2023-06-13; City Council; 09; Adoption of the Fiscal Year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2023-24 Appropr — Carlsbad City Council, June 13, 2023 (part 1 of 3)

CA Review CKM
Meeting Date: June 13, 2023
To: Mayor/President/Chairperson and City Council/Board/Commissioners From: Scott Chadwick, City Manager/Executive Manager/Executive Director Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services [email protected], 442-339-2415
Zach Korach, Finance Director
[email protected], 442-339-2127
Subject: Adoption of the Fiscal Year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2023-24 Appropriation Limit and Revision of Fees and Charges for Services
Districts: All
Recommended Action
The following actions are recommended to be taken by the City Council of the City of Carlsbad, the Boards of Directors of the Carlsbad Municipal Water District and the City of Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission and the City Council of the City of Carlsbad as the successor agency to the Carlsbad Redevelopment Agency for final adoption of their respective fiscal year 2023-24 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program budgets:
• Hold a public hearing on:
o The FY 2023-24 Operating Budgets, FY 2023-24 to FY 2027-28 Strategic Digital Transformation Investment Programs and FY 2023-24 to FY 2037-38 Capital Improvement Programs for the City of Carlsbad and the Carlsbad Municipal Water District
o The FY 2023-24 Operating Budget and FY 2023-24 to FY 2037-38 Capital Improvement Program for the Public Financing Authority
o The FY 2023-24 Operating Budget for the Carlsbad Housing Authority o The FY 2023-24 Operating Budget for the Successor Agency to the Carlsbad Redevelopment Agency and the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund
o Establishing new and modifying existing fees in the Master Fee Schedule for the City of Carlsbad, the Carlsbad Municipal Water District, and the Carlsbad Housing Authority
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• Adopt resolutions of:
o The City Council of the City of Carlsbad adopting the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2023-24 for the City of Carlsbad and establishing controls on changes in appropriations for budget funds
o The Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad adopting the water district’s final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2023- 24 and establishing controls on changes in appropriations for budget funds o The Community Development Commission of the City of Carlsbad adopting the final Operating Budget of the Carlsbad Housing Authority for FY 2023-24 and establishing controls on changes in appropriation for budget funds
o The Board of Directors of the Carlsbad Public Financing Authority adopting the final Operating Budget and Capital Improvement Program of The Crossings at Carlsbad Municipal Golf Course for FY 2023-24 and establishing controls on changes in appropriations for budget funds
o The City Council of the City of Carlsbad, acting as the Successor Agency for the Carlsbad Redevelopment Agency, adopting the final Operating Budget of the successor agency and the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund for FY 2023-24 and establishing controls on changes in appropriations for budget funds
o The City Council of the City of Carlsbad establishing the FY 2023-24 appropriation limit as required by Article XIIIB of the California State Constitution and state law o The City Council of the City of Carlsbad adopting changes to the Master Fee Schedule o The Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad adopting changes to the Master Fee Schedule
o The Community Development Commission of the City of Carlsbad adopting changes to the Master Fee Schedule
o The City Council of the City of Carlsbad approving the City of Carlsbad’s share of the FY 2023-24 Operating and Capital Budgets of the Encina Wastewater Authority o The City Council of the City of Carlsbad determining that the FY 2023-24 Capital Improvement Program is consistent with the General Plan and applicable Climate Action Plan measures and actions
o The City Council of the City of Carlsbad adopting a list of projects and authorizing the allocation of road maintenance and rehabilitation account funds to the pavement management and concrete replacement programs for FY 2023-24 o The Board of Directors of the Carlsbad Public Financing Authority adopting a Golf Course Reserve Policy
o The City Council of the City of Carlsbad approving an adjustment to the FY 2022-23 Capital Improvement Program Budget
o The City Council of the City of Carlsbad approving adjustments to the FY 2022-23 Operating Budget for the City of Carlsbad’s share of the FY 2022-23 Operating Budget of the Encina Wastewater Authority
o The Community Development Commission of the City of Carlsbad approving adjustments to the FY 2022-23 Operating Budget of the Carlsbad Housing Authority June 13, 2023
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Executive Summary
Staff are recommending adoption of the City of Carlsbad’s Fiscal Year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, as well as the Fiscal Year 2023-24 Appropriation Limit and Revision of Fees, Charges for Service and Golf Course Reserve Policy.

The city’s budget for fiscal year 2023-24 was developed with a focus on resiliency over the long- term during this time of economic uncertainty.

Part of the budget is the Strategic Digital Transformation Investment Program, a comprehensive approach to planning for and funding digital transformation efforts throughout the city. The purpose of this program is to provide an annual investment strategy, not a commitment for spending, by outlining a five-year expenditure plan for future digital transformation and technology projects and the corresponding revenues necessary to pay for them.

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

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

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

Based on community input, the City Council identified five areas of focus for its five-year strategic plan:
• Community Character: Maintain Carlsbad’s
unique community character
• Economic Vitality: Foster a healthy
economy
• Quality of Life and Safety: Prioritize the
safety and well-being of the community
• Sustainability & Natural Environment:

Protect the environment and natural
resources
• Organizational Excellence & Fiscal
Health: Be a model for effective and
efficient local government
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Maintaining fiscal health
One way the city has been able to increase focus on community priorities is by identifying efficiencies and reducing spending in areas with the least impact on the community. A series of budget process reforms and policies begun in 2018 has increased transparency in how the city manages its budget and tightened controls over spending. These have included:
• Eliminating an automatic annual increase to department budgets based on inflation.

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

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

The recommended preliminary General Fund Operating Budget totals $211.7 million, with estimated revenues of $212.0 million. General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest because they contain most of the discretionary funds that pay for basic city services, such as the Police and Fire departments, library and cultural arts services, street and park maintenance and recreation. A summarized outlook of the major General Fund revenues can be found in the operating budget overview (Exhibit 1).

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The operating budget overview also contains:
• A detailed look at expenditures by type
• General Fund transfers to other funds
• Information about the city’s personnel costs
The table below shows the adopted fiscal year 2022-23 General Fund budget as well as the proposed fiscal year 2023-24 budget.

General Fund summary for fiscal year 2023-24
(in millions)

FY 2022-23
Adopted
Budget
FY 2023-24
Proposed
Budget
Total revenues $198.8 $212.0
Expenditure base for personnel, services and programs $182.8 $189.0 Revenues over base expenditures $16.0 $23.0
City Council contingency, capital outlay and transfers $15.6 $22.5 Total expenditures $198.4 $211.7
Revenues over total expenditures $0.4 $0.3

Personnel
The proposed budget for next fiscal year includes 807.75 permanent full- and three-quarter- time employees, an increase of 1.0 full-time equivalent positions compared to the final budget amount for fiscal year 2022-23. There is also a proposed net decrease of 13.061 part-time employees, for net personnel decrease of 12.06 positions. The following changes were made to full-time employee levels.
• Added one Production Technician and one Senior Librarian, Adult & Teen Services (Library & Cultural Arts). The addition of these two full-time positions is offset and funded by the reduction of 5.55 full-time equivalent positions, resulting in ongoing savings to the General Fund of approximately $100,000.
• Added One Senior Office Specialist (Fire). The addition of this full-time position is offset and funded by the reduction of two part-time positions. In conjunction with additional changes made during fiscal year 2022-23, there was no additional cost to the city • Eliminated one full-time administrative position (Community Services) as part of a departmental reorganization within the branch.
• Eliminated one vacant Meter Services Supervisor position (Utilities) due to technological advances that changed operation and business needs.

The operating budget overview contains a full breakdown of personnel costs for the General Fund.

1 Part-time personnel figures are presented as their hourly, full-time equivalent.

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

Authority to make fleet purchases with rising costs
The high levels of inflation over the past several years have also impacted the city’s fleet replacement purchases. The city’s Fleet Department charges other city departments the estimated replacement value of a vehicle over the useful life of that vehicle, so that at the end of its useful life, the appropriate amount of funds is available to replace the vehicle. Recently, the cost of replacement purchases has exceeded the amount of collected funds, based on original estimates. To allow the Fleet Department to make replacement vehicle purchases without needing to return to the City Council for additional approval when inflation has had an impact on the value of a vehicle, the resolution adopting the budget now includes language authorizing the City Manager to increase purchasing authority for capital outlay items requiring City Council approval up to 15% or less compared to the amount approved during the budget process. This change will have no impact on the Fleet Department’s budget appropriations, only the purchasing authority.

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

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

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

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

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

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

The purpose of the proposed golf course reserve policy is to ensure the needs of the golf course are met, provide a funding source for long-term, large value capital purchases and demonstrate continued prudent fiscal management.

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

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

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

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

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

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

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

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

In any given fiscal year in which the golf course’s excess net revenues are insufficient to make the full 10% contribution to the Capital Reserve, the golf course will have the opportunity in June 13, 2023
Item #9 Page 7 of 542

future years to replenish these amounts. This further ensures the golf course will be able to adequately meet and fund its capital-related needs.

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

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

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

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

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

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

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

The details of the five-year and one-year appropriations requests can be found in Exhibit 2.

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

There are three funding sources for the $4.6 million in appropriations that staff are requesting for the digital transformation program for fiscal year 2023-24:
• Technology Investment Capital Fund
• Information Technology Replacement Fund
• Utilities Enterprise Funds
Each funding source identified has the necessary fund balance to accommodate the new appropriations without additional revenues or transfers. The details for the funding sources can be found in Exhibit 2.

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

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

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

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

Note: The percentage for civic projects and facilities maintenance presented in the graphic above does not include reductions for some project costs that were previously appropriated and are being moved into future years.

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

As current project conditions and scope are continually re-evaluated, some projects are removed from the list. This streamlining process allows for unspent balances to be returned to the original funding sources for reallocation to other projects. • In fiscal year 2023-24, three projects are proposed to be removed from the program because of changed conditions that caused the projects to no longer be warranted.
• Three projects intended to support Public Safety operations will be consolidated to improve efficiencies, coordination and cost savings. The Emergency Operations Center Reconfiguration and Fire Administration Offices projects will be incorporated into the Police and Fire Headquarters Renovation project.

The 15-year program includes five proposed new projects, with a total funding request in fiscal 2023-24 of $2.7 million. Details on these proposed new projects begin on page I-5 of Exhibit 2.

The program includes estimated budget information for a 15-year period to provide the most comprehensive information about known future projects. A complete list of projects and estimated funding included in the 15-year program begins on page I-19 of Exhibit 3. All future construction costs are estimates, which are reviewed and refined each year.

The Capital Improvement Program is funded from capital funds such as the General Capital Construction and Infrastructure Replacement Fund as well as developer fees, special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, water and wastewater replacement funds, and other sources such as grants, sales Civic projects and
facilities
maintenance
11%
Parks
42%
Drainage
2%
Sewer
12%
Water and
recycled water
9%
Transportation
24%
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taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2023-24 are $95.9 million. Projected capital fund balances, revenue and expenditure summaries are provided beginning on page I-14 of Exhibit 3. Further details by fund are provided beginning on page I-31 of Exhibit 3.

Changes to the FY 2022-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program from preliminary to final versions Staff made the following changes to the General Fund operating budget since the preliminary operating budget, Strategic Digital Transformation Investment and Capital Improvement Programs were presented to the City Council on May 23, 2023, with an approximately $196,000 impact on the General Fund final expenditure budget:
• Added $20,000 in maintenance & operations budget to Innovation & Economic Development to fund an initial study for the potential Village business improvement district, as requested by the City Council at the meeting on May 23, 2023. • Made several compensation adjustments totaling approximately $176,000, as approved by the City Council on the May 9, 2023, special City Council meeting, including adjustments to the:
o Overtime rate for Fire Battalion Chiefs
o Salary for several Fire Management employees
o Bilingual pay available to unrepresented Management employees City Council request to hold a community budget workshop At the May 23, 2023, City Council meeting, during the presentation of the Fiscal Year 2023-24 Preliminary Budget, the City Council requested that staff conduct a community budget workshop before offering the final budget for adoption. In response, city staff held a public workshop at the Faraday Administration Center on June 1, from 5:30 to 7:30 p.m., to provide community members with an opportunity for to learn about the proposed Fiscal Year 2023-24 city budget, ask questions of staff and provide their feedback. City staff promoted the workshop through various channels and 17 community members attended. Seven community members provided verbal comments or questions and two provided written comments. A complete summary of the workshop and the resulting comments is provided in Exhibit 16.

Carlsbad Village trench project
The Carlsbad Strategic Plan includes a strategic objective to:

Work with the San Diego Association of Governments and the North County Transit District to prioritize, determine costs, and work with state and federal representatives to seek funding for preliminary design and technical studies for lowering the railroad tracks in the Village.

During the City Council’s May 23 discussion of the Fiscal Year 2023-24 Preliminary Operating Budget, the City Council directed staff to present information and a recommendation regarding a potential budget allocation to advance the Carlsbad Village Railroad Double Track Trenching Project. Subsequently, staff engaged SANDAG to identify potential state and federal funding opportunities to complete the project’s preliminary engineering design work and environmental clearance. Several potential funding sources were discussed and the U.S.

Department of Transportation - Federal Railroad Administration’s Railroad Crossing Elimination Grant Program was identified as a particularly well-suited funding source to pursue.

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The program provides funding to improve American rail infrastructure to enhance rail safety, improve the health and safety of communities, eliminate highway-rail and pathway-rail grade crossings that are frequently blocked by trains and reduce the impacts that freight movement and railroad operations may have on underserved communities. Similarly, the program prioritizes projects that improve safety, economic strength and global competitiveness, equity, climate and sustainability. According to the program’s FY 2022 funding availability notice, the Federal Railroad Administration intends to fund projects that address environmental justice, particularly for communities that disproportionately experience climate change-related consequences. In addition, the Federal Railroad Administration aims to proactively address racial equity and barriers to opportunity, including automobile dependence.

The no
tice of funding opportunity for this grant is expected to be released this summer and is likely to close in Fall 2023. Raising or lowering the tracks, including with a bridge, embankment, tunnel, or combination of the three (including trenching), is eligible for funding. There is an expected 20% local match requirement, based on the FY 2022 notice of funding opportunity.

SANDAG estimates a total project cost of nearly $551 million, assuming a construction start date in FY 2029. SANDAG estimates the project cost (for preliminary engineering with 30% of the design work completed and environmental clearance), to be $26.1 million for a FY 2025 year of expenditure, so a local match of $5.22 million is required to complete the project’s next phase.

Staff recommend the following funding options for the City Council’s consideration:
• Appropriate $5.22 million from the General Fund Reserve and direct staff to request that SANDAG submit a FY 2023 Railroad Crossing Elimination Grant Program application for the project as the lead agency
• Appropriate $2.61 million from the General Fund Reserve and direct staff and the city’s SANDAG Board representative to request that SANDAG share in the cost of the remaining $2.61 million in required local match funding and submit a FY 2023 Railroad Crossing Elimination Grant Program application as the lead agency • Appropriate some other amount from the General Fund Reserve (if any) and direct staff to return to the City Council after year-end savings are reported in September 2023 to consider a possible additional appropriation toward the project’s local match requirement, subject to funding availability.

Gann appropriations limit
In addition to adopting the Operating Budget, the City Council is asked to adopt the Gann Appropriations Limit as required by Article XIIIB of the California Constitution. This limit creates a restriction on the amount of revenue that can be appropriated for spending in any fiscal year.

The revenues that are subject to this limitation are those considered “proceeds of taxes.” The basis for calculating the Gann limit began in FY 1978-79 and is adjusted each year based on population growth and inflation. The city’s spending limit for FY 2023-24 is calculated at $608 million, while the calculation of the city’s spending projections subject to the limit is $184 million, well below the legal limit for the coming fiscal year.

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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 include the following notable changes discussed below.
• General city fees are charged for the use of city services and property. Depending on the fee, they are increased annually by the increase in the annual West Urban Consumer Price Index or the San Diego Consumer Price Index published by the Bureau of Labor and Statistics, both of which reflect the cost of inflation. The West Urban CPI has increased by 6.3% since last year while the San Diego CPI has increased by 6.4%. •
Development-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, which was presented in full with the preliminary budget, as Exhibit 4 to Item 9, at the May 23, 2023 City Council meeting. The study reviewed and analyzed cost factors to adjust ambulance fees according to the actual cost of providing the services as well as average ambulance rates in California. The proposed ambulance fee changes establish a single flat rate for advanced life support and basic life support services, with no differentiation between residents and non- residents, because the cost to the city for each of these services is similar. In future years, the city will go back to adjusting its ambulance fees according to the Ambulance June 13, 2023
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Inflation Factor most years, with more detailed evaluations occurring every three to five years.

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

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

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

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

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

6.40%
All development
impact fees
Los
Angeles

ENR CCI
January
2023
Engineering
News Record 0.00% 7.60%

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

2.00% 2.00% 31.63%
Total fees outside policy range 236
Number of fees decreasing to policy range 51
Number of fees increasing to policy range 168
Median cost recovery increase 12%
Number of fees increasing 15% or more 74
June 13, 2023
Item #9 Page 14 of 542

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

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

Analysis of fees subject to significant cost recovery increase (15% or more) The proposed Master Fee Schedule includes the following new fees described below:
• Environmental impact assessment fees. The Community Development department is proposing new fees for initial studies prior to environmental impact assessments and for addendums to mitigated negative declarations or negative declarations to recover the costs for city processing. An initial study is a preliminary analysis to determine the relative environmental impacts associated with a proposed project. These new fees will allow the city to recover the cost of the Planning Division’s processing of these reports and the staff time required to work with outside consultants on these projects. Because each project’s environmental review is different, the proposed new fees account for the variations and allow more precise fee amounts for projects with different environmental assessment needs. These fees are based on the fully burdened hourly rates 2 of Planning
staff and set in the high cost recovery range because it takes considerable time to work with an environmental consultant team(s) to develop these documents and prepare written findings and evidence to support the decision-making process. • Storm water quality management plan fees. Staff are proposing adding an additional storm water quality management plan fee for plan review for trash capture only.

Requests to approve trash capture storm water quality management plans are a

2 Fully burdened hourly rates include salaries, benefits and overhead costs Median current cost recovery level 24%
Median cost recovery increase 54%
Fee categories
Miscellaneous citywide fees 1
Utility account and service fees 3
Planning Division fees 28
Engineering Division fees 39
Building Division fees 3
June 13, 2023
Item #9 Page 15 of 542

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

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

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

Additionally, this year’s evaluation determined that these fees are no longer in use, and staff recommend removing them from the Master Fee Schedule:

June 13, 2023
Item #9 Page 16 of 542

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

Increases to the city’s trash collection rates are set by the contracted service provider and go into effect July 1, 2023. Details on these rates can be found in the proposed Master Fee Schedule in the Attachment A to Exhibits 10-12.

Fiscal Analysis
The fiscal impact of the proposed budgets is detailed in the attached schedules.

Community Engagement
A staff presentation to the City Council/Board/Commission for the Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program was held on May 23, 2023. A Community Budget Workshop was held on June 1, 2023, to answer questions and receive community input on the proposed budget. Notices on the proposed fee changes were made available to the public at least 10 days in advance of the meeting, published twice in a newspaper of general circulation and sent to the Building Industry Association and SDG&E at least 14 days in advance of the meeting.

June 13, 2023
Item #9 Page 17 of 542

The Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2023-24 is on file with the Office of the City Clerk and on the city’s website at carlsbadca.gov/departments/finance/city-budget.

The Capital Improvement Program project details and interactive map is also available to the public on the city’s website and can be found at carlsbadca.gov/departments/public-works.

Options
Staff recommend that the City Council/Board/Commission approve the proposed fiscal year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2023-24 Appropriation Limit, Revision of Fees and Charges for Services, allocation of Road Maintenance and Rehabilitation Account funds for Fiscal Year 2023-24, adjustments to prior year adopted budgets as necessary, and Golf Course Reserve Policy.

Should the City Council/Board/Commission direct staff to make changes, any budget changes will have to be approved prior to the July 1, 2023, start of fiscal year 2023-24.

Next Steps
Once adopted, the attached schedules and any adjustments made through a City Council/Board/Commission motion will become the spending plan for fiscal year 2023-24.

Environmental Evaluation
In keeping with Public Resources Code Section 21065, the action of adopting the prioritizing and fund allocation program for the FY 2023-24 Capital Improvement Plan does not constitute a project within the meaning of the California Environmental Quality Act in that it has no potential to cause a direct physical change in the environment, or a reasonably foreseeable indirect change in the environment, and therefore does not require environmental review.

No physical activity will occur until all required CEQA review is conducted at the time individual projects listed in the Capital Improvement Plan are undertaken. Attachment A to Exhibit 14 describes each of the Capital Improvement Plan project activities and indicates the anticipated environmental review requirement of the projects under CEQA based on information available at this time. Most of the projects can be found to be categorically exempt from CEQA review and will not be subject to any further environmental analysis unless the scope of any project changes or additional information becomes available to indicate that environmental review will be necessary.

Exhibits

1. Fiscal Year 2023-24 Final Operating Budget Revenue and Expenditure Summary

2. Fiscal Year 2023-24 Strategic Digital Transformation Investment Program Summary

3. Fiscal Year 2023-24 Capital Improvement Program Summary

4. Resolution of the City Council of the City of Carlsbad adopting the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2023-24 for the City of Carlsbad and establishing controls on changes in appropriations for budget funds

5. Resolution of the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad adopting the water district’s final Operating Budget, Strategic Digital June 13, 2023
Item #9 Page 18 of 542

Transformation Investment Program and Capital Improvement Program for FY 2023-24 and establishing controls on changes in appropriations for budget funds

6. Resolution of the Community Development Commission of the City of Carlsbad adopting the final Operating Budget of the Carlsbad Housing Authority for FY 2023-24 and establishing controls on changes in appropriations for budget funds

7. Resolution of the Board of Directors of the Carlsbad Public Financing Authority adopting the final Operating Budget and Capital Improvement Program of The Crossings at Carlsbad Municipal Golf Course for FY 2023-24 and establishing controls on changes in appropriations for budget funds

8. Resolution of the City Council of the City of Carlsbad, acting as the Successor Agency for the Carlsbad Redevelopment Agency, adopting the final Operating Budget of the successor agency and the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund for FY 2023-24 and establishing controls on changes in appropriations for budget funds

9. Resolution of the City Council of the City of Carlsbad establishing the FY 2023-24 Gann Appropriations Limit as required by Article XIIIB of the California State Constitution and state law

10. Resolution of the City Council of the City of Carlsbad adopting changes to the Master Fee Schedule

11. Resolution of the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad adopting changes to the Master Fee Schedule

12. Resolution of the Community Development Commission of the City of Carlsbad adopting changes to the Master Fee Schedule

13. Resolution of the City Council of the City of Carlsbad approving the City of Carlsbad’s share of the FY 2023-24 Operating and Capital Budgets of the Encina Wastewater Authority

14. Resolution of the City Council of the City of Carlsbad determining that the FY 2023-24 Capital Improvement Program is consistent with the General Plan and applicable Climate Action Plan measures and actions

15. Resolution of the City Council of the City of Carlsbad adopting a list of projects and authorizing the allocation of road maintenance and rehabilitation account funds to the pavement management and concrete replacement programs for FY 2023-24

16. Fiscal Year 2023-24 Budget community workshop summary

17. Correspondence – Memo to the City Council from the Library Board of Trustees

18. Correspondence – Memo to the City Council from the City Manager

19. Correspondence – Memo to the City Council from Deputy City Manager, Administrative Services and Finance Director

20. Resolution of the Board of Directors of the Carlsbad Public Financing Authority adopting a Golf Course Reserve Policy

21. Resolution of the City Council of the City of Carlsbad approving an adjustment to the FY 2022-23 Capital Improvement Program Budget

22. Resolution of the City Council of the City of Carlsbad approving adjustments to the FY 2022- 23 Operating Budget for the City of Carlsbad’s share of the FY 2022-23 Operating Budget of the Encina Wastewater Authority

23. Resolution of the Community Development Commission of the City of Carlsbad approving adjustments to the FY 2022-23 Operating Budget of the Carlsbad Housing Authority June 13, 2023
Item #9 Page 19 of 542
B‐1
OPERATING BUDGET OVERVIEW
This section in
cludes 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 expend itures are included within the five main sections of the operating budget following this overview. The five city branches include:
 Public Safety
 Public Works
 Community Services
 Administrative Services
 Policy & Leadership
Information about the city’s approach to planning for and funding digital transformation efforts throughout the city is included in the Strategic Digital Transformation Investment Program section.

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

Exhibit 1
June 13, 2023
Item #9 Page 20 of 542
B‐2
OPERATING BUDGET REVENUE SUMMARY
The Operating Budg
et 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. Ex cluding 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 reve
nues 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 Manageme nt, 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 op erating revenues anticipated to be received by the city for fiscal year 2022‐23, as well as those budgeted for fiscal year 2023‐24.

Estimated Budgeted $ %
2022‐23 2023 ‐24 Change Change
General Fund 207.8$         212.0$     4.2$        2.0% Special Revenue 18.7    19.5   0.8    4.5%
Enterprise 89.1    92.8   3.7    4.2%
Internal Service 44.2    38.4   (5.8)   ‐13.3%
Successor Agency Housing Trust 1.0   ‐      (1.0)   ‐ 100.0% Total 360.8$         362.8$     1.9$        0.5%
REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
June 13, 2023
Item #9 Page 21 of 542
B‐3
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic city services such as Police, Fire, Library & Cultural Arts, Street and Park Maintenance and Recreation programs. The table below provides a summarized outlook of the General Fund revenues.

The COVID‐19 pand emic created immense uncertainty about the city’s revenues, most notably in sales tax and transient occupancy tax. City leadership adopted the fiscal year 2021‐22 budget anticipating continued adverse impacts from the pandemic with moderate recovery; however, accelerated recovery driven by the staggered lessening of COVID‐19 restrictions, pent‐up deman d, 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 i ncreases, 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 dema nd 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 li mits annual growth in assessed values.

Property tax, the largest source of General Fund revenues, is expected to grow by 3.4% over last year’s adopted budget. While the residential real estate market in Carlsbad has seen significant increases in values in recent years, the growth has begun to cool off. Commercial property assessed values are expected to remain relatively flat as the increase in interest rates has create d immense uncertainty in the sector. With the COVID‐19 emergency officially ended, the focus on the housing market shifts to other economic factors. In response to the unprecedented inflationary increases Estimated Budgeted $ %
2022‐23 2023 ‐24 Change Change
Property Tax 81.5$ 84.2$ 2.7$ 3.4% Sales Tax 51.4 51.1 (0.3) ‐0.6% Transient Occupancy Tax 32.5 32.9 0.4 1.1% Franchise Taxes 7.1 7.1 0.1 1.6% Business License Tax 6.2 6.4 0.2 3.1% Development Revenues 4.2 3.3 (0.9) ‐21.1% All Other Revenue 25.0 27.0 2.0 8.0% Total 207.8$ 212.0$ 4.2$ 2.0% GENERAL FUND REVENUES
(In Millions)
June 13, 2023
Item #9 Page 22 of 542
B‐4
experienced over the last year and a half, the Federal Reserve has responded by raising rates to a current range of 5.0‐5.25%, the highest range since July 2006. This has made home purchasing more difficult for borrowers. And while demand remains relatively high both locally and around the state, these increases have cer tainly 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 cou ld 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 20 21‐22 – 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 di minishing 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 pro perty 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 the re 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
June 13, 2023
Item #9 Page 23 of 542
B‐5
development, high turnover of existing homes, and double‐digit growth in housing prices. However, as opportunities for new development and growth lessen, development‐related revenues have slowed. In addition to recent interest rate increases, slower development combined with minimal commercial property transactions and tax reform has caused a slowing in property tax growth in the city.

Sales Tax revenues generally move in step with economic conditions and overall, Carlsbad’s economy has absorbed the inflationary increases experienced over the past 12‐18 months. The restrictions resulting from the COVID‐19 pandemic led to increases in segments like auto sales, construction, drug store sales, chemical products, food markets and recreational products, while others like restaurants and ge
neral 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 20 19‐20, 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 ma ndates. 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 rev enues. 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. How
ever, this positive experience does not change the future outlook. With continued levels of inflation and a risk of recession looming, staff have proposed a conservative estimate of Transportation,

30.8%
Construction,

1.9%
General Retail,

20.5%Miscellaneous,

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

18.2%
Sales Tax by Category
Fourth Quarter 2022
June 13, 2023
Item #9 Page 24 of 542
B‐6
$51.1 million in budgeted revenue for fiscal year 2023‐24 which represents a decrease of $0.3 million, or 1%, over fiscal year 2022‐23 estimates.

As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation (comprised heavily of new auto sales) and general retail sectors, wh ich 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 incl
ude 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 20 21 ‐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 un precedented 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 in flux 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
June 13, 2023
Item #9 Page 25 of 542
B‐7
throughout the pandemic may likely indicate that uncertainty in the economy can be mitigated by these additional funds. However, group business travel has yet to fully return to pre‐pandemic levels, and uncertainty around rising inflation and diminishing pent up demand continue to drive a moderately conservative estimate in fiscal year 20 23 ‐24. The City of Carlsbad currently has approximately 4,776 hotel rooms, 343 registered vacation rentals and over 660 timeshares.

Franchise Tax revenue has stabilized in recent years and is projected at $7.1 million in fiscal year 2022‐23. Franchise taxes are paid by certain industries that use the city’s right‐of‐way to conduct their business. The city currently has franchise agreements for cable TV service, solid waste services, cell sites, fiber optic antenna systems and gas and electric services. The solid waste franchise fee experienced minor revenue increases that mirror growth in po pulation 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 ca ble 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 com
pared 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 ca ptures 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 expecte d 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 ta xes 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 act ual development.

June 13, 2023
Item #9 Page 26 of 542
B‐8
Over the last 10 years development‐related revenues
have fluctuated in line with increases and decreases
in residential, commercial and industrial
development. In fiscal year 2023‐24 the city expects a
21% decrease in development related revenues to
approximately $3.3 million. This follows higher than
anticipated development activity occurring in fiscal
year 20
22‐23. The projected decrease in
development‐related revenues is tied to the volume
and type of development projected to be permitted,
multi‐family versus single‐family, and a drop in the
revenues derived from building fees which occur in
the early stages of development.

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

Miscellaneous interdepartmental charges are expected to increase by 10% compared to the prior year’s adopted budget, driven by labor, inflation an d 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 forecaste d 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 Me di‐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 ad d ‐on reimbursement payments to help cover uncompensated costs in the future. This will generate approximately $883,000 in additional revenue annually. Lastly, the Fire Department recently completed an ambulance fee study and is proposing to increase the fees to better align cost recovery levels in comparison with jurisdictions in the region. The addit ional 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 fisc
al 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 du e to the insulated local demand.

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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 ex pected to remain relatively consistent in fiscal year 2023‐24.

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

Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $4 .2 million or 2% from fiscal year 2022‐23 estimates. The General Fund’s primary tax revenues are estimated to increase conservatively to account for the current economic uncertainty and risk of recession. While development‐related revenues are expected to decline over prior year estimates, ambulance fee revenues are projecte d 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 co ntribute 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 increasingl y 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 dr iving 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
June 13, 2023
Item #9 Page 28 of 542
B‐10
Other Funds

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

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

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

Additio
nally, 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 Refu nding Bonds. All outstanding loans and interest accrued have been paid to the city by the end of fiscal year 2020‐21 and only debt service payments remain. Payments are distributed annually from available property tax revenues allocated by the state to the successor agency.

June 13, 2023
Item #9 Page 29 of 542
B‐11
Enterprise fund revenues for fiscal year 2023‐24 are projected at $92.8 million representing an increase of 4.2% or $3.7 million over the current year estimates. The revenue breakdown by activity is shown in the graph below.

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

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

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

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

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

June 13, 2023
Item #9 Page 30 of 542
B‐12
Solid Waste Management revenues are projected to
decrease by 17.9% or $0.7 million when compared to current year estimates. This decrease is mainly driven by a storm water reimbursement from the city’s new waste hauler
contract that was received in the previous fiscal year that will not be received in fiscal year 2023‐24.

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

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

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

Internal service funds a
ccount 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 pa y 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 conti nuing 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. Fo r example, many older generation sedans at the end of their useful lives are now being replaced with hybrids and plug‐in hybrids at a higher per unit cost. There have also been significant cost increases over the last several years in specialized vehicles such as fir e 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 attribut able to contractual increases to existing service contracts.

June 13, 2023
Item #9 Page 31 of 542
B‐13
OPERATING BUDGET EXPENDITURE SUMMARY

The city’s Operating Budget for fiscal year 2023‐24 totals $372.0 million, which represents an increase of about $29.7 million or 8.7% as compared to the adopted fiscal year 2022‐23 budget. A summary of the changes in each of the city’s programs will be discussed below. Further information about each program can be found in the individual pro
gram 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 remai nder of this section will provide more information about the budgeted expenditures by fund and program.

To ensure the city continues to maintain a balanced budget and analyze its use of taxpayer dollars, the City Manager asked departments to reduce their existing budgets for fiscal year 2023‐24 and decrease discr etionary 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 cos ts 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 th is process, it became clear that the city’s budget has reached a point where further reductions, if pursued, will likely result in significant service level impacts.

Budget Budget $ %
2022‐23 2023 ‐24 Change Change
General Fund 198.4$ 211.7$ 13.3$ 6.7% Special Revenue 17.3 20.2 2.9 16.8% Enterprise 92.9 105.7 12.8 13.8% Internal Service 32.6 33.3 0.7 2.2% Successor Agency Housing Trust 1.1 1.1 ‐ 0.0% Total 342.3$ 372.0$ 29.7$ 8.7% By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
June 13, 2023
Item #9 Page 32 of 542
B‐14
The total Operating Budget for the General Fund for fiscal year 2023‐24 is $211.7 million which is $13.3 million or 6.7% more than the previous year’s adopted budget of $198.4 million. These changes are discussed in more detail on the following pages.

Personnel costs make up approximately 61.4% of the General Fund budget. The total personnel budget for fiscal year 2023‐24 is $130.1 million which is $6.0 million or 4.8% greater than the previous year’s total personnel budget of $124.1 million. This is driven by negotiated compensation increases as well as anticipated step increases. In fisca l 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 to tal 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 a chieves that objective, and (4) budgeting vacancy savings will achieve alignment with the city’s 10‐year forecast which has historically included a line item for vacancy savings.

The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries include full‐time and part‐time staff costs and are ex pected to increase in fiscal year 2023‐24 by $5.2 Budget Budget $ %
2022‐23 2023 ‐24 Change Change
Personnel 124.1$ 130.1$ 6.0$ 4.8% Personnel, gross 126.1 132.1 6.0 4.8% Vacancy Savings (2.0) (2.0) ‐ 0.0% Maintenance & Operations 59.2 59.6 0.4 0.7% Capital Outlay 1.5 0.1 (1.4) ‐94.7% Transfers 13.6 21.9 8.3 61.1% Subtotal 198.4$ 211.7$ 13.3$ 6.7% (In Millions)
GENERAL FUND SUMMARY
By Expenditure Type
Budget Budget $ %
2022‐23 2023 ‐24 Change Change
Salaries and Wages 83.3$ 88.5 5.2 6.2% Salaries and Wages, gross 85.3 90.5 5.2 6.1% Vacancy Savings (2.0) (2.0) ‐ 0.0% Retirement Benefits 23.0 23.2 0.2 0.8% Health Insurance 10.7 10.7 ‐ ‐0.1% Other Personnel 7.1 7.7 0.6 8.6% Total 124.1$ 130.1$ 6.0$ 4.8% Personnel Costs
(In Millions)
GENERAL FUND
June 13, 2023
Item #9 Page 33 of 542
B‐15
million or 6.2%. The increase is primarily due to negotiated salary increases offset by a reduction in total full‐time equivalents of 12.06. The full‐time staffing changes are listed below.  Library & Cultural Arts added 1.0 Production Technician and 1.0 Senior Librarian in Adult & Teen Services. The addition of these two full‐time positions is offset and funded by the reduction of

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

Retirement Benefits Cost
CalPERS administers the city’s defined benefit pension plan and costs have been increasing in past years as CalPERS addresses a structural shortfall in plan assets to cover unfunded liabilities. As part of CalPERS’ strategy to ensure the plan’s sustainability, CalPERS deliberately raised participating agencies’ contributions over several years to improve the pla n’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 emplo yees 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 cit y’s
unfunded actuarial liability and achieve a funded
status of 80% in accordance with City Council Policy
Statement No. 86. This active management helps ensure that resources are available to fulfill the city’s contractual promises to its employees and minimizes the chance that funding these pension benefits will interfere with the city ’s ability to provide essential public services.

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

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

Overall, total maintenance and operations costs are projected at $59.6 million which represents an

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

June 13, 2023
Item #9 Page 34 of 542
B‐16
increase of about $0.4 million or 0.7% for fiscal year 2023‐24 when compared to fiscal year 2022‐23.

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

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

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

June 13, 2023
Item #9 Page 35 of 542
B‐17
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the General Fund to other city funds with expectation of repayment in future years. No General Fund advances are included in this year’s operating budget.

Expenditures in the General Fund remained relatively consistent until fiscal year 20 15 ‐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 th e 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 nin e 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 pa yment 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 pos sible during that unprecedented time.

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

Fiscal year 2021‐22 expenditures reflect the plan to reinstate city services back to pre‐pandemic levels and operationalize the City Council’s goals. The increase includes $5.9 million in one‐time costs associated with the goals, and the addition of 18 new full‐time and 6.7 part‐time employees which June 13, 2023
Item #9 Page 36 of 542
B‐18
are mostly associated with the goals. The city again made an additional one‐time $6.4 million payment to CalPERS to bring down the city’s unfunded pension liability. Fiscal year 2022‐23 expenditures include the addition of 24 full‐time employees as well as a number of new one‐time requests in order to execute Cit y Council goals, as well as a total of $10.6 million in one‐time transfers to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. Lastly, a $2 million allocation was approved to fund the Safer Streets local emergency.

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

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

Budget Budget $ %
2022‐23 2023 ‐24 Change Change
Administrative Services ‐ Administration 0.6$ 0.8$ 0.2 4.9% Administrative Services ‐ Finance 5.5 5.3 (0.2) ‐2.7% Administrative Services ‐ Human Resources 5.3 5.0 (0.3) ‐4.5% Administrative Services ‐ Innovation & Economic Dev. 2.5 2.6 0.1 0.9% Community Services ‐ Administration 0.7 0.6 (0.1) ‐13.4% Community Services ‐ Community Development 10.4 11.0 0.6 6.1% Community Services ‐ Housing & Homeless Services 3.1 2.8 (0.3) ‐11.8% Community Se rvices ‐ Library & Cultural Arts 14.1 13.6 (0.5) ‐3.2% Community Services ‐ Parks & Recreation 21.2 21.1 (0.1) ‐0.5% Policy & Leadership Group 8.5 8.4 (0.1) ‐0.6% Public Safety ‐ Fire 37.8 37.8 ‐ 0.3% Public Safety ‐ Police 51.2 55.6 4.4 8.5% Public Works ‐ Administration 1.4 1.6 0.2 8.4% Public Works ‐ Construction Mgmt. & Inspection 3.3 3.3 ‐ ‐0.2% Public Works ‐ Environmental Sustainability 1.2 1.2 ‐ 1.6% Public Works ‐ Facilities 6.8 7.5 0.7 10.8% Public Works ‐ Transportation 9.7 9.7 ‐ 0.3% Non‐Departmental 15.1 23.8 8.7 57.2% Total 198.4$ 211.7$ 13.3$ 6.7% GENERAL FUND EXPENDITURES
By Department
(In Millions)
June 13, 2023
Item #9 Page 37 of 542
B‐19
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.

The transfers included in the adopted budget are as follows:

$12.6 million split evenly between the Infrastructure Replacement Fund, General Capital Construction Fund and the Technology Investment Capital Fund ($4.2 million each). This will fund major new construction, maintenance and replacement of city infrastructure and facilities, and the city’s future technology needs. This represents 6% of budgeted General Fund revenues and is in line with the requir ements 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 con cern. 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 in creased with a majority vote of the property owners.

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

Fiscal Year 2023‐24 General Fund Operating Surplus
General Fund fiscal year 2023‐24 revenue estimates $212.0 million General Fund fiscal year 2023‐24 preliminary expenditures $211.7 million Projected operating surplus for fiscal year 2023‐24 $ 0.3 million

General Fund Reserves
Projected unassigned balance at June 30, 2023 $117.9 million Plus: projected fiscal year 2023‐24 surplus $ 0.3 million Equals: projected unassigned balance at June 30, 2024 $118.2 million

June 13, 2023
Item #9 Page 38 of 542
B‐20
Changes in Other Funds

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

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

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

Enterprise funds total $105.7 million which represents an increase of $12.8 million or 13.8% over the fiscal year 2022‐23 adopted budget. The Potable Water and Recycled Water funds continue to operate and maintain critical infrastructure systems and provides the safe delivery of drinking water, conservation outreach and treated irrigation water. The cost of pu rchased water continues to increase, causing an overall increase in the Potable Water budget. The Wastewater fund provides reliable wastewater collection services. The budget for this fund’s increase is primarily due to an increase in the transfers out to fund its related capital improvement fund.

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

2.2% over fiscal year 2022‐23. Much of the increase in Workers’ Compensation and Risk Management costs is attributable to rising insurance liability rates, claims filed and administrative costs. Vehicle Maintenance and Replacement and Information Technology expenditures, in t otal, 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 i nternal service fund piece of the revenue summary section earlier in this document.

The budget for the Successor Agency Housing Trust Fund for fiscal year 2023‐24 is approximately the same as the prior year’s adopted budget of $1.1 million. The Recognized Obligation Payments Schedule identifies financial commitments of the former Redevelopment Agency, including the remaining scheduled debt service payments on the Redevelopment Agency bond issue, the outstanding loan from the city’s General Fun d and minor allowable administrative costs. The last debt service payment on the bond issue is scheduled for September 2023 and the city loan was paid off in fiscal year 2020‐21. These obligations are to be paid from semi‐annual property tax increment revenue received by the Su ccessor Agency.

June 13, 2023
Item #9 Page 39 of 542
H-1

STRATEGIC DIGITAL TRANSFORMATION INVESTMENT

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

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

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

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

Exhibit 2
June 13, 2023
Item #9 Page 40 of 542
H-2
Once City Council adopts the proposed SDTIP, projects receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget information is shown for a five-year period to provide the most comprehensive information about known future projects. Spending authority in future years is not granted until adoption of the annual proposed SDTIP budget associated with each year.

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

PROJECT EVALUATION

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

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

All
digital transformation and technology projects shall be consistent with:

Strategic Digital
Transformation
Investment
Program
Public Health
and Safety
City Mission,
Vision and
Organizational
Values
Community
Values
City Council
Goals
Governing
and Policy
Documents
Funding
Availability
Environmental
Review
Technology
Standards and
Strategic Plans
June 13, 2023
Item #9 Page 41 of 542
H-3
Criteria
Proposed projects are evaluated and prioritized by a set of criteria that include:

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

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

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

Accuracy and reasonableness of cost and benefit estimates

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

Adherence to standard project management practices

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

June 13, 2023
Item #9 Page 42 of 542
H-4

STRATEGIC DIGITAL TRANSFORMATION

INVESTMENT PROGRAM PROJECTS

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

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

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

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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 fundi
ng for the continuation of existing projects as well as funding for new projects. Within the $19.52 million is approximately $4.57 million of estimated new appropriations for fiscal year 2023‐24 for these same projects.

Build Capacity for
Data‐driven
Decision Making,
$2,660,353‐ 8%
Enhance
Accessibility and
Transparency,
$1,735,000‐ 5%
Foster a Vibrant
Civic Engagement
Culture,
$1,325,000‐ 4%
Promote Security and
Sustainability through
Connectivity,
$12,935,122‐ 38%
Pursue Communitywide
Digital Transformation,
$15,050,100‐ 45%
Estimated Total Projects Costs by Goal
FY 2023‐24 to FY 2027‐28
$33.71 million
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H-6
Fiscal year 2023-24 appropriations by project goal
Pursue Communitywide Digital Transformation
$15.05 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy.

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

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

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

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

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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
-$
June 13, 2023
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H-8
The city completed an in-depth process to evaluate functional requirements and business processes and, the city’s consultant provided a comprehensive report outlining the city’s requirements for a new consolidated system. The report also outlined the options and costs associated with system consolidation and replacement based on an evaluation of the city’s needs. The next step will involve the development and issuance of a request for proposal for a new consolidated system which is currently in progress. City staff are currently requesting funding of $1.5 million in fiscal year 2023-24 for acquisition and initial implementation and will request an estimated $ 2.0 million in funding for the continued implementation of a new system as part of the fiscal year 2024-25 SDTIP.

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

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

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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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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
-$
June 13, 2023
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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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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
-$
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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
-$
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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$
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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, city staff do not expect this project to result in an increase to operating or replacement costs.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Funding Source:

Technology Investment 420,000$
Managing Department:

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

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 70,000$ 70,000$ 70,000$ 70,000$ 70,000$ 420,000$ Est FY26-27
Budget
70,000$
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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
-$
June 13, 2023
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H-17

FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE

Audiovisual Upgrades

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

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

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

Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture

Project Funding Source:

Technology Investment 1,225,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Est FY26-27
Budget
100,000$
June 13, 2023
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H-18

ENHANCE ACCESSIBILITY AND TRANSPARENCY

Patron Print/Copy/PC Management

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

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

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

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Funding Source:

Technology Investment 88,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 18,000$ 70,000$ -$ -$ -$ 88,000$ -$ Est FY26-27
Budget
June 13, 2023
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H-19
Records Digitization

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

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

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

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Funding Source:

Technology Investment 200,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational NA
Replacement NA
Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 100,000$ 100,000$ -$ -$ 200,000$ Est FY26-27
Budget
-$
June 13, 2023
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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$
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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
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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

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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 imp lementation 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 s tarting 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
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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 th e most comprehensive snapshot of known or anticipated future projects as well as associated estimated costs.

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

Build Capacity for
Data‐driven
Decision Making,
$335,353‐ 7%
Enhance
Accessibility and
Transparency,
$160,000‐ 4%
Foster a Vibrant Civic
Engagement Culture,
$100,000‐ 2%
Promote Security and
Sustainability through
Connectivity,
$1,096,742‐ 24%Pursue Communitywide
Digital Transformation,
$2,878,600‐ 63%
Requested
FY 2023‐24 Appropriations by Goal
$4.57 million
June 13, 2023
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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 Es timated Estimated Estimated Carlsbad Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Goal Source Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding RFID Replacement PCDT TICF -$ -$ 600,000$ -$ -$ -$ 600,000$ Utility Billing Automation PCDT UEF - - 75,000 - - - 75,000 Tightrope PCDT TICF - - 35,000 - - - 35,000 Data Governance and Operational Analytics BCDDM TICF 405,000 - 50,000 50,000 - - 505,000 Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000 Meter Data Management/Utility Analytics BCDDM UEF - - 550,000 - - - 550,000 Permit Process Automation BCDDM TICF - - 200,000 200,000 - - 400,000 Civic Engagement with Open Data EAT TICF 198,000 - 50,000 - - - 248,000 Virtual Permitting Counter (OpenCounter) EAT TICF 61,000 - 23,000 - - - 84,000 Remote Hold Pickup Locker EAT TICF - - 40,000 - - - 40,000 Command Central A/V Infrastucture PSSC TICF - - 200,000 - - - 200,000 Facility Security Master Plan PSSC TICF 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Police Body Camera Replacement PSSC TICF - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC TICF - - - - - 550,000 550,000 Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20,000 Police Mobile Device IOS Transition PSSC TICF - - 5,000 - - - 5,000 894,000$ -$ 3,409,000$ 561,000$ 438,000$ 772,000$ 6,074,000$ Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT
Funding Source Abbreviations
Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF Project Name
June 13, 2023
Item #9 Page 65 of 542
H-27

FIVE-YEAR SCHEDULE OF PROJECTS BY

CONNECTED CARLSBAD GOAL
Requested Estimated Estimated Estimated Est imated 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 Cyber Security Program Development TICF 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Electronic Patient Care Reporting TICF 50,000 (50,000) - - - - - Facility Security Master Plan TICF 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Live 911 TICF 66,380 - - - - - 66,380 Payment Works TICF - 68,600 - - - - 68,600 Police Body Camera Replacement TICF - - 500,000 - - - 500,000 Police In-car Video Replacement TICF - - - - - 550,000 550,000 Police Records Management Migration TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000 Police Mobile Device IOS Transition TICF - - 5,000 - - - 5,000 3,136,380 1,096,742 3,231,000 1,511,000 1,588,000 2,372,000 12,935,122 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF Build Capacity for Data-driven Decision Making
Build Capacity for Data-driven Decision Making Total
Pursue Communitywide Digital Transformation Total
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Foster a Vibrant Civic Engagement Culture
ProjectsTotal
Funding Source Abbreviations
Promote Security and Sustainability through Connectivity Total Foster a Vibrant Civic Engagement Culture Total
Enhance Accessibility and Transparency
Enhance Accessibility and Transparency Total
Promote Security and Sustainability through Connectivity June 13, 2023
Item #9 Page 66 of 542
H-28

FIVE-YEAR SCHEDULE OF PROJECTS BY FUND

Connected Estimated Estimated Estimated Estimated Estimated Estimated Carlsbad Prior Year 2 Year 3 Year 4 Year 5 Year 5 Total Project Name Goal Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Technology Investment Capital Fund
Audio Visual Upgrades FVCEC 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Business Process Automation BCDDM 150,000 150,000 - - - - 300,000 Civic Engagement with Open Data EAT 198,000 - 50,000 - - - 248,000 Command Central A/V Infrastucture PSSC - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD) PSSC 1,580,000 - - - - - 1,580,000 Consolidation & Replacement of Core Systems PCDT 900,000 1,500,000 2,000,000 - - - 4,400,000 Cyber Security Program Development PSSC 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Data Governance and Operational Analytics BCDDM 405,000 - 50,000 50,000 - - 505,000 Digital Information Network PCDT 5,025,584 500,000 500,000 - - - 6,025,584 Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000 Electronic Patient Care Reporting PSSC 50,000 (50,000) - - - - - Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000 Enterprise Digital Asset Management EAT 400,000 - - - - - 400,000 Facility Monitoring and Analytics BCDDM - 100,000 50,000 50,000 50,000 - 250,000 Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Fleet Telematics PCDT 45,916 130,000 - - - - 175,916 Live 911 PSSC 66,380 - - - - - 66,380 Online Permitting/Electronic Reviews (E-Reviews) EAT 645,000 - - - - - 645,000 Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000 Patron Print/Copy Management EAT 18,000 70,000 - - - - 88,000 Payment Works PSSC - 68,600 - - - - 68,600 Permit Process Automation BCDDM - - 200,000 200,000 - - 400,000 Police Records Management Migration PSSC - - 200,000 - - - 200,000 Police Body Camera Replacement PSSC - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC - - - - - 550,000 550,000 Professional Technical Services for Data Project Delivery BCDDM 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Project Portfolio Management Tool & Consulting PCDT 500,000 - - - - - 500,000 Record Digitization EAT - 100,000 100,000 - - - 200,000 RFID Replacement PCDT - - 600,000 - - - 600,000 Staff Managed Print PCDT - 700,000 - - - 800,000 1,500,000 Virtual Permitting Counter (OpenCounter) EAT 61,000 - 23,000 - - - 84,000 Expansion of Yardi EAT - 30,000 - - - - 30,000 Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000 Next Generation Online Catalog EAT 40,000 (40,000) - - - - - Past Perfect Upgrade/Migration PCDT - 5,000 - - - - 5,000 Police Mobile Device IOS Transition PSSC - - 5,000 - - - 5,000 Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000 Tightrope PCDT - - 35,000 - - - 35,000 Technology Investment Capital Fund Total 13,259,880 3,533,600 5,704,000 881,000 758,000 1,842,000 25,978,480 Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement PSSC 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Exploration Hub Upgrade PCDT - 43,600 - - - - 43,600 Information Technology Replacement Fund Total 790,000 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 6,946,742 Utilities Enterprise Funds (Operating or Capital)
Meter Data Management/Utility Analytics BCDDM - - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds) BCDDM 50,000 15,353 - - - - 65,353 Utility Billing Automation PCDT - - 75,000 - - - 75,000 Utility Billing Portal PCDT 90,000 - - - - - 90,000 Total Utilities Enterprise Funds (Operating or Capital) 140,000 15,353 625,000 - - - 780,353 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT
Funding Source
ProjectsTotal
June 13, 2023
Item #9 Page 67 of 542
H-29

PROJECT FUNDING SOURCES

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

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

Utilities Enterprise Funds (Operating or Capital) – For information regarding the Utilities Enterprise Funds, please see the Public Works Section of the Fiscal Year 2023-24 Operating Budget and for the Capital Funds please see the CIP Section of the Fiscal Year 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 Y e 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
June 13, 2023
Item #9 Page 68 of 542
H-30

REVENUE PROJECTIONS SCHEDULE

BUDGET EXPENDITURE SCHEDULE

2020-21 2021-22 2022-23 2023-24 2023-24 2023-24
Actual Actual Estimated Continuing New Total
Expense Expense Expense Appropriations Appropriations Appropriations Technology Investment Capital NA 1,615,320$ 2,100,000$ 7,076,551$ 3,533,600$ 10,610,151$ Information Technology Department Replacement 1,822,434 935,994 1,396,948 554,580 1,021,742 1,576,322 Total 1,822,434$ 2,551,314$ 3,496,948$ 7,631,131$ 4,555,342$ 12,186,473$ 2019-20 2020-21 2021-22 2022-23 2023-24
Actual Actual Actual Projected Estimated
Revenue Revenue Revenue Revenue Revenue
Technology Investment Capital NA NA 10,747,619$ 4,076,004$ 4,186,000$ Information Technology Department Replacement 810,400 1,221,363 1,491,070 1,555,005 1,568,040 Total 810,400$ 1,221,363$ 12,238,689$ 5,631,009$ 5,754,040$ Fund
June 13, 2023
Item #9 Page 69 of 542
H-31

PROJECT ESTIMATED OPERATIONAL REQUIREMENTS

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

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

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

June 13, 2023
Item #9 Page 70 of 542
H-32
FISCAL YEAR 2023-24 ROADMAP

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

GOAL IN ITIATIVES
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
B
usiness Process Automation
Data Governance and Operational Analytics
Professional Technical Services for Data Project Delivery Facility Monitoring and Analytics
Regulatory Water Usage Analytics

GOAL IN ITIATIVES
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
T
raffic 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
C
onnectivity
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---------------------------------------------------- June 13, 2023
Item #9 Page 71 of 542
H-33

FIVE-YEAR ROADMAP

Strategic Digital Transformation Investment Program - 5-Year Roadma Legend: In progress A pproved 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
S
taff 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 B
usiness 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
P
ermit 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
June 13, 2023
Item #9 Page 72 of 542
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
June 13, 2023
Item #9 Page 73 of 542
I‐1
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Ca
pital 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 groun d.

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 am ount 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 projec
t classifications:

Exhibit 3
June 13, 2023
Item #9 Page 74 of 542
I‐2
Investing in our quality of life
The City of Carlsbad’s philosophy is to take a proactive, long‐range planning approach to building high quality facilities and infrastructure that support the needs and priorities of the community. Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing infrastructure projects through numerous asset management programs. Since the cit y 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‐re lated 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 pu
blic 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 th
e 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 ye ars. 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 th e 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 tra nsparent process and reviewed on a quarterly basis.

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Projects were evaluated for th
e 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 fundin
g 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 through
out their lifecycle. Recommendations for project funding consider current project status, project scheduling and sequencing requirements, project constraints, and current staff capacity. Project charters are updated to include project description, location, summary of need, justification including any legislative or policy citations, cost estimates, and project scores.

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

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

Capital
Improvement
Program
Public health and
safety
City mission,
vision and
organizational
values
Community
values
Environmental
review
Governing and
policy
documents
Funding
availability
City
Council
goals
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Fiscal year 2023‐24 appropriations by project type
Civic Buildings and Facility Maintenance
$11.7 million*
This category includes a variety of facilities such as fire stations, libraries and community centers.

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

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

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

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

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

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

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NEW CAPITAL IMPROVEMENT PROJECTS
Carlsbad Boulevard Road
way Configuration
Managing Department: Transportation
Classification: Capital Project
Funding Source:

Infrastructure Replacement Fund
Budget
FY24 $ 2,000,000
TOTAL $ 2,000,000
About This Project
This project will reconfigure Carlsbad Boulevard from Pine Avenue to the southern city border to enhance safe transportation options for biking, walking and driving. The project will include vehicular lane reductions and seal the roadways to improve pavement condition for all users of the road.

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

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

General Plan Consistency
Policy 3‐P.15 of the Mobility Element: Evaluate methods and transportation facility improvements to promote biking, walking, safer street crossings, and attractive streetscapes. The City Council shall have the sole discretion to approve any such road diet or vehicle traffic calming improvements that would reduce vehicle capacity to or below a LOS D.

Climate Action Plan Consistency
NOT APPLICABLE.

Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(c) – Existing Facilities. Exempted are existing highways and streets, sidewalks, gutters, bicycle and pedestrian trails, and similar facilities (this includes road grading for the purpose of public safety), and other alterations such as the addition of bicycle facilities, including but not limited to bicycle parking, bicycle‐share facilities and bicycle lanes, transit improvements such as bus lanes, pedestrian crossings, street trees, and similar alterations that do not create additional automobile lanes.

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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 bee
n reported. This project will improve conditions for all the users on the road and reduce the long‐term maintenance costs.

General Plan Consistency
Policy 3‐P.15 of the Mobility Element: Evaluate methods and transportation facility improvements to promote biking, walking, safer street crossings, and attractive streetscapes. The City Council Shall have the sole discretion to approve any such road diet or vehicle traffic calming improvements that would reduce vehicle capacity to or below a LOS D.

Climate Action Plan Consistency
Not applicable.

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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 Departme
nt up to Standards of Cover to ensure the city is prepared to meet the community’s changing fire and emergency medical needs.”

General Plan Consistency
Goal 2‐G.21 of the Land Use & Community Design Element: Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of residents.

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The level of environmental review and any potential environmental impacts will be determined upon further analysis. It is likely environmental review could range from a CEQA exemption (project is exempt from environmental review) to a Mitigated Negative Declaration (project has environmental impacts that can be mitigated).

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Public Works Storage Facility

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

Budget
FY24 $ 99,000

TOTAL $ 99,000

About This Project
This project will identify the site location and initiate the preliminary design process for a public works storage facility to contain items currently stored at the Farmers Property and other city facilities. Future funding requests will consider construction costs.

Project Need
In August 2022 City Council approved the sale of the Farmers Property in a fiduciarily responsible time frame, since it was not selected as the future City Hall/Civic Center site. Currently the Farmers Property is used to store various equipment and supplies for Public Works and other city departments. In preparation fo r 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 effi cient local government.

Climate Action Plan Consistency
Not applicable.

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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 gra de 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 up graded 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.

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(b) – repair, maintenance, and minor alteration of existing facilities, including those of public utilities, involving negligible or no expansion of use.

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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 r eplacement 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 th
e 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 tho
roughfare benefit districts fees.

Water and wastewater replacement revenues generated by user fees equal approximately 36.2% of total revenues and are used to pay for replacement of existing water and sewer facilities.

Infrastructure Replacement and General Capital Construction revenues, equal to 18.2%, are transfers from the city
’s General Fund, which are being set aside to pay for replacement of major capital facilities other than wastewater and water facilities and the construction of various municipal projects. The remaining 28.1% consists of revenues from other agencies and include federal and state grants, the county sales tax program TransNet, gas taxes, an d 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
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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 th e 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 de velopable 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 20 23 ‐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 proje
cts. 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 ye ar 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 projec
ts. Development estimates provide data for estimating future fee revenues, which are calculated by multiplying each applicable development fee by the estimated number of dwelling units and/or square feet of construction expected during each year.

Fiscal Year
Residential
Units
Non‐Residential Square
Feet
2023‐24 616 298,961 2024‐25 310 89,341 2025‐26 184 8,655 2026‐27 101 8,655 2027‐28 101 2,953 2029‐33 1,014 2,131,926 2034‐build out 761 2,000,458 Totals 3,087 4,540,949 June 13, 2023
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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 ins pections 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
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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 an ticipated mix of residential development for each Local Facilities Management Zone.

To calculate estimated revenues for Traffic Impact Fees, the number of average daily trips was computed for each type of development use. An attached multi‐family residential dwelling unit is assigned either eight or six trips and a detached single‐family unit is assigned 10 trips per day. The trips‐per‐da y 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 u nder the city’s Growth Management Plan. Park‐in‐Lieu Fees are collected for the purchase and development of parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.

Projects in the CIP funded with Park‐in‐Lieu Fees incl ude 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 an d Aviara Parkway between Palomar Airport Road and Poinsettia Lane.

UNFUNDED PROJECTS

The CIP includes several projects for which there is no identifiable funding source for future construction and, in some cases, where only partial funding has been identified. The city will investigate obtaining possible external funding, such as federal and state grants, loans, or other financing sources. Once funding is identified for th ese projects, the project costs will be reviewed and updated to reflect actual cost estimates. Projects on this list are part of the City Council’s Five Year Strategic Plan or were identified by Council direction. Two projects are partially funded by the Traffic Impact Fee program. The program was planned to gen erate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining 80% unfunded.

Business Park Recreational Facility (Partial funding / Park Fee Zones 5, 13, 16, 17, 18) $16,500,000 Cannon Lake Park (6.7 acres)   2,243,000
Carlsbad Boulevard Realignment – Manzano Drive to Island Way (Partial funding / TIF) 21,015,200 Chestnut Complete Street I‐5 to Railroad   2,500,000
College Boulevard Extension 30,000,000
Fire Station 7 19,000,000
Grand Avenue Promenade   9,000,000
Maerkle Solar Project 50,000,000
Monroe Street Pool 25,500,000
Orion Complex Energy Storage 10,000,000
South Carlsbad Boulevard Realignment (Partial funding / TIF)   5,000,000 June 13, 2023
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PROJECTED FUND BALANCES FOR FISCAL YEAR
2022‐23

July 1, 2022 Projected June 30, 2023
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 ‐ Poinsettia Lane/Aviara Pkwy 587,724$ 1,881,644$ 38,730$ ‐ 2,430,638$ BTD#3 ‐ Cannon Road West 526,327 7,063 ‐ ‐ 533,390 CFD #1 ‐ Citywide 96,751,249 3,504,178 774,991 15,984$ 99,464,452 Gas Tax 13,538,020 3,558,726 3,029,688 500,000 13,567,058 Gas Tax (Road Maint. & Rehab Acct.) 6,546,359 2,709,681 5,606,349 ‐ 3, 649,691 General Capital Const. 42,532,124 4,113,577 13,540,796 ‐ 33,104,906 Grants ‐ Federal 3,181 ‐ 1,442 ‐ 1,739 Grants ‐ State ‐ ‐ ‐ ‐ ‐ Infrastructure Replacement 118,511,911 5,557,667 11,027,079 ‐ 113,042,499 Other 1,932,611 25,934 959,647 ‐ 998,898 Park Fee Zones 5,13,16, 17, 18 4,798,572 166,666 ‐ ‐ 4,965,237 Park‐In‐Lieu NE 4,770,998 64,022 ‐ ‐ 4,835,020 Park‐In‐Lieu NW 2,580,013 48 4,137 106,743 ‐ 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 66 6,282 321,892 39,943 ‐ 948,230 Public Facilities Fee 29,139,633 1,680,368 1,399,148 ‐ 29,420,853 Sewer Connection 7,474,469 544,416 3,261,830 ‐ 4,757,055 Sewer Replacement 19,137,934 5,538,049 8,119,066 ‐ 16,556,916 Traffic Impact Fee 21,072,655 2,623,889 3,607,435 ‐ 20,089,110 Transnet/Local 32,297,901 5,376,349 4,458,222 ‐ 33,216,028 Water ‐ Potable 36,615,366 1,228,365 151,270 ‐ 37,692,461 Water ‐ Recycled (10,898,586) ‐ 1,817,501 ‐ (12,716,086) Water Replacement ‐ Potable 60,406,854 5,828,758 7,943,220 ‐ 58,292,392 Water Replacement ‐ Recycled 17,792,436 1,221,177 575,782 ‐ 18,437,831 Total 513,504,037$ 47,165,341$ 66,670,055$ 515,984$ 493,483,340$ June 13, 2023
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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. & Re hab 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 P
lanned 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 To
tal 493,483,340$ 95,941,926$ 257,550,167$    97,677,703$     355,227,870$ 234,197,396$ June 13, 2023
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REVENUE PROJECTIONS SCHEDULE

2019‐20 2020 ‐21 2021 ‐22 2022 ‐23 2023 ‐24
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 ‐ Poinsettia Lane/Aviara Pkwy 217,466$ 22,020$ (497,154)$ 1,881,644$ ‐ BTD#3 ‐ Cannon Road West 17,696 949 (21,419) 7,063 ‐ CFD #1 ‐ Citywide 5,736,415 2,286,479 (2,303,139) 3,504,178 3,345,149$ Gas Tax 3,118,353 2,733,074 2,195,851 3,558,726 2,985,297 Gas Tax (Road Maint. & Rehab Acct.) 2,067,614 2,149,734 2,080,454 2,709,681 2,857,289 Ge
neral 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‐Li eu NW 260,256 429,037 267,635 484,137 3,013,278 Park‐In‐Lieu SE 326,671 3,205 (55,340) 422,162 449,289 Park‐In‐Lieu SW 271,373 319,862 13,108 40,561 439,078 Planned Local Drainage Area A 48,111 27,489 (20,032) 13,444 30,974 Planned Local Drainage Area B 174,328 635,853 54,137 231,285 357,095 Planned Local Drainage Area C 53,875 2,779 (36,025) 21,333 283,664 Planned Local Drainage Area D 31,433 2,877 (12,992) 321,892 108,453 Public Facilities Fee 3,439,781 1,751,477 (556,423) 1,680,368 2,947,263 Sewer Connection 749,326 332,049 (159,776) 544,416 777,098 Sewer Replacement 5,682,839 4,390,568 3,959,756 5,538,049 10,445,506 Traffic Impact Fee 1,924,738 1,084,181 (399,069) 2,623,889 4,743,682 Transnet/Local 4,546,554 3,347,237 2,215,348 5,376,349 5,886,000 Water ‐ Potable 2,188,356 713,234 (1,309,185) 1,228,365 2,637,428 Water ‐ Recycled 2,815,693 59,190 ‐ ‐ 15,998,990 Water Replacement ‐ Potable 7,885,252 6,378,189 1,734,930 5,828,758 6,348,536 Water Replacement ‐ Recycled 1,995,701 1,083,332 726,017 1,221,177 1,600,000 Total 58,741,652$ 37,901,545$ 16,341,701$ 47,165,341$ 95,941,926$ June 13, 2023
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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. & Re hab 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 Pla
nned Local Drainage Area B 1,510,279 77,250 65,760 7,828 ‐ 7,828 Planned Local Drainage Area C 4,174 2,913 31,827 31,335 75,000 106,335 Planned Local Drainage Area D 49,311 12,358 39,943 23,251 ‐ 23,251 Public Facilities Fee 164,847 2,635,240 1,399,148 4,331,467 (47,000) 4,284,467 Sewer Connection 810,372 611,405 3,261,830 4,019,732 1,195,000 5,214,732 Sewer Replacement 8,206,747 6,944,820 8,119,066 28,077,191 6,152,500 34,229,691 Traffic Impact Fee 1,196,826 2,806,082 3,607,435 17,505,669 3,590,000 21,095,669 Transnet/Local 2,152,292 1,922,954 4,458,222 27,489,757 5,640,000 33,129,757 Water ‐ Potable 17,507 432,625 151,270 11,264,751 811,000 12,075,751 Water ‐ Recycled 3,235,638 127,177 1,817,501 2,957,903 ‐ 2,957,903 Water Replacement ‐ Potable 5,224,472 1,467,222 7,943,220 43,207,235 4,192,680 47,399,915 Water Replacement ‐ Recycled 792,286 2,531,036 575,782 6,114,770 (494,600) 5,620,170 Total 35,725,667$ 55,465,974$ 67,186,038$ 257,550,167$ 97,677,703$ 355,227,870$ June 13, 2023
Item #9 Page 90 of 542
I‐18
PROJECT ESTIMATED OPERATIONAL

REQUIREMENTS

The projects listed in the table below represent projects that have been determined will have or may have operating budget impacts within the next five fiscal years. Estimated impacts to operating budget are based on industry standards. Projects that have an estimated zero‐dollar impact on the city’s operating budget are not listed below . As the fiscal years identified in the table become the next budgeting year, the associated appropriate department will make a request for additional operating budget.

Project Department
Operating
fiscal year
Estimated
annual cost
State Street Parking Lot electric vehicle charging stations Facilities 2023‐24 $3,800 Public Works storage facility Facilities 2024‐25 79,600 Veteran’s Memorial Park (all quadrants) Parks 2024‐25 800,000 Barrio Street Lighting Transportation 2026‐27 19,300 Orion Center Facilities 2026‐27 595,200
Carlsbad Boulevard pedestrian lighting Transportation 2027‐28 31,500 Village decorative lighting – State Street, Madison,
Roosevelt and Washington Transportation 2027‐28 13,500 Village decorative lighting – train station area Transportation 2027‐28 5,400 June 13, 2023
Item #9 Page 91 of 542
I-19
15- YEAR CAPITAL IMPROVEMENT PROGRAM
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
Abandon Potable Services (New
Recycled Services)

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
June 13, 2023
Item #9 Page 92 of 542
I-20
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
Camino De Los Coches and La Costa
Avenue Intersection Control

4 Critical

63251

GAS TAX

350,000

1,500,000

1,850,000
Camino Hills and Jackspar Drive Slope
Stabilization

2 Medium

60301

GCC

859,400

Cannon Park Restroom

2 Low

47261

GCC

45,765

45,765
Cannon Road Lift Station
Improvements

2 High

55521 SEWER
REPL

715,000

565,000

50,000

765,000

Carlsbad Boulevard and Tamarack

1 Critical

60581

GAS TAX

1,576,000

195,000

445,000

2,000,000

4,216,000
Avenue Intersection Improvement

60583 TRANSNET
-LOC

1,054,000

Carlsbad Boulevard Emergency Repair

3 Critical

60631

GAS TAX

841,000

841,000
Carlsbad Boulevard Lane Reduction
and Edge Striping

2,3

High

60961

GAS TAX

300,000

300,000
Carlsbad Boulevard Median - Tamarack NO 1 Low 19071 Avenue to Pine Avenue

GAS TAX

2,763,000

Carlsbad Boulevard Pedestrian

1 High

60971

GAS TAX

1,055,888

1,055,888
Improvement Project

60972 FED
GRANT

60973 STATE
GRANT

591,600

Carlsbad Boulevard Pedestrian Lighting

1 High

60681 TRANSNET
-LOC

1,325,000

1,325,000
Carlsbad Boulevard Realignment -
Manzano Drive to Island Way

2 Low

19081

TIF

932,000

932,000
Carlsbad Boulevard Realignment - NO 2 Low 19091 Manzano Drive to Island Way (RTCIP)

TIF

3,681,000

3,681,000
Carlsbad Boulevard Roadway
Conﬁguraton

YES

1,2,3

High

24121

IRF

2,000,000

2,000,000
Carlsbad Boulevard Waterline NO 2 Critical 50481 Replacement at Terramar WATER
REPL

4,730,000

1,300,000

4,730,000
Carlsbad Village Drive and Grand
Avenue Pedestrian and Crossing
Improvements

1 Medium

19121 TRANSNET
-LOC

1,320,000

Carlsbad Village Drive Reconﬁguraton YES 1 High 24031

GCC

350,000

1,500,000

1,850,000

Carlsbad Village Drive Widening -
Pontiac Drive to Victoria Avenue

Citywide

High

19131

TIF

19132

GAS TAX

700,000

2,500,000

3,200,000

19133 TRANSNET
-LOC

Carlsbad Water Recycling Facility
(Encina Capital Projects)

3 High

52031 WATER
REPL

599,944

52032

RECL REPL

4,057,710

366,000

767,000

949,000

1,992,000

237,000

1,325,000

10,920,710
Carlsbad Water Recycling Facility
Irrigation and Landscape

3 High

52131

RECL REPL

175,000

-140,000

35,000
Carlsbad Water Recycling Facility Roof
Replacement

3 Low

47491

RECL REPL

225,000

156,000

381,000

Cathodic Protection Program

Citywide

Critical

50071 WATER
REPL

1,796,700

190,000

260,000

280,000

3,286,700

50072

RECL REPL

100,000

200,000

CFD#1 Administration

2,3

Low

19151

CFD#1

110,000

440,000
Chestnut Avenue Complete Street
Improvements - Valley to Pio Pico

1 Medium

19161 TRANSNET
-LOC

1,080,000

1,080,000
Chestnut Complete Street I-5 to NO 1 Medium 60691 Railroad Project Study

TRANSNET
-LOC

85,000

June 13, 2023
Item #9 Page 93 of 542
I-21
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Chestnut Underpass Public Art Project

1 Medium

60981

GCC

400,000

150,000

400,000

Chinquapin Lift Station Improvements

1 High

55541 SEWER
REPL

300,000

920,000

1,220,000

Christiansen Way Improvements

1 Medium

19171 TRANSNET
-LOC

310,000

City Facility Accessibility Upgrades

Citywide

Medium

47271

GCC

500,000

City Facility Safety and Parking Lot

Citywide

High

60741

IRF

1,910,000

1,910,000
Lighting Assessment

60742

PIL-NW

200,000

City Fire Stations Wash Water BMPs

Citywide

Medium

66161

GCC

280,000

City Hall Complex NO Citywide Critical 40081

CFD#1

1,028,105

48,500,000

51,028,105

City Hall Complex Refurbishment

1 Medium

47181

IRF

1,144,000

City Hall Exterior Refurbishment NO 1 Critical 47251

GCC

2,250,000

Citywide Drainage Improvement

1 High

66082

GAS TAX

6,090,594

6,090,594
Program

66083

IRF

5,581,500

900,000

300,000

950,000

300,000

500,000

2,500,000

12,931,500

Citywide Street Lighting Program

Citywide

Medium

60921

GAS TAX

150,000

150,000
Citywide Thermoplastic Pavement NO Citywide Critical 60931 Markings

GAS TAX

50,000

Cole Library Expansion

1 Low

19211

CFD#1

5,488,000

5,988,000

19212

PFF

11,936,000

19213

GCC

1,000,000

Cole Library Security Fencing

1 Low

47501

IRF

170,000

130,000

170,000
College Boulevard - Cannon Road to
Badger Lane (375 Zone)

2 Low

50131 WATER
CONN

278,383

28,200

1,250,000

1,528,383
College Boulevard - Cannon Road to NO 2 Low 50121 Badger Lane (490 Zone) WATER
CONN

312,600

12,600

1,250,000

1,562,600

College Boulevard Extension

2 Low

36362

OTHER

1,713,002

36363

PLDB

36364 TRANSNET
-LOC

1,205,000

Concrete Repair/Replacement

Citywide

High

60132

GAS TAX

2,933,000

200,000

220,000

250,000

290,000

1,850,000

7,933,000
Program

60133

RMRA

1,347,000

620,000

3,100,000

10,647,000

Coordinated Traﬃc Signal Program

Citywide

High

63261 TRANSNET
-LOC

2,583,979

63264 TRANSNET
-LOC

1,000,000

63265

IRF

800,000

Crestview Drive Transmission Main

1 Medium

50331 WATER
REPL

321,000

21,000

284,000

605,000
Desalinated Water Flow Control NO 2 High 50381 Facility No. 5 WATER
CONN

10,811,601

707,301

758,000

11,569,601

DMP Facility AAA (Jeﬀerson Street)

1 Low

19231

PLDA

290,000

June 13, 2023
Item #9 Page 94 of 542
I-22
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

DMP Facility AAAA (Madison Street)

1 Medium

19241

PLDA

417,000

417,000
DMP Facility AC (Highland Drive
Drainage Project)

1 Medium

66091

PLDA

922,000

922,000
DMP Facility AFA (Hidden Valley
Drainage Restoration and
Enhancement Project)

2 Low

19251

PLDA

92,000

92,000
DMP Facility AFB (Calavera Hills
Drainage Restoration and
Enhancement Project)

2 Low

19261

PLDA

164,000

164,000
DMP Facility BB 1 and 2 (Washington NO 1 Low 19271 Street)

PLDB

1,087,000

DMP Facility BCB (Magnolia Avenue)

1 Medium

19281

PLDB

469,000

469,000
DMP Facility BFB-L and BFB-1
(Tamarack and El Camino Real Plda
"B")

1 Low

19291

PLDB

905,000

DMP Facility BFB-U (El Camino Real)

1 High

66221

PLDB

153,489

66222

IRF

850,000

100,000

5,500,000

50,000

60,000

350,000

450,000

7,330,000
DMP Facility BL-L (College Boulevard
Bridge Reimbursement Plda "B")

2 Low

19301

PLDB

1,817,000

DMP Facility BL-U (College Boulevard) NO 2 Low 19311

PLDB

385,000

385,000
DMP Facility BM (Cantarini/College
Boulevard Box Culvert)

2 Low

19321

PLDB

205,000

DMP Facility BQ (Sunny Creek) NO 2 Low 19331

PLDB

132,000

132,000
DMP Facility BR (Cantarini/College
Boulevard Pipe Drainage)

2 Low

19341

PLDB

181,000

DMP Facility C2 (Paseo Del Norte) NO 3 Low 19351

PLDC

728,000

DMP Facility CA (Avenida Encinas)

3 Low

19361

PLDC

530,000

DMP Facility DBA (Poinsettia Village) NO 4 Low 19371

PLDD

168,000

DMP Facility DBB (Avenida Encinas)

4 Low

19381

PLDD

430,000

430,000
DMP Facility DFA (Batiquitos Lagoon NO 4 Low 19391 Stormwater Treatment)

PLDD

257,000

257,000
DMP Facility DH (Altive Place Canyon
Restoration)

3 Low

19401

PLDD

233,000

233,000
DMP Facility DQB (La Costa Town NO 4 Medium 19411 Center)

PLDD

746,000

DMP Facility DZ (Poinsettia Lane)

3 High

19421

PLDD

643,000

Dove Library Lighting Improvements NO 3 Low 40811

GCC

225,000

Drainage Master Plan Update

Citywide

High

66231

PLDA

216,512

25,000

216,512

66232

PLDB

583,000

25,000

583,000

66233

PLDC

171,890

25,000

75,000

246,890

66234

PLDD

234,598

234,598
El Camino Real and Agua Hedionda
Creek Bridge Railing and Sidewalk

2 Critical

60561

IRF

210,000

El Camino Real and Cannon Road

2 Critical

60421

TIF

3,536,000

3,536,000
Intersection Improvements

60422

GAS TAX

837,000

-175,877

661,123

El Camino Real Medians

Citywide

Low

36431

PFF

695,780

June 13, 2023
Item #9 Page 95 of 542
I-23
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
El Camino Real Medians NO Citywide Low
36432

GAS TAX

904,530

904,530
El Camino Real Right Turn Lane to East
Bound Alga Road

3 Low

19441

TIF

438,000

El Camino Real Widening - Arenal Road
to La Costa Avenue

4 High

39043

GAS TAX

1,450,000

60511

TIF

3,250,000

4,000,000

7,250,000

60512 WATER
REPL

1,000,000

El Camino Real Widening - Poinsettia
Lane to Camino Vida Roble

2 Critical

60721 TRANSNET
-LOC

3,155,000

50,000

3,155,000

60722 FED
GRANT

1,440,000

1,440,000
El Camino Real Widening - Sunny
Creek to Jackspar

2 Critical

60941 TRANSNET
-LOC

5,010,000

1,010,000

5,010,000

El Fuerte Lift Station Pump Addition

2 Medium

55531 SEWER
CONN

180,000

200,000

450,000

830,000

Encina Capital Projects (EWPCF) NO Citywide Critical 58011 SEWER REPL

55,191,101

6,368,000

6,278,000

8,450,000

8,002,500

7,758,000

42,644,000

39,175,000

175,450,601
Faraday and El Camino Real Sewer
Replacement - Orion to Palomar
Airport Road

2 High

55391 SEWER
CONN

1,740,000

1,600,000

1,100,000

2,840,000

Faraday Avenue Improvements NO 2 High 60991

GCC

100,000

175,000

500,000

775,000

Faraday Center Refurbishment

2 Medium

47201

IRF

3,154,380

3,154,380
Fire Flow Capacity System NO 1 Medium 50431 Improvements WATER
REPL

210,000

-1,500,000

415,000

2,000,000

2,500,000

3,000,000

8,125,000

Fire Station 2 Replacement NO 4 High

40601

GCC

13,000,000

40602

IRF

1,433,882

Fire Station 7

YES

2 Medium

24131

GCC

100,000

200,000

300,000

Fleet Fuel Island Upgrade NO 2 High 47471

IRF

2,263,800

500,000

1,800,000

400,000

100,000

4,963,800

Fleet Maintenance Refurbishment NO 2 High

47141

IRF

2,574,000

500,000

1,500,000

4,074,000

47142

GCC

896,100

700,000

1,596,100
Foxes Landing Lift Station Wetwell and
Pump Replacement

1 Critical

55261 SEWER
REPL

6,392,000

700,000

6,392,000

Grand Avenue Promenade NO 1 Medium 40612

GCC

200,000

100,000

500,000

800,000
Guardrail Replacement and
Improvement Program

Citywide

Medium

60871

GAS TAX

300,000

-150,000

150,000

Harding Center Refurbishment NO 1 Low 47081

IRF

165,000

140,000

305,000

Headwall Replacement Program

1 Medium

66241

IRF

510,000

Hosp Grove Park Improvements NO 1 Low

47281

IRF

1,562,000

47282

PIL-NW

1,120,000

1,000,000

222,000

1,403,000

2,745,000
Hydroelectric Generation at Water
Facilities

2 Low

50591 WATER
CONN

428,000

28,000

33,000

385,000

1,225,000

2,071,000

Intelligent Traﬃc Control Devices

Citywide

Low

66341

GAS TAX

200,000

Kelly Drive and Park Drive Complete NO 1 High
Street Improvements

60751 TRANSNET
-LOC

4,675,000

500,000

4,675,000

60753

GAS TAX

130,000

June 13, 2023
Item #9 Page 96 of 542
I-24
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
Kelly Drive and Park Drive Complete
Street Improvements
NO 1 High
60754

PFF

1,085,000

-87,000

998,000

Kelly Drive Channel Repair

1 Medium

66061

IRF

1,541,000

500,000

2,100,000

3,641,000

La Costa Avenue Traﬃc Improvements

4 Medium

60761

GAS TAX

121,300

100,000

141,000

500,000

862,300

Laguna Drive Storm Drain

1 Medium

66281

GAS TAX

256,000

1,000,000

1,494,000

2,750,000

Lake Calavera Outlet Improvements

2 Critical

50541

GCC

1,436,001

Lake Calavera Reservoir Maintenance

2 High

50492

GCC

581,001

50,000

160,000

50,000

250,000

1,391,001

Las Palmas Roof Replacement

2 Medium

47521

IRF

500,000

Las Palmas Trunk Sewer

2 High

55401 SEWER
CONN

556,000

-255,000

255,000

1,320,000

3,196,000

Leo Carrillo Ranch Park Phase 3 -

3 Low

46021

PFF

1,631,500

1,631,500
Stables Restoration and Restroom
Construction
46022 PIL-SE 1,329,989 -4,111 - - - - - - 1,329,989

46023

PFF

288

-29,367

288

Leo Carrillo Ranch Park Phase 3B

3 Medium

23071

PIL-SE

540,000

1,484,000

2,564,000

Leo Carrillo Ranch Roof Repairs NO 3 High 47481

IRF

1,450,000

Library Fire Alarm Panel Upgrades

1,3

Low

47411

IRF

180,000

180,000
Limited Access Pipeline Relocation NO 1,3 Critical 50351 Program WATER
REPL

1,940,000

761,000

6,348,000

2,875,000

11,924,000
Loan Repay - Park-in-Lieu NE to Public
Facility Fee Fund

Null

PA041

PIL-NE

4,550,000

4,550,000
Loan Repay - Park-in-Lieu SW to Public NO Null Null PA021 Facility Fee Fund

PIL-SW

1,100,000

1,100,000
Loan Repay - Sewer Conn to Sewer
Repl

Null

High

PA031 SEWER
CONN

Maerkle Facility Improvements NO 2 Critical 50091 WATER REPL

2,735,200

500,000

800,000

3,535,200

Maerkle Reservoir Solar Project

2 Medium

47222 WATER
REPL

249,170

Maerkle Reservoir Transmission Main

2 Medium

50011 WATER
REPL

773,000

-578,000

244,000

2,130,000

2,023,000

4,592,000

50012 WATER
CONN

236,000

1,660,000

1,567,000

3,463,000

Marca Place Drainage Improvements

4 Medium

66141

GAS TAX

65,000

65,000
Melrose Drive Right Turn Lane to West
Bound Palomar Airport Road

2 High

60341

TIF

911,000

911,000
Miscellaneous City Building NO Citywide Medium 47231 Improvements

IRF

1,865,000

150,000

750,000

3,665,000

Monroe Street Pool Replacement

1 High

47241

IRF

1,748,764

-4,438,236

1,748,764

47242

GCC

236

-61,764

236

47243

PIL-NW

1,561,764

1,500,000

3,061,764
New Village Arts Building Roof and
Exterior Refurbishment

1 Low

47391

IRF

313,626

New Village Arts Tenant Improvements

1 Medium

47551

GCC

613,000

613,000
Normally Closed Valve (Install NO 3 High 50501 Motorized Valve) WATER
REPL

985,000

500,000

300,000

1,285,000

June 13, 2023
Item #9 Page 97 of 542
I-25
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
North Batiquitos Access Road
Improvement

4 High

55471 SEWER
REPL

363,800

113,800

26,000

389,800
North Batiquitos Lift Station Forcemain
Rehabilitation

4 High

55361 SEWER
REPL

200,000

-750,000

-125,000

75,000
Ocean Street Reconﬁguration
Concepts Study

1 Medium

60781

GCC

200,000

Ocean Street Restroom Facility NO 1 Medium 47291

GCC

775,000

63,000

838,000
Odor and Corrosion Prevention
Program

Citywide

Medium

55201 SEWER
REPL

320,000

320,000
Open Space and Trail Acquisition
(Prop C)

Citywide

Medium

40831

GCC

4,015,000

Orion Center

2 High

35721

CFD#1

35,257,727

35722 WATER
REPL

6,789,409

-6,289,409

6,290,000

6,790,000

35723 SEWER
REPL

4,078,500

-3,778,500

3,779,000

4,079,000

35724

CFD#1

429

35725

RECL REPL

2,715,600

-2,515,600

2,516,000

2,716,000

Orion Complex Energy Storage

2 Medium

23101

GCC

250,000

250,000
Palomar Airport Road and Avenida
Encinas Growth Management Plan
Improvements

2,3

High

61021

GAS TAX

230,000

230,000
Palomar Airport Road and College NO 2 High 60281 Boulevard Improvements

TIF

1,295,500

1,295,500
Palomar Airport Waterline
Realignment

2 Critical

50551 WATER
REPL

2,333,000

560,000

2,333,000

Park Drive Street and Drainage

1 Critical

66111

GCC

717,439

717,439
Improvement

66112

GAS TAX

3,965,000

1,030,000

3,965,000

Parking Lot Maintenance Program

1 Medium

60521

IRF

1,590,000

60,000

130,000

550,000

160,000

700,000

2,750,000

2,110,000

8,165,000

Pavement Management Program

Citywide

High

60011 TRANSNET
-LOC

19,186,563

1,150,000

1,650,000

8,250,000

43,436,563

60012

GAS TAX

7,930,850

60013 TRANSNET
-LOC

16,346,476

2,200,000

950,000

4,750,000

30,596,476

60016

RMRA

10,336,000

2,300,000

2,450,000

2,700,000

13,500,000

50,086,000

Pine Avenue Park - Phase II

1 Medium

46031

PIL-NW

2,197,000

2,197,000
(Community Building)

46032

PFF

9,328,418

-687,622

9,328,418

46033

PFF

123,300

-1

123,300

Poinsettia Community Park - Phase 4 -

3 High

46081

PFF

2,838,140

2,838,140
Dog Park

46082

PFF

-
Poinsettia Lane - Cassia Road to
Skimmer Court (Reimbursement
Agreement)

3 High

50451 WATER
CONN

600,000

Poinsettia Lift Station Rehabilitation

2 High

55561 SEWER
REPL

650,000

8,250,000

8,900,000

Police and Fire Headquarters

2 High

47151

IRF

10,122,342

129,292

2,427,000

12,549,342
Renovation

47152

GCC

11,373,500

400,000

1,723,000

13,096,500

June 13, 2023
Item #9 Page 98 of 542
I-26
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Pressure Reducing Station Program

Citywide

Critical

50201 WATER
REPL

5,831,040

600,000

3,000,000

14,831,040

Public Beach Access Improvements

1 Low

60571

GCC

3,610,336

3,610,336
(Ocean Street)

60572

IRF

573,431

-153,252

573,431

Public Works Storage Facility

YES

Citywide

High

24011

GCC

99,000

Rancho Carlsbad Groundwater Supply

2 Low

50611 WATER
CONN

200,000

125,000

1,425,000

1,750,000

50612 WATER
REPL

200,000

125,000

1,425,000

1,750,000
Rancho Santa Fe Trail Slope
Improvements

4 Medium

60881

GCC

350,000

350,000
Recycled Water Condition Assessment
Program

Citywide

High

52111

RECL REPL

750,000

50,000

280,000

310,000

1,590,000

Recycled Water Phase 3 - Reservoir

3 High

52101 WATER
REPL

980,000

-800,000

180,000

52102

RECL REPL

3,320,000

200,000

3,520,000

Recycled Water Pipeline Replacement

2 Medium

52161

RECL REPL

350,000

2,150,000

2,910,000

6,810,000
Recycled Water Valve and
Appurtenance Replacement Program

Citywide

High

52121

RECL REPL

380,000

120,000

125,000

630,000

700,000

2,205,000

Reservoir Condition Assessment and NO Citywide High
Repair Program

50241 WATER
REPL

5,850,000

2,040,000

3,070,000

3,610,000

14,570,000

50242

RECL REPL

200,000

200,000
Retroreﬂectvity Sign Replacement
Program

Citywide

Medium

60371

GAS TAX

1,000,000

1,000,000
Roadway Improvements - Coastal Area
Analysis and Implementation

Citywide

Medium

60791

GCC

200,000

Roadway Slope Stabilization NO Citywide Medium 60811

GAS TAX

780,000

200,000

500,000

1,280,000

Robertson Ranch Park Development NO 2 High

38011

PIL-NE

614,000

214,000

424,000

1,038,000
(Partial Funding)

38012

PFF

Romeria Drainage Improvements

4 High

66041

GCC

410,000

66042

GAS TAX

347,940

Safety Training Center Settlement

2 Low

47431

GCC

1,156,995

San Luis Rey Mission Basin NO Citywide Low
Groundwater Supply

50441 WATER
CONN

-277,500

20,000

15,700,000

15,200,000

31,420,000

50442 WATER
REPL

-77,500

Santa Fe II Inlet Pipeline

Null

High

50571 WATER
REPL

529,650

34,650

206,000

115,000

1,920,000

2,770,650
Santa Fe II Reservoir Site Electrical
Improvements

3 Medium

50461 WATER
REPL

183,581

150,000

110,000

293,581

SCADA Improvements NO Citywide Critical

55421 SEWER
REPL

4,303,898

175,165

381,000

4,684,898

55422 WATER
REPL

7,132,600

3,209,200

2,413,000

611,000

10,156,600

55423

RECL REPL

1,658,400

632,000

338,000

398,000

2,394,400
Schulman Auditorium and Cannon Art
Gallery

3 Medium

47531

IRF

350,000

150,000

1,300,000

1,650,000
Senior Center Repairs and Roof NO 1 Medium 47381 Replacement

IRF

1,848,000

600,000

1,310,000

3,158,000

June 13, 2023
Item #9 Page 99 of 542
I-27
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Senior Center Security Fencing

1 Low

47541

IRF

78,000

58,000

78,000

Sewer Condition Assessment

Citywide

Critical

55131 SEWER
REPL

1,558,000

100,000

500,000

2,958,000
Sewer Lift Station Repairs and
Upgrades

2 Critical

38401 SEWER
REPL

4,385,380

150,000

750,000

6,635,380

Sewer Line Capacity Improvements

1 High

55481 SEWER
REPL

1,200,000

1,000,000

200,000

620,000

944,000

2,964,000

Sewer Modeling

Citywide

Medium

55461 SEWER
CONN

300,000

-100,000

200,000

Sewer Monitoring Program (Capacity)

Citywide

High

55041 SEWER
CONN

642,000

44,000

154,000

110,000

950,000
Sewer System Rehabilitation and
Replacement

1,2,3

High

55031 SEWER
REPL

9,426,475

1,200,000

1,850,000

13,350,000

14,050,000

45,426,475

Sidewalk/Street Construction Program

Citywide

High

60021

TIF

3,800,000

-500,000

3,300,000

60022

GAS TAX

988,000

633,000

108,000

2,390,000

2,835,000

7,704,000

South Carlsbad Coastline

2,3,4

Medium

60311 TRANSNET
-LOC

1,779,026

1,000,000

2,779,026
South Shore Agua Hedionda Lagoon
Trail

2 High

40851

GCC

789,940

34,440

789,940
Stagecoach Community Park NO 4 High 46111 Community Gardens

PIL-SE

225,000

212,000

437,000
Stagecoach Park Synthetic Turf
Replacement

4 Low

47421

IRF

2,200,000

2,200,000
State Street and Grand Avenue Road NO 1 Medium 60821 Improvements

TRANSNET
-LOC

325,000

325,000
State Street Parking Lot Electric
Vehicle Charging Stations

1 Medium

40901

PFF

300,000

40,000

340,000

Storm Drain Condition Assessment NO Citywide Medium 66201

IRF

870,000

270,000

300,000

350,000

2,375,000

3,000,000

7,565,000
Storm Drain System Rehab and Repair
Program

Citywide

Medium

66071

IRF

5,191,360

200,000

270,000

290,000

310,000

330,000

1,900,000

2,200,000

10,841,360

Street Lighting Replacement Program

Citywide

High

60621

GCC

319,269

60622 TRANSNET
-LOC

3,325,000

3,325,000
Sustainable Mobility Plan
Implementation Program

Citywide

High

61041

GAS TAX

510,566

200,000

710,566

Temporary Fire Station 7

2 High

40911

GCC

900,000

40912

PFF

1,122,000

Terramar Area Coastal Improvements

2 High

60541

TIF

6,650,001

2,800,000

9,450,001

60542

GCC

999,999

60543 TRANSNET
-LOC

1,000,000

2,000,000

60544 SEWER
REPL

60545

PFF

2,450,000

The Crossings Golf Course Lake Liner

2 High

40841

GCC

835,500

835,500
Replacement

40842

GCC

200,000

Traﬃc Impact Fee Funds to CFD #1

Null

PA051

TIF

90,000

450,000

1,350,000

Traﬃc Impact Fee Update

Citywide

High

60401

TIF

270,000

30,000

270,000

June 13, 2023
Item #9 Page 100 of 542
I-28
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Traﬃc Improvement Program

Citywide

Critical

60701

GAS TAX

2,388,000

60702

GCC

400,000

600,000

400,000

1,400,000

Traﬃc Monitoring Program

Citywide

High

60031

TIF

1,745,415

122,516

1,745,415

60032

GAS TAX

200,000

170,000

370,000
Traﬃc Signal - Maverick Way and
Camino De Los Coches

4 Critical

63322

GAS TAX

380,000

240,000

110,000

490,000
Traﬃc Signal - Tamarack Avenue and
Valley Street

1 Medium

63351

GAS TAX

502,370

Traﬃc Signal Cabinet Upgrades

YES

Citywide

Low

24141

GCC

180,000

Traﬃc Signal Right Turn Overlaps

2,3,4

Low

66361

GAS TAX

150,000

150,000
Trail Connectivity to Tamarack State NO 1 Low 40631 Beach (Prop C)

GCC

152,156

3,544,000

3,696,156
Trash Amendment Compliance
Program

Citywide

Medium

66261

IRF

630,000

100,000

1,200,000

2,700,000

175,000

3,000,000

3,300,000

13,005,000
Tri-Agency Water Transmission NO 2 High 50081 Pipeline Replacement WATER
REPL

3,618,970

-1,290,000

431,000

3,585,000

4,630,000

10,974,970

Trieste Slope Repair Project

2 High

61071

GCC

362,600

2,000,000

2,362,600

Tyler Street Traﬃc Circulation NO 1 Medium 61031

GCC

70,000

900,000

970,000

Utility Undergrounding Program Study

Citywide

Medium

60831

GCC

100,000

100,000
Vallecitos Interceptor Sewer Cleaning NO 2,3 High 55491 and CCTV SEWER
REPL

350,000

100,000

350,000

Valley and Magnolia Complete Streets NO 1 High

60191

TIF

3,536,206

60192 WATER
REPL

71,000

650,000

721,000

60193 TRANSNET
-LOC

1,200,000

60194

PFF

1,000,000

Valley Street Traﬃc Calming

1 Medium

19741 TRANSNET
-LOC

1,645,000

Veteran's Memorial Park (All NO Citywide Critical

46091

CFD#1

4,369,450

1,257,250

37,342,000

41,711,450
Quadrants)

46092 FED
GRANT

3,000,000

46093 STATE
GRANT

5,000,000

Village and Barrio Traﬃc Circles

1 Critical

40151

GCC

415,000

40152 TRANSNET
-LOC

1,025,000

40153 SEWER
REPL

160,000

500,000

660,000

40154

GAS TAX

4,159,000

1,400,000

4,159,000

40155 FED
GRANT

4,000,000

4,000,000
Village H South Oﬀ Leash Dog Area and
Trail Segment 5B

2 Medium

46101

PFF

682,500

160,500

2,082,500
Village Intelligent Parking
Implementation

1 Low

60891

GCC

300,000

300,000
Village Lighting - Carlsbad Village Drive NO 1 High 61051 from Harding Street to Ocean Street

GCC

400,000

200,000

600,000

June 13, 2023
Item #9 Page 101 of 542
I-29
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Village Lighting - Gateway Lighting

1 High

61081

GCC

950,000

Village Lighting - Hospitality District

1 High

24101

GCC

700,000

700,000
Village Lighting - Pedestrian Lampposts
Oak Avenue

1 High

61091

GCC

600,000

600,000
Village Lighting - Pedestrian Lighting at
Village Outskirts

1 High

61101

GCC

950,000
Village Lighting - State Street,
Madison, Roosevelt, and Washington

1 High

40161

GCC

1,103,853

400,000

1,103,853

Village Lighting - Train Station Area NO 1 High 61061

GCC

500,000

150,000

650,000

Villas Sewer Lift Station Replacement

2 Critical

55501 SEWER
REPL

1,254,000

100,000

75,000

1,329,000

Vista Carlsbad Interceptor - Agua
Hedionda LS and Forcemain

2 Critical

34921 SEWER
CONN

33,190,973

220,000

33,410,973
(VC12-VC13)
34922 SEWER
REPL

104,000

75,000

329,000

Vista Carlsbad Interceptor - Buena
Vista Lift Station Improvements

1 High

55351 SEWER
CONN

296,000

-100,000

67,000

430,000

55352 SEWER
REPL

86,000

31,000

598,000

150,000

1,635,000
Vista Carlsbad Interceptor - Lagoon
Bridge Replacement (VC11B)

Citywide

Critical

38861 SEWER
CONN

9,464,833

Vista Carlsbad Interceptor - Reach VC3 NO 1 High

39501 SEWER
CONN

100,000

-497,000

30,000

387,000

405,000

922,000

39502 SEWER
REPL

-
Vista Carlsbad Interceptor - Reach
VC14 To VC15

Citywide

High

39491 SEWER
CONN

21,362,390

21,362,390
Vista Carlsbad Interceptor - NO 2 Critical 55511 Rehabilitation (VC1 and VC2) SEWER
REPL

141,000

90,000

70,000

120,000

421,000
Vista/Carlsbad Interceptor - Point
Repair Reaches (VC13 & VC14)

2,3

High

55551 SEWER
REPL

200,000

1,200,000

1,400,000
Water Infrastructure Condition NO Citywide Critical 50511 Assessment Program WATER
REPL

2,190,000

410,000

420,000

450,000

2,250,000

2,480,000

9,070,000

Water Loss Monitoring Program

Citywide

Low

50521 WATER
REPL

350,000

-182,911

167,089

Water Modeling NO Citywide Critical 50581 WATER
CONN

375,000

25,000

375,000
Water System Rehabilitation and
Replacement

Citywide

Critical

39041 WATER
REPL

12,258,366

2,690,000

2,800,000

3,000,000

19,890,000

21,080,000

68,028,366
Water Valve Repair/Replacement NO Citywide Critical 50191 Program WATER
REPL

7,860,000

940,000

960,000

1,000,000

5,110,000

5,650,000

23,500,000

June 13, 2023
Item #9 Page 102 of 542
I-30

June 13, 2023
Item #9 Page 103 of 542
I-31

CAPITAL IMPROVEMENT PROGRAM SUMMARY BY
FUND

Prior Year 1 Y ear 2 Year 3 Year 4 Year 5 Year 6-15
Years 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 2,029,292$ 2,029,292$ 2,545,412$ 3,058,404$ 3,058,404$ 3,058,404$

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

CAPITAL PROJECTS
Total Project Expenditures - - - - - - - ENDING FUND BALANCE N/A 2,029,292$ 2,545,412$ 3,058,404$ 3,058,404$ 3,058,404$ 5,201,813$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 65,918,875$ 31,812,024$ 33,165,805$ 33,867,612$ 34,217,668$ 32,665,529$

REVENUES
Developer Special Taxes 3,345,149 1,463,781 811,807 460,056 447,861 15,630,823 Total Revenues N/A 3,345,149 1,463,781 811,807 460,056 447,861 15,630,823

CAPITAL PROJECTS
CFD#1 Administration -$ 110,000 110,000 110,000 110,000 - - City Hall Complex 1,028,105 - - - - 1,500,000 48,500,000 Cole Library Expansion - - - - - 500,000 5,488,000 Orion Center 35,257,728 - - - - - - Veteran's Memorial Park (All Quadrants) 4,369,453 37,342,000 - - - - - Total Project Expenditures 40,655,286 37,452,000 110,000 110,000 110,000 2,000,000 53,988,000 ENDING FUND BALANCE N/A 31,812,024$ 33,165,805$ 33,867,612$ 34,217,668$ 32,665,529$ (5,691,648)$ COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
June 13, 2023
Item #9 Page 104 of 542
I-32

PRIOR YEAR 1 Y EAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A (1,370,343)$ 135,830$ 762,059$ (2,391,158)$ (2,705,709)$ (682,453)$

REVENUES
Gas Tax and Prop 42 Funds 2,985,297 3,049,229 3,070,783 3,083,449 3,113,256 31,638,119 Total Revenues N/A 2,985,297 3,049,229 3,070,783 3,083,449 3,113,256 31,638,119

CAPITAL PROJECTS
Barrio Street Lighting 700,001$ (550,000) - - - - - Camino De Los Coches and La Costa Avenue Intersection Control 350,000 - - 1,500,000 - - - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - 700,000 2,500,000 - - Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,576,001 195,000 445,000 2,000,000 - - - Carlsbad Boulevard Emergency Repair 841,002 - - - - - - Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 - - - - - - Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000 Carlsbad Blvd Pedestrian Improvement Project 1,055,887 - - - - - - Citywide Drainage Improvement Program 6,090,594 - - - - - - Citywide Street Lighting Program 150,000 - - - - - - Citywide Thermoplastic Pavement Markings 50,000 - - - - - - Concrete Repair/Replacement Program 2,933,001 200,000 220,000 250,000 290,000 340,000 3,700,000 El Camino Real And Cannon Road Intersection Improvements 837,002 (175,877) - - - - - El Camino Real Medians 904,530 - - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - 1,450,000 - - - - - Guardrail Replacement And Improvement Program 300,000 (150,000) - - - - - Intelligent Traffic Control Devices 199,999 - - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - - La Costa Avenue Traffic Improvements 121,300 - 100,000 141,000 500,000 - - Laguna Drive Storm Drain 256,000 - - 1,000,000 - - 1,494,000 Marca Place Drainage Improvements 65,000 - - - - - - Palomar Airport Rd and Avenida Encinas GMP Improvements 230,000 - - - - - - Park Drive Drainage And Street Improvements 3,965,001 - - - - - - Pavement Management Program 7,930,849 - - - - - - Retroreflectivity Sign Replacement Program 1,000,000 - - - - - - Roadway Slope Stabilization 779,998 - 500,000 - - - - Romeria Drainage Improvements 347,937 - - - - - - Sidewalk/Street Construction Program - - 988,000 633,000 108,000 750,000 5,225,000 Sustainable Mobility Plan Implementation Program 510,567 200,000 - - - - - Traffic Improvement Program 2,388,003 - - - - - - Traffic Monitoring Program - 200,000 170,000 - - - - Traffic Signal - Maverick Way & Camino De Los Coches 380,000 110,000 - - - - - Traffic Signal - Tamarack Avenue And Valley Street 502,370 - - - - - - Traffic Signal Right Turn Overlaps 150,000 - - - - - - Village And Barrio Traffic Circles 4,159,001 - - - - - - Total Project Expenditures 39,204,041 1,479,123 2,423,000 6,224,000 3,398,000 1,090,000 13,182,000 ENDING FUND BALANCE N/A 135,830$ 762,059$ (2,391,158)$ (2,705,709)$ (682,453)$ 17,773,666$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 393,244$ 180,533$ 164,975$ 338,792$ 479,945$ 849,534$

REVENUES
Gas Tax (RMRA) Revenues 2,857,289 3,054,442 3,243,817 3,461,153 3,689,589 53,325,580 Total Revenues N/A 2,857,289 3,054,442 3,243,817 3,461,153 3,689,589 53,325,580

CAPITAL PROJECTS
Concrete Repair/Replacement Program 1,346,999$ 620,000 620,000 620,000 620,000 620,000 6,200,000 Pavement Management Program 10,336,002 2,450,000 2,450,000 2,450,000 2,700,000 2,700,000 27,000,000 Total Project Expenditures 11,683,001 3,070,000 3,070,000 3,070,000 3,320,000 3,320,000 33,200,000 ENDING FUND BALANCE N/A 180,533$ 164,975$ 338,792$ 479,945$ 849,534$ 20,975,114$

GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)

GAS TAX FUND
June 13, 2023
Item #9 Page 105 of 542
I-33

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 11,931,004$ 15,634,004$ 13,534,558$ 12,857,016$ 16,331,492$ 18,827,921$

REVENUES
Transfer from General Fund 11,600,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 Total Revenues N/A 11,600,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804

CAPITAL PROJECTS
ADA Beach Access - Pine to Tamarack 375,001$ - 2,500,000 - - - - Alga Norte Park Modifications 314,000 710,000 - - - - - Alga Norte Settlement Agreement - 60,000 - - - - - Assessment District 97-1 Maintenance 420,001 - - - - - - Barrio Street Lighting 760,000 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,199,002 700,000 - - - - - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,249,999 - - 30,000 30,000 150,000 870,000 Calavera Hills Community Park Gateway Improvements 1,407,852 - - - - - - Camino Hills and Jackspar Drive Slope Stabilization 859,399 - - - - - - Cannon Park Restroom 45,765 - - - - - - Carlsbad Village Drive - I5 to Carlsbad Blvd. - Reconfigure Arterial - 350,000 1,500,000 - - - - Chestnut Underpass Public Art Project 400,000 - - - - - - City Facility Accessibility Upgrades 500,000 - - - - - - City Fire Stations Wash Water BMPs 279,999 - - - - - - City Hall Exterior Refurbishment 2,250,001 - - - - - - Cole Library Expansion - - - - - - 1,000,000 Dove Library Lighting Improvements 225,001 - - - - - - Faraday Avenue Improvements 100,000 175,000 500,000 - - - - Fire Station No. 2 Replacement 13,000,003 - - - - - - Fire Station No. 7 - 100,000 200,000 - - - - Fleet Maintenance Refurbishment 896,100 - 700,000 - - - - Grand Avenue Promenade 200,000 100,000 - 500,000 - - - Lake Calavera Outlet Improvements 1,436,001 - - - - - - Lake Calavera Reservoir Maintenance 581,004 - 160,000 50,000 50,000 50,000 500,000 Monroe Street Pool Replacement 236 - - - - - - New Village Arts Tenant Improvements 612,999 - - - - - - Ocean Street Reconfiguration Concepts Study - - 200,000 - - - - Ocean Street Restroom Facility 775,000 - - 63,000 - - - Open Space and Trail Acquisition (Prop C) 4,015,000 - - - - - - Orion Complex Energy Storage - - - - 250,000 - - Park Drive Street and Drainage Improvement 717,440 - - - - - - Police and Fire Headquarters Renovation 11,373,502 1,723,000 - - - - - Public Beach Access Improvements (Ocean Street) 3,610,340 - - - - - - Public Works Storage Facility - 99,000 - - - - - Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - - Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - - Romeria Drainage Improvements 410,001 - - - - - - Safety Training Center Settlement 1,156,995 - - - - - - South Shore Agua Hedionda Lagoon Trail 789,941 - - - - - - Street Lighting Replacement Program 319,270 - - - - - - Temporary Fire Station No. 7 900,000 - - - - - - Terramar Area Coastal Improvements 1,000,000 - - - - - - The Crossings Golf Course Lake Liner Replacement 835,499 - - - - - - The Crossings Golf Course Lake Liner Replacement 200,000 - - - - - - Traffic Improvement Program 399,999 600,000 400,000 - - - - Traffic Signal Cabinet Upgrades - 180,000 - - - - - Trail Connectivity to Tamarack State Beach (Prop C) 152,156 - - 3,544,000 - - - Trieste Slope Repair Project 362,600 2,000,000 - - - - - Tyler Street Traffic Circulation 70,000 900,000 - - - - - Utility Undergrounding Program Study - - 100,000 - - - - Village and Barrio Traffic Circles 415,000 - - - - - - Village Intelligent Parking Implementation - - - 300,000 - - - Village Lighting - Carlsbad Village Drive from Harding Street to Ocean Stre 400,000 200,000 - - - - - Village Lighting - Gateway Lighting - - - - - 950,000 - Village Lighting - Hospitality District - - - - 700,000 - - Village Lighting - Pedestrian Lampposts Oak Avenue - - - 600,000 - - - Village Lighting - Pedestrian Lighting at Village Outskirts - - - - - 950,000 - Village Lighting - State Street, Madison, Roosevelt, and Washington 1,103,853 - - - - - - Village Lighting - Train Station Area 500,000 - 150,000 - - - - Total Project Expenditures 62,168,960 7,897,000 6,410,000 5,087,000 1,030,000 2,100,000 2,370,000 N/A 15,634,004$ 13,534,558$ 12,857,016$ 16,331,492$ 18,827,921$ 65,182,725$

GENERAL CAPITAL CONSTRUCTION (GCC)
June 13, 2023
Item #9 Page 106 of 542
I-34

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A (2,884,155)$ (1,109,316)$ 0$ 0$ 0$ 0$

REVENUES
Grant Revenue 9,774,840 1,109,316 - - - - Total Revenues N/A 9,774,840 1,109,316 - - - -

CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000$ - - - - - - Barrio Street Lighting - 1,000,000 - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 1,440,000 - - - - - - Veteran's Memorial Park (All Quadrants) - 3,000,000 - - - - - Village and Barrio Traffic Circles - 4,000,000 - - - - - Total Project Expenditures 3,216,000 8,000,000 - - - - - ENDING FUND BALANCE N/A (1,109,316)$ 0$ 0$ 0$ 0$ 0$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A -$ -$ -$ -$ -$ -$

REVENUES
Grant Revenue 5,000,000 - - - - - Total Revenues N/A 5,000,000 - - - - -

CAPITAL PROJECTS
Carlsbad Boulevard Pedestrian Improvement Project 591,600$ - - - - - - Veteran's Memorial Park (All Quadrants) - 5,000,000 - - - - - Total Project Expenditures 591,600 5,000,000 - - - - - ENDING FUND BALANCE N/A -$ -$ -$ -$ -$ -$

GRANTS - STATE

GRANTS - FEDERAL
June 13, 2023
Item #9 Page 107 of 542
I-35

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
B
EGINNING FUND BALANCE N/A 80,663,917$ 73,756,917$ 63,872,471$ 63,071,929$ 64,366,405$ 64,617,834$

REVENUES
Transfer from General Fund 4,200,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 Total Revenues N/A 4,200,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804

CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 213,002$ 80,000 85,000 90,000 95,000 100,000 1,105,000 Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,001 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 5,912,751 700,000 - - - - - Bridge Preventative Maintenance Program 2,477,511 500,000 700,000 900,000 900,000 950,000 - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 2,820,001 - 500,000 - - - - Calavera Hills Community Center Refurbishment 1,985,002 - - - - - - Carlsbad Boulevard Roadway Configuration - 2,000,000 - - - - - City Facility Safety and Parking Lot Lighting Assessment 1,910,001 - - - - - - City Hall Complex Refurbishment 1,144,000 - - - - - - Citywide Drainage Improvement Program 5,581,501 300,000 950,000 300,000 500,000 300,000 5,000,000 Cole Library Security Fencing 170,001 - - - - - - Coordinated Traffic Signal Program 800,000 - - - - - - DMP Facility BFB-U (El Camino Real) 850,000 - 5,500,000 50,000 60,000 70,000 800,000 El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 209,999 - - - - - - Faraday Center Refurbishment 3,154,381 - - - - - - Fire Station No. 2 Replacement 1,433,880 - - - - - - Fleet Fuel Island Upgrade 2,263,799 1,800,000 400,000 400,000 100,000 - - Fleet Maintenance Refurbishment 2,574,003 - 1,500,000 - - - - Harding Center Refurbishment 165,000 140,000 - - - - - Headwall Replacement Program 510,001 - - - - - - Hosp Grove Park Improvements 1,562,000 - - - - - - Kelly Drive Channel Repair 1,541,006 - 2,100,000 - - - - Las Palmas Roof Replacement 500,000 - - - - - - Leo Carrillo Ranch Roof Repairs 1,449,998 - - - - - - Library Fire Alarm Panel Upgrades 180,000 - - - - - - Miscellaneous City Building Improvements 1,865,000 150,000 150,000 - - - 1,500,000 Monroe Street Pool Replacement 1,748,766 - - - - - - New Village Arts Building Roof and Exterior Refurbishment 313,626 - - - - - - Parking Lot Maintenance Program 1,590,000 130,000 550,000 160,000 700,000 175,000 4,860,000 Police and Fire Headquarters Renovation 10,122,340 2,427,000 - - - - - Public Beach Access Improvements (Ocean Street) 573,431 - - - - - - Schulman Auditorium and Cannon Art Gallery 350,000 1,300,000 - - - - - Senior Center Repairs and Roof Replacement 1,848,000 1,310,000 - - - - - Senior Center Security Fencing 77,999 - - - - - - Stagecoach Park Synthetic Turf Replacement 2,200,001 - - - - - - Storm Drain Condition Assessment 870,001 - 270,000 300,000 350,000 400,000 5,375,000 Storm Drain System Rehab and Repair Program 5,191,362 270,000 290,000 3 10,000 330,000 350,000 4,100,000 Trash Amendment Compliance Program 630,001 - 1,200,000 2,700,000 175,000 2,000,000 6,300,000 Total Project Expenditures 67,388,364 11,107,000 14,195,000 5,210,000 3,210,000 4,345,000 29,040,000 ENDING FUND BALANCE N/A 73,756,917$ 63,872,471$ 63,071,929$ 64,366,405$ 64,617,834$ 84,302,638$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ 675,409$

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

CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,712,999$ - - - - - - Total Project Expenditures 1,712,999 - - - - - - ENDING FUND BALANCE N/A 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ 675,409$

INFRASTRUCTURE MAINTENANCE & REPLACEMENT
OTHER
June 13, 2023
Item #9 Page 108 of 542
I-36

PRIOR YEAR 1 Y EAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE (1) N/A 4,221,020$ 3,797,020$ 3,797,020$ 3,817,442$ 3,817,442$ 3,817,442$

REVENUES
Developer Fees - - 20,422 - - 3,584,103 Total Revenues N/A - - 20,422 - - 3,584,103

CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition -$ - - - - - 4,550,000 Robertson Ranch Park Development 614,000 424,000 - - - - - Total Project Expenditures 614,000 424,000 - - - - 4,550,000 ENDING FUND BALANCE N/A 3,797,020$ 3,797,020$ 3,817,442$ 3,817,442$ 3,817,442$ 2,851,545$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 382,344$ 1,473,621$ 2,061,293$ 2,743,030$ 3,431,585$ 4,120,139$

REVENUES
Developer Fees 3,013,278 1,990,672 681,737 688,554 688,554 5,440,261 Total Revenues N/A 3,013,278 1,990,672 681,737 688,554 688,554 5,440,261

CAPITAL PROJECTS
City Facility Safety and Parking Lot Lighting Assessment -$ 200,000 - - - - - Hosp Grove Park Improvements 1,120,000 222,000 1,403,000 - - - - Monroe Street Pool Replacement 1,561,764 1,500,000 - - - - - Pine Avenue Park - Phase II (Community Building) 2,197,002 - - - - - - Total Project Expenditures 4,878,766 1,922,000 1,403,000 - - - - ENDING FUND BALANCE N/A 1,473,621$ 2,061,293$ 2,743,030$ 3,431,585$ 4,120,139$ 9,560,400$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 1,981,496$ 2,218,785$ 1,770,685$ 1,639,130$ 155,130$ 155,130$

REVENUES
Developer Fees 449,289 91,900 408,445 - - 5,106 Total Revenues N/A 449,289 91,900 408,445 - - 5,106

CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 1,329,989$ - - - - - - Leo Carrillo Ranch Park Phase 3B - - 540,000 540,000 1,484,000 - - Stagecoach Community Park Community Gardens 225,000 212,000 - - - - - Total Project Expenditures 1,554,989 212,000 540,000 540,000 1,484,000 - - ENDING FUND BALANCE N/A 2,218,785$ 1,770,685$ 1,639,130$ 155,130$ 155,130$ 160,235$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 630,273$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$

REVENUES
Developer Fees/Loans 439,078 - - - - 357,389 Total Revenues N/A 439,078 - - - - 357,389

CAPITAL PROJECTS
Aviara Reimbursement Agreement 238,001$ - - - - - - Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000 Total Project Expenditures 238,001 - - - - - 1,100,000 N/A 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 326,741$

PARK-IN-LIEU NE

PARK-IN-LIEU NW

PARK-IN-LIEU SE

PARK-IN-LIEU SW
June 13, 2023
Item #9 Page 109 of 542
I-37
PRIOR YEAR 1 YE AR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 4,965,237$ 5,078,256$ 3,611,211$ 3,613,492$ 3,615,773$ 3,615,773$

REVENUES
Developer Fees 113,019 32,955 2,281 2,281 - 972,947 Total Revenues N/A 113,019 32,955 2,281 2,281 - 972,947

CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding) -$ - 1,500,000 - - - 16,500,000 Total Project Expenditures - - 1,500,000 - - - 16,500,000 ENDING FUND BALANCE N/A 5,078,256$ 3,611,211$ 3,613,492$ 3,615,773$ 3,615,773$ (11,911,280)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 918,300$ 949,274$ 949,274$ 957,709$ 957,709$ 957,709$

REVENUES
Developer Fees 30,974 - 8,435 - - 42,314 Total Revenues N/A 30,974 - 8,435 - - 42,314

CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street) -$ - - - - - 290,000 DMP Facility AAAA (Madison Street) - - - - - - 417,000 DMP Facility AC (Highland Drive Drainage Project) - - - - - - 922,000 DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement - - - - - - 92,000 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement - - - - - - 164,000 Drainage Master Plan Update 216,512 - - - - - - Total Project Expenditures 216,512 - - - - - 1,885,000 ENDING FUND BALANCE N/A 949,274$ 949,274$ 957,709$ 957,709$ 957,709$ (884,977)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 1,692,487$ 2,049,582$ 2,138,841$ 2,228,100$ 2,318,220$ 2,408,339$

REVENUES
Developer Fees 357,095 89,259 89,259 90,119 90,119 2,525,641 Total Revenues N/A 357,095 89,259 89,259 90,119 90,119 2,525,641

CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 3,545,245$ - - - - - - College Boulevard Extension - - - - - - -
DMP Facility BB 1 and 2 (Washington Street) - - - - - - 1,087,000 DMP Facility BCB (Magnolia Avenue) - - - - - - 469,000 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B") - - - - - - 905,000 DMP Facility BFB-U (El Camino Real) 153,489 - - - - - - DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") - - - - - - 1,817,000 DMP Facility BL-U (College Boulevard) - - - - - - 385,000 DMP Facility BM (Cantarini/College Boulevard Box Culvert) - - - - - - 205,000 DMP Facility BQ (Sunny Creek) - - - - - - 132,000 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) - - - - - - 181,000 Drainage Master Plan Update 583,000 - - - - - - Total Project Expenditures 4,281,735 - - - - - 5,181,000 ENDING FUND BALANCE N/A 2,049,582$ 2,138,841$ 2,228,100$ 2,318,220$ 2,408,339$ (247,020)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 1,548,322$ 1,756,986$ 1,922,169$ 1,928,279$ 1,934,389$ 1,934,389$

REVENUES
Developer Fees 283,664 165,183 6,110 6,110 - 1,993,400 Total Revenues N/A 283,664 165,183 6,110 6,110 - 1,993,400

CAPITAL PROJECTS
DMP Facility C2 (Paseo Del Norte) -$ - - - - - 728,000 DMP Facility CA (Avenida Encinas) - - - - - - 530,000 Drainage Master Plan Update 171,890 75,000 - - - - - Total Project Expenditures 171,890 75,000 - - - - 1,258,000 ENDING FUND BALANCE N/A 1,756,986$ 1,922,169$ 1,928,279$ 1,934,389$ 1,934,389$ 2,669,789$

PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)

PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
PARK FEE ZONES 5,13,16,17,18

PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
June 13, 2023
Item #9 Page 110 of 542
I-38

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 924,980$ 1,033,433$ 1,100,092$ 1,152,501$ 1,152,501$ 1,152,501$

REVENUES
Developer Fees 108,453 66,660 52,409 - - 1,333,883 Total Revenues N/A 108,453 66,660 52,409 - - 1,333,883

CAPITAL PROJECTS
DMP Facility DBA (Poinsettia Village) -$ - - - - - 168,000 DMP Facility DBB (Avenida Encinas) - - - - - - 430,000 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment) - - - - - - 257,000 DMP Facility DH (Altive Place Canyon Restoration) - - - - - - 233,000 DMP Facility DQB (La Costa Town Center) - - - - - - 746,000 DMP Facility DZ (Poinsettia Lane) - - - - - - 643,000 Drainage Master Plan Update 234,599 - - - - - - Total Project Expenditures 234,599 - - - - - 2,477,000 ENDING FUND BALANCE N/A 1,033,433$ 1,100,092$ 1,152,501$ 1,152,501$ 1,152,501$ 9,384$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 25,089,385$ 28,083,648$ 29,543,842$ 29,396,937$ 29,899,452$ 28,996,675$

REVENUES
Developer Fees 2,947,263 1,460,194 853,095 502,515 497,222 16,983,023 Total Revenues N/A 2,947,263 1,460,194 853,095 502,515 497,222 16,983,023

CAPITAL PROJECTS
Cole Library Expansion -$ - - - - - 11,936,000 El Camino Real Medians 695,781 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 1,085,001 (87,000) - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 1,631,500 - - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 287 - - - - - - Pine Avenue Park - Phase II (Community Building) 9,328,416 - - - - - - Pine Avenue Park - Phase II (Community Building) 123,300 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park 2,838,139 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park - - - - - - - Robertson Ranch Park Development (Partial Funding) - - - - - - - State Street Parking Lot Electric Vehicle Charging Stations 300,001 40,000 - - - - - Temporary Fire Station No. 7 1,122,001 - - - - - - Terramar Area Coastal Improvements 2,450,000 - - - - - - Valley and Magnolia Complete Streets - - - 1,000,000 - - - Village H South Off Leash Dog Area and Trail Segment 5B 682,500 - - - - 1,400,000 - Total Project Expenditures 20,256,925 (47,000) - 1,000,000 - 1,400,000 11,936,000 ENDING FUND BALANCE N/A 28,083,648$ 29,543,842$ 29,396,937$ 29,899,452$ 28,996,675$ 34,043,698$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 737,323$ 319,421$ (114,575)$ (1,324,388)$ (2,505,829)$ (2,342,950)$

REVENUES
Developer Fees and Miscellaneous 757,598 450,455 275,386 162,009 162,879 3,666,458 Other Agency Contributions (City of Vista) 19,500 251,550 306,800 43,550 - - Total Revenues N/A 777,098 702,005 582,186 205,559 162,879 3,666,458

CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 550,000$ - - - - - - El Fuerte Lift Station Pump Addition 180,000 200,000 450,000 - - - - Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airpo 1,740,001 1,100,000 - - - - - Las Palmas Trunk Sewer 556,000 (255,000) 255,000 1,320,000 1,320,000 - - Loan Repay - Sewer Conn to Sewer Repl - - - - - - - Sewer Modeling 299,999 (100,000) - - - - - Sewer Monitoring Program (Capacity) 642,000 - 44,000 - - - 264,000 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC1 33,190,974 220,000 - - - - - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 296,001 - - 67,000 67,000 - - Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) 9,464,834 - - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,391 - - - - - - Vista Carlsbad Interceptor - Reach VC3 100,000 30,000 387,000 405,000 - - - Total Project Expenditures 68,382,201 1,195,000 1,136,000 1,792,000 1,387,000 - 264,000 ENDING FUND BALANCE N/A 319,421$ (114,575)$ (1,324,388)$ (2,505,829)$ (2,342,950)$ 1,059,507$

PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)

PUBLIC FACILITY FEE FUND (PFF)

SEWER CONNECTION FEE FUND
June 13, 2023
Item #9 Page 111 of 542
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PRIOR YEAR 1 Y EAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A (11,520,275)$ (7,227,269)$ (8,896,698)$ (16,111,377)$ (15,955,334)$ (15,934,954)$

REVENUES
Transfer from Sewer Operating Fund 10,445,506 16,534,571 17,024,822 15,937,043 15,509,381 98,468,049 Total Revenues N/A 10,445,506 16,534,571 17,024,822 15,937,043 15,509,381 98,468,049

CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring and Maintenance 225,001$ - - - - - - Buena Interceptor Sewer Access Road Improvements 1,150,000 (650,000) 650,000 - - - - Buena Interceptor Sewer Improvements 1,208,691 - - 2,950,000 2,950,000 3,540,000 3,540,000 Buena Interceptor Sewer Realignment - East Segment 507,000 - 1,200,000 1,200,000 2,400,000 1,800,000 - Cannon Road Lift Station Improvements 715,000 50,000 - - - - - Chinquapin Lift Station Improvements 300,000 920,000 - - - - - Encina Capital Projects 55,191,098 6,278,000 8,450,000 8,002,500 7,758,000 7,952,000 81,819,000 Foxes Landing Lift Station Wetwell and Pump Replacement 6,392,000 - - - - - - North Batiquitos Access Road Improvement 363,800 26,000 - - - - - North Batiquitos Lift Station Forcemain Rehabilitation 200,000 (125,000) - - - - - Odor and Corrosion Prevention Assessment 320,000 - - - - - - Orion Center 4,078,499 (3,778,500) 3,779,000 - - - - Poinsettia Lift Station Rehabilitation - 650,000 - 8,250,000 - - - SCADA Improvements 4,303,898 381,000 - - - - - Sewer Condition Assessment 1,557,998 100,000 100,000 100,000 - 100,000 1,000,000 Sewer Lift Station Repairs and Upgrades 4,385,384 150,000 150,000 150,000 150,000 150,000 1,500,000 Sewer Line Capacity Improvements 1,200,000 200,000 620,000 944,000 - - - Sewer System Rehabilitation and Replacement 9,426,478 1,200,000 1,850,000 1,850,000 1,850,000 1,850,000 27,400,000 Terramar Area Coastal Improvements - - - - - - - Vallecitos Interceptor Sewer Cleaning and CCTV 350,000 - - - - - - Village and Barrio Traffic Circles 160,001 500,000 - - - - - Villas Sewer Lift Station Replacement 1,254,002 75,000 - - - - - Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC1 - - 104,000 75,000 75,000 75,000 - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements - 86,000 31,000 598,000 598,000 22,000 300,000 Vista Carlsbad Interceptor - Reach VC3 - - - - - - - Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2) 141,001 90,000 70,000 120,000 - - - Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) 200,000 - 1,200,000 - - - - Total Project Expenditures 93,629,850 6,152,500 18,204,000 24,239,500 15,781,000 15,489,000 115,559,000 ENDING FUND BALANCE N/A (7,227,269)$ (8,896,698)$ (16,111,377)$ (15,955,334)$ (15,934,954)$ (33,025,904)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 2,583,440$ 3,737,122$ (375,373)$ 124,224$ 349,654$ 555,555$

REVENUES
Developer Fees 4,743,682 1,277,505 589,597 315,430 295,901 19,675,140 Total Revenues N/A 4,743,682 1,277,505 589,597 315,430 295,901 19,675,140

CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 5,177,904$ - 2,500,000 - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 932,000 Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000 Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - El Camino Real and Cannon Road Intersection Improvements 3,536,001 - - - - - - El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - 438,000 El Camino Real Widening - Arenal Road to La Costa Avenue 3,250,001 4,000,000 - - - - - Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 - - - - - - Palomar Airport Road and College Boulevard Improvements 1,295,500 - - - - - - Sidewalk/Street Construction Program 3,800,000 (500,000) - - - - - Terramar Area Coastal Improvements 6,650,003 - 2,800,000 - - - - Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 900,000 Traffic Impact Fee Update 270,000 - - - - - - Traffic Monitoring Program 1,745,415 - - - - - - Valley and Magnolia Complete Streets 3,536,208 - - - - - - Total Project Expenditures 30,172,033 3,590,000 5,390,000 90,000 90,000 90,000 5,951,000 ENDING FUND BALANCE N/A 3,737,122$ (375,373)$ 124,224$ 349,654$ 555,555$ 14,279,694$

SEWER REPLACEMENT FUND

TRAFFIC IMPACT FEES (TIF)
June 13, 2023
Item #9 Page 112 of 542
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PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 5,726,270$ 5,972,270$ 6,612,470$ 7,801,254$ 9,579,014$ 13,381,149$

REVENUES
Transportation Taxes 5,886,000 6,065,200 6,243,784 6,412,760 6,577,135 66,360,356 Total Revenues N/A 5,886,000 6,065,200 6,243,784 6,412,760 6,577,135 66,360,356

CAPITAL PROJECTS
ADA Improvement Program 3,155,000$ 175,000 715,000 175,000 715,000 175,000 4,450,000 Barrio Street Lighting 1,280,000 1,280,000 1,030,000 - - - - Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,000 - - - - - - Carlsbad Boulevard Pedestrian Lighting 1,325,000 - - - - - - Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improv - - - - 1,320,000 - - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - 1,080,000 - - - - Chestnut Complete Street I-5 to Railroad Project Study - 85,000 - - - - - Christiansen Way Improvements - - - 310,000 - - -
College Boulevard Extension 1,205,000 - - - - - - Coordinated Traffic Signal Program 2,583,980 - - - - - - Coordinated Traffic Signal Program 1,000,000 - - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,155,001 - - - - - - El Camino Real Widening - Sunny Creek to Jackspar 5,009,999 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 4,675,001 - - - - - - Pavement Management Program 19,186,565 1,150,000 1,650,000 1,650,000 1,650,000 1,650,000 16,500,000 Pavement Management Program 16,346,475 950,000 950,000 950,000 950,000 950,000 9,500,000 South Carlsbad Coastline 1,779,027 1,000,000 - - - - - State Street and Grand Avenue Road Improvements - - - 325,000 - - - Street Lighting Replacement Program 3,325,002 - - - - - - Terramar Area Coastal Improvements 1,000,000 1,000,000 - - - - - Valley and Magnolia Complete Streets 1,200,000 - - - - - - Valley Street Traffic Calming - - - 1, 645,000 - - - Village and Barrio Traffic Circles 1,024,999 - - - - - - Total Project Expenditures 68,305,048 5,640,000 5,425,000 5,055,000 4,635,000 2,775,000 30,450,000 ENDING FUND BALANCE N/A 5,972,270$ 6,612,470$ 7,801,254$ 9,579,014$ 13,381,149$ 49,291,505$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 26,427,710$ 28,254,138$ 26,190,474$ 25,672,006$ 23,193,381$ 23,703,925$

REVENUES
Developer Fees 2,637,428 1,057,336 1,266,532 313,376 1,010,544 12,914,170 Total Revenues N/A 2,637,428 1,057,336 1,266,532 313,376 1,010,544 12,914,170

CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone) 278,383$ - 1,250,000 - - - - College Boulevard - Cannon Road To Badger Lane (490 Zone) 312,600 - 1,250,000 - - - - Desalinated Water Flow Control Facility No. 5 10,811,601 758,000 - - - - - Hydroelectric Generation at Water Facilities 428,000 33,000 385,000 - 1,225,000 - - Maerkle Reservoir Transmission Main - - 236,000 1,660,000 1,567,000 - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreem 600,000 - - - - - - Rancho Carlsbad Groundwater Supply 200,000 - - 125,000 - - 1,425,000 San Luis Rey Mission Basin Groundwater Supply - 20,000 - - - 500,000 30,900,000 Water Modeling 375,001 - - - - - -
Total Project Expenditures 13,005,585 811,000 3,121,000 1,785,000 2,792,000 500,000 32,325,000 ENDING FUND BALANCE N/A 28,254,138$ 26,190,474$ 25,672,006$ 23,193,381$ 23,703,925$ 4,293,095$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A (15,673,990)$ 325,000$ 0$ 0$ 0$ 0$

REVENUES
Recycled Water Loans and Grants 15,998,990 - - - - - Total Revenues N/A 15,998,990 - - - - -

CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements 50,000$ - 325,000 - - - - Total Project Expenditures 50,000 - 325,000 - - - - ENDING FUND BALANCE N/A 325,000$ 0$ 0$ 0$ 0$ 0$

TRANSNET - LOCAL

WATER CONNECTION - POTABLE

WATER CONNECTION - RECYCLED
June 13, 2023
Item #9 Page 113 of 542
I-41
PRIOR YEAR 1 YE AR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 15,085,158$ 17,241,013$ 6,701,400$ (7,305,234)$ (21,240,652)$ (20,665,498)$

REVENUES
Transfer from Water Operating Fund 6,348,536 6,187,387 5,966,366 5,752,582 5,815,154 59,595,595 Total Revenues N/A 6,348,536 6,187,387 5,966,366 5,752,582 5,815,154 59,595,595

CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services) 925,826$ 250,000 500,000 - - - - Carlsbad Boulevard Waterline Replacement at Terramar 4,730,001 - - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) 599,943 - - - - - - Cathodic Protection Program 1,796,702 190,000 190,000 190,000 190,000 190,000 540,000 Crestview Drive Transmission Main 321,000 284,000 - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - 1,000,000 - - - - - Fire Flow Capacity System Improvements 210,000 415,000 2,000,000 2,500,000 3,000,000 - - Limited Access Pipeline Relocation Program 1,940,000 761,000 - 6,348,000 2,875,000 - - Maerkle Facility Improvements 2,735,200 800,000 - - - - - Maerkle Reservoir Solar Project 249,170 - - - - - - Maerkle Reservoir Transmission Main 773,001 (578,000) 244,000 2,130,000 2,023,000 - - Normally Closed Valve (Install Motorized Valve) 984,999 300,000 - - - - - Orion Center 6,789,410 (6,289,409) 6,290,000 - - - - Palomar Airport Waterline Realignment 2,332,999 - - - - - - Pressure Reducing Station Program 5,831,037 600,000 600,000 600,000 600,000 600,000 6,000,000 Rancho Carlsbad Groundwater Supply 200,000 - - 125,000 - - 1,425,000 Recycled Water Phase 3 - Reservoir 980,001 (800,000) - - - - - Reservoir Repair and Maintenance Program 5,850,000 2,040,000 - - - - 6,680,000 San Luis Rey Mission Basin Groundwater Supply - - - - - - - Santa Fe II Inlet Pipeline 529,650 - 206,000 115,000 1,920,000 - - Santa Fe II Reservoir Site Electrical Improvements 183,581 110,000 - - - - - SCADA Improvements 7,132,599 2,413,000 611,000 - - - - Tri-Agency Water Transmission Pipeline Replacement 3,618,973 (1,290,000) 431,000 3,585,000 4,630,000 - - Valley and Magnolia Complete Streets 71,000 - 650,000 - - - - Water Infrastructure Condition Assessment Program 2,190,001 410,000 420,000 420,000 450,000 450,000 4,730,000 Water Loss Monitoring Program 349,999 (182,911) - - - - - Water System Rehabilitation and Replacement 12,258,370 2,800,000 3,000,000 3,000,000 3,000,000 3,000,000 40,970,000 Water Valve Repair/Replacement Program 7,859,998 960,000 960,000 960,000 1,000,000 1,000,000 10,760,000 Technology Investment Projects
Meter Data Management/Utility Analytics - - 550,000 - - - - Utility Billing Automation - - 75,000 - - - - Utility Billing Portal 90,000 - - - - - - Total Project Expenditures 71,533,459 4,192,680 16,727,000 19,973,000 19,688,000 5,240,000 71,105,000 ENDING FUND BALANCE N/A 17,241,013$ 6,701,400$ (7,305,234)$ (21,240,652)$ (20,665,498)$ (32,174,903)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38
BEGINNING FUND BALANCE N/A 12,323,061$ 14,417,661$ 10,694,661$ 10,113,661$ 11,481,261$ 13,030,821$

REVENUES
Transfer from Recycled Water Operating Fund 1,600,000 1,760,000 1,936,000 2,129,600 2,342,560 23,425,600 Total Revenues N/A 1,600,000 1,760,000 1,936,000 2,129,600 2,342,560 23,425,600

CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements 250,000$ - 1,000,000 - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) 4,057,710 767,000 949,000 1,992,000 237,000 268,000 2,650,000 Carlsbad Water Recycling Facility Irrigation and Landscape 175,000 (140,000) - - - - - Carlsbad Water Recycling Facility Roof Replacement 225,000 156,000 - - - - - Cathodic Protection Program - 100,000 100,000 - - - - Orion Center 2,715,599 (2,515,600) 2,516,000 - - - - Recycled Water Condition Assessment Program 750,001 50,000 50,000 50,000 50,000 50,000 590,000 Recycled Water Phase 3 - Reservoir 3,319,997 200,000 - - - - - Recycled Water Pipeline Replacement - 350,000 350,000 350,000 350,000 350,000 5,060,000 Recycled Water Valve and Appurtenance Replacement Program 380,000 - 120,000 125,000 125,000 125,000 1,330,000 Reservoir Condition Assessment and Repair Program - 200,000 - - - - - SCADA Improvements 1,658,400 338,000 398,000 - - - - Total Project Expenditures 13,531,708 (494,600) 5,483,000 2,517,000 762,000 793,000 9,630,000 ENDING FUND BALANCE N/A 14,417,661$ 10,694,661$ 10,113,661$ 11,481,261$ 13,030,821$ 26,826,421$

WATER REPLACEMENT - RECYCLED

WATER REPLACEMENT - POTABLE
June 13, 2023
Item #9 Page 114 of 542
I-42

June 13, 2023
Item #9 Page 115 of 542
I-43
G

LOSSARY OF CAPITAL PROJECT FUNDING SOURCES
B
TD#2 – Bridge and Thoroughfare District No. 2
developer fees are paid to partially fund the Poinsettia Lane and Aviara Parkway street construction project.

B
TD#3 – Bridge and Thoroughfare District No. 3
developer fees are paid to partially fund Cannon Road
improvements.

C
DBG – Community Development Block Grants are
allocated by the federal government to help develop
viable urban communities for low and moderate income
households.

C
FD #1 – The City of Carlsbad Community Facilities
District No. 1 (Mello-Roos) funds civic projects, I-5
interchange projects, and road segments.

Fe
deral Grants (FED GRNT) – Federal Grants such as
Highway Bridge Program funding.

Gas Ta
x – Gas Tax revenues for street projects are received under the Streets & Highways Code of the State of California.

Ga
s Tax 1B – Gas Tax revenues for street projects specifically for road maintenance and rehabilitation are received under the Streets & Highways Code of the State of California.

G
eneral Capital Construction (GCC) – General Capital Construction funds, created through fund transfers from the city's General Fund, are used to fund various municipal and other capital projects.

Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major maintenance and replacement of the city’s infrastructure.

O
ther – Sources include revenues related to pending financing districts, property owner contributions, and contributions from other agencies.

Pa
rk-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development. PIL fees are segregated by quadrant to fund park projects in those quadrants.

Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer Planned Local Drainage Fees. PLD fees are segregated by drainage area.

Pu
blic Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic facilities, park development, streets, traffic signals, and other facilities.

Se
wer Connection (SEWER CONN) – Development fees include Sewer Connection charges for expansion of sewer lines and facilities.

June 13, 2023
Item #9 Page 116 of 542
I-44
Se
wer Replacement (SEWER REPL) – Sewer Replacement is part of sewer user fees and pays for repair and replacement of the city's existing sewer system.

T
ransportation Development Act (TDA) – City street and bicycle projects can receive funding from Transportation Development Act sales tax receipts.

T
raffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street construction and improvement projects. I-55
T
ransNet (TRNSNT-BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange and local road improvement projects.

W
ater Connection (WATER CONN) – Development fees include Major Facility Fees used to fund expansion of water lines and ancillary water facilities.

Wa
ter Replacement (WATER REPL) – Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing potable water lines and facilities.

Wa
ter Recycled (RECL WATER) – Revenues used to fund new Recycled Water projects; revenues for Phase III expansion includes grant and loan funds.

Wa
ter Recycled Replacement (RECL REPL) – Recycled Water Replacement funds are included in utility rates and pay for the repair and replacement of existing recycled water lines and facilities.

Z
one 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor. The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment June 13, 2023
Item #9 Page 117 of 542
RESOLUTION NO. 2023-161

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,

CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET, STRATEGIC

DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2023-24 FOR THE CITY OF

CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN

APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the City Council of the City of Carlsbad, California, has reviewed the proposed final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for fiscal year (FY) 2023-24 and has held such public hearings as are necessary prior to adoption of the final budgets.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows:

1. That the above recitations are true and correct.

2. That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled "Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program" presented at the Joint Special Meeting on May 23, 2023 as Exhibit 1 to Item No. 9, as amended, if necessary, in accordance with Attachments A-A3, 8-82, C and D to this Exhibit 4 are adopted as the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for the City of Carlsbad for FY 2023-24 along with the program options and adjustments, if any, determined by the City Council as set forth in the minutes of this Joint Special Meeting on June 13, 2023.

3. That the amounts reflected as estimated revenues for FY 2023-24 as shown in Attachments A-A2 and B are adopted as the budgeted revenues for FY 2023-24.

4. That the amounts as designated as the FY 2023-24 Budget request in Attachments A-A3, 8-82 and D are appropriated to the department or fund for which they are designated, and such appropriation shall not be increased except as provided in this resolution.

5. That the items and amounts as shown in Attachment E are adopted as major capital outlay items for FY 2023-24.

Exhibit 4
June 13, 2023 Item #9 Page 118 of 542

6. That total appropriations for each fund may only be increased or decreased by the City Council by passage of a resolution amending the budget except as provided in this resolution.

7. That the following controls are placed on the use and transfer of budget funds:

A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the City Council or City Manager as described below. i. The City Manager may authorize all transfers of funds from account to account within any department.
ii. The City Manager may authorize transfers of funds between departments within the same fund in an amount up to $100,000 per transfer. iii. The City Manager may authorize transfers of funds from the Housing Trust Fund to the Section 8 Housing Fund program administration to support the program's fund balance and aid in the expansion of the program if costs exceed budget related to administration, payroll, vouchers, and related costs. iv. The City Manager may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue designated for the specific purpose. v. The City Manager may authorize budget adjustments to increase the appropriation for the Workers' Compensation and Risk Management Funds' operating budgets in an amount equal to the increases in costs of claims expenses or estimated losses and liabilities.
vi. The City Manager may authorize increases of 15% or less to purchasing authority for capital outlay items requiring the City Council to act as the awarding authority approved in the budget process.
vii. The City Manager may authorize budget adjustments to increase the appropriation for earned leave accrual expenses and liabilities. viii. The City Manager may authorize budget adjustments to increase the appropriation for unforeseen legal expenses and liabilities.

June 13, 2023 Item #9 Page 119 of 542
ix. The City Manager may authorize budget adjustments to increase the appropriation for Mutual Aid expenses in an amount equal to the increases in amounts to be reimbursed by other agencies.
x. The City Council must authorize all transfers of funds from the City Council's Contingency Account.
xi. The City Manager may delegate any of the authority given to the City Manager under this resolution.

B. The City Council must authorize any increase in the number of authorized permanent personnel positions above the level identified in Attachment C.

C. The City Manager may authorize the hiring of temporary or part-time staff as necessary within the limits imposed by the controls listed above.

8. That the legal level of budgetary control is the fund level. Budgets may not legally be exceeded at the fund level without appropriate authorization by the City Council.

9. That interest earned on grants may be appropriated during the year for the purpose for which the grant was received.

10. That all appropriations in the Capital Improvement Program remaining unexpended at June 30, 2023, are appropriated to FY 2023-24 in their respective project budgets.

11. That all appropriations in the Strategic Digital Transformation Investment Program remaining unexpended at June 30, 2023, are appropriated to FY 2023-24 in their respective project budgets.

12. That.all appropriations in the Operating Budget remaining unexpended at June 30, 2023 related to developer deposits received for developer-funded studies not yet completed or grant awards received or expected for projects that are continuing into the next fiscal year are appropriated to FY 2023-24.

13. That all appropriations for outstanding encumbrances as of June 30, 2023, are continued into FY 2023-24 for such contracts or obligations.

June 13, 2023 Item #9 Page 120 of 542
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 13th day of June, 2023, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

Blackburn, Bhat-Patel, Acosta, Burkholder, Luna.

None.

KEITH BLACKBURN, Mayor
LsHERRY FREISINGER, City Clerk
t• - (SEAL)
June 13, 2023 Item #9 Page 121 of 542
B‐23
SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2022 Fund July 1, 2022 Revenues Expenditures June 30, 2023 Fund Balance General Fund 122,554,527$      * 207,801,063$   212,492,054$   117,863,536$   * ‐3.8% Special Revenue Funds
Affordable Housing 17,341,701    884,406   288,618     17,937,489       3.4% Agricultural Mitigation Fee 1,186,588       13,500      392,687      807,401   ‐32.0% Buena Vista Channel Maintenance District 1,527,280       119,095   195,245      1,451,130     ‐5.0% Citizens' Option for Public Safety 389,368     287,200   265,705      410,863   5.5% Co
mmunity 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 (20 0,336)    4,971,351      5,155,035        (384,020)       91.7% Vehicle Maintenance 150,341     4,725,118      4,017,238        858,221   470.9% Vehicle Replacement 18,715,868    3,970,753      7,398,750        15,287,871       ‐18.3% Information Technology 9,349,922       16,542,819   17,086,055     8,806,686     ‐5.8% Total Internal Service Funds 29,099,936    44,218,896   39,924,078     33,394,754       14.8% Successor Agency Housing Trust Fund 1,150,471       1,008,646      1,038,203        1,120,914     ‐2.6% Total Operating Funds 252,069,894$      360,853,940$   359,741,131$   253,182,703$   0.4% * For the General Fund only , this represents unassigned fund balance.

Attachment A
June 13, 2023
Item #9 Page 122 of 542
B‐24
SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2023 Fund June 30, 2023 Revenues Budget June 30, 2024 Fund Balance General Fund 117,863,536$        * 212,012,126$      211,709,604$      118,166,058$     *0 . 3 % Special Revenue Funds
Affordable Housing 17,937,489    581,663    668,530   17,850,622    ‐0.5% Agricultural Mitigation Fee 807,401    13,000    ‐      820,401     1.6% Buena Vista Channel Maintenance District 1,451,130      116,000     195,245    1,371,885    ‐5.5% Citizens' Option for Public Safety 41 0,863    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 Di strict 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% Pu
blic Safety Grants ‐      ‐     ‐      ‐    0.0%
Recreation Donations 281,549    49,200    81,200    249,549     ‐11.4% Rental Assistance 186,845    11,334,677    11,339,700    181,822     ‐2.7% Senior Donations 276,916     18,500   33,500   261,916     ‐5.4% Street Lighting Maintenance District 2,796,607    1,024,754     1,100,077     2,721,284    ‐2.7% Street Tree Maintenance District 100,393     1,005,000     1,004,763     100,630     0.2% Tyler Court Apartments 1,357   774,967    604,523   171,801     12560.4% Total Special Revenue Funds 35,530,458   19, 535,386   20,247,304    34,818,540     ‐2.0% Enterprise Funds
Water Operations 30,725,456    48,149,000    54,759,803    24,114,653    ‐21.5% Recycled Water Operations 4,123,305    8,926,380     11,849,122    1,200,563    ‐70.9% Wastewater Operations 12,960,480    22,356,000    23,068,138    12,248,342    ‐5.5% Solid Waste Management 11,620,835    3,165,200     5,950,634     8,835,401    ‐24.0% Golf Course 5,842,965    10,249,500    10,121,000    5,971,465    2.2% Total Enterprise Funds 65,273,041   92,846,080   105,748,697    52,370,424     ‐19.8% Internal Service Funds
Workers' Compensation 8,825,996    6,098,510     5,157,892     9,766,614    10.7% Risk Management (384,020)   7,109,660     6,718,232     7,408     ‐101.9% Vehicle Maintenance 858,221     3,632,863     3,696,339     794,745     ‐7.4% Vehicle Replacement 15,287,871    4,311,539     1,068,564     18,530,846    21.2% Information Technology 8,806,686    17,204,775    16,637,475    9,373,986    6.4% Total Internal Service Funds 33,394,754     38,357,347     33,278,502    38,473,599    15.2% Successor Agency Housing Trust Fund 1,120,914     ‐      1,059,500     61,414    ‐94.5% Total Operating Funds 253,182,703$         362,750,939$      372,043,607$      243,890,035$     ‐3.7% * For the Gene
ral Fund only, this represents unassigned fund balance.

June 13, 2023
Item #9 Page 123 of 542
B‐25
SCHEDULE OF REVENUE ESTIMATES
2022‐23 2023 ‐24 Change as % Difference
2021‐22 Estimated Estimated of   2022‐23 2022 ‐23 to
Revenue Source Actuals Revenue Revenue Estimated 2023 ‐24 General Fund
Taxes
Property Tax 80,015,372 $       81,509,276$     84,246,868$      3.4% 2,737,592$ Sales Tax 51,175,423    51,379,433   51,064,943    ‐0.6% (314,490) Transient Occupancy Tax 32,402,771   32,500,000   32,861,193    1.1% 361,193 Franchise Tax 6,370,942   6,971,000   7,084,717   1.6% 113,717 Business License Tax 6,619,296   6,242,000   6,435,502   3.1% 193,502 Transfer Tax 2,178,717   1,570,000   1,624,950   3.5% 54, 950 Total Taxes 178,762,521   180,171,709    183,318,173    1.8% 3,146,464 Intergovernmental
Homeowners Exemption 338,265     353,000    353,000     0.0% ‐ Other Intergovernmental 7,387,339   821,418    657,951     ‐19.9% (163,467) Total Intergovernmental 7,725,604   1,174,418   1,010,951   ‐13.9% (163,467) Licenses and Permits
Building Permits 1,691,494   1,800,000   1,250,000   ‐30.6% (550,000) Other Licenses and Permits 1,054,108   867,980    850,500     ‐2.0% (17,480) Total Licenses And Permits 2,745,602   2,667,980   2,100,500   ‐21.3% (567,480) Charges for Services
Planning Fees 698,900     476,8 00    445,000     ‐6.7% (31,800) Building Department Fees 863,329     1,008,000   860,000     ‐14.7% (148,000) Engineering Fees 933,326     929,100    772,000     ‐16.9% (157,100) Ambulance Fees 3,425,287   4,430,000   6,330,000   42.9% 1,900,000 Recreation Fees 2,701,108   2,529,837   2,598,600   2.7% 68,763 Other Charges or Fees 1,715,034   1,202,575   1,584,245   31.7% 381,670 Total Charges For Services 10,336,984   10,576,312   12,589,845    19.0% 2,013,533 Fines and Forfeitures 342,948     355,770    276,200     ‐22.4% (79,570) Income from Investments and Property (5,524,578)   6,021,288   5,948,225   ‐1.2% (73,063) Interdepartmental Charges 5,314,617   5,375,335   5,746,232   6.9% 370,897 Other Revenue Sources 1,351,103   1,458,251   1,022,000   ‐29.9% (436,251) Total General Fund 201,054,801$        207,801,063$     212,012,126$        2.0% 4,211,063$ * Interest is calculated on an amortized cost basis.

Attachment A2
June 13, 2023
Item #9 Page 124 of 542
B‐26
SCHEDULE OF REVENUE ESTIMATES

2022‐23 2023 ‐24 Change as %D i f f e r e n c e
2021‐22 Estimated Estimated of   2022 ‐23 2022 ‐23 to
Revenue Source Actuals Revenue Revenue Estimated 2023 ‐24 Special Revenue Funds
Affordable Housing
Affordable Housing Fees 342,149$               247,946$               247,000$               ‐0.4% (946)$ Property Tax ‐                          ‐                          ‐                          0.0% ‐ Interest Income (491,215)                587,196                  329,663                  ‐43.9% (257,533) Other Revenue 1,112,930              49,264                    5,000                      ‐89.9% (44,264) Total Affordable Housing 963,864                  884,406                  581,663                  ‐34.2% (302,743) Agricultural Mitigation Fee
Ag ricultural Mitigation Fees 210,100                   ‐                           ‐                           0.0% ‐ Interest Income (49,135)                    13,500                    13,000                    ‐ 3.7% (500) Total Agriculutural Mitigation Fee 160,965                   13,500                    13,000                    ‐ 3.7% (500) Buena Vista Channel Maintenance
Assessment Fees 161,000                  100,000                  100,000                  0.0% ‐ Interest Income (61,578)                   19,095                    16,000                    ‐16.2% (3,095) Total Buena Vista Channel Maintenance 99,422                    119,095                  116,000                  ‐2.6% (3,095) Citizens' Option for Public Safety
State Funding (AB3229) 283,504                  282,500                  250,000                   ‐11.5% (32,500) Interest Income (16,893)                   4,700                      2,500                      ‐46.8% (2,200) Total Citizens' Option For Public Safety 266,611                  287,200                  252,500                  ‐12.1% (34,700) Community Activity Grants
Interest Income (45,969)                   12,000                    12,000                    0.0% ‐ Total Community Activity Grants (45,969)                   12,000                    12,000                    0.0% ‐ Community Development Block Grant
Federal Grant 1,036,043              508,874                  545,490                  7.2% 36,616 Interest Income 50,419                    10,047                    10,147                    1.0% 100 Other Revenue 325,511                  182,388                  29,638                     ‐83.8% (152,750) Total Community Dev. Block Grant 1,411,973              701,309                  585,275                  ‐16.6% (116,034) Cultural Arts Donations
Donations 48,000                    25,000                    ‐                          ‐100.0% (25,000) Interest Income (14,453)                   3,424                      3,424                      0.0% ‐ Total Cultural Arts Donations 33,547                    28,424                    3,424                      ‐88.0% (25,000) Habitat Mitigation Fee
Mitigation Fees 64,552                    51,562                    ‐                          ‐100.0% (51,562) Interest Income 648                         440                         ‐                          ‐100.0% (440) Total Habitat Mitigation Fee 65,200                    52,002                    ‐                          ‐100.0% (52,002) June 13, 2023
Item #9 Page 125 of 542
B‐27
SCHEDULE OF REVENUE ESTIMATES

2022‐23 2023 ‐24 Change as % Difference
2021‐22 Estimated Estimated of   2022‐23 2022 ‐23 to
Revenue Source Actuals Revenue Revenue Estimated 2023 ‐24 Special Revenue Funds ‐ Continued
Library And Arts Endowment Fund
Interest Income (11,044)$                2,500$                    2,500$                    0.0% ‐$ Total Library And Arts Endowment Fund (11,044)                   2,500                      2,500                      0.0% ‐ Library Gifts/Bequests
Gifts and Bequests 248,851                  120,000                  74,000                    ‐38.3% (46,000) Interest Income (73,328)                   16,500                    16,500                    0. 0% ‐ Total Library Gifts/Bequests 175,523                  136,500                  90,500                    ‐33.7% (46,000) Lighting And Landscaping District 2
Assessment Fees 661,641                  686,700                  781,200                  13.8% 94,500 Interest Income (201,598)                73,043                    73,700                    0.9% 657 Total Lighting And Landscaping Dist. 2 467,567                  759,743                  854,900                  12.5% 95,157 Local Cable Infrastructure Fund
Cable Fees 301,514                  290,000                  275,000                  ‐5.2% (15,000) Interest Income (32,840)                   9,000                      7,000                      ‐22.2% (2,000) Total Local Cable Infrastructure F und 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% ‐ To
tal 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 Po lice Grants 171,776                   301,796                  ‐                          ‐100.0% (301,796) Recreation Donations
Donations 67,052                    55,981                    46,500                    ‐16.9% (9,481) Interest Income (13,157)                   2,730                      2,700                      ‐1.1% (30) Total Recreation Donations 53,895                    58,711                    49,200                    ‐16.2% (9,511) June 13, 2023
Item #9 Page 126 of 542
B‐28
SCHEDULE OF REVENUE ESTIMATES

2022‐23 2023 ‐24 Change as %D i f f e r e n c e
2021‐22 Estimated Estimated of   2022‐23 2022 ‐23 to
Revenue Source Actuals Revenue Revenue Estimated 2023 ‐24 Special Revenue Funds ‐ Continued
Rental Assistance
Federal Grant 8,933,219$            8,988,081$            9,035,487$            0.5% 47,406$ Other Revenue 1,109,397              1,862,580              2,299,190              23.4% 436,610 Total Rental Assistance 10,042,616            10,850,661            11,334,677            4.5% 484,016 Senior Donations
Donations 3,035                      6,400                      5,000                      ‐21.9% (1,400) Interest Income (12,822)                   3,500                      3,500                      0.0% ‐ Other Revenue 11,137                     10,746                    10,000                    ‐6.9% (746) Total Senior Donations 1,350                      20,646                    18,500                    ‐10.4% (2,146) Street Lighting
Assessment Fees 739,284                  740,000                  740,000                  0.0% ‐ Other Revenue 155,790                  228,222                  254,754                  11.6% 26,532 Interest Income (117,704)                32,750                    30,000                    ‐8.4% (2,750) Total Street Lighting 777,370                  1,000,972              1,024,754              2.4% 23,782 Street Tree Maintenance
Assessment Fees 471,860                  470,000                  470,000                  0.0% ‐ Other Revenue 440,239                  450,500                  535,000                  18.8% 84,500 Total Street Tree M aintenance 912,099                  920,500                  1,005,000              9.2% 84,500 Tyler Court Apartments
Rental Income 649,402                  680,000                  772,982                  13.7% 92,982 Other Revenue 3,196                      1,472                      1,985                      34.9% 513 Interest Income 69                            ‐                          ‐                          0.0% ‐ Total Tyler Court Apartments 652,667                  681,472                  774,967                  13.7% 93,495 Total Special Revenue Funds 17,754,767$          18,701,551$          19,535,386$          4.5% 833,835$ June 13, 2023
Item #9 Page 127 of 542
B‐29
SCHEDULE OF REVENUE ESTIMATES

2022‐23 2023 ‐24 Change as %D i f f e r e n c e
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) Go
lf Course Operations
Charges for Services 10,424,281            10,437,122            10,085,000            ‐3.4% (352,122) Interest Income (103,721)                68,675                    84,000                    22.3% 15,325 Other Revenue 102,878                  80,500                    80,500                    0.0% ‐ Total Golf Course Operations 10,423,438            10,586,297            10,249,500            ‐3.2% (336,797) Total Enterprise Funds 86,866,628$          89,123,784$          92,846,080$          4.2% 3,722,296$ June 13, 2023
Item #9 Page 128 of 542
B‐30
SCHEDULE OF REVENUE ESTIMATES

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

Property Tax Increment 848,207                  954,059                  ‐                          ‐100.0% (954,059) Interest Income 54,646                    54,587                    ‐                          ‐100.0% (54,587) Total Successor Agency Housing Fund 902,853                  1,008,646              ‐                          ‐100.0% (1,008,646) Total Trust Funds 902,853$               1,008,646$            ‐$                        ‐100.0% (1,008,646)$ Total Operating Funds 336,338,008$        360,853,940$        362,750,939$        0.5% 1,896,999$ June 13, 2023
Item #9 Page 129 of 542
B‐31
SCHEDULE OF BUDGET EXPENDITURES
2022‐23 Change as %
2020‐21 2021 ‐22 Estimated 2022‐23 2023‐ 24 of 2022‐23 Department Actuals Actuals Expenditures Budget Budget Budget General Fund
Policy And Leadership Group
City Council 487,977$          534,144$           546,770$         652,220$           607,078$           ‐6.9% City Attorney 2,036,466     2,081,883    2,000,000     2,033,508     2,115,596    4.0% City Clerk 1,207,035     1,296,312    1,300,000     1,394,162     1,274,455    ‐8.6% City Manager 1,939,537     2,013,122    2,058,720     2,156,145     2,184,823    1.3% City Treasurer 235,400      243,289      214,500    249,945      279,149      11.7% Com
munication & Engagement 1,493,938     2,037,551    2,029,500     1,979,186     1,953,098    ‐1.3% Total Policy And Leadership Group 7,400,353      8,206,301     8,149,490      8,465,166      8,414,199     ‐0.6% Administrative Services
Administration ‐     706,556      741,397    747,797      784,107      5% Finance 5,810,863     5,623,094    5,300,000     5,472,176     5,323,368    ‐2.7% Human Resources 4,359,159     4,388,148    4,829,000     5,264,775     5,029,995    ‐4.5% Innovation & Economic Development 1,427,603     1,334,163    2,579,800     2,585,951     2,608,489    0.9% Total Administrative Services 11,597,625      12,051,961     13,450,197      14,070,699       13,745,959     ‐2.3% Community Services
Community Services Administration 654,001      663,579      675,000    675,917      585,411      ‐13.4% Community Development 10,715,350    12,064,408    10,690,000     10,384,700     11,012,958    6.0% Housing & Homeless Services ‐     ‐      2,657,643     3,134,115     2,765,195    ‐12% Library & Cultural Arts 12,344,689    13,024,082    13,262,900     14,088,425     13,637,285    ‐3.2% Parks & Recreation 16,786,632    19,251,458    21,597,193     21,167,014     21,055,565    ‐0.5% Total Community Services 40,500,672      45,003,527     48,882,736      49,450,171      49,056,414     ‐0.8% Public Safety
Fire 30
,712,871    33,684,622    38,995,265     37,756,943     37,882,886    0.3% Police 47,615,546    50,824,125    56,456,326     51,240,884     55,615,155    8.5% Total Public Safety 78,328,417      84,508,747     95,451,591      88,997,827      93,498,041     5.1% Public Works
Public Works Administration 1,808,997     1,760,326    1,414,235     1,440,649     1,562,272    8.4% Construction Management & Inspection 2,728,545     2,909,255    3,301,343     3,262,768     3,257,906    ‐0.1% Environmental Sustainability 1,030,453     1,238,207    1,030,986     1,159,789     1,178,783    1.6% Fleet & Facilities 5,341,736     6,297,998    8,001,952     6,768,736     7,497,115    10.8% Tr
ansportation 7,553,800     8,048,352    9,223,272     9,707,559     9,732,215    0.3% Total Public Works 18,463,531      20,254,138     22,971,788      22,339,501      23,228,291     4.0% Miscellaneous Non‐Departmental Expenditures
Community Contributions 2,595      ‐      ‐       ‐       ‐      ‐ Dues & Subscriptions 72,714      75,069      80,000    80,000      80,000      0.0% Legal Services 755,312      519,683      275,000    1,000,000     750,000      ‐25.0% Professional Services 34,194      33,980      45,000    41,658      39,700      ‐4.7% Other Miscellaneous Expenditures 1,055,650     50,787      60,000    100,000      100,000      0.0% Personnel Related 184,337       155,595      144,000    1,050,000     1,637,000    55.9% COVID‐related 245,579      177,677      44,000    ‐       ‐      ‐ Vacancy savings ‐     ‐      (2,000,000)     (2,000,000)     (2,000,000)    0.0% Property Tax & Other Administration 759,165      725,588      730,000    750,000      750,000      0.0% Total Miscellaneous Non‐Departmental Expenditures 3,109,546      1,738,379     (622,000)       1,021,658      1,356,700     32.8% Attachment A3
June 13, 2023
Item #9 Page 130 of 542
B‐32
SCHEDULE OF BUDGET EXPENDITURES

2022‐23 Change as %
2020‐21 2021 ‐22 Estimated 2022‐23 2023 ‐24 of 2022‐23 Department Actuals Actuals Expenditures Budget Budget Budget General Fund ‐ Continued
Transfers
Transfer to General Capital Construction Fund 4,500,000 $ 13,283,056$ 3,956,000$ 3,956,000$ 11,600,000$ 0.0% Transfer to Infrastructure Replacement Fund 4,500,000 283,000 3,956,000 3,956,000 4,200,000 0.0% Transfer from Infrastructure Replacement Fund ‐ ‐ ‐ ‐ ‐ ‐ Transfer to Technology Investment Capital Fund 10,656,000 3,956,000 3,956,000 4,200,000 Transfer To LLD#1 (Medians & Trees) 700,000 1,390,000 1,400,000 1,400,000 1,570,000 0.0% Transfer To Storm Water Program 281,040 322,000 332,000 332,000 340,000 0.0% Other Miscellaneous Transfers 47,031,506 993,748 10,608,252 ‐ ‐ ‐ 100.0% Total Transfers 57,012,546 26,927,804 24,208,252 13,600,000 21,910,000 61.1% Total Miscellaneous Non‐Departmental 60,122,092 28,666,183 23,586,252 14,621,658 23,266,700 59.1% Subtotal General Fund 216,412,690 198,690,857 212,492,054 197,945,022 211,209,604 6.7% Contingencies ‐ ‐ ‐ 500,000 500,000 0.0% Total General Fund 216,412,690$ 198,690,857$ 212,492,054$ 198,445,022$ 211,709,604$ 6.7% Special Revenue Funds
Affordable Housing 4,674,625$ 237,513$ 288,618$ 393,385$ 668,530$ 69.9% Agricultural Mitigation Fee ‐ ‐ 392,687 ‐ ‐ ‐ Buena Vista Channel Maintenance 80,982 75,104 195,245 195,245 195,245 0.0% Citizens' Option For Public Safety 263,590 181,912 265,705 265,705 295,298 11.1% Community Activity Grants ‐ ‐ ‐ 30,000 30,000 0.0% Community Development Block Grant 936,783 1,429,464 728,372 636,728 702,305 10.3% Cultural Arts Donations 25,447 37,840 85,489 131,750 148,750 12.9% Flower Fields Grant Program ‐ ‐ ‐ ‐ ‐ ‐ Habitat Mitigation Fee 16,961 14,535 52,002 ‐ ‐ ‐ Library And Arts Endowment Fund ‐ 480 4,000 6,000 6,000 0.0% Library Gifts/Bequests 144,279 137,515 275,041 394 ,467 462,785 17.3% Lighting And Landscaping District 2 287,307 258,171 335,033 338,070 367,500 8.7% Local Cable Infrastructure Fund 336,001 403,843 435,000 395,006 538,956 36.4% Median Maintenance 1,036,374 1,067,645 1,476,870 1,329,900 1,396,580 5.0% Opioid Settlement Fund ‐ ‐ ‐ ‐ 21,466 ‐ Parking In Lieu 48,244 49,674 53,000 53,000 56,000 5.7% Permanent Local Housing Allocation ‐ ‐ ‐ ‐ 1,119,126 ‐ Police Asset Forfeiture 54,225 12 ,228 105,869 125,000 75,000 ‐40.0% Public Safety Grants 117,267 78,602 321,281 ‐ ‐ ‐ Recreation Donations 26,165 38,755 84,809 81,009 81,200 0.2% Rental Assistance 9,024,886 10,081,418 10,860,729 10,409,089 11,339,700 8.9% Senior Donations 5,367 37,796 43,500 50,500 33,500 ‐33.7% Street Lighting 777,332 927,419 916,850 1,065,393 1,100,077 3.3% Street Tree Maintenance 750,272 816,583 1,075,168 880,235 1,004,763 14.1% Tyler Court Apartments 474,209 915,040 748,339 540,716 604,523 11.8% Total Special Revenue Funds 19,080,316 $ 16,801,537$ 18,743,607$ 17,321,198$ 20,247,304$ 16.9% June 13, 2023
Item #9 Page 131 of 542
B‐33
SCHEDULE OF BUDGET EXPENDITURES

2022‐23 Change as %
2020‐21 2021 ‐22 Estimated 2022‐23 2023 ‐24 of 2022‐23 Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds
Water Operations 47,685,382 $         44,316,249$       48,000,000$        49,715,832$       54,759,803$       10.1% Recycled Water Operations 7,603,103              8,124,171            9,000,000             11,206,521         11,849,122         5.7% Wastewater Operations 13,053,207            12,909,801         16,900,000          16,999,568         23,068,138         35.7% Solid Waste Management 5,003,349              4,744,618            4,982,227             5,801,402            5,950,634            2.6% Golf Course Operations 6,832,769              8,345,328            8,660,962             9,195,000            10,121,000         10.1% Total En
terprise Funds 80,177,810$         78,440,167$       87,543,189$        92,918,323$       105,748,697$     13.8% Internal Service Funds
Workers' Compensation 3,408,864$           6,980,247$         6,267,000$          4,507,014$         5,157,892$         14.4% Risk Management 2,675,135             4,519,731            5,155,035             3,780,570            6,718,232            77.7% Self‐Insured Benefits 1,834,163             ‐                       ‐                         ‐                       ‐                       ‐ Vehicle Maintenance 3,239,389             3,523,778            4,017,238             3,506,140            3,696,339            5.4% Vehicle Replacement 2,342,065             2,494,913            7,398,750             5,293,745            1,068,564            ‐79.8% Information Technology 13,917,753           13,264,070         17,086,055          15,477,967          16,637,475         7.5% Total Internal Service Funds 27,417,369$         30,782,739$       39,924,078$        32,565,436$       33,278,502$       2.2% Trust Funds
Successor Agency Housing Fund 239,902$               120,799$             1,038,203$          1,068,845$         1,059,500$         ‐0.9% Total Trust Funds 239,902$              120,799$             1,038,203$          1,068,845$         1,059,500$         ‐0.9% Total Operating Funds 343,328,087$       324,836,099$     359,741,131$      342,318,824$     372,043,607$     8.7% June 13, 2023
Item #9 Page 132 of 542
I-12

PROJECTED FUND BALANCES FOR FISCAL YEAR
2022 -23
July 1, 2022 Projected June 30, 2023
Unres
erved 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 1,22 8,365 151,270 - 37,692,461 Water - Recycled (10,898,586) - 1,817,501 - (12,716,086) Water Replacement - Potable 60,406,854 5,828,758 7,943,220 - 58,292,392 Water Replacement - Recycled 17,792,436 1,221,177 575,782 - 18,437,831 Total 513,504,037$ 47,165,341$ 66,670,055$ 515,984$ 493,483,340$ Attachment B
June 13, 2023
Item #9 Page 133 of 542
I-13

PROJECTED FUND BALANCES FOR FISCAL YEAR
2023 -24

July 1, 2023 June 30, 2023 July 01, 2023 2023-24 June 30, 2024 Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 2,430,638$ - 401,346$ - 401,346$ 2,029,292$ BTD#3 - Cannon Road West 533,390 - - - - 533,390 CFD #1 - Citywide 99,464,452 3,345,149$ 33,545,577 37,452,000$ 70,997,577 31,812,024 Gas Tax 13,567,058 2,985,297 14,937,402 1,479,123 16,416,525 135,830 Gas Tax (Road Maint. & Rehab Acct.) 3,649,691 2,857,289 3,256,447 3,070,000 6,326,447 180,533 General Capital Const. 33,104,906 11,600,000 21,173,902 7,897,000 29,070,902 15,634,004 Grants - Federal 1,739 9,774,840 2,885,895 8,000,000 10,885,895 (1,109,316) Grants - State - 5,000,000 - 5,000,000 5,000,000 - Infrastructure Replacement 113,042,499 4,200,000 32,378,582 11,107,000 43,485,582 73,756,917 Other 998,898 - 323,489 - 323,489 675,409 Park Fee Zones 5,13,16, 17, 18 4,965,237 113,019 - - - 5,078,256 Park-In-Lieu NE 4,835,020 - 614,000 424,000 1,038,000 3,797,020 Park-In-Lieu NW 2,957,406 3,013,278 2,575,063 1,922,000 4,497,063 1,473,621 Park-In-Lieu SE 2,143,301 449,289 161,805 212,000 373,805 2,218,785 Park-In-Lieu SW 849,836 439,078 219,562 - 219,562 1,069,352 Planned Local Drainage Area A 964,507 30,974 46,208 - 46,208 949,274 Planned Local Drainage Area B 1,700,315 357,095 7,828 - 7,828 2,049,582 Planned Local Drainage Area C 1,579,658 283,664 31,335 75,000 106,335 1,756,986 Planned Local Drainage Area D 948,230 108,453 23,251 - 23,251 1,033,433 Public Facilities Fee 29,420,853 2,947,263 4,331,467 (47,000) 4,284,467 28,083,648 Sewer Connection 4,757,055 77 7,098 4,019,732 1,195,000 5,214,732 319,421 Sewer Replacement 16,556,916 10,445,506 28,077,191 6,152,500 34,229,691 (7,227,269) Traffic Impact Fee 20,089,110 4,743,682 17,505,669 3,590,000 21,095,669 3,737,122 Transnet/Local 33,216,028 5,886,000 27,489,757 5,640,000 33,129,757 5,972,270 Water - Potable 37,692,461 2,637,428 11,264,751 811,000 12,075,751 28,254,138 Water - Recycled (12,716,086) 15,998,990 2,957,903 - 2,957,903 325,000 Water Replacement - Potable 58,292,392 6,348,536 43,207,235 4,192,680 47,399,915 17,241,013 Water Replacement - Recycled 18,437,831 1,600,000 6,114,770 (494,600) 5,620,170 14,417,661 Total 493,483,340$ 95,941,926$ 257,550,167$ 97,677,703$ 355,227,870$ 234,197,396$ June 13, 2023
Item #9 Page 134 of 542
I-14

REVENUE PROJECTIONS SCHEDULE

2019-20 2020-21 20 21-22 2022-23 2023-24
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 217,466$ 22,020$ (497,154)$ 1,881,644$ - BTD#3 - Cannon Road West 17,696 949 (21,419) 7,063 - CFD #1 - Citywide 5,736,415 2,286,479 (2,303,139) 3,504,178 3,345,149$ Gas Tax 3,118,353 2,733,074 2,195,851 3,558,726 2,985,297 Gas Tax (Road Maint. & Rehab Acct.) 2,067,614 2,149,734 2,080,454 2,709,681 2,857,289 General Capital Const. 5,111,500 4,654,470 13,296,442 4,113,577 11,600,000 Grants - Federal 41,175 256,529 34,140 - 9,774,840 Grants - State - - - - 5,000,000 Infrastructure Replacement 9,369,345 4,704,670 (4,498,884) 5,557,667 4,200,000 Other 65,369 3,384 (78,654) 25,934 - Park Fee Zones 5,13,16, 17, 18 255,028 78,182 (195,275) 166,666 113,019 Park-In-Lieu NE 347,407 451,497 (92,752) 64,022 - Park-In-Lieu NW 260,256 429,037 267,635 484,137 3,013,278 Park-In-Lieu SE 326,671 3,205 (55,340) 422,162 449,289 Park-In-Lieu SW 271,373 319,862 13,108 40,561 439,078 Planned Local Drainage Area A 48,111 27,489 (20,032) 13,444 30,974 Planned Local Drainage Area B 174,328 635,853 54,137 231,285 357,095 Planned Local Drainage Area C 53,875 2,779 (36,025) 21,333 283,664 Planned Local Drainage Area D 31,433 2,877 (12,992) 321,892 108,453 Public Facilities Fee 3,439,781 1,751,477 (556,423) 1,680,368 2,947,263 Sewer Connection 749,326 332,049 (159,776) 544,416 777,098 Sewer Replacement 5,682,839 4,390,568 3,959,756 5,538,049 10,445,506 Traffic Impact Fee 1,924,738 1,084,181 (399,069) 2,623,889 4,743,682 Transnet/Local 4,546,554 3,347,237 2,215,348 5,376,349 5,886,000 Water - Potable 2, 188,356 713,234 (1,309,185) 1,228,365 2,637,428 Water - Recycled 2,815,693 59,190 - - 15,998,990 Water Replacement - Potable 7,885,252 6,378,189 1,734,930 5,828,758 6,348,536 Water Replacement - Recycled 1,995,701 1,083,332 726,017 1,221,177 1,600,000 Total 58,741,652$ 37,901,545$ 16,341,701$ 47,165,341$ 95,941,926$ June 13, 2023
Item #9 Page 135 of 542
I-15

BUDGET EXPENDITURE SCHEDULE

2020-21 2021-22 2022-23 2023-24 2023-24 2023-24
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy - 13,059,041$ 38,730$ 401,346$ - 401,346$ BTD#3 - Cannon Road West - - - - - - CFD #1 - Citywide 582,179$ 583,318 790,975 33,545,577 37,452,000$ 70,997,577 Gas Tax 2,911,799 2,605,882 3,529,688 14,937,402 1,479,123 16,416,525 Gas Tax (Road Maint. & Rehab Acct.) 170,381 307,543 5,606,349 3,256,447 3,070,000 6,326,447 General Capital Const. 5,086,290 12,606,427 13,540,796 21,173,902 7,897,000 29,070,902 Grants - Federal 260,820 26,669 1,442 2,885,895 8,000,000 10,885,895 Grants - State - - - - 5,000,000 5,000,000 Infrastructure Replacement 3,333,331 6,701,080 11,027,079 32,378,582 11,107,000 43,485,582 Other 8,868 2,587 959,647 323,489 - 323,489 Park Fee Zones 5,13,16, 17, 18 - - - - - - Park-In-Lieu NE - - - 614,000 424,000 1,038,000 Park-In-Lieu NW - - 106,743 2,575,063 1,922,000 4,497,063 Park-In-Lieu SE - 1,196 62,000 161,805 212,000 373,805 Park-In-Lieu SW 1,118 - - 219,562 - 219,562 Planned Local Drainage Area A 6,131 1,149 51,586 46,208 - 46,208 Planned Local Drainage Area B 1,510,279 77,250 65,760 7,828 - 7,828 Planned Local Drainage Area C 4,174 2,913 31,827 31,335 75,000 106,335 Planned Local Drainage Area D 49,311 12,358 39,943 23,251 - 23,251 Public Facilities Fee 164,847 2,635,240 1,399,148 4,331,467 (47,000) 4,284,467 Sewer Connection 810,372 6 11,405 3,261,830 4,019,732 1,195,000 5,214,732 Sewer Replacement 8,206,747 6,944,820 8,119,066 28,077,191 6,152,500 34,229,691 Traffic Impact Fee 1,196,826 2,806,082 3,607,435 17,505,669 3,590,000 21,095,669 Transnet/Local 2,152,292 1,922,954 4,458,222 27,489,757 5,640,000 33,129,757 Water - Potable 17,507 432,625 151,270 11,264,751 811,000 12,075,751 Water - Recycled 3,235,638 127,177 1,817,501 2,957,903 - 2,957,903 Water Replacement - Potable 5,224,472 1,467,222 7,943,220 43,207,235 4,192,680 47,399,915 Water Replacement - Recycled 792,286 2,531,036 575,782 6,114,770 (494,600) 5,620,170 Total 35,725,667$ 55,465,974$ 67,186,038$ 257,550,167$ 97,677,703$ 355,227,870$ June 13, 2023
Item #9 Page 136 of 542
I-17
15- YEAR CAPITAL IMPROVEMENT PROGRAM
Project Name
New
Project District Score
Funding
ID
Funding
Source
Current
Appropriation
Last Year
(2022-23)
Appropriated
Year 1
(2023-24)
Year 2
(2024-25)
Year 3
(2025-26)
Year 4
(2026-27)
Year 6-10
(2029-33)
Year 11-15
(2034-38)
Total Funding
Source
Abandon Potable Services (New
Recycled Services) NO Citywide Medium 52051 WATER
REPL 925,825 50,000 250,000 500,000 - - - - 1,675,825
ADA Beach Access - Pine to Tamarack NO 1 Medium 60651 GCC 375,000 - - 2,500,000 - - - - 2,875,000 ADA Improvement Program NO Citywide High 60491 TRANSNET -LOC 3,155,000 715,000 175,000 715,000 175,000 715,000 2,225,000 2,225,000 9,560,000 Agua Hedionda Creek Maintenance NO 2 High 33381 PLDB 3,545,249 -14,645 - - - - - - 3,545,249 66291 IRF 213,000 80,000 80,000 85,000 90,000 95,000 520,000 585,000 1,768,000 Agua Hedionda Lift Station Biological
Monitoring and Maintenance NO 2 Critical 55451 SEWER
REPL 225,000 - - - - - - - 225,000
Alga Norte Park Medications NO 2 Medium 47331 GCC 314,000 - 710,000 - - - - - 1,024,000 Alga Norte Settlement Agreement YES 2 Null PA071 GCC - - 60,000 - - - - - 60,000 Assessment District 97-1 Maintenance NO 3 Medium 60841 GCC 420,000 - - - - - - - 420,000 Avenida Encinas Coastal Rail Trail and NO 2,3 Critical 60041 TIF 5,177,903 3,177,000 - 2,500,000 - - - - 7,677,903 Pedestrian Improvements
60042 FED
GRANT 1,776,000 - - - - - - - 1,776,000
Aviara and Hidden Canyon Parks
Playground Safety Resurfacing NO Citywide Low 47451 IRF 600,000 - - - - - - - 600,000 Aviara Reimbursement Agreement NO 2 Low 36491 PIL-SW 238,000 - - - - - - - 238,000 Barrio Street Lighting NO 1 High 40131 GCC 760,000 - - - - - - - 760,000 40133 GAS TAX 700,000 - -550,000 - - - - - 150,000
40134 TRANSNET
-LOC 1,280,000 1,280,000 1,280,000 1,030,000 - - - - 3,590,000 40135 FED
GRANT - - 1,000,000 - - - - - 1,000,000
Beach Access Repair and Upgrades - NO 1 Critical 38961 IRF 5,912,750 1,800,000 700,000 - - - - - 6,612,750 Pine Avenue to Tamarack
38962 GCC 6,199,000 - 700,000 - - - - - 6,899,000
Bridge Preventative Maintenance
Program NO Citywide Medium 60661 IRF 2,477,511 250,000 500,000 700,000 900,000 900,000 - - 6,427,511 Buena Interceptor Sewer Access Road
Improvements NO 3 High 55371 SEWER
REPL 1,150,000 - -650,000 650,000 - - - - 1,150,000
Buena Interceptor Sewer
Improvements
NO 2,3 High 55011 SEWER
REPL 1,208,686 250,000 - - 2,950,000 2,950,000 3,540,000 - 14,188,686 55012 SEWER
CONN 550,000 - - - - - - - 550,000
Buena Interceptor Sewer Realignment
- East Segment NO 2 High 55441 SEWER
REPL 507,000 - - 1,200,000 1,200,000 2,400,000 - - 7,107,000 Buena Vista Creek Concrete Channel NO 1 Critical 66191 GCC 1,250,000 - - - 30,000 30,000 324,000 546,000 2,330,000 Maintenance at El Camino Real
66192 IRF 2,820,000 - - 500,000 - - - - 3,320,000
Business Park Recreational Facility
(Partial Funding) (Zone 5 Park) NO 2 Low 19041 ZONE 5 - - - 1,500,000 - - 16,500,000 - 18,000,000 C Tank Access Road and Electrical NO 2 Medium 52151 RECL REPL 250,000 250,000 - 1,000,000 - - - - 1,250,000 Improvements
52152 RECL
CONN 50,000 50,000 - 325,000 - - - - 375,000
Calavera Hills Community Center
Refurbishment NO 2 Medium 47461 IRF 1,985,000 1,300,000 - - - - - - 1,985,000 Calavera Hills Community Park
Gateway Improvements NO 2 High 46011 GCC 1,407,850 - - - - - - - 1,407,850 Attachment B2
June 13, 2023
Item #9 Page 137 of 542
I-18
Project Name
New
Project District Score
Funding
ID
Funding
Source
Current
Appropriation
Last Year
(2022-23)
Appropriated
Year 1
(2023-24)
Year 2
(2024-25)
Year 3
(2025-26)
Year 4
(2026-27)
Year 6-10
(2029-33)
Year 11-15
(2034-38)
Total Funding
Source
Camino De Los Coches and La Costa
Avenue Intersection Control NO 4 Critical 63251 GAS TAX 350,000 - - - 1,500,000 - - - 1,850,000 Camino Hills and Jackspar Drive Slope
Stabilization NO 2 Medium 60301 GCC 859,400 - - - - - - - 859,400 Cannon Park Restroom NO 2 Low 47261 GCC 45,765 - - - - - - - 45,765 Cannon Road Lift Station
Improvements NO 2 High 55521 SEWER
REPL 715,000 565,000 50,000 - - - - - 765,000
Carlsbad Boulevard and Tamarack NO 1 Critical 60581 GAS TAX 1,576,000 - 195,000 445,000 2,000,000 - - - 4,216,000 Avenue Intersection Improvement
60583 TRANSNET
-LOC 1,054,000 - - - - - - - 1,054,000
Carlsbad Boulevard Emergency Repair NO 3 Critical 60631 GAS TAX 841,000 - - - - - - - 841,000 Carlsbad Boulevard Lane Reduction
and Edge Striping NO 2,3 High 60961 GAS TAX 300,000 - - - - - - - 300,000 Carlsbad Boulevard Median - Tamarack NO 1 Low 19071 Avenue to Pine Avenue GAS TAX - - - - - - - 2,763,000 2,763,000 Carlsbad Boulevard Pedestrian NO 1 High 60971 GAS TAX 1,055,888 - - - - - - - 1,055,888 Improvement Project
60972 FED

GRANT - - - - - - - - -
60973 STATE
GRANT 591,600 591,600 - - - - - - 591,600
Carlsbad Boulevard Pedestrian Lighting NO 1 High 60681 TRANSNET -LOC 1,325,000 - - - - - - - 1,325,000
Carlsbad Boulevard Realignment -
Manzano Drive to Island Way NO 2 Low 19081 TIF - - - - - - - 932,000 932,000 Carlsbad Boulevard Realignment - NO 2 Low 19091 Manzano Drive to Island Way (RTCIP) TIF - - - - - - - 3,681,000 3,681,000 Carlsbad Boulevard Roadway
Conﬁguraton YES 1,2,3 High 24121 IRF - - 2,000,000 - - - - - 2,000,000 Carlsbad Boulevard Waterline NO 2 Critical 50481 Replacement at Terramar WATER
REPL 4,730,000 1,300,000 - - - - - - 4,730,000
Carlsbad Village Drive and Grand
Avenue Pedestrian and Crossing
Improvements
NO 1 Medium

19121 TRANSNET
-LOC - - - - - 1,320,000 - - 1,320,000
Carlsbad Village Drive Reconﬁguraton YES 1 High 24031 GCC - - 350,000 1,500,000 - - - - 1,850,000 Carlsbad Village Drive Widening -
Pontiac Drive to Victoria Avenue
NO Citywide High 19131 TIF - - - - - - - - -
19132 GAS TAX - - - - 700,000 2,500,000 - - 3,200,000
19133 TRANSNET
-LOC - - - - - - - - -
Carlsbad Water Recycling Facility
(Encina Capital Projects)
NO 3 High 52031 WATER
REPL 599,944 - - - - - - - 599,944
52032 RECL REPL 4,057,710 366,000 767,000 949,000 1,992,000 237,000 1,325,000 1,325,000 10,920,710 Carlsbad Water Recycling Facility
Irrigation and Landscape NO 3 High 52131 RECL REPL 175,000 - -140,000 - - - - - 35,000 Carlsbad Water Recycling Facility Roof
Replacement NO 3 Low 47491 RECL REPL 225,000 - 156,000 - - - - - 381,000 Cathodic Protection Program NO Citywide Critical 50071 WATER REPL 1,796,700 190,000 190,000 190,000 190,000 190,000 260,000 280,000 3,286,700 50072 RECL REPL - - 100,000 100,000 - - - - 200,000
CFD#1 Administration NO 2,3 Low 19151 CFD#1 - 110,000 110,000 110,000 110,000 110,000 - - 440,000 Chestnut Avenue Complete Street
Improvements - Valley to Pio Pico NO 1 Medium

19161 TRANSNET
-LOC - - - 1,080,000 - - - - 1,080,000
Chestnut Complete Street I-5 to NO 1 Medium 60691 Railroad Project Study

TRANSNET
-LOC - - 85,000 - - - - - 85,000
June 13, 2023
Item #9 Page 138 of 542
I-19
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Chestnut Underpass Public Art Project

1 Medium

60981

GCC

400,000

150,000

400,000

Chinquapin Lift Station Improvements

1 High

55541 SEWER
REPL

300,000

920,000

1,220,000

Christiansen Way Improvements

1 Medium

19171 TRANSNET
-LOC

310,000

City Facility Accessibility Upgrades

Citywide

Medium

47271

GCC

500,000

City Facility Safety and Parking Lot

Citywide

High

60741

IRF

1,910,000

1,910,000
Lighting Assessment

60742

PIL-NW

200,000

City Fire Stations Wash Water BMPs

Citywide

Medium

66161

GCC

280,000

City Hall Complex NO Citywide Critical 40081

CFD#1

1,028,105

48,500,000

51,028,105

City Hall Complex Refurbishment

1 Medium

47181

IRF

1,144,000

City Hall Exterior Refurbishment NO 1 Critical 47251

GCC

2,250,000

Citywide Drainage Improvement

1 High

66082

GAS TAX

6,090,594

6,090,594
Program

66083

IRF

5,581,500

900,000

300,000

950,000

300,000

500,000

2,500,000

12,931,500

Citywide Street Lighting Program

Citywide

Medium

60921

GAS TAX

150,000

150,000
Citywide Thermoplastic Pavement NO Citywide Critical 60931 Markings

GAS TAX

50,000

Cole Library Expansion

1 Low

19211

CFD#1

5,488,000

5,988,000

19212

PFF

11,936,000

19213

GCC

1,000,000

Cole Library Security Fencing

1 Low

47501

IRF

170,000

130,000

170,000
College Boulevard - Cannon Road to
Badger Lane (375 Zone)

2 Low

50131 WATER
CONN

278,383

28,200

1,250,000

1,528,383
College Boulevard - Cannon Road to NO 2 Low 50121 Badger Lane (490 Zone) WATER
CONN

312,600

12,600

1,250,000

1,562,600

College Boulevard Extension

2 Low

36362

OTHER

1,713,002

36363

PLDB

36364 TRANSNET
-LOC

1,205,000

Concrete Repair/Replacement

Citywide

High

60132

GAS TAX

2,933,000

200,000

220,000

250,000

290,000

1,850,000

7,933,000
Program

60133

RMRA

1,347,000

620,000

3,100,000

10,647,000

Coordinated Traﬃc Signal Program

Citywide

High

63261 TRANSNET
-LOC

2,583,979

63264 TRANSNET
-LOC

1,000,000

63265

IRF

800,000

Crestview Drive Transmission Main

1 Medium

50331 WATER
REPL

321,000

21,000

284,000

605,000
Desalinated Water Flow Control NO 2 High 50381 Facility No. 5 WATER
CONN

10,811,601

707,301

758,000

11,569,601

DMP Facility AAA (Jeﬀerson Street)

1 Low

19231

PLDA

290,000

June 13, 2023
Item #9 Page 139 of 542
I-20
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

DMP Facility AAAA (Madison Street)

1 Medium

19241

PLDA

417,000

417,000
DMP Facility AC (Highland Drive
Drainage Project)

1 Medium

66091

PLDA

922,000

922,000
DMP Facility AFA (Hidden Valley
Drainage Restoration and
Enhancement Project)

2 Low

19251

PLDA

92,000

92,000
DMP Facility AFB (Calavera Hills
Drainage Restoration and
Enhancement Project)

2 Low

19261

PLDA

164,000

164,000
DMP Facility BB 1 and 2 (Washington NO 1 Low 19271 Street)

PLDB

1,087,000

DMP Facility BCB (Magnolia Avenue)

1 Medium

19281

PLDB

469,000

469,000
DMP Facility BFB-L and BFB-1
(Tamarack and El Camino Real Plda
"B")

1 Low

19291

PLDB

905,000

DMP Facility BFB-U (El Camino Real)

1 High

66221

PLDB

153,489

66222

IRF

850,000

100,000

5,500,000

50,000

60,000

350,000

450,000

7,330,000
DMP Facility BL-L (College Boulevard
Bridge Reimbursement Plda "B")

2 Low

19301

PLDB

1,817,000

DMP Facility BL-U (College Boulevard) NO 2 Low 19311

PLDB

385,000

385,000
DMP Facility BM (Cantarini/College
Boulevard Box Culvert)

2 Low

19321

PLDB

205,000

DMP Facility BQ (Sunny Creek) NO 2 Low 19331

PLDB

132,000

132,000
DMP Facility BR (Cantarini/College
Boulevard Pipe Drainage)

2 Low

19341

PLDB

181,000

DMP Facility C2 (Paseo Del Norte) NO 3 Low 19351

PLDC

728,000

DMP Facility CA (Avenida Encinas)

3 Low

19361

PLDC

530,000

DMP Facility DBA (Poinsettia Village) NO 4 Low 19371

PLDD

168,000

DMP Facility DBB (Avenida Encinas)

4 Low

19381

PLDD

430,000

430,000
DMP Facility DFA (Batiquitos Lagoon NO 4 Low 19391 Stormwater Treatment)

PLDD

257,000

257,000
DMP Facility DH (Altive Place Canyon
Restoration)

3 Low

19401

PLDD

233,000

233,000
DMP Facility DQB (La Costa Town NO 4 Medium 19411 Center)

PLDD

746,000

DMP Facility DZ (Poinsettia Lane)

3 High

19421

PLDD

643,000

Dove Library Lighting Improvements NO 3 Low 40811

GCC

225,000

Drainage Master Plan Update

Citywide

High

66231

PLDA

216,512

25,000

216,512

66232

PLDB

583,000

25,000

583,000

66233

PLDC

171,890

25,000

75,000

246,890

66234

PLDD

234,598

234,598
El Camino Real and Agua Hedionda
Creek Bridge Railing and Sidewalk

2 Critical

60561

IRF

210,000

El Camino Real and Cannon Road

2 Critical

60421

TIF

3,536,000

3,536,000
Intersection Improvements

60422

GAS TAX

837,000

-175,877

661,123

El Camino Real Medians

Citywide

Low

36431

PFF

695,780

June 13, 2023
Item #9 Page 140 of 542
I-21
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
El Camino Real Medians NO Citywide Low
36432

GAS TAX

904,530

904,530
El Camino Real Right Turn Lane to East
Bound Alga Road

3 Low

19441

TIF

438,000

El Camino Real Widening - Arenal Road
to La Costa Avenue

4 High

39043

GAS TAX

1,450,000

60511

TIF

3,250,000

4,000,000

7,250,000

60512 WATER
REPL

1,000,000

El Camino Real Widening - Poinsettia
Lane to Camino Vida Roble

2 Critical

60721 TRANSNET
-LOC

3,155,000

50,000

3,155,000

60722 FED
GRANT

1,440,000

1,440,000
El Camino Real Widening - Sunny
Creek to Jackspar

2 Critical

60941 TRANSNET
-LOC

5,010,000

1,010,000

5,010,000

El Fuerte Lift Station Pump Addition

2 Medium

55531 SEWER
CONN

180,000

200,000

450,000

830,000

Encina Capital Projects (EWPCF) NO Citywide Critical 58011 SEWER REPL

55,191,101

6,368,000

6,278,000

8,450,000

8,002,500

7,758,000

42,644,000

39,175,000

175,450,601
Faraday and El Camino Real Sewer
Replacement - Orion to Palomar
Airport Road

2 High

55391 SEWER
CONN

1,740,000

1,600,000

1,100,000

2,840,000

Faraday Avenue Improvements NO 2 High 60991

GCC

100,000

175,000

500,000

775,000

Faraday Center Refurbishment

2 Medium

47201

IRF

3,154,380

3,154,380
Fire Flow Capacity System NO 1 Medium 50431 Improvements WATER
REPL

210,000

-1,500,000

415,000

2,000,000

2,500,000

3,000,000

8,125,000

Fire Station 2 Replacement NO 4 High

40601

GCC

13,000,000

40602

IRF

1,433,882

Fire Station 7

YES

2 Medium

24131

GCC

100,000

200,000

300,000

Fleet Fuel Island Upgrade NO 2 High 47471

IRF

2,263,800

500,000

1,800,000

400,000

100,000

4,963,800

Fleet Maintenance Refurbishment NO 2 High

47141

IRF

2,574,000

500,000

1,500,000

4,074,000

47142

GCC

896,100

700,000

1,596,100
Foxes Landing Lift Station Wetwell and
Pump Replacement

1 Critical

55261 SEWER
REPL

6,392,000

700,000

6,392,000

Grand Avenue Promenade NO 1 Medium 40612

GCC

200,000

100,000

500,000

800,000
Guardrail Replacement and
Improvement Program

Citywide

Medium

60871

GAS TAX

300,000

-150,000

150,000

Harding Center Refurbishment NO 1 Low 47081

IRF

165,000

140,000

305,000

Headwall Replacement Program

1 Medium

66241

IRF

510,000

Hosp Grove Park Improvements NO 1 Low

47281

IRF

1,562,000

47282

PIL-NW

1,120,000

1,000,000

222,000

1,403,000

2,745,000
Hydroelectric Generation at Water
Facilities

2 Low

50591 WATER
CONN

428,000

28,000

33,000

385,000

1,225,000

2,071,000

Intelligent Traﬃc Control Devices

Citywide

Low

66341

GAS TAX

200,000

Kelly Drive and Park Drive Complete NO 1 High
Street Improvements

60751 TRANSNET
-LOC

4,675,000

500,000

4,675,000

60753

GAS TAX

130,000

June 13, 2023
Item #9 Page 141 of 542
I-22
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
Kelly Drive and Park Drive Complete
Street Improvements
NO 1 High
60754

PFF

1,085,000

-87,000

998,000

Kelly Drive Channel Repair

1 Medium

66061

IRF

1,541,000

500,000

2,100,000

3,641,000

La Costa Avenue Traﬃc Improvements

4 Medium

60761

GAS TAX

121,300

100,000

141,000

500,000

862,300

Laguna Drive Storm Drain

1 Medium

66281

GAS TAX

256,000

1,000,000

1,494,000

2,750,000

Lake Calavera Outlet Improvements

2 Critical

50541

GCC

1,436,001

Lake Calavera Reservoir Maintenance

2 High

50492

GCC

581,001

50,000

160,000

50,000

250,000

1,391,001

Las Palmas Roof Replacement

2 Medium

47521

IRF

500,000

Las Palmas Trunk Sewer

2 High

55401 SEWER
CONN

556,000

-255,000

255,000

1,320,000

3,196,000

Leo Carrillo Ranch Park Phase 3 -

3 Low

46021

PFF

1,631,500

1,631,500
Stables Restoration and Restroom
Construction
46022 PIL-SE 1,329,989 -4,111 - - - - - - 1,329,989

46023

PFF

288

-29,367

288

Leo Carrillo Ranch Park Phase 3B

3 Medium

23071

PIL-SE

540,000

1,484,000

2,564,000

Leo Carrillo Ranch Roof Repairs NO 3 High 47481

IRF

1,450,000

Library Fire Alarm Panel Upgrades

1,3

Low

47411

IRF

180,000

180,000
Limited Access Pipeline Relocation NO 1,3 Critical 50351 Program WATER
REPL

1,940,000

761,000

6,348,000

2,875,000

11,924,000
Loan Repay - Park-in-Lieu NE to Public
Facility Fee Fund

Null

PA041

PIL-NE

4,550,000

4,550,000
Loan Repay - Park-in-Lieu SW to Public NO Null Null PA021 Facility Fee Fund

PIL-SW

1,100,000

1,100,000
Loan Repay - Sewer Conn to Sewer
Repl

Null

High

PA031 SEWER
CONN

Maerkle Facility Improvements NO 2 Critical 50091 WATER REPL

2,735,200

500,000

800,000

3,535,200

Maerkle Reservoir Solar Project

2 Medium

47222 WATER
REPL

249,170

Maerkle Reservoir Transmission Main

2 Medium

50011 WATER
REPL

773,000

-578,000

244,000

2,130,000

2,023,000

4,592,000

50012 WATER
CONN

236,000

1,660,000

1,567,000

3,463,000

Marca Place Drainage Improvements

4 Medium

66141

GAS TAX

65,000

65,000
Melrose Drive Right Turn Lane to West
Bound Palomar Airport Road

2 High

60341

TIF

911,000

911,000
Miscellaneous City Building NO Citywide Medium 47231 Improvements

IRF

1,865,000

150,000

750,000

3,665,000

Monroe Street Pool Replacement

1 High

47241

IRF

1,748,764

-4,438,236

1,748,764

47242

GCC

236

-61,764

236

47243

PIL-NW

1,561,764

1,500,000

3,061,764
New Village Arts Building Roof and
Exterior Refurbishment

1 Low

47391

IRF

313,626

New Village Arts Tenant Improvements

1 Medium

47551

GCC

613,000

613,000
Normally Closed Valve (Install NO 3 High 50501 Motorized Valve) WATER
REPL

985,000

500,000

300,000

1,285,000

June 13, 2023
Item #9 Page 142 of 542
I-23
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source
North Batiquitos Access Road
Improvement

4 High

55471 SEWER
REPL

363,800

113,800

26,000

389,800
North Batiquitos Lift Station Forcemain
Rehabilitation

4 High

55361 SEWER
REPL

200,000

-750,000

-125,000

75,000
Ocean Street Reconﬁguration
Concepts Study

1 Medium

60781

GCC

200,000

Ocean Street Restroom Facility NO 1 Medium 47291

GCC

775,000

63,000

838,000
Odor and Corrosion Prevention
Program

Citywide

Medium

55201 SEWER
REPL

320,000

320,000
Open Space and Trail Acquisition
(Prop C)

Citywide

Medium

40831

GCC

4,015,000

Orion Center

2 High

35721

CFD#1

35,257,727

35722 WATER
REPL

6,789,409

-6,289,409

6,290,000

6,790,000

35723 SEWER
REPL

4,078,500

-3,778,500

3,779,000

4,079,000

35724

CFD#1

429

35725

RECL REPL

2,715,600

-2,515,600

2,516,000

2,716,000

Orion Complex Energy Storage

2 Medium

23101

GCC

250,000

250,000
Palomar Airport Road and Avenida
Encinas Growth Management Plan
Improvements

2,3

High

61021

GAS TAX

230,000

230,000
Palomar Airport Road and College NO 2 High 60281 Boulevard Improvements

TIF

1,295,500

1,295,500
Palomar Airport Waterline
Realignment

2 Critical

50551 WATER
REPL

2,333,000

560,000

2,333,000

Park Drive Street and Drainage

1 Critical

66111

GCC

717,439

717,439
Improvement

66112

GAS TAX

3,965,000

1,030,000

3,965,000

Parking Lot Maintenance Program

1 Medium

60521

IRF

1,590,000

60,000

130,000

550,000

160,000

700,000

2,750,000

2,110,000

8,165,000

Pavement Management Program

Citywide

High

60011 TRANSNET
-LOC

19,186,563

1,150,000

1,650,000

8,250,000

43,436,563

60012

GAS TAX

7,930,850

60013 TRANSNET
-LOC

16,346,476

2,200,000

950,000

4,750,000

30,596,476

60016

RMRA

10,336,000

2,300,000

2,450,000

2,700,000

13,500,000

50,086,000

Pine Avenue Park - Phase II

1 Medium

46031

PIL-NW

2,197,000

2,197,000
(Community Building)

46032

PFF

9,328,418

-687,622

9,328,418

46033

PFF

123,300

-1

123,300

Poinsettia Community Park - Phase 4 -

3 High

46081

PFF

2,838,140

2,838,140
Dog Park

46082

PFF

-
Poinsettia Lane - Cassia Road to
Skimmer Court (Reimbursement
Agreement)

3 High

50451 WATER
CONN

600,000

Poinsettia Lift Station Rehabilitation

2 High

55561 SEWER
REPL

650,000

8,250,000

8,900,000

Police and Fire Headquarters

2 High

47151

IRF

10,122,342

129,292

2,427,000

12,549,342
Renovation

47152

GCC

11,373,500

400,000

1,723,000

13,096,500

June 13, 2023
Item #9 Page 143 of 542
I-24
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Pressure Reducing Station Program

Citywide

Critical

50201 WATER
REPL

5,831,040

600,000

3,000,000

14,831,040

Public Beach Access Improvements

1 Low

60571

GCC

3,610,336

3,610,336
(Ocean Street)

60572

IRF

573,431

-153,252

573,431

Public Works Storage Facility

YES

Citywide

High

24011

GCC

99,000

Rancho Carlsbad Groundwater Supply

2 Low

50611 WATER
CONN

200,000

125,000

1,425,000

1,750,000

50612 WATER
REPL

200,000

125,000

1,425,000

1,750,000
Rancho Santa Fe Trail Slope
Improvements

4 Medium

60881

GCC

350,000

350,000
Recycled Water Condition Assessment
Program

Citywide

High

52111

RECL REPL

750,000

50,000

280,000

310,000

1,590,000

Recycled Water Phase 3 - Reservoir

3 High

52101 WATER
REPL

980,000

-800,000

180,000

52102

RECL REPL

3,320,000

200,000

3,520,000

Recycled Water Pipeline Replacement

2 Medium

52161

RECL REPL

350,000

2,150,000

2,910,000

6,810,000
Recycled Water Valve and
Appurtenance Replacement Program

Citywide

High

52121

RECL REPL

380,000

120,000

125,000

630,000

700,000

2,205,000

Reservoir Condition Assessment and NO Citywide High
Repair Program

50241 WATER
REPL

5,850,000

2,040,000

3,070,000

3,610,000

14,570,000

50242

RECL REPL

200,000

200,000
Retroreﬂectvity Sign Replacement
Program

Citywide

Medium

60371

GAS TAX

1,000,000

1,000,000
Roadway Improvements - Coastal Area
Analysis and Implementation

Citywide

Medium

60791

GCC

200,000

Roadway Slope Stabilization NO Citywide Medium 60811

GAS TAX

780,000

200,000

500,000

1,280,000

Robertson Ranch Park Development NO 2 High

38011

PIL-NE

614,000

214,000

424,000

1,038,000
(Partial Funding)

38012

PFF

Romeria Drainage Improvements

4 High

66041

GCC

410,000

66042

GAS TAX

347,940

Safety Training Center Settlement

2 Low

47431

GCC

1,156,995

San Luis Rey Mission Basin NO Citywide Low
Groundwater Supply

50441 WATER
CONN

-277,500

20,000

15,700,000

15,200,000

31,420,000

50442 WATER
REPL

-77,500

Santa Fe II Inlet Pipeline

Null

High

50571 WATER
REPL

529,650

34,650

206,000

115,000

1,920,000

2,770,650
Santa Fe II Reservoir Site Electrical
Improvements

3 Medium

50461 WATER
REPL

183,581

150,000

110,000

293,581

SCADA Improvements NO Citywide Critical

55421 SEWER
REPL

4,303,898

175,165

381,000

4,684,898

55422 WATER
REPL

7,132,600

3,209,200

2,413,000

611,000

10,156,600

55423

RECL REPL

1,658,400

632,000

338,000

398,000

2,394,400
Schulman Auditorium and Cannon Art
Gallery

3 Medium

47531

IRF

350,000

150,000

1,300,000

1,650,000
Senior Center Repairs and Roof NO 1 Medium 47381 Replacement

IRF

1,848,000

600,000

1,310,000

3,158,000

June 13, 2023
Item #9 Page 144 of 542
I-25
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Senior Center Security Fencing

1 Low

47541

IRF

78,000

58,000

78,000

Sewer Condition Assessment

Citywide

Critical

55131 SEWER
REPL

1,558,000

100,000

500,000

2,958,000
Sewer Lift Station Repairs and
Upgrades

2 Critical

38401 SEWER
REPL

4,385,380

150,000

750,000

6,635,380

Sewer Line Capacity Improvements

1 High

55481 SEWER
REPL

1,200,000

1,000,000

200,000

620,000

944,000

2,964,000

Sewer Modeling

Citywide

Medium

55461 SEWER
CONN

300,000

-100,000

200,000

Sewer Monitoring Program (Capacity)

Citywide

High

55041 SEWER
CONN

642,000

44,000

154,000

110,000

950,000
Sewer System Rehabilitation and
Replacement

1,2,3

High

55031 SEWER
REPL

9,426,475

1,200,000

1,850,000

13,350,000

14,050,000

45,426,475

Sidewalk/Street Construction Program

Citywide

High

60021

TIF

3,800,000

-500,000

3,300,000

60022

GAS TAX

988,000

633,000

108,000

2,390,000

2,835,000

7,704,000

South Carlsbad Coastline

2,3,4

Medium

60311 TRANSNET
-LOC

1,779,026

1,000,000

2,779,026
South Shore Agua Hedionda Lagoon
Trail

2 High

40851

GCC

789,940

34,440

789,940
Stagecoach Community Park NO 4 High 46111 Community Gardens

PIL-SE

225,000

212,000

437,000
Stagecoach Park Synthetic Turf
Replacement

4 Low

47421

IRF

2,200,000

2,200,000
State Street and Grand Avenue Road NO 1 Medium 60821 Improvements

TRANSNET
-LOC

325,000

325,000
State Street Parking Lot Electric
Vehicle Charging Stations

1 Medium

40901

PFF

300,000

40,000

340,000

Storm Drain Condition Assessment NO Citywide Medium 66201

IRF

870,000

270,000

300,000

350,000

2,375,000

3,000,000

7,565,000
Storm Drain System Rehab and Repair
Program

Citywide

Medium

66071

IRF

5,191,360

200,000

270,000

290,000

310,000

330,000

1,900,000

2,200,000

10,841,360

Street Lighting Replacement Program

Citywide

High

60621

GCC

319,269

60622 TRANSNET
-LOC

3,325,000

3,325,000
Sustainable Mobility Plan
Implementation Program

Citywide

High

61041

GAS TAX

510,566

200,000

710,566

Temporary Fire Station 7

2 High

40911

GCC

900,000

40912

PFF

1,122,000

Terramar Area Coastal Improvements

2 High

60541

TIF

6,650,001

2,800,000

9,450,001

60542

GCC

999,999

60543 TRANSNET
-LOC

1,000,000

2,000,000

60544 SEWER
REPL

60545

PFF

2,450,000

The Crossings Golf Course Lake Liner

2 High

40841

GCC

835,500

835,500
Replacement

40842

GCC

200,000

Traﬃc Impact Fee Funds to CFD #1

Null

PA051

TIF

90,000

450,000

1,350,000

Traﬃc Impact Fee Update

Citywide

High

60401

TIF

270,000

30,000

270,000

June 13, 2023
Item #9 Page 145 of 542
I-26
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Traﬃc Improvement Program

Citywide

Critical

60701

GAS TAX

2,388,000

60702

GCC

400,000

600,000

400,000

1,400,000

Traﬃc Monitoring Program

Citywide

High

60031

TIF

1,745,415

122,516

1,745,415

60032

GAS TAX

200,000

170,000

370,000
Traﬃc Signal - Maverick Way and
Camino De Los Coches

4 Critical

63322

GAS TAX

380,000

240,000

110,000

490,000
Traﬃc Signal - Tamarack Avenue and
Valley Street

1 Medium

63351

GAS TAX

502,370

Traﬃc Signal Cabinet Upgrades

YES

Citywide

Low

24141

GCC

180,000

Traﬃc Signal Right Turn Overlaps

2,3,4

Low

66361

GAS TAX

150,000

150,000
Trail Connectivity to Tamarack State NO 1 Low 40631 Beach (Prop C)

GCC

152,156

3,544,000

3,696,156
Trash Amendment Compliance
Program

Citywide

Medium

66261

IRF

630,000

100,000

1,200,000

2,700,000

175,000

3,000,000

3,300,000

13,005,000
Tri-Agency Water Transmission NO 2 High 50081 Pipeline Replacement WATER
REPL

3,618,970

-1,290,000

431,000

3,585,000

4,630,000

10,974,970

Trieste Slope Repair Project

2 High

61071

GCC

362,600

2,000,000

2,362,600

Tyler Street Traﬃc Circulation NO 1 Medium 61031

GCC

70,000

900,000

970,000

Utility Undergrounding Program Study

Citywide

Medium

60831

GCC

100,000

100,000
Vallecitos Interceptor Sewer Cleaning NO 2,3 High 55491 and CCTV SEWER
REPL

350,000

100,000

350,000

Valley and Magnolia Complete Streets NO 1 High

60191

TIF

3,536,206

60192 WATER
REPL

71,000

650,000

721,000

60193 TRANSNET
-LOC

1,200,000

60194

PFF

1,000,000

Valley Street Traﬃc Calming

1 Medium

19741 TRANSNET
-LOC

1,645,000

Veteran's Memorial Park (All NO Citywide Critical

46091

CFD#1

4,369,450

1,257,250

37,342,000

41,711,450
Quadrants)

46092 FED
GRANT

3,000,000

46093 STATE
GRANT

5,000,000

Village and Barrio Traﬃc Circles

1 Critical

40151

GCC

415,000

40152 TRANSNET
-LOC

1,025,000

40153 SEWER
REPL

160,000

500,000

660,000

40154

GAS TAX

4,159,000

1,400,000

4,159,000

40155 FED
GRANT

4,000,000

4,000,000
Village H South Oﬀ Leash Dog Area and
Trail Segment 5B

2 Medium

46101

PFF

682,500

160,500

2,082,500
Village Intelligent Parking
Implementation

1 Low

60891

GCC

300,000

300,000
Village Lighting - Carlsbad Village Drive NO 1 High 61051 from Harding Street to Ocean Street

GCC

400,000

200,000

600,000

June 13, 2023
Item #9 Page 146 of 542
I-27
Project Name
New
Project District Score
Funding
ID
Funding
Source

Current
Appropriation
Last Year
(2022-23)
Appropriated

Year 1
(2023-24)

Year 2
(2024-25)

Year 3
(2025-26)

Year 4
(2026-27)

Year 6-10
(2029-33)

Year 11-15
(2034-38)

Total Funding
Source

Village Lighting - Gateway Lighting

1 High

61081

GCC

950,000

Village Lighting - Hospitality District

1 High

24101

GCC

700,000

700,000
Village Lighting - Pedestrian Lampposts
Oak Avenue

1 High

61091

GCC

600,000

600,000
Village Lighting - Pedestrian Lighting at
Village Outskirts

1 High

61101

GCC

950,000
Village Lighting - State Street,
Madison, Roosevelt, and Washington

1 High

40161

GCC

1,103,853

400,000

1,103,853

Village Lighting - Train Station Area NO 1 High 61061

GCC

500,000

150,000

650,000

Villas Sewer Lift Station Replacement

2 Critical

55501 SEWER
REPL

1,254,000

100,000

75,000

1,329,000

Vista Carlsbad Interceptor - Agua
Hedionda LS and Forcemain

2 Critical

34921 SEWER
CONN

33,190,973

220,000

33,410,973
(VC12-VC13)
34922 SEWER
REPL

104,000

75,000

329,000

Vista Carlsbad Interceptor - Buena
Vista Lift Station Improvements

1 High

55351 SEWER
CONN

296,000

-100,000

67,000

430,000

55352 SEWER
REPL

86,000

31,000

598,000

150,000

1,635,000
Vista Carlsbad Interceptor - Lagoon
Bridge Replacement (VC11B)

Citywide

Critical

38861 SEWER
CONN

9,464,833

Vista Carlsbad Interceptor - Reach VC3 NO 1 High

39501 SEWER
CONN

100,000

-497,000

30,000

387,000

405,000

922,000

39502 SEWER
REPL

-
Vista Carlsbad Interceptor - Reach
VC14 To VC15

Citywide

High

39491 SEWER
CONN

21,362,390

21,362,390
Vista Carlsbad Interceptor - NO 2 Critical 55511 Rehabilitation (VC1 and VC2) SEWER
REPL

141,000

90,000

70,000

120,000

421,000
Vista/Carlsbad Interceptor - Point
Repair Reaches (VC13 & VC14)

2,3

High

55551 SEWER
REPL

200,000

1,200,000

1,400,000
Water Infrastructure Condition NO Citywide Critical 50511 Assessment Program WATER
REPL

2,190,000

410,000

420,000

450,000

2,250,000

2,480,000

9,070,000

Water Loss Monitoring Program

Citywide

Low

50521 WATER
REPL

350,000

-182,911

167,089

Water Modeling NO Citywide Critical 50581 WATER
CONN

375,000

25,000

375,000
Water System Rehabilitation and
Replacement

Citywide

Critical

39041 WATER
REPL

12,258,366

2,690,000

2,800,000

3,000,000

19,890,000

21,080,000

68,028,366
Water Valve Repair/Replacement NO Citywide Critical 50191 Program WATER
REPL

7,860,000

940,000

960,000

1,000,000

5,110,000

5,650,000

23,500,000

June 13, 2023
Item #9 Page 147 of 542
B-21
Adopted Adopted Adopted Preliminary
Budget Budget Budget Budget
Depa
rtment 2020-21 2021-22 2022-23 2023-24
City Attorney 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 7.00
City Council 2.00 2.00 2.00 2.00
City Manager 7.00 7.00 7.00 7.00
City Treasurer 1.00 1.00 1.00 1.00
Communication & Engagement 7.00 7.00 9.00 9.00
Administrative Services - Administration 0.00 3.00 3.00 3.00 Finance 31.00 28.00 26.00 26.00
Human Resources 17.00 17.00 18.00 18.00
Information Technology 37.00 37.00 43.00 43.00
Innovation & Economic Development 4.00 4.00 9.00 9.00
Miscellaneous Non-departmental 0.00 0.00 0.00 0.10
Community Services - Administration 3.00 3.00 3.00 2.00 Community Development 61.75 53.00 52.00 52.00
Housing & Homeless Services 0.00 14.00 16.00 16.00
Library & Cultural Arts 52.50 52.50 51.00 53.00
Parks & Recreation 55.00 55.00 59.00 59.00
Fire 97.75 111.00 123.00 123.90
Police 184.00 186.00 187.00 187.00
Public Works 172.75 177.75 182.75 181.75
Total Full-Time Personnel 747.75 773.25 806.75 807.75
Hourly Full-Time Equivalent Personnel 186.59 193.81 180.90 167.84 Total 934.34 967.06 987.65 975.59

PERSONNEL ALLOCATIONS
Attachment C
June 13, 2023
Item #9 Page 148 of 542
H-28

FIVE-YEAR SCHEDULE OF PROJECTS BY FUND
Connected Estimated Estimated Estimated Estimated Estimated Estimated Carlsbad Prior Year 2 Year 3 Year 4 Year 5 Year 5 Total Project Name Goal Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Technology Investment Capital Fund
Audio Visual Upgrades FVCEC 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Business Process Automation BCDDM 150,000 150,000 - - - - 300,000 Civic Engagement with Open Data EAT 198,000 - 50,000 - - - 248,000 Command Central A/V Infrastucture PSSC - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD) PSSC 1,580,000 - - - - - 1,580,000 Consolidation & Replacement of Core Systems PCDT 900,000 1,500,000 2,000,000 - - - 4,400,000 Cyber Security Program Development PSSC 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Data Governance and Operational Analytics BCDDM 405,000 - 50,000 50,000 - - 505,000 Digital Information Network PCDT 5,025,584 500,000 500,000 - - - 6,025,584 Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000 Electronic Patient Care Reporting PSSC 50,000 (50,000) - - - - - Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000 Enterprise Digital Asset Management EAT 400,000 - - - - - 400,000 Facility Monitoring and Analytics BCDDM - 100,000 50,000 50,000 50,000 - 250,000 Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Fleet Telematics PCDT 45,916 130,000 - - - - 175,916 Live 911 PSSC 66,380 - - - - - 66,380 Online Permitting/Electronic Reviews (E-Reviews) EAT 645,000 - - - - - 645,000 Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000 Patron Print/Copy Management EAT 18,000 70,000 - - - - 88,000 Payment Works PSSC - 68,600 - - - - 68,600 Permit Process Automation BCDDM - - 200,000 200,000 - - 400,000 Police Records Management Migration PSSC - - 200,000 - - - 200,000 Police Body Camera Replacement PSSC - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC - - - - - 550,000 550,000 Professional Technical Services for Data Project Delivery BCDDM 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Project Portfolio Management Tool & Consulting PCDT 500,000 - - - - - 500,000 Record Digitization EAT - 100,000 100,000 - - - 200,000 RFID Replacement PCDT - - 600,000 - - - 600,000 Staff Managed Print PCDT - 700,000 - - - 800,000 1,500,000 Virtual Permitting Counter (OpenCounter) EAT 61,000 - 23,000 - - - 84,000 Expansion of Yardi EAT - 30,000 - - - - 30,000 Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000 Next Generation Online Catalog EAT 40,000 (40,000) - - - - - Past Perfect Upgrade/Migration PCDT - 5,000 - - - - 5,000 Police Mobile Device IOS Transition PSSC - - 5,000 - - - 5,000 Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000 Tightrope PCDT - - 35,000 - - - 35,000 Technology Investment Capital Fund Total 13,259,880 3,533,600 5,704,000 881,000 758,000 1,842,000 25,978,480 Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement PSSC 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Exploration Hub Upgrade PCDT - 43,600 - - - - 43,600 Information Technology Replacement Fund Total 790,000 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 6,946,742 Utilities Enterprise Funds (Operating or Capital)
Meter Data Management/Utility Analytics BCDDM - - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds) BCDDM 50,000 15,353 - - - - 65, 353 Utility Billing Automation PCDT - - 75,000 - - - 75,000 Utility Billing Portal PCDT 90,000 - - - - - 90,000 Total Utilities Enterprise Funds (Operating or Capital) 140,000 15,353 625,000 - - - 780,353 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT
Funding Source
ProjectsTotal
Attachment D
June 13, 2023
Item #9 Page 149 of 542
Exhibit E
PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2023-24
Department Item Description Quantity One-Time Cost
Golf Course Driving Range Entertainment Project Planning 1 60,000 Kitchen & Banquet Equipment Package 1 50,000
Rough Mower 1 80,000
Utility Carts 4 40,000
Bunker Renovation Phase 5 of 5 1 60,000
Canyons Patio Furniture Replacement 1 77,000
Cart Path Repairs (6-8 panels) 1 60,000
Clubhouse and Surrounding Area Landscaping 1 60,000
Fencing Replacement 1 60,000
Range Improvements/Supplies 1 60,000
Replace Artificial Turf on Driving Range Tee 1 60,000
Concrete Slab and Covers for #6 & #14 F&B Stations 1 39,960 Replacement Swinging Kitchen Door in Fireside Room 1 15,000 Starter Structure 1 60,000
Add Bunker on Hole #18 1 60,000
Waterfall Plant Material Improvements 1 30,000
Driving Range Netting 1 40,540
Monument Sign 1 25,000
Carpeting for Offices and Golf Shop 1 42,500
AirWall System for Fireside Room 1 30,000
Golf Course Subtotal 23 $1,010,000
Fleet Replacement Fleet & Facilities: Pickup Truck 1 80,000 Fire: Pickup Truck 1 52,020
Parks & Recreation: Pickup Truck 1 48,725
Parks & Recreation: Tractor 1 55,784
Parks & Recreation: Trailers 4 60,345
Police: Utility Vehicles 6 466,270
Police: Motorcycle 1 46,420
Police: Sedan 2 104,000
Public Works: Compactor 1 80,000
Public Works: Loader 1 75,000
Fleet Replacement Subtotal 19 $1,068,564
Information Technology Replacement Servers 5 84,966
Switches 19 324,642
Information Technology Subtotal 24 $409,608
Grand Total Major Capital Outlay 66 $2,488,172
*Major Capital Outlay only includes items of $10,000 or greater. (Greater than $10,000)
June 13, 2023
Item #9 Page 150 of 542
RESOLUTION NO. 1710

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD

MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA,

ADOPTING THE WATER DISTRICT'S FINAL OPERATING BUDGET, STRATEGIC

DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2023-24 AND ESTABLISHING

CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, California, has reviewed the proposed final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for Fiscal Year (FY) 2023-24 and has held such public hearings as are necessary prior to the adoption of the final budgets.

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, California, as follows:

1. That the above recitations are true and correct.

2. That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled "Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program" presented at the Joint Special Meeting on May 23, 2023 as Exhibit 1 to Item No. 9, as amended, if necessary, in accordance with Attachments A and B to this Exhibit 5 are adopted as the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for the Carlsbad Municipal Water District for FY 2023-24 along with the program options and adjustments, if any, determined by the Board of Directors as set forth in the minutes of this Joint Special Meeting on June 13, 2023.

3. That the amounts reflected as estimated revenues for FY 2023-24 as shown in Attachment A are adopted as the budgeted revenues for FY 2023-24.

4. That the amounts designated as FY 2023-24 Budgets in Attachments A, B and the City of Carlsbad's estimated share of the FY 2023-24 Operating and Capital Budget of Encina Wastewater Authority attributable to the Carlsbad Water Recycling Facility as presented in Attachment C to this Exhibit 5 are appropriated to the fund for which they are designated, and such appropriation shall not be increased except as provided in this resolution.

Exhibit 5
June 13, 2023 Item #9 Page 151 of 542

5. That total appropriations may only be increased or decreased by the Board of Directors by passage of a resolution amending the budget except as provided in this resolution.

6. That the following controls are placed on the use and transfer of budget funds:

A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the Board of Directors or Executive Manager as described below. i. The Executive Manager may authorize all transfers of funds from account to account within the same fund.
ii. The Executive Manager may authorize budget adjustments involving offsetting revenues and expenditures; the Executive Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue designated for the specific purpose. iii. The Executive Manager may authorize increases in purchased water appropriations in an amount equal to the same percent that water sales exceed the amount of the original revenue estimate.
iv. The Executive Manager may authorize budget adjustments to increase the appropriation for unforeseen legal expenses and liabilities. v. The Executive Manager may delegate the authority given to the Executive Manager under this resolution.

B. The Board of Directors must authorize any increase in the number of authorized permanent personnel positions chargeable to the water and recycled water enterprise funds above the level identified in the final Budget. The Executive Manager may authorize the hiring of temporary or part time staff chargeable to the water and recycle water enterprise funds as necessary within the limits imposed by the controls listed above.

7. That all appropriations for outstanding encumbrances as of June 30, 2023 are continued into FY 2023-24 for such contracts and obligations.

8. That interest earned on grants may be appropriated during the year for the purpose for which the grant was received.

9. That all appropriations for Capital Improvement Projects remaining unexpended at June 30, 2023, are appropriated to FY 2023-24 in their respective project budgets.

June 13, 2023 Item #9 Page 152 of 542

10. That all appropriations in the Strategic Digital Transformation Investment Program remaining unexpended at June 30, 2023, are appropriated to FY 2023-24 in their respective project budgets.

11. That all appropriations in the Operating Budget remaining unexpended at June 30, 2023 related to grant awards received or expected for projects that are continuing into the next fiscal year are appropriated to FY 2023-24.

PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the Carlsbad Municipal Water District, the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 13th day of June, 2023, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

Blackburn, Bhat-Patel, Acosta, Burkholder, Luna.

None.

KEITH BLACKBURN, President
�
f SHERRY FREISINGER, Secretary
{SEAL)
June 13, 2023 Item #9 Page 153 of 542
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D
F u n d i n g
S o u r c e
C u r r e n t
A p p r o p r i a Ɵ o n
L a s t Y e a r
( 2 0 2 2 - 2 3 )
A p p r o p r i a t e d
Y e a r 1
( 2 0 2 3 - 2 4 )
Y e a r 2
( 2 0 2 4 - 2 5 )
Y e a r 3
( 2 0 2 5 - 2 6 )
Y e a r 4
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 9 - 3 3 )
Y e a r 1 1 - 1 5
( 2 0 3 4 - 3 8 )
T o t a l F u n d i n g
S o u r c e
C a r l s b a d B o u l e v a r d W a t e r l i n e
R e p l a c e m e n t a t T e r r a m a rN O 2 C r i Ɵ c a l 5 0 4 8 1 W A T E R

R E P L
C a t h o d i c P r o t e c Ɵ o n P r o g r a m N O C i t y w i d e C r i Ɵ c a l5 0 0 7 1 W A T E R

R E P L
5 0 0 7 2 R E C L R E P L
C o l l e g e B o u l e v a r d - C a n n o n R o a d T o B a d g e r L a n e ( 3 7 5 Z o n e )N O 2 L o w 5 0 1 3 1

W A T E R

C O N N
C o l l e g e B o u l e v a r d - C a n n o n R o a d T o B a d g e r L a n e ( 4 9 0 Z o n e )N O 2 L o w 5 0 1 2 1 W A T E R

C O N N
C r e s t v i e w D r i v e T r a n s m i s s i o n M a i n N O 1 M e d i u m 5 0 3 3 1

W A T E R

R E P L
D e s a l i n a t e d W a t e r F l o w C o n t r o l F a c i l i t y N o . 5 N O 2 H i g h 5 0 3 8 1 W A T E R

C O N N
F i r e F l o w C a p a c i t y S y s t e m
I m p r o v e m e n t s N O 1 M e d i u m 5 0 4 3 1

W A T E R

R E P L
H y d r o e l e c t r i c G e n e r a Ɵ o n a t W a t e r F a c i l i Ɵ e s N O 2 L o w 5 0 5 9 1 W A T E R

C O N N
L i m i t e d A c c e s s P i p e l i n e R e l o c a Ɵ o n P r o g r a m N O 1 , 3 C r i Ɵ c a l 5 0 3 5 1

W A T E R

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

R E P L
M a e r k l e R e s e r v o i r S o l a r P r o j e c t N O 2 M e d i u m 4 7 2 2 2W A T E R

R E P L
M a e r k l e R e s e r v o i r T r a n s m i s s i o n M a i n N O 2 M e d i u m5 0 0 1 1 W A T E R

R E P L
5 0 0 1 2 W A T E R

C O N N
N o r m a l l y C l o s e d V a l v e ( I n s t a l l M o t o r i z e d V a l v e ) N O 3 H i g h 5 0 5 0 1 W A T E R

R E P L
P a l o m a r A i r p o r t W a t e r l i n e
R e a l i g n m e n t N O 2 C r i Ɵ c a l 5 0 5 5 1

W A T E R

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

C O N N
P r e s s u r e R e d u c i n g S t a Ɵ o n P r o g r a m N O C i t y w i d e C r i Ɵ c a l 5 0 2 0 1

W A T E R

R E P L
R a n c h o C a r l s b a d G r o u n d w a t e r S u p p l y N O 2 L o w5 0 6 1 1 W A T E R

C O N N
5 0 6 1 2 W A T E R

R E P L
R e s e r v o i r C o n d i Ɵ o n A s s e s s m e n t a n d R e p a i r P r o g r a m
N O C i t y w i d e H i g h5 0 2 4 1 W A T E R

R E P L
5 0 2 4 2

R E C L R E P L
S a n L u i s R e y M i s s i o n B a s i n
G r o u n d w a t e r S u p p l y
N O C i t y w i d e L o w5 0 4 4 1 W A T E R

C O N N
5 0 4 4 2

W A T E R

R E P L
S a n t a F e I I I n l e t P i p e l i n eN O N u l l H i g h 5 0 5 7 1 W A T E R

R E P L
S a n t a F e I I R e s e r v o i r S i t e E l e c t r i c a l I m p r o v e m e n t s N O 3 M e d i u m 5 0 4 6 1

W A T E R

R E P L
T r i - A g e n c y W a t e r T r a n s m i s s i o n P i p e l i n e R e p l a c e m e n tN O 2 H i g h 5 0 0 8 1 W A T E R

R E P L
W a t e r I n f r a s t r u c t u r e C o n d i Ɵ o n A s s e s s m e n t P r o g r a mN O C i t y w i d e C r i Ɵ c a l 5 0 5 1 1

W A T E R

R E P L
W a t e r L o s s M o n i t o r i n g P r o g r a m N O C i t y w i d e L o w 5 0 5 2 1W A T E R

R E P L
W a t e r M o d e l i n g N O C i t y w i d e C r i Ɵ c a l 5 0 5 8 1W A T E R

C O N N
W a t e r S y s t e m R e h a b i l i t a Ɵ o n a n d R e p l a c e m e n t N O C i t y w i d e C r i Ɵ c a l 3 9 0 4 1W A T E R

R E P L
W a t e r V a l v e R e p a i r / R e p l a c e m e n t P r o g r a m
N O C i t y w i d e C r i Ɵ c a l 5 0 1 9 1

W A T E R

R E P L
4 , 7 3 0 , 0 0 0------1 , 3 0 0 , 0 0 04 , 7 3 0 , 0 0 0 3 , 2 8 6 , 7 0 02 8 0 , 0 0 02 6 0 , 0 0 01 9 0 , 0 0 01 9 0 , 0 0 01 9 0 , 0 0 01 9 0 , 0 0 01 9 0 , 0 0 01 , 7 9 6 , 7 0 0 2 0 0 , 0 0 0----1 0 0 , 0 0 01 0 0 , 0 0 0--
1 , 5 2 8 , 3 8 3----1 , 2 5 0 , 0 0 0-2 8 , 2 0 02 7 8 , 3 8 3 1 , 5 6 2 , 6 0 0----1 , 2 5 0 , 0 0 0-1 2 , 6 0 03 1 2 , 6 0 0 6 0 5 , 0 0 0-----2 8 4 , 0 0 02 1 , 0 0 03 2 1 , 0 0 0 1 1 , 5 6 9 , 6 0 1-----7 5 8 , 0 0 07 0 7 , 3 0 11 0 , 8 1 1 , 6 0 1 8 , 1 2 5 , 0 0 0--3 , 0 0 0 , 0 0 02 , 5 0 0 , 0 0 02 , 0 0 0 , 0 0 04 1 5 , 0 0 0- 1 , 5 0 0 , 0 0 02 1 0 , 0 0 0 2 , 0 7 1 , 0 0 0--1 , 2 2 5 , 0 0 0-3 8 5 , 0 0 03 3 , 0 0 02 8 , 0 0 04 2 8 , 0 0 0 1 1 , 9 2 4 , 0 0 0--2 , 8 7 5 , 0 0 06 , 3 4 8 , 0 0 0-7 6 1 , 0 0 0-1 , 9 4 0 , 0 0 0 3 , 5 3 5 , 2 0 0-----8 0 0 , 0 0 05 0 0 , 0 0 02 , 7 3 5 , 2 0 0 2 4 9 , 1 7 0------2 4 9 , 1 7 02 4 9 , 1 7 0
4 , 5 9 2 , 0 0 0--2 , 0 2 3 , 0 0 02 , 1 3 0 , 0 0 02 4 4 , 0 0 0- 5 7 8 , 0 0 0-7 7 3 , 0 0 0 3 , 4 6 3 , 0 0 0--1 , 5 6 7 , 0 0 01 , 6 6 0 , 0 0 02 3 6 , 0 0 0--- 1 , 2 8 5 , 0 0 0-----3 0 0 , 0 0 05 0 0 , 0 0 09 8 5 , 0 0 0 2 , 3 3 3 , 0 0 0------5 6 0 , 0 0 02 , 3 3 3 , 0 0 0
6 0 0 , 0 0 0-------6 0 0 , 0 0 0
1 4 , 8 3 1 , 0 4 03 , 0 0 0 , 0 0 03 , 0 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 06 0 0 , 0 0 05 , 8 3 1 , 0 4 0 1 , 7 5 0 , 0 0 0-1 , 4 2 5 , 0 0 0-1 2 5 , 0 0 0---2 0 0 , 0 0 0 1 , 7 5 0 , 0 0 0-1 , 4 2 5 , 0 0 0-1 2 5 , 0 0 0---2 0 0 , 0 0 0 1 4 , 5 7 0 , 0 0 03 , 6 1 0 , 0 0 03 , 0 7 0 , 0 0 0---2 , 0 4 0 , 0 0 0-5 , 8 5 0 , 0 0 0 2 0 0 , 0 0 0-----2 0 0 , 0 0 0--
3 1 , 4 2 0 , 0 0 01 5 , 2 0 0 , 0 0 01 5 , 7 0 0 , 0 0 0---2 0 , 0 0 0- 2 7 7 , 5 0 0- -------- 7 7 , 5 0 0-
2 , 7 7 0 , 6 5 0--1 , 9 2 0 , 0 0 01 1 5 , 0 0 02 0 6 , 0 0 0-3 4 , 6 5 05 2 9 , 6 5 0 2 9 3 , 5 8 1-----1 1 0 , 0 0 01 5 0 , 0 0 01 8 3 , 5 8 1 1 0 , 9 7 4 , 9 7 0--4 , 6 3 0 , 0 0 03 , 5 8 5 , 0 0 04 3 1 , 0 0 0- 1 , 2 9 0 , 0 0 0-3 , 6 1 8 , 9 7 0 9 , 0 7 0 , 0 0 02 , 4 8 0 , 0 0 02 , 2 5 0 , 0 0 04 5 0 , 0 0 04 2 0 , 0 0 04 2 0 , 0 0 04 1 0 , 0 0 04 1 0 , 0 0 02 , 1 9 0 , 0 0 0 1 6 7 , 0 8 9------ 1 8 2 , 9 1 1-3 5 0 , 0 0 0
3 7 5 , 0 0 0------2 5 , 0 0 03 7 5 , 0 0 0
6 8 , 0 2 8 , 3 6 62 1 , 0 8 0 , 0 0 01 9 , 8 9 0 , 0 0 03 , 0 0 0 , 0 0 03 , 0 0 0 , 0 0 03 , 0 0 0 , 0 0 02 , 8 0 0 , 0 0 02 , 6 9 0 , 0 0 01 2 , 2 5 8 , 3 6 6 Carlsbad Municipal Water District: 15-year Capital Improvement Program Project Schedule Attachment A
June 13, 2023
Item #9 Page 154 of 542
P r o j e c t N a m e N e w
P r o j e c tD i s t r i c t S c o r eF u n d i n g
I D
F u n d i n g
S o u r c e
C u r r e n t
A p p r o p r i a Ɵ o n
L a s t Y e a r
( 2 0 2 2 - 2 3 )
A p p r o p r i a t e d
Y e a r 1
( 2 0 2 3 - 2 4 )
Y e a r 2
( 2 0 2 4 - 2 5 )
Y e a r 3
( 2 0 2 5 - 2 6 )
Y e a r 4
( 2 0 2 6 - 2 7 )
Y e a r 6 - 1 0
( 2 0 2 9 - 3 3 )
Y e a r 1 1 - 1 5
( 2 0 3 4 - 3 8 )
T o t a l F u n d i n g
S o u r c e
W a t e r S y s t e mR e h a b i l i t a Ɵ o n a n d
R e p l a c e m e n t N O C i t y w i d e C r i Ɵ c a l 3 9 0 4 1

W A T E R

R E P L
W a t e r V a l v e R e p a i r / R e p l a c e m e n t P r o g r a m N O C i t y w i d e C r i Ɵ c a l 5 0 1 9 1

W A T E R
R E P L 2 3 , 5 0 0 , 0 0 05 , 6 5 0 , 0 0 05 , 1 1 0 , 0 0 01 , 0 0 0 , 0 0 09 6 0 , 0 0 09 6 0 , 0 0 09 6 0 , 0 0 09 4 0 , 0 0 07 , 8 6 0 , 0 0 0 Carlsbad Municipal Water District: 15-year Capital Improvement Program Project Schedule June 13, 2023
Item #9 Page 155 of 542
D‐27
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS

Account: 5016
310 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 me ters.

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 cons
ervation and rebate programs, including public education, leak detection studies, leak repair and compliance with conservation laws  Work with other water agencies and the San Diego County Water Authority on regional water‐related projects and budgets
2020‐21
Actual
2021‐22
Actual
2022‐23
Budget
2023‐24
Budget
Personnel Services
Salaries & Wages 2,456,258$              2,775,502$              3,020,543$              3,297,868$ Retirement Benefits 853,829 777,841 707,921 722,595 Health Insurance 532,524 539,133 456,572 603,202
Other Personnel Expenses 932,144 (934,811)                  142,351 159,114 Personnel Services Subtotal 4,774,755                3,157,665                4,327,387                4,782,779 Operating Expenses
Professional & Contract Services 7,339,768                7,250,138                8,568,654                9,205,538 Supplies & Materials 25,652,887              26,320,138              28,010,084              31,440 ,899 Repair & Maintenance 299,762 384,355 361,250 290,050 Interdepartmental Charges 2,722,945                2,964,704                3,161,356                3,765,584 Other Operating Expenses 6,479,626                4,222,292                5,267,601                5,271,353 Capital Outlay 415,639 16,957 19,500 3,600
Operating Expenses Subtotal 42,910,627              41,158,584              45,388,445              49,977,024 TOTAL EXPENDITURES 47,685,382$           44,316,249$           49,715,832$           54,759,803$ Full Time Positions 29.50 30.55 30.95 31.05
Hourly/FTE Positions0 .450 .200 .000 .00
Attachment B
June 13, 2023
Item #9 Page 156 of 542

D‐28
RECENT ACCOMPLISHMENTS
 Developed and established a Utilities Reserve policy for fund stability  Established new hydraulic modeling fees
 Performed regulation‐required Lead and Copper sampling  Completed construction on the Carrillo Way water main rehabilitation  Built and calibrated the water distribution system hydraulic model now used to assess system capacity nee ds
 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 impl ementation 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 industr
y 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 ne w pressure regulating station and replacement of two existing pressure regulating stations  Update the cost of services study and present updated rates to the Carlsbad Municipal Water District Board of Directors for approval

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

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4
Meeting State Water Resources Control Board water use
efficiency standards Yes Yes Yes
June 13, 2023
Item #9 Page 157 of 542
D‐29
PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS

Account:
5026310 Fund: Enterprise
ABOUT
The Carlsbad Municipal Water District owns the Carlsbad Water Recycling Facility located next to the Encina Wastewater Authority treatment plant. CMWD takes treated wastewater from that plant and further treats it to the State of California Title 22 recycled water quality standards and then delivers this water to customers for irrigation and ce rtain 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 drinki ng 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 2
66,704
Health I
nsurance 141,496 143,591 189,818 1
76,778
Ot
her Personnel Expenses 4,712 41,288 63,152 57,
615
Pe
rsonnel 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                3,0 23,586 Repair & Maintenance 61,170 19,524 66,743 22,
743
Int
erdepartmental 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
Op
erating Expenses Subtotal 6,047,785                6,548,025                9,288,238                10,037,822 TOTAL EXPENDITURES 7,603,103$              8,124,171$              11,206,521$           11,849,122$ Full Time Positions 13.00 13.30 12.75 10.85
Hourly/FTE Positions0 .050 .100 .500 .50
June 13, 2023
Item #9 Page 158 of 542

D‐30

SERVICES
 Deliver recycled water for irrigation and some industrial uses through the recycled water system
 Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility, reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters  Treat wastewater to meet State of California Title 22 recycled water requirements  Perform inspections on systems and ba ckflows 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 recy
cled water cost at or below 75% of potable water irrigation cost  Perform tank inspections and cleaning for three recycled reservoirs  Update the cost of services study and present updated rates to the CMWD Board

Performance Measure FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4
Cost of recycled water as a percent of potable water cost 71% 73% 75% June 13, 2023
Item #9 Page 159 of 542

PROPOSED OPERATING &

CAPITAL BUDGET
FISCAL YEAR 2024
Encina Wastewater Authority
6200 Avenida Encinas
Carlsbad, CA 92011
www.encinajpa.com
Attachment C
June 13, 2023
Item #9 Page 160 of 542
June 13, 2023
Item #9 Page 161 of 542

MISSION STATEMENT

PROUDLY SERVING
"As an environmental leader, EWA provides reliable and fiscally responsible wastewater services to the communities we serve while optimizing use of renewable resources." City of Carlsbad
City of Vista
Buena Sanitation District
Vallecitos Water District
City of Encinitas
Leucadia Wastewater District
June 13, 2023
Item #9 Page 162 of 542
June 13, 2023
Item #9 Page 163 of 542

CITY OF CARLSBAD
Keith Blackburn

CITY OF CARLSBAD
Carolyn Luna
CITY OF VISTA | BUENA SANITATION DISTRICT
John Franklin
CITY OF VISTA | BUENA SANITATION DISTRICT
Joe Green

VALLECITOS WATER DISTRICT
Jim Hernandez

VALLECITOS WATER DISTRICT
Jim Pennock

CITY OF ENCINITAS
Bruce Ehlers

CITY OF ENCINITAS
Joy Lyndes

LEUCADIA WASTEWATER DISTRICT
Chris Roesink

LEUCADIA WASTEWATER DISTRICT
Elaine Sullivan
CHAIR
Joy Lyndes

VICE-CHAIR
Jim Hernandez

BOARD OF DIRECTORS
CALENDAR YEAR 2023

ENCINA WASTEWATER AUTHORITY
June 13, 2023
Item #9 Page 164 of 542

DIRECTOR OF OPERATIONS
Octavio Navarrete

DIRECTOR OF TECHNICAL SERVICES
Dimitris Papachristoforou, PE

DIRECTOR OF ENVIRONMENTAL COMPLIANCE
Alicia Appel

DIRECTOR OF FINANCE
Aaron Beanan

EXECUTIVE LEADERSHIP TEAM

ENCINA WASTEWATER AUTHORITY

GENERAL MANAGER
Scott McClelland, PE, BCEE
ASSISTANT GENERAL MANAGER | TREASURER | AUDITOR
Jennifer Sabine

GENERAL COUNSEL
Adriana Ochoa, Partner
June 13, 2023
Item #9 Page 165 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

TABLE OF CONTENTS

INTRODUCTION
Letter of Transmittal ......................................................................................................... ...................................................................... 1 Policy Brief – Workforce Staffing Strategy .............................................................................................................................................. 5 Organization Chart .................................................................................................................................................................................. 9 Position List ........................................................................................................................................................................................... 10 Operating Budget – Revenue and Expense Summary ........................................................................................................................... 13 Operating Budget – Expense Summary ................................................................................................................................................. 14 Operating Budget – Revenue Summary ................................................................................................................................................ 15 Personnel Expense Summary by Account & by Program ...................................................................................................................... 16

OPERATING PROGRAMS
Encina Water Pollution Control Facility – Overview .............................................................................................................................. 17 Encina Water Pollution Control Facility – Operating Expense Summary............................................................ ................................... 19 Environmental Compliance and Regional Source Control – Overview .................................................................................................. 21 Environmental Compliance and Regional Source Control – Operating Expense Summary ................................................................... 23 Agua Hedionda Pump Station – Overview ......................................................................................... ................................................... 25 Agua Hedionda Pump Station – Operating Expense Summary ............................................................................................................. 27 Buena Creek Pump Station – Overview ................................................................................................................................................. 29 Buena Creek Pump Station – Operating Expense Summary .......................................................................... ....................................... 31 Buena Vista Pump Station – Overview .................................................................................................................................................. 33 Buena Vista Pump Station – Operating Expense Summary ................................................................................................................... 35 Carlsbad Water Recycling Facility – Overview ....................................................................................................................................... 37 Carlsbad Water Recycling Facility – Operating Expense Summary ................................................................. ...................................... 39 Raceway Basin Pump Station – Overview ........................................................................................ .................................................... 41 Raceway Basin Pump Station – Operating Expense Summary .............................................................................................................. 43 Internal Service Funds – Overview ........................................................................................................................................................ 45 Internal Service Funds – Operating Expense Summary ......................................................................................................................... 47

CAPITAL PROGRAMS
Capital Program ……………………………………………………………………………………………………………………………………………………………………………….49 Summary of Capital Expenses ............................................................................................................................................................... 51 Encina Water Pollution Control Facility – Capital Improvements ................................................................ ......................................... 52 Encina Water Pollution Control Facility – Planned Asset Rehabilitation & Replacement ..................................................................... 53 Encina Water Pollution Control Facility – Capital Acquisitions.............................................................................................................. 55 Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 56 Encina Water Pollution Control Facility – Capital Improvements, 5 Year Detail ................................................................................... 58 Encina Water Pollution Control Facility – Capital Improvements, Estimated Carry Forward ................................................................ 61 Long-Term Capital Financial Plan .......................................................................................................................................................... 65

APPENDIX
Budget Resolutions ............................................................................................................ ................................................................... 66 June 13, 2023
Item #9 Page 166 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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June 13, 2023
Item #9 Page 167 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
Date: April 26, 2023
To: Honorable Cha
ir and Members of the Board of Directors
Encina Joint Advisory Committee
Boards and Councils of the Encina Member Agencies
From: Scott McClelland, General Manager
Subject: Transmittal of FY2024 Recommended Operating & Capital Budgets This letter transmits the Encina Wastew ater Authority’s (EWA) Recommended Fisc al Year 2024 Operating and Capital Budgets. In conformance with the Revised Basic Agreement for Ownership, Operation and Maintenance of the Encina Joint Sewage System, this Recommended Budget estimates both the amount of money required to operate, maintain and administer the Joint System during Fiscal Year 2024, and the proportionate amount to be paid by each Member Agency.

As discussed last year, increasing global volatility is putting significant upward pressure on the cost of providing wastewater services. Increasing climate volatility, geopolitical instability, and resource scarcity are directly increasing the Recommended FY2024 Budget. Significant wet weather sw ings directly impact EWA’s energy, chem ical, and insurance co sts. Geopolitical instability impacts resources used in EWA’ s daily operations, especially those de pendent on oil in their creation or transportation such as polymers and other treatment plant chemicals. And supply chain challenges, as a result of geopolitics or otherwise, are decreasing the availability of resources used in EWA’s daily operations. The lack of goods is driving up prices leading to inflation not seen in decades. As EWA moves into the future, increasing the adaptability, sustainability, and resiliency of its operations and finances will become increasingly more important as global volatility becomes a new normal that all public entities are addressing. Despite these challenges, bu dget impacts were carefully managed resulting in an increase of 6.0% over last year’s budget as shown in the table below:

OPERATING BUDGET OVERVIEW
The Recommended FY2024 Operating Budget is comprised of seven (7) operational programs that provide services to the Encina Member Agencies. Each operational program includes direct personnel and non-personnel expenses and related internal service fund (ISF) charges. The Recommended FY2024 Bu dget reflects management’s strategies and objectives to ensure continued achievement within each of the six (6) Business Principles identified in the Five-Year Strategic Business Plan:

Protect Public Health and the Environmen t; Pursue Waste Resource Recovery Opportunities; Conduct Sound Planning and Invest Appropriately; Remain Efficient, Fiscally Responsible, and Innovative; Prov ide Meaningful Transparency; and Deliver Exceptional Member Agency Service. The Recommended FY2024 Operating Budget totals approximately $23.5M for the seven (7) operational programs summarized on the following page:

Budget Actual
FY2022
Budget
FY2023
Proposed
FY2024
FY 2023 vs
FY 2024
% Change
Operating Budget 19,025,998$ 19,528,774$ 23,501,441$ 20.3% Capital Budget 28,670,081$ 27,005,586$ 25,834,437$ -4.3% Total Capital Budget $ 47,696,079 $ 46,534,360 $ 49,335,878 6.0% 1 June 13, 2023
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

The FY2024 Operating Budget reflects EWA’s continuing commitment to provide sustainable and fiscally responsible wastewater services to the communities it serves while maximizing the use of alternative and renewable resources.

CAPITAL BUDGET OVERVIEW
The Recommended FY2024 Capital Budget totals approximately $25.8M for the following EWA capital programs summarized below:

Improvement Projects are planned, scoped, and prioritized through the Comprehensive Asset Management Program (CAMP).

The most recent CAMP was published in J une 2021 and will continue to be update d biannually. It considers anticipated changes in regulatory requirements, prospective operational efficiencies, funding availability and other factors.

The Recommended FY2024 Capital Budget includes approximately $3.3 million in funding for 15.11 full-time equivalent (FTE) positions. These positions include full and part-time efforts of EWA executives, professionals, managers, and technical staff who plan, direct, and support EWA’s Capital Program.

Significant Capital Improvement Projects for FY2024 funding includes the Digester Rehabilitation and Improvements ($3.0M), the Dissolved Air Flotation Tank Repairs ($0.8M), and Administrative Building HVAC Rehabilitation ($3.4M).

EWPCF – Planned Asset Rehabilitation and Replacement (PARR) reflects minor plant rehabilitation efforts undertaken by EWA staff to maintain the $714 million worth of Joint System assets. PARR Projects total $1.5M. EWPCF – Capital Acquisitions total $0.4M and reflect appropriate investment in minor infrastructure and equipmen t. Remote Facilities – Acquisitions and Rehabilitation total $1.6M and reflect appropriate investment in remote facility improvements.

Staff has made every effort to coordinate with the Member Agencies and use its best judgement in developing the budget but acknowledges the unpredictable nature in which the docume nt was developed. Please join me in recognizing the staff Operating Program Actual
FY2022
Budget
FY2023
Proposed
FY2024
FY 2023 vs
FY 2024
% Change
Encina Wate r Pollution Control Facility $ 14,568, 030 $ 15,607,229 $ 18,650,287 19.5% Environm e ntal Com pliance ─ Source Control $ 889,245 $ 904,348 $ 1,019,627 12.7% Agua Hedionda Pump Station $ 618,494 $ 743,735 $ 740,566 -0.4% Buena Vista Pump Station $ 711,711 $ 764,909 $ 864,612 13.0% Buena Creek Pump Station $ 577,411 $ 582,396 $ 619,768 6.4% Carlsbad Wate r Re cycling Facility $ 1,414,008 $ 1,461,581 $ 1,829,848 25.2% Raceway Basin Pump Station $ 247,099 $ 282,576 $ 305,733 8.2% Sub-Total: Expenses $ 19,025,998 $ 20,346,774 $ 24,030,441 18.1% Estimated Other Operating Revenue $ - $ (818,000) $ (529,000 ) -35.3% Total Operating Budget $ 19,025,998 $ 19,528,774 $ 23,501,441 20.3% Capital Program Actual
FY2022
Budget
FY2023
Proposed
FY2024
FY 2023 vs
FY 2024
% Change
EWPCF – Capital Improvements 21,312,394 $ 20,900,000 $ 19,245,000 $ -7.9% EWPCF – Planne d A sse t Re habilitation 1,057,691 $ 1,156,000 $ 1,534,200 $ 32.7% EWPCF – Capital Acquisitions 388,650 $ 356,000 $ 368,000 $ 3.4% Re m ote s Facilities – A cquisitions & Re habilitation 3,247,757$ 1,681,800 $ 1,602,917 $ -4.7% Allocated Personnel Expenses 2,663,590 $ 2,911,786 $ 3,084,320 $ 5.9% Total Capital Budget $ 28,670,081 $ 27,005,586 $ 25,834,437 -4.3% 2 June 13, 2023
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
whose efforts produced this document. Assistant General Manager Jennifer Sabine, who prepared and developed staffing recommendations and operations estimates with the Executive Leadership team at EWA. Aaron Beanan, Director of Finance, who led efforts in the preparation and development of the Recommended FY2024 Budget. Finally, the Executive Leadership Team coordinated the budget development processes within their respective departments.

Respectfully Submitted,
Scott McClel
land, P.E., BCEE, MBA
General Manager
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
Policy Brief
Date: April 26, 2023
To: Honorable Chair and Members of the Board of Directors Encina Joint Advisory Committee
Boards and Councils of the Encina Member Agencies
From: Scott McClelland, General Manager
Subject: Workforce Staffing Strategy
The Encina Wastewater Authority’s (EWA) workforce staffing strategy is linked dire ctly to its mission, vision, values and strategic business and tactical plans. It includes a cost -effective blend of human resources that includes permanent employees, consultants, co ntract and limited duration employees. Staffing decisions are based on established criteria designed to add value to the organization, reduce risk, and complement or leverage existing staff competencies.

The staffing needs of EWA are typically reviewed annually. Decisions to expand or contract EWA’s total complement of Full Time Equivalent (FTE) staff are made as part of the budget development process. Department Directors requesting additional staff are required to submit a written report to the General Manager justifying the request.

EWA’s staffing strategy centers on identifying the core workforce needed for ongoing work, which is essential to its mission on a permanent basis and should therefore be permanently staffe d, as opposed to work that may be equally important to EWA but has a limited timeframe, or which has a temporary (eve n if several years) peak workload but is then expected to diminish. Any temporary progra mmatic increase in workload should consider the use of Limited Duration Employees (LDE) with an established, predictable separation date based upon the temporary nature of the work. In evaluating the need for additional staff, written justification for any new FTEs should address the following criteria:

Evaluation Criteria Justification Must Address
Permanence Is the work permanent in nature and not likely to diminish over time? Reprioritization Can work within the department be reprioritized to meet the new need, while reducing or eliminating other existing work, redeploying existing staff and negating the need to add an FTE? Cost Effectiveness and
Budget Impact
Is adding an FTE more cost effective over the expected life of the position’s work than alternative resourcing options (e.g. temporary, LDE or contract resources)? Full Time vs. Part Time Does the work require a full-time position, or can the work be accomplished with a half-time position?
Appropriate
Classification
Can the position be filled at a lower classification and accomplish the work, while minimizing the costs to EWA?
Institutional
Knowledge
Does the position require institutional knowledg e that could not likely be built and sustained through the use of temporary employees, LDE’s, or contract resources? Market Availability What is the market availability and competitive landscape for th e desired skill set of the proposed position?
Special Skills or
Certifications Required
Are special skills or certification required to perform the work? Risk Management and
Transparency
Does the critical nature of the position, or the consequence of error or failure to effectively and safely perform the work make the use of outside resources impractical or too risky? Is there a concern for loss of transparency if outside resources are utilized? Logistical Issues Does the position’s workplace locations, demands or duties create logistical challenges that make the use of temporary or contract resources impractical? 5 June 13, 2023
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
Chemist I
The Recommended Fiscal Year 20 24 B
udget includes an additional Chemist I position to support the significant increase in the activity and complexity of EWA’s la boratory compliance and admi nistration. Encina operates a regional environmental laboratory that provides analytical services to several member and non-member water agencies, recuperating costs through the charging of laboratory service fees. This full-time entry-level Chemist will allo w higher level Chemists (Chemist II/III) t o perform Quality Analysis/Quality Control duties to meet the new requirements of the Environmental Laboratory Accreditation Program (ELAP) certificatio n meeting The NELAC Institute (TNI) standa rds. TNI compliance requires creation and maintenance of a system of QA/QC measures and oversight at a higher caliber than is currently required of Encina’s laboratory. A reduction in the utilization of temporary and part-time staff and newly assessed increases in laboratory revenue through service fees partially mitigates the cost impact of this staffing recommendation.

Evaluation Criteria Justification
Permanence The new ELAP Certification requirements to meet TNI standards are a requirement of the State of California effective January 2024. Meeting th ese standards makes each analysis take longer, including additional time for tr aining, demonstrations of capabilities, equipment calibration documentation and full traceability for every samp le. The laboratory has not increased staffing levels since 2005.

Reprioritization This position will replace a part-time Laboratory Technician posit ion currently staffed at approximately 0.5 full-time equivalent (FTE). Th e laboratory currently em ploys a lean staffing model with a heavy workload and significant samples processed daily, including holidays. This entry level chemist will allow work to be shifted from more senior Chemists (Chemist II/III) to allow them to actively participate in TNI Compliance efforts and QA/QC.

Cost Effectiveness and
Budget Impact
The additional FTE is permanent and will be part ially offset by a reduction in part-time labor costs. In addition, the position will be supported by revenue from laboratory fees.

Full Time vs. Part Time Encina currently has a part time employee supporting the laboratory. This position is difficult to staff as it is a temporary position and does not provide the level of longevity or support needed to meet the TNI standards
Appropriate
Classification
This additional position is requested at the lowest, entry level to alleviate day-to-day demands on Chemist IIIs. This will allow Chemist IIIs to pr ovide higher-level support of the Laboratory Manager in QA/QC oversight, and will also support succession planning and provide professional development for Chemist IIIs.

Institutional
Knowledge
Every laboratory has slightly di fferent equipment and Standard Operating Procedures. While consultant support may be needed for compliance checks or regulatory support, the essence of laboratory analysis requires in-house staff kn owledgeable and trained to perform duties consistently, professionally, and in compliance with ELAP/TNI requirements.

Market Availability Based on a 2021 recruitment for a Ch emist I, sufficient applican ts with basic laboratory experience and education are expected to be available for the position.

Special Skills or
Certifications Required
The Chemist I is required to have a Bachelor’s degree in natural sciences, along with coursework or work experience in a laboratory setting. All laboratory staff are encouraged to pursue certification as Laboratory Analysts through the California Water Environment Association.

Risk Management and
Transparency
The Encina laboratory provides regional water analysis services to member agencies as well as other agencies. While Encina al ready sends certain tests to ou tside laboratories which are ELAP/TNI compliant, it is neither practical nor cost effective to outsource daily compliance monitoring required by Encina’s discharge permit. Encina charges fees lower than private laboratories, and due to significant consolidation in the laboratory industry there would be 6 June 13, 2023
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

potential for compliance risk in pursuing more outsourcing of laboratory activities due to lack of industry capacity to perform these analysis.

Logistical Issues The new position will work with other Chemists in Encina’s laboratory, located on the second floor of the administration building. This work must be performed on site.

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
FISCAL YEAR 2024 ORGANIZATION (76 FTEs)
Board of DirectorsGeneral Counsel
General Manager
Lead Operator (5)
Director of
Operations
Director of
Technical Services
Shift Supervisor (6)
Training and
Quality Control
Specialist
Operations Manager
EWPCF Operations Manager
Remote Facilities
Operations Manager
Resource Recovery Maintenance Manager
Mechanical Tech
Supervisor
Lead Mechanical
Technician
Cogeneration
Specialist
Electrical &
Instrumentation
Technician (3)
Director of Finance
Accounting Supervisor
Accounting
TechnicianProcurement
Specialist
Assistant General
Manager
Engineering Services
Manager
Administrative
Assistant
Laboratory Manager
Inventory Control
Technician
Electrical &
Instrumentation
Supervisor
Engineer
Senior Construction
Manager
Board Secretary/
Executive Assistant
Director of
Environmental
Compliance
Inspector (3)
Field Services
Superintendent
Information Systems
Manager
Source Control
Manager
Safety and
Training Manager Contract
Administrator
Chemist (5)
Human Resources
Manager
Human Resources
Analyst
Operator (15)
Mechanical
Technician (6)
Information Systems
Analyst (2)
9 June 13, 2023
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
2022-23 Budget 2023-24 Budget
Office of the General Manager
General Manager 1.00 1.00
Assistant General Manager 1.00 1.00
Assistant to the General Manager 1.00 0.00
Engineering Services Manager 1.00 1.00
Senior Construction Manager1

1.00 1.00
Human Resources Manager 0.00 1.00
Human Resources Analyst2

1.00 1.00
Board Secretary/Executive Assistant2

1.00 1.00
Administrative Assistant I/II 1.00 1.00
Total 8.00 8.00
Finance Department
Director of Finance1

1.00 1.00
Accounting Supervisor1

1.00 1.00
Accounting Technician I/II 1.00 1.00
Contract Administrator 1.00 1.00
Inventory Control Technician2

1.00 1.00
Procurement Specialist 1.00 1.00
Total 6.00 6.00
Operations Department
Director of Operations 1.00 1.00
Operations Manager 3.00 3.00
Shift Supervisor 6.00 6.00
Lead Operator 5.00 5.00
Operator I/II and Operator-In-Training 15.00 15.00
Training and Quality Control Specialist 1.00 1.00
Total 31.00 31.00

AUTHORIZED POSITIONS
Summary by Department
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
2022-23 Budget 2023-24 Budget

AUTHORIZED POSITIONS
Summary by Department
Technical Services Department
Director of Technical Services 1.00 1.00
Maintenance Manager 1.00 1.00
Electrical and Instrumentation Supervisor1

1.00 1.00
Electrical and Instrumentation Technician1,2

3.00 3.00
Application Specialist1

0.00 0.00
Mechanical Technician Supervisor1

1.00 1.00
Lead Mechanical Technician 1.00 1.00
Mechanical Technician I/II1

6.00 6.00
Cogeneration Specialist 1.00 1.00
Field Services Superintendent 1.00 1.00
Information Systems Manager 1.00 1.00
Information Systems Analyst2

2.00 2.00
Total 19.00 19.00
Environmental Compliance Department
Director of Environmental Compliance 1.00 1.00
Source Control Manager 1.00 1.00
Source Control Inspector I/II/III2

3.00 3.00
Laboratory Manager 1.00 1.00
Chemist I/II/III2

4.00 5.00
Safety & Training Manager 1.00 1.00
Total 11.00 12.00
Full-time Equivalent Employees Summary
Office of the General Manager 8.00 8.00
Finance 6.00 6.00
Operations 31.00 31.00
Technical Services 19.00 19.00
Environmental Compliance 11.00 12.00
Total 75.00 76.00

1. Mid-year change per General Manager authority during Fiscal year 2022-23.

2. Title changed per 2022 Compensation Study.
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
City of Carlsbad 5,702,471$ 6,019,641$ 6,340,180$ 7,244,274$ 1,224,633$ 20.3% City of Vista 5,038,347$ 5,146,982$ 5,549,132$ 6,310,428$ 1,163,446$ 22.6% Buena Sanitation District 2,027,684$ 2,036,547$ 2,158,247$ 2,416,649$ 380,102$ 18.7% Vallecitos Water District 3,142,576$ 3,303,792$ 3,302,425$ 3,735,121$ 431,329$ 13.1% Leucadia Wastewater District 2,366,885$ 2,274,588$ 2,557,739$ 2,883,195$ 608,607$ 26.8% City of Encinitas 748,035$ 747,224$ 817,205$ 911,774$ 164,550$ 22.0% Sub Total 19,025,998$ 19,528,774$ 20,724,928$ 23,501,441$ 3,972,667$ 20.3% Estimated Other Revenue * 818,000$ 795,500$ 529,000$ (289,000)$ -35.3% Total 19,025,998$ 20,346,774$ 21,520,428$ 24,030,441$ 3,683,667$ 18.1% *2022 Actual total is net of other revenue
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Encina Water Pollution Control Facility 14,568,030$ 14,789,229$ 16,102,971$ 18,121,287$ 3,332,058$ 22.5% Source Control 889,245$ 904,348$ 885,646$ 1,019,627$ 115,279$ 12.7% Agua Hedionda Pump Station 618,494$ 743,735$ 587,031$ 740,566$ (3,169)$ -0.4% Buena Vista Pump Station 711,711$ 764,909$ 783,895$ 864,612$ 99,703$ 13.0% Buena Creek Pump Station 577,411$ 582,396$ 554,667$ 619,768$ 37,372$ 6.4% Carlsbad Water Recycling Facility 1,414,008$ 1,461,581$ 1,554,097$ 1,829,848$ 368,267$ 25.2% Ra
ceway Basin Pump Station 247,099$ 282,576$ 256,621$ 305,733$ 23,157$ 8.2% Total 19,025,998$ 19,528,774$ 20,724,928$ 23,501,441$ 3,972,667$ 20.3% (818,000)$ (795,500)$
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Encina Water Pollution Control Facility 14,568,030$ 15,607,229$ 16,898,471$ 18,650,287$ 3,043,058$ 19.5% Source Control 889,245$ 904,348$ 885,646$ 1,019,627$ 115,279$ 12.7% Agua Hedionda Pump Station 618,494$ 743,735$ 587,031$ 740,566$ (3,169)$ -0.4% Buena Vista Pump Station 711,711$ 764,909$ 783,895$ 864,612$ 99,703$ 13.0% Buena Creek Pump Station 577,411$ 582,396$ 554,667$ 619,768$ 37,372$ 6.4% Carlsbad Water Recycling Facility 1,414,008$ 1,461,581$ 1,554,097$ 1,829,848$ 368,267$ 25.2% Raceway Basin Pump Station 247,099$ 282,576$ 256,621$ 305,733$ 23,157$ 8.2% Total 19,025,998 $ 20,346,774$ 21,520,428$ 24,030,441$ 3,683,667$ 18.1% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Personnel 7,061,037$ 7,372,976$ 7,305,961$ 7,860,681$ 487,705$ 6.6% Non-Personnel 6,145,101$ 6,796,650$ 7,134,549$ 8,656,521$ 1,859,871$ 27.4% Internal Service Fund 5,819,860$ 6,177,148$ 7,079,918$ 7,513,239$ 1,336,091$ 21.6% Total 19,025,998$ 20,346,774$ 21,520, 428$ 24,030,441$ 3,683,667$ 18.1% Combined Operating Budget Expense
OPERATING BUDGET: REVENUE and EXPENSE SUMMARY
Operating Revenues from Member Agencies by Program
Operating Budget Expense Summary by Program
Revenue Summary
13 June 13, 2023
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Personnel 4,886,752$ 5,162,584 5,329,348$ 5,604,374$ 441,790$ 8.6% Non-Personnel 4,568,550$ 5,067,000$ 5,334,167$ 6,381,144$ 1,314,144$ 25.9% Internal Service Fund 5,112,728$ 5,377,645$ 6,234,956$ 6,664,769$ 1,287,124$ 23.9% Total 14,568,030$ 15,607,229$ 16,898,471$ 18,650,287$ 3,043,058$ 19.5% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Personnel 643,911$ 632,677$ 610,719$ 683,659$ 50,982$ 8.1% Non-Personnel 45,922$ 28,450$ 23,859$ 101,550$ 73,100$ 256.9% Internal Service Fund 199,412$ 243,221$ 251,068$ 234,418$ (8,803)$ -3.6% Total 889,245$ 904,348$ 885,646$ 1,019,627$ 115,279$ 12.7% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Personnel 299,172$ 381,126$ 267,587$ 352,365$ (28,761)$ -7.5% Non-Personnel 226,393$ 264,950$ 213,163$ 279,282$ 14,332$ 5.4% Internal Service Fund 92,929$ 97,659$ 106,281$ 108,919$ 11,260$ 11.5% Total 618,494$ 743,735$ 587,031$ 740,566$ (3,169)$ -0.4% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
P
ersonnel 231,415$ 241,349$ 216,285$ 233,009$ (8,340)$ -3.5% Non-Personnel 415,941$ 456,250$ 494,358$ 557,646$ 101,396$ 22.2% Internal Service Fund 64,355$ 67,310$ 73,252$ 73,957$ 6,647$ 9.9% Total 711,711$ 764,909$ 783,895$ 864,612$ 99,703$ 13.0% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Personnel 282,098$ 279,005$ 249,357$ 278,579$ (426)$ -0.2% Non-Personnel 235,569$ 238,400$ 234,581$ 267,324$ 28,924$ 12.1% Internal Service Fund 59,744$ 64,991$ 70,729$ 73,865$ 8,874$ 13.7% Total 577,411$ 582,396$ 554,667$ 619,768$ 37,372$ 6.4% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Personnel 567,666$ 511,292$ 485,056$ 539,577$ 28,285$ 5.5% Non-Personnel 598,248$ 668,850$ 774,255$ 983,270$ 314,420$ 47.0% Internal Service Fund 248,094$ 281,439$ 294,786$ 307,001$ 25,562$ 9.1% Total 1,414,008$ 1,461,581$ 1,554,097$ 1,829,848$ 368,267$ 25.2% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Pers
onnel 150,023$ 164,943$ 147,609$ 169,118$ 4,175$ 2.5% Non-Personnel 54,478$ 72,750$ 60,166$ 86,305$ 13,555$ 18.6% Internal Service Fund 42,598$ 44,883$ 48,846$ 50,310$ 5,427$ 12.1% Total 247,099$ 282,576$ 256,621$ 305,733$ 23,157$ 8.2% OPERATING BUDGET: EXPENSE SUMMARY
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Encina Water Pollution Control Facility
Environmental Compliance ─ Source Control
Agua Hedionda Pump Station
Buena Vista Pump Station
Buena Creek Pump Station
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Item #9 Page 181 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Encina Water Pollution Control Facility 3,831,383$ 3,983,717 $ 4,275,169 $ 4,820,869 $ 837,152 $ 21.0% Source Control 191,949 $ 264,978 $ 247,997 $ 274,803 $ 9,825 $ 3.7% Agua Hedionda Pump Station 191,114 $ 229,815 $ 181,393 $ 228,835 $ (980) $ -0.4% Buena Vista Pump Station 74,017 $ 79,550 $ 81,524 $ 89,919 $ 10,369 $ 13.0% Carlsbad Water Recycling Facility 1,414,008$ 1,461,581 $ 1,554,097 $ 1,829,848 $ 368,267 $ 25.2% Total 5,702,471 $ 6,019,641 $ 6,340,180 $ 7,244,274 $ 1,224,633 $ 20.3% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Encina Water Pollution Control Facility 3,467,879$ 3,394,406 $ 3,886,514 $ 4,364,097 $ 969,691 $ 28.6% Source Control 258,295 $ 270,721 $ 297,988 $ 354,174 $ 83,453 $ 30.8% Agua Hedionda Pump Station 427,380 $ 513,920 $ 405,638 $ 511,731 $ (2,189) $ -0.4% Buena Vista Pump Station 637,694 $ 685,359 $ 702,371 $ 774,693 $ 89,334 $ 13.0% Raceway Basin Pump Station 247,099 $ 282,576 $ 256,621 $ 305,733 $ 23,157 $ 8.2% Total 5,038,347 $ 5,146,982 $ 5,549,132 $ 6,310,428 $ 1,163,446 $ 22.6% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Encina Water Pollution Control Facility 1,362,414$ 1,352,681 $ 1,544,808 $ 1,724,928 $ 372,247 $ 27.5% Source Control 87,859$ 101,470$ 58, 772$ 71,953$ (29,517)$ -29.1% Buena Creek Pump Station 577,411$ 582,396$ 554,667$ 619,768$ 37,372$ 6.4% Total 2,027,684$ 2,036,547$ 2,158,247$ 2,416,649$ 380,102$ 18.7% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Encina Water Pollution Control Facility 2,984,778$ 3,135,151$ 3,168,731$ 3,578,652$ 443,501$ 14.1% Source Control 157,798$ 168,641$ 133,694$ 156,469$ (12,172)$ -7.2% Total 3,142,576$ 3,303,792$ 3,302,425$ 3,735,121$ 431,329$ 13.1% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Encina Water Pollution Control Facility 2,220,322$ 2,202,883$ 2,455,154$ 2,765,464$ 562,581$ 25.5% Source Control 146,563$ 71,705$ 102,585$ 117,731$ 46,026$ 64.2% Total 2,366,885$ 2,274,588$ 2,557,739$ 2,883,195$ 608,607$ 26.8% Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024 Change %
Encina Water Pollution Control Facility 701,254$ 720,391$ 772,595$ 867,277$ 146,886$ 20.4% Source Control 46,781$ 26,833$ 44,610$ 44,497$ 17,664$ 65.8% Total 748,035$ 747,224$ 817,205$ 911,774$ 164,550$ 22.0% OPERATING BUDGET: REVENUE SUMMARY
Leucadia Wastewater District
City of Encinitas
City of Carlsbad
City of Vista
Vallecitos Water District
Buena Sanitation District
15 June 13, 2023
Item #9 Page 182 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
Salaries
2023 Budget % of Total 2024 Budget % of Total % Change
Regular 8,920,056$ 9,609,617$ 7.7%
Overtime 180,200$ 194,130$ 7.7% Holiday 95,000$ 96,000$ 1.1% Temporary & Part-Time Staff 94,000$ 47,000$ -50.0% Intern Program 29,800$ 29,800$ 0.0% Shift Differential 45,000$ 45,000$ 0.0% Incentive Awards 14,500$ 20,000$ 37.9% Standby 5,000$ 5,000$ 0.0% Subtotal Salaries 9,383,556$ 73.2% 10,046,548$ 73.7% 7.1% 2023 Budget % of Total 2024 Budget % of Total % Change
CalPERS Retirement Program — Normal Cost 1,780,794$ 1,973,774$ 10.8% CalPERS Retirement Unfunded Liability -$ -$
CalPERS Employee Contribution (724,804)$ (780,049)$ 7.6% Other Post-Employment Benefits 71,000$ 104,597$ 47.3% Flexible Benefits 125 Plan 1,500,970$ 1,452,797$ -3.2% Deferred Compensation 333,522$ 355,573$ 6.6% Medicare 143,522$ 153,845$ 7.2% Workers Compensation Insurance 274,000$ 263,000$ -4.0% Other Ancillary Benefits 55,000$ 54,509$ -0.9% Subtotal Benefits 3,434,004$ 26.8% 3,578,045$ 26.3% 4.2% Total Personnel Expense 12,817,560$ 100.0% 13,624,593$ 100.0% 6.3% 2023 Budget 2022 Positions 2024 Budget 2023 Positions % Change Encina Water Pollution Control Facility 5,162,584$ 32.85 5,604,374$ 33.60 8.6% Source Control 632,677$ 4.35 683,659$ 4.35 8.1% Agua Hedionda Pump Station 381,126$ 2.25 352,365$ 1.90 -7.5% Buena Vista Pump Station 241,349$ 1.42 233,009$ 1.29 -3.5% Buena Creek Pump Station 279,005$ 1.65 278,579$ 1.53 -0.2% Carlsbad Water Reclamation Facilities 511,292$ 3.00 539,577$ 2.91 5.5% Raceway Basin Pump Station 164,943$ 0.97 169,118$ 0.91 2.5% Remote Facilities 1,577,715$ 9.29 1,572,648$ 8.54 -0.3% Subtotal 7,372,976$ 46.49 7,860,681$ 46.49 6.6% Internal Service Funds 2,532,798$ 14.50 2,679,333$ 15.40 5.8% Subtotal Operating 9,905,774$ 60.99 10,540,014$ 61.89 6.4% Capital Program 2,911,786$ 14.01 3,084,320$ 14.11 5.9% Total Personnel Expense 12,817,560$ 75.00 13,624,334$ 76.00 6.3% PERSONNEL EXPENSE SUMMARY by ACCOUNT
Benefits
PERSONNEL EXPENSE SUMMARY by PROGRAM
Programs
16 June 13, 2023
Item #9 Page 183 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

ENCINA WATER POLLUTION CONTROL FACILITY
The Encina Water Pollution Control Facility (EWPCF), located in Carlsbad, California, provides wastewater treatment services to approximately 377,000 residents in a 123 square mile service area of northwest San Diego County. The EWPCF consists of three major components: the treatment plant; the Encina Ocean Outfall (EOO); and the Joint Flow Metering System (JFMS).

The EWPCF was constructed in 1963 to treat wastewater from the Cities of Carlsbad and Vista, with the City of Encinitas, Vallecitos Water District, Buena Sanitation District and Leuc adia Wastewater District jo ining the partnership in the subsequent years. Since its original design and construction, the treatment plant has undergone four (4) major expansions – the latest completed in 2009, and is begi nning another round of construction to address reliability and aging infrastructure.

Today, the EWPCF is a modern resource recovery facility that produces: clean water for recycling and Pacific Ocean discharge (via preliminary and primary treatment processes); activated sludge secondary treatment; secondary flow equalization facilities; and a 1.5 mile EOO, which discharges treated effluent at an average depth of one-hundred-fifty (150) feet; a granular fertilizer marketed under the name PureGreen (via anaerobic digesters, solids dewatering centrifuges, and a triple-pass rotary drum heat dryer); and, between 80 and 85% of the electricity required to power the EWPCF (via a Combined Heat & Cogeneration Power System) in a typical year. In addition, the JFMS consists of sixteen (16) flow meters strategically placed throughout the collection system. The data collected at th ese metering sites, which is an alyzed and certified by an independent consultant, is a critical element in allocating EWPCF costs among the EWA Member Agencies.

Capacity – The EWPCF has a rated liquid treatment capacity of 40.51 million gallons per day (MGD) and a rated solids treatment capacity of 43.53 MGD. During FY2023, the EWPCF will: (1) clean more than 7.97 billion gallons of water; (2) recycle about 2.9 billion gallons for on-site use and regional irrigation; and, (3) process 99 million gallons of digested sludge into over 6,300 tons of PureGreen fertilizer.

Cost Allocation – The EWPCF costs are allocated among member agencies based on ownership and usage charges in accordance with the Financial Plan and Revenue Program. EOO costs are allocated among Member Agencies based on the volume of effluent discharged. JFMS costs are allocated among the Member Agencies based on the number, location and type of meters.

Encina Water Pollution Control Facility
17 June 13, 2023
Item #9 Page 184 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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18 June 13, 2023
Item #9 Page 185 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
5100 Salaries 3,419,177$ 3,762,004$ 4,047,576$ 4,112,046$ 9.3% 5200 Benefits 1,467,575$ 1,400,581$ 1,281,772$ 1,492,328$ 6.6% Total Personnel Expenses 4,886,752$ 5,162,585$ 5,329,348$ 5,604,374$ 8.6% 21001 7330 Specialty Services 149,612$ 155,000$ 152,239$ 160,056$ 3.3% 22001 5400 CEPT Polymer 131,492$ 216,000$ 101,596$ 225,500$ 4.4% 22001 5401 Ferric Chloride 411,134$ 476,000$ 598,721$ 911,000$ 91.4% 22001 5405 Atmospheric Control (Nitrogen) 28,014$ 31,000$ 28,206$ 34,000$ 9.7% 22001 5406 Pellet Dust Control 72,411$ 48,500$ 45,500$ 48,500$ 0.0% 22001 5407 Sodium Hypochlorite 52,055$ 100,000$ 88,628$ 143,000$ 43.0% 22001 5409 Dewatering / Thickening Polymer 795,134$ 1,019,200$ 1,300,000$ 1,528,000$ 49.9% 22001 5420 Biosolids Recycling 543,065$ 494,000$ 800,000$ 881,100$ 78.4% 22001 5422 Pure Green Marketing 16,363$ 15,000$ 15,274$ 15,000$ 0.0% 22001 5423 Grit Hauling 74,130$ 90,000$ 72,167$ 136,500$ 51.7% 22001 5431 Water 16,150$ 23,400$ 20,085$ 20,100$ -14.1% 22001 6450 Professional Services 41,513$ 33,500$ 33,000$ 53,500$ 59.7% 22001 6720 Specialty Equipment 8,171$ 6,000$ 9,000$ 11,200$ 86.7% 22001 6920 Permits 28,738$ 41,200$ 41,134$ 35,257$ -14.4% 22001 7310 Safety & Medical Services 261,299$ 243,100$ 230,341$ 195,300$ -19.7% 22001 7330 Specialty Services 266$ 4,000$ 4,422$ 20,000$ 400.0% 22001 7620 Contingency -$ 250,000$ -$ -$ -100.0% 23001 5410 Chemicals 1,080$ 6,000$ 471$ 6,000$ 0.0%
23001 5910 Equipmen t
Rental 9,981$ 12,000$ 12,000$ 12,000$ 0.0% 23001 6120 Fuel & Lube 58,945$ 30,000$ 35,296$ 30,000$ 0.0% 23001 6220 Earthquake & Flood Insurance 165,458$ 190,000$ 187,791$ 206,570$ 8.7% 23001 6230 Janitorial 57,834$ 81,500$ 100,000$ 100,000$ 22.7% 23001 6410 Laundry & Uniforms 10,811$ 20,000$ 18,849$ 20,000$ 0.0% 23001 6424 Info Systems: Enterprise Applications 215,243$ 315,000$ 315,000$ 331,000$ 5.1% 23001 6450 Professional Services (South Parcel) 35,410$ 30,000$ 22,800$ 40,000$ 33.3% 23001 6710 Equipment New 6,671$ 7,000$ 7,000$ 8,000$ 14.3% 23001 6930 Piping & Electrical Repair 140,110$ 117,000$ 117,000$ 130,000$ 11.1% 23001 6940 Planned Maintenance 280,813$ 230,000$ 224,779$ 245,000$ 6.5% 23001 7010 Plant Contracts 185,497$ 275,000$ 266,500$ 320,200$ 16.4% 23001 7510 Tools 10,819$ 10,000$ 10,000$ 10,000$ 0.0% continued 
OPERATING EXPENSE SUMMARY:

ENCINA WATER POLLUTION CONTROL FACILITY

PERSONNEL
NON-PERSONNEL Proposed
FY2024
Proposed
FY2024
Projected
FY2023
Budget
FY2023
Actual
FY2022
%
Change
Projected
FY2023
%
Change
Actual
FY2022
Budget
FY2023
19 June 13, 2023
Item #9 Page 186 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
24001 6810 Ocean Monitoring 336,645$ 87,000$ 52,577$ 62,000$ -28.7% 24001 6911 Effluent Testing 21,364$ 31,000$ 35,150$ 31,000$ 0.0% 24001 6920 Permits 280,170$ 297,000$ 297,000$ 316,872$ 6.7% 24001 6940 Planned Maintenance -$ -$ -$ -$ 0.0% 500xx 5610 Board of Directors Fees 63,766$ 62,517$ 64,687$ 64,984$ 3.9% 500xx 6010 Board of Directors Meeting Expense 58,386$ 18,983$ 26,954$ 29,505$ 55.4% 500xx 7610 Board of Directors Professional Dev. -$ 1,100$ -$ -$ -100.0% Total Non-Personnel Expenses 4,568,550$ 5,067,000$ 5,334,167$ 6,381,144$ 25.9% 11001 Administration 2,139,220$ 2,300,234$ 2,503,323$ 2,653,259$ 15.3% 12001 Laboratory 1,116,077$ 1,083,113$ 999,626$ 1,213,262$ 12.0% 13001 Energy Management 1,857,431$ 1,994,298$ 2,732,007$ 2,798,248$ 40.3% Total Internal Service Fund Expenses 5,112,728$ 5,377,645$ 6,234,956$ 6,664,769$ 23.9% Total Operating Expenses 14,568,030$ 15,607,230$ 16,898,471$ 18,650,287$ 19.5%

INTERNAL SERVICE FUNDS
NON-PERSONNEL EXPENSES (cont.) Proposed
FY2024
Proposed
FY2024
Actual
FY2022
%
Change
Budget
FY2023
Actual
FY2022
Budget
FY2023
Projected
FY2023
Projected
FY2023
%
Change
20 June 13, 2023
Item #9 Page 187 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

ENVIRONMENTAL COMPLIANCE
& REGIONAL SOURCE CONTROL
The EWPCF discharges clean water to th e Pacific Ocean via the Encina Ocean Ou tfall pursuant to a National Pollutant Discharge Elimination System (NPDES) Perm it issued under the authorit y of the federal Clean Water Act (CWA). The CWA also covers non-domestic sources of wastewater that discharge directly to a publicly owned treatment works like the EWPCF.

Such discharges may be federally regulated or regulated by EW A’s Pretreatment Ordinance, which are enforced by EWA in cooperation with the host Member Agency under authority deri ved from the federal CWA. The goal of Encina’s Regional Source Control Program is to prevent the discharge of pollutants into the Member Agency sewer system, which may interfere with the operation of the EWPCF or pass through the system a nd negatively impact the ocean environment, the quality of PureGreen fertilizer or the ability to reclaim water. The Sour ce Control Program achieves this goal by: identifying regulated industries; conducting facility inspections; issuing wastewater discharge permits; sampling industrial discharges to determine compliance; taking enforcemen t in response to noncompliance; responding to Member Agency requests to perform investigations regarding non-routine discharges; and, conducting related public outreach activities.

Capacity – During FY2024 staff estimates fifty-six (56) industries will be fully permi tted, while another 605 businesses will participate in EWA’s Best Management Practices Program.

Cost Allocation – Personnel Expenses make up over 78% of Source Co ntrol’s budgeted expenses. Over 86% of personnel expenses are allocated to Member Agencies based on the actual level of effort by staff. Remaining personnel expenses and all non-personnel expenses are allocated to the Member Agencies on the basis of Encina Ocean Outfall flows.

Public outreach at the 2022 World Water Day Event at the Agua Hedionda Lagoon 21 June 13, 2023
Item #9 Page 188 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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22 June 13, 2023
Item #9 Page 189 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
5100 Salaries 439,328$ 464,446$ 464,274$ 491,138$ 5.7% 5200 Benefits 204,584$ 168,231$ 146,444$ 192,521$ 14.4% Total Personnel Expenses 643,911$ 632,677$ 610,719$ 683,659$ 8.1% 40001 5520 Books -$ -$ -$ -$ 0.0% 40001 5930 Equipment Replacement 706$ 1,000$ 647$ 6,000$ 500.0% 40001 6120 Fuel & Lube 3,239$ 2,100$ 4,613$ 3,200$ 52.4% 40001 6310 Lab Equipment Repair 6,162$ 11,000$ 11,359$ 11,000$ 0.0% 40001 6330 Lab Supplies 743$ 1,600$ 1,779$ 1,600$ 0.0% 40001 6410 Laundry & Uniforms 1,951$ 2,000$ 1,771$ 2,000$ 0.0% 40001 6422 Legal Notices 696$ 750$ -$ 750$ 0.0% 40001 6450 Professional Services 31,425$ 8,000$ -$ 75,000$ 837.5% 40001 7120 Printing & Reproduction -$ -$ -$ -$ 0.0% 40001 7130 Public Information 1,000$ 2,000$ 3,690$ 2,000$ 0.0% Total Non-Personnel Expenses 45,922$ 28,450$ 23,859$ 101,550$ 256.9% 11001 Administration 149,666$ 155,424$ 169,146$ 179,560$ 15.5% 12001 Laboratory 47,887$ 85,801$ 79,187$ 52,057$ -39.3% 13001 Energy Management 1,859$ 1,996$ 2,735$ 2,801$ 40.3% Total Internal Service Fund Expenses 199,412$ 243,221$ 251,068$ 234,418$ -3.6% Total Operating Expenses 889,245$ 904,348$ 885,646$ 1,019,627$ 12.7% OPERATING EXPENSE SUMMARY:

SOURCE CONTROL

PERSONNEL

NON-PERSONNEL
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024
%
Change
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024
%
Change
Projected
FY2023
Proposed
FY2024
%
Change INTERNAL SERVICE FUNDS Actual
FY2022
Budget
FY2023
23 June 13, 2023
Item #9 Page 190 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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Item #9 Page 191 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

REMOTE FACILITIES

AGUA HEDIONDA PUMP STATION
The Agua Hedionda Pump Station (AHPS) is part of the Encina Joint Sewerage System and is jointly owned by the City of Vista and the City of Carlsbad. This pump station is located on the southeast shore of the Agua Hedionda Lagoon and was replaced with a new station on the existing site in FY2020. The fina l phase of construction to complete the new station and decommission and demolish the old station began in FY2022 with full acceptance anticipated to occur in FY2023.

Capacity – The new AHPS is equipped four (4) lift pumps and four (4) force main pumps, providing pumping redundancy and a broad operating range. This facility is operated 365 days a year on a 24 hour-a-day basis.

Cost Allocation – The AHPS is operated by EWA under a contract wi th the owner agencies. The costs of operating and maintaining the AHPS are allocated to the City of Vista (69.1%) and the City of Car lsbad (30.9%) in accordance with the May 2017 Memorandum of Understanding.

Agua Hedionda Pump Station
25 June 13, 2023
Item #9 Page 192 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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26 June 13, 2023
Item #9 Page 193 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
5100 Salaries 248,326$ 275,767$ 206,778$ 257,408$ -6.7% 5200 Benefits 50,847$ 105,359$ 60,809$ 94,957$ -9.9% Total Personnel Expenses 299,172$ 381,126$ 267,587$ 352,365$ -7.5% 31001 5431 Water 16,213$ 27,100$ 16,608$ 29,050$ 7.2% 31001 5435 Electricity 172,652$ 179,100$ 164,297$ 184,800$ 3.2% 31001 5910 Equipment Rental -$ 1,000$ -$ 1,000$ 0.0% 31001 6120 Fuel & Lube 6,532$ 6,500$ 7,178$ 12,475$ 91.9% 31001 6410 Laundry & Uniforms 515$ 550$ 509$ 550$ 0.0% 31001 6920 Permits 4,066$ 4,400$ 5,782$ 6,357$ 44.5%
31001 6930 Piping & Electrical Repair 3,296$ 3,500$ 4,453$ 3,500$ 0.0% 31001 6940 Planned Maintenance 9,102$ 11,000$ 10,291$ 11,000$ 0.0% 31001 7010 Plant Contracts 12,484$ 30,300$ 2,844$ 27,550$ -9.1% 31001 7320 Safety Equipment 1,533$ 1,500$ 1,201$ 2,000$ 33.3% 31001 7330 Specialty Services -$ -$ -$ -$ 0.0% 31001 7510 Tools -$ -$ -$ 1,000$ 0.0%
Total Non-Personnel Expenses 226,393$ 264,950$ 213,163$ 279,282$ 5.4% 11001 Administration 92,929$ 97,659$ 106,281$ 108,919$ 11.5% Total Internal Service Fund Expenses 92,929$ 97,659$ 106,281$ 108,919$ 11.5% Total Operating Expenses 618,494$ 743,735$ 587,031$ 740,566$ -0.4% OPERATING EXPENSE SUMMARY:

AGUA HEDIONDA PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024
%
Change
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024
%
Change
%
Change INTERNAL SERVICE FUNDS Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024
27 June 13, 2023
Item #9 Page 194 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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28 June 13, 2023
Item #9 Page 195 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

REMOTE FACILITIES

BUENA CREEK PUMP STATION
The Buena Creek Pump Station (BCPS) is owned by the Buena Sanitation District (BSD). This pump station is located approximately two miles north of Palomar Airport Road and 1/8 mile east of Melrose Drive.

Capacity – The BCPS, which is equipped with five (5) pumps rated at 4,500 gallons per minute and is operated 365 days a year on a 24 hour-a-day basis.

Cost Allocation – The BCPS is operated by EWA under a contract wi th the BSD. 100% of the costs for operating and maintaining the BCPS are allocated to the BSD in accordance with the May 2017 Memorandum of Understanding.

Buena Creek Pump Station
29 June 13, 2023
Item #9 Page 196 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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30 June 13, 2023
Item #9 Page 197 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
5100 Salaries 200,843$ 201,047$ 186,989$ 204,076$ 1.5% 5200 Benefits 81,255$ 77,958$ 62,368$ 74,503$ -4.4% Total Personnel Expenses 282,098$ 279,005$ 249,357$ 278,579$ -0.2% 37001 5431 Water 1,995$ 2,000$ 2,667$ 2,300$ 15.0% 37001 5435 Electricity 207,884$ 194,200$ 196,104$ 218,240$ 12.4% 37001 6120 Fuel & Lube 2,364$ 4,400$ 3,141$ 7,100$ 61.4% 37001 6410 Laundry & Uniforms 515$ 550$ 509$ 550$ 0.0% 37001 6710 Equipment New -$ -$ -$ -$ 0.0% 37001 6730 Non-Specific Repair & Maintenance -$ 0.0% 37001 6920 Permits 1,592$ 2,350$ 3,990$ 4,334$ 84.4% 37001 6930 Piping & Electrical Repair 3,350$ 5,000$ 9,633$ 5,000$ 0.0% 37001 6940 Planned Maintenance 3,634$ 6,500$ 12,412$ 6,500$ 0.0% 37001 7010 Plant Contracts 13,722$ 22,700$ 5,799$ 21,100$ -7.0% 37001 7320 Safety Equipment 513$ 700$ 326$ 1,200$ 71.4% 37001 7330 Specialty Services -$ -$ -$ -$ 0.0% 37001 7510 Tools -$ -$ 1,000$ 0.0% Total Non-Personnel Expenses 235,569$ 238,400$ 234,581$ 267,324$ 12.1% 11001 Administration 59,744$ 64,991$ 70,729$ 73,865$ 13.7% Total Internal Service Fund Expenses 59,744$ 64,991$ 70,729$ 73,865$ 13.7% Total Operating Expenses 577,411$ 582,396$ 554,667$ 619,768$ 6.4% OPERATING EXPENSE SUMMARY:

BUENA CREEK PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024
%
Change
Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024
%
Change
%
Change INTERNAL SERVICE FUNDS Actual
FY2022
Budget
FY2023
Projected
FY2023
Proposed
FY2024
31 June 13, 2023
Item #9 Page 198 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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Item #9 Page 199 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

REMOTE FACILITIES

BUENA VISTA PUMP STA
TION
The Buena Vista Pump Station (BVPS) is part of the Encina Joint Sewerage System and is jointly owned by the City of Vista and the City of Carlsbad. This pump station is located on the southwest shores of the Buena Vista Lagoon.

Capacity – The BVPS, which is equipped with four (4) pumps rated at 6,000 gallons per minute and is operated 365 days a year on a 24 hour-a-day basis.

Cost Allocation – The BVPS is operated by EWA under a contract with the owner agencies. The costs of operating and maintaining the BVPS are allocated to the City of Vista (89.6%) and the City of Carlsbad (10.4%) in accordance with the May 2017 Memorandum of Understanding.

Buena Vista Pump Station
33 June 13, 2023
Item #9 Page 200 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024

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Item #9 Page 201 of 542
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024
5100 Salaries 127,244$ 175,573$ 158,205$ 172,355$ -1.8% 5200 Benefits 104,170$ 65,776$ 58,079$ 60,654$ -7.8% Total Personnel Expenses 231,415$ 241,348$ 216,285$ 233,009$ -3.5% 32001 5431 Water 1,335$ 1,200$ 1,042$ 1,200$ 0.0% 32001 5435 Electricity 376,247$ 404,500$ 454,579$ 499,400$ 23.5% 32001 5910 Equipment Rental -$ -$ -$ -$ 0.0% 32001 6120 Fuel & Lube 5,765$ 4,650$ 6,684$ 7,350$ 58.1% 32001 6410 Laundry & Uniforms 515$ 550$ 509$ 550$ 0.0% 32001 6730 Non-Specific Repair & Maintenance -$ 0.0% 32001 6920 Permits 1,815$ 2,300$ 7,432$ 6,246$ 171.6% 32001 6930 Piping & Electrical Repair 5,446$ 7,500$ 1,237$ 7,500$ 0.0% 32001 6940 Planned Maintenance 7,855$ 13,500$ 16,295$ 13,500$ 0.0% 32001 7010 Plant Contracts 16,256$ 21,050$ 6,254$ 19,400$ -7.8% 32001 7320 Safety Equipment 707$ 1,000$ 326$ 1,500$ 50.0% 32001 7330 Specialty Services -$ 0.0% 32001 7510 Tools -$ -$ -$ 1,000$ 0.0% Total Non-Personnel Expenses 415,941$ 456,250$ 494,358$ 557,646$ 22.2% 11001 Administration 64,355$ 67,310$ 73,252$ 73,957$ 9.9% Total Internal Service Fund Expenses 64,355$ 67,310$ 73,252$ 73,957$ 9.9% Total Operating Expenses 711,711$ 764,908$ 783,895$ 864,612$ 13.0% OPERATING EXPENSE SUMMARY:

Carlsbad City CouncilJune 13, 2023

Carlsbad City Council
June 13, 2023