Carlsbad City Council
June 7, 2022

CA Review CKM

Meeting Date: June 7, 2022

To: Mayor/President and City Council/Board of Directors

From: Scott Chadwick, City Manager/Executive Manager

Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services [email protected], 442-339-2415

Paz Gomez, Deputy City Manager, Public Works
[email protected], 442-339-2751

Subject: Fiscal Year 2022-23 Preliminary Capital Improvement and Strategic Digital Transformation Investment Programs

Districts: All

Recommended Action
Accept a report detailing the proposed fiscal year 2022-23 preliminary Capital Improvement and Strategic Digital Transformation Investment Programs and provide direction to staff on any changes desired.

Execut
ive Summary
The City of Carlsbad maintains a long-term plan called the Capital Improvement Program, which includes infrastructure and other projects critical to maintaining Carlsbad’s excellent quality of life. With each year’s budget, staff recommend funding for projects and provide an update on the long-term plan. Starting in 2021, staff took a similar approach to meeting future technology needs with the Strategic Digital Transformation Investment Program. Both of these programs allow the city to plan ahead for large expenses and make steady progress on important projects.

The presentation of the preliminary fiscal year 2022-23 Capital Improvement and Strategic Digital Transformation Investment Programs is an opportunity for the City Council/Board and the community to review the proposed projects and budgets prior to the public hearing when they are considered by the City Council/Board for adoption, as part of the annual budget process. This public hearing is scheduled for June 14, 2022.

The proposed Capital Improvement Program includes several changes:
• An accelerated timeline for lighting and traffic projects in the Village and Barrio, which was requested by the City Council at a recent workshop.

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• A list of projects that will be delayed to free up resources needed to accelerate the Village and Barrio projects.
• 14 new projects added to the 15-year program.
• $43.4 million in funding for projects in fiscal year 2022-23.

The p
roposed Strategic Digital Transformation Investment Program includes the following:
• 10 new projects added to the five-year program.
• $3.9 million in funding for projects in fiscal year 2022-23.

Discuss
ion
Capital Improvement Program
Carlsbad takes a long-range planning approach to building high quality facilities and infrastructure that support the needs and priorities of the community. Projects in the program are generally defined as any construction, rehabilitation or replacement of major infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground.

Becaus
e of the city’s financial planning, city staff are able to modernize, repair and replace infrastructure such as buildings and parks, water, sewer and drainage systems, bridges and roadway systems. City staff prioritize projects in the 15-year Capital Improvement Program using several factors, including risk to health, safety and environment, regulatory or mandated requirements, community values, asset condition, annual recurring costs and asset longevity, scheduling and cost efficiencies, project readiness and funding availability. Staff also consider community input, consistency with studies and reports, staff availability, alignment with operating budget and level of service standards or expectations.

The C
ity Council held special meetings this year on April 20, April 26 and May 3 to discuss prioritization of the projects in relation to a new five-year City Council strategic plan. During the April 26 workshop, the City Council passed three motions directing staff to:

1. Accelerat
e the Tyler Street traffic circulation study, the Village and Barrio traffic circles and all the Village and Barrio lighting projects.

2. Work with other regional agencies to prioritize the trenching project studies, remove this project from the list, reestablish costs for studies and work with the San Diego Association of Governments and legislative representatives to seek funding.

3. Prioritize maintenance repairs within the current budget on the Monroe Street Pool through 2026.

To acc
ommodate these changes without adding new resources, city staff informed the City Council at the April 26 meeting that other projects would need to be deprioritized, and staff would return at the June 7 meeting with this information.

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At its May 3 special meeting, the City Council passed the following motion:

Keep the following projects on their existing timelines:

1. South Shore Agua Hedionda Lagoon Trail

2. Sustainable mobility plan implementation

3. Stagecoach Park Community Garden

4. Maerkle solar project

5. New Fire Station 7

6. New City Hall and Civic Center

7. College Boulevard extension

8. South Carlsbad Coastline: Road realignment and public spaces

Implementation of directed changes to Capital Improvement Program Staff has developed the following plan, based on City Council’s direction:
• The Tyler Street traffic circulation study is now estimated to be complete in late 2024 instead of 2023.
• Six new projects are being proposed to be added to the program to address all locations identified in the 2019 Village decorative lighting study. • Additionally, portions of the Carlsbad Boulevard pedestrian lighting project could be incorporated into the Village decorative lighting projects to save time and money • A single project manager has been assigned to the Village and Barrio traffic circles project and all the Village and Barrio lighting projects to increase efficiency and coordination among these projects, which are now projected to be completed a year earlier than originally estimated.
• Railroad double tracking has been removed from the program list and a prior funding balance of $12,675 from the General Capital Construction fund will be reallocated. The city’s transportation director will partner with the Intergovernmental Affairs director to further regional efforts and secure outside funding.
• Staff have already addressed several maintenance needs at the Monroe Street Pool and will continue to maintain this facility until it can be replaced. Under Carlsbad Municipal Code Chapter 1.24, replacement of the pool facility will require voter approval.

Proposed ballot language will be brought forward for City Council consideration at a future meeting. The deadline for placing the pool project on the November 2022 ballot is in mid-August.

Acceleration of the Village and Barrio projects directed by the City Council requires staff to reassign or delay other projects. To determine which projects to delay, staff reviewed projects planned for the next five years that need a project manager with expertise in transportation engineering. Staff then screened out projects that met one or more of the following criteria:
• Required to maintain public health and safety
• Required to meet legal mandates
• Required to meet growth management program facility standards • Projects with grant funding that would be lost due to a delay

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Based on this analysis, staff determined it is not possible to keep all of the projects identified by the City Council at its May 3, 2022, meeting on their current timelines while accelerating the Village and Barrio projects.

To free up enough project management time to accelerate the Village and Barrio projects identified by the City Council, the following changes are recommended by staff:
• College Boulevard extension: current project field work and other activities would be paused until available project management resources become available. Estimated restart would be in 2023 or later.
• Terramar area coastal improvements (roadway portion): project may be delayed by an additional year to 2026. Work on the utilities project in Terramar, which will be completed prior to the roadway improvements, will continue as planned. • Valley and Magnolia complete streets: project may be delayed by an additional year to 2027.
• Sustainable mobility plan implementation: projects may be delayed by an additional year to 2024. The first batch of projects include Cannon Road/Paseo del Norte, Jefferson Street, La Costa Avenue, Las Flores Drive and Tamarack Avenue. • Bridge preventive maintenance program: maintenance projects may be further deferred by a year.

The fiscal year 2022-23 Capital Improvement Program outlines about $43.4 million in new appropriations to provide additional funding for continuation of existing projects as well as funding for new projects. The following chart details appropriations by project type for 2022- 23:

As current project conditions and scope are continually re-evaluated, some projects are removed from the list. This streamlining process allows for unspent balances to be returned to the original funding sources for reallocation to other projects. In fiscal year 2022-23, 17 projects are proposed for removal from the program because of City Council direction, consolidation with other projects or changed conditions which caused the project to no longer be warranted.

Civic Projects and
Facilities
Maintenance
4%
Parks
4% Drainage
8%
Sewer
32%
Water and
Recycled Water
6%
Transportation
46%
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The 15-year program includes 14 proposed new projects with a total funding request in fiscal 2022-23 of about $2.1 million. Details on proposed new projects begin on page I-5 of Exhibit 1.

Estimated budget information is shown for a 15-year period to provide the most comprehensive information about known future projects. A complete list of projects and estimated funding included in the 15-year program is included in Exhibit 2. All future construction costs are estimates that are reviewed and refined each year.

The Capital Improvement Program is funded from capital funds such as General Capital Construction and Infrastructure Replacement Fund as well as developer fees, special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, water and wastewater replacement funds, and other sources such as grants, sales taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2022-23 are $59.5 million. Projected capital fund balances, revenue and expenditure summaries are provided beginning on page I-16 of Exhibit 1. Further details by fund are provided in Exhibit 3.

Strategic Digital Transformation Investment Program
City staff introduced Connected Carlsbad: An Inclusive City Innovation Roadmap to the City Council in January 2019, to provide a high-level, organized guide to the principles that matter to the city in creating a more connected community. The Strategic Digital Transformation Investment Program was put in place last year to expand Connected Carlsbad by defining a strategy for evaluating and prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines. This new investment program is organized into the five primary Connected Carlsbad goal areas approved by the City Council on Jan. 14, 2020 (Resolution No. 2020-005).

The digital program includes budget estimates for projects planned over the next five years, so the City Council and the community are aware of long-term plans and funding needs. Even though budget estimates are included in the five-year plan, staff may only spend money on the projects included in each year’s adopted city budget. More information about the city’s strategy to invest in digital transformation and how the city evaluates these projects can be found in the digital program document – Exhibit 4.

Over the course of the current fiscal year, two projects that were approved as part of the fiscal 2021-22 digital program have been completed: The Records Management System Expansion which allowed for expanded workflow within the core document management system used citywide; and the Unified Communications System that replaced a more than 20-year-old telephone system.

The fiscal 2022-23 digital program outlines 33 continuing and new projects planned over the next five years at an estimated total cost of $27.3 million. The City Council has already appropriated $12 million toward these projects through the 2021-22 budget process approved on June 6, 2021 (Resolution No. 2021-132). Staff propose approximately $3.9 million in new budget appropriations to execute the 2022-23 projects. This means an additional $11.4 million will be needed to complete the projects planned through the five-year period.

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The tables below present estimated total project costs by primary goal area in Connected Carlsbad for fiscal years 2023-27 (five years) and 2022-23 (one year):

Strategic Digital Transformation Investment Program projects for fiscal year 2023-27 appropriations by Connected Carlsbad goal area
(in millions)
Percent Total Cost
Pursue communitywide digital transformation 48% $13.0
Build capacity for data-driven decision making 7% 1.8
Foster a vibrant civic engagement culture 5% 1.4
Enhance accessibility and transparency 5% 1.5
Promote security and sustainability through connectivity 35% 9.6 Total 100% $27.3

Strategic Digital Transformation Investment Program projects for fiscal year 2022-23 appropriations by Connected Carlsbad goal area
(in millions)
Percent Total Cost
Pursue communitywide digital transformation 31% $1.2
Build capacity for data-driven decision making 10% .4
Foster a vibrant civic engagement culture 2% .1
Enhance accessibility and transparency 10% .4
Promote security and sustainability through connectivity 47% 1.8 Total 100% $3.9

The details of the five-year and one-year appropriations requests can be found in Exhibit 4 starting on page H-12.

Each project identified in the digital program is important to the overall technology health of the city by providing for increased efficiencies, security, transparency and/or informational knowledge.

There are three funding sources for the $3.9 million in appropriations that the digital program is requesting for fiscal year 2022-23 as follows:
• 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 4 on page H-43.

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Options
The City Council/Board may accept the report of the proposed fiscal year 2022-23 Capital Improvement and Strategic Digital Transformation Investment Programs without changes.

Alternatively, after receiving this report, the City Council/Board may direct staff to make changes to the proposed fiscal year 2022-23 Capital Improvement and/or Strategic Digital Transformation Investment Programs prior to the public hearing date of June 14, 2022. Any changes will be reflected in the final proposed budget documents presented at the public hearing.

Fiscal Analysis
These are the preliminary Capital Improvement and Strategic Digital Transformation Investment programs budgets for fiscal year 2022-23 and any changes made by staff or the City Council/Board will be reflected in the final documents at the public hearing to consider adoption of the final budgets on June 14, 2022.

Next Steps
On June 14, 2022, the City Council/Board will hold a public hearing to consider adoption of the fiscal year 2022-23 Operating Budget, Capital Improvement Program, Strategic Digital Transformation Investment Program and the revised Master Fee Schedule. Any changes directed by the City Council/Board will be reflected in the final documents at the adoption meeting on June 14, 2022.

Environmental Evaluation
This action does not constitute a “project” within the meaning of the California Environmental Quality Act under California Public Resources Code Section 21065. It has no potential to cause either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment and therefore does not require environmental review.

Public Notification
Public notice of this item was posted in keeping with the state's Ralph M. Brown Act and it was available for public viewing and review at least 72 hours before the scheduled meeting date.

Exhibits

1. Fiscal Year 2022-23 Capital Improvement Program

2. 15-year Capital Improvement Program projects list

3. Capital Improvement Program summary by fund

4. Fiscal Year 2022-23 Strategic Digital Transformation Investment Program

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EXHIBIT 1
I-1

CAPITAL IMPROVEMENT PROGRAM

The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment to maintaining the highest standards of quality facilities for our community today and in the future. It is a planning document, not a commitment for spending. The 15-year program outlines the expenditure plan for future capital projects and the corresponding revenues to pay for those expenditures.

Projects that are shown in the CIP are generally defined as any construction, rehabilitation or replacement of major infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground. In most cases, the total construction cost of each of these assets is recorded and tracked as part of the city’s inventory of capital infrastructure assets and other city-owned property.

Once the City Council adopts the proposed annual CIP budget, projects receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget information is shown for a 15-year period to provide the most comprehensive information about known future projects. Spending authority in future years is not granted until adoption of the annual proposed CIP budget associated with each year.

The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high quality facilities and infrastructure that support the needs and priorities of the community. Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing infrastructure projects through numerous asset management programs.

The CIP is organized by the following project classifications:

Planning
Study
Plan
Assessment
Maintenance &
Operations
Technical master plans
Repair
Refurbishment/
rehabilitation
Modifications
Improvements
Maintenance program
Monitoring
Replacement
Upgrade
Capital Projects
Regulatory & Policy-
Driven:

Legal requirements,
compliance with Growth
Management Plan,
Climate Action Plan,
defined projects to
implement policies,
plans and goals adopted
by the City Council
Community
Enhancements: new
facilities, expansions,
parks & trails, traffic
signals, coastal
improvements
Project
Accounting
CFD #1 Admin
Open space
acquisition
Loans
Repayment/transfer
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I-2

INVESTING IN OUR QUALITY OF LIFE

As the city continues to grow and develop, there is a corresponding increase in the demand for development-related services and new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth Management Plan in 1986. The plan was established to manage development within the city by linking residential, commercial, and industrial development directly to standards for availability of public services and facilities.

The Growth Management Plan states that unless a standard level of facilities is available to meet new demands resulting from the city’s growth, development cannot proceed. Recently, certain actions, such as imposing a moratorium, have been determined to be impermissible by the California Housing and Community Development Department, per Senate Bill 330, Housing Crisis Act of 2019, which became effective on Jan. 1, 2020.

The detailed level of planning required by Growth Management has allowed the city’s CIP to anticipate the funding needed for capital improvements in the next 15 years. Facilities such as community centers, parks and fire stations have been constructed and opened to the public under this program.

The CIP has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the fiscal year 2022-23 CIP, compliance with the Growth Management Plan is continued.

PROJECT EVALUATION

Development of the CIP is a team
effort involving all operational
departments, the City Manager’s
Office, the City Council, and the
community. Community feedback on
infrastructure needs is considered
and incorporated as appropriate. The
CIP is fully vetted at multiple levels of
the city organization by appropriate
staff using an inclusive and
transparent process, and reviewed
on a quarterly basis.

Capital
Improvement
Program
Public health
and safety
City mission,
vision and
organizational
values
Community
values
Environmental
review
Governing and
policy
documents
Funding
availability
City
Council
goals
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EXHIBIT 1
I-3
Projects were evaluated for the ability to deliver realistic outcomes considering anticipated revenue decreases in some capital funding sources. The city remains focused on matching existing resources with reasonable and achievable project schedules while continuing to work on projects that are already underway. Existing project balances were evaluated to determine whether additional funding was needed or if the existing balances were adequate. Funding recommendations were matched against project timing and balanced against available funding sources.

As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels of service throughout their lifecycle. Recommendations for project funding consider current project status, project scheduling and sequencing requirements, project constraints, and current staff capacity. Project charters are updated to include project description, location, summary of need, justification including any legislative or policy citations, cost estimates, and project scores.

FISCAL YEAR 2022-23 APPROPRIATIONS BY CATEGORY

In the fiscal year 2022-23 CIP, there are approximately 226 continuing and new projects planned over the next 15 years. The fiscal year 2022-23 CIP outlines $43.4 million in new appropriations to provide additional funding for the continuation of existing projects as well as funding for 14 new projects.

Projected revenues during the same fiscal year are estimated at $59.5 million.

Capital Projects
50%
Maintenance &
Operations
34%
Project Accounting
16%
FY 2022-23 Appropriations by Category
$4.4 million
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I-4
FISCAL YEAR 2022-23 APPROPRIATIONS BY PROJECT TYPE

Civic Buildings and Facility Maintenance
$1.7 million
This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs include repair, maintenance and replacement of civic buildings.

Parks
$1.8 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing, picnic areas and other needs identified by the community and in recently updated parks master plans.

Drainage
$3.3 million
The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as well as maintaining the water quality of the city’s creeks, lagoons and ocean. As the city continues to age, it is increasingly necessary to balance repairing and replacing the existing lines with enhancing the current infrastructure to accommodate future needs.

Sewer
$13.9 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are built and paid for with impact fees collected with new development.

Water and Recycled Water
$2.8 million
Future water and recycled water projects include construction of new pipelines, replacement of existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been producing and delivering recycled water for over 30 years.

Transportation
$19 million
People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they drive, walk, bike, or ride a bus or train. The city continues to invest in modernizing roads, leveraging technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways, bridges, sidewalks and other assets in public rights of way throughout the city.

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EXHIBIT 1
I-5

NEW CAPITAL IMPROVEMENT PROJECTS
Chinquapin Lift Station Improvements

Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement

Budget
FY23 $ 300,000
FY24 $ 920,000

TOTAL $ 1,220,000

About This Project
The project will replace the generator and electrical equipment and construct a building to reduce corrosion of the electrical gear.

Project Need
Expansion of the enclosure is required to meet the electrical code. Salt laden air causes premature corrosion of electrical equipment, and a climate-controlled building is necessary. Generator replacement will provide continued reliability. The project is consistent with California Electrical Code.

C -Tank Access Road Repair and Electrical
Improvement

Managing Department: Utilities
Classification: Capital Project
Funding Source: Recycled Replacement,
Recycled Connection

Budget
FY23 $ 300,000
FY25 $ 1,590,000

TOTAL $ 1,890,000

About This Project
The project will repair asphalt and unimproved portions of the access road to maintain vehicle access to the reservoir. The project will provide electrical service from the end of Bobcat Boulevard to the reservoir for future Supervisory Control and Data Acquisition, or SCADA, and communications purposes.

Project Need
Ensures access to the facility is preserved and provides future SCADA and communication capabilities.

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I-6
Leo Carrillo Ranch Park Phase 3B

Managing Department: Parks and
Recreation
Classification: Capital Project
Funding Source: Park-in-Lieu Southeast

Budget
FY25 $ 500,000
FY26 $ 500,000
FY27 $ 1,400,000

TOTAL $ 2,400,000

About This Project
The individual projects that comprise the Leo Carrillo Ranch Park Phase 3B Project were included in the 1998 City Council approved (AB #14,521, Jan. 13, 1998) Leo Carrillo Ranch Master Plan. In 2014, the city held a public workshop on prioritization of the park’s individual projects for future planning and cost estimating purposes. The details of this project were prioritized by stakeholder and staff feedback received at that workshop. The project will include updates and improvements to the Carriage House, the Caretaker’s Residence, Botanical Garden, West Meadow, Botanical Trail, Arbor, and Feed Storage Building/Tack Shed. This prioritization of the park’s individual projects was affirmed via the 2015 Parks & Recreation Department Master Plan.

Project Need
The Phase 3B project is consistent with the City Council approved 1998 Leo Carrillo Ranch Park Master Plan and the City Council adopted 2015 Parks & Recreation Department Master Plan (Park, Facility and Program Rankings).

Orion Complex Energy Storage

Managing Department: Facilities
Classification: Planning
Funding Source: General Capital Construction

Budget
FY27 $ 250,000

TOTAL $ 250,000

About This Project
Study feasibility of alternative energy generation and storage, such as a microgrid, to support city facilities located along Orion Way.

Project Need
If feasible, the project could offset ongoing energy costs and contribute to the city’s use of renewable energy sources.

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EXHIBIT 1
I-7
Poinsettia Lift Station Rehabilitation

Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement

Budget
FY24 $ 2,500,000

TOTAL $ 2,500,000

About This Project
Replacement of the three pumps and related mechanical equipment and electrical and odor control improvements.

Project Need
Improvements will provide continued functionality of a critical wastewater facility and mitigate potential of Sanitary Sewer Overflows.

Stagecoach Community Park Community Gardens

Managing Department: Parks and
Recreation
Classification: Capital Project
Funding Source: Park-in-Lieu Southeast

Budget
FY23 $ 225,000
FY24 $ 200,000

TOTAL $ 425,000

About This Project
The maintenance yard has become available for a new use. Staff proposes converting maintenance yard at Stagecoach Park into a raised container community garden. Project will include 20 raised planting beds, kiosk, composting bins, tool storage and benches.

Project Need
To address demand for community gardens in southeast quadrant. The project is consistent with the Parks and Recreation Master Plan.

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I-8
Traffic Signal Right Turn Overlaps

Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax

Budget
FY23 $ 150,000

TOTAL $ 150,000

About This Project
Traffic signal modification to provide right turn overlap phase at Poinsettia/Paseo Del Norte southbound approach, El Camino Real/Tamarack Avenue northbound approach, and Palomar Airport Road/Melrose Drive eastbound approach.

Project Need
Right turn overlap phasing improves traffic flow through an intersection by allowing right turns to occur at the same time as the protected left turn movement on the intersecting road. This improves traffic flow efficiency while also reducing vehicle idling and emissions.

Vista/Carlsbad Interceptor – Point Repair Reaches
VC13 & VC14

Managing Department: Utilities
Classification: Maintenance and Operations
Funding Source: Sewer Replacement

Budget
FY23 $ 200,000
FY24 $ 600,000
FY25 $ 600,000

TOTAL $ 1,400,000

About This Project
Rehabilitate approximately 8,600 lineal feet of existing 42-inch diameter interceptor sewer pipeline and manholes with cured-in-place pipe. Carlsbad shares the total cost of the project with the City of Vista as a percentage of capacity.

Project Need
The existing 42-inch sewer is plastic lined and was constructed in the 1960's. Due to age and deformations in plastic liner, a comprehensive rehabilitation is needed.

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EXHIBIT 1
I-9
Village Decorative Lighting – Carls bad Village Drive
from Harding Street to Ocean Street

Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction

Budget
FY23 $ 400,000

TOTAL $ 400,000

About This Project
Install decorative lighting solutions along streets as prioritized in Phase 3 of the 2019 Village Decorative Lighting Study.

Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022.

Village Decorative Lighting – Train Station Area

Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction

Budget
FY24 $ 800,000

TOTAL $ 800,000

About This Project
Install decorative lighting solutions along streets as prioritized in Phase 4 of the 2019 Village Decorative Lighting Study.

Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022.

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I-10
Village Decorative Lighting – Hospitality District

Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction

Budget
FY24 $ 800,000

TOTAL $ 800,000

About This Project
Install decorative lighting solutions along streets as prioritized in Phase 5 of the 2019 Village Decorative Lighting Study.

Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022.

Village Decorative Lighting – Gateway Lighting

Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction

Budget
FY24 $ 900,000

TOTAL $ 900,000

About This Project
Install decorative lighting solutions along streets as prioritized in Phase 6 of the 2019 Village Decorative Lighting Study.

Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022.

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EXHIBIT 1
I-11
Village Decorative Lighting – Pedestrian Lampposts
Oak Avenue

Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction

Budget
FY24 $ 450,000

TOTAL $ 450,000

About This Project
Install decorative lighting solutions along streets as prioritized in Phase 7.1 of the 2019 Village Decorative Lighting Study.

Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022.

Village Decorative Lighting – Pedestrian Lighting at
Village Outskirts

Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction

Budget
FY24 $ 850,000

TOTAL $ 850,000

About This Project
Install decorative lighting solutions along streets as prioritized in Phase 7.2 of the 2019 Village Decorative Lighting Study.

Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City Council on May 3, 2022.

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I-12

CAPITAL IMPROVEMENT PROGRAM REVENUES

Over the next 15 years, revenues for capital projects are estimated at $758.6 million and are segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad, (2) special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds other than wastewater and water, (5) general capital construction funds, and (6) other sources, including grants, sales taxes and contributions from other agencies.

Approximately 18.9% of all capital revenue is received as a result of development, including Developer Fees and financing districts in the chart above, and is dependent upon assumptions made about the city's annual growth in dwelling units and commercial and industrial square feet. These revenues include Public Facilities Fees, Traffic Impact Fees, Park-In-Lieu Fees, Planned Local Drainage Fees, Water Connection Fees, Sewer Connection charges, and community facilities districts and bridge and thoroughfare benefit districts fees.

Water and wastewater replacement revenues generated by user fees equal approximately 36.8% of total revenues and are used to pay for replacement of existing water and sewer facilities.

Infrastructure Replacement and General Capital Construction revenues, equal to 18.2%, are transfers from the city’s General Fund, which are being set aside to pay for replacement of major capital facilities other than wastewater and water facilities and the construction of various municipal projects. The remaining 26.1% consists of revenues from other agencies and include federal and state grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from cities, developers, and other agencies.

Financing Districts

4.0% General Capital
Construction

9.1%
Infrastructure
Replacement Fund

9.1%
Other agencies

26.1%
Developer fees

14.9%
Utility Replacement
transfers

36.8%
Capital Improvement Program
Projected Revenues FY 2022-23 to FY 2035-37
$758.6 million
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EXHIBIT 1
I-13

FUTURE GROWTH AND DEVELOPMENT

As shown on the graph on the previous page, there are a variety of revenues that are used to fund the capital projects. In order to estimate revenues to be received from development, several assumptions about the rate and type of future development are made. These assumptions can change from year to year and tend to correlate with the current economic climate.

Every year, city staff evaluates all existing and future private development projects and compares this information to the capacity of the city using the most current adopted general plans. Information about existing development activity combined with estimates of how remaining net developable land might develop is then summarized to prepare future projections about when and where residential and non-residential development may occur. The following table shows the number of residential units and non-residential square feet of development that was used in calculating estimated revenues for fiscal year 2022-23 and subsequent years to build out.

Projected Future Development

Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital funds are sufficient, significant operating cost impacts and availability of staff resources are also considered in evaluating the timing of projects. Where funding discrepancies occur, alternative financing methods and project timing are evaluated and recommendations are made to resolve the discrepancies.

Conservatively, about 3,158 residential units are anticipated for future development, and it is currently estimated that the city is more than 90% built out. Residential development for fiscal year 2022-23 is projected at 396 units, and, over the next five years, should average 256 units per year.

The amount of non-residential development is projected at about 419,000 square feet over the next five years.

Projects include several multi-family residential developments, commercial industrial, office and other mixed-use projects. Development estimates provide data for estimating future fee revenues, which are calculated by multiplying each applicable development fee by the estimated number of dwelling units and/or square feet of construction expected during each year.

June 7, 2022
Item #13 Page 20 of 99
I-14

FUTURE PROJECTS

The CIP for fiscal year 2022-23 to fiscal year 2035-37 outlines approximately 246 projects at a cost of $695 million. Long-range planning and responsible asset management play key roles in the development of future capital projects. Using data from various infrastructure master plans, ongoing asset condition assessments, technical modelling, field inspections as well as community feedback, the information provided for future years reflects the most comprehensive snapshot of known or anticipated future projects as well as associated estimated costs.

Civic facilities
11%
Parks
9%
Drainage
7%
Wastewater
28%
Water/Recycled
Water
22%
Transportation
23%
Future Project Costs By Type
FY 2022-23 to FY 2035-37
$695 million
June 7, 2022
Item #13 Page 21 of 99
EXHIBIT 1
I-15

CALCULATION OF FUTURE FEES

The revenue projections in the CIP reflect the growth assumptions identified in the previous section.

The following information delineates how those assumptions were applied to estimate future development revenues. The mix of future multi-family and single-family residential units is assumed to be 80% and 20%, respectively, and reflects the anticipated mix of residential development for each Local Facilities Management Zone.

To calculate estimated revenues for Traffic Impact Fees, the number of average daily trips was computed for each type of development use. An attached multi-family residential dwelling unit is assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day. The trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000 square feet of development, respectively, although the actual volume of trips generated by commercial and industrial buildings can vary widely depending on the ultimate land use.

CFD No. 1 is a citywide district established to finance various civic facilities required under the city’s Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.

Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development and restoration. Bridge and thoroughfare fee districts or BTDs are formed by property owners to finance specific road construction projects located within the district boundaries. BTD No.2 Poinsettia Lane/ Aviara Parkway was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane.

UNFUNDED PROJECTS

There are six projects identified in the CIP for which there is no identifiable funding source and, in some cases, where only partial funding has been identified. The city will investigate obtaining possible external funding, such as federal and state grants, loans, or other financing sources. Once funding is identified for these projects, the project costs will have to be reviewed and updated to reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. Two projects are partially funded by the Traffic Impact Fee program. The program was planned to generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining 80% unfunded.

Business Park Recreational Facility (Partial Funding) 6,600,000$ Cannon Lake Park (6.7 Acres) 2,243,000
Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding) 6,905,600 Carlsbad Blvd./ Palomar Airport Road (Partial Funding) 14,109,600 Carlsbad Blvd. Realignment - Segments 3-5 26,100,000
College Boulevard Extension 30,000,000
TOTAL UNFUNDED PROJECTS 85,958,200$
June 7, 2022
Item #13 Page 22 of 99
I-16
PROJECTED FUND BALANCES FOR FISCAL YEAR 2021- 22

July 1, 2021 Projected June 30, 2022
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 13,513,126 1,881,644 - - 15,394,770 BTD#3 - Cannon Road West 520,569 6,026 - - 526,595 CFD #1 - Citywide 94,519,267 2,569,143 1,548,784 136,939 95,402,688 Gas Tax 13,249,248 3,187,066 2,849,097 610,000 12,977,217 Gas Tax (Road Maint. & Rehab Acct.) 4,470,272 2,449,147 5,435,499 - 1,483,920 General Capital Const. 41,842,109 13,146,189 23,557,683 - 31,430,615 Grants - Federal (5,696) 1,138,005 145 - 1,132,164 Infrastructure Replacement 123,490,551 1,790,608 12,051,911 - 113,229,248 Other 1,914,046 22,138 962,234 - 973,950 Park Fee Zones 5,13,16, 17, 18 4,746,080 225,641 - - 4,971,721 Park-In-Lieu NE 4,618,117 155,317 - - 4,773,434 Park-In-Lieu NW 2,181,771 399,653 - - 2,581,424 Park-In-Lieu SE 1,747,717 139,642 1,196 - 1,886,163 Park-In-Lieu SW 754,704 54,984 - - 809,688 Planned Local Drainage Area A 972,197 32,116 34,551 - 969,762 Planned Local Drainage Area B 1,478,924 84,142 110,661 - 1,452,405 Planned Local Drainage Area C 1,547,165 56,164 2,802 - 1,600,527 Planned Local Drainage Area D 657,242 275,385 33,732 - 898,895 Public Facilities Fee 30,801,682 1,064,333 2,897,693 - 28,968,322 Sewer Connection 6,610,339 256,504 2,762,488 - 4,104,355 Sewer Replacement 21,282,557 5,519,725 6,405,387 - 20,396,895 Traffic Impact Fee 23,287,504 1,256,032 4,783,390 - 19,760,146 Transnet/Local 28,612,186 5,243,493 5,883,694 - 27,971,985 Water - Potable 36,447,661 889,627 145,381 - 37,191,908 Water - Recycled (11,310,024) 2,159,175 1,874,866 - (11,025,715) Water Replacement - Potable 57,252,332 4,723,694 3,150,724 - 58,825,301 Water Replacement - Recycled 18,726,556 192,424 2,528,816 - 16,390,164 Total 523,928,204 48,918,018 77,020,734 746,939 495,078,549 June 7, 2022
Item #13 Page 23 of 99
EXHIBIT 1
I-17
PROJECTED FUND BALANCES FOR FISCAL YEAR 2022 - 23

July 1, 2022 June 30, 2022 July 01, 2022 2022-23 June 30, 2023 Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 15,394,770 - 13,499,116 - 13,499,116 1,895,654 BTD#3 - Cannon Road West 526,595 - - - - 526,595 CFD #1 - Citywide 95,402,688 2,853,218 32,056,555 1,367,250 33,423,805 64,832,101 Gas Tax 12,977,217 3,377,749 12,645,638 3,527,852 16,173,490 181,476 Gas Tax (Road Maint. & Rehab Acct.) 1,483,920 2,632,806 814,841 2,920,000 3,734,841 381,885 General Capital Const. 31,430,615 4,051,000 18,328,229 1,949,588 20,277,817 15,203,798 Grants - Federal 1,132,164 2,373,295 3,505,459 - 3,505,459 0 Infrastructure Replacement 113,229,248 3,977,000 34,360,424 3,475,878 37,836,302 79,369,946 Other 973,950 - 323,489 - 323,489 650,461 Park Fee Zones 5,13,16, 17, 18 4,971,721 48,255 - - - 5,019,975 Park-In-Lieu NE 4,773,434 - 400,000 214,000 614,000 4,159,434 Park-In-Lieu NW 2,581,424 1,792,968 792 2,561,764 2,562,556 1,811,837 Park-In-Lieu SE 1,886,163 679,039 2,916 220,889 223,805 2,341,398 Park-In-Lieu SW 809,688 - 221,919 (2,355) 219,564 590,124 Planned Local Drainage Area A 969,762 28,788 39,391 25,000 64,391 934,159 Planned Local Drainage Area B 1,452,405 151,107 29,823 10,355 40,178 1,563,334 Planned Local Drainage Area C 1,600,527 156,935 38,274 25,000 63,274 1,694,188 Planned Local Drainage Area D 898,895 80,989 41,820 - 41,820 938,063 Public Facilities Fee 28,968,322 1,866,561 6,088,569 (820,408) 5,268,161 25,566,722 Sewer Connection 4,104,355 396,950 3,384,837 1,003,000 4,387,837 113,467 Sewer Replacement 20,396,895 5,560,398 26,168,950 9,022,521 35,191,471 (9,234,178) Traffic Impact Fee 19,760,146 1,535,630 15,976,033 3,419,516 19,395,549 1,900,228 Transnet/Local 27,971,985 5,347,000 21,040,978 6,946,268 27,987,246 5,331,739 Water - Potable 37,191,908 1,724,252 11,179,664 523,601 11,703,265 27,212,895 Water - Recycled (11,025,715) 14,272,277 6,998,950 (4,017,388) 2,981,562 265,000 Water Replacement - Potable 58,825,301 5,609,663 39,292,528 8,783,006 48,075,534 16,359,430 Water Replacement - Recycled 16,390,164 1,000,000 5,092,443 1,417,500 6,509,943 10,880,221 Total 495,078,549 59,515,879 251,531,638 42,572,837 294,104,475 260,489,953 June 7, 2022
Item #13 Page 24 of 99
I-18

REVENUE PROJECTIONS SCHEDULE

2018-19 2019-20 2020-21 2021-22 2022-23
Actual Act
ual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 751,810 217,466 22,020 1,881,644 - BTD#3 - Cannon Road West 18,996 17,696 949 6,026 - CFD #1 - Citywide 6,095,889 5,736,415 2,286,479 2,569,143 2,853,218 Gas Tax 3,299,173 3,118,353 2,733,074 3,187,066 3,377,749 Gas Tax (Road Maint. & Rehab Acct.) 2,132,844 2,067,614 2,149,734 2,449,147 2,632,806 General Capital Const. 1,077,525 5,111,500 4,654,470 13,146,189 4,051,000 Grants - Federal 956,847 41,175 256,529 1,138,005 2,373,295 Infrastructure Replacement 15,073,019 9,369,345 4,704,670 1,790,608 3,977,000 Other 19,704 65,369 3,384 22,138 - Park Fee Zones 5,13,16, 17, 18 244,229 255,028 78,182 225,641 48,255 Park-In-Lieu NE 1,441,530 347,407 451,497 155,317 - Park-In-Lieu NW 1,086,531 260,256 429,037 399,653 1,792,968 Park-In-Lieu SE 372,419 326,671 3,205 139,642 679,039 Park-In-Lieu SW 190,127 271,373 319,862 54,984 - Planned Local Drainage Area A 155,094 48,111 27,489 32,116 28,788 Planned Local Drainage Area B 136,887 174,328 635,853 84,142 151,107 Planned Local Drainage Area C 82,796 53,875 2,779 56,164 156,935 Planned Local Drainage Area D 124,198 31,433 2,877 275,385 80,989 Public Facilities Fee 3,673,762 3,439,781 1,751,477 1,064,333 1,866,561 Sewer Connection 874,464 749,326 332,049 256,504 396,950 Sewer Replacement 7,662,061 5,682,839 4,390,568 5,519,725 5,560,398 Traffic Impact Fee 2,586,291 1,924,738 1,084,181 1,256,032 1,535,630 Transnet/Local 3,779,436 4,546,554 3,347,237 5,243,493 5,347,000 Water - Potable 2,064,521 2,188,356 713,234 889,627 1,724,252 Water - Recycled 2,144,721 2,815,693 59,190 2,159,175 14,272,277 Water Replacement - Potable 6,970,260 7,885,252 6,378,189 4,723,694 5,609,663 Water Replacement - Recycled 2,046,796 1,995,701 1,083,332 192,424 1,000,000 Total 65,061,930 58,741,652 37,901,545 48,918,018 59,515,879 June 7, 2022
Item #13 Page 25 of 99
EXHIBIT 1
I-19

BUDGET EXPENDITURE SCHEDULE

2019-20 2020-21 2021-22 2022-23 2022-23 2022-23
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy 270,034 - - 13,499,116 - 13,499,116 BTD#3 - Cannon Road West - - - - - - CFD #1 - Citywide 381,703 582,179 1,685,723 32,056,555 1,367,250 33,423,805 Gas Tax 2,803,727 2,911,799 3,459,097 12,645,638 3,527,852 16,173,490 Gas Tax (Road Maint. & Rehab Acct.) 889,601 170,381 5,435,499 814,841 2,920,000 3,734,841 General Capital Const. 5,503,817 5,086,290 23,557,683 18,328,229 1,949,588 20,277,817 Grants - Federal 41,175 260,820 145 3,505,459 - 3,505,459 Infrastructure Replacement 5,848,629 3,333,331 12,051,911 34,360,424 3,475,878 37,836,302 Other - 8,868 962,234 323,489 - 323,489 Park Fee Zones 5,13,16, 17, 18 - - - - - - Park-In-Lieu NE - - - 400,000 214,000 614,000 Park-In-Lieu NW 925 - - 792 2,561,764 2,562,556 Park-In-Lieu SE 4,850 - 1,196 2,916 220,889 223,805 Park-In-Lieu SW 383,869 1,118 - 221,919 (2,355) 219,564 Planned Local Drainage Area A 107,524 6,131 34,551 39,391 25,000 64,391 Planned Local Drainage Area B 305,319 1,510,279 110,661 29,823 10,355 40,178 Planned Local Drainage Area C 99,472 4,174 2,802 38,274 25,000 63,274 Planned Local Drainage Area D 107,285 49,311 33,732 41,820 - 41,820 Public Facilities Fee 1,184,567 164,847 2,897,693 6,088,569 (820,408) 5,268,161 Sewer Connection 190,119 810,372 2,762,488 3,384,837 1,003,000 4,387,837 Sewer Replacement 7,797,397 8,206,747 6,405,387 26,168,950 9,022,521 35,191,471 Traffic Impact Fee 629,024 1,196,826 4,783,390 15,976,033 3,419,516 19,395,549 Transnet/Local 4,294,221 2,152,292 5,883,694 21,040,978 6,946,268 27,987,246 Water - Potable 42,813 17,507 145,381 11,179,664 523,601 11,703,265 Water - Recycled 6,937,689 3,235,638 1,874,866 6,998,950 (4,017,388) 2,981,562 Water Replacement - Potable 6,761,187 5,224,472 3,150,724 39,292,528 8,783,006 48,075,534 Water Replacement - Recycled 151,548 792,286 2,528,816 5,092,443 1,417,500 6,509,943 Total 44,736,495 35,725,667 77,767,673 251,531,638 42,572,837 294,104,475 June 7, 2022
Item #13 Page 26 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
A b a n d o n P o t a b l e S e r v i c e s ( N e w R e c y c l e d S e r v i c e s ) N O C i t y w i d e M e d i u m 5 2 0 5 1 W A T E R R E P L A D A B e a c h A c c e s s - P i n e t o T a m a r a c k N O 1M e d i u m 6 0 6 5 1 G C C A D A I m p r o v e m e n t P r o g r a mN O 1 H i g h 6 0 4 9 1 T R A N S N E T - L O C
A g u a H e d i o n d a C r e e k M a i n t e n a n c e N O 2H i g h 3 3 3 8 1 P L D B 6 6 2 9 1 I R F
A g u a H e d i o n d a L i Ō S t a Ɵ o n B i o l o g i c a l M o n i t o r i n g a n d M a i n t e n a n c eN O 2 C r i Ɵ c a l 5 5 4 5 1

S E W E R R E P L
A l g a N o r t e P a r k M o d i fi c a Ɵ o n sN O 3 M e d i u m 4 7 3 3 1 G C C A s s e s s m e n t D i s t r i c t 9 7 - 1 M a i n t e n a n c e N O 3M e d i u m 6 0 8 4 1 G C C A v e n i d a E n c i n a s a n d P a l o m a r A i r p o r t R o a d P e d e s t r i a n A c c e s s I m p r o v e m e n tN O 2 L o w 6 0 9 1 1 G A S T A X A v e n i d a E n c i n a s C o a s t a l R a i l T r a i l a n d P e d e s t r i a n I m p r o v e m e n t s
N O 2 , 3 C r i Ɵ c a l 6 0 0 4 1
T I F
6 0 0 4 2 F E D G R N T
A v i a r a R e i m b u r s e m e n t A g r e e m e n t N O 2L o w 3 6 4 9 1 P I L - S W B a r r i o S t r e e t L i g h Ɵ n gN O 1 H i g h 4 0 1 3 1 G C C 4 0 1 3 3 G A S T A X
4 0 1 3 4 T R A N S N E T -
L O C
B e a c h A c c e s s R e p a i r a n d U p g r a d e s - P i n e A v e n u e t o T a m a r a c k
N O 1 C r i Ɵ c a l3 8 9 6 1 I R F
3 8 9 6 2 G C C
B r i d g e P r e v e n t a Ɵ v e M a i n t e n a n c e P r o g r a m N O C i t y w i d e H i g h 6 0 6 6 1I R F B u e n a I n t e r c e p t o r S e w e r A c c e s s R o a d I m p r o v e m e n t s N O 3 H i g h 5 5 3 7 1 S E W E R R E P L 5 5 0 1 1

S E W E R R E P L
1 , 9 2 5 , 8 2 5----5 0 0 , 0 0 05 0 0 , 0 0 05 0 , 0 0 08 7 5 , 8 2 5 2 , 8 7 5 , 0 0 0----2 , 5 0 0 , 0 0 0--3 7 5 , 0 0 0
9 , 3 8 5 , 0 0 02 , 2 2 5 , 0 0 02 , 2 2 5 , 0 0 07 1 5 , 0 0 01 7 5 , 0 0 07 1 5 , 0 0 01 7 5 , 0 0 07 1 5 , 0 0 02 , 4 4 0 , 0 0 0 3 , 5 4 5 , 2 4 9------- 1 4 , 6 4 53 , 5 5 9 , 8 9 4
1 , 6 6 3 , 0 0 05 8 5 , 0 0 05 2 0 , 0 0 09 5 , 0 0 09 0 , 0 0 08 0 , 0 0 08 0 , 0 0 08 0 , 0 0 01 3 3 , 0 0 0 2 2 5 , 0 0 0-------2 2 5 , 0 0 0
1 , 0 2 0 , 2 0 0-----7 0 6 , 2 0 0-3 1 4 , 0 0 0
4 2 0 , 0 0 0-------4 2 0 , 0 0 0
1 0 0 , 0 0 0-----2 5 , 0 0 0-7 5 , 0 0 0
5 , 1 7 7 , 9 0 3------3 , 1 7 7 , 0 0 02 , 0 0 0 , 9 0 3 1 , 7 7 6 , 0 0 0-------1 , 7 7 6 , 0 0 0
2 3 8 , 0 0 0-------2 3 8 , 0 0 0
7 6 0 , 0 0 0-------7 6 0 , 0 0 0
7 0 0 , 0 0 0-------7 0 0 , 0 0 0
3 , 5 9 0 , 0 0 0----1 , 0 3 0 , 0 0 01 , 2 8 0 , 0 0 01 , 2 8 0 , 0 0 0- 5 , 9 1 2 , 7 5 0------1 , 8 0 0 , 0 0 04 , 1 1 2 , 7 5 0 6 , 1 9 9 , 0 0 0-------6 , 1 9 9 , 0 0 0
4 , 1 7 7 , 5 1 1---7 0 0 , 0 0 05 0 0 , 0 0 05 0 0 , 0 0 02 5 0 , 0 0 02 , 2 2 7 , 5 1 1 1 , 1 5 0 , 0 0 0-------1 , 1 5 0 , 0 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
EXHIBIT 2
June 7, 2022
Item #13 Page 27 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
B u e n a I n t e r c e p t o r S e w e r A c c e s s R o a d I m p r o v e m e n t s N O 3 H i g h 5 5 3 7 1 S E W E R R E P L B u e n a I n t e r c e p t o r S e w e r I m p r o v e m e n t s N O 2 , 3 H i g h5 5 0 1 1S E W E R R E P L 5 5 0 1 2 S E W E R C O N N
B u e n a I n t e r c e p t o r S e w e r R e a l i g n m e n t - E a s t S e g m e n t N O 2 H i g h 5 5 4 4 1

S E W E R R E P L
B u e n a V i s t a C r e e k C o n c r e t e C h a n n e l M a i n t e n a n c e a t E l C a m i n o R e a l
N O 1 C r i Ɵ c a l6 6 1 9 1 G C C
6 6 1 9 2
I R F
B u s i n e s s P a r k R e c r e a Ɵ o n a l F a c i l i t y ( P a r Ɵ a l F u n d i n g ) N O 2 L o w 1 9 0 4 1 Z O N E 5
C - T a n k A c c e s s R o a d R e p a i r a n d E l e c t r i c a l I m p r o v e m e n t s
Y E S 2 M e d i u m 2 3 0 1 1

R E C Y R E P L
2 3 0 1 2 R E C Y C O N N
C a l a v e r a H i l l s C o m m u n i t y C e n t e r R e f u r b i s h m e n t N O 2 M e d i u m 4 7 4 6 1
I R F
C a l a v e r a H i l l s C o m m u n i t y P a r k G a t e w a y I m p r o v e m e n t s
N O 2 H i g h 4 6 0 1 1 G C C
4 6 0 1 2
G C C
C a m i n o D e L o s C o c h e s a n d L a C o s t a A v e n u e I n t e r s e c Ɵ o n C o n t r o lN O 4 C r i Ɵ c a l 6 3 2 5 1 G A S T A X C a m i n o H i l l s a n d J a c k s p a r D r i v e S l o p e S t a b i l i z a Ɵ o n N O 2 M e d i u m 6 0 3 0 1
G C C
C a n n o n P a r k R e s t r o o mN O 2 L o w 4 7 2 6 1 G C C C a n n o n R o a d L i Ō S t a Ɵ o n I m p r o v e m e n t s N O 2H i g h 5 5 5 2 1 S E W E R R E P L C a r l s b a d B o u l e v a r d a n d T a m a r a c k A v e n u e P e d e s t r i a n I m p r o v e m e n t s
N O 1 H i g h 6 0 5 8 1 G A S T A X
6 0 5 8 3

T R A N S N E T -
L O C
C a r l s b a d B o u l e v a r d E m e r g e n c y R e p a i r N O 3H i g h 6 0 6 3 1 G A S T A X C a r l s b a d B o u l e v a r d L a n e R e d u c Ɵ o n a n d E d g e S t r i p i n g N O 2 , 3 H i g h 6 0 9 6 1 G A S T A X C a r l s b a d B o u l e v a r d M e d i a n - T a m a r a c k A v e n u e t o P i n e A v e n u e
N O 1 L o w 1 9 0 7 1 G A S T A X
5 , 3 4 8 , 6 8 6---9 2 0 , 0 0 02 , 0 7 0 , 0 0 01 , 1 5 0 , 0 0 02 5 0 , 0 0 09 5 8 , 6 8 6 5 5 0 , 0 0 0-------5 5 0 , 0 0 0
2 , 6 7 5 , 0 0 0-----2 , 1 6 8 , 0 0 0-5 0 7 , 0 0 0
2 , 2 6 0 , 0 0 04 2 5 , 0 0 03 7 5 , 0 0 03 0 , 0 0 01 5 0 , 0 0 03 0 , 0 0 0--1 , 2 5 0 , 0 0 0 4 , 0 2 0 , 0 0 0-----1 , 2 0 0 , 0 0 0-2 , 8 2 0 , 0 0 0 5 , 0 6 5 , 2 0 0---4 , 6 6 5 , 2 0 04 0 0 , 0 0 0---
1 , 5 7 5 , 0 0 0----1 , 3 2 5 , 0 0 0-2 5 0 , 0 0 0-
3 1 5 , 0 0 0----2 6 5 , 0 0 0-5 0 , 0 0 0-
1 , 9 8 5 , 0 0 0------1 , 3 0 0 , 0 0 06 8 5 , 0 0 0
1 , 4 0 7 , 8 5 0-------1 , 4 0 7 , 8 5 0
---------
8 5 0 , 0 0 0-----5 0 0 , 0 0 0-3 5 0 , 0 0 0
8 5 9 , 4 0 0-------8 5 9 , 4 0 0
5 5 , 6 4 5-------5 5 , 6 4 5
7 1 5 , 0 0 0------5 6 5 , 0 0 01 5 0 , 0 0 0
2 , 2 7 6 , 0 0 0----7 0 0 , 0 0 0--1 , 5 7 6 , 0 0 0
1 , 0 5 4 , 0 0 0-------1 , 0 5 4 , 0 0 0
8 4 1 , 0 0 0-------8 4 1 , 0 0 0
3 0 0 , 0 0 0-------3 0 0 , 0 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 28 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
C a r l s b a d B o u l e v a r d L a n e R e d u c Ɵ o n a n d E d g e S t r i p i n g N O 2 , 3 H i g h 6 0 9 6 1 G A S T A X C a r l s b a d B o u l e v a r d M e d i a n - T a m a r a c k A v e n u e t o P i n e A v e n u eN O 1 L o w 1 9 0 7 1 G A S T A X C a r l s b a d B o u l e v a r d P e d e s t r i a n I m p r o v e m e n t P r o j e c t
N O 1 H i g h 6 0 9 7 1

G A S T A X
6 0 9 7 2 F E D G R N T
C a r l s b a d B o u l e v a r d P e d e s t r i a n L i g h Ɵ n g N O 1H i g h 6 0 6 8 1 T R A N S N E T - L O C
C a r l s b a d B o u l e v a r d R e a l i g n m e n t - M a n z a n o D r i v e t o I s l a n d W a y
N O 2 L o w 1 9 0 8 1 T I F
1 9 0 9 1
T I F
C a r l s b a d B o u l e v a r d W a t e r l i n e
R e p l a c e m e n t a t T e r r a m a rN O 2 C r i Ɵ c a l 5 0 4 8 1 W A T E R R E P L C a r l s b a d V i l l a g e D r i v e a n d G r a n d A v e n u e P e d e s t r i a n a n d C r o s s i n g I m p r o v e m e n t sN O 1 M e d i u m 1 9 1 2 1

T R A N S N E T -
L O C
C a r l s b a d W a t e r R e c y c l i n g F a c i l i t y ( E n c i n a C a p i t a l P r o j e c t s )
N O 3 H i g h 5 2 0 3 1 W A T E R R E P L
5 2 0 3 2

R E C L R E P L
C a r l s b a d W a t e r R e c y c l i n g F a c i l i t y I r r i g a Ɵ o n a n d L a n d s c a p e N O 3 H i g h 5 2 1 3 1 R E C L R E P L C a r l s b a d W a t e r R e c y c l i n g F a c i l i t y R o o f R e p l a c e m e n t N O 3 L o w 4 7 4 9 1

R E C L R E P L
C a t h o d i c P r o t e c Ɵ o n P r o g r a mN O C i t y w i d e C r i Ɵ c a l 5 0 0 7 1 W A T E R R E P L C F D # 1 A d m i n i s t r a Ɵ o n N O 2 , 3 L o w 1 9 1 5 1 C F D # 1 C h e s t n u t A v e n u e C o m p l e t e S t r e e t I m p r o v e m e n t s - V a l l e y t o P i o P i c oN O 1 M e d i u m 1 9 1 6 1 T R A N S N E T - L O C
C h e s t n u t C o m p l e t e S t r e e t I - 5 t o R a i l r o a d P r o j e c t S t u d y N O 1 M e d i u m 6 0 6 9 1

T R A N S N E T -
L O C
C h e s t n u t U n d e r p a s s P u b l i c A r t P r o j e c t N O 1M e d i u m 6 0 9 8 1 G C C C h i n q u a p i n L i Ō S t a Ɵ o n I m p r o v e m e n t s Y E S 1H i g h 2 3 0 3 1 S E W E R R E P L C h r i s Ɵ a n s e n W a y I m p r o v e m e n t s N O 1M e d i u m 1 9 1 7 1 T R A N S N E T - L O C
C i t y F a c i l i t y A c c e s s i b i l i t y U p g r a d e s N O C i t y w i d e M e d i u m 4 7 2 7 1G C C 2 , 7 6 3 , 0 0 02 , 7 6 3 , 0 0 0-------
2 2 2 , 1 0 0-------2 2 2 , 1 0 0
5 9 1 , 6 0 0-------5 9 1 , 6 0 0
1 , 3 2 5 , 0 0 0-------1 , 3 2 5 , 0 0 0
9 3 2 , 0 0 09 3 2 , 0 0 0-------
3 , 6 8 1 , 0 0 03 , 6 8 1 , 0 0 0-------
4 , 7 3 0 , 0 0 0------1 , 3 0 0 , 0 0 03 , 4 3 0 , 0 0 0 1 , 3 2 0 , 0 0 0---1 , 3 2 0 , 0 0 0----
5 9 9 , 9 4 4-------5 9 9 , 9 4 4
9 , 0 3 2 , 7 1 01 , 2 5 2 , 0 0 02 5 2 , 0 0 02 2 3 , 0 0 01 , 8 7 9 , 0 0 08 9 5 , 0 0 04 7 4 , 0 0 03 6 6 , 0 0 03 , 6 9 1 , 7 1 0 1 7 5 , 0 0 0-------1 7 5 , 0 0 0
2 2 5 , 0 0 0-------2 2 5 , 0 0 0
3 , 0 9 6 , 7 0 02 8 0 , 0 0 02 6 0 , 0 0 01 9 0 , 0 0 01 9 0 , 0 0 01 9 0 , 0 0 01 9 0 , 0 0 01 9 0 , 0 0 01 , 6 0 6 , 7 0 0 5 5 0 , 0 0 0--1 1 0 , 0 0 01 1 0 , 0 0 01 1 0 , 0 0 01 1 0 , 0 0 01 1 0 , 0 0 0- 1 , 0 8 0 , 0 0 0----1 , 0 8 0 , 0 0 0---
8 5 , 0 0 0-----8 5 , 0 0 0--
2 5 0 , 0 0 0------1 5 0 , 0 0 01 0 0 , 0 0 0
1 , 2 2 0 , 0 0 0-----9 2 0 , 0 0 03 0 0 , 0 0 0-
3 1 0 , 0 0 0---3 1 0 , 0 0 0----
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 29 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
C h r i s Ɵ a n s e n W a y I m p r o v e m e n t s N O 1M e d i u m 1 9 1 7 1

T R A N S N E T -
L O C
C i t y F a c i l i t y A c c e s s i b i l i t y U p g r a d e s N O C i t y w i d e M e d i u m 4 7 2 7 1G C C C i t y F a c i l i t y S a f e t y a n d P a r k i n g L o t L i g h Ɵ n g A s s e s s m e n t
N O C i t y w i d e H i g h 6 0 7 4 1 I R F
6 0 7 4 2 P I L - N W
C i t y F i r e S t a Ɵ o n s W a s h W a t e r B M P s N O 3M e d i u m 6 6 1 6 1 G C C C i t y H a l l C o m p l e x N O C i t y w i d e C r i Ɵ c a l 4 0 0 8 1 C F D # 1 C i t y H a l l C o m p l e x R e f u r b i s h m e n t N O 1M e d i u m 4 7 1 8 1 I R F C i t y H a l l E x t e r i o r R e f u r b i s h m e n t N O 1C r i Ɵ c a l 4 7 2 5 1 G C C C i t y w i d e D r a i n a g e I m p r o v e m e n t P r o g r a m N O 1H i g h 6 6 0 8 2 G A S T A X 6 6 0 8 3
I R F
C i t y w i d e S t r e e t L i g h Ɵ n g P r o g r a m N O C i t y w i d e M e d i u m 6 0 9 2 1 G A S T A X C i t y w i d e T h e r m o p l a s Ɵ c P a v e m e n t M a r k i n g s N O C i t y w i d e C r i Ɵ c a l 6 0 9 3 1G A S T A X C o l e L i b r a r y E x p a n s i o nN O 1 L o w 1 9 2 1 1 C F D # 1 1 9 2 1 2 P F F
1 9 2 1 3 G C C
C o l e L i b r a r y S e c u r i t y F e n c i n gN O 1 L o w 4 7 5 0 1 I R F C o l l e g e B o u l e v a r d - C a n n o n R o a d T o B a d g e r L a n e ( 3 7 5 Z o n e )N O 2 M e d i u m 5 0 1 3 1 W A T E R C O N N C o l l e g e B o u l e v a r d - C a n n o n R o a d T o B a d g e r L a n e ( 4 9 0 Z o n e )N O 2 M e d i u m 5 0 1 2 1

W A T E R C O N N
C o l l e g e B o u l e v a r d E x t e n s i o nN O 2 H i g h 3 6 3 6 2 O T H E R 3 6 3 6 3 P L D B
3 6 3 6 4 T R A N S N E T -
L O C
5 0 0 , 0 0 0-------5 0 0 , 0 0 0
1 , 9 1 0 , 0 0 0-------1 , 9 1 0 , 0 0 0
2 0 0 , 0 0 0-----2 0 0 , 0 0 0--
2 8 0 , 0 0 0-------2 8 0 , 0 0 0
5 1 , 0 2 8 , 1 0 5-5 0 , 0 0 0 , 0 0 0-----1 , 0 2 8 , 1 0 5 1 , 1 4 4 , 0 0 0-------1 , 1 4 4 , 0 0 0
2 , 2 5 0 , 0 0 0-------2 , 2 5 0 , 0 0 0
6 , 0 9 0 , 5 9 4-------6 , 0 9 0 , 5 9 4
9 , 7 8 1 , 5 0 01 , 5 0 0 , 0 0 01 , 5 0 0 , 0 0 03 0 0 , 0 0 03 0 0 , 0 0 03 0 0 , 0 0 03 0 0 , 0 0 09 0 0 , 0 0 04 , 6 8 1 , 5 0 0 1 5 0 , 0 0 0-------1 5 0 , 0 0 0
5 0 , 0 0 0-------5 0 , 0 0 0
5 , 9 8 8 , 0 0 05 , 9 8 8 , 0 0 0-------
1 , 0 0 0 , 0 0 01 , 0 0 0 , 0 0 0-------
---------
1 7 0 , 0 0 0------1 3 0 , 0 0 04 0 , 0 0 0
1 , 2 7 8 , 3 8 3----1 , 0 0 0 , 0 0 0-2 8 , 2 0 02 5 0 , 1 8 3 1 , 5 6 2 , 6 0 0----1 , 2 5 0 , 0 0 0-1 2 , 6 0 03 0 0 , 0 0 0 1 , 7 1 3 , 0 0 2-------1 , 7 1 3 , 0 0 2
---------
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 30 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
C o l l e g e B o u l e v a r d E x t e n s i o nN O 2 H i g h 3 6 3 6 3 P L D B
3 6 3 6 4 T R A N S N E T -
L O C
C o n c r e t e R e p a i r / R e p l a c e m e n t P r o g r a m N O 4M e d i u m 6 0 1 3 2 G A S T A X 6 0 1 3 3 R M R A
C o o r d i n a t e d T r a ffi c S i g n a l P r o g r a m N O C i t y w i d e H i g h6 3 2 6 1 T R A N S N E T - L O C
6 3 2 6 4 T R A N S N E T -
L O C
6 3 2 6 5 I R F
C r e s t v i e w D r i v e T r a n s m i s s i o n M a i n N O 2M e d i u m 5 0 3 3 1 W A T E R R E P L D e s a l i n a t e d W a t e r F l o w C o n t r o l F a c i l i t y N o . 5 N O 2 H i g h 5 0 3 8 1 W A T E R C O N N
D M P F a c i l i t y A A A ( J e ff e r s o n S t r e e t ) N O 1L o w 1 9 2 3 1 P L D A D M P F a c i l i t y A A A A ( M a d i s o n S t r e e t ) N O 1M e d i u m 1 9 2 4 1 P L D A D M P F a c i l i t y A C ( H i g h l a n d D r i v e D r a i n a g e P r o j e c t ) N O 1 M e d i u m 6 6 0 9 1 P L D A
D M P F a c i l i t y A F A ( H i d d e n V a l l e y D r a i n a g e R e s t o r a Ɵ o n a n d E n h a n c e m e n t P r o j e c t )N O 2 L o w 1 9 2 5 1

P L D A
D M P F a c i l i t y A F B ( C a l a v e r a H i l l s D r a i n a g e R e s t o r a Ɵ o n a n d E n h a n c e m e n t P r o j e c t )N O 2 L o w 1 9 2 6 1 P L D A D M P F a c i l i t y B B 1 a n d 2 ( W a s h i n g t o n S t r e e t ) N O 1 L o w 1 9 2 7 1

P L D B
D M P F a c i l i t y B C B ( M a g n o l i a A v e n u e ) N O 1M e d i u m 1 9 2 8 1 P L D B D M P F a c i l i t y B F A ( C o u n t r y S t o r e ) N O 2H i g h 6 6 2 7 1 P L D B D M P F a c i l i t y B F B - L a n d B F B - 1 ( T a m a r a c k a n d E l C a m i n o R e a l P l d a " B " )N O 2 L o w 1 9 2 9 1 P L D B D M P F a c i l i t y B F B - U ( E l C a m i n o R e a l ) N O 2H i g h 6 6 2 2 1

P L D B
6 6 2 2 2 I R F
D M P F a c i l i t y B L - L ( C o l l e g e B o u l e v a r d B r i d g e R e i m b u r s e m e n t P l d a " B " ) N O 2 L o w 1 9 3 0 1

P L D B
1 , 2 0 5 , 0 0 0-------1 , 2 0 5 , 0 0 0
2 , 9 3 3 , 0 0 0-------2 , 9 3 3 , 0 0 0
6 , 3 2 7 , 0 0 01 , 2 5 0 , 0 0 01 , 2 5 0 , 0 0 06 2 0 , 0 0 06 2 0 , 0 0 06 2 0 , 0 0 06 2 0 , 0 0 06 2 0 , 0 0 07 2 7 , 0 0 0 2 , 5 8 3 , 9 7 9-------2 , 5 8 3 , 9 7 9
1 , 0 0 0 , 0 0 0-------1 , 0 0 0 , 0 0 0
8 0 0 , 0 0 0-------8 0 0 , 0 0 0
8 5 6 , 0 0 0-----5 3 5 , 0 0 02 1 , 0 0 03 0 0 , 0 0 0 1 0 , 8 1 1 , 6 0 1------7 0 7 , 3 0 11 0 , 1 0 4 , 3 0 0 2 8 9 , 5 3 42 8 9 , 5 3 4-------
4 1 6 , 5 0 04 1 6 , 5 0 0-------
9 2 1 , 4 0 89 2 1 , 4 0 8-------
9 1 , 6 0 89 1 , 6 0 8-------
1 6 3 , 1 6 41 6 3 , 1 6 4-------
1 , 0 8 6 , 0 6 51 , 0 8 6 , 0 6 5-------
4 6 8 , 0 9 64 6 8 , 0 9 6-------
1 , 2 4 1 , 6 4 9-------1 , 2 4 1 , 6 4 9
9 0 4 , 3 2 99 0 4 , 3 2 9-------
1 5 3 , 4 8 9-------1 5 3 , 4 8 9
4 , 1 0 0 , 0 0 05 0 , 0 0 05 0 , 0 0 05 0 , 0 0 05 0 , 0 0 05 0 , 0 0 03 , 0 0 0 , 0 0 01 0 0 , 0 0 07 5 0 , 0 0 0 1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 31 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
D M P F a c i l i t y B F B - U ( E l C a m i n o R e a l ) N O 2H i g h 6 6 2 2 2 I R F D M P F a c i l i t y B L - L ( C o l l e g e B o u l e v a r d B r i d g e R e i m b u r s e m e n t P l d a " B " )N O 2 L o w 1 9 3 0 1 P L D B D M P F a c i l i t y B L - U ( C o l l e g e B o u l e v a r d ) N O 2L o w 1 9 3 1 1 P L D B D M P F a c i l i t y B M ( C a n t a r i n i / C o l l e g e B o u l e v a r d B o x C u l v e r t )N O 2 L o w 1 9 3 2 1

P L D B
D M P F a c i l i t y B Q ( S u n n y C r e e k ) N O 2L o w 1 9 3 3 1 P L D B D M P F a c i l i t y B R ( C a n t a r i n i / C o l l e g e B o u l e v a r d P i p e D r a i n a g e )N O 2 L o w 1 9 3 4 1

P L D B
D M P F a c i l i t y C 2 ( P a s e o D e l N o r t e ) N O 3L o w 1 9 3 5 1 P L D C D M P F a c i l i t y C A ( A v e n i d a E n c i n a s ) N O 3L o w 1 9 3 6 1 P L D C D M P F a c i l i t y D B B ( A v e n i d a E n c i n a s ) N O 4L o w 1 9 3 8 1 P L D D D M P F a c i l i t y D F A ( B a Ɵ q u i t o s L a g o o n S t o r m w a t e r T r e a t m e n t )N O 4 L o w 1 9 3 9 1

P L D D
D M P F a c i l i t y D H ( A l Ɵ v e P l a c e C a n y o n R e s t o r a Ɵ o n ) N O 3 L o w 1 9 4 0 1 P L D D
D M P F a c i l i t y D Q B ( L a C o s t a T o w n C e n t e r ) N O 4M e d i u m 1 9 4 1 1

P L D D
D M P F a c i l i t y D Z ( P o i n s e ƫ a L a n e ) N O 3H i g h 1 9 4 2 1 P L D D D o v e L i b r a r y L i g h Ɵ n g I m p r o v e m e n t s N O 3L o w 4 0 8 1 1 G C C D r a i n a g e M a s t e r P l a n F a c i l i t y D B A ( P o i n s e ƫ a V i l l a g e ) N O 4 L o w 1 9 3 7 1 P L D D D r a i n a g e M a s t e r P l a n U p d a t eN O C i t y w i d e H i g h 6 6 2 3 1

P L D A
6 6 2 3 2 P L D B
6 6 2 3 3 P L D C
6 6 2 3 4 P L D D
E l C a m i n o R e a l a n d A g u a H e d i o n d a C r e e k B r i d g e R a i l i n g a n d S i d e w a l kN O 2 C r i Ɵ c a l 6 0 5 6 1 I R F 6 0 4 2 1 T I F
1 , 8 1 6 , 1 0 1-1 , 8 1 6 , 1 0 1------
3 8 4 , 5 0 93 8 4 , 5 0 9-------
2 0 4 , 0 7 72 0 4 , 0 7 7-------
1 3 1 , 3 5 51 3 1 , 3 5 5-------
1 8 0 , 7 7 31 8 0 , 7 7 3-------
7 2 7 , 7 3 07 2 7 , 7 3 0-------
5 2 9 , 4 0 25 2 9 , 4 0 2-------
4 2 9 , 1 0 84 2 9 , 1 0 8-------
2 5 6 , 4 2 32 5 6 , 4 2 3-------
2 3 2 , 8 1 22 3 2 , 8 1 2-------
7 4 5 , 8 4 27 4 5 , 8 4 2-------
6 4 2 , 0 6 36 4 2 , 0 6 3-------
2 2 5 , 0 0 0-------2 2 5 , 0 0 0
1 6 7 , 2 1 51 6 7 , 2 1 5-------
2 1 6 , 5 1 2------2 5 , 0 0 01 9 1 , 5 1 2
5 8 3 , 0 0 0------2 5 , 0 0 05 5 8 , 0 0 0
1 7 1 , 8 9 0------2 5 , 0 0 01 4 6 , 8 9 0
2 3 4 , 5 9 8-------2 3 4 , 5 9 8
2 1 0 , 0 0 0-------2 1 0 , 0 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 32 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
E l C a m i n o R e a l a n d A g u a H e d i o n d a C r e e k B r i d g e R a i l i n g a n d S i d e w a l kN O 2 C r i Ɵ c a l 6 0 5 6 1 I R F E l C a m i n o R e a l a n d C a n n o n R o a d
I n t e r s e c Ɵ o n I m p r o v e m e n t s
N O 2 C r i Ɵ c a l6 0 4 2 1 T I F
6 0 4 2 2

G A S T A X
E l C a m i n o R e a l a n d C o l l e g e B o u l e v a r d I n t e r s e c Ɵ o n I m p r o v e m e n t s
N O 2 C r i Ɵ c a l6 0 7 1 1 G A S T A X
6 0 7 1 2 G C C
E l C a m i n o R e a l M e d i a n sN O C i t y w i d e L o w 3 6 4 3 1 P F F 3 6 4 3 2

G A S T A X
E l C a m i n o R e a l R i g h t T u r n L a n e t o E a s t B o u n d A l g a R o a d N O 3 L o w 1 9 4 4 1 T I F E l C a m i n o R e a l W i d e n i n g - A r e n a l R o a d t o L a C o s t a A v e n u e N O 4 H i g h 6 0 5 1 1
T I F
E l C a m i n o R e a l W i d e n i n g - P o i n s e ƫ a L a n e t o C a m i n o V i d a R o b l e
N O 2 C r i Ɵ c a l6 0 7 2 1 T R A N S N E T -
L O C
6 0 7 2 2

F E D G R N T
E l C a m i n o R e a l W i d e n i n g - S u n n y C r e e k t o J a c k s p a r N O 2 C r i Ɵ c a l 6 0 9 4 1T R A N S N E T - L O C
E l F u e r t e L i Ō S t a Ɵ o n P u m p A d d i Ɵ o n N O 2M e d i u m 5 5 5 3 1

S E W E R C O N N
E m e r g e n c y O p e r a Ɵ o n s C e n t e r
R e c o n fi g u r a Ɵ o n
N O 2 M e d i u m 4 7 1 9 1 G C C
4 7 1 9 2
I R F
E n c i n a C a p i t a l P r o j e c t sN O C i t y w i d e C r i Ɵ c a l 5 8 0 1 1 S E W E R R E P L F a r a d a y a n d E l C a m i n o R e a l S e w e r R e p l a c e m e n t - O r i o n t o P a l o m a r A i r p o r t . .N O 2 H i g h 5 5 3 9 1 S E W E R C O N N F a r a d a y A v e n u e I m p r o v e m e n t s N O 2H i g h 6 0 9 9 1 G C C F a r a d a y C e n t e r R e f u r b i s h m e n t N O 2M e d i u m 4 7 2 0 1 I R F F i r e A d m i n i s t r a Ɵ o n O ffi c e sN O 2 M e d i u m 4 0 8 9 1 G C C F i r e F l o w C a p a c i t y S y s t e m I m p r o v e m e n t s N O 1H i g h 5 0 4 3 1 W A T E R R E P L 3 , 5 3 6 , 0 0 0-------3 , 5 3 6 , 0 0 0
8 3 7 , 0 0 0-------8 3 7 , 0 0 0
1 , 0 2 0 , 0 0 0-------1 , 0 2 0 , 0 0 0
1 3 1 , 0 0 0-------1 3 1 , 0 0 0
6 9 5 , 7 8 0-------6 9 5 , 7 8 0
9 0 4 , 5 3 0-------9 0 4 , 5 3 0
4 3 8 , 0 0 0-4 3 8 , 0 0 0------
9 , 2 6 0 , 0 0 0-----6 , 0 1 0 , 0 0 0-3 , 2 5 0 , 0 0 0 3 , 1 5 5 , 0 0 0------5 0 , 0 0 03 , 1 0 5 , 0 0 0
1 , 4 4 0 , 0 0 0-------1 , 4 4 0 , 0 0 0
5 , 0 1 0 , 0 0 0------1 , 0 1 0 , 0 0 04 , 0 0 0 , 0 0 0 8 3 0 , 0 0 0-----6 5 0 , 0 0 0-1 8 0 , 0 0 0
1 , 6 5 8 , 0 0 0-------1 , 6 5 8 , 0 0 0
7 0 0 , 0 0 0------5 0 0 , 0 0 02 0 0 , 0 0 0
# # # # # # # # #3 9 , 1 7 4 , 6 0 04 2 , 6 4 4 , 0 0 07 , 7 5 7 , 2 0 08 , 0 0 2 , 5 0 08 , 4 5 0 , 0 0 06 , 9 5 7 , 0 0 06 , 3 6 7 , 8 0 04 8 , 8 2 3 , 3 0 1 1 , 7 4 0 , 0 0 0------1 , 6 0 0 , 0 0 01 4 0 , 0 0 0
1 0 0 , 0 0 0-------1 0 0 , 0 0 0
3 , 1 5 4 , 3 8 0-------3 , 1 5 4 , 3 8 0
1 5 0 , 0 0 0-------1 5 0 , 0 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 33 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
F i r e A d m i n i s t r a Ɵ o n O ffi c e sN O 2 M e d i u m 4 0 8 9 1 G C C F i r e F l o w C a p a c i t y S y s t e m I m p r o v e m e n t s N O 1H i g h 5 0 4 3 1 W A T E R R E P L F i r e S t a Ɵ o n N o . 2 R e p l a c e m e n t N O 4H i g h 4 0 6 0 1 G C C 4 0 6 0 2 I R F
F i r e S t a Ɵ o n N o . 6 R e n o v a Ɵ o nN O 4 L o w 4 7 5 1 1 I R F F l e e t F u e l I s l a n d U p g r a d eN O 2 H i g h 4 7 4 7 1 I R F F l e e t M a i n t e n a n c e R e f u r b i s h m e n t N O 2H i g h 4 7 1 4 1 I R F 4 7 1 4 2
G C C
F o x e s L a n d i n g L i Ō S t a Ɵ o n W e t w e l l a n d P u m p R e p l a c e m e n t N O 1 C r i Ɵ c a l 5 5 2 6 1 S E W E R R E P L G a s T a x T r a n s f e r t o G e n e r a l F u n d ( T r a n s p o r t a Ɵ o n O p e r a Ɵ n g B u d g e t )N O C i t y w i d e N u l l P A 0 1 1

G A S T A X
G r a n d A v e n u e P r o m e n a d e F e a s i b i l i t y S t u d y N O 1 M e d i u m 4 0 6 1 1 G C C
G u a r d r a i l R e p l a c e m e n t a n d I m p r o v e m e n t P r o g r a m N O C i t y w i d e M e d i u m 6 0 8 7 1

G A S T A X
H a r d i n g C e n t e r R e f u r b i s h m e n t N O 1L o w 4 7 0 8 1 I R F H e a d w a l l R e p l a c e m e n t P r o g r a m N O 1H i g h 6 6 2 4 1 I R F H o s p G r o v e P a r k I m p r o v e m e n t s N O 1L o w 4 7 2 8 1 I R F 4 7 2 8 2 P I L - N W
H y d r o e l e c t r i c G e n e r a Ɵ o n a t W a t e r F a c i l i Ɵ e s N O 2 M e d i u m 5 0 5 9 1 W A T E R C O N N I n t e l l i g e n t T r a ffi c C o n t r o l D e v i c e s N O C i t y w i d e L o w 6 6 3 4 1G A S T A X K e l l y D r i v e a n d P a r k D r i v e C o m p l e t e S t r e e t I m p r o v e m e n t s
N O 1 H i g h 6 0 7 5 1 T R A N S N E T -
L O C
6 0 7 5 3

G A S T A X
6 0 7 5 4 P F F
2 , 1 7 4 , 0 0 0----2 6 4 , 0 0 01 , 7 0 0 , 0 0 0- 1 , 5 0 0 , 0 0 01 , 7 1 0 , 0 0 0 1 3 , 0 0 0 , 0 0 1-------1 3 , 0 0 0 , 0 0 1
1 , 4 3 3 , 8 8 2-------1 , 4 3 3 , 8 8 2
3 5 , 0 0 0-------3 5 , 0 0 0
3 , 3 6 3 , 8 0 0--1 0 0 , 0 0 04 0 0 , 0 0 04 0 0 , 0 0 02 0 0 , 0 0 05 0 0 , 0 0 01 , 7 6 3 , 8 0 0 2 , 5 7 4 , 0 0 0------5 0 0 , 0 0 02 , 0 7 4 , 0 0 0
8 9 6 , 1 0 0-------8 9 6 , 1 0 0
6 , 3 9 2 , 0 0 0------7 0 0 , 0 0 05 , 6 9 2 , 0 0 0
9 , 0 0 0 , 0 0 03 , 0 0 0 , 0 0 03 , 0 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 0- 8 0 0 , 0 0 0-----6 0 0 , 0 0 02 0 0 , 0 0 0-
3 0 0 , 0 0 0-------3 0 0 , 0 0 0
3 0 5 , 0 0 0-----1 4 0 , 0 0 0-1 6 5 , 0 0 0
5 1 0 , 0 0 0-------5 1 0 , 0 0 0
1 , 5 6 2 , 0 0 0-------1 , 5 6 2 , 0 0 0
2 , 6 5 2 , 1 2 6----1 , 3 2 3 , 4 7 62 0 8 , 6 5 01 , 0 0 0 , 0 0 01 2 0 , 0 0 0 1 , 8 5 3 , 0 0 0-----1 , 4 2 5 , 0 0 02 8 , 0 0 04 0 0 , 0 0 0 2 0 0 , 0 0 0-------2 0 0 , 0 0 0
4 , 6 7 5 , 0 0 0------5 0 0 , 0 0 04 , 1 7 5 , 0 0 0
1 3 0 , 0 0 0-------1 3 0 , 0 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 34 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
K e l l y D r i v e a n d P a r k D r i v e C o m p l e t e S t r e e t I m p r o v e m e n t s
N O 1 H i g h
6 0 7 5 3 G A S T A X
6 0 7 5 4 P F F
K e l l y D r i v e C h a n n e l R e p a i rN O 2 M e d i u m 6 6 0 6 1 I R F L a C o s t a A v e n u e T r a ffi c I m p r o v e m e n t s N O 4M e d i u m 6 0 7 6 1 G A S T A X L a g u n a D r i v e S t o r m D r a i nN O 1 M e d i u m 6 6 2 8 1 G A S T A X L a k e C a l a v e r a O u t l e t I m p r o v e m e n t s N O 2C r i Ɵ c a l 5 0 5 4 1 G C C L a k e C a l a v e r a R e s e r v o i r M a i n t e n a n c e N O 2H i g h 5 0 4 9 2 G C C L a s P a l m a s R o o f R e p l a c e m e n tN O 2 M e d i u m 4 7 5 2 1 I R F L a s P a l m a s T r u n k S e w e rN O 2 H i g h 5 5 4 0 1 S E W E R C O N N L e Ō T u r n L a n e E x t e n s i o n sN O 3 , 4 H i g h 6 0 7 7 1 G A S T A X L e o C a r r i l l o R a n c h P a r k P h a s e 3 B Y E S 2M e d i u m 2 3 0 7 1 P I L - S E L e o C a r r i l l o R a n c h R o o f R e p a i r s N O 2H i g h 4 7 4 8 1 I R F L i b r a r y F i r e A l a r m P a n e l U p g r a d e s N O 1 , 3 L o w 4 7 4 1 1I R F L i m i t e d A c c e s s P i p e l i n e R e l o c a Ɵ o n P r o g r a m N O 1 , 3 C r i Ɵ c a l 5 0 3 5 1 W A T E R R E P L L o a n R e p a y - P a r k - i n - L i e u N E t o P u b l i c F a c i l i t y F e e F u n d N O N u l l N u l l P A 0 4 1

P I L - N E
L o a n R e p a y - P a r k - i n - L i e u S W t o P u b l i c F a c i l i t y F e e F u n d N O N u l l N u l l P A 0 2 1 P I L - S W L o a n R e p a y - S e w e r C o n n t o S e w e r R e p l N O N u l l N u l l P A 0 3 1

S E W E R C O N N
M a e r k l e F a c i l i t y I m p r o v e m e n t s N O 2C r i Ɵ c a l 5 0 0 9 1 W A T E R R E P L M a e r k l e R e s e r v o i r F l o a Ɵ n g C o v e r R e p l a c e m e n t N O 2 C r i Ɵ c a l 5 0 3 6 1

W A T E R R E P L
M a e r k l e R e s e r v o i r S o l a r P r o j e c t N O 2M e d i u m 4 7 2 2 1 W A T E R R E P L M a e r k l e R e s e r v o i r T r a n s m i s s i o n M a i n N O 2M e d i u m 5 0 0 1 1W A T E R R E P L 1 , 0 8 5 , 0 0 0-------1 , 0 8 5 , 0 0 0
3 , 4 4 1 , 0 0 0-----1 , 9 0 0 , 0 0 05 0 0 , 0 0 01 , 0 4 1 , 0 0 0 8 6 3 , 0 0 0-----7 4 1 , 7 0 0-1 2 1 , 3 0 0
2 , 7 5 0 , 0 0 0-1 , 4 9 4 , 0 0 0-1 , 0 0 0 , 0 0 0---2 5 6 , 0 0 0 1 , 4 3 6 , 0 0 1-------1 , 4 3 6 , 0 0 1
1 , 3 5 1 , 0 0 12 5 0 , 0 0 02 5 0 , 0 0 05 0 , 0 0 05 0 , 0 0 01 2 0 , 0 0 05 0 , 0 0 05 0 , 0 0 05 3 1 , 0 0 1 5 0 0 , 0 0 0-------5 0 0 , 0 0 0
3 , 4 6 3 , 0 0 0-----2 , 9 0 7 , 0 0 0-5 5 6 , 0 0 0
8 0 0 , 0 0 0---1 5 0 , 0 0 01 5 0 , 0 0 01 5 0 , 0 0 01 5 0 , 0 0 02 0 0 , 0 0 0 2 , 4 0 0 , 0 0 0--1 , 4 0 0 , 0 0 05 0 0 , 0 0 05 0 0 , 0 0 0--- 1 , 4 5 0 , 0 0 0-------1 , 4 5 0 , 0 0 0
1 8 0 , 0 0 0-------1 8 0 , 0 0 0
4 , 9 4 0 , 0 0 0----1 , 0 0 0 , 0 0 02 , 0 0 0 , 0 0 0-1 , 9 4 0 , 0 0 0 4 , 5 5 0 , 0 0 04 , 5 5 0 , 0 0 0-------
1 , 1 0 0 , 0 0 01 , 1 0 0 , 0 0 0-------
4 , 7 0 0 , 0 0 04 , 7 0 0 , 0 0 0-------
2 , 7 3 5 , 2 0 0------5 0 0 , 0 0 02 , 2 3 5 , 2 0 0
1 1 , 0 3 2 , 8 4 4-------1 1 , 0 3 2 , 8 4 4
2 5 0 , 0 0 0------2 4 9 , 1 7 08 3 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 35 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
M a e r k l e R e s e r v o i r S o l a r P r o j e c t N O 2M e d i u m 4 7 2 2 1 W A T E R R E P L M a e r k l e R e s e r v o i r T r a n s m i s s i o n M a i n N O 2M e d i u m 5 0 0 1 1W A T E R R E P L M a r c a P l a c e D r a i n a g e I m p r o v e m e n t s N O 4M e d i u m 6 6 1 4 1 G A S T A X M e l r o s e D r i v e R i g h t T u r n L a n e t o W e s t B o u n d P a l o m a r A i r p o r t R o a dN O 2 C r i Ɵ c a l 6 0 3 4 1 T I F M i s c e l l a n e o u s C i t y B u i l d i n g I m p r o v e m e n t sN O C i t y w i d e M e d i u m 4 7 2 3 1 I R F M o n r o e S t r e e t P o o l R e p l a c e m e n t N O 1H i g h 4 7 2 4 1 I R F 4 7 2 4 2 G C C
4 7 2 4 3 P I L - N W
N e w V i l l a g e A r t s B u i l d i n g R o o f a n d E x t e r i o r R e f u r b i s h m e n tN O 1 L o w 4 7 3 9 1 I R F N o r m a l l y C l o s e d V a l v e ( I n s t a l l M o t o r i z e d V a l v e ) N O 2 H i g h 5 0 5 0 1

W A T E R R E P L
N o r t h B a Ɵ q u i t o s A c c e s s R o a d
I m p r o v e m e n t N O 4 H i g h 5 5 4 7 1 S E W E R R E P L N o r t h B a Ɵ q u i t o s L i Ō S t a Ɵ o n F o r c e m a i n R e h a b i l i t a Ɵ o n N O 4 H i g h 5 5 3 6 1

S E W E R R E P L
O c e a n S t r e e t R e c o n fi g u r a Ɵ o n C o n c e p t s S t u d y N O 1 M e d i u m 6 0 7 8 1 G C C
O c e a n S t r e e t R e s t r o o m F a c i l i t y N O 1M e d i u m 4 7 2 9 1 G C C
O d o r a n d C o r r o s i o n P r e v e n Ɵ o n
A s s e s s m e n t N O C i t y w i d e M e d i u m 5 5 2 0 1 S E W E R R E P L O p e n S p a c e a n d T r a i l A c q u i s i Ɵ o n ( P r o p C ) N O C i t y w i d e H i g h 4 0 8 3 1 G C C
O r i o n C e n t e r N O 2 H i g h 3 5 7 2 1 C F D # 1 3 5 7 2 2W A T E R R E P L
3 5 7 2 3 S E W E R R E P L
3 5 7 2 4
C F D # 1
3 5 7 2 5 R E C L R E P L
6 , 3 3 0 , 0 0 0----4 , 5 5 7 , 0 0 01 , 0 0 0 , 0 0 0-7 7 3 , 0 0 0 6 5 , 0 0 0-------6 5 , 0 0 0
9 1 1 , 0 0 0-------9 1 1 , 0 0 0
3 , 6 6 5 , 0 0 07 5 0 , 0 0 07 5 0 , 0 0 0--1 5 0 , 0 0 01 5 0 , 0 0 01 5 0 , 0 0 01 , 7 1 5 , 0 0 0 2 , 6 5 7 , 7 4 7-----9 0 8 , 9 8 3- 4 , 4 3 8 , 2 3 66 , 1 8 7 , 0 0 0 2 3 6------- 6 1 , 7 6 46 2 , 0 0 0
3 , 0 6 1 , 7 6 4-----1 , 5 0 0 , 0 0 01 , 5 6 1 , 7 6 4- 3 1 3 , 6 2 6-------3 1 3 , 6 2 6
9 8 5 , 0 0 0------5 0 0 , 0 0 04 8 5 , 0 0 0
3 6 3 , 8 0 0------1 1 3 , 8 0 02 5 0 , 0 0 0
2 0 0 , 0 0 0------- 7 5 0 , 0 0 09 5 0 , 0 0 0
2 0 0 , 0 0 0-----2 0 0 , 0 0 0--
8 3 4 , 3 5 5---5 9 , 3 5 5---7 7 5 , 0 0 0
3 2 0 , 0 0 0-------3 2 0 , 0 0 0
4 , 0 1 5 , 0 0 0-------4 , 0 1 5 , 0 0 0
3 5 , 2 5 7 , 7 2 7-------3 5 , 2 5 7 , 7 2 7
6 , 7 8 9 , 4 0 9-------6 , 7 8 9 , 4 0 9
4 , 0 7 8 , 5 0 0-------4 , 0 7 8 , 5 0 0
4 2 9-------4 2 9
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 36 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
O r i o n C e n t e r N O 2 H i g h
3 5 7 2 4 C F D # 1
3 5 7 2 5 R E C L R E P L
O r i o n C o m p l e x E n e r g y S t o r a g e Y E S 2M e d i u m 2 3 1 0 1 G C C P a l o m a r A i r p o r t R o a d a n d A v e n i d a E n c i n a s G r o w t h M a n a g e m e n t P l a n I m p r o v e m e n t sN O 2 , 3 H i g h 6 1 0 2 1 G A S T A X P a l o m a r A i r p o r t R o a d a n d C o l l e g e B o u l e v a r d I m p r o v e m e n t sN O 2 C r i Ɵ c a l 6 0 2 8 1 T I F
P a l o m a r A i r p o r t R o a d / P a s e o D e l N o r t e R i g h t T u r n L a n e
N O C i t y w i d e H i g h 6 0 4 4 1 G A S T A X
6 0 4 4 2

T R A N S N E T -
L O C
P a l o m a r A i r p o r t W a t e r l i n e R e a l i g n m e n t N O 2C r i Ɵ c a l 5 0 5 5 1 W A T E R R E P L P a r k D r i v e S t r e e t a n d D r a i n a g e I m p r o v e m e n t
N O 1 C r i Ɵ c a l6 6 1 1 1 G C C
6 6 1 1 2 G A S T A X
6 6 1 1 3 I R F
P a r k i n g L o t M a i n t e n a n c e P r o g r a m N O 1H i g h 6 0 5 2 1 I R F P a v e m e n t M a n a g e m e n t P r o g r a m N O C i t y w i d e H i g h6 0 0 1 1 T R A N S N E T - L O C
6 0 0 1 2 G A S T A X
6 0 0 1 3

T R A N S N E T -
L O C
6 0 0 1 6 R M R A
P o i n s e ƫ a C o m m u n i t y P a r k - P h a s e 4 - D o g P a r k
N O 3 H i g h 4 6 0 8 1 P F F
4 6 0 8 2 P F F
P o i n s e ƫ a L a n e - C a s s i a R o a d t o S k i m m e r C o u r t ( R e i m b u r s e m e n t A g r e e m e n t )N O 3 M e d i u m 5 0 4 5 1

W A T E R C O N N
P o i n s e ƫ a L a n e - R e a c h E C a s s i a R o a d t o S k i m m e r C o u r t N O 3 H i g h 3 9 2 2 1 B T D # 2 P o i n s e ƫ a L a n e - R e a c h e s A , B , C , F , G a n d A v i a r a P a r k w a y R e i m b u r s e m e n t
N O 2 H i g h 1 9 5 9 1
B T D # 2
2 , 7 1 5 , 6 0 0-------2 , 7 1 5 , 6 0 0
2 5 0 , 0 0 0--2 5 0 , 0 0 0-----
2 3 0 , 0 0 0-------2 3 0 , 0 0 0
1 , 2 9 5 , 5 0 0-------1 , 2 9 5 , 5 0 0
3 2 0 , 5 3 8------- 1 1 0 , 0 0 04 3 0 , 5 3 8
9 1 7 , 4 8 2------- 8 , 1 5 79 2 5 , 6 3 9
2 , 3 1 0 , 0 0 0------5 6 0 , 0 0 01 , 7 5 0 , 0 0 0
7 1 7 , 4 3 9-------7 1 7 , 4 3 9
3 , 9 6 5 , 0 0 0------1 , 0 3 0 , 0 0 02 , 9 3 5 , 0 0 0 ---------
2 , 9 2 0 , 0 0 04 7 5 , 0 0 04 7 5 , 0 0 06 0 , 0 0 01 3 0 , 0 0 06 0 , 0 0 01 3 0 , 0 0 06 0 , 0 0 01 , 5 3 0 , 0 0 0 4 1 , 7 8 6 , 5 6 38 , 2 5 0 , 0 0 08 , 2 5 0 , 0 0 01 , 6 5 0 , 0 0 01 , 6 5 0 , 0 0 01 , 6 5 0 , 0 0 01 , 1 5 0 , 0 0 0-1 9 , 1 8 6 , 5 6 3 7 , 9 3 0 , 8 5 0-------7 , 9 3 0 , 8 5 0
2 9 , 6 4 6 , 4 7 64 , 7 5 0 , 0 0 04 , 7 5 0 , 0 0 09 5 0 , 0 0 09 5 0 , 0 0 09 5 0 , 0 0 09 5 0 , 0 0 02 , 2 0 0 , 0 0 01 4 , 1 4 6 , 4 7 6 4 3 , 9 3 6 , 0 0 01 2 , 0 0 0 , 0 0 01 2 , 0 0 0 , 0 0 02 , 4 0 0 , 0 0 02 , 4 0 0 , 0 0 02 , 4 0 0 , 0 0 02 , 4 0 0 , 0 0 02 , 3 0 0 , 0 0 08 , 0 3 6 , 0 0 0 2 , 8 3 8 , 1 4 0-------2 , 8 3 8 , 1 4 0
---------
6 0 0 , 0 0 0-------6 0 0 , 0 0 0
1 4 , 0 8 1 , 2 0 0-------1 4 , 0 8 1 , 2 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 37 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
P o i n s e ƫ a L a n e - R e a c h E C a s s i a R o a d t o S k i m m e r C o u r t N O 3 H i g h 3 9 2 2 1 B T D # 2 P o i n s e ƫ a L a n e - R e a c h e s A , B , C , F , G a n d A v i a r a P a r k w a y R e i m b u r s e m e n tN O 2 H i g h 1 9 5 9 1 B T D # 2
P o i n s e ƫ a L i Ō S t a Ɵ o n R e h a b i l i t a Ɵ o n Y E S 2H i g h 2 3 0 4 1 S E W E R R E P L P o l i c e a n d F i r e H e a d q u a r t e r s R e n o v a Ɵ o n N O 2H i g h 4 7 1 5 1 I R F 4 7 1 5 2 G C C
P r e s s u r e R e d u c i n g S t a Ɵ o n P r o g r a m N O C i t y w i d e C r i Ɵ c a l 5 0 2 0 1W A T E R R E P L R a n c h o C a r l s b a d G r o u n d w a t e r S u p p l y N O 2L o w 5 0 6 1 1 W A T E R C O N N 5 0 6 1 2W A T E R R E P L
R a n c h o S a n t a F e T r a i l S l o p e I m p r o v e m e n t sN O 4H i g h 6 0 8 8 1 G C C R e c y c l e d W a t e r C o n d i Ɵ o n A s s e s s m e n t P r o g r a m N O C i t y w i d e H i g h 5 2 1 1 1 R E C L R E P L R e c y c l e d W a t e r P h a s e 3 - R e s e r v o i r N O 3H i g h 5 2 1 0 1 W A T E R R E P L 5 2 1 0 2R E C L W A T E R
R e c y c l e d W a t e r P i p e l i n e R e p l a c e m e n t N O 2M e d i u m 1 9 5 4 1 R E C L R E P L R e c y c l e d W a t e r V a l v e a n d A p p u r t e n a n c e R e p l a c e m e n t P r o g r a m N O C i t y w i d e H i g h 5 2 1 2 1 R E C L R E P L R e s e r v o i r R e p a i r a n d M a i n t e n a n c e P r o g r a m N O C i t y w i d e H i g h 5 0 2 4 1 W A T E R R E P L R e t r o r e fl e c Ɵ v i t y S i g n R e p l a c e m e n t P r o g r a m N O C i t y w i d e M e d i u m 6 0 3 7 1

G A S T A X
R o a d w a y I m p r o v e m e n t s - C o a s t a l A r e a A n a l y s i s a n d I m p l e m e n t a Ɵ o nN O C i t y w i d e M e d i u m 6 0 7 9 1 G C C R o a d w a y S l o p e S t a b i l i z a Ɵ o nN O 2 H i g h 6 0 8 1 1

G A S T A X
R o b e r t s o n R a n c h P a r k D e v e l o p m e n t ( P a r Ɵ a l F u n d i n g )
N O 2 M e d i u m 3 8 0 1 1 P I L - N E
3 8 0 1 2
P F F
6 6 0 4 1 G C C
1 , 1 6 8 , 8 3 31 , 1 6 8 , 8 3 3-------
2 , 5 0 0 , 0 0 0-----2 , 5 0 0 , 0 0 0--
9 , 9 9 3 , 0 5 0-------9 , 9 9 3 , 0 5 0
1 0 , 9 7 3 , 5 0 0-------1 0 , 9 7 3 , 5 0 0
1 3 , 0 6 2 , 0 0 03 , 0 0 0 , 0 0 03 , 0 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 04 , 0 6 2 , 0 0 0 1 , 7 5 0 , 0 0 0-1 , 4 2 5 , 0 0 0-1 2 5 , 0 0 0---2 0 0 , 0 0 0 1 , 7 5 0 , 0 0 0-1 , 4 2 5 , 0 0 0-1 2 5 , 0 0 0---2 0 0 , 0 0 0 3 5 0 , 0 0 0-------3 5 0 , 0 0 0
1 , 5 4 0 , 0 0 03 1 0 , 0 0 02 8 0 , 0 0 05 0 , 0 0 05 0 , 0 0 05 0 , 0 0 05 0 , 0 0 05 0 , 0 0 07 0 0 , 0 0 0 9 8 0 , 0 0 0-------9 8 0 , 0 0 0
3 , 3 2 0 , 0 0 0------2 0 0 , 0 0 03 , 1 2 0 , 0 0 0
6 , 4 6 0 , 0 0 02 , 9 1 0 , 0 0 02 , 1 5 0 , 0 0 03 5 0 , 0 0 03 5 0 , 0 0 03 5 0 , 0 0 03 5 0 , 0 0 0-- 2 , 0 8 0 , 0 0 07 0 0 , 0 0 06 3 0 , 0 0 01 2 5 , 0 0 01 2 5 , 0 0 01 2 0 , 0 0 0-1 2 0 , 0 0 02 6 0 , 0 0 0 1 4 , 4 9 0 , 0 0 03 , 6 1 0 , 0 0 03 , 0 7 0 , 0 0 0---1 , 9 6 0 , 0 0 0-5 , 8 5 0 , 0 0 0 1 , 0 0 0 , 0 0 0-------1 , 0 0 0 , 0 0 0
2 0 0 , 0 0 0-------2 0 0 , 0 0 0
1 , 2 8 0 , 0 0 0-----5 0 0 , 0 0 02 0 0 , 0 0 05 8 0 , 0 0 0 3 , 6 3 5 , 5 0 0----2 , 6 2 1 , 5 0 04 0 0 , 0 0 02 1 4 , 0 0 04 0 0 , 0 0 0 1 3 , 4 7 3 , 4 4 0----1 3 , 4 7 3 , 4 4 0---
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 38 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
R o b e r t s o n R a n c h P a r k D e v e l o p m e n t ( P a r Ɵ a l F u n d i n g ) N O 2 M e d i u m 3 8 0 1 2 P F F R o m e r i a D r a i n a g e I m p r o v e m e n t s N O 4H i g h 6 6 0 4 1 G C C 6 6 0 4 2 G A S T A X
S a f e t y T r a i n i n g C e n t e r S e Ʃ l e m e n t N O 2L o w 4 7 4 3 1 G C C S a n L u i s R e y M i s s i o n B a s i n G r o u n d w a t e r S u p p l y
N O C i t y w i d e L o w 5 0 4 4 1W A T E R C O N N
5 0 4 4 2 W A T E R R E P L
S a n t a F e I I I n l e t P i p e l i n eN O N u l l H i g h 5 0 5 7 1 W A T E R R E P L S a n t a F e I I R e s e r v o i r S i t e E l e c t r i c a l I m p r o v e m e n t s N O 2 M e d i u m 5 0 4 6 1 W A T E R R E P L S C A D A I m p r o v e m e n t s N O C i t y w i d e C r i Ɵ c a l5 5 4 2 1

S E W E R R E P L
5 5 4 2 2 W A T E R R E P L
5 5 4 2 3 R E C L R E P L
S c h u l m a n A u d i t o r i u m a n d C a n n o n A r t G a l l e r y N O 3 M e d i u m 4 7 5 3 1 I R F
S e n i o r C e n t e r R e f u r b i s h m e n tN O 1 M e d i u m 4 7 3 8 1 I R F S e n i o r C e n t e r S e c u r i t y F e n c i n g N O 1L o w 4 7 5 4 1 I R F S e w e r C o n d i Ɵ o n A s s e s s m e n tN O C i t y w i d e C r i Ɵ c a l 5 5 1 3 1S E W E R R E P L S e w e r L i Ō S t a Ɵ o n R e p a i r s a n d U p g r a d e s N O 2C r i Ɵ c a l 3 8 4 0 1 S E W E R R E P L S e w e r L i n e C a p a c i t y I m p r o v e m e n t s N O 1H i g h 5 5 4 8 1 S E W E R R E P L S e w e r M o d e l i n g N O C i t y w i d e M e d i u m 5 5 4 6 1 S E W E R C O N N S e w e r M o n i t o r i n g P r o g r a m ( C a p a c i t y ) N O C i t y w i d e H i g h 5 5 0 4 1S E W E R C O N N S e w e r S y s t e m R e h a b i l i t a Ɵ o n a n d R e p l a c e m e n t N O 1 , 2 , 3 H i g h 5 5 0 3 1 S E W E R R E P L 6 0 0 2 1
T I F
4 1 0 , 0 0 0-------4 1 0 , 0 0 0
3 4 7 , 9 4 0-------3 4 7 , 9 4 0
1 , 1 5 6 , 9 9 5-------1 , 1 5 6 , 9 9 5
8 , 2 8 0 , 0 0 02 , 5 0 0 , 0 0 05 , 5 0 0 , 0 0 02 8 0 , 0 0 0---- 2 7 7 , 5 0 02 7 7 , 5 0 0 6 , 0 8 0 , 0 0 0-6 , 0 0 0 , 0 0 08 0 , 0 0 0---- 7 7 , 5 0 07 7 , 5 0 0 3 , 0 2 9 , 6 5 0----2 , 5 0 0 , 0 0 0-3 4 , 6 5 04 9 5 , 0 0 0 1 8 3 , 5 8 1------1 5 0 , 0 0 03 3 , 5 8 1
4 , 6 8 4 , 6 3 2-----3 8 0 , 7 3 41 7 5 , 1 6 54 , 1 2 8 , 7 3 3 1 0 , 1 5 5 , 6 0 0----6 1 0 , 5 0 02 , 4 1 2 , 5 0 03 , 2 0 9 , 2 0 03 , 9 2 3 , 4 0 0 2 , 3 9 4 , 0 0 0----3 9 8 , 0 0 03 3 7 , 6 0 06 3 1 , 5 0 01 , 0 2 6 , 9 0 0 3 5 0 , 0 0 0------1 5 0 , 0 0 02 0 0 , 0 0 0
1 , 8 4 8 , 0 0 0------6 0 0 , 0 0 01 , 2 4 8 , 0 0 0
7 8 , 0 0 0------5 8 , 0 0 02 0 , 0 0 0
3 , 3 5 8 , 0 0 07 5 0 , 0 0 07 5 0 , 0 0 0-1 0 0 , 0 0 01 0 0 , 0 0 01 0 0 , 0 0 01 0 0 , 0 0 01 , 4 5 8 , 0 0 0 6 , 4 8 5 , 3 8 07 5 0 , 0 0 07 5 0 , 0 0 01 5 0 , 0 0 01 5 0 , 0 0 01 5 0 , 0 0 01 5 0 , 0 0 01 5 0 , 0 0 04 , 2 3 5 , 3 8 0 3 , 0 0 0 , 0 0 0-----1 , 8 0 0 , 0 0 01 , 0 0 0 , 0 0 02 0 0 , 0 0 0 3 0 0 , 0 0 0-------3 0 0 , 0 0 0
9 5 0 , 0 0 01 1 0 , 0 0 01 5 4 , 0 0 0--4 4 , 0 0 0--6 4 2 , 0 0 0 4 3 , 5 7 6 , 4 7 51 4 , 0 5 0 , 0 0 01 3 , 3 5 0 , 0 0 01 , 8 5 0 , 0 0 01 , 8 5 0 , 0 0 01 , 8 5 0 , 0 0 01 , 2 0 0 , 0 0 01 , 2 0 0 , 0 0 08 , 2 2 6 , 4 7 5 1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 39 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
S e w e r S y s t e m R e h a b i l i t a Ɵ o n a n d R e p l a c e m e n t N O 1 , 2 , 3 H i g h 5 5 0 3 1 S E W E R R E P L S i d e w a l k / S t r e e t C o n s t r u c Ɵ o n P r o g r a m N O 1 , 2 H i g h6 0 0 2 1 T I F 6 0 0 2 2 G A S T A X
S o u t h C a r l s b a d C o a s t l i n eN O 2 , 3 , 4 M e d i u m 6 0 3 1 1 T R A N S N E T - L O C
S o u t h S h o r e A g u a H e d i o n d a L a g o o n T r a i l N O 2H i g h 4 0 8 5 1 G C C S t a g e c o a c h C o m m u n i t y P a r k C o m m u n i t y G a r d e n s Y E S 4 M e d i u m 2 3 0 2 1

P I L - S E
S t a t e S t r e e t a n d G r a n d A v e n u e R o a d I m p r o v e m e n t s N O 1 M e d i u m 6 0 8 2 1 T R A N S N E T - L O C
S t a t e S t r e e t P a r k i n g L o t E l e c t r i c V e h i c l e C h a r g i n g S t a Ɵ o n s N O 1 M e d i u m 4 0 9 0 1 P F F
S t o r m D r a i n C o n d i Ɵ o n A s s e s s m e n t N O C i t y w i d e H i g h 6 6 2 0 1 I R F S t o r m D r a i n S y s t e m R e h a b a n d R e p a i r P r o g r a m N O 1 , 2 , 3 H i g h 6 6 0 7 1 I R F
S t r e e t L i g h Ɵ n g R e p l a c e m e n t P r o g r a m N O C i t y w i d e H i g h6 0 6 2 1 G C C 6 0 6 2 2 T R A N S N E T -
L O C
S u s t a i n a b l e M o b i l i t y P l a n I m p l e m e n t a Ɵ o n P r o g r a m N O C i t y w i d e H i g h 2 3 0 9 1 G A S T A X T e m p o r a r y F i r e S t a Ɵ o n N o . 7N O 2 H i g h 4 0 9 1 1 G C C 4 0 9 1 2 P F F
T e r r a m a r A r e a C o a s t a l I m p r o v e m e n t s N O 2H i g h 6 0 5 4 1 T I F 6 0 5 4 2 G C C
6 0 5 4 3 T R A N S N E T -
L O C
6 0 5 4 4 S E W E R R E P L
6 0 5 4 5
P F F
4 0 8 4 1 G C C
8 , 9 5 3 , 0 0 02 , 8 3 5 , 0 0 08 9 0 , 0 0 01 0 7 , 5 0 03 3 3 , 0 0 09 8 7 , 5 0 0--3 , 8 0 0 , 0 0 0 1 , 8 0 0 , 0 0 0-1 , 5 0 0 , 0 0 0-3 0 0 , 0 0 0----
2 , 7 7 9 , 0 2 6-----1 , 0 0 0 , 0 0 0-1 , 7 7 9 , 0 2 6 7 8 9 , 9 4 0------3 4 , 4 4 07 5 5 , 5 0 0
4 2 5 , 0 0 0-----2 0 0 , 0 0 02 2 5 , 0 0 0-
3 2 5 , 0 0 0---3 2 5 , 0 0 0----
3 0 0 , 0 0 0-------3 0 0 , 0 0 0
7 , 6 9 2 , 5 0 03 , 0 0 2 , 5 0 02 , 3 7 5 , 0 0 04 2 0 , 0 0 03 7 5 , 0 0 03 5 0 , 0 0 03 0 0 , 0 0 02 7 0 , 0 0 06 0 0 , 0 0 0 1 0 , 2 5 3 , 8 6 02 , 1 4 0 , 0 0 01 , 8 2 2 , 5 0 03 0 0 , 0 0 03 0 0 , 0 0 02 5 0 , 0 0 02 5 0 , 0 0 02 0 0 , 0 0 04 , 9 9 1 , 3 6 0 3 1 9 , 2 6 9-------3 1 9 , 2 6 9
3 , 3 2 5 , 0 0 0-------3 , 3 2 5 , 0 0 0
1 , 0 2 0 , 5 6 6-----5 1 0 , 0 0 05 1 0 , 5 6 6-
9 0 0 , 0 0 0-------9 0 0 , 0 0 0
9 2 2 , 0 0 0------9 2 2 , 0 0 0-
9 , 4 5 0 , 0 0 1----2 , 8 0 0 , 0 0 0--6 , 6 5 0 , 0 0 1 9 9 9 , 9 9 9-------9 9 9 , 9 9 9
2 , 0 0 0 , 0 0 0-----1 , 0 0 0 , 0 0 0-1 , 0 0 0 , 0 0 0 ---------
2 , 4 5 0 , 0 0 0-------2 , 4 5 0 , 0 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 40 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
T e r r a m a r A r e a C o a s t a l I m p r o v e m e n t s N O 2H i g h 6 0 5 4 5 P F F T h e C r o s s i n g s G o l f C o u r s e L a k e L i n e r R e p l a c e m e n t
N O 2 H i g h 4 0 8 4 1 G C C
4 0 8 4 2 G C C
T r a ffi c C o n t r o l I m p r o v e m e n t s - P o i n s e ƫ a L a n e a n d C a s s i a R o a d N O C i t y w i d e H i g h 6 3 2 9 2 G A S T A X T r a ffi c C o n t r o l I m p r o v e m e n t s - P o i n s e ƫ a L a n e a n d O r i o l e C o u r tN O 3 H i g h 6 3 3 0 2

G A S T A X
T r a ffi c I m p a c t F e e F u n d s t o C F D # 1 N O N u l l N u l l P A 0 5 1 T I F T r a ffi c I m p a c t F e e U p d a t eN O C i t y w i d e H i g h 6 0 4 0 1 T I F T r a ffi c I m p r o v e m e n t P r o g r a mN O 1 , 2 , 4 C r i Ɵ c a l 6 0 7 0 1 G A S T A X 6 0 7 0 2
G C C
T r a ffi c M o n i t o r i n g P r o g r a mN O C i t y w i d e H i g h 6 0 0 3 1 T I F T r a ffi c S i g n a l - M a v e r i c k W a y a n d C a m i n o D e L o s C o c h e s N O 4 C r i Ɵ c a l 6 3 3 2 2G A S T A X T r a ffi c S i g n a l - T a m a r a c k A v e n u e a n d V a l l e y S t r e e t N O 1 M e d i u m 6 3 3 5 1 G A S T A X T r a ffi c S i g n a l O p e r a Ɵ o n s M o d i fi c a Ɵ o n s N O 2M e d i u m 6 3 2 7 1

G A S T A X
T r a ffi c S i g n a l R i g h t T u r n O v e r l a p s Y E S 2 , 3 , 4 L o w 2 3 0 5 1 G A S T A X T r a i l C o n n e c Ɵ v i t y t o T a m a r a c k S t a t e B e a c h ( P r o p C ) N O 1 L o w 4 0 6 3 1 G C C
T r a s h A m e n d m e n t C o m p l i a n c e P r o g r a m N O 1 , 2 , 3 M e d i u m 6 6 2 6 1 I R F T r i - A g e n c y W a t e r T r a n s m i s s i o n P i p e l i n e R e p l a c e m e n t N O 2 H i g h 5 0 0 8 1 W A T E R R E P L T y l e r S t r e e t T r a ffi c C i r c u l a Ɵ o n S t u d y N O 1M e d i u m 2 3 0 8 1 G C C U Ɵ l i t y U n d e r g r o u n d i n g P r o g r a m S t u d y N O C i t y w i d e M e d i u m 6 0 8 3 1G C C V a l l e c i t o s I n t e r c e p t o r S e w e r C l e a n i n g a n d C C T V N O 2 , 3 C r i Ɵ c a l 5 5 4 9 1 S E W E R R E P L 6 0 1 9 1
T I F
8 3 5 , 5 0 0-------8 3 5 , 5 0 0
2 0 0 , 0 0 0-------2 0 0 , 0 0 0
4 1 1 , 0 0 0-------4 1 1 , 0 0 0
4 1 1 , 0 0 0-------4 1 1 , 0 0 0
1 , 8 5 4 , 0 0 01 , 4 0 4 , 0 0 09 0 , 0 0 0-9 0 , 0 0 09 0 , 0 0 09 0 , 0 0 09 0 , 0 0 0- 2 7 0 , 0 0 0------3 0 , 0 0 02 4 0 , 0 0 0
2 , 3 8 8 , 0 0 0-------2 , 3 8 8 , 0 0 0
1 , 2 0 0 , 0 0 0----4 0 0 , 0 0 04 0 0 , 0 0 04 0 0 , 0 0 0- 1 , 7 4 5 , 4 1 6------1 2 2 , 5 1 61 , 6 2 2 , 9 0 0
3 8 0 , 0 0 0------2 4 0 , 0 0 01 4 0 , 0 0 0
5 0 2 , 3 7 0-------5 0 2 , 3 7 0
3 1 5 , 8 0 0------1 3 5 , 8 0 01 8 0 , 0 0 0
1 5 0 , 0 0 0------1 5 0 , 0 0 0-
3 , 4 9 4 , 6 6 9---3 , 3 4 2 , 5 1 3---1 5 2 , 1 5 6
9 , 7 0 5 , 0 0 0-3 , 0 0 0 , 0 0 02 , 0 0 0 , 0 0 01 7 5 , 0 0 02 , 7 0 0 , 0 0 01 , 2 0 0 , 0 0 01 0 0 , 0 0 05 3 0 , 0 0 0 6 , 4 5 5 , 0 0 0----1 , 8 3 6 , 0 3 01 , 0 0 0 , 0 0 0-3 , 6 1 8 , 9 7 0 7 0 , 0 0 0------7 0 , 0 0 0-
1 0 0 , 0 0 0-----1 0 0 , 0 0 0--
3 5 0 , 0 0 0------1 0 0 , 0 0 02 5 0 , 0 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 41 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
V a l l e c i t o s I n t e r c e p t o r S e w e r C l e a n i n g a n d C C T V N O 2 , 3 C r i Ɵ c a l 5 5 4 9 1 S E W E R R E P L V a l l e y a n d M a g n o l i a C o m p l e t e S t r e e t s N O 1H i g h 6 0 1 9 1 T I F 6 0 1 9 2 W A T E R R E P L
6 0 1 9 3 T R A N S N E T -
L O C
V a l l e y S t r e e t T r a ffi c C a l m i n gN O 1 M e d i u m 1 9 7 4 1 T R A N S N E T - L O C
V e t e r a n ' s M e m o r i a l P a r k ( A l l Q u a d r a n t s ) N O 2C r i Ɵ c a l 4 6 0 9 1 C F D # 1 V i l l a g e a n d B a r r i o T r a ffi c C i r c l e s N O 1H i g h 4 0 1 5 1 G C C 4 0 1 5 2

T R A N S N E T -
L O C
4 0 1 5 3 S E W E R R E P L
4 0 1 5 4

G A S T A X
V i l l a g e D e c o r a Ɵ v e L i g h Ɵ n g - C a r l s b a d V i l l a g e D r i v e f r o m H a r d i n g S t r e e t t o O c e a . .Y E S 1 M e d i u m 2 3 1 1 1 G C C V i l l a g e D e c o r a Ɵ v e L i g h Ɵ n g - G a t e w a y L i g h Ɵ n g Y E S 1 M e d i u m 2 3 1 4 1
G C C
V i l l a g e D e c o r a Ɵ v e L i g h Ɵ n g - H o s p i t a l i t y D i s t r i c t Y E S 1 M e d i u m 2 3 1 3 1 G C C
V i l l a g e D e c o r a Ɵ v e L i g h Ɵ n g - P e d e s t r i a n L a m p p o s t s O a k A v e n u eY E S 1 M e d i u m 2 3 1 5 1 G C C
V i l l a g e D e c o r a Ɵ v e L i g h Ɵ n g - P e d e s t r i a n L i g h Ɵ n g a t V i l l a g e O u t s k i r t sY E S 1 M e d i u m 2 3 1 6 1 G C C V i l l a g e D e c o r a Ɵ v e L i g h Ɵ n g - S t a t e S t r e e t , M a d i s o n , R o o s e v e l t , a n d W a s h i n g t o nN O 1 M e d i u m 4 0 1 6 1 G C C
V i l l a g e D e c o r a Ɵ v e L i g h Ɵ n g - T r a i n S t a Ɵ o n A r e a Y E S 1 M e d i u m 2 3 1 2 1 G C C
V i l l a g e H S o u t h O ff L e a s h D o g A r e a a n d T r a i l S e g m e n t 5 B N O 2 M e d i u m 4 6 1 0 1 P F F
V i l l a g e I n t e l l i g e n t P a r k i n g I m p l e m e n t a Ɵ o n N O 1L o w 6 0 8 9 1 G C C V i l l a s S e w e r L i Ō S t a Ɵ o n R e p l a c e m e n t N O 2C r i Ɵ c a l 5 5 5 0 1S E W E R R E P L V i s t a C a r l s b a d I n t e r c e p t o r - A g u a H e d i o n d a L S a n d F o r c e m a i n ( V C 1 2 - V C 1 3 ) N O 2 C r i Ɵ c a l 3 4 9 2 1 S E W E R C O N N
4 , 5 3 6 , 2 0 6---1 , 0 0 0 , 0 0 0---3 , 5 3 6 , 2 0 6 7 1 , 0 0 0-------7 1 , 0 0 0
1 , 2 0 0 , 0 0 0------1 , 2 0 0 , 0 0 0-
1 , 6 4 5 , 0 0 0---1 , 6 4 5 , 0 0 0----
3 0 , 2 5 7 , 6 5 0----2 4 , 6 3 0 , 9 5 01 , 2 5 7 , 2 5 01 , 2 5 7 , 2 5 03 , 1 1 2 , 2 0 0 4 1 5 , 0 0 0-------4 1 5 , 0 0 0
1 , 0 2 5 , 0 0 0-------1 , 0 2 5 , 0 0 0
1 6 0 , 0 0 0-------1 6 0 , 0 0 0
4 , 1 5 9 , 0 0 0------1 , 4 0 0 , 0 0 02 , 7 5 9 , 0 0 0 4 0 0 , 0 0 0------4 0 0 , 0 0 0-
9 0 0 , 0 0 0-----9 0 0 , 0 0 0--
8 0 0 , 0 0 0-----8 0 0 , 0 0 0--
4 5 0 , 0 0 0-----4 5 0 , 0 0 0--
8 5 0 , 0 0 0-----8 5 0 , 0 0 0--
1 , 1 0 3 , 8 5 3------4 0 0 , 0 0 07 0 3 , 8 5 3
5 0 0 , 0 0 0------5 0 0 , 0 0 0-
2 , 0 0 3 , 2 0 1-----1 , 3 2 0 , 7 0 11 6 0 , 5 0 05 2 2 , 0 0 0 3 0 0 , 0 0 0---3 0 0 , 0 0 0----
1 , 2 5 4 , 0 0 0------1 0 0 , 0 0 01 , 1 5 4 , 0 0 0
1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 42 of 99
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D F u n d i n g S o u r c e
P r i o r
A p p r o p r i a Ɵ o n
Y e a r 1
( 2 0 2 2 - 2 3 )
Y e a r 2
( 2 0 2 3 - 2 4 )
Y e a r 3
( 2 0 2 4 - 2 5 )
Y e a r 4
( 2 0 2 5 - 2 6 )
Y e a r 5
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 8 - 3 2 )
Y e a r 1 1 - 1 5
( 2 0 3 3 - 3 7 )
T o t a l F u n d i n g
S o u r c e
V i l l a s S e w e r L i Ō S t a Ɵ o n R e p l a c e m e n t N O 2C r i Ɵ c a l 5 5 5 0 1S E W E R R E P L V i s t a C a r l s b a d I n t e r c e p t o r - A g u a H e d i o n d a L S a n d F o r c e m a i n ( V C 1 2 - V C 1 3 )N O 2 C r i Ɵ c a l 3 4 9 2 1 S E W E R C O N N V i s t a C a r l s b a d I n t e r c e p t o r - B u e n a V i s t a L i Ō S t a Ɵ o n I m p r o v e m e n t sN O 1 H i g h 5 5 3 5 1

S E W E R C O N N
V i s t a C a r l s b a d I n t e r c e p t o r - L a g o o n B r i d g e R e p l a c e m e n t ( V C 1 1 B ) N O C i t y w i d e C r i Ɵ c a l 3 8 8 6 1 S E W E R C O N N V i s t a C a r l s b a d I n t e r c e p t o r - R e a c h V C 3 N O 1C r i Ɵ c a l 3 9 5 0 1

S E W E R C O N N
V i s t a C a r l s b a d I n t e r c e p t o r - R e a c h V C 1 4 T o V C 1 5 N O C i t y w i d e H i g h 3 9 4 9 1 S E W E R C O N N V i s t a C a r l s b a d I n t e r c e p t o r - R e h a b i l i t a Ɵ o n ( V C 1 a n d V C 2 ) N O 2 C r i Ɵ c a l 5 5 5 1 1

S E W E R R E P L
V i s t a / C a r l s b a d I n t e r c e p t o r - P o i n t R e p a i r R e a c h e s ( V C 1 3 & V C 1 4 )Y E S 2 , 3 H i g h 2 3 0 6 1 S E W E R R E P L W a t e r I n f r a s t r u c t u r e C o n d i Ɵ o n A s s e s s m e n t P r o g r a m N O C i t y w i d e C r i Ɵ c a l 5 0 5 1 1

W A T E R R E P L
W a t e r L o s s M o n i t o r i n g P r o g r a m N O C i t y w i d e H i g h 5 0 5 2 1 W A T E R R E P L W a t e r M o d e l i n g N O C i t y w i d e C r i Ɵ c a l 5 0 5 8 1W A T E R C O N N W a t e r S y s t e m R e h a b i l i t a Ɵ o n a n d R e p l a c e m e n t N O C i t y w i d e C r i Ɵ c a l 3 9 0 4 1 W A T E R R E P L W a t e r V a l v e R e p a i r / R e p l a c e m e n t P r o g r a m N O C i t y w i d e C r i Ɵ c a l 5 0 1 9 1W A T E R R E P L 3 2 , 3 6 3 , 8 2 1-------3 2 , 3 6 3 , 8 2 1
1 , 3 3 5 , 0 0 0----9 3 9 , 0 0 01 0 0 , 0 0 0- 1 0 0 , 0 0 03 9 6 , 0 0 0 9 , 4 6 4 , 8 3 3-------9 , 4 6 4 , 8 3 3
4 8 0 , 0 0 0-----3 8 0 , 0 0 0- 4 9 7 , 0 0 05 9 7 , 0 0 0 2 1 , 3 6 2 , 3 9 0-------2 1 , 3 6 2 , 3 9 0
2 , 1 4 1 , 0 0 0----1 , 5 0 0 , 0 0 05 0 0 , 0 0 0-1 4 1 , 0 0 0 1 , 4 0 0 , 0 0 0----6 0 0 , 0 0 06 0 0 , 0 0 02 0 0 , 0 0 0- 8 , 6 2 0 , 0 0 02 , 4 8 0 , 0 0 02 , 2 5 0 , 0 0 04 5 0 , 0 0 04 2 0 , 0 0 04 2 0 , 0 0 04 1 0 , 0 0 04 1 0 , 0 0 01 , 7 8 0 , 0 0 0 1 , 8 9 0 , 0 0 05 5 0 , 0 0 05 5 0 , 0 0 01 1 0 , 0 0 01 1 0 , 0 0 01 1 0 , 0 0 01 1 0 , 0 0 0-3 5 0 , 0 0 0 4 2 5 , 0 0 0----2 5 , 0 0 02 5 , 0 0 02 5 , 0 0 03 5 0 , 0 0 0 6 5 , 0 2 8 , 3 6 62 1 , 0 8 0 , 0 0 01 9 , 8 9 0 , 0 0 03 , 0 0 0 , 0 0 03 , 0 0 0 , 0 0 03 , 0 0 0 , 0 0 02 , 8 0 0 , 0 0 02 , 6 9 0 , 0 0 09 , 5 6 8 , 3 6 6 2 2 , 5 0 0 , 0 0 05 , 6 5 0 , 0 0 05 , 1 1 0 , 0 0 01 , 0 0 0 , 0 0 09 6 0 , 0 0 09 6 0 , 0 0 09 6 0 , 0 0 09 4 0 , 0 0 06 , 9 2 0 , 0 0 0 1 5 - y e a r C a p i t a l I m p r o v e m e n t P r o g r a m Preliminary
June 7, 2022
Item #13 Page 43 of 99
EXHIBIT 3

CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND
Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15
Years 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,895,654 1,895,654 2,411,774 2,924,766 2,924,766 2,924,766

REVENUES
Developer Fees - 516,120 512,992 - - 2,143,409 Total Revenues N/A - 516,120 512,992 - - 2,143,409

CAPITAL PROJECTS
Poinsettia Lane - Reach E Cassia Road To Skimmer Court 14,081,198 - - - - - - Poinsettia Lane - Reaches A,B,C,F,G & Aviara Pkwy Reimb - - - - - - 1,168,833 Total Project Expenditures 14,081,198 - - - - - 1,168,833 ENDING FUND BALANCE N/A 1,895,654 2,411,774 2,924,766 2,924,766 2,924,766 3,899,342 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 526,595 526,595 526,595 526,595 526,595 526,595

REVENUES
Developer Fees - - - - - - Total Revenues N/A - - - - - -

CAPITAL PROJECTS
BTD#3 Reconciliation and Closeout 19,977 - - - - - - Total Project Expenditures 19,977 - - - - - - ENDING FUND BALANCE N/A 526,595 526,595 526,595 526,595 526,595 526,595 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 63,346,133 64,832,101 66,372,017 43,985,014 45,104,880 46,240,357

REVENUES
Developer Special Taxes 2,853,218 2,907,166 2,353,947 1,229,866 1,245,477 16,807,450 Total Revenues N/A 2,853,218 2,907,166 2,353,947 1,229,866 1,245,477 16,807,450

CAPITAL PROJECTS
CFD#1 Administration - 110,000 110,000 110,000 110,000 110,000 - City Hall Complex 1,028,105 - - - - - 50,000,000 Cole Library Expansion - - - - - - 5,988,000 Orion Center 35,258,155 - - - - - - Veteran's Memorial Park (All Quadrants) 3,112,202 1,257,250 1,257,250 24,630,950 - - - Total Project Expenditures 39,398,462 1,367,250 1,367,250 24,740,950 110,000 110,000 55,988,000 ENDING FUND BALANCE N/A 64,832,101 66,372,017 43,985,014 45,104,880 46,240,357 7,059,807 COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
BTD NO. 3 CANNON ROAD WEST
June 7, 2022
Item #13 Page 44 of 99
EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 331,579 181,476 590,621 2,637,776 4,122,623 7,086,291

REVENUES
Gas Tax and Prop 42 Funds 3,377,749 3,435,845 3,497,155 3,534,848 3,563,667 36,373,917 Total Revenues N/A 3,377,749 3,435,845 3,497,155 3,534,848 3,563,667 36,373,917

CAPITAL PROJECTS
Advance Street Name Signs 40,000 (40,000) - - - - - Avenida Encinas Pedestrian Access Improvements 75,000 - 25,000 - - - - Barrio Street Lighting 700,000 - - - - - - Cannon Road and Paseo del Norte SMP and GMP Improvements 60,000 (55,657) - - - - - Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,576,001 - - 700,000 - - - Carlsbad Boulevard Emergency Repair 841,001 - - - - - - Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 - - - - - - Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000 Carlsbad Blvd Pedestrian Improvement Project 222,100 - - - - - - Citywide Drainage Improvement Program 6,090,594 - - - - - - Citywide Street Lighting Program 150,000 - - - - - - Citywide Thermoplastic Pavement Markings 50,000 - - - - - - Concrete Repair/Replacement Program 2,932,999 - - - - - - El Camino Real And Cannon Road Intersection Improvements 837,001 - - - - - - El Camino Real And College Blvd Intersection Improvements 1,020,000 - - - - - - El Camino Real Medians 904,530 - - - - - - Gas Tax Transfer To General Fund (Transportation Operating Budget) - 600,000 600,000 600,000 600,000 600,000 6,000,000 Guardrail Replacement And Improvement Program 300,000 - - - - - - Intelligent Traffic Control Devices 200,000 - - - - - - Intersection Control - Camino De Los Coches And La Costa Avenue 350,000 - 500,000 - - - - Jefferson Street SMP Improvements 75,000 (70,657) - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - - La Costa Avenue SMP Improvements 110,000 (99,252) - - - - - La Costa Avenue Traffic Improvements 121,300 - 741,700 - - - - La Costa Slope Repair West of Romeria 255,751 - - - - - - Laguna Drive Storm Drain 256,000 - - - 1,000,000 - 1,494,000 Left Turn Lane Extensions 200,000 150,000 150,000 150,000 150,000 - - Marca Place Drainage Improvements 65,000 - - - - - - Palomar Airport Rd and Avenida Encinas GMP Improvements 230,000 - - - - - - Palomar Airport Road/Paseo Del Norte Left Turn Lane 194,547 (52,948) - - - - - Palomar Airport Road/Paseo Del Norte Right Turn Lane 430,538 (110,000) - - - - - Park Drive Drainage And Street Improvements 2,935,002 1,030,000 - - - - - Pavement Management Program 7,930,849 - - - - - - Retroreflectivity Sign Replacement Program 999,999 - - - - - - Roadway Slope Stabilization 579,997 200,000 500,000 - - - - Romeria Drainage Improvements 347,938 - - - - - - Sidewalk/Street Construction Program - - - - 300,000 - 1,500,000 Sustainable Mobility Plan Implementation Program - 510,566 510,000 - - - - Traffic Control Improvements - Poinsettia Lane & Cassia Road 411,000 - - - - - - Traffic Control Improvements - Poinsettia Lane & Oriole Court 410,999 - - - - - - Traffic Improvement Program 2,388,003 - - - - - - Traffic Signal - El Fuerte Street And Rancho Pancho 210,000 (210,000) - - - - - Traffic Signal - La Costa Avenue And Levante Street 250,000 (250,000) - - - - - Traffic Signal - Maverick Way & Camino De Los Coches 140,000 240,000 - - - - - Traffic Signal - Tamarack Avenue And Valley Street 502,370 - - - - - - Traffic Signal Operations Modifications 180,000 135,800 - - - - - Traffic Signal Right Turn Overlaps - 150,000 - - - - - Village And Barrio Traffic Circles 2,759,000 1,400,000 - - - - - Wayfinding Sign Replacement Program 50,683 - - - - - - Total Project Expenditures 38,813,202 3,527,852 3,026,700 1,450,000 2,050,000 600,000 11,757,000 ENDING FUND BALANCE N/A 181,476 590,621 2,637, 776 4,122,623 7,086,291 31,703,207 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 669,079 381,885 126,331 17,293 82,913 370,698

REVENUES
Gas Tax (RMRA) Revenues 2,632,806 2,764,446 2,910,962 3,085,620 3,307,785 45,955,333 Total Revenues N/A 2,632,806 2,764,446 2,910,962 3,085,620 3,307,785 45,955,333

CAPITAL PROJECTS
Concrete Repair/Replacement Program 727,000 620,000 620,000 620,000 620,000 620,000 2,500,000 Pavement Management Program 8,036,002 2,300,000 2,400,000 2,400,000 2,400,000 2,400,000 24,000,000 Total Project Expenditures 8,763,002 2,920,000 3,020,000 3,020,000 3,020,000 3,020,000 26,500,000 ENDING FUND BALANCE N/A 381,885 126,331 17,293 82,913 370,698 19,826,031

GAS TAX FUND

GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)
June 7, 2022
Item #13 Page 45 of 99
EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026- 27 2028-37
BEGINNING FUND BALANCE N/A 13,102,386 15,203,798 14,334,598 15,519,598 15,895,730 19,954,730

REVENUES
Transfer from General Fund 4,051,000 4,187,000 4,235,000 4,278,000 4,389,000 47,708,000 Total Revenues N/A 4,051,000 4,187,000 4,235,000 4,278,000 4,389,000 47,708,000

CAPITAL PROJECTS
ADA Beach Access - Pine to Tamarack 375,002 - - 2,500,000 - - - Alga Norte Park Modifications 314,000 - 706,200 - - - - Assessment District 97-1 Maintenance 420,000 - - - - - - Barrio Street Lighting 760,001 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,199,000 - - - - - - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,250,000 - - 30,000 150,000 30,000 800,000 Calavera Hills Community Park Gateway Improvements 1,407,851 - - - - - - Camino Hills and Jackspar Drive Slope Stabilization 859,399 - - - - - - Cannon Park Restroom 55,645 - - - - - - Chestnut Underpass Public Art Project 100,000 150,000 - - - - - City Facility Accessibility Upgrades 500,001 - - - - - - City Fire Stations Wash Water BMPs 280,000 - - - - - - City Hall Exterior Refurbishment 2,250,001 - - - - - - Cole Library Expansion - - - - - - 1,000,000 Dove Library Lighting Improvements 225,000 - - - - - - Dove Library Parking Lot Renovation 474,999 - - - - - - El Camino Real and College Boulevard Intersection Improvements 131,000 - - - - - - Emergency Operations Center Reconfiguration 1,658,001 - - - - - - Faraday Avenue Improvements 100,000 - - - - - - Fire Administration Offices 150,000 - - - - - - Fire Station No. 2 Replacement 13,000,000 - - - - - - Fire Station No. 5 New Roof and Storage Building 345,001 (121,373) - - - - - Fleet Maintenance Refurbishment 896,100 - - - - - - Grand Avenue Promenade Feasibility Study - 200,000 600,000 - - - - Lake Calavera Outlet Improvements 1,436,002 - - - - - - Lake Calavera Reservoir Maintenance 531,004 50,000 50,000 120,000 50,000 50,000 500,000 Lake Calavera Storm Drain Improvements 5,569 - - - - - - Lake Calavera Trails Master Plan/Construction (Prop C) 1,128,248 - - - - - - Maerkle Reservoir Solar Project 830 - - - - - - Monroe Street Pool Replacement 62,000 (61,764) - - - - - New Village Arts Tenant Improvements 613,000 - - - - - - Ocean Street Reconfiguration Concepts Study - - 200,000 - - - - Ocean Street Restroom Facility 775,000 - - - 59,355 - - 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 10,973,501 - - - - - - Public Beach Access Improvements (Ocean Street) 3,610,340 - - - - - - Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - - Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - - Romeria Drainage Improvements 409,999 - - - - - - Safety Training Center Settlement 1,156,996 - - - - - - Safety Training Center Water Recirculating System Study 50,000 (50,000) - - - - - South Shore Agua Hedionda Lagoon Trail 755,501 34,440 - - - - - 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 835,500 - - - - - - The Crossings Golf Course Lake Liner Replacement 200,000 - - - - - - Traffic Improvement Program - 400,000 400,000 400,000 - - - Traffic Signal Master Plan 150,001 (9,040) - - - - - Trail Connectivity to Tamarack State Beach (Prop C) 152,156 - - - 3,342,513 - - Tyler Street Traffic Circulation Study - 70,000 - - - - - Utility Undergrounding Program Study - - 100,000 - - - - Village and Barrio Traffic Circles 415,000 - - - - - - Village Decorative Lighting - Carlsbad Village Drive from Harding Street to Ocean Street - 400,000 - - - - - Village Decorative Lighting - Gateway Lighting - - 900,000 - - - - Village Decorative Lighting - Hospitality District - - 800,000 - - - - Village Decorative Lighting - Pedestrian Lampposts Oak Avenue - - 450,000 - - - - Village Decorative Lighting - Pedestrian Lighting at Village Outskirts - - 850,000 - - - - Village Decorative Lighting - State Street, Madison, Roosevelt, and Washington 703,853 400,000 - - - - - Village Decorative Lighting - Train Station Area - 500,000 - - - - - Village Intelligent Parking Implementation - - - - 300,000 - - Village Railroad Tracks Trenching 560,103 (12,675) - - - - - Total Project Expenditures 63,777,314 1,949,588 5,056,200 3,050,000 3,901,868 330,000 2,300,000 N/A 15,203,798 14,334,598 15,519,598 15,895,730 19,954, 730 65,362,730

GENERAL CAPITAL CONSTRUCTION (GCC)
June 7, 2022
Item #13 Page 46 of 99
EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (2,373,295) 0 0 0 0 0

REVENUES
Grant Revenue 2,373,295 - - - - - Total Revenues N/A 2,373,295 - - - - -

CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000 - - - - - - Carlsbad Boulevard Pedestrian Improvement Project 591,600 - - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 1,440,000 - - - - - - Total Project Expenditures 3,807,600 - - - - - - ENDING FUND BALANCE N/A 0 0 0 0 0 0 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 78,868,824 79,369,946 73,206,963 72,553,963 74,304,963 75,360,963

REVENUES
Transfer from General Fund 3,977,000 4,096,000 4,187,000 4,271,000 4,381,000 48,220,000 Total Revenues N/A 3,977,000 4,096,000 4,187,000 4,271,000 4,381,000 48,220,000

CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 133,002 80,000 80,000 80,000 90,000 95,000 1,105,000 Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,000 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 4,112,752 1,800,000 - - - - - Bridge Preventative Maintenance Program 2,227,512 250,000 500,000 500,000 700,000 - - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 2,820,000 - 1,200,000 - - - - Calavera Hills Community Center Refurbishment 685,001 1,300,000 - - - - - City Facility Safety and Parking Lot Lighting Assessment 1,910,000 - - - - - - City Hall Complex Refurbishment 1,143,999 - - - - - - Citywide Drainage Improvement Program 4,681,502 900,000 300,000 300,000 300,000 300,000 3,000,000 Cole Library Security Fencing 40,000 130,000 - - - - - Coordinated Traffic Signal Program 800,000 - - - - - - DMP Facility BFB-U (El Camino Real) 750,000 100,000 3,000,000 50,000 50,000 50,000 100,000 El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 210,000 - - - - - - Emergency Operations Center Reconfiguration 200,000 500,000 - - - - - Faraday Center Refurbishment 3,154,382 - - - - - - Farol Court Storm Drain Outfall at Agua Hedionda Creek 529,749 - - - - - - Fire Station No. 2 Replacement 1,433,884 - - - - - - Fire Station No. 4 Expansion 267,410 (80,634) - - - - - Fire Station No. 6 Renovation 35,000 - - - - - - Fleet Fuel Island Upgrade 1,763,798 500,000 200,000 400,000 400,000 100,000 - Fleet Maintenance Refurbishment 2,074,003 500,000 - - - - - Harding Center Refurbishment 165,000 - 140,000 - - - - Headwall Replacement Program 510,001 - - - - - - Holiday Park Facilities Maintenance 79,823 - - - - - - Hosp Grove Park Improvements 1,562,000 - - - - - - Kelly Drive Channel Repair 1,041,003 500,000 1,900,000 - - - - La Costa Avenue Drainage Improvements 868,367 - - - - - - Las Palmas Roof Replacement 500,000 - - - - - - Leo Carrillo Ranch Roof Repairs 1,449,999 - - - - - - Library Fire Alarm Panel Upgrades 180,000 - - - - - - Miscellaneous City Building Improvements 1,715,000 150,000 150,000 150,000 - - 1,500,000 Monroe Street Pool Replacement 6,187,001 (4,438,236) 908,983 - - - - New Village Arts Building Roof and Exterior Refurbishment 313,627 - - - - - - Parking Lot Maintenance Program 1,529,999 60,000 130,000 60,000 130,000 60,000 950,000 Police and Fire Headquarters Renovation 9,993,049 - - - - - - Public Beach Access Improvements (Ocean Street) 726,683 (153,252) - - - - - Schulman Auditorium and Cannon Art Gallery 200,000 150,000 - - - - - Senior Center Refurbishment 1,248,002 600,000 - - - - - Senior Center Security Fencing 20,000 58,000 - - - - - Stagecoach Park Synthetic Turf Replacement 2,200,000 - - - - - - Storm Drain Condition Assessment 600,000 270,000 300,000 350,000 375,000 420,000 5,377,500 Storm Drain System Rehab and Repair Program 4,991,364 200,000 250,000 250,000 300,000 300,000 3,962,500 Trash Amendment Compliance Program 530,000 100,000 1,200,000 2,700,000 175,000 2,000,000 3,000,000 66,182,912 3,475,878 10,258,983 4,840,000 2,520,000 3,325,000 18,995,000 ENDING FUND BALANCE N/A 79,369,946 73,206,963 72,553,963 74,304,963 75,360,963 104,585,963

GRANTS - FEDERAL

INFRASTRUCTURE MAINTENANCE & REPLACEMENT
June 7, 2022
Item #13 Page 47 of 99
EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024- 25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 650,461 650,461 650,461 650,461 650,461 650,461

REVENUES
Other Financing Sources - - - - - - Total Revenues N/A - - - - - -

CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,712,999 - - - - - - Total Project Expenditures 1,712,999 - - - - - - ENDING FUND BALANCE N/A 650,461 650,461 650,461 650,461 650, 461 650,461 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024- 25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE (1) N/A 4,373,434 4,159,434 3,759,434 1,158,356 1,158,356 1,158,356

REVENUES
Developer Fees - - 20,422 - - 3,543,259 Total Revenues N/A - - 20,422 - - 3,543,259

CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000 Robertson Ranch Park Development 400,000 214,000 400,000 2,621,500 - - - Total Project Expenditures 400,000 214,000 400,000 2,621,500 - - 4,550,000 ENDING FUND BALANCE N/A 4,159,434 3,759,434 1,158,356 1,158, 356 1,158,356 151,615 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024- 25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 2,580,632 1,811,837 1,777,963 2,431,525 3,099,627 3,760,912

REVENUES
Developer Fees 1,792,968 1,874,777 1,977,037 668,102 661,285 6,333,337 Total Revenues N/A 1,792,968 1,874,777 1,977,037 668,102 661,285 6,333,337

CAPITAL PROJECTS
City Facility Safety and Parking Lot Lighting Assessment - - 200,000 - - - - Hosp Grove Park Improvements 120,000 1,000,000 208,650 1,323,476 - - - Monroe Street Pool Replacement - 1,561,764 1,500,000 - - - - Pine Avenue Park - Phase II (Community Building) 2,197,002 - - - - - - Total Project Expenditures 2,317,002 2,561,764 1,908,650 1,323,476 - - - ENDING FUND BALANCE N/A 1,811,837 1,777,963 2,431,525 3,099, 627 3,760,912 10,094,248 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024- 25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,883,247 2,341,398 2,748,960 2,248,960 1,748,960 348,960

REVENUES
Developer Fees 679,039 607,562 - - - 5,106 Total Revenues N/A 679,039 607,562 - - - 5,106

CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,334,100 (4,111) - - - - - Leo Carrillo Ranch Park Phase 3B - - - 500,000 500,000 1,400,000 - Stagecoach Community Park Community Gardens - 225,000 200,000 - - - - Total Project Expenditures 1,334,100 220,889 200,000 500,000 500,000 1,400,000 - ENDING FUND BALANCE N/A 2,341,398 2,748,960 2,248,960 1,748, 960 348,960 354,065 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024- 25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 587,769 590,124 590,124 590,124 590,124 590,124

REVENUES
Developer Fees/Loans - - - - - 260,384 Total Revenues N/A - - - - - 260,384

CAPITAL PROJECTS
Aviara Community Park - Phase 2 3,120,504 - - - - - - Aviara Community Park - Phase 2 (Art) 38,199 (2,355) - - - - - Aviara Reimbursement Agreement 238,001 - - - - - - Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000 Total Project Expenditures 3,396,704 (2,355) - - - - 1,100,000 N/A 590,124 590,124 590,124 590,124 590,124 (249,493)

PARK-IN-LIEU NW

PARK-IN-LIEU SE

PARK-IN-LIEU SW
OTHER

PARK-IN-LIEU NE
June 7, 2022
Item #13 Page 48 of 99
EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 4,971,721 5,019,975 5,105,909 4,725,909 60,709 60,709

REVENUES
Developer Fees 48,255 85,933 20,000 - - 972,947 Total Revenues N/A 48,255 85,933 20,000 - - 972,947

CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding) - - - 400,000 4,665,200 - - Total Project Expenditures - - - 400,000 4,665,200 - - ENDING FUND BALANCE N/A 5,019,975 5,105,909 4,725,909 60,709 60,709 1,033,655 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 930,371 934,159 934,159 941,999 941,999 941,999

REVENUES
Developer Fees 28,788 - 7,840 - - 39,328 Total Revenues N/A 28,788 - 7,840 - - 39,328

CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street) - - - - - - 289,534 DMP Facility AAAA (Madison Street) - - - - - - 416,500 DMP Facility AC (Highland Drive Drainage Project) - - - - - - 921,408 DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project) - - - - - - 91,608 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project) - - - - - - 163,164 Drainage Master Plan Update 191,511 25,000 - - - - - Total Project Expenditures 191,511 25,000 - - - - 1,882,214 ENDING FUND BALANCE N/A 934,159 934,159 941,999 941,999 941,999 (900,887) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,422,582 1,563,334 1,824,449 1,906,101 1,987,753 2,068,606

REVENUES
Developer Fees 151,107 261,116 81,652 81,652 80,852 2,447,221 Total Revenues N/A 151,107 261,116 81,652 81,652 80,852 2,447,221

CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 3,559,890 (14,645) - - - - - College Boulevard Wetland Habitat Creation 99,245 - - - - - - DMP Facility BB 1 and 2 (Washington Street) - - - - - - 1,086,065 DMP Facility BCB (Magnolia Avenue) - - - - - - 468,096 DMP Facility BFA (Country Store) 1,241,649 - - - - - - DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B") - - - - - - 904,329 DMP Facility BFB-U (El Camino Real) 153,489 - - - - - - DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") - - - - - - 1,816,101 DMP Facility BL-U (College Boulevard) - - - - - - 384,509 DMP Facility BM (Cantarini/College Boulevard Box Culvert) - - - - - - 204,077 DMP Facility BQ (Sunny Creek) - - - - - - 131,355 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) - - - - - - 180,773 Drainage Master Plan Update 558,001 25,000 - - - - - Total Project Expenditures 5,612,274 10,355 - - - - 5,175,305 ENDING FUND BALANCE N/A 1,563,334 1,824,449 1,906,101 1,987,753 2,068,606 (659,478) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,562,253 1,694,188 1,799,312 1,924,085 1,924,085 1,924,085

REVENUES
Developer Fees 156,935 105,124 124,772 - - 1,852,643 Total Revenues N/A 156,935 105,124 124,772 - - 1,852,643

CAPITAL PROJECTS
DMP Facility C1 (Carlsbad Boulevard Encinas Creek Bridge Plda "C") 2,376,548 - - - - - - DMP Facility C2 (Paseo Del Norte) - - - - - - 727,730 DMP Facility CA (Avenida Encinas) - - - - - - 529,402 Drainage Master Plan Update 146,890 25,000 - - - - - Total Project Expenditures 2,523,438 25,000 - - - - 1,257,132 ENDING FUND BALANCE N/A 1,694,188 1,799,312 1,924,085 1,924,085 1,924,085 2,519,596

PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)

PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)

PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
PARK FEE ZONES 5,13,16,17,18
June 7, 2022
Item #13 Page 49 of 99
EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 857,075 938,063 1,057,740 1,104,953 1,104,953 1,104,953

REVENUES
Developer Fees 80,989 119,676 47,213 - - 1,231,849 Total Revenues N/A 80,989 119,676 47,213 - - 1,231,849

CAPITAL PROJECTS
DMP Facility DBB (Avenida Encinas) - - - - - - 429,108 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment) - - - - - - 256,423 DMP Facility DH (Altive Place Canyon Restoration) - - - - - - 232,812 DMP Facility DQB (La Costa Town Center) - - - - - - 745,842 DMP Facility DZ (Poinsettia Lane) - - - - - - 642,063 Drainage Master Plan Facility DBA (Poinsettia Village) - - - - - - 167,215 Drainage Master Plan Update 234,599 - - - - - - Total Project Expenditures 234,599 - - - - - 2,473,463 ENDING FUND BALANCE N/A 938,063 1,057,740 1,104,953 1,104,953 1,104,953 (136,661) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 22,879,753 25,566,722 26,181,915 14,070,813 14,555,616 15,036,195

REVENUES
Developer Fees 1,866,561 1,935,894 1,362,338 484,803 480,579 17,427,278 Total Revenues N/A 1,866,561 1,935,894 1,362,338 484,803 480,579 17,427,278

CAPITAL PROJECTS
Aviara Community Park - Phase 2 700,001 (263,919) - - - - - Cole Library Expansion - - - - - - 11,936,000 El Camino Real Medians 695,781 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 1,085,000 - - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,631,500 - - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 29,654 (29,367) - - - - - Pine Avenue Park - Phase II (Community Building) 10,016,036 (687,622) - - - - - Pine Avenue Park - Phase II (Community Building) 123,300 - - - - - - Poinsettia Community Park - Phase 3 5,236,067 - - - - - - Poinsettia Community Park - Phase 3 38,632 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park 2,838,141 - - - - - - Robertson Ranch Park Development (Partial Funding) - - - 13,473,440 - - - State Street Parking Lot Electric Vehicle Charging Stations 300,000 - - - - - - Temporary Fire Station No. 7 922,000 - - - - - - Terramar Area Coastal Improvements 2,450,000 - - - - - - Village H South Off Leash Dog Area and Trail Segment 5B 522,000 160,500 1,320,701 - - - - Total Project Expenditures 26,588,112 (820,408) 1,320,701 13,473,440 - - 11,936,000 ENDING FUND BALANCE N/A 25,566,722 26,181,915 14,070,813 14,555,616 15,036,195 20,527,473 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 719,518 113,467 (3,422,219) (3,458,447) (3,321,996) (3,180,682)

REVENUES
Developer Fees and Miscellaneous 396,950 436,314 336,422 136,451 141,314 3,469,588 Other Agency Contributions (City of Vista) - 65,000 610,350 - - - Total Revenues N/A 396,950 501,314 946,772 136,451 141,314 3,469,588

CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 550,000 - - - - - - El Fuerte Lift Station Pump Addition 180,000 - 650,000 - - - - Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road 140,000 1,600,000 - - - - - Las Palmas Trunk Sewer 556,000 - 2,907,000 - - - - Loan Repay - Sewer Conn to Sewer Repl - - - - - - 4,700,000 Sewer Modeling 299,999 - - - - - - Sewer Monitoring Program (Capacity) 642,000 - - 44,000 - - 264,000 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13) 32,363,824 - - - - - - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 396,001 (100,000) 100,000 939,000 - - - Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) 9,464,834 - - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,393 - - - - - - Vista Carlsbad Interceptor - Reach VC3 597,000 (497,000) 380,000 - - - - Total Project Expenditures 66,552,051 1,003,000 4,037,000 983,000 - - 4,964,000 ENDING FUND BALANCE N/A 113,467 (3,422,219) (3,458,447) (3,321,996) (3,180,682) (4,675,094)

SEWER CONNECTION FEE FUND

PUBLIC FACILITY FEE FUND (PFF)

PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
June 7, 2022
Item #13 Page 50 of 99
EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 Y EAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (5,772,055) (9,234,178) (17,372,624) (15,940,256) (10,386,145) (4,387,038)

REVENUES
Transfer from Sewer Operating Fund 5,560,398 10,287,288 16,152,368 16,576,611 15,756,307 110,993,215 Total Revenues N/A 5,560,398 10,287,288 16,152,368 16,576,611 15,756,307 110,993,215

CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring and Maintenance 225,000 - - - - - - Buena Interceptor Sewer Access Road Improvements 1,150,000 - - - - - - Buena Interceptor Sewer Improvements 958,691 250,000 1,150,000 2,070,000 920,000 - - Buena Interceptor Sewer Realignment - East Segment 507,000 - 2,168,000 - - - - Cannon Road Lift Station Improvements 150,000 565,000 - - - - - Chinquapin Lift Station Force Main Outfall Realignment 320,000 (299,244) - - - - - Chinquapin Lift Station Improvements - 300,000 920,000 - - - - Encina Capital Projects 48,823,298 6,367,800 6,957,000 8,450,000 8,002,500 7,757,200 81,818,600 Foxes Landing Lift Station Wetwell and Pump Replacement 5,692,002 700,000 - - - - - North Batiquitos Access Road Improvement 250,000 113,800 - - - - - North Batiquitos Lift Station Forcemain Rehabilitation 950,000 (750,000) - - - - - Odor and Corrosion Prevention Assessment 320,000 - - - - - - Orion Center 4,078,500 - - - - - - Poinsettia Lane Lift Station Overflow 1,008,592 - - - - - - Poinsettia Lift Station Rehabilitation - - 2,500,000 - - - - SCADA Improvements 4,128,733 175,165 380,734 - - - - Sewer Condition Assessment 1,457,999 100,000 100,000 100,000 100,000 - 1,500,000 Sewer Lift Station Repairs and Upgrades 4,235,384 150,000 150,000 150,000 150,000 150,000 1,500,000 Sewer Line Capacity Improvements 200,000 1,000,000 1,800,000 - - - - Sewer System Rehabilitation and Replacement 8,226,479 1,200,000 1,200,000 1,850,000 1,850,000 1,850,000 27,400,000 Simsbury Sewer Extension 638,402 - - - - - - Terramar Area Coastal Improvements - - - - - - - Terramar Sewer Replacement - El Arbol and Los Robles 1,250,000 (1,250,000) - - - - - Vallecitos Interceptor Sewer Cleaning and CCTV 250,000 100,000 - - - - - Village and Barrio Traffic Circles 160,001 - - - - - - Villas Sewer Lift Station Replacement 1,154,002 100,000 - - - - - Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2) 141,000 - 500,000 1,500,000 - - - Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) - 200,000 600,000 600,000 - - - Water, Recycled and Sewer Master Plan 389,985 - - - - - - Total Project Expenditures 86,665,068 9,022,521 18,425,734 14,720,000 11,022,500 9,757,200 112,218,600 ENDING FUND BALANCE N/A (9,234,178) (17,372,624) ( 15,940,256) (10,386,145) (4,387,038) (5,612,423) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 Y EAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 3,784,113 1,900,228 (2,472,275) (5,301,030) (6,439,086) (6,264,448)

REVENUES
Developer Fees 1,535,630 1,727,498 1,048,745 284,944 282,138 15,260,829 Total Revenues N/A 1,535,630 1,727,498 1,048,745 284,944 282,138 15,260,829

CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 2,170,653 3,177,000 - - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 932,000 Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000 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 3,250,001 - 6,010,000 - - - - Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 - - - - - - Palomar Airport Road and College Boulevard Improvements 1,295,499 - - - - - - Sidewalk/Street Construction Program 3,800,000 - - 987,500 333,000 107,500 3,725,000 Terramar Area Coastal Improvements 6,650,005 - - 2,800,000 - - - Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 - 1,494,000 Traffic Impact Fee Update 240,000 30,000 - - - - - Traffic Monitoring Program 1,622,899 122,516 - - - - - Valley and Magnolia Complete Streets 3,536,206 - - - 1,000,000 - - Total Project Expenditures 27,012,265 3,419,516 6,100,000 3,877,500 1,423,000 107,500 10,270,000 ENDING FUND BALANCE N/A 1,900,228 (2,472,275) ( 5,301,030) (6,439,086) (6,264,448) (1,273,619)

SEWER REPLACEMENT FUND

TRAFFIC IMPACT FEES (TIF)
June 7, 2022
Item #13 Page 51 of 99
EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 6,931,007 5,331,739 4,701,939 4,424,723 3,343,483 5,470,618

REVENUES
Transportation Taxes 5,347,000 5,010,200 5,147,784 5,293,760 5,442,135 55,010,356 Total Revenues N/A 5,347,000 5,010,200 5,147,784 5,293,760 5,442,135 55,010,356

CAPITAL PROJECTS
ADA Improvement Program 2,440,001 715,000 175,000 715,000 175,000 715,000 4,450,000 Barrio Street Lighting - 1,280,000 1,280,000 1,030,000 - - - Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,001 - - - - - - Carlsbad Boulevard Pedestrian Lighting 1,325,000 - - - - - - Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements - - - - 1,320,000 - - Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - 1,080,000 - - - Chestnut Complete Street I-5 to Railroad Project Study - - 85,000 - - - - Christiansen Way Improvements - - - - 310,000 - - College Boulevard Extension 1,205,001 - - - - - - Coordinated Traffic Signal Program 2,583,979 - - - - - - Coordinated Traffic Signal Program 1,000,001 - - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,105,001 50,000 - - - - - El Camino Real Widening - Sunny Creek to Jackspar 3,999,999 1,010,000 - - - - - Kelly Drive and Park Drive Complete Street Improvements 4,175,000 500,000 - - - - - Palomar Airport Road/Paseo Del Norte Left Turn Lane Extension 250,278 (575) - - - - - Palomar Airport Road/Paseo Del Norte Right Turn Lane 925,641 (8,157) - - - - - Pavement Management Program 19,186,565 - 1,150,000 1,650,000 1,650,000 1,650,000 16,500,000 Pavement Management Program 14,146,476 2,200,000 950,000 950,000 950,000 950,000 9,500,000 South Carlsbad Coastline 1,779,027 - 1,000,000 - - - - State Street and Grand Avenue Road Improvements - - - - 325,000 - - Street Lighting Replacement Program 3,325,001 - - - - - - Terramar Area Coastal Improvements 1,000,000 - 1,000,000 - - - - Valley and Magnolia Complete Streets - 1,200,000 - - - - - Valley Street Traffic Calming - - - - 1,645,000 - - Village and Barrio Traffic Circles 1,024,999 - - - - - - Total Project Expenditures 62,525,970 6,946,268 5,640,000 5,425,000 6,375,000 3,315,000 30,450,000 ENDING FUND BALANCE N/A 5,331,739 4,701,939 4,424,723 3,343,483 5,470,618 30,030,974 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 26,012,244 27,212,895 27,778,968 27,139,512 28,104,068 29,004,396

REVENUES
Developer Fees 1,724,252 2,016,073 1,635,544 1,089,556 1,180,328 15,159,895 Total Revenues N/A 1,724,252 2,016,073 1,635,544 1,089,556 1,180,328 15,159,895

CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone) 250,183 28,200 - 1,000,000 - - - College Boulevard - Cannon Road To Badger Lane (490 Zone) 300,000 12,600 - 1,250,000 - - - Desalinated Water Flow Control Facility No. 5 10,104,300 707,301 - - - - - Hydroelectric Generation at Water Facilities 400,000 28,000 1,425,000 - - - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement) 600,000 - - - - - - Rancho Carlsbad Groundwater Supply 200,000 - - - 125,000 - 1,425,000 San Luis Rey Mission Basin Groundwater Supply 277,500 (277,500) - - - 280,000 8,000,000 Water Modeling 350,000 25,000 25,000 25,000 - - - Total Project Expenditures 12,481,983 523,601 1,450,000 2,275,000 125,000 280,000 9,425,000 ENDING FUND BALANCE N/A 27,212,895 27,778,968 27,139,512 28,104,068 29,004,396 34,739,292 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (18,024,665) 265,000 265,000 (0) (0) (0)

REVENUES
Recycled Water Loans and Grants 14,272,277 - - - - - Total Revenues N/A 14,272,277 - - - - -

CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements - 50,000 - 265,000 - - - Recycled Water Line - Carlsbad Water Recycling Facility to Agua Hedionda Lagoon 3,417,406 (13,500) - - - - - Recycled Water Phase 3 - Carlsbad Water Recycling Facility Expansion 6,753,630 - - - - - - Recycled Water Phase 3 - Pipelines 21,256,333 (4,253,888) - - - - - Recycled Water Phase 3 - Reservoir 3,120,000 200,000 - - - - - Total Project Expenditures 34,547,369 (4,017,388) - 265,000 - - - ENDING FUND BALANCE N/A 265,000 265,000 (0) (0) (0) (0)

WATER CONNECTION - POTABLE

WATER CONNECTION - RECYCLED

TRANSNET - LOCAL
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EXHIBIT 3

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 19,532,773 16,359,430 4,880,391 (6,551,478) (6,781,987) (6,977,989)

REVENUES
Transfer from Water Operating Fund 5,609,663 5,323,461 5,115,661 5,174,491 5,233,998 55,767,363 Total Revenues N/A 5,609,663 5,323,461 5,115,661 5,174,491 5,233,998 55,767,363

CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services) 875,827 50,000 500,000 500,000 - - - Aviara Parkway and Plum Tree Waterline 200,000 (200,000) - - - - - Carlsbad Boulevard Waterline Replacement at Terramar 3,430,001 1,300,000 - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) 599,943 - - - - - - Cathodic Protection Program 1,606,701 190,000 190,000 190,000 190,000 190,000 540,000 Crestview Drive Transmission Main 300,000 21,000 535,000 - - - - Fire Flow Capacity System Improvements 1,710,000 (1,500,000) 1,700,000 264,000 - - - Limited Access Pipeline Relocation Program 1,939,999 - 2,000,000 1,000,000 - - - Maerkle Facility Improvements 2,235,201 500,000 - - - - - Maerkle Reservoir Floating Cover Replacement 11,032,843 - - - - - - Maerkle Reservoir Solar Project - 249,170 - - - - - Maerkle Reservoir Transmission Main 773,000 - 1,000,000 4,557,000 - - - Normally Closed Valve (Install Motorized Valve) 485,000 500,000 - - - - - Orion Center 6,789,410 - - - - - - Palomar Airport Waterline Realignment 1,750,000 560,000 - - - - - Pressure Reducing Station Program 4,061,999 600,000 600,000 600,000 600,000 600,000 6,000,000 Rancho Carlsbad Groundwater Supply 200,000 - - - 125,000 - 1,425,000 Recycled Water Line - Carlsbad Water Recycling Facility to Agua Hedionda Lagoon 1,632,595 (303,763) - - - - - Recycled Water Phase 3 - Carlsbad Water Recycling Facility Expansion 3,291,435 - - - - - - Recycled Water Phase 3 - Pipelines 2,497,528 (349,751) - - - - - Recycled Water Phase 3 - Reservoir 980,000 - - - - - - Reservoir Repair and Maintenance Program 5,849,999 - 1,960,000 - - - 6,680,000 San Dieguito Water Intertie And Pipeline Extension 280,000 (280,000) - - - - - San Luis Rey Mission Basin Groundwater Supply 77,500 (77,500) - - - 80,000 6,000,000 Santa Fe II Inlet Pipeline 495,000 34,650 - 2,500,000 - - - Santa Fe II Reservoir Site Electrical Improvements 33,580 150,000 - - - - - SCADA Improvements 3,923,400 3,209,200 2,412,500 610,500 - - - Tri-Agency Water Transmission Pipeline Replacement 3,618,972 - 1,000,000 1,836,030 - - - Valley and Magnolia Complete Streets 71,000 - - - - - - Water Infrastructure Condition Assessment Program 1,780,000 410,000 410,000 420,000 420,000 450,000 4,730,000 Water Loss Monitoring Program 349,999 - 110,000 110,000 110,000 110,000 1,100,000 Water System Rehabilitation and Replacement 9,568,372 2,690,000 2,800,000 3,000,000 3,000,000 3,000,000 40,970,000 Water Valve Repair/Replacement Program 6,919,997 940,000 960,000 960,000 960,000 1,000,000 10,760,000 Water, Recycled and Sewer Master Plan 491,213 - - - - - - Technology Investment Projects
Meter Data Management/Utility Analytics - - 550,000 - - - - Utility Billing Automation - - 75,000 - - - - Utility Billing Portal - 90,000 - - - - - Total Project Expenditures 79,850,514 8,783,006 16,802,500 16,547,530 5,405,000 5,430,000 78,205,000 ENDING FUND BALANCE N/A 16,359,430 4,880,391 (6,551,478) (6,781,987) (6,977,989) (29,415,626) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 11,297,721 10,880,221 11,101,856 9,413,716 8,476,250 9,211,649

REVENUES
Transfer from Recycled Water Operating Fund 1,000,000 1,433,235 1,449,860 1,466,534 1,483,399 14,833,990 Total Revenues N/A 1,000,000 1,433,235 1,449,860 1,466,534 1,483,399 14,833,990

CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements - 250,000 - 1,325,000 - - - Carlsbad Water Recycling Facility (Encina Capital Projects) 3,691,710 366,000 474,000 895,000 1,879,000 223,000 1,504,000 Carlsbad Water Recycling Facility Irrigation and Landscape 175,000 - - - - - - Carlsbad Water Recycling Facility Roof Replacement 225,000 - - - - - - Orion Center 2,715,600 - - - - - - Recycled Water Condition Assessment Program 700,001 50,000 50,000 50,000 50,000 50,000 590,000 Recycled Water Pipeline Replacement - - 350,000 350,000 350,000 350,000 5,060,000 Recycled Water Valve and Appurtenance Replacement Program 260,000 120,000 - 120,000 125,000 125,000 1,330,000 SCADA Improvements 1,026,900 631,500 337,600 398,000 - - - Water, Recycled and Sewer Master Plan 369,609 - - - - - - Total Project Expenditures 9,163,820 1,417,500 1,211,600 3,138,000 2,404,000 748,000 8,484,000 ENDING FUND BALANCE N/A 10,880,221 11,101,856 9,413,716 8,476,250 9,211,649 15,561,639

WATER REPLACEMENT - POTABLE

WATER REPLACEMENT - RECYCLED
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H-1

STRATEGIC DIGITAL TRANSFORMATION INVESTMENT

PROGRAM

The Strategic Digital Transformation Investment Program, or SDTIP, is a comprehensive approach to planning for and funding digital transformation efforts throughout the city. Several documents inform this program, including the City Council-approved Connected Carlsbad: An Inclusive City Innovation Roadmap, the Internal Digital Information Network Action Plan, and the Information Technology Strategy, which are complemented by a five-year projected roadmap of digital transformation investments. The SDTIP is the strategic plan for technology and digital transformation combined with project descriptions, costs, funding sources and timelines. The purpose of this new program is to provide for an annual investment strategy, not a commitment for spending, that outlines a five-year expenditure plan for future digital transformation and technology projects and the corresponding revenues necessary to pay for them.

Connected Carlsbad: An Inclusive City Innovation Roadmap

In January 2019, city staff presented Connected Carlsbad: An Inclusive City Innovation Roadmap, designed to provide a high-level, organized guide outlining the principles that matter to the city in creating a more connected community. This roadmap and its associated action plan were based on a combination of items, including:
• City Council approved projects,
• existing city documents,
• previous Information Technology assessments and interviews with departments, and • a global scan of other cities and best practices that have emerged from leading smart city thinkers and Carlsbad-specific community engagement.

The Strategic Digital Transformation Investment Program expands on the Connected Carlsbad Roadmap to include a strategy for evaluating and prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines. This new investment program continues to be organized into the five primary goal areas approved by City Council in Connected Carlsbad, listed below.

• Pursue Communitywide Digital Transformation focuses on the foundational elements, including connectivity, up-to-date hardware and software, and a robust security strategy while providing an aspirational vision for the future.
• Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. • Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human- centered perspective that an engaged city that uses data and technology in a way that

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respects people and their privacy will support a vibrant culture where residents, organizations and businesses are invested in their community and its future. • Enhance Accessibility and Transparency recognizes that open government and approaching problem-solving from an accessibility perspective leads to better outcomes for all. • Promote Safety and Sustainability through Connectivity leads to understanding the interconnected nature of our communities that can achieve environmental, mobility and sustainability goals when approached in a cross-departmental and community informed manner.

Once City Council adopts the proposed Strategic Digital Transformation Investment Program, projects receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget information is shown for a five-year period to provide the most comprehensive information about known future projects. Spending authority in future years is not granted until adoption of the annual proposed SDTIP budget associated with each year.

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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
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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.

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INFORMATION TECHNOLOGY STRATEGY
Although digital transformation is a collaborative effort involving all city departments, Information Technology is the core department that is responsible for delivering projects approved in the Strategic Digital Transformation Investment Program. The IT Department is also responsible for ensuring that technology implementations operate efficiently and effectively to support the delivery of services to the city’s residents, businesses and visitors.

In late 2021, the IT leadership team conducted a multi-day strategic planning workshop and developed a robust and detailed strategic plan update. This exercise involved development of numerous strategic initiatives that align with overall city business goals and the creation of Vision, Mission and Values statements to guide leadership on future endeavors.

In 2022, the IT Department underwent a re-organization to better align the team for continued success. As part of this re-alignment, Geographic Information Systems, or GIS, moved from the IT Department to the Innovation and Economic Development Department to create a new citywide Data Services Division. Additionally, the IT Department created an Assistant IT Director position overseeing administration, client services, project management and security to better align coordinate the IT Department and city operations. The IT Department was able to create the role of the Assistant IT Director without adding a new position due to the retirement of the GIS manager.

Mission and Guiding Principles
The Mission for the IT department is:

Leveraging partnerships, people, and technology, we collaborate with the organization to deliver the best solutions for the City of Carlsbad.

Our guiding principles are as follows:

We partner with the organization to deliver innovative solutions by:
o Embracing and guiding change
o Understanding the business to get to the best yes
o Having a bias towards action and taking calculated risks o Consistently asking is there a better way
We build trust within the organization by:
o Being accountable for our work and delivering on our promises o Being approachable
o Communicating early and often
o Safeguarding the city’s digital assets
We create a great work environment by:
o Empowering staff
o Supporting each other
o Celebrating our success and learning from our mistakes o Prioritizing growth and education

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Strategic Goals
The IT department has developed five strategic goals:

• Connect with the Organization
• Develop the Workforce
• Drive Operational Standardization
• Deliver Services and Solutions
• Measure to Improve

Alignment between the five goals presented in the Connected Carlsbad Roadmap and the strategic goals of the IT Department are critical to delivering effective technology services. This exercise was key to the development of the strategic goals.

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The Information Technology Department
The IT Department is organized into multiple divisions, including Enterprise Applications, Infrastructure and Operations, Project Management, Client Services, Public Safety, Security and Administration. These divisions work together to provide services that are crucial to digital transformation efforts.

The city also has numerous technologists, known as Business Systems Specialists, embedded into various departments in the city. These include departments in the Public Works branch, Parks & Recreation, Library & Cultural Arts, Finance and Community Development departments. These technologists specialize in the business processes of their respective departments, assist in the administration of that department’s enterprise applications, and serve as technology liaisons between Information Technology and the department. The goal of the Business Systems Specialists team is to investigate business systems, identify options for improving business systems and bridge the needs of the business through technology solutions.

IT Department Divisions

Administration
The IT Administration Division provides support to the other IT Department divisions by centralizing the management of staff reports, contracts and agreements, accounts payable, purchasing, budgeting, and coordination of asset replacement requirements. Having central staff to handle these functions allows for continuity of procedures and standards within the department.

Client Services
Client Services provides the first level of support in the IT department. This group manages the service desk, where staff call to get help when a technical service is not functioning as expected. This group also manages the replacement of mobile devices such as smart phones and tablets.

Cybersecurity
The Cybersecurity section is responsible for building and managing the city’s information technology security program. This includes the user security awareness program and training as well as incident response to malicious attacks. Recently, the city hired its first IT Security Manager to specifically oversee these efforts and formally define important strategies and policies. Given the nature of threats to many organizations, this is a role of critical importance.

Enterprise Applications
The software applications used in the city deliver major technical services to city staff, providing them with the technology tools and data necessary to do conduct their core business functions and make data-driven decisions.

The IT Enterprise Applications Division is divided into two sections, database management and enterprise application management.

The database management team provides technical support and expertise related to the city’s database infrastructure. This includes ensuring the city’s database infrastructure is stable, secure and readily available to support the city’s enterprise applications. Additionally, the database management team works closely with the city’s Business Intelligence & Data Analytics Manager on initiatives related to data governance and operational analytics.

The enterprise applications team provides technical support and expertise related to the city’s portfolio of enterprise applications. Enterprise applications are the major applications, such as the June 7, 2022
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central finance system and public works enterprise asset management system, used by the city to accomplish its core business functions. The team is divided into three groups supporting dedicated departments within the city. One group supports the Public Works and Community Development departments, another group supports the Human Resources and Finance departments, and another group supports the remaining departments. The enterprise applications team also provides web administrative support for the city’s internet website as well as assisting with the branding and configuration of other city web-based applications.

Infrastructure and Operations
Infrastructure technologies are the foundation of all other digital services that IT provides. Without these systems, data cannot be transported, processed or stored.

The IT Infrastructure and Operations Division manages these technologies and is divided into three sections: Client Systems, Datacenter Systems and Networking. Each section of the team supports multiple technologies that make up the technical services they are responsible for delivering.

The Client Systems section provides endpoint support to all information systems users in the city. This includes deployment and support for desktops and laptops.

The Datacenter Systems section is responsible for the centralized computer processing and data storage systems at the city. These are the platforms many other departments rely upon for the delivery of critical applications. This section also holds the primary role in supporting collaboration and remote work tools.

The Networking section is responsible for the support of all digital communication networking technologies in the city. This section is also responsible for planning and implementing low voltage cabling and working with the Facilities Department to ensure all IT hardware systems have uninterruptible power and reliable cooling.

Project Management
The Project Management team provides project management support for larger technology initiatives including new implementations and upgrades to existing systems. This team also provides support, guidance and assistance to other city departments managing smaller technology projects and assists departments in submitting project proposals as part of the Strategic Digital Transformation Investment Program.

Public Safety

Public Safety IT is the technology team dedicated to public safety that provides application and hardware support to the city’s Police and Fire departments. Regional information sharing amongst Law Enforcement Agencies along with Joint Powers Authority membership for the city’s Fire Department requires IT to proactively engage with regional partners. With so much information being warehoused throughout the county, it is important to have a mechanism to intelligently display and interpret all this data.

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STRATEGIC DIGITAL TRANSFORMATION

INVESTMENT PROGRAM PROJECTS

The following contains information about the projects in the SDTIP. Full project pages are provided for the new projects being requested for fiscal year 2022-23 and prior approved projects that have changes in funding needs or project requirements. Projects with no changes and projects that have been completed or cancelled are listed below. Full details for these projects can be found in the fiscal year 2021-22 budget document.

Fiscal Year 2021-22 Continuing Projects – No Changes

The following projects were approved during the fiscal year 2021-22 SDTIP and have no changes to their funding needs or project requirements and are still in process. These projects are included in the totals of the various graphs and charts shown in the SDTIP.

• Project Portfolio Management Tool & Consulting
• ServiceNow Service Portal
• Global Positioning System, or GPS, Technology Hardware • Digital Engagement & Analytics Consultant
• Outdoor Wireless Study
• Exploration Hub Audio Visual Upgrade
• Next Generation Online Catalog
• Online Permitting/Electronic Reviews, also known as E-Reviews

Fiscal Year 2021-22 Completed or Cancelled Projects

The following projects were completed or cancelled during fiscal year 2021-22. The completed projects are not part of the totals of the various graphs and charts, while the cancelled projects are included if the project was previously funded.

Completed
• Mobile Computer Program
• Council Chamber Technology Upgrade
• Records Management System Expansion
• Unified Communications System

Cancelled
• Intranet Upgrade
• ServiceNow SAM Implementation

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ESTIMATED TOTAL APPROPRIATIONS BY GOAL

Going into fiscal year 2022-23, there are 33 continuing and new projects planned over the next five years at an estimated total cost of $27.34 million. Included in the $27.34 million is approximately $15.35 million in estimated new costs over the course of the same time frame to provide additional funding for the continuation of existing projects as well as funding for new projects. Within the $15.35 million is approximately $3.94 million of estimated new appropriations for fiscal year 2022-23 for these same projects.

Build Capacity for
Data-driven
Decision Making,
1,775,000 - 7%
Enhance
Accessibility and
Transparency,
1,496,852 - 5%
Foster a Vibrant
Civic Engagement
Culture,
1,425,000 - 5%
Promote Security and
Sustainability through
Connectivity,
9,664,015 - 35%
Pursue
Communitywide
Digital Transformation,
12,981,500 - 48%
Estimated Total Projects Costs by Goal
FY 2022-23 to FY 2026-27
$27.34 million
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Pursue Communitywide Digital Transformation
$12.98 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy.

Build Capacity for Data-Driven Decision Making
$1.78 million
This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics . It builds a comprehensive approach to citywide data management to enable data-rich key performance metrics and effective operation of city departments.

A data policy and resources will be created to align departments with standards of data cataloging for compliance ease of data sharing.

Foster a Vibrant Civic Engagement Culture
$1.43 million
The city’s civic engagement culture builds upon the first two goals with a human-centered perspective to use data and technology in a way that respects people and their privacy. Projects in this category will support a vibrant culture where residents, organizations and businesses are invested in their community and its future.

Enhance Accessibility and Transparency
$1.49 million
This goal recognizes that open government and approaching problem -solving from an accessibility perspective leads to better outcomes for all. Projects in this category include Civic Engagement with Open Data , Online Permitting/Electronic Reviews, Patron Print /Copy Managemen t and a Virtual Permitting Counter.

Promote Security and Sustainability through Connectivity $9.66 million
Projects in this goal include the a nnual replacement of hardware and technology infrastructure, a Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System, and an enhancement to the 9-1-1 emergency system.

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SDTIP PROJECTS

PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION

Consolidation & Replacement of Core Systems

About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are approximately 20 core systems include the city’s financial, human resources, payroll, budget, asset and work order management, licensing and permitting, utilities operations, computer-aided dispatch, land management, and program-event management. Rather than operate many systems with narrow applicability, the city is evaluating ways to consolidate its core systems as legacy applications are replaced. This may mean accelerated replacement for certain systems. The goal is to reduce redundancy and inefficiency with operating many different systems with different vendors.

Consolidating down to a few systems that seamlessly integrates data and provides a more uniform interface will improve the experience of city employees and the public. The scope of this multi-year initiative includes the analysis, selection, purchase and implementation of the software and hardware necessary to consolidate, replace and integrate these systems with as few systems as possible while maintaining or enhancing existing capabilities.

The city is currently evaluating functional requirements and business processes. Once this process is complete, the city’s consultant will provide a comprehensive report outlining the city’s requirements for a new consolidated system as well as outlining the options and costs associated with system consolidation and replacement based on an evaluation of the city’s needs. The next step will involve the development and issuance of a request for proposal for a new consolidated system. This process will take place during fiscal year 2022-23 and there has been a funding adjustment to reflect the budgetary requirements of this process. City staff are not currently requesting funding for implementation, operation or replacement costs. Staff will request an estimated $3.5 million in funding for the acquisition and implementation of a new system as part of the fiscal year 2023-24 and 2024-25 SDTIP. It is not currently feasible to determine any operational or replacement costs because Project Funding Source:

Technology Investment 4,400,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 400,000$ 500,000$ 1,500,000$ 2,000,000$ -$ 4,400,000$ Est FY25-26
Budget
-$
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they depend on the recommendations of the request for proposal process; staff will identify more definitive costs during the request for proposal process.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Need
The city’s current application portfolio does not meet the city’s operational requirements, does not meet user needs, does not follow industry best practices, lacks integration, and is inhibiting the city’s ability to make data-driven decisions. Having fewer systems that consolidate the city’s core business functions will enable streamlined business processes and provide more timely access to data and information. It will also enhance operations and reduce inefficiencies of employees having to learn and operate multiple systems.

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Digital Information Network

About This Project
The city has an opportunity to work with a private company called Crown Castle to build a more robust digital information network for its employees and facilities. Beginning in 2019, the city took full advantage of this opportunity and replaced a leased network from a third-party vendor.

As the initial phase of this project has been completed, staff are looking ahead to the second and third phases as originally approved by the City Council. These include leveraging the network to expand services to the Transportation and Utilities departments to replace the aging network infrastructure supporting their key systems. The additional funding request for fiscal year 2022-23 includes elements required for this expansion as well as some feature and functionality enhancements to the services already in place.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Need
In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing fiber-optic cable assets owned by Crown Castle for city use. These cables are made up of multiple fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure. The city must make special arrangements with Crown Castle to use this asset. This network will carry the information needed for data processing, email, internet access, public safety applications and a wide range of services that are crucial to city operations.

Project Funding Source:

Technology Investment 6,025,584$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 4,825,584$ 200,000$ 500,000$ 500,000$ -$ 6,025,584$ Est FY25-26
Budget
-$
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Enterprise Asset Management System

About This Project
This project implements a new web-enabled enterprise asset and work order management system across all city departments to consolidate disparate asset databases, work order systems and inventory management tools. The city worked with a consultant to develop a comprehensive report outlining the city’s requirements for a new enterprise asset management system. The city used these requirements to develop and issue a request for proposal and is currently in the process of selecting a solution. Based on the costs identified in the request for proposal responses, an additional $500,000 is being requested. More definitive costs will be identified during the contract negotiation process and will be approved by City Council when the contract for the selected solution is placed on a future City Council agenda.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Need
Currently, departments manage and track assets and work orders in various ways. Many departments use disparate, stand-alone Excel spreadsheets, custom or Microsoft-based databases that lack integration, or paper files. The decentralized approach to asset management results is less accurate and reliable inventory numbers, decreased accountability for assets in general, less efficient use of staff time, and billing inaccuracies for those assets that are used as a basis to charge other departments and external customers.

Project Funding Source:

Technology Investment 1,600,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 1,100,000$ 500,000$ -$ -$ -$ 1,600,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 68 of 99
H-16
ServiceNow SAM Implementation - Cancelled

About This Project
ServiceNow is the application that IT staff use to service staff technology needs. The Software Asset Management project would have added new functionality to the ServiceNow tool to allow the IT department to easily keep track of the city’s software assets. The new functionality would have tracked how many software licenses have been purchased, who they are assigned to and the cost of each license.

After further review, staff determined this solution is not needed at this time but will be revisited at a later time.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Need
The project will be reevaluated at a later time.

Project Funding Source:

Technology Investment -$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 150,000$ (150,000)$ -$ -$ -$ -$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 69 of 99
H-17
Timekeeping System Upgrade

About This Project
This project provides for the upgrade of the city’s timekeeping system to the latest version.

Operational costs will not change as a result of this project. There is no replacement cost associated with this project.

Connected Carlsbad Goal:

Pursue Communitywide Digital Transformation

Project Need
The city last updated its existing timekeeping system in 2019. In order to stay on a current, stable and vendor-supported version of the application, an upgrade is necessary. The next version will also fix bugs and provide functionality that will improve processes and increase the productivity of Finance Department payroll staff.

Project Funding Source:

Technology Investment 95,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 95,000$ -$ -$ -$ 95,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 70 of 99
H-18
Utility Billing Automation

About This Project
This project involves implementing the automation platform which adds additional functionality to the city’s existing utility billing system. The automation platform allows city staff to schedule routine tasks and administer best practice workflows for common business processes. This functionality provides a flexible and modular approach to automating complex business rules and integrations, while data validation enforcement helps maintain data integrity.

Based on current project demand and resource availability, city staff are tentatively scheduling this for fiscal year 2023-24 and will request funding as part of the fiscal year 2023-24 SDTIP.

After this project is complete, staff expects operational costs for the utility billing automation platform to increase by an estimated $7,500 annually. There is no replacement cost associated with this project.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Need
There are several manual processes that take a significant amount of staff time and increase the potential for errors within the current system.

Project Funding Source:

Utility Replacement 75,000$
Manag
ing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 7,500
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Replacement -$ -$ 75,000$ -$ -$ 75,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 71 of 99
H-19
Utility Billing Portal

About This Project
This project involves migrating from the existing CustomerConnect6 Utility Billing Portal to the vendor’s most current utility billing portal solution.

City staff do not expect operational costs to change as a result of this project. There is no replacement cost associated with this project.

Connected Carlsbad Goal:

Pursue Communitywide Digital Transformation

Project Need
The vendor for the city’s utility billing system announced they have ceased development on the city’s existing utility billing customer portal and are migrating to a new solution. To ensure the city has a secure billing portal that protects the city and its customers, it is imperative that the city is using a billing portal supported by vendor-provided upgrades and security patches.

Project Funding Source:

Utility Replacement 90,000$
Manag
ing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Replacement -$ 90,000$ -$ -$ -$ 90,000$ -$ Est FY25-26
Budget
June 7, 2022
Item #13 Page 72 of 99
H-20

BUILD CAPACITY FOR DATA -DRIVEN DECISION MAKING

Business Process Automation

About This Project
This project facilitates the expansion of business process automation by adding licenses to the city’s existing Laserfiche system. This will allow for the implementation of additional automated and electronic document related workflows, additional DocuSign licensing to enable continued migration from paper signatures to electronic signatures, and consulting services to assist with the automation of existing manual HR processes.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Need
The COVID-19 pandemic surfaced several opportunities to improve upon manual and paper driven processes.

Project Funding Source:

Technology Investment 150,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 150,000$ -$ -$ -$ 150,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 73 of 99
H-21
Data Governance and Operational Analytics

About This Project
This project builds a comprehensive approach to citywide data management to enable data-rich key performance metrics and effective operation of city departments. City Council recently approved a policy statement on citywide data governance and management, including the establishment of a data governance committee. City staff are requesting additional funding to purchase additional software licenses and data lake design and engineering services.

After initial implementation, staff estimates operational costs to increase by $360,000 going forward.

There is no replacement cost associated with this project.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Need
This project serves as the foundation for delivering more efficient city services. By leveraging data, the city can achieve a better understanding of key performance metrics for all departments citywide.

The project will implement a citywide data policy to govern how the organization collects, maintains and secures data in order to enable rich reporting and analytics for operations and leadership. The policy will enact a data governance team that can revise the policy as needs and priorities change.

The data governance team will direct and oversee the data catalog and data inventory, participate in the evaluation of new systems that will collect data, regularly review data security, and audit processes of data collection and retention.

This project will fund the implementation of a data lake to house a centralized location to facilitate easier cross-departmental reporting. Staff will be trained on data stewardship and how to unlock operational insights using new data tools. The project will fund the delivery of department performance dashboards to inform leadership and the City Council on the ongoing efforts of agency goals. Further, the project creates capacity to acquire external datasets that inform city operations and benefit multiple departments.

Project Funding Source:

Technology Investment 505,000$
Managing Department:

Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 360,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 295,000$ 110,000$ 100,000$ -$ -$ 505,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 74 of 99
H-22
Discovery Management

About This Project
The first phase of this project involved the completion of an assessment to identify the functional and business requirements for a discovery management solution which will be used to draft a request for proposal. Based on current project demand and resource availability, city staff will develop and issue of a request for proposal for the acquisition and implementation of a discovery management system during fiscal year 2023-24. This project is tentatively scheduled for fiscal year 2023-24; staff will identify and request funding as part of the fiscal year 2023-24 SDTIP.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Need
The current process of identifying, gathering, sorting, reviewing and producing information and documents required for litigation discovery is cumbersome and time consuming. The implementation of a discovery management solution would enable the city to identify, gather, and sort information and records from the massive volumes of content that span the city, including emails, and then sort and eliminate exact copies to reduce the effort and cost of reviewing and producing the remaining content. City staff may also use the discovery management solution to respond to large California Public Records Act requests.

Project Funding Source:

Technology Investment 170,000$
Managing Department:

Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 30,000$ -$ 140,000$ -$ -$ 170,000$ -$ Est FY25-26
Budget
June 7, 2022
Item #13 Page 75 of 99
H-23
Meter Data Management/Utility Analytics

About This Project
This project implements the Meter Data Management and analytics modules offered as additional functionality to the existing utility billing system.

Based on current project demand and resource availability, city staff are tentatively rescheduling this project for fiscal year 2023-24 from fiscal year 2022-23; staff will identify and request funding as part of the fiscal year 2023-24 SDTIP.

After initial implementation, staff estimate operational costs to increase by $175,000 going forward.

There is no replacement cost associated with this project.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Need
The city has an existing automated meter infrastructure and completed a major upgrade to the utility billing system last year. However, there are still many manual processes that exist between the two systems. For example, if for some reason a meter is not being automatically read, the automated meter infrastructure system will generate a report identifying the meter and staff must manually create a work order in the utility billing system to dispatch a meter reader to troubleshoot the meter.

Implementing the Meter Data Management functionality of the utility billing system will automate this and several other integration processes.

Additionally, the Meter Data Management solution offers robust analytics capability including a key performance indicator dashboard, advanced leak detection and notification, water loss analysis, and water conservation management.

Project Funding Source:

Utility Replacement 550,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 175,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Replacement -$ -$ 550,000$ -$ -$ 550,000$ -$ Est FY25-26
Budget
June 7, 2022
Item #13 Page 76 of 99
H-24
Professional Technical Services for Data Project Delivery

About This Project
The ESRI Advantage Program provides technical assistance to staff on projects that meet city and City Council goals. The program is currently being used to complete the first phase of the Fire Department Standards of Cover project. This funding will allow for staff to be agile in starting and executing new projects that use GIS and ESRI. The credits are also flexible so as city needs change, the city can adapt its use of the technical assistance. It is estimated that the city will use at least $70,000 worth of credits in fiscal year 2022-23.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Need
Annual consulting credit with ESRI to assist in GIS and data initiatives.

Project Funding Source:

Technology Investment 350,000$
Manag
ing Department:

Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 70,000$ 70,000$ 70,000$ 70,000$ 350,000$ Est FY25-26
Budget
70,000$
June 7, 2022
Item #13 Page 77 of 99
H-25
Regulator Water Usage Analytics

About This Project
Implement the Waterview Water Efficiency portal to assist the city in meeting legislatively established water conservation goals and reporting requirements.

After initial implementation, city staff estimate operational costs to increase by $42,000 going forward. There is no replacement cost associated with this project.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Need
The State of California has established water efficiency and allocation requirements as part of water conservation legislation, Senate Bill 606 and Assembly Bill 1668. These bills require urban water retail suppliers to develop annual urban water use objectives for their service areas that represent the total amount of efficiently used water that can be delivered to the service area. The District needs an application that analyzes data by the components of the water allocation and calculates water use efficiency to help meet the new water efficiency and allocation requirements and to provide the data needed for the annual reporting requirements which start November 2023.

Project Funding Source:

Utility Operating 50,000$
Manag
ing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 42,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Operating -$ 50,000$ -$ -$ -$ 50,000$ -$ Est FY25-26
Budget
June 7, 2022
Item #13 Page 78 of 99
H-26

FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE

Audiovisual Upgrades

About This Project
This project provides for upgrades and growth of the city's audiovisual equipment. The work landscape has changed—audiovisual equipment that previously supported in-person meetings in a room are now supporting meetings held virtually. The IT Department will update and maintain audiovisual equipment to meet this new work environment and other necessary enhancements to legacy technology.

There are no annual operational cost changes associated with this project. City staff cannot feasibly estimate replacement costs until after the new equipment is purchased.

Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture

Project Need
This project allows for the standardization of audiovisual equipment within the city’s work facilities so personnel can conduct business with internal and external resources virtually without the need to move between facilities for meetings.

Project Funding Source:

Technology Investment 1,125,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 625,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,125,000$ Est FY25-26
Budget
100,000$
June 7, 2022
Item #13 Page 79 of 99
H-27

ENHANCE ACCESSIBILITY AND TRANSPARENCY

Civic Engagement with Open Data

About This Project
This project supports community engagement with city operations and makes government more open and accountable. An open data portal will provide a resource for citizen access to detailed financial, operational and historical datasets of city activity. City staff are requesting additional funding to cover design research services and increased licensing costs.

After initial implementation, staff estimate operational costs to increase by $175,000 going forward.

There is no replacement cost associated with this project.

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Need
Serving as the accessibility and transparency part of the Data Governance and Operational Analytics project, this project will leverage the city’s data resources and deliver an online portal rich of city data to enable increased community engagement and transparency. It is anticipated that this project will also save staff time for all departments by reducing common public records requests by making these datasets always available online. This key project will facilitate a deeper understanding within the community and better inform residents that wish to know more about how their city operates. The data governance team will direct and oversee the open data online catalog and track access to these resources. Phase I will deliver a smaller set of data commonly requested by the public to an online platform. Phase II will expand the publicly available datasets to cover information from all departments and live progress on citywide initiatives and City Council goals.

Project Funding Source:

Technology Investment 198,000$
Managing Department:

Innovation & Economic Development
Estimated Annual Costs
Increase/(Decrease):

Operational 175,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 180,000$ 18,000$ -$ -$ -$ 198,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 80 of 99
H-28
Enterprise Digital Asset Management

About This Project
The city engaged with an outside consultant to complete an assessment that identified the functional and business requirements for an enterprise digital asset management solution that will provide for the storing, organizing, describing, accessing and preservation of digital assets. City staff will use these requirements to develop and issue a request for proposal, which will take place during fiscal year 2022-23. Staff are currently requesting funding for the acquisition and implementation of an enterprise digital asset management system.

At this time, depending on the identified solution, city staff cannot feasibly determine any operational or replacement costs.

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Need
Currently, the city has a wide range of digital assets maintained by numerous departments that are currently managed, stored, accessed and shared using a variety of methods. These digital assets range from unique archival documents, records, films, audio recordings, artwork and photos maintained by the Library & Cultural Arts Department, photos and videos related to the history of Leo Carrillo Ranch Historic Ranch maintained by Parks & Recreation Department, and photos of current events maintained by the Communications & Engagement Department. Storage of these assets varies from storage on an external hard drive, storage in SharePoint Digital Libraries or saved on network drives. As a result, no centralized environment exists to store and catalogue these assets, making it challenging to find, share and use these resources.

Project Funding Source:

Technology Investment 400,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 50,000$ 350,000$ -$ -$ -$ 400,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 81 of 99
H-29
Patron Print/Copy Management

About This Project
This project replaces the existing print/copy management system used at the various library locations within the city. City staff will need to complete a request for proposal to identify and implement a new system.

At this time, city staff do not expect this project to result in an increase to operating or replacement costs.

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Need
The existing agreement will expire in September 2022 and the Library & Cultural Arts Department is looking to enhance the current system.

Project Funding Source:

Technology Investment 88,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 18,000$ 70,000$ -$ -$ 88,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 82 of 99
H-30
Virtual Permitting Counter (OpenCounter)

About This Project
This project implements OpenCounter's Virtual Permitting Counter application. City staff adjusted the additional funding from fiscal year 2022-23 to fiscal year 2023-24 to better reflect the timing of this project.

After initial implementation, staff estimate operational costs to increase by $34,500 going forward.

There is no replacement cost associated with this project.

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Need
Prior to determining what is required to establish a business or begin development in the City of Carlsbad, potential applicants typically must meet with city staff. Staff then work to educate the applicant on what is allowable from a zoning perspective, what type of plan cases and permits will be required, and how much permitting will cost. OpenCounter establishes an online virtual permitting counter that walks an applicant through much of this process online in a self-service portal.

Project Funding Source:

Technology Investment 84,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 34,500
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 61,000$ -$ 23,000$ -$ -$ 84,000$ -$ Est FY25-26
Budget
June 7, 2022
Item #13 Page 83 of 99
H-31

PROMOTE SECURITY AND SUSTAINABILITY THROUGH

CONNECTIVITY

Annual Hardware and Infrastructure Replacement

About This Project
This project provides for replacement equipment funding for scheduled replacement of laptops, desktops, internal servers, routers, switches, and other network and data center requirements.

There is no increase or decrease in operational costs associated with the annual replacement program. Due to the circular nature of the replacement program, replacement costs fluctuate annually depending on the hardware life cycles which can range from three years to 20 years.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Need
Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is needed to support the city's technology infrastructure and department-specific needs.

Project Funding Source:

IT Replacement Fund 5,465,436$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget IT Replacement Annual 790,436$ 1,030,000$ 1,485,000$ 1,050,000$ 5,465,436$ Est FY25-26
Budget
1,110,000$
June 7, 2022
Item #13 Page 84 of 99
H-32
Business Process Documentation

About This Project
This project will begin to upgrade EnerGov and provide for consulting services to update existing business process documentation to reflect user interface changes and assist with business process improvement.

At this time, city staff do not expect this project to result in an increase to operating or replacement costs.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Need
The upgrade to EnerGov will significantly change the user interface. Additionally, the city can use this as a significant opportunity for business process improvement.

Project Funding Source:

Technology Investment 150,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 150,000$ -$ -$ -$ 150,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 85 of 99
H-33
Computer Aided Dispatch

About This Project
The city purchased its current Public Safety Computer-Aided Dispatch system, or CAD, in 2005. Over the years, the current vendor provided a series of upgrades to the system as both needs and technology have evolved. Through a series of mergers and acquisitions, the city’s current CAD system is now at the end of life, and the city must select a replacement CAD system to maintain the standards required by the State of California and expected by the citizens of Carlsbad. The city completed a request for proposal process and selected the Motorola CAD and in-car video system solution. The City Council approved the contract for this system on May 10, 2022.

With the selection of the CAD and in-car video system solution, city staff estimate the annual operating budget to increase by $170,000 starting in fiscal year 2023-24. Staff estimate replacement costs to be $90,000 annually for the in-car video system.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Need
This project provides a new robust and reliable CAD system, designed to support law enforcement activities, that fully integrates with other system application components and meets the requirements established by the Department of Justice. The CAD solution shall include real-time mapping, automated vehicle location and a mobile data client. This mobile data client must include real-time integrated mobile mapping and AVL functionality that provides situational awareness and incident management tools to field personnel. The mobile application must be fully integrated with CAD software to ensure a seamless transfer of information between the CAD and Mobile applications, as well as the Police Department’s Report Writing and Records Management Systems.

The CAD configuration must address system redundancy factors and incorporate backup, failover and recovery solutions. The in-car video solution promotes officer safety by doubling as a forward facing LPR camera. The system also limits agency liability by automatically recording subjects placed in the backseat. Seamless integration with the proposed CAD system and real-time access to the camera views allow command staff to make informed situational awareness decisions with units out in the field.

June 7, 2022
Item #13 Page 86 of 99
H-34
Cyber Security Program Development

About This Project
The cybersecurity program provides support and protection to the City of Carlsbad so it can successfully accomplish its mission. As the threat landscape is changing and getting more sophisticated in lockstep with advances in technology, we need to ensure the city’s cybersecurity program is robust enough to keep threat actors from causing harm to the city.

To ensure we address the different areas and aspects of cybersecurity, city staff have developed and adopted an approach based on the National Institute of Standards and Technology Cybersecurity Framework to cybersecurity defense program which covers five functions:
• Identify – Develop the organizational understanding to manage cybersecurity risk to systems, assets, data and capabilities. The activities in the Identify function are foundational for effective use of the Framework. Understanding the business context, the resources that support critical functions, and the related cybersecurity risks enables an organization to focus and prioritize its efforts, consistent with its risk management strategy and business needs. Examples of outcome categories within this function include Asset Management, Business Environment, Governance, Risk Assessment and Risk Management Strategy. • Protect – Develop and implement the appropriate safeguards to ensure delivery of critical infrastructure services. The Protect function supports the ability to limit or contain the impact of a potential cybersecurity event. Examples of outcome categories within this function include Access Control, Awareness and Training, Data Security, Information Protection Processes and Procedures, Maintenance, and Protective Technology. • Detect – Develop and implement the appropriate activities to identify the occurrence of a cybersecurity event. The Detect function enables timely discovery of cybersecurity events.

Examples of outcome categories within this function include Anomalies and Events, Security Continuous Monitoring, and Detection Processes.
• Respond – Develop and implement the appropriate activities to act regarding a detected cybersecurity event. The Respond function supports the ability to contain the impact of a potential cybersecurity event. Examples of outcome categories within this function include Response Planning, Communications, Analysis, Mitigation and Improvements.

Project Funding Source:

Technology Investment 850,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 350,000$ 100,000$ 100,000$ 100,000$ 100,000$ 850,000$ Est FY25-26
Budget
100,000$
June 7, 2022
Item #13 Page 87 of 99
H-35
• Recover – Develop and implement the appropriate activities to maintain plans for resilience and to restore any capabilities or services that were impaired due to a cybersecurity event.

The Recover function supports timely recovery to normal operations to reduce the impact from a cybersecurity event. Examples of outcome categories within this function include Recovery Planning, Improvements and Communications.

At this time, and depending on the types of programs implemented over the course of the project, city staff cannot feasibly determine any operational or replacement costs.

Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity

Project Need
As a result of internal assessments and evaluations by external parties, city staff have identified certain initiatives within the five functions of the cybersecurity framework to translate into projects.

Implementation of these projects will incur costs and require funding. The funding will cover assessment and evaluation, implementation, and staff training. Once the security infrastructure is in place, operational costs will move to the operation budget. City staff identified and planned the following projects for implementation:

- Disaster Recovery program assessment and development, - Detection capability with security incident and event management technology, - Cybersecurity governance program,
- Data classification tools, and
- Incident response procedure development and training.

June 7, 2022
Item #13 Page 88 of 99
H-36
Electronic Patient Care Reporting

About This Project
This project implements the electronic patient care reporting system that is being used by the County of San Diego.

At this time, city staff do not expect this project to result in an increase to operating or replacement costs.

Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity

Project Need
The County of San Diego has requested that any agency in the county that provides Emergency Medical Service migrate to the electronic patient care reporting system that is used by the county.

This will streamline Emergency Medical Service reporting requirements.

Project Funding Source:

Technology Investment 50,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 50,000$ -$ -$ -$ 50,000$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 89 of 99
H-37
Facility Security Master Plan

About This Project
This project is for a facility security master plan that would create a citywide inventory, identify potential new locations, and develop a citywide plan to follow. The city will assess locations for closed-circuit television, or CCTV, cameras, access control, alarm systems, physical door key audits and perimeter fencing at city facilities to help ensure both employee and citizen safety at these facilities. Staff will prioritize needs by risk and create a multi-year implementation plan. Staff will present the resulting Facility Security Master Plan to the City Council for consideration, which is expected to guide the city in creating requests for proposal for the implementation of the recommended security controls over multiple years.

At this time, and depending on the recommendations of the master plan, city staff cannot feasibly determine any operational or replacement costs.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Need
The city does not have a consistent overarching plan or policy for the security of city buildings, parks and critical infrastructure. The City of Carlsbad is committed to protecting the safety of the public and city staff at city facilities amid today’s security risks.

Project Funding Source:

Technology Investment 400,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 100,000$ 100,000$ 100,000$ 100,000$ -$ 400,000$ -$ Est FY25-26
Budget
June 7, 2022
Item #13 Page 90 of 99
H-38
Live 9-1-1

About This Project
Implement Live 9-1-1, which will allow officers and support personnel to monitor live emergency calls to 9-1-1 while enroute to a call. This will provide increased situational awareness for responding officers

The initial one-time cost for this system is $66,380. Yearly ongoing costs are $60,000 for software licensing.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Need
Currently, responding officers are unable to hear the interaction between 9-1-1 callers and dispatchers.

Project Funding Source:

Technology Investment 66,380$
need picture Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 60,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 66,380$ -$ -$ -$ 66,380$ Est FY25-26
Budget
-$
June 7, 2022
Item #13 Page 91 of 99
H-39

FUTURE PROJECTS

Estimated Fiscal Year 2022-23 through 2026-27 Appropriations by Goal

The City of Carlsbad’s SDTIP for fiscal year 2022-23 to fiscal year 2026-27 outlines 33 projects at an estimated total cost of $27.34 million. Of the $27.34 million, $15.35 million is for new or increased funding for projects over the next five years. The information provided for future years reflects the most comprehensive snapshot of known or anticipated future projects as well as associated estimated costs.

Build Capacity for Data-
driven Decision Making,
1,450,000 - 10%
Enhance Accessibility
and Transparency,
479,000 - 3%
Foster a Vibrant Civic
Engagement Culture,
500,000 - 3%
Promote Security and
Sustainability through
Connectivity,
7,111,380 - 46%
Pursue Communitywide
Digital Transformation,
5,810,000 - 38%
Estimated Future Projects Costs by Goal
FY 2022-23 to FY 2026-27
$15.35 million
June 7, 2022
Item #13 Page 92 of 99
H-40
Estimated Fiscal Year 2022-23 Appropriations by Goal

The fiscal year 2022-23 SDTIP outlines $3.94 million in new appropriations for fiscal year 2022-23 to provide additional funding for the continuation of existing projects as well as funding for new projects.

Build Capacity for
Data-driven
Decision Making,
380,000 - 10%
Enhance
Accessibility and
Transparency,
386,000 - 10%
Foster a Vibrant Civic
Engagement Culture,
100,000 , 2%
Promote Security and
Sustainability through
Connectivity,
1,836,380 - 47%
Pursue Communitywide
Digital Transformation,
1,235,000 - 31%
Requested
FY 2022-23 Appropriations by Goal
$3.94 million
June 7, 2022
Item #13 Page 93 of 99
H-41

FIVE-YEAR SCHEDULE OF PROJECTS BY

CONNECTED CARLSBAD GOAL
Connected Requested Estimated Estimated Estimated Estimated Estimated Carlsbad Funding Funding Project Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Project Name Goal Source ID Type Appropriation 2022-23 2023-24 2024-25 2025-26 2026-27 Funding Consolidation & Replacement of Core Systems PCDT TICF 7009 Major 400,000$ 500,000$ 1,500,000$ 2,000,000$ -$ -$ 4,400,000$ Digital Information Network PCDT TICF 7007 Major 4,825,584 200,000 500,000 500,000 - - 6,025,584 Enterprise Asset Management System PCDT TICF 7013 Major 1,100,000 500,000 - - - - 1,600,000 Project Portfolio Management Tool & Consulting PCDT TICF 7004 Major 500,000 - - - - - 500,000 ServiceNow SAM Implementation PCDT TICF 7015 Major 150,000 (150,000) - - - - - ServiceNow Service Portal PCDT TICF 706 Major 150,000 - - - - - 150,000 Timekeeping System Upgrade PCDT TICF NA Major - 95,000 - - - - 95,000 Utility Billing Automation PCDT UEF NA Major - - 75,000 - - - 75,000 Utility Billing Portal PCDT UEF NA Major - 90,000 - - - - 90,000 Global Positioning System (GPS) Technology Hardware PCDT TICF NA Minor 45,916 - - - - - 45,916 7,171,500 1,235,000 2,075,000 2,500,000 - - 12,981,500 Business Process Automation BCDDM TICF NA Major - 150,000 - - - - 150,000 Data Governance and Operational Analytics BCDDM TICF 7019 Major 295,000 110,000 100,000 - - - 505,000 Discovery Management Assessment BCDDM TICF 7020 Major 30,000 - 140,000 - - - 170,000 Meter Data Management/Utility Analytics BCDDM UEF NA Major - - 550,000 - - - 550,000 Professional Technical Services for Data Project Delivery BCDDM TICF NA Major - 70,000 70,000 70,000 70,000 70,000 350,000 Regulatory Water Usage Analytics (Operating Funds) BCDDM UEF NA Major - 50,000 - - - - 50,000 325,000 380,000 860,000 70,000 70,000 70,000 1,775,000 Audio Visual Upgrades FVCEC TICF 7000 Major 625,000 100,000 100,000 100,000 100,000 100,000 1,125,000 Digital Engagement & Analytics Consultant FVCEC TICF 7008 Major 200,000 - - - - - 200,000 Outdoor Wireless Study FVCEC TICF 7014 Major 100,000 - - - - - 100,000 925,000 100,000 100,000 100,000 100,000 100,000 1,425,000 Civic Engagement with Open Data EAT TICF 7017 Major 180,000 18,000 - - - - 198,000 Exploration Hub Audio Visual Upgrade EAT TICF 7023 Major 41,852 - - - - - 41,852 Enterprise Digital Asset Management EAT TICF 7022 Major 50,000 350,000 - - - - 400,000 Next Generation Online Catalog EAT TICF 7024 Major 40,000 - - - - - 40,000 Online Permitting/Electronic Reviews (E-Reviews) EAT TICF 7025 Major 645,000 - - - - - 645,000 Patron Print/Copy Management EAT TICF NA Major - 18,000 70,000 - - - 88,000 Virtual Permitting Counter (OpenCounter) EAT TICF 7026 Major 61,000 - 23,000 - - - 84,000 1,017,852 386,000 93,000 - - - 1,496,852 Annual Hardware and Infrastructure Replacement PSSC ITRF NA Major 1,102,635 790,000 1,030,000 1,485,000 1,110,000 1,050,000 6,567,635 Business Process Documentation PSSC TICF NA Major - 150,000 - - - - 150,000 Compute
r Aided Dispatch (CAD) PSSC TICF 7018 Major 1,000,000 580,000 - - - - 1,580,000 Cyber Security Program Development PSSC TICF 7012 Major 350,000 100,000 100,000 100,000 100,000 100,000 850,000 Electronic Patient Care Reporting PSSC TICF NA Major - 50,000 - - - - 50,000 Facility Security Master Plan PSSC TICF 7003 Major 100,000 100,000 100,000 100,000 - - 400,000 Live 911 PSSC TICF NA Major - 66,380 - - - - 66,380 2,552,635 1,836,380 1,230,000 1,685,000 1,210,000 1,150,000 9,664,015 11,991,987$ 3,937,380$ 4,358,000$ 4,355,000$ 1,380,000$ 1,320,000$ 27,342,367$ Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF Promote Security and Sustainability through Connectivity Total Pursue Communitywide Digital Transformation Total
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Foster a Vibrant Civic Engagement Culture Total
Enhance Accessibility and Transparency
Enhance Accessibility and Transparency Total
Promote Security and Sustainability through Connectivity Build Capacity for Data-driven Decision Making
Build Capacity for Data-driven Decision Making Total
Foster a Vibrant Civic Engagement Culture
ProjectsTotal
Funding Source Abbreviations
June 7, 2022
Item #13 Page 94 of 99
H-42

FIVE-YEAR SCHEDULE OF PROJECTS BY FUND

Connected Requested Estimated Estimated Estimated Estimated Estimated Funding Carlsbad Funding Project Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Project Name Source Goal ID Type Appropriation 2022-23 2023-24 2024-25 2025-26 2026-27 Funding Technology Investment Capital Fund
Audio Visual Upgrades TICF FVCEC 7000 Major 625,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,125,000$ Business Process Automation TICF BCDDM NA Major - 150,000 - - - - 150,000 Business Process Documentation TICF PSSC NA Major - 150,000 - - - - 150,000 Civic Engagement with Open Data TICF EAT 7017 Major 180,000 18,000 - - - - 198,000 Computer Aided Dispatch (CAD) TICF PSSC 7018 Major 1,000,000 580,000 - - - - 1,580,000 Consolidation & Replacement of Core Systems TICF PCDT 7009 Major 400,000 500,000 1,500,000 2,000,000 - - 4,400,000 Cyber Security Program Development TICF PSSC 7012 Major 350,000 100,000 100,000 100,000 100,000 100,000 850,000 Data Governance and Operational Analytics TICF BCDDM 7019 Major 295,000 110,000 100,000 - - - 505,000 Digital Engagement & Analytics Consultant TICF FVCEC 7008 Major 200,000 - - - - - 200,000 Digital Information Network TICF PCDT 7007 Major 4,825,584 200,000 500,000 500,000 - - 6,025,584 Discovery Management Assessment TICF BCDDM 7020 Major 30,000 - 140,000 - - - 170,000 Electronic Patient Care Reporting TICF PSSC NA Major - 50,000 - - - - 50,000 Enterprise Asset Management System TICF PCDT 7013 Major 1,100,000 500,000 - - - - 1,600,000 Enterprise Digital Asset Management TICF EAT 7022 Major 50,000 350,000 - - - - 400,000 Exploration Hub Audio Visual Upgrade TICF EAT 7023 Major 41,852 - - - - - 41,852 Facility Security Master Plan TICF PSSC 7003 Major 100,000 100,000 100,000 100,000 - - 400,000 Live 911 TICF PSSC NA Major - 66,380 - - - - 66,380 Next Generation Online Catalog TICF EAT 7024 Major 40,000 - - - - - 40,000 Online Permitting/Electronic Reviews (E-Reviews) TICF EAT 7025 Major 645,000 - - - - - 645,000 Outdoor Wireless Study TICF FVCEC NA Major 100,000 - - - - - 100,000 Patron Print/Copy Management TICF EAT NA Major - 18,000 70,000 - - - 88,000 Professional Technical Services for Data Project Delivery TICF BCDDM NA Major - 70,000 70,000 70,000 70,000 70,000 350,000 Project Portfolio Management Tool & Consulting TICF PCDT 7004 Major 500,000 - - - - - 500,000 ServiceNow SAM Implementation TICF PCDT 7015 Major 150,000 (150,000) - - - - - ServiceNow Service Portal TICF PCDT 7016 Major 150,000 - - - - - 150,000 Timekeeping System Upgrade TICF PCDT NA Major - 95,000 - - - - 95,000 Virtual Permitting Counter (OpenCounter) TICF EAT 7026 Major 61,000 - 23,000 - - - 84,000 Global Positioning System (GPS) Technology Hardware TICF PCDT NA Minor 45,916 - - - - - 45,916 Technology Investment Capital Fund Total 10,889,352 3,007,380 2,703,000 2,870,000 270,000 270,000 20,009,732 Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement ITRF PSSC NA Major 1,102,635 790,000 1,030,000 1,485,000 1,110,000 1,050,000 6,567,635 Utilities Enterprise Funds (Operating or Capital)
Meter Data Management/Utility Analytics UEF BCDDM NA Major - - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds) UEF BCDDM NA Major - 50,000 50,000 Utility Billing Automation UEF PCDT NA Major - 75,000 75,000 Utility Billing Portal UEF PCDT NA Major - 90,000 90,000 Total Utilities Enterprise Funds (Operating or Capital) - 140,000 625,000 - - - 765,000 11,991,987$ 3,937,380$ 4,358,000$ 4,355,000$ 1,380,000$ 1,320,000$ 27,342,367$ Connected Carlsbad Goal 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
Connected Carlsbad Goal
ProjectsTotal
June 7, 2022
Item #13 Page 95 of 99
H-43

PROJECT FUNDING SOURCES

Technology Investment Capital Fund – Funds set
aside on a yearly basis to fund ongoing SDTIP
digital transformation and technology projects.

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 FY 2022-23 Proposed Budget and for the Capital Funds please see the CIP Section of the FY 2022- 23 Proposed Budget.

FUNDING SOURCES

TECHNOLOGY INVESTMENT CAPITAL FUND

FUNDS AVAILABILITY PROJECTION
Estimated Requested Estimated Estimated Estimated Estimated Balance Year 1 Year 2 Year 3 Year 4 Year 5
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
3,039,160$ 4,059,780$ 5,542,780$ 6,972,780$ 11,114,780$ Transfers In 3,956,000 4,096,000 4,187,000 4,271,000 4,381,000 Interest Revenue 72,000 90,000 113,000 141,000 176,000 Project Appropriations 3,007,380 2,703,000 2,870,000 270,000 270,000 4,059,780$ 5,542,780$ 6,972,780$ 11,114,780$ 15,401,780$ 3,039,160$
Ending Available Balance
Balance Available for Future Projects
Beginning Available Balance

INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND

FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
1,654,923$ 2,349,929$ 2,669,929$ 2,534,929$ 2,774,929$ Replacement Cost Revenue 1,485,006 1,350,000 1,350,000 1,350,000 1,350,000 Replacement Appropriations 790,000 1,030,000 1,485,000 1,110,000 1,050,000 2,349,929$ 2,669,929$ 2,534,929$ 2,774,929$ 3,074,929$ 1,654,923$ Estimated Available Funds
Ending Available Balance
Beginning Available Balance
June 7, 2022
Item #13 Page 96 of 99
H-44
FISCAL YEAR 2022-23 ROADMAP
Strategic Digital Transformation Investment Program FY 2022-23 Schedule Legend: Project Ongoing

GOAL INITIATIVES
Consolidation & Replacement of Core Systems
Digital Information Network
Enterprise Asset Management
Project Portfolio Management
ServiceNow Service Portal
Timekeeping System Upgrade
Utility Billing Portal
Global Positioning System (GPS) Technology Hardware

GOAL INITIATIVES
Business Process Automation
Data Governance and Operational Analytics
Professional Technical Services for Data Project Delivery Regulatory Water Usage Analytics

GOAL INITIATIVES
Audio Visual Upgrades
Outdoor Wireless Study

GOAL INITIATIVES
Civic Engagement with Open Data
Exploration Hub Audio Visual Upgrade
Enterprise Digital Asset Management
Next Generation Online Catalog
Online Permitting/Electronic Reviews (E-Review)
Patron Print/Copy Management
Virtual Permitting Counter (OpenCounter)

GOAL INITIATIVES
Annual Hardware and Infrastructure Replacement
Business Process Documentation
Computer Aided Dispatch (CAD)
Cyber Security Program Development
Electronic Patient Care Reporting
Ensure Adoption of Relevant New Technologies are Mirrored into EOC Facility Security Master Plan
Live911
Traffic Management Functionality Enhancement
JUN
JUN
JUN
JUN
JUN
MAY
MAY
MAY
MAY
MAY
APR
APR
APR
APR
APR
MAR
MAR
MAR
MAR
MAR
FEB
FEB
FEB
FEB
FEB
JAN
JAN
JAN
JAN
JAN
Promote Safety and
Sustainability through
Connectivity
OCT

OCTJUL AUG SEP
Enhance Accessibility and
Transparency

JUL AUG SEP
Foster a Vibrant Civic
Engagement Culture
Build Capacity for Data-
driven Decision Making
SEP
OCT
OCT
Pursue Community Wide
Digital Transformation

JUL AUG

JUL AUG

AUGJUL OCT
SEP
SEP
NOV
DEC
DEC
DEC
DEC
DEC
NOV
NOV
NOV
NOV
-Assessment-- ----Decision---
------------------------------------------------------------- Ongoing--------------------------------------------------------------- ------------------------------------------------------------- Ongoing--------------------------------------------------------------- ---------------------------------------------------------------- Ongoing------------------------------------------------------------ ---------------------------------------------------------------- Ongoing------------------------------------------------------------ ----------------------------------------------------------- Implementation------------------------------------------------------- -----Implementation------
---------------------------- Pilot------------------------- -------------------------- Roll Out------------------------- ------------------------------------------------------------- Ongoing--------------------------------------------------------------- -------Implementation------ ------------------------ Implementation----------------------- ----------------- Implementation------------------
-----Implementation------
------------------------------------------------------------- Ongoing-------------------------------------------------------------- ------------------------------------------------------------- Ongoing--------------------------------------------------------------- ----------- Governane-------------- ----------------------------------Implementation---------------------------- ---------------------------- Pilot------------------------- -------------------------- Roll Out------------------------- ------------------------------------------------------ TBD----------------------------------------------------- ------------------------ Implementation---------------------- ------------------------------------------------------ TBD----------------------------------------------------- ------------------------ Implementation---------------------- ------------------------------------------------------ Implementation----------------------------------------------------- ----------- RFP------------- -------Selection----------- ---------------Implementation---------------------------- -----Aquire Hardware --- ------Implementation----
------------------------------------------------------ TBD----------------------------------------------------- ----------------------------------------------------------- Implementation------------------------------------------------------- ------------------------------------------------------------- Ongoing-------------------------------------------------------------- ---------------------------------------------------------- Implementation-------------------------------------------------------- -------------------------------------------------------------------- TBD------------------------------------------------------------- ---------------------------------------------------------------- Ongoing------------------------------------------------------------ -------------------------- Implementation---------------------- ---------------------------- Assessment------------------------- June 7, 2022
Item #13 Page 97 of 99
H-45

FIVE-YEAR ROADMAP

Strategic Digital Transformation Investment Program - 5-Year Roadmap Legend: In progress Approved Evaluating Ongoing Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Consolidation & Replacement of Core Systems
Digital Information Network
Enterprise Asset Management System
Project Portfolio Management Tool & Consulting
ServiceNow Service Portal
Timekeeping System Upgrade
Utility Billing Automation
Utility Billing Portal
Global Positioning System (GPS) Technology Hardware
Transition to a Single Identity for Users of City Services Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Business Process Automation
Data Governance and Operational Analytics
Discovery Management Assessment
Meter Data Management/Utility Analytics
Professional Technical Services for Data Project Delivery Regulatory Water Usage Analytics
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Audio Visual Upgrades
Digital Engagement & Analytics Consultant
Outdoor Wireless Study
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Civic Engagement with Open Data
Exploration Hub Audio Visual Upgrade
Enterprise Digital Asset Management
Next Generation Online Catalog
Online Permitting/Electronic Reviews (E-Review)
Patron Print/Copy Management
Virtual Permitting Counter (OpenCounter)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Annual Hardware and Infrastructure Replacement
Business Process Documentation
Computer Aided Dispatch (CAD)
Cyber Security Program Development
Electronic Patient Care Reporting
Facility Security Master Plan
Live 911
Traffic Management Functionality Enhancement
Ensure Adoption of Relevant New Technologies are Mirrored into EOC Promote Safety and
Sustainability through
Connectivity

GOAL INITIATIVES
Prior Years FY 2022-23 FY 2023-24 FY2024-25
FY2024-25Prior Years FY 2022-23 FY 2023-24
Foster a Vibrant Civic
Engagement Culture

INITIATIVES
GOAL
GOAL
Build Capacity for Data-
driven Decision Making
GOAL
Pursue Community Wide
Digital Transformation

GOAL INITIATIVES
Prior Years
FY 2023-24 FY2024-25
FY 2023-24
FY 2023-24
FY2024-25
FY2024-25FY 2022-23
Enhance Accessibility and
Transparency
FY2025-26
FY2025-26
FY2025-26
FY2025-26
Prior Years FY 2022-23
FY 2022-23INITIATIVES

INITIATIVES
Prior Years
FY2025-26
FY2026-27
FY2065-27
FY2065-27
FY2065-27
FY2065-27
June 7, 2022
Item #13 Page 98 of 99
H-46

June 7, 2022
Item #13 Page 99 of 99
FY 2022 - 23 PRELIMINARY
CAPITAL IMPROVEMENT and STRATEGIC DIGITAL

TRANSFORMATION INVESTMENT PROGRAMS
BUDGET
Paz Gomez, Deputy City Manager, Public Works
Maria Callander, IT Director
June 7, 2022
TONIGHT’S PRESENTATION
• Capital Improvement Program
• Strategic Digital Transformation Investment
Program

RECOMMENDED ACTIONS
• Accept the report
• Provide direction to staff on any changes
desired
• Public Hearing set for June 14

CAPITAL IMPROVEMENT PROGRAM
• Major infrastructure assets
• Construction, rehabilitation or
replacement above and below ground
• 15-year funding plan approved annually
• Budget appropriated by fiscal year
• Focus on maintaining high quality
infrastructure to improve quality of life

CAPITAL IMPROVEMENT PROGRAM DEVELOPMENT
Organizational
Capacity
Community
Feedback
Policy
documents
Regulatory
requirements
Health and
safety
Council
priorities
Community
feedback
Voter approval
requirement
Alignment with
other strategic
goals
Staff capacity /
project
management
capacity
Project cost /
availability of
funding
Impact /
business case
“Date certain”
requirement due
to regulatory or
legal constraint
Project status
Scheduling and
sequencing
requirements
Technical constraints Alternative delivery
methods

PRIORITIZATION

MAPPING PROJECTS
• Apply asset management approach to
ensure continuity and safety of
infrastructure citywide
• Projects in older areas of the city
require more maintenance
• Community requests and input also
considered
• Map available on city website

CITYWIDE PROJECTS
Abandon Potable Services (New Recycled Services)
Bridge Preventative Maintenance Program
Cathodic Protection Program
City Facility Accessibility Upgrades
City Facility Safety and Parking Lot Lighting
Assessment
Citywide Street Lighting Program
Citywide Thermoplastic Pavement Markings
Coordinated Traffic Signal Program
Drainage Master Plan Update
El Camino Real Medians
Guardrail Replacement and Improvement Program
Intelligent Traffic Control Devices
Miscellaneous City Building Improvements
Odor and Corrosion Prevention Assessment
Pavement Management Program
Pressure Reducing Station Program
Recycled Water Condition Assessment
Program
Recycled Water Valve and
Appurtenance Replacement Program
Reservoir Repair and Maintenance
Program
Retroreflectivity Sign Replacement
Program
Roadway Improvements - Coastal Area
Analysis and Implementation
San Luis Rey Mission Basin
Groundwater Supply
SCADA Improvements
Sewer Condition Assessment
Sewer Modeling
Sewer Monitoring Program (Capacity)
Storm Drain Condition Assessment
Street Lighting Replacement Program
Sustainable Mobility Plan
Implementation Program
Traffic Impact Fee Update
Traffic Monitoring Program
Utility Undergrounding Program Study
Water Infrastructure Condition
Assessment Program
Water Loss Monitoring Program
Water Modeling
Water System Rehabilitation and
Replacement
Water Valve Repair/Replacement
Program

CURRENTLY IN CONSTRUCTION
• Agua Hedi onda Lift Station Biological Monitoring
and Maintenance
• El Camino Real and Agua Hedi onda Creek Bridge
Railing and Sidewalk
• El Camino Real and Cannon Road Intersection
I
mprovements
• Fire Station 2 Replacement
• Lake Calavera Outlet Improvements
• Library Fire Alarm Panel Upgrades
• Poinsettia Community Park - Pha se 4 - Dog Park
• Police and Fire Headquarters Renovation
• Traffic Signal - T amarack Avenue and Valley Street
• Villas Sewer Lift Station Replacement
• Vista Carlsbad Interceptor - A gua Hedionda LS and
Forcemain (VC12-VC13)

FY23 UPDATES
• Council Direction
• Program Overview
– Completed
– Removed
– New
– Projected Revenues

STAFF ACTIONS
• Prepare scope of work for Tyler Street
Traffic Circulation Study with estimated
completion date of late 2024
• Single project manager assigned
• Complete Village and Barrio projects
one year ahead of schedule
• Incorporate Carlsbad Boulevard
Pedestrian Lighting Project to save
time and money
• Add 6 new projects to address all
locations in Village Decorative Lighting
Study
Accelerate the Tyler Street Traffic
Circulation Study, the Village and
Barrio Traffic Circles and all of the
Village and Barrio lighting projects

COUNCIL DIRECTION

STAFF ACTIONS
• Remove CIP Project No. 6059, Railroad
Double Tracking, from the CIP list
• Return prior funding balance of
$12,675 from the General Capital
Construction fund to be reallocated
• Transportation Director will partner
with the Intergovernmental Affairs
Director to further regional efforts and
secure outside funding
Work with other regional agencies to
prioritize the trenching project
studies, remove this project from the
Capital Improvement projects list,
reidentify costs for studies and work
with SANDAG and legislative
representatives to seek funding

COUNCIL DIRECTION

STAFF ACTIONS
Prioritize maintenance repairs within
the current budget on the Monroe
Street pool through 2026
• Completed identified maintenance
and repair items
• Continue to address maintenance
needs until facility can be replaced
• Proposed ballot language will be
brought forward for City Council
consideration at a future meeting
• Deadline for placing the Monroe
Street Pool Project on the
November 2022 ballot is in mid-
August

COUNCIL DIRECTION

PROJECT REVIEW

CRITERIA
Maintain public health and safety
Meet legal mandates
Meet growth management
program facility standards
Grant funding that could be lost
due to a delay
Type of project/similar skills

IMPACTS TO OTHER PROJECTS
Project Name Impact
College Boulevard Extension
Current project field work and other activities would be paused until available project management resources become
available. Estimated restart would be in 2023 or later.

Terramar Area Coastal Improvements
(roadway portion)
Project may be delayed by an additional year to 2026. Work on the utilities project in Terramar, which will be completed prior to the roadway improvements, will continue as planned.

Valley and Magnolia Complete Streets Project may be delayed by an additional year to 2027.

Sustainable Mobility Plan Implementation
Projects may be delayed by an additional year to 2024. The first batch of projects include Cannon Road/Paseo del Norte,
Jefferson Street, La Costa Avenue, Las Flores Drive and Tamarack Avenue.

Bridge Preventative Maintenance Program Maintenance projects may be further deferred by a year.

Delayed
• College Boulevard Extension
• Sustainable Mobility Plan
Impl
ementation
• Terramar Ar ea Coastal
Improvements
(roadway portion)
• Valley and Magnolia Complete
S
treets
• Bridge Preventative Maintenance
P
rogram
Accelerated
• Barrio Lighting
• Carlsbad Boulevard Pedestrian
L
ighting
• Tyler Street Traffic Circulation
St
udy
• Village and Barrio Traffic Circles
• Village Decorative Lighting
FY23 CAPITAL IMPROVEMENT PROGRAM
$56.2 $82.7 $43.4
0 10
20 30
40 50
60 70
80 90
FY22 Appropriation FY23 Projection FY23 Request
$2.1 million for
new projects
million million million
FY23 PROJECTS OVERVIEW
Totals by Project TypeTotals by Asset Classification
Civic Projects and
Facilities Maintenance
4% Parks
4% Drainage
8%
Sewer
32%
Water and
Recycled Water
6%
Transportation
46%
Capital Project,
53%
Maintenance
and Operations,
36%
Planning, -7%
Project
Accounting,
17%
FY23 FUNDING HIGHLIGHTS:

Sustainability and the natural environment
• Maerkle Reservoir Solar Project, $250,000
• Kelly Drive Channel Repair, $500,000
• Fleet Fuel Island Upgrade, $500,000
FY23 FUNDING HIGHLIGHTS: Community character
• Village and Barrio Traffic Circles, $1.4 million
• Grand Avenue Promenade Feasibility Study,
$200,000
• Kelly Drive and Park Drive Complete Street
Improvements, $500,000
FY23 FUNDING HIGHLIGHTS: Quality of life and safety
• Beach Access Repair and Upgrades - Pine Avenue to
Tamarack Avenue, $1.8 million
• Carlsbad Boulevard Water Line Replacement at
Terramar, $1.3 million
• El Camino Real Widening - Poinsettia Lane to Camino
Vida Roble, Sunny Creek Rd to Jackspar Dr, $1 million
• Calavera Hills Community Center
Refurbishment, $1.3 million
• Senior Center Refurbishment, $600,000
• Fleet Maintenance Refurbishment, $500,000
FY23 FUNDING HIGHLIGHTS: Organizational excellence

COMPLETED PROJECTS
• Indicates project account can be closed
in accounting system
• 15 projects returning approximately
$7.5 million to original funding source
Americans with Disabilities Act
Improvement Program (District 1)
Altamira Water Main Relocation
Barrio Lighting Phase I
Cadencia Street
Residential Traffic Calming
Calavera Hills Community Park
Gateway Improvements
College Boulevard
Speed Feedback Signs
Concrete Repair Program
(District 4)
El Camino Real and College Boulevard
Intersection Improvements
Ocean Street Parking Lot
Drainage Outfall Structures
Park Lighting Retrofits
(Calavera, Poinsettia,
Stagecoach)
Segovia Way Improvements

STREAMLINING THE CIP
• Re-evaluated current conditions and scope
• Some projects removed from CIP list
• Available balances returned to original
sources

REMOVED PROJECTS

COUNCIL DIRECTION

CONSOLIDATED WITH

OTHER PROJECTS
Village Railroad Tracks Trenching
• Cannon Road and Paseo del Norte
Su
stainable Mobility Plan and Growth
Management Plan Improvements
• Jefferson Street Sustainable Mobility Plan
Imp
rovements
• La Costa Avenue Sustainable Mobility
P
lan Improvements
• Las Flores Drive Sustainable Mobility Plan
Imp
rovements
• Tamarack Avenue Sustainable Mobility
P
lan Improvements
• Traffic Signal - L a Costa Avenue and
Levante Street

REMOVED PROJECTS

NO LONGER WARRANTED
• Advance Street Name Signs
• Aviara Parkway and Plum Tree
W
aterline
• Carlsbad Boulevard Widening
M
ountain View Drive to Northerly
City Limits
• Carlsbad Village Drive Widening -
P
ontiac Drive to Victoria Avenue
• El Camino Real and Carlsbad
V
illage Drive Dual Left Turns
• Intersection Control - P oinsettia Lane and
Brigantine Road
• Melrose Drive and Alga Road Dual Left
T
urn Lanes
• Palomar Airport Road/El Fuer te Street
Right Turn Lane
• Poinsettia Lane Widening - P aseo Del
Norte to Batiquitos Drive
• Traffic Signal - F araday Avenue and
Camino Hills Drive

PROPOSED NEW PROJECTS
• 14 new projects added
• $2.1 million requested in FY23 for 7 projects
• 7 additional projects programmed for future
funding
PROPOSED NEW PROJECTS with FY23 FUNDING REQUEST
Project Name
FY 23
Request
C-Tank Access Road Repair and Electrical Improvements $300,000 Chinquapin Lift Station Improvements $300,000
Stagecoach Community Park Community Garden $225,000
Traffic Signal Right Turn Overlaps $150,000
Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) $200,000 Village Decorative Lighting - Carlsbad Village Drive from Harding Street to Ocean Street $400,000
Village Decorative Lighting - Train Station Area $500,000 PROPOSED NEW PROJECTS with FUTURE FUNDING REQUESTS
Project Name
Total
Amount
Fiscal
Year(s)
Leo Carrillo Ranch Park Phase 3B $2.4 million FY25, FY26, FY27
Orion Complex Energy Storage $250,000 FY27
Poinsettia Lift Station Rehabilitation $2.5 million FY24 Village Decorative Lighting - Gateway Lighting $900,000 FY24 Village Decorative Lighting - Hospitality District $800,000 FY24 Village Decorative Lighting - Pedestrian Lampposts Oak Avenue $450,000 FY24 Village Decorative Lighting - Pedestrian Lighting at Village Outskirts $850,000 FY24 FY23 CAPITAL FUND PROJECTED REVENUES
$59.5
Million
Developer Fees
38%
Utility Replacement
Transfers
20%
Infrastructure
Replacement
Transfers
7%
General Capital
Construction
7%
Other Agencies
23%
Financing
Districts
5%
Questions?
Strategic Digital Transformation
Investment Program
Maria Callander, IT Director

OVERVIEW
General program objectives
Program components
Program costs
Project review
Funding sources

OBJECTIVES
Adopt an approach to technology investment like
investment in physical infrastructure
Strategic plan for technology and digital
transformation
Create a rolling five-year program
Comprehensive and transparent
Ability to update based upon Council approvals,
goals, and priorities
Ability to respond to ever changing technology with
continuous improvement and evaluation

COMPONENTS
• Project descriptions and details
• Costs
• 1-year and 5-year roadmaps
• Project listings by goal and funding source
• Completed projects no longer included

7%
5%
5%
35%
48%
Build Capacity for Data-driven
Decision Making
Enhance Accessibility and
Transparency
Foster a Vibrant Civic Engagement
Culture
Promote Security and
Sustainability through Connectivity
Pursue Communitywide Digital
Transformation
Program Summary
FY 2022-23 to FY26-27
Total 33 Projects – $27.34 million

SDTIP FY 2022-23 Funding Request
$3.94 million funding requests
• 9 new projects $739k
• 11 ongoing projects $3.35
millio
n
• 2 cancelled projects
r
eturning $150k
17%
79%
-4%
New Projects
Additional
Funding
Cancelled

PROGRESS REPORT
• Project update
– Completed
– Removed
• Ongoing/Continuing projects
• New projects

COMPLETED PROJECTS
• Records Management System
Expansion
• Unified Communications System
(Phone system replacement)

REMOVED PROJECTS
• ServiceNow Software Asset Management
Implementation
– Returning funded amount of $150,000
• Intranet Upgrade
– Found way to meet the need with
e
xisting technology
– Future project not previously funded

Prior Years FY 2022-23 FY 2024-27 Total
Consolidation & Replacement of Core Systems $400,000 $500,000 $3,500,000 $ 4,400,000 Digital Information Network 4,825,584 200,000 1,000,000 6,025,584 Enterprise Asset Management RFP 1,100,000 500,000 - 1,600,000 Data Governance and Operational Analytics 295,000 110,000 100,000 505,000 Civic Engagement with Open Data 180,000 18,000 - 198,000 Enterprise Digital Asset Management 50,000 350,000 - 400,000 Computer Aided Dispatch (CAD) 1,000,000 580,000 - 1,580,000 Facility Security Master Plan 100,000 100,000 200,000 400,000 Audio Visual Upgrades 625,000 100,000 400,000 1,125,000 Cyber Security Measures 350,000 100,000 400,000 850,000 Discovery Management Assessment 30,000 - 140,000 140,000 Meter Data Management/Utility Analytics - - 550,000 550,000 Virtual Permitting Counter (OpenCounter) 61,000 - 23,000 84,000 Annual Hardware/Infrastructure Replacement 1,102,635 790,000 4,675,000 6,567,635 Total - Additional Funding Requested $ 10,119,219 $ 3,348,000 $ 10,988,000 $ 24,455,219 Continuing Projects
Consolidation & Replacement of Core Systems
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Budget TIC Fund $ 400,000 $ 500,000 $ 1,500,000 $ 2,000,000 $ - $ - $ 4,400,000 • Multi- year
• 20 core systems
• Evaluating current systems
• Working with consultant to
e
valuate future options
• Request for proposal
• Future funding request
Digital Information Network
• Council approval Dec 2019
• Expansion to support Traffic and
S
CADA networks
• FY23 request $200,000
• FY24- 27 request $1 million
• Increase in total project cost of
$1.
2 million
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Budget TIC Fund $ 4,825,584 $ 200,000 $ 500,000 $ 500,000 $ - $ - $ 6,025,584 Enterprise Asset Management
• Multi- year project
• Consolidate multiple systems and
m
anual methods
• RFP Process complete
• FY 23 agreement and begin
i
mplementation
• FY 23 request $500,000
• No increase in total project cost
es
timate
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Budget TIC Fund $ 1,100,000 $ 500,000 $ - $ - $ - $ - $ 1,600,000 Computer Aided Dispatch
• Multi- year project
• Council approved 05/10/22
• Replacement of Computer Aided
D
ispatch
• In- car video system
• Begin implementation July 2022
• Expected completion December
2 023
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Budget TIC Fund $ 1,000,000 $ 580,000 $ - $ - $ - $ - $ 1,580,000

New Projects
Project FY 2022-23 FY 2024-27 Total
Business Process Automation $ 150,000 $ - $ 150,000 Business Process Documentation 150,000 - 150,000
Electronic Patient Care Reporting 50,000 - 50,000
Patron Print/Copy Management 18,000 70,000 88,000
Professional Technical Services for Data Project Delivery 70,000 280,000 350,000 Live 911 66,380 - 66,380
Timekeeping System Upgrade 95,000 - 95,000
Regulatory Water Usage Analytics 50,000 - 50,000
Utility Billing Portal 90,000 - 90,000
Utility Billing Automation - 75,000 75,000
Total - New Projects $ 739,380 $ 425,000 $ 1,164,380

Regulatory Water Usage Analytics
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Budget Enterprise Funds $ - $ 50,000 $ - $ - $ - $ - $ 50,000 • Implement W aterView water
efficiency software portal
• Comply with established water
e
fficiency and allocation requirements as
part of water conservation legislation

Business Process Automation
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Total Funding Source Budget Budget Budget Budget Budget Budget Budget TIC Fund $ - $ 150,000 $ - $ - $ - $ - $ 150,000 • Additional software licensing to
e
xpand automation of manual processes
• Consulting services to assist in
the a
utomation of HR processes

Funding Sources
Estimated Total Project
Cost by Funding Source
FY 2022-23 to FY 2026-27
$27.34 million
73%
24%
3% Technology Investment
Capital Fund - $20.0M
Information Technology
Replacement Fund -
$6.6M
Utilities Enterprise Funds
- $.77k
Total Funds Needed – Technology Investment Capital
Fund
Prior Years FY 2022-23 FY 2024-27 Total
Prior- No Funding Requested $ 1,722,768 $ - $ - $ 1,722,768 Ongoing Projects 9,016,584 2,653,000 5,763,000 17,432,584 New Projects - 504,380 350,000 854,380
Cancelled Projects - Funding Returned 150,000 (150,000) - - Total $10,889,352 $3,007,380 $6,113,000 $20,009,732
Technology Investment Capital Fund Balance
Requested Estimated Estimated Estimated Estimated
Year 1 Year 2 Year 3 Year 4 Year 5
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Beginning Available Balance $ 3,039,160 $ 4,059,780 $ 5,542,780 $ 6,972,780 $ 11,114,780 Transfers In (Projected) 3,956,000 4,096,000 4,187,000 4,271,000 4,381,000 Interest Revenue 72,000 90,000 113,000 141,000 176,000
Project Appropriations 3,007,380 2,703,000 2,870,000 270,000 270,000 Ending Available Balance $ 4,059,780 $ 5,542,780 $ 6,972,780 $ 11,114,780 $ 15,401,780

RECOMMENDED ACTIONS
• Accept the report
• Provide direction to staff on any changes
desired
• Public Hearing set for June 14