2023-05-23; City Council; 09; Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, Fiscal Year 2023-24 Master Fee Sche — Carlsbad City Council, May 23, 2023 (part 1 of 3)

CA Review CKM
Meeting Date: May 23, 2023
To: Mayor/President/Chairperson and City Council/Board/Commissioners From: Scott Chadwick, City Manager/Executive Director
Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services [email protected], 442-339-2415
Zach Korach, Finance Director
[email protected], 442-339-2127
Subject: Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, Fiscal Year 2023-24 Master Fee Schedule, The Crossings at Carlsbad Proposed Reserve Policy
District: All
Reco
mmended Action
1) Receive the report
2) Adopt a resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets; Carlsbad’s share of the Encina Wastewater Authority operating and capital budgets; the Gann spending limit for fiscal year 2023-24; and changes to the Master Fee Schedule; and determining the Fiscal Year 2023-24 Capital Improvement Plan Budget is consistent with the General Plan and applicable Climate Action Plan measures and actions
3) Adopt a Carlsbad Municipal Water District of the Board of Directors resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating and Capital Improvement Program budgets and changes to the Master Fee Schedule 4) Adopt a Public Financing Authority Board of Directors resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating and Capital Improvement Program Budgets for The Crossings at Carlsbad Municipal Golf Course 5) Adopt a Community Development Commission resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating Budget of the Carlsbad Housing Authority
6) Adopt a City of Carlsbad as the Successor Agency for the Carlsbad Redevelopment Agency resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating Budget of the Successor Agency
May 23, 2023
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Staff Report

JOINT MEET I NG
City Council I Carlsbad Municip al Water District I Public Financing Authority I Community Development Commission I City Council as Successor Agency to the Redevelopment Agency

Executive Summary
The presentation of the preliminary Fiscal Year 2023-24 Operating Budget is an opportunity for the City Council/Board/Commission and the community to review and provide feedback on the proposed work plan and budget for the coming fiscal year.

The proposed budget prioritizes the goals in the City Council’s 5-Year Strategic Plan, which was approved in 2022, based on input from thousands of community members. By committing to this plan, rather than goals that are subject to change from year to year, the City Council has enabled staff to work more efficiently while improving the alignment between the annual city budget and the Carlsbad community’s vision for the future.

Each year, during the preparation of the annual budget, staff develop work plans that build upon progress in the strategic plan’s key areas of focus:

Maintain Carlsbad’s unique community character and connectedness

Prioritize the safety and well-being of the community

Protect the environment and natural resources

Foster a healthy local economy

Be a model for effective and efficient local government

The proposed operating budget continues a series of budget process reforms and policies begun in 2018 with the goal of increasing transparency in how the city manages its budget and implementing tighter controls over spending. These changes over the past five years have enabled the City Council to add more than $50 million in new services while maintaining a balanced budget each year.

On the economic front, Carlsbad’s transition from a growing city to one focused on maintaining an excellent quality of life continues to bring new fiscal challenges. As is the case with many cities at this stage of life, current financial forecasts show the costs to maintain current levels of service will exceed projected revenues in as soon as three years. To help close this gap, city staff reduced base operations spending by about 2% in the FY 2022-23 budget, at a time when inflation was 8%. The proposed FY 23-24 budget proposes to reduce ongoing base spending by an additional $2.3 million, during inflationary increases of 6%.

To achieve these savings, staff have identified new efficiencies and are proposing minor reductions in service levels, focusing on areas with the least direct effect on the community.

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0 0
Budget highlights
Proposed General Fund Operating Budget $211.5 million
% change from FY 2022-23 Adopted General Fund Operating Budget 6.6% Projected General Fund revenues $212.0 million
Proposed changes in total full-time equivalent staffing -12.06 Projected General Fund reserve as of June 30, 2024 $118.4 million Projected General Fund reserve % as of June 30, 2024 (goal is 40%) 59% Reduction in General Fund ongoing base budget $2.3 million Current rate of inflation 6%
Estimated pension funding ratio (goal is 80%) 86%

Explanation & Analysis
The annual operating budget is the most significant expression of how City Council policies are translated into daily operations. The City Council sets the overall policy direction for Carlsbad and helps staff prioritize programs, projects and services to support that direction.

On October 11, 2022, the City Council adopted the city’s five-year strategic plan with policy goals to reflect the most important priorities of the community. These goals are one way the city delivers on the Carlsbad Community Vision, a set of nine core values community members said were important to Carlsbad’s future. The annual city budget contains the work plans and resource allocations to achieve the goals in the strategic plan.

Based on community input, the City Council identified five areas of focus for its five-year strategic plan:
• Community Character: Maintain
Carlsbad’s unique community
character
• Economic Vitality: Foster a healthy
economy
• Quality of Life and Safety: Prioritize
the safety and well-being of the
community
• Sustainability & Natural
Environment: Protect the
environment and natural resources
• Organizational Excellence & Fiscal
Health: Be a model for effective and
efficient local government

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Com mun ity
cha racter
City Council
5-Year Strategic Plan
Carlsbad
Community Vision
e
Quality of life
&safe ty
Susta ina bility &
the nat ural env ironment
Organ izat io nal
exce llence
Econ omic
vitality
Maintaining fiscal health
One way the city has been able to increase focus on community priorities is by identifying efficiencies and reducing spending in areas with the least impact on the community. A series of budget process reforms and policies begun in 2018 has increased transparency in how the city manages its budget and tightened controls over spending. These have included:
• Eliminating an automatic annual increase to department budgets based on inflation.

Instead, requested budget increases are considered based on actual increased costs and approved only after departments have exhausted alternatives for covering increased costs of doing business.
• Stopping the practice of allowing departments to automatically roll over 10% of unspent money to the following fiscal year. Instead, departments may request to roll over funds for a specific purpose, based on a demonstrated need. These carry-forward requests must then be approved by the City Manager or City Council, depending on the amount. • Changing practices around the hiring of part-time temporary staff to ensure full transparency of the actual number of full-time equivalent positions working for the city at any given time.
• Updating the General Fund Reserve Policy to ensure the city has enough money set aside to continue services in an emergency.
• Establishing an economic uncertainty reserve.
• Creating a new cost recovery policy.
• Developing a policy for how to reinvest surplus funds. • Creating a process to ensure ongoing funding for digital infrastructure, which has become as important as physical infrastructure.
• Engaging a grant writer to ensure the city is taking advantage of opportunities for state and federal funding.
• Creating a new internal auditor program to safeguard city resources and improve city operations.

General Fund reserve
The City Council has a policy of maintaining a reserve with the target balance equivalent to 40% of the General Fund operating budget. These are the cash balances made available from the prudent fiscal policy of developing a balanced budget annually and, at times, having unexpected revenues or expenditures come in below what was budgeted. One of the purposes of this reserve is to protect against cyclical swings in the economy. The city is projected to end the upcoming fiscal year with a reserve balance of 59% of the General Fund operating budget.

The recommended preliminary General Fund Operating Budget totals $211.5 million, with estimated revenues of $212.0 million. General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest because they contain most of the discretionary funds that pay for basic city services, such as the Police and Fire departments, library and cultural arts services, street and park maintenance and recreation. A summarized May 23, 2023
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outlook of the major General Fund revenues can be found in the operating budget overview. (Exhibit 1)
The operating budget overview also contains:
• A detailed look at expenditures by type
• General Fund transfers to other funds
• Information about the City Council contingency fund
The table below shows the adopted fiscal year 2022-23 General Fund budget as well as the proposed fiscal year 2023-24 budget.

General Fund summary for fiscal year 2023-24
(in millions)
FY 2022-23
Adopted
Budget
FY 2023-24
Proposed
Budget
Total revenues $198.8 $212.0
Expenditure base for personnel, services and programs $182.8 $189.0 Revenues over base expenditures $16.0 $23.0
City Council contingency, capital outlay and transfers $15.6 $22.5 Total expenditures $198.4 $211.5
Revenues over total expenditures $0.4 $0.5

Personnel
The proposed budget for next fiscal year includes 807.75 permanent full- and three-quarter- time employees, an increase of 1.0 compared to the final budget amount for fiscal year 2022-

23. Additionally, there is a proposed decrease of part-time employees equivalent to 13.05 full- time employees, for a net personnel decrease of 12.06 full-time equivalent employees.

The following changes were made to full-time employee levels. • Added one Production Technician and one Senior Librarian, Adult & Teen Services (Library & Cultural Arts). The addition of these two full-time positions is offset and funded by the reduction of 5.55 full-time equivalent positions, resulting in ongoing savings to the General Fund of approximately $100,000.
• Added One Senior Office Specialist (Fire). The addition of this full-time position is offset and funded by the reduction of two part-time positions. In conjunction with additional changes made during fiscal year 2022-23, there was no additional cost to the city • Eliminated one full-time administrative position (Community Services) as part of a departmental reorganization within the branch.

Eliminated one vacant Meter Services Supervisor position (Utilities) due to technological advances that changed operation and business needs. The operating budget overview contains a full breakdown of personnel costs for the General Fund.

Lastly, enterprise fund revenues, including those from water, wastewater services and solid waste management and The Crossings at Carlsbad Municipal Golf Course, the city’s golf course, are projected at $92.8 million, a $3.7 million or 4.2% increase over projected fiscal year 2022-23 revenues. Enterprise funds are those that are supported by the fees collected for the service May 23, 2023
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rather than the General Fund, and must be accounted for separately under state law. The budgeted expenditures are proposed at $105.6 million for fiscal year 2023-24, which is an increase of $12.8 million or 13.7% over the fiscal year 2022-23 adopted budget. A more detailed look at the year-over-year variances in the city’s enterprise funds, as well as information about the city’s other special revenue funds, can be found in the operating budget overview.

Golf course reserve policy
The Crossings at Carlsbad Golf Course enterprise fund is responsible for its operating and capital expenses and is intended to be self-sufficient. Similar to other funds in the city, such as the General Fund and utility enterprise funds, it is important to have a reserve policy to maintain service levels, manage the golf course’s resources and prioritize operating and capital needs.

The city built The Crossings golf course using funds from both revenue bonds and the city’s General Fund. The city has contributed funds from the General Fund to the Golf Course Enterprise Fund numerous times over the years since the golf course’s initial construction.

Establishing a reserve policy will also allow for the repayment of funds the city provided from the General Fund to build the golf course.

The city’s Internal Auditor presented an internal audit report to the City Council on Aug. 25, 2020 with a recommendation for city management to evaluate how much the city had advanced the golf course from the city’s General Fund. Management performed this evaluation and determined that the golf course was unlikely to repay this advance in the near and foreseeable future. Because of this, the relevant financial reporting requirements dictated that the loan must be reclassified as a “transfer in” to the Golf Course Enterprise Fund and a “transfer out” of the General Fund.

On September 28, 2021, the City Council adopted Resolution No. 2021-224 authorizing a $47,031,506 transfer from the General Fund to the Golf Course Enterprise Fund for purposes of writing off the outstanding loan or advance due from the Golf Course. While this action removed the outstanding loan from the city’s financial statements, staff continued to track and disclose the balance with the intention of making future annual repayments to the General Fund when appropriate.

Since the start of the COVID-19 pandemic, demand for outdoor activities such as golf have increased substantially. The golf course’s strong financial performance has raised interest in considering possible repayments to the General Fund. The proposed reserve policy incorporates a funding analysis and mechanism to facilitate future repayments, as explained further below.

The purpose of the proposed golf course reserve policy, which will be presented to the Public Financing Authority for adoption on June 13, 2023, is to ensure the needs of the golf course are met, provide a funding source for long-term, large value capital purchases and demonstrate continued prudent fiscal management.

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The policy sets forth allowable uses of the reserve, to be considered in order of priority.

1. Operation and maintenance: operation and maintenance costs (excluding depreciation) are the first priority of the Golf Course Enterprise Fund.

2. Capital Reserve: On an annual basis, 10% of gross revenues shall be reserved to fund future short-term and long-term capital expenses of the Golf Course Enterprise Fund.

3. Capital Reserve replenishment: In any fiscal year, if the golf course’s excess net revenues are insufficient to make the full contribution to the Capital Reserve, the golf course shall replenish the shortfall in subsequent years when there are excess golf course net revenues remaining. In no event shall the look-back period extend to a deficiency occurring more than five fiscal years. Replenishments shall be applied to the older shortfall first.

4. General Fund repayment: Any funds remaining will be recommended for transfer to the City of Carlsbad’s General Fund and at the authorization of the Public Financing Authority Board of Directors. The amount transferred shall not exceed 3% of gross revenues for the respective fiscal year.

5. Remaining excess: any funds remaining thereafter will be retained in the Golf Course’s Capital Reserve.

The policy prioritizations start with operation and maintenance costs to ensure the golf course can continue to provide sustained levels of service to its patrons.

Establishing a capital reserve, which will be funded annually with 10% of estimated gross revenues, will prioritize both short-term and long-term capital needs with the goal of accumulating a reserve balance sufficient for the golf course to not require assistance from the General Fund in the future.

In any given fiscal year in which the golf course’s excess net revenues are insufficient to make the full 10% contribution to the Capital Reserve, the golf course will have the opportunity in future years to replenish these amounts. This further ensures the golf course will be able to adequately meet and fund its capital-related needs.

After the golf course’s operating and capital priorities are met, a General Fund repayment could then be considered. Any excess revenues in excess of expenses can be considered for repayment up to 3% of gross revenues. Limiting the amount of repayment in any given year mitigates the risk of repaying a significant amount of funds in one year only to end up requiring General Fund assistance in the following year.

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

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

The Fiscal Year 2023-24 Capital Improvement Program outlines $97.7 million in new appropriations to provide additional funding for continuation of existing projects, as well as funding for new projects.

Capital Improvement Program appropriations by project type for FY 2023-24

More than 55 pr ojects are identified as priority projects in the city’s Five Year Strategic Plan, representing an investment of more than $80 million over the next five years. Five new projects totaling $2.7 million in fiscal year 2023-24 are proposed to be added to the program, including projects supporting the Safer Streets Together Plan and the Strategic Plan.

As current project conditions and scope are continually re-evaluated, some projects are removed from the list. This streamlining process allows for unspent balances to be returned to the original funding sources for reallocation to other projects. • In fiscal year 2023-24, three projects are proposed to be removed from the program because of changed conditions that caused the projects to no longer be warranted.

Civic projects and
facilities
maintenance
11%
Parks
42%
Drainage
2%
Sewer
12%
Water and
recycled water
9%
Transportation
24%
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• Three projects intended to support Public Safety operations will be consolidated to improve efficiencies, coordination and cost savings. The Emergency Operations Center Reconfiguration and Fire Administration Offices projects will be incorporated into the Police and Fire Headquarters Renovation project.

The 15-year program includes five proposed new projects, with a total funding request in fiscal 2023-24 of $2.7 million. Details on these proposed new projects begin on page I-5 of Exhibit 1.

The program includes estimated budget information for a 15-year period to provide the most comprehensive information about known future projects. A complete list of projects and estimated funding included in the 15-year program begins on page I-17 of Exhibit 1. All future construction costs are estimates, which are reviewed and refined each year.

The Capital Improvement Program is funded from capital funds such as the General Capital Construction and Infrastructure Replacement Fund as well as developer fees, special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, water and wastewater replacement funds, and other sources such as grants, sales taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2023-24 are $95.9 million. Projected capital fund balances, revenue and expenditure summaries are provided beginning on page I-12 of Exhibit 1. Further details by fund are provided beginning on page I-29 of Exhibit 1.

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

The digital transformation program includes budget estimates for projects planned over the next five years, so the City Council and the community are aware of long-term plans and funding needs. Even though budget estimates are included in the five-year plan, staff may only spend money on the projects included in each year’s adopted city budget. More information about the city’s strategy to invest in digital transformation and how the city evaluates these projects can be found on page H-2 of the digital program document in Exhibit 1.

The fiscal 2023-24 digital program outlines 44 continuing and new projects planned over the next five years at an estimated total cost of $33.71 million. The City Council has already appropriated $14.19 million toward these projects through the 2022-23 budget process approved on June 14, 2022 (Resolution No. 2022-135). Staff propose approximately $4.57 million in new budget appropriations to execute the 2023-24 projects. This means an additional $18.76 million will be needed to complete the projects planned through the five-year period.

The tables below present estimated total project costs by primary goal area in Connected Carlsbad for fiscal years the five fiscal years of 2024-28 (five years) and fiscal 2023-24:

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Strategic Digital Transformation Investment Program projects for fiscal year 2024-28 appropriations by Connected Carlsbad goal area
(in millions)
Percent Cost
Pursue communitywide digital transformation 45% $15.1
Build capacity for data-driven decision making 8% $2.7
Foster a vibrant civic engagement culture 4% $1.3
Enhance accessibility and transparency 5% $1.7
Promote security and sustainability through connectivity 38% $12.9 Total 100% $33.7

Strategic Digital Transformation Investment Program projects for fiscal year 2023-24 appropriations by Connected Carlsbad goal area
(in millions)
Percent Cost
Pursue communitywide digital transformation 63% $2.9
Build capacity for data-driven decision making 7% $0.3
Foster a vibrant civic engagement culture 2% $0.1
Enhance accessibility and transparency 4% $0.2
Promote security and sustainability through connectivity 24% $1.1 Total 100% $4.6

The details of the five-year and one-year appropriations requests can be found on pages H-24 and H-25 in Exhibit 1.

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

There are three funding sources for the $4.6 million in appropriations that staff are requesting for the digital transformation program for fiscal year 2023-24:
• Technology Investment Capital Fund
• Information Technology Replacement Fund
• Utilities Enterprise Funds
Each funding source identified has the necessary fund balance to accommodate the new appropriations without additional revenues or transfers. The details for the funding sources can be found in Exhibit 1 on page H-29.

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General fees, charges for services and development impact fees Each year staff evaluate and propose changes to the city’s fees for services. Staff conduct these annual reviews to ensure that the fees being charged do not exceed the direct and indirect costs of providing the related services. A comprehensive cost of service study is prepared every three to five years to update the calculation of the cost and confirm that fees and charges for service do not exceed the updated cost.

The last comprehensive cost of service study on most general city fees and all development service fees was approved by the City Council on June 8, 2021. At that time, the City Council directed staff to implement the updated fee structures included in the Final Cost of Service Study and Fee Schedule Update Report. The City Council also directed staff to propose a cost recovery policy to establish a process for adjusting existing fees to industry standard cost recovery ranges, and for recommending fee changes in the future. Based on this direction from City Council, staff presented and the City Council approved a cost recovery policy on March 14, 2023. Staff are now recommending fees for the upcoming fiscal year in accordance with this policy. The proposed rates for fiscal year 2023-24 are presented in the proposed Master Fee Schedule in Exhibit 3 and further discussed below.
• General city fees are charged for the use of city services and property. Depending on the fee, they are increased annually by the increase in the annual West Urban Consumer Price Index or the San Diego Consumer Price Index published by the Bureau of Labor and Statistics, both of which reflect the cost of inflation. The West Urban CPI has increased by 6.3% since last year while the San Diego CPI has increased by 6.4%. •
Development-r
elated service fees are charged to recover the cost of staff time and materials spent on development-re
lated activities. These change annually by the change
in the West Urban CPI. Development impact fees are used to pay for infrastructure projects that are needed as a result of new development. These fees will be increased by the index stated in the respective resolution or ordinance establishing the fee, typically the Engineering News Record Construction Cost Index. •
Traffic Impact fees are adjusted annually by the change in the Caltrans Construction Cost Index or 2%, whichever is greater. This year the increase in the Caltrans Construction Cost Index is 31.63%. This is the first year since FY 2019-20 in which the increase in this index has exceeded 2%, which reflects the significant price increases in the construction sector over the last two years.
• Ambulance fees have typically been adjusted annually by the Ambulance Inflation Factor, published by the federal Center for Medicare and Medicaid Services. This year ambulance fees are being adjusted according to the ambulance fee study the Fire Department completed in April 2023. The study reviewed and analyzed cost factors to adjust ambulance fees according to the actual cost of providing the services as well as average ambulance rates in California. The proposed ambulance fee changes establish a single flat rate for advanced life support and basic life support services, with no differentiation between residents and non-residents, because the cost to the city for each of these services is similar. In future years, the city will go back to adjusting its ambulance fees according to the Ambulance Inflation Factor most years, with more May 23, 2023
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detailed evaluations occurring every three to five years. The ambulance fee study is attached as Exhibit 4.

Fee categories and changes by fiscal year
1 Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area Consumer Price Index .

2. Increase is by the greater of Caltrans CCI or 2%; the Caltrans CCI is 31.63% In addition to regular annual inflationary increases, staff are proposing adjustments to many fees in accordance with the new cost recovery policy. About half of the fees in the Master Fee Schedule are covered by the cost recovery policy. Staff evaluated each fee against the cost recovery parameters in the policy and found that about 64% of the fees covered by the policy were within the specified cost recovery range, while about 36% were not.

Cost recovery analysis and proposed adjustments
Staff are also proposing fees that are currently higher than their specified cost recovery range be decreased to reach the proper range. These fees include some water account fees, minor discretionary permit fees, grading plan check and permit fees and some minor and miscellaneous building permit fees.

Fee categories Index
name Index date Source
FY
2021-
22 FY
2022-
23 FY
2023-
24 Most general city
and development
related service fees
West
Region
Urban CPI
January
2023
Bureau of
Labor Statistics 1.40% 7.70%

6.30%
Habitat mitigation
fees,1 Safety
Training Center
facility rental fees
San Diego
Area CPI
January
2023
Bureau of
Labor Statistics 2.40% 8.20%

6.40%
All development
impact fees
Los
Angeles

ENR CCI
January
2023
Engineering
News Record 0.00% 7.60%

7.60%
Traffic impact fees2 Caltrans
CCI
January
2023
California
Department of
Transportation

2.00% 2.00% 31.63%
Total fees outside policy range 236
Number of fees decreasing to policy range 51
Number of fees increasing to policy range 168
Median cost recovery increase 12%
Number of fees increasing 15% or more 74
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The rest of the of fees needing adjustment will be increased into their corresponding cost recovery policy range. Sixty-one of these fees are increasing by 10% or less and have been adjusted to the new proposed cost recovery level for the proposed fiscal year 2023-24 Master Fee Schedule. Staff propose to spread out fee increases of more than 10% over a three-year period, beginning in fiscal year 2023-24 and ending in fiscal year 2025-26.

Staff have conducted further analysis of the 74 fees that are subject to cost recovery increases of 15% or more. Many of these fees are for discretionary entitlement permits, specialized inspections and other fees charged by the Community Development department. These fees are currently far below their designated range in the cost recovery policy. Along with all other fees requiring cost recovery increases of over 10%, these increases will be phased in over a three-year period. Staff will monitor activity related to these services for any unanticipated effects.

Analysis of fees subject to significant cost recovery increase (15% or more) The proposed Master Fee Schedule includes the following new fees described below:
• Environmental impact assessment fees. The Community Development department is proposing new fees for initial studies prior to environmental impact assessments and for addendums to mitigated negative declarations or negative declarations to recover the costs for city processing. An initial study is a preliminary analysis to determine the relative environmental impacts associated with a proposed project. These new fees will allow the city to recover the cost of the Planning Division’s processing of these reports and the staff time required to work with outside consultants on these projects. Because each project’s environmental review is different, the proposed new fees account for the variations and allow more precise fee amounts for projects with different environmental assessment needs. These fees are based on the fully burdened hourly rates 1 of Planning
staff and set in the high cost recovery range because it takes considerable time to work with an environmental consultant team(s) to develop these documents and prepare written findings and evidence to support the decision-making process.

1 Fully burdened hourly rates include salaries, benefits and overhead costs Median current cost recovery level 24%
Median cost recovery increase 54%
Fee categories
Miscellaneous citywide fees 1
Utility account and service fees 3
Planning Division fees 28
Engineering Division fees 39
Building Division fees 3
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• Storm water quality management plan fees. Staff are proposing adding an additional storm water quality management plan fee for plan review for trash capture only.

Requests to approve trash capture storm water quality management plans are a relatively new application the city is required to process. Adding this new fee will allow for more accurate cost recovery for handling these applications. These fees are based on the fully burdened hourly rates of Engineering staff and were also set in the high cost recovery range due to the staff work they require.
• Special third-party, multiple or recurring inspection fees. The city’s Building Official may accept inspections when they are completed by an approved third party. But all third- party inspection agencies must first be approved by the city before they can conduct any inspections. An approved agency must provide daily inspection logs, certificates of completion and digital images of each inspection stage to the city’s Senior Inspector for documentation. This fee will allow the city to recover costs for processing these inspections. The Building Official reserves the right to approve or deny a request for third-party inspection services based on the availability of staff and resources. These fees are based on the fully burdened hourly rates of Building staff and set in the high cost recovery range along with other permit inspection services, as outlined in the cost recovery policy.
• Complex plumbing permits for private utilities. The city does not have a fee in place for checking plans for private sewer and water mains. These are shown on improvement plans and reviewed by Community Development. Complex plumbing permits fall under the high cost recovery range and fee amounts are based on Building Division staff time. • Sign collection fee. The Code Enforcement Division enforces the city’s sign ordinance, including removing signs that have been illegally placed in the right-of-way. In 2021, 1,249 signs were removed. The city has not recovered any of its costs for enforcing this ordinance. Currently, staff retains any signs that are removed to allow the owner of the signs to retrieve them, and the signs are destroyed after 30 days. At that time, the city would require payment of the collection fee and ask a commercial sign owner to provide evidence of a business license. This is a general administrative fee set in the high cost recovery range and based on Code Enforcement staff time to collect signs and coordinate sign pickup by owners.
• Street light energizing fees. Including the proposed new fee will allow the city to collect streetlight energizing fees more accurately as the variety of streetlight wattages continues to increase. Street light energizing fees reflect changes in electricity prices charged by SDG&E. In last fiscal year’s Master Fee Schedule update, these fees were increased between 21% and 34%. They are to be increased by between 10% and 48% this year, reflecting the significant increase in energy costs over the last two years.

Because SDG&E energizes the street lights, not the city, these fees are not subject to the cost recovery policy.

The City Council separately approved new fees that have already been incorporated into the city’s Master Fee Schedule for third-party hydraulic modeling services on Dec. 6, 2022, and new fees associated with establishing a Mills Act Program and Carlsbad Historic Resource Registry, on Feb. 14, 2023.

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Additionally, this year’s evaluation determined that these fees are no longer in use, and staff recommend removing them from the Master Fee Schedule:
• Blueprinting of standard size. This fee is no longer used by the City Clerk’s Office and can be removed from the fee schedule.
• Library printing fees. The Library & Cultural Arts Department is proposing the elimination of patron printing fees. Patron printing and copying has declined over the last several years. The department currently leases its copiers from a different vendor than the city uses for other city printing equipment. Library & Cultural Arts plans to join the contract that the Information Technology Department uses for the rest of the city’s printing and copying needs for enterprise-wide consistency and efficiency. After the initial equipment purchase, the cost to the city for providing printing and copying services to patrons will be comparable to what it has been. That’s because while it will cost less to lease the equipment, staff project there will be continued declines in usage and fee revenue.
• Administrative fee – Driving under the influence. This fee was recommended for removal as part of the 2021 Cost of Service study. It has remained in the Master Fee Schedule but is not in use and staff recommend removing it in accordance with the 2021 study recommendation.
• Massage license permit. The Police Department charges non-certified massage parlor owners a fingerprint processing fee to conduct a background check and this separate fee is not in use.
• Recycled backflow testing. Backflow testing now only applies to potable water customers. Associated fees for recycled water customers are no longer in use and can be removed from the Master Fee Schedule.
• Easement document processing and recording. Staff recommend eliminating the current distinction between major and minor fees in this category and using one flat fee for all projects. Processing and recording easement documents require the same amount of staff time regardless of project or lot size.

Increases to the city’s trash collection rates are set by the contracted service provider and go into effect July 1, 2023. Details on these rates can be found in the proposed Master Fee Schedule in the attached Exhibit 3.

May 23, 2023
Item #9 Page 15 of 384
Options
The City Council/Board/Commission may accept the report of the proposed fiscal year 2023-24 Operating, Strategic Digital Transformation Investment Program, Capital Improvement Program budgets and Master Fee Schedule without changes and direct staff to set a public hearing date of June 13, 2023, to consider adoption of the fiscal year 2023-24 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program budgets, and the revised Master Fee Schedule.

The City Council/Board/Commission may also direct staff to make changes to the proposed fiscal year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets and Master Fee Schedule prior to the public hearing date of June 13, 2023. Any changes will be reflected in the final proposed budget documents presented at the public hearing.

Fiscal Analysis
This is the preliminary Operating Budget for fiscal year 2023-24 and any changes made by staff or the City Council/Board/Commission will be reflected in the final documents at the adoption meeting on June 13, 2023.

Next Steps
On June 1, 2023 at 5:30 p.m., staff will conduct a Budget Workshop to answer questions and receive community input on the proposed budget. On June 13, 2023, the City Council/Board/Commission will hold the public hearing to consider adoption of the new budgets and the revised Master Fee Schedule. Any changes directed by the City Council/Board/Commission will be reflected in the final documents at the adoption meeting on June 13, 2023.

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.

Exhibits

1. Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program Budget and Capital Improvement Program Budget

2. The Crossings at Carlsbad Golf Course proposed reserve policy

3. Fiscal Year 2023-24 Proposed Master Fee Schedule

4. Ambulance Fee Study

5. City Council resolution

6. Carlsbad Municipal Water District Board resolution

7. Carlsbad Public Financing Authority Board resolution

8. Community Development Commission resolution

9. City Council as Successor Agency resolution
May 23, 2023
Item #9 Page 16 of 384
Exhibit 1
May 23, 2023
Item #9 Page 17 of 384
BUDGET
FISCAL YEAR 2023-24
D D i:: I I ri.l' I I '\ D V
Operating Budget I Capital Improvement Program
Strategic Digital Transformation Investment Program

CITY COUNCIL
Keith Blackburn
Mayo r
Priya Bhat-Patel
Mayor Pro Tern
Melanie Burkholder
District 1
Carolyn Luna
Distri ct 2
Teresa Acosta
District 4

CITY OF CARLSBAD
Budget preparation team

Finance team
Zach Korach, Finance Director
Brigid Drury, Finance Manager
Jeremy Bates, Senior Management Analyst
Bridget Desmarais, Management Analyst

Leadership team
Scott Chadwick, City Manager
Cindie McMahon, City Attorney
Geoff Patnoe, Assistant City Manager
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Laura Rocha, Deputy City Manager, Administrative Services Mike Calderwood, Chief, Fire Department
Maria Callander, Director, Information Technology
Sheila Cobian, Director, Legislative and Constituent Services Tom Frank, Director, Public Works Transportation
Morgen Fry, Management Analyst, Office of the City Manager David Graham, Chief Innovation Officer, Innovation & Economic Development Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager Zach Korach, Director, Finance
Kyle Lancaster, Director, Parks & Recreation
John Maashoff, Manager, Public Works Fleet & Facilities Faviola Medina, City Clerk Services Manager, Office of the City Clerk Mandy Mills, Director, Housing & Homeless Services
Jeff Murphy, Director, Community Development
Vicki Quiram, Director, Public Works Utilities
Kristina Ray, Director, Communication & Engagement
Suzanne Smithson, Director, Library & Cultural Arts
Baq Taj, Engineering Manager, Public Works Construction Management & Inspections Judy Von Kalinowski, Director, Human Resources
Mickey Williams, Chief, Police Department
James Wood, Jr., Director, Public Works Environmental Management

Department budget preparers & reviewers
Shoshana Aguilar, Utilities Sue Armstrong, Communication & Engagement Conrad Avila, Finance Amanda Baker, Police
Pat Downie, City Clerk’s Office Bonnie Elliott, Parks & Recreation Fiona Everett, Library & Cultural Arts Ed Garbo, Risk Management Shawn Gaskari, Fleet & Facilities Brent Gerber, Information Technology Kayla Hanner, Finance Chad Kantner, Utilities
Esther Lan, Transportation Tom Mallory, Communications & Engagement Jennie Marinov, Fire Department Debbie Jo McCool, Library & Cultural Arts Roxanne Muhlmeister, Finance Bradley Northup, Fleet & Facilities Robyn Nuschy, City Attorney’s Office Debbie Porter, Human Resources Megan Powers, Environmental Management Sarah Reiswig, Workers’ Compensation Kim Riboni, Finance Jason Rosado, Finance
Laureen Ryan, Community Development Sarah Sanders, Risk Management Katie Schroeder, City Treasurer’s Office Richard Schultz, Library & Cultural Arts Craddock Stropes, Public Works Admin. Cynthia Vigeland, Community Development May 23, 2023
Item #9 Page 18 of 384

TABLE OF CONTENTS

OPERATING BUDGET
Overview ......................................................................................................................................B-1 Revenue .......................................................................................................................................B-2 Expenditures ................................................................................................................................B-13 Personnel allocations………………………………………………………………………………………………………………B -21 Schedule of projected fund balances ...........................................................................................B-23 Schedule of revenue estimates ....................................................................................................B-25 Schedule of budget expenditures ................................................................................................B-31

PUBLIC SAFETY
Summary ......................................................................................................................................C-1 Organization chart ........................................................................................................................C-2 Fire Department ...........................................................................................................................C-3 Police Department .......................................................................................................................C- 10

PUBLIC WORKS
Summary ......................................................................................................................................D-1 Organization chart ........................................................................................................................D-2 Public Works Administration ........................................................................................................D-3 Construction Management & Inspection .....................................................................................D-5 Environmental Management .......................................................................................................D-7 Fleet & Facilities ...........................................................................................................................D-14 Transportation .............................................................................................................................D- 19 Utilities .........................................................................................................................................D-26

COMMUNITY SERVICES
Summary ......................................................................................................................................E-1 Organization chart ........................................................................................................................E-2 Community Services Administration ............................................................................................E-3 Community Development ............................................................................................................E-5 Housing & Homeless Services ......................................................................................................E-16 Library & Cultural Arts ..................................................................................................................E-26 Parks & Recreation .......................................................................................................................E-41

ADMINISTRATIVE SERVICES
Summary ......................................................................................................................................F-1 Organization ch art ........................................................................................................................F-2 Administrative Services Administration .......................................................................................F-3 Finance .........................................................................................................................................F-5 Human Resources ........................................................................................................................F-7 Information Technology ...............................................................................................................F-14 Innovation & Economic Development .........................................................................................F-16 Miscellaneous Non-Departmental ...............................................................................................F-18

POLICY & LEADERSHIP
Summary ......................................................................................................................................G-1 Organization chart ........................................................................................................................G-2 Office of the City Council ..............................................................................................................G-3 Office of the City Treasurer ..........................................................................................................G-5 May 23, 2023
Item #9 Page 19 of 384

CITY OF CARLSBAD
Office of the City Manager ...........................................................................................................G-7 Office of the City Attorney ...........................................................................................................G-9 Office of the City Clerk .................................................................................................................G-11 Communication & Engagement ...................................................................................................G-13

STRATEGIC DIGITAL TRANSFORMTATION INVESTMENT

PROGRAM
Overview ......................................................................................................................................H-1 Investing in digital transformation ...............................................................................................H-2 Project evaluation ........................................................................................................................H-2 Strategic Digital Transformation Investment Program projects ..................................................H-4 Estimated total appropriations by goal ........................................................................................H-5 Projects to pursue communitywide digital transformation .........................................................H-7 Projects to build capacity for data-driven decision making .........................................................H-13 Projects to foster a vibrant civic engagement culture .................................................................H-17 Projects to enhance accessibility and transparency ....................................................................H-18 Projects to promote security and sustainability through connectivity ........................................H-20 Minor projects ..............................................................................................................................H- 24 Future projects .............................................................................................................................H- 24 Detail five-year schedule of projects by Connected Carlsbad goal ..............................................H-27 Detail five-year schedule of projects by fund ..............................................................................H-28 Project funding sources ................................................................................................................H-29 Projected fund balances ...............................................................................................................H-29 Revenue projections schedule .....................................................................................................H-30 Budget expenditure schedule ......................................................................................................H-30 Project estimated operational requirements ...............................................................................H-31 Fiscal year 2023-24 roadmap .......................................................................................................H-32 Five-year roadmap .......................................................................................................................H-33

CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................................I-1 Investing in our quality of life .......................................................................................................I-2 Project evaluation ........................................................................................................................I-2 Fiscal year 2023-24 appropriations by category ..........................................................................I-3 New capital improvement projects ..............................................................................................I-5 Capital Improvement Program revenues .....................................................................................I-8 Future growth and development ................................ .................................................................I-9 Future projects .............................................................................................................................I- 10 Calculation of future fees .............................................................................................................I-11 Unfunded projects .......................................................................................................................I- 11 Projected fund balances for fiscal year 2022-23 ..........................................................................I-12 Projected fund balances for fiscal year 2023-24 ..........................................................................I-13 Revenue projections schedule .....................................................................................................I-14 Budget expenditure schedule ......................................................................................................I-15 Project estimated operational requirements ...............................................................................I-16 Detail 15-year schedule of capital projects ..................................................................................I-17 Capital Improvement Program summary by fund ........................................................................I-29 Glossary of capital project funding sources .................................................................................I-41

May 23, 2023
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B-1

OPERATING BUDGET OVERVIEW

This section includes a summary of the revenues and expenditures included in the fiscal year 2023-24 operating budget. Spending is presented by funding source, department and type, such as personnel or maintenance and operations. For context, previous years’ spending levels are often presented alongside this information.

Detailed summaries of department services and expenditures are included within the five main sections of the operating budget following this overview. The five city branches include:

• Public Safety
• Public Works
• Community Services
• Administrative Services
• Policy & Leadership

Information about the city’s approach to planning for and funding digital transformation efforts throughout the city is included in the Strategic Digital Transformation Investment Program section .

Information about capital projects, such as construction of roads and pipelines , the development of parks and construction and maintenance of city facilities, is included in the Capital Improvement Program section.

May 23, 2023
Item #9 Page 21 of 384

CITY OF CARLSBAD
B-2

OPERATING BUDGET REVENUE SUMMARY

The Operating Budget for fiscal year
2023-24 totals $371.8 million, with
revenues for the year estimated at
$362.8 million. General Fund revenues
are estimated at $212.0 million and
General Fund budgeted expenditures
are $211.5 million, which includes an
additional $7.4 million in one-time
transfers to the General Capital
Construction Fund. Excluding the one-
time transfer, the General Fund
budgeted operating expenditures are
$204.1 million.

Revenue estimates for the Operating Budget indicate the city will receive a total of $ 362.8 million in fiscal year 2023-24, a change of 0.5% or $1.9 million above the estimated fiscal year 2022-23 revenues. General Fund revenues are expected to increase by $13.2 million compared to the prior year’s adopted revenues and $4.2 million or 2% compared to fiscal year 2022-23 estimates. Special Revenue funds are projected to increase by 4.5% or $0.8 million over fiscal year 2022-23 estimates.

Enterprise Fund revenues are projected to increase by 4.2% or $3.7 million in the upcoming fiscal year. Internal service funds are increasing over the prior year’s adopted budget, but decreasing compared to fiscal year 2022-23 estimates. This is driven by one-time transfers in from the General Fund to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. The Successor Agency Housing Trust revenues are expected to decrease by $1.0 million over current estimates as the loan owed to the General Fund was fully repaid. More detailed information on the city’s revenue sources is provided in the following discussion.

The following table shows the total operating revenues anticipated to be received by the city for fiscal year 2022-23, as well as those budgeted for fiscal year 2023-24.

Estimated Budgeted $ %
2022-23 2023-24 Change Change
General Fund 207.8$ 212.0$ 4.2$ 2.0% Special Revenue 18.7 19.5 0.8 4.5% Enterprise 89.1 92.8 3.7 4.2% Internal Service 44.2 38.4 (5.8) -13.3% Successor Agency Housing Trust 1.0 - (1.0) -100.0% Total 360.8$ 362.8$ 1.9$ 0.5%

REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
May 23, 2023
Item #9 Page 22 of 384
2023-24 ANNUAL BUDGET
B-3
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic city services such as Police, Fire, Library & Cultural Arts, Street and Park Maintenance and Recreation programs. The table below provides a summarized outlook of the General Fund revenues.

The COVID-19 pandemic created immense uncertainty about the city’s revenues, most notably in sales tax and transient occupancy tax. City leadership adopted t he fiscal year 2021-22 budget anticipating continued adverse impacts from the pandemic with moderate recovery; however, accelerated recovery driven by the staggered lessening of COVID-19 restrictions, pent-up demand, and inflationary increases resulted in sales tax and transient occupancy tax revenue reaching historically high levels. Revenue estimates in the fiscal year 2022-23 adopted budget were not impacted by uncertainty related to COVID-19, but did reflect new uncertainty surrounding the economy. From geopolitical conflict to unprecedented inflationary increases, city staff compiled a budget taking into consideration potential impacts on disposable income, tourism and the housing market. Based on current fiscal year 2022-23 revenue estimates, inflation has not yet negatively impacted the city’s revenue sources. However, as personal savings accumulated during the pandemic is absorbed by pent-up demand and inflation, the looming risk of recession and continued inflationary increases indicate that the most prudent path is to maintain a conservative outlook for the city’s revenues in the future.

Nearly 80% of General Fund revenues are derived from three sources: property tax, sales tax, and transient occupancy tax. Sales tax and TOT revenues tend to be much more sensitive to changes in economic conditions, unlike property tax revenues, which remain relatively stable because of the mitigating effect of Proposition 13, which limits annual growth in assesse d values.

Property tax, the largest source of General Fund revenues, is expected to grow by 3.4% over last year’s adopted budget. While the residential real estate market in Carlsbad has seen significant increases in values in recent years, the growth has begun to cool off. Commercial property assessed values are expected to remain relatively flat as the increase in interest rates has created immense uncertainty in the sector. With the COVID-19 emergency officially ended, the focus on the housing market shifts to other economic factors. In response to the unprecedented inflationary increases Estimated Budgeted $ %
2022-23 2023-24 Change Change
Property Tax 81.5$ 84.2$ 2.7$ 3.4% Sales Tax 51.4 51.1 (0.3) -0.6% Transient Occupancy Tax 32.5 32.9 0.4 1.1% Franchise Taxes 7.1 7.1 0.1 1.6% Business License Tax 6.2 6.4 0.2 3.1% Development Revenues 4.2 3.3 (0.9) -21.1% All Other Revenue 25.0 27.0 2.0 8.0% Total 207.8$ 212.0$ 4.2$ 2.0%

GENERAL FUND REVENUES
(In Millions)
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CITY OF CARLSBAD
B-4
experienced over the last year and a half, the Federal Reserve has responded by raising rates to a current range of 5.0-5.25%, the highest range since July 2006. This has made home purchasing more difficult for borrowers. And while demand remains relatively high both locally and around the state, these increases have certainly contributed to the median home value in Carlsbad falling to $1.3 million, roughly the same value as in December 2021. Proposition 8 allows owners to have their property temporarily revalued if market value is lower than the factored base year value, posing a risk that commercial property values could temporarily decrease.

Assessed values on the residential real estate side are expected to grow modestly, capped by California’s Proposition 13. Adopted in 1978, Proposition 13 limits the annual increase in assessed values for property. Under this proposition, assessed values (and the related property tax) can grow by no more than 2% per year. The value upon which the tax is based is only increased to the full market value upon the sale of a property. The maximum increase of assessed values when properties are not sold is by the change in California’s Consumer Price Index, which was 1.036% in fiscal year 2021-22 – below the 2% cap for the first time since 2016-17. In recent years, residential activity has been driven by low interest rates on mortgages, pent-up demand that built during the shutdown and an increase in the ability to work remotely. Now, increasing rates and diminishing pent-up demand as we move past the pandemic will likely have adverse impacts compared to prior periods. Based on resale data from Zillow, the median price of a single family residence in Carlsbad is $1.3 million, up by

0.7% year over year in March 2023.

Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be received for fiscal year 2023-24 are based on assessed values as of January 1, 2023.

Property taxes tend to grow slowly unless there is a significant amount of development -related activity. In past decades the city has seen robust growth in property tax revenue due to new $33 $35 $35 $35
$41 $38
$44
$51 $51 $51 $54 $57 $62 $65 $68 $72 $77 $81 $82 $84
$ Millions
Fiscal Year
Property and Sales Tax Revenues
Property
Tax
Sales
Tax
May 23, 2023
Item #9 Page 24 of 384
2023-24 ANNUAL BUDGET
B-5
development, high turnover of existing homes, and double-digit growth in housing prices. However, as opportunities for new development and growth lessen, development -related revenues have slowed. In addition to recent interest rate increases, slower development combined with minimal commercial property transactions and tax reform has caused a slowing in property tax growth in the city.

Sales Tax revenues generally move in step with economic conditions and overall, Carlsbad’s economy has absorbed the inflationary increases experienced over the past 12 -18 months. The restrictions resulting from the COVID-19 pandemic led to increases in segments like auto sales, construction, drug store sales, chemical products, food markets and recreational products, while others like restaurants and general retail took a major hit. With the pandemic and its impacts mostly behind us, the uncertainty rests with continued levels of inflationary increase and whether or not the rise in interest rates will lower inflation levels adequately.

Sales tax revenues improved markedly up until fiscal year 2019-20, peaking in fiscal year 2018-19 at $40.8 million. The onset of the pandemic in March 2020 resulted in swift reductions in sales tax revenues and the city ended the year with $38 million in sales tax revenues. During fiscal year 2020- 21, sales tax levels generally correlated with shelter-in-place mandates. As restrictions were lifted, the city’s sales tax levels recovered—the city ended fiscal year 2020-21 with $44 million in sales tax revenues. Fiscal year 2021-22 experienced the most accelerated recovery, ending the year at a historic high of $51.2 million in sales tax revenues. The fiscal year 2022-23 sales tax estimates reflected uncertainty surrounding market and economic conditions like inflation and impacts to disposable income. But these inflationary increases have yet to adversely impact sales tax revenues through the first six months of the fiscal year and staff anticipate another historic high of sales tax revenues. However, this positive experience does not change the future outlook. With continued levels of inflation and a risk of recession looming, staff have proposed a conservative estimate of Transportation,

30.8%
Construction,

1.9%
General Retail,

20.5%Miscellaneous,

0.5%
Restaurants &
Markets, 15.0%
Business to
Business, 13.1%
County Pool,

18.2%
Sales Tax by Category
Fourth Quarter 2022
May 23, 2023
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CITY OF CARLSBAD
B-6
$51.1 million in budgeted revenue for fiscal year 2023-24 which represents a decrease of $0.3 million, or 1%, over fiscal year 2022-23 estimates.

As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation (comprised heavily of new auto sales) and general retail sectors, which combined account for over half of taxable sales in Carlsbad. New auto sales are highly elastic—or responsive to changes in price—in comparison to economic trends, and tax revenues from new auto sales fell precipitously during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that dip , auto sales tax revenues hit a high of $13.4 million for the four quarters ended December 31, 2022. With general retail sales tax suffering for the year ended December 31, 2020 and recovering in the year after, the most recent four quarters have shown full recovery increasing nearly 57% and reaching historic levels.

Sales tax revenues include those received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of local public safety services.

The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT or hotel tax. TOT was the revenue category most adversely impacted by COVID-19. From historic highs of $26 million in fiscal year 2018-19, the city experienced year-over-year decreases of 27% and 16%. Recovery from the pandemic was estimated conservatively; however, fiscal year 2021 -22 proved otherwise, reaching a historic high of $32.4 million driven by the easing of restrictions, pent- up demand, and an increase in average daily room rates. This trend continued in fiscal year 2022 -23, whereby actual revenues exceeded conservative estimates that were applied to account for sustained levels of unprecedented inflation. It is estimated that TOT revenues will once again reach a historic high this year.

According to a report from Tourism Economics, San Diego County tourism will see continued growth in visitation demand of around 9.8% in calendar year 2023. The projected increase is supported by the thought that travel has, since the pandemic, been “reclassified” as a necessary expense rather than a discretionary one. And furthermore, the influx of financial aid and savings achieved $20 $22 $22
$24
$26
$19
$16
$32 $33 $33
$-
$5
$10
$15
$20
$25
$30
$35
2015 2016 2017 2018 2019 2020 2021 2022 2023e 2024e
$ Millions
Fiscal Year
Transient Occupancy Taxes
May 23, 2023
Item #9 Page 26 of 384
2023-24 ANNUAL BUDGET
B-7
throughout the pandemic may likely indicate that uncertainty in the economy can be mitigated by these additional funds. However, group business travel has yet to fully return to pre-pandemic levels, and uncertainty around rising inflation and diminishing pent up demand continue to drive a moderately conservative estimate in fiscal year 2023-24. The City of Carlsbad currently has approximately 4,776 hotel rooms, 343 registered vacation rentals and over 660 timeshares.

Franchise Tax revenue has stabilized in recent years and is projected at $7.1 million in fiscal year 2022-23. Franchise taxes are paid by certain industries that use the city’s right -of-way to conduct their business. The city currently has franchise agreements for cable TV service, solid waste services, cell sites, fiber optic antenna systems and gas and electric services. The so lid waste franchise fee experienced minor revenue increases that mirror growth in population and changes in rate structures. Cable TV franchise revenue is expected to remain relatively consistent from $1. 39 million in fiscal year 2022-23 to $1.41 million in fiscal year 2023-24. This revenue source will most likely remain stable or decline in future years as more subscribers cut cable services and move to online streaming services.

In April 2021, a new franchise agreement for solid waste was approved with Republic Services of San Diego. The city receives 7.5% of revenues collected as well as an annual payment of $0.8 million in support of AB 939 and $1.3 million storm water fee. The increase in fiscal year 2023-24 is relatively modest compared to the increase experienced in the prior year that was driven by the $0.8 million payment to assist with AB 939.

San Diego Gas & Electric pays franchise taxes for the use of the public land over which they transport gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures the franchise taxes on gas and electricity that is transported using public lands, which would not otherwise be included in the calculations for franchise taxes due to deregulation of the power industry. This revenue source experienced a significant increase in fiscal year 2022-23 of $919,000 due to price increases, but is expected to remain relatively flat over the next several years.

Business license taxes are closely tied to the health of the local economy, and are projected to increase to $6.4 million in fiscal year 2023-24. This represents growth of $0.2 million or 3% when compared to last year’s adopted budget. Increases in business license taxes correlate with sales tax revenue increases as businesses either pay taxes based on the amount of their gross receipts or based on set fees. There are currently about 9,514 licensed businesses in the City of Carlsbad, 77 less than in the prior year with 6,375 of them located in the city.

Development-related revenues are derived from fees for planning, engineering and building permits, and fees paid by developers to cover the cost of reviewing and monitoring development activities, such as plan checks and inspections. These revenues are difficult to predict as many of the planning and engineering activities occur months or years before any actual development.

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CITY OF CARLSBAD
B-8
Over the last 10 years development-related revenues
have fluctuated in line with increases and decreases
in residential, commercial and industrial
development. In fiscal year 2023-24 the city expects a
21% decrease in development related revenues to
approximately $3.3 million. This follows higher than
anticipated development activity occurring in fiscal
year 2022-23. The projected decrease in
development-related revenues is tied to the volume
and type of development projected to be permitted,
multi-family versus single-family, and a drop in the
revenues derived from building fees which occur in
the early stages of development.

Interdepartmental charges are generated through engineering services charged to capital projects, reimbursed work from other funds and miscellaneous interdepartment al expenses charged to funds outside the General Fund for services performed by departments within the General Fund.

Miscellaneous interdepartmental charges are expected to increase by 10% compared to the prior year’s adopted budget, driven by labor, inflation and cost of construction increases.

Income from investments and property include interest earnings as well as rental income from city-owned land and facilities. The city is expected to earn about $ 3.2 million in interest on its General Fund investments for fiscal year 2022-23 and another $2.7 million in rental and lease income.

The yield on the city’s portfolio is forecasted to average 1.5% and cash balances are expected to remain flat as increases in receipts are projected to be offset by increases in expenditures as the City Council’s goals are operationalized.

Ambulance fee revenues are estimated to increase $3.3 million over last year’s adopted budget, from $3.9 million to $6.3 million. This increase is due to the Fire Department’s addition of two medical transports. The increase is also driven by the Ground Emergency Medical Transportation Certified public Expenditure Program, which helps cover uncompensated costs for Medi -Cal fee-for- service transports. The department submitted cost reports for fiscal year 2018-19 through 2022-23 and is expected to receive a one-time reimbursement of $666,000. Furthermore, the department will participate in the Public Provider Ground Emergency Medical Transport Intergovernmental Transfer Program which will provide add-on reimbursement payments to help cover uncompensated costs in the future. This will generate approximately $883,000 in addition al revenue annually. Lastly, the Fire Department recently completed an ambulance fee study and is proposing to increase the fees to better align cost recovery levels in comparison with jurisdictions in the region. The additional revenue will amount to approximately $2 million annually.

Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad expects to receive approximately $1.6 million in transfer taxes for fiscal year 2023-24 which is a 3% increase from fiscal year 2022-23 adopted budget and relatively consistent with current year estimates. The residential real estate market continues to remains strong; however, this will likely be influenced by rising interest rates. While housing prices in Carlsbad have decreased in recent months, inventories are expected to remain low due to the insulated local demand.

May 23, 2023
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2023-24 ANNUAL BUDGET
B-9
Other intergovernmental revenues include miscellaneous receipts received from the state or federal governments as well as local school districts. With the city receiving its two annual American Rescue Plan Act payments in fiscal 2020-21 and fiscal year 2021-22 totaling $12.6 million, intergovernmental revenues decreased substantially in fiscal year 2022-23 and are expected to remain relatively consistent in fiscal year 2023-24.

The
All other revenues category includes recreation fees, other licenses and fees, fines and forfeitures, transfers in, and other charges and fees. The estimate for fiscal year 2022-23 totals $1.5 million and is expected at just over $1.0 million in fiscal year 2023-24.

Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $4.2 million or 2% from fiscal year 2022-23 estimates. The General Fund’s primary tax revenues are estimated to increase conservatively to account for the current economic uncertainty and risk of recession. While development-related revenues are expected to decline over prior year estimates, ambulance fee revenues are projected to increase approximately 63% due to a recent ambulance fee study to better align cost recovery with jurisdictions throughout the county. With much of the pandemic’s adverse fiscal impacts behind us, uncertainty surrounding inflation, diminishing pent up demand, impacts to the housing market and overall risk of recession contribute to a conservative outlook that will be monitored into the future.

In the late 1990s the city experienced revenue growth between 9% and 17% due to the opening of new hotels, restaurants, retail centers and new home development. Those levels of planned growth were not sustainable. As new development slows, it will be increasingly more difficult to produce double-digit growth in revenues. In fact, revenue growth has now slowed to 4% over the last ten years. While General Fund revenues have recovered from the pandemic and have thrived through this period of unprecedented inflation, the economic outlook and risk of recession is driving conservative revenue estimates into the future.

$141 $148 $152 $159
$179 $174 $182
$201 $208 $212
$-
$50
$100
$150
$200
$250
2015 2016 2017 2018 2019 2020 2021 2022 2023e 2024e
$ Millions
Fiscal Year
General Fund Revenues
May 23, 2023
Item #9 Page 29 of 384

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B-10
Other Funds

Revenues from Special Revenue funds are expected to total $19.5 million, an increase of $0.8 million or 4.5% from fiscal year 2022-23 estimates. Funds collected in this category are restricted to specified purposes. The types of programs supported within Special Revenue funds are those funded by specific revenue streams such as:

• Federal Grants (Rental Assistance and Community Development Block Grants) • Special fees and assessments (Affordable Housing and maintenance assessment districts) • Donations (Library, Cultural Arts, Recreation and Senior Donations)

Compared to the fiscal year 2022-23 adopted budget, the most noteworthy changes in the Special Revenue funds occurred in the Lighting and Landscaping District 2 fund where increases of $0.4 million are expected to occur. These revenues are funded from property owner assessments.

Additionally, the city will be receiving a new funding source for Permanent Local Housing Allocation .

There is no revenue budgeted in the Successor Agency Housing Trust Fund. Although the Carlsbad Redevelopment Agency has been dissolved, the California Department of Finance has approved the repayment of the approximately $8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation Refunding Bonds. All outstanding loans and interest accrued have been paid to the city by the end of fiscal year 2020-21 and only debt service payments remain. Payments are distributed annually from available property tax revenues allocated by the state to the successor agency.

May 23, 2023
Item #9 Page 30 of 384
Special Revenue Funds
FY 2023-24 Budgeted Revenues $19.5 Million
All Others
Permanent Local Housing
Allocat ion
$1.lM,6%
Donations and Grants
$0.4M, 2%
Maintenance Districts
$4.4M, 22%
CDBG
$0.6M,3%
Affordable Housing
$0.6M,3%
$1.lM,6%
Rental Assistance
$11.3M,58%
2023-24 ANNUAL BUDGET
B-11
Enterprise fund revenues for fiscal year 2023-24 are projected at $92.8 million representing an increase of 4.2% or $3.7 million over the current year estimates. The revenue breakdown by activity is shown in the graph below.

Enterprise funds are similar to a business in that rates are charged to support the operations that supply the goods or services. Carlsbad enterprise funds include water and recycled water delivery, wastewater services, solid waste management and the operation of a municipal golf course.

The Water Enterprise Fund revenue for fiscal year 2023-24 is estimated at $48.1 million representing an increase of $1.4 million or 3% when compared to current year revenue estimates.

This is driven by increases in water delivery charges. Projected revenues for Recycled Water of $8.8 million are expected to increase by $0.1 million or 1.6% as minor customer growth is expected and a 1% rate increase is forecasted.

Forecasted revenues for
Wastewater are $22.4 million representing a 16.6% or $3.2 million increase over the current year estimate. This increased estimate is largely driven by rate increases of 20% in 2023 to support rising treatment costs and aging infrastructure costs.

Estimated revenues from operations of the Golf Course are $10.2 million, a slight decrease of $0.3 million or 3.2% when compared to current year estimates. This minor decrease is driven by a projected normalization of golf rounds played compared to the spike in demand experienced throughout the pandemic.

May 23, 2023
Item #9 Page 31 of 384
Enterpr ise Funds
FY 2023-24 Budgeted Revenues $92.8 million
Golf Course Operations
$10.2M,11%
Solid Waste Management $3.2M,
3% ----. !a
Wastewater Operations
$22.4M,24%

CITY OF CARLSBAD
Recycled Water
$8.9M, 10%
Water Operations
$48 .1M,52%
B-12
Solid Waste Management revenues are projected to
decrease by 17.9% or $0.7 million when compared to current year estimates. This decrease is mainly driven by a storm water reimbursement from the city’s new waste hauler
contract that was received in the previous fiscal year that will not be received in fiscal year 2023-24.

Internal Service funds project estimated revenues of $38.4 million for fiscal year 2023-24 representing a decrease of

13.3% or $5.9 million over fiscal year 2022-23 projections.

This decrease is driven by one-time transfers from the
General Fund of $10.2 million to fund Workers’
Compensation, Risk Management, and Fleet Maintenance
programs.

Internal service funds account for services provided within the city itself, from one department to another and on a cost reimbursement basis. These include programs such as the self -insurance funds for Workers’ Compensation and General Liability (Risk Management), as well as Vehicle Maintenance and Replacement, and Information Technology. Departments pay for these services and therefore the rates charged are based on the cost to provide the service. The goal of an internal service fund is to match budgeted expenses with charges to the departments.

A recent actuarial review of the
Workers’ Compensation fund determined that the city should continue to set aside cash reserves in anticipation of future workers’ compensation claims. To achieve this, charges to city departments need to increase by 10-15% annually over the next several years. These planned increases went into effect in fiscal year 2021-22 and are continuing into fiscal year 2023-24. The fiscal year 2023-24 operating budget includes $6.1 million for Workers’ Compensation and $7.1 million for Risk Management.

Vehicle Maintenance and Replacement charges are budgeted at $3.7 million and $4.3 million, respectively. Vehicle Maintenance revenues are down compared to current year estimates due to a one-time transfer in from the General Fund of $1.4 million. Vehicle replacement costs rise when the number of vehicles and the price of new vehicles or the cost to maintain those vehicles increases. For example, many older generation sedans at the end of their useful li ves are now being replaced with hybrids and plug-in hybrids at a higher per unit cost. There have also been significant cost increases over the last several years in specialized vehicles such as fire trucks and ambulances as well as supply chain disruptions and unprecedented inflation that have significantly driven up prices.

Information Technology charges to departments have increased by 4.0% or $0.7 million when compared to fiscal year 2022-23 estimates. The main reason for this increase is due to contractual costs previously funded by the Strategic Digital Transformation Investment Program , or SDTIP, continuing beyond their initial year of implementation. The increase is also attributable to contractual increases to existing service contracts.

May 23, 2023
Item #9 Page 32 of 384
2023-24 ANNUAL BUDGET
B-13

OPERATING BUDGET EXPENDITURE SUMMARY

The city’s Operating Budget for fiscal year 2023-24 totals $371.8 million, which represents an increase of about $29.5 million or 8.6% as compared to the adopted fiscal year 2022-23 budget. A summary of the changes in each of the city’s programs will be discussed below. Further information about each program can be found in the individual program summary pages.

The General Fund contains most of the discretionary revenues that support core city services.

However, this should not diminish the importance of the other operating funds as they also contribute to the array of services available within Carlsbad. The remainder of this section will provide more information about the budgeted expenditures by fund and program.

To ensure the city continues to maintain a balanced budget and analyze its use of taxpayer dollars, the City Manager asked departments to reduce their existing budget s for fiscal year 2023-24 and decrease discretionary spending wherever possible. This directive came after budget reductions of nearly 2% were achieved in fiscal year 2022-23. In fiscal year 2023-24, General Fund departments were able to reduce their ongoing base budgets by $2.3 million while increasing revenues by $1.1 million. This was accomplished despite the increase in costs for certain mandatory fees and unavoidable costs such as SDG&E rate increases and other rising contracted services costs. Some examples of budget reductions proposed in fiscal year 2023-24 include:
• Reducing several types of maintenance work, including discretionary parks and trails maintenance, custodian services and vehicle maintenance • Eliminating Sunday operation hours at the city’s three libraries • Reducing the number of city cell phones
• Reducing holiday hours at a community centers
• Reducing TGIF concerts from 9 to 6
• Reducing total full-time equivalent staffing levels by 12.06 over the previous year

These efforts contributed immensely to the city’s ability to present a balanced budget in fiscal year 2023-24 and into the future. The reductions proposed were carefully evaluated to ensure ongoing service level impacts were mitigated as much as possible. Through this process, it became clear that the city’s budget has reached a point where further reductions, if pursued, will likely result in significant service level impacts.

Budget Budget $ %
2022-23 2023-24 Change Change
General Fund 198.4$ 211.5$ 13.1$ 6.6% Special Revenue 17.3 20.2 2.9 16.8% Enterprise 92.9 105.7 12.8 13.8% Internal Service 32.6 33.3 0.7 2.2% Successor Agency Housing Trust 1.1 1.1 - 0.0% Total 342.3$ 371.8$ 29.5$ 8.6%

BUDGET EXPENDITURE SUMMARY
By Fund Type
(In Millions)
May 23, 2023
Item #9 Page 33 of 384

CITY OF CARLSBAD
B-14
The total Operating Budget for the General Fund for fiscal year 2023-24 is $211.5 million which is $13.1 million or 6.6% more than the previous year’s adopted budget of $198.4 million. These changes are discussed in more detail on the following pages.

Personnel costs make up approximately 61.4% of the General Fund budget. The total personnel budget for fiscal year 2023-24 is $129.9 million which is $5.8 million or 4.7% greater than the previous year’s total personnel budget of $124.1 million. This is driven by negotiated compensation increases as well as anticipated step increases. In fiscal year 2023-24, the preliminary budget continues to propose including a line item for “vacancy savings.” This represents the estimated amount of budgeted personnel savings that will be realized by the end of the fiscal year. This mechanism is proposed for multiple reasons: (1) budgeting for vacancy savings reduces the total amount of the General Fund budget, (2) budgeted personnel costs more closely align with actual personnel costs over the course of the fiscal year, (3) historically, the city would bring recommendations to repurpose budget savings at the mid-year point of the fiscal year. This mechanism pre-emptively achieves that objective, and (4) budgeting vacancy savings will achieve alignment with the city’s 10- year forecast which has historically included a line item for vacancy savings.

Budget Budget $ %
2022-23 2023-24 Change Change
Personnel 124.1$ 129.9$ 5.8$ 4.7% Personnel, gross 126.1 131.9 5.8 4.6% Vacancy Savings (2.0) (2.0) - 0.0% Maintenance & Operations 59.2 59.6 0.4 0.7% Capital Outlay 1.5 0.1 (1.4) -94.7% Transfers 13.6 21.9 8.3 61.1% Subtotal 198.4$ 211.5$ 13.1$ 6.6%

GENERAL FUND SUMMARY
By Expenditure Type
(In Millions)
Budget Budget $ %
2022-23 2023-24 Change Change
Salaries and Wages 83.3$ 88.3 5.0 6.0% Salaries and Wages, gross 85.3 90.3 5.0 5.9% Vacancy Savings (2.0) (2.0) - 0.0% Retirement Benefits 23.0 23.2 0.2 0.7% Health Insurance 10.7 10.7 - -0.1% Other Personnel 7.1 7.7 0.6 8.6% Total 124.1$ 129.9$ 5.8$ 4.7% Personnel Costs
(In Millions)

GENERAL FUND
May 23, 2023
Item #9 Page 34 of 384
2023-24 ANNUAL BUDGET
B-15
The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries include full-time and part-time staff costs and are expected to increase in fiscal year 2023-24 by $5.0 million or 6.0%. The increase is primarily due to negotiated salary increases offset by a reduction in total full-time equivalents of 12.06. The full-time staffing changes are listed below. • Library & Cultural Arts added 1.0 Production Technician and 1.0 Senior Librarian in Adult & Teen Services. The addition of these two full-time positions is offset and funded by the reduction of

5.55 full-time equivalent positions, resulting in ongoing savings to the General Fund of approximately $100,000.
• The Fire Department added 1.0 Senior Office Specialist. The addition of this full-time position is offset and funded by the reduction of two part-time positions. In conjunction with additional changes made during fiscal year 2022-23, a cost neutral fiscal impact was achieved. • Community Services Administration eliminated a full-time administrative position as part of departmental reorganization efforts within the branch.
• The Utilities Department eliminated one vacant Meter Services Supervisor position in relation to technological advances that resulted in operational and business need changes within the department.

Retirement Benefits Cost
CalPERS administers the city’s defined benefit pension plan and costs have been increasing in past years as CalPERS addresses a structural shortfall in plan assets to cover unfunded liabilities. As part of CalPERS’ strategy to ensure the plan’s sustainability, CalPERS deliberately raised participating agencies’ contributions over several years to improve the plan’s long-term funded status. The pension system continues to pursue tactics in support of its strategy to ensure plan sustainability such as investing in assets with the objective of achieving a long-term rate of return that meets or exceeds 7%. While pension costs are increasing, there is some downward pressure on costs as new employees receive lower pension benefits. CalPERS has taken significant steps to ensuring plan sustainability, but still poses a significant risk on the city’s cost profile.

In support of CalPERS strategies for plan
sustainability and as part of the city’s strategic, long- term approach to financial management, the city
actively manages its unfunded pension liability. Since
fiscal year 2016-17, the City Council has approved
additional discretionary contributions of $56.4
million to decrease future costs of the city’s
unfunded actuarial liability and achieve a funded
status of 80% in accordance with City Council Policy
Statement No. 86. This active management helps ensure that resources are available to fulfill the city’s contractual promises to its employees and minimizes the chance that funding these pension benefits will interfere with the city’s ability to provide essential public services .

General Fund Health Insurance costs in the General Fund are remaining relatively flat at $10.7 million. Other Personnel Costs include workers’ compensation expenses and other miscellaneous costs such as Medicare, unemployment and disability which are increasing collectively by $0.6 million or 8.6%.

In support of CalPERS strategies for
plan sustainability, and as part of the
city’s strategic, long-term approach to
financial management, the city
actively manages its unfunded
pension liability.

May 23, 2023
Item #9 Page 35 of 384

CITY OF CARLSBAD
B-16
Maintenance and Operations costs represent about 28.2% of the total General Fund budget and include the budgets for all program expenses other than personnel, capital outlay and transfers.

Overall, total maintenance and operations costs are projected at $59.6 million which represents an increase of about $0.4 million or 0.7% for fiscal year 2023-24 when compared to fiscal year 2022-23.

With year-over-year increases in inflation of 8.2% and 6.4%, respectively, this relatively minor increase in maintenance and operations is a tremendous achievement that was accomplished through a strategic analysis of budget reductions. These reductions (1) enabled the General Fund to absorb new unfunded mandates and regulatory budget items, (2) contributed to the proposed budget surplus in fiscal year 2023-24, and (3) will assist in delaying the timing for when expenditures are projected to exceed revenues in the General Fund.

Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of $0.1 million are budgeted in the General Fund for fiscal year 2023-24. This represents a decrease of $1.4 million or 95% and is a result of postponing the purchase of new vehicles .

Operating Costs Associated with Capital Investments
As the city completes major capital projects, the costs of maintaining and operating the facilities and improvements, including additional personnel if necessary, are added to departmental operating budgets. The city’s Capital Improvement Program and Strategic Digital Transformation Investment Program budgets include future projected operating impacts, which are estimated in the tables found on pages H-31 and I-16, respectively.

May 23, 2023
Item #9 Page 36 of 384
2023-24 ANNUAL BUDGET
B-17
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the General Fund to other city funds with expectation of repayment in future years. No General Fund advances are included in this year’s operating budget.

Expenditures in the General Fund remained relatively consistent until fiscal year 2015-16, when the budget reflected an 8.2% increase in expenditures primarily due to increased personnel costs. In fiscal year 2016-17, expenditures included $25.3 million in one-time costs, including $10.5 million for a transfer to the Capital Improvement Program for Fire Station 2 reconstruction and $14.8 million to pay off the golf course construction bonds.

The expenditures for fiscal year 2017-18 reflect a substantial decrease due to the one-time costs reflected in fiscal year 2016-17. These cost reductions were partially offset by an additional one -time payment to CalPERS to address the city’s unfunded pension liability, the addition of nine staff members, additional legal and expert costs associated with the county airport expansion and the Safety Training Center lawsuit, higher personnel costs due to normal salary and benefit increases, and higher mutual aid costs.

Expenditures in fiscal year 2018-19 reflect an additional one-time $20 million payment to CalPERS to further bring down the city’s unfunded pension liability. Fiscal year 2019 -20 included the addition of 34 new full-time employees, but was largely offset due to the city’s response to the COVID -19 pandemic and the need to reduce discretionary spending as much as possible during th at unprecedented time.

Fiscal year 2020-21 expenditures reflect an additional $10 million one-time payment to CalPERS to further bring down the city’s unfunded pension liability. The increase was largely offset by the continuation of the COVID-19 pandemic and the city’s efforts to curb and defer expenditures.

Fiscal year 2021-22 expenditures reflect the plan to reinstate city services back to pre-pandemic levels and operationalize the City Council’s goals. The increase includes $5.9 million in one -time costs associated with the goals, and the addition of 18 new full-time and 6.7 part-time employees which May 23, 2023
Item #9 Page 37 of 384
$250
$200
V,
C:
.Q $150
E
c: $100
-(/).
$50
$-

CITY OF CARLSBAD
History of General Fund Expenditures
$216 $213 $212
$199
$171 $168 $164
$148
$121 $129
2015 2016 2017 2018 2019 2020 2021 2022 2023e 2024e
Fiscal Year
B-18
are mostly associated with the goals. The city again made an additional one-time $6.4 million payment to CalPERS to bring down the city’s unfunded pension liability. Fiscal year 2022-23 expenditures include the addition of 24 full-time employees as well as a number of new one-time requests in order to execute City Council goals, as well as a total of $10.6 million in one-time transfers to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. Lastly, a $2 million allocation was approved to fund the Safer Streets local emergency.

Another way of looking at the General Fund budget is
by Program Expenditures. The chart below
compares the total fiscal year 2023-24 budget to those
amounts adopted in the previous year. A detailed
description of each department, its services, budget
summary and department accomplishments and
priorities can be found in the department program
summary pages.

Budget Budget $ %
2022-23 2023-24 Change Chang e
Policy & Leadership Group 8.5$ 8.4$ ( 0.1)$ -0.6% Administrative Services - Administration 0.6 0.8 0. 2 4.9% Administrative Services - Finance 5.5 5.3 ( 0.2) -2.7% Administrative Services - Human Resources 5.3 5.0 ( 0.3) -4.5% Administrative Services - Innovation & Economic Dev. 2.5 2.6 0. 1 0.1% Community Services - Administration 0.7 0.6 ( 0.1) -13.4% Community Services - Community Development 10.4 11.0 0. 6 6.1% Community Services - Housing & Homeless Services 3.1 2.8 ( 0.3) -11.8% Community Services - Library & Cultural Arts 14.1 13.6 ( 0.5) -3.2% Community Services - Parks & Recreation 21.2 21.1 ( 0.1) -0.5% Public Safety - Fire 37.8 37.7 ( 0.1) 0.0% Public Safety - Police 51.2 55.6 4. 4 8.5% Public Works - Administration 1.4 1.6 0. 2 8.4% Public Works - Construction Mgmt. & Inspection 3.3 3.3 - -0.2% Public Works - Environmental Management 1.2 1.2 - 1.6% Public Works - Facilities 6.8 7.5 0. 7 10.8% Public Works - Transportation 9.7 9.7 - 0.3% Non-Departmental 15.1 23.7 8. 6 56.9% Total 198.4$ 211.5$ 13. 0$ 6.6%

GENERAL FUND EXPENDITURES
By Department
(In Millions)

A detailed description of each
department’s budget can be found
in the department program
summaries.

May 23, 2023
Item #9 Page 38 of 384
2023-24 ANNUAL BUDGET
B-19
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.

The transfers included in the adopted budget are as follows:

$12.6 million split evenly between the Infrastructure Replacement Fund, General Capital Construction Fund and the Technology Investment Capital Fund ($4.2 million each). This will fund major new construction, maintenance and replacement of city infrastructure and facilities, and the city’s future technology needs. This represents 6% of budgeted General Fund revenues and is in line with the requirements set forth in Council Policy No. 91 – Long Term General Fund Capital Funding Policy.

$7.4 million in additional transfers to the General Capital Construction Fund resulting from the estimated General Fund surplus. The General Capital Construction Fund is funded by the General Fund and includes many capital projects programmed in the future. The level of funding necessary to fully fund these projects is an increasing concern. This one -time transfer amount will assist with funding the city’s general capital construction into the future.

$0.3 million to the Storm Water Program for reimbursement of the General Fund portion of Storm Water expenses.

$1.6 million to the Median Maintenance and Street Tree Maintenance Special Revenue Funds to cover cash shortfalls, as annual assessments collected from property owners do not cover annual operating expenditures. Annual assessments can only be increased with a majority vote of the property owners.

General Fund Summary
The operating budget for fiscal year 2023-24 provides a balanced General Fund budget for the coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by $0.5 million. This projected surplus will be added to city reserves to be used in accordance with the city’s adopted reserve policy.

Fiscal Year 2023-24 General Fund Operating Surplus
General Fund fiscal year 2023-24 revenue estimates $ 212.0 million General Fund fi scal year 2023-24 preliminary expenditures $ 211.5 million Projected operating surplus for fiscal year 2023-24 $ 0.5 million

General Fund Reserves
Projected unassigned balance at June 30, 2023 $117 .9 million Plus: projected fiscal year 2023- 24 surplus $ 0.5 million Equals: projected unassigned balance at June 30, 2024 $118.4 million

May 23, 2023
Item #9 Page 39 of 384

CITY OF CARLSBAD
B-20
Changes in Other Funds

Special Revenue funds are budgeted at $20.2 million representing an increase in expenditures of

16.8% or $2.9 million when compared to fiscal year 2022-23. With the exception of the new funding source, Permanent Local Housing Allocation, spending in most programs is expected to remain at similar or slightly higher levels over the prior year.

Expenditure increases of $0.9 million or 8.9% are planned in the Rental Assistance Fund largely because of program expansion and corresponding increase in rental assistance payments. This reflects additional revenue received from federally funded programs to assist more lower -income households in Carlsbad.

Enterprise funds total $105.7 million which represents an increase of $12.8 million or 13.8% over the fiscal year 2022-23 adopted budget. The Potable Water and Recycled Water funds continue to operate and maintain critical infrastructure systems and provides the safe delivery of drinking water, conservation outreach and treated irrigation water. The Wastewater fund provides reliable wastewater collection services.

The Internal Service funds total $33.3 million and represents an overall increase of $0.7 million or

2.2% over fiscal year 2022-23. Much of the increase in Workers’ Compensation and Risk Management costs is attributable to rising insurance liability rates, claims filed and administrative costs. Vehicle Maintenance and Replacement and Information Technology expenditure s, in total, decreased as a result of vehicle replacement timing. The fiscal year 2022-23 adopted budget included multiple high- dollar vehicle replacements compared to smaller purchases scheduled in fiscal year 2023- 24. More detail regarding the increase in Information Technology due to the reorganization of personnel can be found in the internal service fund piece of the revenue summary section earlier in this doc ument.

The budget for the Successor Agency Housing Trust Fund for fiscal year 2023-24 is approximately the same as the prior year’s adopted budget of $1.1 million. The Recognized Obligation Payments Schedule identifies financial commitments of the former Redevelopment Agency, including the remaining scheduled debt service payments on the Redevelopment Agency bond issue, the outstanding loan from the city’s General Fund and minor allowable administrative costs. The last debt service payment on the bond issue is scheduled for September 2023 and the city loan will be paid off by the end of fiscal year 2023-24. These obligations are to be paid from semi-annual property tax increment revenue received by the Successor Agency.

May 23, 2023
Item #9 Page 40 of 384
2023-24 ANNUAL BUDGET
B-21

Adopted Adopted Adopted Preliminary
Budget Budget Budget Budget
Dep
artment 2020-21 2021-22 2022-23 2023-24
City Attorney 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 7.00
City Council 2.00 2.00 2.00 2.00
City Manager 7.00 7.00 7.00 7.00
City Treasurer 1.00 1.00 1.00 1.00
Communication & Engagement 7.00 7.00 9.00 9.00
Administrative Services - Administration 0.00 3.00 3.00 3.00 Finance 31.00 28.00 26.00 26.00
Human Resources 17.00 17.00 18.00 18.00
Information Technology 37.00 37.00 43.00 43.00
Innovation & Economic Development 4.00 4.00 9.00 9.00
Miscellaneous Non-departmental 0.00 0.00 0.00 0.10
Community Services - Administration 3.00 3.00 3.00 2.00 Community Development 61.75 53.00 52.00 52.00
Housing & Homeless Services 0.00 14.00 16.00 16.00
Library & Cultural Arts 52.50 52.50 51.00 53.00
Parks & Recreation 55.00 55.00 59.00 59.00
Fire 97.75 111.00 123.00 123.90
Police 184.00 186.00 187.00 187.00
Public Works 172.75 177.75 182.75 181.75
Total Full-Time Personnel 747.75 773.25 806.75 807.75
Hourly Full-Time Equivalent Personnel 186.59 193.81 180.90 167.84 Total 934.34 967.06 987.65 975.59

PERSONNEL ALLOCATIONS
May 23, 2023
Item #9 Page 41 of 384

CITY OF CARLSBAD
B-22

May 23, 2023
Item #9 Page 42 of 384
2023-24 ANNUAL BUDGET
B-23

SCHEDULE OF PROJECTED FUND BALANCE

Projected Projected
Beginning Ending Chan ge as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2022 Fund July 1, 2022 Revenues Expenditures June 30, 2023 Fund Balance General Fund 122,554,527$ * 207,801,063$ 212,492,054$ 11 7,863,536$ * -3.8% Special Revenue Funds
Affordable Housing 17,341,701 884,406 288,618 17,937,489 3.4% Agricultural Mitigation Fee 1,186,588 13,500 392,687 807,401 -32.0% Buena Vista Channel Maintenance District 1,527,280 119,095 195,245 1,451,130 -5.0% Citizens' Option for Public Safety 389,368 287,200 265,705 410,863 5.5% Community Activity Grants 1,079,163 12,000 - 1,091,163 1.1% Community Development Block Grant 569,707 701,309 728,372 542,644 -4.8% Cultural Arts Donations 334,071 28,424 85,489 277,006 -17.1% Habitat Mitigation Fee - 52,002 52,002 - 0.0% Library and Arts Endowments 259,307 2,500 4,000 257,807 -0.6% Library Gifts and Bequests 1,692,630 136,500 275,041 1,554,089 -8.2% Lighting and Landscaping District 2 4,825,153 759,743 335,033 5,249,863 8.8% Local Cable Infrastructure 806,259 299,000 435,000 670,259 -16.9% Median Maintenance District 315,473 1,316,900 1,476,870 155,503 -50.7% Opioid Settlement Fund - 238,846 - 238,846 0.0% Parking In Lieu Fee 1,146,591 13,000 53,000 1,106,591 -3.5% Permanent Local Housing Allocation - - - - 0.0% Police Asset Forfeiture 239,638 2,368 105,869 136,137 -43.2% Public Safety Grants 19,485 301,796 321,281 - -100.0% Recreation Donations 307,647 58,711 84,809 281,549 -8.5% Rental Assistance 196,913 10,850,661 10,860,729 186,845 -5.1% Senior Donations 299,770 20,646 43,500 276,916 -7.6% Street Lighting Maintenance District 2,712,485 1,000,972 916,850 2,796,607 3.1% Street Tree Maintenance District 255,061 920,500 1,075,168 100,393 -60.6% Tyler Court Apartments 68,224 681,472 748,339 1,357 -98.0% Total Special Revenue Funds 35,572,514 18,701,551 18,743,607 35,530,458 -0.1% Enterprise Funds
Water Operations 31,998,456 46,727,000 48,000,000 30,725,456 -4.0% Recycled Water Operations 4,335,400 8,787,905 9,000,000 4,123,305 -4.9% Wastewater Operations 10,692,480 19,168,000 16,900,000 12, 960,480 21.2%
Solid Waste Management 12,748,480 3,854,582 4,982,227 11,620,835 -8.9% Golf Course 3,917,630 10,586,297 8,660,962 5,842,965 49.2% Total Enterprise Funds 63,692,446 89,123,784 87,543,189 65,273,041 2.5% Internal Service Funds
Workers' Compensation 1,084,141 14,008,855 6,267,000 8,825,996 714.1% Risk Management (200,336) 4,971,351 5,155,035 (384,020) 91.7% Vehicle Maintenance 150,341 4,725,118 4,017,238 858,221 470.9% Vehicle Replacement 18,715,868 3,970,753 7,398,750 15,287,871 -18.3% Information Technology 9,349,922 16,542,819 17,086,055 8,806,686 -5.8% Total Internal Service Funds 29,099,936 44,218,896 39,924,078 33,394,754 14.8% Successor Agency Housing Trust Fund 1,150,471 1,008,646 1,038,203 1,120,914 -2.6% Total Operating Funds 252,069,894$ 360,853,940$ 359,741,131$ 253,182,703$ 0.4% * For the General Fund only, this represents unassigned fund balance.

May 23, 2023
Item #9 Page 43 of 384

CITY OF CARLSBAD
B-24

SCHEDULE OF PROJECTED FUND BALANCE

Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2023 Fund June 30, 2023 Revenues Budget June 30, 2024 Fund Balance General Fund 117,863,536$ * 212,012,126$ 211,513,476$ 118,362,186$ * 0.4% Special Revenue Funds
Affordable Housing 17,937,489 581,663 668,530 17,850,622 -0.5% Agricultural Mitigation Fee 807,401 13,000 - 820,401 1.6% Buena Vista Channel Maintenance District 1,451,130 116,000 195,245 1,371,885 -5.5% Citizens' Option for Public Safety 410,863 252,500 295,298 368,065 -10.4% Community Activity Grants 1,091,163 12,000 30,000 1,073,163 -1.7% Community Development Block Grant 542,644 585,275 702,305 425,614 -21.6% Cultural Arts Donations 277,006 3,424 148,750 131,680 -52.5% Habitat Mitigation Fee - - - - 0.0% Library and Arts Endowments 257,807 2,500 6,000 254,307 -1.4% Library Gifts and Bequests 1,554,089 90,500 462,785 1,181,804 -24.0% Lighting and Landscaping District 2 5,249,863 854,900 367,500 5,737,263 9.3% Local Cable Infrastructure 670,259 282,000 538,956 413,303 -38.3% Median Maintenance District 155,503 1,400,000 1,396,580 158,923 2.2% Opioid Settlement Fund 238,846 - 21,466 217,380 -9.0% Parking In Lieu Fee 1,106,591 13,000 56,000 1,063,591 -3.9% Permanent Local Housing Allocation - 1,119,126 1,119,126 - 0.0% Police Asset Forfeiture 136,137 2,400 75,000 63,537 -53.3% Public Safety Grants - - - - 0.0% Recreation Donations 281,549 49,200 81,200 249,549 -11.4% Rental Assistance 186,845 11,334,677 11,339,700 181,822 -2.7% Senior Donations 276,916 18,500 33,500 261,916 -5.4% Street Lighting Maintenance District 2,796,607 1,024,754 1,100,077 2,721,284 -2.7% Street Tree Maintenance District 100,393 1,005,000 1,004,763 100,630 0.2% Tyler Court Apartments 1,357 774,967 604,523 171,801 12560.4% Total Special Revenue Funds 35,530,458 19,535,386 20,247,304 34,818,540 -2.0% Enterprise Funds
Water Operations 30,725,456 48,149,000 54,759,803 24,114,653 -21.5% Recycled Water Operations 4,123,305 8,926,380 11,849,122 1,200,563 -70.9% Wastewater Operations 12,960,480 22,356,000 23,068,138 12, 248,342 -5.5%
Solid Waste Management 11,620,835 3,165,200 5,950,634 8,835,401 -24.0% Golf Course 5,842,965 10,249,500 10,121,000 5,971,465 2.2% Total Enterprise Funds 65,273,041 92,846,080 105,748,697 52,370,424 -19.8% Internal Service Funds
Workers' Compensation 8,825,996 6,098,510 5,157,892 9,766,614 10.7% Risk Management (384,020) 7,109,660 6,718,232 7,408 -101.9% Vehicle Maintenance 858,221 3,632,863 3,696,339 794,745 -7.4% Vehicle Replacement 15,287,871 4,311,539 1,068,564 18,530,846 21.2% Information Technology 8,806,686 17,204,775 16,637,475 9,373,986 6.4% Total Internal Service Funds 33,394,754 38,357,347 33,278,502 38,473,599 15.2% Successor Agency Housing Trust Fund 1,120,914 - 1,059,500 61,414 -94.5% Total Operating Funds 253,182,703$ 362,750,939$ 371,847,479$ 244,086,163$ -3.6% * For the General Fund only, this represents unassigned fund balance.

May 23, 2023
Item #9 Page 44 of 384
2023-24 ANNUAL BUDGET
B-25

SCHEDULE OF REVENUE ESTIMATES

2022-23 2023-24 Change as % Difference
2021-22 Estimated Estimated of 2022-23 2022-23 to
Rev
enue Source Actuals Revenue Revenue Estimated 2023-24
General Fund
Taxes
Property Tax 80,015,372$ 81,509,276$ 84,246,868$ 3.4% 2,737,592$ Sales Tax 51,175,423 51,379,433 51,064,943 -0.6% (314,490) Transient Occupancy Tax 32,402,771 32,500,000 32,861,193 1.1% 361,193 Franchise Tax 6,370,942 6,971,000 7,084,717 1.6% 113,717 Business License Tax 6,619,296 6,242,000 6,435,502 3.1% 193,502 Transfer Tax 2,178,717 1,570,000 1,624,950 3.5% 54,950 Total Taxes 178,762,521 180,171,709 183,318,173 1.8% 3,146,464 Intergovernmental
Homeowners Exemption 338,265 353,000 353,000 0.0% - Other Intergovernmental 7,387,339 821,418 657,951 -19.9% (163,467) Total Intergovernmental 7,725,604 1,174,418 1,010,951 -13.9% (163,467) Licenses and Permits
Building Permits 1,691,494 1,800,000 1,250,000 -30.6% (550,000) Other Licenses and Permits 1,054,108 867,980 850,500 -2.0% (17,480) Total Licenses And Permits 2,745,602 2,667,980 2,100,500 -21.3% (567,480) Charges for Services
Planning Fees 698,900 476,800 445,000 -6.7% (31,800) Building Department Fees 863,329 1,008,000 860,000 -14.7% (148,000) Engineering Fees 933,326 929,100 772,000 -16.9% (157,100) Ambulance Fees 3,425,287 4,430,000 6,330,000 42.9% 1,900,000 Recreation Fees 2,701,108 2,529,837 2,598,600 2.7% 68,763 Other Charges or Fees 1,715,034 1,202,575 1,584,245 31.7% 381,670 Total Charges For Services 10,336,984 10,576,312 12,589,845 19.0% 2,013,533 Fines and Forfeitures 342,948 355,770 276,200 -22.4% (79,570) Income from Investments and Property (5,524,578) 6,021,288 5,948,225 -1.2% (73,063) Interdepartmental Charges 5,314,617 5,375,335 5,746,232 6.9% 370,897 Other Revenue Sources 1,351,103 1,458,251 1,022,000 -29.9% (436,251) Total General Fund 201,054,801$ 207,801,063$ 212,012,126$ 2.0% 4,211,063$ * Interest is calculated on an amortized cost basis.

May 23, 2023
Item #9 Page 45 of 384

CITY OF CARLSBAD
B-26

SCHEDULE OF REVENUE ESTIMATES

2022-23 2023-24 Change as % Difference
2021-22 Esti mated Estimated of 2022-23 2022-23 to
Revenue Source Actuals Revenue Revenue Estimated 2023-24 Special Revenue Funds
Affordable Housing
Affordable Housing Fees 342,149$ 247,946$ 247,000$ -0.4% (946)$ Property Tax - - - 0.0% - Interest Income (491,215) 587,196 329,663 -43.9% (257,533) Other Revenue 1,112,930 49,264 5,000 -89.9% (44,264) Total Affordable Housing 963,864 884,406 581,663 -34.2% (302,743) Agricultural Mitigation Fee
Agricultural Mitigation Fees 210,100 - - 0.0% - Interest Income (49,135) 13,500 13,000 -3.7% (500) Total Agriculutural Mitigation Fee 160,965 13,500 13,000 -3.7% (500) Buena Vista Channel Maintenance
Assessment Fees 161,000 100,000 100,000 0.0% - Interest Income (61,578) 19,095 16,000 -16.2% (3,095) Total Buena Vista Channel Maintenance 99,422 119,095 116,000 -2.6% (3,095) Citizens' Option for Public Safety
State Funding (AB3229) 283,504 282,500 250,000 -11.5% (32,500) Interest Income (16,893) 4,700 2,500 -46.8% (2,200) Total Citizens' Option For Public Safety 266,611 287,200 252,500 -12.1% (34,700) Community Activity Grants
Interest Income (45,969) 12,000 12,000 0.0% - Total Community Activity Grants (45,969) 12,000 12,000 0.0% - Community Development Block Grant
Federal Grant 1,036,043 508,874 545,490 7.2% 36,616 Interest Income 50,419 10,047 10,147 1.0% 100 Other Revenue 325,511 182,388 29,638 -83.8% (152,750) Total Community Dev. Block Grant 1,411,973 701,309 585,275 -16.6% (116,034) Cultural Arts Donations
Donations 48,000 25,000 - -100.0% (25,000) Interest Income (14,453) 3,424 3,424 0.0% - Total Cultural Arts Donations 33,547 28,424 3,424 -88.0% (25,000) Habitat Mitigation Fee
Mitigation Fees 64,552 51,562 - -100.0% (51,562) Interest Income 648 440 - -100.0% (440) Total Habitat Mitigation Fee 65,200 52,002 - -100.0% (52,002) May 23, 2023
Item #9 Page 46 of 384
2023-24 ANNUAL BUDGET
B-27

SCHEDULE OF REVENUE ESTIMATES

2022-23 2023-24 Change as % Difference
2021-22 Estimated Estimated of 2022-23 2022-23 to
Revenue Source Actuals Revenue Revenue Estimated 2023-24 Special Revenue Funds - Continued
Library And Arts Endowment Fund
Interest Income (11,044)$ 2,500$ 2,500$ 0.0% -$ Total Library And Arts Endowment Fund (11,044) 2,500 2,500 0.0% - Library Gifts/Bequests
Gifts and Bequests 248,851 120,000 74,000 -38.3% (46,000) Interest Income (73,328) 16,500 16,500 0.0% - Total Library Gifts/Bequests 175,523 136,500 90,500 -33.7% (46,000) Lighting And Landscaping District 2
Assessment Fees 661,641 686,700 781,200 13.8% 94,500 Interest Income (201,598) 73,043 73,700 0.9% 657 Total Lighting And Landscaping Dist. 2 467,567 759,743 854,900 12.5% 95,157 Local Cable Infrastructure Fund
Cable Fees 301,514 290,000 275,000 -5.2% (15,000) Interest Income (32,840) 9,000 7,000 -22.2% (2,000) Total Local Cable Infrastructure Fund 268,674 299,000 282,000 -5.7% (17,000) Median Maintenance
Assessment Fees 346,058 365,000 365,000 0.0% - Other 952,289 951,900 1,035,000 8.7% 83,100 Total Median Maintenance 1,298,347 1,316,900 1,400,000 6.3% 83,100 Opioid Settlement Fund
Settlements - 238,846 - -100.0% (238,846) Total Median Maintenance - 238,846 - -100.0% (238,846) Parking In Lieu
Parking In Lieu Fees 44,960 - - 0.0% - Interest Income (49,043) 13,000 13,000 0.0% - Total Parking In Lieu (4,083) 13,000 13,000 0.0% - Permanent Local Housing Allocation
Federal Grant - - 1,119,126 0.0% 1,119,126 Total Police Grants - - 1,119,126 0.0% 1,119,126 Police Asset Forfeiture
Asset Forfeitures 2,672 - - 0.0% - Interest Income (10,275) 2,368 2,400 1.4% 32 Total Police Asset Forfeiture (7,603) 2,368 2,400 1.4% 32 Public Safety Grants
Federal Grant 171,776 301,796 - -100.0% (301,796) Total Police Grants 171,776 301,796 - -100.0% (301,796) Recreation Donations
Donations 67,052 55,981 46,500 -16.9% (9,481) Interest Income (13,157) 2,730 2,700 -1.1% (30) Total Recreation Donations 53,895 58,711 49,200 -16.2% (9,511) May 23, 2023
Item #9 Page 47 of 384

CITY OF CARLSBAD
B-28

SCHEDULE OF REVENUE ESTIMATES

2022-23 2023-24 Change as % Difference
2021-22 Estimated Estimated of 2 022-23 2022-23 to
Revenue Source Actuals Revenue Revenue Estimated 2023-24 Special Revenue Funds - Continued
Rental Assistance
Federal Grant 8,933,219$ 8,988,081$ 9,035,487$ 0.5% 47,406$ Other Revenue 1,109,397 1,862,580 2,299,190 23.4% 436,610 Total Rental Assistance 10,042,616 10,850,661 11,334,677 4.5% 484,016 Senior Donations
Donations 3,035 6,400 5,000 -21.9% (1,400) Interest Income (12,822) 3,500 3,500 0.0% - Other Revenue 11,137 10,746 10,000 -6.9% (746) Total Senior Donations 1,350 20,646 18,500 -10.4% (2,146) Street Lighting
Assessment Fees 739,284 740,000 740,000 0.0% - Other Revenue 155,790 228,222 254,754 11.6% 26,532 Interest Income (117,704) 32,750 30,000 -8.4% (2,750) Total Street Lighting 777,370 1,000,972 1,024,754 2.4% 23,782 Street Tree Maintenance
Assessment Fees 471,860 470,000 470,000 0.0% - Other Revenue 440,239 450,500 535,000 18.8% 84,500 Total Street Tree Maintenance 912,099 920,500 1,005,000 9.2% 84,500 Tyler Court Apartments
Rental Income 649,402 680,000 772,982 13.7% 92,982 Other Revenue 3,196 1,472 1,985 34.9% 513 Interest Income 69 - - 0.0% - Total Tyler Court Apartments 652,667 681,472 774,967 13.7% 93,495 Total Special Revenue Funds 17,754,767$ 18,701,551$ 19,535,386$ 4.5% 833,835$ May 23, 2023
Item #9 Page 48 of 384
2023-24 ANNUAL BUDGET
B-29

SCHEDULE OF REVENUE ESTIMATES

2022-23 2023-24 Change as % Difference
2021-22 Estimated Estimated of 2022-23 2022-23 to
Revenue Source Actuals Revenue Revenue Estimated 2023-24 Enterprise Funds
Water Operations
Water Sales 27,783,136$ 27,012,000$ 27,822,000$ 3.0% 810,000$ Ready-to-Serve charge 12,737,089 13,462,000 13,866,000 3.0% 404,000 Property Tax 4,694,121 4,705,000 4,705,000 0.0% - New Account Charges 105,269 108,000 108,000 0.0% - Back-Flow Program Fees 167,823 168,000 168,000 0.0% - Penalty Fees 189,399 391,000 411,000 5.1% 20,000 Interest Income (1,498,707) 319,000 389,000 21.9% 70,000 Engineering Overhead 95,307 155,000 155,000 0.0% - Service Connection Fees (13,700) 15,000 20,000 33.3% 5,000 Other Revenue 3,679,732 392,000 505,000 28.8% 113,000 Total Water Operations 47,939,469 46,727,000 48,149,000 3.0% 1,422,000 Recycled Water Operations
Water Sales 6,924,934 7,103,000 7,210,000 1.5% 107,000 Ready-to-Serve charge 1,271,831 1,350,000 1,370,000 1.5% 20,000 Interest Income 320,128 (89,600) (80,000) -10.7% 9,600 Other Revenue 214,299 424,505 426,380 0.4% 1,875 Total Recycled Water Operations 8,731,192 8,787,905 8,926,380 1.6% 138,475 Wastewater Operations
Service Charges 16,057,876 18,741,000 21,927,000 17.0% 3,186,000 Misc. Sewer 162,518 12,000 12,000 0.0% - Engineering Overhead 65,119 120,000 120,000 0.0% - Penalty Fees 61,779 120,000 120,000 0.0% - Interest Income (551,699) 108,000 110,000 1.9% 2,000 Other Revenue 238,485 67,000 67,000 0.0% - Total Wastewater Operations 16,034,078 19,168,000 22,356,000 16.6% 3,188,000 Solid Waste Management
Recycling Fees (AB939) 428,284 800,000 800,000 0.0% - Penalty Fees 32,307 1,500 - -100.0% (1,500) Trash Surcharge 3,223,792 1,900,000 1,300,000 -31.6% (600,000) Interest Income (524,899) 132,260 125,200 -5.3% (7,060) Other Revenue 578,967 1,020,822 940,000 -7.9% (80,822) Total Solid Waste Management 3,738,451 3,854,582 3,165,200 -17.9% (689,382) Golf Course Operations
Charges for Services 10,424,281 10,437,122 10,085,000 -3.4% (352,122) Interest Income (103,721) 68,675 84,000 22.3% 15,325 Other Revenue 102,878 80,500 80,500 0.0% - Total Golf Course Operations 10,423,438 10,586,297 10,249,500 -3.2% (336,797) Total Enterprise Funds 86,866,628$ 89,123,784$ 92,846,080$ 4.2% 3,722,296$ May 23, 2023
Item #9 Page 49 of 384

CITY OF CARLSBAD
B-30

SCHEDULE OF REVENUE ESTIMATES

2022-23 2023-24 Change as % Difference
2021-22 Estimated Es ti mated of 2022-23 2022-23 to
Revenue Source Actuals Revenue Revenue Estimated 2023-24 Internal Service Funds
Workers' Compensation
Interdepartmental Charges 4,524,120$ 5,174,620$ 5,908,510$ 14.2% 733,890$ Interest Income (567,118) 190,000 190,000 0.0% - Other Revenue 849,077 8,644,235 - -100.0% (8,644,235) Total Workers' Compensation 4,806,079 14,008,855 6,098,510 -56.5% (7,910,345) Risk Management
Interdepartmental Charges 3,305,532 3,890,450 7,069,660 81.7% 3,179,210 Interest Income (206,581) 40,000 40,000 0.0% - Other Revenue 49,453 1,040,901 - -100.0% (1,040,901) Total Risk Management 3,148,404 4,971,351 7,109,660 43.0% 2,138,309 Vehicle Maintenance
Interdepartmental Charges 3,038,651 3,272,355 3,605,863 10.2% 333,508 Interest Income (13,555) 10,807 7,000 -35.2% (3,807) Other Revenue 67,848 1,441,956 20,000 -98.6% (1,421,956) Total Vehicle Maintenance 3,092,944 4,725,118 3,632,863 -23.1% (1,092,255) Vehicle Replacement
Interdepartmental Charges 3,574,152 3,575,367 3,948,539 10.4% 373,172 Interest Income (802,235) 220,386 213,000 -3.4% (7,386) Other Revenue 1,505,548 175,000 150,000 -14.3% (25,000) Total Vehicle Replacement 4,277,465 3,970,753 4,311,539 8.6% 340,786 Information Technology
Interdepartmental Charges 14,759,399 16,408,619 17,123,775 4.4% 715,156 Interest Income (355,281) 82,000 81,000 -1.2% (1,000) Other Revenue 29,949 52,200 - -100.0% (52,200) Total Information Technology 14,434,067 16,542,819 17,204,775 4.0% 661,956 Total Internal Service Funds 29,758,959$ 44,218,896$ 38,357,347$ -13.3% (5,861,549)$ Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 848,207 954,059 - -100.0% (954,059) Interest Income 54,646 54,587 - -100.0% (54,587) Total Successor Agency Housing Fund 902,853 1,008,646 - -100.0% (1,008,646) Total Trust Funds 902,853$ 1,008,646$ -$ -100.0% (1,008,646)$ Total Operating Funds 336,338,008$ 360,853,940$ 362,750,939$ 0.5% 1,896,999$ May 23, 2023
Item #9 Page 50 of 384
2023-24 ANNUAL BUDGET
B-31

SCHEDULE OF BUDGET EXPENDITURES

2022-23 Change as %
2020-21 20 2 1-22 Estimated 2022-23 2023-24 of 2022-23
Department Actuals Actuals Expenditures Budget Budget Budget General Fund
Policy And Leadership Group
City Council 487,977$ 534,144$ 546,770$ 652,220$ 607,078$ -6.9% City Attorney 2,036,466 2,081,883 2,000,000 2,033,508 2,115,596 4.0% City Clerk 1,207,035 1,296,312 1,300,000 1,394,162 1,274,455 -8.6% City Manager 1,939,537 2,013,122 2,058,720 2,156,145 2,184,823 1.3% City Treasurer 235,400 243,289 214,500 249,945 279,149 11.7% Communication & Engagement 1,493,938 2,037,551 2,029,500 1,979,186 1,953,098 -1.3% Total Policy And Leadership Group 7,400,353 8,206,301 8,149,490 8,465,166 8,414,199 -0.6% Administrative Services
Administration - 706,556 741,397 747,797 784,107 5% Finance 5,810,863 5,623,094 5,300,000 5,472,176 5,323,368 -2.7% Human Resources 4,359,159 4,388,148 4,829,000 5,264,775 5,029,995 -4.5% Innovation & Economic Development 1,427,603 1,334,163 2,579,800 2,585,951 2,588,489 0.1% Total Administrative Services 11,597,625 12,051,961 13,450,197 14,070,699 13,725,959 -2.5% Community Services
Community Services Administration 654,001 663,579 675,000 675,917 585,411 -13.4% Community Development 10,715,350 12,064,408 10,690,000 10,384,700 11,012,958 6.0% Housing & Homeless Services - - 2,657,643 3,134,115 2,765,195 -12% Library & Cultural Arts 12,344,689 13,024,082 13,262,900 14,088,425 13,637,285 -3.2% Parks & Recreation 16,786,632 19,251,458 21,597,193 21,167,014 21,055,565 -0.5% Total Community Services 40,500,672 45,003,527 48,882,736 49,450,171 49,056,414 -0.8% Public Safety
Fire 30,712,871 33,684,622 38,995,265 37,756,943 37,743,758 0.0% Police 47,615,546 50,824,125 56,456,326 51,240,884 55,615,155 8.5% Total Public Safety 78,328,417 84,508,747 95,451,591 88,997,827 93,358,913 4.9% Public Works
Public Works Administration 1,808,997 1,760,326 1,414,235 1,440,649 1,562,272 8.4% Construction Management & Inspection 2,728,545 2,909,255 3,3 01,343 3,262,768 3,257,906 -0.1% Environmental Management 1,030,453 1,238,207 1,030,986 1,159,789 1,178,783 1.6% Fleet & Facilities 5,341,736 6,297,998 8,001,952 6,768,736 7,497,115 10.8% Transportation 7,553,800 8,048,352 9,223,272 9,707,559 9,732,215 0.3% Total Public Works 18,463,531 20,254,138 22,971,788 22,339,501 23,228,291 4.0% Miscellaneous Non-Departmental Expenditures
Community Contributions 2,595 - - - - - Dues & Subscriptions 72,714 75,069 80,000 80,000 80,000 0.0% Legal Services 755,312 519,683 275,000 1,000,000 750,000 -25.0% Professional Services 34,194 33,980 45,000 41,658 39,700 -4.7% Other Miscellaneous Expenditures 1,055,650 50,787 60,000 100,000 100,000 0.0% Personnel Related 184,337 155,595 144,000 1,050,000 1,600,000 52.4% COVID-related 245,579 177,677 44,000 - - - Vacancy savings - - (2,000,000) (2,000,000) (2,000,000) 0.0% Property Tax & Other Administration 759,165 725,588 730,000 750,000 750,000 0.0% Total Miscellaneous Non-Departmental Expenditures 3,109,546 1,738,379 (622,000) 1,021,658 1,319,700 29.2% May 23, 2023
Item #9 Page 51 of 384

CITY OF CARLSBAD
B-32

SCHEDULE OF BUDGET EXPENDITURES

2022-23 Change as %
2020-21 2021-22 Esti mated 2022-23 2023-24 of 2022-23
Department Actuals Actuals Expenditures Budget Budget Budget General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 4,500,000$ 13,283,056$ 3,956,000$ 3,956,000$ 11,600,000$ 0.0% Transfer to Infrastructure Replacement Fund 4,500,000 283,000 3,956,000 3,956,000 4,200,000 0.0% Transfer from Infrastructure Replacement Fund - - - - - - Transfer to Technology Investment Capital Fund 10,656,000 3,956,000 3,956,000 4,200,000 Transfer To LLD#1 (Medians & Trees) 700,000 1,390,000 1,400,000 1,400,000 1,570,000 0.0% Transfer To Storm Water Program 281,040 322,000 332,000 332,000 340,000 0.0% Other Miscellaneous Transfers 47,031,506 993,748 10,608,252 - - -100.0% Total Transfers 57,012,546 26,927,804 24,208,252 13,600,000 21,910,000 61.1% Total Miscellaneous Non-Departmental 60,122,092 28,666,183 23,586,252 14,621,658 23,229,700 58.9% Subtotal General Fund 216,412,690 198,690,857 212,492,054 197,945,022 211,013,476 6.6% Contingencies - - - 500,000 500,000 0.0% Total General Fund 216,412,690$ 198,690,857$ 212,492,054$ 198,445,022$ 211,513,476$ 6.6% Special Revenue Funds
Affordable Housing 4,674,625$ 237,513$ 288,618$ 393,385$ 668,530$ 69.9% Agricultural Mitigation Fee - - 392,687 - - - Buena Vista Channel Maintenance 80,982 75,104 195,245 195,245 195,245 0.0% Citizens' Option For Public Safety 263,590 181,912 265,705 265,705 295,298 11.1% Community Activity Grants - - - 30,000 30,000 0.0% Community Development Block Grant 936,783 1,429,464 728,372 636,728 702,305 10.3% Cultural Arts Donations 25,447 37,840 85,489 131,750 148,750 12.9% Flower Fields Grant Program - - - - - - Habitat Mitigation Fee 16,961 14,535 52,002 - - - Library And Arts Endowment Fund - 480 4,000 6,000 6,000 0.0% Library Gifts/Bequests 144,279 137,515 275,041 394,467 462 ,785 17.3% Lighting And Landscaping District 2 287,307 258,171 335,033 338,070 367,500 8.7% Local Cable Infrastructure Fund 336,001 403,843 435,000 395,006 538,956 36.4% Median Maintenance 1,036,374 1,067,645 1,476,870 1,329,900 1,396,580 5.0% Opioid Settlement Fund - - - - 21,466 - Parking In Lieu 48,244 49,674 53,000 53,000 56,000 5.7% Permanent Local Housing Allocation - - - - 1,119,126 - Police Asset Forfeiture 54,225 12,228 105,869 125,000 75,000 -40.0% Public Safety Grants 117,267 78,602 321,281 - - - Recreation Donations 26,165 38,755 84,809 81,009 81,200 0.2% Rental Assistance 9,024,886 10,081,418 10,860,729 10,409,089 11,339,700 8.9% Senior Donations 5,367 37,796 43,500 50,500 33,500 -33.7% Street Lighting 777,332 927,419 916,850 1,065,393 1,100,077 3.3% Street Tree Maintenance 750,272 816,583 1,075,168 880,235 1,004,763 14.1% Tyler Court Apartments 474,209 915,040 748,339 540,716 604,523 11.8% Total Special Revenue Funds 19,080,316$ 16,801,537$ 18,743,607$ 17,321,198$ 20,247,304$ 16.9% May 23, 2023
Item #9 Page 52 of 384
2023-24 ANNUAL BUDGET
B-33

SCHEDULE OF BUDGET EXPENDITURES
2022-23 Change as %
2020-21 2021-22 Esti mated 2022-23 2023-24 of 2022-23
Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds
Water Operations 47,685,382$ 44,316,249$ 48,000,000$ 49,715,832$ 54,759,803$ 10.1% Recycled Water Operations 7,603,103 8,124,171 9,000,000 11,206,521 11,849,122 5.7% Wastewater Operations 13,053,207 12,909,801 16,900,000 16,999,568 23,068,138 35.7% Solid Waste Management 5,003,349 4,744,618 4,982,227 5,801,402 5,950,634 2.6% Golf Course Operations 6,832,769 8,345,328 8,660,962 9,195,000 10,121,000 10.1% Total Enterprise Funds 80,177,810$ 78,440,167$ 87,543,189$ 92,918,323$ 105,748,697$ 13.8% Internal Service Funds
Workers' Compensation 3,408,864$ 6,980,247$ 6,267,000$ 4,507,014$ 5,157,892$ 14.4% Risk Management 2,675,135 4,519,731 5,155,035 3,780,570 6,718,232 77.7% Self-Insured Benefits 1,834,163 - - - - - Vehicle Maintenance 3,239,389 3,523,778 4,017,238 3,506,140 3,696,339 5.4% Vehicle Replacement 2,342,065 2,494,913 7,398,750 5,293,745 1,068,564 -79.8% Information Technology 13,917,753 13,264,070 17,086,055 15,477,967 16,637,475 7.5% Total Internal Service Funds 27,417,369$ 30,782,739$ 39,924,078$ 32,565,436$ 33,278,502$ 2.2% Trust Funds
Successor Agency Housing Fund 239,902$ 120,799$ 1,038,203$ 1,068,845$ 1,059,500$ -0.9% Total Trust Funds 239,902$ 120,799$ 1,038,203$ 1,068,845$ 1,059,500$ -0.9% Total Operating Funds 343,328,087$ 324,836,099$ 359,741,131$ 342,318,824$ 371,847,479$ 8.6% May 23, 2023
Item #9 Page 53 of 384

CITY OF CARLSBAD
B-34

May 23, 2023
Item #9 Page 54 of 384
2023-24 ANNUAL BUDGET
C-1

PUBLIC SAFETY

The City of Carlsbad’s public safety
services create and maintain a safe
community for all who live, work
and play in our city. This important
work is carried out by the dedicated
men and women of the Police and
Fire departments. Highly specialized
divisions cover all aspects of modern
law enforcement and fire services
including response and recovery,
emergency medical, marine safety,
community risk reduction, and
emergency management.

We are proud to serve the Carlsbad
community, working in partnership
to deliver on the city mission at the
highest possible level every day.

Michael Calderwood
Fire Chief

442-339-2141
[email protected]

Mickey Williams
Chief of Police

442-339-2100
[email protected]

May 23, 2023
Item #9 Page 55 of 384

CITY OF CARLSBAD
C-2

May 23, 2023
Item #9 Page 56 of 384

PUBLIC SAFETY SERVICES
Public Safety
C-3
PUBLIC SAFETY |
FIRE DEPARTMENT : SUMMARY

FIRE
• Fire Administration
• Emergency Operations
• Community Risk Reduction & Resiliency

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 15,933,650$ 16,749,689$ 18,570,048$ 19,879,337$ Retirement Benefits 5,984,047 5,793,156 5,879,146 5,899,724 Health Insurance 1,675,972 1,881,487 2,296,419 2,353,379 Other Personnel Expenses 846,659 1,614,754 1,789,390 1,920,070 Personnel Services Subtotal 24,440,328 26,039,086 28,535,003 30,052,510 Operating Expenses
Professional & Contract Services 1,534,169 1,594,756 1,863,645 1,852,334 Supplies & Materials 720,270 962,942 1,154,382 1,052,766 Repair & Maintenance 95,569 69,368 91,623 74,450 Interdepartmental Charges 3,131,180 3,737,603 4,361,857 4,448,981 Other Operating Expenses 184,161 218,457 281,933 284,183 Capital Outlay 607,194 1,062,410 1,468,500 - Operating Expenses Subtotal 6,272,543 7,645,536 9,221,940 7,712,714 TOTAL EXPENDITURES 30,712,871$ 33,684,622$ 37,756,943$ 37,765,224$ Full Time Positions 97.75 111.00 123.00 124.00
Hourly/FTE Positions 5.50 10.00 11.50 10.50
May 23, 2023
Item #9 Page 57 of 384

CITY OF CARLSBAD
C-4
PUBLIC SAFETY |
FIRE DEPARTMENT : ADMINISTRATION

Account: 0012200
0012210
0012251
0012253
Fund: General

ABOUT
Fire Administration provides leadership, strategic planning, and organizational support across all department programs.

SERVICES
• Administer directives, policies, and procedures
• Monitor budgets, contracts, procurement, and accounting processes • Oversee mutual aid reimbursement
• Research and support grant programs and opportunities • Manage records
• Compile data and analyze business intelligence
• Manage webpage and social media content

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages $639,039 $612,802 $594,716 $589,789
Retirement Benefits 259,731 210,682 119,010 173,772
Health Insurance 81,704 82,573 70,744 87,273
Other Personnel Expenses 44,937 79,998 76,379 75,777
Personnel Services Subtotal 1,025,411 986,055 860,849 926,611 Operating Expenses
Professional & Contract Services 1,112,072.00 1,195,366 1,372,150 1,396,750 Supplies & Materials 48,304 70,511 83,486 82,299
Repair & Maintenance 23 2,434 475 650
Interdepartmental Charges 2,653,052 3,041,512 3,615,605 3,511,279 Other Operating Expenses 12,704 17,783 1,400 500
Capital Outlay 79,321 - - - Operating Expenses Subtotal 3,905,476 4,327,606 5,073,116 4,991,478 TOTAL EXPENDITURES $4,930,887 $5,313,661 $5,933,965 $5,918,089 Full Time Positions 5.00 5.00 4.00 5.00
Hourly/FTE Positions 1.00 0.50 0.50 0.50
May 23, 2023
Item #9 Page 58 of 384
2023 -24 ANNUAL BUDGET
C-5

RECENT ACCOMPLISHMENTS
• Completed Standards of Cover Work Plan Objective 2 to support City Council goal • Submitted Ground Emergency Medical Transportation Certified Public Expenditure cost reports for fiscal years 2018-19, 2019-20, 2020-21, 2021-22, and 2022-23 • Created an internal semiannual Operations Activity & Performance Report • Developed and published flipbook document for the 2022 Fire Department Annual Report • Organized third-party analysis of administrative resources to identify effectiveness and efficiencies across department

GOALS
• Adopt best practice-based response time policy according to risk type • Identify and acquire property for permanent Fire Station 7 • Present First Responder Fee Feasibility Study findings to the City Council • Present Ambulance Service Fee Study findings to the City Council • Participate in Medicare Ground Ambulance Data Collection System • Join Ground Emergency Medical Transportation Intergovernmental Transfer Program • Revise EMS Memorandum of Understanding with the County of San Diego • Conclude performance standard recommendations for Carlsbad Tomorrow as an update to the Growth Management Program

May 23, 2023
Item #9 Page 59 of 384

CITY OF CARLSBAD
C-6
PUBLIC SAFETY |
FIRE DEPARTMENT: EMERGENCY OPERATIONS

Account: 0012220
0012229
0012250
0012252
Fund: General

ABOUT
The Emergency Operations Bureau is comprised of Suppression, EMS/Training, and Special Operations/Professional Services. The divisions provide an all-hazard response safeguarding life, property, and the environment through 24-hour fire, rescue, marine safety, and emergency medical services.

SERVICES
• Extinguish structure and wildland fires
• Deploy mutual aid assistance across the state
• Organize response and support operations for natural or man-made disasters • Investigate and mitigate hazardous materials
• Deliver emergency medical and community health services • Perform high-risk technical search and rescues
• Deploy SWAT Medics to support law enforcement agencies • Provide lifeguard services at North Beach and Agua Hedionda Lagoon • Maintain state-mandated professional licenses, certificates, and continuing education credits • Develop and supervise health and wellness programs
• Coordinate Fire Explorer Program for high school and college students 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages $13,968,465 $14,834,351 $16,604,025 $17,914,590 Retirement Benefits 5,207,222 5,100,171 5,327,255 5,252,666 Health Insurance 1,425,175 1,614,927 2,017,162 2,069,646 Other Personnel Expenses 712,311 1,351,310 1,536,207 1,682,778 Personnel Services Subtotal 21,313,173 22,900,759 25,484,649 26,919,680 Operating Expenses
Professional & Contract Services 200,794 197,349 227,315 206,504 Supplies & Materials 637,130 850,264 999,469 911,017
Repair & Maintenance 92,615 66,849 91,148 73,800
Interdepartmental Charges 184,478 236,381 338,955 493,664 Other Operating Expenses 164,002 192,849 259,033 263,183 Capital Outlay 527,873 1,062,410 1,468,500 0
Operating Expenses Subtotal 1,806,892 2,606,102 3,384,420 1,948,168 TOTAL EXPENDITURES $23,120,065 $25,506,861 $28,869,069 $28,867,848 Full Time Positions 82.00 94.00 107.00 107.90
Hourly/FTE Positions 3.50 8.50 10.50 9.50
May 23, 2023
Item #9 Page 60 of 384
2023 -24 ANNUAL BUDGET
C-7

RECENT ACCOMPLISHMENTS
• Recruited full-time and part-time EMTs to convert all ambulances to new staffing model • Operationalized Temporary Fire Station 7
• Promoted three fire captains and three fire engineers to establish new fire station • Added fourth paramedic firefighter on ladder truck to maintain an Effective Response Force • Ordered and outfitted new fire engine
• Designed, ordered, and outfitted new urban search and rescue apparatus • Launched automated narcotic tracking system to enhance recordkeeping requirements • Implemented “Leave Behind Narcan” and overdose recognition and intervention programs • Provided EMTs for first aid services at TGIF Concerts in the Parks • Replaced Very High Frequency radios to improve interoperability • Retrofitted Plymovent exhaust extraction systems with magnetic couplers at all fire stations • Replaced Self-Contained Breathing Apparatus equipment • Procured air decontamination and filtration units for all firefighting apparatuses • Submitted Letter of Intent to Cal OES to request funding for regional rescue training • Hired second Paramedic Lifeguard Lieutenant to manage day-to-day beach operations • Relocated lifeguard operations and apparatuses to Temporary Fire Station 7

GOALS
• Refine plan to incorporate EMTs into city special event plans • Develop EMT-to-paramedic firefighter promotion curriculum to bolster recruitment • Enhance community health through outreach and education • Finalize data sharing agreement with County of San Diego for electronic patient care records • Develop Fire Station Master Plan to identify current and future station needs • Attain United States Lifeguard Association Accreditation • Install boat dock at Temporary Fire Station 7 for direct access to Agua Hedionda Lagoon • Execute quarterly training plan for North Zone Technical Rescue Team • Collaborate with Police Department to develop Mobile Command Post Training • Maintain “Turn-Out-Time” of 2 minutes or less for all requests at least 90% of the time • Maintain EMS satisfaction rating above 95%

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Time from request to first unit being en-route (90th percentile) 01:50 01:55 01:55 EMS customer survey overall satisfaction rating 94.3% 95.0% 95.0%

May 23, 2023
Item #9 Page 61 of 384
..

CITY OF CARLSBAD
C-8
PUBLIC SAFETY |
FIRE DEPARTMENT: COMMUNITY RISK REDUCTION & RESILIENCY

Account: 0012240-0012243
128
Fund:

Fund:

General
Special Revenue – Opioid Settlement

ABOUT
The Community Risk Reduction Bureau is comprised of Fire & Life Safety and Office of Emergency Management and Resilience. The divisions mitigate all types of hazardous conditions and ensure incident response readiness.

SERVICES
 Oversee Hazard Reduction Program to identify and abate brush fire hazards  Respond to inquiries and complaints concerning hazardous conditions  Investigate cause and origin for suspicious or large loss fires  Review code compliance on construction plan submittals  Complete construction inspections for new buildings and remodeling projects  Conduct annual inspections of schools, care facilities, hotels, motels, and apartment complexes
 Coordinate outreach and education programs promoting fire safety tips and prevention  Install and test smoke alarms in Carlsbad homes
 Direct, conduct, and implement city-level emergency plans, programs, training, and exercises  Coordinate multi-department and multi-agency preparedness to prevent, protect against, mitigate, respond to, and recover from all threats and hazards  Support large-scale emergencies through the Emergency Operations Center 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages $1,326,146 $1,302,536 $1,371,307 $1,374,958 Retirement Benefits 517,094 482,303 432,881 473,286
Health Insurance 169,093 183,987 208,513 196,460
Other Personnel Expenses 89,411 183,446 176,804 161,515 Personnel Services Subtotal 2,101,744 2,152,272 2,189,505 2,206,219 Operating Expenses
Professional & Contract Services 221,303 202,041 264,180 249,080 Supplies & Materials 34,836 42,167 71,427 59,450
Repair & Maintenance 2,931 85 0 -
Interdepartmental Charges 293,650 459,710 407,297 444,038 Other Operating Expenses 7,455 7,825 21,500 20,500
Capital Outlay 0 0 - -
Operating Expenses Subtotal 560,175 711,828 764,404 773,068 TOTAL EXPENDITURES $2,661,919 $2,864,100 $2,953,909 $2,979,287 Full Time Positions 10.75 12.00 12.00 11.10
Hourly/FTE Positions 1.00 1.00 0.50 0.50
May 23, 2023
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2023-24 ANNUAL BUDGET
C-9
• Conduct emergency notifications and direct emergency care and shelter operations • Manage the Carlsbad Community Emergency Response Team • Represent the city on the San Diego Unified Disaster Council • Co-chair Ready Carlsbad Business Alliance Committee of the Carlsbad Chamber of Commerce

RECENT ACCOMPLISHMENTS
• Adopted 2022 California Fire Code with local amendments • Audited Knox Box Program and updated Key Issuance Policy • Developed Wildland Fire Homeowners Association Education Program • Formatted fuel modification plans for compatibility with infield GIS operations programs • Extended smoke alarm installation program to all Carlsbad residents • Activated Emergency Operations Center (EOC) for Safer Streets Emergency and managed city response
• Delivered EOC training to approximately 35 responders • Delivered Emergency Shelter Worker Training to approximately 100 city employees • Elected to serve on San Diego Cyber Center of Excellence Board of Advisors • Elected to serve as president of InfraGard San Diego
• Installed as president of the Southern California Fire Prevention Officers Section of the California Fire Chiefs Association

GOALS
• Adopt Fire Hazard Severity Zone Map by ordinance
• Update City Landscape Manual incorporating new fuel modification guidelines • Conduct community risk assessments for emergency planning of natural, technological, and man-made hazards and threats
• Initiate Restaurant Inspection Program Feasibility Study for extinguishing systems including proper use education for kitchen staff
• Create new program for safe use and operation of lithium-ion battery powered devices • Convert all paper plans to digital format for ease of access, viewing and storage reduction • Provide Incident Command System training for overhead deployment assignments • Collaborate with the IT Department to develop cybersecurity training and exercises • Train additional EOC responders and emergency shelter workers through scenario -based disaster workshops and exercises
• Design, develop and implement Community Based Risk Reduction and Resilience Program • Manage EOC Renovation Project to include structural and technological enhancements • Maintain 100% compliance with mandated inspections under Senate Bill 120 5 • Achieve 90% compliance for completing fire investigation reports within 30 days of initial fire incident

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Compliance with Senate Bill 1205-mandated inspections 100% 100% 100% Complete fire investigation report within 30 days of initial fire incident 90% of the time 87% 75% 90%

May 23, 2023
Item #9 Page 63 of 384
t-
t-

CITY OF CARLSBAD
C-10
PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY

POLICE
• Administration
• Field Operations
• Support Operations
• Professional Standards and Services
• Police Grants & Asset Forfeiture

2020-21
Actual
2021-22
Actual
2022-23
Bu dget
2023-24
Budget
Personnel Services
Salaries & Wages 23,442,173$ 24,040,885$ 25,853,833$ 28,351,946$ Retirement Benefits 10,176,003 9,216,797 8,353,791 8,815,694 Health Insurance 2,533,373 2,459,113 2,942,943 2,902,722 Other Personnel Expenses 1,494,433 3,022,563 3,593,209 4,198,805 Personnel Services Subtotal 37,645,982 38,739,358 40,743,776 44,269,167 Operating Expenses
Professional & Contract Services 2,209,244 1,723,964 1,816,720 1,688,452 Supplies & Materials 454,203 899,446 469,405 444,505 Repair & Maintenance 185,356 208,560 260,425 260,425 Interdepartmental Charges 6,548,607 7,432,859 7,723,463 8,678,004 Other Operating Expenses 319,389 597,502 614,600 644,100 Capital Outlay 601,499 1,491,767 3,200 800 Operating Expenses Subtotal 10,318,298 12,354,098 10,887,813 11,716,286 TOTAL EXPENDITURES 47,964,280$ 51,093,456$ 51,631,589$ 55,985,453$ General Fund 47,615,546$ 50,824,125$ 51,240,884$ 55,615,155$ Special Revenue Fund 435,082 272,742 390,705 370,298 TOTAL FUNDING 48,050,628$ 51,096,867$ 51,631,589$ 55,985,453$ Full Time Positions 184.00 186.00 187.00 187.00
Hou
rly/FTE Positions 2.00 2.00 3.18 2.18
May 23, 2023
Item #9 Page 64 of 384
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C-11
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATION

Account: 0012110
0012122
Fund: General

ABOUT
This division develops and administers programs that support the city’s and the Police Department’s statement of values in a manner responsive to the city and its residents . This division also establishes policies and long-range plans to meet department goals and city needs.

SERVICES
• Develop and manage programs that reduce crime, encourage resident engagement and improve community safety
• Assist staff with individual and team development
• Provide support to divisions to assist with meeting goals • Respond to residents’ concerns, City Council inquiries and public records requests

RECENT ACCOMPLISHMENTS
• Began Phase 2 of Police & Fire Headquarters remodel
• Conducted two Police Citizens Academy sessions and one city Citizens Academy • Implemented a monthly Communications Team meeting to increase candid communication within the department
• Increased engagement across all social media platforms 2020-21
Actual
2021-22
Actual
2022-23
Bu dget
2023-24
Budget
Personnel Services
Salaries & Wages 787,934$ 897,021$ 882, 956$ 937,426$ Retirement Benefits 364,243 321,535 229,062 302,034 Health Insurance 75,338 75,429 100,384 80,271 Other Personnel Expenses 44,743 100,314 117,598 154,234 Personnel Services Subtotal 1,272,258 1,394,299 1,330,000 1,473,965 Operating Expenses
Professional & Contract Services 975,152 886,315 949,000 856,000 Supplies & Materials 20,810 46,328 38,250 32,050 Repair & Maintenance 7,829 2,285 9,000 9,000 Interdepartmental Charges 3,801,221 3,959,997 4,273,139 4,795,803 Other Operating Expenses 254,782 327,630 360,550 360,050 Capital Outlay 24,651 1,096,499 3,200 800 Operating Expenses Subtotal 5,084,445 6,319,054 5,633,139 6,053,703 TOTAL EXPENDITURES 6,356,703$ 7,713,353$ 6,963,139$ 7,527,668$ Full Time Positions 5.00 6.00 7.00 7.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 65 of 384

CITY OF CARLSBAD
C-12
• Established and adopted the initial terms of the members of the Community- Police Engagement Commission
• Instituted an internal Police Department webpage to streamline how employees access department information, resources, and processes

GOALS
• Respond to a growing number of calls for service involving mental crisis in a manner consistent with crisis management and de-escalation best practices • Use more innovative technology to provide the most efficient and effective service • Work with the city’s innovation team to increase accuracy, efficiency, and transparency in the department’s data
• Review and analyze department response times with a goal of decreasing response times for all priority calls for service

May 23, 2023
Item #9 Page 66 of 384
2023 -24 ANNUAL BUDGET
C-13
PUBLIC SAFETY |
POLICE DEPARTMENT: FIELD OPERATIONS

Account: 0012115-2121
0012123-2125
Fund: General

ABOUT
The Field Operations Division includes patrol, traffic, canines, SWAT, lagoon patrol and police rangers.

The Department’s goal for average response time for Priority 1 calls is less than six minutes. The average response time for Priority 1 calls in the city is 5.07 minutes.

The FBI Index is used to measure crime in the city. The FBI Index includes homicide, rape, robbery, aggravated assault, burglary, larceny, theft and motor vehicle theft. In 2022, the city’s violent crime rate was 2 per 1,000 population and the property crime rate was 18.48 per 1,000 population. The county average is 3.79 for violent crime and 15.21 for property crime.

SERVICES
 Respond to calls for emergency and non-emergency services  Utilize new and existing resources to address complaints and quality of life issues  Provide emergency services, preventative patrol, traffic enforcement and special enforcement in the community
 Utilize de-escalation tactics during criminal and mental health scenarios to safely resolve critical incidents
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 12,759,559$ 12,777,311$ 13,676,425$ 15,084,018$ Retirement Benefits 5,894,379 5,313,526 4,643,888 4,976,823 Health Insurance 1,348,171 1,271,010 1,492,109 1,469,024 Other Personnel Expenses 807,276 1,610,722 1,847,458 2,109,944 Personnel Services Subtotal 20,809,385 20,972,569 21,659,880 23,639,809 Operating Expenses
Professional & Contract Services 399,966 494,931 507,620 535,352 Supplies & Materials 200,037 370,066 167,230 167,230 Repair & Maintenance 17,224 30,047 21,400 21,400 Interdepartmental Charges 2,049,500 2,718,299 2,725,205 3,159,009 Other Operating Expenses 24,550 123,269 135,950 135,950 Capital Outlay 504,118 231,323 - - Operating Expenses Subtotal 3,195,395 3,967,935 3,557,405 4,018,941 TOTAL EXPENDITURES 24,004,780$ 24,940,504$ 25,217,285$ 27,658,750$ Full Time Positions 99.50 102.00 96.00 95.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 67 of 384

CITY OF CARLSBAD
C-14
• Staff every major public event in the city with Patrol and SWAT team members to respond to immediate, life-threatening emergencies
• Conduct field interviews and take reports at incidents including crimes, arrests, collisions and • Enforce laws and ordinances, preserve the peace, and provide for the protection of life and property through proactive programs of enforcement and prevention

Police Activity CY 2018 CY 2019 CY 2020 CY 2021 CY 2022 Police activities/Calls for service 99,562 112,323 110,448 107, 156 103,192 Number of cases 8,705 8,774 8,222 8,704 8,348
9-1-1 calls 32,509 33,061 31,642 36, 154 34,550
Total phone calls 156,488 157,587 162,055 162,541 148,819

RECENT ACCOMPLISHMENTS
• Continued to train our de-escalation policy/program including all new employees and conducted training for the Carlsbad Equity Coalition
• Expanded response capacity to schools including access and training personnel in life saving m
edical aid and equipment
• Implemented new canine unit training and deployment software that improves the quality of documentation of training and the deployment of information making the canine unit more effective and accountable
• Achieved an ap proval rating of 4.43 out of 5 based on 2,848 responses for 2022 • Completed an evaluation of the department’s response time for emergency calls for service • Achieved average response times as follows:
o Priority 1: 5.07 minutes
o Priority 2: 10.54 minutes
o Priority 3: 48.45 minutes

GOALS
• Continue to collaborate with schools in the city to improve cooperation and collaboration during critical and routine incidents
• Continue to work on department’s technology foundation to be more effective and efficient, acquire more timely and accurate data, and support a data-driven approach to policing • Formalize critical incident debriefing protocol and documentation to ensure that the department maximizes the learning potential of unique incidents

*Automated license plate reader technology, also known as License Plate Recognition, is used by the Police Department to convert data associated with vehicle license plates for official law enforcement purposes, including identifying stolen or wanted vehicles, stolen license plates and missing persons. License Plate Recognition may also be used to gather information related to active warrants, homeland security, electronic surveillance, suspect interdiction and stolen property recovery. The statistics above show the number of suspects apprehended and vehicles recovered using license plate readers. Figures cannot be projected or estimated for upcoming fiscal years.

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Suspects arrested with License Plate Recognition* 106 132 -- Vehicles recovered with License Plate Recognition* 90 111 -- May 23, 2023
Item #9 Page 68 of 384
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I-
..
2023 -24 ANNUAL BUDGET
C-15
PUBLIC SAFETY |
POLICE DEPARTMENT: SUPPORT OPERATIONS

Account: 0012126-2138
0012142-2145
Fund: General

ABOUT
The Support Operations Division includes the Crime Suppression Team, Homeless Outreach Team, Investigations Division, Family Services, Communications, Records, Property and Evidence, and Fleet Operations.

SERVICES
 Provide public safety communication including answering 9-1-1 and other calls and dispatching appropriate emergency personnel
 Conduct follow-up investigations leading to the identification and apprehension of persons responsible for the commission of crimes
 Collect and process evidence collected in the field by police employees  Provide support to divisions to assist with meeting goals  Assist in the preservation of all life and ensure a safe resolution to critical incidents  Investigate and follow up on crime and incident reports as they relate to the family  Assist in the coordination of diversion, prevention and education activities  Provide and manage the department’s fleet
 Maintain and provide information and support for all records management, PRA Requests, evidence disbursement and documentation distribution
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 9,094,750$ 9,677,739$ 10,337,845$ 11,502,713$ Retirement Benefits 3,649,345 3,341,120 3,203,873 3,306,177 Health Insurance 1,036,172 1,038,882 1,234,254 1,254,585 Other Personnel Expenses 590,381 1,217,342 1,495,059 1,803,517 Personnel Services Subtotal 14,370,648 15,275,083 16,271,031 17,866,992 Operating Expenses
Professional & Contract Services 701,550 253,320 158,100 144,600 Supplies & Materials 131,782 394,585 106,225 107,525 Repair & Maintenance 123,598 175,672 184,750 184,750 Interdepartmental Charges 661,781 721,731 688,898 692,643 Other Operating Expenses 24,218 74,290 91,100 121,100 Capital Outlay 44,857 128,213 - - Operating Expenses Subtotal 1,687,786 1,747,811 1,229,073 1,250,618 TOTAL EXPENDITURES 16,058,434$ 17,022,894$ 17,500,104$ 19,117,610$ Full Time Positions 73.50 73.00 78.00 80.00
Hourly/FTE Positions 1.00 1.00 2.18 1.18
May 23, 2023
Item #9 Page 69 of 384

CITY OF CARLSBAD
C-16
CY 2018 CY 2019 CY 2020 CY 2021 CY 2022
Violent crime clearance rate 46% 55% 59% 46% 46%
Property crime clearance rate 11% 9% 10% 11% 12%

RECENT ACCOMPLISHMENTS
• Responded to 9,695 transient-related calls for service last year. • Received a satisfaction rating of 4.12 out of 5, based on 2,396 crime victims surveyed • Initiated a grant-funded program for several detectives to work directly out of the North County Family Justice Center, which has improved cross-coordination between law enforcement agencies, prosecutors, victim advocacy and criminal justice • Implemented online mapping and intelligence to maximize effectiveness to address overdose investigation
• Replaced and expanded our License Place Reader program • Began installation of in-car video into the marked police vehicle fleet

GOALS
• Evaluate and consider reorganization opportunities for the Investigative Bureau with attention towards addressing crime trends, operation efficiency, and enhancing community service
• Work alongside high schools to offer voluntary police ride-alongs as a portion of school curriculum
• Finish implementation of the new Computer Aided Dispatch System • Begin the conversion of NetRMS to Niche for our records management system • Implement vehicle telematics to increase driving safety

*Performance measures reported last year were removed as they are no longer tracked solely by the Police Department. Housing & Homeless Services and the Police Department work together to present these measures to City Council on a quarterly basis and the Housing & Homeless Services Department reports related performance measures as part of the budget process.

May 23, 2023
Item #9 Page 70 of 384
2023 -24 ANNUAL BUDGET
C-17
PUBLIC SAFETY |
POLICE DEPARTMENT: PROFESSIONAL STANDARDS & SERVICES

Account: 0012140 Fund: General

ABOUT
The Professional Standards & Services Division supports the Police Department in the form of training, internal affairs, professional standards and personnel recruitment and hiring.

SERVICES
• Recruit new employees, organize testing programs and conduct mandated pre-employment investigations and Peace Officer Standards and Training • Establish, maintain and enforce department professional standards and coordinate all department training
• Investigate resident complaints
• Provide information to the media to inform the public regarding crime activity in the city • Help improve the quality of life for city residents through crime prevention awareness and education, and help reduce the fear of crime through the dissemination of information

RECENT ACCOMPLISHMENTS
• Received an approval rating of 4.64 out of 5 (a slight increase from last year), based on 2,582 crime victims surveyed, when asked if their call was handled in a respectful, attentive, and expeditious manner
• Began process to update the department’s Special Assignment and Promotion Policy 2020-21
Actual
2021-22
Actual
2022-23
Bu dget
2023-24
Budget
Personnel Services
Salaries & Wages 630,925$ 520,695$ 826, 783$ 681,439$ Retirement Benefits 217,449 192,657 240,880 186,138 Health Insurance 66,100 62,099 99,534 80,105 Other Personnel Expenses 44,399 78,075 114,163 109,121 Personnel Services Subtotal 958,873 853,526 1,281,360 1,056,803 Operating Expenses
Professional & Contract Services 114,576 89,398 142,000 122,500 Supplies & Materials 76,962 76,239 87,700 87,700 Repair & Maintenance 480 556 275 275 Interdepartmental Charges 32,349 28,380 32,021 26,849 Other Operating Expenses 12,389 72,313 17,000 17,000 Capital Outlay - 26,962 - - Operating Expenses Subtotal 236,756 293,848 278,996 254,324 TOTAL EXPENDITURES 1,195,629$ 1,147,374$ 1,560,356$ 1,311,127$ Full Time Positions 5.00 4.00 5.00 4.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 23, 2023
Item #9 Page 71 of 384

CITY OF CARLSBAD
C-18
• Updated the department’s Personal Appearance Standards Policy • Created a standalone policy for protests, demonstrations, and riots providing officers and supervisors with specific direction on how to apply the law in a safe and effective manner, while upholding the public’s first amendment protections • Formalized and standardized unit/shift expectations
• Created new recruitment videos for both officers and dispatchers • Conducted 36 internal affairs investigations (both internal and external) ensuring good order and discipline within the department
• Hired 36 personnel in the police department. including sworn, non-sworn, and professional staff
• Created a ‘family police academy’ offered to employee’s families at least once a year

GOALS
• Eliminate personnel vacancies in the police department • Create a voluntary community security video registration program • Formalize the training protocol for employees who are assigned to new positions • Standardize reporting protocols for new legislative requirements • Install inventory tracking software for the entire department (Quartermaster)

May 23, 2023
Item #9 Page 72 of 384
2023 -24 ANNUAL BUDGET
C-19
PUBLIC SAFETY |
POLICE DEPARTMENT: POLICE GRANTS & ASSET FORFEITURE

Account: 121-122
123
124
Fund: Special Revenue-Asset Forfeiture
Special Revenue-COPS Fund
Special Revenue-Public Safety Grants

ABOUT
Police grants include federal and state asset forfeiture, the Citizens’ Option for Public Safety, the Justice Assistance Grant, the Urban Areas Security Initiatives Program, and the Office of Traffic Safety.

SERVICES
• Use grants to purchase police equipment, supplement staffing costs and assist with training

RECENT ACCOMPLISHMENTS
• Used the Citizens’ Option for Public Safety grant to fund one full-time sworn officer position • Used the Justice Assistance Grant to purchase police radios • Used the Homeland Security Grant to purchase night vision goggles for the SWA T team • Used the Office of Traffic Safety Grant to conduct DUI/DL checkpoints, DUI saturation patrols, and purchase a Lidar Device
• Received a grant award to contribute to Officer Wellness and Mental Health Programs

2020-21
Actual
2021-22
Actual
2022-23
Bu dget
2023-24
Budget
Personnel Services
Salaries & Wages 169,005$ 168,119$ 129, 824$ 146,350$ Retirement Benefits 50,587 47,959 36,088 44,522 Health Insurance 7,592 11,693 16,662 18,737 Other Personnel Expenses 7,634 16,110 18,931 21,989 Personnel Services Subtotal 234,818 243,881 201,505 231,598 Operating Expenses
Professional & Contract Services 18,000 - 60,000 30,000 Supplies & Materials 110,960 15,639 70,000 50,000 Repair & Maintenance 36,225 - 45,000 45,000 Interdepartmental Charges 3,756 4,452 4,200 3,700 Other Operating Expenses 3,450 - 10,000 10,000 Capital Outlay 27,873 8,770 - - Operating Expenses Subtotal 200,264 28,861 189,200 138,700 TOTAL EXPENDITURES 435,082$ 272,742$ 390,705$ 370,298$ Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 73 of 384

CITY OF CARLSBAD
C-20
GOALS
• Continue to seek grant funding for necessary equipment • Continue to collaborate with the Fire Department on grant management • Apply for the Alcoholic Beverage Control grant to expand the department’s present efforts in addressing alcohol related problems with licensed establishments

May 23, 2023
Item #9 Page 74 of 384
2023 -24 ANNUAL BUDGET

D-1

PUBLIC WORKS

Public Works is responsible for planning,
providing and maintaining the
infrastructure that supports a high
quality of life in the City of Carlsbad.

From buildings and vehicles to roads and
habitat, to safe, reliable water supplies
and more — Public Works oversees
responsible and sustainable management
practices for a wide variety of city assets.

This includes administration of the
Capital Improvement Program, a 15-year
plan that encompasses road and traffic
improvements; storm drain systems;
major facilities maintenance, repairs and
renovation; water and wastewater
infrastructure; construction of civic
buildings and other infrastructure
projects. Public Works plays a key role in
promoting environmental sustainability,
enhancing transportation options and
protecting public health and safety.

Paz Gomez
Deputy City Manager, Public Works

442-339-2751
[email protected]

May 23, 2023
Item #9 Page 75 of 384

CITY OF CARLSBAD

D-2

May 23, 2023
Item #9 Page 76 of 384

PUBLIC WORKS BRANCH
Public Works

D-3
PUBLIC WORKS |

ADMINISTRATION

Account: 0018310 Fund: General

ABOUT
Public Works Administration provides leadership and strategic vision for the entire Public Works Branch, which is comprised of the Construction Management & Inspection, Fleet & Facilities, Environmental Sustainability, Transportation and Utilities departments. It provides administrative support services with a focus on strategic alignment to the Community Vision and City Council goals.

SERVICES
• Provide leadership and management support, operating budget oversight, Capital Improvement Program (CIP) oversight, contract administration and records management • Support communications and outreach activities for major CIP projects

RECENT ACCOMPLISHMENTS
• Transitioned internal contract status reports to on-demand dashboards • Expanded functionality of DocuSign to facilitate expedited contract execution • Updated contract templates to facilitate use of anticipated federal funding • Partnered with GIS staff to continually improve and update the internal project submittal app, public dashboard and reporting for the CIP
• Facilitated an update of the city’s engineering manual and other relevant engineering standards • Received the American Public Works Association, San Diego and Imperial Counties Chapter Award of Merit for outstanding public service
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages $907,628 $957,345 $782,418 $849,559
Retirement Benefits 294,482 261,482 182,988 182,926
Health Insurance 100,656 98,468 72,660 72,179
Other Personnel Expenses 26,532 33,683 29,465 29,090
Personnel Services Subtotal 1,329,298 1,350,978 1,067,531 1,133,754 Operating Expenses
Professional & Contract Services 261,134 113,686 94,078 83,078 Supplies & Materials 19,291 18,643 18,301 8,046
Repair & Maintenance 11,916 3,153 2,100 2,100
Interdepartmental Charges 178,004 250,908 236,729 325,400 Other Operating Expenses 9,354 22,958 21,910 9,894
Capital Outlay 0 - - - Operating Expenses Subtotal 479,699 409,348 373,118 428,518 TOTAL EXPENDITURES $1,808,997 $1,760,326 $1,440,649 $1,562,272 Full Time Positions 7.85 7.85 5.90 6.00
Hourly/FTE Positions 1.00 1.50 1.60 1.60
May 23, 2023
Item #9 Page 77 of 384

CITY OF CARLSBAD

D-4
GOALS
• Complete an update of the city’s procurement policy and administrative order • Digitize the processing of bonds related to contracts • Continue to update and streamline standard contract language and processes • Continue to develop and operationalize formal consultant and contractor performance evaluation processes
• Engage in the planning, design and implementation of a citywide portfolio project management system, including CIP project management
• Engage in planning, design and implementation of an enterprise asset management system • Continue implementing a strategy to digitize all Public Works records per the city’s records retention schedule
• Continue to focus on employee coaching, development and training for staff at all levels throughout the department

May 23, 2023
Item #9 Page 78 of 384
2023 -24 ANNUAL BUDGET

D-5
PUB LIC WORKS |

CONSTRUCTION MANAGEMENT & INSPECTION

Account: 00185XX Fund: General

ABOUT
Construction Management & Inspection ensures safe construction of CIP and private development projects in compliance with legal, regulatory and contractual requirements.

SERVICES
• Manage construction of CIP projects and public works contracts for all city asset -managing departments
• Inspect and oversee private development grading
• Inspect and oversee stormwater maintenance and improvements • Oversee all construction activity in the public right of way

RECENT ACCOMPLISHMENTS
• Developed and implemented a comprehensive inspection tracking and data management system following treatment control best management practices that has received regional and national industry recognition
• Provided construction management and inspection services on significant CIP projects, including water valve replacements and pipelines, El Camino Real and College Boulevard intersection improvements, El Camino Real and Cannon Road bridge, Calavera Hills Community Park Gateway Improvements, Poinsettia Park dog park, and the Ba rrio Lighting Project
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,561,351$ 1,567,875$ 1,744,289$ 1,636,110$ Retirement Benefits 553,180 450,194 430,099 373,801 Health Insurance 215,154 203,152 266,138 233,899 Other Personnel Expenses 46,267 55,815 68,741 59,530 Personnel Services Subtotal 2,375,952 2,277,036 2,509,267 2,303,340 Operating Expenses
Professional & Contract Services 21,836 212,748 321,130 242,209 Supplies & Materials 22,538 15,012 13,027 13,027 Repair & Maintenance 54 906 314 314 Interdepartmental Charges 303,752 387,526 404,770 684,756 Other Operating Expenses 4,413 16,027 14,260 14,260 Capital Outlay - - - - Operating Expenses Subtotal 352,593 632,219 753,501 954,566 TOTAL EXPENDITURES 2,728,545$ 2,909,255$ 3,262,768$ 3,257,906$ Full Time Positions 15.20 15.20 16.20 15.00
Hourly/FTE Positions 1.00 0.50 0.50 0.50
May 23, 2023
Item #9 Page 79 of 384

CITY OF CARLSBAD

D-6
• Provided construction inspection services for private development projects such as the Carlsbad Village Lofts and the Springhill Suites hotel
• Ensured safe work in the right of way for 5G communications infrastructure installation throughout the city
• Maintained stormwater compliance through training, education, outreach and enforcement actions resulting in zero construction-related notices of violation from the Regional Water Quality Control Board to date
• Developed and implemented a certified in-house Qualified Stormwater Pollution Prevention Plan Developer and Practitioner Program for eligible city staff to achieve cost savings and maintain compliance with state stormwater permit program

GOALS
• Partner with the City Attorney’s Office on development of a contractor performance evaluation process to improve accountability during e of a public works project • Leverage project management tools and processes to improve efficiency and effectiveness within the department
• Work with property owners to reduce pollution and improve water quality through the city’s Treatment Control Best Management Practices program

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Response rate for Treatment Control Best Management
Practices Verification of Maintenance 82% 80% 75%
Construction stormwater violations on CIP projects 0 0 0 May 23, 2023
Item #9 Page 80 of 384
2023 -24 ANNUAL BUDGET

D-7
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: SUMMARY

ENVIRONMENTAL SUSTAINABILITY
• Climate Action Plan & Habitat Management
• Sustainable Materials Management
• Watershed Protection

ABOUT
The General Fund portion of the Environmental Sustainability Department budget includes the Climate Action Plan & Habitat Management Divisions and coordination of the municipal component of the National Pollutant Discharge Elimination System Municipal Stor mwater Permit in the Watershed Protection Division. These divisions integrate components of the Environmental and Sustainability Guiding Principles and support the Strategic Plan Goal of Sustainability and the Natural Environment.

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,087,903$ 1,244,051$ 1,657,905$ 1,686,858$ Retirement Benefits 372,361 346,714 400,937 382,291 Health Insurance 163,946 188,234 324,381 319,346 Other Personnel Expenses (28,258) (207,306) 68,964 64,677 Personnel Services Subtotal 1,595,952 1,571,693 2,452,187 2,453,172 Operating Expenses
Professional & Contract Services 1,815,862 1,669,874 1,596,311 1,532,356 Supplies & Materials 55,053 77,212 70,161 52,570 Repair & Maintenance 18 305 80 50 Interdepartmental Charges 554,598 710,436 842,129 1,202,311 Other Operating Expenses 21,564 38,229 29,021 23,421 Capital Outlay - 10,265 135,000 - Operating Expenses Subtotal 2,447,095 2,506,321 2,672,702 2,810,708 TOTAL EXPENDITURES 4,043,047$ 4,078,014$ 5,124,889$ 5,263,880$ General Fund 1,030,453 1,238,207 1,159,789 1,178,783 Enterprise Fund 3,012,594 2,839,807 3,965,100 4,085,097 TOTAL FUNDING 4,043,047$ 4,078,014$ 5,124,889$ 5,263,880$ Full Time Positions 11.95 11.95 17.60 17.50
Hourly/FTE Positions 1.50 1.50 1.50 1.50
May 23, 2023
Item #9 Page 81 of 384

CITY OF CARLSBAD

D-8
PUBLIC WORKS |
ENVIRONM ENTAL SUSTAINABILITY : CLIMATE ACTION PLAN &

HABITAT MANAGEMENT

Account: 0015110
0015130
Fund: General

SERVICES
• Coordinate with multiple city departments to oversee Climate Action Plan ( CAP) implementation, collect CAP implementation monitoring data and prepare an annual report • Coordinate preparation of a communitywide greenhouse gas emissions inventory and forecast
• Coordinate updates to the CAP document as directed by City Council • Perform outreach and education related to CAP activities and respond to public inquiries • Oversee and coordinate implementation of the Home Energy Score Assessment program and Carlsbad Green Business Program
• Participate in groups such as the SANDAG Sustainable Communities Working Group.

SANDAG San Diego Management and Monitoring Program and Inter-Agency Working Group, and ReCAP Stakeholder Working Group
• Monitor GHG emissions data from SANDAG and incorporate into the CAP • Research and monitor upcoming regulations, funding opportunities, and activities related t o climate mitigation and adaptation
• Monitor regional climate change preparedness activities 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 280,637$ 303,978$ 309,498$ 345,990$ Retirement Benefits 97,879 86,001 72,550 76,399 Health Insurance 33,130 34,082 36,087 37,068 Other Personnel Expenses 8,461 10,597 12,152 12,386 Personnel Services Subtotal 420,107 434,658 430,287 471,843 Operating Expenses
Professional & Contract Services 529,967 594,695 299,750 284,362 Supplies & Materials 20,354 41,383 12,607 6,307 Repair & Maintenance 9 18 50 20 Interdepartmental Charges 59,536 86,988 97,342 148,637 Other Operating Expenses 480 4,344 6,668 5,668 Capital Outlay - - - - Operating Expenses Subtotal 610,346 727,428 416,417 444,994 TOTAL EXPENDITURES 1,030,453$ 1,162,086$ 846,704$ 916,837$ Full Time Positions 2.65 2.65 2.55 2.70
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 23, 2023
Item #9 Page 82 of 384
2023 -24 ANNUAL BUDGET

D-9
• Provide leadership and citywide coordination to ensure compliance with Habitat Management Plan regulations for private and CIP projects • Oversee preserve managers to ensure Habitat Management Plan-compliant biological management, monitoring and reporting across citywide preserve system • Maintain collaborative relationships with the U.S. Fish and Wildlife Service, California Department of Fish and Wildlife and California Coastal Commission staff to ensure solutions- oriented Habitat Management Plan implementation

RECENT ACCOMPLISHMENTS
• Continued serving as a board member for the San Diego Regional Climate Collaborative • Joined the Alliance for Regional Collaboratives for Climate Adaptation board as the San Diego representative
• Held series of public meetings for South Carlsbad Boulevard Project • Completed 14 Home Energy Score Assessments and had 78 program sign -ups • Completed citywide gnatcatcher surveys
• Provided coordination and oversight for Unmanaged Preserve Site Inspection Program and Village H Monitoring Program
• Served on the Technical Advisory Group for the Connecting Wildlands and Communities Project and SANDAG Regional Habitat Conservation Taskforce • Provided coordination for Ward’s weed eradication program • Implemented an inspection program to identify potential threats to native species and habitats

GOALS
• Continue implementation and monitoring of adopted CAP, and complete a comprehensive CAP update
• Continue implementation of the Carlsbad Green Business Program and increase number of certifications
• Meet annual goal for acres added to the Habitat Management Plan area • Coordinate with local and regional stakeholders to monitor, manage and conduct outreach for shot hole borer and Ward’s weed, the highest priority threats to the preserve system

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
New Carlsbad Green Business Program certifications 5 9 8 Greenhouse gas emissions 930,000
MTCO2e
930,000
MTCO2e
930,000
MTCO2e
Acreage goal added to Habitat Management Plan area 96% 96% 96%

May 23, 2023
Item #9 Page 83 of 384

CITY OF CARLSBAD

D-10
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY : SUSTAINABLE MATERIALS

MANAGEMENT

Account: 0015120
520XXXX
Fund: General
Enterprise

ABOUT
Consistent with the Carlsbad Municipal Code and General Plan, the Sustainable Materials Management division coordinates implementation of a citywide waste reduction and recycling program to maintain compliance with state regulations related to diversion and disposal of solid waste. The Sustainable Materials Management Division staff oversee the franchise agreement for waste hauling and recycling services, Palomar Transfer Station agreement for disposal services, various waste reduction and diversion outreach and education contracts, and proper disposal of household hazardous waste.

SERVICES
• Represent the city at meetings with CalRecycle, businesses, residents and other stakeholders • Work with city staff to improve the city’s waste reduction, diversion and recycling program • Prepare state and county grant applications with the City Council’s approval ; appropriate funds, implement grant activities, track expenses and submit reports 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 259,845$ 398,983$ 825,400$ 742,551$ Retirement Benefits 92,946 93,562 202,509 170,478 Health Insurance 36,237 52,543 193,662 165,175 Other Personnel Expenses 7,920 13,658 35,238 29,470 Personnel Services Subtotal 396,948 558,746 1,256,809 1,107,674 Operating Expenses
Professional & Contract Services 894,703 647,235 785,547 736,980 Supplies & Materials 29,339 29,359 39,213 35,163 Repair & Maintenance - - - - Interdepartmental Charges 136,392 217,572 322,694 497,769 Other Operating Expenses 15,723 22,892 12,833 9,833 Capital Outlay - 10,265 135,000 - Operating Expenses Subtotal 1,076,157 927,323 1,295,287 1,279,745 TOTAL EXPENDITURES 1,473,105$ 1,486,069$ 2,552,096$ 2,387,419$ General Fund - 76,121 313,085 261,946 Enterprise Fund 1,473,105 1,409,948 2,239,011 2,125,473 TOTAL FUNDING 1,473,105$ 1,486,069$ 2,552,096$ 2,387,419$ Full Time Positions 2.80 2.80 9.65 8.65
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 23, 2023
Item #9 Page 84 of 384
2023 -24 ANNUAL BUDGET

D-11
• Coordinate outreach and education targeted at increasing recycling and other diversion programs for residents, businesses, municipal employees and the public • Coordinate annual Earth Month and Earth Day events promoting recycling, proper disposal of household hazardous waste, composting and beach cleanup • Conduct annual rate analysis to determine cost-effective practices • Prepare and submit required annual recycling, composting, and disposal reports to CalRecycle as required
• Participate in regional activities with SANDAG Solid Waste Technical Adviso ry Committee • Engage businesses and residents to decrease waste and increase recycling

RECENT ACCOMPLISHMENTS
• Implemented new organics recycling program
• Hosted fix-it clinic events in partnership with Library Services • Created new municipal sustainability program
• Designed new edible food recovery program and visited all Tier 1 organizations in the city • Began new municipal composting program
• Provided outreach and inspected all businesses in the city • Participated in food recovery and organics recycling conferences to learn about best practices for successful program implementation
• Used grant money to fund water stations installed throughout the city in support of the single-use plastics ban
• Purchased and installed all compost bins throughout the city • Expanded Earth Month education and event
• Presented at the Waste Expo on edible food recovery efforts • Reviewed special event applications for compliance with recycling and trash best practices

GOALS
• Review, prioritize and implement improvements based on feedback from CalRecycle in the mandatory commercial recycling and construction and demolition recycling programs • Monitor newly negotiated waste diversion and recycling programs at Palomar Transfer Station
• Increase waste diversion in the commercial sector by focusing outreach to targeted high trash-generating businesses with low diversion rates
• Work with partners to increase outreach to construction companies to improve diversion of construction and demolition material
• Continue tracking per capita disposal rate in pounds per person per day to verify accuracy • Reduce number of businesses without recycling services to zero

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Pounds per person sent to landfill 7.8 lbs. 7.9 lbs. 7.5 lbs.

Organics diverted from the landfill 20,975
tons
24,120
tons
28,955
tons

May 23, 2023
Item #9 Page 85 of 384
.. ..

CITY OF CARLSBAD

D-12
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY : WATERSHED PROTECTION

Account: 5215110 Fund: Enterprise

ABOUT
This budget includes leadership and stewardship of the city’s resources, specifically protecting our creeks, lagoons and ocean. The Environmental Sustainability Department’s Watershed Protection Division coordinates the citywide watershed protection program and helps the city maintain compliance with the National Pollutant Discharge Elimination System Municipal Stormwater Permit issued by the San Diego Regional Water Quality Control Board.

SERVICES
• Participate with neighboring cities in the Carlsbad Watershed as the Principal Co -permittee, serving as a liaison with the Regional Board, ensuring submittal of annual reports and participating in the San Diego County Co-permittees Regional Program Planning Committee • Represent the city at meetings with the Environmental Protection Agency, Regional Board, San Diego County Co-permittees, Carlsbad Watershed, environmental nonprofit groups and other stakeholders
• Assess businesses to ensure proper best management practices and pollution prevention, prevent discharges into the Municipal Separate Storm Sewer System, or MS4, and protect receiving waters, which may require follow-up visits, targeted education or enforcement • Conduct illicit discharge detection and elimination into the MS4, as required by the Municipal Stormwater Permit, including responding to and investigating potential illicit discharges in the city, performing field screening at major outfalls, and managing a public hotline 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 547,421$ 541,090$ 523,007$ 598,317$ Retirement Benefits 181,536 167,151 125,878 135,414 Health Insurance 94,579 101,609 94,632 117,103 Other Personnel Expenses (44,639) (231,561) 21,574 22,821 Personnel Services Subtotal 778,897 578,289 765,091 873,655 Operating Expenses
Professional & Contract Services 391,192 427,944 511,014 511,014 Supplies & Materials 5,360 6,470 18,341 11,100 Repair & Maintenance 9 287 30 30 Interdepartmental Charges 358,670 405,876 422,093 555,905 Other Operating Expenses 5,361 10,993 9,520 7,920 Capital Outlay - - - - Operating Expenses Subtotal 760,592 851,570 960,998 1,085,969 TOTAL EXPENDITURES 1,539,489$ 1,429,859$ 1,726,089$ 1,959,624$ Full Time Positions 6.50 6.50 5.40 6.15
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 23, 2023
Item #9 Page 86 of 384
2023 -24 ANNUAL BUDGET

D-13
• Compile the annual Jurisdictional Runoff Management Program report and prepare new program documents at the beginning of each Municipal Stormwater Permit cycle • Act as the lead division for planning and implementation of the statewide T rash Amendments and incorporate them into the next Municipal Stormwater Permit

RECENT ACCOMPLISHMENTS
• Managed the contract for a watershed coordinator to assist the watershed agencies with updating and implementing the Water Quality Improvement Plan and report to optimize the watershed’s compliance with the Municipal Stormwater Permit • Submitted the Carlsbad Watershed Management Area Water Quality Improvement Plan and the Jurisdictional Runoff Management Program Annual Reports to the Regional Board • Worked inter-departmentally to coordinate on National Pollutant Discharge Elimination System MS4 Trash Amendments implementation
• Participated in Creek to Bay Cleanup, Coastal Cleanup Day and other outreach and education activities within the city and regionally
• Implemented new trash encampment clean-up app
• Completed Agua Hedionda Lagoon Special Study, as required by the Regional Board

GOALS
• Implement a monitoring program to evaluate MS4 discharges, including receiving water monitoring, MS4 outfall discharge monitoring, sediment quality monitoring and various special studies
• Implement a public outreach program to promote behavior changes that reduce the discharge of pollutants into the MS4 and protect water quality in our receiving waters • Implement all required strategies and numeric goals of the Water Quality Improvement Plan • Incorporate innovative methods to implement the city’s Jurisdictional Runoff Management Program in conjunction with the Carlsbad Watershed Water Quality Improvement Plan and submit required reports to the Regional Board
• Plan for implementation of the revised Municipal Stormwater Permit which will include new requirements to control trash
• Conduct all annual inspections of existing development and water quality monitoring required by the Municipal Stormwater Permit
• Respond to at least 90% of illicit discharge emergencies within 45 minutes • Detect and eliminate 100% of illicit discharges

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Emergency response times under 45 minutes for illicit discharges 97% 90% 90% Illicit discharges detected and eliminated 100% 100% 100% May 23, 2023
Item #9 Page 87 of 384
t-
t-

CITY OF CARLSBAD

D-14
PUBLIC WORKS |
FLEET & FACILITIES: SUMMARY

FLEET & F ACILITIES
• Facilities
• Fleet Maintenance & Replacement

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 2,496,346$ 2,595, 221$ 2,954,275$ 3,296,372$ Retirement Benefits 800,794 750,997 644,987 682,059 Health Insurance 447,104 491,384 595,308 621,793 Other Personnel Expenses 24,440 (84,024) 127,194 132,211 Personnel Services Subtotal 3,768,684 3,753,578 4,321,764 4,732,435 Operating Expenses
Professional & Contract Services 980,637 1,035,773 887,571 887,371 Supplies & Materials 1,984,228 2,384,764 2,168,528 2,091,292 Repair & Maintenance 988,227 1,396,652 1,510,660 1,453,060 Interdepartmental Charges 545,549 800,736 790,453 1,455,622 Other Operating Expenses 354,678 611,319 645,900 629,674 Capital Outlay 1,737,056 3,642,867 5,296,745 1,068,564 Operating Expenses Subtotal 6,590,375 9,872,111 11,299,857 7,585,583 TOTAL EXPENDITURES 10,359,059$ 13,625,689$ 15,621,621$ 12,318,018$ General Fund 5,341,736$ 6,297,998$ 6,768,736$ 7,497,115$ Internal Service Fund 5,581,454$ 6,018,691$ 8,799,885$ 4,764,903$ Special Revenue Fund 48,244$ 49,674$ 53,000$ 56,000$ TOTAL FUNDING 10,971,434$ 12,366,363$ 15,621,621$ 12,318,018$ Full Time Positions 31.90 35.10 34.95 35.95
Hourly/FTE Positions 9.50 7.75 6.90 8.40
May 23, 2023
Item #9 Page 88 of 384
2023 -24 ANNUAL BUDGET

D-15
PUBLIC WORKS |
FLEET & FACILITIES: FACILITIES

Account: 0015310
0015320
3155110
Fund: General

Special Revenue-Parking in Lieu

ABOUT
The Facilities Division provides safe and comfortable working spaces at city facilities and maintains quality indoor public spaces. Additionally, this division oversees the design and construction work for new city facilities and building renovation projects and operates the Safety Training Center.

SERVICES
• Maintain city-owned facilities including building exteriors, interiors, cleaning and custodial services, as well as set-up of offices and meeting rooms • Provide building construction, improvements, renovations, repairs and relocations • Operate and lease the Safety Training Center for public safety personnel training

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,707,594$ 1,823,085$ 2,108,360$ 2,383,940$ Retirement Benefits 534,701 517,714 444,822 483,233 Health Insurance 294,081 325,513 406,963 438,791 Other Personnel Expenses 55,957 76,401 90,811 96,564 Personnel Services Subtotal 2,592,333 2,742,713 3,050,956 3,402,528 Operating Expenses
Professional & Contract Services 928,046 1,005,343 848,228 848,028 Supplies & Materials 486,622 658,866 629,735 585,319 Repair & Maintenance 647,211 964,153 1,100,566 1,067,966 Interdepartmental Charges 383,863 599,364 561,904 1,038,153 Other Operating Expenses 324,331 375,914 627,347 611,121 Capital Outlay 27,574 1,319 3,000 - Operating Expenses Subtotal 2,797,647 3,604,959 3,770,780 4,150,587 TOTAL EXPENDITURES 5,389,980$ 6,347,672$ 6,821,736$ 7,553,115$ General Fund 5,341,736$ 6,297,998$ 6,768,736$ 7,497,115$ Special Revenue Fund 48,244 49,674 53,000 56,000 Total Funding 5,389,980$ 6,347,672$ 6,821,736$ 7,553,115$ Full Time Positions 21.65 24.85 24.85 25.85
Hourly/FTE Positions 8.50 6.75 5.90 7.40
May 23, 2023
Item #9 Page 89 of 384

CITY OF CARLSBAD

D-16

RECENT ACCOMPLISHMENTS
• Completed the Fire Station 6 dorm conversion project
• Replaced lighting fixtures to energy efficient LED fixtures at the Mira Costa Las Palmas Facility, State Street parking lots, City of Carlsbad Faraday Center and the Carlsbad Recycled Water Facility
• Completed 1,539 work orders as of April 2022, including reconfiguration of Faraday Center to accommodate changing space needs
• Began construction of the Police and Fire Headquarters renovation project • Obtained a conditional use permit for Temporary Fire Station 7 • Awarded revised citywide contracted custodial services contracts that leverage technology to ensure contractor performance
• Provided facilities and support for 152 Fire Department training days and 104 Police Department training days
• Supported 183 training days for 17 outside law enforcement agency leases • Retrofitted 86 fluorescent can light fixtures to energy efficient LED fixtures and added 68 new LED light fixtures to both indoor shooting ranges, increasing lighting on the range for safety
• Recycled 3,218 pounds of brass shell casings, 5,315 pounds of lead and copper from indoor shooting range activities, and 4,967 pounds of scrap metal

GOALS
• Continue the city facility and parking lot light pole and fixture replacement project • Perform a facilities conditions assessment throughout the city and continue development of a Facility Asset Management System
• Obtain a conditional use permit for planned new Public Works headquarters • Complete the Fire Station 2 replacement and Carlsbad City Library fire alarm system replacement
• Begin construction on the Calavera Hills Community Park roof replacement project • Complete plans and specifications for the Senior Center roof replacement project • Increase the city’s investment in custodial and building maintenance to meet industry standards for high quality facilities
• Initiate various refurbishment and repair projects at the Safety Training Center

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Custodial cost ($/square foot) $4.67 $4.12 $4.59
Building maintenance ($/square foot) $4.58 $4.51 $4.72
May 23, 2023
Item #9 Page 90 of 384I I I
2023 -24 ANNUAL BUDGET

D-17
PUBLIC WORKS |
FLEET & FACILITIES: FLEET MAINTENANCE & REPLACEMENT

Account: 6205460
6215461
Fund: Vehicle Maintenance Fund
Vehicle Replacement Fund

ABOUT
The city’s fleet consists of 456 vehicles and equipment necessary to complete the city’s mission of delivering quality and efficient services. The fleet maintenance & replacement programs enable departments to achieve their operational mission in a safe, efficient manner.

The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the city’s fleet of vehicles and equipment. The fleet maintenance program is funded through charges to departments based on vehicle type and utilization.

The fleet vehicle replacement program is funded through a replacement charge to departments for each vehicle or equipment in service, determined by actual costs of vehicle procurement divided by the expected life of the vehicle. This program funds asset replacement and vehicle outfitting. Cost - effective vehicle procurement is achieved through cooperative purchasing agreements and bidding processes. Revenue is collected from the sale of retired city fleet assets at auction.

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 788,752$ 772,136$ 845,915$ 912,432$ Retirement Benefits 266,093 233,283 200,165 198,826 Health Insurance 153,023 165,871 188,345 183,002 Other Personnel Expenses (31,517) (160,425) 36,383 35,647 Personnel Services Subtotal 1,176,351 1,010,865 1,270,808 1,329,907 Operating Expenses
Professional & Contract Services 52,591 30,430 39,343 39,343 Supplies & Materials 1,497,606 1,725,898 1,538,793 1,505,973 Repair & Maintenance 341,016 432,499 410,094 385,094 Interdepartmental Charges 161,686 201,372 228,549 417,469 Other Operating Expenses 30,347 235,405 18,553 18,553 Capital Outlay 1,709,482 3,641,548 5,293,745 1,068,564 Operating Expenses Subtotal 3,792,728 6,267,152 7,529,077 3,434,996 TOTAL EXPENDITURES 4,969,079$ 7,278,017$ 8,799,885$ 4,764,903$ Full Time Positions 10.25 10.25 10.10 10.10
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 23, 2023
Item #9 Page 91 of 384

CITY OF CARLSBAD

D-18

SERVICES
• Provide safe and appropriately maintained vehicles for use by city staff , inspect vehicles per requirements of the biennial inspection of terminals and smog programs , and maintain 24/7 road call services for emergency vehicles
• Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for emergencies and monitoring fuel tanks in accordance with state and county regulations • Maintain records related to fleet asset inventory and work order history through management of the AssetWorks fleet maintenance database • Evaluate the city fleet on an annual basis to identify units eligible for replacement and calculate estimated acquisition costs
• Manage the Fleet Replacement Committee, made up of city staff from various departments, to make recommendations for unit replacement, retention or disposal • Advise on specifications for purchase of replacement units that satisfy department performance requirements while optimizing return on investment in alignment with the CAP • Purchase replacement units through the public bidding process or through cooperative purchasing programs

RECENT ACCOMPLISHMENTS
• Achieved recognition from Government Fleet magazine and the American Public Works Association as one of the Top 50 Leading Fleets in the nation • Executed an agreement with SDG&E to leverage the Power Your Drive for Fleets Make - Ready Infrastructure Program, which is anticipated to install up to 26 level 3 DC fast chargers at the fleet maintenance facility over the next five years • Activated 42 new vehicles and equipment, including five hybrid compact light duty trucks

GOALS
• Annually assess vehicles for conversion to alternative fuel options in support of the CAP goal to increase the proportion of fleet low and zero-emissions vehicle miles traveled to 25% of all city-related vehicle miles traveled by 2035
• Implement a pilot GPS/vehicle telematics system in the city’s fleet of police vehicles • Assess and improve fleet database and data management systems and techniques

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Fleet vehicles ready for active service 98.5% 98.5% 99% Vehicle miles traveled by low/zero emission vehicles 27% 34% 30%

May 23, 2023
Item #9 Page 92 of 384
I I I
2023 -24 ANNUAL BUDGET

D-19
PUBLIC WORKS |
TRANSPORTATION : SUMMARY

TRANSPORTATION
• Storm Drain Maintenance & Engineering
• Traffic, Mobility, Transportation Engineering & Streets Maintenance • Lighting & Landscaping Districts

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 3,507,800$ 3,606, 940$ 4,066,074$ 4,337,789$ Retirement Benefits 1,283,466 1,136,512 1,037,649 993,367 Health Insurance 582,340 594,508 671,050 665,807 Other Personnel Expenses 111,136 141,036 170,886 162,686 Personnel Services Subtotal 5,484,742 5,478,996 5,945,659 6,159,649 Operating Expenses
Professional & Contract Services 1,052,886 1,257,360 1,970,070 1,417,716 Supplies & Materials 315,273 376,946 488,520 438,816 Repair & Maintenance 1,545,047 1,225,291 1,573,574 1,463,290 Interdepartmental Charges 1,656,409 1,982,950 2,426,231 2,983,971 Other Operating Expenses 597,981 749,114 738,515 717,132 Capital Outlay 37,838 143,200 - 80,000 Operating Expenses Subtotal 5,205,434 5,734,861 7,196,910 7,100,925 TOTAL EXPENDITURES 10,690,176$ 11,213,857$ 13,142,569$ 13,260,574$ General Fund 7,553,800 8,048,352 9,707,559 9,732,215 Enterprise Fund 1,990,755 1,904,811 1,836,302 1,865,537 Special Revenue Fund 1,145,621 1,260,694 1,598,708 1,662,822 TOTAL FUNDING 10,690,176$ 11,213,857$ 13,142,569$ 13,260,574$ Full Time Positions 43.90 43.70 43.60 43.80
Hourly/FTE Positions 1.50 1.94 1.50 1.50
May 23, 2023
Item #9 Page 93 of 384

CITY OF CARLSBAD

D-20
PUBLIC WORKS |
TRANSPORTATION: STORM DRAIN MAINTENANCE & ENGINEERING

Account: 0016310
5216310
Fund: General
Enterprise-Storm Drain Maintenance

ABOUT
The Transportation Storm Drain Maintenance & Engineering divisions are responsible for maintaining and improving the city’s storm drain infrastructure.

SERVICES
• Address various drainage infrastructure and stormwater maintenance issues citywide • Develop plans, specifications, and estimates, and provide project or design management of projects involving storm drain assets
• Optimize maintenance efforts by monitoring and addressing new and ongoing drainage issues • Perform inspection and maintenance of the storm drain system

RECENT ACCOMPLISHMENTS
• Inspected 100% of high-priority storm drain inlets, removing an estimated 16.5 tons of sediment and debris
• Completed the Agua Hedionda Creek vegetation removal between the bridges of Cannon Road and El Camino Real
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages $678,142 $579,104 $632,248 $710,238
Retirement Benefits 242,324 177,552 150,992 159,108
Health Insurance 143,182 98,148 105,010 117,861
Other Personnel Expenses 21,449 23,206 26,398 26,998
Personnel Services Subtotal 1,085,097 878,010 914,648 1,014,205 Operating Expenses
Professional & Contract Services 313,103 335,548 460,165 192,507 Supplies & Materials 24,207 26,876 50,321 24,600
Repair & Maintenance 556,986 596,171 495,293 600,900
Interdepartmental Charges 243,104 371,657 322,228 446,694 Other Operating Expenses 114,006 97,729 91,424 85,200
Capital Outlay 5,688 0 0 0
Operating Expenses Subtotal 1,257,094 1,427,981 1,419,431 1,349,901 TOTAL EXPENDITURES $2,342,191 $2,305,991 $2,334,079 $2,364,106 General Fund 351,436 401,180 497,777 498,569 Enterprise Fund 1,990,755 1,904,811 1,836,302 1,865,537 TOTAL FUNDING 2,342,191$ 2,305,991$ 2,334,079$ 2,364,106$ Full Time Positions 8.60 7.10 7.00 7.35
Hourly/FTE Positions 0.50 0.98 0.50 0.50
May 23, 2023
Item #9 Page 94 of 384
2023 -24 ANNUAL BUDGET

D-21
• Completed approximately 1,800 lane miles of street sweeping bimonthly on all residential, prime, and major streets, removing 1,153.5 tons of debris that otherwise would end up in the city’s storm drain system
• Inspected 34,000 linear feet of storm drain pipeline
• Completed 1,534 maintenance work orders and 39 emergency responses • Completed construction of the Phase I - Magnolia Avenue Storm Drain Improvements • Solicited bids and appropriated funding for Trieste Slope Repair project • Completed geotechnical investigations for the Drainage Master Plan El Camino Real Channel Restoration Project
• Completed vegetation maintenance of the Lake Calavera Dam

GOALS
• Complete update of the city’s Drainage Master Plan
• Clean 100% of the Agua Hedionda Lagoon channels
• Complete Trieste Slope Repair project

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Linear feet of streets swept to mitigate debris 1,800
(100%)
1,800
(100%)
1,800
(100%)
Tons of debris removed from city streets from street
sweeping
1069.9
tons
1,153.5
tons
1,200.6
tons
% of Agua Hedionda Lagoon channels cleaned 100% 100% 100% May 23, 2023
Item #9 Page 95 of 384
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t
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CITY OF CARLSBAD

D-22
PUBLIC WORKS |
TRANSPORTATION: TRAFFIC , MOBILITY , TRANSPORTATION

ENGINEERING & STREETS MAINTENANCE

Account: 0018410
00186XX
00187XX
Fund: General

ABOUT
Traffic, Mobility, Transportation Engineering and Streets Maintenance divisions maintain and improve the road infrastructure and keep people moving. They are responsible for enhancing mobility and safety citywide through ongoing transportation planning, streets and traffic engineering, streets maintenance, and signal operations activities.

SERVICES
• Conduct traffic and mobility planning, oversee engineering and signals operations, and serve as liaison with the Traffic and Mobility Commission
• Perform roadside maintenance including street signs, street legends, striping, graffiti and trash removal, pothole and sidewalk repairs
• Develop plans, specifications, and estimates, and provide project and design management of projects involving street assets
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages $2,691,623 $2,878,496 $3,275,276 $3,462,840 Retirement Benefits 990,832 914,632 846,719 795,441
Health Insurance 421,434 479,115 548,203 530,582
Other Personnel Expenses 84,948 111,847 137,663 129,190 Personnel Services Subtotal 4,188,837 4,384,090 4,807,861 4,918,053 Operating Expenses
Professional & Contract Services 643,718 828,656 1,296,784 1,011,158 Supplies & Materials 263,515 328,483 362,080 338,097
Repair & Maintenance 821,915 467,117 805,309 589,418
Interdepartmental Charges 1,078,681 1,295,617 1,691,441 2,065,772 Other Operating Expenses 178,242 200,009 246,307 231,148 Capital Outlay 27,456 143,200 0 80,000
Operating Expenses Subtotal 3,013,527 3,263,082 4,401,921 4,315,593 TOTAL EXPENDITURES $7,202,364 $7,647,172 $9,209,782 $9,233,646 Full Time Positions 33.15 34.65 34.65 34.50
Hourly/FTE Positions 1.00 0.97 1.00 1.00
May 23, 2023
Item #9 Page 96 of 384
2023 -24 ANNUAL BUDGET

D-23

RECENT ACCOMPLISHMENTS
• As part of the Declaration of Emergency, implemented leading pedestrian intervals and countdown pedestrian signal heads at 32 locations, procured and deployed 12 safety message boards, installed green bike lane enhancements in 55 high-conflict zones, procured and deployed 17 speed feedback signs for speeding data collection, refreshed all bicycle and double lane striping in all 24 school zones within the city, and accelerated existing projects related to roadway safety
• Procured and installed 3 permanent bicycle counters to study the city’s bicycle activity • Replaced approximately 30,000 square feet of sidewalk and asphalt from work orders • Completed the Growth Management Plan Monitoring Report and updated the Transportation Impact Analysis guidelines and multimodal level of service methodology • Completed the El Camino Real and College Boulevard Intersection Improvements project, including the installation of a 120-foot steel pedestrian bridge • Installed and energized 14 streetlights for the Barrio Lighting Phase 1 project • Completed 470,811 linear feet of striping
• Completed Safe Routes to School Program at Hope Elementary School

GOALS
• Finalize the revision of the Carlsbad Residential Traffic Management Program • Continue implementation and development of the Coordinated Traffic Signal Program • Complete Safe Routes to School Programs at Sage Creek High School, Jefferson Elementary School, Aviara Oaks Elementary, and Aviara Oaks Middle Schools • Complete East-West Corridor Emergency Resurfacing and Restriping Project • Complete Carlsbad Boulevard Pedestrian Improvements Project • Complete 2021 Sidewalk Construction project
• Complete Parking Lot ADA Compliance Project
• Complete Avenida Encinas Rail trail and Pedestrian Improvements project • Initiate utility undergrounding for Valley and Magnolia project • Initiate utility undergrounding for Terramar Area Coastal Improvements • Complete Phase 2 of the citywide streetlight LED fixture replacement program along collector and industrial streets

1 Metric includes submitted requests from previous fiscal year which were completed in the current fiscal year 2 Residential calming neighborhood meetings resumed in fiscal year 2023; no meetings were held in previous fiscal year due to COVID-19 restrictions.

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Address submitted residential traffic-related requests
(# submitted/# completed)1
81%
(174/141)
97%
(138/143) 90%
Residential traffic calming neighborhood meetings
completed based on request N/A2 100%
(11/11) 100%
May 23, 2023
Item #9 Page 97 of 384

CITY OF CARLSBAD

D-24
PUBLIC WORKS |
TRANSPORTATION: BUENA VISTA CHANNEL, LIGHTING &

LANDSCAPING DISTRICTS

Account: 162
163
164
Fund: Special Revenue- Street Light Maintenance
Special Revenue-Buena Vista Channel
Special Revenue-LLD 2

ABOUT
The Transportation Engineering Division provides oversight of the Buena Vista Creek Channel Maintenance Assessment District, which is the maintenance assessment district that funds the costs of streetlights, street trees and medians within the district boundaries covering newer developments in the city. The Transportation Department also provides maintenance of decorative lighting and oversight of Lighting & Landscaping District 2.

SERVICES
• Ensure adequate funds are collected to administer and maintain the Buena Vista Creek Channel from Jefferson Street east to the South Vista Way bridge • Maintain and repair streetlamps and decorative lighting

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages $138,035 $149,340 $158, 550 $164,711
Retirement Benefits 50,310 44,328 39,938 38,818
Health Insurance 17,724 17,245 17,837 17,364
Other Personnel Expenses 4,739 5,983 6,825 6,498
Personnel Services Subtotal 210,808 216,896 223,150 227,391 Operating Expenses
Professional & Contract Services 96,065 93,156 213,121 214,051 Supplies & Materials 27,551 21,587 76,119 76,119
Repair & Maintenance 166,146 162,003 272,972 272,972
Interdepartmental Charges 334,624 315,676 412,562 471,505 Other Operating Expenses 305,733 451,376 400,784 400,784 Capital Outlay 4,694 0 0 0
Operating Expenses Subtotal 934,813 1,043,798 1,375,558 1,435,431 TOTAL EXPENDITURES $1,145,621 $1,260,694 $1,598,708 $1,662,822 Full Time Positions 2.15 1.95 1.95 1.95
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 98 of 384
2023 -24 ANNUAL BUDGET

D-25

RECENT ACCOMPLISHMENTS
• Completed 327 streetlight and electrical service requests • Completed installation of 71 LED fixtures on streetlights • Completed authorization to bid Phase 2 of the citywide light replacement program • Completed annual vegetation clearing and trash removal from the Buena Vista Creek Channel Maintenance District and submitted to California Department of Fish and Wildlife • Cleared vegetation from three drainage outfalls entering the Buena Vista channel from the City of Oceanside
• Developed a Program Environmental Impact Report for the Buena Vista Creek Concrete Channel Maintenance Project

GOALS
• Identify and optimize continuing needs for environmental permitting and monitoring • Monitor and continue program to clear vegetation entering the Buena Vista channel from the City of Oceanside
• Clear 100% of the Buena Vista Creek Channel Maintenance District • Track and monitor areas for plant and trash removal for flood capacity purposes • Track and monitor service times to ensure timely service for service requests • Complete Phase 2 of Citywide Streetlight Replacement Program

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Citywide Streetlight Replacement Program
Phase 2
planning
complete
Audit and
bid of
Phase 2
complete
Phase 2
program
completed
% of Buena Vista Channel cleaned and reported for
permitting 100% 100% 100%
May 23, 2023
Item #9 Page 99 of 384
+
+

CITY OF CARLSBAD

D-26
PUBLIC WORKS |
UTILITIES: SUMMARY

UTILITIES
• Potable Water Operations
• Recycled Water Operations
• Wastewater Operations

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 5,025,225$ 5,538,360$ 6,423,971$ 6,883,606$ Retirement Benefits 1,786,928 1,651,672 1,517,057 1,494,179 Health Insurance 910,027 944,651 982,043 1,210,607 Other Personnel Expenses 753,440 (1,281,540) 303,472 327,775 Personnel Services Subtotal 8,475,620 6,853,143 9,226,543 9,916,167 Operating Expenses
Professional & Contract Services 13,077,777 12,700,325 16,567,837 18,382,403 Supplies & Materials 28,380,456 28,976,575 31,665,871 34,826,472 Repair & Maintenance 437,870 437,116 579,693 433,521 Interdepartmental Charges 4,808,776 5,153,827 5,618,106 6,862,721 Other Operating Expenses 12,648,726 11,151,597 14,227,621 19,248,629 Capital Outlay 512,467 77,638 36,250 7,150 Operating Expenses Subtotal 59,866,072 58,497,078 68,695,378 79,760,896 TOTAL EXPENDITURES 68,341,692$ 65,350,221$ 77,921,921$ 89,677,063$ Full Time Positions 61.95 63.95 64.50 63.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 23, 2023
Item #9 Page 100 of 384
2023 -24 ANNUAL BUDGET

D-27
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS

Account: 5016310 Fund: Enterprise

ABOUT
To ensure safe, high-quality drinking water is available to Carlsbad Municipal Water District customers on-demand, the CMWD provides ongoing operation and maintenance of the following:
nine storage reservoirs or tanks, 457 miles of pipeline, 17 pressure zones, 71 pressure regulating stations, three pumping stations, 14,327 valves, 4,481 fire hydrants and 30, 446 potable meters.

CMWD purchases potable water from its wholesale water provider, San Diego County Water Authority, which includes desalinated water from the Carlsbad Desalination Plant.

SERVICES
• Operate and maintain reservoirs, pressure regulating stations, pump stations, transmission and distribution pipelines, valves, meters and other appurtenances • Deliver reliable, safe drinking water and fire flow demand • Comply with all water-related health, safety, and environmental regulations including state and federal drinking water standards for water quality sampling and reporting • Implement effective water conservation and rebate programs, including public education , leak detection studies, leak repair and compliance with conservation laws • Work with other water agencies and the San Diego County Water Authority on regional water-related projects and budgets

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 2,456,258$ 2,775,502$ 3,020,543$ 3,297,868$ Retirement Benefits 853,829 777,841 707,921 722,595 Health Insurance 532,524 539,133 456,572 603,202 Other Personnel Expenses 932,144 (934,811) 142,351 159,114 Personnel Services Subtotal 4,774,755 3,157,665 4,327,387 4,782,779 Operating Expenses
Professional & Contract Services 7,339,768 7,250,138 8,568,654 9,205,538 Supplies & Materials 25,652,887 26,320,138 28,010,084 31,440,899 Repair & Maintenance 299,762 384,355 361,250 290,050 Interdepartmental Charges 2,722,945 2,964,704 3,161,356 3,765,584 Other Operating Expenses 6,479,626 4,222,292 5,267,601 5,271,353 Capital Outlay 415,639 16,957 19,500 3,600 Operating Expenses Subtotal 42,910,627 41,158,584 45,388,445 49,977,024 TOTAL EXPENDITURES 47,685,382$ 44,316,249$ 49,715,832$ 54,759,803$ Full Time Positions 29.50 30.55 30.95 31.05
Hourly/FTE Positions 0.45 0.20 0.00 0.00
May 23, 2023
Item #9 Page 101 of 384

CITY OF CARLSBAD

D-28

RECENT ACCOMPLISHMENTS
• Developed and established a Utilities Reserve policy for fund stabil ity • Established new hydraulic modeling fees
• Performed regulation-required Lead and Copper sampling • Completed construction on the Carrillo Way water main rehabilitation • Built and calibrated the water distribution system hydraulic model now used to assess system capacity needs
• Completed inspection and cleaning of 10 potable reservoirs

GOALS
• Minimize costs while continuing to provide high levels of service at acceptable risk • Optimize asset management by increasing the use of technology to improve and manage the infrastructure system more efficiently and effectively
• Work with the State Department of Water Resources and the State Water Resources Control Board on implementation of regulations for Water Use Efficiency Standards • Create an inventory of lead service lines to comply with the new EPA Lead and Copper regulations
• Complete US Environmental Protection Agency-required sampling under the fifth Unregulated Contaminant Monitoring Rule that requires monitoring polyfluoroalkyl substances • Update the Potable Water Master Plan
• Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association • Initiate construction of the Palomar Airport waterline replacement project, water main replacements in the downtown and coastal areas, construction of one new pressure regulating station and replacement of two existing pressure regulating stations • Update the cost of services study and present updated rates to the Carlsbad Municipal Water District Board of Directors for approval

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Permanent reduction of 1.0 FTE by not filling vacant positions and reorganizing duties • Reduction of 2 vehicles from the Utilities Department fleet

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4
Meeting State Water Resources Control Board water use
efficiency standards Yes Yes Yes
May 23, 2023
Item #9 Page 102 of 384
2023 -24 ANNUAL BUDGET

D-29
PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS

Account: 5026310 Fund: Enterprise

ABOUT
The Carlsbad Municipal Water District owns the Carlsbad Water Recycling Facility located next to the Encina Wastewater Authority treatment plant. CMWD takes treated wastewater from that plant and further treats it to the State of California Title 22 recycled water quality standards and then delivers this water to customers for irrigation and certain industrial uses. This effort reduces the amount of wastewater that would normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence on imported drinking water, and provides customers with a reliable local supply of water for non-potable purposes. Recycled water is not subject to state water conservation requirements.

Delivery of this water includes the operation and maintenance of the recycled water system’s three storage tanks, four pump stations, three pressure-reducing stations, six pressure zones, 97 miles of pipelines, 1,050 valves, and 1,011 meters. CMWD’s Cross-Connection Control and Backflow program ensures a safe supply of drinking water by preventing cross-contamination from the recycled system into the potable system in accordance with federal and state regulations. CMWD also purchases and delivers recycled water from the Vallecitos Water District’s Meadowlark Water Reclamation Facility.

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,033,183$ 1,040,554$ 1,354,365$ 1,310,203$ Retirement Benefits 375,927 350,713 310,948 266,704 Health Insurance 141,496 143,591 189,818 176,778 Other Personnel Expenses 4,712 41,288 63,152 57,615 Personnel Services Subtotal 1,555,318 1,576,146 1,918,283 1,811,300 Operating Expenses
Professional & Contract Services 1,339,480 1,425,672 2,008,860 2,373,450 Supplies & Materials 2,397,182 2,361,161 3,034,650 3,023,586 Repair & Maintenance 61,170 19,524 66,743 22,743 Interdepartmental Charges 690,574 818,951 936,905 1,168,003 Other Operating Expenses 1,491,538 1,922,717 3,234,080 3,448,290 Capital Outlay 67,841 - 7,000 1,750 Operating Expenses Subtotal 6,047,785 6,548,025 9,288,238 10,037,822 TOTAL EXPENDITURES 7,603,103$ 8,124,171$ 11,206,521$ 11,849,122$ Full Time Positions 13.00 13.30 12.75 10.85
Hourly/FTE Positions 0.05 0.10 0.50 0.50
May 23, 2023
Item #9 Page 103 of 384

CITY OF CARLSBAD

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SERVICES
• Deliver recycled water for irrigation and some industrial uses through the recycled water system
• Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility, reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters • Treat wastewater to meet State of California Title 22 recycled water requirements • Perform inspections on systems and backflows to prevent cross connections and protect the potable water system
• Convert irrigation sites from potable water to recycled water as service becomes available

RECENT ACCOMPLISHMENTS
• Awarded $3 million in recycled water grants
• Completed the design of Phase 3 Recycled Water Reservoir (D-4) Tank • Performed annual backflow tests at 285 sites and inspections at 625 recycled use sites • Developed a Utilities Reserve policy

GOALS
• Complete construction of a 1.5-million-gallon recycled water storage tank • Complete Segment 5 conversions from potable to recycled water and connect customers to the expanded system
• Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association • Maintain recycled water cost at or below 75% of potable water irrigation cost • Perform tank inspections and cleaning for three recycled reservoirs • Update the cost of services study and present updated rates to the CMWD Board

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4
Cost of recycled water as a percent of potable water cost 71% 73% 75% May 23, 2023
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PUBLIC WORKS |
UTILITIES: WASTEWATER OPERATIONS

Account: 5116310 Fund: Enterprise

ABOUT
The Utilities Department is responsible for providing wastewater services to approximately 85,000 customers within the city’s service area. The Utilities wastewater mission is to prevent sewer spills and convey waste efficiently to the Encina Wastewater Authority’s treatment plant by properly managing, operating and maintaining all parts of the city’s sewer system. A portion of Carlsbad’s treated wastewater is diverted from the ocean outfall and sent to the Carlsbad Water Recycling Facility for further treatment. The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater lift stations and wet wells and about 273 miles of gravity mainlines, six miles of pressurized mains, and 6,168 access holes. The department implements a robust wastewater asset management program to minimize the total cost of owning and operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.

SERVICES
• Operate and maintain infrastructure such as lift stations, wet wells, gravity sewer mains, force mains, maintenance access holes and other elements • Collect wastewater and convey it to the Encina Wastewater Authority treatment plant • Conduct closed-circuit camera review of pipelines to determine pipeline integrity • Participate in the activities and budgets of the Encina Wastewater Authority as part of the Encina Joint Powers Authority
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,535,784$ 1,722,304$ 2,049,063$ 2,275,535$ Retirement Benefits 557,172 523,118 498,188 504,880 Health Insurance 236,007 261,927 335,653 430,627 Other Personnel Expenses (183,416) (388,017) 97,969 111,046 Personnel Services Subtotal 2,145,547 2,119,332 2,980,873 3,322,088 Operating Expenses
Professional & Contract Services 4,398,529 4,024,515 5,990,323 6,803,415 Supplies & Materials 330,387 295,276 621,137 361,987 Repair & Maintenance 76,938 33,237 151,700 120,728 Interdepartmental Charges 1,395,257 1,370,172 1,519,845 1,929,134 Other Operating Expenses 4,677,562 5,006,588 5,725,940 10,528,986 Capital Outlay 28,987 60,681 9,750 1,800 Operating Expenses Subtotal 10,907,660 10,790,469 14,018,695 19,746,050 TOTAL EXPENDITURES 13,053,207$ 12,909,801$ 16,999,568$ 23,068,138$ Full Time Positions 19.45 20.10 20.80 21.60
Hourly/FTE Positions 0.00 0.20 0.00 0.00
May 23, 2023
Item #9 Page 105 of 384

CITY OF CARLSBAD

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• Prevent wastewater spills to protect the environment
• Administer the city’s Fats, Oils and Grease program to prevent pipeline clogs and subsequent wastewater spills
• Conduct public outreach regarding what can go into drains to prevent spills and other issues

RECENT ACCOMPLISHMENTS
• Completed closed-circuit camera inspections of large-diameter interceptor sewers that convey wastewater from collector pipelines to the Encina Wastewater Authority treatment facility to assess their integrity
• Started construction of the Villas Lift Station Replacement project • Completed analysis of the North Batiquitos Lift Station force main • Achieved over 80% compliance at Carlsbad’s food service establishments for the 2022 Fats, Oils and Grease program inspections
• Updated the Sewer Spill Response Plan
• Awarded a contract to insert a liner to repair approximately five miles of clay gravity sewer mains throughout the city
• Completed the design of repairs and upgrades for sewer lift stations throughout the city • Completed the design for rehabilitation efforts of sewer mains and maintenance access hole improvements along Carlsbad Boulevard and Cannon Road
• Completed the design for increasing the size of the sewer pipeline on Kelly Drive • Developed a Utilities Reserve policy

GOALS
• Initiate an update to the Sewer Master Plan
• Meet or exceed the American Water Works Association benchmark rate for combined utilities for wastewater system reliability of 0.2 to 7.0 overflows per 100 miles of pipeline • Complete the generator replacement project at Poinsettia and Chinquapin lift stations for system reliability where the existing generators have met the end of their useful life • Initiate the design of upgrades at Poinsettia and Chinquapin lift stations • Clean sewer pipe in line with the department’s preventive maintenance schedule • Update the cost of services study and present updated rates to the City Council

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Rate of spills per 100 miles of pipe 0 0.358 <0.358
Department goal for amount of sewer pipe cleaned per year 100% 100% 100% May 23, 2023
Item #9 Page 106 of 384
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COMMUNITY SERVICES
The Community Services Branch includes programs, services and events that support Carlsbad's excellent quality of life. The branch includes the following key areas of focus:

• Community Service Administration
o Real Estate
• Community Development
• Housing & Homeless Services
• Library & Cultural Arts
• Parks & Recreation

These city service areas ensure the city’s
planning and building policies are carried
out, foster lifelong learning, support
strong neighborhoods, administer
affordable housing and homeless response
programs, attend to the community’s
health and wellness, and promote
transparency in government.

Gary Barberio
Deputy City Manager, Community Services

442-339-2822

[email protected]

May 23, 2023
Item #9 Page 107 of 384

CITY OF CARLSBAD

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May 23, 2023
Item #9 Page 108 of 384

COMMUNITY SERVICES BRANCH
Community Services

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COMMUNITY SERVICES |

ADMINISTRATION

Account: 0012410 Fund: General

ABOUT
The Community Services Branch provides programs and services that promote and support Carlsbad’s excellent quality of life. Community Services Administration provides leadership to the Community Services Branch.

SERVICES
Functional areas include department management, budget oversight, and real estate services. The Community Services Branch ensures that the city’s planning, land development engineering, building, and code enforcement policies are carried out, that affordable housing and homelessness programs are administered, that lifelong learning is fostered, that library and cultural arts services are delivered, that the city’s health and wellness are advanced through parks, recreation and senior services, and that the city’s real estate assets are well managed.

RECENT ACCOMPLISHMENTS
• Updated the city’s building codes to comply with new state building code • Implemented self-certification inspection program allowing qualified individuals to self- certify installation of minor improvements
• Implemented an online case tracking system simplifying the tracking of processing timelines in response to an internal audit recommendation
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 446,413$ 416,086$ 421,382$ 382,197$ Retirement Benefits 93,183 122,145 104,509 88,542 Health Insurance 58,369 57,361 60,862 37,759 Other Personnel Expenses 10,862 13,731 15,275 11,530 Personnel Services Subtotal 608,827 609,323 602,028 520,028 Operating Expenses
Professional & Contract Services 13,319 14,057 19,400 9,000 Supplies & Materials 14 678 4,850 2,200 Repair & Maintenance - - - - Interdepartmental Charges 30,900 38,496 43,639 52,433 Other Operating Expenses 941 1,025 6,000 1,750 Capital Outlay - - - - Operating Expenses Subtotal 45,174 54,256 73,889 65,383 TOTAL EXPENDITURES 654,001$ 663,579$ 675,917$ 585,411$ Full Time Positions 3.00 3.00 3.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 109 of 384

CITY OF CARLSBAD

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• Developed a State Mobile Home Park Inspection Program to meet state requirements • Revised the Vehicle Miles Travelled Guidelines to include updated options for mitigation • Amended the Grading Ordinance to clarify exemption allowances for smaller projects • Completed permit-ready accessory dwelling unit plans and updated the municipal code consistent with state law
• Worked with the Growth Management Citizens Committee to develop recommendations to update the Growth Management Plan and presented recommendations to the City Council • Received new state grant fund totaling $1,162,504 which will be used to support activities outlined in the Homelessness Action Plan
• Updated the Homelessness Action Plan which was approved by the City Council • Completed an upgrade of the audio-visual technology in the Exploration HUB • Completed the design phase of the technological upgrade of the Schulman Auditorium, Cannon Art Gallery and the Ann Kulchin Courtyard
• Completed Veterans Memorial Park master plan
• Completed new Civic Center site selection process

GOALS
• Complete the E-plan Review (Bluebeam) Pilot Program, which will allow staff to make corrections and comments directly onto electronically submitted development • Implement an automated solar permitting platform consistent with SB 379 allowing applicants to apply and receive a building permit for solar systems up to 38.4 kW in real time • Develop a program to address the removal, storage, and return of unpermitted signs in the public right of way
• Expand the Customer Self Service portal to allow for additional permit types • Obtain City Council approval of Objective Design Standards (Citywide & Village/Barrio) by summer 2023
• Implement a public facing data dashboard to provide access to homelessness programs and statistics
• Work with local partners to offer a small business community workshop series • Increase the number of historical documents accessible to the community by 10% • Re-establish a reading tutoring program for elementary school students • Initiate public outreach for Veteran’s Memorial Park and Chestnut Underpass public art • Award construction contract for Veterans Memorial Park • Complete comprehensive update of the city’s Real Estate Strategic Plan

May 23, 2023
Item #9 Page 110 of 384
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY

Summary level figures presented above for 2020-21 actuals include divisions now organized under the department Housing & Homeless Services, formed in 2021-22.

COMMUNITY DEVELOPMENT
• Administration
• Land Development Engineering
• Planning
• Building
• Code Enforcement

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 5,777,438$ 5,010, 684$ 5,603,577$ 5,644,085$ Retirement Benefits 1,991,612 1,500,121 1,262,610 1,250,462 Health Insurance 806,470 716,552 873,634 925,126 Other Personnel Expenses 172,001 195,485 228,825 213,684 Personnel Services Subtotal 8,747,521 7,422,842 7,968,646 8,033,357 Operating Expenses
Professional & Contract Services 1,927,057 1,637,536 955,683 1,305,683 Supplies & Materials 278,436 96,500 97,114 97,314 Repair & Maintenance 65 777 370 370 Interdepartmental Charges 1,280,325 1,094,448 1,337,437 1,550,984 Other Operating Expenses 9,635,563 38,518 25,450 25,250 Capital Outlay 4,213,749 - - - Operating Expenses Subtotal 17,335,195 2,867,779 2,416,054 2,979,601 TOTAL EXPENDITURES 26,082,716$ 10,290,621$ 10,384,700$ 11,012,958$ General Fund 10,715,350$ 10,276,086$ 10,384,700$ 11,012,958$ Special Revenue Fund 15,127,464$ 14,535$ -$ -$ TOTAL FUNDING 25,842,814$ 10,290,621$ 10,384,700$ 11,012,958$ Full Time Positions 61.75 53.00 52.00 52.00
Hourly/FTE Positions 12.00 9.00 9.00 7.00
May 23, 2023
Item #9 Page 111 of 384

CITY OF CARLSBAD

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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: ADMINISTRATION

Account: 0013010-0013012 Fund: General

ABOUT
Community Development Administration provides leadership, financial assistance, and administrative support for the delivery of land development programs and services; plans for the efficient use of resources and facilities; and provides liaison services, resource assistance and technical guidance to the Planning Commission and City Council. Community Development Administration adds value to organizational processes and procedures to ensure best practices are implemented and that they support the broader goals of the organization.

SERVICES
 Provide organizational leadership and administrative support  Manage and oversee operating budget
 Manage contract administration and records
 Support the department’s business systems and technology

RECENT ACCOMPLISHMENTS
 Expanded the Customer Self Service Portal allowing customers to view their status on building plan checks and access plan check comments for all building permit applications 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 842,027$ 919,967$ 925,334$ 971,639$ Retirement Benefits 276,853 253,252 222,690 229,982 Health Insurance 112,639 131,212 140,799 149,355 Other Personnel Expenses 22,528 33,083 35,967 34,396 Personnel Services Subtotal 1,254,047 1,337,514 1,324,790 1,385,372 Operating Expenses
Professional & Contract Services 63,921 154,694 35,000 35,000 Supplies & Materials 44,160 31,004 44,387 44,387 Repair & Maintenance - - 20 20 Interdepartmental Charges 211,596 168,132 341,090 244,918 Other Operating Expenses 1,239 3,992 3,700 3,700 Capital Outlay - - - - Operating Expenses Subtotal 320,916 357,822 424,197 328,025 TOTAL EXPENDITURES 1,574,963$ 1,695,336$ 1,748,987$ 1,713,397$ Full Time Positions 6.45 7.00 7.00 7.00
Hourly/FTE Positions 2.50 2.50 1.00 0.50
May 23, 2023
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E-7
• Expanded the online appointment system to offer customers a self -help tool to book new submittal appointments online for building, planning and land development engineering • Posted new bulletins to help the public understand complex and evolving land use issues • Leveraged EnerGov to send system emails to customers during the bui lding plan check process to keep them better informed
• Successfully executed a significant EnerGov systems upgrade • Updated the Community Development website with new content and improved organization/resources

GOALS
• Further expanded use of the Customer Self Service Portal to allow the submittal and review of more complex permit types
• Complete the Bluebeam Pilot Program, which will allow staff to make corrections and comments directly onto electronically submitted development plans and studies • Continue to identify and implement process improvements that help simplify and streamline permit intake, routing, and customer service delivery and/or interactions

May 23, 2023
Item #9 Page 113 of 384

CITY OF CARLSBAD

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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING

Account: 0013110
0013120
Fund: General

ABOUT
The Land Development Engineering Division ensures that all grading and public improvements required for new development projects and work in the public right-of-way comply with adopted codes and engineering standards.

SERVICES
• Review and process requests to subdivide land
• Perform plan checking and permitting for grading and public improvements projects • Provide flood plain administration and residential assistance • Conduct transportation impact review and analysis for development projects • Maintain the engineering section of the public counter • Provide customer service and effective public information

RECENT ACCOMPLISHMENTS
• Revised the Vehicle Miles Travelled Guidelines to include updated options for mitigation and additional information to help applicants
• Amended the Grading Ordinance to clarify exemption allowances for smaller grading projects
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,144,984$ 1,170,996$ 1,222,160$ 1,244,455$ Retirement Benefits 389,669 342,375 292,107 277,660 Health Insurance 184,518 200,704 217,650 223,862 Other Personnel Expenses 33,239 43,016 51,404 46,675 Personnel Services Subtotal 1,752,410 1,757,091 1,783,321 1,792,652 Operating Expenses
Professional & Contract Services 246,079 253,535 220,183 220,183 Supplies & Materials 3,812 3,081 4,400 4,400 Repair & Maintenance - - - - Interdepartmental Charges 147,116 227,256 228,275 308,214 Other Operating Expenses 3,199 3,064 4,700 4,700 Capital Outlay - - - - Operating Expenses Subtotal 400,206 486,936 457,558 537,497 TOTAL EXPENDITURES 2,152,616$ 2,244,027$ 2,240,879$ 2,330,149$ Full Time Positions 11.00 11.00 11.00 11.00
Hourly/FTE Positions 1.00 1.00 1.50 1.50
May 23, 2023
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E-9
• Created an interactive VMT map for public use
• Issued 1,102 engineering permits
• Performed 2,817 reviews for ministerial and discretionary permits

GOALS
• Ensure discretionary plan check review is completed within 21 days of submittal, at least 80% of the time
• Ensure building permit plan check review is completed within 14 days of submittal, at least 80% of the time
• Continue to expand implementation of the Customer Self Service Portal to allow processing of additional permit types, such as right-of-way permits • Update Grading Ordinance to clarify inconsistencies and memorialize current practices • Continue to refine procedures and adopt new technology to enhance the customer experience

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Discretionary permit plan check reviews completed within 21 days of submittal 68% 84% 88%
Building permit plan check reviews completed within 14 days of submittal 84% 81% 80%

May 23, 2023
Item #9 Page 115 of 384

CITY OF CARLSBAD

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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: PLANNING

Account: 00132XX Fund: General
ABOUT
The Planning Division is responsible for developing, updating, and maintaining the city’s land use regulations (i.e., General Plan, Local Coastal Program, and Zoning Ordinance) pursuant to City Council direction and state mandates as well as ensuring new growth and development complies with those established regulations.

SERVICES
 Maintain and modify plans, ordinances, and policies for the long-range development and sustainability of the city
 Ensure new development adheres to all applicable land use codes, policies, and regulations  Complete environmental review of all private and public projects for compliance with the California Environmental Quality Act and the city’s Environmental Protection Procedures  Respond to questions and inquiries related to permit processing and development standards
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,835,246$ 1,779,631$ 2,041,387$ 2,022,884$ Retirement Benefits 650,335 560,360 493,486 452,321 Health Insurance 219,870 205,721 268,185 289,155 Other Personnel Expenses 54,340 70,115 86,973 75,456 Personnel Services Subtotal 2,759,791 2,615,827 2,890,031 2,839,816 Operating Expenses
Professional & Contract Services 552,889 508,709 201,000 551,000 Supplies & Materials 36,511 38,821 32,650 32,650 Repair & Maintenance 5 287 - - Interdepartmental Charges 260,976 313,044 360,431 424,868 Other Operating Expenses 21,284 22,460 11,400 11,400 Capital Outlay - - - - Operating Expenses Subtotal 871,665 883,321 605,481 1,019,918 TOTAL EXPENDITURES 3,631,456$ 3,499,148$ 3,495,512$ 3,859,734$ General Fund 3,614,495$ 3,484,613$ 3,495,512$ 3,859,734$ Special Revenue 16,961 14,535 - - TOTAL FUNDING 3,631,456$ 3,499,148$ 3,495,512$ 3,859,734$ Full Time Positions 20.00 20.00 20.00 19.00
Hourly/FTE Positions 1.00 1.00 1.50 2.00
May 23, 2023
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• Provide technical support to the Planning Commission and the City Council • Continuously enhance permit review process for efficiencies and implement streamlined permitting processes

RECENT ACCOMPLISHMENTS
• Conducted public engagement activities and gathered input on Housing Element Update Site Selection, from which the City Council endorsed two maps for further environmental review
• Issued a Conditional Use Permit for the Orion Center project • Completed permit-ready accessory dwelling unit plans and updated the Municipal Code for consistency with state law
• Coordinated with California Coastal Commission staff in their review of the city’s application for a Comprehensive Local Coastal Program Amendment
• Worked with the City Council-appointed Growth Management Citizens Committee to develop recommendations to update the current Growth Management Plan and presented report of these recommendations to the City Council

GOALS
• Ensure discretionary plan check review is completed within 30 days of submittal, at least 90% of the time
• Ensure building permit plan check review is completed within 14 days of submittal, at least 80% of the time
• Complete environmental review and present Housing Element maps for City Council consideration by spring 2024
• Present Objective Design Standards inside and outside Village & Barrio Master Plan for City Council consideration by summer 2024

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Discretionary permit plan check reviews completed within 30 days of submittal 86.3% 80% 90%
Building permit plan check reviews completed within 14 days of submittal 69.6% 54.7% 80%

May 23, 2023
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CITY OF CARLSBAD

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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: BUILDING

Account: 0013610 Fund: General

ABOUT
The Building Division staff are the main point of contact for individuals wanting to build or modify a structure on their property. Building staff provide guidance and review projects for conformance with state and local building standards. Once a permit has been issued to authorize construction, a building inspector is assigned to help the property owner ensure that the contractor’s work is consistent with approved plans.

SERVICES
• Conduct fee assessment, plan review, permit issuance and inspection for compliance with state and local codes including recycling, stormwater, energy generation and conservation • Respond to questions and inquiries related to permit processing and construction standards • Provide information related to ongoing construction projects and historical building records • Maintain records during construction and prepare files for electronic conversion following final approval

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 760,441$ 740,058$ 925,249$ 833,044$ Retirement Benefits 267,350 229,988 203,191 180,528 Health Insurance 150,355 127,233 164,413 153,419 Other Personnel Expenses 23,498 30,194 40,944 33,258 Personnel Services Subtotal 1,201,644 1,127,473 1,333,797 1,200,249 Operating Expenses
Professional & Contract Services 386,470 664,436 449,000 449,000 Supplies & Materials 3,233 3,971 4,127 4,127 Repair & Maintenance 23 457 250 250 Interdepartmental Charges 214,733 260,016 270,324 361,643 Other Operating Expenses 1,036 5,224 2,700 2,700 Capital Outlay - - - - Operating Expenses Subtotal 605,495 934,104 726,401 817,720 TOTAL EXPENDITURES 1,807,139$ 2,061,577$ 2,060,198$ 2,017,969$ Full Time Positions 10.00 10.00 10.00 9.00
Hourly/FTE Positions 1.00 1.00 1.50 1.00
May 23, 2023
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RECENT ACCOMPLISHMENTS
• Issued over 4,756 building permits valued at over $149 million in 2022 • Conducted over 15,000 building inspections in 2022
• Updated the city’s building code and standards to comply with new state building code that became active January 2023
• Implemented self-certification inspection program that allows qualified individuals to self- certify installation of minor improvements

GOALS
• Ensure building plan check review is completed within 14 days of submittal, at least 80% of the time
• Ensure building permit inspections occur within 24 hours of request, at least 80% of the time • Implement an automated solar permitting platform consistent with Senate Bill 379 to allow applicants to apply for and receive an approved residential building permit for solar systems up to 38.4 kW in real time

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Building permit plan check reviews completed within 14 days of submittal 66% 70% 80%
Building inspections completed within 24 hours of request 100% 100% 100% May 23, 2023
Item #9 Page 119 of 384

CITY OF CARLSBAD

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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: CODE ENFORCEMENT

Account: 0013620 Fund: General

ABOUT
The Code Enforcement Division, working with residents and its partner enforcement agencies, is tasked with enforcing the city’s laws that govern land use and quality of life issues, including public nuisances, safety, and welfare. The purpose of these laws, and their enforcement, is to help maintain safe and healthy living and working conditions for the members of the community. The division’s approach is not to be punitive, but to first attempt to achieve compliance through education before more formal enforcement methods like citations are applied.

SERVICES
• Enforce zoning, building, general property maintenance, and other municipal codes • Conduct inspections of alleged violations received from resident and business complaints • Assist individuals on how to secure required permits and/or obtain compliance with applicable codes
• Collaborate with partner enforcement agencies on overlapping enforcement cases • Ensure that residents are aware and follow rules on short-term vacation rentals

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 487,360$ 400,032$ 489,447$ 572,063$ Retirement Benefits 131,233 114,146 51,136 109,971 Health Insurance 62,771 51,682 82,587 109,335 Other Personnel Expenses 15,270 19,077 13,537 23,899 Personnel Services Subtotal 696,634 584,937 636,707 815,268 Operating Expenses
Professional & Contract Services 17,416 56,162 50,500 50,500 Supplies & Materials 7,048 19,623 11,550 11,750 Repair & Maintenance 14 33 100 100 Interdepartmental Charges 23,641 126,000 137,317 211,341 Other Operating Expenses 4,526 3,778 2,950 2,750 Capital Outlay - - - - Operating Expenses Subtotal 52,645 205,596 202,417 276,441 TOTAL EXPENDITURES 749,279$ 790,533$ 839,124$ 1,091,709$ Full Time Positions 5.00 5.00 4.00 6.00
Hourly/FTE Positions 3.50 3.50 3.50 2.00
May 23, 2023
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RECENT ACCOMPLISHMENTS
• Developed a procedural manual to serve as both a training and operations resource guide for staff in response to an internal audit recommendation • Developed Administrative Order No. 92 – Code Enforcement Officer Safety Standards in accordance with State Senate Bill 296
• Developed specific reports to show key performance indicators that started July 1 • Developed and implemented an online tracking system that simplifies the tracking of case processing timelines, as reflected in the Code Enforcement Case Prioritization and Process Guide in response to an internal audit recommendation
• Developed a State Mobile Home Park Inspection Program for the California Department of Housing and Community Development Mobile Home Park Maintenance inspections

GOALS
• Develop a program that addresses the removal/storage/return of unpermitted signs in the public right-of-way
• Develop and expand enforcement tracking system to improve operations management • Ensure Category 1 cases unsafe & hazardous conditions are closed within three days of complaint, at least 80% of the time
• Ensure Category 2 cases nuisance & blight-causing conditions are closed within 30 days of complaint, at least 80% of the time
• Ensure Category 3 cases miscellaneous violation conditions are closed within 50 days of complaint, at least 80% of the time

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Percent of Category 1 cases closed within three businesses days of complaint 100% 100% 100%
Percent of Category 2 cases closed within 30 businesses days of complaint 70% 81% 80%
Percent of Category 3 cases closed within 50 businesses days of complaint 67% 89% 90%

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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUMMARY

Summary level figures presented above for 2019-20 and 2020-21 actuals exclude divisions formerly organized under the department Community Development, as Housing & Homeless Services was formed in 2021-22.

HOUSING & HOMELESS SERVICES
• Housing Services
• Homeless Services
• Affordable Housing Programs
• Federally Funded Community Assistance Programs
• Successor Agency

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages -$ 993,770$ 1,654,810$ 1,670,299$ Retirement Benefits - 280,853$ 377,017 361,984 Health Insurance - 102,832$ 264,423 265,173 Other Personnel Expenses - 38,517 68,761 63,325 Personnel Services Subtotal - 1,415,972 2,365,011 2,360,781 Operating Expenses
Professional & Contract Services - 1,169,814 1,747,672 1,616,141 Supplies & Materials - 404,995 261,642 291,037 Repair & Maintenance - 24 300 200 Interdepartmental Charges - 379,115 566,690 454,534 Other Operating Expenses - 11,189,525 11,266,663 13,558,886 Capital Outlay - 13,111 4,900 7,300 Operating Expenses Subtotal - 13,156,584 13,847,867 15,928,098 TOTAL EXPENDITURES -$ 14,572,556$ 16,212,878$ 18,288,879$ General Fund -$ 1,788,322$ 3,134,115$ 2,765,195$ Special Revenue Fund - 12,663,435$ 12,009,918$ 14,464,184$ Trust Fund - 120,799$ 1,068,845$ 1,059,500$ TOTAL FUNDING -$ 14,572,556$ 16,212,878$ 18,288,879$ Full Time Positions 0.00 14.00 16.00 16.00
Hourly/FTE Positions 0.00 3.00 1.81 1.53
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOUSING SERVICES

Account: 0012510
0012520
1502810
171
Fund: General
General
Special Revenue – Community Grants
Special Revenue – Agriculture Mitigation Fee

ABOUT
The Housing Services Division provides various programs, activities and services that assist in the effort to sustain an extraordinary Carlsbad community. These include disbursing community grants, delivering community education programs, funding the Carlsbad Service Center and supporting the Carlsbad Housing Commission.

SERVICES
• Provide financial assistance to community organizations, teams and special events that benefit and enrich residents in compliance with City Council policies • Fund projects that improve agricultural lands for continued agricultural production, protect and enhance the coastal and lagoon environment, improve lagoon nature centers , and restore beaches for public use through the Agricultural Conversion Mitigation Fee program • Provide community education programs, including the Carlsbad Student Leader Academy for high school students and CityStuff for third grade students 2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 225,817$ 307,167$ 681,860$ 553,155$ Retirement Benefits 145,286 90,825 149,968 112,138 Health Insurance 28,982 27,343 81,024 64,554 Other Personnel Expenses 8,467 13,308 26,578 19,640 Personnel Services Subtotal 408,552 438,643 939,430 749,487 Operating Expenses
Professional & Contract Services 267,595 250,995 339,217 270,000 Supplies & Materials 8,454 12,003 13,600 12,400 Repair & Maintenance 14 - - - Interdepartmental Charges 131,716 120,900 168,016 94,021 Other Operating Expenses 527 1,715 53,777 54,370 Capital Outlay - - - - Operating Expenses Subtotal 408,306 385,613 574,610 430,791 TOTAL EXPENDITURES 816,858$ 824,256$ 1,514,040$ 1,180,278$ General Fund 816,858$ 824,256$ 1,484,040$ 1,150,278$ Special Revenue - - 30,000 30,000 TOTAL FUNDING 816,858$ 824,256$ 1, 514,040$ 1,180,278$ Full Time Positions 3.78 4.50 5.17 4.17
H
ourly/FTE Positions 2.00 2.00 0.83 0.75
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• Provide low income and homeless services support, including funding to the Carlsbad Services Center, which offers temporary day labor employment services, employment training and readiness, access to benefits, basic needs, rental assistance and case management
• Administer the Minor Home Repair Program, which provides forgivable home repair loans to low-income households who own and occupy their home as their primary residence • Provide technical and administrative support to the Carlsbad Housing Commission

RECENT ACCOMPLISHMENTS
• Commenced the Carlsbad Student Leader Academy in February 2023 with 19 high school student participants
• Oversaw the CityStuff program offered to third grade students in 25 classrooms in partnership with 14 local elementary schools
• Administered the Affordable Housing Resale Program, including the acquisition of 11 units, of which nine have been resold to qualified low-income buyers. The remaining two units of the original 11 are undergoing repairs and anticipated to be sold by the end of 2023 calendar year. An additional four units have been acquired to-date, of which one has been sold, and three are anticipated to be sold by the end of 2023 calendar year. • Facilitated affordable housing projects: 419 dwelling units affordable to moderate, low, very low, and extremely low households are either under construction, approved and pending construction, or are currently moving through the permit approval process • Received new state grant fund totaling $1,162,504. The Permanent Local Housing Allocation funds will be used to support activities outlined in the Homelessness Action Plan, which was updated in February 2023. Staff will continue to apply for this ongoing funding source each year.

GOALS
• Implement the Community Activity Grant, Special Events Grant, Community Spirit Grant, and Winning Teams Grant programs, and process applications for assistance that are consistent with City Council policies
• Provide community education to 54 classrooms
• Continue to support the Agricultural Conversion Mitigation Fee program • Provide education focused on civic proficiency and leadership to Carlsbad youth • Provide technical and administrative support to the Carlsbad Housing Commission • Continue to support the Carlsbad Service Center

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Community Grants dispersed $6,000 $5,000 $5,000
Classrooms educated 3 25 54

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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOMELESS SERVICES

Account: 0012540 Fund: General

ABOUT
The Homeless Services Division is responsible for leading all strategies, initiatives and actions related to the city’s goal of addressing the complex needs of individuals experiencing or at risk of experiencing homelessness in a compassionate and effective manner and reduce the impacts of homelessness on the community. This division uses best practices, community input and feedback from people with lived experience to implement solutions to prevent and reduce homelessness. The strategies and initiatives surround three main areas of focus: shelter and housing, outreach and access to services and public safety.

SERVICES
• Manage and implement the city’s Homelessness Action Plan • Provide housing navigation services for persons at-risk of or experiencing homelessness in the city
• Oversee the homeless outreach and case management contract • Offer short-term emergency boarding for animals of a person experiencing homelessness within the city via contract services with San Diego Humane Society • Manage a rapid rehousing contract with Community Resource Center that helps individuals and households experiencing homelessness within the city 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages -$ 299,810$ 463,317$ 479,026$ Retirement Benefits - 62,181 116,301 111,299 Health Insurance - 32,200 80,283 73,405 Other Personnel Expenses - 7,290 18,757 17,235 Personnel Services Subtotal - 401,481 678,658 680,965 Operating Expenses
Professional & Contract Services - 558,126 889,500 863,000 Supplies & Materials - 3,005 16,250 16,000 Repair & Maintenance - - - - Interdepartmental Charges - - 62,417 46,449 Other Operating Expenses - 1,454 3,250 1,127,629 Capital Outlay - - - - Operating Expenses Subtotal - 562,585 971,417 2,053,078 TOTAL EXPENDITURES -$ 964,066$ 1,650,075$ 2,734,043$ Full Time Positions 0.00 3.50 4.00 4.10
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Oversee a contract with the Catholic Charities Diocese of San Diego to provide two licensed clinicians to provide staff at the La Posada de Guadalupe Emergency Shelter with training, allowing the facility to operate as a low barrier shelter • Manage a contract with OrgCode Consulting to provide training and technical assistance at the La Posada de Guadalupe shelter
• Implement a contract with Community Resource Center to provide employment and benefits services to people experiencing homelessness
• Oversee the contract with Urban Corps for citywide abandoned items and litter removal services related to homeless encampments
• Oversee a contract with Rocket John’s providing restroom and sanitation services in locations around the city
• Engage with community residents and businesses through regular communication efforts • Coordinate with neighboring jurisdictions and county resources on regional issues related to homelessness
• Oversee the limited-term motel voucher program

RECENT ACCOMPLISHMENTS
• Updated the Homelessness Action Plan
• Began work on the City Council-approved strategic plan goal addressing the complex needs of individuals experiencing or at risk of experiencing homelessness in a compassionate and effective manner and reduces the impacts of homelessness on the community • Engaged with 749 unduplicated individuals experiencing homelessness in the city via city - funded homelessness service programs, assisted with transitioning 62 people into permanent housing, placed 110 people into emergency shelters and cleaned up 50 encampments • Implemented a contract with Community Resource Center for an employment and benefits specialist to help connect people to disability and social security benefits, CalWORKS, CalFresh, Veteran benefits, employment programs, and other aid programs • Secured a competitive County Emergency Housing Solutions Grant of $2 million from the County of San Diego to support the expansion of the La Posada de Guadalupe shelter • Assisted 37 households with 95 nights in the short-term motel voucher program • Hosted a mobile homeless court and resource fair with 58 individuals attending

GOALS
• Enhance the quality of life for everyone in Carlsbad by adopting and implementing an updated Homelessness Action Plan that addresses the complex needs of individuals experiencing or at risk of experiencing homelessness in a compassionate and effective manner and reduces the impacts of homelessness on the community • Implement a public facing dashboard of data on homelessness programs and statistics • Start construction on La Posada expansion and new dashboard for measurements of goals

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Unduplicated homeless persons served 749 700 700
Shelter placements 110 110 120
Persons housed 62 70 70
Encampments cleared 50 30 30
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: AFFORDABLE HOUSING PROGRAMS

Account: 133
134
806
Fund: Special Revenue – Affordable Housing Trust

Special Revenue – Tyler Court Apartments

ABOUT
The city is a regional leader in the provision of affordable housing. The Affordable Housing Trust Fund Program is the city’s primary source of affordable housing funding for low -income households. The Affordable Housing Trust Fund collects fees generated from the Inclusionary Housing In -Lieu Fee and the sale of affordable housing credits that satisfy a developer’s inclusionary housing obligation as well as loan repayments from existing developments. With these funds, the city provides affordable housing programs and low income and homeless services support, and fina ncial assistance for residential developments that provide housing opportunities to low -income households. The city also owns Tyler Court Senior Apartments, a 75-unit senior apartment complex. This complex provides for 100% affordable housing to senior households with incomes at 30% and 50% of the San Diego County Area median incomes. The city has an agreement with a third party to manage the day- to-day operations of the apartment complex. The property is intended to remain a senior -only development according to its approved conditional use permit and continues to have income and rent restrictions to be affordable to very low and extremely low-income households.

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 102,028$ 20,667$ 53,332$ 97,639$ Retirement Benefits 36,004 14,885 11,645 22,526 Health Insurance 8,095 3,474 15,956 18,963 Other Personnel Expenses 3,287 2,559 2,626 4,012 Personnel Services Subtotal 149,414 41,585 83,559 143,140 Operating Expenses
Professional & Contract Services 350,465 322,866 377,955 357,141 Supplies & Materials 158,521 381,112 217,627 253,672 Repair & Maintenance - - - - Interdepartmental Charges 127,920 64,224 71,059 58,423 Other Operating Expenses 148,765 329,655 181,001 453,377 Capital Outlay 4,213,749 13,111 2,900 7,300 Operating Expenses Subtotal 4,999,420 1,110,968 850,542 1,129,913 TOTAL EXPENDITURES 5,148,834$ 1,152,553$ 934,101$ 1,273,053$ Full Time Positions 0.60 0.60 0.80 1.20
Hourly/FTE Positions 1.00 1.00 0.06 0.06
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SERVICES
• Provide affordable housing funding for low-income households via the Affordable Housing Trust Fund Program
• Continue to implement the Inclusionary Housing Ordinance by providing information to developers, the public, and city staff on the requirements of the ordinance • Negotiate and prepare affordable housing agreements and density bonus agreements • Assist with the development of low-income affordable housing developments from concept to construction
• Oversee the third-party managed Tyler Court Senior Apartments

RECENT ACCOMPLISHMENTS
• Broke ground on 206 affordable units across three projects

GOALS
• Administer the Housing Trust Fund in accordance with Council Policy No. 90 • Continue to work with residential developers with inclusionary housing require ments to produce additional homes affordable to lower-income households • Research and develop other programs and development opportunities to increase the supply of affordable housing for low-income households
• Preserve and improve the quality of the city’s existing housing stock • Continue to support the low-income senior community by offering affordable housing with income and rent restrictions
May 23, 2023
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: FEDERALLY FUNDED

COMMUNITY ASSISTANCE PROGRAMS

Account: 190
391
Fund: Special Revenue – Section 8 Housing
Special Revenue – Community Development Block Grant

ABOUT
The city receives federal grants that benefit the community and low-income households. The federally funded Section 8 Housing Choice Voucher rental assistance program provides monthly rental subsidies to very low-income households and processes new participants into the program as additional funds are available. The Community Development Block Grant program represents federal funds provided to the city to develop viable urban communities through the provision of decent housing, a suitable living environment and expanded economic opportunities for lower -income persons. This program is focused on providing specific benefits to low -income residents, with serving the city’s homeless population and providing affordable housing as the two highest priorities.

SERVICES
• Provide monthly rental subsidies to very low-income households and process new participants as for the federally funded Section 8 Housing Choice Voucher rental assistance program
• Assist low-income households with access to safe and sanitary rental housing • Ensure the Section 8 Housing Choice Voucher tenant-based rental assistance program is being administered in compliance with federal regulations and guidelines, the Carlsbad Administrative Plan, and the Public Housing Agency Plan 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 362,144$ 366,126$ 456,301$ 540,479$ Retirement Benefits 89,509 112,962 99,103 116,021 Health Insurance 39,219 39,815 87,160 108,251 Other Personnel Expenses 10,790 15,360 20,800 22,438 Personnel Services Subtotal 501,662 534,263 663,364 787,189 Operating Expenses
Professional & Contract Services 37,214 37,827 111,000 96,000 Supplies & Materials 12,084 8,875 14,165 8,965 Repair & Maintenance 9 24 300 200 Interdepartmental Charges 116,631 186,707 257,528 255,641 Other Operating Expenses 9,294,069 10,743,186 9,997,460 10,894,010 Capital Outlay - - 2,000 - Operating Expenses Subtotal 9,460,007 10,976,619 10,382,453 11,254,816 TOTAL EXPENDITURES 9,961,669$ 11,510,882$ 11,045,817$ 12,042,005$ Full Time Positions 4.00 5.40 6.03 6.53
Hourly/FTE Positions 0.00 0.00 0.93 0.73
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• Achieve and maintain a lease rate that fully utilizes Section 8 Housing Choice Voucher program funding allocation
• Enable unemployed, under-employed, or under-educated low-income families to achieve economic independence from welfare
• Administer the CDBG program representing federal funds provided to the city • Prepare and implement a five-year consolidated plan and Annual Action Plan for submittal to U.S. Department of Housing and Urban Development
• Provide staff support to the CDBG Funding Advisory Committee and the City Council in the selection process for activities to be included in the CDBG Program • Ensure that documentation is maintained to meet compliance with HUD established guidelines for continued CDBG funding
• Monitor activities of grant sub-recipients to ensure proper use of funds • Prepare the Consolidated Annual Performance and Evaluation Report for public review and comment and final submission to HUD
• Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute counseling and education program

RECENT ACCOMPLISHMENTS
• Provided monthly rental assistance to 575 very low and extremely low-income households, an increase of 25 households
• Received Section 8 Housing Choice Voucher funding to assist 16 additional households with rental assistance
• Funded four public service organizations and one fair housing provider resulting in supportive services being provided to approximately 1,215 Carlsbad residents in low-income and special needs populations, and assistance in the prevention of hom elessness and reduction of the homeless population
• Amended the fiscal year 2022-23 Annual Action Plan for the CDBG Program to allocate $996,112 in additional funds received through Program Income and unspent funds from prior year projects

GOALS
• Continue to operate the Section 8 Housing Choice Voucher program effectively and seek additional funding to serve more clients as opportunities arise • Complete processing of rental assistance vouchers for 25 non-elderly, disabled participants • Complete and submit the fiscal year 2022-23 Consolidated Annual Plan Evaluation Report and fiscal year 2023-24 Annual Action Plan
• Update CDBG policies and procedures to allow funding allocations that best support the implementation of the homelessness action plan

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Clients receiving Rental Assistance 568 575 600
Dollar value of grants awarded to community organizations $501,113 $476,057 $476,057 May 23, 2023
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY

Account: 801, 811 Fund: Trust Fund – Successor Agency

ABOUT
The successor agency is responsible for preparing a recognized obligation payments schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment. This payment schedule is subject to approval by the countywide oversight board.

SERVICES
• Administer the successor agency, which is responsible for preparing a recognized obligation payment schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment • Participate in activities associated with the dissolution of the redevelopment agency • Ensure payment of all debt obligations as approved by the oversight board

RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2022 -23 for approval by the countywide oversight board
• Received loan repayment from the successor agency and funding for payment on redevelopment bond

GOALS
• Continue to take actions to dissolve the former redevelopment agency in a timely manner and ensure repayment of all approved debt obligations
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 17,391$ -$ -$ -$ Retirement Benefits 5,373 - - - Health Insurance 21 - - - Other Personnel Expenses 582 - - - Personnel Services Subtotal 23,367 - - - Operating Expenses
Professional & Contract Services 5,008 - 30,000 30,000 Supplies & Materials 4,613 - - - Repair & Maintenance - - - - Interdepartmental Charges 45,996 7,284 7,670 - Other Operating Expenses 160,918 113,515 1,031,175 1,029,500 Capital Outlay - - - - Operating Expenses Subtotal 216,535 120,799 1,068,845 1,059,500 TOTAL EXPENDITURES 239,902$ 120,799$ 1,068,845$ 1,059,500$ Full Time Positions 0.35 0.35 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SUMMARY

LIBRARY & CULTURAL ARTS
• Administration, Digital Initiatives & Special Projects • Circulation Services
• Adult & Teen Services, Genealogy & Carlsbad History Services • Children’s Services
• Collections & Technical Services
• Outreach, Literacy & Bilingual Services
• Cultural Arts

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 5,471,768$ 5,643, 950$ 6,665,560$ 6,563,356$ Retirement Benefits 1,509,419 1,275,142 1,140,395 1,101,347 Health Insurance 597,556 567,654 700,556 766,775 Other Personnel Expenses 152,820 211,284 253,406 244,754 Personnel Services Subtotal 7,731,563 7,698,030 8,759,917 8,676,232 Operating Expenses
Professional & Contract Services 398,850 561,814 734,375 720,722 Supplies & Materials 1,060,417 1,218,483 1,302,947 1,248,471 Repair & Maintenance 40,419 3,415 6,800 8,800 Interdepartmental Charges 2,852,698 3,191,426 3,362,870 3,127,532 Other Operating Expenses 416,135 518,442 453,733 473,063 Capital Outlay 14,333 8,307 - - Operating Expenses Subtotal 4,782,852 5,501,887 5,860,725 5,578,588 TOTAL EXPENDITURES 12,514,415$ 13,199,917$ 14,620,642$ 14,254,820$ General Fund 12,344,689$ 13,024,082$ 14,088,425$ 13,637,285$ Special Revenue Fund 169,726$ 175,835$ 532,217$ 617,535$ TOTAL FUNDING 12,514,415$ 13,199,917$ 14,620,642$ 14,254,820$ Full Time Positions 52.50 52.50 51.00 53.00
H
ourly/FTE Positions 62.06 63.66 61.95 53.42
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADMINISTRATION, DIGITAL

INITIATIVES & SPECIAL PROJECTS

Account: 0014010 Fund: General

ABOUT
Library & Cultural Arts Administration provides management and leadership for the delivery of library and cultural arts programs and services; plans for the efficient use of resources and facilities; coordinates relations with local, state and federal government agencies; and provides liaison services, resource assistance and technical guidance to Library Board of Trustees, Arts Commission, the Friends of the Carlsbad Library, the Carlsbad Library & Arts Foundation, the Carlsbad Friends of the Arts, and the Serra Cooperative Library System.

SERVICES
• Conduct strategic planning, set programs and services, and monitor and respond to industry trends and best practices
• Utilize data to develop meaningful performance metrics that show impact in the community and adjust services based on community needs
• Manage personnel and volunteer recruitment activities, develop and maintain policies and procedures, and provide centralized training services for all staff and volunteers • Develop, administer, and monitor budgets, contracts, grants, purchasing and accounting processes
• Plan, develop and implement technology solutions to effectively deliver services 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,033,474$ 1,151,422$ 1,120,970$ 1,162,425$ Retirement Benefits 378,464 333,065 282,520 249,848 Health Insurance 129,096 129,932 146,018 147,366 Other Personnel Expenses 29,224 40,134 43,950 40,086 Personnel Services Subtotal 1,570,258 1,654,553 1,593,458 1,599,725 Operating Expenses
Professional & Contract Services 70,370 76,705 18,000 14,000 Supplies & Materials 105,168 102,997 83,895 73,510 Repair & Maintenance 38,967 1,235 4,155 4,155 Interdepartmental Charges 689,278 763,200 997,493 807,042 Other Operating Expenses 408,610 514,221 452,630 473,063 Capital Outlay 14,333 8,307 - - Operating Expenses Subtotal 1,326,726 1,466,665 1,556,173 1,371,770 TOTAL EXPENDITURES 2,896,984$ 3,121,218$ 3,149,631$ 2,971,495$ Full Time Positions 12.00 12.00 10.00 10.00
Hourly/FTE Positions 3.82 3.82 3.37 2.92
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• Work with the Library Board of Trustees and the Arts Commission to ensure the department is responsive to community needs as represented by trustees and commissioners • Partner with support organizations including the Carlsbad Library & Arts Foundation, the Friends of the Carlsbad Library and Friends of the Arts to ensure endowments, donations and fundraising on behalf of the organization are appropriately used

RECENT ACCOMPLISHMENTS
• Integrated the library’s computer management system with the Parks & Recreation public computer labs so Parks & Recreation can utilize analytics and session management tools • Eliminated fines for late return of library materials, to align with industry best practices • Completed an upgrade of the audio-visual technology in the Exploration HUB • Returned volunteer opportunities to the majority of service areas • Initiated the process of centralizing data collection to improve access to performance metrics
• Updated the library’s patron automated materials handling system allowing for improved functionality and support
• Completed an update to the integrated library computer system that allows for a more diverse and inclusive library catalog
• Evaluated public computer usage resulting in a reduction of 25 computers across three facilities
• Provided direct access to over 4,000 digital magazines via the online catalog

GOALS
• Evaluate staff and community services and resources with an equity lens to improve overall accessibility and inclusion
• Improve use of metrics to determine usage of existing resources and to anticipate future community needs
• Upgrade the library’s patron and materials management system for improved functionality • Pursue information about patron traffic and usage by installing a new people counting and usage measuring system
• Pursue an upgrade of computer hardware and software in the Exploration HUB and move from a wired to wireless environment
• Pursue library material retrieval lockers to improve services to patrons outside of library hours
• Evaluate the changing patron needs for computers, printing and copying • Expand patron access to materials beyond the Carlsbad collection with a resource sharing program, Link+, through the Serra Cooperative Library System • Improve and formalize relationships with support organizations via Memorandums of Understanding
• Move Library Learning Center renovation project forward in the CIP process

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Number of contracts executed 112 105 110
Patron computer sessions: Mobile and in-house 116,340 143,440 160,000 Library visits 363,803 415,309 450,000
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COMMUNITY SERVICES|
LIBRARY & CULTURAL ARTS: CIRCULATION SERVICES

Account: 0014015 Fund: General

ABOUT
Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of all print and audiovisual materials.

SERVICES
• Respond to in-person, telephone and email account inquiries • Issue new and replacement library cards to borrowers and internet users • Circulate print and audiovisual materials and answer collection-related questions • Track reserved and overdue items and sort, organize and shelve all library materials • Collect fees, reconcile daily transactions and oversee collection agency accounts • Coordinate the city’s participation in countywide delivery and return of Serra Cooperative member library materials
• Collect retired flags from deposit boxes and deliver to the city’s Fire Department for proper disposal
• Conduct a regular inventory of the collection
• Maintain accuracy of user records through reports

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 885,675$ 876,879$ 1,006,963$ 996,633$ Retirement Benefits 133,425 111,216 99,025 105,755 Health Insurance 53,797 52,396 66,574 69,876 Other Personnel Expenses 24,572 36,227 41,484 40,964 Personnel Services Subtotal 1,097,469 1,076,718 1,214,046 1,213,228 Operating Expenses
Professional & Contract Services - - - - Supplies & Materials 7,206 5,145 12,500 12,500 Repair & Maintenance - - - - Interdepartmental Charges 113,364 143,316 185,231 165,702 Other Operating Expenses - - - - Capital Outlay - - - - Operating Expenses Subtotal 120,570 148,461 197,731 178,202 TOTAL EXPENDITURES 1,218,039$ 1,225,179$ 1,411,777$ 1,391,430$ Full Time Positions 4.50 4.50 5.00 5.00
Hourly/FTE Positions 20.68 20.68 20.68 18.30
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RECENT ACCOMPLISHMENTS
• Improved the quality of account records by finding and fixing data entry and formatting errors
• Implemented new shelving standards to improve the appearance, accessibility and circulation of the collection
• Improved standards and processes for circulation staff with regular division meetings and new training
• Made processes more flexible and sustainable by adding 4 new mobile circulation units

GOALS
• Cross-train staff in other divisions in circulation processes to reduce the number of account mistakes and to ensure patrons have a universal experience • Implement the Link+ system that allows users to borrow books from other libraries throughout California
• Update circulation policies and procedures that were changed or suspended during COVID - 19 Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Circulation of physical items 832,784 898,779 920,681
New library accounts 10,077 12,899 14,000

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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADULT & TEEN SERVICES,

GENEALOGY & CARLSBAD HISTORY SERVICES

Account: 0014016
0014025
Fund: General

ABOUT
Adult & Teen Services staff assists the public with information needs; locates library materials for patrons; provides instruction on resource use; performs research for the public, local business and government; and provides readers’ advisory assistance.

The Genealogy & Carlsbad History staff provides reference and instructional assistance to patrons researching their ancestry and preserves Carlsbad history materials for public research. The division works closely with the North San Diego County Genealogical Society to provide educational genealogy programs for the community

SERVICES
• Respond to in-person, telephone, email and text reference questions; provide instruction, classes and tours; assist the public with access to digital resources; and administ er services to homebound patrons; manage scheduling and use of the study rooms; provide library programs for adults and teens
• Support community outreach activities such as visits to schools, senior centers, farmers’ markets and other community groups
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,298,620$ 1,270,143$ 1,554,949$ 1,518,981$ Retirement Benefits 328,064 269,041 248,689 244,171 Health Insurance 113,439 97,206 117,034 153,298 Other Personnel Expenses 35,963 47,659 57,384 55,616 Personnel Services Subtotal 1,776,086 1,684,049 1,978,056 1,972,066 Operating Expenses
Professional & Contract Services - 1,455 3,700 700 Supplies & Materials 7,376 1,754 5,380 5,380 Repair & Maintenance 1,320 1,272 1,345 1,345 Interdepartmental Charges 932,376 1,003,188 1,011,766 1,066,514 Other Operating Expenses - - - - Capital Outlay - - - - Operating Expenses Subtotal 941,072 1,007,669 1,022,191 1,073,939 TOTAL EXPENDITURES 2,717,158$ 2,691,718$ 3,000,247$ 3,046,005$ Full Time Positions 11.00 11.00 11.00 12.00
Hourly/FTE Positions 15.35 15.35 14.87 11.90
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• Manage the selection and organization of print and digital genealogy and Carlsbad history resources, preserve archival collections and provide instruction and assistance to patrons of all ages researching genealogy or local history
• Coordinate with the North San Diego County Genealogical Society to schedule and provide free educational genealogy programs
• Provide leadership opportunities and community service volunteer hours for teens

RECENT ACCOMPLISHMENTS
• Launched the Job-Readiness Room in partnership with the Innovation & Economic Development Department, the Carlsbad Chamber of Commerce and Bendable, an outside vendor, to connect entry level job seekers to job interviews through a micro-credential online learning platform
• Re-established leadership opportunities for teens by offering volunteer and community service hours during the Summer Reading Adventure
• Hosted six successful author events that focused on local connections and diversity • Forged and renewed internal and external partnerships in programming and services including the Innovation & Economic Development Department, Carlsbad Unified School District, Senior Center, Carlsbad Community Gardens, Chamber of Commerce, Small Business Development Center and local retirement communities
• Restored pre-COVID-19 programs including the Grow Your Garden series, Books To Go outreach, business workshops, Teen Talent Show and school tours • Partnered with city departments to host three Fix-it Clinic programs, where community members can bring broken items such as surfboards, bikes, small appliances and clothes and work with local craftspeople for repair
• Expanded the Seed Library with new community partners and seed supplies • Established a new service to receive and evaluate proposals from the community for programs or services
• Added four new databases for a total of 47 adult and teen eResources • Worked with partner organization, North San Diego County Genealogical Society, to implement new virtual program hosting software

GOALS
• Work with local partners to offer a small business community workshop series • Establish a division programming team to give more staff opportunities for professional development
• Develop the architecture to add existing genealogy and Carlsbad history items to the new Digital Asset Management software
• Increase the number of historical documents accessible to the community by 10% • Create promotional materials to showcase the value of Genealogy & Carlsbad History services to the community

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Community members reached through outreach N/A 1,200 2,500 Carlsbad genealogy and history research provided to city and community 495 hours 550 hours 595 hours
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CHILDREN’S SERVICES

Account: 0014035 Fund: General

ABOUT
The Children’s Services Division supports the educational, literacy, informational, cultural and recreational needs of young patrons from babies through middle school -aged children. Youth-related reference and readers’ advisory services are also offered to parents, caregivers and teachers.

SERVICES
• Develop and present educational programs for children • Promote literacy and the enjoyment of reading by connecting children with books through personal interactions, programs and development of an age-appropriate collection • Support digital literacy for children by providing computers with early literacy programs, internet access and educational games as well as remote access to digital databases for homework assistance
• Answer reference questions and assist in using the collection and internet computers for research and homework
• Provide library instruction and tours for children and youth-related groups • Build community connections through story times, book talks and instructional sessions at local schools and special events throughout the city

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 565,302$ 525,604$ 710,926$ 732,806$ Retirement Benefits 173,313 144,599 128,812 127,739 Health Insurance 92,324 86,501 129,381 125,418 Other Personnel Expenses 16,692 21,745 27,872 27,857 Personnel Services Subtotal 847,631 778,449 996,991 1,013,820 Operating Expenses
Professional & Contract Services - - - - Supplies & Materials 770 4,454 2,900 5,223 Repair & Maintenance - - - - Interdepartmental Charges 353,532 376,188 339,359 299,294 Other Operating Expenses - - - - Capital Outlay - - - - Operating Expenses Subtotal 354,302 380,642 342,259 304,517 TOTAL EXPENDITURES 1,201,933$ 1,159,091$ 1,339,250$ 1,318,337$ Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 5.55 5.55 5.55 5.21
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RECENT ACCOMP LISHMENTS
• Expanded the prior pilot program to provide age-appropriate Maker Kits, which cover various STEAM concepts and include a book and activities for patrons to check out and complete at home
• Expanded the amount of in-person programming offered at all three locations • Improved systemwide story time presentations through staff trainings and story time program standards
• Made the Cole Children’s picture book area more attractive and interactive for children and families by working with the Facilities Department to paint two accent walls, install an art hanging system, and install tactile sensory wall tiles
• Increased outreach efforts resulting in a 30% increase in Summer Reading Adventure participation
• Installed a “traveling Story Walk” at four city park locations during the Summer Reading Adventure

GOALS
• Design and implement STEAM exploration and experiences for children and their families in the Leichtag Family Foundation Discovery Room at Dove Library • Conduct Children’s Services Summits to train all staff on the topics of outreach and collection development
• Reinstate large-scale in-person performances for children and families during the Summer Reading Adventure
• Showcase and promote 1,000 Books Before Kindergarten to weekly program participants • Promote early literacy services by increasing staff training on Early Literacy Stations

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
1000 Books Before Kindergarten participants 129 545 650 Summer Reading participants 1,063 1,529 1,900
Early Literacy Station users N/A 8,700 8,900

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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: COLLECTIONS & TECHNICAL SERVICES

Account: 0014040
1454010
1454011
Fund: General
Special Revenue-Gifts/Benefits
Special Revenue-Friends of the Library

ABOUT
Collections & Technical Services coordinates the selection of physical and electronic materials and manages collection development and maintenance for all library facilities. Staff catalog and prepare library materials for public use, evaluate new content formats, devise new cataloging and processing procedures and evaluate usage patterns for materials.

SERVICES
• Manage the selection of library materials in accordance with collection development policies and industry practices to continue to meet the educational, lifelong learning and entertainment needs of the community
• Source and purchase library materials, in physical and electronic format • Track the ordering and invoicing of materials, working with department and city staff to ensure timely payment to vendors
• Keep the catalog and collection organized, current, accurate and accessible • Optimize the location of library materials for the best user experience 2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 574,073$ 591,757$ 627,402$ 648,710$ Retirement Benefits 203,691 157,187 134,592 132,976 Health Insurance 81,715 77,462 81,757 79,887 Other Personnel Expenses 15,183 20,560 24,645 24,372 Personnel Services Subtotal 874,662 846,966 868,396 885,945 Operating Expenses
Professional & Contract Services 24,217 35,194 21,825 20,825 Supplies & Materials 816,803 978,176 1,031,564 946,261 Repair & Maintenance - - - - Interdepartmental Charges 180,228 191,100 185,284 193,776 Other Operating Expenses 117 - - - Capital Outlay - - - - Operating Expenses Subtotal 1,021,365 1,204,470 1,238,673 1,160,862 TOTAL EXPENDITURES 1,896,027$ 2,051,436$ 2,107,069$ 2,046,807$ General Fund 1,833,437$ 1,980,481$ 1,933,653$ 1,878,907$ Special Revenue Fund 62,590 70,955 173,416 167,900 TOTAL FUNDING 1,896,027$ 2,051,436$ 2,107,069$ 2,046,807$ Full Time Positions 7.00 7.00 7.00 7.00
H
ourly/FTE Positions 2.88 2.88 2.88 2.63
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• Broaden access to material outside the city’s collection via Interlibrary loan • Maintain, track and assess patron use of electronic and physical content to guide purchasing decisions

RECENT ACCOMPLISHMENTS
• Enhanced library collections and metadata in relation to diversity, equity and inclusion to reflect best practices in maintaining a timely, relevant, and welcoming collection • Implemented revisions to the library materials selection process to streamline workflow and staff training
• Supported an increase in community use of eBooks and audiobooks by shifting resources and collections planning
• Improved the purchasing process and library catalog maintenance with newly implemented technology
• Helped patrons find the most relevant materials with new software enhancements that improve search results
• Reassessed and enhanced patrons’ ability to find adul t non-fiction materials at the Georgina Cole Library by modifying labeling, shelving locations and database indexing

GOALS
• Perform a scheduled update of the Collection Development Policy to ensure both currency and continuity of high standards in collection management and present it to the Library Board of Trustees
• Create a new distinct graphic novel collection for adults • Work with Children’s Services staff to better organize children’s materials at each location • Work with other divisions to finalize changes to the library materials selection structure and process to streamline workflow and staff training
• Implement newly acquired software tools to help patrons find the most relevant materials

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
eBooks and audiobooks selected and added to collection 4,180 4,200 4,300 Physical items selected, cataloged, processed and added to collection 28,686 28,000 29,000

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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: OUTREACH, LITERACY & BILINGUAL SERVICES

Account: 001405X, 0014060
145013
145014
145015
145016
Fund: General
Special Revenue-Gartner Donation
Special Revenue-Benson Donation
Special Revenue-Falkenstein Donation
Special Revenue-Sutton Donation

ABOUT
The Library Learning Center offers general library programs and services in addition to providing special collections, outreach services and entertaining activities across all ages and stages of language and literacy learning. Bilingual Services, Literacy Services and Outreach & Strategic Partnership personnel collaborate to provide specialized library services and programs focused on language acquisition, learning and community building in English and Spanish.

SERVICES
• Provide access to English, Spanish, bilingual and literacy materials for all ages • Offer reading and writing help by trained volunteer tutors for English -speaking adults to meet their life goals
• Provide programs, story times, concerts, events and activities for all ages in English, Spanish, and bilingual formats
• Facilitate the Homework Zone program, which offers homework assistance to school -age students by volunteers and offer intensive reading help to elementary school -age children • Manage an accredited Career Online High School diploma program and support students • Develop partnerships and outreach opportunities to promote community connections and improve services systemwide
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 596,401$ 670,693$ 627,418$ 675,360$ Retirement Benefits 151,670 135,610 102,926 106,316 Health Insurance 64,202 65,936 51,961 58,436 Other Personnel Expenses 16,865 25,289 23,608 25,734 Personnel Services Subtotal 829,138 897,528 805,913 865,846 Operating Expenses
Professional & Contract Services 35,085 37,808 60,960 58,575 Supplies & Materials 104,707 73,611 134,154 177,366 Repair & Maintenance - 908 300 300 Interdepartmental Charges 511,188 573,169 514,681 461,770 Other Operating Expenses 5,824 4,221 - - Capital Outlay - - - - Operating Expenses Subtotal 656,804 689,717 710,095 698,011 TOTAL EXPENDITURES 1,485,942$ 1,587,245$ 1,516,008$ 1,563,857$ Full Time Positions 6.00 6.00 5.00 5.30
Hourly/FTE Positions 9.40 9.00 6.65 6.69
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RECENT ACCOMPLISHMENTS
• Resumed in-person programs, services and events and continued to offer virtual programs, to be inclusive, equitable and reach the broadest audience possible • Re-established English as a Second Language classes in partnership with MiraCosta College • Increased the number of Career Online High School participants • Renovated the Learning Center’s upstairs public service area for enhanced safety, ergonomics and customer service and procured design for first-floor renovations • Evaluated the efficacy of digital, virtual and in-person resources for the adult literacy program to rebalance programming to meet adult learners’ needs • Developed a department-wide outreach and marketing strategy and increased support and partnership with other city departments
• Launched State Parks Pass program in partnership with California State Library and California State Parks, making State Parks passes available to library patrons free of charge • Distributed over 3,000 free books obtained through community and San Diego Council on Literacy donations at public outreach and Books to Go events

GOALS
• Re-establish a reading tutoring program for elementary students • Refresh the literacy collection with additional materials emphasizing diverse topics and authors
• Develop new bilingual and Spanish-language family services programs to meet the community’s changing needs
• Collaborate with Cultural Arts to bring public art to the Library Learning Center • Finalize and adopt a department-wide outreach and marketing strategy • Increase feedback opportunities for the public through surveys, outreach and input v ia eNewsletter and website to improve library programs and services • Increase the number of Career Online High School participants

Performance Measure
FY 2022
Actual
FY 2023
Actual
FY 2024
Projected
Career Online High School enrollments 1 5 6
Bilingual program offerings 32 85 170
Active and current partners N/A 25 28

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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CULTURAL ARTS

Account: 001406X
148
175
Fund: General
Special Revenue-Special Events
Special Revenue-Schulman Endowment

ABOUT
Cultural Arts plans, promotes and carries out visual and performing arts programs, arts education activities, temporary and permanent public art and other cultural offerings to make connections among artists, cultural organizations, community groups, busin esses, residents and visitors that sustain and promote a thriving, diverse and creative city, aligned with the Arts & Culture Master Plan.

SERVICES
• Present visual arts exhibitions and performing arts at the Ruby G. Schulman Auditorium, the William D. Cannon Art Gallery and throughout the city
• Create, document and maintain the city’s permanent and temporary public art collection • Administer the Community Arts Grant program with review by the Arts Commission and participation of community arts stakeholders
• Offer educational programs for all ages and abilities, including Three -Part Art, Pop Up Art and STEAM reaching over 10,000 participants annually
• Host guest artist residencies, spanning all genres, to focus on expanded, interactive arts experiences
2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 518,223$ 557,452$ 1,016,932$ 828,441$ Retirement Benefits 140,792 124,424 143,831 134,542 Health Insurance 62,983 58,221 107,831 132,494 Other Personnel Expenses 14,321 19,670 34,463 30,125 Personnel Services Subtotal 736,319 759,767 1,303,057 1,125,602 Operating Expenses
Professional & Contract Services 269,178 410,652 629,890 626,622 Supplies & Materials 18,387 52,346 32,554 28,231 Repair & Maintenance 132 - 1,000 3,000 Interdepartmental Charges 72,732 141,265 129,056 133,434 Other Operating Expenses 1,584 - 1,103 - Capital Outlay - - - - Operating Expenses Subtotal 362,013 604,263 793,603 791,287 TOTAL EXPENDITURES 1,098,332$ 1,364,030$ 2,096,660$ 1,916,889$ General Fund 1,072,885$ 1,325,710$ 1,958,910$ 1,762,139$ Special Revenue Fund 25,447 38,320 137,750 154,750 TOTAL FUNDING 1,098,332$ 1,364,030$ 2,096,660$ 1,916,889$ Full Time Positions 5.00 5.00 6.00 6.70
H
ourly/FTE Positions 4.38 6.38 7.95 5.78
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• Present year-round performing arts series, including TGIF Concerts in the Parks, Showtime at the Schulman and Front Row Saturdays
• Curate a diverse selection of national and international films and documentaries, based on audience feedback, screened in the Schulman Auditorium
• Maintain partnerships with the Carlsbad Friends of the Arts, Carlsbad Library & Arts Foundation and the Chamber of Commerce

RECENT ACCOMPLISHMENTS
• Completed the design phase of the technological upgrade of the Schulman Auditorium, Cannon Art Gallery and the Ann Kulchin Courtyard
• Presented four exhibits in the Cannon Art Gallery, including both local artists and national touring exhibits
• Installed murals at Library Learning Center and the renovated New Village Arts Center • Curated a new multi-year exhibition in the Carlsbad Sculpture Garden • Installed the city’s first permanent glass public art at the newly built Fire Station 2 • Maintained partnership with Carlsbad Village Association through temporary art installations pairing local artists with businesses
• Added two new Community Arts Grants categories: two-year grants and emerging artists/organizations, to focus on sustainability and expanded art forms • Completed inaugural STEAM program with the Batiquitos Lagoon Foundation • Presented 15 live performances in the Schulman Auditorium with over 3,000 attendees • Relaunched TGIF Concerts in the Parks series after a two-year hiatus, celebrating its 35th anniversary
• Supported multiple citywide festivals with the mobile stage and Pop-Up Art experiences • Participated in the national Americans for the Arts Economic Study which documented the impact of arts spending on local, state and national economies

GOALS
• Evaluate progress on Arts & Culture Master Plan initiatives • Explore launching new Arts & Culture Master Plan initiatives with pilot programs for arts in the workplace and trail art
• Launch new partnership with The Forum, and continue the partnership with the Carlsbad Village Association in developing new temporary art experiences • Finalize plans for public transportation art at the Village & Barrio Traffic Circle and Chestnut Underpass
• Implement technology upgrades for the Schulman Auditorium, Cannon Art Gallery, and the Kulchin Courtyard
• Collaborate with Barrio Glassworks to present a glass exhibition in the Cannon Art Gallery • Initiate public outreach for Veteran’s Memorial Park and Chestnut Underpass public art • Expand guest artist residencies to include musical theatre for all ages and opera for kids • Double the number of attendees at STEAM programs in partnership with the Batiquitos Lagoon Foundation

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Permanent and temporary public art projects completed 6 5 6 Number of Arts & Culture Master Plan Initiatives
activated to date (out of 49 total) 15 20 25
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COMMUNITY SERVICES |
PARKS & RECREATION: SUMMARY

PARKS & RECREATION
• Administration
• Recreation
• Parks & Trail Maintenance
• Street Tree Maintenance & Median Maintenance
• The Crossings Golf Course

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 5,897,102$ 6,089,417$ 7,447,323$ 7,718,770$ Retirement Benefits 1,572,592 1,352,430 1,273,007 1,264,817 Health Insurance 559,345 570,125 861,278 884,968 Other Personnel Expenses 293,094 447,709 473,268 416,708 Personnel Services Subtotal 8,322,133 8,459,681 10,054,876 10,285,263 Operating Expenses
Professional & Contract Services 6,202,333 8,083,942 8,329,905 7,898,331 Supplies & Materials 872,007 972,957 1,166,558 1,055,818 Repair & Maintenance 7,916 3,690 5,020 1,934 Interdepartmental Charges 1,574,949 2,001,854 1,992,582 2,381,739 Other Operating Expenses 8,186,933 9,922,915 10,467,217 11,059,523 Capital Outlay 157,054 112,526 687,500 1,010,000 Operating Expenses Subtotal 17,001,192 21,097,884 22,648,782 23,407,345 TOTAL EXPENDITURES 25,323,325$ 29,557,565$ 32,703,658$ 33,692,608$ General Fund 16,786,632$ 19,251,458$ 21,167,014$ 21,055,565$ Enterprise Fund 6,718,515$ 8,345,328$ 9,195,000$ 10,121,000$ Special Revenue Fund 1,818,178$ 1,960,779$ 2,341,644$ 2,516,043$ TOTAL FUNDING 25,323,325$ 29,557,565$ 32,703,658$ 33,692,608$ Full Time Positions 55.00 55.00 59.00 59.00
Hourly/FTE Positions 77.83 80.26 71.56 70.32
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COMMUNITY SERVICES |
PARKS & RECREATION: ADMINISTRATION

Account: 0014510, 0014511
140
149
Fund: General
Special Revenue-Scholarships
Special Revenue-Donations

ABOUT
Parks & Recreation Administration provides department leadership, planning and administrative services to help develop and sustain high-quality parks and recreation programs.

SERVICES
• Evaluate and monitor business processes to improve operations, efficiency and performance • Develop and monitor operating budget and annual CIP budget • Process and issue citywide special event permits
• Enhance city-owned or controlled natural open space and trails system through land acquisition, planning, trails construction, monitoring and maintenance • Oversee management agreement for The Crossings at Carlsbad Municipal Golf Course • Perform parks planning, design, administration and construction monitoring services • Monitor recreation programs with participant surveys and community outreach • Administer recreation program scholarships for low-income residents 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,211,204$ 1,182,066$ 1,243,160$ 1,362,257$ Retirement Benefits 418,881 345,543 301,822 298,003 Health Insurance 111,366 97,123 141,218 136,778 Other Personnel Expenses 44,584 57,948 57,782 55,203 Personnel Services Subtotal 1,786,035 1,682,680 1,743,982 1,852,241 Operating Expenses
Professional & Contract Services 96,004 152,040 251,440 237,997 Supplies & Materials 74,509 35,647 83,877 59,465 Repair & Maintenance 6,430 2,646 300 200 Interdepartmental Charges 206,443 273,804 398,987 302,034 Other Operating Expenses 38,212 50,295 129,583 113,294 Capital Outlay 6,314 - 2,500 - Operating Expenses Subtotal 427,912 514,432 866,687 712,990 TOTAL EXPENDITURES 2,213,947$ 2,197,112$ 2,610,669$ 2,565,231$ General Fund 2,187,782$ 2,158,357$ 2,529,660$ 2,484,031$ Special Revenue Fund 26,165 38,755 81,009 81,200 Total Funding 2,213,947$ 2,197,112$ 2,610,669$ 2,565,231$ Full Time Positions 11.45 11.30 10.30 10.45
Hourly/FTE Positions 1.36 1.34 0.49 0.98
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• Develop, monitor and support the department’s information technology • Liaise with Parks & Recreation Commission, Senior Commission and Beach Preservation Commission
• Conduct department master and strategic planning
• Address Commission for the Accreditation of Parks and Recreation Agencies accreditation application and training processes

RECENT ACCOMPLISHMENTS
• Completed environmental permitting/entitlements phase for master planning of Veterans Memorial Park
• Received City Council adoption of the final master plan for Veterans Memorial Park • Received City Council approval to award a design services agreement for master planning Robertson Ranch Community Park
• Checked plans and specifications of new private development projects that include trail construction, street trees and rights of way improvements • Resumed community engagement workshops and stakeholder meetings, public survey distribution and collection, agency programs and services benchmarking, and fee comparison studies related to the Parks & Recreation Department Master Plan Update • Field verified park inventories for the Parks & Recreation Department Master Plan Update • Completed Parks & Recreation Department master plan update statistically reliable survey and presented draft findings to Commissions and City Council • Supported the Fleet & Facilities Department in pursuing the development of plans and specifications for the Monroe Street Pool Renovation and Replacement Project, including presentations to the Parks & Recreation Commission and the City Council • Assisted in administering a mobile application to enhance citywide trails use • Permitted successful return of the Carlsbad Marathon, Half Marathon & 5K

GOALS
• Obtain City Council approval to formally bid panned improvements for Veterans Memorial Park
• Obtain City Council approval to award a contract to construct Veterans Memorial Park improvements
• Support Library and Cultural Services staff with the selection of an artist for the public art component at Veterans Memorial Park
• Support three commissions in accomplishing the goals and tasks within each work plan • Continue to provide support to the Monroe Street Pool Renovation/Replacement Project

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COMMUNITY SERVICES |
PARKS & RECREATION: RECREATION

Account: 0014520-44, 0014546-73
143
Fund: General
Special Revenue-Senior Program Donations

ABOUT
The Parks & Recreation Department offers a wide range of virtual and in -person programming, including youth and adult sports, instructional classes, camps, aquatics, preschool and teen services, and special events. The department operates 339 acres of developed community parks and special use areas, featuring multi-use fields, tennis courts, dog parks, skate parks, playgrounds, two historic parks, a senior center, four multigenerational community centers and two aquatic centers.

SERVICES
• Provide information, enrollment, and registration services for parks, programs and facilities • Collect and account for revenue to ensure efficient and cost-effective programming • Plan, conduct and supervise recreation operations and programs at community centers, parks and other city facilities
• Process applications and issue park and facility use permits • Coordinate and oversee fair and efficient use of athletic facilities for resident nonprofit sports organizations
• Conduct cultural and historic park educational and interpretive programming 2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 2,967,030$ 3,300, 657$ 4,174,164$ 4,213,335$ Retirement Benefits 550,229 506,958 499,474 505,714 Health Insurance 187,990 234,414 360,427 380,054 Other Personnel Expenses 172,287 282,861 296,721 254,252 Personnel Services Subtotal 3,877,536 4,324,890 5,330,786 5,353,355 Operating Expenses
Professional & Contract Services 527,056 986,954 1,080,852 1,018,937 Supplies & Materials 565,230 612,621 655,625 633,709 Repair & Maintenance 1,007 433 4,220 1,354 Interdepartmental Charges 972,541 1,119,399 1,091,629 1,405,334 Other Operating Expenses 437,488 605,327 506,528 513,076 Capital Outlay 927 28,974 - - Operating Expenses Subtotal 2,504,249 3,353,708 3,338,854 3,572,410 TOTAL EXPENDITURES 6,381,785$ 7,678,598$ 8,669,640$ 8,925,765$ General Fund 6,376,418$ 7,640,802$ 8,619,140$ 8,892,265$ Special Revenue Fund 5,367 37,796 50,500 33,500 Total Funding 6,381,785$ 7,678,598$ 8,669,640$ 8,925,765$ Full Time Positions 19.25 19.40 24.40 24.30
H
ourly/FTE Positions 71.84 74.28 66.44 64.71
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• Serve as a certification site for aquatics training programs through the American Red Cross • Provide programs that promote health and wellness and essential childhood dev elopment • Arrange classes, seminars, transportation and professional services for seniors • Arrange intergenerational programs that increase cooperation and interaction • Provide congregate and home meals to seniors at little or no cost • Recruit and manage volunteers supporting the Senior Center, Leo Carrillo Ranch, trails and special events

RECENT ACCOMPLISHMENTS
• Began the design and fabrication process of a new interpretive exhibit at Leo Carrillo Rach Historic Park focusing on the Carrillo family life
• Co-administered the Leo Carrillo Ranch Historic Park preservation and maintenance reroofing project
• Returned the Monroe Street Pool to regular weekday operating hours, based on sustained lifeguard staffing levels
• Held 11 lifeguard academies with a total of 70 participants and hired 40+ lifeguard staff • Added year around youth basketball leagues for grades K-12 • Implemented partnership with Teri, Inc. to provide inclusion services for persons with disabilities
• Implemented municipal sustainability rollout related to a ban on single use utensils and organics/food scrap recycling
• Returned teen programming to the Pine Avenue Community Park Community Center with the Youth Enrichment Services Community Resources Fair, Masked Night Out Event, Amped Music and Arts Throwdown Event, and Teen Masterminds Club • Received Green Certification for Pine Avenue Community Park Community Center from the City of Carlsbad Green Business Program and became a member of the California Green Business Network

GOALS
• Accommodate demand for the Senior Nutrition Meal Program due to COVID-19 impacts • Expand adult 50+ opportunities and collaborations beyond the Senior Center • Offer programs that promote health and wellness and essential childhood development • Augment staff with volunteers to build community and enhance fiscal stewardship • Collaborate with the Friends of Carrillo Ranch to plan, design and implement a new interpretive exhibit at Leo Carrillo Ranch
• Begin implementation of the department’s master plan actions related to servi ces, programs, events and fees
• Utilize 10,000 hours of volunteer service to support recreation programs • Execute 85% of advertised recreation programs

Performance Measure
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Hours of Volunteer Services used 21,009 23,000 25,000
Advertised programs executed 80% 85% 85%

May 23, 2023
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COMMUNITY SERVICES |
PARKS & RECREATION: PARKS & TRAIL MAINTENANCE

Account: 00146XX Fund: General

ABOUT
The Parks & Recreation Department maintains approximately 432 acres of developed or scheduled to be constructed community parks and special use areas, 51 miles of trails, 612 acres of habitat preserves, urban forests and undeveloped lands, and landscaping for 58 acres of facilities.

SERVICES
• Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses, and school athletic fields
• Inspect and maintain restroom facilities and picnic areas • Inspect and maintain playgrounds, tennis and basketball courts, soccer, softball, baseball, and multi-purpose fields
• Repair park structures, athletic field lighting, play equipment and other park fixtures • Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high-maintenance trees, in accordance with Community Forest Management Plan • Maintain existing citywide trails and coordinate development of new trails • Manage the trails volunteers’ program
• Oversee maintenance and monitoring of preserves, urban forests, and undeveloped lands • Coordinate coastal activities with the California Department of Parks & Recreation, California Coastal Commission, and lagoon foundations

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,338,219$ 1,319,697$ 1,677,798$ 1,660,400$ Retirement Benefits 469,644 393,130 388,440 358,885 Health Insurance 219,414 206,498 315,806 303,804 Other Personnel Expenses 59,681 84,245 98,784 83,384 Personnel Services Subtotal 2,086,958 2,003,570 2,480,828 2,406,473 Operating Expenses
Professional & Contract Services 4,413,623 5,334,510 5,386,863 5,024,647 Supplies & Materials 211,169 313,206 381,834 317,422 Repair & Maintenance 479 607 500 380 Interdepartmental Charges 417,762 533,581 508,083 663,194 Other Operating Expenses 1,086,771 1,257,498 1,260,106 1,267,153 Capital Outlay 5,670 9,327 - - Operating Expenses Subtotal 6,135,474 7,448,729 7,537,386 7,272,796 TOTAL EXPENDITURES 8,222,432$ 9,452,299$ 10,018,214$ 9,679,269$ Full Time Positions 19.45 19.45 20.40 19.40
Hourly/FTE Positions 3.10 3.10 3.85 3.10
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RECENT ACCOMPLISHMENTS
• Resurfaced outdoor basketball courts at Stagecoach and Calavera Hills Community Park • Resurfaced outdoor tennis courts at La Costa Canyon Community Park • Resurfaced blockhouse restrooms floors at Aviara, Hidden Canyon, La Costa Canyon, and Laguna Riviera Community Parks
• Applied clear coat on playground surfacing at select parks to enhance UV protection • Inspected and pruned city parks, facilities, and trails trees on a 4-4.5-year cycle, and a 2-to-

2.25-year supplemental cycle for high maintenance trees • Planted parks and trails trees within vacancies created by prior removals and plant ed new parks and trails trees in accordance with the Community Forest Management Plan • Performed sports lighting maintenance and enhancements at several community parks • Retrofitted light fixtures on pathway lights at Holiday Park to energy efficient LED fixtures • Repaired segments of Lake Calavera Trails with heavy equipment and erosion control measures
• Executed a North Beach clean-up event with the Beach Preservation Commission • Reused mulch generated at city parks and city facilities on city landscape • Commenced administration of new maintenance services agreement for Work Category F, Undeveloped Park Site, Urban Forests and Trailheads/Planters • Assumed ongoing maintenance and operations of the Poinsettia Community Park Phase IV Improvements, including a new Dog Park, parking lot and restroom facility

GOALS
• Inspect and prune city parks, facilities, and trails trees on a 4 to 4.5-year cycle, and a 2 to

2.25-year supplemental cycle for high maintenance trees • Add 500 total trees to the city’s inventory, including trees within parks, facilities and trails, in accordance with City Council-adopted Community Forest Management Plan • Plant parks and trails trees within vacancies created by prior removals in accordance with the Community Forest Management Plan
• Execute two North Beach clean-up events with the Beach Preservation Commission • Reuse 95% of mulch generated at city parks at city facilities • Increase number of recycling receptacles at park and trail facilities by 10%

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Mulch generated in parks reused 95% 95% 95%
Increase in number of recycling receptacles at parks and trails 9% 10% 10%

May 23, 2023
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COMMUNITY SERVICES |
PARKS & RECREATION: STREET TREE & MEDIAN MAINTENANCE

Account: 160
161
Fund: Special Revenue
Special Revenue

ABOUT
The Street Tree Maintenance Assessment District provides maintenance to all city -accepted street trees within the public right-of-way, including specialized maintenance for street trees in the Downtown Carlsbad Village area.

The Median Maintenance Assessment District provides landscape and irrigation maintenance for approximately 68 acres of median planters and nine acres of developed parkways and stre etscapes, including the Downtown Carlsbad Village area.

SERVICES
• Inspect and prune all city trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees
• Respond to street tree service requests and provide storm and emergency assistance as necessary
• Refine, support, administer and inspect the tree maintenance block pruning program • Plant street trees and median trees within vacancies created by prior removals in accordance with the Community Forest Management Plan
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 380,649$ 286,997$ 352,201$ 482,778$ Retirement Benefits 133,838 106,799 83,271 102,215 Health Insurance 40,575 32,090 43,827 64,332 Other Personnel Expenses 16,542 22,655 19,981 23,869 Personnel Services Subtotal 571,604 448,541 499,280 673,194 Operating Expenses
Professional & Contract Services 870,627 1,033,880 1,299,750 1,299,750 Supplies & Materials 21,099 11,483 45,222 45,222 Repair & Maintenance - 4 - - Interdepartmental Charges (21,797) 75,070 (6,117) 11,177 Other Operating Expenses 345,113 315,250 372,000 372,000 Capital Outlay - - - - Operating Expenses Subtotal 1,215,042 1,435,687 1,710,855 1,728,149 TOTAL EXPENDITURES 1,786,646$ 1,884,228$ 2,210,135$ 2,401,343$ Full Time Positions 4.45 4.85 3.90 4.85
Hourly/FTE Positions 1.53 1.53 0.78 1.53
May 23, 2023
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• Perform plan checks, conduct inspections and assume maintenance responsi bility for street trees of development projects or ensure a street tree maintenance agreement is executed and recorded by the developer
• Administer and oversee landscape and irrigation maintenance for all city median planters and developed parkways and streetscapes, including litter control, weed abatement, pruning, shrub and tree refurbishment and irrigation repairs • Perform plan checks, conduct inspections, and assume maintenance responsibility for medians and parkways constructed from city capital improvement projects and private development, or ensure a median and parkway maintenance agreement is executed and recorded by the developer

RECENT ACCOMPLISHMENTS
• Inspected and pruned city street trees and median trees on a 4 to 4.5 -year cycle, and a 2 to

2.25-year supplemental cycle for high maintenance trees • Responded to approximately 600 street tree service requests and provided storm and emergency assistance as necessary
• Plan checked, inspected and assumed maintenance responsibility of street trees of development projects or ensured a street tree maintenance agreement was executed and recorded by developer
• Administered and oversaw landscape and irrigation maintenance for all city median planters and developed parkways and streetscapes

GOALS
• Respond to tree service requests and provide storm and emergency assistance as necessary • Refine, support, administer and inspect tree maintenance block pruning program • Inspect and prune streets and medians trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high maintenance trees
• Add 500 total trees to the city’s inventory, including those within street rights -of-way and medians, in accordance with City Council-adopted Community Forest Management Plan • Administer and oversee landscape and irrigation maintenance for all city median planters and developed parkways
• Inspect 5,000 trees for pruning
• Increase number of recycling receptacles within the Downtown Village and Northern Beach Streetscapes by 10% to support waste diversion objectives

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Street trees inspected for pruning 5,060 5,587 5,000
Increase in number of recycling receptacles within
Downtown Village and Northern Beach Streetscapes 8% 12% 10%

May 23, 2023
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CITY OF CARLSBAD

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COMMUNITY SERVICES |
PARKS & RECREATION: THE CROSSINGS AT CARLSBAD

MUNICIPAL GOLF COURSE

Account: 572 Fund: Enterprise

ABOUT
The Crossings at Carlsbad Municipal Golf Course is an 18-hole municipal golf course and event facility.

Amenities for public use include a 6,835-yard championship golf course, a clubhouse complete with a golf shop, players’ lounge, sunset patio, banquet facilities, fireplace lit dining room, full- service kitchen, outdoor deck with ocean views, and three miles of hiking trails that connect to Veterans Memorial Park. JC Management, Inc. manages this facility via an agreement with the Carlsbad Public Financing Authority.

SERVICES
• Administer management and operations agreement with JC Management, Inc. • Maintain and renovate golf and non-golf turf, landscaping, drainage and irrigation systems • Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons • Oversee food and beverage services at the players’ lounge, sunset patio, Canyons Restaurant and snack bar
• Manage sales and marketing for golf and non-golf activities, special events, banquets, weddings and other gatherings
• Train and oversee marshals, greeters and assistants servicing the course and clubhouse

RECENT ACCOMPLISHMENTS
• Enhanced wedding offerings by completing the conversion of an existing storage room into a groom preparation suite
• Enhanced wedding and banquet opportunities with the design and construction of an event patio outside the front entrance to the clubhouse and adjacent to the new bridal suite • Performed planned replacement of duplex sewer tank and pump station at the snack bar restrooms
2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Operating Expenses
Professional & Contract Services 295,023$ 576,558$ 311,000$ 317,000$ Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges - - - - Other Operating Expenses 6,279,349 7,694,545 8,199,000 8,794,000 Capital Outlay 144,143 74,225 685,000 1,010,000 Operating Expenses Subtotal 6,718,515 8,345,328 9,195,000 10,121,000 TOTAL EXPENDITURES 6,718,515$ 8,345,328$ 9,195,000$ 10,121,000$ Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Completed planned maintenance of the golf course parking lot inc luding slurry and striping which maintains the parking lot and enhances the overall experience at the facility • Completed planned cart path maintenance to remove deviations at multiple areas of the property
• Replaced multiple pieces of kitchen equipment to ensure staff provide guests consistent/fresh products
• Arranged for permitting, fabrication and installation of wayfinding banners on street light poles at The Crossings Drive and Palomar Airport Road to improve visibility of the course and restaurant
• Continued implementation of water conservation and turf replacement plan for areas out of play along Palomar Airport Road
• Tilled and replenished sand and improved drainage in selective green-side bunkers • Improved drainage on select fairways and greens
• Ordered, received and deployed the scheduled replacement of the lithium battery operated golf cart fleet and ancillary cart fleet
• Ordered, received and replaced designated maintenance vehicles, carts and riding equipment

GOALS
• Ensure the pace of play is under five hours per round of golf, via staff educating and expediting patrons, and met pace of play goal on at least 90% of rounds played • Execute a Capital Improvement Plan with projects that have an anticipated return on investment or are needed for maintenance effectiveness or safety considerations • Enhance wedding and banquet opportunities with the design and construction of upgrades to the westside patio
• Initiate design and permitting of entertainment bays at the driving range for an elevated experience of patrons
• Improve guest experience and facility appearance by replacing original patio furniture on the Canyon’s Restaurant Patio
• Upgrade multiple pieces of kitchen equipment to improve restaurant efficiency, increase employee enjoyment and contribute to enticing menu items • Order and replace designated maintenance vehicles, carts and riding equipment • Till, replenish sand and improve drainage in selective green-side bunkers • Replace carpeting within the clubhouse golf shop and offices • Design a permanent structure at the Starter area to improve overall employee/guest experience and property aesthetics
• Renovate and replenish planter areas around the clubhouse and ot her areas of the golf course
• Increase number of banquets and receptions by 2% over fiscal year 2022-23, after substantial increases in such events during the past two fiscal years as a rebound from the effects of COVID-19

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Golf rounds that met pacing goal 91% 91% 90%
Increase in number of banquets and receptions hosted -23% 20% 2% May 23, 2023
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+

CITY OF CARLSBAD

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May 23, 2023
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ADMINISTRATIVE SERVICES

Administrative Services is a
transparent, innovative and
efficient support services
branch that is accountable
for the assets entrusted to it.

The branch, comprised of
finance, human resources
and risk management,
innovation & economic
development, information
technology, and internal
audit provides related
services to city staff and the
public as well as promotes a
strong local economy.

Our employees work together to add value to organizational processes, provide timely and reliable service to our community and business partners, and find creative solutions to problems while protecting our assets. Key roles
also include attracting and retaining a
talented and engaged city workforce and
ensuring the economic vitality of the city.

Laura Rocha
Deputy City Manager, Administrative Services

442-339-2430
[email protected]

May 23, 2023
Item #9 Page 159 of 384

CITY OF CARLSBAD

F-2

May 23, 2023
Item #9 Page 160 of 384

ADMINISTRATIVE SERVICES
BRANCH
Administrative Services

F-3
ADMINISTRATIVE SERVICES |

ADMINISTRATION

Account: 0011110 Fund: General

ABOUT
Administrative Services Administration provides financial, analytical, budget, strategic and administrative support to the Administrative Services Branch and organization.

SERVICES
• Provide branch leadership and strategic support, long-range financial management and budget oversight, internal audit, contract administration, and records management

RECENT ACCOMPLISHMENTS
• Recommended a strategically balanced budget, maintaining City Council approved reserve levels
• Developed internal audit plan for fiscal year 2022-23 comprised of value-add audit engagements including an audit of the city’s transient occupancy tax revenues and an evaluation of the city’s management of employee access to its business enterprise systems • Implemented a fraud and ethics hotline for use by city employees which serves as a tool that enables employees to report concerns regarding possible cases of fraud, waste, or abuse of city resources

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages -$ 450,490$ 475,970$ 503,810$ Retirement Benefits - 118,051 114,312 113,580 Health Insurance - 44,414 48,747 47,717 Other Personnel Expenses - 12,215 14,411 14,256 Personnel Services Subtotal - 625,170 653,440 679,363 Operating Expenses
Professional & Contract Services - 21,450 30,000 30,000 Supplies & Materials - 7,448 9,790 6,550 Repair & Maintenance - - 100 50 Interdepartmental Charges - 45,444 45,407 62,794 Other Operating Expenses - 7,044 9,060 5,350 Capital Outlay - - - - Operating Expenses Subtotal - 81,386 94,357 104,744 TOTAL EXPENDITURES -$ 706,556$ 747,797$ 784,107$ Full Time Positions 0.00 3.00 3.00 3.00
Hourly/FTE Positions 0.00 0.50 0.70 0.70
May 23, 2023
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CITY OF CARLSBAD

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GOALS
• Ensure the city’s short and long-term financial status is healthy and sound • Work with city leadership and City Council to develop plans for addressing any forecast shortfalls in funding for operations and infrastructure • Evaluate opportunities for bond refinancing that will result in savings • Enhance transparency, accountability, and integrity in operational areas using innovation and technology to streamline procedures and processes

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Delivery of value-added internal audit engagements 2 4 4 May 23, 2023
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F-5
ADMINISTRATIVE SERVICES |

FINANCE

Account: 0011310 Fund: General

ABOUT
As a steward of the city’s assets and liabilities, the Finance Department sets and implements a strategic financial management plan and provides information in an effective and timely manner, ensuring the city makes sound financial decisions.

SERVICES
• Oversee the city budget and long-range financial planning • Monitor the economy closely and continuously update the city’s Ten-Year Financial Forecast to ensure the General Fund remains in balance throughout the year Present quarterly financial updates to the City Council
• Provide general accounting and reporting
• Support treasury administration
• Manage debt, cashiering, purchasing, utility billing and business licensing • Process payroll and payments
• Manage receiving, messenger and mail services

RECENT ACCOMPLISHMENTS
• Completed the mid-year budget review process, which identified budget savings and allowed the City Council to direct these funds to support its goals • Upgraded the city’s current financial information system to the latest platform 2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 2,813,045$ 2,426, 807$ 2,381,968$ 2,502,791$ Retirement Benefits 952,788 716,699 595,494 557,662 Health Insurance 390,664 365,511 412,860 439,855 Other Personnel Expenses 74,318 77,450 83,476 80,739 Personnel Services Subtotal 4,230,815 3,586,467 3,473,798 3,581,047 Operating Expenses
Professional & Contract Services 757,573 1,086,675 910,940 781,180 Supplies & Materials 217,738 216,122 294,320 288,405 Repair & Maintenance 7,678 8,858 13,975 33,850 Interdepartmental Charges 421,112 480,121 706,753 588,661 Other Operating Expenses 175,947 244,851 72,390 50,225 Capital Outlay - - - - Operating Expenses Subtotal 1,580,048 2,036,627 1,998,378 1,742,321 TOTAL EXPENDITURES 5,810,863$ 5,623,094$ 5,472,176$ 5,323,368$ Full Time Positions 31.00 28.00 26.00 26.00
Hourly/FTE Positions 3.50 3.00 3.00 3.00
May 23, 2023
Item #9 Page 163 of 384

CITY OF CARLSBAD

F-6
• Completed the Master Fee Schedule update
• Completed FEMA reimbursement submission and required reporting for various COVID-19- related grants, including the American Rescue Plan Act State and Local Fiscal Recovery Funds • Completed implementation of new accounting guidance for lease accounting under GASB 87 • Started implementation of new accounting guidance for subscription- based information technology agreements under GASB 96 which is scheduled for completion in July 2023 • Maintained a balanced operating budget and submitted a balanced budget to City Council for fiscal year 2023-24
• Assisted in the negotiation process for three of the city’s bargaining units, the Carlsbad City Employees Association, the Carlsbad Firefighters Association and the Carlsbad Police Officers Association
• Assisted with program-specific external audits including Utilities, Public Works, and Police • Adopted a cost recovery policy
• Adopted an updated travel policy and implemented a new digital reimbursement form and process

GOALS
• Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the General Fund remains in balance
• Continue to improve procedures to mitigate risk through additional controls in payables process
• Complete an updated cost allocation plan
• Establish a Section 115 Pension Trust
• Implement several modules in the city’s financial information system to increase efficiency and enhance internal controls, including budgeting and contract management • Continue supporting program-specific audit requests for funding the city receives • Complete implementation and maintenance and GASB 96
• Expand the use of electronic bidding to increase efficiencies in the procurement process • Continue working with IT and Human Resources to develop a strategic plan for future technology system consolidations

Performance Measure FY2022
Actual
FY 2023
Estimated
FY 2024
Projected
General Fund Reserve Ratio 61% 59% 59%
Credit rating AAA AAA AAA
May 23, 2023
Item #9 Page 164 of 384I I I
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ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: SUMMARY

HUMAN RESOURCES
• Human Resources
• Risk Management
• Workers’ Compensation

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,859,530$ 2,022,816$ 2,226,427$ 2,377,979$ Retirement Benefits 598,304 526,140 522,408 508,803 Health Insurance 174,905 177,829 218,572 214,590 Other Personnel Expenses 27,662 (26,365) 71,844 69,943 Personnel Services Subtotal 2,660,401 2,700,420 3,039,251 3,171,315 Operating Expenses
Professional & Contract Services 3,594,989 4,636,313 5,009,864 6,634,670 Supplies & Materials 105,691 86,264 100,174 87,605 Repair & Maintenance - - - - Interdepartmental Charges 249,648 355,416 351,220 428,749 Other Operating Expenses 5,666,592 8,109,713 5,051,850 6,583,780 Capital Outlay - - - - Operating Expenses Subtotal 9,616,920 13,187,706 10,513,108 13,734,804 TOTAL EXPENDITURES 12,277,321$ 15,888,126$ 13,552,359$ 16,906,119$ General Fund 4,359,159$ 4,388,148$ 5,264,775$ 5,029,995$ Internal Service Fund 7,918,162$ 11,499,978$ 8,287,584$ 11,876,124$ TOTAL FUNDING 12,277,321$ 15,888,126$ 13,552,359$ 16,906,119$ Full Time Positions 17.00 17.00 18.00 18.00
Hourly/FTE Positions 2.20 2.20 2.20 2.20
May 23, 2023
Item #9 Page 165 of 384

CITY OF CARLSBAD

F-8
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: HUMAN RESOURCES

Account: 00115XX Fund: General

ABOUT
The Human Resources Department provides services for the employees of the city so they can provide the highest level of service to the public. The responsibilities of the department serve to support the creation of a high-performance work culture that can carry out the vision for the organization as defined by the City Council and the City Manager. The primary objectives are achieving compliance with federal and state mandates, making process improvements to increase efficiency and effectiveness and helping the city remain resilient while delivering exceptional service.

SERVICES
• Monitor and maintain employment compliance
• Manage recruitment, retention and onboarding, including the diversity outreach, internship and Department of Defense SkillBridge programs
• Provide citywide support to departments regarding workforce planning • Manage employee engagement, learning and development programs • Manage employee relations, investigations and labor relations • Conduct classification studies
• Maintain competitive and equitable compensation structures • Manage employee benefits and personnel actions
• Administer leaves of absence and workplace accommodations • Develop and maintain diversity, equity and inclusion program to include training, cultural and educational engagement opportunities for staff
2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,537,269$ 1,731, 710$ 1,924,419$ 1,886,363$ Retirement Benefits 492,744 440,024 446,332 400,483 Health Insurance 131,789 133,880 163,101 139,356 Other Personnel Expenses 38,766 49,124 61,483 55,623 Personnel Services Subtotal 2,200,568 2,354,738 2,595,335 2,481,825 Operating Expenses
Professional & Contract Services 1,385,821 1,301,387 1,707,864 1,550,170 Supplies & Materials 101,202 82,280 95,174 82,605 Repair & Maintenance - - - - Interdepartmental Charges 238,056 331,512 315,252 379,315 Other Operating Expenses 433,512 318,231 551,150 536,080 Capital Outlay - - - - Operating Expenses Subtotal 2,158,591 2,033,410 2,669,440 2,548,170 TOTAL EXPENDITURES 4,359,159$ 4,388,148$ 5,264,775$ 5,029,995$ Full Time Positions 14.00 14.00 15.00 14.00
Hourly/FTE Positions 2.20 2.20 2.20 2.20
May 23, 2023
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F-9

RECENT ACCOMPLISHMENTS
• Provided all mandated training to employees to remain compliant with state and federal law • Offered classes and leadership academies to support the organization’s learning needs and professional growth
• Processed over 6,500 job applications in fiscal year 2021-22 • Filled over 370 vacant full-time and part-time positions in fiscal year 2021-22 • Completed 84 full-time promotions in fiscal year 2021-22 • Conducted multiple executive recruitments without the use of independent contractors, resulting in estimated $140,000 cost avoidance
• Conducted negotiations for new labor contracts with the Carlsbad Firefighters’ Associatio n and Carlsbad City Employees’ Association
• Partnered with over 30 San Diego organizations for City of Carlsbad job postings to support the diversity outreach program
• Updated the Peer Advisor Liaison program for new employees • Met and conferred with bargaining units on multiple HR related policies and laws • Implemented Catastrophic Leave Donation and Equal Employment Opportunity programs • Negotiated with vendors to provide lower-cost and enhanced-no-cost employee benefits • Collaborated with North Zone Fire agencies to share cost of job analyses for Fire Engineer, Captain, and Battalion Chief positions to validate promotional assessment process • Worked with Fire Department to create a program designed to prepare part time EMTs to be eligible to apply for full time EMT and then, as a career path, an opportunity to compete for vacant Paramedic Firefighter positions

GOALS
• Maintain 100% compliance for legally mandated employee training • Maintain a voluntary turnover rate of 10% or less
• Develop new Let’s Connect program for performance management • Enhance the Diversity, Equity & Inclusion program; expand professional development and enrichment opportunities
• Use SkillBridge program in partnership with the Department of Defense to provide career transition opportunities for those transitioning out of military service • Implement new or updated employment and labor compliance policies • Negotiate MOU re-opener with Carlsbad Police Officers’ Association • Review employee benefits to maintain compliance and industry standards • Establish an employee wellness program
• Review compensation structure to maintain market competitiveness and increase retention • Use data analytics in all program areas
• Expand social media outreach for recruitments
• Collaborate with other North Zone fire agencies annually to conduct joint promotional assessments to save time and money and improve processes

Performance Measure FY 2022
Actual
FY 2023
Actual
FY 2024
Estimated
Voluntary turnover rate 4% 8% 6%
Legally mandated employee training compliance rate 100% 100% 100% May 23, 2023
Item #9 Page 167 of 384
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CITY OF CARLSBAD

F-10
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: RISK MANAGEMENT

Account: 6121930 Fund: Internal Service

ABOUT
Risk Management administers funding of the self-insured and insured portions of the city’s liability insurance program which helps protect the city’s financial interests. Risk Management works closely with the City Attorney’s Office and outside legal counsel to monitor, c ontrol, and resolve litigated claims. Risk Management also works to recover monetary losses to city property caused by the negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act Coordinator and assists with ongoing efforts of the city to comply with Title II of the ADA.

Additionally, Risk Management oversees the city’s safety compliance program.

SERVICES
• Manage all liability claims received by the city
• Collaborate and resolve all risk management-related litigation with the City Attorney’s Office • Pursue loss recovery and manage loss prevention program for employee-related losses • Evaluate and provide advice regarding insurance purchases • Manage subrogation of third-party damage to city assets • Monitor compliance related to insurance requirements for all citywide independent contractors
• Manage the citywide Safety Program (injury prevention and Cal-OSHA compliance)

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 208,192$ 214,241$ 211,880$ 309,197$ Retirement Benefits 72,127 62,233 53,373 69,806 Health Insurance 31,011 31,313 33,442 43,245 Other Personnel Expenses 6,980 (46,401) 7,208 9,165 Personnel Services Subtotal 318,310 261,386 305,903 431,413 Operating Expenses
Professional & Contract Services 1,672,661 2,647,783 2,516,000 4,199,500 Supplies & Materials 4,489 3,984 5,000 5,000 Repair & Maintenance - - - - Interdepartmental Charges 10,632 23,196 23,967 32,619 Other Operating Expenses 669,043 1,583,382 929,700 2,049,700 Capital Outlay - - - - Operating Expenses Subtotal 2,356,825 4,258,345 3,474,667 6,286,819 TOTAL EXPENDITURES 2,675,135$ 4,519,731$ 3,780,570$ 6,718,232$ Full Time Positions 2.00 2.00 2.00 2.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 168 of 384
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F-11

RECENT ACCOMPLISHMENTS
• Established safety compliance officer role and reduced reliance on outside consultants • Updated the Injury & Illness Prevention Program and led implementation of department specific safety programs as outlined by CalOSHA regulations • Passed a CalOSHA inspection resulting in no fines and no discrepancies • Conducted a Job Hazard Analysis for all major maintenance activities in Public Works and trained staff on required procedures that limit staff and contractor exposure to hazardous materials as well as limit damage to city facilities
• Worked with departments to conduct Safety Surveys to enhance safety compliance • Developed in-house city staff safety training for forklift training, confined space and lockout tagout
• Conducted work site safety audits and developed a plan continue these at city facilities and work sites

GOALS
• Enhance the safety program to ensure better training of employees and fewer accidents • Close at least 80% of open and pending claims
• Obtain city property loss recoveries at 75% or higher • Enhance safety committee meetings for each department • Conduct Job Hazard Analyses of high-risk job activities in Police and Fire departments • Develop Standard Operating Procedures to maintain compliance with CalOSHA regulations • Expand employee training and decrease use of outside safety vendors

Performance Measure FY 2022
Actual
FY 2023
Actual
FY 2024
Estimated
New claims that are closed 88% 85% 80%
Recovered damages to city property 78% 76% 75%

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Increased budget for insurance premiums and legal expenses to cover anticipated higher liability and property insurance premiums and legal fees for the coming year

May 23, 2023
Item #9 Page 169 of 384
..

CITY OF CARLSBAD

F-12
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: WORKERS’ COMPENSATION

Account: 6111520 Fund: Internal Service

ABOUT
This internal service fund is used to support the work-related injury and illness program.

SERVICES
• Work with injured employees and physicians to ensure timely medical treatment • Coordinate employees’ return to work, including light duty assignments • Work directly with injured employees to settle outstanding claims without litigation • Provide information and recommendations to department supervisors to prevent work - related injuries

RECENT ACCOMPLISHMENTS
• Implemented new policies and practices to comply with new legal mandates • Resolved and closed 222 claims in fiscal year 2021-22 and expect to resolve and close 225 claims in fiscal year 2022-23
• Enhanced the workers’ compensation claims auditing process and trend analysis to identify patterns and implement additional safety measures to prevent claims

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 114,069$ 76,865$ 90,128$ 182,419$ Retirement Benefits 33,433 23,883 22,703 38,514 Health Insurance 12,105 12,636 22,029 31,989 Other Personnel Expenses (18,084) (29,088) 3,153 5,155 Personnel Services Subtotal 141,523 84,296 138,013 258,077 Operating Expenses
Professional & Contract Services 536,507 687,143 786,000 885,000 Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges 960 708 12,001 16,815 Other Operating Expenses 4,564,037 6,208,100 3,571,000 3,998,000 Capital Outlay - - - - Operating Expenses Subtotal 5,101,504 6,895,951 4,369,001 4,899,815 TOTAL EXPENDITURES 5,243,027$ 6,980,247$ 4,507,014$ 5,157,892$ Full Time Positions 1.00 1.00 1.00 1.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 170 of 384
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F-13
GOALS
• Improve process to monitor lost days of work
• Ensure workers’ compensation data is shared with management regularly to effect change • Make recommendations to reduce the number of days an employee is out of the workplace due to a work-related cause
• Ensure employees receive timely treatment to reach maximum medical improvement • Work directly with injured employees to settle claims without litigation • Enhance workers’ compensation strategic plan and use of data analytics • Minimize the number of lost days of work due to work-related injuries and illnesses

Performance Measure FY 2022
Actual
FY 2023
Actual
FY 2024
Estimated
Average lost days of work per claim 56 35 55
Litigated claims as percent of open claims 2% 2% 2%

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
• Increased budget to cover anticipated higher costs for excess insurance, the State of CA (Office of Self Insurance Plans (OSIP) annual fee and medical-related expenses for the coming year

May 23, 2023
Item #9 Page 171 of 384
I I I

CITY OF CARLSBAD

F-14
ADMINISTRATIVE SERVICES |

INFORMATION TECHNOLOGY

Account: 640, 641 Fund: Internal Service

ABOUT
The Information Technology Department supports the technology needs of all city departments.

There are seven service areas within IT, each with specific responsibilities to help the other city departments meet their goals.

SERVICES
• Administer and oversee the department’s use of resources and formation of priorities • Support operations through implementation and support of technology infrastructure • Implement and support enterprise software applications and systems • Provide project management services to ensure all technology implementations and system upgrades are performed in a standardized methodology
• Provide business system specialist support to help ensure technology is meeting business needs
• Provide client services through a service desk, PC support and strategic initiatives • Support public safety through technology implementation and support specifically designed for the unique requirements of the Police and Fire departments • Oversee information technology security policies and practices as well as threat investigation

2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 4,115,428$ 3,992, 390$ 5,105,721$ 5,179,271$ Retirement Benefits 1,390,694 1,212,662 1,115,814 1,198,324 Health Insurance 524,700 490,649 713,650 693,969 Other Personnel Expenses (265,758) (610,349) 161,902 158,923 Personnel Services Subtotal 5,765,064 5,085,352 7,097,087 7,230,487 Operating Expenses
Professional & Contract Services 1,868,980 835,433 1,331,000 1,236,659 Supplies & Materials 184,712 214,385 134,497 131,197 Repair & Maintenance 2,948,269 3,532,515 4,295,130 5,239,978 Interdepartmental Charges 25,608 32,724 35,668 73,864 Other Operating Expenses 2,043,554 1,811,075 1,793,150 1,703,550 Capital Outlay 1,460,141 896,160 791,435 1,021,740 Operating Expenses Subtotal 8,531,264 7,322,292 8,380,880 9,406,988 TOTAL EXPENDITURES 14,296,328$ 12,407,644$ 15,477,967$ 16,637,475$ Full Time Positions 37.00 37.00 43.00 43.00
Hourly/FTE Positions 1.00 1.00 0.99 0.50
May 23, 2023
Item #9 Page 172 of 384
2023 -24 ANNUAL BUDGET

F-15

RECENT ACCOMPLISHMENTS
• Launched the ServiceNow Service Portal in October of 2022 simplifying engagement with IT by providing a user-friendly interface for reporting issues and requesting equipment/services • Enhanced the staff identity management solution, technology infrastructure, audio -visual capabilities, supported data analytics initiatives and numerous cyber security programs • Upgraded enterprise applications including the Community Development permitting and licensing system, staff timekeeping, and city record management system along with an update to the library catalog system that allows for a more diverse and inclusive library catalog • Began implementation of a new enterprise asset management solution, construction project management solution, enterprise digital asset management system, electronic plan reviews for community development, staff report/agenda management system, Facility Security Master Plan assessment and Police computer-aided dispatch and mobile system • Completed over 10,000 service desk tickets, deployed more than 200 mobile devices and 400 computers, supported numerous building construction and remodel projects including Police and Fire headquarters, Fire Station 2 and Temporary Fire Station 7 • Updated the library’s hardware platforms including materials handling system and audio - visual upgrades in the Exploration HUB and integrated the computer management system with the Parks & Recreation’s public computer labs, so patrons have the same uniform experience at both departments’ facilities

GOALS
• Consolidate and upgrade enterprise applications such as the utility billing customer portal, finance management system, and the museum collection management system • Implement facility monitoring solution, fleet telematics and a project portfolio management system
• Continue implementation of enterprise asset management, construction project management, enterprise digital asset management solutions, electronic plan reviews for Community Development, staff report/agenda management system, and Police computer- aided dispatch and mobile system
• Expand software platform for affordable housing management, records management system forms, business process automation and citywide analytics • Develop resource management tools/action plan for projects and IT service improvements • Support the Police and Fire Headquarters remodel, Phase 2 and Phase 3 • Continue modernization of IT infrastructure for projects supporting improved security and data analytics, such as extending the Carlsbad Digital Information Network, deploying applications in support of the city's data science efforts, developing a cyber security program, installing closed-circuit video cameras at various city locations, and consolidating disparate endpoint management systems
• Execute significant upgrades to the library’s materials management system functionality • Reduce critical incidents to under industry standards of 2.5%

Performance Measure FY 2022
Actual
FY 2023
Actual
FY 2024
Estimated
Critical ticket incidents 2.42% 2.12% 0.50%

May 23, 2023
Item #9 Page 173 of 384
j

CITY OF CARLSBAD

F-16
ADMINISTRATIVE SERVICES |

INNOVATION & ECONOMIC DEVELOPMENT

Account: 0011033
0011035
Fund: General

ABOUT
Innovation & Economic Development supports a vibrant and diverse economy by cultivating a culture of innovation and collaboration among city departments and regular engagement with the business community. I&ED also provides citywide data services including managing the Data Governance Committee, implementing the Citywide Data Governance and Management policy and providing training for citywide data initiatives to power data-driven decision making with analytics and data visualization.

SERVICES
• Conduct business expansion, attraction and retention activities • Serve all industry sectors through innovative efforts in talent attraction, traded economies and fostering of business clusters that provide for an inclusive economy • Develop and maintain innovative business support programs and act as the city’s liaison to the business community to remove barriers to economic growth and vitality • Provide governance and training for citywide data initiatives to power data -driven decision making with advanced analytics and data visualization
2020-21
Actual
2021-22
Ac tual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 662,249$ 656, 268$ 1,247,953$ 1,267,824$ Retirement Benefits 175,812 178,995 285,472 290,160 Health Insurance 55,344 53,963 153,691 149,353 Other Personnel Expenses 15,622 18,111 39,591 37,555 Personnel Services Subtotal 909,027 907,337 1,726,707 1,744,892 Operating Expenses
Professional & Contract Services 392,923 217,259 411,400 364,000 Supplies & Materials 65,200 86,165 72,259 67,760 Repair & Maintenance - - 105,400 105,400 Interdepartmental Charges 53,820 104,280 227,128 261,937 Other Operating Expenses 6,498 19,122 43,057 44,500 Capital Outlay 135 - - - Operating Expenses Subtotal 518,576 426,826 859,244 843,597 TOTAL EXPENDITURES 1,427,603$ 1,334,163$ 2,585,951$ 2,588,489$ Full Time Positions 4.00 4.00 9.00 9.00
Hourly/FTE Positions 1.00 1.00 0.00 0.00
May 23, 2023
Item #9 Page 174 of 384
2023 -24 ANNUAL BUDGET

F-17
• Provide cartography and mapping services to city departments and maintain parcel, address and zonings records with interactive public access to city land use maps • Provide citywide training in design thinking, strategic planning, innovation thinking, process improvement and re-engineering, data management, data analytics and data visualization • Provide data systems consultation, evaluation, migration and data system upgrades to ensure business continuity while replacing legacy systems • Identify key performance indicators with departments in connection to the City Council strategic plan to gauge progress, and insights to make better informed data -driven decisions

RECENT ACCOMPLISHMENTS
• Developed and adopted the city’s first Economic Development Strategic Plan, which will guide economic development efforts for the next five years • Expanded Economic Insights and Intelligence program to deliver various data products including quarterly economic scans
• Launched the Job-Readiness Room pilot to connect disadvantaged workers with job opportunities in Carlsbad and across North County
• Expanded Life in Action Recruiter platform to connect more than 400 job -seekers to Carlsbad companies
• Implemented the Age-Friendly Carlsbad initiative, a cross-departmental project supported by AARP to support intergenerational activities and older adults • Spurred the creation of innovative data visualization tools to support city goals • Implemented a council approved data governance and management policy

GOALS
• Expand and optimize support services for city businesses and city departments engaging with businesses, including reaching more companies through BEAR activities • Convene industry advisory groups to ensure the city is aware of current and anticipated challenges for our diverse business community
• Create and deploy new and innovative programs to support business resiliency • Provide more hours of data training to city staff
• Develop a coordinated approach to citywide data-driven decisions • Develop training for performance management, data and continuous improvement • Establish Carlsbad Works to develop a performance management system that highlights data management and data governance citywide

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Companies reached through BEAR activities 40 45 50
Hours of data training conducted 28 20 30

May 23, 2023
Item #9 Page 175 of 384
I l .

CITY OF CARLSBAD

F-18
ADMINISTRATIVE SERVICES |

MISCELLANEOUS NON -DEPARTMENTAL

Account: 00190XX Fund: General

ABOUT
The miscellaneous non-departmental budget accounts for all General Fund transfers to other funds, City Council contingencies and other miscellaneous General Fund expenses, such as outside legal counsel, personnel vacancy savings, citywide final vacation pay, and citywide dues and subscriptions.

COVID-19 related expenditures in fiscal years 2020-21 and 2021-22 are associated with the COVID-19 Economic Recovery and Revitalization Initiative and COVID- 19 specific expenditures that the city believes are recoverable through various reimbursements.

Vacancy savings, or anticipated personnel savings over the course of the fiscal year, were first added to the budget in fiscal year 2022-23. Accounting for $2 million in vacancy savings will allow for budgeted personnel costs to more closely align with actual personnel costs in the General Fund.

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Miscellaneous Non-Departmental Expenditures
Legal Services 755,312 519,683$ 1,000,000$ 750,000$ Community Contributions 2,595 -$ - - Personnel Related 184,337 155,595$ 1,050,000 1,600,000 Professional Services 34,194 33,980$ 41,658 39,700 Property Tax and Other Administration 759,165 725,588$ 750,000 750,000 Dues and Subscriptions 72,714 75,069$ 80,000 80,000 COVID-19 Related 245,579 177,677$ - - Vacancy Savings - - (2,000,000) (2,000,000) Other Miscellaneous Expenditures 1,055,650 50,787$ 100,000 100,000 Miscellaneous Non-Departmental Subtotal 3,109,546 1,738,379 1,021,658 1,319,700 General Fund Transfers
Transfer to General Capital Construction Fund 4,500,000 13,283,056 3,956,000 11,600,000 Transfer to Infrastructure Replacement Fund 4,500,000 283,000 3,956,000 4,200,000 Transfer from Infrastructure Replacement Fund - - - - Transfer to Strategic Digital Transformation Investment Program - 10,656,000 3,956,000 4,200,000 Transfer to LLD #1 (Medians & Trees) 700,000 1,390,000 1,400,000 1,570,000 Transfer to Storm Water Program 281,040 322,000 332,000 340,000 Miscellaneous Transfers Out 47,031,506 993,748 - - General Fund Transfers Subtotal 57,012,546 26,927,804 13,600,000 21,910,000 City Council Contingencies
Contingencies - - 500,000 500,000 TOTAL EXPENDITURES 60,122,092$ 28,666,183$ 15,121,658$ 23,729,700$ May 23, 2023
Item #9 Page 176 of 384
2023 -24 ANNUAL BUDGET

G-1

POLICY & LEADERSHIP

The City of Carlsbad follows a council-manager form
of government, where elected City Council members
provide direction on the policies and regulations that
govern the operations of the city. The Policy &
Leadership branch includes the following areas:

• Office of the City Council
• Office of the City Treasurer (elected)
• Office of the City Manager
• Office of the City Attorney
• Office of the City Clerk (elected)
• Communication & Engagement

The City Council appoints the City Manager, City
Attorney and members of the city’s boards,
commissions and committees. The Office of the City
Manager handles administration and oversight of
the city organization, including hiring the city
workforce, supervising city departments and
ensuring the City Council’s policy priorities are met.

Scott Chadwick
City Manager

442-339-2820
[email protected]

May 23, 2023
Item #9 Page 177 of 384

CITY OF CARLSBAD

G-2

May 23, 2023
Item #9 Page 178 of 384
City Treasurer

POLICY & LEADERSHIP BRANCH
Voters
City Council
City Manager
Communication &
Engagement
\
I
City Clerk
!
0 G-3
POLICY & LEADERSHIP |

OFFICE OF THE CITY COUNCIL

Account: 0011010 Fund: General

ABOUT
As the legislative body of the city, the Office of the City Council establishes the policies and regulations under which the city operates.

SERVICES
The City Council, as a legislative body, approves direction, policies and regulations that govern the operations of the city. The City Council appoints residents to serve on various boards and commissions and may serve as city representatives on regional boards such as SANDAG, North County Transit District and the San Diego County Water Authority.

RECENT ACCOMPLISHMENTS
 Established a Growth Management Citizens Committee to provide the City Council with a balanced consideration of a range of perspectives on key elements that should be addressed in a new plan to manage growth, while maintaining an excellent quality of life and complying with state law

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 274,624$ 278,071$ 295,280$ 308,869$ Retirement Benefits 84,102 73,340 62,121 47,173 Health Insurance 85,962 79,678 85,148 42,729 Other Personnel Expenses 6,390 7,319 6,478 6,539 Personnel Services Subtotal 451,078 438,408 449,027 405,310 Operating Expenses
Professional & Contract Services 5,453 201 46,500 25,300 Supplies & Materials 6,211 5,450 25,310 24,422 Repair & Maintenance - - - - Interdepartmental Charges 25,020 79,800 88,478 102,968 Other Operating Expenses 215 10,285 42,905 49,078 Capital Outlay - - - - Operating Expenses Subtotal 36,899 95,736 203,193 201,768 TOTAL EXPENDITURES 487,977$ 534,144$ 652,220$ 607,078$ Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 179 of 384

CITY OF CARLSBAD

G-4
• Allocated $2 million in funding for traffic safety efforts related to the Declaration of Local Emergency to address an over 200% increase in collisions involving bikes and e -bikes since 2019, to increase attention and resources on a range of solutions including infrastructure, safety, enforcement and a focus on safe driving behavior education • Adopted the city’s five-year Strategic Plan, a five-year plan with policy goals to reflect the most important priorities of the community
• Approved the creation of a Community-Police Engagement Commission to help strengthen and maintain an excellent relationship between the Carlsbad Police Department and the community
• Adopted the Economic Development Strategic Plan, a roadmap that will guide the city’s economic development activities for the next five years, providing resources, support and opportunities for the diverse businesses that support Carlsbad’s community and contribute to the city’s unique character
• Adopted the Carlsbad Homelessness Action Plan, a long-term strategic initiative aimed at reducing homelessness and its impacts on the community

GOALS
The City Council is focused on advancing the goals identified in the city’s five -year Strategic Plan.

Work is centered around the following five goal themes:
• Economic vitality
• Sustainability and the environment
• Community character
• Quality of life and safety
• Organizational excellence and fiscal health

May 23, 2023
Item #9 Page 180 of 384
2023-24 ANNUAL BUDGET

G-5
POLICY & LEADERSHIP |

OFFICE OF THE CITY TREASURER

Account: 0010310 Fund: General

ABOUT
The Office of the City Treasurer provides cash and investment management services which adhere to the city’s Investment Policy and meet the changing investment needs of the city to optimize investment returns, consistent with maintaining safety of principal, ensuring sufficient liquidity and return on investment.

SERVICES
• Manage reporting and oversight of the city’s cash and investments

RECENT ACCOMPLISHMENTS
• Ensured that all city departments are fluent in cash handling and banking best practices • Assisted with planning and implementation of the new payment portals for permitting • Maintained a competitive yet prudent investment yield

GOALS
• Anticipate and meet the changing investment needs of the city to optimize investment returns, consistent with maintaining safety of principal while ensuring sufficient liquidity and return on investment
• Maintain a maximum modified duration of less than 2.2% 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 87,323$ 90,849$ 93,617$ 122,253$ Retirement Benefits 32,101 26,286 22,729 26,546 Health Insurance 25,958 25,530 26,346 21,348 Other Personnel Expenses 2,368 2,820 2,906 3,473 Personnel Services Subtotal 147,750 145,485 145,598 173,620 Operating Expenses
Professional & Contract Services 57,086 63,348 74,229 70,210 Supplies & Materials 1,488 1,780 1,810 850 Repair & Maintenance - - - - Interdepartmental Charges 29,076 32,676 21,908 29,569 Other Operating Expenses - - 6,400 4,900 Capital Outlay - - - - Operating Expenses Subtotal 87,650 97,804 104,347 105,529 TOTAL EXPENDITURES 235,400$ 243,289$ 249,945$ 279,149$ Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 181 of 384

CITY OF CARLSBAD

G-6
• Further develop the City Treasurer webpage on the city’s website, informing the community of the mission of the City Treasurer, the city’s Investment Policy and investment activities • Continue to participate in the city’s Citizens Academy • Use innovative solutions to fund modern and secure cash handling solutions even in uncertain times

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Modified Duration 1.95% 2.14% <2.2%
Average Yield 1.35% 1.16% 1.25%

May 23, 2023
Item #9 Page 182 of 384
+-
2023-24 ANNUAL BUDGET

G-7
POLICY & LEADERSHIP |

OFFICE OF THE CITY MANAGER

Account: 0011010 Fund: General

ABOUT
The Office of the City Manager is dedicated to continuous improvement and organizational excellence that fosters the well-being of a high performing organization that delivers impactful results to further the public good.

SERVICES
The City Manager’s Office provides City Council support, administrative leadership of city operations, policy development management, monitors and manages legislative affairs and provides general management of public communication and engagement.

RECENT ACCOMPLISHMENTS
• Issued a Declaration of Local Emergency in response to an increase of over 200% since 2019 in injury collisions involving bikes and e-bikes called the Safer Streets Together campaign, which focuses on increasing public education, re-engineering city streets and increasing enforcement of the rules of the road
• Facilitated adoption of a five-year Strategic Plan to prioritize the goals and objectives of the City Council and community, focusing on long term fiscal sustainability and CIP prioritization • Reduced and restructured the city budget in response to financial forecast s • Ensured timely follow up of all City Council and constituent services requests • Managed a robust local, state and federal intergovernmental affairs program 2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,061,278$ 1,151,593$ 1,167,148$ 1,230,586$ Retirement Benefits 475,362 364,616 316,038 313,890 Health Insurance 133,336 135,066 143,953 139,462 Other Personnel Expenses 28,167 32,560 34,078 33,053 Personnel Services Subtotal 1,698,143 1,683,835 1,661,217 1,716,991 Operating Expenses
Professional & Contract Services 115,652 180,414 305,240 244,350 Supplies & Materials 22,318 26,669 55,179 46,161 Repair & Maintenance - - - - Interdepartmental Charges 98,460 104,904 95,891 125,966 Other Operating Expenses 4,423 17,300 38,618 51,355 Capital Outlay 541 - - - Operating Expenses Subtotal 241,394 329,287 494,928 467,832 TOTAL EXPENDITURES 1,939,537$ 2,013,122$ 2,156,145$ 2,184,823$ Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 23, 2023
Item #9 Page 183 of 384

CITY OF CARLSBAD

G-8
• Supported Clean Energy Alliance expansion and operations • Extensive collaboration with neighboring cities and regional organizations to better share best practices for improved cooperation and efficiencies in government

GOALS
• Ensure the most efficient and effective provision of city services while adapting to changing financial conditions
• Enhance community engagement and transparency efforts to foster authentic civic engagement with residents, organizations and businesses • Increase intergovernmental collaboration and legislative advocacy with local, state and federal governments to further the City Council adopted legislative platform and advance priority projects

May 23, 2023
Item #9 Page 184 of 384
2023-24 ANNUAL BUDGET

G-9
POLICY & LEADERSHIP |

OFFICE OF THE CITY ATTORNEY

Account: 0011210 Fund: General

ABOUT
The City Attorney is appointed by the Mayor and City Council. The City Attorney’s Office consists of six attorneys and two legal support staff members. The office primarily practices preventive law, which seeks to minimize the risk of litigation or regulatory violations by anticipating and preventing legal problems. Preventive law focuses on the attorney’s role as adviser and negotiator and emphasizes planning, counseling, collaboration, and problem-solving. The office also prosecutes criminal violations of the Carlsbad Municipal Code.

SERVICES
• Advise the City Council and city staff on legal matters affecting the city • Attend City Council meetings and, when necessary, meetings of other boards and commissions
• Prepare and review ordinances and resolutions
• Negotiate, prepare, and approve the form of contracts and legal instruments • Represent the city in court proceedings and before regulatory and legislative agencies. • Manage the city’s litigation and provide periodic reports to the City Council • Enforce city laws and regulations

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 1,266,674$ 1,327,586$ 1,332,053$ 1,400,190$ Retirement Benefits 472,390 421,473 354,851 352,121 Health Insurance 129,650 123,418 145,714 141,643 Other Personnel Expenses 31,924 37,257 39,341 38,365 Personnel Services Subtotal 1,900,638 1,909,734 1,871,959 1,932,319 Operating Expenses
Professional & Contract Services 3,063 2,569 2,700 2,700 Supplies & Materials 31,209 31,707 35,757 23,257 Repair & Maintenance - - - - Interdepartmental Charges 97,332 129,444 106,780 141,008 Other Operating Expenses 4,224 8,429 16,312 16,312 Capital Outlay - - - - Operating Expenses Subtotal 135,828 172,149 161,549 183,277 TOTAL EXPENDITURES 2,036,466$ 2,081,883$ 2,033,508$ 2,115,596$ Full Time Positions 8.00 8.00 8.00 8.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Advised the City Council and city staff on legal matters, including filling the City Council vacancy in District 2, the declaration of the bicycle safety emergency and the development and implementation of the Safer Streets Together program, compliance with new legislation, and compliance with state and county health orders
• Managed the city’s defense of civil litigation, including achieving favorable verdicts in two jury trials
• Prepared or assisted with additions and revisions to the Carlsbad Municipal Code, including provisions related to the Community-Police Engagement Commission, Arts Commission, use of military equipment, fire and building standards codes, elected officials’ compensation and benefits, disqualification for conflict of interest, environmental sustainability, the Mills Act and historic preservation, and administrative code enforcement remedies • Assisted with revisions to Carlsbad Municipal Water District Ordinance No. 48 to mirror the San Diego County Water Authority’s 2020 model drought ordinance • Assisted with the refunding of outstanding bonds for Reassessment District No. 2022-1 • Assisted with negotiations to reconfigure the SDG&E North Coast Service Center site to free up coastal property for eventual transfer to the city
• Assisted with efforts to reestablish the Carlsbad Tourism Business Improvement District under the Property and Business Improvement District Law of 1994 • Worked with the Legislative Subcommittee, the Intergovernmental Affairs Director, and the city’s legislative consultant to have the state legislature pass two bills to improve the city’s ability to provide pool and ocean water lifeguard services. • Assisted the Human Resources Department with updating the city’s benefit plan documents and other policy documents
• Assisted the City Clerk’s Office with the biennial update to the city’s Conflict of Interest Code • Worked with Police Department to obtain Gun Violence Restraining Orders as appropriate for domestic violence and mental health incidents
• Assisted staff in implementing programs designed to address issues of homelessness • Assisted with the preparation of ballot materials and the preparation of an impartial analysis for a ballot measure to obtain voter expenditure authorization for the Monroe Street Pool project
• Reviewed and advised on contracts, public records requests and City Council inquiries • Provided as needed legal support and advice to all city boards, commissions and subcommittees

GOALS
• Provide quality and timely legal advice to all elected and appointed city officials and all branches to assist in minimizing litigation and regulatory risk and in making sound decisions to carry out the city’s mission, vision, values, and strategic plan • Support the City Manager in strategic operations related to ongoing and significant capital projects
• Continue efforts to update the Carlsbad Municipal Code, City Council policies and administrative orders and to codify the Carlsbad Municipal Water District ordinances

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POLICY AND LEADERSHIP|

OFFICE OF THE CITY CLERK

Account: 0010210, 0011610 Fund: General

ABOUT
The Office of the City Clerk serves as a vital link between city government and those it serves, providing access to public records, publishing City Council agendas, preparing minutes and serving as the city’s election official.

SERVICES
• Prepare City Council agendas
• Prepare minutes
• Complete legal noticing and publishing
• Maintain Fair Political Practices Commission filings
• Maintain Carlsbad Municipal Code
• Maintain, preserve and provide access to all legislative documents • Administer elections
• Notarize documents
• Provide proof of life certifications
• Assist City Attorney’s Office with citywide ethics training • Ensure public records are archived, preserved and accessible to the public • Respond to Public Records Act Requests
2020-21
Actual
2021-22
Actu
al
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 593,961$ 610,376$ 659,421$ 675,023$ Retirement Benefits 192,490 167,776 142,961 142,285 Health Insurance 96,418 86,549 109,601 86,625 Other Personnel Expenses 15,723 18,665 21,990 21,431 Personnel Services Subtotal 898,592 883,366 933,973 925,364 Operating Expenses
Professional & Contract Services 30,415 89,424 70,500 70,500 Supplies & Materials 45,894 42,990 42,456 42,220 Repair & Maintenance - 863 4,196 4,115 Interdepartmental Charges 120,648 156,372 143,237 182,459 Other Operating Expenses 111,486 123,297 199,800 49,797 Capital Outlay - - - - Operating Expenses Subtotal 308,443 412,946 460,189 349,091 TOTAL EXPENDITURES 1,207,035$ 1,296,312$ 1,394,162$ 1,274,455$ Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
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• Process subpoenas, summons and claims
• Develop and implement records management and document management programs • Process recorded documents and bond releases
• Provide document research assistance to staff and the public • Provide training and support to various department personnel designated to scan documents into the city’s records repository
• Manage and coordinate destruction of records past retention

RECENT ACCOMPLISHMENTS
• Conducted process to fill the City Council District 2 vacancy • Conducted the November 2022 General Election
• Updated the Carlsbad Municipal Code relating to the Campaign Contributions Limit • Finalized the agenda management workflow process through Laserfiche • Assisted Community Development in creating a Quick Fields Laserfiche workflow for E-Review of Building permits
• Standardized agendas, minutes and staff reports for all board and commission meetings

GOALS
•
• Obtain a digital posting board to push out all agendas electronically throughout the city for greater accessibility in conformance with the Brown Act • Automate the conforming process as a workflow in Laserfiche • Implement the County’s electronic system for document recordation • Evaluate feasibility of offering passport application acceptance services • Continue to systematically update the Carlsbad Municipal Code and City Council Policies • Provide greater access to public records on the city website • Maintain and update the Records Retention Schedule and provide city staff with training • Continue to collaborate with various departments on digitizing their documents • Continue to conduct departmental records audits

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POLICY & LEADERSHIP |

COMMUNICATION & ENGAGEMENT

Account: 0011012, 0011016
1381010
Fund: General
Special Revenue – Local Cable Infrastructure

ABOUT
The city’s communication and engagement program fosters open, two-way communication with the community about city issues, programs and services, leading to a more responsive and transparent government. This department is also responsible for communicating within the city organization so employees are not only informed but can see how their day-to-day work supports the larger city mission.

SERVICES
• Develop community engagement programs that facilitate early and meaningful public input in city government decision making
• Promote awareness of city issues, programs, services and initiatives • Write and edit staff reports and responses to constituent inquiries to ensure information presented is clear, complete and accurate
• Produce video recordings and livestream all City Council meetings and meetings of boards, commissions and committees
• Manage a dedicated 24/7 government cable TV channel

2020-21
Actual
2021-22
Actual
2022-23
Budget
2023-24
Budget
Personnel Services
Salaries & Wages 756,371$ 918,417$ 1,073,526$ 1,082,901$ Retirement Benefits 230,127 219,496 239,499 232,944 Health Insurance 112,283 122,180 174,135 181,807 Other Personnel Expenses 19,566 26,741 34,715 32,984 Personnel Services Subtotal 1,118,347 1,286,834 1,521,875 1,530,636 Operating Expenses
Professional & Contract Services 323,325 826,454 516,201 454,200 Supplies & Materials 73,442 102,950 107,686 81,620 Repair & Maintenance - 9,541 - - Interdepartmental Charges 134,940 172,368 194,963 208,342 Other Operating Expenses 17,401 18,322 33,467 217,256 Capital Outlay 162,484 24,925 - - Operating Expenses Subtotal 711,592 1,154,560 852,317 961,418 TOTAL EXPENDITURES 1,829,939$ 2,441,394$ 2,374,192$ 2,492,054$ General Fund 1,493,938$ 2,037,551$ 1,979,186$ 1,953,098$ Special Revenue Fund 336,001 403,843 395,006 538,956 Total Funding 1,829,939$ 2,441,394$ 2,374,192$ 2,492,054$ Full Time Positions 7.00 7.00 9.00 9.00
Hourly/FTE Positions 3.50 3.50 1.50 1.50
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• Provide communication skills training to city staff
• Provide employee communication that supports an informed and engaged workforce • Maintain a trained team of city staff ready to perform public information duties 24/7 in case of an emergency

RECENT ACCOMPLISHMENTS
• Successfully engaged community members on issues including the City Council strategic plan, the future of south Carlsbad’s coastline, sites for new housing, the CAP Update, Veterans Memorial Park, the Parks & Recreation Department Master Plan, traffic safety, neighborhood traffic calming programs, public art and more • Developed and distributed 51 editions of the city’s e-newsletter • Grew email database to 96,300, an increase of 15% over the previous year • Sent 712 targeted emails regarding city issues, programs and events, with an average open rate of 60%, more than double the industry standard and 5% higher than last year’s open rate
• Produced and distributed 292 news releases and articles about city services and programs, a 13% increase over last year
• Increased net new followers on Twitter by 20% over the past year • Increased net new YouTube subscribers by 18% over last year

• Increased net new followers on Instagram by 9%
• Produced over 200 informational videos watched by 170,419 people for a total of 4,621 hours
• More than doubled the engagement rate across all social media platforms • Achieved a post engagement rate across all social media platforms higher than the industry average

GOALS
• Complete a minimum of three community engagement programs with at least 500 participants each for citywide programs and 150 participants each for neighborhood-specific programs
• Produce an average of three news releases per week highlighting city news and programs • Communicate directly with community members through a combination of social media and email an average of five times a week

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Number of community engagement programs annually 4 3 3
Average number of news updates prepared per week 4 5 4
Average number of direct communications with community
members per week 5 6 5

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2023-24 ANNUAL BUDGET
H-1

STRATEGIC DIGITAL TRANSFORMATION INVESTMENT

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

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

The SDTIP expands on the Connected Carlsbad Roadmap to include a strategy for evaluating and prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines.

This new investment program continues to be organized into the five primary goal areas approved by City Council in Connected Carlsbad, listed below.
• Pursue Communitywide Digital Transformation focuses on the foundational elements, including connectivity, up-to-date hardware and software, and a robust security strategy while providing an aspirational vision for the future.
• Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. • Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human- centered perspective that an engaged city that uses data and technology in a way that respects people and their privacy will support a vibrant culture where residents, organizations and businesses are invested in their community and its future. • Enhance Accessibility and Transparency recognizes that open government and approaching problem-solving from an accessibility perspective leads to better outcomes for all. • Promote Safety and Sustainability through Connectivity leads to understanding the interconnected nature of our communities that can achieve environmental, mobility and sustainability goals when approached in a cross-departmental and community informed manner.

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

INVESTING IN DIGITAL TRANSFORMATION
As the city continues to grow and develop, the use of technology has also grown exponentially over the last two decades. The SDTIP outlines the financial resources needed to ensure that the technology infrastructure is in place to enable the city to provide services to the community. Prudent financial planning will ensure that ongoing funding for investment in technology is available.

PROJECT EVALUATION

Making decisions on technology implementations is a challenging and complex task. The challenging nature of these decisions is exacerbated by the expanding reach of technology and the increasingly interdisciplinary nature of emerging technologies. A major component of the SDTIP is the establishment of a cross-departmental approach to technology leadership to evaluate, prioritize, budget for and adopt digital transformation efforts. A new administrative order has been developed that provides a collaborative forum for key staff to validate and prioritize technology implementations. This approach also provides a structured venue to explore how particular configurations of a technology implementation may positively or negatively affect others within the organization. The process to evaluate digital transformation initiatives is ongoing and meetings may be held on a monthly, bimonthly or quarterly basis depending on the need .

A number of factors are considered when putting together projects for the five- year program.

All
digital transformation and technology projects shall be consistent with:

Strategic Digital
Transformation
Investment
Program
Public Health
and Safety
City Mission,
Vision and
Organizational
Values
Community
Values
City Council
Goals
Governing
and Policy
Documents
Funding
Availability
Environmental
Review
Technology
Standards and
Strategic Plans
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2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-3
Criteria
Proposed projects are evaluated and prioritized by a set of criteria that include:

Alignment with City Council goals and IT strategic plans, architecture, security and technology standards, including legislative and regulatory mandates, and administrative goals

Coordination of IT investments across the enterprise to avoid duplication, maximizing the return on investment and increasing efficiency

Effective articulation of the business case including valid operational benefits of the project

Accuracy and reasonableness of cost and benefit estimates

Consideration of potential project risks and identification of appropriate means to manage those risks

Adherence to standard project management practices

Capacity of staffing resources to implement the project As the SDTIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs and schedules to responsibly and cost-effectively manage city resources.

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••• ---

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H-4

STRATEGIC DIGITAL TRANSFORMATION

INVESTMENT PROGRAM PROJECTS

The following contains information about the projects in the SDTIP. Full project pages are provided for the major new projects being requested for fiscal year 2023-24 and prior approved major projects that have changes in funding needs or project requirements. Projects for fiscal year 2024-25 and beyond are included in the graphs and tables provided but will not have full project pages until the first year of funding. Projects with no changes and projects that have been completed or cancelled going into fiscal year 2023-24 are listed below. Full details for these projects can be found in the appropriate prior fiscal year budget documents based on when they were new or had project changes.

Fiscal Year 2021-22 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2021-22 SDTIP and have no changes to their funding needs or project requirements and are still in process. These projects are included in the totals of the various graphs and charts shown in the SDTIP. • Outdoor Wireless Study
• Online Permitting/Electronic Reviews, also known as E-Reviews • Project Portfolio Management Tool & Consulting
Fiscal Year 2022-23 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2022-23 SDTIP and have no changes to their funding needs or project requirements and are still in process. These projects are included in the totals of the various graphs and charts shown in the SDTIP. • Computer Aided Dispatch
• Enterprise Asset Management (EAM)
• Enterprise Digital Asset Management (EDAM)
• Live 9-1-1
• Utility Billing Portal
Completed or Cancelled Projects
The following projects were completed or cancelled during fiscal year 2022-23. The completed projects are not part of the totals of the various graphs and charts, while the cancelled projects are included if the project was previously funded.

Completed
• Business Process Documentation
• Digital Engagement & Analytics Consultant
• Exploration Hub Audio Visual Upgrade
• ServiceNow Service Portal
• Timekeeping System Upgrade
Cancelled
• Next Generation Online Catalog
• Electronic Patient Care Reporting

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2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H‐5
ESTIMATED TOTAL APPROPRIATIONS BY GOAL
Going into fiscal year 2023‐24, there are 44 continuing and new projects planned over the next five years at an estimated total cost of $33.71 million. Included in the $33.71 million is approximately $19.52 million in estimated new costs over the course of the same time frame to provide additional funding for th
e continuation of existing projects as well as funding for new projects. Within the $19.52 million is approximately $4.57 million of estimated new appropriations for fiscal year 2023‐24 for these same projects.

Build Capacity for
Data‐driven
Decision Making,
$2,660,353‐ 8%
Enhance
Accessibility and
Transparency,
$1,735,000‐ 5%
Foster a Vibrant
Civic Engagement
Culture,
$1,325,000‐ 4%
Promote Security and
Sustainability through
Connectivity,
$12,935,122‐ 38%
Pursue Communitywide
Digital Transformation,
$15,050,100‐ 45%
Estimated Total Projects Costs by Goal
FY 2023‐24 to FY 2027‐28
$33.71 million
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Fiscal year 2023-24 appropriations by project goal
Pursue Communitywide Digital Transformation
$15.05 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy.

Build Capacity for Data-Driven Decision Making
$2.66 million
This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. It builds a comprehensive approach to citywide data management to enable data-rich key performance metrics and effective operation of city departments. A data policy and resources will be created to align departments with standards of data cataloging for compliance ease of data sharing.

Foster a Vibrant Civic Engagement Culture
$1.33 million
The city’s civic engagement culture builds upon the first two goals with a human-centered perspective to use data and technology in a way that respects people and their privacy. Projects in this category will support a vibrant culture where residents, organizations and businesses are invested in their community and its future.

Enhance Accessibility and Transparency
$1.73 million
This goal recognizes that open government and approaching problem-solving from an accessibility perspective leads to better outcomes for all. Projects in this category include Civic Engagement with Open Data, Online Permitting/Electronic Reviews, Patron Print/Copy Management and a Virtual Permitting Counter.

Promote Security and Sustainability through Connectivity $12.94 million
Projects in this goal include the annual replacement of hardware and technology infrastructure, a Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System, and an enhancement to the 9-1-1 emergency system.

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2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-7

PROJECTS

PURSUE COMMUNITYWIDE DIGITAL

TRANSFORMATION

Consolidation & Replacement of Core Systems

Project Benefits
Without systems that can talk to each other, the city wastes time and resources manually compiling and integrating data. This greatly affects the city’s ability to make data-driven decisions, which are needed to ensure the highest and best use of taxpayer resources. Having f ewer systems that consolidate the city’s core business functions will enable streamlined business processes and provide more timely access to data and information. It will also enhance operations and reduce inefficiencies of employees having to learn and operate multiple systems.

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

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

Project Funding Source:

Technology Investment 4,400,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 900,000$ 1,500,000$ 2,000,000$ -$ -$ 4,400,000$ Est FY26-27
Budget
-$
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The city completed an in-depth process to evaluate functional requirements and business processes and, the city’s consultant provided a comprehensive report outlining the city’s requirements for a new consolidated system. The report also outlined the options and costs associated with system consolidation and replacement based on an evaluation of the city’s needs. The next step will involve the development and issuance of a request for proposal for a new consolidated system which is currently in progress. City staff are currently requesting funding of $1.5 million in fiscal year 2023-24 for acquisition and initial implementation and will request an estimated $ 2.0 million in funding for the continued implementation of a new system as part of the fiscal year 2024-25 SDTIP.

It is not currently feasible to determine any operational or replacement costs because they depend on the recommendations of the request for proposal process ; staff will identify more definitive costs during the request for proposal process.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

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2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-9
Digital Information Network

Project Benefits
This network will carry the information needed for data processing, email, internet access, public safety applications and a wide range of services that are crucial to city operations.

In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing fiber-optic cable assets owned by Crown Castle for city use. These cables are made up of multiple fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure. The city must make special arrangements with Crown Castle to use this asset.

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

As the initial phase of this project has been completed, staff are looking ahead to the second and third phases as originally approved by the City Council. These include leveraging the network to expand services to the Transportation and Utilities departments to replace the aging network infrastructure supporting their key systems. The additional funding request for fiscal year 2023-24 includes elements required for this expansion as well as some feature and functionality enhancements to the services already in place.

It is estimated that for each fiscal year with new funding there will be an increase to operational and replacement requirements of $50,000 and $100,000 respectively for each year with funding. The cost associated with the prior year funding have previously been included in the Information Technology Department’s Operating or Replacement budget requests.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:

Technology Investment 6,025,584$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 100,000
Replacement 200,000
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 5,025,584$ 500,000$ 500,000$ -$ -$ 6,025,584$ Est FY26-27
Budget
-$
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CITY OF CARLSBAD
H-10
Exploration Hub Computer Upgrade

Project Benefits
The Apple Macintosh computers in the exploration hub are due to be replaced. A review of the services provided in the exploration hub revealed that windows-based computers are more consistent with the types of programming offered in the exploration hub.

About This Project
Replace the existing computers in the library exploration hub with windows -based laptops. Migrating to windows-based computers is more consistent with the types of programs offered in the exploration hub and staff have more expertise with the use of windows-based computers and software programs. Transitioning from desktops to laptops provides more flexibility in changing the layout of the exploration hub to match different types of program offerings.

There are no annual operational or replacement costs associated with this project.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:

IT Replacement Fund 43,600$
Managing Department:

Library
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget IT Repl acement -$ 43,600$ -$ -$ -$ 43,600$ Est FY26-27
Budget
-$
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2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-11
Fleet Telematics

Project Benefits
Installing special software and hardware in city fleet vehicles will provide real-time information about how they are being operated to ensure safety, track vehicle health and improve security. Tracking city vehicles will also help city departments make better decisions based on routing, staffing and overall operational readiness.

About This Project
Issue a Request for Proposal to Identify, procure and implement an enterprise solution that provides for fleet telematics. This solution is critical for the effective management of the city’s Fleet.

Additionally, the solution will provide data that gives departments active vehicle location for routing, assignment, staffing, and operational readiness evaluations It is not currently feasible to determine any operational or replacement costs because they depend on the recommendations of the request for proposal process; staff will identify more definitive costs during the request for proposal process.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Funding Source:

Technology Investment 175,916$
Managing Department:

Fl eet
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 45,916$ 130,000$ -$ -$ -$ 175,916$ -$ Est FY26-27
Budget
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-
(l)
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a

CITY OF CARLSBAD
H-12
Staff Managed Print

Project Benefits
The increasing use of technology as well as the city’s sustainability goals have reduced the city’s printing needs. By replacing out of date, leased printers, which are approaching end of life, with a smaller number of purchased printers, the city will save an estimated $80,000 a year in electricity, printing supplies and monthly maintenance charges. Over a five-year period, the city will save approximately $400,000 in operational costs overall.

About This Project
The existing printers deployed throughout the city were leased in 2015. Due to their age, they are becoming unreliable and costly to repair. In many instances, replacement parts are no longer available. The new printing fleet will be replaced on a five-year running basis requiring approximately $800,000 in funding from the Technology Investment Capital Fund each fifth year .

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Funding Source:

Technology Investment 1,500,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational (80,000)
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 700,000$ -$ -$ 800,000$ 1,500,000$ Est FY26-27
Budget
-$
May 23, 2023
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•
I
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-13

BUILD CAPACITY FOR DATA -DRIVEN DECISION
MAKING

Business Process Automation

Project Benefits
Automating manual processes will improve staff productivity, efficiency and service delivery. Business process automation also provides the opportunity to eliminate paper forms and processes , which supports the city’s sustainability goals.

About This Project
This project facilitates the ongoing expansion of business process automation by adding licenses to existing city applications that support process automation, such as Laserfiche, ServiceNow and DocuSign, and by engaging vendor support and external consultants to assist with the development of complex workflows.

There is a potential for operational costs to increase if additional licenses are required to support identified automation initiatives. There are no replacement costs associated with project.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Funding Source:

Technology Investment 300,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 150,000$ 150,000$ -$ -$ -$ 300,000$ Est FY26-27
Budget
-$
May 23, 2023
Item #9 Page 203 of 384
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CITY OF CARLSBAD
H-14
Facility Monitoring and Analytics

Project Benefits
Automated facility monitoring will provide city staff with the ability to remotely monitor the condition, temperature and power at over 100 city facilities as well as track foot traffic and space utilization within the city’s public spaces such as library facilities and parks. Alerting to conditions in city facilities will allow staff to respond reducing or limiting any potential damage that may occur from these conditions.

The city maintains over 100 facilities that currently have limited monitoring capability to detect conditions such as flooding, power issues or power loss, or abnormal temperatures. Additionally, the existing people counters located at the library are over 11 years and due to be replaced.

About This Project
This project will identify, procure and implement a citywide facility monitoring and traffic analysis solution for city facilities.

It is not currently feasible to determine any operational or replacement costs because they depend on the recommendations of the request for proposal process; staff will identify more definitive costs during the request for proposal process.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Funding Source:

Technology Investment 250,000$
Managing Department:

Innovation and Economic Development
Facilitie s
Library & Cultural Arts
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 100,000$ 50,000$ 50,000$ -$ 250,000$ Est FY26-27
Budget
50,000$
May 23, 2023
Item #9 Page 204 of 384
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2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-15
Professional Technical Services for Data Project Delivery

Project Benefits
Leverage the expertise of the ESRI Advantage program to assist city staff in the development of data visualization tools and dashboards. Combining city data with spatial information allows data to be transformed into graphical or interactive forms that can reveal patterns, trends and insights , presents data in a format that communicates complex information in a clear and engaging way , and enables data-driven decision making.

About This Project
The ESRI Advantage Program provides technical consulting to assist staff on projects that combine data from city systems with the spatial data from the city’s GIS application to provide robust data visualization tools. The program is currently being used to complete the first phase of the Fire Department Standards of Cover project. This funding will allow for staff to be agile in starting and executing new projects that use GIS and ESRI. The credits are also flexible s o as city needs change, the city can adapt its use of the technical assistance. It is estimated that the city will use at least $70,000 worth of credits in fiscal year 2023-24.

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

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Funding Source:

Technology Investment 420,000$
Managing Department:

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

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 70,000$ 70,000$ 70,000$ 70,000$ 70,000$ 420,000$ Est FY26-27
Budget
70,000$
May 23, 2023
Item #9 Page 205 of 384

CITY OF CARLSBAD
H-16
Regulator Water Usage Analytics

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

About This Project
In fiscal year 2022-23, staff implemented the Waterview Water Efficiency portal to assist the city in meeting legislatively established water conservation goals and reporting requirements for residential parcels. Additional funding is being requested to expand the use of Waterview for commercial and industrial parcels.

After initial implementation, city staff estimate operational costs to increase by $42,000 starting in fiscal year 2024-25. There is no replacement cost associated with this project.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Funding Source:

Utility Ope rating 65,353$
Managing Department:

Utilitie s
Estimated Annual Costs
Increase/(Decrease):

Operational 42,000
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Ope rating 50,000$ 15,353$ -$ -$ -$ 65,353$ Est FY26-27
Budget
-$
May 23, 2023
Item #9 Page 206 of 384
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-17

FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE

Audiovisual Upgrades

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

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

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

Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture

Project Funding Source:

Technology Investment 1,225,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Est FY26-27
Budget
100,000$
May 23, 2023
Item #9 Page 207 of 384
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CITY OF CARLSBAD
H-18

ENHANCE ACCESSIBILITY AND TRANSPARENCY

Patron Print/Copy/PC Management

Project Benefits
The existing system is due to be replaced and the Library & Cultural Arts Department is looking to enhance the system.

About This Project
This project replaces the existing print/copy/PC management system used at the various library locations within the city. In fiscal year 2022-23, computers and servers associated with the system were replaced. In fiscal year 2024-25, the library will be completing a request for proposal to identify and implement a new management solution.

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

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Funding Source:

Technology Investment 88,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 18,000$ 70,000$ -$ -$ -$ 88,000$ -$ Est FY26-27
Budget
May 23, 2023
Item #9 Page 208 of 384
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-19
Records Digitization

Project Benefits
There are multiple departments that have a large volume of physical records. These records take up office space and are not easily accessible or searchable.

About This Project
This project involves issuing a request for qualifications, selecting one or more vendors, and establishing master agreements for firms that can assist departments in scanning and digitizing paper documents. These digitized documents will then be loaded into the city’s Laserfiche records management system making them more accessible to staff and the public.

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

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Funding Source:

Technology Investment 200,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

CITY OF CARLSBAD
H-20

PROMOTE SECURITY AND SUSTAINABILITY

THROUGH CONNECTIVITY

Annual Hardware and Infrastructure Replacement

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

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

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

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Funding Source:

IT Replacement Fund 6,903,142$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget IT Repl acement 790,000$ 978,142$ 1,485,000$ 1,100,000$ 1,500,000$ 6,903,142$ Est FY26-27
Budget
1,050,000$
May 23, 2023
Item #9 Page 210 of 384
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2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-21
Cyber Security Program Development

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

Implementation of these projects will incur costs and require funding. The funding will cover assessment and evaluation, implementation, and staff training. Once the security infrastructure is in place, operational costs will move to the operation budget. City staff identified and planned the following projects for implementation:
- Disaster Recovery program assessment and development, - Detection capability with security incident and event management technology, - Cybersecurity governance program,
- Data classification tools, and
- Incident response procedure development and training.

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

To ensure we address the different areas and aspects of cybersecurity, city staff have developed and adopted an approach based on the National Institute of Standards and Technology Cybersecurity Framework to cybersecurity defense program which covers five functions:
• Identify – Develop the organizational understanding to manage cybersecurity risk to systems, assets, data and capabilities. The activities in the Identify function are foundational for effective use of the Framework. Understanding the business context, the resources that support critical functions, and the related cybersecurity risks enables an organization to focus and prioritize its efforts, consistent with its risk management strategy and business needs. Examples of outcome categories within this function include Asset Management, Business Environment, Governance, Risk Assessment and Risk Management Strategy.

Project Funding Source:

Technology Investment 950,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 450,000$ 100,000$ 100,000$ 100,000$ 100,000$ 950,000$ 100,000$ Est FY26-27
Budget
May 23, 2023
Item #9 Page 211 of 384

CITY OF CARLSBAD
H-22
• Protect – Develop and implement the appropriate safeguards to ensure delivery of critical infrastructure services. The Protect function supports the ability to limit or contain the impact of a potential cybersecurity event. Examples of outcome categories within this function include Access Control, Awareness and Training, Data Security, Information Protection Processes and Procedures, Maintenance, and Protective Technology. • Detect – Develop and implement the appropriate activities to identify the occurrence of a cybersecurity event. The Detect function enables timely discovery of cybersecurity events.

Examples of outcome categories within this function include Anomalies and Events, Security Continuous Monitoring, and Detection Processes.
• Respond – Develop and implement the appropriate activities to act regarding a detected cybersecurity event. The Respond function supports the ability to contain the impact of a potential cybersecurity event. Examples of outcome categories within this function include Response Planning, Communications, Analysis, Mitigation and Improvements. • Recover – Develop and implement the appropriate activities to maintain plans for resilience and to restore any capabilities or services that were impaired due to a cybersecurity event.

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

At this time and depending on the types of programs implemented over the course of the project, city staff cannot feasibly determine any operational or replacement costs for fiscal year 2024-25 and beyond. For fiscal year 2023-24 an additional $132,000 has been request as part of the budget process for on-going Varonis security services.

Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity

May 23, 2023
Item #9 Page 212 of 384
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-23
Payment Works

Project Benefits
The current process for enrolling a vendor to receive electronic payments involves the completion of a paper form. Staff must then manually validate the information and enter the vendor’s information into the city’s financial application. Additionally, if the city receives a request to change a vendor’s banking information, there is not an automated process to validate the accuracy and legitimacy of the information which puts the city at risk for attempted fraud.

About This Project
This project involves the impl ementation of the Payment Works solution to digitally onboard vendors, validate that vendor information is valid and legitimate and provides a mechanism for vendors to request updates to their payment information that is secure and verified. This will eliminate paper forms which supports the city’s sustainability goals, significantly improves business processes, and reduces the risk of fraud.

After initial implementation, staff estimate operational costs to increase by $ 54,000 st arting in fiscal year 2024-25. There is no replacement cost associated with this project.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Funding Source:

Technology Investment 68,600$
Managing Department:

Finance
Estimated Annual Costs
Increase/(Decrease):

Operational 54,000
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 68,600$ -$ -$ -$ 68,600$ Budget
-$
Est FY26-27
May 23, 2023
Item #9 Page 213 of 384
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CITY OF CARLSBAD
H‐24
MINOR PROJECTS

Pursue Communitywide Digital Transformation Projects and Strategic Initiatives Past Perfect Upgrade/Migration
This project involves upgrading the application used by recreation for tracking items in the Leo Carrillo Collection and migrating from on‐premises to the vendor’s cloud offering. Moving to the cloud will allow for broader staff access as well as introduce accessibility to the public.

Enhance Accessibility and Transparency
Expansion of Yardi
Expand the use of the existing Yardi Voyager application used in Housing and Homeless Services by conducting a business process review, hosting staff training, and implementing an online applicant portal.

FUTURE PROJECTS

Estimated Fiscal Year 2023‐24 through 2027‐28 Appropriations by Goal The City of Carlsbad’s SDTIP for fiscal year 2023‐24 to fiscal year 2027‐28 outlines 44 projects at an estimated total cost of $33.71 million. Of the $33.71 million, $19.52 million is for new or increased funding for projects over the next five years. The information provided for future years reflects the most compre
hensive snapshot of known or anticipated future projects as well as associated estimated costs.

Build Capacity for Data‐
driven Decision Making,
$1,955,353‐ 10%
Enhance Accessibility
and Transparency,
$373,000‐ 2%
Foster a Vibrant
Civic Engagement
Culture,
$500,000‐ 3%
Promote Security and
Sustainability through
Connectivity,
$9,798,742‐ 50%
Pursue Communitywide
Digital Transformation,
$6,888,600‐ 35%
Estimated Future Projects Costs by Goal
FY 2023‐24 to FY 2027‐28
$19.52 million
May 23, 2023
Item #9 Page 214 of 384
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H‐25
Estimated Fiscal Year 2023‐24 Appropriations by Goal
The fiscal year 2023‐24 SDTIP outlines $4.57 million in new appropriations for fiscal year 2023‐24 to provide additional funding for the continuation of existing projects as well as funding for new projects.

Build Capacity for
Data‐driven
Decision Making,
$335,353‐ 7%
Enhance
Accessibility and
Transparency,
$160,000‐ 4%
Foster a Vibrant Civic
Engagement Culture,
$100,000‐ 2%
Promote Security and
Sustainability through
Connectivity,
$1,096,742‐ 24%Pursue Communitywide
Digital Transformation,
$2,878,600‐ 63%
Requested
FY 2023‐24 Appropriations by Goal
$4.57 million
May 23, 2023
Item #9 Page 215 of 384

CITY OF CARLSBAD
H-26
Estimated Fiscal Year 2024-25 through 2027-28 Pending Current or New Projects with Future Funding Requests

The projects listed in the table below represent projects that have been presented to the SDTIP Committee but are not requesting funding or have been delayed for the fiscal year 2023 -24 budget year. These projects will be reevaluated for the fiscal year 2024-25 budget year and if approved for funding in fiscal year 2024-25 will then have a project page included as part of the SDTIP in fiscal year 2024-25 or as appropriate. These projects have been included in the estimated five-year tables and funding projections.

Connected Requested Estimated Estimated Est imated Estimated Estimated Carlsbad Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Goal Source Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding RFID Replacement PCDT TICF -$ -$ 600,000$ -$ -$ -$ 600,000$ Utility Billing Automation PCDT UEF - - 75,000 - - - 75,000 Tightrope PCDT TICF - - 35,000 - - - 35,000 Data Governance and Operational Analytics BCDDM TICF 405,000 - 50,000 50,000 - - 505,000 Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000 Meter Data Management/Utility Analytics BCDDM UEF - - 550,000 - - - 550,000 Permit Process Automation BCDDM TICF - - 200,000 200,000 - - 400,000 Civic Engagement with Open Data EAT TICF 198,000 - 50,000 - - - 248,000 Virtual Permitting Counter (OpenCounter) EAT TICF 61,000 - 23,000 - - - 84,000 Remote Hold Pickup Locker EAT TICF - - 40,000 - - - 40,000 Command Central A/V Infrastucture PSSC TICF - - 200,000 - - - 200,000 Facility Security Master Plan PSSC TICF 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Police Body Camera Replacement PSSC TICF - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC TICF - - - - - 550,000 550,000 Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20, 000 Police Mobile Device IOS Transition PSSC TICF - - 5,000 - - - 5,000 894,000$ -$ 3,409,000$ 561,000$ 438,000$ 772,000$ 6,074,000$ Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT
Funding Source Abbreviations
Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF Project Name
May 23, 2023
Item #9 Page 216 of 384
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-27

FIVE-YEAR SCHEDULE OF PROJECTS BY

CONNECTED CARLSBAD GOAL
Requested Estimated Estimated Estimated Esti mated Estimated Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Source Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Consolidation & Replacement of Core Systems TICF 900,000$ 1,500,000$ 2,000,000$ -$ -$ -$ 4,400,000$ Digital Information Network TICF 5,025,584 500,000 500,000 - - - 6,025,584 Enterprise Asset Management System TICF 1,600,000 - - - - - 1,600,000 Exploration Hub Upgrade ITRF - 43,600 - - - - 43,600 Fleet Telematics TICF 45,916 130,000 - - - - 175,916 Project Portfolio Management Tool & Consulting TICF 500,000 - - - - - 500,000 RFID Replacement TICF - - 600,000 - - - 600,000 Staff Managed Print TICF - 700,000 - - - 800,000 1,500,000 Utility Billing Automation UEF - - 75,000 - - - 75,000 Utility Billing Portal UEF 90,000 - - - - - 90,000 Past Perfect Upgrade/Migration TICF - 5,000 - - - - 5,000 Tightrope TICF - - 35,000 - - - 35,000 8,161,500 2,878,600 3,210,000 - - 800,000 15,050,100 Business Process Automation TICF 150,000 150,000 - - - - 300,000 Data Governance and Operational Analytics TICF 405,000 - 50,000 50,000 - - 505,000 Discovery Management Assessment TICF 30,000 - 140,000 - - - 170,000 Facility Monitoring and Analytics TICF - 100,000 50,000 50,000 50,000 250, 000 Meter Data Management/Utility Analytics UEF - - 550,000 - - - 550,000 Permit Process Automation TICF - - 200,000 200,000 - - 400,000 Professional Technical Services for Data Project Delivery TICF 70,000 70,000 70,000 70, 000 70,000 70,000 420,000 Regulatory Water Usage Analytics (Operating Funds) UEF 50,000 15,353 - - - - 65,353 705,000 335,353 1,060,000 370,000 120,000 70,000 2,660,353 Audio Visual Upgrades TICF 725,000 100,000 100,000 100,000 100,000 100,000 1,225,000 Outdoor Wireless Study TICF 100,000 - - - - - 100,000 825,000 100,000 100,000 100,000 100,000 100,000 1,325,000 Civic Engagement with Open Data TICF 198,000 - 50,000 - - - 248,000 Enterprise Digital Asset Management TICF 400,000 - - - - - 400,000 Online Permitting/Electronic Reviews (E-Reviews) TICF 645,000 - - - - - 645,000 Patron Print/Copy Management TICF 18,000 70,000 - - - - 88,000 Record Digitization TICF - 100,000 100,000 - - - 200,000 Virtual Permitting Counter (OpenCounter) TICF 61,000 - 23,000 - - - 84,000 Expansion of Yardi TICF - 30,000 - - - - 30,000 Next Generation Online Catalog TICF 40,000 (40,000) - - - - - Remote Hold Pickup Locker TICF - - 40,000 - - - 40,000 1,362,000 160,000 213,000 - - - 1,735,000 Annual Hardware and Infrastructure Replacement ITRF 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Command Central A/V Infrastucture TICF - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD) TICF 1,580,000 - - - - - 1,580,000 C
yber Security Program Development TICF 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Electronic Patient Care Reporting TICF 50,000 (50,000) - - - - - Facility Security Master Plan TICF 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Live 911 TICF 66,380 - - - - - 66,380 Payment Works TICF - 68,600 - - - - 68,600 Police Body Camera Replacement TICF - - 500,000 - - - 500,000 Police In-car Video Replacement TICF - - - - - 550,000 550,000 Police Records Management Migration TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000 Police Mobile Device IOS Transition TICF - - 5,000 - - - 5,000 3,136,380 1,096,742 3,231,000 1,511,000 1,588,000 2,372,000 12,935,122 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF Build Capacity for Data-driven Decision Making
Build Capacity for Data-driven Decision Making Total
Pursue Communitywide Digital Transformation Total
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Foster a Vibrant Civic Engagement Culture
ProjectsTotal
Funding Source Abbreviations
Promote Security and Sustainability through Connectivity Total Foster a Vibrant Civic Engagement Culture Total
Enhance Accessibility and Transparency
Enhance Accessibility and Transparency Total
Promote Security and Sustainability through Connectivity May 23, 2023
Item #9 Page 217 of 384

CITY OF CARLSBAD
H-28

FIVE-YEAR SCHEDULE OF PROJECTS BY FUND

Connected Estimated Estimated Estimated Estimated Estimated Estimated Carlsbad Prior Year 2 Year 3 Year 4 Year 5 Year 5 Total Project Name Goal Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Technology Investment Capital Fund
Audio Visual Upgrades FVCEC 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Business Process Automation BCDDM 150,000 150,000 - - - - 300,000 Civic Engagement with Open Data EAT 198,000 - 50,000 - - - 248,000 Command Central A/V Infrastucture PSSC - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD) PSSC 1,580,000 - - - - - 1,580,000 Consolidation & Replacement of Core Systems PCDT 900,000 1,500,000 2,000,000 - - - 4,400,000 Cyber Security Program Development PSSC 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Data Governance and Operational Analytics BCDDM 405,000 - 50,000 50,000 - - 505,000 Digital Information Network PCDT 5,025,584 500,000 500,000 - - - 6,025,584 Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000 Electronic Patient Care Reporting PSSC 50,000 (50,000) - - - - - Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000 Enterprise Digital Asset Management EAT 400,000 - - - - - 400,000 Facility Monitoring and Analytics BCDDM - 100,000 50,000 50,000 50,000 - 250,000 Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Fleet Telematics PCDT 45,916 130,000 - - - - 175,916 Live 911 PSSC 66,380 - - - - - 66,380 Online Permitting/Electronic Reviews (E-Reviews) EAT 645,000 - - - - - 645,000 Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000 Patron Print/Copy Management EAT 18,000 70,000 - - - - 88,000 Payment Works PSSC - 68,600 - - - - 68,600 Permit Process Automation BCDDM - - 200,000 200,000 - - 400,000 Police Records Management Migration PSSC - - 200,000 - - - 200,000 Police Body Camera Replacement PSSC - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC - - - - - 550,000 550,000 Professional Technical Services for Data Project Delivery BCDDM 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Project Portfolio Management Tool & Consulting PCDT 500,000 - - - - - 500,000 Record Digitization EAT - 100,000 100,000 - - - 200,000 RFID Replacement PCDT - - 600,000 - - - 600,000 Staff Managed Print PCDT - 700,000 - - - 800,000 1,500,000 Virtual Permitting Counter (OpenCounter) EAT 61,000 - 23,000 - - - 84,000 Expansion of Yardi EAT - 30,000 - - - - 30,000 Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000 Next Generation Online Catalog EAT 40,000 (40,000) - - - - - Past Perfect Upgrade/Migration PCDT - 5,000 - - - - 5,000 Police Mobile Device IOS Transition PSSC - - 5,000 - - - 5,000 Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000 Tightrope PCDT - - 35,000 - - - 35,000 Technology Investment Capital Fund Total 13,259,880 3,533,600 5,704,000 881,000 758,000 1,842,000 25,978,480 Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement PSSC 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Exploration Hub Upgrade PCDT - 43,600 - - - - 43,600 Information Technology Replacement Fund Total 790,000 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 6,946,742 Utilities Enterprise Funds (Operating or Capital)
Meter Data Management/Utility Analytics BCDDM - - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds) BCDDM 50,000 15,353 - - - - 65,353 Utility Billing Automation PCDT - - 75,000 - - - 75,000 Utility Billing Portal PCDT 90,000 - - - - - 90,000 Total Utilities Enterprise Funds (Operating or Capital) 140,000 15,353 625,000 - - - 780,353 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT
Funding Source
ProjectsTotal
May 23, 2023
Item #9 Page 218 of 384
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-29

PROJECT FUNDING SOURCES

Technology Investment Capital Fund – Funds set aside on a yearly basis to fund ongoing SDTIP digital transformation and technology projects. Revenue is mostly comprised of an annual General Fund transfer, estimated based on a portion of the transfer of 6% of General Fund revenues, in accordance with Council Policy No. 91 – Long Term General Fund Capital Funding Policy.

Information Technology Replacement Fund – Funds are collected annually from the city’s operating departments as part of the IT Department internal service fund chargeback ; charges are based on an asset’s lifecycle and original cost. These funds are used to replace assets at the end of their useful lives.

Utilities Enterprise Funds (Operating or Capital) – For information regarding the Utilities Enterprise Funds, please see the Public Works Section of the Fiscal Year 2023-24 Operating Budget and for the Capital Funds please see the CIP Section of the Fiscal Year 202 3-24 Operating Budget.

PROJECTED FUND BALANCES

TECHNOLOGY INVESTMENT CAPITAL FUND

FUNDS AVAILABILITY PROJECTION
Estimated Requested Estimated Estimated Estimated Estimated Balance Year 1 Year 2 Year 3 Year 4 Ye ar 5
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
2,762,560$ 3,414,960$ 2,010,960$ 5,541,960$ 9,340,960$ Transfers In 4,096,000 4,187,000 4,271,000 4,381,000 4,600,050 Interest Revenue 90,000 113,000 141,000 176,000 184,000 Project Appropriations 3,533,600 5,704,000 881,000 758,000 1,842,000 3,414,960$ 2,010,960$ 5,541,960$ 9,340,960$ 12,283,010$ 2,762,560$
Beginning Available Balance
Ending Available Balance
Balance Available for Future Projects

INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND

FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2022-23 2023-24 2024-25 2025-26 2026-27 2027-28
2,349,929$ 2,896,227$ 2,761,227$ 3,011,227$ 3,311,227$ Replacement Cost Revenue 1,568,040 1,350,000 1,350,000 1,350,000 1,350,000 Replacement Appropriations 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 2,896,227$ 2,761,227$ 3,011,227$ 3,311,227$ 3,161,227$ 2,349,929$ Estimated Available Funds
Ending Available Balance
Beginning Available Balance
May 23, 2023
Item #9 Page 219 of 384

CITY OF CARLSBAD
H-30

REVENUE PROJECTIONS SCHEDULE

BUDGET EXPENDITURE SCHEDULE

2020-21 2021-22 2022-23 2023-24 2023-24 2023-24
Actual Actual Estimated Continuing New Total
Expense Expense Expense Appropriations Appropriations Appropriations Technology Investment Capital NA 1,615,320$ 2,100,000$ 7,076,551$ 3,533,600$ 10,610,151$ Information Technology Department Replacement 1,822,434 935,994 1,396,948 554,580 1,021,742 1,576,322 Total 1,822,434$ 2,551,314$ 3,496,948$ 7,631,131$ 4,555,342$ 12,186,473$ 2019-20 2020-21 2021-22 2022-23 2023-24
Actual Actual Actual Projected Estimated
Revenue Revenue Revenue Revenue Revenue
Technology Investment Capital NA NA 10,747,619$ 4,076,004$ 4,186,000$ Information Technology Department Replacement 810,400 1,221,363 1,491,070 1,555,005 1,568,040 Total 810,400$ 1,221,363$ 12,238,689$ 5,631,009$ 5,754,040$ Fund
May 23, 2023
Item #9 Page 220 of 384
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-31

PROJECT ESTIMATED OPERATIONAL REQUIREMENTS

The projects listed on the table below represent projects that have been determined will have or may have operating budget impacts in the fiscal year identified. Projects that have a zero listed for each fiscal year are pending an estimate due to the possible solution having to many pending variables.

Once a more exact solution is identified the operational estimate will be updated. As the fiscal years identified on the table become the next budgeting year the Information Technology Department will include a request for the additional operating budget in the departments annual operating budget request.

Total Year 1 Year 2 Year 3 Year 4 Year 5
Project Name Funding 2023-24 2024-25 2025-26 2026-27 2027-28 Totals Business Process Automation 300,000$ -$ -$ -$ -$ -$ -$ Civic Engagement with Open Data 248,000 - 100,000 50,000 25,000 - 175,000 Command Central A/V Infrastucture 200,000 - - - - - - Computer Aided Dispatch (CAD) 1,580,000 150,000 20,000 - - - 170,000 Cyber Security Program Development 950,000 132,500 - - - - 132,500 Data Governance and Operational Analytics 505,000 125,000 75,000 60,000 50,000 50,000 360,000 Digital Information Network 6,025,584 - 150,000 150,000 - - 300,000 Discovery Management Assessment 170,000 - - - - - - Enterprise Asset Management System 1,600,000 20,000 - - - - 20,000 Enterprise Digital Asset Management 400,000 - - 75,000 - - 75,000 Expansion of Yardi 30,000 1,500 - - - - 1,500 Facility Monitoring and Analytics 250,000 - - - - - - Facility Security Master Plan 1,892,000 - - 150,000 150,000 150,000 450,000 Fleet Telematics 175,916 - - - - - - Live 911 66,380 - 60,000 - - - 60,000 Major Incident/Special Event Management System 20,000 - - - - - - Meter Data Management/Utility Analytics 550,000 - - 175,000 - - 175,000 Online Permitting/Electronic Reviews (E-Reviews) 645,000 - 27,300 - - - 27, 300 Past Perfect Upgrade/Migration 5,000 2,000 - - - - 2,000 Payment Works 68,600 - 54,000 - - - 54,000 Permit Process Automation 400,000 - - - - - - Police Records Management Migration 200,000 - - 54,000 - - 54,000 Project Portfolio Management Tool & Consulting 500,000 165,000 - - - - 165,000 Regulatory Water Usage Analytics (Operating Funds) 65,353 - 42,000 - - - 42,000 Remote Hold Pickup Locker 40,000 - - 4,000 - - 4,000 RFID Replacement 600,000 - - - - - - Staff Managed Print 1,500,000 - (80,000) - - - (80,000) Tightrope 35,000 - - - - - - Utility Billing Automation 75,000 - - 7,500 - - 7,500 Virtual Permitting Counter (OpenCounter) 84,000 - - 34,500 - - 34,500 19,180,833 $ 596,000$ 448,300$ 760,000$ 225,000$ 200,000$ 2,229,300$ * Listing only includes projects with expected changes in operational budget requirements, if listed with a zero amount staff have not been able to determine that amount with the current information.

May 23, 2023
Item #9 Page 221 of 384

CITY OF CARLSBAD
H-32
FISCAL YEAR 2023-24 ROADMAP

Strategic Digital Transformation Investment Program FY 2023-24 Schedule Legend: Project Ongoing

GOAL INIT IATIVES
Consolidation & Replacement of Core Systems
Digital Information Network
Enterprise Asset Management
Exploration Hub Computer Upgrade
Fleet Telematics
Staff Managed Print
Past Perfect Upgrade/Migration

GOAL INITIATIVES
Bu
siness Process Automation
Data Governance and Operational Analytics
Professional Technical Services for Data Project Delivery Facility Monitoring and Analytics
Regulatory Water Usage Analytics

GOAL INIT IATIVES
Audio Visual Upgrades
Outdoor Wireless Study

GOAL INITIATIVES
Civic Engagement with Open Data
Patron Print/Copy/PC Management
Enterprise Digital Asset Management
Records Digitization
Online Permitting/Electronic Reviews (E-Review)
Expansion of Yardi
Virtual Permitting Counter (OpenCounter)

GOAL INITIATIVES
Annual Hardware and Infrastructure Replacement
Computer Aided Dispatch (CAD)
Cyber Security Program Development
Ensure Adoption of Relevant New Technologies are Mirrored into EOC Facility Security Master Plan
Payment Works
Tr
affic Management Functionality Enhancement
NOV
DEC
DEC
DEC
DEC
DEC
NOV
NOV
NOV
NOV

AUGJUL OCT
SEP
SEP
Pursue Community Wide
Digital Transformation

JUL AUG

JUL AUG
Foster a Vibrant Civic
Engagement Culture
Build Capacity for Data-
driven Decision Making
SEP
OCT
OCT
Promote Safety and
Sustainability through
Co
nnectivity
OCT

OCTJUL AUG SEP
Enhance Accessibility
and Transparency

JUL AUG SEP
JAN
JAN
JAN
JAN
JAN
FEB
FEB
FEB
FEB
FEB
MAR
MAR
MAR
MAR
MAR
APR
APR
APR
APR
APR
MAY
MAY
MAY
MAY
MAY
JUN
JUN
JUN
JUN
JUN
-------------RFP------------- -----------------Selection-----------------Contract---- -Council-- --Kickoff--- -------------------------------------------------------------Ongoi ng--------------------------------------------------------- -------------------------------------------------------------Ongoi ng------------------------------------------------------ ----------------------------------------------------------------Ongoing--------------------------------------------------- ----------------------------------------------------------------Ongoing--------------------------------------------------- -----------------------------------------------------------Implementation---------------------------------------------- ----- Implementation------
----------------------------Pilot------------------------- --------------------------Roll Out------------------------- -------------------------------------------------------------Ongoi ng------------------------------------------------------ ------- RFP-------- ---Selection--- -----Implementation------- ----- Requirements------ ----------------RFP---------- ----Selection---- ----------Implementation-------- -------------------------------------------------------------Ongoi ng------------------------------------------------------ -------------------------------------------------------------Ongoi ng------------------------------------------------------ --------------------------Roll Out------------------------- ------------------------Implementation---------------------- --Implementation
------------------------------------------------------Implementation----------------------------------------------------- ----Implementation------
------------------------------------------------------TBD----------------------------------------------------- -------------------------------------------------------------Ongoi ng------------------------------------------------------ --------------------------------------------------------------------TBD---------------------------------------------------- ----------------------------------------------------------------Ongoing----------------------------------------------------- -------- Implementation--------
-------------------------------------------------------------Ongoi ng------------------------------------------------------ ----- Acquire Hardware--- ------Implementation----
Implementation
------------ RFQ-------------- --------------------------------------Ongoing---------------------------------------------- ------ BPR-----------Training-Implementation
--------------------------------------------------------------------TBD---------------------------------------------------- May 23, 2023
Item #9 Page 222 of 384
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-33

FIVE-YEAR ROADMAP

Strategic Digital Transformation Investment Program - 5-Year Roadma Legend: In progress Appr oved 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
Exploration Hub Computer Upgrade
Utility Billing Automation
Utility Billing Portal
Fleet Telematics
PastPerfect Upgrade/Migration
St
aff Managed Print
RFID Replacement
Tightrope
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 Bu
siness Process Automation
Data Governance and Operational Analytics
Discovery Management
Meter Data Management/Utility Analytics
Professional Technical Services for Data Project Delivery Regulatory Water Usage Analytics
Facility Monitoring and Analytics
Pe
rmit Process Automation
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
Outdoor Wireless Study
In progress - has been fully approved and work has started Approved - has been fully approved but work has not started Evaluating - staff is currently studying merit and cost of initiative/projec Ongoing - annual process
Foster a Vibrant Civic
Engagement Culture

INITIATIVES
GOAL
GOAL
Build Capacity for Data-
driven Decision Making
GOAL
Pursue Community Wide
Digital Transformation
Prior Years
FY 2024-25 FY2025-26
FY 2024-25
FY 2024-25
FY2025-26
FY2025-26FY 2023-24
FY2026-27
FY2026-27
FY2026-27
Prior Years FY 2023-24
FY 2023-24INITIATIVES

INITIATIVES
Prior Years FY2027-28
FY2027-28
FY2027-28
May 23, 2023
Item #9 Page 223 of 384
---------
---J ------

J ---------
---J ------
- ---- ---- ---
.._- - ---1 -- --- - --- - -- ---- - -
-- ---- - - -- ----- - -- --

CITY OF CARLSBAD
H-34
FIVE-YEAR ROADMAP – CONTINUED

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 Civic Engagement with Open Data
Enterprise Digital Asset Management
Online Permitting/Electronic Reviews (E-Review)
Expansion of Yardi
Patron Print/Copy/PC Management
Records Digitization
Remote Hold Pickup Locker
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
Computer Aided Dispatch (CAD)
Cyber Security Program Development
Facility Security Master Plan
Payment Works
Traffic Management Functionality Enhancement
Ensure Adoption of Relevant New Technologies are Mirrored into EOC Major Incident/Special Event Management
Command Central A/V Infrastructure
Police Records Management Migration
Police Body Camera Replacement
Police In-car Video Replacement
In progress - has been fully approved and work has started Approved - has been fully approved but work has not started Evaluating - staff is currently studying merit and cost of initiative/projec Ongoing - annual process
FY 2023-24 FY 2024-25 FY2025-26 FY2026-27 FY2027-28
Promote Safety and
Sustainability through
Connectivity
GOAL INITIATIVES Prior Years
FY 2023-24 FY 2024-25 FY2025-26 FY2026-27 FY2027-28
Enhance Accessibility
and Transparency
GOAL INITIATIVES Prior Years
May 23, 2023
Item #9 Page 224 of 384
D
D
D
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ti
1-1- 1-1-1-
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--- -- --- --~
2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-35

May 23, 2023
Item #9 Page 225 of 384

CITY OF CARLSBAD
I-1

CAPITAL IMPROVEMENT PROGRAM

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

Projects that are shown in the CIP are generally defined as any construction, rehabilitation or replacement of major infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground.

In most cases, the total construction cost of each of these assets is recorded and tracked as part of the city’s inventory of capital infrastructure assets and other city-owned property.

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

The CIP is organized by the following project classifications:

May 23, 2023
Item #9 Page 226 of 384
Planning
Study
Plan
Assessment

CITY OF CARLSBAD
Ma intenance &
Operat ions
Technical master plans
Repair
Refurbishment/
rehabili tation
Modifications
Improvements
Maintenan ce program
Monit oring
Replacement
Upgrade
Capital Projects
Regulatory & Policy
Oriven :

Legal requi rement s,
complianc e with Growth
Management Plan,
Climate Action Plan,
defined projects to
implement policies,
plan s and goals adopted
by the City Council
Community
Enhancements : new
facilities , expansions ,
parks & trails, traffi c
signals , coastal
improv em ents
Project
Account ing
CFO #lAdm in
Open spa ce
acquisition
Loans
Repayment / transfer
I-2
Investing in our quality of life
The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high quality facilities and infrastructure that support the needs and priorities of the community. Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing infrastructure projects through numerous asset management programs. Since the city applies a comprehensive asset management approach to infrastructure planning and budgeting it is able to avoid more costly unexpected repairs or operational needs and minimize the burden on emergency expenditures.

As the city continues to grow and develop, there
is a corresponding increase in the demand for
development-related services and new facilities.

To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or
exceeds this demand, the citizens of Carlsbad
adopted a Growth Management Plan in 1986.

The plan was established to manage
development within the city by linking
residential, commercial, and industrial
development directly to standards for availability
of public services and facilities.

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

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

The CIP has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the fiscal year 2023-24 CIP, compliance with the Growth Management Plan is continued.

In October 2022, City Council approved a five-year strategic plan with policy goals to reflect the most important priorities of the community. The CIP budget includes the priority construction projects identified the strategic plan.

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

May 23, 2023
Item #9 Page 227 of 384 2023-24 CAPITAL IMPROVEMENT PROGRAM 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, an d project scores.

Fiscal year 2023-24 appropriations by category
In the fiscal year 2023-24 CIP, there are approximately 227 continuing and new projects planned over the next 15 years. The fiscal year 2023-24 CIP outlines $97.7 million in new appropriations to provide additional funding for the continuation of existing projects as well as funding for 5 new projects.

Projected revenues during the same fiscal year are estimated at $95.9 million.

Capital
Improvement
Program
Public health and
safety
City mission,
vision and
organizational
values
Community
values
Environmental
review
Governing and
policy
documents
Funding
availability
City
Council
goals
May 23, 2023
Item #9 Page 228 of 384
Maintenance &
Operations
28%

CITY OF CARLSBAD
FY 2023-24 Appropr iations by Catego ry
$97.7 million
Planning
Project 1%
Accounting
7%
Capital Projects
64%
I-4
Fiscal year 2023-24 appropriations by project type

Civic Buildings and Facility Maintenance
$11.7 million
This category includes a variety of facilities such as fire stations, librarie s and community centers.

Costs include repair, maintenance and replacement of civic buildings and other operational facilities. (Note: due to changes in estimated construction dates for the Orion Center project the net expenditures for this category in fiscal year 2023-24 are -$758,509)

Parks
$46.2 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing, picnic areas and other needs identified by the community and in recently updated parks master plans.

Drainage
$2.7 million
The city’s drainage infrastructure plays an important role in handling storm water runoff fl ows, as well as maintaining the water quality of the city’s creeks, lagoons and ocean. As the city continues to age, it is increasingly necessary to balance repairing and replacing the existing lines with enhancing the current infrastructure to accommodate future needs.

Sewer
$13.4 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are built and paid for with impact fees collected with new development.

Water and Recycled Water
$9.4 million
Future water and recycled water projects include construction of new pipelines, replacement of existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been producing and delivering recycled water for over 30 years.

Transportation
$26.7 million
People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they drive, walk, bike, or ride a bus or train. The city continues to invest in modernizing roads, leveraging technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways, bridges, sidewalks and other assets in public rights of way throughout the city.

May 23, 2023
Item #9 Page 229 of 384
L -
III T
•
,Hr , r , r
2023-24 CAPITAL IMPROVEMENT PROGRAM
I-5

NEW CAP ITAL IMPROVEMENT PROJECTS

Carlsbad Boulevard Roadway Configuration

Managing Department: Transportation
Classification: Capital Project
Funding Source:

Infrastructure Replacement Fund

Budget
FY24 $ 2,000,000
TOTAL $ 2,000,000

About This Project

This project will reconfigure Carlsbad Boulevard from Pine Avenue to the southern city border to enhance safe transportation options for biking, walking and driving. The project will include vehicular lane reductions and seal the roadways to improve pavement condition for all users of the road.

Reconfiguring roadways also reduces the long-term pavement maintenance costs and improves the line of sight for side street users approaching the arterial.

Project Need
In August 2022 the City of Carlsbad declared a local state of emergency, citing a 233% increase in collisions involving bikes and e-bikes since 2019. This project was identified as a recommended mid - term strategy to improve traffic safety as part of the city’s Safer Streets Together Plan .

Carlsbad Village Drive Reconfiguration

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

Budget
FY24 $ 350,000
FY25 $ 1,500,000
TOTAL $ 1,850,000

About This Project
The project will trim medians and move vehicular lanes inward to bring existing bicycle lanes to modern roadway standards along Carlsbad Village Drive between Interstate 5 and Carlsbad Boulevard. The existing bicycle lanes in some areas are only meet minimum modern roadway standards. With significant bicycle traffic in this area, several collisions and near misses with vehicles have been reported. This project will improve conditions for all the users on the road and reduce the long-term maintenance costs.

May 23, 2023
Item #9 Page 230 of 384

CITY OF CARLSBAD
I-6
Project Need
In August 2022 the City of Carlsbad declared a local state of emergency, citing a 233% increase in collisions involving bikes and e-bikes since 2019. This project was identified as a recommended mid - term strategy to improve traffic safety as part of the city’s Safer Streets Together Plan .

Fire Station 7

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

Budget
FY24 $ 100,000
FY25 $ 200,000
TOTAL $ 300,000

About This Project
This project will identity a site and initiate the preliminary design process for a new Fire Station 7 in the vicinity of Cannon Road and Carlsbad Boulevard. Future funding requests may include potential acquisition of property and construction costs.

Project Need
Carlsbad remains one of the safest cities in the region due to new investments in fire and emergency medical services. This project is identified in the city’s Five Year Strategic Plan as a priority project in the area, Quality of Life and Safety. It addresses the specific Strategic Objective to “bring Fire Department up to Standards of Cover to ensure the city is prepared to meet the community’s changing fire and emergency medical needs.”

Public Works Storage Facility

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

Budget
FY24 $ 99,000

TOTAL $ 99,000

May 23, 2023
Item #9 Page 231 of 384
VisU
--
2023-24 CAPITAL IMPROVEMENT PROGRAM
I-7
About This Project
This project will identify the site location and initiate the preliminary design process for a public works storage facility to contain items currently stored at the Farmers Property and other city facilities. Future funding requests will consider construction costs.

Project Need
In August 2022 City Council approved the sale of the Farmers Property in a fiduciarily responsible time frame, since it was not selected as the future City Hall/Civic Center site. Currently the Farmers Property is used to store various equipment and supplies for Public Works and other city departments. In preparation for selling the property, the building will need to be emptied and other storage sites used. This project is also identified in the city’s Five Year Strategic Plan as a priority project in the area of Organizational Excellence and Fiscal Health, which aims to make Carlsbad a model for effective and efficient local government.

Traffic Signal Cabinet Upgrades

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

Budget
FY24 $ 180,000

TOTAL $ 180,000

About This Project
Traffic signal cabinets, located along city roads, are used to store the equipment used to operate traffic signals. This project will make necessary improvements to traffic signal cabinets to ensure safe and reliable operations in several locations. At El Camino Real and Dove Lane, the cabinet will be lowered to road grade height to facilitate routine maintenance and repairs and improve access to components on higher level racks. At El Camino Real and Hosp Way, the service pedal will be relocated to remove an obstruction preventing proper access to the pedestrian push buttons. At Carlsbad Village Drive and Concord Street the cabinet will be upgraded from a small, 334 style with no battery backup to the city’s standard 332 style with battery backup.

Project Need
Proper maintenance of traffic signal cabinets helps enable quick, timely repairs as needed and ensure the smooth flow of traffic throughout Carlsbad.

May 23, 2023
Item #9 Page 232 of 384

CITY OF CARLSBAD
I-8

CAPITAL IMPROVEMENT PROGRAM REVENUES

Over the next 15 years, revenues for capital projects are estimated at $818.8 million and are segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad, (2) special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds other than wastewater and water, (5) general capital construction funds, and (6) other sources, including grants, sales taxes and contributions from other agencies.

Approximately 14.4% of all capital revenue is received as a result of development, including developer fees and financing districts in the chart above, and is dependent upon assumptions made about the city's annual growth in dwelling units and commercial and industrial square feet. These revenues include Public Facilities Fees, Traffic Impact Fees, Park-In-Lieu Fees, Planned Local Drainage Fees, Water Connection Fees, Sewer Connection charges, and community facilities districts and bridge and thoroughfare benefit districts fees.

Water and wastewater replacement revenues generated by user fees equal approximately 36. 2% of total revenues and are used to pay for replacement of existing water and sewer facilities.

Infrastructure Replacement and General Capital Construction revenues, equal to 18.2%, are transfers from the city’s General Fund, which are being set aside to pay for re placement of major capital facilities other than wastewater and water facilities and the construction of various municipal projects. The remaining 28.1% consists of revenues from other agencies and include federal and state grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from cities, developers, and other agencies.

Financing Districts

3.1%
General Capital
Construction

9.6%
Infrastructure
Replacement Fund

8.6%
Other agencies

28.1%
Developer fees

14.4%
Utility Replacement
transfers

36.2%
Capital Improvement Program
Projected Revenues FY 2023-24 to FY 2037-38
$818.8 million
May 23, 2023
Item #9 Page 233 of 384
2023-24 CAPITAL IMPROVEMENT PROGRAM
I-9

FUTURE GROWTH AND DEVELOPMENT

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

Every year, city staff evaluates all existing and future private development projects and compares this information to the capacity of the city using the most current adopted general plans. Information about existing development activity combined with estimates of how remaining net developable land might develop is then summarized to prepare future projections about when and where residential and non-residential development may occur. The following table shows the number of residential units and non-residential square feet of development that was used in calculating estimated revenues for fiscal year 2023-24 and subsequent years to build out.

Projected Future Development

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

Conservatively, about 3,087 residential units are anticipated for future development, and it is currently estimated that the city is more than 90% built out. Residential development for fiscal year 2023-24 is projected at 616 units, and, over the next five years, should average 262 units per year.

The amount of non-residential development is projected at about 409,000 square feet over the next five years.

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

Fiscal Year
Residential
Units
Non-Residential Square
Feet
2023-24 616 298,961 2024-25 310 89,341 2025-26 184 8,655 2026-27 101 8,655 2027-28 101 2,953 2029-33 1,014 2,131,926 2034-build out 761 2,000,458 Totals 3,087 4,540,949 May 23, 2023
Item #9 Page 234 of 384

CITY OF CARLSBAD
I-10

FUTURE PROJECTS

The CIP for fiscal year 2023-24 to fiscal year 2037-38 outlines approximately 245 projects at a cost of $798 million. Long-range planning and responsible asset management play key roles in the development of future capital projects. Using data from various infrastructure master plans, ongoing asset condition assessments, technical modelling, field inspections as well as community feedback, the information provided for future years reflects the most comprehensive snapshot of known or anticipated future projects as well as associated estimated costs.

Civic facilities
11%
Parks
10%
Drainage
7%
Wastewater
26%
Water/Recycled
Water
24%
Transportation
22%
Future Project Costs By Type
FY 2023-24 to FY 2037-38
$798 million
May 23, 2023
Item #9 Page 235 of 384
2023-24 CAPITAL IMPROVEMENT PROGRAM
I-11

CALCULATION OF FUTURE FEES

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

The following information delineates how those assumptions were applied to estimate future development revenues. The mix of future multi-family and single-family residential units is assumed to be 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 da ily 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 acquisit ion 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 inc reases. 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$
May 23, 2023
Item #9 Page 236 of 384

CITY OF CARLSBAD
I-12

PROJECTED FUND BALANCES FOR FISCAL YEAR
2022 -23

July 1, 2022 Projected June 30, 2023
Unr
eserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 587,724$ 1,881,644$ 38,730$ - 2,430,638$ BTD#3 - Cannon Road West 526,327 7,063 - - 533,390 CFD #1 - Citywide 96,751,249 3,504,178 774,991 15,984$ 99,464,452 Gas Tax 13,538,020 3,558,726 3,029,688 500,000 13,567,058 Gas Tax (Road Maint. & Rehab Acct.) 6,546,359 2,709,681 5,606,349 - 3,649,691 General Capital Const. 42,532,124 4,113,577 13,540,796 - 33,104,906 Grants - Federal 3,181 - 1,442 - 1,739 Grants - State - - - - - Infrastructure Replacement 118,511,911 5,557,667 11,027,079 - 113,042,499 Other 1,932,611 25,934 959,647 - 998,898 Park Fee Zones 5,13,16, 17, 18 4,798,572 166,666 - - 4,965,237 Park-In-Lieu NE 4,770,998 64,022 - - 4,835,020 Park-In-Lieu NW 2,580,013 484,137 106,743 - 2,957,406 Park-In-Lieu SE 1,783,139 422,162 62,000 - 2,143,301 Park-In-Lieu SW 809,275 40,561 - - 849,836 Planned Local Drainage Area A 1,002,649 13,444 51,586 - 964,507 Planned Local Drainage Area B 1,534,791 231,285 65,760 - 1,700,315 Planned Local Drainage Area C 1,590,152 21,333 31,827 - 1,579,658 Planned Local Drainage Area D 666,282 321,892 39,943 - 948,230 Public Facilities Fee 29,139,633 1,680,368 1,399,148 - 29,420,853 Sewer Connection 7,474,469 544,416 3,261,830 - 4,757,055 Sewer Replacement 19,137,934 5,538,049 8,119,066 - 16,556,916 Traffic Impact Fee 21,072,655 2,623,889 3,607,435 - 20,089,110 Transnet/Local 32,297,901 5,376,349 4,458,222 - 33,216,028 Water - Potable 36,615,366 1,2 28,365 151,270 - 37,692,461 Water - Recycled (10,898,586) - 1,817,501 - (12,716,086) Water Replacement - Potable 60,406,854 5,828,758 7,943,220 - 58,292,392 Water Replacement - Recycled 17,792,436 1,221,177 575,782 - 18,437,831 Total 513,504,037$ 47,165,341$ 66,670,055$ 515,984$ 493,483,340$ May 23, 2023
Item #9 Page 237 of 384
2023-24 CAPITAL IMPROVEMENT PROGRAM
I-13

PROJECTED FUND BALANCES FOR FISCAL YEAR
2023 -24

July 1, 2023 June 30, 2023 July 01, 2023 2023-24 June 30, 2024 Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 2,430,638$ - 401,346$ - 401,346$ 2,029,292$ BTD#3 - Cannon Road West 533,390 - - - - 533,390 CFD #1 - Citywide 99,464,452 3,345,149$ 33,545,577 37,452,000$ 70,997,577 31,812,024 Gas Tax 13,567,058 2,985,297 14,937,402 1,479,123 16,416,525 135,830 Gas Tax (Road Maint. & Rehab Acct.) 3,649,691 2,857,289 3,256,447 3,070,000 6,326,447 180,533 General Capital Const. 33,104,906 11,600,000 21,173,902 7,897,000 29,070,902 15,634,004 Grants - Federal 1,739 9,774,840 2,885,895 8,000,000 10,885,895 (1,109,316) Grants - State - 5,000,000 - 5,000,000 5,000,000 - Infrastructure Replacement 113,042,499 4,200,000 32,378,582 11,107,000 43,485,582 73,756,917 Other 998,898 - 323,489 - 323,489 675,409 Park Fee Zones 5,13,16, 17, 18 4,965,237 113,019 - - - 5,078,256 Park-In-Lieu NE 4,835,020 - 614,000 424,000 1,038,000 3,797,020 Park-In-Lieu NW 2,957,406 3,013,278 2,575,063 1,922,000 4,497,063 1,473,621 Park-In-Lieu SE 2,143,301 449,289 161,805 212,000 373,805 2,218,785 Park-In-Lieu SW 849,836 439,078 219,562 - 219,562 1,069,352 Planned Local Drainage Area A 964,507 30,974 46,208 - 46,208 949,274 Planned Local Drainage Area B 1,700,315 357,095 7,828 - 7,828 2,049,582 Planned Local Drainage Area C 1,579,658 283,664 31,335 75,000 106,335 1,756,986 Planned Local Drainage Area D 948,230 108,453 23,251 - 23,251 1,033,433 Public Facilities Fee 29,420,853 2,947,263 4,331,467 (47,000) 4,284,467 28,083,648 Sewer Connection 4,757,055 777 ,098 4,019,732 1,195,000 5,214,732 319,421 Sewer Replacement 16,556,916 10,445,506 28,077,191 6,152,500 34,229,691 (7,227,269) Traffic Impact Fee 20,089,110 4,743,682 17,505,669 3,590,000 21,095,669 3,737,122 Transnet/Local 33,216,028 5,886,000 27,489,757 5,640,000 33,129,757 5,972,270 Water - Potable 37,692,461 2,637,428 11,264,751 811,000 12,075,751 28,254,138 Water - Recycled (12,716,086) 15,998,990 2,957,903 - 2,957,903 325,000 Water Replacement - Potable 58,292,392 6,348,536 43,207,235 4,192,680 47,399,915 17,241,013 Water Replacement - Recycled 18,437,831 1,600,000 6,114,770 (494,600) 5,620,170 14,417,661 Total 493,483,340$ 95,941,926$ 257,550,167$ 97,677,703$ 355,227,870$ 234,197,396$ May 23, 2023
Item #9 Page 238 of 384

CITY OF CARLSBAD
I-14

REVENUE PROJECTIONS SCHEDULE

2019-20 2020-21 202 1-22 2022-23 2023-24
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 217,466$ 22,020$ (497,154)$ 1,881,644$ - BTD#3 - Cannon Road West 17,696 949 (21,419) 7,063 - CFD #1 - Citywide 5,736,415 2,286,479 (2,303,139) 3,504,178 3,345,149$ Gas Tax 3,118,353 2,733,074 2,195,851 3,558,726 2,985,297 Gas Tax (Road Maint. & Rehab Acct.) 2,067,614 2,149,734 2,080,454 2,709,681 2,857,289 General Capital Const. 5,111,500 4,654,470 13,296,442 4,113,577 11,600,000 Grants - Federal 41,175 256,529 34,140 - 9,774,840 Grants - State - - - - 5,000,000 Infrastructure Replacement 9,369,345 4,704,670 (4,498,884) 5,557,667 4,200,000 Other 65,369 3,384 (78,654) 25,934 - Park Fee Zones 5,13,16, 17, 18 255,028 78,182 (195,275) 166,666 113,019 Park-In-Lieu NE 347,407 451,497 (92,752) 64,022 - Park-In-Lieu NW 260,256 429,037 267,635 484,137 3,013,278 Park-In-Lieu SE 326,671 3,205 (55,340) 422,162 449,289 Park-In-Lieu SW 271,373 319,862 13,108 40,561 439,078 Planned Local Drainage Area A 48,111 27,489 (20,032) 13,444 30,974 Planned Local Drainage Area B 174,328 635,853 54,137 231,285 357,095 Planned Local Drainage Area C 53,875 2,779 (36,025) 21,333 283,664 Planned Local Drainage Area D 31,433 2,877 (12,992) 321,892 108,453 Public Facilities Fee 3,439,781 1,751,477 (556,423) 1,680,368 2,947,263 Sewer Connection 749,326 332,049 (159,776) 544,416 777,098 Sewer Replacement 5,682,839 4,390,568 3,959,756 5,538,049 10,445,506 Traffic Impact Fee 1,924,738 1,084,181 (399,069) 2,623,889 4,743,682 Transnet/Local 4,546,554 3,347,237 2,215,348 5,376,349 5,886,000 Water - Potable 2,1 88,356 713,234 (1,309,185) 1,228,365 2,637,428 Water - Recycled 2,815,693 59,190 - - 15,998,990 Water Replacement - Potable 7,885,252 6,378,189 1,734,930 5,828,758 6,348,536 Water Replacement - Recycled 1,995,701 1,083,332 726,017 1,221,177 1,600,000 Total 58,741,652$ 37,901,545$ 16,341,701$ 47,165,341$ 95,941,926$ May 23, 2023
Item #9 Page 239 of 384
2023-24 CAPITAL IMPROVEMENT PROGRAM
I-15

BUDGET EXPENDITURE SCHEDULE

2020-21 2021-22 2022-23 2023-24 2023-24 2023-24
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy - 13,059,041$ 38,730$ 401,346$ - 401,346$ BTD#3 - Cannon Road West - - - - - - CFD #1 - Citywide 582,179$ 583,318 790,975 33,545,577 37,452,000$ 70,997,577 Gas Tax 2,911,799 2,605,882 3,529,688 14,937,402 1,479,123 16,416,525 Gas Tax (Road Maint. & Rehab Acct.) 170,381 307,543 5,606,349 3,256,447 3,070,000 6,326,447 General Capital Const. 5,086,290 12,606,427 13,540,796 21,173,902 7,897,000 29,070,902 Grants - Federal 260,820 26,669 1,442 2,885,895 8,000,000 10,885,895 Grants - State - - - - 5,000,000 5,000,000 Infrastructure Replacement 3,333,331 6,701,080 11,027,079 32,378,582 11,107,000 43,485,582 Other 8,868 2,587 959,647 323,489 - 323,489 Park Fee Zones 5,13,16, 17, 18 - - - - - - Park-In-Lieu NE - - - 614,000 424,000 1,038,000 Park-In-Lieu NW - - 106,743 2,575,063 1,922,000 4,497,063 Park-In-Lieu SE - 1,196 62,000 161,805 212,000 373,805 Park-In-Lieu SW 1,118 - - 219,562 - 219,562 Planned Local Drainage Area A 6,131 1,149 51,586 46,208 - 46,208 Planned Local Drainage Area B 1,510,279 77,250 65,760 7,828 - 7,828 Planned Local Drainage Area C 4,174 2,913 31,827 31,335 75,000 106,335 Planned Local Drainage Area D 49,311 12,358 39,943 23,251 - 23,251 Public Facilities Fee 164,847 2,635,240 1,399,148 4,331,467 (47,000) 4,284,467 Sewer Connection 810,372 61 1,405 3,261,830 4,019,732 1,195,000 5,214,732 Sewer Replacement 8,206,747 6,944,820 8,119,066 28,077,191 6,152,500 34,229,691 Traffic Impact Fee 1,196,826 2,806,082 3,607,435 17,505,669 3,590,000 21,095,669 Transnet/Local 2,152,292 1,922,954 4,458,222 27,489,757 5,640,000 33,129,757 Water - Potable 17,507 432,625 151,270 11,264,751 811,000 12,075,751 Water - Recycled 3,235,638 127,177 1,817,501 2,957,903 - 2,957,903 Water Replacement - Potable 5,224,472 1,467,222 7,943,220 43,207,235 4,192,680 47,399,915 Water Replacement - Recycled 792,286 2,531,036 575,782 6,114,770 (494,600) 5,620,170 Total 35,725,667$ 55,465,974$ 67,186,038$ 257,550,167$ 97,677,703$ 355,227,870$ May 23, 2023
Item #9 Page 240 of 384

CITY OF CARLSBAD
I-16

PROJECT ESTIMATED OPERATIONAL

REQUIREMENTS

The projects listed in the table below represent projects that have been determined will have or may have operating budget impacts within the next five fiscal years. Estimated impacts to operating budget are based on industry standards. Projects that have an estimated zero -dollar impact on the city’s operating budget are not listed below. As the fiscal years identified in the table become the next budgeting year, the associated appropriate department will make a request for additional operating budget.

Project Type
Operating
fiscal year
Estimated
annual cost
State Street Parking Lot electric vehicle charging stations Civic 2023-24 $3,800 Public Works storage facility Civic 2024-25 79,600
Veteran’s Memorial Park (all quadrants) Parks 2024-25 800,000 Fire Administration Offices Civic 2025-26 121,900
Barrio Street Lighting Transportation 2026-27 19,300
Orion Center Civic 2026-27 595,200
Carlsbad Boulevard pedestrian lighting Transportation 2027-28 31,500 Village decorative lighting – State Street, Madison,
Roosevelt and Washington Transportation 2027-28 13,500
Village decorative lighting – train station area Transportation 2027-28 5,400 May 23, 2023
Item #9 Page 241 of 384
2023-24 CAPITAL IMPROVEMENT PROGRAM
I-17
15- YEAR CAPITAL IMPROVEMENT PROGRAM
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
Abandon Potable Services (New
Recycled Services)

Citywide

Medium

52051 WATER
REPL

925,825

50,000

250,000

500,000

1,675,825

ADA Beach Access - Pine to Tamarack

1 Medium

60651

GCC

375,000

2,500,000

2,875,000

ADA Improvement Program

Citywide

High

60491 TRANSNET
-LOC

3,155,000

715,000

175,000

715,000

175,000

715,000

2,225,000

9,560,000

Agua Hedionda Creek Maintenance

2 High

33381

PLDB

3,545,249

-14,645

3,545,249

66291

IRF

213,000

80,000

85,000

90,000

95,000

520,000

585,000

1,768,000
Agua Hedionda Lift Station Biological
Monitoring and Maintenance

2 Critical

55451 SEWER
REPL

225,000

Alga Norte Park Medications

2 Medium

47331

GCC

314,000

710,000

1,024,000

Alga Norte Settlement Agreement YES 2 Null PA071

GCC

60,000

Assessment District 97-1 Maintenance

3 Medium

60841

GCC

420,000

Avenida Encinas Coastal Rail Trail and

2,3

Critical

60041

TIF

5,177,903

3,177,000

2,500,000

7,677,903
Pedestrian Improvements

60042 FED
GRANT

1,776,000

1,776,000
Aviara and Hidden Canyon Parks
Playground Safety Resurfacing

Citywide

Low

47451

IRF

600,000

Aviara Reimbursement Agreement

2 Low

36491

PIL-SW

238,000

Barrio Street Lighting

1 High

40131

GCC

760,000

40133

GAS TAX

700,000

-550,000

150,000

40134 TRANSNET
-LOC

1,280,000

1,030,000

3,590,000

40135 FED
GRANT

1,000,000

Beach Access Repair and Upgrades -

1 Critical

38961

IRF

5,912,750

1,800,000

700,000

6,612,750
Pine Avenue to Tamarack

38962

GCC

6,199,000

700,000

6,899,000
Bridge Preventative Maintenance
Program

Citywide

Medium

60661

IRF

2,477,511

250,000

500,000

700,000

900,000

6,427,511
Buena Interceptor Sewer Access Road
Improvements

3 High

55371 SEWER
REPL

1,150,000

-650,000

650,000

1,150,000

Buena Interceptor Sewer
Improvements

2,3

High

55011 SEWER
REPL

1,208,686

250,000

2,950,000

3,540,000

14,188,686

55012 SEWER
CONN

550,000

550,000
Buena Interceptor Sewer Realignment
- East Segment

2 High

55441 SEWER
REPL

507,000

1,200,000

2,400,000

7,107,000

Buena Vista Creek Concrete Channel

1 Critical

66191

GCC

1,250,000

30,000

324,000

546,000

2,330,000
Maintenance at El Camino Real

66192

IRF

2,820,000

500,000

3,320,000
Business Park Recreational Facility
(Partial Funding) (Zone 5 Park)

2 Low

19041

ZONE 5

1,500,000

16,500,000

18,000,000

C Tank Access Road and Electrical

2 Medium

52151

RECL REPL

250,000

1,000,000

1,250,000
Improvements

52152 RECL
CONN

50,000

325,000

375,000
Calavera Hills Community Center
Refurbishment

2 Medium

47461

IRF

1,985,000

1,300,000

1,985,000
Calavera Hills Community Park
Gateway Improvements

2 High

46011

GCC

1,407,850

1,407,850
May 23, 2023
Item #9 Page 242 of 384

CITY OF CARLSBAD
I-18
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
Camino De Los Coches and La Costa
Avenue Intersection Control

Carlsbad City CouncilMay 23, 2023

Carlsbad City Council
May 23, 2023