Tammy Cloud-McMinn
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Dear Mayor and City Council,
Cory Orcutt <[email protected]>
Monday, May 20, 2024 2:39 PM
City Clerk
Item 7 2024-25 Preliminary Operating Budget
Village Faire Restaurant and Shops 5.20.docx
Carlsbad is a wonderful city, and a big part of what makes it special are the small businesses that make our downtown lively and inviting. The success of these businesses comes from working closely with the city and investing in programs that help the economy grow. Reducing the suppo11 for economic development would lead to fewer support services for small businesses which are essential for their growth and sustainability.
Here at the Village Faire Restaurant and Shops, we are home to 40 small businesses - a mix of retail, restaurants and service-related businesses - all which add significantly to the Village. Our small businesses generate substantial revenue for the city.
As you plan the city 's budget for the future, we respectfully ask that you follow Mayor Blackburn and Mayor Pro-Tern Bhat-Patel's advice to keep investing in economic development, data analysis, and efficient operations .
Thank you,
Village Faire Restaurant and Shops
300 Carlsbad Village Drive, #108
Carlsbad, CA 92008
Office: 760-434-3838
Fax: 760-434-3833
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1 Carlsbad Mayor and City Council
1200 Carlsbad Village Dr.
Carlsbad, CA 92008
May 20, 2024
SUBJECT: Item 7 2024-25 Preliminary Operating Budget
Dear Mayor and City Council,
Carlsbad is a wonderful city, and a big part of what makes it special are the small businesses that make our downtown lively and inviting. The success of these businesses comes from working closely with the city and investing in programs that help the economy grow. Reducing the support for economic development would lead to fewer support services for small businesses which are essential for their growth and sustainability.
Here at the Village Faire Restaurant and Shops, we are home to 40 small businesses - a mix of retail, restaurants and service-related businesses - all which add significantly to the Village. Our small businesses generate substantial revenue for the city.
As you plan the city' s budget for the future , we respectfully ask that you follow Mayor Blackburn and Mayor Pro-Tern Bhat-Patel ' s advice to keep investing in economic development , data analysis , and efficient operations.
Thank you,
Village Faire Restaurant and Shops
Tammy Cloud-McMinn
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Hello,
Kim Sidoriak <[email protected]>
Monday, May 20, 2024 4:53 PM
City Clerk
Agenda Item #7 - FY 2024-25 Preliminary Operation Budget Visit Carlsbad Letter to Council May 2024.pdf
Please find the attached letter from Visit Carlsbad regarding Agenda Item #7: FY2024-25 Preliminary Operation Budget.
Thank you,
VISIT_/'t)
CARLSBAD =:=:=:=::CA
Kim Sidoriak I President & CEO
Visit Carlsbad I VisitCarlsbad.com
M: {310) 433-6289
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1 VISIT _/U
CARLSBAD
_ CA
May 13, 2024
Mayor Keith Blackburn
Mayor Pro Tern Priya Bhat-Patel
Councilmember Melanie Burkholder
City of Carlsbad
200 Carlsbad Village Dr.
Carlsbad, CA 92008
Councilmember Carolyn Luna
Councilmember Teresa Acosta
Re: City of Carlsbad Economic Development Strategic Plan Dear Mayor and City Councilmembers,
Visit Carlsbad and the City of Carlsbad have been partners in supporting tourism and a vibrant economy for decades. We appreciate your leadership and want to ensure we move forward in collaboration to cultivate long-term economic stability and progress.
In 2020, when the COVID-19 pandemic erupted across the globe the tourism industry was hit hard. The city took swift action by setting up a committee of council members to directly engage on economic recovery and work with our business organi zations.
Together we developed an initiative to aid in economic recovery and commit to sustainable economic expansion. Last year this came together by the City Council's approval of the Economic Development Strategic Plan. Visit Carlsbad supports the strategic plan and sees tremendous value in seeing the elements of the 5-year plan come to fruition.
Tourism accounts for a significant portion of Carlsbad's $17 billion economy and contributes to the city's fiscal health through property, sales, and transient occupancy tax. We are grateful to the City of Carlsbad for its support of tourism, our destination marketing organization, and making governance changes to the tourism assessment district that assist in our long-term viability . We also appreciate Mayor Blackburn and Mayor Pro-Tern Bhat-Patel's service on the Economic Development Subcommittee and support their recommendation to continue our progress to support a dynamic economy .
The Economic Development Subcommittee's recent recommendation to support the tactics to implement the Economic Development Strategic Plan aligns with our goals at Visit Carlsbad. We use data to guide our marketing and business development efforts and the plan employs a similar data-driven approach. Knowing the city's blueprint helps us understand and predict trends, so we can effectively promote Carlsbad's growth and appeal. We also see the value in having a business liaison and doing further planning for mobility and parking. The subcommittee also recognized that it's impossible to accomplish these ambitious plans without the financial and human resources that are necessary; we support the idea of continuing commitment into the next fiscal year. In our interactions with the economic development team, we have consistently experienced collaboration, professionalism, and expertise.
Working together, we've managed to raise more awareness and elevate the perception of Carlsbad. This translates to greater tourism spending and increased tax revenues to the city. As you consider your priorities for the next budget year, please consider the successes that have come from our joint efforts and the city's commitment to supporting tourism.
Thank you for your time and for working with Visit Carlsbad. We're excited to keep pushing forward and making our city the best it can be for visitors and locals alike.
Sincerely,
Kim Sidoriak
President and CEO
Visit Carlsbad
Tammy Cloud-McMi nn
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Subject:
Chih-Wu Chang <[email protected]>
Tuesday, May 21, 2024 5:54 AM
City Clerk
Concerns about the Budget Cut
Dear Mayor and City Council Members,
I have been a resident for 20 years, I am proud to see the progress the City has made over the years.
It is my understanding that t he proposed budget cuts several persons, including the individual responsible for leading the city's Diversity, Equity, and Inclusion program. The DEi position demonstrates the our commitment to being intentional about diversity and inclusivity, and fostering a sense of belonging for our employees and residents.
Eliminating this position would send the opposite message and could create a chilling effect on our efforts to be a welcoming city where everyone feels valued. Please retain the DEi position.
And I support what Mayor Blackburn and Mayor Pro Tempore Bhat-Patel made as members of the city's Economic Development subcommittee to continue the current level of support for economic development, operational efficiency, and data services in Fiscal Year 2024-25.
Last year the City Council approved an Economic Development Strategic Plan and if the proposed cuts to economic development go through , progress on that plan and support for our businesses would be hurt Since the City Council created a department in 2020 focused on economic development, government efficiency, and data, city operations have improved as has the economy.
Thank you for working hard to make our City a better place for everyone. Let's continue to work together to make Carlsbad even better .
Thank you.
Chih-Wu Chang
"We are all here on earth to help others"
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn
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Hi Carlsbad Gov,
Hannah Summerhill <[email protected] >
Tuesday, May 21, 2024 10:52 AM
City Clerk
Budgets Cuts
As a resident of Carlsbad, I wanted to write in support of the recommendat ion that Mayor Blackburn and Dr. Bhat-Patel have made to continue the level of funds for the economic development, operational efficiency, and data services in Fiscal Year 2024-25.
I'm also writing in full support of keeping the city's DEi position , in order to show our commitment to Carlsbad being an inclusive and progressive city that is welcoming to all.
Thank you,
Hannah Summerhill
www.hannahsummerhill.com
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1 RECOMMENDED ACTION
1. Accept the report
2. Set public hearing for June 18, 2024
2 3
TONIGHT’S PRESENTATION
• Budget priorities
• Budgets by service area
• Citywide revenues and expenditures
• Personnel
• Fee update
• Digital and capital infrastructure
KEY DATES
June 18
Public hearing to adopt budget
and master fee schedule
July 1
New fiscal year begins
Preliminary budget
Capital Improvement Program
Strategic Digital Investment Program
Master fee schedule
May 21
4 Community budget workshop
May 23
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
2024-25 PROPOSED BUDGET
Now seeing the cumulative effect of new budget policies and practices over past 5 years
• Eliminated projected deficit in 5-year forecast
• One of the strongest pension positions in the region
• Growing city reserves
• Money set aside for future needs
• Service levels remain high
5 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
6 1. New and updated City Council budget policies
Clear guardrails on reserves and surpluses
Pension debt management
Cost recovery policy
Internal audit policy
Capital funding policy
Debt policy
Utilities reserve policy
2. Direction on closing the structural deficit
3. Consistent priorities through 5-Year Strategic Plan
WHAT GOT US HERE
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
WHAT GOT US HERE
7 1. New budgeting practices
No more automatic annual budget increases based on inflation No automatic roll over of unspent funds
2. Direction to reduce spending for two consecutive years Modest service level reductions
3. New efficiencies and cost savings
Back to basics: Focus on core needs and regulatory requirements Re-evaluated how services are provided
Reorganized internal staff structures to optimize output Better KPIs and more data to help make decisions
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
8 FIVE YEAR STRATEGIC PLAN
Community Character
Quality of Life & Safety
Sustainability & Natural Environment
Economic Vitality
Organizational Excellence & Fiscal Health
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
9 10
PROJECTED REVENUES AND
PROPOSED EXPENDITURES
Zach Korach
Finance Director
Adopted 2024 Preliminary 2025 Change ($) Change (%)
Personnel $ 6,684,240 $ 6,550,766 $ (133,474) -2% M&O $ 1,478,603 $ 1,446,372 $ (32,231) -2%
Interdept $ 790,312 $ 957,376 $ 167,064 21%
TOTAL $ 8,953,155 $ 8,954,514 $ 1,359 0%
Full-Time Personnel 34.00 31.00 -3.0 -9%
Part-Time Personnel 2.50 2.00 -0.5 -20%
General Fund $ 8,414,199 $ 8,447,652 $ 33,453 0% Special Revenue Fund $ 538,956 $ 506,862 $ (32,094) -6% TOTAL $ 8,953,155 $ 8,954,514 $ 1,359 0%
POLICY & LEADERSHIP
11 ADMINISTRATIVE SERVICES
Adopted 2024 Preliminary 2025 Change ($) Change (%)
Personnel $ 16,407,104 $ 16,340,208 $ (66,896) 0% M&O $ 24,436,449 $ 26,595,386 $ 2,158,937 9%
Interdept $ 1,416,005 $ 1,611,770 $ 195,765 14%
TOTAL $ 42,259,559 $ 44,547,364 $ 2,287,806 5%
Full-Time Personnel 99.00 96.00 -3.00 -3%
Part-Time Personnel 6.40 5.70 - 0.70 -11% General Fund $ 13,745,959 $ 12,456,242 $ (1,289,717) -9% Internal Service Fund $ 28,513,599 $ 32,091,122 $ 3,577,523 13% TOTAL $ 42,259,559 $ 44,547,364 $ 2,287,806 5%
12 Adopted 2024 Preliminary 2025 Change ($) Change (%)
Personnel $ 44,269,167 $ 46,498,066 $ 2,228,899 5% M&O $ 3,038,282 $ 3,712,438 $ 674,156 22%
Interdept $ 8,678,004 $ 10,374,176 $ 1,696,172 20% TOTAL $ 55,985,453 $ 60,584,680 $ 4,599,227 8% Full-Time Personnel 187.00 187.00 0.0 0%
Part-Time Personnel 2.18 2.18 0.0 0% General Fund $ 55,615,155 $ 55,615,155 $ 4,578,695 8% Special Revenue Fund $ 370,298 $ 390,830 $ 20,532 6% TOTAL $ 55,985,453 $ 60,584,680 $ 4,599,227 8%
13 POLICE DEPARTMENT
Adopted 2024 Preliminary 2025 Change ($) Change (%)
Personnel $ 30,191,638 $ 32,174,894 $ 1,983,256 7%
M&O $ 3,263,733 $ 3,938,813 $ 675,080 21%
Interdept $ 4,448,981 $ 5,849,873 $ 1,400,892 31% TOTAL $ 37,904,352 $ 41,963,580 $ 4,059,228 11%
Full-Time Personnel 124.00 124.00 0.00 0%
Part-Time Personnel 10.50 10.50 0.00 0%
14 FIRE DEPARTMENT
Adopted 2024 Preliminary 2025 Change ($) Change (%)
Personnel $ 26,698,517 $ 27,598,081 $ 899,564 3% M&O $ 85,126,415 $ 101,374,168 $ 16,247,753 19%
Interdept $ 13,514,781 $ 12,950,736 $ (564,045) -4% TOTAL $ 125,339,713 $ 141,922,985 $ 16,583,272 13%
Full-Time Personnel 181.75 180.75 -1.00 -1%
Part-Time Personnel 14.00 13.90 - 0.10 -1% General Fund $ 23,228,291 $ 23,745,092 $ 516,801 2% Special Revenue Fund $ 1,718,822 $ 1,796,310 $ 77,488 5% Enterprise Fund $ 95,627,697 $ 107,770,148 $ 12,142,451 13% Internal Service Fund $ 4,764,902 $ 8,611,435 $ 3,846,532 81% TOTAL $ 125,339,713 $ 141,922,985 $ 16,583,272 13%
15 PUBLIC WORKS
Adopted 2024 Preliminary 2025 Change ($) Change (%)
Personnel $ 29,875,661 $ 30,662,096 $ 786,435 3% M&O $ 40,391,793 $ 41,559,393 $ 1,167,600 3%
Interdept $ 7,567,222 $ 8,940,062 $ 1,372,840 18% TOTAL $ 77,834,676 $ 81,161,551 $ 3,326,875 4%
Full-Time Personnel 182.00 178.00 -4.00 -2%
Part-Time Personnel 132.27 132.51 0.24 0% General Fund $ 49,056,414 $ 52,105,299 $ 3,048,885 6% Special Revenue Fund $ 17,597,762 $ 18,320,252 $ 722,490 4% Trust Fund $ 1,059,500 $ 10,000 $ (1,049,500) -99% Enterprise Fund $ 10,121,000 $ 10,726,000 $ 605,000 6% TOTAL $ 77,834,676 $ 81,161,551 $ 3,326,875 4%
16 COMMUNITY SERVICES
17 SUMMARY
DEPARTMENT 2023-24 2024-25 Change Change
Administrative Services - Administration $0.7 $1.0 $0.3 22.0% Administrative Services - Finance 5.3 5.6 0.3 5.8%
Administrative Services - Human Resources 5.0 5.1 0.1 2.1% Administrative Services – Innovation & Econ Dev 2.6 0.7 -1.9 -72.0% Community Services - Administration 0.6 0.6 0.0 1.2%
Community Services - Community Development 11.0 11.0 0.0 -0.1% Community Services - Housing & Homeless Svs 2.8 3.2 0.4 16.9% Community Services - Library & Cultural Arts 13.6 14.5 0.9 6.5% Community Services - Parks & Recreation 21.1 22.8 1.7 8.1% Policy & Leadership Group 8.4 8.4 0.0 0.4%
Public Safety - Fire 37.9 41.8 3.9 10.3%
Public Safety - Police 55.6 60.2 4.6 8.2%
Public Works - Administration 1.6 1.6 0.0 -1.9%
Public Works - Construction Mgmt. & Inspection 3.3 3.1 -0.2 -5.8% Public Works - Environmental Sustainability 1.2 1.2 0.0 2.7% Public Works - Facilities 7.5 7.2 -0.3 -4.1%
Public Works - Transportation 9.7 10.8 1.1 10.4%
Non-Departmental 29.0 39.7 10.7 37.1%
Total $216.9 $238.5 $21.6 9.9%
18 PROJECTED GENERAL FUND
RESERVES
100%
50%
0%
June 30, 2025
Policy 40%,
$95M
63%
Projected,
$149M
GROWING RESERVES
2022-23
$136 M
64% increase
$83 M
2019-2019
$149 M
2024-25
10% increase
ASSET REPLACEMENT RESERVE
• General Fund has approximately $60 million of equipment and machinery inventory
• Useful lives ranging from 5-20 years
• Annual replacements represent significant replacement • 10-year funding schedule
• $17.5 million allocation from General Fund Reserve
• Reduced budgetary impact on General Fund Reserve in future years 20 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
GENERAL FUND RESERVES
21 40% TARGET
$17.5 M Asset Replacement Reserve
$10.7 M Section 115 Pension Trust
$9.6 M Economic Uncertainty Reserve
$131 M, 55%
Total Reserve
40% = $95 M
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
PENSION PERCENT FUNDED*
22 *Cities issuing Pension Obligation Bonds (Chula Vista, National City, Poway and El Cajon) to increase their funded status not included
Data as of June 30, 2022
SECTION 115 PENSION TRUST
• Trust established in September 2023 and initial $10 million contribution made in December 2023
• Increases local control over city funds and mitigates volatility resulting from CalPERS' investment performance and assumption changes
• As of March 31, 2024, trust balance equaled $10.7 million 23 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
SECTION 115 PENSION TRUST
• As of June 30, 2022, city funded status was 74.6%, below the 80% policy target
• With the assets in the trust, funded status is 75.8%
• Assuming no changes to CalPERS assumptions, city would reach 80% funded status within a 5-year period (FY 28-29) 24 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
25 CITYWIDE REVENUES
$415.9 million
Internal Service
$53.1 M, 13%
Special Revenue
$21.9 M, 5%
Enterprise
$101.9 M, 25%
General Fund
$239.1 M, 57%
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
CITYWIDE REVENUES
Fund
Estimated Budgeted $ %
2023-24 2024-25 Change Change
General Fund $ 234.9 $ 239.0 $ 4.2 1.8%
Special Revenue 24.4 21.9 (2.5) -10.4%
Enterprise 94.4 101.9 7.5 8.0%
Internal Service 46.3 53.1 6.8 14.8%
Total $ 400.0 $ 415.9 $ 16.0 4.0%
26 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
27 CITYWIDE EXPENSES
$419.0 million
General Fund
$238.5 M, 57%
Special Revenue
$21.3 M, 5%
Enterprise
$118.5 M, 28%
Internal Service
$40.7 M, 10%
By Fund Type
(In Millions)
Budget Budget $ %
2023-24 2024-25 Change Change
General Fund $ 216.9 $ 238.5 $ 21.5 9.9%
Special Revenue 20.2 21.3 1.0 5.5%
Enterprise 105.7 118.5 12.7 12.1%
Internal Service 33.3 40.7 7.4 22.2%
Successor Agency Housing Trust 1.1 0.0 (1.0) 100% Total $ 377.3 $ 419.0 $ 41.7 11.1%
CITYWIDE EXPENSES
28 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
29 GENERAL FUND REVENUE SOURCES
$239.1 million
Sales tax
$59.4 M, 25%
Property tax
$94.9 M, 40%
Transient occupancy tax, $34.8 M, 15%
Franchise, $8.9 M, 4%
Business license, $6.6 M, 3%
Development, $5.0 M, 2%
All other
$29.5 M, 12%
Estimated Budgeted $ %
2023-24 2024-25 Change Change
Property Tax $ 91.8 $ 94.9 $ 3.1 3.4%
Sales Tax 58.9 59.4 0.5 0.8%
Transient Occupancy Tax 34.8 34.8 0.0 0.0%
Franchise Taxes 8.6 8.9 0.3 3.9%
Business License Tax 6.4 6.6 0.2 3.2%
Development Revenues 4.2 5.0 0.8 30.2%
All Other Revenue 30.3 29.5 (0.8) -2.7%
Total $ 234.9 $ 239.1 $ 4.2 1.8%
GENERAL FUND REVENUES
30 GENERAL FUND EXPENDITURES BY TYPE
31 Maintenance & Operations
27%
Personnel
57%
Transfers
16%
Capital Outlay
0%
$238.5 Million
$238.5 Million
GENERAL FUND EXPENDITURES BY AREA
32 Community Services
$51.1 M, 22%
Policy & Leadership
$8.4 M, 3%
Public Works
$23.9 M, 10%
Administrative Services
$12.4 M, 5%
Non-Departmental
$39.7 M, 17%
Public Safety
$102 M, 43%
By Expenditure Type
(In Millions)
Budget Budget $ %
2023-24 2024-25 Change Change
Personnel, gross $ 132.1 $ 136.7 $ 4.6 3.6%
Vacancy Savings (2.0) (2.0) 0.0 0.0%
Personnel 130.1 134.7 4.6 3.6%
Maintenance & Operations 64.9 65.6 0.7 1.3%
Capital Outlay 0.1 0.5 0.4 586.2%
Transfers 21.9 37.5 15.6 71.4%
Subtotal $ 217.0 $ 238.5 $ 21.5 9.9%
GENERAL FUND EXPENDITURES
33 By Expenditure Type
(In Millions)
Budget Budget $ %
2023-24 2024-25 Change Change
Salaries and Wages $ 88.5 89.8 1.3 1.5% Salaries and Wages, gross 90.5 91.8 1.3 1.4% Vacancy Savings (2.0) (2.0) - 0.0%
Retirement Benefits 23.2 25.3 2.1 9.1%
Health Insurance 10.7 10.9 0.2 2.3%
Other Personnel 7.7 8.6 0.9 11.9%
Subtotal $ 130.1 $ 134.7 $ 4.6 3.6%
GENERAL FUND EXPENDITURES
34 FULL TIME EQUIVALENT DECREASES
* Proposed 2024-25
35 12.06 FTE
12.05 FTE
PERSONNEL REDUCTIONS
36 Policy & Leadership
Management Analyst
Senior Office Specialist
Deputy City Clerk
.5 Comm. & Engagement*
Community Services
Lead Librarian
Production Technician
Parks Maintenance Worker
Associate Engineer
Administrative Services
Chief Innovation Officer*
Sr Diversity, Equity & Inclusion Manager*
IT System Specialist
.5 Administrative Assistant
Public Works
Senior Environmental Specialist
All positions are vacant except those marked with *
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
37 GENERAL FUND FORECAST
$0.6 M
$3.2 M
- 1.0 M
- 5.7 M
- 10.7 M
FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY 23-24
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
38 GENERAL FUND FORECAST
$0.6 M
$17.0 M
$14.1 M
$11.4 M
$6.4 M
FY 24-25 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
39 FY 23-24
Original
FY 23-24
Current Increase
Property tax $84.2 $91.8 $7.6
Sales tax $51.1 $58.9 $7.8
Transient occupancy tax $32.9 $34.8 $1.9
$168.2 $185.5 $17.3
Efficiencies, reductions $5.0
CHANGES INFLUENCING FORECAST
1. Revenues exceeding projections
2. New ongoing savings
Total impact on forecast: $22.3 million
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
ENTERPRISE FUNDS
• Water, sewer, solid waste, golf course
• Different revenue sources (fees)
• Less volatility
• Ability to use fund balances
40 ENTERPRISE FUND OVERVIEW
$101.9 million
$118.5 million
Revenue Expenditures
$52 million
fund balance
41 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
FEE UPDATES
• Fee increases based on index
• Fee increase based on cost recovery policy
• Fee study updates and new fees
42 FEE CHANGES
43 Fee categories Index name Index date Source FY 22-23 FY 23-24 FY 24-25 Most general city and
development related
service fees
West Region
Urban CPI January 2024 Bureau of Labor Statistics 7.70% 6.30% 3.30% Habitat mitigation fees,1
Safety Training Center
facility rental fees
San Diego Area CPI January 2024 Bureau of Labor Statistics 8.20% 6.40% 3.80% All development impact
fees
Los Angeles ENR
CCI January 2024 Engineering News Record 7.60% 7.60% 9.40% Traffic impact fees2 Caltrans CCI January 2024 California Department of Transportation
2.00% 31.63% 2.00%
Ambulance fees Ambulance
Inflation Factor October 2023 Center for Medicare and
Medicaid Services
5.10% 8.70%3 2.60%
1 Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area Consumer Price Index.
2. Increase is by the greater of Caltrans CCI or 2%; the Caltrans CCI is - 16.03%.
3. Ambulance fees were not actually adjusted by this amount in FY 2023-24 due to the implementation of the updated ambulance fee study.
NEW FEES
• Temporary discharge to sewer
• City Planner determination
• Re-recording or cancellation of an instrument on real property
• Short-term vacation rental permit application fee
• Right-of-Way Permits for Telecommunications
• SolarApp+ residential fee
• Appeal of Building Official decision
44 45
46 5-YEAR PLAN
41 Projects
$36.69 million
$4.95 M
8 ongoing projects
$1.32 M
8 new projects
* $61k to be removed from the budget due
to a project that has been reprioritized
$6.21 M
$7 M
$0
FY 25 FUNDING REQUEST*
47 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
COMPLETED FY23-24 PROJECTS
Enterprise digital asset management
Exploration hub upgrade
Past perfect upgrade/migration
PaymentWorks
Project portfolio management tool & consulting
Regulatory water usage analytics
TOTAL COST: $1.1 MILLION
48 REMOVED PROJECTS
Out year funded/unfunded projects removed
Utility billing automation $75,000
Meter data management/utility analytics $550,000
Permit process automation $400,000 (delayed)
Police mobile device IOS transition $5,000
Virtual Permitting Counter $61,000 (delayed)
49 TOTAL SAVED: $1.1 MILLION
CONTINUING PROJECTS
50 Prior Years FY 2024-25 FY 2026-29 T otal
1,021,742$ 1, 209,044$ 4,850,000$ 7,080,786$
825,000 - 400,000 1,225,000 198,000 - 72,000 270,000 2,400,000 3,000,000 4,000,000 9,400,000
550,000 100,000 400,000 1,050,000 405,000 18,000 72,000 495,000 50,000 25,000 25,000 100,000 50,000 25,000 25,000 100,000 140,000 70,000 280,000 490,000 30,000 - 140,000 170,000 200,000 - 1,692,000 1,892,000 - - 40,000 40,000 - - 35,000 35,000 5,525,584 500,000 - 6,025,584 - - 500,000 500,000 - - 550,000 550,000 11,395,326$ 4,947,044$ 13,081,000$ 29,423,370$ Total - Additional Funding Requested Police Body Camera Replacement
Police In-car Video Replacement
Data Governance and Operational Analytics
Facility Monitoring and Analytics
Guest Traffic and Facility Usage Analytics
Professional Technical Services for Data Project Delivery Discovery Management Assessment
Facility Security Master Plan
Projects
Annual Hardware and Infrastructure Replacement
Audio Visual Upgrades
Civic Engagement with Open Data
Consolidation & Replacement of Core Systems
Cyber Security Program Development
Remote Hold Pickup Locker
Tightrope
Digital Information Network
CONTINUING PROJECTS
51 Prior Years FY 2024-25 FY 2026-29 Total
Online Permitting/Electronic Reviews (E-Reviews) 645,000$ -$ -$ 645,000$ 100,000 - - 100,000 1,580,000 - - 1,580,000 1,600,000 - - 1,600,000 66,380 - - 66,380 90,000 - - 90,000 300,000 - - 300,000 30,000 - - 30,000 175,916 - - 175,916 88,000 - - 88,000 100,000 - - 100,000 700,000 - - 700,000 5,475,296$ -$ -$ 5,475,296$ Outdoor Wireless Study
Total - Additional Funding Requested
Computer Aided Dispatch (CAD)
Enterprise Asset Management System
Live 911
Utility Billing Portal
Business Process Automation
Expansion of Yardi
Fleet Telematics
Patron Print/Copy/PC Management
Record Digitization
Staff Managed Print
Projects
52 NEW PROJECTS
FY 2024-25 FY 2026-29 Total
12,000$ -$ 12,000$
20,000 - 20,000
15,000 - 15,000
62,000 - 62,000
600,000 - 600,000
40,000 - 40,000
500,000 - 500,000
75,000 - 75,000
- 40,000 40,000
- 4,200 4,200
- 200,000 200,000
- 20,000 20,000
- 200,000 200,000
1,324,000$ 464,200$ 1,788,200$
1,324,000$ 464,200$ 1,788,200$
RFID Replacement
Risk Management Solution Assessment
Station Alerting Equipment Replacement
Virtual Reality (VR) Training
AI Assessment
Citywide Validated ID File Transfer
Total New Projects
New Projects - TICF
Command Central A/V Infrastucture
Major Incident/Special Event Management System
Police Records Management Migration
Projects
Billiards Room Membership Infrastructure
Construction Waste Management Tracking
Narcotic Safe Migration
Payment Card Industry (PCI) Compliance
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
53 $5.2 M
$23.6 M
$12.7 M
$16.1 M
Starting balance
5 years funding
and interest
Planned spending
Remaining in FY29
BALANCE PROJECTION
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
54 FY25 REQUEST $15.6 MILLION
55 97.7
84.8 76.7
57.7 39.1
15.6 66
47.6 43.7
0.0 20.0
40.0 60.0
80.0 100.0
120.0
FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Funding requests before
Funding requests now
56 FY25 PROJECT CLASSIFICATIONS
“M&O”
Maintaining what
we have
60%
36%
“Capital projects”
Building something new
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
57 -50
-40
-30
-20
-10
0 10
20 30
40 50
-38%
42%
FY 25 NET FUNDING
Parks & Recreation
9%
Transportation
11%
Facilities
Utilities
58 Enterprise
$17.4 million
Critical Need
$1.7 million
Maintenance
$31 million
Strategic Plan
$-31.3
million
FY25 PROJECT CATEGORIES
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
NEW PROJECTS: GRANT FUNDED
Project FY25 Appropriation District
Paseo Del Norte Pedestrian and Bike
Improvements
$600,000, funded in part through
Caltrans local Highway Safety
Improvement Program 3
Schools Traffic Safety Program $1,100,000, funded in part through a federal grant All
59 ITEM 7: PRELIMINARY FY24 - 25 BUDGET
NEW PROJECTS: MAINTENANCE
Project FY25 Appropriation District
Carlsbad Water Recycling Facility Improvements $350,000 3 Carlsbad Municipal Water District Building and Site Improvements $600,000 2 Downtown Tile Replacement $250,000 1
Fire Station 5 Renovation $150,000 2
Flower Fields Overlook Sidewalk Replacement $250,000 2
Green Paint on Bike Lanes Maintenance $250,000 All
La Costa Avenue Box Culvert Cleaning $275,000 4
Magee Park Building Restoration $200,000 1
Parks Maintenance Program
(Scoping, final design) $644,000
(Construction) $1,503,00 All
Police and Fire Headquarters Parking Lot and Exterior Improvements $120,000 2 Synthetic Turf Replacement Poinsettia Park $1,800,000 1, 2, 3
STRATEGIC PLAN PRIORITY PROJECTS
• 47 projects total
• 52 in original plan
• Some combined, some no longer needed
• 35 projects on track for strategic plan deadlines
• 12 projects had a change
• Change in priority
• Need more information/scoping process
• Lack of funding
61 • Enhanced 40 intersections with green paint
• Upgraded 30 traffic signals with pedestrian countdown information • Expanded street resurfacing and restriping
– La Costa Avenue – f rom western city border near I-5 to Fairway Lane
– Poinsettia Lane – f rom Carlsbad Boulevard to Melrose Drive – Cannon Road – fr om Avenida Encinas to Faraday Avenue – Carlsbad Village Drive – f rom Interstate 5 to College Boulevard • Tamarack Avenue – From Carlsbad Blvd to Carlsbad Village Drive • Tamarack Avenue traffic calming (Skyline to Adams)
6262
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
EMERGENCY PROJECTS COMPLETED
• Reconfigured arterial corridors
– Poinsettia Lane – f rom Avenida Encinas to Carlsbad Boulevard – Cannon Road - A venida Encinas to El Arbol Drive
• Expanded street resurfacing and restriping
– Rancho Santa Fe Road and Olivenhain Road – f rom eastern city border to western city border
• Buena Vista Channel
• Trieste slope (underway)
6363
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
EMERGENCY PROJECTS COMPLETED
64 CHANGES IN PRIORITY PROJECTS
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
65 CHANGES IN PRIORITY PROJECTS
ITEM 7: PRELIMINARY FY24 - 25 BUDGET
66 CHANGES IN PRIORITY PROJECTS
FY25 PROJECTS*
67 * Includes projects in more than one
district and 29 citywide projects
CLOSED PROJECT ACCOUNTS
68 Project District Savings
City Hall Exterior Refurbishment 1 -
Coordinated Traffic Signal Program Citywide -
El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 2 -
Fire Flow Capacity System Improvements 1 -
Leo Carrillo Ranch Roof Repairs 3 $80,000
Library Fire Alarm Panel Upgrades 1, 3 $39,990
New Village Arts Building Roof and Exterior Refurbishment 1 $8,230 Water Loss Monitoring Program Citywide -
TOTAL RETURNED TO FUNDS $128,220
RECOMMENDED FOR REMOVAL
Project District Balance
Camino Hills and Jackspar Drive Slope Stabilization 2 $768,681 Christiansen Way Improvements 1
Cole Library Security Fencing 1 $144,435
Drainage Facility DQB (La Costa Town Center) 4
Drainage Facility DZ (Poinsettia Lane) 3
Ocean Street Restroom Facility 1 $769,895
Palomar Airport Road, Avenida Encinas Improvements (GMP) 2, 3 $230,000 Palomar Airport Road and College Boulevard Improvements 2 $735,901 TOTAL RETURNED TO FUNDS $2,648,912
69 Questions
70