full amounts for Maintenance and Enterprise projects as shown.
June 18, 2024 Item #11 Page 586 of 625
I-27
CAPITAL IMPROVEMENT PROGRAM 15-YEAR FORECAST
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 36,419,464 58,234,614 14,291,235 15,397,302 16,370,201 2,941,194
REVENUES
Developer Special Taxes 2,125,151 2,316,621 1,216,066 1,082,899 2,180,993 24,230,345
Total Revenues N/A 2,125,151 2,316,621 1,216,066 1,082,899 2,180,993 24,230,345
CAPITAL PROJECTS
CFD#1 Administration -$ 110,000 110,000 110,000 110,000 110,000 -
City Hall Complex 1,028,105 - - - - 15,500,000 100,000,000
Cole Library Expansion - - - - - - -
Orion Center 35,257,727 (25,600,000) 46,150,000 - - - -
Veteran's Memorial Park (All Quadrants)41,711,452 5,800,000 - - - - -
Total Project Expenditures 77,997,285 (19,690,000) 46,260,000 110,000 110,000 15,610,000 100,000,000
ENDING FUND BALANCE N/A 58,234,614 14,291,235 15,397,302 16,370,201 2,941,194 (72,828,461)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 178,950 4,937,945 2,697,828 4,628,492 (9,396,669) (7,985,256)
REVENUES
Gas Tax and Prop 42 Funds 3,186,643 3,262,882 3,298,664 3,334,839 3,371,413 34,270,794
Total Revenues N/A 3,186,643 3,262,882 3,298,664 3,334,839 3,371,413 34,270,794
CAPITAL PROJECTS
Barrio Street Lighting 150,000 - - - - - -
Camino De Los Coches and La Costa Avenue Intersection Control 350,000 - 2,000,000 - - - -
Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - 700,000 2,500,000
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,771,001 - - 300,000 15,600,000 - -
Carlsbad Boulevard Emergency Repair 841,002 - - - - - -
Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 - - - - - -
Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - -
Carlsbad Blvd Pedestrian Improvement Project 1,055,888 - - - - - -
Citywide Drainage Improvement Program 6,090,594 - - - - - -
Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 50,000 150,000 150,000 150,000 150,000 150,000 1,500,000
Concrete Repair/Replacement Program 3,133,000 260,000 250,000 290,000 340,000 390,000 4,700,000
El Camino Real And Cannon Road Intersection Improvements 661,126 - - - - - -
El Camino Real Medians 904,530 (352,000) - - - - -
El Camino Real Widening - Arenal Road to La Costa Avenue 1,450,000 - - - - - - Guardrail Replacement And Improvement Program 150,000 - - - - - 200,000 Intelligent Traffic Control Devices 199,999 - - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - 1,000,000 - - - - La Costa Avenue Traffic Improvements 121,300 (108,842) - - - - 109,000 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 (230,000) - - - - - Park Drive Drainage And Street Improvements 3,965,001 - - - - - - Paseo Del Norte Pedestrian and Bike Improvements - 65,490 - - - - - Pavement Management Program 7,930,849 - - - - - - Retroreflectivity Sign Replacement Program 1,000,000 150,000 70,000 120,000 120,000 120,000 1,200,000 Roadway Slope Stabilization 779,998 500,000 - - - - - Romeria Drainage Improvements 347,937 - - - - - - Schools Traffic Safety Program - 250,000 - - - - -
Sidewalk/Street Construction Program - 988,000 633,000 108,000 750,000 200,000 5,225,000 Sustainable Mobility Plan Implementation Program 710,567 - - - - - -
Traffic Improvement Program 2,388,004 - - - - - -
Traffic Monitoring Program 200,000 170,000 400,000 400,000 400,000 400,000 -
Traffic Signal - Maverick Way & Camino De Los Coches 490,000 450,000 - - - - -
Traffic Signal - Tamarack Avenue And Valley Street 502,370 - - - - - - Traffic Signal Right Turn Overlaps 150,000 135,000 - - - - -
Village And Barrio Traffic Circles 4,159,001 (4,000,000) - - - - -
Total Project Expenditures 40,683,167 (1,572,352) 5,503,000 1,368,000 17,360,000 1,960,000 16,928,000
ENDING FUND BALANCE N/A 4,937,945 2,697,828 4,628,492 (9,396,669) (7,985,256) 9,357,538
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
GAS TAX FUND
June 18, 2024 Item #11 Page 587 of 625
I-28
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 102,632 8,280 (55,616) (345,463) (601,978) (824,795)
REVENUESGas Tax (RMRA) Revenues 2,935,648 3,006,104 3,030,153 3,063,485 3,097,183 32,908,847
Total Revenues N/A 2,935,648 3,006,104 3,030,153 3,063,485 3,097,183 32,908,847
CAPITAL PROJECTS
Concrete Repair/Replacement Program 1,967,000$ 580,000 620,000 620,000 620,000 620,000 6,200,000 Pavement Management Program 12,786,002 2,450,000 2,450,000 2,700,000 2,700,000 2,700,000 27,000,000
Total Project Expenditures 14,753,002 3,030,000 3,070,000 3,320,000 3,320,000 3,320,000 33,200,000
ENDING FUND BALANCE N/A 8,280 (55,616) (345,463) (601,978) (824,795) (1,115,948)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39BEGINNING FUND BALANCE N/A 13,904,855 30,695,512 35,001,390 29,100,471 33,652,320 37,210,670
REVENUES
Transfer from General Fund 18,579,226 4,905,878 5,049,081 5,191,849 5,328,350 57,285,820
Total Revenues N/A 18,579,226 4,905,878 5,049,081 5,191,849 5,328,350 57,285,820
CAPITAL PROJECTS
ADA Beach Access - Pine to Tamarack 375,001$ 375,000 - 10,000,000 - - -
Alga Norte Park Modifications 1,023,999 400,000 - - - - -
Alga Norte Settlement Agreement 1,983,192 - - - - - - Assessment District 97-1 Maintenance 420,001 - - - - - -
Barrio Street Lighting 760,000 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,899,002 600,000 - - - - -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,249,998 - - - 40,000 150,000 1,092,000
Calavera Hills Community Park Gateway Improvements 1,407,853 - - - - - - Camino Hills and Jackspar Drive Slope Stabilization 859,399 (768,681) - - - - -
Cannon Park Restroom 45,765 - - - - - -
Carlsbad Boulevard Roadway Configuration 2,000,000 (2,000,000) - - - - -
Carlsbad Village Dr. & Grand Ave. Pedestrian & Crossing Improvements - - - - - 920,000 -
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 - - - - - - -
Dove Library Lighting Improvements 225,001 - - - - - -
Faraday Avenue Improvements 275,000 1,000,000 - - - - -
Fire Station No. 2 Replacement 13,000,004 - - - - - -
Fire Station No. 7 100,000 - - - - - -
Fleet Maintenance Refurbishment 896,100 1,700,000 - - - - -
Grand Avenue Promenade 300,000 - - - - - 10,500,000
Green Paint Maintenance - 250,000 150,000 250,000 150,000 250,000 1,700,000
La Costa Avenue Box Culvert Cleaning - 275,000 - - - - -
Lake Calavera Outlet Improvements 1,436,002 - - - - - -
Lake Calavera Reservoir Maintenance 581,005 150,000 50,000 50,000 50,000 50,000 500,000
Monroe Street Pool Replacement 236 - - - - - -
New Village Arts Tenant Improvements 613,000 - - - - - -
Ocean Street Reconfiguration Concepts Study - - - - - - 400,000
Ocean Street Restroom Facility 775,000 (769,895) - - - - -
Open Space and Trail Acquisition (Prop C)4,015,000 - - - - - -
Orion Center - 99,000 - - - - -
Orion Complex Energy Storage - - - 250,000 - - -
Park Drive Street and Drainage Improvement 1,117,439 - - - - - -
Police and Fire Headquarters Parking Lot Improvements - 120,000 - - - - -
Police and Fire Headquarters Renovation 14,492,847 - - - - - -
Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - -
Public Works Storage Facility 99,000 (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 200,000 - - - - - -
Traffic Improvement Program 999,999 400,000 400,000 400,000 400,000 400,000 -
Traffic Signal Cabinet Upgrades 180,000 162,000 - - - - -
Trail Connectivity to Tamarack State Beach (Prop C)152,156 - - - - - -
Trieste Slope Repair Project 3,317,600 - - - - - -
Tyler Street Traffic Circulation 970,000 - - - - - -
Utility Undergrounding Program Study - - - - - - 100,000
Village and Barrio Traffic Circles 415,000 - - - - - -
Village Intelligent Parking Implementation - - - - - - 300,000
Village Lighting - Carlsbad Village Dr. from Harding St. to Ocean St.600,000 (599,855) - - - - 600,000
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 1,103,853 995,000 - - - - -
Village Lighting - Train Station Area 500,000 (500,000) - - - - 500,000
Total Project Expenditures 75,555,000 1,788,569 600,000 10,950,000 640,000 1,770,000 18,892,000
N/A 30,695,512 35,001,390 29,100,471 33,652,320 37,210,670 75,604,490
GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)
GENERAL CAPITAL CONSTRUCTION (GCC)
June 18, 2024 Item #11 Page 588 of 625
I-29
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 18, 2024 Item #11 Page 589 of 625
I-30
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A (1,058,577) 3,224 3,224 3,224 3,224 3,224
REVENUES
Grant Revenue 1,911,801 - - - - -
Total Revenues N/A 1,911,801 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements -$ - - - - - -
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 - - - - - -
Schools Traffic Safety Program - 850,000 - - - - -
Total Project Expenditures 9,440,000 850,000 - - - - -
ENDING FUND BALANCE N/A 3,224 3,224 3,224 3,224 3,224 3,224
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 21,982 21,982 21,982 21,982 21,982 21,982
REVENUES
Grant Revenue 534,510 - - - - -
Total Revenues N/A 534,510 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000$ - - - - - -
Carlsbad Boulevard Pedestrian Improvement Project 591,600$ - - - - - -
Paseo Del Norte Pedestrian and Bike Improvements -$ 534,510 - - - - -
Veteran's Memorial Park (All Quadrants)5,000,000 - - - - - -
Total Project Expenditures 7,367,600 534,510 - - - - -
ENDING FUND BALANCE N/A 21,982 21,982 21,982 21,982 21,982 21,982
GRANTS - STATE
GRANTS - FEDERAL
June 18, 2024 Item #11 Page 590 of 625
I-31
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 77,987,687 62,599,568 44,477,446 38,544,527 37,870,376 33,901,726
REVENUES
Transfer from General Fund 4,979,226 4,905,878 5,049,081 5,191,849 5,328,350 57,285,820
Total Revenues N/A 4,979,226 4,905,878 5,049,081 5,191,849 5,328,350 57,285,820
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 293,002$ 130,000 145,000 155,000 168,000 181,000 2,280,000
Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,001 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack - 1,900,000 - - - - -
Bridge Preventative Maintenance Program - 700,000 900,000 900,000 950,000 950,000 -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,393,001 375,000 100,000 600,000 - - -
Calavera Hills Community Center Refurbishment 1,985,001 - - - - - -
Carlsbad Village Drive Reconfiguration - - 1,500,000 - - - -
City Facility Safety and Parking Lot Lighting Assessment - - - - - - -
City Hall Complex Refurbishment - - - - - - -
Citywide Drainage Improvement Program 5,881,501 2,200,000 500,000 750,000 400,000 830,000 6,100,000
Cole Library Security Fencing 170,000 (144,435) - - - - -
Coordinated Traffic Signal Program - - - - - - -
DMP Facility BFB-U (El Camino Real)850,001 150,000 7,375,000 50,000 60,000 70,000 800,000
Downtown Tile Replacement - 250,000 - - - - -
El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 209,999 - - - - - -
Faraday Center Refurbishment 3,154,381 - - - - - -
Fire Station No. 2 Replacement - - - - - - -
Fire Station 5 Renovation - 150,000 2,000,000 - - - -
Fleet Fuel Island Upgrade 4,063,801 400,000 400,000 100,000 - - -
Fleet Maintenance Refurbishment - 3,000,000 - - - - -
Flower Fields Overlook Sidewalk Replacement - 250,000 - - - - -
Harding Center Refurbishment - 200,000 - - - - -
Headwall Replacement Program 510,002 300,000 345,000 415,000 485,000 555,000 7,326,000
Hosp Grove Park Improvements 1,562,000 - - - - - -
Hosp Grove Park Improvements 120,000 - - - - - -
Kelly Drive Channel Repair 1,541,005 2,100,000 - - - - -
Las Palmas Roof Replacement 500,000 - - - - - -
Leo Carrillo Ranch Roof Repairs 1,449,999 (80,000) - - - - -
Library Fire Alarm Panel Upgrades 180,000 (39,990) - - - - -
Magee Park Building Restoration - 200,000 - - - - -
Miscellaneous City Building Improvements 2,014,999 150,000 150,000 150,000 150,000 150,000 1,500,000
Monroe Street Pool Replacement 1,748,766 - - - - - -
New Village Arts Building Roof and Exterior Refurbishment 313,626 (8,230) - - - - -
Parking Lot Maintenance Program 1,720,001 550,000 160,000 700,000 175,000 850,000 4,860,000
Parks Maintenance Program - 2,147,000 4,085,000 1,942,000 2,073,000 1,779,000 -
Police and Fire Headquarters Renovation - - - - - - -
Public Beach Access Improvements (Ocean Street)- - - - - - -
Schulman Auditorium and Cannon Art Gallery 1,650,000 - - - - - -
Senior Center Repairs and Roof Replacement 3,158,001 - - - - - -
Senior Center Security Fencing 78,000 222,000 - - - - -
Stagecoach Park Synthetic Turf Replacement 2,200,001 496,000 - - - - -
Storm Drain Condition Assessment 870,001 270,000 300,000 350,000 400,000 455,000 5,375,000
Storm Drain System Rehab and Repair Program 7,362,363 1,350,000 310,000 330,000 350,000 400,000 4,100,000
Synthetic Turf Replacement - Alga Norte - - 2,298,000 - - - -
Synthetic Turf Replacement - Aviara - - 1,960,000 - - - -
Synthetic Turf Replacement - Pine - - - 1,955,000 - - -
Synthetic Turf Replacement - Poinsettia - 1,800,000 - - - - -
Trash Amendment Compliance Program 630,000 1,350,000 500,000 2,585,000 655,000 3,077,000 20,324,000
Total Project Expenditures 46,209,452 20,367,345 23,028,000 10,982,000 5,866,000 9,297,000 52,665,000
ENDING FUND BALANCE N/A 62,599,568 44,477,446 38,544,527 37,870,376 33,901,726 38,522,546
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 823,999 1,147,488 1,147,488 1,147,488 1,147,488 1,047,488
REVENUES
Other Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,712,999$ (323,489) - - - 100,000 324,000
Total Project Expenditures 1,712,999 (323,489) - - - 100,000 324,000
ENDING FUND BALANCE N/A 1,147,488 1,147,488 1,147,488 1,147,488 1,047,488 723,488
INFRASTRUCTURE MAINTENANCE & REPLACEMENT
OTHER
June 18, 2024 Item #11 Page 591 of 625
I-32
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE (1)N/A 3,925,392 3,500,392 3,500,392 5,002,704 6,505,016 7,996,520
REVENUES
Developer Fees - - 1,502,312 1,502,312 1,491,504 12,721,016
Total Revenues N/A - - 1,502,312 1,502,312 1,491,504 12,721,016
CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition -$ - - - - - 4,550,000
Robertson Ranch Park Development 1,037,999 425,000 - - - - -
Total Project Expenditures 1,037,999 425,000 - - - - 4,550,000
ENDING FUND BALANCE N/A 3,500,392 3,500,392 5,002,704 6,505,016 7,996,520 16,167,536
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A (36,160) 203,656 3,781,104 5,283,416 6,785,728 8,320,464
REVENUES
Developer Fees 1,642,816 3,577,448 1,502,312 1,502,312 1,534,736 21,194,488
Total Revenues N/A 1,642,816 3,577,448 1,502,312 1,502,312 1,534,736 21,194,488
CAPITAL PROJECTS
City Facility Safety and Parking Lot Lighting Assessment 200,000$ - - - - - -
Hosp Grove Park Improvements 1,222,000 1,403,000 - - - - -
Monroe Street Pool Replacement 3,061,765 - - - - - -
Pine Avenue Park - Phase II (Community Building)2,197,002 - - - - - -
Total Project Expenditures 6,680,767 1,403,000 - - - - -
ENDING FUND BALANCE N/A 203,656 3,781,104 5,283,416 6,785,728 8,320,464 29,514,952
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,517,066 1,830,498 6,716,114 6,716,514 5,232,514 5,232,514
REVENUES
Developer Fees 313,432 5,425,616 540,400 - - 205,352
Total Revenues N/A 313,432 5,425,616 540,400 - - 205,352
CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construc 1,329,989$ - - - - - -
Leo Carrillo Ranch Park Phase 3B - - 540,000 540,000 1,484,000 - -
Stagecoach Community Park Community Gardens 620,001 - - - - - -
Total Project Expenditures 1,949,989 - 540,000 540,000 1,484,000 - -
ENDING FUND BALANCE N/A 1,830,498 6,716,114 6,716,514 5,232,514 5,232,514 5,437,866
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 2,184,536 3,114,024 3,114,024 3,114,024 3,114,024 4,973,000
REVENUES
Developer Fees/Loans 929,488 - - - 1,858,976 756,560
Total Revenues N/A 929,488 - - - 1,858,976 756,560
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 3,114,024 3,114,024 3,114,024 3,114,024 4,973,000 4,629,560
PARK-IN-LIEU SW
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
June 18, 2024 Item #11 Page 592 of 625
I-33
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 5,197,664 5,199,664 3,754,836 3,769,117 3,771,398 3,771,398
REVENUES
Developer Fees 2,000 55,173 14,281 2,281 - 811,367
Total Revenues N/A 2,000 55,173 14,281 2,281 - 811,367
CAPITAL PROJECTSBusiness 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 5,199,664 3,754,836 3,769,117 3,771,398 3,771,398 (11,917,235)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,046,182 1,046,182 1,046,182 1,046,182 1,046,182 1,046,182
REVENUES
Developer Fees - - - - - 54,606
Total Revenues N/A - - - - - 54,606
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 Pro - - - - - - 92,000
DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Proj - - - - - - 164,000
Drainage Master Plan Update 216,511 - - - - - -
Total Project Expenditures 216,511 - - - - - 1,885,000
ENDING FUND BALANCE N/A 1,046,182 1,046,182 1,046,182 1,046,182 1,046,182 (784,212)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,684,311 1,842,702 1,989,063 2,264,058 2,539,053 2,814,972
REVENUES
Developer Fees 158,391 146,361 274,995 274,995 275,919 3,329,005
Total Revenues N/A 158,391 146,361 274,995 274,995 275,919 3,329,005
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)153,490 - - - - - -
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 1,842,702 1,989,063 2,264,058 2,539,053 2,814,972 962,978
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,618,729 1,687,384 1,992,292 2,033,456 2,040,030 2,113,889
REVENUES
Developer Fees 68,655 304,908 41,164 6,574 73,859 1,817,908
Total Revenues N/A 68,655 304,908 41,164 6,574 73,859 1,817,908
CAPITAL PROJECTS
DMP Facility C2 (Paseo Del Norte)-$ - - - - - 728,000
DMP Facility CA (Avenida Encinas)- - - - - - 530,000
Drainage Master Plan Update 246,890 - - - - - -
Total Project Expenditures 246,890 - - - - - 1,258,000
ENDING FUND BALANCE N/A 1,687,384 1,992,292 2,033,456 2,040,030 2,113,889 2,673,797
PARK FEE ZONES 5,13,16,17,18
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
June 18, 2024 Item #11 Page 593 of 625
I-34
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 832,958 853,399 1,211,629 1,246,874 1,246,874 1,297,626
REVENUES
Developer Fees 20,442 358,230 35,245 - 50,752 1,462,457
Total Revenues N/A 20,442 358,230 35,245 - 50,752 1,462,457
CAPITAL PROJECTS
DMP 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)- - - - - - -
DMP Facility DZ (Poinsettia Lane)- - - - - - -
Drainage Master Plan Update 234,599 - - - - - -
Total Project Expenditures 234,599 - - - - - 1,088,000
ENDING FUND BALANCE N/A 853,399 1,211,629 1,246,874 1,246,874 1,297,626 1,672,083
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 28,314,628 28,024,418 28,739,118 31,199,778 33,243,617 35,075,004
REVENUES
Developer Fees 1,959,790 6,214,699 2,460,660 2,043,839 3,231,387 39,489,101
Total Revenues N/A 1,959,790 6,214,699 2,460,660 2,043,839 3,231,387 39,489,101
CAPITAL PROJECTS
Cole Library Expansion -$ - - - - - -
El Camino Real Medians - - - - - - -
Kelly Drive and Park Drive Complete Street Improvements 998,001 - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construc - - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construc - - - - - - -
Pickleball Courts 300,000 2,100,000 - - - - -
Pine Avenue Park - Phase II (Community Building)- - - - - - -
Pine Avenue Park - Phase II (Community Building)- - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park 2,838,138 - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park - - - - - - -
Robertson Ranch Park Development (Partial Funding)- - - - - - -
South Carlsbad Coastline - - - - - - 3,000,000
State Street Parking Lot Electric Vehicle Charging Stations - 150,000 - - - - -
Temporary Fire Station No. 7 - - - - - - -
Terramar Area Coastal Improvements 2,450,001 - 5,500,000 - - - -
Valley and Magnolia Complete Streets 251,000 - - - - - -
Village H South Off Leash Dog Area and Trail Segment 5B 682,500 - - - - 1,400,000 -
Total Project Expenditures 7,519,639 2,250,000 5,500,000 - - 1,400,000 3,000,000
ENDING FUND BALANCE N/A 28,024,418 28,739,118 31,199,778 33,243,617 35,075,004 71,564,105
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 1,242,547 (138,590) 311,215 (4,277,313) (5,442,412) (5,001,940)
REVENUES
Developer Fees and Miscellaneous 383,313 905,005 414,922 314,901 440,471 5,710,473
Other Agency Contributions (City of Vista)251,550 306,800 43,550 - - -
Total Revenues N/A 634,863 1,211,805 458,472 314,901 440,471 5,710,473
CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 550,000$ - - - - - -
El Fuerte Lift Station Pump Addition 380,000 45,000 - - - - -
Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport R 2,840,001 340,000 - - - - -
Harding Street Sewer Improvements - 1,200,000 - - - - -
Las Palmas Trunk Sewer 301,000 - 290,000 1,480,000 1,480,000 - -
Loan Repay - Sewer Conn to Sewer Repl - - - 3,500,000 - - -
Sewer Line Capacity Improvements - - - - - - -
Sewer Modeling 199,999 - - - - - -
Sewer Monitoring Program (Capacity)642,000 44,000 - - - - 264,000
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)33,696,172 - - - - - -
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 130,000 387,000 405,000 - - - -
Total Project Expenditures 69,862,399 2,016,000 762,000 5,047,000 1,480,000 - 264,000
ENDING FUND BALANCE N/A (138,590) 311,215 (4,277,313) (5,442,412) (5,001,940) 444,532
SEWER CONNECTION FEE FUND
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PUBLIC FACILITY FEE FUND (PFF)
June 18, 2024 Item #11 Page 594 of 625
I-35
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A (7,109,097) (3,036,370) (12,398,343) (19,870,355) (21,402,464) (22,683,475)
REVENUES
Transfer from Sewer Operating Fund 20,571,241 8,744,127 8,923,288 9,073,791 9,355,590 112,214,647
Total Revenues N/A 20,571,241 8,744,127 8,923,288 9,073,791 9,355,590 112,214,647
CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring and Maintenance 224,999$ - - - - - -
Buena Interceptor Sewer Access Road Improvements 500,000 (400,000) 400,000 - - - -
Buena Interceptor Sewer Improvements 1,208,691 - 3,300,000 3,300,000 - - 3,965,000
Buena Interceptor Sewer Realignment - East Segment 507,000 1,400,000 1,200,000 1,200,000 - - -
Cannon Road Lift Station Improvements 765,000 350,000 - - - - -
Carlsbad Municipal Water District Building and Site Improvements - 180,000 60,000 - - - -
Chinquapin Lift Station Improvements 1,220,000 300,000 - - - - -
Encina Capital Projects 61,469,098 8,601,300 9,234,100 8,917,300 8,243,900 8,471,600 116,469,800
Foxes Landing Lift Station Wetwell and Pump Replacement 6,392,000 - - - - - -
North Batiquitos Access Road Improvement 389,800 (63,800) - - - - -
North Batiquitos Lift Station Forcemain Rehabilitation 75,000 - - - - - -
Odor and Corrosion Prevention Assessment 320,000 38,000 - - - - -
Orion Center 299,999 (204,985) - - - - -
Poinsettia Lift Station Rehabilitation 650,000 78,000 - - - - -
SCADA Improvements 4,684,899 - - - - - -
Sewer Condition Assessment 1,657,998 - 50,000 - 100,000 - 1,000,000
Sewer Lift Station Repairs and Upgrades 4,535,385 165,000 165,000 165,000 165,000 165,000 1,500,000
Sewer Line Capacity Improvements 1,400,001 620,000 944,000 - - - -
Sewer System Rehabilitation and Replacement 10,626,479 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 27,400,000
Terramar Area Coastal Improvements - - - - - - -
Vallecitos Interceptor Sewer Cleaning and CCTV 350,000 500,000 - - - - -
Village and Barrio Traffic Circles 660,001 - - - - - -
Villas Sewer Lift Station Replacement 1,329,001 - - - - - -
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)- 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)231,000 - 80,000 140,000 - - -
Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)200,000 2,800,000 - - - - -
Total Project Expenditures 99,782,352 16,498,515 18,106,100 16,395,300 10,605,900 10,636,600 150,634,800
ENDING FUND BALANCE N/A (3,036,370) (12,398,343) (19,870,355) (21,402,464) (22,683,475) (61,103,628)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 67,578 1,327,327 1,689,699 3,066,344 4,189,459 6,045,451
REVENUES
Developer Fees 2,885,562 4,202,373 1,566,645 1,213,115 1,945,992 28,426,477
Total Revenues N/A 2,885,562 4,202,373 1,566,645 1,213,115 1,945,992 28,426,477
CAPITAL PROJECTSAvenida Encinas Coastal Rail Trail and Pedestrian Improvements 5,347,654$ 3,000,000 - - - - - 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 3,536,000 - - - - - - El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - 438,000 El Camino Real Widening - Arenal Road to La Costa Avenue 7,250,001 - 2,000,000 - - - - Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 (728,286) 50,000 100,000 - - 729,000 Palomar Airport Road and College Boulevard Improvements 1,295,501 (735,901) - - - - - Sidewalk/Street Construction Program 3,300,000 - - - - - 3,725,000 Terramar Area Coastal Improvements 6,650,004 - 1,700,000 - - - - Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 900,000 Traffic Impact Fee Update 270,001 - - - - - - Traffic Monitoring Program 1,745,415 - - - - - - Valley and Magnolia Complete Streets 3,536,207 - - - - - -
Total Project Expenditures 33,841,785 1,625,813 3,840,000 190,000 90,000 90,000 9,473,000
ENDING FUND BALANCE N/A 1,327,327 1,689,699 3,066,344 4,189,459 6,045,451 24,998,928
SEWER REPLACEMENT FUND
TRAFFIC IMPACT FEES (TIF)
June 18, 2024 Item #11 Page 595 of 625
I-36
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 7,252,997 1,041,966 (1,836,497) (1,693,149) (1,446,614) (3,817,508)
REVENUES
Transportation Taxes 5,849,095 5,926,537 6,008,348 6,171,535 6,324,106 63,806,824
Total Revenues N/A 5,849,095 5,926,537 6,008,348 6,171,535 6,324,106 63,806,824
CAPITAL PROJECTS
ADA Improvement Program 3,330,002$ 715,000 375,000 715,000 175,000 820,000 4,450,000
Barrio Street Lighting 2,560,000 - 1,030,000 - - - -
Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,003 - - - - - -
Carlsbad Boulevard Pedestrian Lighting 1,325,000 (1,254,934) - - - - -
Carlsbad Boulevard Realignment - Manzano Drive to Island Way - 1,000,000 1,000,000 - - - 932,000 Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvem - - - - - 400,000 - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - - - 250,000 - Chestnut Complete Street I-5 to Railroad Project Study 85,000 (85,000) - - - 250,000 - Christiansen Way Improvements - - - - - - - College Boulevard Extension 1,205,001 (215,619) - - - - 216,000
Coordinated Traffic Signal Program 2,583,980 - - - - - -
Coordinated Traffic Signal Program 1,000,001 - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,155,000 - - - - - -
El Camino Real Widening - Sunny Creek to Jackspar 5,010,000 600,000 - - - - -
Kelly Drive and Park Drive Complete Street Improvements 4,675,001 - 1,500,000 - - - -
Pavement Management Program 20,336,566 6,600,000 3,950,000 4,200,000 4,800,000 5,400,000 16,500,000
Pavement Management Program 17,296,475 950,000 950,000 950,000 950,000 950,000 9,500,000
South Carlsbad Coastline 2,779,027 (1,074,321) - - - - -
State Street and Grand Avenue Road Improvements - - - - - 325,000 -
Street Lighting Replacement Program 3,325,002 - - - - - -
Terramar Area Coastal Improvements 2,000,000 - - - - - -
Valley and Magnolia Complete Streets 1,200,000 3,000,000 - - - - -
Valley Street Traffic Calming - - - - - 300,000 -
Village and Barrio Traffic Circles 1,024,999 1,825,000 - - - - -
Total Project Expenditures 73,945,057 12,060,125 8,805,000 5,865,000 5,925,000 8,695,000 31,598,000
ENDING FUND BALANCE N/A 1,041,966 (1,836,497) (1,693,149) (1,446,614) (3,817,508) 28,391,316
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 26,911,861 36,946,558 35,709,223 36,989,253 36,740,479 38,671,725
REVENUES
Developer Fees 1,826,697 2,975,665 1,880,029 1,600,226 1,931,246 17,179,087
Total Revenues N/A 1,826,697 2,975,665 1,880,029 1,600,226 1,931,246 17,179,087
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)278,383$ - 1,400,000 - - - -
College Boulevard - Cannon Road To Badger Lane (490 Zone)312,600 - 1,400,000 - - - -
Crestview Drive Transmission Main - 171,000 551,000 - - - -
Desalinated Water Flow Control Facility No. 5 11,569,601 (10,000,000) - - - - -
Hydroelectric Generation at Water Facilities 461,000 39,000 - - - - -
Limited Access Pipeline Relocation Program - 1,122,000 - - - - -
Maerkle Reservoir Transmission Main - - 262,000 - 1,849,000 - - Palomar Airport Waterline Realignment - - - - - - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement 600,000 - - - - - - Pressure Reducing Station Program - 600,000 600,000 600,000 - - - Rancho Carlsbad Groundwater Supply 200,000 (200,000) - - - - 1,000,000 San Luis Rey Mission Basin Groundwater Supply 20,000 (20,000) - - - - 500,000 SCADA Improvements - 80,000 - - - - -
Water Modeling 375,000 - - - - - -
Water System Rehabilitation and Replacement - - - - - - -
Total Project Expenditures 13,816,585 (8,208,000) 4,213,000 600,000 1,849,000 - 1,500,000
ENDING FUND BALANCE N/A 36,946,558 35,709,223 36,989,253 36,740,479 38,671,725 54,350,812
WATER CONNECTION - POTABLE
TRANSNET - LOCAL
June 18, 2024 Item #11 Page 596 of 625
I-37
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A (14,978,642) 59,182 59,182 59,182 59,182 59,182
REVENUES
Recycled Water Loans and Grants 15,387,825 - - - - -
Total Revenues N/A 15,387,825 - - - - -
CAPITAL PROJECTS
Carlsbad Water Recycling Facility Improvements -$ 350,000 - - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)- - - - - - - C-Tank Access Road Repair and Electrical Improvements 50,000 - - - - - -
Total Project Expenditures 50,000 350,000 - - - - -
ENDING FUND BALANCE N/A 59,182 59,182 59,182 59,182 59,182 59,182
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 16,875,418 16,708,987 17,066,580 18,886,056 13,624,018 14,675,451
REVENUES
Transfer from Water Operating Fund 6,659,237 6,388,592 6,459,476 6,391,962 6,451,433 64,594,191
Total Revenues N/A 6,659,237 6,388,592 6,459,476 6,391,962 6,451,433 64,594,191
CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services)1,175,827$ - - - - - -
Carlsbad Boulevard Waterline Replacement at Terramar 4,730,002 - - - - - - Carlsbad Municipal Water District Building and Site Improvements - 300,000 100,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - - Cathodic Protection Program 1,986,702 190,000 190,000 190,000 190,000 - 540,000
Crestview Drive Transmission Main 605,000 (605,000) - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - - - - - - -
Fire Flow Capacity System Improvements 625,000 - - - - - - Limited Access Pipeline Relocation Program 2,701,000 1,428,000 600,000 - - - -
Maerkle Facility Improvements 3,591,201 200,000 - - - - - Maerkle Reservoir Solar Project 249,170 232,000 - - - - -
Maerkle Reservoir Transmission Main 195,001 - 278,000 - 2,396,000 - - Normally Closed Valve (Install Motorized Valve)1,966,000 - - - - - -
Orion Center 500,000 (321,333) - - - - - Palomar Airport Waterline Realignment 2,333,000 - - - - - -
Pressure Reducing Station Program 6,431,037 - - - 600,000 600,000 6,000,000 Rancho Carlsbad Groundwater Supply 200,000 (200,000) - - - - 1,000,000
Recycled Water Phase 3 - Reservoir 180,002 - - - - - -
Reservoir Repair and Maintenance Program 7,890,000 - - - - - 6,680,000
San Luis Rey Mission Basin Groundwater Supply - - - - - - -
Santa Fe II Inlet Pipeline 529,650 - - - - 350,000 2,020,000
Santa Fe II Reservoir Site Electrical Improvements 293,581 40,000 - - - - -
SCADA Improvements 9,545,600 532,000 - - - - - Tri-Agency Water Transmission Pipeline Replacement 2,328,973 - 483,000 - 4,018,000 - 5,186,000
Valley and Magnolia Complete Streets 71,000 650,000 - - - - - Water Infrastructure Condition Assessment Program 2,600,001 420,000 420,000 450,000 450,000 450,000 4,730,000
Water Loss Monitoring Program 167,088 - - - - - - Water System Rehabilitation and Replacement 16,058,372 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 40,970,000
Water Valve Repair/Replacement Program 8,819,999 960,000 960,000 1,000,000 1,000,000 1,000,000 10,760,000
Total Project Expenditures 76,373,150 6,825,667 6,031,000 4,640,000 11,654,000 5,400,000 77,886,000
ENDING FUND BALANCE N/A 16,708,987 17,066,580 18,886,056 13,624,018 14,675,451 1,383,642
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2024-25 2025-26 2026-27 2027-28 2028-29 2030-39
BEGINNING FUND BALANCE N/A 13,363,612 10,572,599 9,576,599 10,363,599 11,085,599 11,936,599
REVENUES
Transfer from Recycled Water Operating Fund - - 1,500,000 1,500,000 1,650,000 16,500,000 Total Revenues N/A - - 1,500,000 1,500,000 1,650,000 16,500,000
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements 250,000$ - - - - - -
Carlsbad Municipal Water District Building and Site Improvements - 120,000 40,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)4,824,711 516,000 431,000 188,000 253,000 274,000 3,290,000
Carlsbad Water Recycling Facility Improvements - - - - - - -
Carlsbad Water Recycling Facility Irrigation and Landscape 35,000 - - - - - - Carlsbad Water Recycling Facility Roof Replacement 549,025 - - - - - -
Cathodic Protection Program 100,000 100,000 - - - - - Orion Center 199,999 (192,987) - - - - -
Recycled Water Condition Assessment Program 800,001 - 50,000 50,000 50,000 50,000 590,000 Recycled Water Phase 3 - Reservoir 6,852,997 - - - - - -
Recycled Water Pipeline Replacement 350,000 350,000 350,000 350,000 350,000 350,000 5,060,000 Recycled Water Valve and Appurtenance Replacement Program 380,000 - 125,000 125,000 125,000 125,000 1,330,000
Transfer to Recycled Water Operating Fund - 1,500,000 - - - - -
Reservoir Condition Assessment and Repair Program 200,000 - - - - - -
SCADA Improvements 1,996,399 398,000 - - - - -
Total Project Expenditures 16,538,133 2,791,013 996,000 713,000 778,000 799,000 10,270,000
ENDING FUND BALANCE N/A 10,572,599 9,576,599 10,363,599 11,085,599 11,936,599 18,166,599
WATER REPLACEMENT - POTABLE
WATER REPLACEMENT - RECYCLED
WATER CONNECTION - RECYCLED
June 18, 2024 Item #11 Page 597 of 625
I-38
June 18, 2024 Item #11 Page 598 of 625
I-39
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 – Federal Grants such as the Schools
Traffic Safety Program.
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 – 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 – Development fees include Sewer Connection charges for expansion of sewer lines and
facilities.
June 18, 2024 Item #11 Page 599 of 625
I-40
Sewer Replacement – Sewer Replacement is part of sewer user fees and pays for repair and replacement of the
city's existing sewer system.
State Grants – State Grants such as Veteran’s Memorial Park funding.
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 (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 – Development fees include Major Facility Fees used to fund expansion of water lines and
ancillary water facilities.
Water Replacement – 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 – Revenues used to fund new Recycled Water projects; revenues for Phase III expansion
includes grant and loan funds.
Water Recycled Replacement – 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 18, 2024 Item #11 Page 600 of 625
Fiscal Year 2024-25 Budget
Community Workshop
Summary
The City of Carlsbad held a public workshop May 23, from 5:30 to 7:30 p.m., at the Faraday
Administration Center, to provide an opportunity for community members to learn about the proposed
Fiscal Year 2024-25 city budget, ask questions of staff and provide feedback.
Workshop promotion
City staff promoted the workshop through the following channels:
•News release
•Print ad in the Coast News
•Digital ad on the Coast News website
•Social media posts
•Email newsletters
•City website and calendar
•NextDoor post
•Fliers at city libraries and other facilities
•Announcements during City Council
meetings
Exhibit 21
June 18, 2024 Item #11 Page 601 of 625
2
Attendance
16 community members attended all or part of the workshop
13 provided verbal comments or questions
1 provided written comments
Information shared
City staff presented the same budget overview that had been presented to the City Council May 21,
2024. The presentation was broken up into two parts to allow community members to ask questions
and provide comments about halfway through the meeting and again toward the end of the meeting.
Summary of questions and comments
Question: What is the plan is to make the high school safer to cross the street? My daughter attends
CHS and got hit by a car at Chestnut and Highland Drive. Could high schools have crossing guards? Could
there be more patrolling during school times?
Answer: The Police Department evaluates the crossing guard program every year and works with the
city’s transportation staff to assess needs. Typically, crossing guards are not provided at high schools
because of the age of the students. However, the Police Department is providing more patrols at high
schools, and if anyone notices a specific area in need, they should call the non-emergency line at 442-
339-2197 so the Police Department can address the needs.
Question: The budget has increased an average of 7% over the last 10 years. We also need to increase
revenue. Why was staff cut in economic development when that generates revenue?
Answer: Economic development is a top City Council priority. The city’s economic development efforts
are provided through a comprehensive program not an individual staff person. The city continues to
have a full-time economic development manager with significant experience in the field who works with
staff from throughout the city and a team of consultants to implement the program. The eliminated
position focused on innovation and economic development, with about half of the position’s time spent
on the city’s economic development program. Based on City Council direction during the presentation of
the preliminary budget, the final budget presented to the City Council June 18 will reflect a
reassignment of one full time senior program manager, who had previously worked in the Office of
Innovation & Economic Development, to the city’s economic development program. This will leave the
city with two full time managers permanently assigned to the economic development program, more
than the 1.5 full time equivalent positions assigned previously.
Question: Could Carlsbad leverage having a lower sales tax rate than surrounding cities to attract more
economic activity?
Answer: Yes. That could attract more shoppers to Carlsbad, however staff are not aware of any data
showing whether that strategy would generate significant additional revenue. It is something that could
be explored.
Question: Is TOT in line with other competing cities, or could that be increased?
Answer: Carlsbad’s hotel tax rate is slightly below the region’s average. In October 2023, city staff
presented information requested by the City Council regarding a potential TOT increase. Several hotel
operators and others in the tourism industry expressed concern about increasing the rate, given that
they were still managing the effects of the COVID-19 pandemic and higher across the board costs. The
City Council did not give staff direction to further explore a TOT increase.
June 18, 2024 Item #11 Page 602 of 625
3
Question: Is there a possibility of bringing one or both libraries back to seven days per week? Sundays
are more useful than evening hours and morning hours.
Answer: The city regularly evaluates our services to make sure we are meeting the community’s needs
in a way that makes the best use of taxpayer resources. Following the complete library closures due to
the COVID-19 pandemic, the city gradually added back library hours and services, but we opted not to
re-open Dove and Cole on Sundays (the Library Learning Cetner has always been closed Sundays). The
reason for not re-opening on Sundays because it is much less cost-effective to open for just four hours
than for a full day. Instead, we opted to add an extra six hours during the week at no additional cost by
opening an hour early. Another consideration was changes in how people are utilizing library services.
Since the COVID-19 pandemic, use of the library’s digital resources has increased significantly, and our
offerings continue to expand.
Question: If someone who lives in another city buys a car in Carlsbad, which city gets the sales tax
revenue? Are there any other goods that are similar to cars in this way?
Answer: Sales tax on cars is charged at the rate in effect where the car is registered not where it is
purchased. So, for example, if someone from Vista buys a car in Carlsbad, that person would pay Vista’s
sales tax rate of 8.25%, not Carlsbad’s rate of 7.75%. Carlsbad would get the proportion of the sales tax
normally allocated to the city, and Vista would get the extra 0.5%. The proportion of sales tax that goes
to the city is only a small fraction of the sales tax revenue generated in its borders. Most of that revenue
goes to fund state and county government services. Carlsbad gets 1 percentage point or 13% of the
7.75% generated. That means for a $100 purchase, the total sales tax is $7.75 and the city keeps $1.00
of that sales tax to fund city services.
Comment: I am in favor of increasing the hotel tax more than sales tax. Carlsbad has a lot to offer to
tourists.
Question: Why is the city proposing to spend $600,000 for an upgrade to library book check out
technology instead of spending that money on capital improvement projects that are being delayed?
What is the benefit of the library project?
Answer: The project is needed to update the Radio Frequency Identification System, called RFID for
short, which tracks all the library’s books and other materials in an electronic inventory and
automatically sorts materials upon return. The current system is so old that replacement parts are no
longer available. Without a system like this, it would be very time consuming to check books in and out
and manage the overall collection. Likewise, if it were to fail before a replacement were ready, it would
cost a significant amount of staff time and greatly decrease the level of service for library users. It’s
important to keep in mind that many of the Capital Improvement Program projects have different
funding sources than the library, which primarily uses General Fund money. For example, road
improvement projects often use gas tax revenue. Water projects use money from water rates. For this
reason, it’s hard to swap out one project for another.
Question: The Carlsbad Village Association was looking forward to city being very innovative, so it
concerns me that the Chief Innovation Officer is proposed to be eliminated. Were all other cost
reduction options fully explored before making personnel cuts?
Answer: Yes. In the last few budget cycles, the city cut 2% and 3% respectively from ongoing operating
expenses, which totals about $5 million a year. Having already cut operating costs, the next step was to
look at personnel costs. Our goal was to focus on reductions that would have the least effect on our core
June 18, 2024 Item #11 Page 603 of 625
4
city services, and that’s how we chose the positions. Innovation continues to be a city priority, and
eliminating positions is always a very difficult decision.
Question: What is the project for the billiards room at the Senior Center, and why is it needed?
Answer: The project will add controlled access to the room where billiards is played at the Senior
Center. The system will include electronic key cards that are linked to the city’s software that manages
other memberships like the Senior Center fitness center and pool memberships. The Senior Center has
had problems with people (not pool players) interrupting games and otherwise causing disturbances in
this part of the facility. Created a controlled access system will allow people to enjoy the billiards room
without frequent interruptions and distractions.
Question: What is a narcotics safe system?
Answer: Fire Department personnel often need to administer various medications when providing
emergency medical services. The city uses a digital system to ensure narcotics are stored securely. This
system is aging and needs to be replaced with newer technology, so it continues to meet the needs of
our fire personnel charged with managing controlled substances.
Question: Is the IT Department getting 17 more people?
Answer: No. A total of six positions will be moved within the Administrative Services Branch from
Innovation & Economic Development to the IT Department. This is a reorganization of how city data and
GIS mapping services are provided but does not represent an increase in overall staffing.
Question: Why do we plan to cut the DEI manager position? It creates the perception that diversity and
inclusion are not important.
Answer: Similar to economic development, the DEI program continues to be a priority and will continue.
Moving forward staff in the city’s HR Department, many of whom have professional certificates in DEI,
will manage the ongoing implementation of the City Council approved work plan and all areas of EIDB.
Belonging and inclusion both on an internal and external level is a continued focus of our many
programs. When considering which positions to bring forward for elimination, the goal was to minimize
impacts to public facing services and impact positions or programs with legal, risk, liability or compliance
implications.
Question: What is the intent of "just in time" CIP process? What will be the long-term impact? Won’t
you have more off-cycle budget increases coming forward because of it?
Answer: This only applies to certain types of projects. Critical infrastructure projects will not be
included. It is intended for projects that are more discretionary in nature. Instead of allocating
construction funding at the very beginning of a project, City Council will do this once the project is ready
for construction. The 15-year Capital Improvement Program forecast will continue to show projected
construction costs so there are no surprises. It’s just the official act of appropriating the funding that will
happen later. One of the reasons for the change is to provide greater transparency in our fund balances.
When money has been appropriated to a project that is not scheduled to happen for 10 years, the fund
balance will look much smaller. By keeping money in the fund balance, the City Council and the public
will have a better understanding of the total amount of money available for projects.
Question: What is going on with workers comp? Are these legitimate claims? Should there be
investigations? Is the city not providing a safe environment?
June 18, 2024 Item #11 Page 604 of 625
5
Answer: The city has a very intense safety program to keep staff safe. Many of the increases in claims
are due to changes in laws about what qualifies as a workers compensation claim and increases in
medical costs. Agencies throughout the nation are facing similar increases.
Question: I live in La Costa. We have many older things that aren't near city's expectations, because we
were annexed from the county. How do I go about talking to someone to get these things changed?
How can I add projects to the list?
Answer: You can bring forward infrastructure needs at any time, by making a comment at a City Council
meeting, contacting city staff or talking with City Council members. The city prioritizes projects based on
a variety of factors, including considering the age of the infrastructure and its overall condition. But that
doesn’t mean priorities can’t be shifted if a new need comes up.
Question: Talking about general fund forecast, there is still a trending down, are we looking at a deficit
in FY30? Are we doomed due to inflation?
Answer: We focus on a five-year planning horizon because further out than that becomes less accurate.
And, forecasts change on a daily basis based on what’s going on with the economy and other factors. It’s
not uncommon to see decreasing surpluses in the out years. Our projected deficit is now showing up in
fiscal year 2031. This gives us time to make adjustments and strategic decisions about the budget so that
we don’t get to a point where we are projecting a deficit within that five-year window.
Question: What are we doing about the train tracks in the Village? And regarding the billiard room, do
we have a Carlsbad foundation where someone could donate something like that?
Answer: The city doesn't control the railroad, but we are working with regional partners, SANDAG and
NCTD, on a project to lower the tracks through the Village and Barrio. We have advanced some
feasibility studies and have submitted a federal request to fund the design and environmental review. In
terms of foundation funding, the city has many groups that help fund programs and services, like the
Friends of the Library and Friends of Leo Carrillo Ranch.
Question: You have made 110 new hires in the last few years, a lot in IT or data management. Previously
this was contracted out. Full time staff come with benefit costs. Why doesn’t the city focus more on
contracting out services? The library is closed on Sundays, and we have hired a lot of people for the
homelessness program that were grant funded and now the city has to pay the cost. The Point in Time
count numbers show the number of homeless people has increased by 85% so obviously something is
not working.
Answer: We regularly compare the cost to provide services in house vs contracting them out. In the case
of our IT Department, the technical support desk was outsourced several years ago and more recently
brought back in house. The city has also centralized IT services, moving several IT staff working in
departments back to the IT Department. This was done for efficiency and to improve overall service.
These were not new positions to the city, just moved from one department to another.
We continue to outsource several services. For example, contractors maintain the landscaping on road
medians, provide many of our camp programs and other services that are very competitive in the
marketplace (which drives down costs).
We do not fund positions with grant funds, but some positions are funded through restricted funds,
meaning funds that can only be used for a certain purpose. Specifically, we did not fund positions with
COVID relief funding.
June 18, 2024 Item #11 Page 605 of 625
6
In terms of the effectiveness of the city’s efforts to reduce homelessness and its effects on the
community, the most recent Point in Time count showed increases throughout the region and higher
increases in North County. The count is one measure we look at, but it does not provide a complete
picture. We also measure the number of people we have transitioned into housing, the number of
people who have received services, the number of encampment cleanups and other outcomes of our
efforts. Homelessness is a very complex issue, and addressing our community’s concerns remains a top
priority. We report progress regularly to the public and the City Council. Our next update is scheduled
for June 25, 2024.
June 18, 2024 Item #11 Page 606 of 625
Exhibit 22
Policy No.
Date Issued
Resolution No.
Page 1 of 7
Subject: Cost Recovery Policy for Fees and Charges for Services
Purpose
It is important for the city to have a sound and consistent cost recovery policy that will serve as
a management tool for establishing, implementing, and evaluating fees and charges.1 This
policy ensures that the city’s fees and charges are managed in a manner that will:
•Provide for the delivery of quality services
•Maintain and enhance service delivery
•Support a balanced budget through evaluation and review of the city’s total estimated
and reasonable cost of providing services
•Set fee amounts in accordance with local goals as pertains to code compliance, cost
recovery, economic development, and community values
•Ensure that any action to establish, increase, or impose a fee is conducted in a manner
that satisfies the requirements of state law
The City of Carlsbad is authorized to adopt and implement fees and charges for certain
municipal services, provided the fees and charges do not exceed the reasonable cost of
providing such services. This policy sets forth cost recovery targets, timelines for fee increases,
annual cost inflation adjustments, and frequency of comprehensive review for all city fees and
charges.
Background
The city’s fees for services, products, and regulatory activities are not taxes requiring voter
approval under California State Constitution, Article XIII C, Section 1 (a voter initiative added by
Proposition 218 and amended by Proposition 26) if the fees do not exceed the reasonable cost
of the services, products or regulatory activities. In addition to the Constitution, state and local
laws also provide authorization to charge fees for services. For example, Government Code
66014 governs many fees as it pertains to development approvals. The language of
Government Code 66014 mirrors the reasonable cost limitation expressed by the Constitution.
This policy addresses all city fees and charges included in the city’s Master Fee Schedule, with a
few exceptions. Fees for services not subject to this policy typically require different analyses
and adoption processes than the fees that are subject to this policy.
1 The policy, as it applies to Carlsbad Municipal Water District fees and housing services fees, was approved by the
Board of Directors of Carlsbad Municipal Water District of the City of Carlsbad on [date]June 18, 2024, by
Resolution No. [number]______ and the Community Development Commission on [date]June 18, 2024, by
Resolution No. [number]______.
June 18, 2024 Item #11 Page 607 of 625
City Council Policy Statement
March 14, 2023June 18, 2024
Page 2
Subject to this Policy
Not Subject to this Policy
• Miscellaneous administrative
fees
• Special events fees
• Streetlight energizing fees
• City Clerk’s Office fees
• Library fees
• Fire fees:
o Fire extinguishing and
alarm systems permit fees
o Annual inspections and
fire code permits
o Other fire fees
• Fees for development
applications, including
entitlements, plan review, permit
issuance, inspections
• Police administrative and service
fees
• Utility account and service fees
for residential customers
• Utility meter installation fees
• Fees charged on an hourly, time
and materials, or actual cost of
service basis
• Permit fees required to operate a
business
• Any fees prohibited by law from
exceeding the reasonable cost of
providing services
• Deposits and securities
• Safety Training Center facility fees
• All fees for rental or use of city facilities
and/or equipment
• Administrative citation penalties
• Vehicle, traffic and parking civil penalties
• Development impact fees, utility
connection fees
• Trash collection rates
• Fees set through contracts with third-
party vendors
• Water and wastewater service rates and
property related fees and taxes governed
by Proposition 218
• Utility services fees, recycled water and
wastewater fees, third party hydraulic
modelling fees, and other utility fees
• Fees set by external agencies
• Other monetary exactions imposed on a
project on an ad hoc basis in connection
with the approval of a development
project
• Business license taxes
• Emergency medical services, paramedic
and ambulance fees
• Parks & Recreation and Library & Cultural
Arts program and class fees2
• All fees for services set by state or federal
statute
Statement of policy
It is the policy of the City of Carlsbad that the following guidelines will be used in establishing
and maintaining fees and charges:
1. Revenues for individual fees and in aggregate for any fee program shall not exceed the
reasonable cost of providing services.
2 Resolutions No. 2008-192 and No. 2015-173 authorized the City Manager or a designee to set all fees included in
the Community Services Guide provided that fees both do not exceed the cost of providing the program and that these fees are no lower than the lowest fee charged for similar programs in the cities of Oceanside, Vista, San
Marcos, Escondido, or Encinitas.
June 18, 2024 Item #11 Page 608 of 625
City Council Policy Statement
March 14, 2023June 18, 2024
Page 3
2. Comprehensive review of all city fees and charges shall occur every five to seven years.
3. In certain circumstances where cost recovery may be unrealistic or undesirable, the City
Council may subsidize a portion of or an entire fee program and/or individual fees.
4. In certain circumstances where immediate adjustments to full cost recovery may be
impractical, it may be appropriate to phase in fee increases over multiple years.
5. The procedures for adopting fees for development applications or projects shall follow
the procedures for adopting various fees provided by Government Code sections 66016-
66019, or other applicable law, and shall be effective no sooner than 60 days following
the final action.
6. Fees and charges should be sensitive to the “market” for similar services.
7. A unified approach should be used in determining cost recovery levels for various
programs and their individual fees and charges based on this policy.
Influential Factors to Cost Recovery Policy
Reasonable, routinely reviewed, and well managed fees for services are one of the many
responsible financial steps needed to support the city’s overall financial sustainability. When
considering whether fees and charges should be adopted to recover 100% of the costs of
providing services, city staff and the City Council will consider the following influential factors:
• The level of cost recovery should consider the degree to which the public benefits from
the service versus the degree to which the user of the service themselves benefits.
• The level of cost recovery should consider how the pricing of services can affect the
demand and subsequent level of services provided.
Based on the consideration of factors that influence cost recovery policy, the degree to which
pricing for services recovers the city’s costs of providing the service will vary.
• Low-level cost recovery services should aim to recover between 0%-30% of their costs.
These include services where there is no intended relationship between the fee and the
benefit received, that are essential to community safety, or for services where
collecting fees would discourage compliance.
• Mid-level cost recovery services should aim to recover between 31%-80% of their costs.
These include services where the specific user of the service receives a higher level of
benefit than the general taxpayer, but where the city has an interest in encouraging
compliance by subsidizing the cost of the service.
• High-level cost recovery services should recover between 81%-100% of their costs.
These include services where the individual primarily and directly benefits from the
service, not the community at large. These may be services that could otherwise be
provided by the private sector or use of the service is not encouraged.
June 18, 2024 Item #11 Page 609 of 625
City Council Policy Statement
March 14, 2023June 18, 2024
Page 4
Service/Program Cost Recovery
Target
Pricing Strategy
General and Administrative Fees – Finance, Clerk, City Manager
Appeals to City Council MID (31%-80%) Both individual and
community benefit from
the service
Business license master list of new/active
licenses
HIGH (81%-100%) Individual benefit received
from the service
Community facilities district annexation
services
HIGH (81%-100%) Individual benefit received
from the service
Miscellaneous services where amount of the
fee is not set by state or federal statute
HIGH (81%-100%) Individual benefit received
from the service
Special Events Fees
City-sponsored special events. Special
events sponsored by the city or a non-profit
organization with a community-wide benefit
that are free and open to the public
LOW (0%-30%) Community primarily
benefits from the service
Special events that are open to the public
where admission or fees for participation
are not charged
MID (31%-80%) Both the event sponsor
and the community benefit
from the service
Special events where admission is ticketed
or fees for participation are charged
HIGH (81%-100%) Individual benefit received
from the service
Library Fees
Library card replacement, hold requests,
interlibrary loans, general day-to-day service
fees
LOW (0%-30%) Community primarily
benefits from the service
Refund processing initiated by customer LOW (0%-30%) Community primarily
benefits from the service
Fire Fees
Fire code permits, annual occupancy
regulatory inspections (both state-
mandated and non-mandated)
MID (31%-80%) Both individual and
community benefit from
the service
Fire/life safety plan check and inspection
fees for development services (e.g.,
sprinkler, alarms, new construction)
MID (31%-80%) Individual benefit received
from the service. Fees
should generally be set at
the higher end of the mid-
range
June 18, 2024 Item #11 Page 610 of 625
City Council Policy Statement
March 14, 2023June 18, 2024
Page 5
Police Fees
Patrol and general enforcement services MID (31%-80%) Community primarily
benefits from the service
Copies of reports for victims of crimes MID (31%-80%) Ensure access to valuable
service
All fees for records management, towing, or
other items which are not limited per state
or federal statute
MID (31%-80%) Individual benefit received
from the service, or fee is
administrative as pertains
to a violation of code/law
Utility Administrative Fees
New account set up, reinstating of service
for delinquent accounts to the extent not
limited by SB 998,3 meter installation, all
other fees for servicessubject to this policy
MID (31%-80%) Individual benefit received
from the service
Land Development Permitting & Inspection Services
Discretionary Entitlement Permit (review
and processing, including but not limited to
general plan amendment, rezone, local
coastal plan amendment, conditional use
permit, coastal development permit, site
development plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Minor Discretionary Permit (review and
processing, including but not limited to
permits that are more administrative in
nature (i.e., accessory dwelling units))
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Ministerial Permit (review and processing,
including but not limited to building,
grading, map, and improvement plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
3 SB 998 limits the amount that qualifying low-income residential water customers must pay for service
reconnections after shutoff to $50 during normal business hours and $150 after normal business hours. These
figures are subject to annual inflationary adjustments for changes in the Consumer Price Index. See California
Health and Safety Code 116914. Details for residential water customers are available in the Carlsbad Municipal
Water District’s Residential Water Service Shutoff Protection Policy for Nonpayment of Charges.
June 18, 2024 Item #11 Page 611 of 625
City Council Policy Statement
March 14, 2023June 18, 2024
Page 6
Minor Ministerial Permit (review and
processing, including but not limited to
minor commercial or industrial tenant
improvements, adjustment plats, right-of-
way use or encroachment agreements)
MID (31%-80%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Administrative Ministerial Permit (review
and processing, including but not limited to
minor and/or routine residential repairs
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Permit Inspection Services HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Procedures
This Cost Recovery Policy establishes a scheduled program to comprehensively review the fee
schedule to determine if the current fee amounts are reflective of the costs to provide such
services and are consistent with best practices and statutory requirements.
• A comprehensive analysis of city service delivery costs associated with fees and charges
shall be made approximately every five to seven years.
• Off-cycle updates will occur annually, where fees will be adjusted by a percentage equal
to the change in the San Diego Consumer Price Index for All Urban Consumers
published by the Bureau of Labor Statistics or another reasonable inflationary factor.
• Individual fees may be adjusted during the interim period based on supplemental
analysis whenever there have been significant changes in costs.
• The City Council shall have the opportunity to review and the authority to approve any
changes to the Master Fee Schedule.
• The City Council may decide to increase fees over a period not to exceed three years in
certain circumstances where immediate adjustments to targeted cost recovery amounts
may be unrealistic.
Comparability with Other Communities
Comparing the city’s fees to other communities provides useful background information in
setting fees. It allows the city to assess the market price of the service as compared to other
agencies as well as to learn about alternative methods of charging fees for certain services.
However, fee surveys should never be the sole or primary criteria in setting city fees as there
are many factors that affect how and why other communities have set their fees at their levels.
Terms and Limitations
June 18, 2024 Item #11 Page 612 of 625
City Council Policy Statement
March 14, 2023June 18, 2024
Page 7
1. All rights and obligations existing under any user fee schedule in effect prior to the
effective date of a resolution approving a user fee update, shall continue in full force
and effect. Updates to user fee schedules should not affect or disrupt the continuity of
the city’s business or administration of its law, including:
• Actions and proceedings that began before the effective date of the resolution.
• Prosecution for ordinance violations committed before the effective date of the
resolution.
• The amount, or collection, of license, fee, penalty debt, forfeiture, or obligations
due and unpaid as of the effective date of the resolution.
2. This Cost Recovery Policy does not invalidate any action taken prior to its effective date
if the action was proper under the law governing the action at the time the action was
taken.
June 18, 2024 Item #11 Page 613 of 625
Library and Cultural Arts
1775 Dove Lane Carlsbad, CA 92011 442-339-2011www.carlsbadca.gov
May 22, 2024
TO: MAYOR AND COUNCIL MEMBERS
FROM: Library Board of Trustees
SUPPORT OF LIBRARY STAFF BUDGET RECOMMENDATIONS FOR FISCAL YEAR 2024-25
On Jan. 24, 2024, the Library Board of Trustees received a presentation summarizing city
direction on preparation of the fiscal year 2024-25 budget. At the April 24, 2024, meeting, the
Library Board of Trustees received an update on the resulting library budget submission. At the
May 22, 2024 meeting, staff shared City Council direction following the preliminary budget
presentation on May 21, 2024.
Pursuant to Carlsbad Municipal Code Section 2.16.060, the Library Board of Trustees “…may
make recommendations to the city council and advise the city council in matters pertaining
to…the amounts of monies required to operate the library.” At this meeting, by proper motion
and vote, the Library Board of Trustees determined that it supports staff’s budget submission.
Respectfully,
LIBRARY BOARD OF TRUSTEES
William Sheffler, Chair Laurel Moran, Vice-Chair
Dr. Sherman DeForest Gina McBride Katrina Waidelich
SS: fe
cc: Scott Chadwick, City Manager
Cindie McMahon, City Attorney
Geoff Patnoe, Assistant City Manager
Gary Barberio, Deputy City Manager
Exhibit 23
June 18, 2024 Item #11 Page 614 of 625
To the members of t he:
CITY COUN CIL
Date /-/f·)~cA __?'cc ,._...,,.
CM V ACM ~CM {3 )_.::
ncil Me morandum
January 18, 2024
To: Honorable Mayor Blackb n embers of the City Council
From: Scott Chadwick, City Ma ag \
{city of
Carlsbad
Memo ID# 2024004
Re: Overview of the Fiscal Y 024-25 Budget Process, Timeline and Proposed
Position Reductions (Districts -All)
Consistent with the City Council's desire to reduce ongoing spending due to the forecasted
General Fund structural budget deficit and to demonstrate the most prudent use of city
resources, staff has prepared this memorandum about the planning and development of the
fiscal year 2024-25 budget. Included in this memorandum are:
• An overview of the city's current economic outlook.
• A budget planning calendar.
• Direction provided to departments as they prepare their proposed budgets.
• A new approach that will better align the Capital Improvement Program with the City
Council's 5-year Strategic Plan, while increasing transparency and City Council
involvement in project timing and funding.
• An overview of the process to propose projects for the Strategic Digital Transformation
Investment Program.
• A plan to eliminate the equivalent of.12 full-time positions from the city's workforce in
the fiscal year 2024-25 budget, which goes into effect July 1, 2024.
Background
The City Council sets the overall policy direction for the City of Carlsbad and helps staff prioritize
programs, projects and services to support that direction. Public input plays a critical role in
setting both the long-range policy direction of the city and decisions about day-to-day spending.
The City Council adopted a 5-Year Strategic Plan in 2022, which guides the city and serves as a
road map during the budget process by identifying specific, measurable objectives to be achieved
during t he five-year timeframe. The city's budget, in turn, serves as a financial plan and guiding
tool to support the city's mission, including City Council's policy priorities.
The fiscal year 2024-25 budget will preserve the city's continued fiscal sustainability by
maintaining its critical core services, achieving its goals and priorities, and being mindful of the
economic outlook. While administrative leadership's direction for the fiscal year 2024-25 budget
cycle will not require a mandated budget reduction by each department, it will continue t he
expectation that staff incorporate opportunities to do business more efficiently and focus on
spending areas that can be reduced with little to no impact on the community. These cont inued
efforts are in response to the city's anticipated structural deficit, in which the city's expenditures
City Manager's Office
1200 Carlsbad Village Drive I Carlsbad, CA 92008 I 442-339-2820 t
Exhibit 24
June 18, 2024 Item #11 Page 615 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 2
are projected to grow at a faster rate than its revenues. The city is in a much better position
today than it was even a year ago-in part due to an enhanced revenue outlook and recent
efforts by city staff to reduce ongoing costs-nonetheless, the General Fund is projecting an
annual deficit beginning in fiscal year 2028-29. It is imperative this year's budget reflect every
effort reasonably possible to address this structural deficit.
The COVID-19 pandemic and the negative economic impact it had on many of the city's revenue
sources peaked during fiscal year 2020-21 and 2021-22. In response to future economic
uncertainty at that time, the adopted budgets in fiscal year 2022-23 and 2023-24 included
reductions of nearly 2% and 3%, respectively. An accelerated economic recovery from the
COVID-19 pandemic coupled with unprecedented inflation sustained by consumer demand
contributed to the city's General Fund ending fiscal year 2022-23 with a healthy surplus. The
combined impact of these budget reduction efforts and larger-than-anticipated surplus positively
impacted the General Fund's 10-year forecast. The projected deficit is now not anticipated to
occur until fiscal year 2028-29, three years later than the timing projected last year.
Since 2021, the city has dealt with unprecedented inflationary increases, reaching a regional high
of 8.3% in May 2022. The Federal Reserve responded by increasing target interest.rates over the
last couple of years. While inflation has begun to decline, regional inflation was still at 5.2% as of
November 2023. The Federal Reserve is expected to begin reducing target rates in 2024, and
inflation will likely remain a concern the city will continue to manage.
In addition to managing inflation's impact to the city's budget, aging infrastructure is another
challenge that is neither new nor unique to the City of Carlsbad. As the city continues its
transition from "growth and development" to "maintenance," the operating costs necessary to
fund infrastructure maintenance and replacement continues to grow and represent a significant
pressure on the General Fund's resources.
Pension funding also continues to have a significant impact on the city's budget. CalPERS' volatile
investment performance, particularly over the last two years, has significantly increased the
city's costs. The city has taken great steps toward mitigating the long-term risks and associated
costs by prefunding and establishing a Section 115 Trust; however, the annual required
contributions still represent a significant portion of the city's expenditure budget.
Discussion
The city's annual comprehensive budget document includes three sections: Operating Budget,
Capital Improvement Program and Strategic Digital Transformation Investment Program. A
summary of the fiscal year 2024-25 process to create each of these three budgets, as well as
priorities and changes planned for the upcoming fiscal year, are presented below.
June 18, 2024 Item #11 Page 616 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 3
Operating Budget
The Operating Budget is designed to provide funding for all ongoing city operations, one-time,
non-capital projects and work efforts, general support of the city, and the City Council's strategic
policy goals and work plans. The Operating Budget funds ongoing operating and maintenance
costs and provides for appropriate and strategic levels of replacement funding. City staff strive to
ensure that, when preparing the annual budget, one-time revenues are only used to cover one-
time costs, and ongoing costs are not greater than ongoing revenues.
Before the city's Operating Budget is presented to the City Council for adoption, city staff in all
departments prepare individual budgets for their functional areas. The table below depicts the
key phases and dates in the creation and adoption of the city's Operating Budget. This schedule
is subject to change as staff move along in the budget process.
Table 1: Operating Budget calendar for fiscal year 2024-25
Date Task
Jan. 3 City staff hold Operating Budget kickoff meeting -participants include
executive leadership and department budget preparers.
Feb. 1 Special City Council Meeting: Departmental Operations Presentation
Feb.6 Strategic Plan Update at City Council Meeting.
Feb.9 Departments submit their requested budgets to the Finance Department
budget team.
Feb. 9 -March 20 The Finance Department budget team reviews and evaluates
departments' budget submissions.
Feb. 23 Departments complete narrative sections highlighting services,
priorities, accomplishments and budget changes, which are included in
the published budget book.
March 15 Departments update their portions of city's master fee schedule.
March 20-28 Representatives from each department present their budget
submissions in meetings with the City Manager, Assistant City Manager
and Finance Department budget team.
March 28 -May 21 City leadership makes key funding decisions based on City Council
priorities, regulatory requirements, forecast data, and other supporting
data. The Finance Department budget team prepares the preliminary
budget document.
May 21 City staff present the preliminary budget to the City Council.
May 23 City staff hold a community budget workshop.
June 18 The City Council holds a Public Hearing and considers the annual budget
for adoption.
June 18, 2024 Item #11 Page 617 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 4
• Department budget submissions
There are many components that city staff across all operating departments must complete in
their initial budget submissions. Some key activities include, but are not limited to, the following:
• Review full-time and part-time employee allocations for accuracy and opportunities for
reductions or reorganizations to enhance efficiency.
• Review base maintenance and operations budgets. The base budget consists of the prior
year adopted budget for maintenance and operations, excluding any one-time
supplemental budget granted in the prior year and interdepartmental chargebacks, which
are calculated separately. Departments have discretion to change how their maintenance
and operations budgets are utilized in the upcoming fiscal year, as long as the total
requested budget stays within their allocated base.
• Consider supplemental budget needs. As mentioned previously in this memorandum, for
the fiscal year 2024-25 budget, the city will strive to achieve continued fiscal sustainability
by maintaining its critical core services, achieving its goals and priorities and being
mindful of the economic outlook. As such, the upcoming year's budget preparation does
not include a process for departments to request additional funding. However, city
administrative leadership will consider crucial budget needs if they relate to the city's
response to a changing regulatory environment, new laws, cost increases for existing
essential services and other needs.
• Calculate the interdepartmental chargebacks that will be allocated citywide for costs such
as those related to information technology, fleet, workers' compensation, risk
management and other miscellaneous administration. City staff from these areas will
work with other departments to determine needs for the upcoming fiscal year before
calculating chargebacks. The fleet and information technology calculations also include
budgeting for capital outlay for planned replacements, such as vehicles and computers
that have reached the end of their useful lives.
• Estimate revenue for the upcoming year. Some departments have specific sources of
revenue, such as recreation fees. The Finance Department manages general city revenue
collected, while city staff budget for revenue that is department specific.
After departments' requested budgets are submitted and reviewed, an integral part of the
budget preparation process takes place when department staff meet individually with the City
Manager, Assistant City Manager and Finance Department budget team to present their
proposed budgets for the upcoming year. During these meetings, department staff justify their
requested budgets, which may include presentation of data and analysis to support proposed
spending, year-over-year spending trends and information on how programmatic efforts support
the city's 5-Year Strategic Plan. The discussions during these meetings help to ensure that
executive leadership has thoroughly evaluated requested budgets and planned efforts for the
upcoming year, in order to make decisions on the preliminary budget that will be presented to
the City Council for consideration.
June 18, 2024 Item #11 Page 618 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 5
Capital Improvement Program
The City of Carlsbad Capital Improvement Program, or CIP, reflects the city's ongoing
commitment to maintaining the highest standards of quality facilities for our community today
and in the future. It is a planning document, not a commitment for spending. The five-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.
The timeline for developing the upcoming fiscal year's CIP is dictated in Administrative Order
No. 50, Capital Improvement Program -Project initiation, Prioritization, Budgeting and Adoption
Procedure. City staff may submit proposed new CIP projects in December for the upcoming fiscal
year. Project requests are evaluated initially by the CIP Steering Committee Meeting in January
and again in April. This evaluation includes project prioritization and scoring, followed by the
determination of project timing as forecasted funds are available. Based on funding availability
and priority level, proposed CIP projects are then incorporated into the preliminary CIP Budget.
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.
Changes to the CIP Process
City staff have made changes to the CIP process for fiscal year 2024-25 to accomplish the
following:
• Increase transparency around how projects are selected for inclusion, project timing and
funding status.
• Demonstrate stronger alignment to the City Council's 5-Year Strategic Plan.
• Establish more realistic expectations for project cost estimates and delivery.
• Continue to comply with Government Finance Officers Association and SANDAG reporting
requirements.
These changes include:
• A stronger focus on the next five fiscal years, while remaining a 15-year planning
document.
June 18, 2024 Item #11 Page 619 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 6
• Introducing four project categories to clearly communicate the project's purpose. These
include (1) strategic plan, (2) critical need, (3) maintenance, and (4) closeout.
• Budgeting based on project phase. This means rather than budgeting for the entire cost
of a project well in advance of when the project is scheduled to begin, City Council will be
asked to consider appropriating money phase by phase. Phases include: scoping,
conceptual design, final design and construction.
For example, as part of the annual budget process, city staff will request appropriations for a new
project, starting with initial scoping. This typically involves early planning work and a feasibility
analysis. When that work is completed, staff will return to City Council to request appropriation
for conceptual design. When that is done, staff will return to City Council to request funding for
final design, and so on.
These changes will provide the City Council with a greater ability to direct the pace and funding
of major projects, while increasing transparency around projects that are planned and underway.
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. 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.
The timeline for developing the upcoming fiscal year's technology budget is dictated in
Administrative Order No. 89, Strategic Digital Transformation Investment Program -Project
initiation, Prioritization, Budgeting and Adoption Procedure. Similar to the CIP, staff are invited to
submit proposed new projects annually in December. Projects are then evaluated initially in
January and again in April by the city's executive leadership, which assigns a priority level and
funding strategy. Priority projects are then added to the preliminary SDTIP Budget. Although
budget estimates are included for the total project cost, staff request authorization for funding
only the amount needed each budget year. This authorization comes when the City Council
approves the annual budget.
Positions Recommended for Elimination in the Proposed FY 2024-25 Budget
In response to City Council feedback requesting staff identify additional ways to contain ongoing
operational costs within the organization, staff conducted a review of staffing levels, workload
and existing vacancies in an effort to find new opportunities for savings. As a result, staff have
identified 12 full-time equivalent positions that will be recommended for elimination as part of
the fiscal year 2024-25 budget, beginning July 1, 2024. The 12 positions that would sunset
June 30, 2024, include nine vacant full-time, two currently filled part-time positions and two
currently filled full-time positions.
June 18, 2024 Item #11 Page 620 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 7
When considering a reduction in workforce, our goal is to reduce to the extent possible any
negative effects on the service we deliver to the community. The anticipated impacts of
eliminating the positions along with the cost savings are identified below.
1. Management Analyst -Office of the City Manager (Vacant)
The primary function of this position is to prepare and monitor the budget for the City
Manager and City Council offices, perform data analysis, assist with special events,
prepare Administrative Orders for City Manager consideration and triage requests for
action that were directed to the City Manager's Office. This position became vacant in
December 2023. The duties of the position have been delegated to the Executive
Assistant to the City Manager, Legislative & Constituent Services Director and
Intergovernmental Affairs Director. The potential impacts of this position remaining
vacant is the increased workload assigned to other staff in the office, which may result in
a delay to the completion of special projects.
Savings: $132,625
2. Senior Office Specialist -Office of the City Council (Vacant)
The primary function of this position is to coordinate City Council proclamation
presentations, assist with special events and serve as the contact to the City Council when
the Executive Assistant is not available. This position has been vacant since July 2023.
Staff have found efficiencies and redistributed work that will allow this position to be
eliminated while still supporting the City Council's clerical needs. The duties of the
position have been redistributed to the Executive Assistant to the City Council and the
Secretary/Receptionist in the City Manager's Office. Staff have not identified any
negative impacts of this position remaining unfilled.
Savings: $83,681
3. Deputy City Clerk -City Clerk (Vacant)
The primary function of this position is to prepare City Council agendas and minutes;
serve as Clerk for the Legislative Subcommittee and Economic Subcommittee: process
recorded documents, claims, bonds, agreements and contracts; provide notarization
services; and maintain Form 700 filings for city consultants. This position became vacant
in December 2023. The duties of the position have been delegated to the Senior Deputy
City Clerk and Deputy City Clerk. The potential impacts of this position remaining vacant
include potential delays in preparation of City Council meeting minutes, responding to
City Council inquiries, and processing of contracts, agreements, bond releases and
recorded documents. In addition, City Clerk's Office staff will no longer be able to perform
quality control on all board, commission and committee meeting materials that are
prepared by staff in departments with commissions.
Savings: $94,346
June 18, 2024 Item #11 Page 621 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 8
4. Lead Librarian -Library & Cultural Arts (Vacant)
The primary function of this position is to support public services at the Carlsbad City
Library on Dove Lane. This position became vacant in November 2023 due to a promotion
of an employee to Senior Librarian. Management of full-time and part-time employees,
including training, mentoring and payroll, previously handled by the Lead Librarian will be
delegated to a Senior Librarian. A librarian or part-time librarian would assume the
workload at the public service desks. The potential impacts of this position remaining
vacant include reduced public programs. The city currently has three other Lead
Librarians and those positions are currently filled.
Savings: $111,742
5. Production Technician -Library & Cultural Arts (Vacant)
This was a new position approved as part of the fiscal year 2023-24 budget that has
remained unfilled since approval of the budget. The primary function of this position was
to coordinate audio-visual, technical and front-of-house support in the Schulman
Auditorium, Cannon Art Gallery, Gowland Meeting Room and Community Room. Job
responsibilities are currently managed by one Production Technician who accrues about
$10,000 in unbudgeted overtime. Without a second Production Technician, the plan is to
distribute some of the work to library staff at a comparable job classification level.
Without a second Production Technician, program offerings and rentals in the Schulman
Auditorium may need to be reduced.
Savings: $80,957
6. Parks Maintenance Worker-Parks & Recreation (Vacant)
The primary function of this position is to perform general skilled trade work within parks,
beach accesses and trails. Work includes general repairs and replacements of assets (e.g.,
broken or worn park/beach access/streetscape amenities, such as benches and trash
receptacles). This position became vacant in December 2023. The duties of the position
will be performed by a combination of other Park Maintenance Workers and contracts for
outside services. Repairs and replacement of assets, painting/graffiti abatement, and trail
surface refurbishment will be routinely reviewed and prioritized.
Savings: $89,371
7. Associate Engineer-Community Development (Vacant)
The primary function of this position is to perform grad~ng and improvement plan checks
and discretionary permit reviews. This position became vacant in May 2023. The duties of
the position will be distributed to the three existing senior engineering positions within
the Land Development Engineering Division of Community Development without a
significant service level impact.
Savings: $50,239
June 18, 2024 Item #11 Page 622 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 9
8. Business Systems Specialist -Inform ation Technology (Vacant)
The primary function of this position is to implement and support public safety
technology, develop requirements, and gather and analyze data for operational reports.
The position became vacant in May 2023. The duties of the position have and will
continue to be absorbed by existing Information Technology staff. Low priority projects
may be delayed.
Savings: $135,382
9. Senior Environmental Specialist -Environmental Sustainability (Vacant)
The primary function of this position is to supervise staff and coordinate environmental
sustainability programs to ensure compliance with regulatory requirements of SB 1383.
This position became vacant in September 2023. The duties and responsibilities of the
position will be reassigned to the Senior Program Manager. Because this program is now
in its second year of implementation, minimal service level impacts are expected.
Savings: $131,959
10. Chief Innovation Officer-Innovation & Economic Development
The Innovation and Economic Development Department is led by a Chief Innovation
Officer (CIO). The position directs city process improvements, data governance and
economic development. Potential impacts of eliminating this position may include
diminished representation, advice and counsel on cross-departmental leadership groups
and diminished opportunities within city departments to advance innovative concepts
and technology. Necessary responsibilities of the position will be absorbed by existing
staff within the Innovation and Economic Development Department. In addition, the
Senior Program Manager and the Economic Development Manager will report directly to
the Deputy City Manager, Administrative Services. The Data Services Manager, Strategic
Plan Analyst and five Geographic Information Services positions will report to the
Information Technology Director.
Savings: $280,893
11. Senior Program Manager for Diversity, Equity & Inclusion {DEi) -Human Resources
This position was created as part of the fiscal year 2021-22 budget, and the primary
function and intent of the position was to develop, implement and lead a diversity, equity
and inclusion program including the review of current practices and policies to support
the city's DEi Work Plan and maintain knowledge of diversity best practices. St aff has
det ermined that management and implementation of the DEi related work can be
delegated to other staff in t he Human Resources Department now that t he DEi program
has been operationalized throughout the organization.
Savings: $155,785
June 18, 2024 Item #11 Page 623 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 10
12. Administrative Assistant -Administrative Services (Part-time)
The primary function of this position is to perform administrative work within the
Administrative Services Branch. This position reports to the Deputy City Manager in
Administrative Services. Work includes processing accounts payable batches, purchase
order processing, contract routing, credit card statements and various other
administrative work for the department. This position is also responsible for the
preparation of Carlsbad Tourism Business Improvement District (CTBID} agendas,
attending and preparing minutes for the CTBID quarterly board meetings. This position
will become vacant January 22, 2024. The duties of the position will be distributed
among the relative departments within Administrative Services with minimal service level
impacts.
Savings: $31,733
Hourly Professional -Communications & Engagement (Part-time)
The primary function of this position is to promote awareness of and participation in city
programs, services and events, primarily focused on community services. Because the
Communication & Engagement Department has taken advantage of several new
technologies to streamline both its operations and how it communicates with the public,
this position could be eliminated while continuing to meet the city's core communication
and engagement needs. Parks, recreation, library and cultural arts programs would
continue to be supported by the Communication & Engagement Department; however,
some non-essential communication efforts may be scaled back as needed.
Savings: $30,167
Fiscal Impact of Proposed Position Eliminations
General Fund savings resulting from the elimination of these positions is estimated at $1.llM in
fiscal year 2024-25. General Fund cumulative compounded savings at year five is anticipated to
be $6.63 million. Non-General Fund savings is estimated at year five to be $1.61 million, for a
combined compounded savings at year five of $8.25 million.
Comprehensive Annual Budget
City staff will bring forward a preliminary version of all three budget programs described above in
the fiscal year 2024-25 comprehensive budget at a regular City Council meeting in May 2024. City
staff will also hold a Community Budget Workshop in May 2024 and communicate the feedback
received to the City Council in a Council Memorandum. The City Council will receive the final
comprehensive budget in June 2024 for adoption. Following budget adoption, city staff will
prepare the fiscal year 2024-25 budget book and make it available to the public by September
2024.
Next Steps
A special City Council meeting will be held on February 1, 2024, which will include a presentation
on departmental operations, current budgets, staffing and services. The purpose of this
June 18, 2024 Item #11 Page 624 of 625
Council Memo -Fiscal Year 2024-25 Budget Process, Timeline and Proposed Position Reductions
January 18, 2024
Page 11
presentation is to inform the City Council as they prepare to make decisions about the 5-Year
Strategic Plan and its priorities for the upcoming fiscal year. Following the regular City Council
meeting on February 6, 2024, when the 5-Year Strategic Plan will be discussed, staff will
incorporate input received from the City Council into the annual budget process and resulting
preliminary budget, which will be presented at the regular City Council meeting currently
scheduled for May 21, 2024.
cc: Cindie McMahon, City Attorney
Geoff Patnoe, Assistant City Manager
Mickey Williams, Police Chief
Michael Calderwood, Fire Chief
Laura Rocha, Deputy City Manager, Administrative Services
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Zach Korach, Finance Director
Sheila Cobian, Legislative and Constituent Services Director
June 18, 2024 Item #11 Page 625 of 625
FY 2024-25
FINAL BUDGET ADOPTION
Operating Budget
Capital Improvement Program
Strategic Digital Transformation Investment Program
RECOMMENDED ACTION
1.Hold public hearing
2.Adopt resolutions related to:
1.Adopted budget
2.Master fee schedule
3.Appropriations limit
4.Cost recovery policy
2
3
TONIGHT’S PRESENTATION
•Budget priorities
•Budgets by service area
•Citywide revenues and expenditures
•Personnel
•Fee update
•Digital and capital infrastructure
KEY DATES
June 18
Public hearing to adopt budget
and master fee schedule
July 1
New fiscal year begins
Preliminary budget
Capital Improvement Program
Strategic Digital Investment Program
Master fee schedule
May 21
4
Community budget workshopMay 23
ITEM 11: ADOPTED FY24-25 BUDGET
2024-25 PROPOSED BUDGET
Now seeing the cumulative effect of new budget policies
and practices over past 5 years
•Eliminated projected deficit in 5-year forecast
•One of the strongest pension positions in the region
•Growing city reserves
•Money set aside for future needs
•Service levels remain high
5
ITEM 11: ADOPTED FY24-25 BUDGET
6
1. New and updated City Council budget policies
Clear guardrails on reserves and surpluses
Pension debt management
Cost recovery policy
Internal audit policy
Capital funding policy
Debt policy
Utilities reserve policy
2. Direction on closing the structural deficit
3. Consistent priorities through 5-Year Strategic Plan
WHAT GOT US HERE
ITEM 11: ADOPTED FY24-25 BUDGET
WHAT GOT US HERE
7
1. New budgeting practices
No more automatic annual budget increases based on inflation
No automatic roll over of unspent funds
2. Direction to reduce spending for two consecutive years
Modest service level reductions
3. New efficiencies and cost savings
Back to basics: Focus on core needs and regulatory requirements
Re-evaluated how services are provided
Reorganized internal staff structures to optimize output
Better KPIs and more data to help make decisions
ITEM 11: ADOPTED FY24-25 BUDGET
GROWING RESERVES
2022-23
$136 M
64% increase
$83 M
2019-208
$149 M
2024-25
10% increase
ASSET REPLACEMENT RESERVE
•General Fund has approximately $60 million of equipment and machinery inventory
•Useful lives ranging from 5-20 years
•Annual replacements represent significant replacement
•10-year funding schedule
•$17.5 million allocation from General Fund Reserve
•Reduced budgetary impact on General Fund Reserve in future years
9
ITEM 11: ADOPTED FY24-25 BUDGET
GENERAL FUND RESERVES
10
40
%
T
A
R
G
E
T
$17.5 M Asset Replacement Reserve
$10.7 M Section 115 Pension Trust
$9.6 M Economic Uncertainty Reserve
$131 M, 55%
Total Reserve
40% = $95 M
ITEM 11: ADOPTED FY24-25 BUDGET
PENSION PERCENT FUNDED*
11 *Cities issuing Pension Obligation Bonds (Chula Vista, National City, Poway and El Cajon)
to increase their funded status not included
Data as of June 30, 2022
12
PROJECTED REVENUES AND
PROPOSED EXPENDITURES
Zach Korach
Finance Director
13
SU
M
M
A
R
Y
DEPARTMENT 2023-24 2024-25 Change Change
Administrative Services - Administration $0.7 $0.8 $0.1 1.5%
Administrative Services - Finance 5.3 5.6 0.3 5.8%
Administrative Services - Human Resources 5.0 5.1 0.1 2.1%
Administrative Services – Innovation & Econ Dev 2.6 0.9 -1.7 -65.8%
Community Services - Administration 0.6 0.6 0.0 1.2%
Community Services - Community Development 11.0 11.0 0.0 -0.1%
Community Services - Housing & Homeless Svs 2.8 3.2 0.4 16.9%
Community Services - Library & Cultural Arts 13.6 14.5 0.9 6.5%
Community Services - Parks & Recreation 21.1 22.8 1.7 8.1%
Policy & Leadership Group 8.4 8.4 0.0 0.4%
Public Safety - Fire 37.9 41.8 3.9 10.3%
Public Safety - Police 55.6 60.2 4.6 8.2%
Public Works - Administration 1.6 1.6 0.0 -1.9%
Public Works - Construction Mgmt. & Inspection 3.3 3.1 -0.2 -5.8%
Public Works - Environmental Sustainability 1.2 1.2 0.0 2.7%
Public Works - Facilities 7.5 7.2 -0.3 -4.1%
Public Works - Transportation 9.7 10.8 1.1 10.4%
Non-Departmental 29.0 39.7 10.7 37.1%
Total $216.9 $238.5 $21.6 9.9%
CITYWIDE REVENUES
Fund
Estimated Budgeted $%
2023-24 2024-25 Change Change
General Fund $ 234.9 $ 239.0 $ 4.2 1.8%
Special Revenue 24.4 21.9 (2.5)-10.4%
Enterprise 94.4 101.9 7.5 8.0%
Internal Service 46.3 53.1 6.8 14.8%
Total $ 400.0 $ 415.9 $ 16.0 4.0%
14
ITEM 11: ADOPTED FY24-25 BUDGET
By Fund Type
(In Millions)
Budget Budget $%
2023-24 2024-25 Change Change
General Fund $ 216.9 $ 238.5 $ 21.5 9.9%
Special Revenue 20.2 21.3 1.0 5.5%
Enterprise 105.7 118.5 12.7 12.1%
Internal Service 33.3 40.7 7.4 22.2%
Successor Agency Housing Trust 1.1 0.0 (1.0)100%
Total $ 377.3 $ 419.0 $ 41.7 11.1%
CITYWIDE EXPENSES
15
ITEM 11: ADOPTED FY24-25 BUDGET
Estimated Budgeted $%
2023-24 2024-25 Change Change
Property Tax $ 91.8 $ 94.9 $ 3.1 3.4%
Sales Tax 58.9 59.4 0.5 0.8%
Transient Occupancy Tax 34.8 34.8 0.0 0.0%
Franchise Taxes 8.6 8.9 0.3 3.9%
Business License Tax 6.4 6.6 0.2 3.2%
Development Revenues 4.2 5.0 0.8 30.2%
All Other Revenue 30.3 29.5 (0.8)-2.7%
Total $ 234.9 $ 239.1 $ 4.2 1.8%
GENERAL FUND REVENUES
16
By Expenditure Type
(In Millions)
Budget Budget $%
2023-24 2024-25 Change Change
Personnel, gross $ 132.1 $ 136.7 $ 4.6 3.6%
Vacancy Savings (2.0) (2.0) 0.0 0.0%
Personnel 130.1 134.7 4.6 3.6%
Maintenance & Operations 64.9 65.6 0.7 1.3%
Capital Outlay 0.1 0.5 0.4 586.2%
Transfers 21.9 37.5 15.6 71.4%
Subtotal $ 216.9 $ 238.5 $ 21.6 9.9%
GENERAL FUND EXPENDITURES
17
FULL TIME EQUIVALENT DECREASES
* Proposed 2024-25
18
12.06 FTE
12.05 FTE
PERSONNEL REDUCTIONS
19
Policy & Leadership
Management Analyst
Senior Office Specialist
Deputy City Clerk
.5 Comm. & Engagement*
Community Services
Lead Librarian
Production Technician
Parks Maintenance Worker
Associate Engineer
Administrative Services
Chief Innovation Officer*
Sr Diversity, Equity & Inclusion Manager*
IT System Specialist
.5 Administrative Assistant
Public Works
Senior Environmental Specialist
All positions are vacant except those marked with *
ITEM 11: ADOPTED FY24-25 BUDGET
20
GE
N
E
R
A
L
F
U
N
D
F
O
R
E
C
A
S
T
$0.6 M $3.2 M
- 1.0 M
- 5.7 M
- 10.7 M
FY23-24 FY24-25 FY25-26 FY26-27 FY27-28
FY 23-24 ITEM 11: ADOPTED FY24-25 BUDGET
21
GE
N
E
R
A
L
F
U
N
D
F
O
R
E
C
A
S
T
$0.6 M
$17.0 M
$14.1 M
$11.4 M
$6.4 M
FY 24-25 ITEM 11: ADOPTED FY24-25 BUDGET
FEE UPDATES
•Fee increases based on index
•Fee study updates and new fees
•Cost recovery policy
22
23
24
NE
W
P
R
O
J
E
C
T
S
FY 2024-25 FY 2026-29 Total
12,000$ -$ 12,000$
20,000 - 20,000
15,000 - 15,000
62,000 - 62,000
600,000 - 600,000
40,000 - 40,000
500,000 - 500,000
75,000 - 75,000
- 40,000 40,000
- 4,200 4,200
- 200,000 200,000
- 20,000 20,000
- 200,000 200,000
1,324,000$ 464,200$ 1,788,200$
1,324,000$ 464,200$ 1,788,200$
RFID Replacement
Risk Management Solution Assessment
Station Alerting Equipment Replacement
Virtual Reality (VR) Training
AI Assessment
Citywide Validated ID File Transfer
Total New Projects
New Projects - TICF
Command Central A/V Infrastucture
Major Incident/Special Event Management System
Police Records Management Migration
Projects
Billiards Room Membership Infrastructure
Construction Waste Management Tracking
Narcotic Safe Migration
Payment Card Industry (PCI) Compliance
ITEM 11: ADOPTED FY24-25 BUDGET
25
$5.2 M
$23.6 M
$12.7 M
$16.1 M
Starting balance
5 years funding
and interest
Planned spending
Remaining in FY29
BALANCE PROJECTION ITEM 11: ADOPTED FY24-25 BUDGET
26
FY25 REQUEST $15.6 MILLION
27
97.7
84.8
76.7
57.7
39.1
15.6
66
47.6 43.7
0.0
20.0
40.0
60.0
80.0
100.0
120.0
FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Funding requests before
Funding requests now
NEW PROJECTS: GRANT FUNDED
Project FY25 Appropriation District
Paseo Del Norte Pedestrian and Bike
Improvements
$600,000, funded in part through
Caltrans local Highway Safety
Improvement Program 3
Schools Traffic Safety Program $1,100,000, funded in part
through a federal grant All
28
ITEM 11: ADOPTED FY24-25 BUDGET
NEW PROJECTS: MAINTENANCE
Project FY25 Appropriation District
Carlsbad Water Recycling Facility Improvements $350,000 3
Carlsbad Municipal Water District Building and Site Improvements $600,000 2
Downtown Tile Replacement $250,000 1
Fire Station 5 Renovation $150,000 2
Flower Fields Overlook Sidewalk Replacement $250,000 2
Green Paint on Bike Lanes Maintenance $250,000 All
La Costa Avenue Box Culvert Cleaning $275,000 4
Magee Park Building Restoration $200,000 1
Parks Maintenance Program
(Scoping, final design) $644,000
(Construction) $1,503,00 All
Police and Fire Headquarters Parking Lot and Exterior Improvements $120,000 2
Synthetic Turf Replacement Poinsettia Park $1,800,000 1, 2, 3
STRATEGIC PLAN PRIORITY PROJECTS
•47 projects total
•52 in original plan
•Some combined, some no longer needed
•35 projects on track for strategic plan deadlines
•12 projects had a change
•Change in priority
•Need more information/scoping process
•Lack of funding
30
CLOSED PROJECT ACCOUNTS
31
Project District Savings
City Hall Exterior Refurbishment 1 -
Coordinated Traffic Signal Program Citywide -
El Camino Real and Agua Hedionda Creek Bridge Railing and
Sidewalk 2 -
Fire Flow Capacity System Improvements 1 -
Leo Carrillo Ranch Roof Repairs 3 $80,000
Library Fire Alarm Panel Upgrades 1, 3 $39,990
New Village Arts Building Roof and Exterior Refurbishment 1 $8,230
Water Loss Monitoring Program Citywide -
TOTAL RETURNED TO FUNDS $128,220
RECOMMENDED FOR REMOVAL
Project District Balance
Camino Hills and Jackspar Drive Slope Stabilization 2 $768,681
Christiansen Way Improvements 1
Cole Library Security Fencing 1 $144,435
Drainage Facility DQB (La Costa Town Center)4
Drainage Facility DZ (Poinsettia Lane)3
Ocean Street Restroom Facility 1 $769,895
Palomar Airport Road, Avenida Encinas Improvements (GMP)2, 3 $230,000
Palomar Airport Road and College Boulevard Improvements 2 $735,901
TOTAL RETURNED TO FUNDS $2,648,912
32
Questions
33