• The overall budget for IT increased so there were more costs to allocate. This was driven by the completion of IT projects within the Strategic Digital Transformation Investment Program that were subsequently moved into the IT operating budget. • Many standard pieces of the IT operating budget are allocated based on PC count (salary costs for most IT divisions, software/hardware utilized uniformly by the city, etc.). However, costs attributable to one specific department (like License Plate Readers for Police) would be directly charged to one specific department in the IT chargeback. Many of the IT related staff reports approved by the City Council during fiscal year (FY) 2022-23 on behalf of a department are experiencing their IT chargeback growing by the item's maintenance amount, at a minimum.
Vehicle Replacement
• The Vehicle Replacement budget has decreased in FY 2023-24, but the vehicle replacement chargeback went up. This is because the Vehicle Replacement fund budget is only concerned with the costs to purchase a new replacement vehicle for the given year. In other words, a vehicle has reached the end of its useful life, the fund has collected the full replacement value of that vehicle over the course of its useful life, and it is now time to spend the full capital outlay amount to purchase a new vehicle to replace the old one. Alternatively, the chargebacks reflect the annual amount charged to departments to collect on the replacement value of the citywide fleet inventory. In FY 2023-24, the vehicles scheduled for replacement are smaller dollar, compared to the current year which involved a couple vehicles valued at close to a million dollars each. Further, there are more vehicles in the fleet that are part of a replacement cycle and vehicles cost more in general to replace due to inflation and rising costs. This results in a growing chargeback to departments.
Risk
• The Risk Management budget increased for the upcoming year due to several supplemental budget requests to handle rising costs. $1.12M for settlements, $443k for premiums, and $1.45 million for legal costs. This is partially to "right size" the existing budget, but also to pay for the anticipated legal charges for a large influx of complex claims.
• Charges to departments are larger because of the overall increase but may have fluctuated by a larger amount depending on the calculations used in the chargeback methodology. The city allocates charges using a weighted average of several factors, including: FTE count, a five-year historical average of liability claim costs incurred, and active fleet assets. A high claim cost in the most recent year or increase in vehicles could cause the percentage of Risk costs allocated to the department to increase.
Additional Materials Related to Staff Report Item No. 9 - Fiscal Year 2023-24 Preliminary Budget May 23, 2023
Workers' Compensation
• The Workers' Compensation budget increased for the upcoming year due to several supplemental budget requests to handle rising costs. $527k for settlements, and $99k for various mandated fees. The city also applies a small buffer above and beyond the budget in the chargeback (15%) to help keep the fund balance sufficient. • Charges to departments are larger because of the overall increase but may have fluctuated by a larger amount depending on the calculations used in the chargeback methodology. The city allocates charges using a weighted average of a couple factors, including FTE count and a five-year historical average of liabi lity claim costs incurred.
A high claim cost in the most recent year could cause the percentage of Workers' Compensation costs allocated to the department to increase.
2. Page 91 of 384 : What is the negative expense personnel expense item within Fleet Maintenance and Replacement in FY 2022?
The Governmental Accounting Standards Board (GASB) released guidance for accounting for pension in FY 2014-15. On an annual basis, cities are required to account for changes in pension related items. CalPERS provides cities the appropriate reports to accurately account for changes in the pension liabil ity and underlying changes in Cal PERS' assumptions and investment performance. In FY 2021, CalPERS achieved a very strong return on investments and in order to account for the significant reduction in liability, a negative expense needed to be recorded. While this negative expense was allocated across the city's enterprise and internal service funds, the fleet replacement and maintenance funds did not have enough 'positive' expenses to offset this decrease.
3. Page 103 of 384: Why have other operating expenses increased for Recycled Water Operations since FY 2021?
These are budgeted expenses for the State Water Resources Control Board low-interest loan repayments. The budget authority to make the debt service payment is requested annually; however, the "actual" expenses are not recorded as they reduce the amount of the outstanding loan balance. This is a year-end accounting adjustment to conform with Generally Accepted Accounting Principles (GAAP). This makes it more difficult to compare the budgeted figure with the actual amount.
4. Page 105 of 384: Why have other operating expenses increased in Wastewater Operations since FY 2021?
This is an increase in operating transfers to the Wastewater Capital Fund to maintain cashflows. The net impact of the transfer out and transfer in between the two Wastewater funds is zero.
Additional Materials Related to Staff Report Item No. 9 - Fiscal Year 2023-24 Preliminary Budget May 23, 2023
5. Page 116 of 384: Professional & contract services have increased $350,000 over the previous fiscal year. Why?
Included in the preliminary budget is a one-time request of $350,000 for consultant services associated with the city's housing element .
6. Within the branch budget summaries, why have "other operating expenses" increased for a number of departments?
Other operating expenses is a classification that includes items that do not fall under the "professional & contract services," "supplies & materials," or "repair & maintenance" classifications. Budget items typically include heating and lighting, water, and training costs.
Since FY 2020-21, SDG&E rates have increased substantially resulting in a $500,000 or 28% increase to the budget.
7. Within the branch budget summaries, what is included in "other personnel expenses?" Personnel costs such as Medicare, disability, unemployment and workers' compensation are included in this expense classification. The city has experienced a rise in workers' compensation claims in recent years. Since FY 2020-21, workers' compensation costs in the General Fund have increased from $1.8 million to $5.6 million and is the primary driver for increases seen in this expense classification. Refer to question #1 and #10 for further information on workers' compensation.
8. Page 139 of 384: What comprises the $5,223 of supplies and materials? How many children are being served? How do we know we are effectively serving the early literacy needs. If we had more money, could we help/assist more youth? FY 2023-24 DESCRIPTION
$
$
$
$
$
950 Cole Childrens: misc. supplies account.
2,500 Zoobean (Beanstack software) $2,500 per year
Dove Childrens: For the replacement of lab and ELS computer headphones, 400 splitter cables, mouse pads, and breakaway plugs
1,373 Dove Childrens: misc. supplies account.
5,223
Zoobean/Beanstack is the web-based program we use to track and reward both children and adults for reading time/pa ges read during our Summer Reading Adventure. Patrons can log in to the system, ente r their time/pages read, and when they reach milestones, they get rewards.
Staff estimate 1,500 Summer Reading Adventure participants this fiscal year.
Early Literacy Stations, or ELS, get a lot of use, so parts/accessories always need replacing .
Staff estimate nearly 9,000 early literacy station users this fiscal year.
Additional Materials Related to Staff Report Item No. 9 - Fiscal Year 2023-24 Preliminary Budget May 23, 2023
The rest of the General Fund supplies budget is for normal day-to-day supplies and crafting materials staff need to support children's programs and services.
The supplies budget is tied to the amount of children's programming staff can provide.
Children's programming is staff intensive. Significant additional programming would require additional staffing. General Fund supplies budget and additional Friends supplemental support are adequate at present. We are intentional in promoting Friends support for specific programs. Friends reap benefits from the recognition of their support.
Attendance Metrics (through April 30, 2023}:
Preschool program attendance: 15,592
Pre-pandemic July 2018 - April 2019 attendance: 24,214
School-age children attendance: 6,914
Pre-pandemic July 2018 - April 2019 attendance: 14,887
Attendance has yet to reach pre-pandemic levels but is increasing steadily this year.
9. Page 151 of 384: How many people are attending the teen programming at 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?
• Youth Enrichment Services Community Resources Fair (December 15, 2022) - approximately 50 participants (multigenerational)
• Masked Night Out Event (January 13, 2023) - approximately 200 participants (teens) • Amped Music and Arts Throwdown Event (February 11, 2023) - approx imately 200 participants (high school students and families)
• Teen Masterminds Club
o Halloween Carnival (October 31, 2022): approximately 100 participants (youth, teen and adults)
o Share a Heart Valentine's Event (February 9, 2023): approximately 35 participants (children, parents, and senior center volunteers - intergenerational)
Additional Materials Related to Staff Report Item No. 9 - Fiscal Year 2023-24 Preliminary Budget May 23, 2023
10. Page 168 of 384: # of workers' compensation claims
CLAIMS OPENED DURING FY 101 128 153 152 203 232
TOTAL CLOSED CLAIMS 115 73 148 139 218 222
11. Page 168 of 384: Why is risk management, professional services, increasing so much? This is related to additional legal services needed due to the rise is open/outstanding claims. ($1,450,000: $950,000 one-time and $500,000 ongoing) . Also refer to question #1 above for further explanations on changes to interdepartmental charges.
12. Page 210 of 384: How many devices were replaced in FY 2022-23 ($790,000)? 264 total replacements:
19 Desktops
17 Desktops for Police Department
9 laptops for Police Department
103 laptops ruggedized for Police Department
13. What is the city's total fleet?
The city's fleet consists of 456 vehicles citywide .
13 Desktops for patrons
88 laptops
11 Laptops ruggedized
4 servers/switches
14. Is Monroe Street Pool missing from the unfunded project table? Yes, this project's estimated costs will be included as part of the final printed budget document.
15. Page: 25 of 384: Is the city's most recent sales tax category distribution consistent with historical trends?
Yes - General Retail, Restaurants & Markets, and Transportation have historically been the largest sectors. The distribution experienced in calendar year 2022 is very similar to pre pandemic conditions .
cc: Scott Chadwick, City Manager
Cindie McMahon, City Attorney
Mickey Williams, Police Chief
Michael Calderwood, Fire Chief
Paz Gomez, Deputy City Manager, Public Works
Gary Barberio, Deputy City Manager, Community Services
Sheila Cobian, Legislative & Constituent Services Director From:
Sent:
To:
Cc:
Subject:
Attachments:
Christine Davis <[email protected] >
Tuesday, May 23, 2023 7:54 AM
City Clerk; Council Internet Email
Scott Chadwick
Agenda Item #9 - May 23, 2023 City Council Meeting
All Receive - Agenda Item # 0\
For th e Information of the:
CIT.Y COUNCIL J Dat,fjz~fif CA,. J CC
CM _~_ ACM _J_ DCM (3) vi
Item 9 - Preliminary Budget Feasability Study Request Letter.pdf Good morning. I am providing written comments to become part of the record for today's meeting.
Thank you very much,
CHRISTINE DAVIS I Executive Director
Carlsbad Village Association
p: 760.644 .2121
Subscribe to our eNewsletter I Become a Member !
CAUTION: Do not open attachments or click on links unless nize the sender and know the content i safe.
1 Zachary Markham
Chairman
Chanel Bennett
Vice Chair
Fumi Matsubara
Board Member
Samantha Dean Fauce
Board Member
Heidi Willes
Board Member
Carrie Moore
Board Member
Rosemary Eshelman
Board Member
The Carlsbad Village
Association (CVA) is a
non-profit organization
whose core purpose is
to lead the continual
improvement of Carlsbad
Village by promoting and
enhancing its business,
cultural, and community
vitality, making it a
premier destination .
300 Carlsbad Village Dr.
Suite 108A #135
Carlsbad, CA 92008
760.644.2121
Carlsbad Villay'e Association~ ;,--;
May 19, 2023
City of Carlsbad
City Council
experience the village
1200 Carlsbad Village Drive
Carlsbad, CA 92008
SUBJECT: Item 9 on May 23, 2023, City Council Meeting Agenda Dear Honorable Mayor Blackburn and City Councilmembers :
The Carlsbad Village Association (CVA) greatly appreciates the investments the city has made over the years in the Village. Partnering with our organization and small businesses, together we have been able to create a special place for residents and visitors alike. The Village is a vibrant historic heart for the City of Carlsbad.
The CVA would like to kindly request your support in the 2023-24 preliminary budget. Specifically, we are asking you to fund a Property Based Improvement District (PBID) feasibility study. The goal of this study is to explore the possibility of creating a consistent funding source, which is permitted by state law. This funding could be used for continual improvements in the Village and could also allow for more involvement in how these services are provided.
On March 15, 2022, the CVA submitted a letter and subsequently spoke at city council regarding its desire to evaluate the viability of forming a PBID. Since then, CVA has met with many California main street associations who are already operating as special benefit assessment districts, as well as others in different parts of the country, to learn abouttheir programs. CVA has engaged in numerous discussions with Village property owners, business owners, and residents, and has done considerable research on assessment districts through Main Street America and Civitas, an industry leader who has formed and renewed a majority of the nation's Property Based Improvement Districts .
With the information and experience CVA has garnered, its board of directors and staff feel the timing is appropriate to begin an official feasibility study for the potential formation of a PBID for Carlsbad Village. To that end, CVA is respectfully requesting $20,000 from the city to produce and manage a three-month feasibility www .carlsbad-village .com study with Civitas. Civitas will provide expert advice and guidance throughout the info@carlsbad -village .com study that will ultimately result in the city receiving a valuable snapshot of the needs and priorities of the downtown businesses and residents and their willingness to participate in an assessment district. .
Hundreds of business and property owners in commercial areas throughout the state have used PBID's to create a stable funding source for much needed improvements and services. As with many commercial areas, there is a greater need for services in Carlsbad Village than can be provided with limited government funds. Without an investment from the private sector, business and property owners may find themselves at a competitive disadvantage to other areas. A PBID can address this gap and provide owners and customers with a well-managed, inviting atmosphere for conducting business. Civitas has completed over 150 district formations and renewal projects worldwide, which has generated over $2 billion in funding for the specific needs of their clients.
There is no arguing that Carlsbad Village is a special place. With seven miles of beach just two blocks from the heart of downtown, it is a beacon for locals, drive market visitors, and tourists from around the country, year-round . The Village contains the highest concent ration of restaurants of any area in the city, and a concentrated number of retail and service-related businesses. And with the significant increase in housing downtown, the Village now supports more residents than ever before . All of this will require additional maintenance and other services above and beyond the city's baseline services that are currently being provided . A PBID would enable the CVA to provide special benefit services in a hyper focused manner and maintain higher standards downtown.
A feasibility study is expected to take three months to complete and would enable Civitas and CVA to determine district parameters, database development of distr ict businesses and properties, create a boundary map, conduct stakeholder meetings and surveys to identify priorities for special benefit services, and ultimately provide a Draft Service Plan. The Service Plan will include boundar ies, assessment rate, budget, and services: Civitas will also work with the city to clarify the base level of services the city will continue providing in the district.
CVA has a proven track record of managing city contracts and working collaboratively with city staff and council. CVA is currently managing its second temporary art contract supported by the city's Cultural Arts Office and is in its second year of managing a very successful banner contract that has resulted in considerable expansion throughout the city into every district. Through the banner contracts , CVA has been able to provide additional programming at a much lower cost while elevating the level of service.
In conclusion, the Carlsbad Village Association firmly believes that now is the ideal time to obtain concrete information about the feasibility of a PBID and what it could mean for the Village. With your support and collaboration, we can determine if this is something worthy of pursuing further as we all look for ways to enhance the vibrant and historic heart of the city . The feasibility study will provide us with valuable insights, enabling us to tailor services and ensure our local businesses continue to thrive . It is not just about maintaining what we have; it is about envisioning and building a future that exceeds expectations.
We look forward to your favorable considerat ion of our request . Together, we will continue to make a lasting impact in the Village for locals and visitors alike, now and for years to come.
Sincerely,
Christine Davis
Executive Directo r
Page I 2
FY 2023- 24
PRELIMINARY
OPERATING
BUDGET
FY 2023-24
PRELIMINARY BUDGET
Operating Budget
Capital Improvements Program
Strategic Digital Transformation Investment Program
Laura Rocha, Deputy City Manager
Administrative Services
Zach Korach, Finance Director
1 RECOMMENDED ACTION
1. Accept the report
2. Set public hearing for June 13, 2023
2 TONIGHT’S PRESENTATION
• Budget priorities
• Budgets by service area
• Citywide revenues and expenditures
• Personnel reductions
• Fee update
• Investing in infrastructure
3 KEY DATES
May 23
Preliminary budget
Capital Improvement Program
Strategic Digital Investment Program
Master fee schedule
June 13
Public hearing to adopt budget
and master fee schedule
July 1
New fiscal year begins
Community
budget workshop
June 1
4 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
0 0
0 0
{ City of
Carlsbad
2023-24 PROPOSED BUDGET
• Focuses resources on City Council priorities
• New efficiencies and spending reductions
• Invests in infrastructure (digital and physical)
• Grows city’s reserves
• Continues focus on long-term fiscal sustainability
5 ( City of
Carlsbad
6 (CitY Of
Carlsbad
7 5-Year Strategic Plan
- •*• ~
Goals Objectives KPls
/' e
Major Core
projects services
8 FIVE YEAR STRATEGIC PLAN
Community Character
Quality of Life & Safety
Sustainability & Natural Environment
Economic Vitality
Organizational Excellence & Fiscal Health
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
V
,., -a-,,,
Commum• ty Thousands of commun ity members have-partlclpa t.d in thit aty-sponsored (nvmon Ct1rkb.>d pl'Olj)rilm to crute ;, community V • • ¥1sl0n fo, Carlsbad s future . The core vatul!'s aOO Ylsion SI.Hemenu emerging e
0 IS IO n
fromth tS pl'0«'11H'nlC'M•guldeforctty1Ndc-r,.-,,th,i:,yt,,rryoutth•rr s.rvice to all who lnre, work .1nd pla.y 1n 1he City of Urhba.d mall town feel, beach community character and connectedness Enhanc" C.arbbad's defining amibulH-IJS ~II town lftl and beach communRy chatactN . BUIid on the-dty"s culnn ol CM< tr19-19iernent. volunt~HSffl .nd philanthropy
Open space and the n3tural environment
Priontitt P'Olt<"IIQl"I and tnh.lnc~n1 cl open ~ .....:11ht 1\41t1,1r.al tnff~ Svpp:m •nd pottu C.rlsbi,i(t'j uniQ~ opm 5PKC' •nd ~ulnnl he,e~
Access to rccrca1ion and active, hcalt.hylifcstylcs
Promo1e iKttw lofe~ and commurvty hi!~ by furtheing Kens to tr.nls. p,irks, beache5. and other r!'CJNtlOfl opponunl1JK.
The local economy, business diversity and tourism
Strengthen 1bl! City\ strong and d1Yft5e economy and ,cs poSltioo ,u an employment hub In north San~ County.
Pn:imolt bu,.inn) (lli~II)' . inert.)'Sf:'d ~~fY rt'{Jil .md ~"9oPl)Ol11,ll'IIIIIIC'\, -.:I C,,ir1)~1 tl)urj,pn Walking, biking, pubtic transportation and connectivity lnereaie tlll'<'l!I ~tiOIK thtough <Mhar"K:l!d wAllung. bieyding 11nd pub{c. lfl!Mpo!'taliOfl ipfl!'MS.. El'thAl"lt.t MObtliry ~h nc~,1111"Nc:oon«tillrtyand in1t'"5ilirnl tr•Mpo,1-1t1onm.,~ Sustainability
Buicl on ,iw city's 1vs1•1rwibilrty inrt1•t1~ to ffl'lt'f9t' •1 • It'~ in gfN'n c:kow-lopmml •nd suitMn.,bilrty Punw public/ prtvate partnerships. partlC.Wlfy on suna.inablewa1er. M«fJ'I, r«ycllng and foods.
I listory. the ans and culrural resource s
Emphas..at, the-aru t:,; promoting a multitude of eve-nu and p,oductlons )'NI' round,. cuttJ~ wnues to host WO<ld- cbu pe,bmances, and c:Nbr.tt.e C..rhbach c:ultur.t.l hN1Uige ,n decr.c.a!ed faa~toe,; ind prog,.im1 .
I ligh quality education and conununity services
Suppott quilht~. ccmprehtnlive tduc.ttion •nd •~ li!Mning opportun1tJe1,, puwide housing a.Dd c:ommunity S,t'fVICfl lor •cha'9ng populihon , ,1nd 1111int,1in,1 h¥! 1t-11"diird forotywidt-public: wf'1y eighborhood revitalization , community design and livability lttvtt41liit~borhood s and c-nh4nct<iiywidt commvrHty~ 11nd iv,J,bil•ty Pron-.o~,11 g:rt4kf mixof~<ityw;clco . moll! actMtie-5 along the c:oasdtne and hnltden11ty to public: trans.portatJC>n. ReY!Ui~ll! the! downtown 'Ill• as.a C.0tr1murutyfoc:al point .ind i!iUl"NClut..-.dmemor~c.entft'fOf ¥iS.tOfi,,ard tejuvt-Nt~lhe ~totk B.!irriOneighbothood.. (__ City of
Carlsbad
9 $250,000
$700,000
$82,231
$112,000
$4.1 M
$214,225
SAFETY INVESTMENTS
10 $352,500
$162,000
CITY COUNCIL PRIORITIES
$2.1 M
$428,164
$280,821
$137,000
11 $537,375
$140,000
$400,000
MANDATES
$10,000
12 $730,000
OTHER AGENCIES
$115,000
$472,000
$45,000
No annual
increases
No
rollovers
Data driven
decisions
BUDGET REFORMS
Internal
audits
Tighter
policies
13 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
{ City of
Carlsbad
Inflation
6.4%
Proposed General Fund
M&O Budget
0.7%
REDUCING COSTS
14 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
10 9
8 7
5 4
3 2
1 0
15 $S1k
IT support
Admin, printing
QJ
u c:: ro c::
$69k
Animal control
39k
~ ~-1111111111..
~----
~ $90k
C
0 ..c c..
--
Travel and training
QJ
u------~ 0
$11k Public
computers
$8S6k
a ~-_,
Reduce use of UaM
consultants
BUDGET SAVINGS
Citywide General Fund New revenues
16 $3.3 M $2.3 $1.3
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
17 PROJECTED GENERAL FUND
RESERVES
100%
50%
0%
June 30, 2024
Policy 40%,
$79M
59%
Projected,
$118M
PROJECTED GENERAL FUND RESERVES
2023-24
$118 M
43% increase
$82.5 M
2019-20
18 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
PENSION PERCENT FUNDED
19 As of June 30, 2021
Carlsbad
Chula Vista
El Cajon
Coronado
Oceanside
Encinitas
Lemon Grove
Vista
Del Mar
San Marcos
Solana Bea ch
Santee
Escondido
Poway
National City
La Mesa
0% 20% 40% 60%
86%
85%
85%
84%
84%
83%
82%
80%
80%
79%
78%
78%
77%
75%
109%
96%
...
100% 120%
20 PROJECTED REVENUES AND
PROPOSED EXPENDITURES
Zach Korach
Finance Director
Adopted 2023 Preliminary 2024 Change ($) Change (%)
Personnel $ 6,583,649 $ 6,684,240 $ 100,591 2%
M&O $ 1,625,266 $ 1,478,603 $ (146,663) -9%
Interdept $ 651,257 $ 790,312 $ 139,055 21%
TOTAL $ 8,860,172 $ 8,953,155 $ 92,983 1%
Full-Time Personnel 34.00 34.00 0.0 0%
Part-Time Personnel 2.50 2.50 0.0 0%
General Fund $ 8,465,166 $ 8,414,199 $ (50,967) -1%
Special Revenue Fund $ 395,005 $ 538,956 $ 143,950 36%
TOTAL $ 8,860,172 $ 8,953,155 $ 92,983 1%
POLICY & LEADERSHIP
21 ADMINISTRATIVE SERVICES
Adopted 2023 Preliminary 2024 Change ($) Change (%)
Personnel $ 15,990,283 $ 16,407,104 $ 416,821 3%
M&O $ 20,479,791 $ 24,416,449 $ 3,936,658 19%
Interdept $ 1,366,176 $ 1,416,005 $ 49,829 4%
TOTAL $ 37,836,250 $ 42,239,558 $ 4,403,308 12%
Full-Time Personnel 99.00 99.00 0.00 0%
Part-Time Personnel 6.89 6.40 -0.49 -7%
General Fund $ 14,070,669 $ 13,725,959 $ (344,740) -2%
Internal Service Fund $ 23,765,551 $ 28,513,599 $ 4,748,048 20% TOTAL $ 37,836,250 $ 42,239,558 $ 4,403,308 12%
22 Adopted 2023 Preliminary 2024 Change ($) Change (%)
Personnel $ 40,743,776 $ 44,269,167 $ 3,525,391 9%
M&O $ 3,164,350 $ 3,038,282 $ (126,068) -4%
Interdept $ 7,723,463 $ 8,678,004 $ 954,541 12%
TOTAL $ 51,631,589 $ 55,985,453 $ 4,353,864 8%
Full-Time Personnel 187.00 187.00 0.0 0%
Part-Time Personnel 3.18 2.18 -1.0 -31%
General Fund $ 51,240,884 $ 55,615,155 $ 4,374,271 9%
Special Revenue Fund $ 390,705 $ 370,705 $ (20,407) -5% TOTAL $ 51,631,589 $ 55,985,453 $ 4,353,864 8%
23 POLICE DEPARTMENT
Adopted 2023 Preliminary 2024 Change ($) Change (%)
Personnel $ 28,535,003 $ 30,052,510 $ 1,517,507 5%
M&O $ 4,860,083 $ 3,263,733 $ (1,596,350) -33%
Interdept $ 4,361,857 $ 4,448,981 $ 87,124 2%
TOTAL $ 37,756,943 $ 37,765,224 $ 8,281 0%
Full-Time Personnel 123.00 124.00 1.00 1%
Part-Time Personnel 11.50 10.50 -1.00 -9%
24 FIRE DEPARTMENT
Adopted 2023 Preliminary 2024 Change ($) Change (%)
Personnel $ 25,522,951 $ 26,698,517 $ 1,175,566 5%
M&O $ 80,673,048 $ 85,126,415 $ 4,453,367 6%
Interdept $ 10,318,418 $ 13,514,781 $ 3,196,363 31%
TOTAL $ 116,514,417 $ 125,339,713 $ 8,825,296 8%
Full-Time Personnel 182.75 181.75 -1.00 0%
Part-Time Personnel 12.50 14.00 1.50 12%
General Fund $ 22,339,501 $ 23,228,291 $ 888,790 4%
Special Revenue Fund $ 1,651,708 $ 1,718,822 $ 67,114 4% Enterprise Fund $ 83,723,323 $ 95,627,697 $ 11,904,374 14% Internal Service Fund $ 8,799,885 $ 4,764,902 $ (4,034,982) -46% TOTAL $ 116,514,417 $ 125,339,713 $ 8,825,296 8%
25 PUBLIC WORKS
Adopted 2023 Preliminary 2024 Change ($) Change (%)
Personnel $ 29,750,478 $ 29,875,661 $ 125,183 0%
M&O $ 37,544,099 $ 40,391,793 $ 2,847,694 8%
Interdept $ 7,303,218 $ 7,567,222 $ 264,004 4%
TOTAL $ 74,597,795 $ 77,834,676 $ 3,236,881 4%
Full-Time Personnel 181.00 182.00 1.00 0%
Part-Time Personnel 144.32 132.27 -12.05 -8%
General Fund $ 49,450,171 $ 49,056,414 $ (393,757) 0%
Special Revenue Fund $ 14,883,779 $ 17,597,762 $ 2,713,983 18% Trust Fund $ 1,068,548 $ 1,059,500 $ (9,345) 0%
Enterprise Fund $ 9,195,000 $ 10,059,500 $ 926,000 10%
TOTAL $ 74,597,795 $ 77,834,676 $ 3,236,881 4%
26 COMMUNITY SERVICES
27 SUMMARY
DEPARTMENT 2022-23 2023-24 Change Change
Administrative Services - Administration $0.6 $0.8 $0.2 4.9% Administrative Services - Finance 5.5 5.3 -0.2 -2.7%
Administrative Services - Human Resources 5.3 5 -0.3 -4.5% Administrative Services - Innovation & Econ 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 0.6 6.1% Community Services - Housing & Homeless Svs 3.1 2.8 -0.3 -11.8% Community Services - Library & Cultural Arts 14.1 13.6 -0.5 -3.2% Community Services - Parks & Recreation 21.2 21.1 -0.1 -0.5% Policy & Leadership Group 8.5 8.4 -0.1 -0.6%
Public Safety - Fire 37.8 37.7 -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 -0.2% Public Works - Environmental Sustainability 1.2 1.2 0 1.6% Public Works - Facilities 6.8 7.5 0.7 10.8%
Public Works - Transportation 9.7 9.7 0 0.3%
Non-Departmental 15.1 23.7 8.6 56.9%
Total $198.4 $211.5 $13.1 6.6%
28 CITYWIDE REVENUES
$362.8 million
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
58°/4
General Fund
$212.0
11 °/4
I nterna I Service
$38.4
5%
26%
Enterprise $92.8
Special Revenue
$19.5
CITYWIDE REVENUES
Fund
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 0.0 (1.0) -100%
Total $ 360.8 $ 362.8 $ 1.9 0.5%
29 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
30 CITYWIDE EXPENSES
$371.8 million
57%
General Fund
$211.5
28%
Enterprise
$105.7
6%
Special Revenue,
$20.2
9%
lnte,rna II Se,rvice
$33..3
1.1%
Su cce,ssor Agency
Housing1 Trust
$1J
By Fund Type
(In Millions)
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 92.9 105.6 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%
CITYWIDE EXPENSES
31 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
32 GENERAL FUND REVENUE SOURCES
$212 million
24%
Sales Tax
$51.1
40%
Property Tax
$84.2
15%
Transient Occupancy Tax
$32.9
-- Franchise Taxes $7.1 (3%)
-- Business License $6.4 (3%)
-.J-- -- Development Revenues $3.3 (2%)
--- All Other Revenue $27 (13%)
33 GENERAL FUND REVENUE SOURCES
79%
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 7.0 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
34 GENERAL FUND EXPENDITURES BY TYPE
Personnel
62%Maintenance &
Operations
28%
Capital Outlay
0%
Transfers
10%
$211.5 Million
35 $211.5 Million
GENERAL FUND EXPENDITURES BY AREA
Policy/Leadership
$8.4
4%
Administrative
Services
13.7 7%
Public Safety
93.4 44%
Community
Services
49.1 23%
Public Works
23.2 11%
Non-Departmental
23.7 11%
36 By Expenditure Type
(In Millions)
Budget Budget $ %
2022-23 2023-24 Change Change
Personnel, gross $ 126.1 $ 131.9 $ 5.8 4.6%
Vacancy Savings (2.0) (2.0) 0.0 0.0%
Personnel 124.1 129.9 5.8 4.7%
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 EXPENDITURES
37 FULL TIME EQUIVALENT DECREASE
Adopted 2022-23
Proposed 2023-24
987.65
975.59
12.06 38
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
39 GENERAL FUND FORECAST
FY 23-24 FY 24-25
FY 25-26
FY 26-27
FY 27-28
$0
$4,000,000
$2,000,000
$(2,000,000)
$(4,000,000)
$(6,000,000)
$(8,000,000)
$(10,000,000)
$(12,000,000)
ENTERPRISE FUNDS
• Water, sewer, solid waste, golf course
• Different revenue sources (fees)
• Less volatility
• Ability to use fund balances
40 ENTERPRISE FUND OVERVIEW
$92.8 million
$105.7 million
Revenue Expenditures
$65 million
fund balance
41 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
CROSSINGS AT CARLSBAD GOLF COURSE
42 70,00052
12 110
87 43
Public Trails
Habitat Protection
44 THE CROSSINGS AT CARLSBAD
June 1989
Voters approve golf course and
other recreation facilities
2007
Course opens
2006
First year in the
black
Public Financing
Authority established
April 2000
Revenue bonds
approved
2017
$47 million advance
changed from loan to
transfer
2021
2016
Bonds paid off
l
45 $-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Revenues
Expenses
Income generating
CROSSINGS AT CARLSBAD GOLF COURSE
GOLF COURSE RESERVE POLICY
• Golf course construction funded from revenue
bonds and General Fund resources
• Audit recommendation that repayment in the
near future was unlikely
• $47 million advance was “written off” but
continues to be tracked
• Proposed repayment strategy
46 1. Operations and maintenance
2. Capital reserve (10% of gross revenues)
3. Capital reserve replenishment
4. General Fund transfer (3% of gross revenues)
5. Operations and maintenance
47 GOLF COURSE RESERVE POLICY
FEE UPDATES
• Fee increases based on index
• Fee increase based on cost recovery policy
• Fee study updates and new fees
48 FEE CHANGES
Categories Index Source 21-22 22-23 23-24
Most General City and Development
Related Service Fees
West Region
Urban CPI
Bureau of Labor
Statistics 1.40% 7.70% 6.30%
Habitat Mitigation Fees, Safety Training
Center Facility Rental Fees
San Diego
Area CPI
Bureau of Labor
Statistics 2.40% 8.20% 6.40%
All Development Impact Fees Los Angeles
ENR CCI
Engineering News
Record 0.00% 7.60% 7.60%
Traffic Impact Fees
(increase by greater of Caltrans CCI or
2%; Caltrans CCI is 31.63%)
Caltrans CCI
California
Department of
Transportation
2.00% 2.00% 31.63%
49 Index date: Jan 2023
COST RECOVERY POLICY
• City is currently recovering 43% of cost of providing services
• State law: city fees cannot exceed the reasonable
cost of providing services
• City performs periodic reviews to evaluate fees
against cost of service
• Goal of policy is to balance cost recovery and public benefit
50 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
INFLUENTIAL FACTORS IN
COST RECOVERY
• Community-wide vs. individual benefit
• Effect of pricing on demand for services
• Comparability with other communities
• Low cost recovery: 0% - 30%
• Mid cost recovery: 31% - 80%
• High cost recovery: 81% - 100%
51 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
COST RECOVERY CHANGES
• 236 fees outside policy range
• 168 fees increasing to policy range
• 12% median cost recovery increase
• 74 fees increasing 15% or more
• 51 fees decreasing to policy range
52 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
NEW FEES
• Environmental impact assessment fee
• Storm Water Quality Management plan fee
• Special third-party, multiple or recurring
inspection fee
• Complex plumbing permits for private utilities
fee
• Sign collection fee
• Streetlight engineering fee
53 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
AMBULANCE FEE STUDY
• City Council received informational report on
May 16, 2023
• Study completed and finalized in May 2023
• Compliant with Proposition 26
• Proposes single flat rate of $2,600 for Advanced
and Basic Life Support services
• Proposed increases make Carlsbad slightly
above regional average
54 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
AMBULANCE FEE COMPARISON – CY22
$0.00 $500.00 $1,000.00 $1,500.00 $2,000.00 $2,500.00 $3,000.00 $3,500.00 $4,000.00 $4,500.00 $5,000.00 Coronado
Carlsbad
Barona
Vista
Oceanside
Escondido
San Marcos
Sycuan
N. County Fire
El Cajon
National City
San Diego City
Borrego Springs
San Diego County FPD
Pala
Rincon
Bonita
Chula Vista
Imperial Beach
San Miguel
La Mesa
Alpine
Rural County (Mercy)
Valley Center
Viejas
Lemon Grove
Poway
Carlsbad
SD County Average
I I I - I I
I I I I I
I I I I I
I I I I I
I I I I I
I I I I
I I I I
I I I
I I I
I I I
I I I
I I I
I I I
-
I I I
-
I I I
-
I I I
• I I I
• I I I
I I I
I I
I I
I I
I
I
I
... I
I
56 STRATEGIC
DIGITAL TRANSFORMATION
INVESTMENT PROGRAM
57 5-YEAR PLAN
Total 44 Projects
$33.71 million
• Plan for technology investment like investment in
physical infrastructure
• Rolling five-year program
• Comprehensive and transparent
• Update based Council approvals, goals and priorities
• Ability to respond to ever changing technology with
continuous improvement and evaluation
OBJECTIVES
58 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
REVIEW PROCESS
PROJECT
SUBMITTAL
IT REVIEW DEVELOPMENT
TEAM REVIEW
EXECUTIVE
REVIEW
CITY COUNCIL
CONSIDERATION
59 111
PROJECTS BY GOAL
60 45%
8%5%
4%
38%
Data-driven decision making
Access and transparency
Civic engagement
Security and sustainability
Communitywide digital transformation
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
•
HOW FUNDING WORKS
FY24 FY25 FY26 FY27 FY28 Project Complete
$.5 M $1.2 M $.7 M ----- $2.3 M
City Council “appropriates”
this funding
City Council approves this schedule of funding when
approving the program each year
61 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
$3.61 M
10 ongoing projects
$1.05 M
7 new projects
- $90k 2 removed projects
$4.57 M
$5 M
$0
FY 24 FUNDING REQUEST
*Completed projects no longer included
62 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
COMPLETED PROJECTS
Business process documentation
Exploration Hub A/V upgrade
ServiceNow service portal
Timekeeping system upgrade*
Digital engagement and analytics pilot program
*Estimated for completion before fiscal year end 2022-23 TOTAL COST: $637,000
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
REMOVED PROJECTS
Next generation online catalog
Returning funded amount of $40,000
Electronic patient care reporting
Fire will continue using existing solution
Returning funded amount of $50,000
64 TOTAL SAVED: $90,000
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
CONTINUING PROJECTS
Prior Years FY 2023-24 FY 2025-28 Total
900,000$ 1,500,000$ 2,000,000$ 4,400,000$
5,025,584 500,000 500,000 6,025,584 45,916 130,000 - 175,916 150,000 150,000 - 300,000 50,000 15,353 - 65,353 200,000 - 1,692,000 1,892,000 18,000 70,000 - 88,000 725,000 100,000 400,000 1,225,000 790,000 978,142 5,135,000 6,903,142 70,000 70,000 280,000 420,000 450,000 100,000 400,000 950,000 - - 75,000 75,000 405,000 - 100,000 505,000 30,000 - 140,000 170,000 - - 550,000 550,000 198,000 - 50,000 248,000 61,000 - 23,000 84,000 9,118,500$ 3,613,495$ 11,345,000$ 24,076,995$ Total - Additional Funding Requested Utility Billing Automation
Data Governance and Operational Analytics
Discovery Management Assessment
Meter Data Management/Utility Analytics
Civic Engagement with Open Data
Virtual Permitting Counter (OpenCounter)
Facility Security Master Plan
Patron Print/Copy Management
Audio Visual Upgrades
Annual Hardware and Infrastructure Replacement
Professional Technical Services for Data Project Delivery Cyber Security Program Development
Projects
Consolidation & Replacement of Core Systems
Digital Information Network
Fleet Telematics
Business Process Automation
Regulatory Water Usage Analytics (Operating Funds)
65 CONSOLIDATION & REPLACEMENT
OF CORE SYSTEMS
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ 900,000 $ 1,500,000 $ 2,000,000 $ - $ - $ - $ 4,400,000 • Multi-year project
• Consolidate 20 core systems
• Completed in-depth requirements gathering
• Request for proposal in progress
• FY24 request $1,500,000
• FY24-27 request $2,000,00 (estimated)
66 DIGITAL INFORMATION NETWORK
• Council approval Dec 2019
• Expansion to support Traffic and
SCADA networks
• FY24 request $500,000
• FY24-27 request $500,000
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ 5,025,584 $ 500,000 $ 500,000 $ - $ - $ - $ 6,025,584 67 FLEET TELEMATICS
• Solution to provide real-ti me
information about the operation of
city fleet vehicles
• Ensure safety, track vehicle health,
and improve security
• FY24 request $130,000
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ 45,916 $ 130,000 $ - $ - $ - $ - $ 175,916 68 "a-'8
@>~~
69 NEW PROJECTS
P'rojects FY 2023 -24 FY 20~5-28 Total
Exp I oration Hub Upgrad e s 43,,600 s - s 43,600
RJ ID Replacem ent - 600 ,.000 600,000
Staff Managed Print 700,000 800 ,.000 1,.500,000
Past Perteet Upgrad e/ Migrat ion 5,,000 - 5,000
Tightrope - 35,000 35,000
Facility Monitoring and Analytics 100,,000 150,.000 250,000 Pern1it Process Aut on1ation - 400 ,000 400,000
Record Digit ization 100,000 100,000 200,000
Expansion ofYard i 30,,000 - 30,000
Remote Ho ld Pickup Locker - 40,.000 40 000 J'
Con1n1and Cent ra l A/V Infra stu ct u re - 200 ,.000 200,000 Payn1e nt Works 68,,600 - 68,600
Poli ce Body Camera Replacen1ent - 500 ,.000 500,000
Poli ce In-car Video Re pl ace ment - 550 ,.000 550,000 Poli ce Records Mlanag ernent Migrat ion - 200 ,000 200,000 Major Incident/Special Event Ma nage n1e nt Syste n1 - 20,000 20,000 Poli ce Mobil e Device IOS Tra nsition - 5,000 5,000
Total INew Projects s 1,047,200 s 3,600 ,000 s 4,.647,200 Nle·w Projects -T ICF s 1,003,,600 s 3,600 ,.000 s 4,603 ,600 Nlew Projects - IT Replacement Fund 43,,600 - 43,600
Total Ne-v;1 Projects s 1,047,.200 s 3,600 ,.000 s 4,647 ,200
FACILITY MONITORING/ANALYTICS
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ - $ 100,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 250,000 • Software to monitor conditions and
s
pace utilization at city facilities.
• FY24 request $100,000
• FY25-2 7 request $150,000 (estimated)
70 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
~
11111
(<9>)
STAFF MANAGED PRINT
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ - $ 700,000 $ - $ - $ - $ 800,000 $ 1,500,000 • Replace existing leased printers
t
hat are beyond end of life
• Reduce overall number of printers
• $80,000 annual savings
• FY24 request $700,000
• FY25 -2 8 request $800,000
(estimated)
71 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
•
I
I
72 $2.8 M
$22.2 M
$12.7 M
$12.3 M
Starting
balance
5 years
funding and
interest
Planned
spending Remaining
in FY28
BALANCE PROJECTION
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
73 CAPITAL
IMPROVEMENT
PROGRAM
CAPITAL IMPROVEMENT PROGRAM
• Focus on maintaining high quality infrastructure to
improve quality of life
• Includes major infrastructure assets
• Construction, rehabilitation or replacement above
and below ground
• 15-year funding plan
• Budget appropriated by fiscal year
74 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
HOW CIP FUNDING WORKS
FY24 FY25 FY26 FY27 FY28 Project Complete
$.5 M $1.2 M $.7 M ----- $2.3 M
City Council “appropriates”
this funding
City Council approves this schedule of funding when
approving the Capital Improvement Program each year
75 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
FY24 REQUEST $97.7 MILLION
$43 $80 $97.7
0 20
40 60
80 100
120
FY23 Appropriation FY24 Projection FY24 Request
76 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
REASONS FOR INCREASE
$2.7 M in new projects
$12.3 M inflation/scope changes/market
driven cost increases
77 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
FY24 Request
{city of
Carlsbad
78 FY24 MAIN PROJECT TYPES
“M&O”
Maintaining what
we have
28%
64%
“Capital projects”
Building something new
79 Transportation
29%
Utilities
22%
Parks & Recreation
47%
Facilities
2%
FY24 PROJECT TYPES
ITEM 9: PRELIMINARY FY23 - 24 BUDGET
60 62
45 41
FY24 PROJECTS*
80 * Includes citywide projects and
projects in more than one district
Oceanside
District 1
District 2
District 3
District 4
. ··.
Vista
,--,
San
Marcos
Nonosa.t•
OPERATING BUDGET IMPACTS
• Projects in service within next 5 years
• Estimated impacts to operating budget
based on industry standard
• Increases in General Fund transfers to
Lighting and Landscape District 1
• Information included in budget book per
GFOA standards
81 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
ONGOING OPERATING EXPENSES
FY24
$3,800
State Street EV
charging stations
FY25 FY26 FY27 FY28
$79,600
Public Works
storage facility
$800,000
Veterans
Memorial Park
$19,300
Barrio street
lighting
$595,200
Orion Center
$31,000
Carlsbad Blvd
pedestrian
lighting
$18,900
Village lighting
$1.5 Million
New ongoing General
Fund operating expenses
82 SIGNIFICANT CHANGES
• FY23 mid-year requests
• Streamlining and schedule adjustments
• FY24 increases $500,000 and greater
• Removed projects
83 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
FY23 MID-YEAR ADJUSTMENTS
Project Amount Funding Source
Trieste Slope Repair (6107) $362,600 GCC
Palomar Airport Waterline Realignment (5055) $23,000 Water Replacement
Carlsbad Blvd Pedestrian Improvements (6097) $833,788 Gas Tax Temp Fire Station 7 (4091) $200,000 PFF
Police & Fire HQ (4715) $529,292 GCC, IRF
84 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
COMPLETED PROJECTS
• Project account can be closed in accounting
system
• Returns funds to original funding source
85 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
Completed project Balance
Dove Library Parking Lot Renovation $172,612
Drainage Management Plan (Country Store) $0
El Camino Real and College Boulevard Intersection Improvements $55,645 Fire Station 2 Replacement $207,684
Leo Carrillo Ranch Roof Repairs $129,080
Maerkle Reservoir Floating Cover Replacement $1,496,059 Palomar Airport Road/Paseo Del Norte Left Turn Lane $17,701 Palomar Airport Road/Paseo Del Norte Right Turn Lane $35,151 Poinsettia Lane Reach E Cassia to Skimmer Court $401,345 Recycled Water Phase III Pipelines $5,886
Temporary Fire Station 7 $452,637
Traffic Control Improvements - Poinsettia Lane and Cassia Road $4,431 Traffic Control Improvements - Poinsettia Lane and Oriole Court $4,078 $3 MILLION RETURNED TO FUNDS
86 REMOVED PROJECTS
$578,257
Returned to funds
Avenida Encinas / Palomar Airport Road Pedestrian Access $75,000 Left Turn Lane Extensions $350,000
Traffic Signal Operations Modifications $153,257
87 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
INNOVATIVE SOLUTIONS SAVE MONEY
Fire Administration
Offices
Police & Fire Headquarters
FY24 request: $4.15 million
Consolidates public safety administration +
Temporary EOC location at Faraday
Emergency Operations
Center Reconfiguration
$19 Million
Cost avoided
88 COST INCREASES*
Project FY24 Increase
Village and Barrio Traffic Circles 500,000
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 700,000 (IRF) Beach Access Repair and Upgrades - Pine Avenue to Tamarack 700,000 (GCC) Desalinated Water Flow Control Facility No. 5 758,000
Maerkle Facility Improvements 800,000
Tyler Street Traffic Circulation 900,000
Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road 1,100,000 Schulman Auditorium and Cannon Art Gallery 1,300,000
Senior Center Repairs and Roof Replacement 1,310,000
Fleet Fuel Island Upgrade 1,600,000
Police and Fire Headquarters Renovation 1,723,000 (GCC) Police and Fire Headquarters Renovation 2,427,000 (IRF) Veteran's Memorial Park (All Quadrants) 36,084,750
*Greater than $500,000
89 PROJECT FUNDING
MOVED FROM
FUNDING
MOVED TO
Buena Interceptor Sewer Access Road Improvements FY24 FY25 Buena Interceptor Sewer Improvements FY24 FY26
Buena Interceptor Sewer Realignment - East Segment FY24 FY28 Camino De Los Coches and La Costa Ave Intersection Control FY24 FY26 DMP Facility BFB-U (El Camino Real) FY24 FY25
El Fuerte Lift Station Pump Addition FY24 FY25
Grand Avenue Promenade FY24 FY26
Hydroelectric Generation at Water Facilities FY24 FY27
Kelly Drive Channel Repair FY24 FY25
La Costa Avenue Traffic Improvements FY24 FY27
90 PENDING RESOURCE AVAILABILITY
PROJECT FUNDING
MOVED FROM
FUNDING
MOVED TO
Las Palmas Trunk Sewer FY24 FY27
Maerkle Reservoir Transmission Main FY24 FY27
Ocean Street Reconfiguration Concepts Study FY24 FY25
Orion Center FY24 FY25
Roadway Slope Stabilization FY24 FY25
Tri-Agency Water Transmission Pipeline Replacement FY24 FY27 Utility Undergrounding Program Study FY24 FY25
Village H South Off Leash Dog Area and Trail Segment 5B FY24 FY28 Vista Carlsbad Interceptor - Buena Vista Lift Station
Improvements
FY24 FY26
Vista Carlsbad Interceptor - Reach VC3 FY24 FY25
Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)
FY24 FY25
91 PENDING RESOURCE AVAILABILITY (CONT.)
PROPOSED NEW PROJECTS
Total FY24 request: $2.7 million
District Project FY24 Funding
Request
Funding
Source
1,2,3 Carlsbad Boulevard Roadway Configuration $2,000,000 IRF 1 Carlsbad Village Dr Reconfiguration (I-5 to Carlsbad Bl) $350,000 GCC 2 Fire Station 7 $100,000 GCC
TBD Public Works Storage Facility $99,000 GCC
Citywide Traffic Signal Cabinet Upgrades $180,000 GCC
92 5-YEAR STRATEGIC PLAN
PRIORITY PROJECTS
• Approximately 57 projects identified
• $80.2 million investment in next 5 years
93 PLAN
2023 - 2027
(city of
Carlsbad
lfstim:a
1571
380 ]
5SO:I
15, Yeu Capital lmpro ,vemen
Di',l'l,a n,i
d P, oj, ct Sch du
..
~[ps,,,11!r") ~ .,..
"'· :e ti!
"I ir,;i 522.0!!9.000
5J.0300(!CIO
"'
11 11. a
s .. -
PROJECTS COMING SOON
FY27
$2.5 M
Chestnut Complete
Street I-5 to Railroad
FY28 FY29
$9 M
Grand Avenue
Promenade
$50 M - $80 M
Maerkle Solar Project
$5 M
South Carlsbad Boulevard
Realignment (design and permitting)
$19 M
Fire Station 7
$10 M
$16.5 M
Business Park
Recreational Facility
(Zone 5 Park)
94 Orion Complex
Energy Storage
$25.5 M
Monroe Street
Pool
FY26
0 0
0 0
TRAFFIC IMPACT FEE
In 5 years:
-$6.44 million
95 ITEM 9: PRELIMINARY FY23 - 24 BUDGET
TRAF IC IM I ACT FEES (Tl F) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 YEAR 6-15 YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A $ 3,784,113 $ 1,900,228 $ (2,472,275) $ (5,301,030) $ (6,439,086) $ (6,264,448)
REVENUES
Developer Fees 1,535,630 1,727,498 1,048,745 284,944 15,260,829 Total Revenues N/A 1,535,630 1,727,498 1,048,745 284,944 15,260,829
CAPITAL PROJECTS
Avenida Encinas Coast al Rail Trail and Pedestrian Improvements $ 2,170,653 3,177,000 Carlsbad Boulevard Realignment - Manzano Drive t o Island Way 932,000 Carlsbad Boulevard Realignment - Manzano Drive t o Island Way 3,681,000 El Camino Real and Cannon Road Intersection Improvements 3,536,000 El Camino Real Right Turn Lane t o East Bound Alga Road 438,000 El Camino Real Widening - Arena I Road to La Costa Avenue 3,250,00 1 Melrose Drive Right Turn Lane to West Bound Palomar Airpo rt Road 911,002 Palomar Airpo rt Road and College Boulevard Improvemen t s 1,295,499 Sidewalk/Street Constru ction Program 3,800,000 3,725,000 Terramar Area Coastal Improvements 6,650,005
Traffic Impact Fee Funds to CFD #1 90,000 1,494,000
Traffic Impact Fee Update 240,000 30,000
Traffic Mon itoring Program 1,622,899 122,516
Valley and Magnolia Complete Streets 3,536,206 1,000,000 Total Project Expenditures 27,012,265 3,419,516 6,100 ,000 3,877,500 1,423,000 107,500 10,270,000 ENDING FUND BALANCE N/A $ 1,900,228 $ (2,472,275) $ (5,301,030) $ (6,439,086) $ (6,264 ,448) $ (1,273,619 $(1,412,274)
$(5,753,529) $(5,558,585) $(5,366,447)
$(3,930,364)
-8000K
-6000K
-4000K
-2000K
K
2M
4M
6M
FY24 FY25 FY26 FY27 FY28
Traffic Impact Fee
Ending Fund Balance Budget Request
-2000K
K
2M
4M
6M
FY24 FY25 FY26 FY27 FY28
Gas Tax
Ending Fund Balance Budget Request
-5000K
K
5M
10M
15M
20M
25M
30M
FY24 FY25 FY26 FY27 FY28
Public Facilities Fund (PFF)
Ending Fund Balance Budget Request
Gas Tax
Traffic Monitoring Program
Sidewalk/Street Construction
Program
Carlsbad Village Dr. Widening –
Pontiac to Victoria
El Camino Real Widening –
Arenal to La Costa (partial)
Public Facilities Fee
Valley and Magnolia Complete
Streets
PROJECT FUNDING
96 -
- -
FY 2023- 24
PRELIMINARY
OPERATING
BUDGET
FY 2023-24
PRELIMINARY BUDGET
Questions and feedback
Set the public hearing for June 13, 2023