2024-06-18; City Council; 11; Adoption of the Fiscal Year 2024-25 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2024-25 Appropr — Carlsbad City Council, June 18, 2024 (part 2 of 3)

The city may require a security be provided to ensure work related to a project is completed in accordance with the Carlsbad Municipal Code and development agreements executed with the city. This information is to help understand the standard structure of how these deposits and securities are calculated. The security amounts are calculated using final city-approved cost estimates, not initial or draft estimates during plan check. 5 June 18, 2024
Item #11 Page 297 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Special Events Fees
20 Special Event Application - Minor - 2 or less intersections (fee + services rendered) each [1],[3] 158.00$
21 Special Event Application - Major - 3 or more intersections (fee + services rendered) each [1],[2] 474.00$
22 Special Event Application - Third party Vendor Fee per day [1],[2] 106.00$ 23 Special Event City Services - Staff Time per hour [1] Actual Cost Safety Training Center Facility Fees
24 One Shooting Range full day [1] 1,395.00$
25 One Shooting Range 1/2 day [1] 698.00$
26 Two Shooting Ranges full day [1] 1,567.00$
27 Two Shooting Ranges 1/2 day [1] 819.00$
28 Classroom full day [1] 662.00$
29 Classroom 1/2 day [1] 379.00$
30 Confined Space Prop full day [1] 733.00$
31 Confined Space Prop 1/2 day [1] 366.00$
32 Grinder full day [1] 525.00$
33 Grinder 1/2 day [1] 306.00$
34 Grinder/Commercial Prop full day [1] 759.00$
35 Grinder/Commercial Prop 1/2 day [1] 379.00$
36 Grinder/Residential Prop full day [1] 759.00$
37 Grinder/Residential Prop 1/2 day [1] 379.00$
38 PriSim (Training Simulator) full day [1] 552.00$
39 PriSim (Training Simulator) 1/2 day [1] 276.00$
40 Pump Draft Pit full day [1] 442.00$
41 Pump Draft Pit 1/2 day [1] 221.00$
42 Streetscape full day [1] 185.00$
43 Streetscape 1/2 day [1] 135.00$
44 Shooting Range - Hourly hourly [1] 141.00$
[Notes]
[1] Set per City policy
[2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting. [3] Fee charged as determined by staff
Full details on how to apply for a Special Event Application can be referenced in the Special Event Reference Handbook available on the City of Carlsbad website. The below fees are listed for reference only and may not be representative of the entirety of a Special Event Application cost. A valid, unexpired City of Carlsbad Business License is required for all special event applicants. Carlsbad Municipal Code Section 8.17.070 CMC requires an applicant to pay a non-refundable fee to allow third party vendors to participate under the applicant’s business License.
6 June 18, 2024
Item #11 Page 298 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Ambulance Fees
45 Assessment/Non-Transport with medication given. No charge for assessment if no medication given and non-transport.
per [1] 472.00$
46 Advanced Life Support 1 - plus Level I or Level II supplies and medications per [1] 2,668.00$
47 Advanced Life Support 2 - plus Level II supplies and medications per [1] 2,668.00$ 48 Basic Life Support per [1] 2,668.00$
49 Mileage Charge mile [1] 42.00$
50 Oxygen Charge per [1] 124.00$
Street Light Energizing Fees
51 40 watts each [2] 88.00$
52 45 watts each [2] 96.00$
53 70 watts each [2] 133.00$
54 85 watts each [2] 156.00$
55 100 watts each [2] 179.00$
56 120 watts each [2] 209.00$
57 150 watts each [2] 254.00$
58 200 watts each [2] 330.00$
59 250 watts each [2] 405.00$
[Notes]
[1] Set per City policy
[2] Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00 charge per light for connecting the light to an SDG&E service point. 7 June 18, 2024
Item #11 Page 299 of 625
Fee Name Fee Type
Notes
Fee/Deposit
City Clerk Fees
60 Appeals to City Council each [2],[8] 126.00$
61 Candidate Filing Fee each [3] 25.00$
62 Notice of Intention to Circulate Initiative Petition each [4] 200.00$ Subpoena Fees
63 Deposition Subpoena per day [5] 275.00$
64 Records Subpoena - research per hour [6] 15.00$
Copy Fees
65 Copies & Printing - Black & White each [1] 0.10$
66 Copies & Printing - Color each [1] 0.10$
67 CD Copy each [1] Actual Cost
68 DVD Copy each [1] Actual Cost
69 USB Drive Copy each [1] Actual Cost
FPPC Fees
70 Campaign Statements per page [7] 0.10$
71 Conflict of Interest Statement per page [7] 0.10$
72 Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided.
per hour [2] 137.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3] Set per City of Carlsbad Municipal Code 1.12.010
[4] Set per CA Elections Code 9202
[5] Set per CA Government Code 68096.1(b)
[6] Set per CA Evidence Code 1563(b)(1)
[7] Set per CA Government Code 81008
[8] Additional department processing fees may apply.
8 June 18, 2024
Item #11 Page 300 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Library Fees
73 Account Collection Fee per item [1] 10.00$
74 Hold Request Non-Pickup Fee per item [2] 1.00$
75 Borrowing - Audio/Visual Equipment, per item per day [1] 5.00$ 76 Card Replacement per card [2] 2.00$
77 Carlsbad History Collection Photo Fee per request [1] Actual Cost 78 Interlibrary Loan per request [2] 6.00$
79 Lost/Damaged Item Processing fee per item [2] 6.00$
80 Lost/Damaged Item per item [1] List Price
81 Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided.
per hour [2] 12.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update 9 June 18, 2024
Item #11 Page 301 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Fire Extinguishing and Alarm Systems
New Sprinkler System
82 ESFR Fire Sprinkler System (Initial System) each [2] 1,117.00$ 83 Each Additional System each [2] 309.00$
84 Per Additional Inspection each [2] 133.00$
85 ESFR Fire Sprinkler System with In-Rack Sprinklers each [2] 1,292.00$ 86 Each Additional System each [2] 309.00$
87 Per Additional Inspection each [2] 133.00$
88 Fire Pump (First Pump) each [2] 1,028.00$
89 Each Additional Pump each [2] 352.00$
90 NFPA 13 System < 100 Heads each [2] 807.00$
91 Per Additional Inspection each [2] 133.00$
92 Per Additional Plan Type each [2] 176.00$
93 NFPA 13 System > 100 Heads (Includes One Riser) each [2] 1,117.00$ 94 Each Additional Riser each [2] 309.00$
95 Per Additional Inspection each [2] 133.00$
96 Per Additional Plan Type each [2] 176.00$
97 NFPA 13R System 3-16 units (Per Building) each [2] 1,117.00$ 98 Per Additional Inspection (Per Building) each [2] 176.00$ 99 Per Additional Plan Type each [2] 176.00$
100
NFPA 13D Single Family System (Plan Review Per Initial or Single Plan Type) each [2] 320.00$
101 Per Additional Plan Type each [2] 176.00$
102 NFPA 13D Single Family System (Inspection Per Building) each [2] 162.00$ 103 Underground Piping with up to 4 Hydrants/Risers each [2] 982.00$ 104 Underground Piping with 5 or more Hydrants/Risers each [2],[3] 1,295.00$ Tenant Improvement Sprinkler System
105 NFPA 13 or 13R System 6 Heads or Less each [2] 162.00$ 106 NFPA 13 or 13R System 7 - 100 heads each [2] 718.00$ 107 Per Additional Inspection each [2] 176.00$
108 Per Additional Plan Type each [2] 176.00$
109 NFPA 13 or 13R System > 100 Heads each [2] 850.00$
110 Per Additional Inspection each [2] 176.00$
111 Per Additional Plan Type each [2] 176.00$
Other Extinguishing Systems
112 Gas Systems (Med Gas, Industrial Gas, LPG) each [2] 541.00$ 113 Hood & Duct Extinguishing System each [2] 541.00$
114 Each Additional System each [2] 264.00$
115 Pre-Action System with Alarm each [2] 718.00$
116 Refrigeration Systems < 500 lbs. each [2] 939.00$
117 Refrigeration Systems > 500 lbs. each [2] 1,601.00$ 118 Special Equipment (Ovens, Dust, Battery) each [2] 541.00$ 119 Special Extinguishing System each [2] 762.00$
120 Spray Booths each [2] 541.00$
Alarm Systems
121 New Alarm System each [2] 1,646.00$
122 Per Additional Inspection each [2] 176.00$
123 Per Additional Plan Type each [2] 176.00$
124 Sprinkler Monitoring each [2] 498.00$
125 Per Additional Inspection each [2] 176.00$
126 Per Additional Plan Type each [2] 176.00$
10 June 18, 2024
Item #11 Page 302 of 625
Fee Name Fee Type
Notes
Fee/Deposit
127 Tenant Improvement Fire Alarm System each [2] 807.00$ 128 Per Additional Inspection each [2] 176.00$
129 Per Additional Plan Type each [2] 176.00$
Development Applications, Plan Review and Inspection
Building Construction Plan (Architectural Review)
130 A-1 Occupancies - New each [2] 1,545.00$
131 A-1 Occupancies - Tenant Improvements each [2] 1,182.00$ 132 A-2 & A-3 Occupancies - New each [2] 1,060.00$
133 A-2 & A-3 Occupancies - Tenant Improvements each [2] 817.00$ 134 A-4 & A-5 Occupancies - New each [2] 1,545.00$
135 A-4 & A-5 Occupancies - Tenant Improvements each [2] 1,182.00$ 136 E Occupancies - New each [2] 1,545.00$
137 E Occupancies - Tenant Improvements each [2] 1,182.00$ 138 E Occupancies (Daycare Only) each [2] 618.00$
139 F Occupancies - New each [2] 1,060.00$
140 F Occupancies - Tenant Improvements each [2] 817.00$ 141 H Occupancies (Not Including Chem Class) - New each [2] 1,060.00$ 142
H Occupancies (Not Including Chem Class) - Tenant
Improvements each [2] 817.00$
143 I Occupancies - New each [2] 1,060.00$
144 I Occupancies - Tenant Improvements each [2] 817.00$ 145 L Occupancies - New each [2] 618.00$
146 L Occupancies - Tenant Improvements each [2] 487.00$ 147 R-1 & R-2 Occupancies <50 Units New flat [2] 1,545.00$ 148 R-1 & R-2 Occupancies ≥50 Units New flat [2] 1,910.00$ 149 R-3 Townhomes New each [2] 1,060.00$
150 R Occupancies All - Tenant Improvements each [2] 817.00$ 151 S Occupancies < 50,000 sq. ft. New flat [2] 618.00$ 152 S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2] 487.00$ 153 S Occupancies ≥ 50,000 sq. ft. New flat [2] 1,149.00$ 154 S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2] 882.00$ Plan Review and Inspection
Hazardous Materials Storage
155 Chem Class <10 Chemicals flat [2] 630.00$
156 Chem Class 10- 25 Chemicals flat [2] 982.00$
157 Chem Class 26 - 100 Chemicals flat [2] 1,425.00$
158 Chem Class >100 Chemicals flat [2] 1,867.00$
159 Fire Department Access & Fire Lanes flat [2] 320.00$ 160 High Piled Storage flat [2] 982.00$
161 High Rise Structure Greater Than 55 feet 441.00$
162 Per Additional Floor flat [2] 352.00$
Storage Tanks
163 Aboveground Storage Tanks (First Tank) each [2] 939.00$ 164 Underground Storage Tanks (First Tank) each [2] 850.00$ 165 Each Additional Tank each [2] 133.00$
Vegetation Fuel Modification
166 Custom Home flat [2] 630.00$
167 Tract <75 Homes flat [2] 1,161.00$
168 Tract ≥75 Homes flat [2] 1,690.00$
169 Smoke Control - Rationale Analysis & Plan Review 1,779.00$ 11 June 18, 2024
Item #11 Page 303 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Other Fire Fees
Aerial Fireworks Display
170 Major each [2] 1,678.00$
171 Minor each [2] 971.00$
Plan Review
172 Processing Fee each [2] 30.00$
173 Per Hour - Overtime hourly [2] 191.00$
174 Per Hour - Regular Office Hours hourly [2] 176.00$
Hourly Services for: Alternate Methods and Materials Review, Time and Materials Review, Project Meetings, etc.
175 First Hour each [2] 207.00$
176 Each Additional Hour hourly [2] 176.00$
177 Plan Resubmittal (3rd and Subsequent Submittal, Per Hour) hourly [2] 176.00$ 178 Reinspection (Per Inspection) each [2] 250.00$
Tent Permit (Not associated with special events)
179 Single Tent each [2] 264.00$
180 2-5 Tents flat [2] 529.00$
181 6 or More Tents flat [2] 708.00$
182 Weed Abatement Administrative Fee 352.00$
183 Fire Nuisance Alarm - 1st Response in 12 Month Period each [1] -$ 184 Fire Nuisance Alarm - 2nd Response in 12 Month Period each [1] 105.00$ 185 Fire Nuisance Alarm - 3rd Response in 12 Month Period each [1] 210.00$ 186 Fire Nuisance Alarm - Each Additional Response Thereafter each [1] 412.00$ 187 Fire Nuisance Alarm - Each Billing each [1] 14.00$
188 Special Events Application Processing flat [2],[6] 176.00$ 189
Special Events - Fire Prevention/Operations Support Prior To/During Event each [2],[6] Actual Cost
Fire & Life Safety Inspections and Fire Code Permits
Fire Inspections for the following Occupancies:
190
Care Facility for More than 6 Ambulatory & Non-Ambulatory Clients each [2],[4] 191.00$
191
Hospitals, Nursing Homes, Mental Hospitals, Detoxification and Surgery Centers each [2],[4] 368.00$
192 Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, Etc.) each [2],[4] 191.00$ 193
Pre-Inspection Residential Care Facility (i.e. Single Family Residences) each [2],[4] 191.00$
194 High Rise Facility > 75 ft. (Per Floor of Building) each [2],[4] 191.00$ State Mandated School Inspection - Public or Private School [2],[4] 195 Pre-School each [2],[4] 441.00$
196 Elementary/Middle School each [2],[4] 708.00$
197 High School each [2],[4] 1,060.00$
State Mandated Hotel and Motel Inspection
198 1-5 Buildings Per Property flat [2],[4] 618.00$
199 6-10 Buildings Per Property flat [2],[4] 1,060.00$
200 11 or More Buildings Per Property flat [2],[4] 1,324.00$ State Mandated Apartment Inspection
201 3-10 Units Per Building flat [2],[4] 221.00$
202 11-40 Units Per Building flat [2],[4] 264.00$
203 Greater than 40 Units Per Building flat [2],[4] 353.00$ 12 June 18, 2024
Item #11 Page 304 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Fire Code Permits - Initial Permit
204 Tier 1 each [2],[5] 191.00$
205 Tier 2 each [2],[5] 368.00$
206 Tier 3 each [2],[5] 544.00$
Fire Code Permits - Annual Renewal Permit
207 Tier 1 each [2],[5] 103.00$
208 Tier 2 each [2],[5] 191.00$
209 Tier 3 each [2],[5] 280.00$
Assembly
210 < 300 people flat [2] 191.00$
211 > 300 people flat [2] 368.00$
All Other Occupancies Annual Inspections
212 Tier 1 - 5,000 sq. ft. or Less flat [2] 147.00$
213 Tier 2 - 5,001 to 20,000 sq. ft. flat [2] 234.00$
214 Tier 3 - 20,001 and Greater flat [2] 368.00$
215
Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided.
per hour [2] 176.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3] Additional Reinspection fees shall apply for phased inspection projects at the discretion of the Fire Marshall [4]
[5]
[6] Additional fees for Standby of fire personnel and equipment during event will apply.

All annual inspection fees shall include time for the initial inspection and 1 reinspection. All subsequent reinspection shall be charged an additional rate per inspection.

Tier 1 – Candles – Open Flame; Cryogens; Dry Cleaning; Liquefied Petroleum Gas (LPG); Motor Vehicle Fuel Dispensing; Industrial Ovens; Hot Works; Welding
Tier 2 – Aerosol; Aviation Facility; Waste Handling; Carnival/Fair; Combustible Materials Storage; Compressed Gas; Dust Producing Operations; Flammable Liquids – Storage; Combustible Liquids – Storage; Flammable/Combustible Liquids – Tanks; Flammable/Combustible Liquids – AST/UST Removal; Fruit Ripening; Hazardous Materials; Magnesium Work; Repair Garage; Tire Storage; Explosives-Model Rockets Tier 3 – Aircraft Refueling; Explosives – Blasting & Fireworks; High Piled Combustible Storage (HPS); Lumber Yards & Woodworking Plants; Refrigeration Equipment; Spraying or Dipping Operations Package Permits – All permits associated in the following activities are included in the Tier priced above: Dry Cleaning; Motor Vehicle Fuel Dispensing; Repair Garage; Welding
13 June 18, 2024
Item #11 Page 305 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Police Fees
216 Audio/Photos on USB each [2] 44.00$
217 Burglary Alarm Registration Fee each [2] 29.00$
218 False Alarm Response - Second Occurrence each [2] 39.00$ 219 False Alarm Response - Additional Occurrence each [2] 73.00$ 220 Excess False Alarm Panic Response - Robbery each [3] 100.00$ 221 Excess False Alarm Panic Response - Burglary each [3] 100.00$ 222 Copy Investigation Record each [2] 60.00$
223 Dispatch Records Searches per query [2] 24.00$
224 Entertainment License each [2] 308.00$
225 Fingerprinting processing Fee each [2],[5] 27.00$
226 Fix-It Ticket - moving violation each [2],[6] 21.00$ 227 Fix-It Ticket - parking/registration violation each [2],[6] 13.00$ 228 Handicap Placard Violation Waiver Processing Fee each [2],[7] 29.00$ 229 Photograph Copy - Subpoena or Records requests that require retrieval in QueTel evidence program. each [2] 21.00$
230 Police/Fire - Emergency Response DUI Traffic Collision (max $12,000 per incident) each [1] Actual Cost
231 Production of body worn camera videos. Staff time per hour of production and redaction of videos. each [1] Actual Cost 232 Report Copy Fee (Free to Victim) each [2] 13.00$
233 Rental of Conference rooms to Safety Personnel each [2] 230.00$ 234 Storage/Impounded Vehicle Administrative Charge each [2] 159.00$ 235
Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided.
per hour [2] 88.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3] Set per City of Carlsbad Municipal Code 8.50.080 [E] [4] Set per City of Carlsbad Municipal Code 5.16.070
[5] Plus actual cost from processing agency
[6] Requires proof of correction
[7] Waived with proof of correction
14 June 18, 2024
Item #11 Page 306 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Administrative Citation Penalties
236 1st Violation of a City Ordinance each [2] 100.00$
237 2nd Violation of a City Ordinance each [2] 200.00$
238 3rd Violation of a City Ordinance each [2] 500.00$
239 Subsequent violation of same ordinance within one year each [2] 500.00$ Vehicle, Traffic, and Parking Civil Penalties
240 CA Vehicle Code Parking Violation, if not specified by separate fee amount (rounded) each [3] 48.00$
241 CA VC 22500(i) Bus Zone each [3] 263.00$
242 CA VC 22500(l) Curb Cut/Disabled Access each [3] 343.00$ 243 CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading Area each [3] 343.00$
244 CA VC 22522 Sidewalk Access Ramp (3 ft. away) each [3] 343.00$ 245 CA VC 22526 (a)(b) Block Intersection/Gridlock each [3] 63.00$ 246 CA Vehicle Code Violation for Equipment, if not specified by separate fee amount (rounded) each [3] 38.00$
247 CA VC 4000(a) Expired Registration each [3] 63.00$
248 CA VC 26100C Tinted Covers on Headlights each [3] 48.00$ 249 CA VC 28071 Passenger Car Bumpers Required each [3] 88.00$ 250
Carlsbad Municipal Code Parking Violations, if violation not established by the CA Vehicle Code Parking Violation or CA Vehicle Code Equipment Violation.
each [1] 50.00$
[Notes]
[1] Set per City policy
[2] Set per City of Carlsbad Resolution 2001-167 and limit set per CA Government Code Section 36900 [B] [3] Set per City Policy to the San Diego County Sheriff's Department Parking Fee Violation Table. 15 June 18, 2024
Item #11 Page 307 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Trash Collection Rates (Stormwater fee included)
Residential Services
251 3-Cart (64 or 96 gallon cart) [1] 30.67$
252 3-Cart Low Generator (35 gallon cart) [1] 27.96$
253 Back Yard Service Fee (added to curbside rate) [1] 38.60$ 254 Additional Solid Waste Cart [1] 3.34$
255 Additional Recycled Materials Cart (4+) [1] 3.34$
256 Additional Organics Cart (4+) [1] 3.34$
Commercial Services
Commercial Solid Waste - 64 or 96 Gallon Cart
257 One pick-up per week [1] 30.59$
258 Two pick-ups per week [1] 61.19$
259 Three pick-ups per week [1] 91.78$
260 Four pick-ups per week [1] 118.52$
261 Five pick-ups per week [1] 145.37$
262 Six pick-ups per week [1] 172.20$
263 Extra pick-up per week [1] 14.41$
Commercial 96 Gallon Cart - Recycling and Organics Included 264 One pick-up per week [1] 64.16$
265 Two pick-ups per week [1] 113.41$
266 Three pick-ups per week [1] 162.60$
267 Four pick-up per week [1] 209.98$
268 Five pick-ups per week [1] 257.56$
269 Six pick-ups per week [1] 305.10$
270 Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit) [1] 13.98$ Commercial Solid Waste Yard Bins
271 1-yard bin - one pick-up per week [1] 80.61$
272 1-yard bin - two pick-ups per week [1] 136.92$
273 1-yard bin - three pick-ups per week [1] 193.44$
274 1-yard bin - four pick-ups per week [1] 249.78$
275 1-yard bin - five pick-ups per week [1] 306.40$
276 1-yard bin - six pick-ups per week [1] 362.95$
277 1-yard bin - extra pick-up [1] 38.77$
278 2-yard bin - one pick-up per week [1] 109.50$
279 2-yard bin - two pick-ups per week [1] 192.71$
280 2-yard bin - three pick-ups per week [1] 275.96$
281 2-yard bin - four pick-ups per week [1] 359.06$
282 2-yard bin - five pick-ups per week [1] 442.34$
283 2-yard bin - six pick-ups per week [1] 525.57$
284 2-yard bin - extra pick-up [1] 52.66$
285 3-yard bin - one pick-up per week [1] 148.75$
286 3-yard bin - two pick-ups per week [1] 271.23$
287 3-yard bin - three pick-ups per week [1] 393.68$
16 June 18, 2024
Item #11 Page 308 of 625
Fee Name Fee Type
Notes
Fee/Deposit
288 3-yard bin - four pick-ups per week [1] 525.57$
289 3-yard bin - five pick-ups per week [1] 638.59$
290 3-yard bin - six pick-ups per week [1] 761.08$
291 3-yard bin - extra pick-up [1] 70.68$
292 4-yard bin - one pick-up per week [1] 198.38$
293 4-yard bin - two pick-ups per week [1] 370.45$
294 4-yard bin - three pick-ups per week [1] 542.59$
295 4-yard bin - four pick-ups per week [1] 714.67$
296 4-yard bin - five pick-ups per week [1] 886.76$
297 4-yard bin - six pick-ups per week [1] 1,058.86$
298 4-yard bin - extra pick-up [1] 84.56$
299 5-yard bin - one pick-up per week [1] 248.02$
300 5-yard bin - two pick-ups per week [1] 469.78$
301 5-yard bin - three pick-ups per week [1] 691.49$
302 5-yard bin - four pick-ups per week [1] 886.76$
303 5-yard bin - five pick-ups per week [1] 1,134.97$
304 5-yard bin - six pick-ups per week [1] 1,356.73$
305 5-yard bin - extra pick-up [1] 98.41$
306 6-yard bin - one pick-up per week [1] 271.23$
307 6-yard bin - two pick-ups per week [1] 525.57$
308 6-yard bin - three pick-ups per week [1] 761.08$
309 6-yard bin - four pick-ups per week [1] 1,058.86$
310 6-yard bin - five pick-ups per week [1] 1,356.73$
311 6-yard bin - six pick-ups per week [1] 1,738.39$
312 6-yard bin - extra pick-up [1] 123.03$
Commercial Split Bins (includes 2 locks ) [1]
313 One pick-up per week [1] 120.13$
314 Two pick-ups per week [1] 219.25$
315 Three pick-ups per week [1] 318.35$
316 Four pick-ups per week [1] 417.45$
317 Five pick-ups per week [1] 516.55$
318 Six pick-ups per week [1] 615.67$
Commercial Bin Compactor - Solid Waste
319 3-yard bin - one pick-up per week [1] 208.52$
320 3-yard bin - two pick-ups per week [1] 390.48$
321 3-yard bin - three pick-ups per week [1] 572.44$
322 3-yard bin - four pick-ups per week [1] 754.38$
323 3-yard bin - five pick-ups per week [1] 936.35$
324 3-yard bin - six picks-up per week [1] 1,118.35$
325 3-yard bin - extra pick-up [1] 84.80$
326 4-yard bin - one pick-up per week [1] 344.35$
327 4-yard bin - two pick-ups per week [1] 659.76$
328 4-yard bin - three pick-ups per week [1] 975.65$
329 4-yard bin - four pick-ups per week [1] 1,291.47$
330 4-yard bin - five pick-ups per week [1] 1,607.40$
17 June 18, 2024
Item #11 Page 309 of 625
Fee Name Fee Type
Notes
Fee/Deposit
331 4-yard bin - six picks-up per week [1] 1,923.39$
332 4-yard bin - extra pick-up [1] 140.04$
333 6-yard bin - one pick-up per week [1] 538.27$
334 6-yard bin - two pick-ups per week [1] 1,060.96$
335 6-yard bin - three pick-ups per week [1] 1,584.60$
336 6-yard bin - four pick-ups per week [1] 2,108.77$
337 6-yard bin - five pick-ups per week [1] 2,633.18$
338 6-yard bin - six picks-up per week [1] 3,157.70$
339 6-yard bin - extra pick-up [1] 218.89$
Commercial Recycling
340 32 gal cart - one pick-up per week [1] 22.36$
341 32 gal cart - two pick-ups per week [1] 44.74$
342 32 gal cart - three pick-ups per week [1] 67.10$
343 32 gal cart - four pick-ups per week [1] 86.64$
344 32 gal cart - five pick-ups per week [1] 106.28$
345 32 gal cart - six pick-ups per week [1] 125.90$
346 64 or 96 gal cart - one pick-up per week [1] 24.48$ 347 64 or 96 gal cart - two pick-ups per week [1] 48.95$ 348 64 or 96 gal cart - three pick-ups per week [1] 73.42$ 349 64 or 96 gal cart - four pick-ups per week [1] 94.82$ 350 64 or 96 gal cart - five pick-ups per week [1] 116.30$ 351 64 or 96 gal cart - six pick-ups per week [1] 137.76$ 352 64 or 96 gal cart - extra pick-up [1] 11.53$
353 1-yard bin - one pick-up per week [1] 64.49$
354 1-yard bin - two pick-ups per week [1] 109.53$
355 1-yard bin - three pick-ups per week [1] 154.75$
356 1-yard bin - four pick-ups per week [1] 199.82$
357 1-yard bin - five pick-ups per week [1] 245.12$
358 1-yard bin - six pick-ups per week [1] 290.36$
359 1-yard bin - extra pick-up [1] 31.01$
360 2-yard bin - one pick-up per week [1] 87.61$
361 2-yard bin - two pick-ups per week [1] 154.16$
362 2-yard bin - three pick-ups per week [1] 220.76$
363 2-yard bin - four pick-ups per week [1] 287.24$
364 2-yard bin - five pick-ups per week [1] 353.87$
365 2-yard bin - six pick-ups per week [1] 420.46$
366 2-yard bin - extra pick-up [1] 42.13$
367 3-yard bin - one pick-up per week [1] 119.00$
368 3-yard bin - two pick-ups per week [1] 216.99$
369 3-yard bin - three pick-ups per week [1] 314.95$
370 3-yard bin - four pick-ups per week [1] 420.46$
371 3-yard bin - five pick-ups per week [1] 510.87$
372 3-yard bin - six pick-ups per week [1] 608.86$
373 3-yard bin - seven pick-ups per week [1] 709.49$
374 3-yard bin - extra pick-up [1] 56.54$
18 June 18, 2024
Item #11 Page 310 of 625
Fee Name Fee Type
Notes
Fee/Deposit
375 4-yard bin - one pick-up per week [1] 158.69$
376 4-yard bin - two pick-ups per week [1] 296.36$
377 4-yard bin - three pick-ups per week [1] 434.07$
378 4-yard bin - four pick-ups per week [1] 571.73$
379 4-yard bin - five pick-ups per week [1] 709.41$
380 4-yard bin - six pick-ups per week [1] 847.09$
381 4-yard bin - seven pick-ups per week [1] 984.90$
382 4-yard bin - extra pick-up [1] 67.65$
383 5-yard bin - one pick-up per week [1] 198.41$
384 5-yard bin - two pick-ups per week [1] 375.82$
385 5-yard bin - three pick-ups per week [1] 553.19$
386 5-yard bin - four pick-ups per week [1] 709.41$
387 5-yard bin - five pick-ups per week [1] 907.97$
388 5-yard bin - six pick-ups per week [1] 1,085.39$
389 5-yard bin - extra pick-up [1] 78.73$
390 6-yard bin - one pick-up per week [1] 216.99$
391 6-yard bin - two pick-ups per week [1] 420.46$
392 6-yard bin - three pick-ups per week [1] 608.86$
393 6-yard bin - four pick-ups per week [1] 847.09$
394 6-yard bin - five pick-ups per week [1] 1,085.39$
395 6-yard bin - six pick-ups per week [1] 1,390.71$
396 6-yard bin - extra pick-up [1] 98.43$
Commercial Bin Compactor - Recycling
397 3-yard bin - one pick-up per week [1] 166.82$
398 3-yard bin - two pick-ups per week [1] 312.39$
399 3-yard bin - three pick-ups per week [1] 457.95$
400 3-yard bin - four pick-ups per week [1] 603.50$
401 3-yard bin - five pick-ups per week [1] 749.08$
402 3-yard bin - six picks-up per week [1] 894.67$
403 3-yard bin - extra pick-up [1] 67.84$
404 4-yard bin - one pick-up per week [1] 275.48$
405 4-yard bin - two pick-ups per week [1] 527.81$
406 4-yard bin - three pick-ups per week [1] 780.51$
407 4-yard bin - four pick-ups per week [1] 1,033.17$
408 4-yard bin - five pick-ups per week [1] 1,285.93$
409 4-yard bin - six picks-up per week [1] 1,538.71$
410 4-yard bin - extra pick-up [1] 112.03$
411 6-yard bin - one pick-up per week [1] 430.62$
412 6-yard bin - two pick-ups per week [1] 848.77$
413 6-yard bin - three pick-ups per week [1] 1,267.67$
414 6-yard bin - four pick-ups per week [1] 1,687.02$
415 6-yard bin - five pick-ups per week [1] 2,106.55$
416 6-yard bin - six picks-up per week [1] 2,526.17$
417 6-yard bin - extra pick-up [1] 175.11$
19 June 18, 2024
Item #11 Page 311 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Commercial Organics Recycling
418 32 gal cart - one pick-up per week [1] 22.36$
419 32 gal cart - two pick-ups per week [1] 44.74$
420 32 gal cart - three pick-ups per week [1] 67.10$
421 32 gal cart - four pick-ups per week [1] 86.64$
422 32 gal cart - five pick-ups per week [1] 106.28$
423 32 gal cart - six pick-ups per week [1] 125.90$
424 64 or 96 gal cart - one pick-up per week [1] 24.48$ 425 64 or 96 gal cart - two pick-ups per week [1] 48.95$ 426 64 or 96 gal cart - three pick-ups per week [1] 73.42$ 427 64 or 96 gal cart - four pick-ups per week [1] 94.82$ 428 64 or 96 gal cart - five pick-ups per week [1] 116.30$ 429 64 or 96 gal cart - six pick-ups per week [1] 137.76$ 430 64 or 96 gal cart - extra pick-up [1] 11.53$
431 1-yard bin - one pick-up per week [1] 64.49$
432 1-yard bin - two pick-ups per week [1] 109.53$
433 1-yard bin - three pick-ups per week [1] 154.75$
434 1-yard bin - four pick-ups per week [1] 199.82$
435 1-yard bin - five pick-ups per week [1] 245.12$
436 1-yard bin - six pick-ups per week [1] 290.36$
437 1-yard bin - extra pick-up [1] 31.01$
438 1.5-yard bin - one pick-up per week [1] 76.05$
439 1.5-yard bin - two pick-ups per week [1] 131.85$
440 1.5-yard bin - three pick-ups per week [1] 187.76$
441 1.5-yard bin - four pick-ups per week [1] 243.53$
442 1.5-yard bin - five pick-ups per week [1] 299.50$
443 1.5-yard bin - six pick-ups per week [1] 355.41$
444 1.5-yard bin - extra pick-up [1] 36.57$
445 2-yard bin - one pick-up per week [1] 87.61$
446 2-yard bin - two pick-ups per week [1] 154.16$
447 2-yard bin - three pick-ups per week [1] 220.76$
448 2-yard bin - four pick-ups per week [1] 287.24$
449 2-yard bin - five pick-ups per week [1] 353.87$
450 2-yard bin - six pick-ups per week [1] 420.46$
451 2-yard bin - extra pick-up [1] 42.13$
452 3-yard bin - one pick-up per week [1] 119.00$
453 3-yard bin - two pick-ups per week [1] 216.99$
454 3-yard bin - three pick-ups per week [1] 314.95$
455 3-yard bin - four pick-ups per week [1] 420.46$
456 3-yard bin - five pick-ups per week [1] 510.87$
457 3-yard bin - six pick-ups per week [1] 608.86$
458 3-yard bin - extra pick-up [1] 56.54$
459 4-yard bin - one pick-up per week [1] 158.69$
460 4-yard bin - two pick-ups per week [1] 296.36$
20 June 18, 2024
Item #11 Page 312 of 625
Fee Name Fee Type
Notes
Fee/Deposit
461 4-yard bin - three pick-ups per week [1] 434.07$
462 4-yard bin - four pick-ups per week [1] 571.73$
463 4-yard bin - five pick-ups per week [1] 709.41$
464 4-yard bin - six pick-ups per week [1] 847.09$
465 4-yard bin - extra pick-up [1] 67.65$
Commercial Bin Compactor - Organics Recycling
466 3-yard bin - one pick-up per week [1] 166.82$
467 3-yard bin - two pick-ups per week [1] 312.39$
468 3-yard bin - three pick-ups per week [1] 457.95$
469 3-yard bin - four pick-ups per week [1] 603.50$
470 3-yard bin - five pick-ups per week [1] 749.08$
471 3-yard bin - six picks-up per week [1] 894.67$
472 3-yard bin - extra pick-up [1] 67.84$
473 4-yard bin - one pick-up per week [1] 275.48$
474 4-yard bin - two pick-ups per week [1] 527.81$
475 4-yard bin - three pick-ups per week [1] 780.51$
476 4-yard bin - four pick-ups per week [1] 1,033.17$
477 4-yard bin - five pick-ups per week [1] 1,285.93$
478 4-yard bin - six picks-up per week [1] 1,538.71$
479 4-yard bin - extra pick-up [1] 112.03$
480 6-yard bin - one pick-up per week [1] 430.62$
481 6-yard bin - two pick-ups per week [1] 848.77$
482 6-yard bin - three pick-ups per week [1] 1,267.67$
483 6-yard bin - four pick-ups per week [1] 1,687.02$
484 6-yard bin - five pick-ups per week [1] 2,106.55$
485 6-yard bin - six picks-up per week [1] 2,526.17$
486 6-yard bin - extra pick-up [1] 175.11$
Special Haul Bin Rate
487 3-yard bin - one pick-up per week [1] 181.85$
488 3-yard bin - two pick-ups per week [1] 284.20$
489 3-yard bin - three pick-ups per week [1] 386.54$
490 3-yard bin - four pick-ups per week [1] 488.89$
491 3-yard bin - five pick-ups per week [1] 591.25$
492 3-yard bin - six pick-ups per week [1] 693.60$
493 3-yard bin - extra pick-up [1] 59.37$
Construction and Demolition Recycling
494 Special Haul Bin (no Storm Water Fees) 1 week or less [1] 128.43$ 495 2-yard temporary C&D Recycling Bin [1] 149.74$
496 3-yard temporary C&D Recycling Bin [1] 152.19$
497 4-yard temporary C&D Recycling Bin [1] 165.40$
498 6-yard temporary C&D Recycling Bin [1] 170.87$
21 June 18, 2024
Item #11 Page 313 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Other Fees and Charges
499 Bin Exchange [1] 83.11$
500 Bin Lock Set Up Fee [1] 51.94$
501 Locking Fee [1] 19.75$
502 Overloaded Bins [1] 71.56$
503 Bin paint charge fee - allowed 1 per year. After first paint within one year, there will be a charge per paint request. [1] 143.04$ 504 Bin Relocation (first 25 feet free) 9.87$
505 Special haul bin delivery [1] 57.28$
506 Certified burial at Miramar plus special handling fee charged by Miramar [1] 448.40$
507 Commercial Return to Service Fee - The return to service fee for two or more calls in a one-month period by a bin [1] 92.16$ 508 Copy Fee - The charge for copies requested by customers [1] 1.96$ 509 Delivery of extra cart [1] 16.05$
510 Late Fee - There will be a minimum fee on any delinquent account - $3 minimum charge [1] 4.94$
511 Bulky Item - Exceeding 5 per pick up - First item [1] 58.35$ 512 Bulky Item - Exceeding 5 per pick up - each addl item [1] 14.95$ 513 Per Bulky Item - first item [1] 58.35$
514 Per Bulky Item - each additional item [1] 14.95$
515 Bulky Item requiring 2 people to handle [1] 83.79$
516
Contamination Fee - to recover costs for separating solid waste placed in a recycling or green waste container or for arranging a special, unscheduled collection due to contamination.
[1] 74.39$
517 Scout service per bin per service [1] 67.31$
518 Residential Return to Service Fee - The return to service fee for two or more calls in a one-month period by a residential customer [1] 46.86$ 519
Restart Fee - The fee for restarting commercial service when a permanent account has been terminated for non-payment. [1] 28.11$ Roll off Service
520 Service Fee - Roll off service [1] 305.27$
521 Disposal Fee per Ton (pass through) [1] 59.91$
522 Recycling Processing Fee per Ton (pass through) [1] 39.23$ 523 Organics Processing Fee per Ton (pass through) [1] 85.76$ 524 C&D Processing Fee per Ton (pass through) [1] 80.72$ 525 Contaminated Load (per occurrence) [1] 305.27$
526 Roll off - Demurrage Per Day Charge [1] 6.50$
Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up Commercial Bulky Item Pick-Ups
22 June 18, 2024
Item #11 Page 314 of 625
Fee Name Fee Type
Notes
Fee/Deposit
527 Delivery [1] 78.56$
528 Delivery Demo (includes signage) [1] 83.05$
529 Relocation Charge onsite [1] 61.38$
530 Relocation Charge offsite [1] 87.56$
531 Wash Out Receiver Boxes [1] 70.22$
532 Dead Run charge [1] 105.25$
533 Standby charge after 5 minutes [1] 2.78$
[Notes]
[1] Set per contract by Republic Services
23 June 18, 2024
Item #11 Page 315 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Utility Account and Service Fees
Water Account Fees
534 Discontinuation of Service - Non-Payment (Shut-off) each [2] 72.00$ 535 Service Reconnection (Non-Payment) - Same Day/Non-Business hours (After Hours Turn-On) each [2],[3] 275.00$
536 Continuity of Service each [2] 9.00$
537 Electronic Notice (in lieu of door hanger) each [2] 3.00$ 538 Door Hanger Notice each [2] 46.00$
539 New Account Set Up (Admin) each [2] 44.00$
540 Service Reconnection for Non-Payment (Next Day) Business Hours (Next Scheduled Day Turn-On) each [2],[3] 109.00$
541 New Account Service Connection - (Same Day) Business Hours (Same Day Turn-On) each [2] 148.00$
Water Services Fees
542 Utility Standards and Specifications each [1] Actual Cost 543 Potable Water Meter - Construction Meter Deposit deposit [1] 1,000.00$ 544 Potable Water Meter - Construction Meter Installation each [2] 325.00$ 545 Potable Water Meter - Construction Meter Relocation each [2] 163.00$ 546 Potable Backflow Preventer Annual Testing - 1st Notice each, per month [1] 3.00$
547 Potable Backflow Preventer Annual Testing - 2nd Notice per month [1] 22.00$ 548 Potable Backflow Preventer Annual Testing - 3rd Notice per month [1] 55.00$ 549 Potable Water Shutdown Fee each [1] 952.00$
Recycled Water Fees
550 Cross-Connection Inspection - County Department of Environmental Health (CDEH) each [2] Actual Cost
551 Cross-Connection Reinspection each [2] Actual Cost
552 Recycled Water Meter - Construction Meter Deposit deposit [1] 1,000.00$ 553 Recycled Water Meter - Construction Meter Installation each [2] 325.00$ 554 Recycled Water Meter - Construction Meter Relocation each [2] 163.00$ 555 E28 Recycled Water Shutdown - Actual Cost each [2] 952.00$ Wastewater Fees
556 Fats, Oils, and Grease (FOG) Fee each [1] 166.00$
557 Temporary Discharge to Sewer (city processing fee, plus actual cost) per permit [6] 531.00$ Third Party Hydraulic Modelling Fees
558 Third Party Hydraulic Modelling - Consultant Cost (All Water Systems) per project [1],[4] Actual Cost Processing Fees - Wastewater
559 1-4 units residential and commercial > 9,400 s.f. per project [2],[5] 419.00$ 560 All others per project [2],[5] 839.00$
Processing Fees - Potable Water
561 System Pressure Check each [2] 358.00$
562 1-4 units residential and commercial > 9,400 s.f. per project [2],[5] 715.00$ 563 All others per project [2],[5] 1,191.00$
Processing Fees - Recycled Water
24 June 18, 2024
Item #11 Page 316 of 625
Fee Name Fee Type
Notes
Fee/Deposit
564 System Pressure Check each [2] 332.00$
565 1-4 units residential and commercial > 9,400 s.f. per project [2],[5] 553.00$ 566 All others per project [2],[5] 1,103.00$
Utilities Department Fees
567
Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided.
per hour [2] 179.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3] Set per CA Health and Safety Code 1169149(a)(1)
[4] Total fee will reflect actual consultant billings
[5] Staff cost is in addition to actual consultant billings [6] Actual cost is calculated based on cost per gallon to treat the added discharge, plus the city processing fee.
25 June 18, 2024
Item #11 Page 317 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Utility Meter Installation Fees
Potable Water (meter size, inches)
568 5/8" Ultrasonic per [1] 469.00$
569 Fire Protection – 5/8" Ultrasonic per [1] 469.00$
570 3/4” Ultrasonic per [1] 465.00$
571 1” Ultrasonic per [1] 595.00$
572 1-1/2” Ultrasonic per [1] 723.00$
573 1-1/2” Turbo per [1] 877.00$
574 2” Ultrasonic per [1] 1,027.00$
575 2” Turbo per [1] 1,081.00$
576 3" Ultrasonic per [1] Actual Cost
577 4" Ultrasonic per [1] Actual Cost
578 6” Ultrasonic per [1] Actual Cost
579 8” Ultrasonic per [1] Actual Cost
580 10” Ultrasonic per [1] Actual Cost
581 12” Ultrasonic per [1] Actual Cost
Recycled Water (meter size, inches)
582 5/8" Ultrasonic per [1] 469.00$
583 Fire Protection – 5/8" Ultrasonic per [1] 469.00$
584 3/4” Ultrasonic per [1] 465.00$
585 1” Ultrasonic per [1] 595.00$
586 1-1/2” Turbo per [1] 877.00$
587 2” Turbo per [1] 1,081.00$
588 3" Ultrasonic per [1] Actual Cost
589 4" Ultrasonic per [1] Actual Cost
590 6” Ultrasonic per [1] Actual Cost
591 8” Ultrasonic per [1] Actual Cost
592 10” Ultrasonic per [1] Actual Cost
593 12” Ultrasonic per [1] Actual Cost
The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter necessary to meet the water use requirements, not the actual meter size of 1”. These fees are in addition to the Potable & Recycled Water Connection Fees and SDCWA Fee. 26 June 18, 2024
Item #11 Page 318 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Utility Potable and Recycled Water Connection Fees (meter size, inches) Ultrasonic
594 5/8” each [1] 5,733.00$
595 3/4” each [1] 8,173.00$
596 1” each [1] 12,899.00$
597 1-1/2” each [1] 24,366.00$
598 2” each [1] 36,694.00$
599 3” each [1] 62,079.00$
600 4” each [1] 96,568.00$
601 6” each [1] 179,341.00$
602 8” each [1] 211,967.00$
Turbo (All Irrigation Meters)
603 1-1/2” each [1] 28,605.00$
604 2” each [1] 45,865.00$
605 3” each [1] 96,568.00$
606 4” each [1] 275,910.00$
607 6” each [1] 551,808.00$
608 8” each [1] 772,797.00$
[Notes]
[1] Set per City policy
These fees are in addition to the Meter Installation Fees and SDCWA Fees. 27 June 18, 2024
Item #11 Page 319 of 625
Fee Name Fee Type
Notes
Fee/Deposit
San Diego County Water Authority (SDCWA) Fees
SDCWA System Capacity Charge (meter size, inches)
609 Fire Protection per [1] Based on size of
meter
610 5/8" Displacement per [1] 5,700.00$
611 3/4” Displacement per [1] 5,700.00$
612 1” Displacement per [1] 9,120.00$
613 1-1/2” Displacement per [1] 17,100.00$
614 1-1/2” Turbo per [1] 17,100.00$
615 2” Displacement per [1] 29,640.00$
616 2” Turbo per [1] 29,640.00$
617 3” per [1] 54,720.00$
618 4” per [1] 93,480.00$
619 6” per [1] 171,000.00$
620 8” per [1] 296,400.00$
621 10” per [1] 444,600.00$
622 12” per [1] 752,400.00$
Water Treatment Capacity Charge (meter size, inches)
623 Fire Protection per [1] Based on size of
meter
624 5/8" Displacement per [1] 159.00$
625 3/4” Displacement per [1] 159.00$
626 1” Displacement per [1] 254.00$
627 1-1/2” Displacement per [1] 477.00$
628 1-1/2” Turbo per [1] 477.00$
629 2” Displacement per [1] 827.00$
630 2” Turbo per [1] 827.00$
631 3” per [1] 1,526.00$
632 4” per [1] 2,608.00$
633 6” per [1] 4,770.00$
634 8” per [1] 8,268.00$
635 10” per [1] 12,402.00$
636 12” per [1] 20,988.00$
[Notes]
[1]
The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter necessary to meet the water use requirements, not the actual meter size of 1”.

These fees are set by San Diego County Water Authority, effective January 1, 2023, and are in addition to the Meter Installation Fees and Potable and Reclaimed Connection Fees. The Water Authority left these fees unchanged for 2024. 28 June 18, 2024
Item #11 Page 320 of 625
Sect
ion 2
Development Related
Service Fees
June 18, 2024
Item #11 Page 321 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Planning Department Fees
637 Agricultural Mitigation Fee
per net
converted
acre
[1] 10,000.00$
638 Amendments and Revisions to Approved Projects flat [1] 50% of Current Application Fee
639 Appeals to Planning Commision/City Council [2] 930.00$ Building Plan Review
640 Minor Projects, per permit each [3] 107.00$
641 Major Projects, per permit each [4] 324.00$
642 City Planner Determination each [1] 1,047.00$
Coastal Development Permit (CDP)
643 2 - 4 unit or lot subdivision/Multifamily Project per permit [2] 6,699.00$ 644 5 or more units or lot subdivision/Multifamily Project per permit [2] 12,072.00$ 645 Emergency flat [2] 2,352.00$
646 Exemption flat [2] 347.00$
647 Minor Permit flat [2] 3,131.00$
648 Non-Residential + 10 cents per sq. ft. flat [2] 3,297.00$ 649 Single Family Home flat [2] 4,388.00$
650 Single Family Home w/bluff per permit [2] 6,699.00$ Conditional Use Permit (CUP)
651 Within Biological Habitat Preserve flat [2] 2,863.00$ 652 Minor flat [2] 2,984.00$
653 Regular flat [2] 11,170.00$
654 Daycare Permit (7 - 14 Children) flat [2] 299.00$
Environmental Impact Assessment (EIA)
655 Initial Study - NEGATIVE DECLARATION base fee (flat) [2] 2,984.00$ 656 Initial Study - MITIGATED NEG DEC base fee (flat) [2] 6,027.00$ 657 Initial Study – checklist for streamlining or within the scope determinations base fee (flat) [2] 2,508.00$
658 Initial Study – addendum for MNDs or NDs (city processing fee plus actual cost) base fee (flat) [2] 3,449.00$
Environmental Impact Report (EIR)
Addendum
659 First 20 hours of project planner base fee (flat) [2] 4,642.00$ 660 >20 hours of project planner per hour [2] 130.00$
Focused/Supplemental (requiring a public hearing)
661 First 120 hours of project planner and 20 hours of project engineer base fee (flat) [2] 20,196.00$
662 >120 project planner hours and >20 project engineer hours per hour [2] 300.00$ 30 June 18, 2024
Item #11 Page 322 of 625
Fee Name Fee Type
Notes
Fee/Deposit

FULL EIR
663 First 180 hours of project planner and 40 hours of project engineer base fee (flat) [2] 31,140.00$
664 >180 project planner hours and >40 project engineer hours per hour [2] 300.00$ Fish & Game Fee
665 Environmental Impact Report (EIR) flat [5] 4,101.25$ 666 Environmental Document pursuant to a Certified Regulatory Program (CRP) flat [5] 1,427.25$
667 Negative Declaration (ND)/Mitigated Negative Declaration (MND) flat [5] 2,966.75$ 668 Extensions to projects in process flat [1] 25% of current fee 669 General Plan Amendment deposit [2] 16,186.00$
Habitat Management Plan (HMP)
670 Amendment to Plan Document - Major - first 60 hours of project planner base fee (flat) [2] 8,975.00$
671 >60 hours of project planner per hour [2] 130.00$
672 Amendment to Plan Document - Minor flat [2] 5,133.00$ 673 Permit - Major -first 40 hours of project planner base fee (flat) [2] 6,543.00$ 674 >40 hours or project planner per hour [2] 130.00$
675 Permit - Minor - first 20 hours of project planner base fee (flat) [2] 772.00$ 676 >20 hours of project planner per hour [2] 130.00$
677 Permit - MINOR W/MINISTERIAL PERMIT flat [2] 686.00$ 678 Hillside Development Permit - Major - first 40 hours of project planner base fee (flat) [2] 6,939.00$
679 Hillside Development Permit - Minor - first 20 hours of project planner base fee (flat) [2] 1,772.00$
Historic Preservation Permit
680 Local Register Application each [2] 1,964.00$
681 Mills Act Application each [2] 4,211.00$
682 Concurrent Local Register and Mills Act Applications each [2] 4,823.00$ 683 Third Party Technical Report Review - Contractor Cost each [2] Actual Cost 684 Mills Act Inspections each [2] No Fee
685 Inspection - Additional Planning per hour [2] 130.00$ 686 Inspection - Overtime per hour per hour [2] 148.00$ Landscape Plan Check/Inspection Fees
687 City Processing Fee per project [2] 389.00$
688 Contractor Cost per project [1] Actual Cost
689 Local Coastal Plan - Amendment flat [2] 12,792.00$
690 Local Facilities Management Fees - as established by Council deposit [1] Actual Cost 691 Local Facilities Management Plan/Amendment - Fee + deposit in minimum increments of $5,000 deposit [1] 10,000.00$
31 June 18, 2024
Item #11 Page 323 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Master Plan
692 Master Plan - Pre-Filing Submittal flat [1] 9,477.00$ 693 First 200 hours of project planner and 100 hours of project engineer base fee (flat) [2] 44,331.00$
694 >200 project planner hours and >100 project engineer hours per hour [2] 381.00$ Major Amendment
695 First 100 hours of project planner and 40 hours of project engineer base fee (flat) [2] 21,100.00$
696 >100 project planner hours and >40 project engineer hours per hour [2] 355.00$ Minor Amendment
697 First 30 hours of project planner and 7 hours of project engineer base fee (flat) [2] 4,005.00$
698 >30 project planner hours and >7 project engineer hours per hour [2] 355.00$ 699 Non-Conforming Construction Permit flat [2] 969.00$ 700 Notice Fee (+ postage) flat [1] Actual Cost
701 Plan Consistency Determination [2] 1,008.00$
702 Planned Development (residential/non-residential) - 5 or more lots/units - Major Subdivision per project [2] 16,454.00$ 703 Planned Development (residential/non-residential) - 4 or fewer lots/units per project [2] 7,953.00$
704 Planning Commission Agenda and Minutes (+ postage) per page [1] Copy Charge 705 Planning Commission Determination-other flat [2] 2,788.00$ 706 Postage (All) flat [1]
Current Postage
Rate x Number of
labels
707 Precise Development Plan flat [2] 16,114.00$
708 Preliminary Plan Review - Major (Other) flat [2] 1,008.00$ 709 Preliminary Plan Review - Minor (SFD) flat [2] 283.00$ 710 Re-Recording or Cancellation of an Instrument on Real Property (city processing fee, plus actual cost) each [1] 228.00$
Reversion to Acreage (Consistent with city payroll records charged against a $3,100 deposit)
711 First 25 hours of project planner and 20 hours of project engineer base fee (flat) [2] 5,627.00$
712 Satellite Antenna Permit flat [2] 598.00$
713 Short-Term Vacation Rental Permit Application Fee per application [2] 220.00$
Sign Program
714 Sign Permit (including non-commercial) flat [2] 72.00$ 715 Sign Program flat [2] 1,503.00$
716 Modified Minor Sign Program flat [2] 996.00$
717 Modified Regular Sign Program flat [2] 2,685.00$
32 June 18, 2024
Item #11 Page 324 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Site Development Plan
718 Minor - Village Area Request for a Parking Option flat [2] 638.00$ 719 Minor - Residential, less than or equal to 4 units/lots or as required per CMC/PLAN flat [2] 5,566.00$
720 Major - 5 or more units/lots or as required per CMC/PLAN flat [2] 19,965.00$ 721 Special Use Permit - Other flat [2] 6,338.00$
722 Special Use Permit - Floodplain flat [2] 5,951.00$
Specific Plan
Base Fee
723 First 200 hours of project planner and 60 hours of project engineer base fee (flat) [2] 41,176.00$
724 >200 project planner hours and >60 project engineer hours per hour [2] 355.00$ Amendment - Major
725 First 180 hours of project planner and 30 hours of project engineer base fee (flat) [2] 31,760.00$
726 >180 project planner hours and >30 project engineer hours per hour [2] 355.00$ Amendment - Minor
727 First 20 hours of project planner and 7 hours of project engineer base fee (flat) [2] 3,918.00$
728 >20 project planner hours and >7 project engineer hours per hour [2] 355.00$ 729 Street Name Change flat [2] 2,354.00$
Tentative Maps
730 Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2] 6,860.00$ 731 Tentative Tract Map - 5 - 49 units/lots flat [2] 14,074.00$ 732 Tentative Tract Map - 50 + units/lots flat [2] 20,026.00$ 733 Tentative Tract Map Litigation Stay flat [1] 25% of current fee Third Party Review
734 Processing Fee per project [2] 799.00$
735 Consultant Cost per project [1] Actual Cost
736 Variance flat [2] 5,146.00$
737 Variance - Minor flat [2] 1,070.00$
Village Area
738 Village Area Review - Administrative flat [2] 586.00$ 739 Village Area Review - Major - Plus Noticing Costs flat [2] 4,145.00$ 740 Village Area Review - Minor - Plus Noticing Costs flat [2] 2,261.00$ 741 Village Area - Parking In Lieu Fee each [1] 11,240.00$ 33 June 18, 2024
Item #11 Page 325 of 625
Fee Name Fee Type
Notes
Fee/Deposit
742 Wireless Communication Third Party Review flat [1] Actual Cost 743 Zone Change flat [2] 12,586.00$
744 Zone Code Compliance Letter flat [2] 164.00$
745 Research Fee per hour [2] 164.00$
746
Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided.
per hour [2] 117.00$
TOTAL
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Minor: residential new/remodel, commercial/industrial tenant improvement [4] Major: Commercial/Industrial new
[5] Set by Department of Fish and Wildlife. Fish & Game fees are additional to the EIA/EIR fees. Includes $50.00 County Clerk processing fee.

Updated with new fees effective Jan. 1, 2024.
34 June 18, 2024
Item #11 Page 326 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Engineering Department Fees
747 Adjustment Plat per project [2] 1,834.00$
Building Plan Review
748 Minor Projects, per permit each [3] 204.00$
749 Major Projects, per permit each [4] 638.00$
Certificate
750 Certificate of Compliance each [2] 1,488.00$
751 Certificate of Compliance In Lieu of Parcel Map each [2] 4,104.00$ 752 Certificate of Correction each [2] 1,156.00$
Construction Change Review - Major
753 Base Fee per project [2] 976.00$
754 Plus fee per sheet per sheet [2] 378.00$
Construction Change Review - Minor
755 Base Fee per project [2] 693.00$
756 Plus fee per sheet per sheet [2] 313.00$
757 Developer Agreements - Deposit $10,000 increments
(Consistent with city payroll records + overhead) deposit [1] Actual Cost 758 Easement Document Processing and Recording per project [2] 1,635.00$ 759 Encroachment Agreement Processing per project [2] 511.00$ 760 Grading Permit Investigation Fee (Consistent with city payroll records + overhead) deposit [1] Actual Cost
Grading Plan Check Fees (cubic yard)
761 0 - 100 CY flat [2] 2,023.00$
762 101 CY flat [2] 2,700.00$
763 each additional 100 CY up to 1,000 each [2] 170.00$ 764 1,001 CY flat [2] 4,717.00$
765 each additional 1,000 CY up to 10,000 each [2] 234.00$ 766 10,001 flat [2] 6,923.00$
767 each additional 10,000 CY up to 100,000 each [2] 333.00$ 768 100,001 flat [2] 9,912.00$
769 each additional 10,000 CY up to 200,000 each [2] 382.00$ 770 200,001 flat [2] 14,435.00$
771 each additional 100,000 CY up to 400,000 each [2] 826.00$ 772 400,001 flat [2] 16,104.00$
773 each additional 100,000 CY up to 1,000,000 each [2] 574.00$ 774 1,000,001 flat [2] 19,600.00$
775 each additional 100,00 CY each [2] 1,887.00$
35 June 18, 2024
Item #11 Page 327 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Grading Permit Fees (cubic yard)
776 0 - 100 CY flat [2],[4],
[5] 2,675.00$
777 101 CY flat [2],[4],
[5] 2,681.00$
778 each additional 100 CY up to 1,000 each [2],[4],
[5] 208.00$
779 1,001 CY flat [2],[4],
[5] 4,605.00$
780 each additional 1,000 CY up to 10,000 each [2],[4], [5] 209.00$
781 10,001 flat [2],[4],
[5] 6,539.00$
782 each additional 10,000 CY up to 100,000 each [2],[4], [5] 328.00$
783 100,001 flat [2],[4],
[5] 9,597.00$
784 each additional 10,000 CY up to 200,000 each [2],[4], [5] 189.00$
785 200,001 flat [2],[4],
[5] 11,685.00$
786 each additional 100,000 CY up to 400,000 each [2],[4], [5] 209.00$
787 400,001 flat [2],[4],
[5] 17,627.00$
788 each additional 100,000 CY up to 1,000,000 each [2],[4], [5] 1,791.00$
789 1,000,001 flat [2],[4],
[5] 28,892.00$
790 each additional 100,00 CY each [2],[4],
[5] 2,768.00$
Improvement Plan Review Fee
791 $0 - $20,000 flat [2] 3,461.00$
792 $20,001 flat [2] 4,853.00$
793 each additional $10,000 up to $50,000 each [2] 426.00$ 794 $50,001 flat [2] 6,273.00$
795 each additional $10,000 up to $100,000 each [2] 461.00$ 796 $100,001 flat [2] 8,686.00$
797 each additional $10,000 up to $250,000 each [2] 426.00$ 798 $250,001 flat [2] 17,817.00$
799 each additional $10,000 up to $500,000 each [2] 214.00$ 800 $500,001 flat [2] 23,566.00$
801 each additional $10,000 up to $1,000,000 each [2] 116.00$ 802 $1,000,001 flat [2] 29,771.00$
803 each additional $10,000 each [2] 277.00$
36 June 18, 2024
Item #11 Page 328 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Improvement Inspection
804 $0 - $20,000 flat [2] 1,732.00$
805 $20,001 flat [2] 3,029.00$
806 each additional $10,000 up to $50,000 each [2] 473.00$ 807 $50,001 flat [2] 5,016.00$
808 each additional $10,000 up to $100,000 each [2] 251.00$ 809 $100,001 flat [2] 6,327.00$
810 each additional $10,000 up to $250,000 each [2] 195.00$ 811 $250,001 flat [2] 9,402.00$
812 each additional $10,000 up to $500,000 each [2] 205.00$ 813 $500,001 flat [2] 14,436.00$
814 each additional $10,000 up to $1,000,000 each [2] 133.00$ 815 $1,000,001 flat [2] 22,135.00$
816 each additional $10,000 each [2] 206.00$
Mapping Fees
Final Tract Map - Major Subdivision
817 Base Fee per project [2] 11,424.00$
818 additional acre per acre [2] 125.00$
819 Parcel Map - Minor Subdivision per project [2] 5,411.00$ 820 Neighborhood Improvement Agreements each [2] 224.00$ 821 Oversize Load Permit - 1 trip each [6] 16.00$
822 Oversize Load Permit - Annual/Per Year each [6] 90.00$ 823 Quitclaim of Easement each [2] 976.00$
824 Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost Retaining Wall Plan Check Fees
Retaining Wall Plan Check Valuation
825 $0 - $50,000 flat [2] 519.00$
826 $50,001 - $250,000 flat [2] 2,407.00$
827 $250,000+ flat [2] 4,239.00$
828 Reversion to Acreage deposit [2] 4,033.00$
Right-of-Way Permit
829 Minor - Non-Construction each [2] 244.00$
830 Minor - Construction each [2] 570.00$
Telecommunications (WCF/Broadband)
831 City Processing Fee - single telecommunications application each [1] 344.00$ 832 City Processing Fee - batched applications (for each 10 telecommunications nodes) each [1] 1,033.00$
833 City Processing Fee - concurrent microtrenching (up to 50 linear feet) each [1] 128.00$
Utility
834 City Processing Fee each [2] 401.00$
835 Inspector's Time hourly [2] 151.00$
836 Utility (by contract) each [2] 1,155.00$
37 June 18, 2024
Item #11 Page 329 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Use - Initial Permit
837 Curb Cafe each [2] 584.00$
838 Outdoor Display each [2] 244.00$
839 Sidewalk Café each [2] 584.00$
Use - Annual Renewal
840 Curb Cafe each [2] 244.00$
841 Outdoor Display each [2] 244.00$
842 Sidewalk Café each [2] 244.00$
843 Village Area - Curb Café (max of two parking spaces) per space/ per year [2] 1,200.00$
844 Secured Agreement Processing - Extension each [2] 405.00$ 845 Secured Agreement Processing - Replacement, plus improvement plan revision fees if required each [2] 714.00$
846
Segregation of Assessments - 1- 4 lots (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760-8769 )
deposit [1] Actual Cost
847
Segregation of Assessments - 5 lots or more - fee + $20 per lot (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760- 8769)
deposit [1] Actual Cost
Storm Water Pollution Prevention Plan (SWPPP) Fees
Plan Review Fee
848 Tier 1 per site [2] 85.00$
849 Tier 2 per site [2] 401.00$
850 Tier 3 one acre or
less [2] 917.00$
851 Tier 3 - Supplemental Fee per acre [2] 147.00$
Inspection Fee
852 Tier 1 per site [2] 302.00$
853 Tier 2 per site [2] 5,469.00$
854 Tier 3 one acre or
less [2] 6,488.00$
855 Tier 3 - Supplemental Fee per acre [2] 1,346.00$
Storm Water Quality Management Plan (SWQMP) Fees
856 Plan Review - Base Fee each [2] 1,415.00$
857 Plan Review - For each subsequent acre or portion thereof over one half acre per acre [2] 115.00$
858 Plan Review - Trash Capture Only each [2] 1,650.00$ 859 Inspection Fee - Base Fee each [2] 879.00$
860 Inspection Fee - For each subsequent acre or portion thereof over one half acre per acre [2] 617.00$
861 Street Vacation - Street/Public Service Easement Vacation - Regular each [2] 4,761.00$ 862 Street Vacation - Street/Public Service Easement Vacation - Summary each [2] 2,051.00$ Third Party Review
863 Processing Fee per project [2] 356.00$
38 June 18, 2024
Item #11 Page 330 of 625
Fee Name Fee Type
Notes
Fee/Deposit
864 Consultant Cost per project [1] Actual Cost
865
Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided.
per hour [2] 229.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Minor: residential new/remodel, commercial/industrial tenant improvement [4] Major: Commercial/Industrial new
[5]
[6]
[7] Maximum limit set by CA Vehicle Code 35795(b)(1)
Quantities are calculated by using the greater of cut/fill, plus remedial work. Plan checks extending more than 24 months may be assessed an additional fee of 25% of the current plan check fee.

Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is subject to City Engineer approval per CMC 15.16.062.
39 June 18, 2024
Item #11 Page 331 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Building Department Fees
New Construction, Additions, and Major Remodels [1]
Commercial/Industrial Uses - Structural (All newly constructed or added space for non-residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule)
866 0 - 500 sq. ft. flat [2] 1,235.00$
867 additional sq. ft. up to 4,999 each [2] 0.39$
868 5,000 sq. ft. flat [2] 2,977.00$
869 additional sq. ft. up to 9,999 each [2] 0.52$
870 10,000 sq. ft. flat [2] 5,575.00$
871 additional sq. ft. up to 49,999 each [2] 0.05$
872 50,000 sq. ft. flat [2] 7,634.00$
873 additional sq. ft. up to 99,999 each [2] 0.11$
874 100,000 sq. ft. flat [2] 13,557.00$
875 additional sq. ft. each [2] 0.13$
Commercial Residential and Multifamily Residential Uses - (All newly constructed or added space for residential occupancies classified as CBC Group R (except R-3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule)
876 0 - 500 sq. ft. flat [2] 1,171.00$
877 additional sq. ft. up to 4,999 each [2] 0.65$
878 5,000 sq. ft. flat [2] 4,086.00$
879 additional sq. ft. up to 9,999 each [2] 0.64$
880 10,000 sq. ft. flat [2] 7,286.00$
881 additional sq. ft. up to 49,999 each [2] 0.06$
882 50,000 sq. ft. flat [2] 9,661.00$
883 additional sq. ft. up to 99,999 each [2] 0.17$
884 100,000 sq. ft. flat [2] 17,865.00$
885 additional sq. ft. each [2] 0.18$
Low and Moderate Hazard Storage - (All newly constructed or added space for storage occupancies classified as CBC Group S, or other storage occupancies not specifically addressed elsewhere in this Fee Schedule)
886 0 - 500 sq. ft. flat [2] 1,110.00$
887 additional sq. ft. up to 4,999 each [2] 0.39$
888 5,000 sq. ft. flat [2] 2,863.00$
889 additional sq. ft. up to 9,999 each [2] 0.26$
890 10,000 sq. ft. flat [2] 4,151.00$
891 additional sq. ft. up to 49,999 each [2] 0.03$
892 50,000 sq. ft. flat [2] 5,349.00$
893 additional sq. ft. up to 99,999 each [2] 0.01$
894 100,000 sq. ft. flat [2] 5,846.00$
895 additional sq. ft. each [2] 0.06$
40 June 18, 2024
Item #11 Page 332 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Attached Accessory and Utility Uses - (All newly constructed, added or structurally remodeled space for utility and accessory occupancies classified as CBC Group U, or other utility and accessory occupancies not specifically addressed elsewhere in this Fee Schedule 896 0 - 200 sq. ft. flat [2] 585.00$
897 additional sq. ft. up to 399 each [2] 2.00$
898 400 sq. ft. flat [2] 906.00$
899 additional sq. ft. up to 599 each [2] 0.73$
900 600 sq. ft. flat [2] 1,053.00$
901 additional sq. ft. up to 999 each [2] 0.36$
902 1,000 sq. ft. flat [2] 1,198.00$
903 additional sq. ft. up to 2,999 each [2] 0.18$
904 3,000 sq. ft. flat [2] 1,550.00$
905 additional sq. ft. each [2] 0.52$
Detached Accessory and Utility Uses
- (All newly constructed, added,
or structurally remodeled space for utility and accessory occupancies/uses not specifically addressed elsewhere in this Fee Schedule)
906 0 - 200 sq. ft. flat [2] 585.00$
907 additional sq. ft. up to 399 each [2] 2.00$
908 400 sq. ft. flat [2] 906.00$
909 additional sq. ft. up to 599 each [2] 0.73$
910 600 sq. ft. flat [2] 1,053.00$
911 additional sq. ft. up to 999 each [2] 0.36$
912 1,000 sq. ft. flat [2] 1,198.00$
913 additional sq. ft. up to 2,999 each [2] 0.18$
914 3,000 sq. ft. flat [2] 1,550.00$
915 additional sq. ft. each [2] 0.52$
Shell Buildings for all Commercial/Industrial Uses - (The enclosure for all newly constructed or added space for non-residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the interior is not completed or occupiable) 916 0 - 500 sq. ft. flat [2] 965.00$
917 additional sq. ft. up to 4,999 each [2] 0.26$
918 5,000 sq. ft. flat [2] 2,105.00$
919 additional sq. ft. up to 9,999 each [2] 0.30$
920 10,000 sq. ft. flat [2] 3,625.00$
921 additional sq. ft. up to 49,999 each [2] 0.02$
922 50,000 sq. ft. flat [2] 4,793.00$
923 additional sq. ft. up to 99,999 each [2] 0.01$
924 100,000 sq. ft. flat [2] 5,379.00$
925 additional sq. ft. each [2] 0.05$
41 June 18, 2024
Item #11 Page 333 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Commercial/Industrial Tenant Improvement - Structural - (Structurally remodeled space for non-residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the structure is not altered)
926 0 - 500 sq. ft. flat [2] 848.00$
927 additional sq. ft. up to 4,999 each [2] 0.24$
928 5,000 sq. ft. flat [2] 1,930.00$
929 additional sq. ft. up to 9,999 each [2] 0.10$
930 10,000 sq. ft. flat [2] 2,455.00$
931 additional sq. ft. up to 49,999 each [2] 0.06$
932 50,000 sq. ft. flat [2] 4,970.00$
933 additional sq. ft. up to 99,999 each [2] 0.05$
934 100,000 sq. ft. flat [2] 7,570.00$
935 additional sq. ft. each [2] 0.07$
Commercial/Industrial Tenant Improvement - Non-structural - (Non- structurally remodeled space for non-residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the structure is not altered)
936 0 - 500 sq. ft. flat [2] 766.00$
937 additional sq. ft. up to 4,999 each [2] 0.23$
938 5,000 sq. ft. flat [2] 1,812.00$
939 additional sq. ft. up to 9,999 each [2] 0.08$
940 10,000 sq. ft. flat [2] 2,221.00$
941 additional sq. ft. up to 49,999 each [2] 0.05$
942 50,000 sq. ft. flat [2] 4,413.00$
943 additional sq. ft. up to 99,999 each [2] 0.04$
944 100,000 sq. ft. flat [2] 6,635.00$
945 additional sq. ft. each [2] 0.06$
Commercial Residential and Multifamily Residential Remodels - Structural
- (Structurally remodeled space for residential occupancies classified as CBC Group R (except R-3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule)
946 0 - 500 sq. ft. flat [2] 906.00$
947 additional sq. ft. up to 4,999 each [2] 0.50$
948 5,000 sq. ft. flat [2] 3,421.00$
949 additional sq. ft. up to 9,999 each [2] 0.40$
950 10,000 sq. ft. flat [2] 5,416.00$
951 additional sq. ft. up to 49,999 each [2] 0.08$
952 50,000 sq. ft. flat [2] 8,552.00$
953 additional sq. ft. up to 99,999 each [2] 0.10$
954 100,000 sq. ft. flat [2] 13,747.00$
955 additional sq. ft. each [2] 0.13$
42 June 18, 2024
Item #11 Page 334 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Commercial Residential and Multifamily Residential Remodels - Non Structural - (Non-Structurally remodeled space for residential occupancies classified as CBC Group R (except R-3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule)
956 0 - 500 sq. ft. flat [2] 982.00$
957 additional sq. ft. up to 4,999 each [2] 0.32$
958 5,000 sq. ft. flat [2] 2,408.00$
959 additional sq. ft. up to 9,999 each [2] 0.49$
960 10,000 sq. ft. flat [2] 4,815.00$
961 additional sq. ft. up to 49,999 each [2] 0.07$
962 50,000 sq. ft. flat [2] 7,666.00$
963 additional sq. ft. up to 99,999 each [2] 0.10$
964 100,000 sq. ft. flat [2] 12,734.00$
965 additional sq. ft. each [2] 0.12$
Single Family Dwellings and Duplexes - (All newly constructed or added space for residential occupancies classified as CBC Group R-3, including custom builds and model homes for tract master plans, or other similar residential occupancies not specifically addressed elsewhere in this Fee Schedule)
966 0 - 1,000 sq. ft. flat [2] 1,374.00$
967 additional sq. ft. up to 2,499 each [2] 0.49$
968 2,500 sq. ft. flat [2] 2,105.00$
969 additional sq. ft. up to 3,999 each [2] 0.31$
970 4,000 sq. ft. flat [2] 2,572.00$
971 additional sq. ft. up to 5,999 each [2] 0.29$
972 6,000 sq. ft. flat [2] 3,157.00$
973 additional sq. ft. up to 7,999 each [2] 0.32$
974 8,000 sq. ft. flat [2] 3,799.00$
975 additional sq. ft. each [2] 0.48$
Duplicate Floor Plan Review - Single Family Dwellings and Duplexes 976 0 - 1,000 sq. ft. flat [2] 1,147.00$
977 additional sq. ft. up to 2,499 each [2] 0.29$
978 2,500 sq. ft. flat [2] 1,579.00$
979 additional sq. ft. up to 3,999 each [2] 0.15$
980 4,000 sq. ft. flat [2] 1,812.00$
981 additional sq. ft. up to 5,999 each [2] 0.24$
982 6,000 sq. ft. flat [2] 2,280.00$
983 additional sq. ft. up to 7,999 each [2] 0.21$
984 8,000 sq. ft. flat [2] 2,689.00$
985 additional sq. ft. each [2] 0.34$
43 June 18, 2024
Item #11 Page 335 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Duplicate Floor Plan Review - Attached or Detached Accessory and Utility Uses
986 0 - 200 sq. ft. flat [2] 556.00$
987 additional sq. ft. up to 399 each [2] 0.88$
988 400 sq. ft. flat [2] 731.00$
989 additional sq. ft. up to 599 each [2] 0.29$
990 600 sq. ft. flat [2] 788.00$
991 additional sq. ft. up to 999 each [2] 0.52$
992 1,000 sq. ft. flat [2] 994.00$
993 additional sq. ft. up to 2,999 each [2] 0.17$
994 3,000 sq. ft. flat [2] 1,315.00$
995 additional sq. ft. each [2] 0.43$
Site Improvements - This includes substantial development of private parking lots which are processed separate of the structure and include any combination of the following: Underground utilities, parking lot lighting, accessible path of travel analysis, grading, drainage and compliance with the City's parking and driveway standards.
996 0 - 500 sq. ft. flat [2] 467.00$
997 additional sq. ft. up to 4,999 each [2] 0.14$
998 5,000 sq. ft. flat [2] 1,139.00$
999 additional sq. ft. up to 9,999 each [2] 0.07$
1000 10,000 sq. ft. flat [2] 1,520.00$
1001 additional sq. ft. up to 49,999 each [2] 0.01$
1002 50,000 sq. ft. flat [2] 1,754.00$
1003 additional sq. ft. up to 99,999 each [2] 0.01$
1004 100,000 sq. ft. flat [2] 2,221.00$
1005 additional sq. ft. each [2] 0.02$
[Notes]
[1]
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.

Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.

CBC 109.3 Building permit valuations.
44 June 18, 2024
Item #11 Page 336 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Building Department Fees
Minor/Miscellaneous Residential & Commercial Improvements [3] 1006 Above Ground Storage Tank per permit [2] $ 275.00 Cell Site
1007 Radio over 30 ft. high e ach [2] $ 765.00
1008 Dish, 10 ft. dia. w/decoder each [2] $ 506.00
1009 Equipment Enclosure each [2] $ 1,156.00
1010 Awning or Canopy per permit [2] $ 289.00
1011 Bollards up to 4pcs per permit [2] $ 362.00
1012 Certificate of Occupancy per permit [2] $ 21.00 Decks / Balcony
1013 Repair e ach [2] $ 119.00
1014 New/Replace each [2] $ 325.00
Demolition of Building
1015 Comm ercial each [2] $ 370.00
1016 Residential each [2] $ 650.00
1017 Fence or Freestanding Wall up to 100' each [2] $ 650.00 1018 Fire Damage Repair - Residential - Minor per permit [2] $ 257.00 1019 Fireplace Repair/Replace per permit [2] $ 488.00 Foundation Repair
1020 Comm ercial each [2] $ 542.00
1021 Residential each [2] $ 542.00
1022 Greenhouse per permit [2] $ 542.00
Manufactured House / Building
1023 Comm ercial per permit [2] $ 345.00
1024 Residential per permit [2] $ 204.00
1025
Mobile Home (Within a park, per current edition of Title 25, published by California Division of Housing and Community Development.)
per permit [2],[7] $ 462.00
1026 Partition/ Wall - Interior/Non-Structural <100' per permit [2] $ 190.00 Patio
1027 Fram e with Cover each [2] $ 119.00
1028 Frame with Cover & Walls each [2] $ 650.00
1029 Screen or Plastic Walls each [2] $ 488.00
1030 Plastering Outside per permit [2] $ 135.00
Remodel - Residential
1031 Kitchen/Bath e ach [2] $ 414.00
1032 Other - up to 500 sq. ft. each [2] $ 569.00
1033 Other - above 500 sq. ft. per 100 sq. ft. [2] $ 0.40 Repairs - Miscellaneous
1034 Comm ercial each [2] $ 433.00
1035 Residential each [2] $ 102.00
45 June 18, 2024
Item #11 Page 337 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Retaining Wall
1036 Non-Eng ineered - City Standard per permit [2] $ 158.00 Reroofing
1037 Comm ercial per permit [2] $ 314.00
1038 Residential per permit [2] $ 87.00
Roof Structure Repair / Reinforcement
1039 Comm ercial each [2] $ 299.00
1040 Residential each [2] $ 299.00
1041 Saunas (Steam) per permit [2] $ 325.00
Sign
1042 Wall - I lluminated per permit [2] $ 164.00
1043 Wall - Non-Illuminated per permit [2] $ 164.00
1044 Pole per permit [2] $ 362.00
1045 Monument per permit [2] $ 164.00
Skylight
1046 Comm ercial each [2] $ 362.00
1047 Residential each [2] $ 362.00
1048 Solar - SolarApp+ Residential per permit [1] $ 183.00 1049 Solar - Residential (Up to 15 kW) per permit [2],[4] $ 307.00 1050 Per kW above 15kW per kW [2],[4] $ 15.00
1051 Add Residential Battery Back-up per permit [2],[4] $ 210.00 1052 Add Residential Panel Upgrade per permit [2],[4] $ 245.00 1053 Add Reverse Tilt System/ Ground Mount per permit [2],[4] $ 315.00 1054 Solar - Commercial (Up to 50 kW) per permit [2],[4] $ 629.00 1055 Per kW between 50kW - 250kW per kW [2],[4] $ 7.00 1056 Per kW above 250kW per kW [2],[4] $ 5.00
1057 Spray Booth Install / Clean Room per permit [2] $ 293.00 Stairs
1058 New/Replace First Story e ach [2] $ 447.00
1059 Additional Story each [2] $ 366.00
1060 Repair each [2] $ 447.00
Siding
1061 Stuc co each [2] $ 149.00
1062 Stone/Brick Veneer each [2] $ 204.00
Storage Racks
1063 <8 ft, first 100 lf pe r permit [2] $ 469.00 1064 each add'l. 100 lf each [2] $ 87.00
1065 >8 ft, first 100 lf per permit [2] $ 506.00
46 June 18, 2024
Item #11 Page 338 of 625
Fee Name Fee Type
Notes
Fee/Deposit
1066 >8 ft, ea. Add'l 100 lf each [2] $ 231.00
Swimming Pool
1067 Comm ercial per permit [2] $ 320.00
1068 Residential per permit [2] $ 270.00
1069 Temporary Seating or Bleachers Install per permit [2] $ 204.00 1070 Trash Enclosure Install per permit [2] $ 283.00 Windows / Door
1071 Comm ercial each [2] $ 325.00
1072 Residential each [2] $ 122.00
Other Inspections (Per Hour)
1073 Inspections outside of normal business hours (minimum charge: two hours) per hour [2] $ 156.00
1074 Re-inspection fees per hour [2] $ 156.00
1075 Inspections for which no fee is specifically indicated (minimum charge: one half-hour) per hour [2] $ 156.00
1076 Special third party, multiple or recurring inspections (city processing fee per permit plus actual cost) flat [2] $ 541.00
1077 Additional plan review required by changes, additions or revisions to approved plans (minimum charge: one half-hour) per hour [2] $ 146.00 Other Building Fees
1078 Appeal of Building Official Decision pe r permit [1] $ 1,527.00 1079 Building Permit Revision, Fee + Third Party Hourly Charge per hour [2] Actual Cost 1080 Building Plan Check Fee (8% discount on repetitive plan checks) each [2],[5] Actual Cost 1081 Green Building Standards Plan Check and Inspection each [2] Actual Cost 1082 Green Building State Standards Fee (SB1473) each [1] $1.00 per every
$25,000 in building
valuation or fraction
thereof (minimum
fee $1.00)
1083 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard Mapping Fee - Residential each [1]
Pass through from
State: $13.00 per
$100,000 valuation
(minimum $0.50
fee)
1084 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard Mapping Fee - Commercial each [1]
Pass through from
State: $28.00 per
$100,000 valuation
(minimum $0.50
fee)
47 June 18, 2024
Item #11 Page 339 of 625
Fee Name Fee Type
Notes
Fee/Deposit
1085 Penalty for Commencing Work Before Permit Issuance each [6] Double the permit fee
1086
Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided.
per hour [2]
$ 144.00
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3]
[4] Limited to maximum amounts set by AB 1414.
[5] Plan check fee based on 65% of the current building permit fee and is due upon initial submittal [6] CMC 18.20.010 and CMC 18.04.010
[7] Limited to maximum amounts consistent with Sections 1017, 1020.1 and 1020.7 of Title 25 of the California Code of Regulations.

Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.

CBC 109.3 Building permit valuations.
48 June 18, 2024
Item #11 Page 340 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Building Department Fees
1087 Simple Single or Combination Permits
(see list of simple items) per permit [1] $ 228.00
1088 Water Heater Only per permit [1] $ 133.00
Complex Mechanical Permits
1089 FAU less than 100,000 Btu/h per permit [1] $ 569.00 1090 FAU greater than 100,000 Btu/h per permit [1] $ 731.00 1091 Floor furnace (including vent) per permit [1] $ 406.00 1092 Suspended, wall, or floor-mounted heaters per permit [1] $ 325.00 1093 Appliance vents not included in an appliance permit per permit [1] $ 650.00 1094 Boiler up to 100,000 Btu/h per permit [1] $ 772.00 1095 Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1] $ 325.00 1096 Compressor up to 3 HP per permit [1] $ 366.00
1097 Compressor up to 3 HP to 15 HP per permit [1] $ 382.00 1098 Other Complex Mechanical per permit [1] $ 488.00 Complex Electrical Permits
1099 Comm ercial Appliance per permit [1] $ 325.00
1100 Power Apparatus per permit [1] $ 325.00
1101 Motor not over 1 HP each [1] $ 325.00
1102 Motor over 1 HP and not over 10 HP each [1] $ 325.00 1103 Motor over 10 HP and not over 50 HP each [1] $ 325.00 1104 Motor over 50 HP and not over 100 HP each [1] $ 366.00 1105 Motor over 100 HP each [1] $ 406.00
1106 Generator not over 1 KW each [1] $ 325.00
1107 Generator over 1 KW and not over 10 KW each [1] $ 366.00 1108 Generator over 10 KW and not over 50 KW each [1] $ 488.00 1109 Generator over 50 KW and not over 100 KW each [1] $ 488.00 1110 Generator over 100 KW each [1] $ 569.00
1111 Transformer not over 1 KVA each [1] $ 406.00
1112 Transformer over 1 KVA and not over 10 KVA each [1] $ 406.00 1113 Transformer over 10 KVA and not over 50 KVA each [1] $ 447.00 1114 Transformer over 50 KVA and not over 100 KVA each [1] $ 488.00 1115 Transformer over 100 KVA each [1] $ 488.00
1116 Services of 600 volts or less and over 400 amperes to 1000 amperes in rating each [1] $ 488.00
1117 Services over 600 volts or over 1000 amperes in rating each [1] $ 650.00 1118 Other Complex Electrical each [1] $ 488.00
Complex Plumbing Permits
1119 Fire Suppression System/Commercial Hood per permit [1] $ 691.00 1120 Onsite Sewer 6" & Over per permit [1] $ 447.00
1121 Onsite Water 6" & Over per permit [1] $ 447.00
1122 Onsite Storm Drain 6" & Over per permit [1] $ 447.00 Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit 49 June 18, 2024
Item #11 Page 341 of 625
Fee Name Fee Type
Notes
Fee/Deposit
1123 Utilities (private - main) city processing fee per permit [1] $ 902.00 1124 Utilities (private - main) plans examiner fee per permit [1] Actual Cost 1125 Other Complex Plumbing per permit [1] $ 488.00
[Notes]
[1] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
50 June 18, 2024
Item #11 Page 342 of 625
Fee Name
Simple Mechanical Items:

Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system.

HVAC change out - existing dwelling
Air-handling unit under 10,000 CFM
Evaporative cooler
Ventilation fan connected to a single duct
Hood and duct system
Duct systems
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.) Other simple mechanical
Simple Electrical Items:

Receptacle, switch, and lighting outlets
Lighting fixtures
Pole or platform-mounted lighting fixtures
Theatrical-type lighting fixtures or assemblies
Appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt-ampere (KVA), in rating Busways
Trolley and plug-in-type busways - each 100 feet or fraction thereof Signs, outline lighting, or marquees supplied from one branch circuit Services of 600 volts or less and not over 200 amperes in rating Miscellaneous apparatus, conduits, and conductors
Portable generators less than 10,000 W
Temporary power panel/service
Temporary power pole
Other simple electrical
Simple Plumbing Items:

Plumbing fixtures
Building sewer
Rainwater systems
Water heater
Industrial waste pretreatment interceptor
Water piping and/or water treating equipment
Repair or alteration of drainage or vent piping
Backflow devices
Atmospheric-type vacuum breakers
Gas test
Gas outlets
Residential remodel/repairs
Other simple plumbing
Simple Single or Combination Permits List
51 June 18, 2024
Item #11 Page 343 of 625
Se
ction 3
Development Impact Fees
June 18, 2024
Item #11 Page 344 of 625
53 June 18, 2024
Item #11 Page 345 of 625
54 June 18, 2024
Item #11 Page 346 of 625
55 June 18, 2024
Item #11 Page 347 of 625
56 June 18, 2024
Item #11 Page 348 of 625
Fee Name Fee Type
Notes
Fee Level/Deposit
Planned Local Drainage Area Fees (PLDA)
1126 PLDA A, Low Runoff per acre $ 8,736.00
1127 PLDA B, Low Runoff per acre $ 3,266.00
1128 PLDA C, Low Runoff per acre $ 3,169.00
1129 PLDA D, Low Runoff per acre $ 3,005.00
1130 PLDA A, Medium Runoff per acre $ 17,372.00
1131 PLDA B, Medium Runoff per acre $ 6,294.00
1132 PLDA C, Medium Runoff per acre $ 4,483.00
1133 PLDA D, Medium Runoff per acre $ 4,916.00
1134 PLDA A, High Runoff per acre $ 37,855.00
1135 PLDA B, High Runoff per acre $ 14,148.00
1136 PLDA C, High Runoff per acre $ 13,736.00
1137 PLDA D, High Runoff per acre $ 13,025.00
Low Runoff Potential Medium Runoff Potential High Runoff Potential CF ♦
GC ♦
L ♦
O ♦
OS ♦
P ♦
PI ♦
PI/O ♦
R ♦
R1.5 ♦
R4 ♦
R8 ♦
R15 ♦
R15/L ♦
R15/O ♦
R15/VC ♦
R23 ♦
R30 ♦
OK-TC ♦
VC ♦
VC/OS ♦
V ♦
PLDA FEE CATEGORYGeneral Plan Land
Use Designation
57 June 18, 2024
Item #11 Page 349 of 625
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Item #11 Page 350 of 625
59 June 18, 2024
Item #11 Page 351 of 625
Fee Name Fee Type
Notes
Fee/Deposit
Affordable Housing Credit
1138 Cassia Heights (Southeast and Southwest quadrants) per unit [1] $ 78,409.00 1139 Tavarua Senior Affordable Apartments (Northwest quadrant) per unit [1] $ 116,043.00 Affordable Housing Impact Fee
1140 Affordable Housing Impact Fee pe r unit [1] $ 2,925.00 1141 Affordable Housing In-Lieu Fee (per single-family market rate unit on single-family lot) per unit [2] $ 10,040.00
1142 Affordable Housing In-Lieu Fee (residential development projects proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2] $ 18.00 Habitat Mitigation Fees, Per Acre
1143 Type D - Coastal Sage Scrub pe r acre [1] $ 39,381.00 1144 Type E - Non-Native Grassland per acre [1] $ 19,692.00 1145 Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1] $ 3,938.00 Public Facilities and Community Facilities District Fees 1146 Public Facilities Fee - inside CFD pe r project [1] 1.82% of building permit valuation
1147 Public Facilities Fee - outside CFD per project [1] 3.5% of building permit valuation
1148 Community Facilities District #1 Fees [1] Please see current information packet
Traffic Impact Fees
1149 Apartment (Inside of CFD 1) pe r ADT [1] $ 463.00 1150 Apartment (Outside of CFD 1) per ADT [1] $ 544.00 1151 Commercial/Industrial Cost Per Trip (Inside CFD) per ADT [1] $ 184.00 1152 Commercial/Industrial Cost Per Trip (Outside of CFD) per ADT [1] $ 217.00 1153 Condominium (Inside of CFD 1) per ADT [1] $ 463.00 1154 Condominium (Outside of CFD 1) per ADT [1] $ 544.00 1155 Single Family (Inside of CFD 1) per ADT [1] $ 463.00 1156 Single Family (Outside of CFD 1) per ADT [1] $ 544.00 [Notes]
[1] Set per City policy
[2] Updated via City Council Resolution; effective April 1, 2022. 60 June 18, 2024
Item #11 Page 352 of 625
RESOLUTION NO. 2024-146

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING CITY COUNCIL POLICY STATEMENT NO. 95

UPDATES TO THE COST RECOVERY POLICY FOR FEES AND CHARGES FOR

SERVICES
WHEREAS, on March 14, 2023, the City Council adopted City Council Policy Statement No. 95 to set forth cost recovery targets, timelines for fee increases and annual cost inflation adjustments, and frequency for comprehensive review for all city fees and charges; and WHEREAS, updates to this City Council Policy are needed to reflect current cost recovery needs for and to reiterate limits on certain fees charged by the Utilities Department.

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 the City Council approves the updated City Council Policy Statement No. 95 entitled Cost Recovery Policy for Fees and Charges for Services (Attachment A).

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 18th day of June, 2024, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.

NONE.

SHERRY FREI
(SEAL)
Exhibit 10
June 18, 2024 Item #11 Page 353 of 625
City Council

POLICY STATEMENT
Policy No.

Date Issued

95 June 18, 2024
Resolution No. 2024-146
Subject: Cost Recovery Policy for Fees and Charges for Services Purpose
It is important for the city to have a sound and consistent cost recovery policy that will serve as a management tool for establishing, implementing, and evaluating fees and charges.1 This policy ensures that the city's fees and charges are managed in a manner that will:
• Provide for the delivery of quality services
• Maintain and enhance service delivery
• Support a balanced budget through evaluation and review of the city's total estimated and reasonable cost of providing services
• Set fee amounts in accordance with local goals as pertains to code compliance, cost recovery, economic development, and community values
• Ensure that any action to establish, increase, or impose a fee is conducted in a manner that satisfies the requirements of state law
The City of Carlsbad is authorized to adopt and implement fees and charges for certain municipal services, provided the fees and charges do not exceed the reasonable cost of providing such services. This policy sets forth cost recovery targets, timelines for fee increases, annual cost inflation adjustments, and frequency of comprehensive review for all city fees and charges.

Background
The city's fees for services, products, and regulatory activities are not taxes requiring voter approval under California State Constitution, Article XIII C, Section 1 (a voter initiative added by Proposition 218 and amended by Proposition 26) if the fees do not exceed the reasonable cost of the services, products or regulatory activities. In addition to the Constitution, state and local laws also provide authorization to charge fees for services. For example, Government Code 66014 governs many fees as it pertains to development approvals. The language of Government Code 66014 mirrors the reasonable cost limitation expressed by the Constitution.

This policy addresses all city fees and charges included in the city's Master Fee Schedu_le, with a few exceptions. Fees for services not subject to this policy typically require different analyses and adoption processes than the fees that are subject to this policy. 1 The policy, as it applies to Carlsbad Municipal Water District fees and housing services fees, was approved by the Board of Directors of Carlsbad Municipal Water District of the City of Carlsbad on June 18, 2024, by Resolution No. 1742 and the Community Development Commission on June 18, 2024, by Resolution No. 569.

Page 1 of 7 ends

Attachment A
June 18, 2024 Item #11 Page 354 of 625
City Council Policy Statement
June 18, 2024

Page 2 ends

Subject to this Policy Not Subject to this Policy
• Miscellaneous administrative
fees
• Special events fees
• Streetlight energizing fees
• City Clerk’s Office fees
• Library fees
• Fire fees:
o Fire extinguishing and
alarm systems permit fees
o Annual inspections and
fire code permits
o Other fire fees
• Fees for development
applications, including
entitlements, plan review, permit
issuance, inspections
• Police administrative and service
fees
• Utility account fees for
residential customers
• Fees charged on an hourly, time
and materials, or actual cost of
service basis
• Permit fees required to operate a
business
• Any fees prohibited by law from
exceeding the reasonable cost of
providing services
• Deposits and securities
• Safety Training Center facility fees
• All fees for rental or use of city facilities
and/or equipment
• Administrative citation penalties
• Vehicle, traffic and parking civil penalties
• Development impact fees, utility
connection fees
• Trash collection rates
• Fees set through contracts with third-
party vendors
• Water and wastewater service rates and
property related fees and taxes governed
by Proposition 218
• Utility services fees, recycled water and
wastewater fees, third party hydraulic
modelling fees, and other utility fees
• Fees set by external agencies
• Other monetary exactions imposed on a
project on an ad hoc basis in connection
with the approval of a development
project
• Business license taxes
• Emergency medical services, paramedic
and ambulance fees
• Parks & Recreation and Library & Cultural
Arts program and class fees
2 • All fees for services set by state or federal
statute
St
atement of policy
It is the policy of the City of Carlsbad that the following guidelines will be used in establishing and maintaining fees and charges:

1. Revenues for individual fees and in aggregate for any fee program shall not exceed the reasonable cost of providing services.
2 Resolutions No. 2008-192 and No. 2015-173 authorized the City Manager or a designee to set all fees included in the Community Services Guide provided that fees both do not exceed the cost of providing the program and that these fees are no lower than the lowest fee charged for similar programs in the cities of Oceanside, Vista, San Marcos, Escondido, or Encinitas.

June 18, 2024
Item #11 Page 355 of 625
City Council Policy Statement
June 18, 2024

Page 3 ends

2. Comprehensive review of all city fees and charges shall occur every five to seven years.

3. In certain circumstances where cost recovery may be unrealistic or undesirable, the City Council may subsidize a portion of or an entire fee program and/or individual fees.

4. In certain circumstances where immediate adjustments to full cost recovery may be impractical, it may be appropriate to phase in fee increases over multiple years.

5. The procedures for adopting fees for development applications or projects shall follow the procedures for adopting various fees provided by Government Code sections 66016- 66019, or other applicable law, and shall be effective no sooner than 60 days following the final action.

6. Fees and charges should be sensitive to the “market” for similar services.

7. A unified approach should be used in determining cost recovery levels for various programs and their individual fees and charges based on this policy.

Influential Factors to Cost Recovery Policy
Reasonable, routinely reviewed, and well managed fees for services are one of the many responsible financial steps needed to support the c ity’s overall financial sustainability . When considering whether fees and charges should be adopted to recover 100% of the costs of providing services, city staff and the City Council will consider the following influential factors:

• The level of cost recovery should consider the degree to which the public benefits from the service versus the degree to which the user of the service themselves benefits. • The level of cost recovery should consider how the pricing of services can affect the demand and subsequent level of services provided.

Based on the consideration of factors that influence cost recovery policy, the degree to which pricing for services recovers the city’s costs of providing the service will vary. • Low-level cost recovery services should aim to recover between 0%-30% of their costs.

These include services where there is no intended relationship between the fee and the benefit received, that are essential to community safety, or for services where collecting fees would discourage compliance.
• Mid-level cost recovery services should aim to recover between 31%-80% of their costs.

These include services where the specific user of the service receives a higher level of benefit than the general taxpayer, but where the city has an interest in encouraging compliance by subsidizing the cost of the service.
• High-level cost recovery services should recover between 81%-100% of their costs.

These include services where the individual primarily and directly benefits from the service, not the community at large. These may be services that could otherwise be provided by the private sector or use of the service is not encouraged.

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City Council Policy Statement
June 18, 2024

Page 4 ends

Service/Program Cost Recovery
Target
Pricing Strategy
General and Administrative Fees – Finance, Clerk, City Manager Appeals to City Council MID (31%-80%) Both individual and community benefit from
the service
Business license master list of new/active
licenses
HIGH (81%-100%) Individual benefit received
from the service
Community facilities district annexation
services
HIGH (81%-100%) Individual benefit received
from the service
Miscellaneous services where amount of the
fee is not set by state or federal statute
HIGH (81%-100%) Individual benefit received
from the service
Special Events Fees
City-sponsored special events. Special
events sponsored by the city or a non-profit
organization with a community-wide benefit
that are free and open to the public
LOW (0%-30%) Community primarily
benefits from the service
Special events that are open to the public
where admission or fees for participation
are not charged
MID (31%-80%) Both the event sponsor
and the community benefit
from the service
Special events where admission is ticketed
or fees for participation are charged
HIGH (81%-100%) Individual benefit received
from the service
Library Fees
Library card replacement, hold requests,
interlibrary loans, general day-to-day service
fees
LOW (0%-30%) Community primarily
benefits from the service
Refund processing initiated by customer LOW (0%-30%) Community primarily benefits from the service
Fire Fees
Fire code permits, annual occupancy
regulatory inspections (both state-
mandated and non-mandated)
MID (31%-80%) Both individual and
community benefit from
the service
Fire/life safety plan check and inspection
fees for development services (e.g.,
sprinkler, alarms, new construction)
MID (31%-80%) Individual benefit received
from the service. Fees
should generally be set at
the higher end of the mid-
range

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City Council Policy Statement
June 18, 2024

Page 5 ends

Police Fees
Patrol and general enforcement services MID (31%-80%) Community primarily benefits from the service
Copies of reports for victims of crimes MID (31%-80%) Ensure access to valuable service
All fees for records management, towing, or
other items which are not limited per state
or federal statute
MID (31%-80%) Individual benefit received
from the service, or fee is
administrative as pertains
to a violation of code/law
Utility Administrative Fees
New account set up, reinstating of service
for delinquent accounts to the extent not
limited by SB 998,3 all other fees subject to
this policy

MID (31%-80%) Individual benefit received
from the service
Land Development Permitting & Inspection Services
Discretionary Entitlement Permit (review
and processing, including but not limited to
general plan amendment, rezone, local
coastal plan amendment, conditional use
permit, coastal development permit, site
development plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs
Minor Discretionary Permit (review and
processing, including but not limited to
permits that are more administrative in
nature (i.e., accessory dwelling units))
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Ministerial Permit (review and processing,
including but not limited to building,
grading, map, and improvement plan)
HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs

3 SB 998 limits the amount that qualifying low-income residential water customers must pay for service reconnections after shutoff to $50 during normal business hours and $150 after normal business hours. These figures are subject to annual inflationary adjustments for changes in the Consumer Price Index. See California Health and Safety Code 116914. Details for residential water customers are available in the Carlsbad Municipal Water District’s Residential Water Service Shutoff Protection Policy for Nonpaym ent of Charges.

June 18, 2024
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June 18, 2024

Page 6 ends

Minor Ministerial Permit (review and
processing, including but not limited to
minor commercial or industrial tenant
improvements, adjustment plats, right-of-
way use or encroachment agreements)
MID (31%-80%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Administrative Ministerial Permit (review
and processing, including but not limited to
minor and/or routine residential repairs
LOW (0%-30%)
Ensure compliance with
essential regulatory codes
and standards by
minimizing the permit
application costs
Permit Inspection Services HIGH (81%-100%)
Individual directly
benefiting from the
permitted action pays a
majority, if not all the
permit processing costs

Procedures
This Cost Recovery Policy establishes a scheduled program to comprehensively review the fee schedule to determine if the current fee amounts are reflective of the costs to provide such services and are consistent with best practices and statutory requirements. • A comprehensive analysis of city service delivery costs associated with fees and charges shall be made approximately every five to seven years.
• Off-cycle updates will occur annually, where fees will be adjusted by a percentage equal to the change in the San Diego Consumer Price Index for All Urban Consumers published by the Bureau of Labor Statistics or another reasonable inflationary factor. • Individual fees may be adjusted during the interim period based on supplemental analysis whenever there have been significant changes in costs. • The City Council shall have the opportunity to review and the authority to approve any changes to the Master Fee Schedule.
• The City Council may decide to increase fees over a period not to exceed three years in certain circumstances where immediate adjustments to targeted cost recovery amounts may be unrealistic.

Comparability with Other Communities
Comparing the city’s fees to other communities provides useful background information in setting fees. It allows the city to assess the market price of the service as compared to other agencies as well as to learn about alternative methods of charging fees for certain services.

However, fee surveys should never be the sole or primary criteria in setting city fees as there are many factors that affect how and why other communities have set their fees at their levels.

June 18, 2024
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June 18, 2024

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Terms and Limitations

1. All rights and obligations existing under any user fee schedule in effect prior to the effective date of a resolution approving a user fee update, shall continue in full force and effect. Updates to user fee schedules should not affect or disrupt the continuity of the city’s business or administration of its law, including:
• Actions and proceedings that began before the effective date of the resolution. • Prosecution for ordinance violations committed before the effective date of the resolution.
• The amount, or collection, of license, fee, penalty debt, forfeiture, or obligations due and unpaid as of the effective date of the resolution.

2. This Cost Recovery Policy does not invalidate any action taken prior to its effective date if the action was proper under the law governing the action at the time the action was taken.

June 18, 2024
Item #11 Page 360 of 625
RESOLUTION NO. 1742

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD

MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING CITY COUNCIL POLICY STATEMENT NO. 95 UPDATES TO THE

COST RECOVERY POLICY FOR FEES AND CHARGES FOR SERVICES
WHEREAS, on March 14, 2023, the Board of Directors adopted City of Carlsbad City Council Policy Statement No. 95 to set forth cost recovery targets, timelines for fee increases and annual cost inflation adjustments, and frequency for comprehensive review for fees over which it has authority; and
WHEREAS, updates to this City Council Policy are needed to reflect current cost recovery needs for and to reiterate limits on certain fees charged by the Carlsbad Municipal Water District.

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 the Board approves the City of Carlsbad's updated City Council Policy Statement No. 95, entitled Cost Recovery Policy for Fees and Charges for Services (Attachment A), as the District's Cost Recovery Policy.

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 18th day of June, 2024, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.

NONE.

Exhibit 11
June 18, 2024 Item #11 Page 361 of 625
City Council

POLICY STATEMENT
Policy No.

Date Issued
Attachment A
95 June 18, 2024
Resolution No. 2024-146
Subject: Cost Recovery Policy for Fees and Charges for Services Purpose
It is important for the city to have a sound and consistent cost recovery policy that will serve as a management tool for establishing, implementing, and evaluating fees and charges.1 This policy ensures that the city's fees and charges are managed in a manner that will:
• Provide for the delivery of quality services
• Maintain and enhance service delivery
• Support a balanced budget through evaluation and review of the city's total estimated and reasonable cost of providing services
• Set fee amounts in accordance with local goals as pertains to code compliance, cost recovery, economic development, and community values
• Ensure that any action to establish, increase, or impose a fee is conducted in a manner that satisfies the requirements of state law
The City of Carlsbad is authorized to adopt and implement fees and charges for certain municipal services, provided the fees and charges do not exceed the reasonable cost of providing such services. This policy sets forth cost
recovery targets, timelines for fee increases,
annual cost inflation adjustments, and frequency of comprehensive review for all city fees and charges.

This policy addresses all city fees and charges included in the city's Master Fee Schedule, with a few exceptions. Fees for services not subject to this policy typically require different analyses and adoption processes than the fees that are subject to this policy. 1 The policy, as it applies to Carlsbad Municipal Water District fees and housing services fees, was approved by the Board of Directors of Carlsbad Municipal Water District of the City of Carlsbad on June 18, 2024, by Resolution No. 1742 and the Community Development Commission on June 18, 2024, by Resolution No. 569.

Page 1 of 7 ends

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June 18, 2024

Page 2 ends

Subject to this Policy

Not Subject to this Policy
• Miscellaneous administrative
fees
• Special events fees
• Streetlight energizing fees
• City Clerk’s Office fees
• Library fees
• Fire fees:
o Fire extinguishing and
alarm systems permit fees
o Annual inspections and
fire code permits
o Other fire fees
• Fees for development
applications, including
entitlements, plan review, permit
issuance, inspections
• Police administrative and service
fees
• Utility account fees for
residential customers
• Fees charged on an hourly, time
and materials, or actual cost of
service basis
• Permit fees required to operate a
business
• Any fees prohibited by law from
exceeding the reasonable cost of
providing services
• Deposits and securities
• Safety Training Center facility fees
• All fees for rental or use of city facilities
and/or equipment
• Administrative citation penalties
• Vehicle, traffic and parking civil penalties
• Development impact fees, utility
connection fees
• Trash collection rates
• Fees set through contracts with third-
party vendors
• Water and wastewater service rates and
property related fees and taxes governed
by Proposition 218
• Utility services fees, recycled water and
wastewater fees, third party hydraulic
modelling fees, and other utility fees
• Fees set by external agencies
• Other monetary exactions imposed on a
project on an ad hoc basis in connection
with the approval of a development
project
• Business license taxes
• Emergency medical services, paramedic
and ambulance fees
• Parks & Recreation and Library & Cultural
Arts program and class fees
2 • All fees for services set by state or federal
statute

Statement of policy
It is the policy of the City of Carlsbad that the following guidelines will be used in establishing and maintaining fees and charges:

1. Revenues for individual fees and in aggregate for any fee program shall not exceed the reasonable cost of providing services.

2 Resolutions No. 2008-192 and No. 2015-173 authorized the City Manager or a designee to set all fees included in the Community Services Guide provided that fees both do not exceed the cost of providing the program and that these fees are no lower than the lowest fee charged for similar programs in the cities of Oceanside, Vista, San Marcos, Escondido, or Encinitas.

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Page 3 ends

2. Comprehensive review of all city fees and charges shall occur every five to seven years.

3. In certain circumstances where cost recovery may be unrealistic or undesirable, the City Council may subsidize a portion of or an entire fee program and/or individual fees.

4. In certain circumstances where immediate adjustments to full cost recovery may be impractical, it may be appropriate to phase in fee increases over multiple years.

6. Fees and charges should be sensitive to the “market” for similar services.

7. A unified approach should be used in determining cost recovery levels for various programs and their individual fees and charges based on this policy.

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However, fee surveys should never be the sole or primary criteria in setting city fees as there are many factors that affect how and why other communities have set their fees at their levels.

June 18, 2024
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City Council Policy Statement
June 18, 2024

Page 7 ends

Terms and Limitations

2. This Cost Recovery Policy does not invalidate any action taken prior to its effective date if the action was proper under the law governing the action at the time the action was taken.

June 18, 2024
Item #11 Page 368 of 625
RESOLUTION NO. 569

A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE

CITY OF CARLSBAD, CALIFORNIA, APPROVING CITY COUNCIL POLICY STATEMENT NO. 95 UPDATES TO THE COST RECOVERY POLICY FOR FEES

AND CHARGES FOR SERVICES
WHEREAS, on March 14, 2023, the Community Development Commission adopted City of Carlsbad City Council Policy Statement No. 95 to set forth cost recovery targets, timelines for fee increases and annual cost inflation adjustments, and frequency for housing fees over which it has authority; and
WHEREAS, updates to this City Council Policy are needed to reflect current cost recovery needs for and to reiterate limits on certain fees charged by the Utilities Department.

NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of Carlsbad, California, as follows:

1. That the above recitations are true and correct.

2. That the Commission approves the City of Carlsbad's updated City Council Policy Statement No. 95, entitled Cost Recovery Policy for Fees and Charges for Services {Attachment A), as the Commission's Cost Recovery Policy.

PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Community Development Commission, 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, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.

NONE.

Exhibit 12
June 18, 2024 Item #11 Page 369 of 625

June 18, 2024
Item #11 Page 370 of 625
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City Council

POLICY STATEMENT
Policy No.

Date Issued

Page 1 of 7 ends

Attachment A
June 18, 2024 Item #11 Page 371 of 625
City Council Policy Statement
June 18, 2024

Page 2 ends

June 18, 2024
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City Council Policy Statement
June 18, 2024

Page 3 ends

2. Comprehensive review of all city fees and charges shall occur every five to seven years.

3. In certain circumstances where cost recovery may be unrealistic or undesirable, the City Council may subsidize a portion of or an entire fee program and/or individual fees.

4. In certain circumstances where immediate adjustments to full cost recovery may be impractical, it may be appropriate to phase in fee increases over multiple years.

6. Fees and charges should be sensitive to the “market” for similar services.

7. A unified approach should be used in determining cost recovery levels for various programs and their individual fees and charges based on this policy.

June 18, 2024
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City Council Policy Statement
June 18, 2024

Page 4 ends

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June 18, 2024

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June 18, 2024

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However, fee surveys should never be the sole or primary criteria in setting city fees as there are many factors that affect how and why other communities have set their fees at their levels.

June 18, 2024
Item #11 Page 376 of 625
City Council Policy Statement
June 18, 2024

Page 7 ends

Terms and Limitations

2. This Cost Recovery Policy does not invalidate any action taken prior to its effective date if the action was proper under the law governing the action at the time the action was taken.

June 18, 2024
Item #11 Page 377 of 625
RESOLUTION NO. 2024-147

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, DESIGNATING $17,500,000 OF THE CITY'S UNASSIGNED FUND BALANCE IN THE GENERAL FUND AS OF JULY 1, 2024, FOR ASSET

REPLACEMENT
WHEREAS, the City Council of the City of Carlsbad, California, commits to maintaining its large machinery and equipment inventory;
WHEREAS, the city's General Fund is responsible for approximately $60 million worth of machinery and equipment with useful lives ranging from 5 to 20 years.

WHEREAS, the city's General Fund is projected to need $17,500,000 over the next ten fiscal years to replace machinery and equipment that are expected to reach the end of their respective useful lives;
WHEREAS, with the establishment of the Asset Replacement Reserve and a $17,500,000 contribution, as of June 30, 2025, the General Fund Reserve would have a projected reserve ratio of 55% and $36 million in excess of City Council Policy No. 74 - General Fund Reserve's requirement of 40% or $95 million;
WHEREAS, the Asset Replacement Reserve will be evaluated and adjusted on an annual basis based upon the General Fund's most recent 10-year asset replacement schedule; 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 the amount of $17,500,000 from the city's unassigned fund balance in the General Fund as of July 1, 2024, will be moved to the Asset Replacement Reserve in the General Fund.

Exhibit 13
June 18, 2024 Item #11 Page 378 of 625
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 City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 18th day of June, 2024, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.

NONE.

NONE.
, Mayor

June 18, 2024 Item #11 Page 379 of 625
RESOLUTION NO. 2024-148

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

CALIFORNIA, APPROVING THE CITY OF CARLSBAD'S SHARE OF THE FISCAL YEAR 2024-25 OPERATING AND CAPITAL BUDGETS OF THE ENCINA

WASTEWATER AUTHORITY
WHEREAS, the City of Carlsbad is a Member Agency to the Encina Joint Powers Agreement (the Encina Agreement) entered into on July 13, 1961, for the acquisition, construction, ownership, operation and maintenance of the Encina Joint Sewer System; and WHEREAS, the Encina Agreement requires approval for the budget of the Encina Wastewater Authority, or EWA, by the Member Agencies following the recommendation of the Joint Advisory Committee, or JAC; and
WHEREAS, the City Council of the City of Carlsbad desires to approve the EWA's budget and provide for the payment of the city's share of the EWA's expenses in accordance with the allocation provided in the Encina Agreement; and
WHEREAS, the Wastewater Fund is projected to have sufficient funds for the payments as they become due.

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 the City of Carlsbad's estimated share of the FY 2024-25 Operating Budget of the EWA as approved by the JAC on April 24, 2024, in the amount of $6,124,537 for Wastewater Plant Operations and $1,926,044 for the Carlsbad Water Recycling Facility Operations, as described in Attachment A, is approved.

3. That the City of Carlsbad's estimated share of the FY 2023-24 Capital Budget of the EWA as approved by the JAC on April 24, 2024, in the amount of $7,345,555 for Wastewater Plant Capital and $448,000 for Carlsbad Water Recycling Facility Capital, as described in Attachment A, is approved.

4. That the City Manager, or a designee, is authorized to approve appropriations to the EWA estimated budgets listed above based on the City of Carlsbad's actual share of the EWA budget.

Exhibit 14
June 18, 2024 Item #11 Page 380 of 625

5. That all outstanding operating encumbrances as of June 30, 2024 are continued into FY 2024-25 for such contracts and obligations.

6. That all Capital Improvement Program budget appropriations and outstanding encumbrances as of June 30, 2024 are continued into FY 2024-25 for such contracts and obligations.

7. That the City Manager, or a designee, is authorized to make payments on behalf of the City of Carlsbad to the EWA in accordance with the budget as approved by the JAC . pursuant to the Encina Agreement.

AYES:

NAYS:

ABSTAIN:

ABSENT:

BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.

NONE.

SHERR
(SEAL)

June 18, 2024 Item #11 Page 381 of 625
ENCINA

WASTEWATER

AUTHORITY
BUDGET
Fiscal
www.encinajpa.com
760-438-3941
2 0 2 4 - 2 5

OPERATING &

CAPITAL
Encina Wastewater Authority
6200 Avenida Encinas
Carlsbad, CA 92011
Year
Attachment A
June 18, 2024
Item #11 Page 382 of 625

PROTECTING PUBLIC AND

ENVIRONMENTAL HEALTH

FOR GENERATIONS TO COME
June 18, 2024
Item #11 Page 383 of 625

PROUDLY SERVING
City of Carlsbad
City of Vista
Buena Sanitation District
Vallecitos Water District
City of Encinitas
Leucadia Wastewater District

OUR VISION
To achieve excellence in wastewater treatment and resource recovery for the communities we serve.

OUR MISSION
To provide reliable, resilient and sustainable wastewater services to North San Diego County while optimizing the use of renewable resources.

June 18, 2024
Item #11 Page 384 of 625

BOARD OF DIRECTORS
CHAIR

VICE-CHAIR
CALENDAR YEAR 2024
Jim Hernandez
Chris Roesink
Jim Hernandez

CITY OF VISTA &

BUENA SANITATION DISTRICT

LEUCADIA WASTEWATER DISTRICT LEUCADIA WASTEWATER DISTRICT

CITY OF VISTA &

BUENA SANITATION DISTRICT

CITY OF CARLSBAD CITY OF CARLSBAD

VALLECITOS WATER DISTRICT VALLECITOS WATER DISTRICT

CITY OF ENCINITAS CITY OF ENCINITAS
John Franklin
Keith Blackburn
Bruce Ehlers
Chris Roesink
Carolyn Luna
Joe Green
Jim Pennock
Joy Lyndes
Rolando Saldana
June 18, 2024
Item #11 Page 385 of 625

EXECUTIVE LEADERSHIP TEAM
General Manager
Assistant General Manager
Treasurer | Auditor
Scott McClelland, PE, BCEE, MBA
Jennifer Sabine
Director of Environmental Compliance
Director of Operations Director of Technical Services
Director of Finance
General Counsel
Nicholaus Norvell
Octavio Navarrete
Alicia Appel
Dimitris Papachristoforou
Aaron Beanan
June 18, 2024
Item #11 Page 386 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

TABLE OF CONTENTS

INTRODUCTION
Letter of Transmittal ......................................................................................................... ...................................................................... 1 Policy Brief – Workforce Staffing Strategy .............................................................................................................................................. 7 About Encina ......................................................................................................................................................................................... 11 Organization Chart ................................................................................................................................................................................ 15 Position List ........................................................................................................................................................................................... 17 Personnel Expense Summary by Account & by Program ...................................................................................................................... 19

OPERATING PROGRAMS
Operating Budget – Revenue and Expense Summary ........................................................................................................................... 23 Operating Budget – Expense Summary ................................................................................................................................................. 24 Operating Budget – Revenue Summary ................................................................................................................................................ 25 Encina Water Pollution Control Facility – Overview .............................................................................................................................. 27 Encina Water Pollution Control Facility – Operating Expense Summary............................................................ ................................... 29 Environmental Compliance and Regional Source Control – Overview .................................................................................................. 31 Environmental Compliance and Regional Source Control – Operating Expense Summary ................................................................... 33 Agua Hedionda Lift Station – Overview ................................................................................................................................................. 35 Agua Hedionda Lift Station – Operating Expense Summary ........................................................................ ......................................... 37 Buena Creek Pump Station – Overview ................................................................................................................................................. 39 Buena Creek Pump Station – Operating Expense Summary .......................................................................... ....................................... 41 Buena Vista Pump Station – Overview .................................................................................................................................................. 43 Buena Vista Pump Station – Operating Expense Summary ................................................................................................................... 45 Carlsbad Water Recycling Facility – Overview ....................................................................................................................................... 47 Carlsbad Water Recycling Facility – Operating Expense Summary ................................................................. ...................................... 49 Raceway Basin Pump Station – Overview ........................................................................................ .................................................... 51 Raceway Basin Pump Station – Operating Expense Summary .............................................................................................................. 53 Internal Service Funds – Overview ........................................................................................................................................................ 55 Internal Service Funds – Operating Expense Summary ......................................................................................................................... 57

CAPITAL PROGRAMS
Capital Program ……………………………………………………………………………………………………………………………………………………………………………….61 Summary of Capital Expenses ............................................................................................................................................................... 63 Encina Water Pollution Control Facility – Capital Improvements ................................................................ ......................................... 64 Encina Water Pollution Control Facility – Planned Asset Rehabilitation & Replacement ..................................................................... 65 Encina Water Pollution Control Facility – Capital Acquisitions.............................................................................................................. 67 Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 68 Encina Water Pollution Control Facility – Capital Improvements, 5 Year Detail ................................................................................... 70 Encina Water Pollution Control Facility – Capital Improvements, Estimated Carry Forward ................................................................ 73 Long-Term Capital Financial Plan .......................................................................................................................................................... 77

APPENDIX
Budget Resolutions ................................................................................................................................................. 80 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

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June 18, 2024
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INTRODUCTORY

SECTION
Letter of Transmittal
Policy Brief
Organizational Chart
Position List
Personnel Expens Summary
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

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June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Date: A
pril 24, 2024
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: Transmittal of FY 2024-25 Recommended Operating & Capital Budgets This letter transmits the Encina Wastewater Authority’s (Encina) Recommended Fiscal Year 2024-25 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 the amount of money required to sustainably operate, maintain and administer the Joint System during Fiscal Year 2024-25. It also includes estimate s for each Member Agency’s proportionate share of the budget.

Encina’s operations directly support p ublic and environmental health and a $21 billion-dollar north San Diego economy.

Global volatility and uncertainty continue to be consistent themes that impact Encina’s ability to achieve its mission and are putting significant upward pressure on the cost of providing wa stewater services. For example, winter storms over the last several years have highlighted the impact climate volatility is having on aging infrastructure across California. During a storm in February 2024, one of the remote facilities Encina manages, with a rated capacity of 23 m illion gallons per day, saw peak instantaneous flows of 26 million gallons per day. This created a significant risk of infrastructure failure and wastewater spills.

When such failures do occur, like the 78-freeway closure due to flooding during that same storm, they impact public, environmental, and economic health. Increasing the adaptability, sustainability, and resiliency of operations and finances will become increasingly important for all pub lic utilities as global volatility become s a new normal. This budget proposes the start of a decade-long journey to proactively adapt to a volat ile environment and creates a ro admap to help ensure Encina protects public and environmental health for generations to come.

As shown in the table below, the Recommended Fiscal Year 2024-25 budget reflects a 16.4% increase over last year’s budget to begin systematically addressing the challenges Encina is facing:

The following sections will describe how this budget will allow Encina to continue its mission to provide reliable, resilient and sustainable wastewater services to North San Diego County while optimizing the use of renewable resources.

OPERATING BUDGET OVERVIEW
The FY 2024-25 Operating Budget reflects Encina’s continuing commitment to provide sustaina ble and fiscally responsible wastewater services to the communities it serves while maxi mizing the use of alternative and renewable resources. The Recommended FY 2024-25 Operating Budget is comprised of seve n (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 FY 2024-25 Budget reflects management’s strategies and objectives to ensure continued achievement within each of the six (6) Strategic Initiatives identified in the Five-Year Strategic Plan (2024- Budget Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
Operating Budget 20,977,328$ 24,030,441$ 26,624,721$ 10.8% Capital Budget 22,143,485$ 25,834,437$ 31,417,581$ 21.6% Total Budget $ 43,120,813 $ 49,864,878 $ 58,042,302 16.4% 1 June 18, 2024
Item #11 Page 391 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

2028): Protect Public and Environmenta l Health; Remain an Employer of Choice ; Ensure Administrative Effectiveness; Maintain Infrastructure Reliability & Sa feguard Public Assets; Pursue Resource Recovery; and Optimize Operational Performance.

The Recommended FY 2024-25 Operating Budget totals approximately $26.6M for the seven (7) operational programs summarized below:

The primary driver for this operating budget is existing staffing costs, which make up most of the operating budget increase.

Attracting, retaining, and developing a highly skilled, adaptable, and engaged workforce is critical to the success of Encina’s mission. The budget reflects the implementation of year two in the three-year salary and benefit package approved by the Board of Directors in July 2023. Increases in CalPERS and health benefit costs for existing staff are also contributing factors.

Additionally, staffing costs were reallocated from the capital budget to the operating budget as another step in a multi-year process to increase the precision of the budget and accurate cost accounting. This reallocation of existing staffing costs from the capital budget to the operating budget is not, in and of itself, an increase in the overall cost of service.

The operating budget also reflects the proposed addition of an Information Systems Analyst position to support the significant workload and complexity of Encina’s tec hnology infrastructure. Today, technology touches everything from computers to HVAC systems, and SCADA systems to sampling equipment. Ensuring Encina’s technology resources are protected from cybersecurity threats is increasingly important as threat ac tors become more sophisticated with targeting critical infrastructure such as Encina. Not only will this position help ensure critical technology infrastructure is proactively maintained, but it will also pave the way to future adap tations, such as plant automation, necessary for Encina to carry out its mission in a more volatile environmen t. Additional information is available to support this position request in the Workforce Staffing Strategy Policy Brief.

Other drivers for the operating budget in clude chemicals, energy, and insurance co sts, some of which were offset by commodity stabilization and insurance coverage changes. However, vola tility continues to impact these sectors making it difficult to predict their impact on En cina. A study currently under way, the Energy Resilience Assessment, is analyzing opportunities to control energy costs, as well as respond to increasingly stringent air quality regulations, in a way that maximizes value for Encina and its Member Agencies.

Operating Program Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
Encina Water Pollution Control Facility $ 16,615,644 $ 18,650,287 $ 20,907,524 12.1% Environmental Compliance ─ Source Control $ 863,252 $ 1,019,627 $ 1,157,985 13.6% Agua Hedionda Lift Station $ 563,099 $ 740,566 $ 663,873 -10.4% Buena Creek Pump Station $ 563,322 $ 619,768 $ 676,191 9.1% Buena Vista Pump Station $ 782,492 $ 864,612 $ 990,528 14.6% Carlsbad Water Recycling Facility $ 1,343,530 $ 1,829,848 $ 1,926,044 5.3% Raceway Basin Pump Station $ 245,989 $ 305,733 $ 302,576 -1.0% Total Operating Budget $ 20,977,328 $ 24,030,441 $ 26,624,721 10.8% Estimated Other Operating Revenue $ - $ (529,000) $ (474,800) -10.2% Estimated Member Agency Share $ 20,977,328 $ 23,501,441 $ 26,149,921 11.3% 2 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

CAPITAL BUDGET OVERVIEW
The Recommended FY 2024-25 Capital Budget totals approximat ely $31.4M for the following Encina capital programs summarized below:

Despite a history of strategic planning, capital costs have increased rapidly over the past 3 years to unexpected levels driven by the global volatility discussed in prev ious budgets. Encina’s 2040 Master Plan provided direction related to addressing some, but not all, of the changing environment Encina is facing. While the Recommended FY 2024-25 Capital Budget reflects pressures from several directions includ ing aging infrastructure renewal, solids management capacity due to growth, and regulations, it also reflects the opportunity to adapt to a new paradigm.

Aging Infrastructure Renewal
Facility age and a uniquely corrosive environment, given Encina’s coastal location and the nature of the resources Encina manages, are putting significant pressure on infrastructure re newal. The original treatment plant was constructed in 1963 with Phase I and II following in 1971 and 1975 respectively. The first three phases were built between 49 and 59 years ago.

Phase III and IV were built in 1988 an d 1992, respectively; over 30 years ago. Phase V, the most recent comprehensive expansion, was built in 2006. Based on estimates from July 2023 Encina is responsible for ~$714 million worth of Joint System Assets at the EWPCF. Many of these assets are near or at the end of their useful life. Failure to proactively maintain Encina’s aging infrastructure can lead to process failures resulting in wastewater spills that negatively impact the environment and north San Diego County economy. Over the next 10 years, plant rehabilitation to maintain core services is expected to have a cost order of magnitude of ~$145 million, in 2024 dollars. This does not include other necessary infrastructure upgrades as discussed below.

Solids Management Capacity due to Growth
Growth within the Member Agencies’ service area is also putting significant pressure on Encina’s solids management capacity.

About 63% of the overall 43.31 million gallons per day of solids capacity is currently used which creates three challenges.

First, reduced hydraulic detention time of solids in the digester s is near the permit limit of 15 days. This permit limit allow s for the disposal of Class “B” solids when the heat dryer system does not ha ve ade qu ate capa city t o meet deman ds. The Biosolids Management Plan completed in 2022 identified the need for either increased hydraulic capacity at the digesters or the installation of a second heat dryer syst em; adding hydraulic capacity was the least cost alternative as rehabilitation of unused existing infrastructure would reduce overall project cost s. Second, the additional digester capacity would provide buffering capabilities in the event that Encina experiences a process upset where an upset digester would need to be isolated and the biological activity restored to normal levels withou t the potential to spill digest ed solids. Third, spare solids management capacity is needed to ensure preventative maintenance can be performed on the digesters helping increase infrastructure sustainability and resilienc y and lowering long-term costs. Withou t the spare capacity to meet permit Capital Program Actual
FY 2022-23
Budget
FY 2023-24
Proposed
FY 2024-25
FY 2023-24 vs
FY 2024-25
% Change
EWPCF – Capital Improvements 16,272,257$ 19,245,000$ 25,072,000$ 30.3% EWPCF – Planned Asset Rehabilitation 1,192,653$ 1,534,200$ 1,729,000$ 12.7% EWPCF – Capital Acquisitions 420,088$ 368,000$ 720,000$ 95.7% Remotes Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$ -3.3% Allocated Personnel Expenses 2,964,385$ 3,084,320$ 2,347,081$ -23.9% Total Capital Budget $ 22,143,485 $ 25,834,437 $ 31,417,581 21.6% Estimated Federal Grant $ (500,000) $ (100,000) -80.0% Estimated Member Agency Share $ 22,143,485 $ 25,334,437 $ 31,317,581 23.6% 3 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

requirements, allow for appropriate control of process upsets a nd for proactive and preventative maintenance, the risk of permit violations, infrastructure failures and costly rehabilitation increases significantly. Over the next 6 years, improvements to Encina's Digester 1, 2, and 3 are expected to have a cost order of magnitude of ~$40 million, in 2024 dollars.

Regulatory Environment
More stringent regulations continue to put significant pressure on Encina. While some upcoming regulations are predictable, they are not fully quantifiable, leading to increased business risk. For example, newly adopted air quality regulations by the EPA and the State will have a profound impact on Encina’s cogeneration engines used to produce power onsite. If a viable alternative cannot be found, Encina anticipates its energy costs will increase ~$3.3 million annually, in 2024 dollars. Another example includes the State Water Resource Control Board (SWRCB) investigating how nutrients discharged from treatment plants impact the ocean ecosystem. There is concern that excess nutrients from ocean outfalls contribute to ocean acidification and hypoxia, both of which can have substantial negative impacts on marine ecosystems. Recently, Encina completed a plume tracking study in accordance with operat ing permit requirements. The data from this study is being monitored by the SWRCB and is anticipated to guide their future regulations. Staff anticipate s our 2018 National Pollutant Discharge Elimination System (NPDES) permit, which included plume tracking for the first time, will be renewed by late 2025 with additional requirements not yet known. Based on SWRCB’s historical regulation cycle, staff anticipates the SWRCB will incorporate nutrient limits into our NPDES permit between 2032 and 2040. One of the most common technologies available to remove nutrients from wastewater discharge are membrane bio-reactors, the same technology used for direct or indirect potable reuse projects. This technology is costly. Over the next 10 years, regulatory requirements impacting energy resources and nutrient limits on Encina’s Ocean Ou tfall are expected to have a cost orde r of magnitude of ~$35 million and ~$180 million, respectively, in 2024 dollars.

General Capital
The proposed capital budget reflects steps to begin addressing these challenges. The large Capital Improvement Projects are planned, scoped, and prioritized through the Encina Comprehensive Asset Management Program (E-CAMP). The most recent E-CAMP was published in June 2021. Staff is currently finalizing the official Fiscal Year 2024-25 E-CAMP. Future E-CAMPs will be updated biannually. E-CAMP considers anticipated changes in regulatory requirements, prospective operational efficiencies, funding availability and other factors.

Staffing resources are also critical to the successful execution of the decades-long capital plan to address Encina’s challenges.

As such, the Recommended FY 2024-25 Capital Budget includes funding for 10.11 full-time equivalent (FTE) positions, which are net of the staffing reallocation described above. These positions include full and part-time efforts of Encina executives, professionals, managers, and technical staff who plan, direct, and support Encina’s Capital Program. Additionally, the capital budget also reflects the proposed addition of an Engineer position to support the significant workload associated with Encina’s aging infrastructure, capacity improvements, and regulatory requirements. Currently Encina has one professional engineering position that is solely developing over $30M in projects annually, far above what would be expected by any standard, The requested position is a critical first step towards addressing staffing needs to ensure Encina can adapt to the challenges it’s facing. More information is available on this position request in the Workforce Staffing Strategy Policy Brief.

Significant Capital Improvement Projects for FY 2024-25 include new and continued funding of the Primary Sedimentation Basin Mechanical Rehabilitation ($2.3M), the Digester Rehabilitation and Improvements ($5.0M), the Dissolved Air Flotation Tank (DAFT) Repairs ($1.1M), the Existin g Dryer Major Rehabilitation ($2.0M), Od or Reduction Facilities (ORF) I System Rehabilitation with includes both Odor and Corrosion Control ($ 600K), and the Secondaries & Effluent Electrical & Controls Improvements ($3.5M), along with over 35 other projects of lesser value.

Planned Asset Rehabilitation and Replacement (PARR) effort at EWPCF reflects minor plant rehabilitation efforts undertaken by Encina staff to maintain th e Joint System assets. P ARR Projects total ~$1.8M. EWP C F Capital Acquisitions total ~$0.7M
4 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

and reflect investment in minor infrastructure and equipmen t. Remote Facilities – Acquisi tions and Rehabilitation total ~$1.6M and reflect investment in remote facility improvements.

SUMMARY
Staff has made every effort to coordinate with the Member Agencies and provides its best professional judgement based on understanding the day-to-day operating requirements and capital investment needs while developing the budget. This budget represents the beginning of a comprehensive plan to address the challenges Encina is facing. The two largest factors influencing the success of its decades-long plan are funding and staffing. As such, staff will be working with the Member Agencies to identify alternatives to pa y-as-you-go funding to help minimize the financial impacts to their ratepayers and realize the economic value of Encina’s resources. A staffing framework has also been developed to support these efforts.

However, given the impacts of adding additional staff, Encina is proposing to take an “adaptive management" approach to ensure Encina continues to operate using a lean staffing model; only having the staff necessary to support its mission and reassessing staffing needs at every opportunity. The additional staff proposed in the budget are consistent with this approach.

Staff will be working with the Board and Member Agencies on solutions over the next decade to ensure Encina can continue to protect public and environmental health for generations to come.

Through efforts by staff, Encina consistently looks for opportunities to enhance efficiency and provide value to its Member Agencies and their rate payers. Encina continues to look for lo ng term solutions to infrastruc ture challenges that provide lasting value for the community it serves. Additionally, Encina has been able to hold a very tight line on all costs that can be controlled with an increase of merely 0.4% above last year’s budget. As presented to the Board in February 2024, Encina’s staffing model, when compared nationally, is above the 75 th percentile in gallons treated per staffing unit. As of the study year, Encina could have had 14 a dditional staff to be at the 75 th percentile which demonstrates Encina is significantly more efficient.

Please join me in recognizing the staff 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 Encina. Aaron Beanan, Director of Finance, who led efforts in the preparation and development of the Recommended FY 2024-25 Budget. Finally, the Executive Leadership Team coordinated the budget development processes within their respective departments.

Respectfully Submitted,

Scott McClelland, P.E., BCEE, MBA
General Manager
5 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Policy Brief
Date: April 24, 2024
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 (Encina) 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 Encina are typically reviewed annually. Decisions to expand or contract Encina’s total complement of Full Time Equivalent (FTE) staff are made as part of the bud get development process. Department Directors requesting additional staff are required to submit a written report to the General Manager justifying the request.

Encina’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 Encina but has a limited timeframe, or which has a temporary (e ven 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 Encina?
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? 7 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

Engineer
The recommended Fiscal Year 2024-25 Budget includes a Engineer position. The estimated full year cost for this position is ~$210,000. This position will support the capital improvements program by providing an Engineer to focus on development and oversight of the budget, scope, and schedule for multiple projects. Aging infrastructure and equipment coupled with the potential for more stringent regulatory requirements will require that the capital program continue to address the infrastructure needs in a timely manner. Developing the in-house resources of Encina’s Engineering team will support the ability to execute successful projects to meet the increasing de mand as well as build the inst itutional knowledge base. The following table of justification is provided for your consideration:

Evaluation Criteria Justification
Permanence The recommended addition of a Engineer provides the needed staffing for executing the complex projects that are part of the overall Encina capital improvements program (CIP). The execution of these projects requires significant coordination with multiple stakeh olders both internally (member agencies, O&M, environmental compliance, contracts, etc.) and externally (engineering consultants, contractors, regulatory and permitting agencies, etc.). Developing these skills and relationships with internal staff provides con sistency between projects. It also develops institutional knowledge of our facilities, which is critical to the development of reliable succession planning.

Reprioritization Encina runs a lean staffing model and takes every opportunity to re prioritize existing positions before considering adding any staff. Since 19 95, Encina’s FTE count has only increased to accommodate positions which were needed to address increased plant complexity and safety concerns. Reassigning certified staff from other facility operations is not feasible as this position has a requirement for a unique skill set and educational requirements.

Cost Effectiveness and
Budget Impact
The additional FTE is permanent and will be partially by a reduction in part-time labor costs from Encina’s professional services contracts. The permanent position is a more cost-effective option than cycling through temporary labor supporting projects through professional service contracts, which requires reorientation of Encina facilities and loss of valuable staff time as well loss of historical project knowledge.

Full Time vs. Part Time Encina continues to execute complex capital projects to rehabilitate our existing facilities, which in turn creates increased mana gement and oversight needs for the organization. Furthermore, this position requires training, organizational, and institutional knowledge that may take several years to fully develop. This position will provid e valuable coordination with all departments within the organization.

Appropriate
Classification
This procurement is mid-level position that re quires education, experience, licensing, and knowledge builds.

Institutional
Knowledge
It takes approximately 2 to 3 years of working with staff and facility records for someone to develop a strong foundational knowledge of Encina’s facilities to be trained and perform at their highest potential. Having the position set at a mid-level position allows an individual with strong foundational knowledge of engineering and project management principles to focus on the uniqueness of Encina’s system and facilities.

Market Availability Market competition is extremely tigh t and the labor pool is very limited for experienced engineers. It is essential to select an indivi dual with the right skill set and personality to complement the existing CIP Team’s skill set.

Special Skills or
Certifications
Required
This position requires the ability to manage complex administration, reporting and legal aspects of contracts. The position will need to be able to work independently with limited oversight and use their best judgement. It is also imperative that the candidate have a strong understanding of engineering & construction principles to independently execute capital projects.

Risk Management Because of the complex nature of many of Encina’s capital projects, knowledge of engineering and project management principles is critical to identifying, evaluating, and mitigating project risks. Risk management is essential to the de cision-making process associated with project execution and is critical in making appropriate recommendations to internal management and member agencies.

Logistical Issues The new position will support the organi zation as a whole but will work directly with the Engineering team to assist in managing the CIP program. 8 June 18, 2024
Item #11 Page 398 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Information System Analyst
The Recommended Fiscal Year 2024-25 B u
dget includes an additional Information System Analyst position to support the significant increase of workload and comp lexity of Encina’s Information Technology group. The estimated full year cost for this position is ~$190,000. This position will support all aspects of Encina business including CIP, Administration, Operations, and Maintenance. The analyst will maintain all systems hardware, workstations, installations/configuration of PLC, SCADA, cybersecurity protocols, troubleshooting, and Enterprise Reso urce Planning systems. The Information System team plays a vital role in ensuring continuous operations for Encina. The following table of justification is provided for your consideration:

Evaluation Criteria Justification
Permanence In today’s world every organization is heavily dependent on Information Technology. Encina is no exception and considering the effort to upgrade SCADA, C MMS, data acquisition management, workstations support, along with increased cybersecurity demands to support telework, it has created an exponential workload on the Information System (IS) team. The additional FTE needed at this time will support today's needs and the future needs at Encina.

Additionally, the learning curve for this position is extensive even with a strong IS background and the successful candidate takes approximately 2 years to become proficient at Encina.

Reprioritization Encina runs a lean staffing model and takes every opportunity to reprioritize existing positions before considering adding any st aff. Reassigning certified staff from other facility operations is not feasible as this position requires a unique sk ill set. The original IS team structure consisted of 3 IS Analysts & 1 Manager. However, since August 2021 the team has been operating with only 2 IS Analysts and 1 Manager. This demonstrates that Encina’s attempt to accomplish the work with fewer staff resources has not been successful.

Cost Effectiveness and
Budget Impact
A permanent position is more cost-effective due to complex responsi bilities and accessing sensitive Encina information. An Information Analyst must be familiar with all Encina equipment, controls, and software to support overall operat ions in a time sensitive manner. This position requires historical knowledge and experience that can only be gained by continuous involvement. This will offset the budget by reducing professional services contracts.

Full Time vs. Part Time Encina’s Information Technology is a complex, vital group of unique knowledge analysts with access to sensitive information. Therefore, this position requires extensive training, organizational and institutional knowledge, an d trust that may take several years to fully develop. This position will provide daily support with all departments within the organization.

Appropriate
Classification
This procurement is requested at the entry level while the position requires experience, unique skills, and knowledge. It recognizes Encina ’s unique environment and the demand for institutional knowledge and commitment.

Institutional
Knowledge
An estimate of up to 2 years of working with staff and Encina’s virtual environment is expected to develop a strong foundational knowledge of En cina’s facilities. Having the position set at an entry level position allows an individual with experience to adapt to Encina’s obligations.

Market Availability Today’s market cha llenges in combination with the unique skill requirements for this position, the labor pool is highly competitive for IS Analysts. It is essential to select an individual with the appropriate skill set and personality to comp lement and support th e existing Information Systems team.

Special Skills or
Certifications Required
The Information System Analyst is required to have an Associate degree in Information System or equivalent experience in computer and/or electrical engineering. This position demands a highly ethical person with an extended understanding of systems, network, cybersecurity, SCADA, and Enterprise Resource Planning.
9 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

Risk Management and
Transparency
Due to the access of sensitive information and the complex nature of Encina’s virtual world, Encina is exposed to the risk fo r delays and possible data breach if using outside resources to support this gap. Risk management is essential to the appropriate response time and data management which is critical in making informed decisions in a timely manner to ensure Encina continues operations.

Logistical Issues The new position will support the entire organization including CIP, Administration, Operation and Maintenance. The position will be held in the Technical Services Department building.

10 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

ABOUT ENCINA

Founded in 1961, the Encina Wastewater
Authority (Encina) is a public joint
powers authority located in North San
Diego County. Encina provides
wastewater treatment services on behalf
of its six (6) Member Agencies.

Facts

Founded
1961

Population Served
380,000

Service Area
123 square miles

Permitted Liquid Treatment Capacity

40.51 million gallons per day (dry weather)

Permitted Solids Treatment Capacity

43.53 million gallons per day (dry weather)
Member Agencies

City of Carlsbad
July 13, 1961

City of Vista
July 13, 1961

Buena Sanitation District
January 6, 1964

Vallecitos Water District
March 22, 1965

City of Encinitas
August 17, 1971

Leucadia Wastewater District
August 17, 1971
11 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

RESOURCE RECOVERY
Encinas has long been a leader in the wastewater industry while still remaining within the industry standards for cost of
service. Encina was one of
the first in the nation to
adopt a cogeneration model
back in the 1980’s, one of
the first in the state and
nation to adopt a heat dryer
model, and one of the first
in the nation to use beer
waste as a power
generation source in 2017.

Each of these has provided
value to Encina, its Member
Agencies, and their ratepayers. Because of Encina’s unique approach within the industry, it provides exceptional value for its Member Agencies and ratepayers.

ORGANIZATION OF EXCELLENCE
Encina is a model of excellence and innovation. Encina has received over 40 awards for organizational excellence and innovations over the past decade. This reflects the competence of Encina’s highly qualified, trained, and certified workforce. Some recent awards are shown here. 13 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 ORGANIZATION CHART (78 FTEs)
Operator (14)
Engineer
(Proposed)
Shift Supervisor (5)
Training and
Quality Control
Specialist
Inventory Control
Technician
Procurement
Specialist
Accounting
Technician
Lead Mechanical
Technician
Cogeneration
Specialist
Electrical &
Instrumentation
Technician (3)
Lead Operator (7)
Mechanical
Technician (6)
Source Control
Manager Laboratory Manager Safety and
Training Manager Contract Administrator Accounting Supervisor Mechanical Tech
Supervisor
Electrical &
Instrumentation
Supervisor
Information Systems
Analyst (3)
(1 Proposed)
Inspector (3) Chemist (5)
Operations Manager
EWPCF Operations Manager
Remote Facilities
Operations Manager
Resource Recovery
Field Services
Superintendent Maintenance Manager Information Systems
Manager
Human Resources
Analyst
Director of
Operations
Director of
Technical Services
Director of
Environmental
Compliance
Director of Finance
Board of DirectorsGeneral Counsel
General Manager
Board Secretary/
Executive Assistant
Engineering Services
Manager
Senior Construction
Manager
Human Resources
Manager
Assistant General
Manager
Administrative
Assistant
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16 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 2022-23 Budget 2023-24 Budget 2024-25 Budget
Office of the General Manager
General Manager 1.00 1.00 1.00
Assistant General Manager 1.00 1.00 1.00
Assistant to the General Manager 1.00 0.00 0.00
Engineering Services Manager 1.00 1.00 1.00
Senior Construction Manager1

1.00 1.00 1.00
Engineer 0.00 0.00 1.00
Human Resources Manager 0.00 1.00 1.00
Human Resources Analyst2

1.00 1.00 1.00
Board Secretary/Executive Assistant2

1.00 1.00 1.00
Administrative Assistant I/II 1.00 1.00 1.00
Total 8.00 8.00 9.00
Finance Department
Director of Finance1

1.00 1.00 1.00
Accounting Supervisor1

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

1.00 1.00 1.00
Procurement Specialist 1.00 1.00 1.00
Total 6.00 6.00 6.00
Operations Department
Director of Operations 1.00 1.00 1.00
Operations Manager 3.00 3.00 3.00
Shift Supervisor3

6.00 6.00 5.00
Lead Operator3

5.00 5.00 7.00
Operator I/II and Operator-In-Training3

15.00 15.00 14.00
Training and Quality Control Specialist 1.00 1.00 1.00
Total 31.00 31.00 31.00

AUTHORIZED POSITIONS
Summary by Department
17 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 2022-23 Budget 2023-24 Budget 2024-25 Budget

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

1.00 1.00 1.00
Electrical and Instrumentation Technician1,2

3.00 3.00 3.00
Mechanical Technician Supervisor1

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

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

2.00 2.00 3.00
Total 19.00 19.00 20.00
Environmental Compliance Department
Director of Environmental Compliance 1.00 1.00 1.00
Source Control Manager 1.00 1.00 1.00
Source Control Inspector I/II/III2

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

4.00 5.00 5.00
Safety & Training Manager 1.00 1.00 1.00
Total 11.00 12.00 12.00
Full-time Equivalent Employees Summary
Office of the General Manager 8.00 8.00 9.00
Finance 6.00 6.00 6.00
Operations 31.00 31.00 31.00
Technical Services 19.00 19.00 20.00
Environmental Compliance 11.00 12.00 12.00
Total 75.00 76.00 78.00

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

2. Title changed per 2022 Compensation Study.

3. Mid-year change per General Manager authority during Fiscal year 2023-24. 18 June 18, 2024
Item #11 Page 408 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Salaries
FY 2023-24
Budget % of Total FY 2024-25
Budget % of Total % Change
Regular 9,609,617 $ 10,579,056 $ 10.1%
Overtime 194,130 $ 213,715 $ 10.1% Holiday 96,000 $ 106,000 $ 10.4% Temporary & Part-Time Staff 47,000 $ 50,000 $ 6.4% Intern Program 29,800 $ 33,290 $ 11.7% Shift Differential 45,000 $ 40,000 $ -11.1% Incentive Awards 19,741 $ 24,684 $ 25.0% Standby 5,000 $ 2,000 $ -60.0% Subtotal Salaries 10,046,289 $ 73.7% 11,048,744 $ 73.5% 10.0% FY 2023-24
Budget % of Total FY 2024-25
Budget % of Total % Change
CalPERS Retirement Program — Normal Cost 1,973,774 $ 2,184,251 $ 10.7% CalPERS Employee Contribution (780,049) $ (855,725) $ 9.7% Other Post-Employment Benefits 104,597 $ 104,632 $ 0.0% Flexible Benefits 125 Plan 1,452,797 $ 1,702,471 $ 17.2% Deferred Compensation 355,573 $ 381,540 $ 7.3% Medicare 153,845 $ 170,052 $ 10.5% Workers Compensation Insurance 263,000 $ 249,511 $ -5.1% Other Ancillary Benefits 54,509 $ 50,422 $ -7.5% Subtotal Benefits 3,578,045 $ 26.3% 3,987,153 $ 26.5% 11.4% Total Personnel Expense 13,624,334 $ 100.0% 15,035,897 $ 100.0% 10.4% FY 2023-24
Budget
FY 2023-24
Positions
FY 2024-25
Budget
FY 2024-25
Positions % Change
Encina Water Pollution Control Facility 5,604,374 $ 33.60 7,345,477 $ 39.95 31.1% Source Control 683,659 $ 4.35 793,766 $ 4.46 16.1% Agua Hedionda Lift Station 352,365 $ 1.90 250,374 $ 1.32 -28.9% Buena Creek Pump Station 278,579 $ 1.53 232,490 $ 1.26 -16.5% Buena Vista Pump Station 233,009 $ 1.29 201,784 $ 1.07 -13.4% Carlsbad Water Reclamation Facilities 539,577 $ 2.91 386,104 $ 2.05 -28.4% Raceway Basin Pump Station 169,118 $ 0.91 134,210 $ 0.71 -20.6% Remote Facilities 1,572,648 $ 8.54 1,204,962 $ 6.41 -23.4% Subtotal 7,860,681$ 46.49 9,344,205$ 50.82 18.9% Internal Service Funds 2,679,
333$ 15.40 3,344,610$ 17.08 24.8%
Subtotal Operating 10,540,014$ 61.89 12,688,815$ 67.89 20.4% Capital Program 3,084,320$ 14.11 2,347,081$ 10.11 -23.9% Total Personnel Expense 13,624,334$ 76.00 15,035,896$ 78.00 10.4% PERSONNEL EXPENSE SUMMARY by ACCOUNT
Benefits
PERSONNEL EXPENSE SUMMARY by PROGRAM
Programs
19 June 18, 2024
Item #11 Page 409 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 This page intentionally left blank.
20 June 18, 2024
Item #11 Page 410 of 625

OPERATING

SECTION
Operating Budget Summaries
Encina Water Pollution Control Facility
Environmental Compliance & Regional Source Control
Remote Facilities:

Agua Hedionda Pump Station
Buena Creek Pump Station
Buena Vista Pump Station
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Internal Service Funds
June 18, 2024
Item #11 Page 411 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

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22 June 18, 2024
Item #11 Page 412 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
City of Carlsbad 6,267,132 $ 7,244,274 $ 7,103,920 $ 8,050,581 $ 806,307 $ 11.1% City of Vista 5,683,360 $ 6,310,428 $ 6,307,080 $ 6,977,609 $ 667,181 $ 10.6% Buena Sanitation District 2,183,968 $ 2,416,649 $ 2,344,525 $ 2,667,378 $ 250,729 $ 10.4% Vallecitos Water District 3,545,893 $ 3,735,121 $ 3,938,552 $ 4,466,441 $ 731,320 $ 19.6% City of Encinitas 780,168 $ 911,774 $ 831,538 $ 948,629 $ 36,855 $ 4.0% Leucadia Wastewater District 2,516,807$ 2,883,195$ 2,687,734$ 3,039,283$ 156,088$ 5.4% Sub Total 20,977,328$ 23,501,441$ 23,213,349$ 26,149,921$ 2,648,480$ 11.3% Estimated Other Revenue * 529,000$ 529,000$ 474,800$ (54,200)$ -10.2% Total 20,977,328$ 24,030,441$ 23,742,349$ 26,624,721$ 2,594,280$ 10.8% *2022 Actual total is net of other revenue
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 16,615,644$ 18,121,287$ 18,056,362$ 20,432,724$ 2,311,437$ 12.8% Source Control 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6% Agua Hedionda Lift Station 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4% Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$ 9.1% Buena Vista Pump Station 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6% Carlsbad Water Recycling Fa
cility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$ 5.3% Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$ -1.0% Total 20,977,328$ 23,501,441$ 23,213,349$ 26,149,921$ 2,648,480$ 11.3% (529,000)$ (529,000)$
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 16,615,644$ 18,650,287$ 18,585,362$ 20,907,524$ 2,257,237$ 12.1% Source Control 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6% Agua Hedionda Lift Station 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4% Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$ 9.1% Buena Vista Pump Station 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6% Carlsbad Water Recycling Facility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$ 5.3% Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$ -1.0% Total 20,977,328$ 24,030,441$ 23,742,349$ 26,624,721$ 2,594,280$ 10.8% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 7,159,297$ 7,860,680$ 8,127,770$ 9,344,205$ 1,483,525$ 18.9% Non-Personnel 6,775,094$ 8,656,521$ 8,403,729$ 8,878,772$ 222,251$ 2.6% Internal Service Fund 7,042,937$ 7,513,240$ 7,210,850$ 8,401,744$ 888,504$ 11.8% Total 20,977,328$ 24,030,441$ 23,
742,349$ 26,624,721$ 2,594,280$ 10.8% 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
23 June 18, 2024
Item #11 Page 413 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 5,292,432 $ 5,604,374 $ 6,078,451 $ 7,345,477 $ 1,741,103 $ 31.1% Non-Personnel 5,097,405 $ 6,381,144 $ 6,188,274 $ 6,245,965 $ (135,179) $ -2.1% Internal Service Fund 6,225,807 $ 6,664,769 $ 6,318,637 $ 7,316,082 $ 651,313 $ 9.8% Total 16,615,644 $ 18,650,287 $ 18,585,362 $ 20,907,524 $ 2,257,237 $ 12.1% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 605,929 $ 683,658 $ 680,462 $ 793,766 $ 110,108 $ 16.1% Non-Personnel 13,634 $ 101,550$ 30,557$ 43,132$ (58,418)$ -57.5% Internal Service Fund 243,689$ 234,419$ 239,007$ 321,087$ 86,668$ 37.0% Total 863,252$ 1,019,627$ 950,026$ 1,157,985$ 138,358$ 13.6% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 246,919$ 352,365$ 371,566$ 250,374$ (101,991)$ -28.9% Non-Personnel 213,795$ 279,282$ 244,429$ 287,400$ 8,118$ 2.9% Internal Service Fund 102,385$ 108,919$ 118,717$ 126,099$ 17,180$ 15.8% Total 563,099$ 740,566$ 734,712$ 663,873$ (76,693)$ -10.4% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Pe
rsonnel 233,997$ 278,579$ 231,361$ 232,490$ (46,089)$ -16.5% Non-Personnel 261,189$ 267,324$ 283,750$ 353,801$ 86,477$ 32.3% Internal Service Fund 68,136$ 73,865$ 80,510$ 89,900$ 16,035$ 21.7% Total 563,322$ 619,768$ 595,621$ 676,191$ 56,423$ 9.1% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 184,747$ 233,009$ 207,299$ 201,784$ (31,225)$ -13.4% Non-Personnel 527,178$ 557,646$ 592,375$ 699,489$ 141,843$ 25.4% Internal Service Fund 70,567$ 73,957$ 80,610$ 89,255$ 15,298$ 20.7% Total 782,492$ 864,612$ 880,284$ 990,528$ 125,916$ 14.6% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 463,742$ 539,577$ 374,399$ 386,104$ (153,473)$ -28.4% Non-Personnel 594,490$ 983,270$ 992,913$ 1,140,658$ 157,388$ 16.0% Internal Service Fund 285,298$ 307,001$ 318,533$ 399,282$ 92,281$ 30.1% Total 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$ 5.3% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Personnel 131,531$ 169,118$ 184,232$ 134,210$ (34,908)$ -20.6% Non-P
ersonnel 67,403$ 86,305$ 71,431$ 108,327$ 22,022$ 25.5% Internal Service Fund 47,055$ 50,310$ 54,836$ 60,039$ 9,729$ 19.3% Total 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$ -1.0% OPERATING BUDGET: EXPENSE SUMMARY
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Encina Water Pollution Control Facility
Environmental Compliance ─ Source Control
Agua Hedionda Lift Station
Buena Vista Pump Station
Buena Creek Pump Station
24 June 18, 2024
Item #11 Page 414 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 4,399,501$ 4,820,869 $ 4,801,300 $ 5,452,265 $ 631,396 $ 13.1% Source Control 268,725 $ 274,803 $ 298,201 $ 364,123 $ 89,320 $ 32.5% Agua Hedionda Lift Station 173,997$ 228,835$ 227,026$ 205,135$ (23,700)$ -10.4% Buena Vista Pump Station 81,379$ 89,919$ 91,548$ 103,014$ 13,095$ 14.6% Carlsbad Water Recycling Facility 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 96,196$ 5.3% Total 6,267,132$ 7,244,274$ 7,103,920$ 8,050,581$ 806,307$ 11.1% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 4,062,612$ 4,364,097$ 4,378,763$ 4,945,145$ 581,048$ 13.3% Source Control 284,544$ 354,174$ 321,396$ 383,636$ 29,462$ 8.3% Agua Hedionda Lift Station 389,102$ 511,731$ 507,686$ 458,738$ (52,993)$ -10.4% Buena Vista Pump Station 701,113$ 774,693$ 788,736$ 887,514$ 112,821$ 14.6% Raceway Basin Pump Station 245,989$ 305,733$ 310,499$ 302,576$ (3,157)$ -1.0% Total 5,683,360$ 6,310,428$ 6,307,080$ 6,977,609$ 667,181$ 10.6% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 1,552,767$ 1,724,928$ 1,666,621$ 1,894,218$ 169,290$ 9.8% Source
Control 67,879$ 71,953$ 82,283$ 96,969$ 25,016$ 34.8% Buena Creek Pump Station 563,322$ 619,768$ 595,621$ 676,191$ 56,423$ 9.1% Total 2,183,968$ 2,416,649$ 2,344,525$ 2,667,378$ 250,729$ 10.4% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 3,406,635$ 3,578,652$ 3,798,286$ 4,293,267$ 714,615$ 20.0% Source Control 139,258$ 156,469$ 140,266$ 173,174$ 16,705$ 10.7% Total 3,545,893$ 3,735,121$ 3,938,552$ 4,466,441$ 731,320$ 19.6% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 748,977$ 867,277$ 796,573$ 900,877$ 33,600$ 3.9% Source Control 31,191$ 44,497$ 34,965$ 47,752$ 3,255$ 7.3% Total 780,168$ 911,774$ 831,538$ 948,629$ 36,855$ 4.0% Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25 Change %
Encina Water Pollution Control Facility 2,445,152$ 2,765,464$ 2,614,819$ 2,946,952$ 181,488$ 6.6% Source Control 71,655$ 117,731$ 72,915$ 92,331$ (25,400)$ -21.6% Total 2,516,807$ 2,883,195$ 2,687,734$ 3,039,283$ 156,088$ 5.4% OPERATING BUDGET: REVENUE SUMMARY
Leucadia Wastewater District
City of Encinitas
City of Carlsbad
City of Vista
Vallecitos Water District
Buena Sanitation District
25 June 18, 2024
Item #11 Page 415 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 This page intentionally left blank.
26 June 18, 2024
Item #11 Page 416 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

ENCINA WATER POLLUTION CONTROL FACILITY
The Encina Water Pollution Control Facility (EWPCF), located in Carlsbad, California, provides wastewater treatment services to approximately 380,000 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 beginning 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 primary and secondary activated sludg e treatment processes); 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 trade name PureGreen (via anaerobic digesters, solids dewatering ce ntrifuges, and a trip le-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, th e JFMS consists of nineteen (19) flow meters strategically placed throughout the collection system. The data collected at these metering sites, which is analyzed and certified by an independent consultant, is a critical element in allocating EWPCF costs among the Encina 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 FY 2023-24, 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 slud ge into over 6,300 tons of PureGreen fertilizer based on prior year actuals.

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
27 June 18, 2024
Item #11 Page 417 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

This page intentionally left blank.
28 June 18, 2024
Item #11 Page 418 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 5100 Salaries 4,051,901$ 4,112,045$ 4,641,733$ 5,369,586$ 30.6% 5200 Benefits 1,240,531$ 1,492,329$ 1,436,719$ 1,975,891$ 32.4% Total Personnel Expenses 5,292,432$ 5,604,374$ 6,078,451$ 7,345,477$ 31.1% 21001 7330 Specialty Services 153,596$ 160,056$ 182,932$ 164,844$ 3.0% 22001 5400 CEPT Polymer 100,304$ 225,500$ 125,642$ 228,861$ 1.5% 22001 5401 Ferric Chloride 517,114$ 911,000$ 803,274$ 969,750$ 6.4% 22001 5405 Atmospheric Control (Nitrogen) 27,323$ 34,000$ 39,668$ 41,273$ 21.4% 22001 5406 Pellet Dust Control 34,796$ 48,500$ 40,000$ 48,841$ 0.7% 22001 5407 Sodium Hypochlorite 87,094$ 143,000$ 157,732$ 183,576$ 28.4% 22001 5409 Dewatering / Thickening Polymer 1,304,860$ 1,528,000$ 1,528,000$ 1,604,826$ 5.0% 22001 5420 Biosolids Recycling 624,786$ 881,100$ 760,000$ 898,900$ 2.0% 22001 5422 Pure Green Marketing 12,070$ 15,000$ 10,063$ 15,000$ 0.0% 22001 5423 Grit Hauling 80,713$ 136,500$ 122,144$ 136,500$ 0.0% 22001 5431 Water 23,393$ 20,100$ 15,512$ 20,451$ 1.7% 22001 6430 Memberships -$ -$ -$ 6,991$ 0.0%
22001 6450 Professional Services 28,610$ 53,500$ 181$ 67,000$ 25.2% 22001 6720 Specialty Equipment 7,536$ 11,200$ 26,884$ 7,250$ -35.3% 22001 6920 Permits 20,582$ 35,257$ 77,748$ 37,612$ 6.7% 22001 7310 Safety & Medical Services 222,603$ 195,300$ 243,213$ 296,200$ 51.7% 22001 7330 Specialty Services 4,422$ 20,000$ -$ 5,500$ -72.5% 22001 7610 Professional Development -$ -$ -$ 17,800$ 0.0% 22001 7620 Contingency -$ -$ -$ -$ 0.0%
23001 5410 Che
micals 4,723$ 6,000$ -$ 6,000$ 0.0%
23001 5910 Equipment Rental 9,864$ 12,000$ 14,304$ 14,000$ 16.7% 23001 6120 Fuel & Lube 38,019$ 30,000$ 28,363$ 39,613$ 32.0% 23001 6220 Earthquake & Flood Insurance 187,791$ 206,570$ 251,759$ -$ -100.0% 23001 6230 Janitorial 94,865$ 100,000$ 120,750$ 101,000$ 1.0% 23001 6410 Laundry & Uniforms 19,924$ 20,000$ 15,246$ 20,000$ 0.0% 23001 6424 Info Systems: Enterprise Applications 324,305$ 331,000$ 323,636$ -$ -100.0% 23001 6430 Memberships -$ -$ -$ 4,316$ 0.0%
23001 6450 Professional Services (South Parcel) 19,101$ 40,000$ 12,800$ 20,000$ -50.0% 23001 6710 Equipment New 5,457$ 8,000$ 3,754$ 11,000$ 37.5% 23001 6930 Piping & Electrical Repair 121,422$ 130,000$ 214,211$ 140,000$ 7.7% 23001 6940 Planned Maintenance 250,734$ 245,000$ 262,548$ 280,000$ 14.3% 23001 7010 Plant Contracts 260,837$ 320,200$ 316,469$ 362,000$ 13.1% 23001 7510 Tools 9,931$ 10,000$ 19,418$ 10,000$ 0.0% continued 
OPERATING EXPENSE SUMMARY:

ENCINA WATER POLLUTION CONTROL FACILITY

PERSONNEL
NON-PERSONNEL Proposed
FY 2024-25
Proposed
FY 2024-25
Projected
FY 2023-24
Budget
FY 2023-24
Actual
FY 2022-23
%
Change¹
Projected
FY 2023-24
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
29 June 18, 2024
Item #11 Page 419 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 24001 6810 Ocean Monitoring 90,853$ 62,000$ 42,420$ 28,000$ -54.8% 24001 6911 Effluent Testing 27,067$ 31,000$ 20,698$ 33,000$ 6.5% 24001 6920 Permits 291,242$ 316,872$ 316,872$ 316,872$ 0.0% 24001 6940 Planned Maintenance -$ -$ -$ -$ 0.0%
500xx 6010 Board of Directors Meeting Expense 31,925$ 29,505$ 27,135$ 29,505$ 0.0% 500xx 7610 Board of Directors Professional Dev. -$ -$ -$ -$ 0.0% Total Non-Personnel Expenses 5,097,405$ 6,381,144$ 6,188,274$ 6,245,965$ -2.1% 11001 Administration 2,411,566$ 2,653,260$ 2,891,941$ 3,489,788$ 31.5% 12001 Laboratory 983,490$ 1,213,262$ 951,265$ 1,131,155$ -6.8% 13001 Energy Management 2,830,751$ 2,798,247$ 2,475,431$ 2,695,139$ -3.7% Total Internal Service Fund Expenses 6,225,807$ 6,664,769$ 6,318,637$ 7,316,082$ 9.8% Total Operating Expenses 16,615,644$ 18,650,287$ 18,585,362$ 20,907,524$ 12.1%

1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.

INTERNAL SERVICE FUNDS
NON-PERSONNEL EXPENSES (cont.) Proposed
FY 2024-25
Proposed
FY 2024-25
Actual
FY 2022-23
%
Change¹
Budget
FY 2023-24
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Projected
FY 2023-24
%
Change¹
30 June 18, 2024
Item #11 Page 420 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

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 Encina’s Pretreatment Ordinance, which are enforced by Encina in cooperation with the host Member Agency under authority derived 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 FY 2024-25 staff estimates fifty-seven (57) industries will be fully permitted, while another 572 businesses will participate in EWA’s Best Management Practices Program.

Cost Allocation – Personnel Expenses make up over 68% of Source Co ntrol’s budgeted expenses. Over 82% 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 2023 Alta Vista Fun Festival at the Alta Vista Botanical Gardens. 31 June 18, 2024
Item #11 Page 421 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 This page intentionally left blank.
32 June 18, 2024
Item #11 Page 422 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 5100 Salaries 452,331$ 491,137$ 506,402$ 570,589$ 16.2% 5200 Benefits 153,598$ 192,521$ 174,061$ 223,177$ 15.9% Total Personnel Expenses 605,929$ 683,658$ 680,462$ 793,766$ 16.1% 40001 5520 Books -$ -$ -$ -$ 0.0% 40001 5930 Equipment Replacement 324$ 6,000$ 6,081$ 1,000$ -83.3% 40001 6120 Fuel & Lube 3,062$ 3,200$ 2,065$ 2,900$ -9.4% 40001 6310 Lab Equipment Repair 5,303$ 11,000$ 16,856$ 7,000$ -36.4% 40001 6330 Lab Supplies 1,077$ 1,600$ -$ 1,600$ 0.0% 40001 6410 Laundry & Uniforms 1,535$ 2,000$ 1,830$ 2,000$ 0.0% 40001 6422 Legal Notices 426$ 750$ -$ 750$ 0.0% 40001 6430 Memberships -$ -$ -$ 2,482$ 0.0% 40001 6450 Professional Services -$ 75,000$ -$ 15,000$ -80.0% 40001 7120 Printing & Reproduction -$ -$ -$ -$ 0.0% 40001 7130 Public Information 1,907$ 2,000$ 3,725$ 2,000$ 0.0% 40001 7610 Professional Development -$ -$ -$ 8,400$ 0.0% Total Non-Personnel Expenses 13,634$ 101,550$ 30,557$ 43,132$ -57.5% 11001 Administration 162,946$ 179,561$ 195,713$ 228,783$ 27.4% 12001 Laboratory 77,909$ 52,057$ 40,816$ 89,606$ 72.1% 13001 Energy Management 2,834$ 2,801$ 2,478$ 2,698$ -3.7% Total Internal Service Fund Expenses 243,689$ 234,419$ 239,007$ 321,087$ 37.0% Total Operating Expenses 863,252$ 1,019,627$ 950,026$ 1,157,985$ 13.6%

1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.

OPERATING EXPENSE SUMMARY:

SOURCE CONTROL

PERSONNEL

NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
33 June 18, 2024
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REMOTE FACILITIES

AGUA HEDIONDA LIFT STATION
The Agua Hedionda Lift Station (AHLS) 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.

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

Agua Hedionda Lift Station

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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 5100 Salaries 187,273$ 257,408$ 273,181$ 182,074$ -29.3% 5200 Benefits 59,646$ 94,957$ 98,385$ 68,300$ -28.1% Total Personnel Expenses 246,919$ 352,365$ 371,566$ 250,374$ -28.9% 31001 5431 Water 12,282$ 29,050$ 13,376$ 21,300$ -26.7% 31001 5435 Electricity 170,266$ 184,800$ 178,164$ 194,040$ 5.0% 31001 5910 Equipment Rental -$ 1,000$ -$ 1,000$ 0.0% 31001 6120 Fuel & Lube 6,579$ 12,475$ 8,063$ 10,830$ -13.2% 31001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0% 31001 6424 Info Systems: Infrastructure -$ -$ -$ 4,000$ 0.0% 31001 6920 Permits 2,891$ 6,357$ 7,226$ 6,330$ -0.4% 31001 6930 Piping & Electrical Repair 3,816$ 3,500$ 3,079$ -$ -100.0% 31001 6940 Planned Maintenance 10,932$ 11,000$ 19,347$ 14,500$ 31.8% 31001 7010 Plant Contracts 5,319$ 27,550$ 14,560$ 31,850$ 15.6% 31001 7320 Safety Equipment 1,195$ 2,000$ -$ 2,000$ 0.0% 31001 7330 Specialty Services -$ -$ -$ -$ 0.0% 31001 7510 Tools -$ 1,000$ -$ 1,000$ 0.0% Total Non-Personnel Expenses 213,795$ 279,282$ 244,429$ 287,400$ 2.9% 11001 Administration 102,385$ 108,919$ 118,717$ 126,099$ 15.8% Total Internal Service Fund Expenses 102,385$ 108,919$ 118,717$ 126,099$ 15.8% Total Operating Expenses 563,099$ 740,566$ 734,712$ 663,873$ -10.4%

1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.

OPERATING EXPENSE SUMMARY:

AGUA HEDIONDA LIFT STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
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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
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 5100 Salaries 174,567$ 204,076$ 171,259$ 169,974$ -16.7% 5200 Benefits 59,430$ 74,503$ 60,102$ 62,516$ -16.1% Total Personnel Expenses 233,997$ 278,579$ 231,361$ 232,490$ -16.5% 37001 5431 Water 2,309$ 2,300$ 3,836$ 3,700$ 60.9%
37001 5435 Electricity 233,153$ 218,240$ 256,008$ 296,101$ 35.7% 37001 6120 Fuel & Lube 4,869$ 7,100$ 2,931$ 6,290$ -11.4% 37001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0% 37001 6424 Info Systems: Infrastructure -$ -$ -$ 4,000$ 0.0% 37001 6710 Equipment New -$ -$ -$ -$ 0.0%
37001 6730 Non-Specific Repair & Maintenance -$ 0.0%
37001 6920 Permits 1,995$ 4,334$ 4,706$ 4,760$ 9.8%
37001 6930 Piping & Electrical Repair 5,639$ 5,000$ 5,634$ 5,000$ 0.0% 37001 6940 Planned Maintenance 6,494$ 6,500$ 842$ 6,500$ 0.0% 37001 7010 Plant Contracts 5,628$ 21,100$ 9,179$ 24,700$ 17.1% 37001 7320 Safety Equipment 587$ 1,200$ -$ 1,200$ 0.0% 37001 7330 Specialty Services -$ -$ -$ -$ 0.0% 37001 7510 Tools -$ 1,000$ 1,000$ 0.0%
Total Non-Personnel Expenses 261,189$ 267,324$ 283,750$ 353,801$ 32.3% 11001 Administration 68,136$ 73,865$ 80,510$ 89,900$ 21.7% Total Internal Service Fund Expenses 68,136$ 73,865$ 80,510$ 89,900$ 21.7% Total Operating Expenses 563,322$ 619,768$ 595,621$ 676,191$ 9.1%

1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.

OPERATING EXPENSE SUMMARY:

BUENA CREEK PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
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REMOTE FACILITIES

BUENA VISTA PUMP STATION
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
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 5100 Salaries 129,836$ 172,356$ 152,469$ 146,945$ -14.7% 5200 Benefits 54,911$ 60,653$ 54,829$ 54,839$ -9.6% Total Personnel Expenses 184,747$ 233,009$ 207,299$ 201,784$ -13.4% 32001 5431 Water 935$ 1,200$ 893$ 1,220$ 1.7% 32001 5435 Electricity 492,257$ 499,400$ 548,868$ 632,122$ 26.6% 32001 5910 Equipment Rental -$ -$ -$ -$ 0.0% 32001 6120 Fuel & Lube 5,589$ 7,350$ 7,546$ 6,540$ -11.0% 32001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0% 32001 6424 Info Systems: Infrastructure -$ -$ -$ 4,000$ 0.0% 32001 6730 Non-Specific Repair & Maintenance -$ -$ -$ -$ 0.0% 32001 6920 Permits 3,716$ 6,246$ 8,694$ 7,157$ 14.6% 32001 6930 Piping & Electrical Repair 838$ 7,500$ 4,907$ 7,500$ 0.0% 32001 6940 Planned Maintenance 13,519$ 13,500$ 1,380$ 13,500$ 0.0% 32001 7010 Plant Contracts 9,349$ 19,400$ 18,652$ 24,400$ 25.8% 32001 7320 Safety Equipment 460$ 1,500$ 486$ 1,500$ 0.0% 32001 7330 Specialty Services -$ -$ -$ -$ 0.0% 32001 7510 Tools -$ 1,000$ 335$ 1,000$ 0.0% Total Non-Personnel Expenses 527,178$ 557,646$ 592,375$ 699,489$ 25.4% 11001 Administration 70,567$ 73,957$ 80,610$ 89,255$ 20.7% Total Internal Service Fund Expenses 70,567$ 73,957$ 80,610$ 89,255$ 20.7% Total Operating Expenses 782,492$ 864,612$ 880,284$ 990,528$ 14.6%

1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.

OPERATING EXPENSE SUMMARY:

BUENA VISTA PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
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REMOTE FACILITIES

CARLSBAD WATER RECYCLING FACILITY
The Carlsbad Water Recycling Facility (CWRF) is owned by the City of Carlsbad via the Carlsbad Municipal Water District. The facility is located on nine (9) acres directly adjacent to the southwest border of the EWPCF.

Capacity – The CWRF treats EWPCF secondary effluent to meet ti tle 22, California Code of Regulations standards for disinfected tertiary recycled water, whic h is conveyed throughout the City for irrigation purposes. A plant expansion completed during FY 2016-17 increased the plant capacity to 7 MGD.

Cost Allocation – The CWRF is operated by EWA under a contract with the Carlsbad Municipal Water District. 100% of the costs for operating and maintaining the CWRF are paid by the Carlsbad Municipal Water District, via the City of Carlsbad, in accordance with the May 2005 Memorandum of Understanding. Recommended expenses are based on the expected recycled water production volume. Production volume is anticipated to increase during Fiscal Year 2024-25 due to decreased production at the Vallecitos Water District’s Meadowlark Water Reclamation Facility. The Meadowlark Water Reclamation Facility typically supplies a portion of th e City of Carlsbad’s recycled water n eeds but will be offline due to planned maintenance activities for a portion of the fiscal year. Actual expenditures will refl ect the actual volume of recycled water production.

Carlsbad Water Recycling Facility
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 5100 Salaries 347,688$ 391,226$ 273,377$ 280,539$ -28.3% 5200 Benefits 116,054$ 148,351$ 101,022$ 105,565$ -28.8% Total Personnel Expenses 463,742$ 539,577$ 374,399$ 386,104$ -28.4% 38001 5394 Sodium Hydroxide 7,076$ 20,000$ 13,626$ 20,000$ 0.0% 38001 5395 Citric Acid 12,696$ 38,100$ 25,819$ 38,100$ 0.0% 38001 5407 Sodium Hypochlorite 238,774$ 437,700$ 563,707$ 611,679$ 39.7% 38001 5408 Coagulation Polymer -$ 3,300$ -$ 3,300$ 0.0% 38001 5409 Dewatering Polymer -$ -$ -$ -$ 0.0% 38001 5410 Chemicals -$ -$ -$ -$ 0.0%
38001 5411 Sodium Bisulfate 9,210$ 22,400$ 10,863$ 26,334$ 17.6% 38001 5412 Alum -$ 14,100$ -$ 14,100$ 0.0% 38001 5435 Electricity 232,990$ 298,515$ 267,419$ 265,125$ -11.2% 38001 5530 Misc. Corrosion Protection 1,195$ 2,000$ -$ 2,000$ 0.0% 38001 5910 Equipment Rental -$ 3,500$ -$ 3,500$ 0.0% 38001 6120 Fuel & Lube 84$ 1,480$ 275$ 1,445$ -2.4%
38001 6230 Janitorial 1,600$ 2,100$ 1,750$ 2,100$ 0.0% 38001 6410 Laundry & Uniforms 978$ 1,250$ 1,166$ 1,250$ 0.0% 38001 6424 Information Systems 3,997$ 4,000$ 6,172$ 4,000$ 0.0% 38001 6450 Professional Services 8,053$ 25,000$ 3,520$ 25,000$ 0.0% 38001 6730 Non-Specific Repair & Maintenance -$ -$ -$ -$ 0.0% 38001 6920 Permits 27,175$ 31,625$ 57,126$ 33,925$ 7.3% 38001 6930 Piping & Elect r
ical Repair 9,238$ 10,000$ 8,033$ 10,000$ 0.0% 38001 6940 Planned Maintenance 34,764$ 35,000$ 21,199$ 35,000$ 0.0% 38001 7010 Plant Contracts 6,106$ 30,500$ 10,278$ 41,100$ 34.8% 38001 7320 Safety Equipment 554$ 1,700$ -$ 1,700$ 0.0% 38001 7330 Specialty Services -$ -$ -$ -$ 0.0% 38001 7510 Tools -$ 1,000$ 1,960$ 1,000$ 0.0%
Total Non-Personnel Expenses 594,490$ 983,270$ 992,913$ 1,140,658$ 16.0% 11001 Administration 222,145$ 254,417$ 277,304$ 326,647$ 28.4% 12001 Laboratory 63,153$ 52,584$ 41,229$ 72,635$ 38.1% Total Internal Service Fund Expenses 285,298$ 307,001$ 318,533$ 399,282$ 30.1% Total Operating Expenses 1,343,530$ 1,829,848$ 1,685,845$ 1,926,044$ 5.3% OPERATING EXPENSE SUMMARY:

CARLSBAD WATER RECYCLING FACILITY

PERSONNEL

NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
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REMOTE FACILITIES

RACEWAY BASIN PUMP STATION
The Raceway Basin Pump Station (RBPS) is owned by the City of Vista. This pump st ation is located approximately 1/2 mile north of Palomar Airport Road and 1/8 mile west of Melrose Drive.

Capacity – The RBPS, which is equipped with three (3) pumps rated at 1,350 gallons per minute and is operated 365 days a year on a 24 hour-a-day basis.

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

Raceway Basin Pump Station
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 5100 Salaries 93,278$ 122,871$ 134,451$ 97,144$ -20.9% 5200 Benefits 38,253$ 46,247$ 49,782$ 37,066$ -19.9% Total Personnel Expenses 131,531$ 169,118$ 184,232$ 134,210$ -20.6% 39001 5431 Water 662$ 1,050$ 751$ 1,100$ 4.8%
39001 5435 Electricity 50,624$ 46,035$ 56,703$ 62,014$ 34.7% 39001 5445 Telephone -$ -$ -$ -$ 0.0%
39001 5910 Equipment Rental -$ -$ -$ -$ 0.0% 39001 6120 Fuel & Lube 3,743$ 6,150$ 2,767$ 5,648$ -8.2% 39001 6410 Laundry & Uniforms 515$ 550$ 614$ 550$ 0.0% 39001 6424 Info Systems: Infrastructure -$ -$ -$ 4,000$ 0.0% 39001 6710 Equipment New -$ -$ -$ -$ 0.0%
39001 6730 Non-Specific Repair & Maintenance -$ -$ -$ -$ 0.0% 39001 6920 Permits 2,452$ 4,870$ 1,786$ 5,565$ 14.3%
39001 6930 Piping & Electrical Repair 202$ 2,000$ -$ 2,000$ 0.0% 39001 6940 Planned Maintenance 4,660$ 5,000$ 2,440$ 5,000$ 0.0% 39001 7010 Plant Contracts 4,382$ 18,500$ 6,370$ 20,300$ 9.7% 39001 7320 Safety Equipment 163$ 1,150$ -$ 1,150$ 0.0% 39001 7330 Specialty Services -$ -$ -$ -$ 0.0% 39001 7510 Tools -$ 1,000$ -$ 1,000$ 0.0%
Total Non-Personnel Expenses 67,403$ 86,305$ 71,431$ 108,327$ 25.5% 11001 Administration 47,055$ 50,310$ 54,836$ 60,039$ 19.3% Total Internal Service Fund Expenses 47,055$ 50,310$ 54,836$ 60,039$ 19.3% Total Operating Expenses 245,989$ 305,
733$ 310,499$ 302,576$ -1.0%

1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.

OPERATING EXPENSE SUMMARY:

RACEWAY BASIN PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
%
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

INTERNAL SERVICE FUNDS
Internal Service Funds (ISFs) make categorical and overhead charges to operating and capital programs. Categorical charges are costs incurred by the ISF that are directly attributable to a particular operating or capital program the ISF supports.

Overhead charges are costs incurred by the ISF that support mo re than one operating or capital program. Encina’s budget reflects three ISFs: (1) Administration; (2) Laboratory; and, (3) Energy Management. The existence of these ISFs traces back to the 1998 Encina Staffing Reorganization and management’s effort to distinguish between costs required to ensure public health, produce effluent water compliant with NPDES Permit st andards, and maintain the associated Encina Joint System infrastructure from costs associated with administering the Encina Joint System that could be taken on by a Member Agency or a third party administrator (Administrati on), permit compliance activities that could be contracted out (Laboratory), and power that could be purchased from San Diego Gas & Electric (Energy Management).

Administration – The Administration Internal Service Fund provides pr ofessional support services to Encina’s Board of Directors as well as all Operating and Capital Programs. Ad ministration plans and execut es Encina’s business, asset management, and financial plans; provides treasury and accountancy management; is responsible for required and supplemental financial reporting; administers all human resources functions, employee benefits, professional development, and other “Employer of Choice” initiatives; and, supports Encina’s governance activities.

Laboratory – The Laboratory Internal Service Fund is responsible for monitoring and reporting activities required by: (1) Encina’s National Pollutant Discharge Elimination System (NPDES) Permit; (2) perm its related to facilities operated and maintained by Encina staff; (3 ) Encina’s Storm Water Permit; and, (4) permits and contracts related to biosolids use. The Laboratory is also responsible for manageme nt of Encina’s Joint Flow Metering System (JFMS), as well as the sampling and data compilation elements of Encina’s Financial Plan and Revenue Program.

Encina’s Laboratory, which is certified by the State of California’s Environmental Laboratory Accreditation Program, analyzes over 32,000 samples per year including process control, plant influent and effluent, biosolids, industrial user samples, ocean water, storm water, and drinking water. A portion of the analyses is completed under contract for Encina’s Member Agencies, which generated over $169,000 in revenue in FY 2022-23, offsetting operating expenses.

Energy Management – The Energy Management Internal Service Fund utilizes the EWPCF’s power production and heat exchange facilities to maximize the beneficial reuse of digester gas produced in the wastewater treatment process thus minimizing the amount of energy Encina must purchase to operate the EWPCF. EWPCF’s Energy Ma nagement facilities generates about 12 million kilowatt hours of gr een electricity per year from biogas thus providing up to 85% of the electricity required to operate the EWPCF. Encina is a member of the Environmental Protection Agency’s Green Power Partnership and has been ranked in the Top 30 of the Green Power Leadership Club for On-Site Generation since 2011.

Cost Allocation – All ISF costs and revenues are allocated internally to one or more Operating or Capital program on the basis of use. Each Operating and Capital program has its own cost allocation that apportions its net costs the Member Agencies. 55 June 18, 2024
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ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 5100 Salaries 1,987,807$ 1,973,165$ 2,359,114$ 2,464,203$ 24.9% 5200 Benefits 588,947$ 706,168$ 745,833$ 880,407$ 24.7% Total Personnel Expenses 2,576,754$ 2,679,333$ 3,104,947$ 3,344,610$ 24.8% 11001 5445 Telephone 129,625$ 139,302$ 114,321$ -$ -100.0% 11001 5510 Advertising 11,966$ 7,000$ 2,668$ 2,000$ -71.4% 11001 5520 Books and Publications -$ 1,000$ -$ 947$ -5.3% 11001 5810 Employee Recognition 24,251$ 20,000$ 33,172$ -$ -100.0% 11001 5920 Equipment Repair Maint 31,374$ 10,000$ 5,237$ -$ -100.0% 11001 6210 Independent Auditor/Actuary 21,485$ 20,335$ 18,672$ -$ -100.0% 11001 6220 Insurance 448,950$ 584,960$ 610,340$ -$ -100.0% 11001 6420 Legal Services 90,354$ 100,000$ 86,089$ 100,000$ 0.0% 11001 6424 Info Systems: Infrastructure 415,797$ 463,500$ 486,722$ -$ -100.0% 11001 6430 Memberships 69,015$ 68,732$ 68,732$ 37,223$ -45.8% 11001 6440 Mileage Reimbursement 2,248$ 2,000$ 9,379$ -$ -100.0% 11001 6450 Professional Services 257,668$ 353,500$ 315,000$ 23,430$ -93.4% 11001 6830 Materials & Supplies 32,750$ 32,000$ 40,972$ 32,000$ 0.0% 11001 7110 Postage 2,320$ 4,810$ 8,530$ 7,990$ 66.1% 11001 7120 Printing & Reproduction 855$ 2,000$ -$ 2,000$ 0.0% 11001 7310 Safety & Medical Services 1,503$ -$ -$ -$ 0.0% 11001 7410 Subscriptions 4,586$ -$ -$ -$ 0.0% 11001 7610 Professional Development 123,648$ 182,230$ 204,242$ 106,720$ -41.4% 11003 5445 Telephone -$ -$ -$ 11,214$ 0.0% 11003 6210
Independent Auditor/Actuary -$ -$ -$ 22,770$ 0.0% 11003 6220 Insurance -$ -$ -$ 664,415$ 0.0% 11003 6430 Memberships -$ -$ -$ 1,366$ 0.0% 11003 6440 Mileage Reimbursement -$ -$ -$ 3,000$ 0.0% 11003 6450 Professional Services -$ -$ -$ 169,350$ 0.0% 11003 7610 Professional Development -$ -$ -$ 3,500$ 0.0% 11004 5510 Advertising -$ -$ -$ 5,000$ 0.0% 11004 5810 Employee Recognition -$ -$ -$ 30,000$ 0.0% 11004 6430 Memberships -$ -$ -$ 5,838$ 0.0% 11004 6450 Professional Services -$ -$ -$ 45,600$ 0.0% 11004 7610 Professional Development -$ -$ -$ 81,680$ 0.0% 11005 5445 Telephone -$ -$ -$ 128,088$ 0.0% 11005 5920 Equipment Repair Maint -$ -$ -$ 10,000$ 0.0% 11005 6424 Info Systems: Infrastructure -$ -$ -$ 936,668$ 0.0% continued 
OPERATING EXPENSE SUMMARY:

INTERNAL SERVICE FUNDS

PERSONNEL EXPENSES

NON-PERSONNEL EXPENSES
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
57 June 18, 2024
Item #11 Page 447 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 11005 6430 Memberships -$ -$ -$ 390$ 0.0%
11005 7610 Professional Development -$ -$ -$ 11,000$ 0.0% 12001 6120 Fuel & Lube 546$ 695$ 1,682$ 695$ 0.0%
12001 6310 Lab Equipment Repair 36,982$ 39,900$ 60,167$ 43,900$ 10.0% 12001 6320 Lab Minor Equip Replace 1,794$ 2,490$ 10,066$ 9,600$ 285.5% 12001 6330 Lab Supplies 94,431$ 115,900$ 99,460$ 105,100$ -9.3% 12001 6410 Laundry & Uniforms 3,952$ 4,400$ 4,712$ 4,400$ 0.0% 12001 6430 Memberships -$ -$ -$ 3,052$ 0.0%
12001 6450 Professional Services 14,865$ 36,700$ 10,390$ 22,000$ -40.1% 12001 6910 Outside Analysis 22,873$ 46,500$ 10,520$ 17,000$ -63.4% 12001 6911 Effluent Testing 1,978$ 2,000$ 165$ 2,000$ 0.0% 12001 6912 Biosolids Testing 6,481$ 7,950$ 7,546$ 7,700$ -3.1% 12001 6913 Industrial User Testing 31,294$ 52,000$ 40,714$ 53,000$ 1.9% 12001 6920 Permits 6,563$ 15,000$ 21,430$ 19,400$ 29.3% 12001 7120 Printing & Reproduction -$ 600$ 60$ 650$ 8.3% 12001 7330 Specialty Services 13,553$ 14,900$ 11,743$ 16,500$ 10.7% 12001 7610 Professional Development -$ -$ -$ 1,500$ 0.0% 13001 5410 Chemicals 8,372$ 10,556$ 9,399$ 10,600$ 0.4% 13001 5435 Electricity 1,000,647$ 912,232$ 828,363$ 967,741$ 6.1% 13001 5440 Natural Gas 1,374,386$ 1,327,855$ 740,976$ 1,062,607$ -20.0% 13001 6120 Fuel & Lube 29,934$ 35,600$ 56,101$ 35,600$ 0.0% 13001 6230 Janitorial 2,600$ -$ -$ -$ 0.0%
13001 6410
Laundry & Uniforms 1,173$ 1,400$ 1,426$ 1,400$ 0.0% 13001 6730 Non-Specific Repair & Maintenance 18,220$ 25,000$ 21,068$ 27,500$ 10.0% 13001 6920 Permits 18,086$ 19,859$ 35,394$ 25,000$ 25.9% 13001 6940 Planned Maintenance 82,223$ 108,000$ 86,281$ 108,000$ 0.0% 13001 7330 Specialty Services 24,854$ 61,000$ 41,609$ 67,500$ 10.7% 13001 7510 Tools 1,982$ 2,000$ 2,554$ 2,500$ 25.0%
Total Non-Personnel Expenses 4,466,184$ 4,833,906$ 4,105,902$ 5,057,134$ 4.6% Total Operating Expenses 7,042,938$ 7,513,239$ 7,210,849$ 8,401,744$ 11.8%

1. Represents the percentage change from the FY 2023-24 Budget to the FY 2024-25 Proposed Budget.

NON-PERSONNEL EXPENSES (cont.) Actual
FY 2022-23
Budget
FY 2023-24
Projected
FY 2023-24
Proposed
FY 2024-25
%
Change¹
58 June 18, 2024
Item #11 Page 448 of 625

CAPITAL

SECTION
Capital Budget Summary
Capital Improvement Program
Planned Asset Rehabilitation & Replacement
Capital Acquisitions
Remote Facilities Acquisitions & Rehabilitation
Capital Improvement Program - 5 Year Detail
Capital Improvement Program - Est. Carry Forward
Long-Term Capital Financial Plan
June 18, 2024
Item #11 Page 449 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

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60 June 18, 2024
Item #11 Page 450 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

CAPITAL PROGRAM
The Authority’s Capital Program consists of the following elements: (1) EWPCF – Capital Improvements; (2) EWPCF – Planned Asset Rehabilitation & Replacement; (3) EWPCF – Capital Acquisitions; (4) Remote Facilities – Acquisitions & Rehabilitation; (5) Five-Year Capital Improvement Plan; and (6) Twenty Year Capital Improvement Plan.

EWPCF – Capital Improvements – Capital Improvement Projects are those projects that increase or maintain the capacity of the Joint System and require a significant time commitment from staff. These projects regularly span multiple fiscal years and, therefore, unspent appropriations are typically carried fo rward by the Authority’s annual Appropriations Resolution.

Capital Project costs are allocated to Member Agencies based on ownership of the affected facilities. All Capital Projects are studied, designed, and executed pursuant to Encina’s Comprehensive Asset Management Plan.

Encina Wastewater Authority, 2014
EWPCF – Planned Asset Rehabilitation & Replacement – Planned Asset Rehabilitation & Replacement projects extend the useful life of existing Joint System facilities and require a significant time commitment from staff. These projects are typically completed within a fiscal year, however, if a project cannot be completed, the Authority’s annual Appropriations Resolution will identify unspent appropriations to be carried forward. Planned Asset Re placement costs are allocated based on ownership of the affected facilities.

EWPCF – Capital Acquisitions – Capital Acquisitions include the purchase of new items and minor facility projects that maintain the capacity and useful life of existing Joint System fa cilities. Expenditures are allocated based on the benefiting program or internal service fund.

Remote Facilities – Acquisitions & Rehabilitation – Remote Facility Acquisitions and Re habilitation include the purchase of new items and minor facility projects that ma intain the capacity and useful life of existing remote facilit ies operated by the Authority. Expenditures are allocated based on ownership of the affected facilities.

61 June 18, 2024
Item #11 Page 451 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 CAPITAL PROGRAM (cont.)

LONG TERM CAPITAL IMPROVEMENTS
Five-Year Capi
tal Improvement Plan – The Five-Year Capital Improvement Plan includes expenditure projections for current and planned projects expected to require additional approp riations through FY 2028-29, as identified by Encina’s Comprehensive Asset Management Plan (E-CAMP) documents. The Five-Year Capital Improvement Plan is developed and sequenced pursuant to E-CAMP.

Twenty-Year Capital Improvement Plan – The Twenty-Year Capital Improvement Plan includes expenditure projections for current and planned projects expected to require additional appropriations through FY 2043-44.

As planning reports are updated or other information becomes available, the long-term financial schedules may be revised.

Capital Programs may also be modified due to unanticipate d wastewater service requirements by one or more Member Agencies, cost inflation, changes in local population and development growth patterns, and new regulatory requirements. All projections are shown in current year dollars.
62 June 18, 2024
Item #11 Page 452 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Actual FY 2022-23¹ Budget FY 2023-24 Proposed FY 2024-25 EWPCF – Capital Improvements 16,272,257 $ 19,245,000$ 25,072,000$ EWPCF – Planned Asset Rehabilitation & Replacement 1,192,653$ 1,534,200$ 1,729,000$ EWPCF – Capital Acquisitions 420,088$ 368,000$ 720,000$ Remotes Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$ Subtotal 19,179,100$ 22,750,117$ 29,070,500$
Salaries & Benefits 2,964,385$ 3,084,320$ 2,347,081$
Total Capital Expense 22,143,485$ 25,834,437$ 31,417,581$ Actual FY 2022-23¹ Budget FY 2023-24 Proposed FY 2024-25 City of Carlsbad 5,301,587$ 6,389,064$ 7,793,555$
City of Vista 5,804,243$ 6,727,776$ 8,185,279$
Buena Sanitation District 1,681,424$ 1,885,193$ 2,395,413$ Vallecitos Water District 4,522,663$ 5,342,908$ 6,678,308$ City of Encinitas 857,335$ 1,007,443$ 1,264,922$
Leucadia Wastewater District 3,388,966$ 3,982,053$ 5,000,103$ Federal Grant 318,822$ 500,000$ 100,000$
Total Capital Revenue² 21,875,040$ 25,834,437$ 31,417,581$ Actual FY 2022-23¹ Budget FY 2023-24 Proposed FY 2024-25 Liquid Process 1,130,892$ 925,000$ 3,067,000$
Outfall 6,070$ 50,000$ 230,000$
Solids Process 8,311,777$ 4,220,000$ 9,550,000$
Energy Management 462,004$ 800,000$ 2,400,000$
General 4,339,877$ 7,205,000$ 3,400,000$
Technology 1,572,444$ 3,600,000$ 4,600,000$
Professional Services 449,193$ 2,445,000$ 1,825,000$
Total EWPCF – Capital Improvements 16,272,257$ 19,245,000$ 25,072,000$ EWPCF – Planned Asset Rehabilitation & Replacement 1,192,653$ 1,534,200$ 1,729,000$ EWPCF – Capi
tal Acquisitions 420,088$ 368,000$ 720,000$
Remote Facilities – Acquisitions & Rehabilitation 1,294,102$ 1,602,917$ 1,549,500$ Personnel 2,964,385$ 3,084,320$ 2,347,081$
Total Capital Expense 22,143,485$ 25,834,437$ 31,417,581$

1. Actuals for FY 2022-23 include the expenditure of authorized appropriations carried over from the previous year.

2. Revenue difference relates to a $268,445 interest income timing difference that will be net with future year member agency billings.

SUMMARY of CAPITAL

CAPITAL IMPROVEMENT PROGRAM

MULTI-YEAR PROJECTS

ESTIMATED REVENUES
63 June 18, 2024
Item #11 Page 453 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Org Object Project Amount Totals
92102 8300 12009 PSB mechanical Rehab-Short Term 2,300,000$ 92102 8300 13019 Control Strategy Improvements 100,000$ 92102 8300 13024 RAS Box/IJS Rehabilitation 400,000$
92102 8300 14006 Effluen Pump Station Discharge Piping Valves Improvements 267,000$ Total Liquid Process 3,067,000$
92102 8300 21002 Ocean Outfall Maintenance and Inspection-External 130,000$ 92102 8300 21009 Ocean Outfall-84" Repair 100,000$
Total Outfall 230,000$
92102 8300 31006 DAFT Repairs 1,100,000$
92102 8300 31010 Solids Facilities Support System Rehab 900,000$ 92102 8300 32013 Digester Rehabilitation and Improvements 5,000,000$ 92102 8300 32020 Digester 1, 2 & 3 Improvements 350,000$ 92102 8300 33025 Existing Dryer Components Rehabilitation 200,000$ 92102 8300 33030 Existing Dryer Major Rehabilitation 2,000,000$ Total Solids Process 9,550,000$
92102 8300 41005 Cogen Engine Top-End Overhaul 400,000$ 92102 8300 41015 Cogen Engine Catalyst System & Gas Conditionint Facilities 500,000$ 92102 8300 41025 Combined Generator Control Module Repalcement 1,500,000$ Total Energy Management 2,400,000$
92102 8300 51001 Odor & Corrision Control Improvements 600,000$ 92102 8300 51002 ORF Carbon Media Replacement 150,000$
92102 8300 53013 Building Roof Replacements 200,000$
92102 8300 52032 Plant-wide Asset Painting & Coating 150,000$ 92102 8300 52044 Flood Control Channel Restoration 100,000$ 92102 8300 52047 Site Security Factilities - Tier 2-4 150,000$ 92102 8300 53015 Dewatering Building Rehab and Cogen Roof 750,000$ 92102 8300 54005 Implement Minor Condition Assessment Recommendations 150,000$ 92102 8300 54006 As-Needed Contractor Services 1,000,000$ 92102 8300 54007 Miscellaneous Building Rehabilitation 150,000$ Total General 3,400,000$
92102 8300 61206 Secondaries & Effluent Electrical & Controls 3,500,000$ 92102 8300 61210 Heat Dryer Controls Improvements 450,000$ 92102 8300 61514 SCADA Integration Services 265,000$
92102
8300 62708 Document Management System Upgrade 335,000$
92102 8300 62709 Cyber Security & Business System Management Services 50,000$ Total Technology 4,600,000$
92102 8300 81016 Asset Condition Assessments 100,000$
92102 8300 82015 Potable Reuse * 500,000$
92102 8300 82020 Energy Resilience Assessment 100,000$
92102 8300 82025 OT Plan Update 50,000$
92102 8300 80827 Facility Master Plan Update 100,000$
92102 8300 84001 Extension of Staff Engineering Services 525,000$ 92102 8300 84002 Research and Development Services 100,000$ 92102 8300 84012 Air Permitting Assistance 200,000$
92102 8300 84019 CMMS/Asset Mgmt 150,000$
Total Professional Services 1,825,000$
Total EWPCF – Capital Improvements 25,072,000$
* Project is supported by Federal grant revenue.

Description
EWPCF – CAPITAL IMPROVEMENTS
64 June 18, 2024
Item #11 Page 454 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Org Object Project Description Amount
80002 8010 80711 General Plant Projects 323,000$
General Plant Repairs & Unplanned Repair 170,000$
Plant Security Services 83,000$
Door Hinge and Lock Repair 30,000$
Replace Plant Lighting 20,000$
Maintenance Building Floor Replacement 20,000$
80002 8020 80040 TWAS & DAF System Projects 83,000$
TWAS Pump Rebuild 55,000$
DAF Pressurization Pump rebuild 18,000$
DAF Poly Pump Rebuild 4,000$
Plug Valve Replacement 6,000$
80002 8030 80811 Water Systems Projects 255,000$
Water Systems Pump Rebuild (2W, 3W, 3WL, 3WLC) 150,000$ 3WL Strainer Rotating Assembly Replacement 100,000$
Chlorine Pump Rebuild 5,000$
80002 8050 80098 Primary Area Projects 219,000$
Primary Sludge Pump Replacement 30,000$
Primary Sed Tank Parts 30,000$
Sludge Pump Rebuild Kit 26,000$
Primary Area Tank Drainage Pump Rebuild 5,000$
Plant Drainage Rebuild 10,000$
Primary Grinder Rebuild 14,000$
Grit Pump Rebuilds (2) 40,000$
Ferric / Polymer Pumps (2) 10,000$
Replace Valves in Gallery (8"=5, 6"=5) 14,000$
Bar Screen and Washer compacter wear parts 40,000$
80002 8050 80209 FOG System Projects 99,000$
FOG Metering Pump Replacement 15,000$
Recirc Pump Rebuild 14,000$
FOG Transporter (Lobe Pump) Rebuild 70,000$
80002 8060 80185 Secondary Area Projects 269,000$
Flow Meter Replacement 50,000$
RAS Pump Replacement 25,000$
Aeration Basin DO Probe Replacements (1 basin) 60,000$
WAS Pump Rebuild 15,000$
Effluent Motor Rehab 10,000$
ATS Replacement SEEPS Building 45,000$
SEEPS Return Actuator 24,000$
Rewire RAS 1-8 LIT 20,000$
SEEPS Wetwell LIT & Level Switch Low Replacement 20,000$ EWPCF – PLANNED ASSET REHABILITATION & REPLACEMENT
65 June 18, 2024
Item #11 Page 455 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Org Object Project Description Amount
80002 8070 80195 Digester Area Projects 135,000$
Digester Mix Pump Rebuild 60,000$
Digester Transfer Pump Rebuild 12,000$
Digester #2 Recirculation Pump Rebuild 14,000$
Digester Hot Water Pump Replacement 5,000$
Gas Equipment Maintenance (with LIT) 20,000$
Digester Heat Recirculation Pump Rebuild 14,000$
Digester Mix Pump Minor Rebuild 10,000$
80002 8080 80419 Centrifuge Feed Pit Projects 30,000$
Centrifuge Feed Pump Grinder Rebuild 15,000$
Centrifuge Feed Pump Motor Rebuild 15,000$
80002 8080 80264 Solids Processing Equipment Projects 198,000$ Cake Pump Rebuild 40,000$
RTO Media Replacement 30,000$
HD Furnace Safety Inspection 8,000$
Misc. Motors 20,000$
Furnace obsolete parts (NG Liner valve, Maxon, valves) 25,000$ Condenser Mist Eliminators replacement due to wear 10,000$ Replacement of mixer plows due to wear 30,000$
Shaker Screen Parts 25,000$
Air Dryer Replacement 10,000$
80002 8090 80394 Cogeneration System Projects 118,000$
Heatloop Pump Repair 15,000$
UPS Repair and Warranty 15,000$
Cogen Air Compressor Replacement 35,000$
AHU Fan Assembly Co-Gen (Replacement Parts) 21,000$
Breakers for Jacket Water Heaters 32,000$
Total EWPCF – Planned Asset Rehabilitation & Replacement 1,729,000$ 66 June 18, 2024
Item #11 Page 456 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Org Object Project Description Amount
23002 7710 70010 Information Technology 151,000$
Computer Replacement 40,000$
Network Hardware Repair 30,000$
SCADA Clients 15,000$
Cyber Security Password Manager 55,000$
Studio 5000-Troubleshoot Old SCADA 11,000$
23002 7730 70023 New Equipment 360,000$
Misc. Motor Replacements 40,000$
Vehicle Replacement (2 - EV Trucks) 120,000$
EV Charger 40,000$
New Boom Lift-Compliance 70,000$
Process Monitoring TOC Analyzer (Headworks) 60,000$
Cart Rehab/Replacement 30,000$
23002 7730 70033 Operations & Administration Building 100,000$ Executive Conference Room Chairs 10,000$
Portable Analyzer - Testo 350 10,000$
Lab Exhaust Fans (3)-Compliance 60,000$
Refrigerated Sampler for Influent Monitoring 20,000$
23002 7750 70300 EWPCF Plant 109,000$
Handheld Valve Actuator-Safety 13,000$
Remote Circuit Breaker Switch-Safety 21,000$
Lifting Gantry -Safety 12,000$
Man Lift-Heat Dryer Building -Safety 13,000$
Centrifuge Rehabilitation 50,000$
Total EWPCF – Capital Acquisitions 720,000$
EWPCF – CAPITAL ACQUISITIONS
67 June 18, 2024
Item #11 Page 457 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Org Object Project Amount Totals
31002 7750 70850 AHLS - Minor (Mech / St ructural) Rehabilitation 50,000$ 31002 7750 70864 AHLS - Minor Electrical & In strumentation Rehabilitation 50,000$ 31002 7750 70870 AHLS - Integration Assistance 30,000$
31002 7750 70830 AHLS - Grinder Rebuild 30,000$
31002 7750 70840 AHLS - Pump and Motor Rebuild 90,000$
31002 7750 70860 AHLS - VFD Repairs 15,000$
31002 7750 70862 AHLS - Coatings and Paintings 7,000$
31002 7750 70880 AHLS - R-CAMP Study Update 17,500$
31002 7750 AHLS - Fan over the Wetwell-NEW 20,000$
Total AHLS 309,500$
37002 7750 70841 BCPS - Minor Electrical Instrume ntation & Control Rehabilitation 50,000$ 37002 7750 70851 BCPS - Minor Mechan ical Rehabilitation 40,000$ 37002 7750 70855 BCPS - Minor Structural Rehabilitation 20,000$ 37002 7750 70990 BCPS - Grinder Rebuild 30,000$
37002 7750 71000 BCPS - Sewage Pump Rebuild 30,000$
37002 7750 71010 BCPS - Sewage Pump Motor Rebuild 6,500$ 37002 7750 71060 BCPS - Integration Assistance 20,000$
37002 7750 71040 BCPS - Unplanned Minor Rehabilitation 10,000$ 37002 7750 71030 BCPS - Coatings and Paintings 20,000$
37002 7750 71050 BCPS - VFD Repairs 15,000$
37002 7750 70980 BCPS - R-CAMP Study Update 43,750$
Total BCPS 285,250$
32002 7750 70811 BVPS - Minor Electrical Instrume ntation & Control Rehabilitation 30,000$ 32002 7750 70812 BVPS - Minor Mechan ical Rehabilitation 20,000$ 32002 7750 70825 BVPS - Minor Struct ural Rehabilitation 60,000$ 32002 7750 70360 BVPS - Grinder Rebuild 60,000$
32002 7750 70219 BVPS - Sewage Pump & Motor Rebuild 45,000$ 32002 7750 70920 BVPS - Coatings and Paintings 20,000$
32002 7750 70930 BVPS - Unplanned Minor Rehabilitation 10,000$ 32002 7750 70940 BVPS - Integration Assistance 20,000$
32002 7750 70960 BVPS - VFD Repairs 15,000$
32002 7750 70980 BVPS - R-CAMP Study Update 61,250$
Total BVPS 341,250$
38002 7750 71091 CWRF - Miscellaneous Service Requests 13,000$ 38002 7750 71111 CWRF - Minor Electrical Instrume ntation & Control Rehabilitation 40,000$ 38002 7750 71081 CWRF - Minor Struct ural Rehabilitation 80,000$ 38002 7750 71120 CWRF - Coatings and Paintings 140,000$ 38002 7750 71110 CWRF - Unplanned Minor Rehabilitation 15,000$ 38002 7750 71160 CWRF - Integration Assistance 75,000$
38002 7750 71130 CWRF - VFD Repairs 15,000$
38002 7750 71150 CWRF - Forsta Filter Spare Parts 20,000$ 38002 7750 71150 CWRF - UF Parts (Actuators, Sensors, Air System) 15,000$ 38002 7750 71170 CWRF - R-CAMP Study Update 35,000$
Tot
al CWRF 448,000$
REMOTE FACILITIES – ACQUISITIONS & REHABILITATION
Description
68 June 18, 2024
Item #11 Page 458 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Org Object Project Amount TotalsDescription
39002 7750 70398 RBPS - Minor Mechan ical Rehabilitation 15,000 $ 39002 7750 71191 RBPS - Minor Struct ural Rehabilitation 30,000 $ 39002 7750 71180 RBPS - Grinder Rebuild 30,000 $
39002 7750 71211 RBPS - Sewage Pump & Motor Rebuild 30,000 $ 39002 7750 71220 RBPS - Coatings and Paintings 1,000 $
39002 7750 71200 RBPS - Unplanned Minor Rehabilitation 7,000$ 39002 7750 71240 RBPS - Integration Assistance 20,000$
39002 7750 71210 RBPS - VFD Repairs 15,000$
39002 7750 71260 RBPS - R-CAMP Study Update 17,500$
Total RBPS 165,500$
Total Remote Facilities – Capital Acquisitions & Rehabilitation 1,549,500$ 69 June 18, 2024
Item #11 Page 459 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 EWPCF – CAPITAL IMPROVEMENTS, FIVE-YEAR DETAIL
Project Name Status
Project
Number
Prior
Appropriation¹ Transfers²
Total Prior
Appropriation
Total Prior
Expenditures³
Balance as of
Mar. 2024⁴
FY 2024-25
Appropriation
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
Total
Appropriations
In Progress
PSB Mechanical Rehab - Short Term IP 12009 800,000$ (10,000)$ 790,000$ 185,866$ 604,134$ 2,300,000$ 4,100,000$ 3,800,000$ -$ -$ 10,990,000$ Secondary Clarifiers and Strainers Improvements IP 13007 7,847,105 212,201 8,059,306 8,014,546 44,760 - - - - - 8,059,306 Aeration Basin Minor Repairs (Diffuser Replacements) IP 13023 460,846 - 460,846 112,364 348,482 - - - - - 460,846 84-inch Outfall Repair IP 21009 50,000 - 50,000 - 50,000 100,000 - - - - 150,000 DAFT Repairs IP 31006 4,290,435 - 4,290,435 2,769,107 1,521,328 1,100,000 - - - - 5,390,435 DAFT Repairs: Phase II & Solids Facilities Support System IP 31010 200,000 - 200,000 - 200,000 900,000 5,500,000 6,100,000 5,500,000 - 18,200,000 Digester Rehabilitation and Improvements IP 32013 21,784,208 - 21,784,208 18,912,133 2,872,075 5,000,000 - - - - 26,784,208 Dryer Safety Improvements IP
33026 1,898,080 52,962 1,951,042 1,850,236 100,806 - - - - - 1,951,042 Biosolids Management Plan Update IP 33027 350,000 - 350,000 344,077 5,923 - - - - - 350,000 Existing Dryer Major Rehabilitation IP 33030 - 261,017 261,017 104 260,913 2,000,000 2,500,000 - - - 4,761,017 Cogen Engine Full Overhaul IP 41007 2,324,412 - 2,324,412 2,324,412 - - - - - - 2,324,412 Alternative Fuels Receiving Facility Improvements IP 41023 400,000 - 400,000 - 400,000 - - - - - 400,000 Automate Main Breakers in Cogen IP 41024 249,000 1,858 250,858 236,323 14,535 - - - - - 250,858 Combined Generator Control Module Replacement IP 41025 250,000 167,802 417,802 163,905 253,897 1,500,000 - - - - 1,917,802 ORF I System Rehabilitation & Odor and Corrosion Control IP 51001 881,993 12,000 893,993 585,395 308,598 600,000 1,400,000 5, 500,000 4,000,000 - 12,393,993
ORF II Treatment System Improvements IP 51014 782,200 54,679 836,879 823,348 13,531 - - - - - 836,879 Odor Control Improvements IP 51016 324,172 (34,213) 289,959 206,005 83,954 - - - - - 289,959 Site Security Facilities-Tier 1 IP 52012 885,435 (100,000) 785,435 419,161 366,274 - - - - - 785,435 Climate Control at MCCs and Cogen Building IP 52021 4,574,250 17,871 4,592,121 4,592,121 - - - - - - 4,592,121 Building Roof Replacement(Secondary, Chlorine, Headworks) IP 53013 1,850,000 360,000 2,210,000 1,090,584 1,119,416 200,000 - - - - 2,410,000 Admin Building HVAC Rehab IP 53004 6,037,375 88,637 6,126,012 5,637,832 488,180 - - - - - 6,126,012 Flood Control Channel Restoration IP 52044 100,000 - 100,000 70,481 29,519 100,000 - - - - 200,000 Dewatering Building Reabilitation (and Cogen Roof) IP 53015 250,000 - 250,000 - 250,000 750,000 - - - - 1,000,000 Network Improvements5 IP 61205 4,272,693 (39,310) 4,233,384 4,176,923 56,461 - - - - - 4,233,384 Secondaries & Effluent Electrical & Controls Improvements IP 61206 1,406,000 - 1,406,000 769,853 636,147 3,500,000 5,000,000 4,500,000 - - 14,406,000 Cogen Electrical and Controls Improvements IP 61207 600,000 (120,000) 480,000 47,521 432,479 - - - - - 480,000 CPS/SEEPS Controls Improvements IP 61208 244,000 - 244,000 209,414 34,586 - - - - - 244,000 Blower Controls Improvements IP 61209 225,000 42,410 267,410 259,917 7,493 - - - - - 267,410 Heat Dryer Controls Improvements IP 61210 450,000 - 450,000 - 450,000 450,000 - - - - 900,000 Chlorine Building and EPS Electrical and Controls Improvements IP 61211 434,000 - 434,000 433,908 92 - - - - - 434,000 Centrifuge & Ancillary Systems Control Improvements IP 61212 300,000 - 300,000 - 300,000 - - - - - 300,000 Load Shed Controls Improvements IP 61214 50,000 (6,000) 44,000 41,737 2,263 - - - - - 44, 000
Host Server Replacement-OT IP 62706 350,000 - 350,000 - 350,000 - - - 460,000 - 810,000 IT Business Network Conversion IP 62710 550,000 (50,000) 500,000 - 500,000 - - - - - 500,000 Potable Reuse Pilot6 IP 82015 1,578,850 (249,916) 1,328,934 1,032,023 296,911 500,000 - - - - 1,828,934 Energy Resilience Assessment IP 82020 400,000 32,369 432,369 149,032 283,337 100,000 - - - - 532,369 Peak Flow Mgmt and Eq Storage IP 82021 46,795 - 46,795 46,795 - - - - - - 46,795 Potable Reuse Strategic Plan IP 82022 - 249,916 249,916 102,826 147,090 - - - - - 249,916 OT Plan Update IP 82025 50,000 - 50,000 7,235 42,765 50,000 - - - - 100,000 Heat Dryer HAZOP IP 82028 75,000 - 75,000 - 75,000 - - - - - 75,000 IT Plan Update IP 82030 100,000 - 100,000 58,500 41,500 - 50,000 - - - 150,000 Potable Water Systems Improvements IP 82034 50,000 - 50,000 - 50,000 - - - - - 50,000 Electronic Operations Man & Doc Mgt IP 84008 162,865 - 162,865 142,865 20,000 - - - - - 162,865 Total In Progre
ss 67,934,714$ 944,283$ 68,878,997$ 55,816,549$ 13,062,448$ 19,150,000$ 18,550,000$ 19,900,000$ 9,960,000$ -$ 136,438,997 $ Recurring Projects
Ocean Outfall Maintenance and Inspection - External RP 21002 139,848$ -$ 139,848$ 116,016$ 23,832$ 130,000$ -$ 130,000 $ -$ 130,000 $ 529,848$ Ocean Outfall Bathymetric Survey - External RP 21005 - - - - - - - 142,000 - - 142,000 Ocean Outfall - Internal Integrity Assessment RP 21006 - - - - - - - 280,000 - - 280,000 70 June 18, 2024
Item #11 Page 460 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 EWPCF – CAPITAL IMPROVEMENTS, FIVE-YEAR DETAIL
Project Name Status
Project
Number
Prior
Appropriation¹ Transfers²
Total Prior
Appropriation
Total Prior
Expenditures³
Balance as of
Mar. 2024⁴
FY 2024-25
Appropriation
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
Total
Appropriations
84-inch Outfall Inspection - Internal RP 21007 - - - - - - - 215,000 - - 215,000 Digester Cleaning Cycle RP 32018 - - - - - - - - 1,000,000 1,000,000 2,000,000 Exsiting Dryer Compenents Rehab RP 33025 566,015 (67,871) 498,144 247,151 250,993 200,000 200,000 200,000 200,000 200,000 1,498,144 Cogen Engine Top-End Overhaul RP 41005 1,680,943 4,591 1,685,534 1,276,200 409,334 400,000 - - 400,000 400,000 2,885,534 Cogen Engine In-Frame Overhaul RP 41006 - - - - - - 875,000 875,000 - - 1,750,000 ORF Carbon Media Replacement RP 51002 808,113 (6,840) 801,273 648,017 153,256 150,000 150,000 150,000 150,000 150,000 1,551,273 Plant-Wide Asset Painting and Protective Coating RP 52032 1,108,000 - 1,108,000 956,743 151,257 150,000 150,000 150,000 150,000 150,000 1,858,000 Site Security Facilities -Tier 2-4 RP 52047 150,000 - 150,000 - 150,000 150,000 150,000 150,000 150,000 150,000 900,000 Implement Minor Condition Assessment Recommendations RP 54005 737,255 (238,000) 499,255 49,440 449,815 150,000 150, 000 150,000 150,000 150,000 1,249,255 As-Needed Contractor Services RP 54006 3,857,790 (280,358) 3,577,432 3,077,934 499,498 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 8,577,432 Miscellaneous Building Rehabilitation RP 54007 600,000 (122,000) 478,000 377,616 100,384 150,000 150,000 150,000 150,000 150,000 1,228,000 As-Needed SCADA Integration Services RP 61514 1,190,222 - 1,190,222 992,837 197,385 265,000 200,000 200,000 200,000 200,000 2,255,222 Host Server Replacement-IT RP 62705 - - - - - - 440,000 - 500,000 - 940,000 Backup Host Servers RP 62707 - - - - - - 100,000 - - - 100,000 Document Mangement System Upgrade RP 62708 555,000 - 555,000 284,195 270,805 335,000 100,000 20,000 20,000 20,000 1,050,000 Cyber Security and Business System Management Services RP 62709 700,000 - 700,000 373,015 326,985 50,000 150,000 150,000 150,000 150,000 1,350,000 Asset Condition Assessments RP 81016 189,189 (25,000) 164,189 99,457 64, 732 100,000 100,000 100,000 100,000 100,000 664,189 E-CAMP Update/Condition Assessment RP 83001 893,235 - 893,235 603,695 289,540 - 250,000 - 250,000 - 1,393,235 Extension of Staff Engineering Services RP 84001 4,684,895 - 4,684,895 3,821,044 863,851 525,000 525,000 525,000 525,000 525,000 7,309,895 Research and Development Projects Services RP 84002 720,420 - 720,420 537,324 183,096 100,000 100,000 100,000 100,000 100,000 1,220,420 Air Permitting Assistance RP 84012 259,250 - 259,250 32,772 226,478 200,000 25,000 25,000 25,000 25,000 559,250 CMMS/Asset Management RP 84019 - - - - - 150,000 150,000 50,000 50,000 50,000 450,000 Total Recurring Projects 18,840,175$ (735,478)$ 18,104,697$ 13,493,456$ 4,611,241$ 4,205,000$ 4,965,000$ 4,762,000$ 5,270,000$ 4,650,000$ 41,956,697$ New Projects
Control Strategy Improvements NP 13019 -$ -$ -$ -$ -$ 100,000$ -$ -$ -$ -$ 100,000$ RAS Box/IJS Rehabilitation NP 13024 - - - - - 400,000 2,600,000 - - - 3,000,000 Effluent Pump Station Discharg
e Piping Valves NP 14006 - - - - - 267,000 401,000 - - - 668,000 Digester 1, 2 & 3 Improvements NP 32020 220,000 (220,000) - - - 350,000 2,550,000 4,700,000 11,800,000 20,200,000 39,600,000 Cogen Engine Catalyst System and Gas Conditioning Facilities NP 41015 150,000 (80,171) 69,829 - 69,829 500,000 3,000,000 4,500,000 4,200,000 - 12,269,829 Facility Master Plan Update NP 82027 - - - - - 100,000 400,000 - - - 500,000 Total New Projects 370,000$ (300,171)$ 69,829$ -$ 69,829$ 1,717,000$ 8,951,000$ 9,200,000$ 16,000,000$ 20,200,000$ 56,137,829$ Future Projects
Primary Scum and Centrate Pipeline Replacement5 FP 12010 170,000$ -$ 170,000$ 170,000$ -$ -$ -$ -$ -$ 308,000$ 478,000$ Primary Sludge Pumping Upgrades FP 12013 -$ -$ - - - - - - 397,000 - 397,000 Primary Sludge Pumping Second Header Pipe FP 12015 - - - - - - - - - 951,000 951,000 SC 7-Conversion from EQ to Clarifier FP 13008 - - - - - - - - 890,000 2,669,000 3,559,000 Turbo Blower Upgrade FP 41022 - - - - - - - - 2,000,000 2,500,000 4,500,000 Plant Waste Stream Rerouting FP 52026 - - - - - - 75,000 - - - 75,000 Potable Water Systems FP 52034 - - - - - - - - - - - 2W System and Sand Filter Repl. (Independent Metering) FP 52037 - - - - - - - 1,266,000 - - 1,266,000 Climate Change Action Plan Update FP 82023 - - - - - - - 100,000 - - 100,000 Source Control Program Evaluation FP 82024 - - - - - - - 85, 000 - - 85,000 Technology Master Plan Update FP 82029 - - - - - - 125,000 125,000 - - 250,000 Total Future Projects 170,000$ -$ 170,000$ 170,000$ -$ -$ 200,000$ 1,576,000$ 3,287,000$ 6,428,000$ 11,661,000$ Total Unidentified Future Projects7 N/A -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Total Capital Improvements 87,314,889$ (91,366)$ 87,223,523$ 69,480,005$ 17,743,518$ 25,072,000$ 32,666,000$ 35,438,000$ 34,517,000$ 31,278,000$ 246,194,523$ 71 June 18, 2024
Item #11 Page 461 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 EWPCF – CAPITAL IMPROVEMENTS, FIVE-YEAR DETAIL
Project Name Status
Project
Number
Prior
Appropriation¹ Transfers²
Total Prior
Appropriation
Total Prior
Expenditures³
Balance as of
Mar. 2024⁴
FY 2024-25
Appropriation
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
Total
Appropriations
In Progress IP 67,934,714$ 944,283$ 68,878,997$ 55,816,549$ 13,062,448$ 19,150,000$ 18,550,000$ 19,900,000$ 9,960,000$ -$ 136,438,997 $ Recurring Project RP 18,840,175 (735,478) 18,104,697 13,493,456 4,611,241 4,205,000 4,965,000 4,762,000 5,270,000 4,650,000 41,956,697 New Project NP 370,000 (300,171) 69,829 - 69,829 1,717,000 8,951,000 9,200,000 16,000,000 20,200,000 56,137,829 Future Project FP 170,000 - 170,000 170,000 - - 200,000 1,576,000 3,287,000 6,428,000 11,661,000 - - - - - - - - - - -
Notes: - - - - - -

1. Historical data based on available information from when Munis was implemented over 10 years ago.

2. Reflects transfers occuring after the FY 2023-24 published budget document and may include transfers to/from projects now closed. The transfers are due to project timining differences and in lieu of appropriation requests to minimize cash flow impacts.

3. Includes actual expenditures through mid-March 2024.

4. The estimated carryforward includes encumbrances and available balance through mid-March 2024 and may vary based on actual spending through fiscal year end.

5. Represent prior projects with current activity not included in FY 2023-24 published budget document.

6. Partially offset by Federal grant revenues.

7. Represents anticipated expenditures based on historical experience that have not yet been assigned to a specific project. 72 June 18, 2024
Item #11 Page 462 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2024-25
Appropriation
Estimated
FY 2024-25
Appropriation⁴
Liquid Process (1xxxx)
PSB Mechanical Rehab - Short Term 12009 790,000$ 310,077$ 479,923$ 2,300,000$ 2,779,923$ Primary Scum and Centrate Pipeline Replacement5 12010 170,000 170,000 - - - Secondary Clarifiers and Strainers Improvements 13007 8,059,306 8,052,107 7,199 - 7,199 Control Strategy Improvements 13019 - - - 100,000 100,000 Aeration Basin Minor Repairs (Diffuser Replacements) 13023 460,846 460,417 429 - 429 RAS Box/IJS Rehabilitation 13024 - - - 400,000 400,000 Effluent Pump Station Discharge Piping Valves 14006 - - - 267,000 267,000 Total Liquid Process 9,480,152$ 8,992,601$ 487,551$ 3,067,000$ 3,554,551$ Outfall (2xxxx)
Ocean Outfall Maintenance and Inspection - External 21002 139,848$ 121,867$ 17,981$ 130,000$ 147,981$ Ocean Outfall Bathymetric Survey - External 21005 - - - - - Ocean Outfall - Internal Integrity Assessment 21006 - - - - - 84-inch Outfall Repair 21009 50,000 50,000 - 100,000 100,000 Total Outfall 189,848$ 171,867$ 17,981$ 230,000$ 247,981$ Solids Process (3xxxx)
DAFT Repairs 31006 4,290,435$ 4,290,435$ - $ 1,100,000$ 1,100,000$ DAFT Repairs-Phase II 31010 200,000 75,000 125,000 900,000 1,025,000 Digester Rehabilitation and Improvements 32013 21,784,208 20,983,955 800,253 5,000,000 5,800,253 Digester Cleaning Cycle 32018 - - - - -
Digester 1, 2 & 3 Improvements 32020 - - - 350,000 350,000 Exsiting Dryer Compenents Rehab 33025 498,144 372,648 125,496 200,000 325,496 Dryer Safety Improvements 33026 1,951,042 1,950,236 806 - 806 Biosolids Management Plan Update 33027 350,000 349,577 423 - 423 Existing Dryer Major Rehabilitation 33030 261,017 261,000 17 2,000,000 2,000,017 Total Solids Process 29,334,846$ 28,282,851$ 1,051,995$ 9,550,000$ 10,601,995$ 73 June 18, 2024
Item #11 Page 463 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2024-25
Appropriation
Estimated
FY 2024-25
Appropriation⁴
Energy Management (4xxxx)
Cogen Engine Top-End Overhaul 41005 1,685,534 $ 1,685,534 $ - $ 400,000$ 400,000$ Cogen Engine In-Frame Overhaul 41006 - - - - -
Cogen Engine Full Overhaul 41007 2,324,412 2,324,412 - - - Cogen Engine Catalyst System and Gas Conditioning Facilities 41015 69,829 - 69,829 500,000 569,829 Alternative Fuels Receiving Facility Improvements 41023 400,000 150,000 250,000 - 250,000 Automate Main Breakers in Cogen 41024 250,858 236,323 14,535 - 14,535 Combined Generator Control Module Replacement 41025 417,802 417,802 - 1,500,000 1,500,000 Total Energy Management 5,148,435$ 4,814,071$ 334,364$ 2,400,000$ 2,734,364$ General (5xxxx)
ORF I System Rehabilitation 51001 893,993$ 836,387$ 57,606$ 600,000$ 657,606$ ORF Carbon Media Replacement 51002 801,273 753,685 47,588 150,000 197,588 ORF II Treatment System Improvements 51014 836,879 836,848 31 - 31 Odor Control Improvements 51016 289,959 247,982 41,977 - 41,977 Site Security Facilities-Tier 1 52012 785,435 604,161 181,274 - 181,274 Climate Control at MCCs and Cogen Building 52021 4,592,121 4,592,121 - - - Building Roof Replacement(Secondary, Chlorine, Headworks) 53013 2,210,000 1,867,289 342,711 200,000 542,711 Admin Building HVAC Rehab 53004 6,126,012 6,041,046 84,966 - 84,966 Plant-Wide Asset Painting and Protective Coating 52032 1,108,000 1,106,743 1,257 150,000 151,257 Potable Water Systems 52034 - - - - -
Flood Control Channel Restoration 52044 100,000 85,240 14,760 100,000 114,760 Site Security Facilities -Tier 2-4 52047 150,000 75,000 75,000 150,000 225,000 Dewatering Building Reabilitation (and Cogen Roof) 53015 250,000 - 250,000 750,000 1,000,000 Implement Minor Condition Assessment Recommendations 54005 499,255 274,348 224,907 150,000 374,907 As-Needed Contractor Services 54006 3,577,432 3,577,432 - 1,000,000 1,000,000 Miscellaneous Building Rehabilitation 54007 478,000 452,806 25,194 150,000 175,194 Total General 22,698,359$ 21,351,088$ 1,347,271$ 3,400,000$ 4,747,271$ 74 June 18, 2024
Item #11 Page 464 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2024-25
Appropriation
Estimated
FY 2024-25
Appropriation⁴
Technology (6xxxx)
Network Improvements5 61205 4,233,384$ 4,181,923$ 51,461$ -$ 51,461$ Secondaries & Effluent Electrical & Controls Improvements 61206 1,406,000 1,405,869 131 3,500,000 3,500,131 Cogen Electrical and Controls Improvements 61207 480,000 480,000 - - - CPS/SEEPS Controls Improvements 61208 244,000 239,631 4,369 - 4,369 Blower Controls Improvements 61209 267,410 267,102 308 - 308 Heat Dryer Controls Improvements 61210 450,000 300,000 150,000 450,000 600,000 Chlorine Building and EPS Electrical and Controls Improvements 61211 434,000 433,908 92 - 92 Centrifuge & Ancillary Systems Control Improvements 61212 300,000 - 300,000 - 300,000 Load Shed Controls Improvements 61214 44,000 41,737 2,263 - 2,263 As-Needed SCADA Integration Services 61514 1,190,222 1,114,952 75,270 265,000 340,270 Host Server Replacement-IT 62705 - - - - - Host Server Replacement-OT 62706 350,000 - 350,000 - 350,000 Backup Host Servers 62707 - - - - - Document Mangement System Upgrade 62708 555,000 553,445 1,555 335,000 336,555 Cyber Security and Business System Management Services 62709 700,000 540,475 159,525 50,000 209,525 IT Business Network Conversion 62710 500,000 250,000 250,000 - 250,000 Total Technology 11,154,015$ 9,809,041$ 1,344,974$ 4,600,000$ 5,944,974$ Professional Services (8xxxx)
Asset Condition Assessments 81016 164,189$ 163,457$ 732$ 100,000$ 100,732$ Potable Reuse Study6 82015 1,328,934 1,228,137 100,797 500,000 600,797 Energy Resilience Assessment 82020 432,369 432,369 - 100,000 100,000 Peak Flow Mgmt and Eq Storage 82021 46,795 46,795 - - - Potable Reuse Strategic Plan 82022 249,916 249,916 - - - Climate Change Action Plan Update 82023 - - - - - OT Plan Update 82025 50,000 49,525 475 50,000 50,475 Facility Master Plan Update 82027 - - - 100,000 100,000 75 June 18, 2024
Item #11 Page 465 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2024-25
Appropriation
Estimated
FY 2024-25
Appropriation⁴
Heat Dryer HAZOP 82028 75,000 - 75,000 - 75,000 Technology Master Plan Update 82029 - - - - -
IT Plan Update 82030 100,000 86,940 13,060 - 13,060 Potable Water Systems Improvements 82034 50,000 - 50,000 - 50,000 E-CAMP Update/Condition Assessment 83001 893,235 777,709 115,526 - 115,526 Extension of Staff Engineering Services 84001 4,684,895 4,199,141 485,754 525,000 1,010,754 Research and Development Projects Services 84002 720,420 628,872 91,548 100,000 191,548 Electronic Operations Man & Doc Mgt 84008 162,865 162,865 - - - Air Permitting Assistance 84012 259,250 82,772 176,478 200,000 376,478 CMMS/Asset Management 84019 - - - 150,000 150,000 Total Professional Services 9,217,868$ 8,108,498$ 1,109,370$ 1,825,000$ 2,934,370$ Total Unidentified Future Projects7 N/A -$ - $ - $ - $ -$ Total Capital Improvements 87,223,523$ 81,530,017$ 5,693,506$ 25,072,000$ 30,765,506$ Notes:

1. Historical data based on available information from when Munis was implemented over 10 years ago.

2. Includes estimated expenditures through June 2024. Actual expenditures through June 2024 will vary.

3. The estimated carryforward includes encumbrances and may vary based on actual spending through fiscal year end.

5. Represent prior projects with current activity not included in FY 2023-24 published budget document.

6. Partially offset by Federal grant revenues.

7. Represents anticipated expenditures based on historical experience that have not yet been assigned to a specific project.

4. Amounts shown here represent the FY 2024-25 Appropriation plus Estimated Carry Forward. The actual carry forwards plus FY 2024-25 Appropriations will vary based on actual expenditures through June 2024. Does not include Planned Asset Replacement, Capital Acquisitions, Remotes, or Personnel appropriations shown on other schedules.
76 June 18, 2024
Item #11 Page 466 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25 Fiscal Year
EWPCF
Capital
Improvements
EWPCF
Planned Asset
Rehabilitation &
Replacement
EWPCF
Capital Acquisitions
Remote Facilities
Acquisitions &
Rehabilitation
Personnel
Expense Total1
2025 25,072,000$ 1,729,000$ 720,000$ 1,549,500$ 2,347,081$ 31,417,581$ 2026 32,666,000$ 1,815,000$ 405,000$ 1,170,800$ 2,429,000$ 38,485,800$ 2027 35,438,000$ 1,906,000$ 425,000$ 939,500$ 2,514,000$ 41,222,500$ 2028 34,517,000$ 2,001,000$ 446,000$ 1,179,500$ 2,602,000$ 40,745,500$ 2029 31,278,000$ 2,101,000$ 468,000$ 1,007,500$ 2,693,000$ 37,547,500$ 5 Year Total 158,971,000$ 9,552,000$ 2,464,000$ 5,846,800$ 12,585,081$ 189,418,881$ 2030 35,000,000$ 2,206,000$ 491,000$ 1,058,000$ 2,787,000$ 41,542,000$ 2031 50,000,000$ 2,316,000$ 516,000$ 1,111,000$ 2,885,000$ 56,828,000$ 2032 55,000,000$ 2,432,000$ 542,000$ 1,167,000$ 2,986,000$ 62,127,000$ 2033 60,000,000$ 2,554,000$ 569,000$ 1,225,000$ 3,091,000$ 67,439,000$ 2034 40,000,000$ 2,682,000$ 597,000$ 1,286,000$ 3,199,000$ 47,764,000$ 2035 - 2039 191,000,000$ 15,561,000$ 3,464,000$ 7,461,000$ 17,755,000$ 235,241,000$ 2040 - 2044 191,000,000$ 19,861,000$ 4,420,000$ 9,519,000$ 21,085,000$ 245,885,000$ 20 Year Total 780,971,000$ 57,164,000$ 13,063,000$ 28,673,800$ 66,373,081$ 946,244,881$

1. Future year costs are shown in current year dollars.

LONG-TERM CAPITAL FINANCIAL PLAN
5 YEAR and 20 YEAR CAPITAL BUDGET
77 June 18, 2024
Item #11 Page 467 of 625
ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2024-25

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78 June 18, 2024
Item #11 Page 468 of 625

APPENDIX
Member Agency Resolutions
Appropriation & Controls Resolution
Salary & Benefit Resolution
June 18, 2024
Item #11 Page 469 of 625
RESOLUTION NO. 2024-149

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, DETERMINING THAT THE FISCAL YEAR 2024-25 CAPITAL

IMPROVEMENT PROGRAM IS CONSISTENT WITH THE GENERAL PLAN

AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital Improvement Program for FY 2024-25 and has held such public hearings as are necessary prior to adoption of the Capital Improvement Program; and
WHEREAS, on June 18, 2024, the City Council reviewed for consistency with the General Plan goals and policies all Capital projects receiving an allocation of funds for FY 2024-25 pursuant to Carlsbad Municipal Code Section 2.24.040(8); and
WHEREAS, the City Council also reviewed the FY 2024-25 Capital Improvement Program projects for consistency with applicable Climate Action Plan measures and actions; and WHEREAS, upon hearing and considering all testimony and arguments, if any, of all persons desiring to be heard, the City Council considered all factors relating to the City Council determination.

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 based on the evidence presented at the hearing, the City Council determines that the Capital Improvement Program for FY 2024-25 is consistent with the General Plan based on the following findings:
a) The projects are consistent with the goals and policies of the city's General Plan in that the projects are required to ensure the provision of adequate public facilities and services concurrent with or prior to need.

Exhibit 15
June 18, 2024 Item #11 Page 470 of 625
b} The projects are consistent with applicable goals and policies of the Arts, History, Culture, and Education; Land Use and Community Design; Mobility; Public Safety; and Sustainability Elements, as described in Attachment A.
c} Specific projects are consistent with, and support Climate Action Plan greenhouse gas reduction measures and actions, if applicable, as described in Attachment A. d} As required by the General Plan, the proposed improvements are consistent with the city's Growth Management Plan in that the projects ensure that the necessary improvements are provided for facilities maintenance, park development, recycled water, sewer and storm drain projects, and circulation systems, in accordance with the performance standards contained in the city's Growth Management regulations.

3. This action is final as of the date this resolution is adopted by the City Council.

The Provisions of Chapter 1.16 of the Carlsbad Municipal Code, "Time Limits for Judicial Review" shall apply:
"NOTICE"
The time within which judicial review of this decision must be sought is governed by Code of Civil Procedure, Section 1094.6, which has been made applicable in the City of Carlsbad by Carlsbad Municipal Code Chapter 1.16. Any petition or other action seeking review must be filed in the appropriate court not later than the ninetieth day following the date on which this decision becomes final; however, if within ten days after the decision becomes final a request for the record is filed with a deposit in an amount sufficient to cover the estimated cost or preparation of such record, the time within which such petition may be filed in court is extended to not later than the thirtieth day following the date on which the record is either personally delivered or mailed to the party, or his attorney of record, if he has one. A written request for the preparation of the record of the proceedings shall be filed with the City Clerk, City of Carlsbad, 1200 Carlsbad Village Drive, Carlsbad, CA 92008.

June 18, 2024 Item #11 Page 471 of 625
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 18th day of June, 2024, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.

NONE.

June 18, 2024 Item #11 Page 472 of 625
Att achment A

NEW CAPITAL IMPROVEMENT PROJECTS
Ca
rlsbad Municipal Water District Building
and Site Improvements
Council District: 2
Managing Department:

Utilities
Budget Category:

Maintenance
Funding Source:

Water, Recycled Water and
Sewer Replacement Funds
Budget
FY25 $ 600,000
FY26 $ 200,000
TOTAL $ 800,000
About This Project
Interior and exterior building, warehouse and site improvements for storage, site security, charging station for electric vehicle and forklift, paving for materials storage and electric forklift operation, restroom, locker room, drinking fountain, and remodel of interior finishes.

Project Need
The office building and warehouse need remodeling and new amenities for safety, security, storage, and privacy and to accommodate electric vehicle charging.

Ge
neral 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
This project is consistent with Measure L, Increase zero-emission vehicle travel.

Ant
icipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of use.

June 18, 2024
Item #11 Page 473 of 625
Carlsbad Water Recycling Facility
Improvements

Council District: 3
Managing Department: Utilities
Budget Category: Maintenance
Funding Source: Recycled Water
Replacement, Recycled Water
Connection Funds

Budget
FY25 $ 350,000

TOTAL $ 350,000

About This Project
Feasibility study to evaluate best available technologies for future equipment upgrades and forecasted recycled water demands in the event of reduced supply from alternative sources.

Project Need
The study will evaluate best available technologies and capacities for recycled water production at CWRF and supplementation with alternative sources.

General Plan Consistency
Goal 9-G.4 of the Sustainability Element: Reduce the city’s reliance on imported water.

Climate Action Plan Consistency
This project is consistent with Measure N, Reduce the GHG intensity of water supply conveyance, treatment and delivery.

Anticipated Environmental Review
The feasibility study itself would not be defined as a “project” under CEQA (CEQA Guidelines Section 15378 (b)(5)), but the proposed project that results from the study will need further environmental 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).

June 18, 2024
Item #11 Page 474 of 625
Downtown Tile Replacement

Council District: 1
Managing Department:

Transportation
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund

Budget
FY25 $ 250,000

TOTAL $ 250,000

About This Project
Sidewalk tiles are antiquated, damaged or broken and are detaching in multiple locations throughout the Village area and along portions of Carlsbad Boulevard.

Project Need
Damaged tiles are a safety concern and may create potential tripping hazards.

General Plan Consistency
Policy 3-P.26 of the Mobility Element: Identify and implement necessary pedestrian improvements on streets where pedestrians are to be accommodated per Table 3-1, with special emphasis on providing safer access to schools, parks, community and recreation centers, shopping districts, and other appropriate facilities.

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.

June 18, 2024
Item #11 Page 475 of 625
Fire Station 5 Renovation

Council District: 2
Managing Department:

Facilities
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund

Budget
FY25 $ 150,000
FY25 $ 2,000,000

TOTAL $ 2,150,000

About This Project
Replace roof, renovate kitchen, exterior finishes, remodel bathrooms, replace apparatus bay door and remove epoxy flooring, interior and exterior finishes.

Project Need
Many of the building systems have reached the end of their useful life cycle.

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 project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of use.

June 18, 2024
Item #11 Page 476 of 625
Flower Fields Overlook Sidewalk Replacement

Council District: 2
Managing Department:

Transportation
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund

Budget
FY25 $ 250,000

TOTAL $ 250,000

About This Project
Sidewalk replacement with root and base modification.

Project Need
Aging trees are lifting the sidewalk in multiple areas causing tripping hazards and safety concerns throughout the entire walkway. The area is a high foot traffic walkway and is a high tourism location.

Climate Action Plan Consistency
Not applicable.

June 18, 2024
Item #11 Page 477 of 625
Green Paint Maintenance

Council District: Citywide
Managing Department: Transportation
Budget Category: Maintenance
Funding Source: General Capital Construction

Budget
FY25 $ 250,000

TOTAL $ 250,000

About This Project
As part of the Safer Streets Together program, the city installed painted green bike lanes in various locations throughout the city. Green paint maintenance is expected to range from annual to bi-annual service per location, depending on the paint lifespan. Green paint locations are projected to grow exponentially as the city strives to promote safe routes to school and continue implementing paint upgrades to our roadways.

Project Need
Green paint lifespan is dramatically lower than other intersection paint due to the frequency of turning and slowing vehicles, degrading the paint. Our in-house efforts are projected not to be able to perform the required maintenance, i.e., refreshing the paint. Staff project nearly ¾ to all green paint refreshing services will have to be contracted out.

General Plan Consistency
Policy 3-P.25 of the Mobility Element: Implement the projects recommended in the pedestrian, trails and bicycle master plans through the city’s capital improvement program, private development conditions and other appropriate mechanisms.

Climate Action Plan Consistency
This project is consistent with Measure K, Promote Transportation Demand Management.

June 18, 2024
Item #11 Page 478 of 625

La Costa Avenue Box Culvert Cleaning

Council District: 4
Managing Department:

Transportation
Budget Category: Maintenance
Funding Source: General
Capital Construction

Budget
FY25 $ 275,000

TOTAL $ 275,000

About This Project
Feasibility study to evaluate and assess the scope of necessary debris removal and other culvert clearing activities in order to develop the project design and determine permitting requirements.

Project Need
The project is needed to clean an impacted storm drain asset.

General Plan Consistency
Goal 6-G.1 of the Public Safety Element: Minimize injury, loss of life, and damage to property resulting from fire, flood, sea-level rise, hazardous material release, or seismic disasters.

Climate Action Plan Consistency
Not applicable.

June 18, 2024
Item #11 Page 479 of 625
Magee Park Building Restoration

Council District: 1
Managing Department:

Facilities
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund

Budget
FY25 $ 200,000

TOTAL $ 200,000

About This Project
Perform select restoration work to several of the buildings in the park. The work consists mostly of repairing termite damage and minor refurbishing of existing systems. Work will be within the footprint of existing facilities and is characterized as in-kind replacement.

Project Need
Restoration work is needed per the condition assessment.

General Plan Consistency
Policy 7-P.5 of the Arts, History, Culture, and Education Element: Encourage the rehabilitation of qualified historic structures through application of the California Historical Building Code.

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of use.

June 18, 2024
Item #11 Page 480 of 625
Parks Maintenance Program

Council District: Citywide
Managing Department: Parks
Budget Category: Maintenance
Funding Source: Infrastructure Replacement
Fund

Budget
FY25 $ 644,000 design
$1,503,000 construction

TOTAL $ 2,147,000

About This Project
This program will address ongoing maintenance and infrastructure needs for parks and recreation. The types of work that will be done under this project include design and construction of sidewalk replacements within the park footprint, tennis court lighting, existing playground re-surfacing and replacement in kind of playground equipment, fencing replacements, and lighting controller replacements.

Project Need
Various parks and recreation facilities are in need of ongoing maintenance updates throughout the city.

General Plan Consistency
Policy 4-G.6 of the Open Space, Conservation, and Recreation Element: Offer a wide variety of recreational activities and park facilities designed to encourage educational benefits and active or passive participation by users of all ages and interests.

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of use.

June 18, 2024
Item #11 Page 481 of 625
Paseo Del Norte Pedestrian and Bike
Improvements

Council District: 3
Managing Department:

Transportation
Budget Category: Capital
Project
Funding Source: Gas Tax, State
Grant

Budget
FY25 $ 180,000

TOTAL $ 180,000

About This Project
This project will enhance pedestrian and bike safety on Paseo Del Norte between Palomar Airport Road and Sea Gate Road by reducing the number of travel lanes from four to two, adding bike buffers, widening bike lanes and adding an uncontrolled crosswalk in the vicinity of Tip-Top Meat and Motel 6.

Project Need
This project was identified in the city’s Local Roadway Safety Plan as one of the priority safety improvement projects. The project has been selected by Caltrans for the Highway Safety Improvement Program (HSIP) fund in the amount of $593,900 for design and construction of the project with a requirement of 10% local matching funds.

General Plan Consistency
Policy 3-P.17 of the Mobility Element: Consider innovative design and program solutions to improve the mobility, efficiency, connectivity, and safety of the transportation system. Innovative design solutions include, but are not limited to, traffic calming devices, roundabouts, traffic circles, curb extensions, separated bicycle infrastructure, pedestrian scramble intersections, high visibility pedestrian treatments and infrastructure, and traffic signal coordination...

Climate Action Plan Consistency
This project is consistent with Measure K, Promote Transportation Demand Management.

June 18, 2024
Item #11 Page 482 of 625
Police and Fire Headquarters Parking Lot and
Exterior Improvements

Council District: 2
Managing Department:

Facilities
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund

Budget
FY25 $ 120,000

TOTAL $ 120,000

About This Project
Secure the northeasterly 24 parking spots of the parking lot between the Police and Fire Headquarters and Skate Park and create access improvements to the southeasterly access point of the Police and Fire Headquarters building. Install fencing, improved lighting, secured access and hardscape improvements.

Project Need
Project will increase security and improve access in the parking lot.

General Plan Consistency
Goal 2-G.3 o f the Public Safety Element: Maintain safety services that are responsive to citizens’ needs to ensure a safe and secure environment for people and property in the community.

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(a) – Minor alteration of existing facilities, including exterior alterations, that involve negligible or no expansion of use.

June 18, 2024
Item #11 Page 483 of 625
Schools Traffic Safety Program

Council District: Citywide
Managing Department: Transportation
Budget Category: Capital Project
Funding Source: Gas Tax, Federal Grant

Budget
FY25 $ 1,100,000

TOTAL $ 1,100,000

About This Project
Install high-visibility crosswalks and speed cushions near schools with support from federal grant funding.

Project Need
Address speed concerns on all streets designed as “School Streets” in the General Plan’s Mobility Element.

Climate Action Plan Consistency
This project is consistent with Measure K, Promote Transportation Demand Management.

June 18, 2024
Item #11 Page 484 of 625

Synthetic Turf Replacement

Council District: 1, 2, 3
Managing Department: Parks
Budget Category: Maintenance
Funding Source: Infrastructure Replacement
Fund

Budget
FY25 $ 1,800,000
FY26 $ 4,258,000
FY27 $ 1,955,000

TOTAL $ 8,013,000

About This Project
Replace synthetic turf fields at the following parks: Alga Norte, Aviara, Poinsettia, and Pine.

Project Need
Synthetic turf fields have an expected useful life of 10 years. The fields at these locations will have reached the end of useful life and will need to be replaced.

General Plan Consistency
Goal 4-G.6 of the Open Space, Conservation, and Recreation Element: Offer a wide variety of recreational activities and park facilities designed to encourage educational benefits and active or passive participation by users of all ages and interests.

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The project is exempt from environmental review per CEQA Guidelines Section 15301(d) – Repair, maintenance, and minor alteration of existing facilities, including restoration of deteriorated or damaged facilities, involving negligible or no expansion of use.

June 18, 2024
Item #11 Page 485 of 625
RESOLUTION NO. 2024-150

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

CALIFORNIA, 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 FISCAL YEAR 2024-25
WHEREAS, the state Legislature enacted Senate Bill 1 (SB 1), referred to as the Road Repair and Accountability Act of 2017, in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the city residents are aware of projects proposed for funding as well as those projects that have been completed each fiscal year; and
WHEREAS, the city must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project's completion and the estimated useful life of the improvement; and WHEREAS, staff estimate the city will receive $2,900,000 in Road Maintenance and Rehabilitation Account funding during FY 2024-25; and
WHEREAS, an available fund balance of $228,000 exists, which when added with the FY 2024- 25 estimated revenue projection of $2,900,000 results in a total Road Maintenance and Rehabilitation Account funding of $3,128,000, which includes $228,000 of unallocated funding; and WHEREAS, this will be the eighth year in which the city will receive Road Maintenance and Rehabilitation Account funding, which will enable the city to continue essential road maintenance and rehabilitation projects thereby increasing access and mobility options for the traveling public; and WHEREAS, the city has undergone a process to solicit public input into the community's transportation priorities as part of the Capital Improvement Program approval process; and WHEREAS, the city utilizes a pavement management system to ensure that Road Maintenance and Rehabilitation Account revenues are being used in a prioritized and cost-effective manner; and WHEREAS, the funding from the Road Maintenance and Rehabilitation Account will help the city maintain and rehabilitate its network of roads and provide concrete improvements and similar projects in the future; and
Exhibit 16
June 18, 2024 Item #11 Page 486 of 625
WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found that the city's streets and roads are in a good condition and this revenue will help the city increase the overall quality of its road system; and
WHEREAS, the Road Maintenance and Rehabilitation Account project list and overall investment in local streets and roads infrastructure with a focus on basic maintenance and safety will have a significant benefit to the community.

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

1. 2.

That the above recitations are true and correct.

That the Pavement Management Program, CIP Project No. 6001, as further described herein, will be funded in part with FY 2024-25 Road Maintenance and Rehabilitation Account revenues:
a. Project Title: Pavement Overlay and Slurry Projects
b. Description: resurface and rehabilitate a selection of publicly maintained streets on an annual basis
c. Location: various residential streets throughout the city based on pavement condition, including the following collector and arterial streets:
i. El Camino Real between Oceanside City Limit and Marron Road ii. El Camino Real between Marron Road and Chestnut Avenue iii. El Camino Real between Levante Street and Encinitas City Limit iv. Paseo Del Norte between Cannon Road and Palomar Airport Road v. Paseo Del Norte between Camino de las Ondas and Poinsettia Lane vi. The Crossings Drive between Palomar Airport Road and the end of the drive vii. El Fuerte Street between Faraday Avenue and approximately 1,000 feet south of Rancho Pancho
viii. Bressi Ranch Way between El Fuerte Street and Paradise Road ix. Batiquitos Drive between Kestrel Drive and Aviara Parkway x. Calle Barcelona between Encinitas City Limit and Calle Acervo xi. Rancho Sante Fe Road between Camino Alvaro and Calle Barcelona

June 18, 2024 Item #11 Page 487 of 625
xii. Camino De Los Coches between Rancho Santa Fe Road and La Costa Avenue
xiii. Harding Street between Grand Avenue and Oak Avenue xiv. Tamarack Avenue between Knollwood Drive and Saddle Drive xv. Faraday Avenue between El Camino Real and Orion Way xvi. Palomar Airport Road (eastbound lanes) between 1-5 and El Camino Real d. Estimated Project Schedule: July 2024 -June 2025
e. Estimated Usef\,JI Life: fog seal has a useful life of approximately three years, slurry seal has a useful life of approximately five years, and asphalt concrete overlay has a useful life of approximately 20 years

3. That the Concrete Replacement Program, CIP Project No. 6013, as further described herein, will be funded in part with FY 2024-25 Road Maintenance and Rehabilitation Account revenues:
a. Project Title: Concrete Replacement Program
b. Description: repair and replace broken and uplifted concrete in the public right of way
c. Location: various residential locations throughout the city based on concrete condition, including locations along the following collector and arterial streets:
i. Bressi Ranch Way between El Fuerte Street and Paradise Road ii. Tamarack Avenue between Knollwood Drive and Saddle Drive iii. Faraday Avenue between El Camino Real and Orion Way iv. Lower Boardwalk along Carlsbad Boulevard between Pine Avenue to Tamarack Avenue
d. Estimated Project Schedule: July 2024 -June 2025
e. Estimated Useful Life: concrete improvements typically have a useful life of approximately SO years

4. That funding to allocate Road Maintenance and Rehabilitation Account funding in the amount of $2,450,000 to the Pavement Management Program, CIP Project No. 6001, and $580,000 to the Concrete Replacement Program, CIP Project No. 6013 was incorporated into the in the FY 2024-25 CIP budget.

June 18, 2024 Item #11 Page 488 of 625
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 18th day of June, 2024, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.

NONE.

KEITH BLACKBURN, Mayor
SHERRY
(SEAL)

June 18, 2024 Item #11 Page 489 of 625
RESOLUTION NO. 2024-151

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

CALIFORNIA, AUTHORIZING A BUDGET AMENDMENT TO THE TYLER COURT

APARTMENT FUND FOR EMERGENCY REPAIRS AT THE TYLER COURT SENIOR

APARTMENTS
WHEREAS, on September 30, 1999, the Redevelopment Agency of the City of Carlsbad purchased the Tyler Court Senior Apartment Complex for the purpose of providing permanent affordable housing for very low-income senior citizens in Carlsbad; and WHEREAS, the Housing and Redevelopment Commission established a Tyler Court Senior Apartments reserve fund for the operations and/or repairs, renovations, capital improvements or other related activities for Tyler Court Senior Apartments as deemed appropriate by the Agency's Executive Director and/or designee; and
WHEREAS, the Housing and Redevelopment Commission previously authorized that it is appropriate and necessary to contract for outside professional services for exclusive day-to-day management of the Tyler Court Senior Apartments, which includes ongoing maintenance, repairs and capital improvements; and
WHEREAS, in 2012, ownership of the property was transferred from the Carlsbad Redevelopment Agency to the City of Carlsbad as a result of the dissolution of the Redevelopment Agency per State law; and
WHEREAS, the City of Carlsbad is committed to continuing to provide a suitable living environment and to expand economic opportunities for the city's low-income residents as is outlined in the Community Development Block Grant Action Plan; and WHEREAS, the Tyler Court Senior Apartments is in need of several critical capital repairs, which costs exceed the available operating budget.

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 the City Manager or designee is authorized to appropriate $40,000 to the Tyler Court Apartment Fund's FY 2023-24 operating budget for necessary repairs at the Tyler Court Apartment Complex.

Exhibit 17
June 18, 2024 Item #11 Page 490 of 625
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 18th day of June, 2024, by the following vote, to wit:

AYES:

NAYS:

ABSTAIN:

ABSENT:

BLACKBURN, BHAT-PATEL, ACOSTA, BURKHOLDER, LUNA.

NONE.

June 18, 2024 Item #11 Page 491 of 625
Exh ibit 18

OPERATING BUDGET OVERVIEW
Thi
s section includes a summary of the revenues and expenditures included in the fiscal year 2024-25 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. Financial tables are presented to the nearest hundred thousand; rounding differences may exist.

Deta
iled summaries of department services and expenditures are included within the five main sections of the operating budget following this overview. The five city branches include:
• Public Safety
• Public Works
• Community Services
• Administrative Services
• Policy & Leadership
Info
rmation 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 .

Info
rmation 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.

June 18, 2024
Item #11 Page 492 of 625
B-2

OPERATING BUDGET REVENUE SUMMARY

The Operating Budget for fiscal year
2024-25 totals $419.0 million, with
revenues for the year estimated at
$415.9 million. General Fund
revenues are estimated at $239.1
million and General Fund budgeted
expenditures are $238.5 million,
which includes an additional $13.8
million in one-time transfers to the
General Capital Construction Fund
and $7.0 million to the Workers’
Compensation Fund. Excluding the
one-time uses of General Fund
surplus, the General Fund budgeted
operating expenditures are $217.7 million.

Revenue estimates for the Operating Budget indicate the city will receive a total of $ 415.9 million in fiscal year 2024-25, a change of 4.0% or $16.0 million above the estimated fiscal year 2023-24 revenues. General Fund revenues are expected to increase by $27.0 million compared to the prior year’s adopted revenues and $4.2 million or 1.8% compared to fiscal year 2023-24 estimates. Special Revenue funds are projected to decrease by 10.4% or $2.5 million over fiscal year 2023-24 estimates.

Enterprise Fund revenues are projected to increase by 8.0% or $7.5 million in the upcoming fiscal year. Internal service funds are increasing over the prior year’s adopted budget and to fiscal year 2023-24 estimates. This is primarily driven by one-time transfers in from the General Fund to fund Workers’ Compensation, in addition to increasing revenue collections due to increasing costs across all internal service funds. The Successor Agency Housing Trust is no longer receiving any material revenue as the loan owed to the General Fund has now been fully repaid. More detailed information on the city’s revenue sources is provided in the following discussion.

The following table shows the total operating revenues anticipated to be received by the city for fiscal year 2023-24, as well as those budgeted for fiscal year 2024-25.

Estimated Budgeted $ %
2023-24 2024-25 Change Ch ange
General Fund 234.9$ 239.1$ 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%

REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
June 18, 2024
Item #11 Page 493 of 625
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 city fully recovered from the COVID-19 pandemic’s adverse fiscal impacts by fiscal year 2022-23.

Immediately following the pandemic and during the city’s fiscal recovery, economic uncertainty spiked from unprecedented inflationary increases. Between March of 2021 and November of 2023, the consumer price index for the San Diego region experienced continual inflationary increases ranging between 4.1% and 8.3%. Generally, during periods of high inflation, consumer demand diminishes which may negatively impact revenues sources like sales tax, transient occupancy tax and charges for services. To account for this, revenue estimates for both fiscal year 2022-23 and 2023-24 were set conservatively; however, pent-up demand and increased levels of personal saving during the pandemic allowed consumer demand to sustain higher prices for goods and services. Based on current fiscal year 2023-24 revenue estimates, inflation has not yet negatively impacted the city’s revenue sources. However, as personal savings accumulated during the pandemic is absorbed by pent-up demand and inflation, we are beginning to see a slowdown, particularly with sales tax and transient occupancy tax revenues. The Federal Reserve has also taken swift action in response to inflation, increasing interest rate ranges from 0.25% - 0.50% to 5.25% - 5.50% in just over a one-year period. Resultingly, inflation has decreased, but the Federal Reserve will continue to monitor inflationary data before considering any rate reductions. The risk of recession is still prevalent and continued inflationary increases indicate 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, or TOT. Sales tax and TOT revenues tend to be much more sensitive to changes in economic conditions, unlike property tax revenues, which remain relatively stable because of the mitigating effect of Proposition 13, which limits annual growth in assessed values.

Property tax, the largest source of General Fund revenues, is expected to grow by $3.1 million, or

3.4%, over last year’s estimates. While the residential real estate market in Carlsbad has seen significant increases in values in recent years, the growth has continued to cool off. Commercial property assessed values are expected to remain relatively flat as the increase in interest rates has created immense Estimated Budgeted $ %
2023-24 2024-25 Change Cha nge
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% 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 20.2% All Other Revenue 30.3 29.5 (0.8) -2.7% Total 234.9$ 239.1$ 4.2$ 1.8%

GENERAL FUND REVENUES
(In Millions)
June 18, 2024
Item #11 Page 494 of 625
B-4
uncertainty in the sector. In response to the unprecedented inflationary increases experienced over the last three years, the Federal Reserve’s interest rate hikes have made purchasing a home more difficult for borrowers. While demand remains relatively high both locally and around the state and although median home values in Carlsbad have increased to $1.5 million as of March 2024, changes to interest rate targets will likely have an impact on home values during the upcoming fiscal year . Proposition 8 allows owners to have their property temporarily revalued if market value is lower than the factored base year value, posing a risk that commercial property values could temporarily decrease.

Assessed values on the residential real estate side are expected to grow modestly, capped by California’s Proposition 13. Adopted in 1978, Proposition 13 limits the annual increase in assessed values for property. Under this proposition, assessed values (and the related property tax) can grow by no more than 2% per year. The value upon which the tax is based is only increased to the full market value upon the sale of a property. In recent years, residential activity has been driven by low interest rates on mortgages, pent-up demand that built during the shutdown and an increase in the ability to work remotely. Now, increasing rates and diminishing pent-up demand as we move past the pandemic will likely have adverse impacts compared to prior periods. Based on resale data from Zillow, the median price of a single-family residence in Carlsbad is $1.5 million, up by 12.0% year over year as of March 2024.

Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be received for fiscal year 2024-25 are based on assessed values as of January 1, 2024.

Property taxes tend to grow slowly unless there is a significant amount of development -related activity. In past decades the city has seen robust growth in property tax revenue due to new 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. $-
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$ Millions
Fiscal Year
Property and Sales Tax Revenues
Property tax Sales tax
June 18, 2024
Item #11 Page 495 of 625
B-5
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 since 2021. The restrictions resulting from the COVID-19 pandemic led to increases in segments like auto sales, construction, drug store sales, chemical products, food markets and recreational products, while others like restaurants and general retail took a major hit. With the pandemic and its fiscal impacts behind us, the uncertainty stems from lingering inflation, whether the rise in interest rates will lower inflation levels adequately, and the timing for when the Federal Reserve will begin lowering interest rate t argets in the future.

Sales tax revenues improved markedly up until fiscal year 2019-20, peaking in fiscal year 2018-19 at $40.8 million. The onset of the pandemic in March 2020 resulted in swift reductions in sales tax revenues and the city ended the year with $38 million in sales tax revenues. During fiscal year 2020- 21, sales tax levels generally correlated with shelter-in-place mandates. As restrictions were lifted, the city’s sales tax levels recovered—the city ended fiscal year 2020-21 with $44 million in sales tax revenues. Fiscal year 2021-22 experienced the most accelerated recovery, ending the year at a historic high of $51.2 million in sales tax revenues. The fiscal year 2022-23 and 2023-24 sales tax estimates reflected uncertainty surrounding market and economic conditions like inflation and impacts to disposable income. Despite the levels of inflation, growth has been positive over this period; however, we are beginning to see some industry groups cool off compared to previous periods. With inflation still increasing at a rate higher than desired by the Federal Reserve as well as existing recessionary risk, staff have proposed a conservative estimate of $59.4 million in budgeted revenue for fiscal year 2024-25 which represents an increase of $0.5 million, or 0.8%, over fiscal year 2023-24 estimates.

Transportation,

34.4%
Construction, 1.7%
General Retail,

18.8%
Miscellaneous,

0.5%
Restaurants &
Markets, 14.1%
Business to Business,

12.9%
County Pool,

17.6%
Sales Tax by Category
Fourth Quarter 2023
June 18, 2024
Item #11 Page 496 of 625
B-6
As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation (comprised heavily of new auto sales) and general retail sectors, which combined , account for over half of the 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 have grown steadily and reached a high of $17.1 million for the four quarters ended December 31, 2023. 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 as of calendar year 2022, but growth has leveled off during calendar year 2023.

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

The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT or hotel tax. TOT was the revenue category most adversely impacted by COVID-19. From historic highs of $26 million in fiscal year 2018-19, the city experienced year-over-year decreases of 27% and 16%. Recovery from the pandemic was estimated conservatively; however, fiscal year 2021 -22 proved otherwise, reaching a historic high of $32.4 million driven by the easing of restrictions, pent- up demand and an increase in average daily room rates. This trend continued in fiscal year 2022- 23, whereby actual revenues exceeded conservative estimates that were applied to account for sustained levels of unprecedented inflation. Fiscal year 2023-24 is the first year in which year-over- year quarterly comparisons indicate a revenue slow down. It is estimated that fiscal year 2023- 24 revenues will exceed the prior year, but future growth may be tempered by inflation, tourism demand and its impact on average daily room rates.

Franchise Tax revenue has grown moderately in recent years and is projected at $8.9 million in fiscal year 2024-25. 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 has experienced minor revenue increases that mirror growth in population and changes in rate structures. Cable TV franchise revenue is expected to remain relatively consistent from $ 2.0 million in $22
$24
$26
$19
$16
$32
$34 $35 $35
$-
$5
$10
$15
$20
$25
$30
$35
$40
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$ Millions
Fiscal Year
Transient Occupancy Taxes
June 18, 2024
Item #11 Page 497 of 625
B-7
fiscal year 2023-24 to $2.1 million in fiscal year 2024-25. This revenue source will most likely remain stable or decline in future years as more subscribers cut cable services and move to online streaming services.

In April 2021, a new franchise agreement for solid waste was approved with Republic Services of San Diego. The city receives 7.5% of revenues collected as well as an annual payment of $0.8 million in support of AB 939 and $1.3 million storm water fee. The increase in fiscal year 2024-25 is relatively modest compared to the increase experienced in fiscal year 2022-23 that was driven by the $0.8 million payment to assist with AB 939.

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

Business license taxes are closely tied to the health of the local economy and are projected to increase to $6.6 million in fiscal year 2024-25. This represents growth of $0.2 million or 3% when compared to last year’s current estimates. Increases in business license taxes correlate with sales tax revenue increases as businesses either pay taxes based on the amount of their gross receipts or based on set fees. There are currently about 9,529 licensed businesses in the City of Carlsbad, 63 less than in the prior year with 6,630 of them located in the city.

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

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 2024-25 the city expects a
16% increase in development related revenues to
approximately $3.4 million. This follows lower than
anticipated development activity occurring in fiscal
year 2023-24. The projected increase in
development-related revenues is tied to the volume
and type of development projected to be permitted,
multi-family versus single-family, and the revenues
derived from building fees which occur in the early
stages of development. Increases applied to these
charges for services are made in accordance with City
Council Policy No. 95 – Cost Recovery.

June 18, 2024
Item #11 Page 498 of 625
B-8
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 decrease by 10.9% compared to the prior year’s adopted budget, as a result of the city’s regular update to its citywide cost allocation, which drives the revenue allocations.

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 $ 4.1 million in interest on its General Fund investments for fiscal year 2024-25 and another $3.0 million in rental and lease income.

The yield on the city’s portfolio is forecasted to average 2.4% 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 $0.4 million over last year’s estimates, from $7.2 million to $7.7 million. This increase is driven by a combination of the Fire Department’s recent fee study implementation, the addition of two medical transports , the Ground Emergency Medical Transportation Certified Public Expenditure Program, which helps cover uncompensated costs for Medi-Cal fee-for-service transports, and the participation in the Public Provider Ground Emergency Medical Transport Intergovernmental Transfer Program which will provide add -on reimbursement payments to help cover uncompensated costs in the future.

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 $1.7 million in transfer taxes for fiscal year 2024-25 which is a 3.2% increase from fiscal year 2023-24 estimates. The residential real estate market continues to remain strong; however, this will likely be influenced by the Federal Reserve’s actions regarding interest rates. Housing prices in Carlsbad have increased in recent months and inventories are expected to remain low due to the insulated local demand.

Other intergovernmental revenues include miscellaneous receipts received from the state or federal governments as well as local school districts. With the city receiving its two annual American Rescue Plan Act payments in fiscal 2020-21 and fiscal year 2021-22 totaling $12.6 million, intergovernmental revenues decreased substantially in fiscal year 2022-23 and are expected to remain relatively consistent in fiscal year 2024-25, in line with last year’s estimates.

The
All other revenues category includes fines and forfeitures, transfers in, miscellaneous reimbursed expenses, and other charges and fees. The estimate for fiscal year 2023-24 totals $0.5 million and is expected at $0.25 million in fiscal year 2024-25.

June 18, 2024
Item #11 Page 499 of 625
B-9

Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $4.2 million or 1.8% from fiscal year 2023-24 estimates. The General Fund’s primary tax revenues are estimated to increase conservatively over last year’s estimates to account for the current economic uncertainty and risk of recession. Despite lingering inflation, the General Fund’s total revenues are expected to be bolstered by stable property tax values, a diversified sales tax base, and the implementation of the city’s cost recovery policy which increases fees for services in line with appropriate cost recovery levels.

Other Funds
Revenues from Special Revenue funds are expected to total $21.9 million, a decrease of $2.5 million or 10.4% from fiscal year 2023-24 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) $152 $159
$179 $174 $182
$199
$226 $233 $239
$-
$50
$100
$150
$200
$250
$300
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$ Millions
Fiscal Year
General Fund Revenues
June 18, 2024
Item #11 Page 500 of 625
B-10
Compared to the fiscal year 2023-24 adopted budget, the most noteworthy changes in the Special Revenue funds occurred in the Encampment Resolution Fund, whereby the city received $2.4 million of one-time grant revenue in fiscal year 2023-24 that it will not receive again in fiscal year 2024-25.

The other significant change is in the Rental Assistance Fund, where increases of $1.0 million are expected to occur compared to fiscal year 2023-24 estimates. These revenues are primarily funded from federal grants.

There is no revenue budgeted in the Successor Agency Housing Trust Fund, other than interest income from remaining funds. Although the Carlsbad Redevelopment Agency has been dissolved, the California Department of Finance has approved the repayment of the approximately $8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation Refunding Bonds. All outstanding loans and interest accrued hav e been paid to the city by the end of fiscal year 2020-21 and debt service payments were completed in fiscal year 2023-24.

Enterprise fund revenues for fiscal year 2024-25 are projected at $101.9 million representing an increase of 8.0% or $7.5 million over fiscal year 2023-24 estimates. The revenue breakdown by activity is shown in the graph below.

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

The
Water Enterprise Fund revenue for fiscal year 2024-25 is estimated at $50.1 million representing an increase of $2.5 million or 5.3% when compared to fiscal year 2023-24 revenue estimates. This is driven by increases in water delivery charges. Projected revenues for Recycled Water of $11.1 million are expected to increase by $1.4 million or 14.4% as minor customer growth is expected and a 1% rate increase is forecasted.

Rental Assistance $13.2M,
61%
Affordable Housing
$0.7M, 3%
Public Safety Grants
$0.5M, 2%
CDBG
$0.6M, 3%
Maintenance Districts
$4.5M, 21%
Donations and Grants
$0.4M, 2%
Permanent Local Housing
Allocation
$0.5M, 2%
Tyler Court Apartments
$0.8M, 3% All others
$0.7M, 3%
Special Revenue Funds
FY 2024-25 Budgeted Revenues $21.9 Million
June 18, 2024
Item #11 Page 501 of 625
B-11

Forecasted revenues for Wastewater are $25.9 million representing a 14.2% or $3.2 million increase over fiscal year 2023-24 estimates. 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 $11.3 million, a slight increase of $0.3 million or 3.1% when compared to fiscal year 2023-24 estimates.

Solid Waste Management revenues are projected at $3.4 million, consistent with fiscal year 2023-24 estimates.

Internal Service funds project estimated revenues of $53.1 million for fiscal year 2024-25 representing an increase of 14.8% or $6.9 million over fiscal year 2023-24 projections. This increase is driven by a one-time transfer from the General Fund of $7 million to fund Workers’ Compensation, along with increases corresponding with rising costs across all internal service funds .

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

A recent actuarial review of the
Workers’ Compensation fund determined that the city should continue to set aside cash reserves in anticipation of future workers’ compensation claims. To achieve this, charges to city departments need to increase by 10-15% annually over the next several years. These planned increases went into effect in fiscal year 2021-22 and are continuing into fiscal year 2024-25. The fiscal year 2024-25 operating budget includes $14.5 million for Workers’ Compensation, including a one-time transfer from the General Fund of $7.0 million, and $8.0 million for Risk Management.

Water Operations
$50.1M, 49%
Recycled Water
$11.1M, 11%
Wastewater
Operations $25.9M, …
Solid Waste Management
$3.4M, 4%
Golf Course Operations
$11.3M, 11%
Enterprise Funds
FY 2024-25 Budgeted Revenues $101.9 million
June 18, 2024
Item #11 Page 502 of 625
B-12
Vehicle Maintenance and Replacement charges are budgeted at $4.1 million and $7.2 million, respectively. Vehicle Maintenance revenues are up compared to fiscal year 2023-24 estimates primarily due increasing fuel costs. Vehicle replacement costs rise when the number of vehicles and the price of new vehicles or the cost to maintain those vehicles increases. For example, many older generation sedans at the end of their useful 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 fire trucks and ambulances as well as supply chain disruptions and unprecedented inflation that have significantly driven up prices.

Information Technology charges to departments have increased by 11.9% or $2.1 million when compared to fiscal year 2023-24 estimates. The main reason for this increase is due to a departmental reorganization of the city’s innovation group, bringing the group into the Internal Service Fund budget. The increase is also attributable to contractual increases to existing service contracts.

Internal Service Fund Allocation Methodology
Most of the revenue for the city’s internal service funds is generated from internal service charges.

The expenses of each fund are budgeted for and then allocated to other funds on an annual basis.

Each fund uses a different allocation basis to charge other funds for its costs, summarized below. • Vehicle Replacement – Based on equipment assigned to departments. • Vehicle Maintenance – A combination of fixed and variable maintenance charges. Fixed maintenance charges are based on a three-year average of maintenance costs in combination with budgeted labor costs. Variable maintenance charges are based on actuals. • Information Technology Operations – A combination of computers per department for citywide maintenance/licensing and direct charges for department-specific items. • Information Technology Replacement – Based on a combination of equipment and hardware specifically assigned to a department and for infrastructure hardware an allocation based on computers per department as a percentage of citywide computers. • Workers’ Compensation – Based on a combination of personnel count and five-year average claims costs by department.
• General Liability – Based on a combination of personnel count, five-year average claims costs by department and vehicles assigned to departments.

June 18, 2024
Item #11 Page 503 of 625
B-13

OPERATING BUDGET EXPENDITURE SUMMARY

The city’s Operating Budget for fiscal year 2024-25 totals $419.0 million, which represents an increase of about $41.7 million or 11.1% as compared to the adopted fiscal year 2023-24 budget. A summary of the changes in each of the city’s programs will be discussed below. Further information about each program can be found in the individual program summary pages.

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

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

To ensure the city continues to maintain a balanced budget and analyze its use of taxpayer dollars, the City Manager asked departments to reduce their existing budget s for fiscal year 2023-24 and decrease discretionary spending wherever possible. While administrative leadership’s direction for the fiscal year 2024-25 budget cycle does not propose a mandated budget reduction by each department, it will continue the expectation that staff incorporate opportunities to do business more efficiently and focus on spending areas that can be reduced with little to no impact on the community. In response to City Council feedback requesting staff identify ways to contain ongoing operational costs within the organization, staff conducted a review of staffing levels, wor kload and existing vacancies in an effort to find new opportunities for savings. As a result, 12 full -time equivalent positions are recommended for elimination as part of the fiscal year 2024-25 budget. This directive came after budget reductions of nearly 2% and 3% were achieved in fiscal year 2022-23 and 2023-24, respectively. These efforts contributed to the city’s ability to present a balanced budget in fiscal year 2024-25 push the projected deficit further out to the future. The reductions proposed were carefully evaluated to ensure ongoing service level impacts were mitigated as much as possible.

The total Operating Budget for the
General Fund for fiscal year 2024-25 is $238.5 million which is $21.5 million or 9.9% more than the previous year’s adopted budget of $216.9 million. These changes are discussed in more detail on the following pages.

Budget Budget $ %
2023-24 2024-25 Change Ch ange
General Fund 216.9$ 238.5$ 21.5$ 10.0% Special Revenue 20.2 21.3 1.0 5.5% Enterprise 105.7 118.5 12.8 12.1% Internal Service 33.3 40.7 7.4 22.2% Successor Agency Housing Trust 1.1 - ( 1.0) -100.0% Total 377.3$ 419.0$ 41.7$ 11.1% By Fund Type
(In Millions)

BUDGET EXPENDITURE SUMMARY
June 18, 2024
Item #11 Page 504 of 625
B-14

Personnel costs make up 57% of the General Fund budget. The total personnel budget for fiscal year 2024-25 is $134.7 million which is $4.6 million or 3.6% greater than the previous year’s total personnel budget of $130.1 million. This is driven by an increase in CalPERS’ unfunded liability payment, negotiated compensation increases as well as anticipated step increases. In fiscal year 2024-25, the preliminary budget continues to propose including a line item for “vacancy savings.” This represents the estimated amount of budgeted personnel savings that will be realized by the end of the fiscal year. This mechanism is proposed for multiple reasons : (1) budgeting for vacancy savings reduces the total amount of the General Fund budget, (2) budgeted personnel costs more closely align with actual personnel costs over the course of the fiscal year, (3) historically, the city would bring recommendations to repurpose budget savings at the mid-year point of the fiscal year. This mechanism pre-emptively achieves that objective, and (4) budgeting vacancy savings will achieve alignment with the city’s 10-year forecast which has historically included a line item for vacancy savings.

The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries include full-time and part-time staff costs and are expected to increase in fiscal year 2024-25 by $1.3 million or 1.5%. The increase is primarily due to negotiated salary increases offset by a reduction in total full-time equivalents of 9.7. The full-time staffing changes are listed on the following page.

Budget Budget $ %
2023-24 2024-25 Change Change
Personnel 130.1$ 134.7$ 4.6$ 3.6% Personnel, gross 132.1 136.7 4.6 3.5% Vacancy Savings (2.0) (2.0) - 0.0% 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 SUMMARY
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% Total 130.1$ 134.7$ 4.6$ 3.5% Personnel Costs
(In Millions)

GENERAL FUND
June 18, 2024
Item #11 Page 505 of 625
B-15
General Fund:
• (1) Management Analyst – Office of the City Manager (Vacant) • (1) Senior Office Specialist – Office of the City Council (Vacant) • (1) Deputy City Clerk – City Clerk (Vacant)
• (1) Lead Librarian – Library & Cultural Arts (Vacant) • (0.7) Production Technician – Library & Cultural Arts (Vacant) • (1) Parks Maintenance Worker – Parks & Recreation (Vacant) • (1) Associate Engineer – Community Development (Vacant) • (1) Chief Innovation Officer – Innovation & Economic Development • (1) Senior Program Manager for Diversity, Equity & Inclusion (DEI) – Human Resources • (0.5) Administrative Assistant – Administrative Services (Part-time) • (0.5) Hourly Professional – Communication & Engagement (Part-time)

Non-G eneral Fund :
• (1) System Specialist – Information Technology (Vacant) • (1) Senior Environmental Specialist – Environmental Sustainability (Vacant) • (0.3) Production Technician – Library & Cultural Arts (Vacant)

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

In support of CalPERS strategies for plan
sustainability and as part of the city’s strategic, long- term approach to financial management, the city
actively manages its unfunded pension liability. Since
fiscal year 2016-17, the City Council has approved
additional discretionary contributions of $56.4
million to decrease future costs of the city’s
unfunded actuarial liability and achieve a funded
status of 80% in accordance with City Council Policy
Statement No. 86. This active management helps ensure that resources are available to fulfill the city’s contractual promises to its employees and minimizes the chance that funding these pension benefits will interfere with the city’s ability to provide essential public services . Fiscal year 2024-25 reflects $12.7 million of city contributions required to make up for CalPERS’ abysmal investment performance in fiscal year 2021-22. This represents an increase of $2.5 million or 25% compared to the previous year.

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 18, 2024
Item #11 Page 506 of 625
B-16
General Fund Health Insurance costs in the General Fund are increasing slightly from $10.7 million to $10.9 million. Other Personnel Costs include workers’ compensation expenses and other miscellaneous costs such as Medicare, unemployment and disability which are increasing collectively by $0.9 million or 11.9%.

Maintenance and Operations costs represent about 27.6% 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 $65.7 million, which represents an increase of about $0.8 million or 1.3% for fiscal year 2024-25 when compared to fiscal year 2023-24.

Fiscal year 2021-22 and 2022-23 experienced inflationary increases ranging between 4.1% and 8.3% which drove the city’s need to contain costs and identify areas for reduction with minimal service level impacts. Although inflation has declined compared to previous periods, it is still ranging between 3.6% and 5.2% thus far in fiscal year 2023-24. While it is expected that inflation will continue to slowly decrease, much uncertainty remains around the Federal Reserve’s actions to adjust target interest rates. As a result, the fiscal year 2024-25 proposes a minimal increase to maintenance and operations given the lingering inflation in the economy.

Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of $0.5 million are budgeted in the General Fund for fiscal year 2024-25. This represents an increase of $0.4 million and is primarily due to the Police Department’s need to purchase AED replacements for its fleet of vehicles in the upcoming 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 and I, respectively.

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.

June 18, 2024
Item #11 Page 507 of 625
B-17
Expenditures in the General Fund remained relatively consistent until fiscal year 2016-17, when the expenditures included $25.3 million in one-time costs, including $10.5 million for a transfer to the Capital Improvement Program for Fire Station 2 reconstruction and $14.8 million to pay off the golf course construction bonds.

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

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

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

Fiscal year 2021-22 expenditures reflect the plan to reinstate city services back to pre-pandemic levels and operationalize the City Council’s goals. The increase includes $5.9 million in one -time costs associated with the goals and the addition of 18 new full-time and 6.7 part-time employees which 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 to execute City Council goals, as well as a total of $10.6 million in one-time transfers to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. Lastly, a $2 million allocation was approved to fund the Safer Streets local emergency. $171
$148
$168 $164
$216
$199 $205
$223
$238
$-
$50
$100
$150
$200
$250
2017 2018 2019 2020 2021 2022 2023 2024e 2025e
$ Millions
Fiscal Year
General Fund Expenditures
June 18, 2024
Item #11 Page 508 of 625
B-18
Fiscal year 2023-24 expenditures include budget reductions of approximately 3% of the base maintenance and operations budget, offset by negotiated compensation and contractual benefit increases. Additionally, a $5.2 million allocation was approved for the Carlsbad Village Trenching Project.

Another way of looking at the General Fund budget is
by
Program Expenditures. The chart below
compares the total fiscal year 2024-25 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.

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:

• $14.4 million split evenly between the Infrastructure Replacement Fund, General Capital Construction Fund and the Technology Investment Capital Fund ($4.8 million each). This will fund major new construction, maintenance and replacement of city infrastructure and facilities, and the city’s future technology needs. This represents 6% of budgeted General Fund revenues and is in line with the requirements set forth in Council Policy No. 91 – Long Term General Fund Capital Funding Policy.

Budget Budget $ %
2023-24 2024-25 Change Ch ange
Administrative Services - Administration 0.7$ 0.8$ 0.1 1.5% 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 - Economic Development 2.6 0.9 (1.7) -65.8% Community Services - Administration 0.6 0.6 - 1.2% Community Services - Community Development 11.0 11.0 - -0.1% Community Services - Housing & Homeless Services 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 - 0.4% 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 - -1.9% Public Works - Construction Mgmt. & Inspection 3.3 3.1 (0.2) -5.8% Public Works - Environmental Sustainability 1.2 1.2 - 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%

GENERAL FUND EXPENDITURES
By Department
(In Millions)

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

June 18, 2024
Item #11 Page 509 of 625
B-19
• $13.8 million in additional transfers to the General Capital Construction Fund resulting from the estimated General Fund surplus. The General Capital Construction Fund is funded by the General Fund and includes many capital projects programmed in the future. The level of funding necessary to fully fund these projects is an increasing concern. This one -time transfer amount will assist with funding the city’s general capital construction into the future.

• $7.0 million in additional transfers to the Workers’ Compensation Fund in an effort to increase the program’s reserve to achieve a funded status of approximately 85%. This level of funding is consistent with actuarial standards and in accordance with recommendations from the city’s external auditors.

• $0.4 million to the Storm Water Program for reimbursement of the General Fund portion of Storm Water expenses.

• $1.5 million to the Median Maintenance and Street Tree Maintenance Special Revenue Funds to cover cash shortfalls, as annual assessments collected from property owners do not cover annual operating expenditures. Annual assessments can only be increased with a majority vote of the property owners.

• $0.6 million to the Fleet Replacement Fund for historical chargebacks related to a Police Department vehicle purchase.

General Fund Summary
The operating budget for fiscal year 2024-25 provides a balanced General Fund budget for the coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by $0.6 million.

Fiscal Year 2024-25 General Fund Operating Budget
General Fund fiscal year 2024-25 revenue estimates $2 39.1 million General Fund f iscal year 2024-25 preliminary expenditures $2 38.5 million Projected operating surplus for fiscal year 2024-25 $ 0.6 million

General Fund Reserves
Projected unassigned balance at June 30, 2024 $1 48.4 million Plus: projected fiscal year 2023-24 surplus $ 0.6 million Less: asset replacement reserve allocation $ (17.5 million) Equals: projected unassigned balance at June 30, 2025 $131.5 million

Asset Replacement Reserve
The city commits to maintaining its large machinery and equipment inventory. When an asset is procured, it begins depreciating the moment it is put into service and needs to be replaced at the end of its respective useful life. The city’s large equipment inventory represents approximately $60 million of the city’s total fixed assets. On an annual basis, this translates to a significant financial need and commitment to maintain the inventory. In an effort to not only prioritize these purchases, but to strategically plan for the ongoing financial impacts, staff recommend establishing a General Fund June 18, 2024
Item #11 Page 510 of 625
B-20
Asset Replacement Reserve. Separate and apart from the General Fund Reserve (City Council Policy No. 74), this Asset Replacement Reserve will serve as a mechanism for funding large machinery and equipment needs without impacting the General Fund Reserve or annual budget surplus year after year. As of fiscal year 2024-25, and for the next 10 fiscal years, a total of $17.5 million is projected to be needed to fund asset replacement costs in the General Fund.

Changes in Other Funds
Special Revenue funds are budgeted at $21.3 million representing an increase in expenditures of

5.1% or $1.0 million when compared to fiscal year 2023-24. Other than a $2.0 million increase in rental assistance programming and $1.1 million decrease for one-time Permanent Local Housing Allocation grant funds, spending in most Special Revenue Fund programs is expected to remain relatively consistent with the prior year.

Expenditure increases of $2.0 million or 17.5% 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. The fiscal year 2024-25 expenditure budget is also $1.1 million less than fiscal year 2022-23 due to one-time revenue received in the Permanent Local Housing Allocation Fund.

These are state funds provided to local governments in California for housing -related projects and programs that assist in addressing the unmet housing needs of local communities.

Enterprise funds total $118.5 million, which represents an increase of $12.8 million or 12.1% over the fiscal year 2023-24 adopted budget. The Potable Water and Recycled Water funds continue to operate and maintain critical infrastructure systems and provide the safe delivery of drinking water, conservation outreach and treated irrigation water. The cost of purchased 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 $40.7 million, which represents an overall increase of $7.4 million or 22.3% over fiscal year 2023-24. Much of the increase in Workers’ Compensation and Risk Management costs is attributable to rising insurance liability rates, claims filed and administrative costs. Vehicle Replacement is the largest contributor to the increase and driven by a higher number of more costly vehicles scheduled for purchase in the upcoming year. Information Technology is $2.1 million or 12.4% higher than the previous year which is due to contractual service increase s as well as a reorganization of staff from Innovation & Economic Development Department.

The budget for the
Successor Agency Housing Trust Fund for fiscal year 2024-25 is decreasing by $1.0 million compared to last year. The Recognized Obligation Payments Schedule identifies financial commitments of the former Redevelopment Agency, including the remaining scheduled debt service payments on the Redevelopment Agency bond issue, the outstanding loan from the city’s General Fund and minor allowable administrative costs. The last debt service payment on the bond issue was completed in September 2023 and the city loan was paid off in fiscal year 2020-21. In fiscal year 2024- 25, the city will work to complete the dissolution and close the fund.

June 18, 2024
Item #11 Page 511 of 625
B-21
Changes to Fund Balance
While the projected cumulative change in the city’s non-major operating funds’ ending balances is not significant, two major operating funds are projected to see changes in their fund balances greater than 10%. The Water Operations Fund is expected to decrease by 35.2% by the end of fiscal year 2024-25, largely due to increasing operations costs and cash transfers to account for depreciation. The Recycled Water Operations Fund is expected to increase because it is not completing a cash transfer to account for depreciation and the funding of capital projects in fiscal year 2024- 25; the ability for the fund to complete this cash transfer will be reevaluated in future years.

June 18, 2024
Item #11 Page 512 of 625
B-22

Adopted Adopted Adopted Preliminary
Budget Budget Budget Budget
Department 2021-22 2022-23 2023-24 2024-25
City Attorney 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 6.00
City Council 2.00 2.00 2.00 1.00
City Manager 7.00 7.00 7.00 6.00
City Treasurer 1.00 1.00 1.00 1.00
Communication & Engagement 7.00 9.00 9.00 9.00
Administrative Services - Administration 3.00 3.00 3.00 3.00 Finance 28.00 26.00 26.00 26.00
Human Resources 17.00 18.00 18.00 17.00
Information Technology 37.00 43.00 43.00 48.00
Innovation & Economic Development 4.00 9.00 9.00 2.00
Community Services - Administration 3.00 3.00 2.00 2.00 Community Development 53.00 52.00 52.00 51.00
Housing & Homeless Services 14.00 16.00 16.00 16.00
Library & Cultural Arts 52.50 51.00 53.00 51.00
Parks & Recreation 55.00 59.00 59.00 58.00
Fire 111.00 123.00 124.00 124.00
Police 186.00 187.00 187.00 187.00
Public Works 177.75 182.75 181.75 180.75
Total Full-Time Personnel 773.25 806.75 807.75 796.75
Hourly Full-Time Equivalent Personnel 193.81 180.90 167.84 166.79 Total 967.06 987.65 975.59 963.54
Note: The figures presented above include various reorganizations and personnel transfers between departments.

PERSONNEL ALLOCATIONS
June 18, 2024
Item #11 Page 513 of 625
B-23

June 18, 2024
Item #11 Page 514 of 625
B-24

SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2023 Fund July 1, 2023 Revenues Expenditures June 30, 2024 Fund Balance General Fund 136,840,376$ * 234,882,619$ 223,333,352$ 148,389,643$ * 8.4% Special Revenue Funds
Affordable Housing 14,360,256 1,264,318 364,206 15,260,368 6.3% Agricultural Mitigation Fee 1,162,955 26,700 195,118 994,537 -14.5% Buena Vista Channel Maintenance District 1,496,574 136,110 251,358 1,381,326 -7.7% Citizens' Option for Public Safety 479,869 302,500 280,000 502,369 4.7% Community Activity Grants 1,091,024 26,400 5,000 1,112,424 2.0% Community Development Block Grant 216,543 986,965 970,000 233,508 7.8% Continuum of Care - 232,972 232,972 - 0.0% Cultural Arts Donations 321,857 42,900 179,350 185,407 -42.4% Encampment Resolution Fund - 2,394,509 1,094,000 1,300,509 0.0% Habitat Mitigation Fee 31 10,226 - 10,257 32987.1% Library and Arts Endowments 259,331 6,300 6,000 259,631 0.1% Library Gifts and Bequests 1,666,903 114,700 410,600 1,371,003 -17.8% Lighting and Landscaping District 2 5,258,109 891,311 354,136 5,795,284 10.2% Local Cable Infrastructure 701,326 285,000 568,020 418,306 -40.4% Median Maintenance District 261,536 1,408,661 1,427,715 242,482 -7.3% Opioid Settlement Fund 353,033 7,900 15,000 345,933 -2.0% Parking In Lieu Fee 1,108,168 25,900 - 1,134,068 2.3% Permanent Local Housing Allocation - 696,260 310,319 385,941 0.0% Police Asset Forfeiture 193,192 176,756 72,783 297,165 53.8% Public Safety Grants (70,799) 290,857 456,680 (236,622) 234.2% Recreation Donations 310,317 34,100 52,570 291,847 -6.0% Rental Assistance 70,824 12,227,649 12,205,365 93,108 31.5% Senior Donations 285,400 27,000 23,238 289,162 1.3% Street Lighting Maintenance District 2,699,003 1,057,508 1,202,937 2,553,574 -5.4% Street Tree Maintenance District 176,929 1,012,481 924,191 265,219 49.9% Tyler Court Apartments 98,725 694,895 730,800 62,820 -36.4% Total Special Revenue Funds 32,501,106 24,380,878 22,332,358 34,549,626 6.3% Enterprise Funds
Water Operations 30,483,929 47,550,996 55,109,813 22,925,112 -24.8% Recycled Water Operations 1,458,836 9,721,597 10,938,070 242,363 -83.4% Wastewater Operations 15,067,417 22,675,900 24,180,157 13,563,160 -10.0% Solid Waste Management 10,548,683 3,411,529 5,367,260 8,592,952 -18.5% Golf Course 5,180,742 11,004,778 9,304,598 6,880,922 32.8% Total Enterprise Funds 62,739,607 94,364,800 104,899,898 52,204,509 -16.8% Internal Service Funds
Workers' Compensation 209,638 8,416,210 5,161,119 3,464,729 1552.7% Risk Management (3,847,278) 12,247,660 6,726,887 1,673,495 -143.5% Vehicle Maintenance 883,513 3,646,563 3,805,991 724,085 -18.0% Vehicle Replacement 20,879,291 4,654,734 3,045,488 22,488,537 7.7% Information Technology 9,377,219 17,317,111 17,357,258 9,337,072 -0.4% Total Internal Service Funds 27,502,383 46,282,278 36,096,743 37,687,918 37.0% Successor Agency Housing Trust Fund 1,131,055 44,618 1,008,833 166,840 -85.3% Total Operating Funds 260,714,527$ 399,955,193$ 387,671,184$ 272,998,536$ 4.7% * For the General Fund only, this represents unassigned fund balance.

June 18, 2024
Item #11 Page 515 of 625
B-25

SCHEDULE OF PROJECTED FUND BALANCE

Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2024 Fund June 30, 2024 Revenues Budget June 30, 2025 Fund Balance General Fund 148,389,643$ * 239,061,383$ 238,468,445$ 131,482,581$ * -11.4% Special Revenue Funds
Affordable Housing 15,260,368 706,860 631,917 15,335,311 0.5% Agricultural Mitigation Fee 994,537 26,060 - 1,020,597 2.6% Buena Vista Channel Maintenance District 1,381,326 137,290 195,245 1,323,371 -4.2% Citizens' Option for Public Safety 502,369 295,190 295,830 501,729 -0.1% Community Activity Grants 1,112,424 27,990 30,000 1,110,414 -0.2% Community Development Block Grant 233,508 583,215 548,215 268,508 15.0% Continuum of Care - 235,280 - 235,280 0.0% Cultural Arts Donations 185,407 7,230 127,000 65,637 -64.6% Encampment Resolution Fund 1,300,509 37,190 - 1,337,699 2.9% Habitat Mitigation Fee 10,257 250 - 10,507 2.4% Library and Arts Endowments 259,631 6,650 6,000 260,281 0.3% Library Gifts and Bequests 1,371,003 41,690 455,903 956,790 -30.2% Lighting and Landscaping District 2 5,795,284 912,480 367,500 6,340,264 9.4% Local Cable Infrastructure 418,306 285,940 506,862 197,384 -52.8% Median Maintenance District 242,482 1,378,180 1,409,906 210,756 -13.1% Opioid Settlement Fund 345,933 111,609 103,059 354,483 2.5% Parking In Lieu Fee 1,134,068 27,080 57,120 1,104,028 -2.7% Permanent Local Housing Allocation 385,941 466,244 - 852,185 120.8% Police Asset Forfeiture 297,165 7,770 95,000 209,935 -29.4% Public Safety Grants (236,622) 457,898 169,950 51,326 -121.7% Recreation Donations 291,847 34,440 81,200 245,087 -16.0% Rental Assistance 93,108 13,227,900 13,319,728 1,280 -98.6% Senior Donations 289,162 27,500 33,500 283,162 -2.1% Street Lighting Maintenance District 2,553,574 1,069,780 1,176,445 2,446,909 -4.2% Street Tree Maintenance District 265,219 980,200 1,024,573 220,846 -16.7% Tyler Court Apartments 62,820 761,949 652,310 172,459 174.5% Total Special Revenue Funds 34,549,626 21,853,865 21,287,263 35,116,228 1.6% Enterprise Funds
Water Operations 22,925,112 50,085,356 58,158,391 14,852, 077 -35.2%
Recycled Water Operations 242,363 11,121,779 10,814,449 549,693 126.8% Wastewater Operations 13,563,160 25,890,480 33,253,062 6,200,578 -54.3% Solid Waste Management 8,592,952 3,447,940 5,544,246 6,496,646 -24.4% Golf Course 6,880,922 11,343,000 10,762,000 7,461,922 8.4% Total Enterprise Funds 52,204,509 101,888,555 118,532,148 35,560,916 -31.9% Internal Service Funds
Workers' Compensation 3,464,729 14,511,420 5,988,115 11,988,034 246.0% Risk Management 1,673,495 7,970,610 7,397,470 2,246,635 34.3% Vehicle Maintenance 724,085 4,062,754 4,012,861 773,978 6.9% Vehicle Replacement 22,488,537 7,217,461 4,598,574 25,107,424 11.7% Information Technology 9,337,072 19,377,057 18,705,537 10,008,592 7.2% Total Internal Service Funds 37,687,918 53,139,302 40,702,557 50,124,663 33.0% Successor Agency Housing Trust Fund 166,840 5,380 10,000 162,220 -2.8% Total Operating Funds 272,998,536$ 415,948,485$ 419,000,413$ 252,446,608$ -7.5% * For the General Fund only, this represents unassigned fund balance. Projected ending fund balance as of June 30, 2025 includes the establishment of an asset replacement reserve and an allocation of $17.5 million.

June 18, 2024
Item #11 Page 516 of 625
B-26

SCHEDULE OF REVENUE ESTIMATES

2023-24 2024-25 Change as % Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25 General Fund
Taxes
Property Tax 87,209,996$ 91,773,714$ 94,901,892$ 3.4% 3,128,178$ Sales Tax 56,186,707 58,899,752 59,382,534 0.8% 482,782 Transient Occupancy Tax 34,280,239 34,776,940 34,776,940 0.0% - Franchise Tax 7,833,845 8,554,123 8,883,315 3.9% 329,192 Business License Tax 6,356,809 6,359,729 6,560,060 3.2% 200,331 Transfer Tax 1,367,481 1,624,950 1,676,136 3.2% 51,186 Total Taxes 193,235,077 201,989,208 206,180,877 2.1% 4,191,669 Intergovernmental
Homeowners Exemption 340,152 248,146 245,000 -1.3% (3,146) Other Intergovernmental 2,055,728 957,466 684,000 -28.6% (273,466) Total Intergovernmental 2,395,880 1,205,612 929,000 -22.9% (276,612) Licenses and Permits
Building Permits 2,201,438 2,000,000 2,400,000 20.0% 400,000 Other Licenses and Permits 985,067 905,261 973,500 7.5% 68,239 Total Licenses And Permits 3,186,505 2,905,261 3,373,500 16.1% 468,239 Charges for Services
Planning Fees 593,890 773,500 817,000 5.6% 43,500 Building Department Fees 950,200 702,500 920,000 31.0% 217,500 Engineering Fees 990,363 690,000 872,000 26.4% 182,000 Ambulance Fees 4,368,825 7,225,000 7,650,000 5.9% 425,000 Recreation Fees 3,127,197 3,488,050 3,459,066 -0.8% (28,984) Other Charges or Fees 1,335,412 1,667,060 1,690,500 1.4% 23,440 Total Charges For Services 11,365,887 14,546,110 15,408,566 5.9% 862,456 Fines and Forfeitures 402,946 352,550 351,700 -0.2% (850) Income from Investments and Property 7,081,788 7,297,532 7,041,490 -3.5% (256,042) Interdepartmental Charges 5,991,590 6,091,266 5,427,750 -10.9% (663,516) Other Revenue Sources 2,199,856 495,080 348,500 -29.6% (146,580) Total General Fund 225,859,529$ 234,882,619$ 239,061,383$ 1.8% 4,178,764$ * Interest is calculated on an amortized cost basis.

June 18, 2024
Item #11 Page 517 of 625
B-27

SCHEDULE OF REVENUE ESTIMATES

2023-24 2024-25 Change as % Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25 Special Revenue Funds
Affordable Housing
Affordable Housing Fees 247,078$ 497,506$ 247,000$ -50.4% (250,506)$ Property Tax - - - 0.0% - Interest Income 787,261 756,678 454,860 -39.9% (301,818) Other Revenue 50,913 10,134 5,000 -50.7% (5,134) Total Affordable Housing 1,085,252 1,264,318 706,860 -44.1% (557,458) Agricultural Mitigation Fee
Agricultural Mitigation Fees - - - 0.0% - Interest Income 14,587 26,700 26,060 -2.4% (640) Total Agriculutural Mitigation Fee 14,587 26,700 26,060 -2.4% (640) Buena Vista Channel Maintenance
Assessment Fees 82,037 100,000 100,000 0.0% - Interest Income 14,943 36,110 37,290 3.3% 1,180 Total Buena Vista Channel Maintenance 96,980 136,110 137,290 0.9% 1,180 Citizens' Option for Public Safety
State Funding (AB3229) 294,013 290,000 280,000 -3.5% (10,000) Interest Income 375 12,500 15,190 21.5% 2,690 Total Citizens' Option For Public Safety 294,388 302,500 295,190 -2.4% (7,310) Community Activity Grants
Interest Income 11,861 26,400 27,990 6.0% 1,590 Total Community Activity Grants 11,861 26,400 27,990 6.0% 1,590 Community Development Block Grant
Federal Grant 508,874 545,490 548,215 0.5% 2,725 Interest Income 126,844 12,269 5,000 -59.3% (7,269) Other Revenue 503,972 429,206 30,000 -93.0% (399,206) Total Community Dev. Block Grant 1,139,690 986,965 583,215 -40.9% (403,750) Continuum of Care
Federal Grant - 232,972 235,280 1.0% 2,308 Total Cultural Arts Donations - 232,972 235,280 1.0% 2,308 Cultural Arts Donations
Donations 25,000 35,000 - -100.0% (35,000) Interest Income 5,014 7,900 7,230 -8.5% (670) Total Cultural Arts Donations 30,014 42,900 7,230 -83.2% (35,670) June 18, 2024
Item #11 Page 518 of 625
B-28

SCHEDULE OF REVENUE ESTIMATES
2023-24 2024-25 Change as % Difference
2022-23 E
stimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25 Special Revenue Funds - Continued
Encamptment Resolution Fund
State Grant - 2,358,409 - -100.0% (2,358,409) Interest Income - 36,100 37,190 3.0% 1,090 Total Community Dev. Block Grant - 2,394,509 37,190 -98.5% (2,357,319) Habitat Mitigation Fee
Mitigation Fees 57,082 10,126 - -100.0% (10,126) Interest Income 744 100 250 150.0% 150 Total Habitat Mitigation Fee 57,826 10,226 250 -97.6% (9,976) Library And Arts Endowment Fund
Interest Income 2,971$ 6,300$ 6,650$ 5.6% 350$ Total Library And Arts Endowment Fund 2,971 6,300 6,650 5.6% 350 Library Gifts/Bequests
Gifts and Bequests 210,859 74,000 - -100.0% (74,000) Interest Income 19,895 40,700 41,690 2.4% 990 Total Library Gifts/Bequests 230,754 114,700 41,690 -63.7% (73,010) Lighting And Landscaping District 2
Assessment Fees 695,133 761,100 775,700 1.9% 14,600 Interest Income 35,857 130,211 136,780 5.0% 6,569 Total Lighting And Landscaping Dist. 2 730,990 891,311 912,480 2.4% 21,169 Local Cable Infrastructure Fund
Cable Fees 284,652 275,000 275,000 0.0% - Interest Income 12,653 10,000 10,940 9.4% 940 Total Local Cable Infrastructure Fund 297,305 285,000 285,940 0.3% 940 Median Maintenance
Assessment Fees 348,486 365,000 365,000 0.0% - Other 932,346 1,043,661 1,013,180 -2.9% (30,481) Total Median Maintenance 1,280,832 1,408,661 1,378,180 -2.2% (30,481) Opioid Settlement Fund
Settlements - - 103,059 0.0% 103,059 Other Revenue (9,874) 7,900 8,550 8.2% 650 Total Opioid Settlement (9,874) 7,900 111,609 1312.8% 103,709 Parking In Lieu
Parking In Lieu Fees - - - 0.0% - Interest Income 14,577 25,900 27,080 4.6% 1,180 Total Parking In Lieu 14,577 25,900 27,080 4.6% 1,180 Permanent Local Housing Allocation
State Grant - 696,260 466,244 -33.0% (230, 016)
Total Police Grants - 696,260 466,244 -33.0% (230,016) Police Asset Forfeiture
Asset Forfeitures - 171,056 - -100.0% (171,056) Interest Income 4,640 5,700 7,770 36.3% 2,070 Total Police Asset Forfeiture 4,640 176,756 7,770 -95.6% (168,986) June 18, 2024
Item #11 Page 519 of 625
B-29

SCHEDULE OF REVENUE ESTIMATES

2023-24 2024-25 Change as % Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25 Special Revenue Funds - Continued
Public Safety Grants
Federal Grant 157,698 250,337 287,948 15.0% 37,611 State Grant 24,170 40,520 169,950 319.4% 129,430 Total Police Grants 181,868 290,857 457,898 57.4% 167,041 Recreation Donations
Donations 62,489 26,600 26,600 0.0% - Interest Income 3,189 7,500 7,840 4.5% 340 Total Recreation Donations 65,678 34,100 34,440 1.0% 340 Rental Assistance
Federal Grant 8,948,915$ 10,091,706$ 10,519,083$ 4.2% 427,377$ Other Revenue 1,779,737 2,135,943 2,708,817 26.8% 572,874 Total Rental Assistance 10,728,652 12,227,649 13,227,900 8.2% 1,000,251 Senior Donations
Donations 6,628 5,000 5,000 0.0% - Other Revenue 13,915 15,000 15,000 0.0% - Interest Income 4,215 7,000 7,500 7.1% 500 Total Senior Donations 24,758 27,000 27,500 1.9% 500 Street Lighting
Assessment Fees 738,313 740,000 740,000 0.0% - Other Revenue 200,312 254,750 259,400 1.8% 4,650 Interest Income 29,109 62,758 70,380 12.2% 7,622 Total Street Lighting 967,734 1,057,508 1,069,780 1.2% 12,272 Street Tree Maintenance
Assessment Fees 470,928 470,000 470,000 0.0% - Other Revenue 436,065 542,481 510,200 -6.0% (32,281) Total Street Tree Maintenance 906,993 1,012,481 980,200 -3.2% (32,281) Tyler Court Apartments
Rental Income 676,682 689,010 757,017 9.9% 68,007 Other Revenue 187,863 5,885 4,932 -16.2% (953) Total Tyler Court Apartments 864,545 694,895 761,949 9.7% 67,054 Total Special Revenue Funds 19,023,021$ 24,380,878$ 21,853,865$ -10.4% (2,527,013)$ June 18, 2024
Item #11 Page 520 of 625
B-30

SCHEDULE OF REVENUE ESTIMATES

2023-24 2024-25 Ch ange as % Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25 Enterprise Funds
Water Operations
Water Sales 24,824,736$ 29,000,000$ 30,900,000$ 6.6% 1,900,000$ Ready-to-Serve charge 13,555,227 13,700,000 14,100,000 2.9% 400,000 Property Tax 5,108,843 2,811,856 3,105,800 10.5% 293,944 New Account Charges 94,990 110,064 110,000 -0.1% (64) Back-Flow Program Fees 168,414 168,800 170,000 0.7% 1,200 Penalty Fees 360,513 377,200 378,500 0.3% 1,300 Interest Income 627,447 733,976 660,456 -10.0% (73,520) Engineering Overhead 147,357 150,000 156,000 4.0% 6,000 Service Connection Fees 27,947 34,600 35,000 1.2% 400 Other Revenue 2,395,251 464,500 469,600 1.1% 5,100 Total Water Operations 47,310,725 47,550,996 50,085,356 5.3% 2,534,360 Recycled Water Operations
Water Sales 5,672,065 6,500,000 7,400,000 13.9% 900,000 Ready-to-Serve charge 1,357,703 1, 400,000 1,450,000 3.6% 50,000 Property Tax - 1, 703,964 1,878,000 10.2% 174,036 Interest Income 127,903 ( 258,549) 2,000 -100.8% 260,549 Other Revenue 359,817 376, 182 391,779 4.2% 15,597 Total Recycled Water Operations 7,517,488 9,721,597 11,121,779 14.4% 1,400,182 Wastewater Operations
Service Charges 19,484,190 22,000,000 25,200,000 14.6% 3,200,000 Misc. Sewer 5,821 6,000 6,000 0.0% - Engineering Overhead 131,964 180,000 187,200 4.0% 7,200 Penalty Fees 126,455 138,000 135,000 -2.2% (3,000) Interest Income 121,420 279,900 288,780 3.2% 8,880 Other Revenue 811,083 72,000 73,500 2.1% 1,500 Total Wastewater Operations 20,680,933 22,675,900 25,890,480 14.2% 3,214,580 Solid Waste Management
Recycling Fees (AB939) 878,003 846,000 860,000 1.7% 14,000 Penalty Fees 1,461 - - 0.0% - Trash Surcharge 1,365,561 1,375,000 1,400,000 1.8% 25,000 Interest Income 226,378 234,500 221,440 -5.6% (13,060) Other Revenue 1,094,313 956,029 966,500 1.1% 10,471 Total Solid Waste Management 3,565,716 3,411,529 3,447,940 1.1% 36,411 Golf Course Operations
Charges for Services 10,966,531 10,781,677 11,134,000 3.3% 352,323 Interest Income (38,049) 138,300 122,000 -11.8% (16,300) Other Revenue 106,093 84,801 87,000 2.6% 2,199 Total Golf Course Operations 11,034,575 11,004,778 11,343,000 3.1% 338,222 Total Enterprise Funds 90,109,437$ 94,364,800$ 101,888,555$ 8.0% 7,523,755$ June 18, 2024
Item #11 Page 521 of 625
B-31

SCHEDULE OF REVENUE ESTIMATES

2023-24 2024-25 Ch ange as % Difference
2022-23 Estimated Estimated of 2023-24 2023-24 to
Revenue Source Actuals Revenue Revenue Estimated 2024-25 Internal Service Funds
Workers' Compensation
Interdepartmental Charges 5,173,980$ 5,908,510$ 6,883,620$ 16.5% 975,110$ Interest Income (187,710) 557,700 627,800 12.6% 70,100 Other Revenue 7,622,896 1,950,000 7,000,000 259.0% 5,050,000 Total Workers' Compensation 12,609,166 8,416,210 14,511,420 72.4% 6,095,210 Risk Management
Interdepartmental Charges 3,889,896 7,069,660 7,746,820 9.6% 677,160 Interest Income 103,181 124,000 179,790 45.0% 55,790 Other Revenue 1,057,017 5,054,000 44,000 -99.1% (5,010,000) Total Risk Management 5,050,094 12,247,660 7,970,610 -34.9% (4,277,050) Vehicle Maintenance
Interdepartmental Charges 3,175,057 3,605,863 3,998,114 10.9% 392,251 Interest Income (29,190) 19,700 20,640 4.8% 940 Other Revenue 1,442,228 21,000 44,000 109.5% 23,000 Total Vehicle Maintenance 4,588,095 3,646,563 4,062,754 11.4% 416,191 Vehicle Replacement
Interdepartmental Charges 3,637,176 3,948,539 5,947,531 50.6% 1,998,992 Interest Income 119,778 510,600 559,930 9.7% 49,330 Other Revenue 394,839 195,595 710,000 263.0% 514,405 Total Vehicle Replacement 4,151,793 4,654,734 7,217,461 55.1% 2,562,727 Information Technology
Interdepartmental Charges 16,406,796 17,123,775 19,149,027 11.8% 2,025,252 Interest Income 26,897 189,700 228,030 20.2% 38,330 Other Revenue 1,049,123 3,636 - -100.0% (3,636) Total Information Technology 17,482,816 17,317,111 19,377,057 11.9% 2,059,946 Total Internal Service Funds 43,881,964$ 46,282,278$ 53,139,302$ 14.8% 6,857,024$ Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 949,059 - - 0.0% - Interest Income 116,535 44,618 5,380 -87.9% (39,238) Total Successor Agency Housing Fund 1,065,594 44,618 5,380 -87.9% (39,238) Total Trust Funds 1,065,594$ 44,618$ 5,380$ -87.9% (39,238)$ Total Operating Funds 379,939,545$ 399,955,193$ 415,948,485$ 4.0% 15,993,292$ June 18, 2024
Item #11 Page 522 of 625
B-32

S CHEDULE OF BUDGET EXPENDITURES
2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget General Fund
Policy And Leadership Group
City Council 534,144$ 591,632$ 575,508$ 607,078$ 599,047$ -1.3% City Attorney 2,081,883 1,907,521 2,114,096 2,115,596 2,179,705 3.0% City Clerk 1,296,312 1,273,114 1,286,920 1,274,455 1,273,604 -0.1% City Manager 2,013,122 2,045,614 2,145,973 2,184,823 2,105,683 -3.6% City Treasurer 243,289 147,911 207,750 279,149 279,522 0.1% Communication & Engagement 2,037,551 2,385,710 2,124,244 1,953,098 2,010,091 2.9% Total Policy And Leadership Group 8,206,301 8,351,502 8,454,491 8,414,199 8,447,652 0.4% Administrative Services
Administration 706,556 726,297 740,750 784,107 796,196 2% Finance 5,623,094 5,396,772 5,500,000 5,323,368 5,631,964 5.8% Human Resources 4,388,148 4,513,351 4,887,105 5,029,995 5,136,218 2.1% Innovation & Economic Development 1,334,163 2,392,664 2,807,000 2,608,489 891,866 -65.8% Total Administrative Services 12,051,961 13,029,084 13,934,855 13,745,959 12,456,244 -9.4% Community Services
Community Services Administration 663,579 646,731 625,000 585,411 592,261 1.2% Community Development 12,064,408 14,220,499 10,019,000 11,012,958 10,998,825 -0.1% Housing & Homeless Services - - 2,126,155 2,765,195 3,232,287 17% Library & Cultural Arts 13,024,082 13,290,637 12,449,605 13,637,285 14,522,844 6.5% Parks & Recreation 19,251,458 20,813,176 21,730,303 21,055,565 22,759,082 8.1% Total Community Services 45,003,527 48,971,043 46,950,063 49,056,414 52,105,299 6.2% Public Safety
Fire 33,684,622 35,261,847 41,477,000 37,882,886 41,793,630 10.3% Police 50,824,125 51,115,854 59,588,010 55,615,155 60,193,850 8.2% Total Public Safety 84,508,747 86,377,701 101,065,010 93,498,041 101,987,480 9.1% Public Works
Public Works Administration 1,760,326 1,442,021 1,530,409 1,562,272 1,533,038 -1.9% Construction Management & Inspection 2,909,255 3,092,730 2,910,543 3,257,906 3,068,292 -5.8% Environmental Sustainability 1,238,207 1,205,943 1,130,727 1,178,783 1,210,630 2.7% Fleet & Facilities 6,297,998 6,812,114 7,432,121 7,497,115 7,191,930 -4.1% Transportation 8,048,352 10,028,265 10,306,133 9,732,215 10,741,202 10.4% Total Public Works 20,254,138 22,581,073 23,309,933 23,228,291 23,745,092 2.2% Miscellaneous Non-Departmental Expenditures
Community Contributions & Village trenching - - - 5,220,000 - -100.0% COVID-related 177,677 40,842 44,000 - - - Dues & Subscriptions 75,069 77,746 80,000 80,000 90,000 12.5% Legal Services 519,683 540,090 300,000 750,000 750,000 0.0% Other Miscellaneous Expenditures 50,787 52,277 60,000 100,000 100,000 0.0% Personnel Related 155,595 122,499 130,000 1,637,000 1,900,000 16.1% Professional Services 33,980 44,148 45,000 39,700 39,000 -1.8% Property Tax & Other Administration 725,588 764,180 750,000 750,000 800,000 6.7% Vacancy savings - - - (2,000,000) (2,000,000) 0.0% Total Miscellaneous Non-Departmental Expenditures 1,738,379 1,641,782 1,409,000 6,576,700 1,679,000 -74.5% June 18, 2024
Item #11 Page 523 of 625
B-33

SCHEDULE OF BUDGET EXPENDITURES

2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 13,283,056$ 3,956,000$ 11,600,000$ 11,600,000$ 18,579,226$ 0.0% Transfer to Infrastructure Replacement Fund 283,000 3,956,000 4,200,000 4,200,000 4,779,226 0.0% Transfer to Technology Investment Capital Fund 10,656,000 3,956,000 4,200,000 4,200,000 4,779,226 0.0% Transfer To LLD#1 (Medians & Trees) 1,390,000 1,400,000 1,570,000 1,570,000 1,500,000 0.0% Transfer To Storm Water Program 322,000 332,000 340,000 340,000 350,000 0.0% Transfer to Fleet Maintenance - 1,400,000 - - - - Transfer to Fleet Replacement - - - - 560,000 - Transfer to Risk Management - 1,000,000 5,000,000 - - -100.0% Transfer to Workers' Compensation Fund - 8,208,252 1,300,000 - 7,000,000 -100.0% Other Miscellaneous Transfers 993,748 - - - - - Total Transfers 26,927,804 24,208,252 28,210,000 21,910,000 37,547,678 71.4% Total Miscellaneous Non-Departmental 28,666,183 25,850,034 29,619,000 28,486,700 39,226,678 37.7% Subtotal General Fund 198,690,857 205,160,437 223,333,352 216,429,604 237,968,445 10.0% Contingencies - - - 500,000 500,000 0.0% Total General Fund 198,690,857$ 205,160,437$ 223,333,352$ 216,929,604$ 238,468,445$ 9.9% Special Revenue Funds
Affordable Housing 237,513$ 542,229$ 364,206$ 668,530$ 631,917$ -5.5% Agricultural Mitigation Fee - 38,220 195,118 - - - Buena Vista Channel Maintenance 75,104 127,686 251,358 195,245 195,245 0.0% Citizens' Option For Public Safety 181,912 203,884 280,000 295,298 295,830 0.2% Community Activity Grants - - 5,000 30,000 30,000 0.0% Community Development Block Grant 1,429,464 2,298,679 970,000 702,305 548,215 -21.9% Continuum of Care - - 232,972 - - - Cultural Arts Donations 37,840 42,228 179,350 148,750 127,000 -14.6% Encampment Resolution Fund - - 1,094,000 - - - Flower Fields Grant Program - - - - - - Habitat Mitigation Fee 14,535 22,365 - - - - Library And Arts Endowment Fund 480 2,947 6,000 6,000 6,000 0.0% Library Gifts/Bequests 137,515 256,481 410,600 462,785 455,903 -1.5% Lighting And Landscaping District 2 258,171 298,032 354,136 367,500 367,500 0.0% Local Cable Infrastructure Fund 403,843 402,240 568,020 538,956 506,862 -6.0% Median Maintenance 1,067,645 1,333,680 1,427,715 1,396,580 1,409,906 1.0% Opioid Settlement Fund - - 15,000 21,466 103,059 380.1% Parking In Lieu 49,674 53,000 - 56,000 57,120 2.0% Permanent Local Housing Allocation - - 310,319 1,119,126 - -100.0% Police Asset Forfeiture 12,228 51,086 72,783 75,000 95,000 26.7% Public Safety Grants 78,602 270,205 456,680 - 169,950 - Recreation Donations 38,755 59,193 52,570 81,200 81,200 0.0% Rental Assistance 10,081,418 10,854,742 12,205,365 11,339,700 13,319,728 17.5% Senior Donations 37,796 39,128 23,238 33,500 33,500 0.0% Street Lighting 927,419 977,401 1,202,937 1,100,077 1,176,445 6.9% Street Tree Maintenance 816,583 985,124 924,191 1,004,763 1,024,573 2.0% Tyler Court Apartments 915,040 893,040 730,800 604,523 652,310 7.9% Total Special Revenue Funds 16,801,537$ 19,751,590$ 22,332,358$ 20,247,304$ 21,287,263$ 5.1% June 18, 2024
Item #11 Page 524 of 625
B-34

SCHEDULE OF BUDGET EXPENDITURES

2023-24 Change as %
2021-22 2022-23 Estimated 2023-24 2024-25 of 2023-24
Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds
Water Operations 44,316,249$ 47,094,688$ 55,109,813$ 54,759,803$ 58,158,391$ 6.2% Recycled Water Operations 9,782,992 10,188,608 10,938,070 11,849,122 10,814,449 -8.7% Wastewater Operations 12,909,801 15,832,059 24,180,157 23,068,138 33,253,062 44.2% Solid Waste Management 4,744,618 5,629,980 5,367,260 5,950,634 5,544,246 -6.8% Golf Course Operations 8,345,328 9,162,350 9,304,598 10,121,000 10,762,000 6.3% Total Enterprise Funds 80,098,988$ 87,907,685$ 104,899,898$ 105,748,697$ 118,532,148$ 12.1% Internal Service Funds
Workers' Compensation 6,980,247$ 13,491,907$ 5,161,119$ 5,157,892$ 5,988,115$ 16.1% Risk Management 4,519,731 8,711,568 6,726,887 6,718,232 7,397,470 10.1% Vehicle Maintenance 3,521,566 3,924,184 3,805,991 3,696,339 4,012,861 8.6% Vehicle Replacement 3,756,451 1,645,175 3,045,488 1,068,564 4,598,574 330.4% Information Technology 12,407,644 16,157,475 17,357,258 16,637,475 18,705,537 12.4% Total Internal Service Funds 31,185,639$ 43,930,309$ 36,096,743$ 33,278,502$ 40,702,557$ 22.3% Trust Funds
Successor Agency Housing Fund 1,020,799$ 1,021,473$ 1,008,833$ 1,059,500$ 10,000$ -99.1% Total Trust Funds 1,020,799$ 1,021,473$ 1,008,833$ 1,059,500$ 10,000$ -99.1% Total Operating Funds 327,797,820$ 357,771,494$ 387,671,184$ 377,263,607$ 419,000,413$ 11.1% June 18, 2024
Item #11 Page 525 of 625
Ex hibit 19
H-1

STRATEGIC DIGITAL TRANSFORMATION INVESTMENT

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

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

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

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

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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 18, 2024
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H-3
Criteria
Proposed projects are evaluated and prioritized by a set of criteria that include:

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

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

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

Accuracy and reasonableness of cost and benefit estimates

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

Adherence to standard project management practices

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

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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 2024-25 and prior approved major projects that have changes in funding needs or project requirements. The estimated annual operational and replacement cost increases shown on each project page represent a departmental budgetary increase—generally to the Information Technology Department and its internal service citywide chargeback—separate from Capital Technology Fund activity. 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 2024-25 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 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 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)
• Live 911
• Utility Billing Portal
Fiscal Year 2023-24 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2023-24 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. • Fleet Telematics
• Records Digitization
• Patron Print/Copy/PC Management
• Staff Managed Print
• Business Process Automation
• Expansion of Yardi

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H-5
Completed, Cancelled or Delayed Projects
The following projects were completed, cancelled or delayed during fiscal year 2023-24. The completed projects are not part of the totals of the various graphs and charts, while if there were cancelled projects they would have been included if the project was previously funded. If a project was previously funded and new funding was delayed the new year the project will be funded is shown and included in the appropriate graphs and charts.

Completed
• Project Portfolio Management Tool & Consulting
• Enterprise Digital Asset Management (EDAM)
• Exploration Hub Upgrade
• Regulatory Water Usage Analytics
• Payment Works
• Past Perfect Upgrade/Migration
Cancelle d
There are no cancelled projects from fiscal year 2023-24.

Delayed
The following projects that were previously approved and funded are being delayed:
• Discovery Management
• Facility Security Master Plan
• Virtual Permitting Counter

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H-6

ESTIMATED TOTAL APPROPRIATIONS BY GOAL
Going into fiscal year 2024-25, there are 41 continuing and new projects planned over the next five years at an estimated total cost of $36.7 million. Included in the $36.7 million is approximately $19.8 million in estimated new costs over the course of the same time frame to provide additional funding for the continuation of existing projects as well as funding for new projects. Within the $19.8 million is approximately $6.2 million of estimated new appropriations for fiscal year 2024-25 for these same projects.

Build Capacity for Data-
driven Decision Making,
$1,655,000 , 4%
Enhance Accessibility
and Transparency,
$1,173,000 , 3%
Foster a Vibrant Civic
Engagement Culture,
$1,325,000 , 4%
Promote Security and
Sustainability through
Connectivity,
$13,265,366 , 36%
Pursue
Communitywide
Digital
Transformation,
$19,268,500 , 53%
Estimated Total Project Costs by Funding Source
FY 2024-25 to FY 2028-29
$36.7 million
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H-7
Fiscal year 2024-25 estimated total appropriations by project goal Pursue Communitywide Digital Transformation
$19.2 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy.

Build Capacity for Data-Driven Decision Making
$1.7 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
$1.3 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
$1.2 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 $13.3 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 911 emergency system.

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H-8

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 fewer systems that consolidate the city’s core business functions will enable streamlined business processes and provide more timely access to data and information. It will also enhance operations and reduce inefficiencies of employees having to learn and operate multiple systems.

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 with narrow applicability, the city is evaluating ways to consolidate its core systems as legacy applications are replaced. This may mean accelerated replacement for certain systems. The goal is to reduce redundancy and inefficiency associated with operating many different systems with different vendors.

Consolidating down to a few systems that seamlessly integrate data and provide 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 imp lementation 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 9,400,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational Not known
Replacement Not known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 2,400,000$ 3,000,000$ 3,000,000$ 1,000,000$ -$ 9,400,000$ Est FY27-28
Budget
-$
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H-9
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 city developed and issued a request for proposals for a new consolidated system and received 12 proposed solutions.

Staff reviewed the proposals and invited four vendors for solution demonstrations. After demonstrations, staff selected 2 finalists and are in the process of completing a comprehensive due diligence process before selecting a final solution and entering contract negotiations. City staff are currently requesting funding of $3.0 million in fiscal year 2024-25 for acquisition and initial implementation and will request an estimated $4.0 million in funding for the continued implementation of a new system as part of the fiscal year 2025-26 and 2026-27 SDTIP.

It is not currently feasible to determine any operational or replacement costs because they depend on the final costs established during contract negotiations.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

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H-10
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 2024-25 includes elements required for this expansion as well as some feature and functionality enhancements to the services already in place.

For fiscal year 2024-25, $87,000 was included in the Information Technology Department’s operating fund budget request to account for expansion of the network. It is estimated the operational and replacement requirements will be approximately between $150,000 and $200,000 for fiscal year 2025-26 and annually thereafter. 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
June 18, 2024
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H-11
Payment Card Industry (PCI) Compliance

Project Benefits
Recreation facilities accept credit card payments for various recreation activities such as enrolling in recreation classes or summer programs. When accepting credit card payments at a city facility, adhering to PCI compliance is crucial for maintaining customer trust, avoiding fines and safeguarding the city’s reputation.

About This Project
This project will replace all the existing credit card devices at city recreation facilities with new devices that are PCI compliant.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Funding Source:

Technology Investment 62,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 62,000$ -$ -$ -$ 62,000$ Est FY27-28
Budget
-$
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H-12
RFID Replacement

Project Benefits
The library currently relies heavily on automation for materials management. A core component of this automation process is the Radio Frequency Identification (RFID) system used for physical material management. RFID automation is integral to the entire materials management process from checking-out materials to automated returns.

About This Project
The existing RFID equipment installed at each of the three library facilities is beyond the end of its life, is no longer supported and replacement parts are no longer being manufactured. This project involves the identification, acquisition and implementation of replacement RFID equipment including self-check kiosks, automated material handling systems and security pedestals.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Funding Source:

Technology Investment 600,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 600,000$ -$ -$ -$ 600,000$ Est FY27-28
Budget
-$
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H-13
Risk Management Solution Assessment

Project Benefits
The existing risk management solution was developed internally by city staff and is based on the Microsoft Access platform. Microsoft Access lacks the functionality and capabilities of an enterprise solution. Implementing a commercially developed risk management solution or including risk management functionality into the solution selected as part of the Consolidation & Replacement of Core Systems initiative will ensure the ongoing stability and security of the data and risk management claim tracking.

About This Project
With the assistance of an outside consultant, staff will complete a comprehensive process review and needs assessment that will fully document the functional requirements for a risk management solution. The findings of this assessment will be used to evaluate the possibility of incorporating risk management functionality into the Consolidation & Replacement of Core Systems . If the solution cannot be included as part of the Consolidation & Replacement of Core Systems, the findings will be used to develop a Request for Proposal to identify an enterprise risk management solution.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Funding Source:

Technology Investment 40,000$
Managing Department:

Information Technology
Human Resources
Estimated Annual Costs
Increase/(Decrease):

Operational 4,000$
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 40,000$ -$ -$ -$ 40,000$ -$ Est FY27-28
Budget
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H-14
Station Alerting Equipment Replacement

Project Benefits
Fire station alerting systems are installed in every fire station in the city and are critical components in the rapid response of fire and emergency services. These systems utilize advanced technology to ensure that fire personnel are notified of emergencies almost instantaneously. The system at each station integrates with the North County Dispatch Joint Powers Authority’s (NorthCom m) Computer- Aided Dispatch (CAD) system to deliver incident details swiftly and accurately, enhancing situational awareness and communication. Features like text-to-speech technology, high contrast message signs and various audio and visual alerts ensure timely turn out and response times.

The existing fire station alerting equipment and infrastructure at fire stations 1, 3, 4, 5 and 6 is over 20 years old, past end of life and no longer supported.

About This Project
Acquire and install new fire station alerting equipment and infrastructure at fire stations 1, 3, 4, 5 and

6. The equipment will match what is currently installed at fire stations 2 and 7 .

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

Project Funding Source:

Technology Investment 500,000$
Managing Department:

Information Technology
Fire
Estimated Annual Costs
Increase/(Decrease):

Operational 50,000$
Replacement Not Known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 500,000$ -$ -$ -$ 500,000$ -$ Est FY27-28
Budget
June 18, 2024
Item #11 Page 539 of 625
H-15

BUILD CAPACITY FOR DATA -DRIVEN DECISION
MAKING

Data Governance and Operational Analytics

Project Benefits
Building a comprehensive approach to citywide data management to enable data -rich key performance metrics and effective operation of city departments. Council recently approved a policy statement on citywide data governance and management and a data governance committee has been established. Additional funding is being requested to purchase additional software licenses and data lake design and engineering services.

About This Project
This project will serve as the foundation for delivering more efficient city services through a better understanding of key performance metrics for all city departments by leveraging data. The project will include the implementation of a citywide data policy to govern how the organization collects, maintains and secures data in order to enable rich reporting and analytics for operations and leadership. The policy will enact a data governance team that can revise the policy as needs and priorities change. The data governance team will direct and oversee the data catalog and data inventory and participate in the evaluation of new systems that will collect data. The data governance team will also regularly review data security and audit processes of data collection and retention. The project will fund the implementation of a data lake to house a centralized location to facilitate easier cross department reporting. Staff training of data stewardship and how to unlock operational insights using new data tools is an additional element of the project. This project will also include the delivery of department performance dashboards to inform leadership and council on the ongoing efforts of agency goals. In addition, the project creates capacity to acquire external datasets that inform city operations and provide benefit to multiple departments.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Funding Source:

Technology Investment 495,000$
Managing Department:

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

Operational 310,000$
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 405,000$ 18,000$ 18,000$ 18,000$ 18,000$ 495,000$ Est FY27-28
Budget
18,000$
June 18, 2024
Item #11 Page 540 of 625
H-16
Facility Monitoring and Management

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. Alerting to conditions in city facilities will allow staff to respond, reducing or limiting any potential damage that may occur from these conditions.

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

Staff are currently in the process of issuing and reviewing responses to a request for qualifications to identify at least two solutions that will be part of a pilot program at two city facilities. At the completion of the pilot, staff will select a solution for implementation as part of an expanding implementation at additional city facilities. The additional funding request for fiscal year 2024- 25 is being requested to support the expanded implementation.

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 100,000$
Managing Department:

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

Project Benefits
Currently, the ability to track facility usage is limited to a count of people that walk thr ough the public entrance of a city library. Once a guest enters the facility, the city does not have any data to identify what areas of a facility are being used or not used. Additionally, the existing system is past end of life, is no longer supported and needs to be replaced. Replacing the existing system with a newer solution that leverages innovative technology will give the city data and analytics that will prov ide greater insight into how city facilities are being used.

About This Project
This project will identify, procure and implement a citywide guest traffic and facility usage analytics solution for city library facilities, parks and recreation centers. Staff are currently in the process of issuing and reviewing responses to a request for qualifications to identify at least two solutions that will be part of a pilot program at two city facilities. At the completion of the pilot, staff will select a solution for implementation as part of an expanding implementation at additional city lib rary facilities, parks and recreation centers. The additional funding request for fiscal year 2024-25 is being requested to support the expanded implementation.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Funding Source:

Technology Investment 100,000$
Managing Department:

Library & Cultural Arts
Parks & Recreati on
Estimated Annual Costs
Increase/(Decrease):

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 geographic information system (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 E sri. The credits are also flexible so as city needs change, the city can adapt its use of the technical assistance. It is estimated that the city will use at least $70,000 worth of credits in fiscal year 2024-25.

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 490,000$
Managing Department:

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

Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 140,000$ 70,000$ 70,000$ 70,000$ 70,000$ 490,000$ 70,000$ Est FY27-28
Budget
June 18, 2024
Item #11 Page 543 of 625
H-19

FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE

There are no projects requesting budget for fiscal year 2024-25 that are being proposed under the Foster a Vibrant Civic Engagement Culture goal.

ENHANCE ACCESSIBILITY AND TRANSPARENCY

There are no projects requesting budget for fiscal year 2024-25 that are being proposed under the Enhance the Accessibility and Transparency goal.

June 18, 2024
Item #11 Page 544 of 625
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 7,080,786$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational None
Replacement None
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget IT Repl acement 1,021,742$ 1,209,044$ 1,100,000$ 1,050,000$ 1,200,000$ 7,080,786$ Est FY27-28
Budget
1,500,000$
June 18, 2024
Item #11 Page 545 of 625
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 operations 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 can successfully accomplish its mission. As the threat landscape is changing and getting more sophisticated in lockstep with advances in technology, we need to ensure the city’s cybersecurity program is robust enough to keep threat actors from causing harm to the c ity.

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 1,050,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational Unknown
Replacement Unknown
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 550,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,050,000$ Est FY27-28
Budget
100,000$
June 18, 2024
Item #11 Page 546 of 625
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 2025-26 and beyond. No new operational or replacement costs were requested for the fiscal year 2024 -25 budget cycle.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

June 18, 2024
Item #11 Page 547 of 625
H-23
Virtual Reality (VR) Training

Project Benefits
Virtual reality (VR) training offers a multitude of benefits for police officers which enhances their preparedness and capabilities in a safe and controlled environment. One of the primary advantages is the ability to simulate realistic scenarios, allowing officers to practice responses to high -risk situations without the associated dangers. This immersive training not only improves decision-making and situational awareness but also allows for the rehearsal of critical skills such as de -escalation and use of force in a variety of contexts. Moreover, VR training can be more cost -effective and time-efficient compared to traditional methods, reducing the need for physical resources and enabling flexible scheduling. The use of VR also supports continuous learning and skill development as scenarios can be easily updated to reflect new challenges and procedures.

About This Project
Identify, acquire and implement a VR solution that provides police training in a variety of scenarios including de-escalation, use of force and other customizable real-life scenarios.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Funding Source:

Technology Investment 75,000$
Managing Department:

Information Technology
Police
Estimated Annual Costs
Increase/(Decrease):

Operational 1,300
Replacement Not Known
Prior Year Req FY24-25 Est FY25-26 Est FY26-27 Est FY28-29 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 75,000$ -$ -$ -$ 75,000$ Est FY27-28
Budget
-$
June 18, 2024
Item #11 Page 548 of 625
H-24

MINOR PROJECTS

Promote Security and Sustainability Through Connectivity Billiards Room Membership Infrastructure
This project involves implementing a membership program for the billiards room at the Senior Center similar to the one that is already in place for the Senior Center fitness room. In addition to configuring the membership program in the existing recreation management application, an access control scanner will be installed that integrates with the recreation management application and controls access into the billiards room.

Construction Waste Management
In order to meet state reporting and metrics requirements related to the diversion of construction and demolition waste, the city needs to implement an enterprise solution capable of tracking the amount of waste a permitted project directs to recycling versus a landfill.

Narcotics Safe Migration
The existing safes used to manage and secure the inventory of medical narcotics used by the Fire department are connected to an on-premises software solution that is being retired and will no longer be supported by the vendor. As a result, the city needs to migrate to the vendor’s new cloud- based solution which also requires the replacement of existing fingerprint scanners attached to each safe with new biometric devices.

June 18, 2024
Item #11 Page 549 of 625
H-25

FUTURE PROJECTS

Estimated Fiscal Year 2024-25 through 2028-29 Appropriations by Goal The City of Carlsbad’s SDTIP for fiscal year 2024-25 to fiscal year 2028-29 outlines 41 projects at an estimated total cost of $36.7 million. Of the $36.7 million, $19.8 million is for new or increased funding for projects over the next five years. The information provided for future years reflects the most comprehensive snapshot of known or anticipated future projects as well as associate d estimated costs.

Estimated Fiscal Year 2024-25 Appropriations by Goal
The fiscal year 2024-25 SDTIP outlines $6.2 million in new appropriations for fiscal year 2024-25 to provide additional funding for the continuation of existing projects as well as funding for new projects.

Build Capacity for Data-
driven Decision Making,
$680,000 - 4%
Enhance Accessibility
and Transparency,
$51,000 - 0%
Foster a Vibrant
Civic Engagement
Culture,
$400,000 - 2%
Promote Security and
Sustainability through
Connectivity,
$9,847,244 - 50%
Pursue Communitywide
Digital Transformation,
$8,777,000 - 44%
Estimated Future Projects Costs by Goal
FY 2024-25 to FY 2028-29
$19.8 million
Enhance Accessibility and
Transparency,
$(61,000) - -1%
Build Capacity for Data-
driven Decision Making,
$138,000 - 2%
Promote Security and
Sustainability through
Connectivity,
$1,431,044 - 23%
Pursue Communitywide
Digital Transformation,
$4,702,000 - 74%
Requested
FY 2024-25 Appropriations by Goal
$6.2 million
June 18, 2024
Item #11 Page 550 of 625
H-26
Estimated Fiscal Year 2025-26 through 2028-29 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 2024-25 budget year. These projects will be reevaluated for the fiscal year 2025-26 budget year and if approved for funding in fiscal year 2025-26 will then have a project page included as part of the SDTIP in fiscal year 2025-26 or as appropriate. These projects have been included in the estimated five-year tables and funding projections.

Connected Requested Estimated Es timated Estimated Estimated Estimated Carlsbad Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Goal Source Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding AI Assessment PCDT TICF -$ -$ 40,000$ -$ -$ -$ 40,000$ Tightrope PCDT TICF - - 35,000 - - - 35,000 Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000 Audio Visual Upgrades FVCEC TICF 825,000 - 100,000 100,000 100,000 100,000 1,225,000 Civic Engagement with Open Data EAT TICF 198,000 - 18,000 18,000 18,000 18,000 270,000 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 Pending - - - - 500,000 - 500,000 Police In-car Video Replacement PSSC Pending - - - - 550,000 - 550,000 Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000 Citywide Validated ID File Transfer PSSC TICF - - 4,200 - - - 4,200 Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20,000 1,253,000$ -$ 1,518,200$ 429,000$ 1,606,000$ 340,000$ 5,146,200$ 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
Te
chnology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF Funding Source Not Identified = Pending
Project Name
June 18, 2024
Item #11 Page 551 of 625
H-27

FIVE-YEAR SCHEDULE OF PROJECTS BY

CONNECTED CARLSBAD GOAL

Requested Estimated Estimated Estimated Estimated Estimated Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Source Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding Consolidation & Replacement of Core Systems TICF 2,400,000$ 3,000,000$ 3,000,000$ 1,000,000$ -$ -$ 9,400,000$ Digital Information Network TICF 5,525,584 500,000 - - - - 6,025,584 Enterprise Asset Management System TICF 1,600,000 - - - - - 1,600,000 Fleet Telematics TICF 175,916 - - - - - 175,916 Payment Card Industry (PCI) Compliance TICF - 62,000 - - - - 62,000 RFID Replacement TICF - 600,000 - - - - 600,000 Risk Management Solution Assessment TICF - 40,000 - - - - 40,000 Staff Managed Print TICF 700,000 - - - - - 700,000 Station Alerting Equipment Replacement TICF - 500,000 - - - - 500,000 Utility Billing Portal UEF 90,000 - - - - - 90,000 AI Assessment TICF - - 40,000 - - - 40,000 Tightrope TICF - - 35,000 - - - 35,000 10,491,500 4,702,000 3,075,000 1,000,000 - - 19,268,500 Business Process Automation TICF 300,000 - - - - - 300,000 Data Governance and Operational Analytics TICF 405,000 18,000 18,000 18,000 18,000 18,000 495,000 Discovery Management Assessment TICF 30,000 - 140,000 - - - 170,000 Facility Monitoring and Analytics TICF 50,000 25,000 25,000 - 100, 000 Guest Traffic and Facility Usage Analytics TICF 50,000 25,000 25,000 - 100,000 Professional Technical Services for Data Project Delivery TICF 140,000 70,000 70,000 70,000 70,000 70,000 490,000 975,000 138,000 278,000 88,000 88,000 88,000 1,655,000 Audio Visual Upgrades TICF 825,000 - 100,000 100,000 100,000 100,000 1,225,000 Outdoor Wireless Study TICF 100,000 - - - - - 100,000 925,000 - 100,000 100,000 100,000 100,000 1,325,000 Civic Engagement with Open Data TICF 198,000 - 18,000 18,000 18,000 18,000 270,000 Online Permitting/Electronic Reviews (E-Reviews) TICF 645,000 - - - - - 645,000 Patron Print/Copy/PC Management TICF 88,000 - - - - - 88,000 Record Digitization TICF 100,000 - - - - - 100,000 Virtual Permitting Counter (OpenCounter) TICF 61,000 (61,000) - - - - - Expansion of Yardi TICF 30,000 - - - - - 30,000 Remote Hold Pickup Locker TICF - - 40,000 - - - 40,000 1,122,000 (61,000) 58,000 18,000 18,000 18,000 1,173,000 Annual Hardware and Infrastructure Replacement ITRF 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786 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 550,000 100,000 100,000 100,000 100,000 100,000 1,050,000 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 Police Body Camera Replacement Pending - - - - 500,000 - 500,000 Police In-car Video Replacement Pending - - - - 550,000 - 550,000 Police Records Management Migration TICF - - 200,000 - - - 200,000 Virtual Reality (VR) Training TICF - 75,000 - - - - 75,000 Billiards Room Membership Infrastructure TICF - 12,000 - - - - 12,000 Citywide Validated ID File Transfer TICF - - 4,200 - - - 4,200 Construction Waste Management Tracking TICF - 20,000 - - - - 20,000 Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000 Narcotic Safe Migration TICF - 15,000 - - - - 15,000 3,418,122 1,431,044 2,345,200 1,461,000 3,088,000 1,522,000 13,265,366 16,931,622$ 6,210,044$ 5,856,200$ 2,667,000$ 3,294,000$ 1,728,000$ 36,686,866$ Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF Funding Source Not Identified = Pending
Foster a Vibrant Civic Engagement Culture
Projects Total
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 Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Build Capacity for Data-driven Decision Making
Build Capacity for Data-driven Decision Making Total
Pursue Communitywide Digital Transformation Total
June 18, 2024
Item #11 Page 552 of 625
H-28

FIVE-YEAR SCHEDULE OF PROJECTS BY FUND

Connected Requested Estimated Estimated Estimated Estimated Estimated Carlsbad Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Project Name Goal Appropriation 2024-25 2025-26 2026-27 2027-28 2028-29 Funding Technology Investment Capital Fund
AI Assessment PCDT -$ -$ 40,000$ -$ -$ -$ 40,000$ Audio Visual Upgrades FVCEC 825,000 - 100,000 100,000 100,000 100,000 1,225,000 Billiards Room Membership Infrastructure PSSC - 12,000 - - - - 12,000 Business Process Automation BCDDM 300,000 - - - - - 300,000 Citywide Validated ID File Transfer PSSC - - 4,200 - - - 4,200 Civic Engagement with Open Data EAT 198,000 - 18,000 18,000 18,000 18,000 270,000 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 2,400,000 3,000,000 3,000,000 1,000,000 - - 9,400,000 Construction Waste Management Tracking PSSC - 20,000 - - - - 20,000 Cyber Security Program Development PSSC 550,000 100,000 100,000 100,000 100,000 100,000 1,050,000 Data Governance and Operational Analytics BCDDM 405,000 18,000 18,000 18,000 18,000 18,000 495,000 Digital Information Network PCDT 5,525,584 500,000 - - - - 6,025,584 Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000 Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000 Expansion of Yardi EAT 30,000 - - - - - 30,000 Facility Monitoring and Analytics BCDDM 50,000 25,000 25,000 - - - 100,000 Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Fleet Telematics PCDT 175,916 - - - - - 175,916 Guest Traffic and Facility Usage Analytics BCDDM 50,000 25,000 25,000 - - - 100,000 Live 911 PSSC 66,380 - - - - - 66,380 Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000 Narcotic Safe Migration PSSC - 15,000 - - - - 15,000 Online Permitting/Electronic Reviews (E-Reviews) EAT 645,000 - - - - - 645,000 Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000 Patron Print/Copy/PC Management EAT 88,000 - - - - - 88,000 Payment Card Industry (PCI) Compliance PCDT - 62,000 - - - - 62,000 Police Records Management Migration PSSC - - 200,000 - - - 200,000 Professional Technical Services for Data Project Delivery BCDDM 140,000 70,000 70,000 70,000 70,000 70,000 490,000 Record Digitization EAT 100,000 - - - - - 100,000 Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000 RFID Replacement PCDT - 600,000 - - - - 600,000 Risk Management Solution Assessment PCDT - 40,000 - - - - 40,000 Staff Managed Print PCDT 700,000 - - - - - 700,000 Station Alerting Equipment Replacement PCDT - 500,000 - - - - 500,000 Tightrope PCDT - - 35,000 - - - 35,000 Virtual Permitting Counter (OpenCounter) EAT 61,000 (61,000) - - - - - Virtual Reality (VR) Training PSSC - 75,000 - - - - 75,000 Technology Investment Capital Fund Total 15,819,880 5,001,000 4,756,200 1,617,000 744,000 528,000 28,466,080 Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement ITRF 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786 Information Technology Replacement Fund Total 1,021,742 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 7,080,786 Utilities Enterprise Funds (Operating or Capital)
Utility Billing Portal UEF 90,000 - - - - - 90,000 Total Utilities Enterprise Funds (Operating or Capital) 90,000 - - - - - 90,000 Funding Source Not Identified
Police Body Camera Replacement PSSC - - - - 500,000 - 500,000 Police In-car Video Replacement PSSC - - - - 550,000 - 550,000 Funding Source Not Identified Total - - - - 1,050,000 - 1,050,000 16,931,622$ 6,210,044$ 5,856,200$ 2,667,000$ 3,294, 000$ 1,728,000$ 36,686,866$ 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 18, 2024
Item #11 Page 553 of 625
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 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 2024-25 Operating Budget and for the Capital Funds please see the CIP Section of the Fiscal Year 202 4-25 Operating Budget.

Funding Source Not Identified – The funding for a project has not been identified or established at this time. Once the funding source is identified or established the project will reflect that source.

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
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
5,194,982$ 4,727,982$ 4,596,462$ 7,696,636$ 11,764,153$ Transfers In 4,284,000 4,369,680 4,457,074 4,546,215 4,637,139 Interest Revenue 250,000 255,000 260,100 265,302 270,608 Project Appropriations 5,001,000 4,756,200 1,617,000 744,000 528,000 4,727,982$ 4,596,462$ 7,696,636$ 11,764,153$ 16,143,900$ 5,194,982$
Beginning Available Balance
Ending Available Balance
Balance Available for Future Projects
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2023-24
2024-25 2025-26 2026-27 2027-28 2028-29
2,896,227$ 3,378,634$ 3,628,634$ 3,928,634$ 3,778,634$ Replacement Cost Revenue 1,691,451 1,350,000 1,350,000 1,350,000 1,350,000 Replacement Appropriations 1,209,044 1,100,000 1,050,000 1,500,000 1,200,000 3,378,634$ 3,628,634$ 3,928,634$ 3,778,634$ 3,928,634$ 2,896,227$ Estimated Available Funds
Ending Available Balance
Beginning Available Balance
June 18, 2024
Item #11 Page 554 of 625
H-30

REVENUE PROJECTIONS SCHEDULE

BUDGET EXPENDITURE SCHEDULE

2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Actual Projected Estimated
Revenue Revenue Revenue Revenue R e venue
Technology Investment Capital NA 10,747,619$ 4,127,866$ 4,440,000$ 4,534,000$ Information Technology Department Replacement 1,221,363 1,491,070 1,576,979 1,628,040 1,691,451 Total 1,221,363$ 12,238,689$ 5,704,845$ 6,068,040$ 6,225,451$ Fund
2021-22 2022-23 2023-24 2024-25 2024-25 2024-25
Actual Actual Estimated Continuing New Total
Expense Expense Expense Appropriations Appropriations Appropriations Technology Investment Capital 1,615,320$ 1,872, 512$ 1,500,000$ 7,821,618$ 5,001,000$ 12,822,618$ Information Technology Department Replacement 935,994 993,515 1,300,000 645,320 1,209,044 1,854,364 Total 2,551,314$ 2,866,027$ 2, 800,000$ 8,466,938$ 6,210,044$ 14,676,982$ Fund
June 18, 2024
Item #11 Page 555 of 625
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 department ’s annual operating budget request.

Total Year 1 Year 2 Year 3 Year 4 Y ear 5
Project Name Funding 2024-25 2025-26 2026-27 2027-28 2028-29 Totals AI Assessment 40,000$ -$ -$ -$ -$ -$ -$ Billiards Room Membership Infrastructure 12,000 - 2,000 - - - 2,000 Business Process Automation 300,000 - - - - - - Citywide Validated ID File Transfer 4,200 - - 1,000 - - 1,000 Civic Engagement with Open Data 270,000 65,000 40,000 25,000 - - 130,000 Computer Aided Dispatch (CAD) 1,580,000 75,000 20,000 - - - 95,000 Consolidation & Replacement of Core Systems 9,400,000 - - - - - - Construction Waste Management Tracking 20,000 - 3,000 - - - 3,000 Cyber Security Program Development 1,050,000 - - - - - - Data Governance and Operational Analytics 495,000 - 125,000 75,000 60,000 50,000 310,000 Digital Information Network 6,025,584 87,000 150,000 - - - 237,000 Discovery Management Assessment 170,000 - - - - - - Enterprise Asset Management System 1,600,000 10,100 - - - - 10,100 Facility Monitoring and Analytics 100,000 - - - - - - Facility Security Master Plan 1,892,000 - 150,000 150,000 150,000 100,000 550,000 Fleet Telematics 175,916 - - - - - - Guest Traffic and Facility Usage Analytics 100,000 - - - - - - Live 911 66,380 - 60,000 - - - 60,000 Major Incident/Special Event Management System 20,000 - 5,000 - - - 5,000 Narcotic Safe Migration 15,000 - - - - - - Online Permitting/Electronic Reviews (E-Reviews) 645,000 - 27,300 - - - 27,300 Outdoor Wireless Study 100,000 - - - - - - Police Records Management Migration 200,000 - 54,000 - - - 54,000 Professional Technical Services for Data Project Delivery 490,000 - - - - - - Remote Hold Pickup Locker 40,000 - 4,000 - - - 4,000 RFID Replacement 600,000 - - - - - - Risk Management Solution Assessment 40,000 - 4,000 - - - 4,000 Staff Managed Print 700,000 - (32,000) - - - (32,000) Station Alerting Equipment Replacement 500,000 - 50,000 - - - 50,000 Tightrope 35,000 - - - - - - Utility Billing Portal 90,000 - - - - - - Virtual Reality (VR) Training 75,000 - 1,300 - - - 1,300 26,851,080 $ 237,100$ 663,600$ 251,000$ 210,000$ 150,000$ 1,511,700$ * 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 18, 2024
Item #11 Page 556 of 625
H-32
FISCAL YEAR 2024-25 ROADMAP

June 18, 2024
Item #11 Page 557 of 625
H-33

FIVE-YEAR ROADMAP

Strategic Digital Transformation Investment Program - 5-Year Roadmap Legend: In progress Approved E valuating 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
Fleet Telematics
Staff Managed Print
Utility Billing Portal
PCI Compliance
Risk Management Assessment
RFID Replacement
Station Alerting Equipment Replacement
Tightrope
AI Assessment
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
Professional Technical Services for Data Project Delivery Facitlity Monitoring and Management
Guest Traffic and Facility Usage Analytics
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 A
udio Visual Upgrades
Outdoor Wireless Study
Approved - has been fully approved but work has not started FY 2025-26
FY 2025-26
FY2026-27
FY2026-27
FY2026-27 FY2028-29
FY2028-29
FY2028-29
In progress - has been fully approved and work has started FY 2024-25
FY2027-28
FY2027-28
FY2027-28
Prior Years FY 2024-25
FY 2024-25Prior Years
Prior Years
FY 2025-26
Foster a Vibrant Civic
Engagement Culture
Evaluating - staff is currently studying merit and cost of initiative/project Ongoing - annual process

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

INITIATIVES

INITIATIVES
June 18, 2024
Item #11 Page 558 of 625
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
Online Permitting/Electronic Reviews (E-Review)
Expansion of Yardi
Patron Print/Copy/PC Management
Records Digitization
Remote Hold Pickup Locker
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
Citywide Validated ID File Transfer
Computer Aided Dispatch (CAD)
Cyber Security Program Development
Live 911
Facility Security Master Plan
Traffic Management Functionality Enhancement
Ensure Adoption of Relevant New Technologies are Mirrored into EOC Billiards Room Membership Infrastructure
Construction Waste Management
Narcotics Safe Migration
Virtual Reality Training
Command Central A/V Infrastructure
Major Incident/Special Event Management
Police Records Management Migration
Police Body Camera Replacement
Police In-car Video Replacement
Prior Years
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/project FY 2024-25 FY 2025-26 FY2026-27
Enhance Accessibility
and Transparency

GOAL INITIATIVES
Prior Years FY 2024-25 FY 2025-26 FY2026-27
Promote Safety and
Sustainability through
Connectivity

GOAL INITIATIVES
Ongoing - annual process
FY2027-28 FY2028-29
FY2027-28 FY2028-29
June 18, 2024
Item #11 Page 559 of 625
I-1

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

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

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

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

Investing in our quality of life
The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high quality facilities and infrastructure that support the needs and priorities of the community. Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing infrastructure projects through numerous asset management programs. Since the city applies a comprehensive asset management approach to infrastructure planning and budgeting it is able to avoid more costly unexpected repairs or operational needs and minimize the burden on emergency expenditures.

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

Exhibit 20
June 18, 2024
Item #11 Page 560 of 625
I-2
The Growth Management Plan states that unless a standard level of facilities is available to meet new demands resulting from the city’s growth, development cannot proceed. Recently, certain actions, such as imposing a moratorium, have been determined to be impermissible by the California Housing and Community Development Department, per Senate Bill 330, Housing Cr isis Act of 2019, which became effective on Jan. 1, 2020.

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

The CIP has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the fiscal year 2024-25 CIP, compliance with the Growth Management Plan is continued.

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

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

Projects were evaluated for the ability
to deliver realistic outcomes
considering anticipated revenue
decreases in some capital funding
sources. The city remains focused on
matching existing resources with
reasonable and achievable project
schedules while continuing to work
on projects that are already
underway. Existing project balances
were evaluated to determine
whether additional funding was
needed or if the existing balances
were adequate. Funding
recommendations were matched
against project timing and balanced against available funding sources.

As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels of service throughout their lifecycle. Recommendations for project funding consider current project status, project scheduling and sequencing requirements, project constraints, and current staff Capital
Improvement
Program
Public
health and
safety
City
mission,
vision and
organizatio
nal values
Community
values
Environmental
review
Governing
and policy
documents
Funding
availability
City
Council
goals
June 18, 2024
Item #11 Page 561 of 625
I-3
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 2024-25 appropriations

The CIP is organized by the following project categories:

The five-year CIP budget is based on project phase for Strategic Plan and Critical Need p rojects. This means rather than budgeting for the entire cost of a project well in advance of when the project is scheduled to begin, the City Council will be asked to consider appropriating money phase by phase.

Phases include scoping (which includes feasibility studies and needs assessment), conceptual design (which includes environmental permitting and up to 30% preliminary engineering/design completion), final design (which includes 100% engineering/design completion and final engineer’s estimate) and construction.

For example, as part of the annual budget process, city staff will request appropriations for a new project, starting with initial scoping. This typically involves early planning work and a feasibility analysis. When that work is completed, staff will return to the City Council to request appropriation for conceptual design. When that is done, staff will return to the City Council to request funding for final design, and so on.

Strategic Plan
• Priority projects
Critical Need
• Regulatory
• Health & safety
Maintenance
• Annual
Allocation
• Enterprise
• Drainage
Closeout
• In service
• Warranty
• Monitoring
June 18, 2024
Item #11 Page 562 of 625
I-4
Once plans and specifications for a project have been prepared, a more accurate engineer’s estimate for construction costs can be produced that considers the most up- to-date market conditions. By requesting appropriation of construction funding at the time staff request approval of plans and specifications and authorization to bid, the city can ensure that the approved project budget will align with the most accurate and timely cost estimates available. The 15 -year forecast will assist the City Council with making informed decisions regarding the city’s ability to fund current and future projects.

In the fiscal year 2024-25 CIP, there are approximately 197 continuing and new projects planned over the next 5 years. The fiscal year 2024-25 CIP outlines $15.6 million in new appropriations to provide additional funding for the continuation of existing projects as well as funding for 13 new projects.

Projected revenues during the same fiscal year are estimated at $93 million.

FY25
-40 -20 0 20 40
Millions
FY 2024-25 Appropriations by Budget Category
Strategic Plan
Critical Need
Maintenance
June 18, 2024
Item #11 Page 563 of 625
I-5
Fiscal year 2024-25 appropriations by project type

Civic Buildings and Facility Maintenance
-$24.6 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 2024-25 are negative.)

Parks
$5.5 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
$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
$19.5 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
$793 thousand
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
$7.4 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.

June 18, 2024
Item #11 Page 564 of 625
I-6

NEW CAPITAL IMPROVEMENT PROJECTS

Grant Funded

Project Description FY25
Appropriation
District
Paseo Del Norte
Pedestrian and Bike
Improvements

Enhance pedestrian and bike safety on
Paseo Del Norte between Palomar Airport
Road and Sea Gate Rd by reducing the
number of travel lanes from four to two,
adding bike buffers, widening bike lanes
and adding an uncontrolled crosswalk in
the vicinity of Tip-Top Meats and Motel 6.

$600,000,
funded in part
through Caltrans
local Highway
Safety
Improvement
Program

3 Schools Traffic Safety
Program

Install high-visibility crosswalks and speed
cushions near schools.
$1,100,000,
funded in part
through a
federal grant

All

Maintenance Projects

Project Description FY25
Appropriation
District
Carlsbad Water
Recycling Facility
Improvements
Feasibility study to evaluate best available
technologies for future equipment
upgrades and forecasted recycled water
demands in the event of reduced supply
from alternative sources.
$350,000 3
Carlsbad Municipal
Water District
Building and Site
Improvements
Interior and exterior building, warehouse
and site improvements for storage, site
security, charging station for electric
vehicle and forklift, paving for materials
storage and electric forklift operation,
restroom, locker room, drinking fountain,
and remodel of interior finishes.
$600,000

2 Downtown Tile
Replacement
Sidewalk tiles are antiquated, damaged or
broken and are detaching in multiple
locations, causing potential tripping
hazards and safety concerns.
$250,000

1 Fire Station 5
Renovation
Replace roof, renovate kitchen, exterior
finishes, remodel bathrooms, replace
apparatus bay door and remove epoxy
flooring, interior and exterior finishes.
$150,000 2
Flower Fields
Overlook Sidewalk
Replacement
Aging trees are lifting sidewalk in multiple
areas causing tripping hazards and safety
concerns throughout the entire walkway
along Armada Drive. The area is a high
foot traffic walkway and is a high tourism
location.
$250,000

2 June 18, 2024
Item #11 Page 565 of 625
I-7

Project Description FY25
Appropriation
District
Green Paint
Maintenance
Green paint maintenance is expected to
range from annual to bi-annual service per
location, depending on the paint lifespan.

Green paint lifespan is dramatically lower
than other intersection paint due to the
frequency of turning and slowing vehicles,
degrading the paint. Green paint locations
are projected to grow exponentially as the
city strives to promote safe routes to
school and continue implementing paint
upgrades to our roadways.
$250,000

All
La Costa Avenue Box
Culvert Cleaning
Remove all debris and sediment build up,
jet and vacuum the culvert, and dispose of
material.
$275,000

4 Magee Park Building
Restoration
Perform select restoration work to several
of the buildings in the park as identified in
the condition assessment
$200,000

1 Parks Maintenance
Program
Annual program will address ongoing
maintenance and infrastructure needs for
parks and recreation.
$644,000 for
scoping,
conceptual and
final design;
$1,503,00 for
construction

All
Police and Fire
Headquarters Parking
Lot and Exterior
Improvements
Secure the northeasterly 24 parking spots
of the parking lot between the PFHQ and
Skate Park and create access
improvements to the southeasterly access
point of the PFHQ building. Install fencing,
improved lighting, secured access and
hardscape improvements.
$120,000

2 Synthetic Turf
Replacement
Replace synthetic turf fields that have
reached the end of their useful life.
$1,800,000 for
Poinsettia Park.

Replacements at
Alga Norte,
Aviara planned
in FY26; Pine
Avenue Park
planned for
FY27
1, 2, 3
June 18, 2024
Item #11 Page 566 of 625
I-8

CAPITAL IMPROVEMENT PROGRAM REVENUES

Over the next 15 years, revenues for capital projects are estimated at $909.5 million and are segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad, (2) special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds other than wastewater and water, (5) general capital construction funds, and (6) other sources, including grants, sales taxes and contributions from other agencies.

Approximately 27.3% of all capital revenue is received as a result of development, including developer fees and financing districts in the chart above, and is dependent upon assumptions made about the city's annual growth in dwelling units and commercial and industrial square feet. These revenues include Public Facilities Fees, Traffic Impact Fees, Park-In-Lieu Fees, Planned Local Drainage Fees, water connection fees, sewer connection charges, and community facilities districts and bridge and thoroughfare benefit districts fees.

Water and wastewater replacement revenues generated by user fees equal approximately 3 1.6% 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 1 9.7%, 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 21.5% consists of revenues from other agencies and include federal and state grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from cities, developers, and other agencies.

Developer Fees, 23.6%
Financing Districts, 3.6%
Utility Replacement
Transfers, 31.6%
Infrastructure
Replacement Transfers,

9.1%
General Capital
Construction Transfers,

10.6%
Other Agencies, 21.5%
Capital Improvement Program
Projected Revenues FY 2024-25 to FY 2038-39
$909.5 million
June 18, 2024
Item #11 Page 567 of 625
I-9

FUTURE GROWTH AND DEVELOPMENT

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

Every year, city staff evaluates all existing and future private development projects and compares this information to the capacity of the city using the most current adopted general plans. Information about existing development activity combined with estimates of how remaining net developable land might develop is then summarized to prepare future projections about when and where residential and non-residential development may occur. The following table shows the number of residential units and non-residential square feet of development that was used in calculating estimated revenues for fiscal year 2024-25 and subsequent years to build out.

Projected Future Development

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

Conservatively, about 6,044 residential units are anticipated for future development, and it is currently estimated that the city is more than 90% built out. Residential development for fiscal year 2024-25 is projected at 267 units, and, over the next five years, should average 432 units per year.

The amount of non-residential development is projected at about 268,000 square feet over the next five years.

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

Fiscal Year Residential Units
Non-Residential Square
Feet
2024-25 267 19,927 2025-26 833 161,603 2026-27 328 50,629 2027-28 278 20,629 2028-29 452 14,926 2029-34 1,299 740,016 2035-build out 2,587 2,104,038 Totals 6,044 3,111,768 June 18, 2024
Item #11 Page 568 of 625
I-10

FUTURE PROJECTS

Long-range planning and responsible asset management play key roles in the development of future capital projects. Using data from various infrastructure master plans, ongoing asset condition assessments, technical modelling, field inspections as well as community feedback, the information provided for future years reflects the most comprehensive snapshot of known or anticipated future projects as well as associated estimated costs. Future costs for projects forecast in fiscal year 2029 -30 to fiscal year 2038-39 are estimated at approximately $538 million.

Civic
19%
Drainage
11%
Parks
4%
Recycled Water
2%
Sewer
28%
Traffic System
0%
Transportation
21%
Water
15%
Future Project Costs by Type
FY 2029-30 to FY 2038-39
$538 million
June 18, 2024
Item #11 Page 569 of 625
I-11

CALCULATION OF FUTURE FEES

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

The following information delineates how those assumptions were applied to estimate future development revenues. The mix of future multi-family and single-family residential units is assumed to be 90% and 10%, respectively, and reflects the anticipated mix of residential development for each Local Facilities Management Zone.

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

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

Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development and restoration.

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 these 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 generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining 80% unfunded.

Business Park Recreational Facility (Partial funding / Park Fee Zones 5, 13, 16, 17, 18) $11,917,235 Cannon Lake Park (6.7 acres) 2,243,000
Carlsbad Boulevard Realignment – Manzano Drive to Island Way (Partial funding / TIF) 63,387,000 Chestnut Complete Street I-5 to Railroad 2,500,000
College Boulevard Extension 30,000,000
Fire Station 7 19,000,000
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 18, 2024
Item #11 Page 570 of 625
I-12

PROJECTED FUND BALANCES FOR FISCAL YEAR
2023- 24

July 1, 2023 Projected June 30, 2024
Unreserved Projected Projected Debt Service Pr ojected
Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 1,426,548$ 45,759$ -$ - 1,472,307$ BTD#3 - Cannon Road West 535,136 12,730 -$ - 547,866 CFD #1 - Citywide 99,836,822 7,442,487 2,018,187 110,000$ 105,151,122 Gas Tax 14,732,298 3,508,516 4,645,141 - 13,595,673 Gas Tax (Road Maint. & Rehab Acct.) 4,165,566 2,824,483 5,980,734 - 1,009,315 General Capital Const. 38,509,731 12,628,670 6,112,453 - 45,025,948 Grants - Federal 3,224 8,000,000 1,165 - 8,002,059 Grants - State 21,982 7,249,989 2,249,989 - 5,021,982 Infrastructure Replacement 117,165,781 6,984,046 13,253,615 - 110,896,212 Other 2,048,272 58,863 959,647 - 1,147,488 Park Fee Zones 5,13,16, 17, 18 4,977,874 219,790 - - 5,197,664 Park-In-Lieu NE 4,816,469 112,544 654,304 - 4,274,709 Park-In-Lieu NW 2,620,200 1,698,075 1,101,363 - 3,216,912 Park-In-Lieu SE 1,787,398 323,044 46,255 - 2,064,187 Park-In-Lieu SW 1,149,918 1,254,180 - - 2,404,098 Planned Local Drainage Area A 1,086,314 31,114 30,632 - 1,086,796 Planned Local Drainage Area B 1,476,161 259,423 32,567 - 1,703,017 Planned Local Drainage Area C 1,687,795 63,117 29,807 - 1,721,105 Planned Local Drainage Area D 750,075 138,947 37,667 - 851,354 Public Facilities Fee 29,587,747 3,657,017 319,106 - 32,925,658 Sewer Connection 6,187,536 684,035 131,181 - 6,740,389 Sewer Replacement 18,203,374 10,512,237 8,869,773 - 19,845,838 Traffic Impact Fee 20,688,628 2,258,481 4,507,832 - 18,439,277 Transnet/Local 35,714,877 5,869,160 6,871,503 - 34,712,534 Water - Potable 37,499,302 1,504, 953 10,790 - 38,993,465 Water - Recycled (9,485,067) 2,592,817 6,929,348 - (13,821,598) Water Replacement - Potable 64,227,039 6,586,067 14,989,111 - 55,823,995 Water Replacement - Recycled 18,694,351 434,932 1,010,114 - 18,119,169 Total 520,115,352$ 86,955,476$ 80,792,287$ 110,000$ 526,168,541$ June 18, 2024
Item #11 Page 571 of 625
I-13

PROJECTED FUND B ALANCES FOR FISCAL YEAR
2024- 25

July 1, 2024 June 30, 2024 July 01, 2024 2024-25 J une 30, 2025 Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 1,472,307$ - 383,035$ - 383,035$ 1,089,272$ BTD#3 - Cannon Road West 547,866 - - - - 547,866 CFD #1 - Citywide 105,151,122 2,125,151$ 68,731,658 (25,490,000)$ 43,241,658 64,034,614 Gas Tax 13,595,673 3,186,643 13,416,722 (2,157,352) 11,259,370 5,522,945 Gas Tax (Road Maint. & Rehab Acct.) 1,009,315 2,935,648 906,683 3,030,000 3,936,683 8,280 General Capital Const. 45,025,948 18,579,226 31,121,093 (1,668,431) 29,452,662 34,152,512 Grants - Federal 8,002,059 1,911,801 9,060,636 850,000 9,910,636 3,224 Grants - State 5,021,982 534,510 5,000,000 534,510 5,534,510 21,982 Infrastructure Replacement 110,896,212 4,979,226 32,908,525 14,117,345 47,025,870 68,849,568 Other 1,147,488 - 323,489 (323,489) 0 1,147,488 Park Fee Zones 5,13,16, 17, 18 5,197,664 2,000 - - - 5,199,664 Park-In-Lieu NE 4,274,709 - 349,317 425,000 774,317 3,500,392 Park-In-Lieu NW 3,216,912 1,642,816 3,253,072 1,403,000 4,656,072 203,656 Park-In-Lieu SE 2,064,187 313,432 547,121 - 547,121 1,830,498 Park-In-Lieu SW 2,404,098 929,488 219,562 - 219,562 3,114,024 Planned Local Drainage Area A 1,086,796 - 40,614 - 40,614 1,046,182 Planned Local Drainage Area B 1,703,017 158,391 18,706 - 18,706 1,842,702 Planned Local Drainage Area C 1,721,105 68,655 102,376 - 102,376 1,687,384 Planned Local Drainage Area D 851,354 20,442 18,397 - 18,397 853,399 Public Facilities Fee 32,925,658 1,959,790 4,611,030 - 4,611,030 30,274,418 Sewer Connection 6,740,389 634,863 5,497,842 2,016,000 7,513,842 (138,590) Sewer Replacement 19,845,838 20,571,241 26,954,935 16,498,515 43,453,450 (3,036,370) Traffic Impact Fee 18,439,277 2,885,562 18,371,699 (1,374,187) 16,997,512 4,327,327 Transnet/Local 34,712,534 5,849,095 27,459,537 6,635,126 34,094,663 6,466,966 Water - Potable 38,993,465 1,826,697 12,081,605 (8,208,000) 3,873,605 36,946,558 Water - Recycled (13,821,598) 15,387,825 1,157,044 350,000 1,507,044 59,182 Water Replacement - Potable 55,823,995 6,659,237 38,948,577 6,175,667 45,124,244 17,358,987 Water Replacement - Recycled 18,119,169 - 4,755,558 2,791,013 7,546,571 10,572,599 Total 526,168,541$ 93,161,738$ 306,238,833$ 15,604,717$ 321,843,550$ 297,486,729$ June 18, 2024
Item #11 Page 572 of 625
I-14

REVENUE PROJECTIONS SCHEDULE

2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 22,020$ (497,154)$ 2,800,034$ 45,759$ - BTD#3 - Cannon Road West 949 (21,419) 5,526 12,730 - CFD #1 - Citywide 2,286,479 (2,303,139) 2,869,873 7,442,487 2,125,151$ Gas Tax 2,733,074 2,195,851 3,047,442 3,508,516 3,186,643 Gas Tax (Road Maint. & Rehab Acct.) 2,149,734 2,080,454 2,744,950 2,824,483 2,935,648 General Capital Const. 4,654,470 13,296,442 4,268,091 12,628,670 18,579,226 Grants - Federal 256,529 34,140 39,772 8,000,000 1,911,801 Grants - State - - 21,982 7,249,989 534,510 Infrastructure Replacement 4,704,670 (4,498,884) 5,386,482 6,984,046 4,979,226 Other 4,643 (98,987) 36,564 58,863 - Park Fee Zones 5,13,16, 17, 18 78,182 (195,275) 144,419 219,790 2,000 Park-In-Lieu NE 451,497 (92,752) 50,477 112,544 - Park-In-Lieu NW 429,037 267,635 150,878 1,698,075 1,642,816 Park-In-Lieu SE 3,205 (55,340) 19,848 323,044 313,432 Park-In-Lieu SW 319,862 13,108 319,222 1,254,180 929,488 Planned Local Drainage Area A 27,489 (20,032) 100,215 31,114 - Planned Local Drainage Area B 635,853 54,137 188,568 259,423 158,391 Planned Local Drainage Area C 2,779 (36,025) 89,879 63,117 68,655 Planned Local Drainage Area D 2,877 (12,992) 82,860 138,947 20,442 Public Facilities Fee 1,751,477 (556,423) 1,581,967 3,657,017 1,959,790 Sewer Connection 332,049 (159,776) 1,861,377 684,035 634,863 Sewer Replacement 4,390,568 3,959,756 5,394,289 10,512,237 20,571,241 Traffic Impact Fee 1,084,181 (399,069) 1,907,630 2,258,481 2,885,562 Transnet/Local 3,347,237 2,215,348 1,556,262 5,869,160 5,849,095 Water - Potable 713,234 (1,309,185) 793,135 1,504,953 1,826,697 Water - Recycled 59,190 - 1,590,853 2,592,817 15,387,825 Water Replacement - Potable 6,378,189 1,734,930 5,334,988 6,586,067 6,659,237 Water Replacement - Recycled 1,083,332 726,017 1,107,565 434,932 - Total 58,741,652$ 37,901,545$ 43,495,147$ 86,955,476$ 93,161,738$ June 18, 2024
Item #11 Page 573 of 625
I-15

BUDGET EXPENDITURE SCHEDULE

2021-22 2022-23 2023-24 2024-25 2024- 25 2024-25
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy 13,059,041.00 57,041$ -$ 383,035$ - 383,035$ BTD#3 - Cannon Road West - - - - - - CFD #1 - Citywide 583,318$ 962,730 2,128,187 68,731,658 (25,490,000)$ 43,241,658 Gas Tax 2,595,882 1,984,349 4,645,141 13,416,722 (2,157,352) 11,259,370 Gas Tax (Road Maint. & Rehab Acct.) 307,543 5,045,379 5,980,734 906,683 3,030,000 3,936,683 General Capital Const. 12,606,427 10,306,345 6,112,453 31,121,093 (1,668,431) 29,452,662 Grants - Federal 26,669 49,535 1,165 9,060,636 850,000 9,910,636 Grants - State - 117,611 2,249,989 5,000,000 534,510 5,534,510 Infrastructure Replacement 6,701,080 7,293,771 13,253,615 32,908,525 14,117,345 47,025,870 Other 2,587 1,015,672 959,647 323,489 (323,489) 0 Park Fee Zones 5,13,16, 17, 18 - - - - - - Park-In-Lieu NE - 34,379 654,304 349,317 425,000 774,317 Park-In-Lieu NW - 130,121 1,101,363 3,253,072 1,403,000 4,656,072 Park-In-Lieu SE 1,196 25,429 46,255 547,121 - 547,121 Park-In-Lieu SW - - - 219,562 - 219,562 Planned Local Drainage Area A 1,149 26,547 30,632 40,614 - 40,614 Planned Local Drainage Area B 77,250 252,941 32,567 18,706 - 18,706 Planned Local Drainage Area C 2,913 5,979 29,807 102,376 - 102,376 Planned Local Drainage Area D 12,358 7,130 37,667 18,397 - 18,397 Public Facilities Fee 2,635,240 1,304,479 319,106 4,611,030 - 4,611,030 Sewer Connection 611,405 3, 031,587 131,181 5,497,842 2,016,000 7,513,842 Sewer Replacement 6,944,820 6,529,066 8,869,773 26,954,935 16,498,515 43,453,450 Traffic Impact Fee 2,806,082 1,903,324 4,507,832 18,371,699 (1,374,187) 16,997,512 Transnet/Local 1,922,954 3,256,939 6,871,503 27,459,537 6,635,126 34,094,663 Water - Potable 432,625 134,627 10,790 12,081,605 (8,208,000) 3,873,605 Water - Recycled 127,177 224,112 6,929,348 1,157,044 350,000 1,507,044 Water Replacement - Potable 1,467,222 2,223,068 14,989,111 38,948,577 6,175,667 45,124,244 Water Replacement - Recycled 2,531,036 400,567 1,010,114 4,755,558 2,791,013 7,546,571 Total 55,455,974$ 46,322,727$ 80,902,287$ 306,238,833$ 15,604,717$ 321,843,550$ June 18, 2024
Item #11 Page 574 of 625
I-16

PROJECT ESTIMATED OPERATIONAL

REQUIREMENTS

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

Project Department
Operating
fiscal year
Estimated
annual cost
Beach Access Repair and Upgrades –
Pine to Tamarack Transportation 2025-26 32,445
Barrio Street Lighting Transportation 2026-27 19,879
Orion Center Facilities 2026-27 695,044
Village Decorative Lighting - State Street,
Madison, Roosevelt, and Washington Transportation 2026-27 13,905

June 18, 2024
Item #11 Page 575 of 625
I-17

June 18, 2024
Item #11 Page 576 of 625

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

I-17

STRATEGIC PLAN PROJECTS
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics

Project
ID District Type Project Name Prior
Appropriation
Requested
2024-25
Estimated
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
5-Year Total
6065 1 ADA Beach Access - Pine to Tamarack $375,000 ☑ $375,000 - ♦ $10,000,000 - - $10,750,000 6004 2,3 Avenida Encinas Coastal Rail Trail
and Pedestrian Improvements $6,953,903 ♦ $3,000,000 - - - - $9,953,903 4013 1 Barrio Street Lighting $4,470,000 - ♦ $1,030,000 - - - $5,500,000 3896 1 Beach Access Repair and Upgrades -
Pine Avenue to Tamarack $13,511,750 ♦ $2,500,000 - - - - $16,011,750 201904 2 Business Park Recreational Facility
(Partial Funding) (Zone 5 Park) - - 🔎🔎 $1,500,000 - - - $1,500,000 6325 4 Camino De Los Coches and La Costa
Avenue Intersection Control $350,000 - ♦ $2,000,000 - - - $2,350,000 6058 1 Carlsbad Boulevard and Tamarack
Avenue Intersection Improvement $2,825,000 - - ☑ $300,000 ♦ $15,600,000 - $18,725,000 6097 1 Carlsbad Boulevard Pedestrian
Improvement Project $1,647,488 - - - - - $1,647,488
201908 2 Carlsbad Boulevard Realignment -
Manzano Drive to Island Way - 🔎🔎 $1,000,000 ☐ $1,000,000 - - - $2,000,000 201909 2 Carlsbad Boulevard Realignment -
Manzano Drive to Island Way (RTCIP) - - - - - - $0
6069 1 Chestnut Complete Street I-5 to
Railroad Project Study $85,000 ($85,000) - - - 🔎🔎 $250,000 $250,000 4008 Citywide City Hall Complex & Cole Library
Replacement $1,028,105 - - - - ☐ $15,500,000 $16,528,105 6072 2 El Camino Real Widening -
Poinsettia Lane to Camino Vida Roble $4,595,000 - - - - - $4,595,000 6051 4 El Camino Real Widening - Arenal
Road to La Costa Avenue $8,700,000 - ♦ $2,000,000 - - - $10,700,000 6094 2 El Camino Real Widening - Sunny
Creek to Jackspar $5,010,000 ♦ $600,000 - - - - $5,610,000 4093 2 Fire Station 7 $100,000 - - - - - $100,000
4714 2 Fleet Maintenance Refurbishment $3,470,100 ♦ $4,700,000 - - - - $8,170,100 4061 1 Grand Avenue Promenade $300,000 - - - - - $300,000 6075 1 Kelly Drive and Park Drive Complete
Street Improvements $5,803,000 - ♦ $2,500,000 - - - $8,303,000 6076 4 La Costa Avenue Traffic
Improvements $121,300 ($108,842) - - - - $12,458
4722 2 Maerkle Reservoir Solar Project $249,170 ☐ $232,000 - - - - $481,170 6034 2 Melrose Drive Right Turn Lane to
West Bound Palomar Airport Road $911,000 ($728,286) ☑ $50,000 ♦ $100,000 - - $332,714 4724 1 Monroe Street Pool Replacement $4,810,764 - - - - - $4,810,764 3572 2 Orion Center $36,258,159 ☑ ($26,220,305) ♦ $46,150,000 - - - $56,187,854 6611 1 Park Drive Street and Drainage
Improvement $5,082,439 - - - - - $5,082,439
4612 2,4 Pickleball Courts $300,000 ♦ $2,100,000 - - - - $2,400,000 4715 2 Police and Fire Headquarters
Renovation $27,714,840 - - - - - $27,714,840
3801 2 Robertson Ranch Park Development
(Partial Funding) $1,038,000 ☐ $425,000 - - - - $1,463,000 4753 3 Schulman Auditorium and Cannon
Art Gallery $1,650,000 - - - - - $1,650,000
6031 2,3,4 South Carlsbad Coastline $2,779,026 ($1,074,321) - - - - $1,704,705 4611 4 Stagecoach Community Park
Community Gardens $620,000 - - - - - $620,000
6082 1 State Street and Grand Avenue Road
Improvements - - - - - ♦ $325,000 $325,000
4090 1 State Street Parking Lot Electric
Vehicle Charging Stations $340,000 ♦ $150,000 - - - - $490,000 6104 Citywide Sustainable Mobility Plan
Implementation Program $710,566 - - - - - $710,566
6054 2 Terramar Area Coastal
Improvements $12,100,000 - ♦ $7,200,000 - - - $19,300,000 6070 Citywide Traffic Improvement Program $3,388,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 $5,388,000 6332 4 Traffic Signal - Maverick Way and
Camino De Los Coches $490,000 ♦ $450,000 - - - - $940,000 6626 Citywide Trash Amendment Compliance
Program $3,150,000 ♦ $1,350,000 ☑ $500,000 ♦ $2,585,000 ☑ $655,000 ♦ $3,077,000 $11,317,000 6103 1 Tyler Street Traffic Circulation $970,000 - - - - - $970,000 6083 Citywide Utility Undergrounding Program
Study - - - - - - $0
June 18, 2024
Item #11 Page 577 of 625

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

I-18

STRATEGIC PLAN PROJECTS (CONTINUED)
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics

Project
ID District Type Project Name Prior
Appropriation
Requested
2024-25
Estimated
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
5-Year Total
6019 1 Valley and Magnolia Complete
Streets $5,058,206 ♦ $3,650,000 - - - - $8,708,206
201974 1 Valley Street Traffic Calming - - - - - ☑ $300,000 $300,000 4609 Citywide Veteran's Memorial Park (All
Quadrants) $49,711,450 ♦ $5,800,000 - - - - $55,511,450 4015 1 Village and Barrio Traffic Circles $10,259,000 ♦ $1,825,000 ($4,000,000) - - - - $8,084,000
6089 1 Village Intelligent Parking
Implementation - - - - - - $0
6105 1 Village Lighting - Carlsbad Village
Drive from Harding Street to Ocean $600,000 ($599,855) - - - - $145 6108 1 Village Lighting - Gateway Lighting - - - - - - $0 2410 1 Village Lighting - Hospitality District - - - - - - $0 6109 1 Village Lighting - Pedestrian
Lampposts Oak Avenue - - - - - - $0
6110 1 Village Lighting - Pedestrian Lighting
at Village Outskirts - - - - - - $0
4016 1 Village Lighting - State Street,
Madison, Roosevelt, and Washington $1,103,853 ♦ $995,000 - - - - $2,098,853 6106 1 Village Lighting - Train Station Area $500,000 ($500,000) - - - - $0 Total $229,140,119 ($3,764,609) $64,330,000 $13,385,000 $16,655,000 $19,852,000 June 18, 2024
Item #11 Page 578 of 625

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

I-19

CRITICAL NEED PROJECTS
🔎🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics

Project District
ID Type Project Name Prior
Appropriation
Requested
2024-25
Estimated
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
5-Year Total
6084 3 Assessment District 97-1
Maintenance $420,000 - - - - - $420,000
4726 2 Cannon Park Restroom $45,765 - - - - - $45,765
6112 1 Carlsbad Village Drive
Reconfiguration $350,000 - ♦ $1,500,000 - - - $1,850,000 201913 Citywide Carlsbad Village Drive Widening -
Pontiac Drive to Victoria Avenue - - - - - ☑ $700,000 $700,000 201916 1 Chestnut Avenue Complete Street
Improvements - Valley to Pio Pico - - - - - ☐ $250,000 $250,000 6098 1 Chestnut Underpass Public Art
Project $400,000 - - - - - $400,000
6074 Citywide City Facility Safety and Parking Lot
Lighting Assessment $2,110,000 - - - - - $2,110,000
3636 2 College Boulevard Extension $2,918,002 ($539,108) - - - ☐ $100,000 $2,478,894 201944 3 El Camino Real Right Turn Lane to
East Bound Alga Road - - - - - - $0
6634 Citywide Intelligent Traffic Control Devices $200,000 - - - - - $200,000 6628 1 Laguna Drive Storm Drain $256,000 - ☑ $1,000,000 - - - $1,256,000 2307 3 Leo Carrillo Ranch Park Phase 3B - - ☐ $540,000 ☑ $540,000 ♦ $1,484,000 - $2,564,000 6078 1 Ocean Street Reconfiguration
Concepts Study - - - - - - $0
2310 2 Orion Complex Energy Storage - - - 🔎🔎 $250,000 - - $250,000 2504 3 Paseo Del Norte Pedestrian and
Bike Improvements - ☑ $600,000 - - - - $600,000
6081 Citywide Roadway Slope Stabilization $780,000 🔎🔎 $500,000 - - - - $1,280,000 2524 Citywide Schools Traffic Safety Program - ☑ $1,100,000 - - - - $1,100,000 4085 2 South Shore Agua Hedionda Lagoon
Trail $789,940 - - - - - $789,940
6040 Citywide Traffic Impact Fee Update $270,000 - - - - - $270,000 6637 Citywide Traffic Signal Cabinet Upgrades $180,000 ♦ $162,000 - - - - $342,000 6636 2,3,4 Traffic Signal Right Turn Overlaps $150,000 ♦ $135,000 - - - - $285,000 4610 2 Village H South Off Leash Dog Area
and Trail Segment 5B $682,500 - - - - ♦ $1,400,000 $2,082,500 Total $9,552,207 $1,957,892 $3,040,000 $790,000 $1,484,000 $2,450,000 June 18, 2024
Item #11 Page 579 of 625

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

I-20

MAINTENANCE PROJECTS
New projects in italics

Project
ID District Type Project Name Prior
Appropriation
Requested
2024-25
Estimated
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
5-Year Total
Annual Allocation
4733 2 Alga Norte Park Modifications $1,024,000 $400,000 - - - - $1,424,000 4746 2 Calavera Hills Community Center
Refurbishment $1,985,000 - - - - - $1,985,000
6063 3 Carlsbad Boulevard Emergency
Repair $841,000 - - - - - $841,000
201912 1 Carlsbad Village Drive and Grand
Avenue Pedestrian and Crossing - - - - - $1,320,000 $1,320,000 4727 Citywide City Facility Accessibility Upgrades $500,000 - - - - - $500,000 6616 Citywide City Fire Stations Wash Water BMPs $280,000 - - - - - $280,000 6326 Citywide Coordinated Traffic Signal Program $4,383,979 - - - - - $4,383,979 6622 1 DMP Facility BFB-U (El Camino Real) $850,000 $150,000 $7,375,000 $50,000 $60,000 $70,000 $8,555,000 2501 1 Downtown Tile Replacement - $250,000 - - - - $250,000 6099 2 Faraday Avenue Improvements $275,000 $1,000,000 - - - - $1,275,000 4720 2 Faraday Center Refurbishment $3,154,380 - - - - - $3,154,380 2508 2 Fire Station 5 Renovation - $150,000 $2,000,000 - - - $2,150,000 4747 2 Fleet Fuel Island Upgrade $4,063,800 $400,000 $400,000 $100,000 - - $4,963,800 2502 2 Flower Fields Overlook Sidewalk
Replacement - $250,000 - - - - $250,000
2509 Citywide Green Paint Maintenance - $250,000 $150,000 $250,000 $150,000 $250,000 $1,050,000 6087 Citywide Guardrail Replacement and
Improvement Study $150,000 - - - - - $150,000
4708 1 Harding Center Refurbishment $610,000 $200,000 - - - - $810,000 4728 1 Hosp Grove Park Improvements $2,904,000 $1,403,000 - - - - $4,307,000 6606 1 Kelly Drive Channel Repair $1,541,000 $2,100,000 - - - - $3,641,000 2517 4 La Costa Avenue Box Culvert
Cleaning - $275,000 - - - - $275,000
4752 2 Las Palmas Roof Replacement $500,000 - - - - - $500,000 2507 1 Magee Park Building Restoration - $200,000 - - - - $200,000 6614 4 Marca Place Drainage Improvements $65,000 - - - - - $65,000 2519 Citywide Parks Maintenance Program - $2,147,000 $4,085,000 $1,942,000 $2,073,000 $1,779,000 $12,026,000 2505 2 Police and Fire HQ Parking Lot and
Exterior Improvements - $120,000 - - - - $120,000
6088 4 Rancho Santa Fe Trail Slope
Improvements $350,000 - - - - - $350,000
6079 Citywide Roadway Improvements - Coastal
Area Analysis and Implementation $200,000 - - - - - $200,000 4738 1 Senior Center Repairs and Roof
Replacement $3,158,000 - - - - - $3,158,000
4754 1 Senior Center Security Fencing $78,000 $222,000 - - - - $300,000 4742 4 Stagecoach Park Synthetic Turf
Replacement $2,200,000 $496,000 - - - - $2,696,000
2521 2 Synthetic Turf Replacement - Alga
Norte - - $2,298,000 - - - $2,298,000
2522 2 Synthetic Turf Replacement - Aviara - - $1,960,000 - - - $1,960,000 2523 1 Synthetic Turf Replacement - Pine - - - $1,955,000 - - $1,955,000 2520 3 Synthetic Turf Replacement -
Poinsettia - $1,800,000 - - - - $1,800,000
6003 Citywide Traffic Monitoring Program $1,945,415 $170,000 $400,000 $400,000 $400,000 $400,000 $3,715,415 6107 2 Trieste Slope Repair Project $3,317,600 - - - - - $3,317,600 Non-Recurring
6049 Citywide ADA Improvement Program $3,330,000 $715,000 $375,000 $715,000 $175,000 $820,000 $6,130,000 6629 2 Agua Hedionda Creek Maintenance $293,000 $130,000 $145,000 $155,000 $168,000 $181,000 $1,072,000 June 18, 2024
Item #11 Page 580 of 625

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

I-21

MAINTENANCE PROJECTS (CONTINUED)
New projects in italics

Project
ID District Type Project Name Prior
Appropriation
Requested
2024-25
Estimated
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
5-Year Total
6066 Citywide Bridge Preventative Maintenance
Program $2,977,511 $700,000 $900,000 $900,000 $950,000 $950,000 $7,377,511 6619 1 Buena Vista Creek Concrete Channel
Maintenance at El Camino Real $2,643,000 $375,000 $100,000 $600,000 $40,000 $150,000 $3,908,000 6608 1 Citywide Drainage Improvement
Program $11,972,094 $2,200,000 $500,000 $750,000 $400,000 $830,000 $16,652,094 6092 Citywide Citywide Street Lighting Program $150,000 - - - - - $150,000 6093 Citywide Citywide Thermoplastic Pavement
Markings $50,000 $150,000 $150,000 $150,000 $150,000 $150,000 $800,000 6013 Citywide Concrete Repair/Replacement
Program $5,100,000 $840,000 $870,000 $910,000 $960,000 $1,010,000 $9,690,000 6624 1 Headwall Replacement Program $510,000 $300,000 $345,000 $415,000 $485,000 $555,000 $2,610,000 5049 2 Lake Calavera Reservoir Maintenance $581,001 $150,000 $50,000 $50,000 $50,000 $50,000 $931,001 4723 Citywide Miscellaneous City Building
Improvements $2,015,000 $150,000 $150,000 $150,000 $150,000 $150,000 $2,765,000 6052 Citywide Parking Lot Maintenance Program $1,720,000 $550,000 $160,000 $700,000 $175,000 $850,000 $4,155,000 6001 Citywide Pavement Management Program $58,349,890 $10,000,000 $7,350,000 $7,850,000 $8,450,000 $9,050,000 $101,049,890 6037 Citywide Retroreflectivity Sign Replacement
Program $1,000,000 $150,000 $70,000 $120,000 $120,000 $120,000 $1,580,000 6002 Citywide Sidewalk/Street Construction
Program $3,300,000 $988,000 $633,000 $108,000 $750,000 $200,000 $5,979,000 6620 Citywide Storm Drain Condition Assessment $870,000 $270,000 $300,000 $350,000 $400,000 $455,000 $2,645,000 6607 Citywide Storm Drain System Rehab and
Repair Program $7,362,360 $1,350,000 $310,000 $330,000 $350,000 $400,000 $10,102,360 6062 Citywide Street Lighting Replacement Program $3,644,269 - - - - - $3,644,269 Total $140,244,299 $31,001,000 $31,076,000 $18,950,000 $16,456,000 $19,740,000 June 18, 2024
Item #11 Page 581 of 625

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

I-22

ENTERPRISE PROJECTS
New projects in italics

Project
ID District Type Project Name Prior
Appropriation
Requested
2024-25
Estimated
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
5-Year Total
6629 2 Agua Hedionda Creek Maintenance $3,545,249 - - - - - $3,545,249 5545 2 Agua Hedionda Lift Station Biological
Monitoring and Maintenance $225,000 - - - - - $225,000
5537 3 Buena Interceptor Sewer Access
Road Improvements $500,000 ($400,000) $400,000 - - - $500,000 5501 2,3 Buena Interceptor Sewer
Improvements $1,758,686 - $3,300,000 $3,300,000 - - $8,358,686 5544 2 Buena Interceptor Sewer
Realignment - East Segment $507,000 $1,400,000 $1,200,000 $1,200,000 - - $4,307,000 5215 2 C Tank Access Road and Electrical
Improvements $300,000 - - - - - $300,000
5552 2 Cannon Road Lift Station
Improvements $765,000 $350,000 - - - - $1,115,000
5048 2 Carlsbad Boulevard Waterline
Replacement at Terramar $4,730,000 - - - - - $4,730,000 5203 3 Carlsbad Water Recycling Facility
(Encina Capital Projects) $5,424,654 $516,000 $431,000 $188,000 $253,000 $274,000 $7,086,654 2516 3 Carlsbad Water Recycling Facility -
Improvements $350,000 - - - - $350,000
5213 3 Carlsbad Water Recycling Facility
Irrigation and Landscape $35,000 - - - - - $35,000
4749 3 Carlsbad Water Recycling Facility
Roof Replacement $549,024 - - - - - $549,024
5007 Citywide Cathodic Protection Program $2,086,700 $290,000 $190,000 $190,000 $190,000 - $2,946,700 5554 1 Chinquapin Lift Station
Improvements $1,220,000 $300,000 - - - - $1,520,000
2518 2 CMWD Building and Site -
Improvements $600,000 $200,000 - - - $800,000
5013 2 College Boulevard - Cannon Road To
Badger Lane (375 Zone) $278,383 - $1,400,000 - - - $1,678,383 5012 2 College Boulevard - Cannon Road To
Badger Lane (490 Zone) $312,600 - $1,400,000 - - - $1,712,600 5033 1 Crestview Drive Transmission Main $605,000 ($434,000) $551,000 - - - $722,000 5038 2 Desalinated Water Flow Control
Facility No. 5 $11,569,600 ($10,000,000) - - - - $1,569,600 201923 1 DMP Facility AAA (Jefferson Street) - - - - - - $0 201924 1 DMP Facility AAAA (Madison Street) - - - - - - $0 6609 1 DMP Facility AC (Highland Drive
Drainage Project) - - - - - - $0
201925 2 DMP Facility AFA (Hidden Valley
Drainage Restoration and - - - - - - $0
201926 2 DMP Facility AFB (Calavera Hills
Drainage Restoration and - - - - - - $0
201927 1 DMP Facility BB 1 and 2 (Washington
Street) - - - - - - $0
201928 1 DMP Facility BCB (Magnolia Avenue) - - - - - - $0 201929 1 DMP Facility BFB-L and BFB-1
(Tamarack and El Camino Real Plda - - - - - - $0
6622 1 DMP Facility BFB-U (El Camino Real) $153,489 - - - - - $153,489 201930 2 DMP Facility BL-L (College Boulevard
Bridge Reimbursement Plda "B") - - - - - - $0
201931 2 DMP Facility BL-U (College
Boulevard) - - - - - - $0
201932 2 DMP Facility BM (Cantarini/College
Boulevard Box Culvert) - - - - - - $0
201933 2 DMP Facility BQ (Sunny Creek) - - - - - - $0
201934 2 DMP Facility BR (Cantarini/College
Boulevard Pipe Drainage) - - - - - - $0
201935 3 DMP Facility C2 (Paseo Del Norte) - - - - - - $0 201936 3 DMP Facility CA (Avenida Encinas) - - - - - - $0 201937 4 DMP Facility DBA (Poinsettia Village) - - - - - - $0 201938 4 DMP Facility DBB (Avenida Encinas) - - - - - - $0 201939 4 DMP Facility DFA (Batiquitos Lagoon
Stormwater Treatment) - - - - - - $0
201940 3 DMP Facility DH (Altive Place
Canyon Restoration) - - - - - - $0
6623 Citywide Drainage Master Plan Update $1,281,000 - - - - - $1,281,000 June 18, 2024
Item #11 Page 582 of 625

Carlsbad City CouncilJune 18, 2024

Carlsbad City Council
June 18, 2024