2025-05-20; City Council; 11; Fiscal Year 2025-26 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, and Fiscal Year 2025-26 Master Fee — Carlsbad City Council, May 20, 2025 (part 1 of 2)

CA Review AZ

Meeting Date: May 20, 2025

To: Mayor/President/Chairperson and City Council/Board/Commissioners

From: Geoff Patnoe, City Manager/Executive Director

Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services [email protected], 442-339-2415
Zach Korach, Finance Director
[email protected], 442-339-2127
Subject: Fiscal Year 2025-26 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, and Fiscal Year 2025-26 Master Fee Schedule

Districts: All

Recommended Actions
1) Receive the report; and
2) Adopt a resolution setting a public hearing for June 17, 2025, for adoption of the Fiscal Year 2025-26 Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets; Carlsbad’s share of the Encina Wastewater Authority operating and capital budgets; the Gann spending limit for fiscal year 2025-26 and changes to the Master Fee Schedule; and determining the Fiscal Year 2025-26 Capital Improvement Plan Budget is consistent with the General Plan and applicable Climate Action Plan measures and actions; and
3) Adopt a Carlsbad Municipal Water District Board of Directors resolution setting a public hearing for June 17, 2025, for adoption of the Fiscal Year 2025-26 Operating and Capital Improvement Program budgets and changes to the Master Fee Schedule; and 4) Adopt a Public Financing Authority Board of Directors resolution setting a public hearing for June 17, 2025, for adoption of the Fiscal Year 2025-26 Operating and Capital Improvement Program Budgets for The Crossings at Carlsbad Municipal Golf Course; and 5) Adopt a Community Development Commission resolution setting a public hearing for June 17, 2025, for adoption of the Fiscal Year 2025-26 Operating Budget of the Carlsbad Housing Authority; and
6) Adopt a City Council as the Successor Agency for the Carlsbad Redevelopment Agency resolution setting a public hearing for June 17, 2025, for adoption of the Fiscal Year 2025-26 Operating Budget of the Successor Agency.

May 20, 2025
Item #11 Page 1 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 Executive Summary
The presentation of the preliminary Fiscal Year 2025-26 Operating Budget is an opportunity for the City Council, Boards of Directors and the community to review and provide feedback on the proposed work plan and budget for the coming fiscal year.

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

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

Maintain Carlsbad’s unique community character and connectedness

Prioritize the safety and well-being of the community

Protect the environment and natural resources

Foster a healthy local economy

Be a model for effective and efficient local government The proposed budget maintains the balanced five-year General Fund financial forecast that was achieved in fiscal year 2024-25. This means that the city’s financial outlook ensures its ongoing revenue is sufficient to fund ongoing spending.

Healthy revenues, increased efficiencies, cost reductions and new budget policies and practices over the past several years have worked together to close the funding gap and maintain a balanced budget for the next five years. However, there is still much uncertainty surrounding tariffs and their macro- and micro-economic impacts on the nation. Even in recent months, there has been extreme market volatility and further consumer demand pullback with the risk of recession greatly looming.

Given those conditions, the proposed budget for fiscal year 2025-26 continues to focus on continuing to set aside money for future needs, ensuring funding is available for long-term and large capital purchases and maintaining a very high level of service for the community. The General Fund budget is proposed to increase 1.8% over the prior year at a time when inflation is 3.8% across the region. In addition, the General Fund reserve continues to grow — this proposed budget increases the reserve from 55% to 61%, well above the 40% minimum set by City Council policy.

On the economic front, Carlsbad’s transition from a growing city to one focused on maintaining an excellent quality of life continues to bring new fiscal challenges. The proposed budget recommends modest increases to continue supporting the goals of the strategic plan, following May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 three consecutive fiscal years of budget reductions totaling more than $5 million in ongoing savings. These increases will:
• Fund the city’s efforts to meet benchmarks outlined in the Climate Action Plan Update in support of sustainability and the natural environment • Increase service capacity in the Fire Department as part of a multi-year effort in support of the city’s quality of life and safety
• Increase Fire Department service capacity through the purchase of a new aerial ladder fire truck
• Continued funding for fire mitigation and preparedness efforts • Maintain the return of Sunday hours at the city’s Georgina Cole Library and Carlsbad city Library on Dove Lane
• Add three new full-time positions that are critical in furthering the city’s organizational excellence and fiscal health
Budget highlights
Proposed General Fund Operating Budget $242.8 million
% change from FY 2024-25 adopted General Fund Operating Budget 1.8% Projected General Fund revenues $243.3 million
Proposed changes in total full-time equivalent staffing 3.25* Projected General Fund reserve as of June 30, 2025 $139.9 million Projected General Fund reserve % as of June 30, 2025 (goal is 40%) 55% Projected General Fund reserve as of June 30, 2026 $147.0 million Projected General Fund reserve % as of June 30, 2026 61% Current rate of inflation 3.8%
Estimated pension funding ratio (goal is 80%) 77%
*This represents the difference between the final 2024-25 budget and the preliminary 2025-26 budget. There was a net increase of five full-time positions mid-year after 2024-25 budget adoption, as discussed later in the staff report.

Staff are recommending the City Council/CMWD Board adopt resolutions setting a public hearing for June 17, 2025, to consider adoption of the Fiscal Year 2025-26 budgets, with the City Council acting as well in its roles as the Public Financing Authority Board of Directors, the Community Development Commission and the Successor Agency to the Carlsbad Redevelopment Agency.

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

May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

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

1. Community Character: Maintain
Carlsbad’s unique community
character

2. Economic Vitality: Foster a healthy
economy

3. Quality of Life and Safety: Prioritize
the safety and well-being of the
community

4. Sustainability & Natural
Environment: Protect the
environment and natural resources

5. Organizational Excellence & Fiscal
Health: Be a model for effective and
efficient local government

Maintaining fiscal health
The city increased its focus on community priorities by identifying efficiencies and reducing spending in areas with the least impact on the community over the past three years. A series of budget process reforms and policies begun in 2018 have increased transparency in how the city manages its budget and tightened controls over spending. These included:
• Eliminating an automatic annual increase to department budgets based on inflation.

Instead, requested budget increases are considered based on actual increased costs and approved only after departments have exhausted alternatives for covering increased costs of doing business
• Stopping the practice of allowing departments to automatically roll over 10% of unspent money to the following fiscal year. Instead, departments may request to roll over funds for a specific purpose, based on a demonstrated need. Requests to carry funds over into the next fiscal year must be approved by the City Manager or City Council, depending on the amount
• Changing practices around hiring part-time, temporary staff to ensure full transparency of the actual number of full-time equivalent positions working for the city at any given time
• Updating the General Fund Reserve Policy to ensure the city has enough money to continue services in an emergency
May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 • Establishing an economic uncertainty reserve
• Creating a new cost recovery policy
• Developing a policy for reinvesting surplus funds
• Creating a process to ensure ongoing funding for digital infrastructure, which has become as important as physical infrastructure
• Engaging a grant writer to ensure the city is taking advantage of state and federal funding opportunities
• Creating a new internal auditor program to safeguard city resources and improve city operations
Operating Budget
Supplemental requests
Departments submitted supplemental budget requests to the budget team and the City Manager for consideration. The budget requests were mainly driven by:
• Inflation
• Expanded programming
• Costs associated with grant and revenue opportunities, • Costs associated with City Council priorities
• Replacing assets
The City Council is being asked to consider approving a total of $6.8 million within the General Fund for these supplemental budget requests, which includes $3.1 million in ongoing annual costs. Exhibit 7 details each of the city’s supplemental budget requests for fiscal year 2025-26.

General Fund Reserve
The City Council has a policy of maintaining a reserve with a target balance equivalent to 40% of the General Fund’s Operating Budget. These are the cash balances made available from the prudent fiscal policy of developing an annual balanced budget and, at times, having unexpected revenues or expenditures below what was budgeted. One of the purposes of this reserve is to protect against cyclical swings in the economy. The city is projected to end the upcoming fiscal year with a reserve balance of 61% of the General Fund Operating Budget.

The recommended preliminary General Fund Operating Budget totals $242.8 million, with estimated revenues of $243.3 million.

General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest because they contain most of the discretionary funds that pay for basic city services, such as the Police and Fire departments, library and cultural arts services, street and park maintenance and recreation. A summarized outlook of the major General Fund revenues can be found in the operating budget overview (Exhibit 6).

The operating budget overview also contains:
• A detailed look at expenditures by type
• General Fund transfers to other funds
• Projected ending fund balances
May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 The table below shows the adopted fiscal year 2024-25 General Fund budget as well as the proposed fiscal year 2025-26 budget.

General Fund summary for fiscal year 2025-26
(in millions)
FY 2024-25
adopted
budget
FY 2025-26
proposed
budget
Total revenues $239.1 $243.3
Total expenditures $238.5 $242.8
Revenues over total expenditures $0.6 $0.5

General Fund Asset Replacement Reserve
The city is committed 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. On an annual basis, this translates to a significant financial need and commitment. In an effort to not only prioritize these purchases, but to strategically plan for the ongoing financial impacts, staff established a General Fund Asset Replacement Reserve in the prior year. Separate and apart from the General Fund Reserve Guidelines (City Council Policy No. 74), this Asset Replacement Reserve serves as a mechanism for funding large equipment needs without impacting the General Fund Reserve or the annual budget surplus year after year.

As of fiscal year 2025-26, and for the next 10 fiscal years, a total of $10.5 million is projected to be needed to fund asset replacement costs in the General Fund (Exhibit 9).

Personnel
The proposed budget for the next fiscal year includes 805 permanent full-time employees, an increase of 3.25 compared to the final budget amount for fiscal year 2024-25. Additionally, there is a proposed increase in part-time employees equivalent to 3.05 full-time employees, for a net personnel increase of 6.30 full-time-equivalent employees.

The following positions are proposed to be added in fiscal year 2025-26:
• One Maintenance Technician in the Fleet & Facilities Department • One Accountant in the Finance Department
• One Human Resources Analyst in the Human Resources Department • A combined 3.05 hourly full-time equivalent positions, including:
o 0.70 to support public-facing administrative support at the Carlsbad Faraday Center
o 0.08 to align with the annual grant funding levels in Housing & Homeless Services o 2.07 to support the Library & Cultural Arts Department in operating the newly upgraded Schulman Auditorium and expanding programming support o 0.20 to support the Human Resources Department
The budget also includes ongoing funding for six Police Department positions approved by the City Council in March 2025, including five officers and one professional services staff member.

May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 Enterprise funds
Enterprise fund revenues, including those from water, wastewater services and solid waste management and The Crossings at Carlsbad Municipal Golf Course, the city’s golf course, are projected at $124.7 million, an $18.1 million or 17% increase over projected fiscal year 2024- 25’s revenues. Enterprise funds are those that are supported by the fees collected for the service rather than the General Fund and must be accounted for separately under state law.

The budgeted expenditures from these funds are proposed at $147.0 million for fiscal year 2025-26, which is an increase of $28.4 million or 24% over the fiscal year 2024-25 adopted budget.

A more detailed look at the year-over-year variances in the city’s enterprise funds, as well as information about the city’s other special revenue funds, can be found in the Operating Budget overview.

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

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

Changes were made to the administration of the Capital Improvement Program last year to provide the City Council with a greater ability to direct the pace and funding of the city’s major capital improvement projects while increasing transparency around projects that are planned and underway:
• Rather than having the city budget for the entire cost of a project well in advance of when the project is scheduled to begin, funding is appropriated phase by phase for scoping out the project, developing a conceptual design and the final design. • Once a project is ready for the City Council to consider appropriating money for project construction, staff will provide an up-to-date cost estimate based on the actual project design and timing.
• The Capital Improvement Program budget has historically spanned a 15-year timeframe.

Now, the budget focuses on projects planned in the next five years, with more detailed information on those projects. A 15-year forecast of how much money will be available for future projects is also provided.

May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 The Fiscal Year 2025-26 Capital Improvement Program outlines $47.0 million in new appropriations to provide additional funding for continuing existing projects, as well as funding for new projects.

Capital Improvement Program appropriations by department for FY 2025-26

The five-year Capital Improvement Program includes 14 proposed new projects, with a total funding request in fiscal 2025-26 of $2.7 million. Details on these proposed new projects begin on page I-6 of Exhibit 6.

As the current project conditions and scope of each project are continually re-evaluated, some projects are removed from the list. This streamlining process allows for unspent balances to be returned to the original funding sources so that they can be reallocated to other projects. Four projects are proposed to be removed from the Capital Improvement Program in fiscal year 2025-26 because of changed conditions that caused the projects to no longer be warranted, or because of consolidation in other budget areas. For example, green paint maintenance for street markings will be included in the operating budget at a reduced ongoing amount moving forward, and the Melrose Drive right turn lane project will be consolidated into the work of other capital improvement projects.

The Capital Improvement Program includes estimated budget information for a 15-year period to provide the most comprehensive information about known future projects. A complete list of projects and estimated funding included in the five-year program begins on page I-17 of Exhibit 6. All future construction costs are estimates, which are reviewed and refined each year and shown in the 15-year funding forecast beginning on page I-29 of Exhibit 6.

The Capital Improvement Program is funded from capital funds such as the General Capital Construction and Infrastructure Replacement Fund as well as developer fees, special district fees and taxes from the city’s community facilities districts and bridge and thoroughfare benefit districts, water and wastewater replacement funds, and other sources such as grants, sales taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2025-26 are $132.5 million. Projected capital fund balances, revenue and expenditure summaries are provided beginning on page I-12 of Exhibit 6.

May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 Strategic Digital Transformation Investment Program
City staff introduced Connected Carlsbad: An Inclusive City Innovation Roadmap to the City Council in 2019 to provide a high-level, organized guide to the principles that matter to the city in creating a more connected community. The Strategic Digital Transformation Investment Program was put in place in fiscal year 2021-22to expand Connected Carlsbad by defining a strategy for evaluating and prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines. This new investment program is organized into the five primary Connected Carlsbad goal areas, which were approved by the City Council on Jan. 14, 2020.

The digital transformation program includes budget estimates for projects planned over the next five years so the City Council and the community can be more fully aware of long-term plans and funding needs. Even though budget estimates are included in the five-year plan, staff may only spend money on the projects included in each year’s adopted city budget. More information about the city’s strategy to invest in digital transformation and how the city evaluates these projects can be found on page H-2 of the digital investment program document in Exhibit 6.

The fiscal year 2025-26 program outlines 40 continuing and new projects planned over the next five years at an estimated total cost of $37.9 million. Included in the $37.9 million is about $16.9 million in estimated new costs over the same time frame to provide additional funding for the continuation of existing projects as well as funding for new projects. The $16.9 million also contains $5.4 million of estimated new appropriations for fiscal year 2025-26 for these projects. The tables below present estimated total project costs by Connected Carlsbad primary goal area for the five fiscal years of 2026-30 and fiscal year 2025-26:

Strategic Digital Transformation Investment Program projects for fiscal years 2026-30 appropriations by Connected Carlsbad goal area (in millions) Percent Cost
Pursue communitywide digital transformation 53% $20.0
Build capacity for data-driven decision making 4% $1.5
Foster a vibrant civic engagement culture 4% $1.3
Enhance accessibility and transparency 3% $1.3
Promote security and sustainability through connectivity 36% $13.8 Total 100% $37.9

Strategic Digital Transformation Investment Program projects for fiscal year 2025-26 appropriations by Connected Carlsbad goal area
Percent Cost
Pursue communitywide digital transformation 60% $3,250,000 Build capacity for data-driven decision making 5% $250,000 Foster a vibrant civic engagement culture 2% $132,600
Enhance accessibility and transparency 5% $288,000
Promote security and sustainability through connectivity 28% $1,523,643 Total 100% $5,444,243
May 20, 2025
Item #11 Page 9 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 The details of the five-year appropriation requests can be found on pages H-23 and H-24 in Exhibit 6.

Each project identified in the digital transformation program is important to the overall technology health of the city because it will provide for increased efficiencies, security, transparency and/or knowledge and data for decision-making.

There are two funding sources for the $5.4 million in appropriations that staff are requesting for the digital transformation program for fiscal year 2025-26 • Technology Investment Capital Fund
• Information Technology Replacement Fund
Both of these funding sources have the necessary balances to accommodate the new appropriations without additional revenues or transfers. The details for the funding sources can be found in Exhibit 6 on page H-25.

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

The last comprehensive cost of service study on most general city fees and all development service fees was conducted in 2019 and approved by the City Council on June 8, 2021. At that time, the City Council also directed staff to propose a cost recovery policy to establish a process for adjusting existing fees to industry standard cost recovery ranges and for recommending fee changes in the future. Based on this direction, staff presented and the City Council approved a cost recovery policy on March 14, 2023, as City Council Policy No. 95. On June 18, 2024, the City Council approved amendments to City Council Policy No. 95 to clarify cost recovery rates for certain water reconnection fees.

The cost recovery policy recommends conducting a comprehensive study every five to seven years. At this time last year, staff reported plans to undertake a new comprehensive cost of service study during fiscal year 2024-25 to account for the significant changes in costs and business processes since 2019. Staff in all departments have been involved with this study throughout fiscal year 2024-25. Although the study is nearly complete, further analysis is still needed to ensure a subset of fees is set correctly according to state law and city policy. Staff plan to return to the City Council early in fiscal year 2025-26 with the full study and any changes to fee levels and structures it may recommend.

The proposed fees for fiscal year 2025-26, presented in the proposed Master Fee Schedule in Exhibit 8, do not include any changes from the cost of service study that is still in progress but do include increases for certain fees based on price indices as described below. • General city fees are charged for the use of city services and property.

Depending on the fee, they are increased annually by the increase in the annual West Urban Consumer Price Index, or the San Diego Consumer Price Index, published by the Bureau of Labor and Statistics, both of which reflect the cost of May 20, 2025
Item #11 Page 10 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 inflation. The West Urban Consumer Price Index has increased by 2.4% since last year while the San Diego CPI has increased by 3.8%.
• Development related service fees are charged to recover the cost of staff time and materials spent on development related activities. These change annually by the change in the West Urban Consumer Price Index. Development impact fees are used to pay for infrastructure projects that are needed as a result of new development. These fees will be increased by the index stated in the respective resolution or ordinance establishing the fee, typically the Engineering News Record Construction Cost Index.
• Traffic impact fees are adjusted annually by the change in the Caltrans Construction Cost Index or 2%, whichever is greater. This year the Caltrans Construction Cost Index increased by 15.70%.
• Ambulance fees have typically been adjusted annually by the Ambulance Inflation Factor, published by the federal Center for Medicare and Medicaid Services. This year, the proposed Master Fee Schedule adjusts ambulance fees by 2.4%. The city will continue adjusting its ambulance fees annually according to the Ambulance Inflation Factor, with more detailed evaluations occurring every three to five years.

Fee categories and changes by fiscal year

1. Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area Consumer Price Index.

2. Increase is by the greater of Caltrans Construction Cost Index or 2%. The Caltrans Construction Cost Index is 15.70%.

3. Ambulance fees were not adjusted by this amount in FY 2023-24 due to the implementation of the updated ambulance fee study.

Fee categories Index
name
Index
date Source FY
2023-24
FY
2024-25
FY
2025-26
Most general city
and development
related service fees
West
Region
Urban CPI
January
2025
Bureau of
Labor Statistics

6.30% 3.30% 2.40%
Habitat mitigation
fees,1 Safety
Training Center
facility rental fees
San Diego
Area CPI
January
2025
Bureau of
Labor Statistics

6.40% 3.80% 3.80%
All development
impact fees
Los
Angeles

ENR CCI
January
2025
Engineering
News Record

7.60% 9.40% 1.90%
Traffic impact fees2 Caltrans
CCI
January
2025
California
Department of
Transportation

31.63% 2.00% 15.70%
Ambulance fees
Ambulance
Inflation
Factor
October
2024
Center for
Medicare and
Medicaid
Services

8.70%3 2.60% 2.40%
May 20, 2025
Item #11 Page 11 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 Not all of the fees in the proposed Master Fee Schedule are part of the cost of service study or subject to the cost recovery policy. Staff reviewed these fees and are proposing changes in the following areas to align with current costs and business processes:

Electric vehicle charging fees
Since the installation of the first city operated public electric vehicle charging station at Alga Norte Community Park in 2015, the city has expanded its inventory to include 28 public electric vehicle charging station stalls at eight facilities. As of April of this year, these stations have collectively delivered over 420 megawatt hours of electricity. This achievement has contributed to the avoidance of approximately 267,500 kilograms of greenhouse gas emissions.

In July 2017, the City Council established a $0.35-per-kilowatt hour (kWh) electric vehicle charging fee which was intended to allow the city to meet operating costs and recover 50% of capital investment costs. This fee is included in the Master Fee Schedule has not been adjusted since its inception.

Staff have completed a thorough review of the current operating costs of this program and are proposing a new fee structure for electric vehicle charging:

Peak pricing 4-9 p.m. $0.59/kWh
Off-peak pricing 9 p.m-12 a.m.
9 a.m.-4 p.m. $0.52/kWh
Super off-peak pricing 12-9 a.m. $0.45/kWh

The adoption of a time-of-use fee structure is a strategic approach to align with fluctuating energy costs throughout the day. By varying rates throughout the day, the city can better manage cost recovery during peak utility rate periods.

Safety Training Center, pump draft pit rental fees
The Fleet & Facilities Department, which manages the Safety Training Center, is proposing to eliminate two Safety Training Center rental fees for pump draft pit rentals from the Master Fee Schedule. (A pump draft pit is used by fire departments to practice drafting water from a static source, such as a pond or tank, for firefighting operations.) There has not been a past practice of renting these areas for outside agencies and the department does not anticipate doing so in the future.

Local Facilities Management Zones, Zone 6 Fee
This fee was set by City Council in 1988 to help pay for operating costs of Parks & Recreation and Fire Department facilities that were being constructed. At the time of its adoption, the City Council specified a goal to collect $1,030,000 for these facilities by charging this fee. The city has now collected the full amount, so this fee is no longer needed.

On April 23, 2024, the City Council approved updated park land in-lieu fees to be phased in over a three-year period. The first updates to these fees went into effect on July 1, 2024, and the second updates will go into effect on July 1, 2025. The remaining changes to the proposed May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 Master Fee Schedule will take effect on Sept. 1, 2025. Details on these rates can be found in the proposed Master Fee Schedule in the attached Exhibit 8.

Gann spending limit
Along with approving the budget, the City Council is also being asked to approve the city’s Gann spending limit for fiscal year 2025-26. The Gann limit is a state constitutional amendment that limits the amount of tax-funded government spending to 1978–1979 levels, adjusted for inflation and population. The limit applies to both state and local governments, like the City of Carlsbad. The previous fiscal year’s limit was $630,004,237. Information necessary to calculate the limit for fiscal year 2025-26 is still being finalized by the County of San Diego and will be incorporated into the budget for final adoption on June 17, 2025.

Options
The City Council/Boards/Commission may accept the report of the proposed fiscal year 2025-26 Operating, Strategic Digital Transformation Investment Program, Capital Improvement Program budgets and Master Fee Schedule without changes and direct staff to set a public hearing date of June 17, 2025, to consider adoption of the fiscal year 2025-26 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program budgets, and the revised Master Fee Schedule.

The City Council/Boards/Commission may also direct staff to make changes to the proposed fiscal year 2025-26 Operating Budget, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets and Master Fee Schedule prior to the public hearing date of June 17, 2025. Any changes will be reflected in the final proposed budget documents presented at the public hearing.

Fiscal Analysis
This is the preliminary Operating Budget for fiscal year 2025-26 and any changes made by staff or the City Council/Boards/Commission will be reflected in the final documents at the adoption meeting on June 17, 2025.

Next Steps
Staff will conduct a budget workshop to answer questions and receive community input on the proposed budget on May 22, 2025, at 5:30 p.m.

The City Council/Boards/Commission will hold the public hearing to consider adoption of the new budgets and the revised Master Fee Schedule on June 17, 2025. Any changes directed by the City Council/Boards/Commission will be reflected in the final documents at the June 17 meeting.

Environmental Evaluation
The proposed action is not a “project” as defined by CEQA Section 21065 and CEQA Guidelines Section 15378(b)(4) and does not require environmental review under CEQA Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. The activity or projects for which this budget is intended to fund may require preparation of an environmental document in accordance with CEQA and CEQA Guidelines.

May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 Exhibits

1. City Council resolution

2. Carlsbad Municipal Water District Board resolution

3. Carlsbad Public Financing Authority Board resolution

4. Community Development Commission resolution

5. Successor Agency resolution

6. Fiscal Year 2025-26 Preliminary Operating Budget, Strategic Digital Transformation Investment Program Budget and Capital Improvement Program Budget

7. Fiscal Year 2025-26 supplemental budget requests

8. Fiscal Year 2025-26 proposed Master Fee Schedule

9. Asset Replacement Planning Schedule

May 20, 2025
Item #11 Page 14 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 Exhibit 1
RESOLUTION NO. 2025-114
A RES

OLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 1 7, 202 5, FOR ADOPTION OF THE FISCAL YEAR 202 5-26 OPERATING, STRATEGIC DIGITAL

TRANSFORMATION INVESTMENT PROGRAM, AND CAPITAL IMPROVEMENT PROGRAM BUDGETS ; CARLSBAD’S SHARE OF THE ENCINA WASTEWATER AUTHORITY OPERATING AND CAPITAL BUDGETS; THE GANN SPENDING LIMIT FOR FISCAL YEAR 2025-26 AND CHANGES TO THE MASTER FEE SCHEDULE; AND DETERMINING THE FISCAL YEAR 2025-26 CAPITAL

IMPROVEMENT PLAN BU DGET IS CONSISTENT WITH THE GENERAL PLAN

AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS WHEREA
S, the City Council of the City of Carlsbad, California, has received a report on the city’s preliminary Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets for fiscal year 2025-26 and on proposed changes to the Master Fee Schedule; and WHEREAS, prior to the adoption of the budgets, the changes to the fee schedule, and other budget-related documents, the City Council desires to conduct a public hearing at which oral and written presentations may be made; and
WHEREAS, the City Council desires to provide notice of the public hearing on the city’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

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. The proposed action is not a “project” as defined by CEQA Section 21065 and CEQA Guidelines Section 15378(b)(4) and does not require environmental review under CEQA Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. The activity or projects for which this budget is intended to fund may require preparation of an environmental document in accordance with CEQA and CEQA Guidelines.

3. That a public hearing is set for June 1 7, 2025, at 5 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.

4. That, at the public hearing, oral and written presentations may be made on:

May 20, 2025
Item #11 Page 15 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 a. The adoption of the fiscal year 2025-26 Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program Budgets; b. The adoption of the city’s share of the Encina Wastewater Authority Operating and Capital Budgets;
c. The adoption of the Gann spending limit for fiscal year 2025-26; d. The adoption of changes to the Master Fee Schedule; and e. The determination that the fiscal year 2025-26 Capital Improvement Plan is consistent with the General Plan and the applicable Climate Action Plan measures and actions.

5. That the City Clerk’s Office is directed to publish notice of the public hearing on the city’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carls
bad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carls
bad 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 20th day of May, 2025, by the following vote, to wit:

AYES: Blackburn, Bhatel-Patel, Acosta, Burkholder, Shin.

NAYS: None.

ABSTAIN: None.

ABSENT:

None.
__________________
____________________
KEITH BLACKBURN, Mayor
_____________________________________
_
SHERRY FREISINGER, City Clerk
(SEAL)
May 20, 2025
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Exhibit 2
RESOLUTION NO. 1770
A RES

OLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD

MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 1 7, 2025, FOR ADOPTION OF THE FISCAL YEAR 2025-26 OPERATING AND CAPITAL IMPROVEMENT PROGRAM

BUDGETS AND CHANGES TO THE MASTER FEE SCHEDULE
WHER
EAS, the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, California, has received a report on the District ’s preliminary Operating and Capital Improvement Program budgets for fiscal year 2025-26 and on proposed changes to the Master Fee Schedule; and
WHEREAS, prior to the adoption of the budgets and the changes to the fee schedule, the Board desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Board desires to provide notice of the public hearing on the City of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

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.

3. That a public hearing is set for June 1 7, 2025, at 5 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.

4. That, at the public hearing, oral and written presentations may be made on:
a. The adoption of the fiscal year 2025-26 Operating and Capital Improvement Program budgets; and
b. The adoption of changes to the Master Fee Schedule.

May 20, 2025
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5. That the Board Secretary is directed to publish notice of the public hearing on the City of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad , the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and t he City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency he ld on the 20th day of May, 2025, by the following vote, to wit:

AYES: Blackburn, B hat-Patel, Acosta, Burkholder, Shin.

NAYS:

ABSTAIN:

ABSENT:

None.

None. ___________________________
___________
KEITH BLACKBURN, President
___________________________
___________
SHERRY FREISINGER, Secretary
(SEAL)
May 20, 2025
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Exhibit 3
RESOLUTION NO. 100
A RES

OLUTION OF THE BOARD OF DIRECTORS OF THE PUBLIC FINANCING

AUTHORITY OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 17, 2025, FOR ADOPTION OF THE FISCAL YEAR 2025-26

OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS FOR THE

CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE
WHER
EAS, the Board of Directors of the Public Financing Authority of the City of Carlsbad, California, has received a report on the preliminary Operating and Capital Improvement Program budgets for The Crossings at Carlsbad Municipal Golf Course for fiscal year 2025-26; and WHEREAS, prior to the adoption of the budgets , the Board desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Board desires to provide notice of the public hearing on the City of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Public Financing Authority of the City of Carlsbad, California, as follows:

1. That the above recitations are true and correct.

3. That a public hearing is set for June 1 7, 2025, at 5 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.

4. That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2025-26 Operating and Capital Improvement Program budgets.

May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the Carlsb
ad Public Financing Authority, the City Council of the City of Carlsbad , the Board of Directors of the Carlsbad Municipal Water District, 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 20th day of May, 2025, by the following vote, to wit:

AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.

NAYS: None.

ABSTAIN: None.

ABSENT:

None.
____________________
__________________
KEITH BLACKBURN, Chairperson
____________________
__________________
SHERRY FREISINGER, Secretary
(SEAL)
May 20, 2025
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Exhibit 4
RESOLUTION NO. 574
A RES

OLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE
CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 17, 2025, FOR ADOPTION OF THE FISCAL YEAR 2025-26 OPERATING BUDGET OF

THE CARLSBAD HOUSING AUTHORITY
WHER
EAS, the Community Development Commission of the City of Carlsbad, California, has received a report on the Carlsbad Housing Authority’s preliminary Operating Budget for fiscal year 2025-26; and
WHEREAS, prior to the adoption of the budget, the Commission desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Commission desires to provide notice of the public hearing on the City of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

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.

3. That a public hearing is set for June 1 7, 2025, at 5 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.

4. That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2025-26 Operating Budget.

5. That the Commission Secretary is directed to publish notice of the public hearing on the City of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

May 20, 2025
Item #11 Page 21 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City of Carlsbad 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 of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency he
ld on the 20th day of May, 2025, by the following vote, to wit:

AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.

NAYS: None.

ABSTAIN: None.

ABSENT:

None.
____________________
______________
KEITH BLACKBURN, Chairperson
____________________
______________
GEOFF PATNOE, Secretary
(SEAL)
May 20, 2025
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Exhibit 5
RESOLUTION NO. 2025-115
A RES

OLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,

CALIFORNIA, AS THE SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, SETTING A PUBLIC HEARING FOR JUNE 17, 2025, FOR ADOPTION OF THE FISCAL YEAR 2025-26 OPERATING BUDGET OF THE

SUCCESSOR AGENCY
WHEREA
S, the City Council of the City of Carlsbad, California, as the Successor Agency for the Carlsbad Redevelopment Agency, has received a report on the Successor Agency’s preliminary Operating Budget and the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund for fiscal year 2025-26; and WHEREAS, prior to the adoption of the budget, the City Council desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the City Council desires to provide notice of the public hearing on the City of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as the successor agency for the Carlsbad Redevelopment Agency, as follows:

1. That the above recitations are true and correct.

3. That a public hearing is set for June 1 7, 2025, at 5 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.

4. That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2025-26 Operating Budget.

May 20, 2025
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5. That the City Clerk’s Office is directed to publish notice of the public hearing on the City of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week.

PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad as
Successor Agency to the Carlsbad Redevelopment Agency, the City Council of the City of Carls
bad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Aut
hority, and the City of Carl sbad Community Development Commission held on the 20th day of May, 2025, by the following vote, to wit:

AYES: Blackburn, Bhatel-Patel, Acosta, Burkholder, Shin.

NAYS: None.

ABSTAIN:

ABSENT:
______________________________________
K
EITH BLACKBURN, Mayor
______________________________________

SHERRY FREISINGER, City Clerk
(SEAL)
May 20, 2025
Item #11 Page 24 of 332
None.

None.

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Exhibit 6
May 20, 2025
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Budget preparation team
Finance team
Zach Korach, Finance Director
Brigid Drury, Finance Manager
Jeremy Bates, Senior Management Analyst
Bridget Desmarais, Management Analyst
Leadership team
Geoff Patnoe, City Manager
Cindie McMahon, City Attorney
Sheila Cobian, Assistant City Manager
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Laura Rocha, Deputy City Manager, Administrative Services Christie Calderwood, Chief, Police Department
Mike Calderwood, Chief, Fire Department
Maria Callander, Director, Information Technology
Amanda Flesse, Director, Utilities
Tom Frank, Director, Transportation
Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager Zach Korach, Director, Finance
Kyle Lancaster, Director, Parks & Recreation
Sarah Lemons, Interim Director, Communication & Engagement Faviola Medina, Director, Constituent & Clerk Services
Mandy Mills, Director, Housing & Homeless Services
Jeff Murphy, Director, Community Development
Matt Sanford, Director, Economic Development
Suzanne Smithson, Director, Library & Cultural Arts
Darrin Schwabe, Interim Director, Human Resources
James Wood, Jr., Director, Environmental Sustainability Department budget preparers & advisors
Shoshana Aguilar, Utilities Rosario Aranda, Environmental Sustainability Sue Armstrong, Communication & Engagement Conrad Avila, Finance Deborah Baird, Fire Department Mariel Cairns, Utilities Pat Downie, Office of the City Clerk Fiona Everett, Library & Cultural Arts Shawn Gaskari, Fleet & Facilities Brent Gerber, Information Technology Kayla Hanner, Finance Lindsey Hansen, Communication & Engagement Emily Hasegawa, Construction Mgmt. & Inspection Chad Kantner, Parks & Recreation Lovelynne Magalued, Transportation John Maashoff, Fleet & Facilities Rachel Maltz, Economic Development Jennie Marinov, Fire Department Debbie Jo McCool, Library & Cultural Arts Roxanne Muhlmeister, Finance Bradley Northup, Fleet & Facilities Robin Nuschy, Office of the City Attorney Debbie Porter, Human Resources Megan Powers, Public Works Administration Sarah Reiswig, Risk Management Kim Riboni, Finance
Silvano Rodriguez, Human Resources Laureen Ryan, Community Development Sarah Sanders, Risk Management Katie Schroeder, Office of the City Treasurer Amanda Simpson, Police Department Leah Sorenson, Housing & Homeless Services Flora Waite, Office of the City Attorney Mar sha Weeks, Parks & Recreation May 20, 2025
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TABLE OF CONTENTS

OPERATING BUDGET
Overview ......................................................................................................................................B-1 Revenue .......................................................................................................................................B-2 Expenditures ................................................................................................................................B-13 Personnel allocations ...................................................................................................................B-22 Schedule of projected fund balances ...........................................................................................B-23 Schedule of revenue estimates ....................................................................................................B-25 Schedule of budget expenditures ................................................................................................B-31

PUBLIC SAFETY
Summary ......................................................................................................................................C-1 Organization chart ........................................................................................................................C-2 Fire Department ...........................................................................................................................C-3 Police Department .......................................................................................................................C-9

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

COMMUNITY SERVICES
Summary ......................................................................................................................................E-1 Organization chart ........................................................................................................................E-2 Community Services Administration ............................................................................................E-3 Community Development ............................................................................................................E-5 Housing & Homeless Services ......................................................................................................E-16 Library & Cultural Arts ..................................................................................................................E-26 Parks & Recreation .......................................................................................................................E-35

ADMINISTRATIVE SERVICES
Summary ......................................................................................................................................F-1 Organization char t ........................................................................................................................F-2 Administrative Services Administration .......................................................................................F-3 Economic Development ...............................................................................................................F-5 Finance .........................................................................................................................................F-7 Human Resources ........................................................................................................................F-9 Information Technology ...............................................................................................................F-16 Miscellaneous Non-Departmental ...............................................................................................F-18

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POLICY & LEADERSHIP
Summary ......................................................................................................................................G-1 Organization chart ........................................................................................................................G-2 Office of the City Council ..............................................................................................................G-3 Office of the City Treasurer ..........................................................................................................G-5 Office of the City Manager ...........................................................................................................G-7 Office of the City Attorney ...........................................................................................................G-9 Office of the City Clerk .................................................................................................................G-11 Communication & Engagement ...................................................................................................G-13

STRATEGIC DIGITAL TRANSFORMATION INVESTMENT

PROGRAM
Overview ......................................................................................................................................H-1 Investing in digital transformation ...............................................................................................H-2 Project evaluation ........................................................................................................................H-2 Strategic Digital Transformation Investment Program projects ..................................................H-4 Estimated total appropriations by goal ........................................................................................H-6 Projects to pursue communitywide digital transformation .........................................................H-8 Projects to build capacity for data-driven decision making .........................................................H-11 Projects to foster a vibrant civic engagement culture .................................................................H-13 Projects to enhance accessibility and transparency ....................................................................H-14 Projects to promote security and sustainability through connectivity ........................................H-17 Minor projects ..............................................................................................................................H-20 Future projects .............................................................................................................................H-21 Detail five-year schedule of projects by Connected Carlsbad goal ..............................................H-23 Detail five-year schedule of projects by fund ..............................................................................H-24 Project funding sources ................................................................................................................H-25 Projected fund balances ...............................................................................................................H-25 Revenue projections schedule .....................................................................................................H-26 Budget expenditure schedule ......................................................................................................H-26 Project estimated operational requirements ...............................................................................H-27 Fiscal year 2025-26 roadmap .......................................................................................................H-28 Five-year roadmap .......................................................................................................................H-29

CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................................I-1 Investing in our quality of life .......................................................................................................I-1 Project evaluation ...................................... ..................................................................................I-2 Fiscal year 2025-26 appropriations ..............................................................................................I-3 New capital improvement projects ..............................................................................................I-6 Capital Improvement Program revenues .....................................................................................I-8 Future growth and development .................................................................................................I-9 Future projects .............................................................................................................................I-10 Calculation of future fees .............................................................................................................I-11 Unfunded projects .......................................................................................................................I-11 Projected fund balances for fiscal year 2024-25 ..........................................................................I-12 Projected fund balances for fiscal year 2025-26 ..........................................................................I-13 Revenue projections schedule .....................................................................................................I-14 May 20, 2025
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Budget expenditure schedule ......................................................................................................I-15 Project estimated operational requirements ...............................................................................I-16 Five-year Capital Improvement Program Strategic Plan projects ................................................I-17 Five-year Capital Improvement Program critical need projects ..................................................I-19 Five-year Capital Improvement Program enterprise projects......................................................I-20 Five-year Capital Improvement Program maintenance projects .................................................I-23 Substantially complete (closeout) projects ..................................................................................I-25 Project accounting .......................................................................................................................I-25 Program adjustments ...................................................................................................................I-26 Requested appropriation summary .............................................................................................I-27 Capital Improvement Program 15-year forecast by fund ............................................................I-29 Glossary of capital project funding sources .................................................................................I-41

May 20, 2025
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May 20, 2025
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OVERVIEW

This section includes a summary of the revenues and expenditures included in the fiscal year 2025-26 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.

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

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

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

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

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REVENUE

The Operating Budget for fiscal year
2025-26 totals $459.1 million, with
revenues for the year estimated at
$441.1 million. General Fund
revenues are estimated at $243.3
million and General Fund budgeted
expenditures are $242.8 million,
which includes an additional $5.6
million in one-time transfers to the
General Capital Construction Fund
and Infrastructure Replacement
Fund and $2.0 million to the Storm
Water Fund. Excluding the one-time
uses of General Fund surplus, the
General Fund budgeted operating expenditures are $235.2 million.

Revenue estimates for the Operating Budget indicate the city will receive a total of $441.1 million in fiscal year 2025-26, a change of 1.1% or $4.9 million above the estimated fiscal year 2024-25 revenues. General Fund revenues are expected to increase by $4.3 million or 1.8% compared to the prior year’s adopted revenues and $2.7 million or 1.1% compared to fiscal year 2024-25 estimates.

Special Revenue funds are projected to decrease by 28.8% or $10.1 million over fiscal year 2024-25 estimates driven by one-time Encampment Resolution funding received in fiscal year 2024-25.

Enterprise Fund revenues are projected to increase by 17% or $18.1 million in the upcoming fiscal year. Internal Service Fund revenues are decreasing over the prior year’s adopted budget and to fiscal year 2024-25 estimates. This is primarily driven by one-time transfers in from the General Fund to fund Workers’ Compensation in fiscal year 2024-25. 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 2024-25, as well as those budgeted for fiscal year 2025-26.

Estimated Budgeted $ %
2024-25 2025-26 Change Change
General Fund 240.7$ 243.3$ 2.7$ 1.1% Special Revenue 35.1 25.0 (10.1) -28.8% Enterprise 106.5 124.7 18.1 17.0% Internal Service 53.9 48.0 (5.9) -10.8% Total 436.2$ 441.1$ 4.9$ 1.1%

REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
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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.

Sustained by pent-up demand following the COVID-19 pandemic and accumulated savings, the inflationary spike between March of 2021 and November of 2023 served as a boost for the city’s revenue sources like sales tax and transient occupancy tax. While these revenue sources sustained strong performance in fiscal year 2023-24, we began seeing customer demand decline in response to the sustained inflationary levels and diminishing levels of personal savings, despite the Federal Reserve’s attempt to slow inflation by increasing rates as high as 5.25% - 5.50%. This trend continued throughout fiscal year 2024-25 and was only exacerbated by the new federal administration’s policy changes, notably the implementation of tariffs on foreign goods. Recent trade policy changes— including fluctuating tariff levels on imports from China, Canada, and Mexico—have affected input costs and supply chains across the United States, with potential downstream impacts on Carlsbad’s manufacturing and clean tech sectors. Nationally, GDP contracted by 0.3% in the first quarter of 2025, largely due to import surges ahead of tariff implementation. In addition, proposed reductions to federal research grants and travel restrictions for federal agency staff could disproportionately impact Carlsbad’s life sciences and healthcare industries, which rely heavily on federal funding and collaboration.

There is still much uncertainty surrounding tariffs and their macro- and micro-economic impacts on the nation; however, even in recent months, there has been extreme market volatility and further consumer demand pullback with the risk of recession greatly looming.

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 $3.2 million, or

3.3%, over the previous year’s estimates. Despite the extended rise and recent reduction in interest Estimated Budgeted $ %
2024-25 2025-26 Change Change
Property Tax 96.9$ 100.1$ 3.2$ 3.3% Sales Tax 59.4 57.8 (1.5) -2.6% Transient Occupancy Tax 34.8 35.8 1.0 3.0% Franchise Taxes 7.1 7.2 0.1 1.3% Business License Tax 6.6 6.8 0.2 2.9% Development Revenues 4.6 4.8 0.2 4.2% All Other Revenue 31.3 30.8 (0.5) -1.7% Total 240.7$ 243.3$ 2.7$ 1.1%

GENERAL FUND REVENUES
(In Millions)
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rates from the Federal Reserve, Carlsbad’s residential real estate market has seen positive year-over- year growth, increasing by 4.3% to a $1.54 million median price as of March 2025. The new federal administration’s implementation of tariffs has intensified uncertainty in the markets. Future growth is expected to remain relatively flat although strong and continued demand for relatively limited supply may stabilize any adverse factors. Commercial property assessed values are expected to remain relatively flat given current interest rates coupled with the tariff implementation. 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. Inflation has cooled off and the Federal Reserve has begun reducing target rates; however, with the implementation of tariffs, it is not yet known which direction interest rates and home values will trend throughout 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, increased rates, tariff implementation, and market uncertainty will likely have adverse impacts compared to prior periods.

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 2025-26 are based on assessed values as of January 1, 2025.

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. $-
$20
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Property and Sales Tax Revenues
Property tax Sales tax
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In addition to current interest rates levels and the implementation of tariffs, slower development combined with minimal commercial property transactions creates more uncertainty regarding future growth.

Sales Tax revenues generally move in step with economic conditions but overall, Carlsbad’s economy has absorbed the inflationary increases experienced since 2021. With the pandemic and its fiscal impacts behind us, new uncertainty stems from the new federal administration and the implementation of tariffs. Consumer demand has been diminishing as a result of the sustained levels of inflation; however, as inflation continues to cool off, impacts from tariffs are not yet quantifiable.

The onset of the pandemic in March 2020 resulted in swift reductions 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. While the city ended fiscal year 2019-20 with $38 million in sales tax revenues, that figure increased in 2020-21 to $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, fiscal year 2024-25 indicated a slowdown in consumer demand as a result of the sustained levels of inflation and the uncertainty regarding tariffs. Although we are seeing an overall increase in sales tax revenues year over year, taxable receipts have declined by approximately 5% compared to the previous year after factoring for one-time adjustments. As a result, staff have proposed a conservative estimate of $57.8 million in budgeted revenue for fiscal year 2025-26 which represents a decrease of $1.5 million, or 2.6%, over fiscal year 2024-25 estimates.

Autos &
Transportation, 32%
Building &
Construction, 2%
Business & Industry,
11%
Food & Drugs, 2%
Fuel & Service
Stations, 3%
General Consumer
Goods, 17%
Restaurants & Hotels,
14%
State & County Pools,
19%
Sales Tax by Category
Third Quarter 2024
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As indicated in the chart on the previous page, 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, reaching a high of $19.8 million for the four quarters ended June 30, 2024. Much of the positive performance in fiscal year 2023-24 was due to a correction of an error made by one particular auto dealer in how they were reporting and remitting their taxable receipts. Projections in fiscal year 2024-25 are estimated at $18.6 million, representing a $1.2 million or 6% decline, indicating a reduction in consumer demand resulting from sustained inflationary levels coupled with uncertainty surrounding the implementation and impacts of tariffs.

Similar trends are expected across multiple industry groups including business and industry, fuel and service stations, and general consumer goods.

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 TOT revenues 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. Although fiscal year 2023-24 reported an overall revenue slowdown, likely driven by sustained inflationary levels, fiscal year 2024-25 is projected to result in a $1.0 million or 3.0% increase year over year. Although there is much economic uncertainty, mainly around tariffs, it is not anticipated TOT will experience as much adverse impact as $24
$26
$19
$16
$32
$34 $34 $35 $36
$-
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$15
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$25
$30
$35
$40
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Fiscal Year
Transient Occupancy Taxes
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other revenue sources like sales tax. The fiscal year 2025-26 budget estimates TOT to increase by $1.0 million or 3.0% compared to the previous year.

Franchise Tax revenue has experienced volatility in recent years and is projected at $7.2 million in fiscal year 2025-26. 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 slightly decrease from $1.26 million in fiscal year 2024-25 to $1.2 million in fiscal year 2025-26. 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 revenue collected as well as an annual payment of $0.9 million in support of AB 939 and a $1.4 million storm water fee. Fiscal year 2024-25 solid waste franchise tax revenue is projected to end the year with $2.47 million and fiscal year 2025-26 is projected to slightly increase to $2.53 million.

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. Fiscal years 2022-23 and 2023-24 experienced strong increases as a result of increased rates on both the gas and electric sides; however, fiscal year 2024-25 experienced rate declines of approximately 20%. As a result, SDG&E franchise tax revenues decreased from $4.5 million in fiscal year 2023-24 to $3.3 million in fiscal year 2024-25. Based on preliminary projections from SDG&E, fiscal year 2025-26 is expected to remain relatively flat compared to the previous year.

Business license taxes are closely tied to the health of the local economy and are projected to increase to $6.8 million in fiscal year 2025-26. This represents growth of $0.2 million or 3% when compared to last year’s current estimates. Increases in business license taxes tend to 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 10,043 licensed businesses in the City of Carlsbad, 592 more than in the prior year with 6,744 of them located in the city.

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

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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 2025-26 the city expects a

4.2% increase in development related revenues to
approximately $4.8 million. This follows a 16%
increase between fiscal year 2023-24 and 2024-25.

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 95, Cost Recovery.

The
All other revenue category comprises all other sources of revenue in the General Fund other than those mentioned above and are projected to decrease by $0.5 million in fiscal year 2025-26 representing a 1.7% change from fiscal year 2024-25 estimates. The main revenue sources contributing to this category are described in more detail below.

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.

General Fund miscellaneous interdepartmental charges are expected to increase by 2.5% compared to the prior year’s adopted budget, based on the inflationary index applied to the chargeback in off- cycle years in which an updated cost allocation plan is not completed.

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 2025-26 and another $3.0 million in rental and lease income and $1.5 million on its Section 115 Pension Trust. The yield on the city’s portfolio is forecasted to average 3.2% and cash balances are expected to decline citywide as two significant capital projects begin their respective construction phase.

Ambulance fee revenues are estimated to decrease $0.4 million over last year’s estimates, from $7.2 million to $6.8 million. Ambulance fees have increased in recent years due to the Fire Department’s 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. The decrease in year-over-year estimates is driven by the impact of Assembly Bill 716, which became effective January 2024 and has resulted in significant impacts on the reduction of ambulance fees.

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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 2025-26 which is a 2.9% increase from fiscal year 2024-25 estimates. The residential real estate market continues to remain strong as the median home value increased over 4% to $1.54 million since fiscal year 2023-24; however, this will likely be influenced by the Federal Reserve and whether they decide to further reduce interest rates.

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 drop to $857,000 in fiscal year 2025-26 as a result of receiving approximately $931,000 in one-time FEMA reimbursement funding for COVID-19 related expenditures in fiscal year 2024-25.

The Other revenue sources category includes miscellaneous reimbursed expenses, sponsorships, donations, loss recovery and other charges and fees. The estimate for fiscal year 2024-25 totals $0.5 million and is expected at $0.3 million in fiscal year 2025-26.

Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $2.7 million or 1.1% from fiscal year 2024-25 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 uncertainty surrounding tariffs and the impacts to inflation and interest rates, the General Fund’s total revenues are expected to be supported 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.

$159
$179 $174 $182
$199
$226
$241 $241 $243
$-
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$300
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$ Millions
Fiscal Year
General Fund Revenues
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Other Funds
Revenues from Special Revenue funds are expected to total $25.0 million, a decrease of $10.1 million or 28.8% from fiscal year 2024-25 estimates. Funds collected in this category are restricted to specified purposes. The types of programs supported within Special Revenue funds are those funded by specific revenue streams such as:

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

Compared to the fiscal year 2024-25 budget estimates, the most noteworthy changes in the Special Revenue funds occurred in the Encampment Resolution Fund, whereby the city is expected to receive $9.4 million of one-time state grant revenue in fiscal year 2024-25 that it will not receive again in fiscal year 2025-26.

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 have 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 2025-26 are projected at $124.7 million representing an increase of 17.0% or $18.1 million over fiscal year 2024-25 estimates. The revenue breakdown by activity is shown in the graph on the following page. Enterprise funds are similar to a business in that rates are charged to support the operations that supply the goods or services. Carlsbad enterprise Rental Assistance $15.0M,
60%
Affordable Housing
$0.6M, 3%
Public Safety Grants
$0.6M, 2%
CDBG
$0.6M, 2%
Maintenance Districts
$4.5M, 18%
Donations and Grants
$0.5M, 2%
Permanent Local Housing
Allocation
$0.5M, 2%
Tyler Court Apartments
$0.8M, 3%
All others
$2.1M, 3%
Special Revenue Funds
FY 2025-26 Budgeted Revenues $25.0 Million
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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 2025-26 is estimated at $57.7 million representing an increase of $6.0 million or 11.6% when compared to fiscal year 2024-25 revenue estimates. This is driven by increases in water delivery charges. Projected revenues for Recycled Water of $17.1 million are expected to increase by $5.2 million or 44.0%, which includes the impact of an anticipated $6.0 million in loan proceeds the fund anticipates receiving in fiscal year 2025-26.

This represents the final amount drawn from a State Water Resources Board loan that the fund is anticipated to begin paying back at the end of fiscal year 2024-25. Otherwise, recycled water sales are expected to increase by approximately 6.9% due to anticipated rate increases.

Forecasted revenues for
Wastewater are $33.5 million representing a 21.4% or $5.9 million increase over fiscal year 2024-25 estimates. This increased estimate is largely driven by rate increases of 14% in fiscal year 2025-26 to support rising treatment costs and aging infrastructure costs.

Estimated revenues from operations of the Golf Course are $11.3 million, a slight decrease of $0.3 million or 2.2% when compared to fiscal year 2024-25 estimates. The Crossings at Carlsbad has experienced strong revenue performance year over year since the onset of the pandemic. Revenues for the upcoming year are estimated conservatively to account for any potential adverse impacts on consumer demand resulting from economic and market uncertainty.

Solid Waste Management revenues are projected at $5.0 million, which is $1.2 million or 32.5% higher than fiscal year 2024-25 estimates. The increase is driven by a $2.0 million transfer in from the General Fund to ensure fiscal health within the enterprise program.

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 Water Operations
$57.7M, 46%
Recycled Water
$17.1M, 14%
Wastewater Operations
$33.5M, 27%
Solid Waste Management
$5.0M, 5%
Golf Course Operations
$11.3M, 9%
Enterprise Funds
FY 2025-26 Budgeted Revenues $124.7 million
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and Replacement and Information Technology. Departments pay for these services and therefore the rates charged are based on the cost of providing the services. The goal of an internal service fund is to match budgeted expenses with charges to the departments.

The combined internal services funds project estimated revenues of $48.0 million for fiscal year 2025- 26 representing a decrease of 10.8% or $5.8 million over fiscal year 2024-25 projections. This decrease 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 most internal service funds. This transfer occurred in fiscal year 2024-25 and is not expected in fiscal year 2025-26, as the fund balance is in line with the current actuarial review of cash reserves in anticipation of future claims. The fiscal year 2025-26 operating budget includes $8.1 million for Workers’ Compensation and $5.7 million for Risk Management. Because Risk Management collected higher revenue consistent with increased expenditures related to large pending claims in fiscal year 2024-25, the revenue collection decreased $2.3 million, or 28.8%, back to lower levels.

Vehicle Maintenance and Replacement charges are budgeted at $4.4 million and $9.6 million, respectively. Vehicle Maintenance revenues are up compared to fiscal year 2024-25 estimates primarily due to 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 decreased by 4.4% or $0.9 million when compared to fiscal year 2024-25 estimates. The main reason for this increase is due 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 on 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.

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EXPENDITURES

The city’s Operating Budget for fiscal year 2025-26 totals $459.1 million, which represents an increase of approximately $40.1 million or 9.6% as compared to the adopted fiscal year 2024-25 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.

Since fiscal year 2022-23, the city’s budget has prioritized the prudent use of taxpayer funds through times of economic uncertainty. Through maintenance and operations reductions to the elimination of 24 full-time equivalent positions, the city saved over $5 million of ongoing expenditures. While formal budget reductions are not a part of the fiscal year 2025-26 budget, responsible and prudent use of taxpayer dollars as well as maintaining a balanced budget now and in the future remain the top priorities. Following years of significant budget reductions, the City Manager directed departments to evaluate current operations and to communicate needs to ensure staff are able to continue providing the highest level of service for the community. The fiscal year 2025-26 operating budget reflects critical increases, primarily including the purchase of an aerial ladder fire truck, reclassification of EMTs to Paramedic Firefighters, continuation of critical fire mitigation efforts, inflationary increases, Climate Action Plan initiatives, and back-office support.

The total Operating Budget for the
General Fund for fiscal year 2025-26 is $242.8 million, which is $4.4 million or 1.8% more than the previous year’s adopted budget of $238.5 million. These changes are discussed in more detail on the following pages.

Budget Budget $ %
2024-25 2025-26 Change Change
General Fund 238.5$ 242.8$ 4.4$ 1.8% Special Revenue 21.3 24.8 3.5 16.4% Enterprise 118.5 147.0 28.4 24.1% Internal Service 40.7 44.5 3.8 9.3% Successor Agency Housing Trust - - - 0.0% Total 419.0$ 459.1$ 40.1$ 9.6% By Fund Type
(In Millions)

BUDGET EXPENDITURE SUMMARY
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Personnel costs make up 60% of the General Fund budget. The total personnel budget for fiscal year 2025-26 is $146.1 million which is $11.4 million or 8.5% greater than the previous year’s total personnel budget of $134.7 million. This is driven by 4.6 additional full-time equivalent positions, 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 2025-26 by $6.1 million or 6.7%. The increase is primarily due to negotiated salary increases as well as the addition of

4.6 full-time equivalent positions. The full-time staffing changes are listed on the following page.

Budget Budget $ %
2024-25 2025-26 Change Change
Personnel 134.7$ 146.1$ 11.4 8.5% Personnel, gross 136.7 148.1 11.4 8.3% Vacancy Savings (2.0) (2.0) - 0.0% Maintenance & Operations 65.7 70.3 4.6 7.0% Capital Outlay 0.5 2.7 2.2 417.0% Transfers 37.5 23.7 (13.8) -36.9% Subtotal 238.4$ 242.8$ 4.4$ 1.8%

GENERAL FUND SUMMARY
By Expenditure Type
(In Millions)
Budget Budget $ %
2024-25 2025-26 Change Change
Salaries and Wages 89.8$ 95.9 6.1 6.7% Salaries and Wages, gross 91.8 97.9 6.1 6.6% Vacancy Savings (2.0) (2.0) - 0.0% Retirement Benefits 25.3 29.1 3.8 14.9% Health Insurance 11.0 12.1 1.1 10.1% Other Personnel 8.6 9.0 0.4 5.0% Total 134.7$ 146.1$ 11.4$ 8.5% Personnel Costs
(In Millions)

GENERAL FUND
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Full-time equivalent staffing adjustments
General Fund:
• (1) Accountant– Finance Department
• (1) Human Resources Analyst – Human Resources Department • (1.47) Additional part-time hours for Schulman Center programming - Library & Cultural Arts • (0.7) Community Development – Administrative Assistant • (0.15) Administrative Secretary – Fleet & Facilities Department • (0.28) Part-time staff hour allocation adjustment – Human Resources and Housing & Homeless Services

Non-General Fund:
• (1) Equipment Technician – Fleet & Facilities Department • (0.1) Administrative Secretary – Fleet & Facilities Department • (0.6) Additional part-time hours for Schulman Center programming - Library & Cultural Arts

Retirement Benefits Cost
CalPERS administers the city’s defined benefit pension plan and costs have been increasing in past years as CalPERS addresses a structural shortfall in plan assets to cover unfunded liabilities. As part of CalPERS’ strategy to ensure the plan’s sustainability, CalPERS deliberately raised participating agencies’ contributions over several years to improve the plan’s long-term funded status. The pension system continues to pursue tactics in support of its strategy to ensure plan sustainability such as investing in assets with the objective of achieving a long-term rate of return that meets or exceeds 6.8%. While pension costs are increasing, there is some downward pressure on costs as new employees receive lower pension benefits. CalPERS has taken significant steps in ensuring plan sustainability, but pension costs still pose a significant risk to 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

86. In fiscal year 2023-24, the City Council also approved the establishment of a Section 115 Pension Trust and a $10.0 million initial contribution. Assets in the trust will be available to the city to maintain an 80% funded status, mitigate pension rate volatility and potentially earn a higher rate of return than if the funds were left in the General Fund. 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 2025-26 reflects $29.1 million of General Fund contributions required to make up for CalPERS’ abysmal investment performance in fiscal year 2021-22 as well as CalPERS’ missed target of 58% in fiscal year 2022-23. This represents an increase of $3.8 million or 14.9% 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.

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General Fund Health Insurance costs in the General Fund are increasing from $11.0 million to $12.1 million. The increase is a result of anticipated rate increases in addition to changes in employee benefit elections. Other Personnel Costs include workers’ compensation expenses and other miscellaneous costs such as Medicare, unemployment and disability, which are increasing collectively by $0.4 million or 5.0%.

Maintenance and Operations costs represent about 28.9% 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 $70.3 million, which represents an increase of $4.6 million or 7.0% for fiscal year 2025-26 when compared to fiscal year 2024-25. 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

2.5% and 3.8% thus far in fiscal year 2024-25. 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. Moreover, the uncertainty around tariff implementation continues to severely impact consumer confidence. Much of the fiscal year 2025-26 maintenance and operating budget increase is attributable to inflationary increases, Climate Action Plan initiatives, and fire mitigation efforts.

Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of $2.7 million are budgeted in the General Fund for fiscal year 2025-26. This represents an increase of $2.2 million and is primarily due to the Fire Department’s request to purchase a second front-line aerial ladder truck.

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.

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The expenditures for fiscal year 2017-18 reflect a substantial decrease from the previous year 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 that unprecedented time.

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

Additionally, a $57 million advance to the golf course was reclassified as a transfer out.

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.

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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.

Fiscal year 2024-25 expenditures include the elimination of 12 full-time equivalent positions offset by a $20 million one-time surplus use to General Capital Construction, Workers’ Compensation and Risk Management Funds.

Another way of looking at the General Fund budget is
by
Program Expenditures. The chart below
compares the total fiscal year 2025-26 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:

• $14.6 million split between the Infrastructure Replacement Fund (42%), General Capital Construction Fund (42%) and the Technology Investment Capital Fund (16%). This will fund major new construction, maintenance and replacement of city infrastructure and facilities, Budget Budget $ %
2024-25 2025-26 Change Change
Administrative Services - Administration 0.8$ 0.9$ 0.1 12.1% Administrative Services - Finance 5.6 6.2 0.6 10.0% Administrative Services - Human Resources 5.1 5.6 0.5 9.2% Administrative Services - Economic Development 0.9 1.0 0.1 8.2% Community Services - Administration 0.6 0.6 - 9.6% Community Services - Community Development 11.0 12.0 1.0 9.1% Community Services - Housing & Homeless Services 3.2 3.3 0.1 2.8% Community Services - Library & Cultural Arts 14.5 15.7 1.2 8.0% Community Services - Parks & Recreation 22.8 24.2 1.4 6.3% Policy & Leadership Group 8.4 9.0 0.6 6.9% Public Safety - Fire 41.8 47.4 5.6 13.5% Public Safety - Police 60.2 64.3 4.1 6.9% Public Works - Administration 1.6 1.5 (0.1) -2.7% Public Works - Construction Mgmt. & Inspection 3.1 3.3 0.2 6.2% Public Works - Environmental Sustainability 1.2 1.7 0.5 41.1% Public Works - Facilities 7.2 7.6 0.4 5.6% Public Works - Transportation 10.8 12.2 1.5 13.5% Non-Departmental 39.7 26.3 (13.4) -33.9% Total 238.5$ 242.8$ 4.4 1.8%

GENERAL FUND EXPENDITURES
By Department
(In Millions)

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

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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 91, Long Term General Fund Capital Funding Policy.

• $5.6 million in additional transfers to the General Capital Construction and Infrastructure Replacement funds, split equally in the amount of $2.8 million each, resulting from the estimated General Fund surplus. The General Capital Construction and Infrastructure Replacement Funds are funded by the General Fund and include 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 and infrastructure replacement into the future.

• $2.0 million to the Storm Water Program for reimbursement of the General Fund portion of Storm Water expenses as well as a one-time operating subsidy to ensure the program maintains a positive fund balance. In recent years, the program has been drawing down on excess reserve funds; however, on an ongoing basis, future expenses are expected to far outpace future revenues. Without additional ongoing revenue, assistance from the General Fund in excess of $5 million may be needed on an annual basis.

• $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.

General Fund Summary
The operating budget for fiscal year 2025-26 provides a balanced General Fund budget for the coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by $0.5 million.

Fiscal Year 2025-26 General Fund Operating Budget
General Fund fiscal year 2025-26 revenue estimates $2 43.3 million General Fund fiscal year 2025- 26 preliminary expenditures $2 42.8 million Projected operating surplus for fiscal year 2025-26 $ 0.5 million

General Fund Reserves
Projected unassigned balance at June 30, 2025 $1 39.9 million Plus: projected fiscal year 2025-26 surplus $ 0.5 million Plus: change in asset replacement reserve allocation $ 7.0 million Equals: projected unassigned balance at June 30, 2026 $147.3 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 May 20, 2025
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strategically plan for the ongoing financial impacts, staff recommend establishing a General Fund Asset Replacement Reserve. Separate and apart from the General Fund Reserve (City Council Policy 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 2025-26, and for the next 10 fiscal years, a total of $10.5 million is projected to be needed to fund asset replacement costs in the General Fund. The asset replacement schedule can be found in the appendices.

Changes in Other Funds
Special Revenue funds are budgeted at $24.8 million representing an increase in expenditures of

16.4% or $3.5 million when compared to fiscal year 2024-25. Other than a $1.5 million increase in rental assistance programming, a $1.6 million increase for one-time Continuum of Care grant funds, and a $0.5 million increase in Permanent Local Housing Allocation funding, spending in most Special Revenue Fund programs is expected to remain relatively consistent with the prior year.

Enterprise funds total $147.0 million, which represents an increase of $28.4 million or 24% over the fiscal year 2024-25 adopted budget. The majority of this increase is due to a one-time budgeted transfer from the Recycled Water Operating Fund to the Recycled Water Connection Fund of $16.4 million. This is related to a State Water Resources Control Board loan reaching the payback period, whereby the Recycled Water Operating Fund will begin repayment while the proceeds of the loan will remain in the associated capital fund. 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 Solid Waste Management budget is also increasing due to inflationary impacts to operating costs, including the city’s street sweeping contract.

The
Internal Service funds total $44.5 million, which represents an overall increase of $3.8 million or 9.4% over fiscal year 2024-25. Much of the increase in Workers’ Compensation 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 $1.2 million or 6.4% higher than the previous year, which is due to contractual service increases.

The budget for the
Successor Agency Housing Trust Fund for fiscal year 2025-26 is decreasing by $0.01 million compared to last year with no budget required for fiscal year 2025-26. 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 2025-26, the city will work to complete the dissolution and close the fund.

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Changes to Fund Balance
While the projected cumulative change in the city’s non-major operating funds’ ending balances is not significant, three major operating funds are projected to see changes in their fund balances greater than 10%. The Water Operations Fund is expected to decrease by 43.2% by the end of fiscal year 2025- 26, largely due to increasing operations costs, primarily water purchases. The Recycled Water Operations Fund is expected to decrease because operating expenditures are outpacing the revenue from rates charged to customers; the Utilities Department will continue to monitor rates in the future to address funding needs. The Wastewater Operations Fund is expected to decrease by 24.2%, primarily due to an increase in the transfer out to the associated capital fund for future capital project needs.

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PERSONNEL ALLOCATIONS
Adopted Adopted Adopted Final* Preliminary
Budget Budget Budget Budget Budget
Department 2022-23 2023-24 2024-25 2024-25 2025-26
City Attorney 8.00 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 6.00 7.00 7.00
City Council 2.00 2.00 1.00 1.00 1.00
City Manager 7.00 7.00 6.00 6.00 6.00
City Treasurer 1.00 1.00 1.00 1.00 1.00
Communication & Engagement 9.00 9.00 9.00 8.00 8.00
Administrative Services - Administration 3.00 3.00 3.00 3.00 3.00 Economic Development 9.00 9.00 2.00 2.00 2.00
Finance 26.00 26.00 26.00 26.00 27.00
Human Resources 18.00 18.00 17.00 17.00 18.00
Information Technology 43.00 43.00 48.00 48.00 48.00
Community Services - Administration 3.00 2.00 2.00 2.00 2.00 Community Development 52.00 52.00 51.00 51.00 51.00
Housing & Homeless Services 16.00 16.00 16.00 16.00 16.00 Library & Cultural Arts 51.00 53.00 51.00 51.00 51.00
Parks & Recreation 59.00 59.00 58.00 58.00 58.00
Fire 123.00 124.00 124.00 124.00 124.00
Police 187.00 187.00 187.00 193.00 193.00
Public Works - Administration 5.90 6.00 6.00 6.00 5.70
Construction Management & Inspection 16.20 15.00 15.00 15.00 15.00 Environmental Sustainability 17.60 17.50 16.50 16.50 17.00 Fleet & Facilities 34.95 35.95 35.95 35.95 37.20
Transportation 43.60 43.80 43.80 43.80 43.80
Utilities 64.50 63.50 63.50 62.50 62.30
Total Full-Time Personnel 806.75 807.75 796.75 801.75 805.00 Hourly Full-Time Equivalent Personnel 180.90 167.84 166.79 165.79 168.84 Total 987.65 975.59 963.54 967.54 973.84
*The ending budget for 2024-25 takes into account full-time personnel changes approved mid-year, including: the addition of (6.0) FTE in the Police Department, the transfer of (1.0) FTE from the Communication & Engagement Department to the Office of the City Clerk, the reduction of (1.0) FTE in the Utilities Department, and the reduction of hourly FTE in the Parks & Recreation and Transportation departments.

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SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginni
ng Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2024 Fund July 1, 2024 Revenues Expenditures June 30, 2025 Fund Balance General Fund 138,047,012$ * 240,660,647$ 238,844,643$ 139,863,016$ * 1.3% Special Revenue Funds
Affordable Housing 14,672,740 699,130 976,917 14,394,953 -1.9% Agricultural Mitigation Fee 1,003,349 30,129 99,485 933,993 -6.9% Buena Vista Channel Maintenance District 1,537,229 146,632 120,000 1,563,861 1.7% Citizens' Option for Public Safety 588,359 935,632 287,584 1,236,407 110.1% Community Activity Grants 1,144,438 34,484 - 1,178,922 3.0% Community Development Block Grant 66,537 1,056,197 1,056,197 66,537 0.0% Continuum of Care - 927,766 927,766 - 0.0% Cultural Arts Donations 286,933 70,014 108,750 248,197 -13.5% Encampment Resolution Fund 1,123,395 9,479,582 2,750,000 7,852,977 599.0% Habitat Mitigation Fee - 38,559 - 38,559 0.0% Library and Arts Endowments 272,027 8,196 6,000 274,223 0.8% Library Gifts and Bequests 1,868,003 740,241 475,908 2,132,336 14.2% Lighting and Landscaping District 2 5,913,491 949,270 394,346 6,468,415 9.4% Local Cable Infrastructure 494,514 281,429 568,000 207,943 -58.0% Median Maintenance District 340,323 1,367,049 1,383,000 324,372 -4.7% Opioid Settlement Fund 801,622 121,313 27,118 895,817 11.8% Parking In Lieu Fee 1,107,248 33,546 57,120 1,083,674 -2.1% Permanent Local Housing Allocation 320,251 473,896 384,636 409,511 27.9% Police Asset Forfeiture 357,634 18,352 71,000 304,986 -14.7% Public Safety Grants 11,165 238,868 487,889 (237,856) 2230.4% Recreation Donations 329,427 41,426 40,000 330,853 0.4% Rental Assistance 520,443 14,587,300 14,516,176 591,567 13.7% Senior Donations 302,396 25,266 21,000 306,662 1.4% Street Lighting Maintenance District 2,737,030 1,083,759 962,000 2,858,789 4.5% Street Tree Maintenance District 427,238 987,597 1,053,000 361,835 -15.3% Tyler Court Apartments 164,312 751,218 588,637 326,893 99.0% Total Special Revenue Funds 36,390,104 35,126,851 27,362,529 44,154,426 21.3% Enterprise Funds
Water Operations 26,909,527 51,713,442 59,624,509 18,998,460 -29.4% Recycled Water Operations (452,237) 11,869,405 11,443,179 (26,011) -94.3% Wastewater Operations 17,867,198 27,612,959 34,200,339 11,279,818 -36.9% Solid Waste Management 9,135,831 3,810,806 5,864,122 7,082,515 -22.5% Golf Course 6,827,823 11,529,643 10,609,956 7,747,510 13.5% Total Enterprise Funds 60,288,142 106,536,255 121,742,105 45,082,292 -25.2% Internal Service Funds
Workers' Compensation 369,289 15,026,188 5,721,830 9,673,647 2519.5% Risk Management 380,596 8,016,810 4,957,001 3,440,405 -804.0% Vehicle Maintenance 534,269 4,043,133 4,050,000 527,402 -1.3% Vehicle Replacement 23,621,973 7,341,853 4,217,600 26,746,226 13.2% Information Technology 9,303,022 19,442,054 19,295,000 9,450,076 1.6% Total Internal Service Funds 34,209,149 53,870,038 38,241,431 49,837,756 45.7% Successor Agency Housing Trust Fund 225,074 6,782 - 231,856 3.0% Total Operating Funds 269,159,481$ 436,200,573$ 426,190,708$ 279,169,346$ 3.7% * For the General Fund only, this represents unassigned fund balance. Beginning fund balance as of July 1, 2024 includes the establishment of an asset replacement reserve and an allocation of $17.5 million.

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SCHEDULE OF PROJECTED FUND BALANC E
Projected Projected
Beginning Ending Cha nge as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2025 Fund June 30, 2025 Revenues Budget June 30, 2026 Fund Balance General Fund 146,863,016$ * 243,318,650$ 242,839,807$ 147,341,859$ * 0.3% Special Revenue Funds
Affordable Housing 14,394,953 646,500 589,862 14,451,591 0.4% Agricultural Mitigation Fee 933,993 23,800 - 957,793 2.6% Buena Vista Channel Maintenance District 1,563,861 140,800 112,282 1,592,379 1.8% Citizens' Option for Public Safety 1,236,407 298,900 494,330 1,040,977 -15.8% Community Activity Grants 1,178,922 30,000 - 1,208,922 2.5% Community Development Block Grant 66,537 586,041 475,561 177,017 166.0% Continuum of Care - 1,588,973 1,588,973 - 0.0% Cultural Arts Donations 248,197 12,100 114,790 145,507 -41.4% Encampment Resolution Fund 7,852,977 28,000 10,514 7,870,463 0.2% Habitat Mitigation Fee 38,559 1,000 - 39,559 2.6% Library and Arts Endowments 274,223 7,100 6,000 275,323 0.4% Library Gifts and Bequests 2,132,336 63,800 618,340 1,577,796 -26.0% Lighting and Landscaping District 2 6,468,415 932,230 401,500 6,999,145 8.2% Local Cable Infrastructure 207,943 254,100 290,956 171,087 -17.7% Median Maintenance District 324,372 1,365,600 1,416,425 273,547 -15.7% Opioid Settlement Fund 895,817 103,688 103,688 895,817 0.0% Parking In Lieu Fee 1,083,674 27,678 61,000 1,050,352 -3.1% Permanent Local Housing Allocation 409,511 451,697 450,297 410,911 0.3% Police Asset Forfeiture 304,986 9,400 95,000 219,386 -28.1% Public Safety Grants (237,856) 563,800 77,250 248,694 204.6% Recreation Donations 330,853 37,300 81,200 286,953 -13.3% Rental Assistance 591,567 14,989,109 14,776,611 804,065 35.9% Senior Donations 306,662 24,100 33,500 297,262 -3.1% Street Lighting Maintenance District 2,858,789 1,069,300 1,295,108 2,632,981 -7.9% Street Tree Maintenance District 361,835 988,000 1,004,760 345,075 -4.6% Tyler Court Apartments 326,893 761,949 652,310 436,532 33.5% Total Special Revenue Funds 44,154,426 25,004,965 24,750,257 44,409,134 0.6% Enterprise Funds
Water Operations 18,998,460 57,723,836 65,922,035 10,800,261 -43.2% Recycled Water Operations 10,388,387
** 17,094,414 28,576,434 (1,093,633) -110.5% Wastewater Operations 11,279,818 33,532,690 35,112,197 9,700,311 -14.0% Solid Waste Management 7,082,515 5,049,600 6,762,027 5,370,088 -24.2% Golf Course 7,747,510 11,276,000 10,589,000 8,434,510 8.9% Total Enterprise Funds 55,496,690 124,676,540 146,961,693 33,211,537 -40.2% Internal Service Funds
Workers' Compensation 9,673,647 8,056,370 7,225,929 10,504,088 8.6% Risk Management 3,440,405 5,712,030 5,443,762 3,708,673 7.8% Vehicle Maintenance 527,402 4,368,669 4,622,581 273,490 -48.1% Vehicle Replacement 26,746,226 9,613,054 7,338,365 29,020,915 8.5% Information Technology 9,450,076 20,295,197 19,900,443 9,844,830 4.2% Total Internal Service Funds 49,837,756 48,045,320 44,531,080 53,351,996 7.1% Successor Agency Housing Trust Fund 231,856 5,900 - 237,756 2.5% Total Operating Funds 296,583,744$ 441,051,375$ 459,082,837$ 278,552,282$ -6.1% ** The projected beginning fund balance as of June 30, 2025 includes an adjustment to move the proceeds and future debt obligation of a $10.4 million State Water Resources Control Board loan from the Recycled Water Connection Fund to the Recycled Water Operations Fund. * For the General Fund only, this represents unassigned fund balance. Projected beginning fund balance as of June 30, 2025 includes the adjustment to the asset replacement reserve, reducing the previous year's $17.5 million allocation to $10.5 million.

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SCHEDULE OF REVENUE ESTIMATES

2024-25 2025-26 Change as % Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26 General Fund
Taxes
Property Tax 93,189,346$ 96,916,971$ 100,105,610$ 3.3% 3,188,639$ Sales Tax 57,855,060 59,382,534 57,847,173 -2.6% (1,535,361) Transient Occupancy Tax 34,040,324 34,776,940 35,822,721 3.0% 1,045,781 Franchise Tax 8,066,788 7,094,873 7,188,534 1.3% 93,661 Business License Tax 6,446,074 6,560,060 6,750,302 2.9% 190,242 Transfer Tax 1,346,764 1,676,136 1,724,744 2.9% 48,608 Total Taxes 200,944,356 206,407,514 209,439,084 1.5% 3,031,570 Intergovernmental
Homeowners Exemption 324,375 245,000 300,000 22.5% 55,000 Other Intergovernmental 1,654,750 1,863,847 857,000 -54.0% (1,006,847) Total Intergovernmental 1,979,125 2,108,847 1,157,000 -45.1% (951,847) Licenses and Permits
Building Permits 1,842,266 2,100,000 2,200,000 4.8% 100,000 Other Licenses and Permits 1,198,853 1,289,797 1,233,697 -4.4% (56,100) Total Licenses And Permits 3,041,119 3,389,797 3,433,697 1.3% 43,900 Charges for Services
Planning Fees 863,434 912,000 920,000 0.9% 8,000 Building Department Fees 741,559 776,000 840,000 8.3% 64,000 Engineering Fees 843,830 805,000 825,000 2.5% 20,000 Ambulance Fees 6,562,691 7,200,000 6,800,000 -5.6% (400,000) Recreation Fees 3,301,866 3,064,925 3,330,000 8.7% 265,075 Other Charges or Fees 1,670,510 1,939,448 1,889,400 -2.6% (50,048) Total Charges For Services 13,983,890 14,697,373 14,604,400 -0.6% (92,973) Fines and Forfeitures 415,642 361,675 388,200 7.3% 26,525 Income from Investments and Property 13,336,962 8,007,276 8,677,570 8.4% 670,294 Interdepartmental Charges 6,081,404 5,186,429 5,316,999 2.5% 130,570 Other Revenue Sources 555,567 501,736 301,700 -39.9% (200,036) Total General Fund 240,338,065$ 240,660,647$ 243,318,650$ 1.1% 2,658,003$ * Interest is calculated on an amortized cost basis.

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SCHEDULE OF REVENUE ESTIMATES

2024-25 2025-26 Change as % Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26 Special Revenue Funds
Affordable Housing
Affordable Housing Fees 694,941$ 19,217$ 120,000$ 524.5% 100,783$ Property Tax - - - 0.0% - Interest Income 989,658 596,742 521,500 -12.6% (75,242) Other Revenue 32,107 83,171 5,000 -94.0% (78,171) Total Affordable Housing 1,716,706 699,130 646,500 -7.5% (52,630) Agricultural Mitigation Fee
Agricultural Mitigation Fees - - - 0.0% - Interest Income 60,717 30,129 23,800 -21.0% (6,329) Total Agriculutural Mitigation Fee 60,717 30,129 23,800 -21.0% (6,329) Buena Vista Channel Maintenance
Assessment Fees 102,508 100,000 100,000 0.0% - Interest Income 74,161 46,632 40,800 -12.5% (5,832) Total Buena Vista Channel Maintenance 176,669 146,632 140,800 -4.0% (5,832) Citizens' Option for Public Safety
State Funding (AB3229) (252,513) 917,032 280,000 -69.5% (637,032) Interest Income 22,946 18,600 18,900 1.6% 300 Total Citizens' Option For Public Safety (229,567) 935,632 298,900 -68.1% (636,732) Community Activity Grants
Interest Income 53,414 34,484 30,000 -13.0% (4,484) Total Community Activity Grants 53,414 34,484 30,000 -13.0% (4,484) Community Development Block Grant
Federal Grant 499,501 1,020,474 550,741 -46.0% (469,733) Interest Income 99,187 5,345 5,300 -0.8% (45) Other Revenue 27,921 30,378 30,000 -1.2% (378) Total Community Dev. Block Grant 626,609 1,056,197 586,041 -44.5% (470,156) Continuum of Care
Federal Grant 461,075 927,766 1,588,973 71.3% 661,207 Total Cultural Arts Donations 461,075 927,766 1,588,973 71.3% 661,207 Cultural Arts Donations
Donations 50,000 60,740 5,000 -91.8% (55,740) Interest Income 16,558 9,274 7,100 -23.4% (2,174) Total Cultural Arts Donations 66,558 70,014 12,100 -82.7% (57,914) May 20, 2025
Item #11 Page 56 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 B-27

SCHEDULE OF REVENUE ESTIMATES
2024-25 2025-26 Change as % Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26 Special Revenue Funds - Continued
Encamptment Resolution Fund
State Grant 1,242,572 9,446,640 - -100.0% (9,446,640) Interest Income 5,331 32,942 28,000 -15.0% (4,942) Total Community Dev. Block Grant 1,247,903 9,479,582 28,000 -99.7% (9,451,582) Habitat Mitigation Fee
Mitigation Fees 10,126 38,280 - -100.0% (38,280) Interest Income 152 279 1,000 258.4% 721 Total Habitat Mitigation Fee 10,278 38,559 1,000 -97.4% (37,559) Library And Arts Endowment Fund
Interest Income 12,697 8,196 7,100 -13.4% (1,096) Total Library And Arts Endowment Fund 12,697 8,196 7,100 -13.4% (1,096) Library Gifts/Bequests
Gifts and Bequests 356,565 675,491 9,000 -98.7% (666,491) Interest Income 77,686 64,750 54,800 -15.4% (9,950) Total Library Gifts/Bequests 435,670 740,241 63,800 -91.4% (676,441) Lighting And Landscaping District 2
Assessment Fees 700,877 775,700 775,700 0.0% - Interest Income 251,948 173,570 156,530 -9.8% (17,040) Total Lighting And Landscaping Dist. 2 952,825 949,270 932,230 -1.8% (17,040) Local Cable Infrastructure Fund
Cable Fees 268,584 275,000 250,000 -9.1% (25,000) Interest Income 34,174 6,429 4,100 -36.2% (2,329) Total Local Cable Infrastructure Fund 302,758 281,429 254,100 -9.7% (27,329) Median Maintenance
Assessment Fees 346,170 350,000 350,000 0.0% - Other 1,054,205 1,017,049 1,015,600 -0.1% (1,449) Total Median Maintenance 1,400,375 1,367,049 1,365,600 -0.1% (1,449) Opioid Settlement Fund
Settlements 23,407 94,844 103,688 9.3% 8,844 Other Revenue 9,988 26,469 - -100.0% (26,469) Total Opioid Settlement 33,395 121,313 103,688 -14.5% (17,625) Parking In Lieu
Parking In Lieu Fees - - - 0.0% - Interest Income 54,711 33,546 27,678 -17.5% (5,868) Total Parking In Lieu 54,711 33,546 27,678 -17.5% (5,868) Permanent Local Housing Allocation
State Grant 378,477 466,244 450,297 -3.4% (15,947)

Interest Income (9,528) 7,652 1,400 -81.7% (6,252) Total Police Grants 368,949 473,896 451,697 -4.7% (22,199) Police Asset Forfeiture
Asset Forfeitures 212,135 7,545 - -100.0% (7,545) Interest Income 7,089 10,807 9,400 -13.0% (1,407) Total Police Asset Forfeiture 219,224 18,352 9,400 -48.8% (8,952) May 20, 2025
Item #11 Page 57 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 B-28

SCHEDULE OF REVENUE ESTIMATES

2024-25 2025-26 Change as % Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26 Special Revenue Funds - Continued
Public Safety Grants
Federal Grant 256,728 227,791 316,600 39.0% 88,809 State Grant 14,487 11,077 247,200 2131.7% 236,123 Total Police Grants 271,215 238,868 563,800 136.0% 324,932 Recreation Donations
Donations 53,559 31,505 28,400 -9.9% (3,105) Interest Income 15,542 9,921 8,900 -10.3% (1,021) Total Recreation Donations 69,101 41,426 37,300 -10.0% (4,126) Rental Assistance
Federal Grant 13,231,638 14,581,187 14,783,609 1.4% 202,422 Other Revenue 216,070 6,113 205,500 3261.7% 199,387 Total Rental Assistance 13,447,708 14,587,300 14,989,109 2.8% 401,809 Senior Donations
Donations 5,502 1,000 1,000 0.0% - Other Revenue 17,218 15,000 15,000 0.0% - Interest Income 13,902 9,266 8,100 -12.6% (1,166) Total Senior Donations 36,622 25,266 24,100 -4.6% (1,166) Street Lighting
Assessment Fees 739,848 740,000 740,000 0.0% - Other Revenue 269,257 259,400 259,400 0.0% - Interest Income 139,348 84,359 69,900 -17.1% (14,459) Total Street Lighting 1,148,453 1,083,759 1,069,300 -1.3% (14,459) Street Tree Maintenance
Assessment Fees 472,021 470,000 470,000 0.0% - Other Revenue 548,614 517,597 518,000 0.1% 403 Total Street Tree Maintenance 1,020,635 987,597 988,000 0.0% 403 Tyler Court Apartments
Rental Income 702,729 744,759 757,017 1.7% 12,258 Other Revenue 175,972 6,459 4,932 -23.6% (1,527) Total Tyler Court Apartments 878,701 751,218 761,949 1.4% 10,731 Total Special Revenue Funds 24,843,401$ 35,126,851$ 25,004,965$ -28.8% (10,121,886)$ May 20, 2025
Item #11 Page 58 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 B-29

SCHEDULE OF REVENUE ESTIMATES

2024-25 2025-26 Change as % Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26 Enterprise Funds
Water Operations
Water Sales 25,771,248$ 32,000,000$ 17,845,000$ -44.2% (14,155,000)$ Ready-to-Serve charge 13,990,476 14,061,000 34,355,000 144.3% 20,294,000 Property Tax 4,366,771 3,581,336 3,581,336 0.0% - New Account Charges 102,127 110,000 110,000 0.0% - Back-Flow Program Fees 169,337 170,000 170,000 0.0% - Penalty Fees 384,833 456,000 456,000 0.0% - Interest Income 1,753,243 796,406 639,500 -19.7% (156,906) Engineering Overhead 139,250 112,000 147,000 31.3% 35,000 Service Connection Fees 32,032 35,000 35,000 0.0% - Other Revenue 849,454 391,700 385,000 -1.7% (6,700) Total Water Operations 47,558,771 51,713,442 57,723,836 11.6% 6,010,394 Recycled Water Operations
Water Sales 5,675,380 8,000,000 8,548,100 6.9% 548,100 Ready-to-Serve charge 1,420,172 1,450,336 1,549,702 6.9% 99,366 Property Tax 1,025,626 844,296 844,296 0.0% - Recycled Water Credits - - - 0.0% - Interest Income (604,274) 122,642 - -100.0% (122,642) Other Revenue 329,400 1,452,131 6,152,316 323.7% 4,700,185 Total Recycled Water Operations 7,846,304 11,869,405 17,094,414 44.0% 5,225,009 Wastewater Operations
Service Charges 23,560,252 27,000,000 32,934,600 22.0% 5,934,600 Misc. Sewer 9,530 6,000 - -100.0% (6,000) Engineering Overhead 215,616 113,000 113,000 0.0% - Penalty Fees 150,801 167,500 160,000 -4.5% (7,500) Interest Income 544,561 275,090 275,090 0.0% - Other Revenue 518,871 51,369 50,000 -2.7% (1,369) Total Wastewater Operations 24,999,631 27,612,959 33,532,690 21.4% 5,919,731 Solid Waste Management
Recycling Fees (AB939) 861,660 861,600 860,000 -0.2% (1,600) Penalty Fees - - - 0.0% - Trash Surcharge 1,400,198 1,400,100
1,400,100 0.0% -
Interest Income 539,832 249,055 187,500 -24.7% (61,555) Other Revenue 1,016,741 1,300,051 2,602,000 100.2% 1,301,949 Total Solid Waste Management 3,818,431 3,810,806 5,049,600 32.5% 1,238,794 Golf Course Operations
Charges for Services 11,410,738 11,230,072 10,834,000 -3.5% (396,072) Interest Income 400,878 268,814 334,000 24.3% 65,186 Other Revenue 87,620 30,757 108,000 251.1% 77,243 Total Golf Course Operations 11,899,236 11,529,643 11,276,000 -2.2% (253,643) Total Enterprise Funds 96,122,373$ 106,536,255$ 124,676,540$ 17.0% 18,140,285$ May 20, 2025
Item #11 Page 59 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 B-30

SCHEDULE OF REVENUE ESTIMATES

2024-25 2025-26 Change as % Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26 Internal Service Funds
Workers' Compensation
Interdepartmental Charges 5,908,510$ 6,883,620$ 7,226,070$ 5.0% 342,450$ Interest Income 1,042,660 863,849 830,300 -3.9% (33,549) Other Revenue 1,892,767 7,278,719 - -100.0% (7,278,719) Total Workers' Compensation 8,843,937 15,026,188 8,056,370 -46.4% (6,969,818) Risk Management
Interdepartmental Charges 7,069,660 7,746,820 5,440,030 -29.8% (2,306,790) Interest Income 113,481 210,611 232,000 10.2% 21,389 Other Revenue 10,261,584 59,379 40,000 -32.6% (19,379) Total Risk Management 17,444,725 8,016,810 5,712,030 -28.8% (2,304,780) Vehicle Maintenance
Interdepartmental Charges 3,544,371 3,998,114 4,312,969 7.9% 314,855 Interest Income 56,836 19,727 16,700 -15.3% (3,027) Other Revenue 48,635 25,292 39,000 54.2% 13,708 Total Vehicle Maintenance 3,649,842 4,043,133 4,368,669 8.1% 325,536 Vehicle Replacement
Interdepartmental Charges 3,955,035 5,947,531 8,777,154 47.6% 2,829,623 Interest Income 989,917 748,178 685,900 -8.3% (62,278) Other Revenue 3,289,159 646,144 150,000 -76.8% (496,144) Total Vehicle Replacement 8,234,111 7,341,853 9,613,054 30.9% 2,271,201 Information Technology
Interdepartmental Charges 17,136,762 19,149,027 20,043,197 4.7% 894,170 Interest Income 403,880 293,027 252,000 -14.0% (41,027) Other Revenue 186,906 - - 0.0% - Total Information Technology 17,727,548 19,442,054 20,295,197 4.4% 853,143 Total Internal Service Funds 55,900,163$ 53,870,038$ 48,045,320$ -10.8% (5,824,718)$ Trust Funds
Successor Agency Housing Fund
Property Tax Increment 5,000 - - 0.0% - Interest Income 175,361 6,782 5,900 -13.0% (882) Total Successor Agency Housing Fund 180,361 6,782 5,900 -13.0% (882) Total Trust Funds 180,361$ 6,782$ 5,900$ -13.0% (882)$ Total Operating Funds 417,384,363$ 436,200,573$ 441,051,375$ 1.1% 4,850,802$ May 20, 2025
Item #11 Page 60 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 B-31

SCHEDULE OF BUDGET EXPENDITURES

2024-25 Change as %
2022-23 2023-24 E
stimated 2024-25 2025-26 of 2024-25
Department Actuals Actuals Expenditures Budget Budget Budget General Fund
Policy And Leadership Group
City Council 591,632$ 520,658$ 520,483$ 599,047$ 642,025$ 7.2% City Attorney 1,907,521 2,092,350 2,179,704 2,179,705 2,373,793 8.9% City Clerk 1,273,114 1,112,722 1,211,167 1,273,604 1,496,617 17.5% City Manager 2,045,614 2,133,835 1,819,085 2,105,683 2,076,410 -1.4% City Treasurer 147,911 206,487 246,000 279,522 321,546 15.0% Communication & Engagement 2,385,710 1,983,038 2,095,000 2,010,091 2,123,451 5.6% Total Policy And Leadership Group 8,351,502 8,049,090 8,071,439 8,447,652 9,033,842 6.9% Administrative Services
Administration 726,297 670,554 872,265 796,196 892,595 12% Finance 5,396,772 5,420,719 5,716,400 5,631,964 6,194,677 10.0% Human Resources 4,513,351 4,354,491 4,907,220 5,136,218 5,609,553 9.2% Economic Development 2,392,664 2,576,673 1,110,747 891,866 965,235 8.2% Total Administrative Services 13,029,084 13,022,437 12,606,632 12,456,244 13,662,060 9.7% Community Services
Community Services Administration 646,731 594,430 657,130 592,261 649,359 9.6% Community Development 14,220,499 13,100,730 11,100,000 10,998,825 12,004,197 9.1% Housing & Homeless Services - - 3,565,210 3,232,287 3,323,386 3% Library & Cultural Arts 13,290,637 13,139,996 13,922,364 14,522,844 15,685,083 8.0% Parks & Recreation 20,813,176 21,252,800 22,220,000 22,759,082 24,190,711 6.3% Total Community Services 48,971,043 48,087,956 51,464,704 52,105,299 55,852,736 7.2% Public Safety
Fire 35,261,847 39,481,750 42,252,659 41,793,630 47,422,855 13.5% Police 51,115,854 56,634,858 61,126,091 60,193,850 64,341,880 6.9% Total Public Safety 86,377,701 96,116,608 103,378,750 101,987,480 111,764,735 9.6% Public Works
Public Works Administration 1,442,021 1,557,313 1,566,000 1,533,038 1,492,024 -2.7% Construction Management & Inspection 3,092,730 2,863,158 3,133,488 3,068,292 3,259,324 6.2% Environmental Sustainability 1,205,943 1,250,959 1,308,234 1,210,630 1,707,609 41.1% Fleet & Facilities 6,812,114 7,532,550 7,575,000 7,191,930 7,595,431 5.6% Transportation 10,028,265 9,463,214 10,332,100 10,741,202 12,193,927 13.5% Total Public Works 22,581,073 22,667,194 23,914,822 23,745,092 26,248,315 10.5% Miscellaneous Non-Departmental Expenditures
Community Contributions & Village trenching - - - - - - COVID-related 40,842 40,842 54,009 - - - Dues & Subscriptions 77,746 82,099 85,813 90,000 90,000 0.0% Legal Services 540,090 194,716 599,434 750,000 1,000,000 33.3% Other Miscellaneous Expenditures 52,277 57,690 200,000 100,000 150,000 50.0% Personnel Related 122,499 117,265 120,462 1,900,000 2,000,000 5.3% Professional Services 44,148 37,458 39,000 39,000 39,000 0.0% Property Tax & Other Administration 764,180 734,435 761,900 800,000 800,000 0.0% Vacancy savings - - - (2,000,000) (2,000,000) 0.0% Total Miscellaneous Non-Departmental Expenditures 1,641,782 1,264,505 1,860,618 1,679,000 2,079,000 23.8% May 20, 2025
Item #11 Page 61 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 B-32

SCHEDULE OF BUDGET EXPENDITURES

2024-25 Change as %
2022-23 2023-24 Estimated 2024-25 2025-26 of 2024-25
Department Actuals Actuals Expenditures Budget Budget Budget General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 3,956,000$ 11,600,000$ 18,579,226$ 18,579,226$ 8,882,966$ 0.0% Transfer to Infrastructure Replacement Fund 3,956,000 4,200,000 4,779,226 4,779,226 8,882,966 0.0% Transfer to Technology Investment Capital Fund 3,956,000 4,200,000 4,779,226 4,779,226 2,433,187 0.0% Transfer To LLD#1 (Medians & Trees) 1,400,000 1,570,000 1,500,000 1,500,000 1,500,000 0.0% Transfer To Storm Water Program 332,000 340,000 350,000 350,000 2,000,000 0.0% Transfer to Fleet Maintenance 1,400,000 - - - - - Transfer to Fleet Replacement - - 560,000 560,000 - 0.0% Transfer to Risk Management 1,000,000 10,200,000 - - - - Transfer to Workers' Compensation Fund 8,208,252 1,300,000 7,000,000 7,000,000 - 0.0% Other Miscellaneous Transfers - - - - - - Total Transfers 24,208,252 33,410,000 37,547,678 37,547,678 23,699,119 -36.9% Total Miscellaneous Non-Departmental 25,850,034 34,674,505 39,408,296 39,226,678 25,778,119 -34.3% Subtotal General Fund 205,160,437 222,617,790 238,844,643 237,968,445 242,339,807 1.8% City Council Contingency Account - - - 500,000 500,000 0.0% Total General Fund 205,160,437$ 222,617,790$ 238,844,643$ 238,468,445$ 242,839,807$ 1.8% Special Revenue Funds
Affordable Housing 542,229$ 992,739$ 976,917$ 631,917$ 589,862$ -6.7% Agricultural Mitigation Fee 38,220 220,324 99,485 - - - Buena Vista Channel Maintenance 127,686 136,015 120,000 195,245 112,282 -42.5% Citizens' Option For Public Safety 203,884 246,368 287,584 295,830 494,330 67.1% Community Activity Grants - - - 30,000 - -100.0% Community Development Block Grant 2,298,679 583,498 1,056,197 548,215 475,561 -13.3% Continuum of Care - 461,076 927,766 - 1,588,973 - Cultural Arts Donations 42,228 101,482 108,750 127,000 114,790 -9.6% Encampment Resolution Fund - 1,240,345 2,750,000 - 10,514 - Habitat Mitigation Fee 22,365 29,750 - - - - Library And Arts Endowment Fund 2,947 - 6,000 6,000 6,000 0.0% Library Gifts/Bequests 256,481 234,574 475,908 455,903 618,340 35.6% Lighting And Landscaping District 2 298,032 297,439 394,346 367,500 401,500 9.3% Local Cable Infrastructure Fund 402,240 509,569 568,000 506,862 290,956 -42.6% Median Maintenance 1,333,680 1,322,678 1,383,000 1,409,906 1,416,425 0.5% Opioid Settlement Fund - 23,407 27,118 103,059 103,688 0.6% Parking In Lieu 53,000 55,631 57,120 57,120 61,000 6.8% Permanent Local Housing Allocation - 366,481 384,636 - 450,297 - Police Asset Forfeiture 51,086 54,783 71,000 95,000 95,000 0.0% Public Safety Grants 270,205 280,076 487,889 169,950 77,250 -54.5% Recreation Donations 59,193 53,805 40,000 81,200 81,200 0.0% Rental Assistance 10,854,742 12,954,684 14,516,176 13,319,728 14,776,611 10.9% Senior Donations 39,128 19,626 21,000 33,500 33,500 0.0% Street Lighting 977,401 1,114,254 962,000 1,176,445 1,295,108 10.1% Street Tree Maintenance 985,124 770,326 1,053,000 1,024,573 1,004,760 -1.9% Tyler Court Apartments 893,040 793,769 588,637 652,310 652,310 0.0% Total Special Revenue Funds 19,751,590$ 22,862,699$ 27,362,529$ 21,287,263$ 24,750,257$ 16.3% May 20, 2025
Item #11 Page 62 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 B-33

SCHEDULE OF BUDGET EXPENDITURES

2024-25 Change as %
2022-23 2023-24 Estimated 2024-25 2025-26 of 2024-25
Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds
Water Operations 47,094,688$ 52,000,186$ 59,624,509$ 58,158,391$ 65,922,035$ 13.3% Recycled Water Operations 8,490,462 8,185,070 11,443,179 10,814,449 28,576,434 164.2% Wastewater Operations 15,832,059 22,229,318 34,200,339 33,253,062 35,112,197 5.6% Solid Waste Management 5,629,980 5,808,358 5,864,122 5,544,246 6,762,027 22.0% Golf Course Operations 9,162,350 10,187,428 10,609,956 10,762,000 10,589,000 -1.6% Total Enterprise Funds 86,209,539$ 98,410,360$ 121,742,105$ 118,532,148$ 146,961,693$ 24.0% Internal Service Funds
Workers' Compensation 13,491,907$ 8,713,066$ 5,721,830$ 5,988,115$ 7,225,929$ 20.7% Risk Management 8,711,568 13,264,103 4,957,001 7,397,470 5,443,762 -26.4% Vehicle Maintenance 3,924,184 4,160,112 4,050,000 4,012,861 4,622,581 15.2% Vehicle Replacement 1,645,175 2,433,464 4,217,600 4,598,574 7,338,365 59.6% Information Technology 16,157,475 16,486,447 19,295,000 18,705,537 19,900,443 6.4% Total Internal Service Funds 43,930,309$ 45,057,192$ 38,241,431$ 40,702,557$ 44,531,080$ 9.4% Trust Funds
Successor Agency Housing Fund 71,473$ 8,833$ -$ 10,000$ -$ -100.0% Total Trust Funds 71,473$ 8,833$ -$ 10,000$ -$ -100.0% Total Operating Funds 355,123,348$ 388,956,874$ 426,190,708$ 419,000,413$ 459,082,837$ 9.6% May 20, 2025
Item #11 Page 63 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 B-34

May 20, 2025
Item #11 Page 64 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-1

PUBLIC SAFETY

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

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

Michael Calderwood
Fire Chief

442-339-2141
[email protected]

Christie Calderwood
Chief of Police

442-339-2100
[email protected]

May 20, 2025
Item #11 Page 65 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-2

May 20, 2025
Item #11 Page 66 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-3
PUBLIC SAFETY |
FIRE DEPARTMENT : SUMMARY

FIRE
• Fire Administration
• Emergency Operations
• Community Risk Reduction

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 18,669,265$ 19,855,855$ 21,000,137$ 22,081,449$ Retirement Benefits 5,094,924 5,667,347 6,564,580 7,657,270 Health Insurance 2,011,784 2,188,423 2,448,860 2,692,346 Other Personnel Expenses 1,711,515 1,873,252 2,161,317 2,293,161 Personnel Services Subtotal 27,487,488 29,584,877 32,174,894 34,724,226 Operating Expenses
Professional & Contract Services 1,784,300 2,335,844 2,381,104 2,548,354 Supplies & Materials 981,131 1,001,554 1,110,726 1,209,726 Repair & Maintenance 77,191 75,251 74,450 78,450 Interdepartmental Charges 4,199,237 4,391,535 5,849,873 5,972,861 Other Operating Expenses 244,169 315,862 297,133 366,488 Capital Outlay 488,331 1,776,827 75,400 2,600,000 Operating Expenses Subtotal 7,774,359 9,896,873 9,788,686 12,775,879 TOTAL EXPENDITURES 35,261,847$ 39,481,750$ 41,963,580$ 47,500,105$ Full Time Positions 123.00 124.00 124.00 124.00
Hourly/FTE Positions 11.50 10.50 10.50 10.50
May 20, 2025
Item #11 Page 67 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-4
PUBLIC SAFETY |
FIRE DEPARTMENT : ADMINISTRATION

Account: 0012200
0012210
0012253
Fund: General

ABOUT
Fire Administration provides leadership, strategic planning and organizational support to ensure effective operations across the entire department.

SERVICES
• Administer directives, policies and procedures
• Compile data and analyze business intelligence
• Monitor budgets, contracts, procurement, payroll and accounting processes • Oversee mutual aid reimbursement
• Research and support grant programs and opportunities • Manage public records requests and document retention • Support employee performance and compliance processes and records • Establish and maintain administrative tools, resources and guides

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $565,582 $651,416 $646,716 $654,205
Retirement Benefits 165,912 181,633 210,378 232,306
Health Insurance 64,703 63,468 59,756 63,602
Other Personnel Expenses 72,001 73,855 85,740 89,464
Personnel Services Subtotal 868,198 970,372 1,002,590 1,039,577 Operating Expenses
Professional & Contract Services 1,427,044.00 1,920,299 1,828,250 1,899,250 Supplies & Materials 46,691 64,759 74,799 73,799
Repair & Maintenance 1,584 205 650 350
Interdepartmental Charges 3,462,991 3,456,144 4,630,208 4,371,180 Other Operating Expenses 9,555 11,451 1,000 1,000
Capital Outlay 0 26,538.00 - - Operating Expenses Subtotal 4,947,865 5,479,396 6,534,907 6,345,579 TOTAL EXPENDITURES $5,816,063 $6,449,768 $7,537,497 $7,385,156 Full Time Positions 4.00 5.00 5.00 5.00
Hourly/FTE Positions 0.50 0.50 0.50 0.00
May 20, 2025
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C-5
PUBLIC SAFETY |
FIRE DEPARTMENT: EMERGENCY OPERATIONS

Account: 0012220-29
0012250
0012252
Fund:

General

ABOUT
The Emergency Operations Bureau safeguards life, property and the environment by providing 24- hour fire suppression, rescue, marine safety, disaster mitigation and emergency medical services.

SERVICES
• Extinguish structure and wildland fires
• Deploy mutual aid assistance across the state
• Organize response and support operations for natural or man-made disasters • Investigate and mitigate hazardous materials
• Deliver emergency medical and community health services • Perform high-risk technical search and rescue
• Deploy SWAT medics to support law enforcement agencies • Provide lifeguard services at North Beach and Agua Hedionda Lagoon • Develop and supervise employee health and wellness programs • Coordinate fire service career development and advancement opportunities

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $16,750,505 $17,791,266 $18,922,448 $19,848,565 Retirement Benefits 4,503,631 5,028,353 5,814,253 6,783,352 Health Insurance 1,780,512 1,946,853 2,198,108 2,413,165 Other Personnel Expenses 1,471,474 1,643,241 1,894,433 2,003,952 Personnel Services Subtotal 24,506,122 26,409,713 28,829,242 31,049,034 Operating Expenses
Professional & Contract Services 163,249 206,728 303,674 265,924 Supplies & Materials 909,110 898,038 978,277 1,086,277
Repair & Maintenance 75,317 74,941 73,800 77,950
Interdepartmental Charges 333,131 492,353 794,000 975,867 Other Operating Expenses 216,953 283,119 273,633 335,988 Capital Outlay 488,331 1,725,495 75,400 2,600,000
Operating Expenses Subtotal 2,186,091 3,680,674 2,498,784 5,342,006 TOTAL EXPENDITURES $26,692,213 $30,090,387 $31,328,026 $36,391,040 Full Time Positions 107.00 108.00 108.00 108.00
Hourly/FTE Positions 10.50 9.50 9.50 9.50
May 20, 2025
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C-6

RECENT ACCOMPLISHMENTS
• Achieved improved classification ratings through an Insurance Service Office Public Protection Review of fire protection and response capabilities, potentially reducing fire insurance premiums for residential and commercial properties • Updated the Local Agency Formation Commission Municipal Service Review to assess the adequacy and efficiency of fire and emergency medical services • Completed a data-sharing agreement with the San Diego County Local Emergency Medical Services Agency, enhancing patient care, quality improvement, and regional coordination • Delivered first aid services and staffed incident command posts to strengthen safety measures at special events, including TGIF concerts and the Village Street Faire • Expanded local control over training and staffing by establishing an internal promotional pathway for Emergency Medical Technicians to obtain firefighter certification • Upgraded alerting systems at Fire Stations 1, 3, 4, 5, and 6 to replace legacy equipment

GOALS
• Identify potential sites and research funding options for a permanent Fire Station 7 • Monitor response times and outcomes by risk type to maintain performance awareness, improve efficiency, optimize resource allocation and enhance community safety • Convert single-role EMT positions into dual-role providers trained in both emergency medical services and fire suppression over the next three fiscal years • Attain accreditation from the United States Lifeguard Association to validate compliance with national standards for open-water lifeguard training programs • Construct a new ventilation training prop at the Safety Training Center prior to the demolition of the existing prop at the planned Orion Center site • Maintain benchmark rating for 90th percentile time for fire turnout and EMS patient satisfaction rating

Performance Measure
CY 2024
Actual
CY 2025
Estimated
CY 2026
Projected Benchmark
Related Strategic
Plan Goal
Fire turnout, 90th
percentile time 01:53 01:50 01:50
≤ 2 minutes,
at least

90.0% of
the time
Quality of
Life & Safety
EMS patient satisfaction
rating 99.0% 98.0% 98.0% > 95.0% Quality of
Life & Safety

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
To address the demands of larger buildings, increased building heights, rising population densities, and evolving emergency response needs, the Fire Department will implement a multi-year staffing plan. This plan will transition existing single-role EMT positions into dual-role providers trained in both emergency medical services and fire suppression. Through a phased approach, all operational personnel will be firefighter-certified by 2028.

In the first phase, six EMT positions will be reclassified in fiscal year 2025-26. Additionally, the department will procure an aerial ladder truck to expand operational capacity and ensure comprehensive citywide coverage.

May 20, 2025
Item #11 Page 70 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-7
PUBLIC SAFETY |
FIRE DEPARTMENT : COMMUNITY RISK REDUCTION

Account: 0012235
0012240-0012243
0012260
Fund: General

ABOUT
The Community Risk Reduction Bureau mitigates hazardous conditions and ensures readiness for effective incident response through prevention, enforcement and public education.

SERVICES
• Oversee Hazard Reduction Program to identify and abate brush fire hazards • Respond to inquiries and complaints concerning hazardous conditions • Investigate cause and origin of suspicious or large-loss fires • Review code compliance on construction plan submittals • Complete construction inspections for new buildings and remodeling projects • Conduct annual inspections of schools, care facilities, hotels, motels and apartment complexes • Install and test smoke alarms in Carlsbad homes
• Coordinate outreach and education programs promoting fire safety tips and prevention • Disseminate timely and accurate department information through various media platforms • Provide leadership to community organizations to help ensure readiness to prevent, protect against, mitigate, respond to and recover from all threats and hazards • Direct, conduct and implement city-level emergency plans, programs, trainings and exercises 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $1,353,178 $1,413,173 $1,430,973 $1,578,679 Retirement Benefits 425,381 457,361 539,949 641,612
Health Insurance 166,569 178,102 190,996 215,579
Other Personnel Expenses 168,040 156,156 181,144 199,745 Personnel Services Subtotal 2,113,168 2,204,792 2,343,062 2,635,615 Operating Expenses
Professional & Contract Services 194,007 208,817 249,180 383,180 Supplies & Materials 25,330 38,757 57,650 49,650
Repair & Maintenance 290 105 0 150.00
Interdepartmental Charges 403,115 443,038 425,665 625,814 Other Operating Expenses 17,661 21,292 22,500 29,500
Capital Outlay 0 24,794 - -
Operating Expenses Subtotal 640,403 736,803 754,995 1,088,294 TOTAL EXPENDITURES $2,753,571 $2,941,595 $3,098,057 $3,723,909 Full Time Positions 12.00 11.00 11.00 11.00
Hourly/FTE Positions 0.50 0.50 0.50 1.00
May 20, 2025
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C-8
• Coordinate multi-department citywide emergency operations • Support large-scale emergency response operations through the Emergency Operations Center

RECENT ACCOMPLISHMENTS
• Deployed a new multi-channel emergency alert system that delivers real-time, geographically targeted public safety warnings, notifications and instructions for faster, more effective emergency response
• Implemented a community risk reduction program offering free training and inspections to businesses with commercial cooking operations
• Expanded the Hazard Reduction Program to provide weed abatement services on city- owned vacant lots
• Adopted a citywide map that classifies land into fire hazard severity zones of moderate, high, or very high
• Assisted the first homeowners association in achieving Firewise USA recognition, encouraging community-driven wildfire preparedness and risk reduction through local assessments and action plans

GOALS
• Develop a comprehensive long-term fire mitigation plan that integrates risk assessment, fuel management, emergency response, community education, infrastructure improvements, implementation, monitoring and public involvement
• Create defensible space and fuel modification guidelines for new construction developments located in designated fire hazard severity zones
• Update the City Landscape Manual to ensure consistency with fire codes and state defensible space requirements
• Conduct a Community Risk Assessment to identify, prioritize, and mitigate local fire and emergency hazards
• Adopt a mid-rise building ordinance that addresses structural height limitations, design standards, and the impacts of traffic, infrastructure, and environmental factors • Organize training sessions to familiarize city employees with new technology, equipment and procedures at the remodeled Emergency Operations Center • Maintain benchmark rating for compliance with Senate Bill 1205-mandated inspections and conducting fire plan reviews within 10 days of submittal

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Compliance with Senate
Bill 1205-mandated
inspections
100% 100% 100% 100% Quality of
Life & Safety
Fire plan reviews
conducted within 10 days
of submittal
95% 95% 95% 90% Quality of
Life & Safety

May 20, 2025
Item #11 Page 72 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-9
PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY

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

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 26,005,243$ 26,413,335$ 28,982,917$ 31,607,753$ Retirement Benefits 7,743,031 8,325,900 9,579,103 11,350,751 Health Insurance 2,464,982 2,653,462 3,142,310 3,483,483 Other Personnel Expenses 3,447,941 4,093,111 4,793,736 5,059,489 Personnel Services Subtotal 39,661,197 41,485,808 46,498,066 51,501,476 Operating Expenses
Professional & Contract Services 1,596,390 1,794,527 1,946,442 1,802,510 Supplies & Materials 723,324 1,206,031 534,475 607,875 Repair & Maintenance 592,601 306,874 236,050 232,254 Interdepartmental Charges 7,757,684 8,649,190 10,374,176 10,073,769 Other Operating Expenses 602,715 607,596 622,705 713,326 Capital Outlay 707,118 3,166,059 372,766 - Operating Expenses Subtotal 11,979,832 15,730,277 14,086,614 13,429,734 TOTAL EXPENDITURES 51,641,029$ 57,216,085$ 60,584,680$ 64,931,210$ General Fund 51,115,854 56,634,858 60,193,850 64,341,880 Special Revenue Fund 525,175 581,227 390,830 589,330 TOTAL FUNDING 51,641,029$ 57,216,085$ 60,584,680$ 64,931,210$ Full Time Positions 187.00 187.00 187.00 193.00
Hourly/FTE Positions 3.18 2.18 2.18 2.18
May 20, 2025
Item #11 Page 73 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-10
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATION , POLICE GRANTS &

ASSET FORFEITURE

Account: 0012110
121-122
123
124
Fund: General
Special Revenue-Asset Forfeiture
Special Revenue-COPS Fund
Special Revenue-Public Safety Grants

ABOUT
This division develops and administers programs that support the city’s and the Police Department’s statement of values in a manner responsive to the city and its residents. This division establishes policies and long-range plans to meet department goals and city needs. Administration is also responsible for police grants, which includes federal and state asset forfeiture, the Citizens’ Option for Public Safety, the Justice Assistance Grant, the Urban Areas Security Initiatives Program and the Office of Traffic Safety.

SERVICES
• Develop and manage programs that reduce crime, encourage resident engagement and improve community safety
• Assist staff with individual and team development
2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 1,124,323$ 1,247,066$ 1, 099,834$ 1,277,316$ Retirement Benefits 305,971 341,424 385,711 445,433 Health Insurance 90,929 126,505 154,254 159,069 Other Personnel Expenses 131,169 172,992 201,432 222,136 Personnel Services Subtotal 1,652,392 1,887,987 1,841,231 2,103,954 Operating Expenses
Professional & Contract Services 862,989 983,178 907,600 919,796 Supplies & Materials 86,279 131,847 152,500 152,300 Repair & Maintenance 371,381 270 400 300 Interdepartmental Charges 4,276,889 4,806,249 5,608,031 4,776,179 Other Operating Expenses 309,729 346,386 359,500 400,782 Capital Outlay 180,698 30,445 - - Operating Expenses Subtotal 6,087,965 6,298,375 7,028,031 6,249,357 TOTAL EXPENDITURES 7,740,357$ 8,186,362$ 8,869,262$ 8,353,311$ General Fund 7,215,182 7,605,135 8,478,432 7,763,981 Special Revenue Fund 525,175 581,227 390,830 589,330 TOTAL FUNDING 7,740,357$ 8,186,362$ 8,869,262$ 8,353,311$ Full Time Positions 8.00 8.00 8.00 8.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
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C-11
• Provide support to divisions to assist with meeting goals • Respond to residents’ concerns, City Council inquiries and public records requests • Use grants to purchase police equipment, supplement staffing costs and assist with training

RECENT ACCOMPLISHMENTS
• Purchased replacement AED devices to outfit officers, rangers, community service officers and senior volunteers
• Successfully developed and implemented a unified training model that integrates multiple disciplines into a cohesive framework, enhancing efficiency while minimizing personnel impact
• Used multiple grants to supplement staffing costs, acquire police equipment, facilitate active shooter training and coordinate DUI/DL checkpoint and other traffic enforcement operations • Following the promotions of a new Chief, Assistant Chief, and Captain late last fiscal year, the new leadership team focused this year on sharing their expectations with department staff, strengthening ties with the community and reviewing internal operations to find ways to work more efficiently
• Presented to the City Council on several items including Crime Statistics, Windsor Pointe, massage ordinance change, etc.

GOALS
• Formalize new supervisor mentoring and training program • Continue to monitor crime rates and crime trends within the city to deploy resources to strategically address issues
• Use grant funding to explore the use of more innovative technology to provide the most efficient and effective services
• Work cross-departmentally with city staff who specialize in data and innovation to increase accuracy, efficiency and transparency in the department’s data • Continue to research innovative technology that will assist in building a real-time crime center
• Continue to seek grant funding for necessary equipment and collaborate with the Fire Department on grant management

May 20, 2025
Item #11 Page 75 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-12
PUBLIC SAFETY |
POLICE DEPARTMENT: FIELD OPERATIONS

Account: 0012120
0012123-2125
0012127-2129
Fund: General
ABOUT
The Field Operations Division includes patrol, canines, SWAT, lagoon patrol and police rangers.

SERVICES
• Respond to calls for emergency and non-emergency services • Utilize new and existing resources to address complaints and quality of life issues • Provide emergency services, preventative patrol, traffic enforcement and special enforcement in the community
• Utilize de-escalation tactics during criminal and mental health scenarios to safely resolve critical incidents
• Staff major public events in the city with Patrol and SWAT team members to respond to immediate, life-threatening emergencies
• Conduct field interviews and take reports at incidents like crimes, arrests and traffic collisions • Enforce laws and ordinances, preserve the peace and provide for the protection of life and property through proactive programs of enforcement and prevention

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 12,030,528$ 12,016,677$ 13,608,607$ 15,373,119$ Retirement Benefits 3,859,669 4,004,658 4,710,926 5,851,217 Health Insurance 1,100,627 1,171,226 1,342,738 1,627,050 Other Personnel Expenses 1,588,072 1,728,134 2,145,480 2,433,485 Personnel Services Subtotal 18,578,896 18,920,695 21,807,751 25,284,871 Operating Expenses
Professional & Contract Services 53,438 86,127 270,500 101,000 Supplies & Materials 417,999 248,882 170,925 234,600 Repair & Maintenance 9,155 45,216 7,860 11,500 Interdepartmental Charges 2,518,782 2,802,264 3,559,568 3,964,794 Other Operating Expenses 146,504 129,070 119,150 144,150 Capital Outlay 103,881 2,959,860 - - Operating Expenses Subtotal 3,249,759 6,271,419 4,128,003 4,456,044 TOTAL EXPENDITURES 21,828,655$ 25,192,114$ 25,935,754$ 29,740,915$ Full Time Positions 86.50 81.00 84.00 92.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
Item #11 Page 76 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-13
Police Activity CY 2020 CY 2021 CY 2022 CY 2023 CY 2024 Dispatched Calls 62,389 66,568 62,022 64,081 60,916
Officer Initiated Calls 48,059 40,589 41,172 50,708 47,830 Total Calls for Service 110,448 107,157 103,194 114,789 08,746 Number of Cases 8,222 8,704 8,348 8,389 7,900
911 calls 31,642 36,154 34,550 35,926 31,648

RECENT ACCOMPLISHMENTS
• Received an approval rating of 4.50 out of 5, based on 10,777 people surveyed when asked how they would rate the officer with whom they interacted • Fulfilled expectations for high levels of service despite operating at 75% staffing levels due to vacancies, employee leave and training requirements
• Worked collaboratively with the Parks and Recreation Department, Fire Department, and the Friday Night Lights youth flag football non-profit to implement a new safety and traffic control plan for approximately 3,600 games per year
• Received officer recognition for seven lifesaving awards, primarily for Patrol Operations • Drafted and executed dozens of field operation plans to address residential burglaries, organized retail crime and other quality of life issues leading to multiple arrests and successful prosecutions

GOALS
• Collaborate with the Information Technology Department to implement the new Motorola Computer Aided Dispatch system, which replaces the city’s current system now at end of life • Train all staff with new requirements stemming from legislative changes such as Proposition 36 and Senate Bill 43
• Re-enter Operation Stonegarden, a federal grant program through the San Diego County Sheriff’s Department, to reduce the influx of illegal drugs, human trafficking and other associated crimes
• Continue to strive to achieve the national average response time of 6:00 minutes for Priority 1 calls for service

Performance Measures
CY 2022
Actual
CY 2023
Actual
CY 2024
Actual Benchmark
Related Strategic
Plan Goal
Priority 1 calls for service
response time 5:07 6:17 6:45 6:00 Quality of
Life & Safety
Priority 2 calls for service
response time 10:54 14:00 17:45 N/A Quality of
Life & Safety
Priority 3 calls for service
response time 48:45 32:56 45:31 N/A Quality of
Life & Safety
Priority 4 calls for service
response time 28:59 29:24 38:47 N/A Quality of
Life & Safety

SIGNIFI CANT CHANGES IN THIS YEAR’S BUDGET
Three full-time patrol officers were added mid-year 2024–25, as approved by City Council, to enhance response times and improve the department's capacity to address quality of life concerns.

May 20, 2025
Item #11 Page 77 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-14
PUBLIC SAFETY |
POLICE DEPARTMENT: SUPPORT OPERATIONS

Account: 0012115
0012121
0012126
0012130-2138
0012142-2143
Fund: General

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

SERVICES
• Conduct follow-up investigations leading to the identification and apprehension of persons responsible for the commission of crimes
• Collect and process evidence collected in the field by police employees • Provide support to divisions to assist with meeting goals • Assist in the preservation of all life and ensure a safe resolution to critical incidents • Investigate and follow up on crime and incident reports as they relate to the family • Assist in the coordination of diversion, prevention and education activities • Provide and manage the department’s fleet

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 9,455,061$ 9,791,282$ 10,383,424$ 10,899,145$ Retirement Benefits 2,775,770 3,241,436 3,545,448 4,021,083 Health Insurance 900,455 985,970 1,123,496 1,260,442 Other Personnel Expenses 1,115,396 1,503,144 1,637,419 1,614,331 Personnel Services Subtotal 14,246,682 15,521,832 16,689,787 17,795,001 Operating Expenses
Professional & Contract Services 579,572 600,667 644,842 673,214 Supplies & Materials 90,099 75,297 88,450 89,025 Repair & Maintenance 48,004 53,204 57,820 45,495 Interdepartmental Charges 808,173 910,228 1,044,602 1,181,287 Other Operating Expenses 95,787 90,390 99,850 124,189 Capital Outlay 417,500 175,754 - - Operating Expenses Subtotal 2,039,135 1,905,540 1,935,564 2,113,210 TOTAL EXPENDITURES 16,285,817$ 17,427,372$ 18,625,351$ 19,908,211$ Full Time Positions 59.50 66.00 63.00 61.00
Hourly/FTE Positions 1.18 1.18 1.18 1.18
May 20, 2025
Item #11 Page 78 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-15
Crime Clearance Rates CY 2022 CY 2023 CY 2024
Crimes against persons 53.92% 57.2% 73.23%
Crimes against property 11.39% 16.4% 17.38%
Crimes against society 89.66% 94.66% 94.51%

RECENT ACCOMPLISHMENTS
• Implemented E-Citation program to all department members • Updated and expanded the deployment of the department’s drone fleet to cover all patrol shifts and certified both rangers in aerial drone proficiency under the standards set by the National Institute of Standards and Technology, a division of the U.S. Department of Commerce, as both drone operators and instructors
• Collaborated with the Fleet & Facilities Department to implement vehicle telematics and began deployment
• Increased security efforts for the TGIF Concert series • Completed distribution of individually assigned vehicles for the take home vehicle program for patrol personnel
• Conducted 8 e-bike safety classes, offered to the public on a quarterly basis, reaching 50-60 participants per class
• Presented at the California Police Chief’s Association Traffic Safety Summit on e-bike and pedestrian safety regarding the city’s innovative efforts on roadway safety • Amended Carlsbad Municipal Code 5.16 to streamline the massage licensing process, detect and deter unauthorized massage business and therapists at the application phase, improve accountability for massage businesses and therapists that are issued a city certificate of registration and allow off-premises massages at approved locations

GOALS
• Analyze caseloads within the investigations divisions to support detective wellness and maintain fair workload distribution
• Evaluate, acquire and revive the department’s surveillance camera program that utilizes moveable cameras and equipment to monitor, investigate and deter criminal activity in real- time
• Assess the current investigations division structure to be more efficient through reorganization and personnel additions to meet the needs of the community

SIGNIFI CANT CHANGES IN THIS YEAR’S BUDGET
Three full-time positions were added, including a Traffic/Special Events Sergeant, Internet Crimes Against Children Detective and Digital Forensic Specialist. These positions were approved mid-year 2024-25 by the City Council and align with the city’s Strategic Plan in support of the quality of life and safety.

May 20, 2025
Item #11 Page 79 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-16
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMIN ISTRATIVE SUPPORT

OPERATIONS

Account: 0012144-2145 Fund: General

ABOUT
The Administrative Support Operations Division includes Crime Analysis, Communications and Records.

SERVICES
• Provide police officers with actionable information by analyzing crime patterns, statistics and trends
• Deliver public safety communication, including answering 911 and other calls and dispatching appropriate emergency personnel
• Maintain and provide information and support for all records management, data entry and processing, Public Records Act requests and retrieval of police records in accordance with state-mandated procedures

RECENT ACCOMPLISHMENTS
• Earned an approval rating of 4.67 out of 5 based on 11,099 people surveyed when asked how they would rate dispatch services
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,507,653$ 2,569,234$ 3,105,595$ 3,217,355$ Retirement Benefits 571,155 532,869 678,585 733,396 Health Insurance 282,746 290,291 431,133 375,737 Other Personnel Expenses 503,414 580,127 682,532 680,956 Personnel Services Subtotal 3,864,968 3,972,521 4,897,845 5,007,444 Operating Expenses
Professional & Contract Services 16,393 11,551 19,500 4,500 Supplies & Materials 25,620 29,241 25,500 28,600 Repair & Maintenance 164,061 208,168 169,950 174,939 Interdepartmental Charges 121,836 103,600 130,830 117,728 Other Operating Expenses 17,596 19,174 17,205 17,205 Capital Outlay 5,039 - - - Operating Expenses Subtotal 350,545 371,734 362,985 342,972 TOTAL EXPENDITURES 4,215,513$ 4,344,255$ 5,260,830$ 5,350,416$ Full Time Positions 28.00 28.00 28.00 27.00
Hourly/FTE Positions 1.00 0.00 0.00 0.00
May 20, 2025
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C-17
• Received a passing score on the annual California Department of Justice Criminal Justice Information Services audit for calendar year 2023
• Maintained full or near-full staffing across all divisions • Implemented GovTransfer, a new workflow management software, to streamline records requests
• Attained 911 call answer times well within the National Emergency Number Association standards despite operating at minimum staffing levels

GOALS
• Incorporate existing and emerging public safety technologies to enhance our service to the public, such as Live911 which bridges the gap between dispatch and officers in the field, allowing officers to listen to 911 calls in real time, improving responses • Prepare for the statewide migration to Next Generation 911, an emergency communications infrastructure enabling voice and multimedia communications between the 911 caller, the dispatcher and officers in the field
• Plan for the migration to a new Records Management System • Maintain 911 call answer times above the national standards

Performance Measures
CY 2023
Actual
CY 2024
Actual
CY 2025
Projected Benchmark
Related
Strategic Plan
Goal
Percentage of 911 calls
answered within first 10
seconds

94.67% 93.25% 95% N/A Quality of
Life & Safety
Percentage of 911 calls
answered within first 15
seconds

97.90% 97.01% 97%
90%
(national
standard)
Quality of
Life & Safety
Percentage of 911 calls
answered within first 20
seconds

98.87% 98.22% 98%
95%
(national
standard)
Quality of
Life & Safety

May 20, 2025
Item #11 Page 81 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

C-18
PUBLIC SAFETY |
POLICE DEPARTMENT: PROFESSIONAL STANDARDS & SERVICES

Account: 0012119
0012122
0012140
Fund: General

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

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

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 887,678$ 789,076$ 785,457$ 840,818$ Retirement Benefits 230,466 205,513 258,433 299,622 Health Insurance 90,225 79,470 90,689 61,185 Other Personnel Expenses 109,890 108,714 126,873 108,581 Personnel Services Subtotal 1,318,259 1,182,773 1,261,452 1,310,206 Operating Expenses
Professional & Contract Services 83,998 113,004 104,000 104,000 Supplies & Materials 103,327 720,764 97,100 103,350 Repair & Maintenance - 16 20 20 Interdepartmental Charges 32,004 26,849 31,145 33,781 Other Operating Expenses 33,099 22,576 27,000 27,000 Capital Outlay - - 372,766 - Operating Expenses Subtotal 252,428 883,209 632,031 268,151 TOTAL EXPENDITURES 1,570,687$ 2,065,982$ 1,893,483$ 1,578,357$ Full Time Positions 5.00 4.00 4.00 4.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 20, 2025
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RECENT ACCOMPLISHMENTS
• Redesigned and implemented the Master Training Plan to outline the department’s training philosophy, required trainings and the different levels of training and their authorization process
• Collaborated with the Human Resources Department on modified duty, injured on duty and temporarily totally disabled claims
• Implemented and oversaw the transition to the new Taser 10, a less than lethal platform to be carried by officers and rangers while in an enforcement capacity • Revised the employee evaluation process as well as internal and external complaint forms • Hired 26 personnel in the Police Department including sworn, non-sworn and professional staff to fill vacancies

GOALS
• Maintain adequate levels of staffing in all areas of the department to continue to maintain an exceptional standard of service
• Onboard new employees with an extensive training and readiness program • Update the internal affairs manual
• Purchase and implement virtual reality training technology and equipment that places officers in realistic, high-pressure scenarios, helping them build confidence and improve decision-making through repeated, hands-on practice in a safe, simulated environment that couldn’t be recreated otherwise

May 20, 2025
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C-20

May 20, 2025
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PUBLIC WORKS

Public Works is responsible for planning,
providing and maintaining the infrastructure
that supports a high quality of life in the City
of Carlsbad. From city buildings and vehicles
to roads, habitat, safe, reliable water
supplies and more, Public Works oversees
responsible and sustainable management
practices for a wide variety of city assets.

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

Paz Gomez
Deputy City Manager, Public Works

442-339-2751
[email protected]

May 20, 2025
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May 20, 2025
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PUBLIC WORKS |

ADMINISTRATION

Account: 0018310 Fund: General

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

SERVICES
• Provide leadership and management support, operating budget oversight, Capital Improvement Program oversight, contract administration and records management

RECENT ACCOMPLISHMENTS
• Managed the CIP budgeting process that provides updated cost estimates, supports realistic project delivery timelines based on available resources and offers improved transparency in decision-making
• Updated Council Policy 55 to improve the process and provide greater clarity on subcontractor substitution on public works contracts

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $798,582 $824,821 $867,300 $821,309
Retirement Benefits 169,614 169,633 204,782 195,129
Health Insurance 70,661 75,418 80,252 84,423
Other Personnel Expenses 24,810 25,662 55,439 40,144
Personnel Services Subtotal 1,063,667 1,095,534 1,207,773 1,141,005 Operating Expenses
Professional & Contract Services 100,049 112,497 111,700 67,500 Supplies & Materials 18,812 11,237 9,546 15,130
Repair & Maintenance 1,910 409 7,100 51,947
Interdepartmental Charges 235,716 324,900 173,647 197,401 Other Operating Expenses 21,867 12,736 23,272 19,041
Capital Outlay 0 - - - Operating Expenses Subtotal 378,354 461,779 325,265 351,019 TOTAL EXPENDITURES $1,442,021 $1,557,313 $1,533,038 $1,492,024 Full Time Positions 5.90 6.00 6.00 5.70
Hourly/FTE Positions 1.60 1.60 1.50 1.50
May 20, 2025
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• Implemented the second phase of the enterprise asset management system, which included the Utilities Department; initiated the third phase, which includes the Transportation Department’s Pavement Management Program in the Engineering Division; and initiated the fourth phase, which includes the Environmental Sustainability Department’s Watershed Protection and Habitat Management divisions
• Executed master agreements with 29 consulting firms across 13 disciplines to provide professional services supporting the delivery of departmental and CIP projects • Earned three project awards from the San Diego and Imperial Counties Chapter of the American Public Works Association for the following departments and projects: the Fleet & Facilities Department Facilities Division for the Leo Carillo Ranch Roof Repair for Historic Restoration project, the Transportation Department for the Safer Streets Together initiative, and the Utilities Department for the Villas Lift Station Improvement project • Received a team award from the American Public Works Association for Outstanding Operations & Maintenance Personnel for implementation of the city’s new enterprise asset management system, specifically recognizing staff from the Facilities Maintenance, Streets and Storm Drain Maintenance divisions
• Attained two individual awards from the American Public Works Association for Outstanding Service in a Public Agency: one award for the Transportation Director/City Engineer for decades of dedicated service and one Award of Merit for a Senior Program Manager in the Construction Management & Inspection Department for the Stormwater Compliance and Green Infrastructure programs
• Secured a project award from the San Diego Section of the American Society of Civil Engineers for Outstanding Small Project for construction of Temporary Fire Station 7 • Ranked by the NAFA Fleet Management Association as #8 of the 100 Best Public Fleets in 2024, rising from #33 in 2023
• Achieved recognition from the Solid Waste Association of North America for alignment with the Environmental Protection Agency’s sustainable materials management objectives with the successful adoption of the city’s Sustainable Materials Management Plan

GOALS
• Support an update of the city’s procurement policy and related administrative orders to reflect current practices, procedures and legal requirements specific to public works contracting
• Complete major update to Public Works standard contract templates to reflect updated Greenbook engineering standards and streamline language • Develop a standard operating procedure for construction staging areas to streamline the process to designate an area for temporary contractor use while constructing city projects • Continue to engage in the planning, design and implementation of a citywide portfolio project management system that includes centralized schedule tracking for CIP projects • Maintain focus on employee coaching, development and training for staff at all levels throughout the branch

May 20, 2025
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PUBLIC WORKS |

CONSTRUCTION MANAGEMENT & INSPECTION

Account: 00185XX Fund: General

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

SERVICES
• Manage construction of CIP projects and public works contracts for all departments managing city assets
• Inspect and oversee private development grading, which includes monitoring contractor compliance with city standards and approved site design • Inspect and oversee stormwater compliance, which includes monitoring contractor implementation of site-specific plans and temporary methods to prevent storm water pollution during construction for NPDES requirements
• Manage Green Infrastructure Program, which includes annual notifications to property owners of the required maintenance for water quality devices installed as part of development projects to help protect waterways by preventing pollutants such as trash, fertilizers, pesticides and sediment from making their way into local waterways • Oversee all construction activity in the public right-of-way

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,781,181$ 1,479,849$ 1,615,046$ 1,686,335$ Retirement Benefits 415,260 345,984 408,043 445,546 Health Insurance 203,183 169,570 234,323 263,003 Other Personnel Expenses 56,130 49,394 63,768 68,080 Personnel Services Subtotal 2,455,754 2,044,797 2,321,180 2,462,964 Operating Expenses
Professional & Contract Services 203,657 111,906 242,209 258,048 Supplies & Materials 11,355 9,931 12,027 13,823 Repair & Maintenance 685 886 314 314 Interdepartmental Charges 406,978 683,092 477,302 506,175 Other Operating Expenses 14,301 12,546 15,260 18,000 Capital Outlay - - - - Operating Expenses Subtotal 636,976 818,361 747,112 796,360 TOTAL EXPENDITURES 3,092,730$ 2,863,158$ 3,068,292$ 3,259,324$ Full Time Positions 16.20 15.00 15.00 15.00
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025
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RECENT ACCOMPLISHMENTS
• Received the 2024 Honor Award from the San Diego and Imperial Counties Chapter of the American Public Works Association for the Villas Sewer Lift Station Replacement project to acknowledge the successful flow bypass operations during construction and best management practices that ensured safety and minimal impacts to the public • Conducted construction management and inspection services on significant CIP projects and citywide emergency responses, including the:
o Safer Streets Together initiative,
o Trieste Slope Repair project,
o Storm Related Local Emergency for Removal of Sediment and Vegetation on the Buena Vista Creek Concrete Channel storm-related emergency protection activities, o Carlsbad Boulevard Pedestrian Improvement project,
o Traffic calming projects on Park Drive, Black Rail Road, Plum Tree Road, Carillo Way, Victoria Avenue, Highland Drive, Nueva Castilla Way and Circulo Sequoia o Downtown and Terramar Small Diameter Water Main Replacement project, and o Palomar Airport Waterline Realignment project
• Provided construction inspection services for private development projects such as Marja Acres, Ionis Lots 21 & 22, Chick-fil-A, FPC Residential, Pacific Wind apartments, Carlsbad Raceway Business Park and Aviara Apartments East
• Continued to inspect work in the right-of-way for 5G communications infrastructure installation throughout the city
• Maintained stormwater compliance through training, education, outreach and enforcement actions resulting in zero construction-related notices of violation from the Regional Water Quality Control Board to date

GOALS
• Develop and implement a pilot contractor performance evaluation process to improve accountability throughout a public works project
• Work with property owners to reduce pollution and improve water quality through the city’s Green Infrastructure Program with the goal of receiving at least a 75% response rate on the annual Green Infrastructure maintenance verification
• Continue to maintain stormwater compliance on CIP projects with a goal of no violations from the Regional Water Quality Control Board

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of property
owners that respond to
the annual Green
Infrastructure
maintenance verification
83% 75% 75% 75%
Sustainability &
the Natural
Environment
Construction
stormwater violations on
CIP projects
0 0 0 0
Sustainability &
the Natural
Environment
May 20, 2025
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PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: SUMMARY

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

ABOUT
The General Fund portion of the Environmental Sustainability Department budget includes the Climate Action Plan, Habitat Management and Watershed Protection Divisions, which is also responsible for the coordination of the municipal component of the National Pollutant Discharge Elimination System Municipal Stormwater Permit. These divisions integrate components of the department’s environmental and sustainability guiding principles and support the 5-year Carlsbad Strategic Plan Goal of Sustainability & the Natural Environment.

2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,550,644$ 1,601,492$ 1,670,130$ 1,875,428$ Retirement Benefits 383,452 369,975 416,075 489,328 Health Insurance 220,745 230,439 247,975 275,623 Other Personnel Expenses 91,353 279,962 57,052 64,282 Personnel Services Subtotal 2,246,194 2,481,868 2,391,232 2,704,661 Operating Expenses
Professional & Contract Services 1,417,564 1,210,323 1,196,996 1,567,247 Supplies & Materials 144,559 111,848 60,407 64,410 Repair & Maintenance 5 599 50 400 Interdepartmental Charges 842,040 1,202,311 1,078,677 1,050,380 Other Operating Expenses 29,284 31,605 26,088 28,520 Capital Outlay 129,956 22,000 - - Operating Expenses Subtotal 2,563,408 2,578,686 2,362,218 2,710,957 TOTAL EXPENDITURES 4,809,602$ 5,060,554$ 4,753,450$ 5,415,618$ General Fund 1,205,943 1,250,959 1,210,630 1,707,609 Enterprise Fund 3,603,659 3,809,595 3,542,820 3,708,009 TOTAL FUNDING 4,809,602$ 5,060,554$ 4,753,450$ 5,415,618$ Full Time Positions 17.60 17.50 16.50 17.00
Hourly/FTE Positions 1.50 1.50 1.50 1.50
May 20, 2025
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PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: CLIMATE ACTION PLAN AND

HABITAT MANAGEMENT

Account: 0015110
0015130
Fund: General

SERVICES
• Coordinate with multiple city departments to oversee Climate Action Plan implementation, collect monitoring data and prepare an annual report for the public and the City Council • Prepare and update a public-facing CAP dashboard that provides information and data regarding energy, transportation carbon sequestration and waste diversion • As directed by City Council, update the CAP every five years • Coordinate the preparation of a community-wide greenhouse gas emissions inventory with future projections
• Fulfill city regulatory requirements related to the CAP • Perform outreach and education related to CAP activities and respond to public inquiries • Manage the Carlsbad Green Business Program, which supports and recognizes local businesses for adopting environmentally sustainable practices • Engage in groups like the San Diego Regional Climate Collaborative to collaborate, share expertise and advance sustainability efforts
• Research and monitor upcoming regulations, funding opportunities and activities related to climate mitigation, adaptation, resilience and equity
• Provide leadership and citywide coordination to ensure compliance with Habitat Management Plan regulations for private and city CIP projects 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 302,502$ 304,095$ 381,694$ 501,633$ Retirement Benefits 71,396 74,917 93,421 129,838 Health Insurance 36,234 38,630 44,033 54,661 Other Personnel Expenses 9,851 10,629 12,382 16,021 Personnel Services Subtotal 419,983 428,271 531,530 702,153 Operating Expenses
Professional & Contract Services 424,174 424,622 284,362 603,112 Supplies & Materials 9,635 6,301 6,307 10,620 Repair & Maintenance - 38 20 50 Interdepartmental Charges 97,308 148,637 125,647 120,509 Other Operating Expenses 8,466 1,651 5,668 8,100 Capital Outlay - - - - Operating Expenses Subtotal 539,583 581,249 422,004 742,391 TOTAL EXPENDITURES 959,566$ 1,009,520$ 953,534$ 1,444,544$ Full Time Positions 2.55 2.70 2.90 3.40
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025
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• Oversee non-profit preserve managers to ensure Habitat Management Plan compliant biological management, monitoring and reporting across the citywide preserve system • Collaborate with the U.S. Fish and Wildlife Service, California Department of Fish and Wildlife and California Coastal Commission staff to ensure solutions-oriented Habitat Management Plan implementation
• Represent the city in regional conservation organizations, including San Diego Management and Monitoring Program and SANDAG Habitat Conservation Taskforce • Facilitate regional and local conservation-related scientific research, biological monitoring and adaptive management
• Coordinate preserve inspection program and Ward’s weed control program

RECENT ACCOMPLISHMENTS
• Completed a comprehensive update to the city’s CAP, which included presentations to the Planning Commission and the City Council
• Joined the Cleantech San Diego board and Governor’s Office of Land Use and Climate Innovation’s CAP Technical Advisory Group
to foster collaboration and share expertise
• Continued the pilot adaptive management program to enhance and protect two endangered plant species and rare native grassland habitat
• Completed all municipal inspections as required by the Municipal Stormwater Permit

GOALS
• Implement the updated CAP with focus on the 2025 monitoring benchmarks • Continue implementation of the Carlsbad Green Business Program • Advance implementation of the Habitat Management Program by ensuring consistency with regulatory requirements—including target preserve acres—and report out to the resource agencies and the public annually
• Continue preserve inspection program to assess conservation areas, the adaptive management program to respond to environmental changes and the trail monitoring pilot project to evaluate trail conditions and usage
• Transition the Beach Preservation Commission to the Environmental Sustainability Commission, as directed by the City Council

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
New Carlsbad Green
Business Program
certifications
19 12 12 N/A
Sustainability &
the Natural
Environment
Acreage goal added to
Habitat Management
Plan area
96% 96% 96% N/A
Sustainability &
the Natural
Environment

SIGNIFI CANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2025-26 budget includes $250,000 in one-time budget appropriations to initiate vegetation management project to remove additional non-native species and dead vegetation to minimize fire risk and exposure, given the impacts of recent large-scale fires in Los Angeles County.

This is a continuation of efforts approved by the City Council mid-year 2024-25.

May 20, 2025
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PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: SUSTAINABLE MATERIALS

MANAGEMENT

Account: 0015120
520XXXX
Fund: General
Enterprise

ABOUT
In alignment with the Carlsbad Municipal Code and General Plan, the Sustainable Materials Management Division coordinates implementation of a comprehensive citywide waste reduction and recycling program, ensuring full compliance with state regulations governing waste reduction, diversion and the proper disposal of solid waste. Division staff manage the franchise agreement for waste hauling and recycling services, oversee the Palomar Transfer Station agreement for disposal services, lead waste reduction and diversion outreach and education initiatives and ensure the safe disposal of household hazardous waste. Through these efforts, the division actively contributes to a more sustainable and environmentally responsible community.

SERVICES
• Represent the city at meetings related to sustainable materials management with CalRecycle, businesses, residents and other stakeholders • Oversee the municipal waste reduction, diversion and other sustainability programs 2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 723,050$ 693,998$ 650, 186$ 709,278$ Retirement Benefits 187,090 160,741 163,418 186,091 Health Insurance 87,708 82,926 83,652 90,938 Other Personnel Expenses 27,222 24,857 22,919 25,249 Personnel Services Subtotal 1,025,070 962,522 920,175 1,011,556 Operating Expenses
Professional & Contract Services 629,425 471,919 400,120 400,120 Supplies & Materials 126,961 100,058 44,200 43,950 Repair & Maintenance - 285 - 250 Interdepartmental Charges 322,668 497,769 506,947 497,300 Other Operating Expenses 15,875 20,774 12,800 12,800 Capital Outlay 129,956 22,000 - - Operating Expenses Subtotal 1,224,885 1,112,805 964,067 954,420 TOTAL EXPENDITURES 2,249,955$ 2,075,327$ 1,884,242$ 1,965,976$ General Fund 246,377 241,439 257,096 263,065 Enterprise Fund 2,003,578 1,833,888 1,627,146 1,702,911 TOTAL FUNDING 2,249,955$ 2,075,327$ 1,884,242$ 1,965,976$ Full Time Positions 9.65 8.65 7.30 7.35
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025
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• Coordinate grant activities, including local, state and national grant applications with the City Council’s approval, implementing grant activities, tracking expenses and submitting reports • Coordinate outreach and education targeted at increasing recycling and other diversion programs for residents, businesses, municipal employees and the public • Organize annual Earth Month and Earth Day events promoting recycling, proper disposal of household hazardous waste, composting and beach cleanup • Conduct annual rate analysis to determine cost-effective practices for the franchise agreement, including trash and recycling services
• Submit required annual recycling, composting and disposal reports to CalRecycle • Engage community to decrease waste and increase recycling and compost practices

RECENT ACCOMPLISHMENTS
• Provided outreach and education to all multifamily properties and businesses in the city on new single-use plastics ordinances and organics requirements • Hosted Fix-It clinic events, compost giveaway events and an e-waste collection event to promote sustainable practices and encourage responsible waste management • Continued to work in all school districts assisting with education programs, staff training and incorporating the waste hauler
• Presented at the California Resource Recovery Association and Waste Expo conferences on sustainable initiatives implemented in the city
• Expanded edible food recovery efforts by providing funding opportunities to food recovery organizations that supported local businesses
• Reviewed special event applications for compliance with recycling and trash best practices • Recognized by the Solid Waste Association of North America for advancing the Environmental Protection Agency’s sustainable materials management objectives with the successful adoption of the Sustainable Materials Management Plan, food recovery funding, schools recycling, organic waste composting, awards and the city’s Earth Month celebration • Revised city departments’ Sustainability Action Plans to improve recycling practices, increase awareness, and enhance tracking of waste diversion efforts within their operations

GOALS
• Monitor waste diversion and recycling programs at the Palomar Transfer Station • Increase waste diversion in the commercial sector by focusing on technical assistance targeting high trash-generating businesses with low diversion rates • Continue tracking per capita disposal rate in pounds per person per day to verify accuracy and monitor improvement

Performance Measure
FY 20234
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Pounds per person sent
to landfill 7.0 lbs. 7.0 lbs. 7.2 lbs. N/A
Sustainability &
the Natural
Environment
Organics diverted from
the landfill (tons)
28,384
tons
28,955
tons
29,005
tons N/A
Sustainability &
the Natural
Environment
May 20, 2025
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PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: WATERSHED PROTECTION

Account: 5215110 Fund: Enterprise

ABOUT
This budget supports leadership and stewardship of the city’s resources, including our creeks, lagoons and ocean, through the Watershed Protection Division’s coordination of the citywide protection program. The division also helps the city maintain compliance with the National Pollutant Discharge Elimination System Municipal Stormwater Permit issued by the San Diego Regional Water Quality Control Board—a regional permit that covers 39 copermittees from municipal, county government and special district entities who own and operate large storm drain systems that discharge water runoff to surface waters throughout the region. The Municipal Stormwater Permit covers eleven watershed management areas in the region, including the Carlsbad Watershed area.

SERVICES
• Act as the Principal Copermittee in the Carlsbad Watershed management area, serving as a liaison with the Regional Board, ensuring submittal of annual reports and participating in the planning committee
• Represent the city at meetings with the California Environmental Protection Agency, Regional Board, copermittees, environmental nonprofit groups and other stakeholders • Assess businesses to ensure proper pollution prevention, prevent discharges into the storm drain system, and protect receiving waters, which may require follow-up visits, targeted education or enforcement
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 525,092$ 603,399$ 638,250$ 664,517$ Retirement Benefits 124,966 134,317 159,236 173,399 Health Insurance 96,803 108,883 120,290 130,024 Other Personnel Expenses 54,280 244,476 21,751 23,012 Personnel Services Subtotal 801,141 1,091,075 939,527 990,952 Operating Expenses
Professional & Contract Services 363,965 313,782 512,514 564,015 Supplies & Materials 7,963 5,489 9,900 9,840 Repair & Maintenance 5 276 30 100 Interdepartmental Charges 422,064 555,905 446,083 432,571 Other Operating Expenses 4,943 9,180 7,620 7,620 Capital Outlay - - - - Operating Expenses Subtotal 798,940 884,632 976,147 1,014,146 TOTAL EXPENDITURES 1,600,081$ 1,975,707$ 1,915,674$ 2,005,098$ Full Time Positions 5.40 6.15 6.30 6.25
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025
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• Identify and eliminate illicit water discharges into the storm drain system as required by the Municipal Stormwater Permit, including responding to and investigating complaints, performing field screening at major outfalls and managing a public hotline • Oversee the city’s implementation of statewide Trash Amendments, to comply with the State Water Resources Control Board’s Trash Provisions and reduce pollution in state waters

RECENT ACCOMPLISHMENTS
• Managed the contract for a coordinator to assist with updating and implementing the Water Quality Improvement Plan for the Carlsbad Watershed management area, which will optimize its compliance with the Municipal Stormwater Permit • Submitted the Carlsbad Watershed Water Quality Improvement Plan and the Jurisdictional Runoff Management Program Annual Reports to the Regional Board • Worked interdepartmentally to implement state mandated trash control measures to keep trash out of the storm drain system and downstream waterbodies • Hosted volunteer cleanup sites and provided other outreach and education activities within the city and regionally
• Completed all state-mandated water quality monitoring and annual stormwater inspections

GOALS
• Implement a monitoring program to evaluate storm drain system discharges, including water quality monitoring, sediment quality monitoring and other studies • Create a public outreach program to promote behavior changes that reduce the discharge of pollutants into the storm drain system and protect water quality in the receiving waters • Implement all required strategies and numeric goals of the Water Quality Improvement Plan • Utilize innovative approaches to execute the city’s Jurisdictional Runoff Management Program alongside the Carlsbad Watershed Water Quality Improvement Plan and submit reports to the Regional Board
• Prepare for implementation of the revised Municipal Stormwater Permit which will include new requirements to control trash
• Conduct all annual inspections of existing development and water quality monitoring required by the Municipal Stormwater Permit
• Respond to at least 90% of illicit discharge emergencies within 45 minutes and detect and eliminate 100% of illicit discharges

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of emergency
response times under 45
minutes for illicit
discharges
96% 90% 90% 90%
Sustainability &
the Natural
Environment
Illicit discharges detected
and eliminated 100% 100% 100% 100%
Sustainability &
the Natural
Environment

May 20, 2025
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PUBLIC WORKS |
FLEET & FACILITIES: SUMMARY

FLEET & F ACILITIES
• Facilities
• Fleet Maintenance & Replacement

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,896,970$ 3,184,239$ 3,386,717$ 3,606,485$ Retirement Benefits 611,972 655,964 769,100 863,826 Health Insurance 529,529 583,292 652,776 686,602 Other Personnel Expenses 153,544 285,948 127,420 150,195 Personnel Services Subtotal 4,192,015 4,709,443 4,936,013 5,307,108 Operating Expenses
Professional & Contract Services 1,337,151 1,303,867 885,371 987,921 Supplies & Materials 2,576,792 2,325,377 2,398,514 2,497,571 Repair & Maintenance 1,262,464 1,293,213 1,461,060 1,535,042 Interdepartmental Charges 786,546 1,450,591 948,285 1,258,914 Other Operating Expenses 629,450 653,085 632,668 687,456 Capital Outlay 1,650,055 2,446,181 4,598,574 7,343,365 Operating Expenses Subtotal 8,242,458 9,472,314 10,924,472 14,310,269 TOTAL EXPENDITURES 12,434,473$ 14,181,757$ 15,860,485$ 19,617,377$ General Fund 6,812,114$ 7,532,550$ 7,191,930$ 7,595,431$ Internal Service Fund 5,569,359$ 6,593,576$ 8,611,435$ 11,960,946$ Special Revenue Fund 53,000$ 55,631$ 57,120$ 61,000$ TOTAL FUNDING 12,434,473$ 14,181,757$ 15,860,485$ 19,617,377$ Full Time Positions 34.95 35.95 35.95 37.20
Hourly/FTE Positions 6.90 8.40 8.40 8.40
May 20, 2025
Item #11 Page 98 of 332
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D-15
PUBLIC WORKS |
FLEET & FACILITIES: FACILITIES

Account: 0015310
0015320
3155110
Fund: General

Special Revenue-Parking in Lieu

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

SERVICES
• Maintain city-owned facilities including building exteriors, interiors, cleaning and custodial services, as well as set-up of offices and meeting rooms • Provide building construction, improvements, renovations, repairs and relocation • Operate the Safety Training Center for public safety personnel training as well as provide leasing and rental opportunities to federal, state and local agencies and programs

2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,027,002$ 2,233,604$ 2,437,148$ 2,508,077$ Retirement Benefits 415,848 458,217 540,611 585,229 Health Insurance 345,885 386,212 440,694 428,477 Other Personnel Expenses 73,962 83,832 92,583 104,326 Personnel Services Subtotal 2,862,697 3,161,865 3,511,036 3,626,109 Operating Expenses
Professional & Contract Services 1,306,531 1,266,250 849,028 939,537 Supplies & Materials 726,504 577,071 581,819 599,920 Repair & Maintenance 801,167 898,671 1,067,966 1,071,467 Interdepartmental Charges 561,311 1,037,153 630,020 752,486 Other Operating Expenses 601,201 611,989 609,181 661,912 Capital Outlay 5,703 35,182 - 5,000 Operating Expenses Subtotal 4,002,417 4,426,316 3,738,014 4,030,322 TOTAL EXPENDITURES 6,865,114$ 7,588,181$ 7,249,050$ 7,656,431$ General Fund 6,812,114$ 7,532,550$ 7,191,930$ 7,595,431$ Special Revenue Fund 53,000 55,631 57,120 61,000 Total Funding 6,865,114$ 7,588,181$ 7,249,050$ 7,656,431$ Full Time Positions 24.85 25.85 25.85 26.00
Hourly/FTE Positions 5.90 7.40 7.40 7.40
May 20, 2025
Item #11 Page 99 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

D-16

RECENT ACCOMPLISHMENTS
• Established the framework to develop a facility asset management program with data collected in a recently completed citywide facility condition assessment • Completed 1,731 facilities service requests submitted via the city’s work order management system
• Began using the city’s developing asset management program to develop preventative maintenance procedures for various building systems
• Completed construction work for all phases of the Police & Fire Headquarters renovation project including the Emergency Operations Center renovation • Awarded a contract and commenced construction of the Monroe Street Pool Replacement project
• Completed the Alga Norte Aquatic Center family restroom renovation project • Awarded a contract and began construction of the Fleet Fuel Island Upgrade project • Completed the Schulman Auditorium renovation project upgrading the audiovisual systems • Finished construction of the Senior Center roof replacement project and the Calavera Hills Community Center refurbishment project
• Received a project award from the San Diego Section of the American Society of Civil Engineers for Outstanding Small Project for construction of Temporary Fire Station 7 • Supported 53 training days for 12 outside agency leases at the Safety Training Center generating $45,000 in revenue through April 2025.
• Recycled 2,284 pounds of brass shell casings, 4,586 pounds of lead and copper from indoor shooting range activities and 5,627 pounds of scrap metal

GOALS
• Continue to monitor building maintenance costs per square foot with the goal of limiting cost increases to annual CPI; benchmark costs per square foot are from the International Facilities Maintenance Association’s Benchmark Report for 2022 adjusted by CPI • Develop a comprehensive city facility electrical inspection and maintenance program • Explore opportunities for projects to promote sustainable energy use and production • Complete construction of the State Street Parking Lot Electric Vehicle Charging project • Commence construction of the Fleet Maintenance Refurbishment project • Complete the design work for the Orion Center project and obtain building permit ready plans, specifications and contract documents
• Complete construction work for the Fleet Fuel Island Upgrade project

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Total number of city-
owned EV charging
parking stalls
50 54 74 Annual
increases
Sustainability &
the Natural
Environment
Building maintenance
($/square foot) $4.44 $4.70 $4.86 N/A
Organizational
Excellence &
Fiscal Health
May 20, 2025
Item #11 Page 100 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

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

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

ABOUT
The city’s fleet consists of 490 vehicles and equipment necessary to achieve the city’s mission of delivering quality and efficient services safely, affordably and in compliance with all regulations.

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

The fleet vehicle replacement program is funded through a replacement charge to departments for each vehicle or equipment in service. This program funds asset replacement and vehicle outfitting.

Cost-effective vehicle procurement is achieved through cooperative purchasing agreements and bidding processes. Revenue is collected from the sale of retired city fleet assets at auction and used to offset future costs within respective departments.

SERVICES
• Provide safe, appropriately managed and maintained vehicles for use by city staff, inspect vehicles per requirements of the biennial inspection of terminals and smog programs and maintain 24/7 road call services for emergency vehicles 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 869,968$ 950,635$ 949,569$ 1,098,408$ Retirement Benefits 196,124 197,747 228,489 278,597 Health Insurance 183,644 197,080 212,082 258,125 Other Personnel Expenses 79,582 202,116 34,837 45,869 Personnel Services Subtotal 1,329,318 1,547,578 1,424,977 1,680,999 Operating Expenses
Professional & Contract Services 30,620 37,617 36,343 48,384 Supplies & Materials 1,850,288 1,748,306 1,816,695 1,897,651 Repair & Maintenance 461,297 394,542 393,094 463,575 Interdepartmental Charges 225,235 413,438 318,265 506,428 Other Operating Expenses 28,249 41,096 23,487 25,544 Capital Outlay 1,644,352 2,410,999 4,598,574 7,338,365 Operating Expenses Subtotal 4,240,041 5,045,998 7,186,458 10,279,947 TOTAL EXPENDITURES 5,569,359$ 6,593,576$ 8,611,435$ 11,960,946$ Full Time Positions 10.10 10.10 10.10 11.20
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 20, 2025
Item #11 Page 101 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

D-18
• Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for emergencies and monitoring fuel tanks in accordance with state and county regulations • Evaluate the city fleet annually to identify units eligible for replacement or reduction in accordance with Administrative Order 3
• Advise on development of specifications for the purchase of replacement units that satisfy client department requirements while optimizing life cycle return on investment in alignment with the Climate Action Plan
• Purchase replacement units and identify opportunities to increase fleet electrification and electric vehicle charging infrastructure

RECENT ACCOMPLISHMENTS
• Achieved recognition from the National Association of Fleet Managers, ranking as the 8th best public fleet in the nation in 2024
• Implemented GPS vehicle telematics program for city vehicles • Increased inventory of low-emission vehicles from 96 vehicles last year to 106 vehicles • Activated 32 new vehicles and equipment and received $70,000 in revenue for the sale of two retired ambulances in fiscal year 2024-25
• Received conditional award of $500k in grant funding to complete Phase 3 installations of DC Fast Charging at Fleet Depot

GOALS
• Transition all passenger fleet vehicle purchases to electric vehicles, except for public safety vehicle purchases—which will be electric where feasible—in compliance with the updated Climate Action Plan and the Strategic Plan
• Assess and improve fleet data management techniques and analytical processes for enhanced city reporting capabilities
• Increase low- and zero-emission vehicle miles traveled, or VMT, to 40% of total annual fleet VMT or 1,000,000 miles

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of non-public
safety fleet vehicles that
are electric or hybrid
49 55 67
Consistent
annual
increases
Sustainability &
the Natural
Environment
Fleet vehicles ready for
active service 98.6% 98% 98% 98%
Organizational
Excellence &
Fiscal Health
City-related vehicle miles
traveled by
low/zero emission
vehicles
35% 38% 40% 25% by
2035
Sustainability &
the Natural
Environment

SIGNIFI CANT CHANGES IN THIS YEAR’S BUDGET
Fleet & Facilities added .25 FTE, converting the Administrative Secretary position from a three- quarter time position to a full-time position. Additionally, the Fleet Services Division is adding one full-time Equipment Technician.

May 20, 2025
Item #11 Page 102 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

D-19
PUBLIC WORKS |
TRANSPORTATION: SUMMARY

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

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $606,752 $623,142 $646,306 $771,270
Retirement Benefits 144,417 147,640 158,495 199,187
Health Insurance 100,542 103,650 132,828 136,605
Other Personnel Expenses 49,210 22,413 32,618 44,525
Personnel Services Subtotal 900,921 896,845 970,247 1,151,587 Operating Expenses
Professional & Contract Services 447,359 444,657 194,107 571,107 Supplies & Materials 30,180 23,053 24,600 32,950
Repair & Maintenance 649,851 568,372 600,900 1,250,200
Interdepartmental Charges 317,615 446,194 537,007 556,771 Other Operating Expenses 65,814 68,520 83,600 98,700
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,510,819 1,550,796 1,440,214 2,509,728 TOTAL EXPENDITURES $2,411,740 $2,447,641 $2,410,461 $3,661,315 General Fund 385,419 448,878 409,035 607,297 Enterprise Fund 2,026,321 1,998,763 2,001,426 3,054,018 TOTAL FUNDING 2,411,740$ 2,447,641$ 2,410,461$ 3,661,315$ Full Time Positions 7.00 7.35 6.60 7.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025
Item #11 Page 103 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

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

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

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

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

RECENT ACCOMPLISHMENTS
• Completed emergency work in the concrete channel area for the Buena Vista Channel Emergency Clearing and Debris Removal Project and on the Trieste Slope Restoration Project 2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $606,752 $623,142 $646,306 $771,270
Retirement Benefits 144,417 147,640 158,495 199,187
Health Insurance 100,542 103,650 132,828 136,605
Other Personnel Expenses 49,210 22,413 32,618 44,525
Personnel Services Subtotal 900,921 896,845 970,247 1,151,587 Operating Expenses
Professional & Contract Services 447,359 444,657 194,107 571,107 Supplies & Materials 30,180 23,053 24,600 32,950
Repair & Maintenance 649,851 568,372 600,900 1,250,200
Interdepartmental Charges 317,615 446,194 537,007 556,771 Other Operating Expenses 65,814 68,520 83,600 98,700
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,510,819 1,550,796 1,440,214 2,509,728 TOTAL EXPENDITURES $2,411,740 $2,447,641 $2,410,461 $3,661,315 General Fund 385,419 448,878 409,035 607,297 Enterprise Fund 2,026,321 1,998,763 2,001,426 3,054,018 TOTAL FUNDING 2,411,740$ 2,447,641$ 2,410,461$ 3,661,315$ Full Time Positions 7.00 7.35 6.60 7.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025
Item #11 Page 104 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

D-21
• Finished construction of Park Drive Drainage and Street Improvement project • Completed annual vegetation clearing and trash removal of the Buena Vista Creek Channel Maintenance District project
• Concluded vegetation clearing for channel maintenance in the Agua Hedionda Creek between the bridges of Cannon Road and El Camino Real as approved by the California Department of Fish and Wildlife
• Applied to the California Department of Fish and Wildlife for a new streambed alteration agreement for vegetation clearing and maintenance in the Agua Hedionda Creek between the bridges of Cannon Road and El Camino Real
• Obtained emergency permits from regulatory agencies and initiated construction phase for emergency repair of the channel adjacent to Kelly Drive • Cleaned out portions of the Kelly Channel
• Completed construction of the Kelly Channel embankment emergency repair project • Carried out testing of the street-sweeping debris to ensure compliance with regulatory requirements

GOALS
• Complete the engineering and environmental phase and initiate the construction phase for multiple storm drain repair projects, including Highland-Hoover, corrugated metal pipe replacements and Carlsbad Boulevard and Juniper Avenue storm drain repair • Obtain a new streambed alteration agreement from the California Department of Fish and Wildlife and complete triannual vegetation cutting and trash/debris removal at the Agua Hedionda Creek between the bridges of Cannon Road and El Camino Real • Complete channel maintenance and prepare the annual report detailing vegetation cutting and debris removal for the Buena Vista Creek Channel Maintenance District project • Finalize the Drainage Master Plan update
• Complete all annual inspections and manage high-priority cleanings

SIGNIFI CANT CHANGES IN THIS YEAR’S BUDGET
Two significant changes include the $650,000 increase to the street sweeping contract, reflecting rising service costs, and a $2 million increase in the revenue budget for a General Fund transfer. The latter is to help cover storm drain expenses while a cost study is being completed.

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Curb mile of streets
swept to mitigate debris
per month
1,800
(100%)
1,800
(100%)
1,824
(100%)
1,824
(100%)
Quality of
Life & Safety
Tons of debris removed
from city streets from
street sweeping
1,154 tons 900 tons 1,000 tons N/A Quality of
Life & Safety
Percentage of Agua
Hedionda Lagoon
channels cleaned
100% 100% 100% 100%
Sustainability &
the Natural
Environment
May 20, 2025
Item #11 Page 105 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

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

ENGINEERING & STREETS MAINTENANCE

Account: 0018410
00186XX
00187XX
Fund: General

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

SERVICES
• Plan traffic needs, review development projects, and manage traffic signals and engineering • Address public concerns, study traffic issues, and make safety improvements • Maintain streets, including signs, markings, graffiti removal, trash pickup, and repairs to potholes and sidewalks

RECENT ACCOMPLISHMENTS
• Completed traffic calming improvements for Park Drive, Black Rail Road, Plum Tree Road and Carrillo Way to slow traffic and enhance safety
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $3,282,209 $3,262,366 $3,568,906 $3,725,379 Retirement Benefits 823,941 757,370 909,235 994,573
Health Insurance 511,235 525,527 652,388 644,312
Other Personnel Expenses 113,934 109,328 174,505 209,719 Personnel Services Subtotal 4,731,319 4,654,591 5,305,034 5,573,983 Operating Expenses
Professional & Contract Services 1,435,297 962,201 1,003,158 1,138,554 Supplies & Materials 451,555 365,706 338,097 455,107
Repair & Maintenance 481,259 489,499 583,918 649,300
Interdepartmental Charges 1,761,273 2,079,907 2,791,612 3,415,283 Other Operating Expenses 223,806 198,636 230,348 254,403 Capital Outlay 558,337 263,796 80,000 100,000
Operating Expenses Subtotal 4,911,527 4,359,745 5,027,133 6,012,647 TOTAL EXPENDITURES $9,642,846 $9,014,336 $10,332,167 $11,586,630 Full Time Positions 34.65 34.50 35.25 34.35
Hourly/FTE Positions 1.00 1.00 1.00 0.50
May 20, 2025
Item #11 Page 106 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

D-23
• Completed the first phase of the Village parking study to identify opportunities to increase on-street parking
• Developed Safe Routes to School plans for Hope and Jefferson Elementary schools and Sage Creek High School to improve walking and biking safety for students • Awarded contracts for El Camino Real Widening from Sunny Creek Road to Jackspar Drive project, Beach Access Repair and Upgrades from Pine to Tamarack and Village and Barrio Traffic Circles projects
• Completed the 2023 Slurry Seal project, covering 38 miles of city streets, Park Drive Street and Drainage Improvements, and Kelly Drive Channel Emergency Repair projects. • Repainted all-direction crosswalks at Carlsbad Village Drive and Grand Avenue • Replaced 21,903 square feet of asphalt in the city right-of-way and approximately 3,500 square feet of concrete sidewalks, year-to-date
• Completed over 16,000 utility mark-outs and 1,000 striping work orders and addressed 500 graffiti locations and replaced 300 street signs

GOALS
• Finalize Carlsbad Residential Traffic Management Program update and initiate second phase of Carlsbad Residential Traffic Management Program on key streets • Complete design of Faraday Avenue improvements for future Veterans Memorial Park Project and Paseo Del Norte Pedestrian and Bike Improvements Project • Complete the second phase of the Village parking study to increase on-street parking. • Develop scope for School Traffic Safety Improvements and identify additional schools to develop a Safe Routes to School Plan for FY 2025-26
• Complete Drainage Master Plan update and drainage improvements at various locations. • Complete construction of the El Camino Real Widening from Sunny Creek Road to Jackspar Drive, Barrio Traffic Circles, 2025 Concrete Repair, 2025 Resurfacing, 2024 Sidewalk Construction, and 2024 American with Disabilities Improvement projects • Start construction of El Camino Real Widening from Poinsettia Lane to Camino Vida Roble • Complete design and initiate construction of the Barrio lighting project • Start construction of Beach Access Repair and Upgrades project from Pine to Tamarack • Identify new potential trip hazards and address the needed repair work citywide

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of residential
traffic-related requests
completed
70%
(155/221)
90%
(180/200) 90%
N/A;
consistent
with staff
capacity
Quality of
Life & Safety
Percentage of residential
traffic calming projects
completed
100%
(8/8) 100% (3/3) 100%
(2/2) 100% Quality of
Life & Safety
May 20, 2025
Item #11 Page 107 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

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

LANDSCAPING DISTRICTS

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

ABOUT
The Transportation Engineering Division provides oversight of the Buena Vista Creek Channel Maintenance Assessment District, which funds costs for the maintenance of the Buena Vista Creek Channel drainage system from Jefferson Street east to the South Vista Way bridge. The Transportation Department also provides oversight of the Lighting & Landscaping District 2 and Street Light Maintenance funds, which provide maintenance of streetlights, decorative lighting, street trees and medians within the district boundaries covering newer developments in the city.

SERVICES
• Maintain the Buena Vista Creek Channel from Jefferson Street east to the South Vista Way bridge
• Maintain and repair streetlamps and decorative lighting

2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $164,048 $176,988 $175,440 $186,130
Retirement Benefits 40,103 39,690 45,712 50,700
Health Insurance 18,092 19,125 19,658 21,383
Other Personnel Expenses 5,799 5,999 9,019 11,301
Personnel Services Subtotal 228,042 241,802 249,829 269,514 Operating Expenses
Professional & Contract Services 139,515 144,882 214,051 131,558 Supplies & Materials 21,910 26,766 76,119 62,632
Repair & Maintenance 98,875 230,825 272,972 222,711
Interdepartmental Charges 377,436 417,506 525,435 555,057 Other Operating Expenses 537,341 467,037 400,784 567,418 Capital Outlay 0 18,890 0 0
Operating Expenses Subtotal 1,175,077 1,305,906 1,489,361 1,539,376 TOTAL EXPENDITURES $1,403,119 $1,547,708 $1,739,190 $1,808,890 Full Time Positions 1.95 1.95 1.95 1.95
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
Item #11 Page 108 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

D-25

RECENT ACCOMPLISHMENTS
• Developed a phased, in-house streetlight pole replacement program

GOALS
• Complete all annual inspections and manage high-priority channel cleanings • Replace all aging streetlight fixtures with new and more energy-efficient LED fixtures

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related
Strategic Plan
Goal
Citywide Streetlight
Replacement Program
Audit and
bid of
Phase 2
complete
Phase 2
program
completed
Initiate
Phase 3
and Phase
4 planning
100% Quality of
Life & Safety
Percentage of Buena
Vista Creek Channel
cleaned and reported for
permitting (equivalent to
20% of district annually)
100% 100% 100% 100%
Sustainability &
the Natural
Environment
May 20, 2025
Item #11 Page 109 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

D-26
PUBLIC WORKS |
UTILITIES: SUMMARY

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

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 6,166,382$ 6,671,142$ 7,074,608$ 7,422,758$ Retirement Benefits 1,412,569 1,451,448 1,740,693 1,905,666 Health Insurance 986,384 1,058,575 996,366 1,077,061 Other Personnel Expenses 639,327 1,658,722 405,106 423,490 Personnel Services Subtotal 9,204,662 10,839,887 10,216,773 10,828,975 Operating Expenses
Professional & Contract Services 14,281,821 15,536,215 18,618,491 20,656,105 Supplies & Materials 29,582,207 32,810,422 38,008,440 43,237,390 Repair & Maintenance 237,849 183,805 579,793 466,643 Interdepartmental Charges 5,608,797 6,862,313 6,418,771 7,157,619 Other Operating Expenses 12,363,645 16,084,958 28,376,484 47,256,784 Capital Outlay 138,228 96,974 7,150 7,150 Operating Expenses Subtotal 62,212,547 71,574,687 92,009,129 118,781,691 TOTAL EXPENDITURES 71,417,209$ 82,414,574$ 102,225,902$ 129,610,666$ Full Time Positions 64.50 63.50 63.50 62.30
Hourly/FTE Positions 0.50 0.00 0.50 0.50
May 20, 2025
Item #11 Page 110 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5

D-27
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS

Account: 5016310 Fund: Enterprise

ABOUT
To ensure safe, high-quality drinking water is available to Carlsbad Municipal Water District customers on-demand, the district provides ongoing operation and maintenance of the following: nine storage reservoirs or tanks, 457 miles of pipeline, 17 pressure zones, 71 pressure regulating stations, three pumping stations, approximately 14,300 valves, 4,500 fire hydrants and 29,500 potable meters. The district purchases potable water from its wholesale water provider, the San Diego County Water Authority, which includes desalinated water from the Carlsbad Desalination Plant. The district implements a water asset management plan to minimize the total cost of owning and operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.

SERVICES
• Deliver reliable, safe drinking water and fire flow demand • Operate and maintain reservoirs, pressure regulating stations, pump stations, transmission and distribution pipelines, valves, meters and other appurtenances • Comply with all water-related health, safety and environmental regulations including state and federal drinking water standards for water quality sampling and reporting • Implement effective water conservation and rebate programs, including public education, leak detection studies, leak repair and compliance with conservation laws • Work with other water agencies and the San Diego County Water Authority on regional water-related projects and budgets
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,989,633$ 2,980,700$ 3,377,622$ 3,620,599$ Retirement Benefits 660,682 692,247 834,310 924,516 Health Insurance 571,740 610,494 498,021 546,349 Other Personnel Expenses 388,232 1,085,892 195,972 207,786 Personnel Services Subtotal 4,610,287 5,369,333 4,905,925 5,299,250 Operating Expenses
Professional & Contract Services 7,541,456 7,787,093 9,416,330 11,031,480 Supplies & Materials 26,280,782 29,682,010 34,565,384 38,697,334 Repair & Maintenance 223,572 160,487 458,550 346,400 Interdepartmental Charges 3,160,653 3,766,152 3,475,547 3,902,097 Other Operating Expenses 5,213,523 5,166,700 5,333,055 6,641,874 Capital Outlay 64,415 68,411 3,600 3,600 Operating Expenses Subtotal 42,484,401 46,630,853 53,252,466 60,622,785 TOTAL EXPENDITURES 47,094,688$ 52,000,186$ 58,158,391$ 65,922,035$ Full Time Positions 30.95 31.05 31.15 30.90
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
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RECENT ACCOMPLISHMENTS
• Protected the potable water supply by testing approximately 285 city backflow devices and conducting 160 cross-connection tests
• Awarded a contract to replace broken or malfunctioning valves at 26 operationally critical locations to control flow and minimize disruption of service during shutdowns • Completed construction of two pressure regulating stations in El Fuerte Street, one at Melrose Drive and Poinsettia Lane and abandonment of one station on Palomar Airport Road • Completed the replacement of potable water distribution mains at the McClellan-Palomar Airport and on Valley Street between Andrea Avenue and Magnolia Avenue • Began construction of the Carlsbad Boulevard at Terramar water main line replacements • Initiated the update to the 2019 Potable Water Master Plan to evaluate the water distribution system and inform operational modifications for better system performance, reliability and redundancy and to identify system capacity needs for future growth • Provided maintenance on over 180 fire hydrants in the Vallecitos Water District service area within City of Carlsbad limits as part of a recent agreement, which is funded in Public Works Administration

GOALS
• Minimize costs to customers while continuing to provide high levels of service at acceptable risk and meet all state and federal water quality standards for safe drinking water • Optimize asset management by increasing the use of technology to improve and manage the infrastructure system more efficiently and effectively
• Initiate an update of the 2020 Risk and Resilience Assessment as required by the Environmental Protection Agency
• Update the 2020 Urban Water Management Plan per state regulations • Implement new regulations for water use efficiency standards issued by the Department of Water Resources and the State Water Resources Control Board • Proactively conduct leak detection surveys to identify where pipeline repairs may be needed • Update the 2019 Utilities Asset Management Master Plan to verify program budgets and to evaluate future infrastructure rehabilitation and replacement needs • Complete construction of motorized valve installations at the Maerkle Reservoir site and in El Fuerte Street at Rancho Pancho
• Finalize the replacement of a potable water distribution main beneath the North County Transit District rail corridor, north of Avenida Encinas in the Ponto area • Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline, or less, per the American Water Works Association

SIGNIFICANT CHANGES TO THIS YEAR’S BUDGET
The budget to purchase potable water for delivery in the district’s service area increased by nearly $5.9 million to account for San Diego County Water Authority anticipated rate increases.

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 0 <3.4 <3.4 3.4-19.4 Quality of
Life & Safety
Percentage of annual
drinking water quality
standards met
100% 100% 100% 100% Quality of
Life & Safety
May 20, 2025
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PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS

Account: 5026310 Fund: Enterprise

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

The district implements a recycled water asset management plan to minimize the total cost of owning and operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.

Delivery of this water includes the operation and maintenance of the recycled water system’s four storage tanks, four pump stations, three pressure regulating stations, six pressure zones, approximately 97 miles of pipelines, 1,050 valves and 1,010 meters. The district’s cross-connection control and backflow program ensures a safe supply of drinking water by preventing cross-contamination from the recycled system into the potable system, in accordance with federal and state regulations. The district also purchases and delivers recycled water from the Vallecitos Water District’s Meadowlark Water Reclamation Facility.
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,237,172$ 1,373,512$ 1,372,294$ 1,369,482$ Retirement Benefits 290,526 264,779 330,041 346,993 Health Insurance 156,081 156,230 176,276 187,006 Other Personnel Expenses 52,192 55,197 76,390 76,310 Personnel Services Subtotal 1,735,971 1,849,718 1,955,001 1,979,791 Operating Expenses
Professional & Contract Services 1,568,675 1,890,789 2,291,424 2,500,028 Supplies & Materials 2,802,075 2,836,421 3,071,606 4,170,606 Repair & Maintenance 53 14,015 27,743 26,743 Interdepartmental Charges 936,876 1,168,003 990,319 974,350 Other Operating Expenses 1,446,812 410,890 2,476,606 18,923,166 Capital Outlay - 15,234 1,750 1,750 Operating Expenses Subtotal 6,754,491 6,335,352 8,859,448 26,596,643 TOTAL EXPENDITURES 8,490,462$ 8,185,070$ 10,814,449$ 28,576,434$ Full Time Positions 12.75 10.85 11.45 10.90
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025
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SERVICES
• Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility, reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters • Treat wastewater to meet State of California Title 22 recycled water requirements • Deliver recycled water for irrigation and some industrial uses via the recycled water system • Perform inspections on systems and backflows to prevent cross-connections and protect the potable water system
• Convert irrigation sites from potable water to recycled water as service becomes available

RECENT ACCOMPLISHMENTS
• Performed inspections at all recycled water use sites to inform site operators of any modifications needed to comply with guidelines for the safe use of recycled water • Completed construction of a new 1.5-million-gallon recycled water tank • Updated the cost of service study for recycled water to forecast financial needs and inform rate adjustments
• Completed recycled tank inspections and cleaning to proactively maintain system assets on a regular five-year cycle
• Finished construction of the roof replacement project at the Carlsbad Water Recycling Facility to extend the life of system facilities
• Updated the Memorandum of Understanding with the Encina Wastewater Authority for operation of the Carlsbad Water Recycling Facility

GOALS
• Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association, or less • Update the 2019 Utilities Asset Management Master Plan to verify program budgets and to evaluate future infrastructure rehabilitation and replacement needs • Maintain recycled water cost at or below 75% of potable water irrigation cost to encourage the use of recycled water
• Negotiate a new agreement for purchase of recycled water from Vallecitos Water District

SIGNIFICANT CHANGES TO THIS YEAR’S BUDGET
The overall budget increase is due to a one-time budgeted transfer from the Recycled Water Operating Fund to the Recycled Water Connection Fund of $16.4 million. This is related to a State Water Resources Control Board loan reaching the payback period, whereby the Recycled Water Operating Fund will begin repayment while the proceeds of the loan will remain in the associated capital fund. The budget includes an increase of approximately $1.1 million to cover the cost increase anticipated under the new draft agreement between the district and Vallecitos Water District to purchase recycled water.

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 1.03 < 3.4 < 3.4 3.4-19.4 Quality of
Life & Safety
Cost of recycled water as
a percent of potable
water cost
73% 73% 75% < 75%
Organizational
Excellence &
Fiscal Health
May 20, 2025
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PUBLIC WORKS |
UTILITIES: WASTEWATER OPERATIONS

Account: 5116310 Fund: Enterprise

ABOUT
The Utilities Department is responsible for providing wastewater services to approximately 85,000 customers within the city’s service area. The Utilities wastewater mission is to prevent sewer spills and convey waste efficiently to the Encina Wastewater Authority’s treatment plant by properly managing, operating and maintaining all parts of the city’s sewer system. A portion of Carlsbad’s treated wastewater is diverted from the ocean outfall and sent to the Carlsbad Water Recycling Facility for further treatment.

The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater lift stations and wet wells and about 270 miles of gravity main lines, six miles of pressurized main lines and approximately 6,200 sewer access holes. The Utilities Department implements a robust wastewater asset management program to minimize the total cost of owning and operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.

SERVICES
• Operate and maintain infrastructure such as lift stations, wet wells, gravity sewer mains, force mains, maintenance access holes and other elements • Collect wastewater and convey it to the Encina Wastewater Authority treatment plant 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,939,577$ 2,316,930$ 2,324,692$ 2,432,677$ Retirement Benefits 461,361 494,422 576,342 634,157 Health Insurance 258,563 291,851 322,069 343,706 Other Personnel Expenses 198,903 517,633 132,744 139,394 Personnel Services Subtotal 2,858,404 3,620,836 3,355,847 3,549,934 Operating Expenses
Professional & Contract Services 5,171,690 5,858,333 6,910,737 7,124,597 Supplies & Materials 499,350 291,991 371,450 369,450 Repair & Maintenance 14,224 9,303 93,500 93,500 Interdepartmental Charges 1,511,268 1,928,158 1,952,905 2,281,172 Other Operating Expenses 5,703,310 10,507,368 20,566,823 21,691,744 Capital Outlay 73,813 13,329 1,800 1,800 Operating Expenses Subtotal 12,973,655 18,608,482 29,897,215 31,562,263 TOTAL EXPENDITURES 15,832,059$ 22,229,318$ 33,253,062$ 35,112,197$ Full Time Positions 20.80 21.60 20.90 20.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
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• Conduct closed-circuit camera reviews of pipelines to determine pipeline integrity • Participate in the activities and budgets of the Encina Wastewater Authority as part of the Encina Joint Powers Authority
• Prevent wastewater spills to protect the environment
• Administer the city’s Fats, Oils and Grease program to prevent pipeline clogs and subsequent wastewater spills
• Conduct public outreach regarding what can go into drains to prevent spills and other issues

RECENT ACCOMPLISHMENTS
• Updated the cost of service study for wastewater to forecast financial needs and inform rate adjustments
• Performed an audit of the city’s Sewer System Management Plan to assess compliance with the Waste Discharge Requirements of San Diego Regional Water Quality Control Board General Order WQ 2022-0103-DWQ
• Completed sewer pipe replacement project in Foxtail Loop • Began construction of the Carlsbad Boulevard and Terramar sewer pipeline replacements • Initiated the update of the 2019 Sewer Master Plan to evaluate the wastewater collection system and inform operational modifications for better system performance, reliability and redundancy and to identify system capacity needs for future growth

GOALS
• Update the 2019 Utilities Asset Management Master Plan to verify program budgets and to evaluate future infrastructure rehabilitation and replacement needs • Minimize costs to customers while maintaining high levels of service at acceptable risk • Optimize asset management by increasing the use of technology to improve and manage the infrastructure system more efficiently and effectively
• Complete the generator replacement project at Chinquapin Lift Station for system reliability where the existing generator has met the end of its useful life • Continue construction of the Carlsbad Boulevard and Terramar sewer pipeline replacements • Initiate the design of upgrades at Poinsettia and Cannon lift stations • Complete the rehabilitation of sewer access holes in the North County Transit District rail corridor near the Poinsettia rail station

• Complete design and begin construction of the Poinsettia Lane sewer main replacement project

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Rate of spills per 100
miles of pipe 0.73 < 0.38 < 0.38 0.2-7.0 Quality of
Life & Safety
Department goal for
amount of sewer pipe
cleaned per year
100% 100% 100% 100% Quality of
Life & Safety
May 20, 2025
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COMMUNITY SERVICES

The Community Services Branch includes programs, services and events that support Carlsbad's excellent quality of life. The branch includes the following key areas of focus:

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

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

Gary Barberio
Deputy City Manager, Community Services

442-339-2822

[email protected]

May 20, 2025
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May 20, 2025
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COMMUNITY SERVICES |

ADMINISTRATION

Account: 0012410 Fund: General

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

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

RECENT ACCOMPLISHMENTS
• Obtained City Council approval for the Agreement between the city, SDG&E, and NRG Energy (owner of the former Encina Power Station land), that will provide 6 acres of land to the city, along with other community benefits
• Initiated City Council-directed negotiations for a loan agreement and lease amendment with New Village Arts, the city’s tenant in the Bauer Lumber building on State Street 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 421,111$ 402,842$ 389,249$ 424,377$ Retirement Benefits 101,615 87,850 100,018 114,151 Health Insurance 55,299 39,619 42,719 46,292 Other Personnel Expenses 12,775 10,338 10,747 11,927 Personnel Services Subtotal 590,800 540,649 542,733 596,747 Operating Expenses
Professional & Contract Services 11,682 1,348 9,000 9,000 Supplies & Materials 356 - 2,200 2,200 Repair & Maintenance - - - - Interdepartmental Charges 43,632 52,433 36,578 39,662 Other Operating Expenses 261 - 1,750 1,750 Capital Outlay - - - - Operating Expenses Subtotal 55,931 53,781 49,528 52,612 TOTAL EXPENDITURES 646,731$ 594,430$ 592,261$ 649,359$ Full Time Positions 3.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
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• Entered into a lease agreement to bring back food concession services at Alga Norte Pool and Park
• Integrated the ability to apply for right-of-way permits on-line, through the Customer Self Service Portal
• Implemented new regulations prohibiting smoking in multi-family dwellings • Instituted new regulations for new or expanded airport land uses • Comprehensively updated the short-term vacation rental regulations • Acquired four at-risk affordable units and resold nine at-risk affordable units to qualified low-income buyers this fiscal year as a part of the city’s Affordable Housing Resale Program • Secured and implemented an $11.4 million grant to address homeless encampments along the SR-78 corridor and secured a $3 million grant for addressing vehicle homelessness • Provided monthly rental assistance to 635 very-low and low-income households, representing an increase of 6.5% from the previous year • Re-opened the Dove and Cole libraries for Sunday hours effective May 18, 2025 • Presented nine TGIF Concerts in the Park with implementation of new security measures • Completed audiovisual upgrades at the Schulman Auditorium • Initiated construction for the Monroe Street Pool Renovation project • Finished construction of a community garden at Stagecoach Community Park • Completed construction on the Alga Norte Pool replastering and restroom remodel project • Negotiated and implemented a new agreement with a new vendor, Meals on Wheels, for senior nutrition services

GOALS
• Complete update to the city’s Real Estate Strategic Plan • Prepare Engineering Design Standards for private development projects • Develop regulations for temporary uses on public and private property • Revise City Council Policy 64, regulated wireless communication facilities • Update the city’s Building Code by Jan. 1, 2026
• Implement a $3 million grant to address vehicular homelessness • Update the calendar year 2026 Public Housing Agency Annual Plan • Complete a $600,000 upgrade to the city libraries RFID hardware and software • Finish public art installation projects for the Chestnut I-5 Underpass and the Barrio Traffic Circles projects
• Initiate construction of new pickleball courts at Calavera and Stagecoach Community Parks • Plant 500 trees to expand the city’s tree inventory

May 20, 2025
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY

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

2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 5,118,694$ 5,272,977$ 5,761,325$ 6,014,157$ Retirement Benefits 1,222,132 1,195,521 1,414,426 1,528,474 Health Insurance 719,272 754,090 856,270 929,962 Other Personnel Expenses 189,711 182,861 194,461 197,382 Personnel Services Subtotal 7,249,809 7,405,449 8,226,482 8,669,975 Operating Expenses
Professional & Contract Services 2,617,306 1,481,915 955,683 1,398,683 Supplies & Materials 79,589 70,684 92,601 78,551 Repair & Maintenance 58 1,060 370 370 Interdepartmental Charges 1,335,324 1,549,984 1,693,726 1,780,068 Other Operating Expenses 61,725 79,746 29,963 76,550 Capital Outlay - - - - Operating Expenses Subtotal 4,094,002 3,183,389 2,772,343 3,334,222 TOTAL EXPENDITURES 11,343,811$ 10,588,838$ 10,998,825$ 12,004,197$ General Fund 11,321,446$ 10,559,088$ 10,998,825$ 12,004,197$ Special Revenue Fund 22,365$ 29,750$ -$ -$ TOTAL FUNDING 11,343,811$ 10,588,838$ 10,998,825$ 12,004,197$ Full Time Positions 52.00 52.00 51.00 51.00
Hourly/FTE Positions 9.00 7.00 7.00 7.70
May 20, 2025
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: ADMINISTRATION

Account: 0013010 Fund: General

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

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

2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 949,093$ 975,574$ 991,181$ 1,060,709$ Retirement Benefits 216,876 223,000 251,861 267,088 Health Insurance 126,866 143,040 154,123 145,764 Other Personnel Expenses 30,673 30,682 31,149 32,517 Personnel Services Subtotal 1,323,508 1,372,296 1,428,314 1,506,078 Operating Expenses
Professional & Contract Services 184,457 9,627 35,000 80,000 Supplies & Materials 25,923 22,986 44,387 32,537 Repair & Maintenance 26 747 20 20 Interdepartmental Charges 341,076 244,918 291,062 361,345 Other Operating Expenses 8,566 27,024 3,700 14,750 Capital Outlay - - - - Operating Expenses Subtotal 560,048 305,302 374,169 488,652 TOTAL EXPENDITURES 1,883,556$ 1,677,598$ 1,802,483$ 1,994,730$ Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 1.00 0.50 0.50 1.20
May 20, 2025
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RECENT ACCOMPLISHMENTS
• Expanded the Customer Self Service Portal allowing customers to apply for more online permits including Short-Term Vacation Rental, Residential & Commercial-Electric Vehicle Charger, Commercial-Plumbing/Mechanical/Electrical, Commercial Re-Roof, Right-of-Way minor, Preliminary Review and Private Property permits
• Evaluated hardware for an Electronic Review Pilot Program and received Bluebeam software and training to allow for improved plan review and plan check • Posted new electronic bulletins and updated other electronic bulletins on the city’s website to help the public understand complex and evolving land use issues • Expanded system emails to better inform and update customers during the development process, including new planning land use submittals and planning sign permits • Updated the Community Development Department webpage with new content forms and improved organization and resources, including new single source permit center • Improved GIS map content regarding Coastal Zone jurisdiction information

GOALS
• Expand the use of the Citizens Access Portal to allow for the online submittal and review of more complex permit types
• Continue updating webpage content so information remains relevant and reflects process changes
• Collaborate with the Information Technology Department to complete the Bluebeam Pilot Program as the city prepares for the transition to electronic plan review; the next phase includes full city-wide deployment of hardware (i.e., large screen monitors) to all city reviewers, and Bluebeam software and staff training in summer 2025 • Work toward a paperless plan check and review process, including continued Bluebeam software training, business process changes to the customer application process and digitization of staff comments and corrections
• Continue to identify and implement process improvements that help simplify and streamline permit intake, routing and customer service delivery and interactions

May 20, 2025
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING

Account: 0013110
0013120
Fund: General

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

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

RECENT ACCOMPLISHMENTS
• Implemented right-of-way permits in the Customer Self Service Portal, which previously could only be completed by city staff
• Updated and simplified all submittal checklists for new applications 2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 1,163,243$ 1,066,477$ 1, 222,476$ 1,249,988$ Retirement Benefits 281,895 253,788 299,509 321,435 Health Insurance 199,446 169,157 201,192 227,445 Other Personnel Expenses 41,649 37,829 40,661 40,655 Personnel Services Subtotal 1,686,233 1,527,251 1,763,838 1,839,523 Operating Expenses
Professional & Contract Services 358,485 189,721 220,183 315,183 Supplies & Materials 3,941 2,807 2,400 3,200 Repair & Maintenance - - - - Interdepartmental Charges 228,240 308,214 282,321 264,118 Other Operating Expenses 10,398 5,458 6,700 14,360 Capital Outlay - - - - Operating Expenses Subtotal 601,064 506,200 511,604 596,861 TOTAL EXPENDITURES 2,287,297$ 2,033,451$ 2,275,442$ 2,436,384$ Full Time Positions 11.00 11.00 10.00 10.00
Hourly/FTE Positions 1.50 1.50 1.50 1.50
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• Issued 1,109 engineering permits and performed 2,680 reviews for ministerial and discretionary permits, consistent with level of activity in recent years

GOALS
• Update the city’s Engineering Standards to include design standards for private development projects
• Implement processing changes to streamline permit reviews to consistently meet key performance targets
• Expand implementation of the Customer Self Service Portal to allow processing of additional permit types, such as right-of-way permits
• Continue to refine procedures and adopt new technology to enhance the customer experience • Complete discretionary permit plan check reviews within 21 days of submittal and building permit plan check reviews within 14 days of submittal, at least 80% of the time

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of discretionary
permit plan check reviews
completed within 21 days
of submittal
81% 80% 80% ≥80%
Organizational
Excellence & Fiscal
Health
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
84% 84% 80% ≥80%
Organizational
Excellence & Fiscal
Health

May 20, 2025
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: PLANNING

Account: 00132XX
1752510
Fund: General
Special Revenue – Habitat Mitigation

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

SERVICES
• Maintain and modify plans, ordinances and policies for housing and local coastal resource plans • Ensure new development adheres to all applicable land use codes, policies and regulations • Ensure private and public projects comply with the California Environmental Quality Act and the city’s environmental protection procedures
• Respond to questions and inquiries related to permit processing and development standards 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,677,398$ 1,840,242$ 2,078,807$ 2,136,977$ Retirement Benefits 440,567 431,070 514,606 557,813 Health Insurance 187,142 228,469 253,654 321,585 Other Personnel Expenses 65,330 63,749 69,554 71,377 Personnel Services Subtotal 2,370,437 2,563,530 2,916,621 3,087,752 Operating Expenses
Professional & Contract Services 1,119,880 473,023 201,000 504,000 Supplies & Materials 25,393 31,562 30,650 27,650 Repair & Maintenance - - - - Interdepartmental Charges 359,412 424,368 509,548 554,992 Other Operating Expenses 36,019 35,214 13,400 25,007 Capital Outlay - - - - Operating Expenses Subtotal 1,540,704 964,167 754,598 1,111,649 TOTAL EXPENDITURES 3,911,141$ 3,527,697$ 3,671,219$ 4,199,401$ General Fund 3,888,776$ 3,497,947$ 3,671,219$ 4,199,401$ Special Revenue 22,365 29,750 - - TOTAL FUNDING 3,911,141$ 3,527,697$ 3,671,219$ 4,199,401$ Full Time Positions 20.00 19.00 19.00 19.00
Hourly/FTE Positions 1.50 2.00 2.00 1.50
May 20, 2025
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• Provide technical support to the Planning Commission and the City Council • Continuously enhance permit review process for efficiencies and streamlining of processes

RECENT ACCOMPLISHMENTS
• Approved discretionary permits for several housing projects resulting in a total of about 230 new housing units that contribute to the implementation of the city’s Housing Element • Updated the zoning code ordinance to address longstanding errors, code inconsistencies and memorialize longstanding policies
• Received City Council approval of the Annual Housing Element & General Plan Progress Report prior to the state deadline, an important requirement under state housing law • Implemented new regulations prohibiting smoking in multi-family homes • Introduced new regulations and permit review procedures for new or expanded airport land uses
• Implemented the plan for Carlsbad Tomorrow: Growth Management Citizens Committee recommendations on the city’s Growth Management Plan
• Provided a comprehensive update to City Council Policy 84, which established additional requirements designed to maximize public awareness and involvement on private development projects
• Revised Chapter 19.04 of the Carlsbad Municipal Code requiring exemptions to the California Environmental Quality Act be considered and approved by the decision-making authority responsible for deciding on the project and not exclusively by the City Planner • Presented the City Council with varying options to regulate drive-thru restaurants

GOALS
• Continue implementation of the 2021-2029 Housing Element program objectives and tasks • Develop regulations and permit processes to allow temporary uses on private property • Create improved standards for growth forecasting and projections • Present options to update City Council Policy 64 related to the location and screening of telecommunication facilities
• Continue implementing the recommendations from the Carlsbad Tomorrow: Growth Management Citizens Committee as directed by the City Council • Obtain direction from the City Council regarding the city’s comprehensive update to its Local Coastal Program that was approved by the City Council in late 2021 • Ensure discretionary plan check reviews are completed within 30 days of submittal, at least 90% of the time
• Ensure building permit plan check reviews are completed within 14 days of submittal, at least 80% of the time

Performance Measure
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of discretionary
permit plan check reviews
completed within 30 days
of submittal
87% 94% 90% ≥90%
Organizational
Excellence & Fiscal
Health
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
61% 85% 85% ≥80%
Organizational
Excellence & Fiscal
Health
May 20, 2025
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: BUILDING

Account: 0013610 Fund: General

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

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

2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 806,520$ 738,627$ 864,999$ 917,420$ Retirement Benefits 185,953 166,633 212,363 230,692 Health Insurance 135,124 114,795 144,052 139,087 Other Personnel Expenses 31,654 27,618 30,476 31,295 Personnel Services Subtotal 1,159,251 1,047,673 1,251,890 1,318,494 Operating Expenses
Professional & Contract Services 925,590 770,958 449,000 449,000 Supplies & Materials 9,364 2,818 3,414 3,414 Repair & Maintenance 21 116 250 250 Interdepartmental Charges 269,304 361,143 375,690 352,407 Other Operating Expenses 2,633 7,320 3,413 12,583 Capital Outlay - - - - Operating Expenses Subtotal 1,206,912 1,142,355 831,767 817,654 TOTAL EXPENDITURES 2,366,163$ 2,190,028$ 2,083,657$ 2,136,148$ Full Time Positions 10.00 9.00 9.00 9.00
Hourly/FTE Positions 1.50 1.00 1.00 1.50
May 20, 2025
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RECENT ACCOMPLISHMENTS
• Issued 5,691 building permits valued at over $582 million in fiscal year 2024, which is 6.3% higher than fiscal year 2023
• Conducted 16,846 building inspections in fiscal year 2024 • Expanded the Customer Self Service Portal to include more permit submission types • Implemented and expanded digital inspection program for solar photovoltaic (PV) installations to include battery storage and electric vehicle charging since more residents are increasingly pairing these improvements to capture and use electricity in different ways • Reduced the division’s carbon footprint by moving to an all-electric inspection truck • Earned five certifications from the International Code Council—an organization that develops construction and public safety codes—for the city’s building inspection team, which demonstrates clear understanding and qualification to inspect certain types of construction or buildings

GOALS
• Update the city’s building code by January 1, 2026 to comply with the 2026 California Building Code
• Continue to identify and implement process improvements that help simplify and streamline development permit intake, routing and customer service interactions • Develop a procedural manual to serve as both a training guide and operations resource guide for building and counter technicians
• Ensure building plan check review is completed within 14 days of submittal, at least 80% of the time
• Ensure building permit inspections occur within 24 hours of request, at least 80% of the time

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
78% 93% 90% ≥80%
Organizational
Excellence & Fiscal
Health
Percentage of building
inspections completed
within 24 hours of request
100% 97% 95% ≥80%
Organizational
Excellence & Fiscal
Health

May 20, 2025
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: CODE ENFORCEMENT

Account: 0013620 Fund: General

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

SERVICES
• Enforce zoning, building, general property maintenance and other municipal codes • Conduct inspections of alleged violations received from resident and business complaints • Proactively enforce violations, including graffiti, signs, active unpermitted construction • Assist individuals on how to secure required permits and obtain compliance with applicable codes
• Collaborate with partner enforcement agencies on overlapping enforcement cases • Ensure that residents are aware and follow rules on short-term vacation rentals 2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 522,440$ 652,057$ 603,862$ 649,063$ Retirement Benefits 96,841 121,030 136,087 151,446 Health Insurance 70,694 98,629 103,249 96,081 Other Personnel Expenses 20,405 22,983 22,621 21,538 Personnel Services Subtotal 710,380 894,699 865,819 918,128 Operating Expenses
Professional & Contract Services 28,894 38,586 50,500 50,500 Supplies & Materials 14,968 10,511 11,750 11,750 Repair & Maintenance 11 197 100 100 Interdepartmental Charges 137,292 211,341 235,105 247,206 Other Operating Expenses 4,109 4,730 2,750 9,850 Capital Outlay - - - - Operating Expenses Subtotal 185,274 265,365 300,205 319,406 TOTAL EXPENDITURES 895,654$ 1,160,064$ 1,166,024$ 1,237,534$ Full Time Positions 4.00 6.00 6.00 6.00
Hourly/FTE Positions 3.50 2.00 2.00 2.00
May 20, 2025
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• Conduct annual inspections for the California Department of Housing and Community Development Mobile Home Park Maintenance Program

RECENT ACCOMPLISHMENTS
• Updated the short-term vacation rental permitting process to allow online permit processing, implemented a new permit fee, and created an interactive map showing the location of all permitted short-term vacation rentals
• Brought approximately 650 expired business licenses successfully into compliance • Removed roughly 2,480 illegal signs from the public right-of-way • Improved case assignment processes to better achieve targeted key performance measures • Obtained code enforcement officer certification through the California Association of Code Enforcement Officers across all of the division’s full-time code enforcement officers and its manager, a first for the department

GOALS
• Have at least two code enforcement officers to complete the PC832 course, which includes enhanced legal understanding, improved safety protocols and emphasizes communication skills and ethical conduct to build positive community relations • Continue to develop and expand the department’s enforcement tracking system to improve operations management
• Develop a tracking system to report data on administrative activities performed within the division
• Prioritize the safety and well-being of the community: close all Category 1 cases within three business days of complaint, close all Category 2 cases within 30 business days of complaint, and close all Category 3 cases within 50 business days of complaint, 80% of the time

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percent of Category 1 cases
closed within three business
days of complaint
100% 100% 100% ≥80% Economic Vitality
Percent of Category 2 cases
closed within 30 business
days of complaint
84% 97% 90% ≥80% Economic Vitality
Percent of Category 3 cases
closed within 50 business
days of complaint
91% 96% 90% ≥80% Economic Vitality

May 20, 2025
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUMMARY

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

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,351,613$ 1,477,441$ 1,693,014$ 1,834,535$ Retirement Benefits 338,493 343,576 406,246 469,284 Health Insurance 181,473 208,671 250,231 276,878 Other Personnel Expenses 50,502 52,113 55,219 61,769 Personnel Services Subtotal 1,922,081 2,081,801 2,404,710 2,642,466 Operating Expenses
Professional & Contract Services 1,832,504 1,505,703 1,656,901 1,734,369 Supplies & Materials 244,148 277,924 298,958 300,458 Repair & Maintenance 26 27 200 200 Interdepartmental Charges 507,696 453,034 491,771 493,959 Other Operating Expenses 12,727,117 15,667,266 13,563,847 16,687,992 Capital Outlay 363,864 177,636 8,070 8,070 Operating Expenses Subtotal 15,675,355 18,081,590 16,019,747 19,225,048 TOTAL EXPENDITURES 17,597,436$ 20,163,391$ 18,424,457$ 21,867,514$ General Fund 2,899,053$ 2,541,642$ 3,232,287$ 3, 323,386$ Special Revenue Fund 14,626,910$ 17,612,916$ 15,182,170$ 18,544,128$ Trust Fund 71,473$ 8,833$ 10,000$ -$ TOTAL FUNDING 17,597,436$ 20,163,391$ 18,424,457$ 21,867,514$ Full Time Positions 16.00 16.00 16.00 16.00
Hourly/FTE Positions 1.81 1.53 1.53 1.60
May 20, 2025
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOUSING SERVICES

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

ABOUT
The Housing Services Division provides various programs, activities and services that assist in the effort to sustain an extraordinary Carlsbad community, including disbursing community grants, delivering community education programs, funding the Carlsbad Hiring Center, and supporting the Carlsbad Housing Commission and Agricultural Conversion Mitigation Fee Citizens Advisory Committee.

SERVICES
• Provide grants in accordance with City Council policies to community organizations, teams and special events that benefit and enrich residents in the community • Fund projects that improve agricultural lands and protect Carlsbad’s natural resources through the Agricultural Conversion Mitigation Fee program

2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 476,412$ 557,648$ 709,088$ 706,082$ Retirement Benefits 124,248 117,862 163,833 186,286 Health Insurance 55,228 84,639 101,408 144,957 Other Personnel Expenses 17,333 17,639 22,347 23,690 Personnel Services Subtotal 673,221 777,788 996,676 1,061,015 Operating Expenses
Professional & Contract Services 291,178 254,066 271,000 271,000 Supplies & Materials 13,417 14,200 12,400 12,400 Repair & Maintenance - - - - Interdepartmental Charges 167,004 93,521 169,690 153,698 Other Operating Expenses 75,696 240,444 52,950 22,950 Capital Outlay - - - - Operating Expenses Subtotal 547,295 602,231 506,040 460,048 TOTAL EXPENDITURES 1,220,516$ 1,380,019$ 1,502,716$ 1,521,063$ General Fund 1,182,296$ 1,159,695$ 1,472,716$ 1,521,063$ Special Revenue 38,220 220,324 30,000 - TOTAL FUNDING 1,220,516$ 1,380,019$ 1, 502,716$ 1,521,063$ Full Time Positions 5.17 4.17 5.90 5.90
Hour
ly/FTE Positions 0.83 0.75 0.75 0.50
May 20, 2025
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• Offer community education programs for high school students and the CityStuff program for third graders—a collaboration between the City of Carlsbad, Junior Achievement and local elementary schools to introduce young students to the role and functions of local government
• Provide low income and homeless services support through the Carlsbad Service Center • Administer the Minor Home Repair Program for, which provides forgivable home repair loans to low-income households who own and occupy their home as their primary residence • Support the Housing Commission and Agricultural Conversion Mitigation Fee Citizens Advisory Committee
• Collaborate with Community Development Department on housing development review, affordability compliance, Housing Element programs and regulatory compliance with state housing laws
• Oversee the Affordable Housing Resale Program and compliance of existing affordable housing portfolio

RECENT ACCOMPLISHMENTS
• Conducted the Carlsbad Student Leader Academy with 34 high school student participants • Partnered with 15 local elementary schools to host 45 CityStuff field trips, engaging 1,067 third grade students—nearly twice the number of children and classrooms compared to last year
• Administered the Affordable Housing Resale Program, including the acquisition of four units and the resale of nine units, sold qualified low-income buyers between July 2024 and June 2025
• Facilitated affordable housing projects including 116 new affordable dwelling units in fiscal year 2025
• Collaborated with the Communication & Engagement Department to update Housing & Homeless Services webpages

GOALS
• Distribute Agricultural Conversion Mitigation Fee funding grants to projects that improve agricultural lands and protect Carlsbad’s natural resources • Continue to coordinate with Community Development Department on housing development review, affordability compliance, Housing Element programs and regulatory compliance with state housing laws
• Initiate the data collection process to support the development of a local preference policy aimed at reducing the displacement of low-income households; this policy would prioritize Carlsbad residents for first access to affordable housing opportunities

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Community Grants
dispersed 5,000 $12,666 $10,000 N/A Community
Character
Number of 3rd grade
students educated on
civic leadership
789 1,104 1,135 N/A Community
Character

May 20, 2025
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOMELESS SERVICES

Account: 0012540
1362610
Fund: General
Special Revenue - PLHA

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

SERVICES
• Manage and implement the city’s Homelessness Action Plan • Provide resources for persons at-risk of or experiencing homelessness • Oversee contracts for homeless outreach, employment & benefits services, rapid rehousing, permanent supportive housing, social workers and encampment abatement services 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 380,346$ 409,804$ 457,937$ 574,753$ Retirement Benefits 105,547 99,450 119,242 146,942 Health Insurance 58,921 60,636 74,889 73,362 Other Personnel Expenses 13,659 13,146 14,728 18,587 Personnel Services Subtotal 558,473 583,036 666,796 813,644 Operating Expenses
Professional & Contract Services 1,077,390 832,353 881,825 899,325 Supplies & Materials 14,968 9,227 16,000 17,500 Repair & Maintenance - - - - Interdepartmental Charges 62,412 46,449 71,700 78,118 Other Operating Expenses 3,514 1,517,708 123,250 454,547 Capital Outlay - - - - Operating Expenses Subtotal 1,158,284 2,405,737 1,092,775 1,449,490 TOTAL EXPENDITURES 1,716,757$ 2,988,773$ 1,759,571$ 2,263,134$ General Fund 1,716,757$ 1,381,947$ 1,759,571$ 1,802,323$ Special Revenue - 1,606,826 - 460,811 TOTAL FUNDING 1,716,757$ 2,988,773$ 1,759,571$ 2,263,134$ Full Time Positions 4.00 4.10 4.00 4.20
Hourly/FTE Positions 0.00 0.00 0.00 0.50
May 20, 2025
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• Collaborate with the Police Department’s Homeless Outreach Team, neighboring jurisdictions and county resources on homelessness issues • Administer Permanent Local Housing Allocation grant funds to subrecipients and monitor for ongoing compliance
• Oversee the limited-term motel voucher program, which assists individuals and families facing temporary homelessness by providing short-term stays in local motels

RECENT ACCOMPLISHMENTS
• Updated the Homelessness Action Plan and Annual Funding Plan • Implemented a $11.4 million grant from the State of California to help transition people in encampments along the SR-78 corridor into shelter and housing in partnership with the City of Oceanside
• Secured $3 million in State grant funding to help transition people living in vehicles into shelter and housing
• Received $464,693 in federal funding to pair supportive services with Housing Choice Vouchers
• Secured $552,295 in additional federal funding for the rapid re-housing program • Assisted 51 households with the short-term motel voucher program • Conducted annual #WeAllCount (Point in Time Count) in conjunction with the Regional Task Force on Homelessness to collect data on the needs of people experiencing homelessness

GOALS
• Expand shelter capacity of the La Posada de Guadalupe shelter • Implement a State funded pilot program addressing vehicular homelessness • Create a public facing dashboard of data on homelessness programs and statistics

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Unduplicated homeless
persons served 601 600 600 N/A Quality of
Life & Safety
Shelter placements 65 75 75 N/A Quality of
Life & Safety
Persons housed 89 95 95 N/A Quality of
Life & Safety
Encampments cleared 40 30 30 N/A Quality of
Life & Safety

May 20, 2025
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: AFFORDABLE HOUSING PROGRAMS

Account: 133, 134
806
Fund: Special Revenue – Affordable Housing Trust
Special Revenue – Tyler Court Apartments

ABOUT
The Affordable Housing Trust Fund program is the city’s primary source of affordable housing funding for low-income households. The Affordable Housing Trust Fund collects fees generated from the Inclusionary Housing In-Lieu Fee and the sale of affordable housing credits that satisfy a developer’s inclusionary housing obligation as well as loan repayments from existing developments. With these funds, the city provides affordable housing programs, low income and homeless services support and offers financial assistance for residential developments that provide housing opportunities to low- income households. The city also owns Tyler Court Senior Apartments, a 75-unit senior apartment complex. This complex provides for 100% affordable housing to senior households with incomes at 30% and 50% of the San Diego County Area median incomes. The city has an agreement with a third party to manage the day-to-day operations of the apartment complex.

SERVICES
• Administer the Housing Trust Fund in accordance with City Council Policy 90 • Provide affordable housing funding for low-income households • Inform developers, staff and the public on the Inclusionary Housing Ordinance by providing information on the requirements of the ordinance
• Negotiate and prepare affordable housing agreements and density bonus agreements 2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 49,011$ 87,524$ 95, 391$ 111,025$ Retirement Benefits 11,673 21,563 23,888 26,408 Health Insurance 11,523 15,553 17,352 18,686 Other Personnel Expenses 2,222 3,354 3,287 3,640 Personnel Services Subtotal 74,429 127,994 139,918 159,759 Operating Expenses
Professional & Contract Services 335,550 343,248 399,086 464,086 Supplies & Materials 210,111 246,726 261,493 261,493 Repair & Maintenance - - - - Interdepartmental Charges 63,990 58,423 25,032 23,136 Other Operating Expenses 387,325 832,481 450,628 325,628 Capital Outlay 363,864 177,636 8,070 8,070 Operating Expenses Subtotal 1,360,840 1,658,514 1,144,309 1,082,413 TOTAL EXPENDITURES 1,435,269$ 1,786,508$ 1,284,227$ 1,242,172$ Full Time Positions 0.80 1.20 1.10 0.90
Hourly/FTE Positions 0.06 0.06 0.06 0.10
May 20, 2025
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• Assist with the development of low-income affordable housing developments from concept to construction
• Oversee operations of city-owned Tyler Court Senior Apartments

RECENT ACCOMPLISHMENTS
• Re-sold six units to qualified low-income buyers in fiscal year 2025, with an additional three sales pending closing
• Renewed contract with property management company for Tyler Court Senior Apartments complex

GOALS
• Identify new owner to acquire and improve Chestnut Apartments affordable housing complex
• Create fee schedules for monitoring units and processing fees for inclusionary and density bonus agreements, Housing Trust Fund applications and loans • Create a policy handbook for residential developers with inclusionary housing or density bonus requirements to produce affordable housing to lower-income households May 20, 2025
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: FEDERALLY FUNDED

COMMUNITY ASSISTANCE PROGRAMS

Account: 190
391
Fund: Special Revenue – Housing Choice Voucher Program
Special Revenue – Community Development Block Grant

ABOUT
The city receives federal grants that benefit the community and low-income households. Housing Services administers the federally funded Housing Choice Voucher rental assistance program, which provides monthly rental subsidies to very low-income households and the Community Development Block Grant program, which helps to develop viable urban communities through the provision of decent housing, a suitable living environment and expanded economic opportunities for lower- income persons.

SERVICES
• Provide monthly rental subsidies to very low-income households and process new participants for the federally funded Housing Choice Voucher rental assistance program • Ensure the Housing Choice Voucher program complies with federal regulations and guidelines, the Carlsbad Administrative Plan and the Public Housing Agency Plan • Achieve and maintain a lease rate that fully utilizes Housing Choice Voucher program funding allocation
• Administer funds from the Community Development Block Grant program and monitor sub- recipient grants for compliance
2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 445,844$ 422,465$ 430, 598$ 442,675$ Retirement Benefits 97,025 104,701 99,283 109,648 Health Insurance 55,801 47,843 56,582 39,873 Other Personnel Expenses 17,288 17,974 14,857 15,852 Personnel Services Subtotal 615,958 592,983 601,320 608,048 Operating Expenses
Professional & Contract Services 128,188 76,036 94,990 99,958 Supplies & Materials 5,652 7,771 9,065 9,065 Repair & Maintenance 26 27 200 200 Interdepartmental Charges 206,622 254,641 225,349 239,007 Other Operating Expenses 12,196,975 13,067,800 12,937,019 15,884,867 Capital Outlay - - - - Operating Expenses Subtotal 12,537,463 13,406,275 13,266,623 16,233,097 TOTAL EXPENDITURES 13,153,421$ 13,999,258$ 13,867,943$ 16,841,145$ Full Time Positions 6.03 6.53 5.00 5.00
Hourly/FTE Positions 0.93 0.73 0.73 0.50
May 20, 2025
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• Provide staff support to the Housing Commission and the City Council in the selection process for activities to be included in the Community Development Block Grant program • Prepare the Consolidated Annual Performance and Evaluation Report for public review and comment and final submission to the U.S. Dept. of Housing and Urban Development, or HUD • Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute counseling and education

RECENT ACCOMPLISHMENTS
• Administered monthly rental assistance to 635 very low and extremely low-income households, an increase of 6.5% from the previous year
• Received high performance agency rating through the Section 8 Management Assessment Program, which assesses if the Section 8 rental assistance program offers affordable rental units at the correct subsidy costs and establishes a system for HUD to measure a Housing Agency’s performance
• Funded five public service organizations and one fair housing provider, resulting in supportive services being provided to approximately 890 Carlsbad residents in low-income and special needs populations and assistance in the prevention of homelessness and reduction of the homeless population
• Created the fiscal year 2024-25 Annual Action Plan for the Community Development Block Grant program to allocate $1,098,728
• Submitted a five-year consolidated plan and Annual Action Plan to HUD

GOALS
• Seek additional funding to serve more clients as opportunities arise • Update the calendar year 2026 Public Housing Agency Annual Plan • Reach high performance status for the Section 8 Management Assessment Program in calendar year 2025

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Households receiving
Rental Assistance 636 620 620 N/A Quality of
Life & Safety
Dollar value of CDBG
funds awarded to
community organizations
$545,490 $579,728 $550,741 N/A Quality of
Life & Safety

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2025-26 budget includes a $1.4 million increase in the federally funded rental assistance program, consistent with need and anticipated revenue.

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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY

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

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

SERVICES
• Maintain records of the redevelopment agency per retention policy • Ensure payment of all debt obligations as approved by the oversight board

RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2024-25 for approval by the countywide oversight board

GOALS
• Maintain obligations of the former redevelopment agency 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages -$ -$ -$ -$ Retirement Benefits - - - - Health Insurance - - - - Other Personnel Expenses - - - - Personnel Services Subtotal - - - - Operating Expenses
Professional & Contract Services 198 - 10,000 - Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges 7,668 - - - Other Operating Expenses 63,607 8,833 - - Capital Outlay - - - - Operating Expenses Subtotal 71,473 8,833 10,000 - TOTAL EXPENDITURES 71,473$ 8,833$ 10,000$ -$ Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SUMMARY

Beginning in 2024-25, the department reorganized its library services to a location-based model. Summary level figures in the following budget tables reflect this new structure.

LIBRARY & CULTURAL ARTS
• Administration, Digital Initiatives & Special Projects • Public Services (includes three locations at Dove Library, Cole Library and Library Learning Center)
o Circulation Services
o Adult & Teen Services
o Children’s Services
o Exploration HUB
o Genealogy & Carlsbad History Services
o Literacy & Bilingual Services
• Specialty Services
o Collections & Technical Services
o Strategic Partnerships & Outreach
• Cultural Arts

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 5,908,344$ 6,016,089$ 6,638,060$ 7,106,570$ Retirement Benefits 1,076,700 1,028,126 1,225,552 1,334,249 Health Insurance 556,270 565,796 751,797 736,819 Other Personnel Expenses 205,113 211,777 256,649 247,568 Personnel Services Subtotal 7,746,427 7,821,788 8,872,058 9,425,206 Operating Expenses
Professional & Contract Services 672,025 548,321 705,744 943,337 Supplies & Materials 1,266,481 1,339,367 1,272,759 1,268,439 Repair & Maintenance (9,128) 20,673 8,800 8,800 Interdepartmental Charges 3,357,538 3,136,377 3,779,323 4,061,985 Other Operating Expenses 558,950 609,526 473,063 716,446 Capital Outlay - - - - Operating Expenses Subtotal 5,845,866 5,654,264 6,239,689 6,999,007 TOTAL EXPENDITURES 13,592,293$ 13,476,052$ 15,111,747$ 16,424,213$ General Fund 13,290,637$ 13,139,996$ 14,522,844$ 15,685,083$ Special Revenue Fund 301,656$ 336,056$ 588,903$ 739,130$ TOTAL FUNDING 13,592,293$ 13,476,052$ 15,111,747$ 16,424,213$ Full Time Positions 51.00 53.00 51.00 51.00
Hourly/FTE Positions 61.95 53.42 53.77 55.85
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADMINISTRATION, DIGITAL

INITIATIVES & SPECIAL PROJECTS

Account: 0014010 Fund: General
1454010 Special Revenue – Gifts & Bequests
1454011 Special Revenue – Friends of the Library

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

SERVICES
• Conduct strategic planning, set programs and services and monitor and respond to industry trends and best practices
• Utilize data to develop meaningful performance metrics that show impact in the community and adjust services based on community needs
2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 1,071,715$ 1,250,594$ 1, 130,880$ 1,314,524$ Retirement Benefits 269,721 249,906 267,270 326,834 Health Insurance 113,292 121,788 118,118 147,769 Other Personnel Expenses 35,228 36,818 39,902 48,587 Personnel Services Subtotal 1,489,956 1,659,106 1,556,170 1,837,714 Operating Expenses
Professional & Contract Services 68,686 46,707 16,500 63,500 Supplies & Materials 156,353 194,895 267,033 266,310 Repair & Maintenance 131 20,713 4,455 4,455 Interdepartmental Charges 1,007,029 806,542 567,579 828,732 Other Operating Expenses 552,827 602,124 473,063 716,446 Capital Outlay - - - - Operating Expenses Subtotal 1,785,026 1,670,981 1,328,630 1,879,443 TOTAL EXPENDITURES 3,274,982$ 3,330,087$ 2,884,800$ 3,717,157$ General Fund 3,160,996 3,220,571 2,683,400 3,468,157 Special Revenue Fund 113,986 109,516 201,400 249,000 TOTAL FUNDING 3,274,982$ 3,330,087$ 2, 884,800$ 3,717,157$ Full Time Positions 10.00 10.00 9.00 10.00
Hour
ly/FTE Positions 3.37 2.92 2.92 2.48
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• Manage personnel and volunteer recruitment activities, develop and maintain policies and procedures and provide centralized training services for all staff and volunteers • Develop, administer and monitor budgets, contracts, grants, purchasing and accounting processes
• Plan and develop special projects and technology solutions to effectively deliver services • Work with the Library Board of Trustees and the Arts Commission to ensure the department is responsive to community needs as represented by trustees and commissioners • Partner with support organizations including the Carlsbad Library & Arts Foundation, the Friends of the Carlsbad Library and Carlsbad Friends of the Arts to ensure endowments, donations and fundraising on behalf of the organization are used appropriately

RECENT ACCOMPLISHMENTS
• Completed implementation of a new library personnel structure that addresses staff feedback, changing community needs and best practices
• Developed and launched a set of guiding principles to help provide service direction for staff and leadership

• Completed replacement of printers and copiers for patron use • Expanded centralized data collection to support making data informed decisions • Achieved a full complement of staffing for the first time in over a decade

GOALS
• Integrate new guiding principles into Library & Cultural Arts workflows and services • Complete a $600,000 RFID hardware and software upgrade in partnership with the Information Technology Department
• Pilot a new people-counting and space usage measuring system at one library location to evaluate internal space use, in partnership with the Parks & Recreation and IT departments • Design an expansion plan for the Homebound Services book delivery program, utilizing a generous community donation
• Formalize relationships with Friends of the Library and Carlsbad Library & Arts Foundation via Memorandums of Understanding

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of contracts
executed 122 98 104 N/A
Organizational
Excellence &
Fiscal Health
Patron computer
sessions: mobile and in-
house
180,575 189,603 189,603 N/A Community
Character
Library visits 491,419 515,990 541,789 5% annual
increase
Community
Character

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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: PUBLIC SERVICES

Account: 001402X Fund: General – Dove
001403X General – Cole
001405X General – Learning Center & Grants
1454016 Special Revenue – Sutton

ABOUT
Public Services include all the library disciplines that program for and serve library patrons, including circulation, adult and teen, children’s and bilingual services. At Dove Library, this also includes the Exploration HUB. At Cole Library, this includes Genealogy and Carlsbad History. At the Library Learning Center, it includes adult and family literacy.

SERVICES
• Assist community members of all ages with information and literacy needs, provide instruction on resource use, perform research for the public, local business and government, provide educational, literacy, informational, cultural and recreational programs and advise readers to find books of interest
• Manage patron accounts and issuance of library cards, circulate and inventory print, electronic and audiovisual materials, answer collection-related questions, track reserved and overdue items and sort, organize and shelve all library materials

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 3,334,084$ 3,290,145$ 3,721,378$ 3,905,949$ Retirement Benefits 522,021 509,667 595,696 631,628 Health Insurance 280,775 272,425 341,755 306,770 Other Personnel Expenses 121,125 125,002 148,783 130,076 Personnel Services Subtotal 4,258,005 4,197,239 4,807,612 4,974,423 Operating Expenses
Professional & Contract Services 5,074 3,314 3,575 5,575 Supplies & Materials 47,944 118,712 20,475 39,475 Repair & Maintenance 1,279 1,386 1,345 1,345 Interdepartmental Charges 1,975,583 1,912,705 2,666,131 2,557,585 Other Operating Expenses 3,367 5,449 - - Capital Outlay - - - - Operating Expenses Subtotal 2,033,247 2,041,566 2,691,526 2,603,980 TOTAL EXPENDITURES 6,291,252$ 6,238,805$ 7,499,138$ 7,578,403$ General Fund 6,291,252 6,238,805 7,487,138 7,545,403 Special Revenue Fund - - 12,000 33,000 TOTAL FUNDING 6,291,252$ 6,238,805$ 7,499,138$ 7,578,403$ Full Time Positions 27.00 28.00 26.00 26.00
Hourly/FTE Positions 46.78 41.08 40.97 41.41
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• Provide reference and instructional assistance to community members researching their ancestry, preserve and make available Carlsbad history materials for public research, and work closely with the North San Diego County Genealogical Society to provide educational genealogy resources and programs
• Deliver adult and family literacy services through one-on-one tutoring, reading instruction, English as a second language classes, Career Online High School and programs for adult learners supported by community volunteers and partners and a California State Library grant

RECENT ACCOMPLISHMENTS
• Met increased demand for services to families with children by restoring volunteer- supported after-school homework assistance at the Learning Center and by increasing story times and weekend children’s programming
• Applied for and obtained a California Revealed grant from the State of California to digitize microfilm of the “Carlsbad Sea Lion,” the first weekly Carlsbad hometown newspaper • Added a collection of low literacy, high interest books to meet adult learner needs at the Carlsbad City Library on Dove Lane and expanded the existing collection at the Carlsbad Library Learning Center
• Held the first Volunteer Expo to match partnership organizations with community members seeking volunteer opportunities in Carlsbad

GOALS
• Expand oral history holdings to include video interviews of community members reflecting on their memories of Carlsbad
• Enhance library patrons’ digital literacy by bringing back staff-led training on computer basics
• Comply with California Senate Bill 321 Local Public Library Partnership Program which ensures that all pupils have access to local public libraries by 3rd grade • Collaborate to strengthen school outreach and partnerships by providing library tours, distributing library cards to students and offering class visits and book talks • Improve customer service in the Exploration HUB by adding additional 3D printers to the space

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Library program
participation
* Schulman Auditorium
closed July ‘24 - March ‘25
49,143 35,000* 51,600 N/A Community
Character
New library accounts 14,000 15,400 16,940
10%
increase
annually
Community
Character

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The department’s budget includes an additional $90,000 in ongoing funding to re-open Sunday hours at Dove and Cole libraries.

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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SPECIALTY SERVICES

Account: 0014040 Fund: General – Collections & Technical Services 0014041 General – Strategic Partnerships & Outreach
1454014 Special Revenue – Benson
1454015 Special Revenue – Falkenstein

ABOUT
Specialty Services include all systemwide work that supports the programs and services of public facing divisions.

SERVICES
• Coordinate the selection of physical and electronic materials and manage collection development and maintenance for all library facilities
• Catalog and prepare library materials for public use, evaluate new content formats, devise new cataloging and processing procedures and evaluate usage patterns for materials • Develop partnerships and outreach opportunities to promote community connections and improve services systemwide

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 598,498$ 666,855$ 931,761$ 825,191$ Retirement Benefits 128,724 130,459 212,516 196,122 Health Insurance 77,338 97,413 161,920 133,118 Other Personnel Expenses 19,133 21,215 35,171 33,287 Personnel Services Subtotal 823,693 915,942 1,341,368 1,187,718 Operating Expenses
Professional & Contract Services 32,477 2,743 13,025 95,200 Supplies & Materials 1,005,016 971,284 942,420 907,723 Repair & Maintenance (10,538) (1,426) - - Interdepartmental Charges 174,732 194,436 223,645 284,814 Other Operating Expenses 60 - - - Capital Outlay - - - - Operating Expenses Subtotal 1,201,747 1,167,037 1,179,090 1,287,737 TOTAL EXPENDITURES 2,025,440$ 2,082,979$ 2,520,458$ 2,475,455$ General Fund 1,928,435 2,011,316 2,349,502 2,264,290 Special Revenue Fund 97,005 71,663 170,956 211,165 TOTAL FUNDING 2,025,440$ 2,082,979$ 2,520,458$ 2,475,455$ Full Time Positions 7.00 7.00 9.00 8.00
Hourly/FTE Positions 3.29 3.08 3.19 2.79
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RECENT ACCOMPLISHMENTS
• Implemented the LINK+ interlibrary loan system that allows library users to borrow books from libraries throughout California
• Increased the number of “Library of Things” items offered to patrons by adding induction cooktops, telescope kits and Adventure Backpacks, provided at no cost to the department through partnerships with local and state resources

• Established a productive partnership with LiveWell San Diego, to bring free health and wellness programs to library locations

GOALS
• Improve organization of children’s materials to align with best practices and increase accessibility

• Redirect collection budget allocations away from formats that are losing relevancy and toward the most popular collection formats

• Comply with California Assembly Bill 1825 - California Freedom to Read Act, which requires every library to have a publicly accessible collection development policy. Work with the California State Library to review the established Collection Development Policy, ensure compliance and update as needed

• Identify new partnerships with local agencies and organizations that support and supplement library programs and services

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of digital items
added to the collection 8,070 7,600 8,000
5%
increase
annually
Community
Character
Number of physical items
added to the collection 24,575 20,000 20,000 N/A Community Character
Number of items checked
out (physical and digital) 1,321,332 1,328,799 1,336,241 10%
increase
annually
Community
Character

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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CULTURAL ARTS

Account: 001406X Fund: General
1454013 Special Revenue – Gartner Fund
148 Special Revenue – Special Events
175 Special Revenue –Schulman Endowment

ABOUT
Cultural Arts plans, promotes and carries out visual and performing arts programs, arts education activities, temporary and permanent public art and other offerings to make connections among artists, cultural organizations, community groups, businesses and the community. Guided by the Arts & Culture Master Plan, Cultural Arts sustains and promotes a thriving, diverse and creative city.

SERVICES
• Present visual arts exhibitions and performing arts at the Ruby G. Schulman Auditorium, the William D. Cannon Art Gallery and throughout the city
• Create, document and maintain the city’s permanent and temporary public art collection • Administer the Community Arts Grant program with support from the Arts Commission and participation of community arts stakeholders
• Offer educational programs for over 10,000 participants of all ages and abilities, including standards-based curriculum for first through fourth grades and open studios public events 2022-23
Actual
2023-24
Actual
2024-25
Budg et
2025-26
Budget
Personnel Services
Salaries & Wages 904,047$ 808,495$ 854,041$ 1, 060,906$ Retirement Benefits 156,234 138,094 150,070 179,665 Health Insurance 84,865 74,170 130,004 149,162 Other Personnel Expenses 29,627 28,742 32,793 35,618 Personnel Services Subtotal 1,174,773 1,049,501 1,166,908 1,425,351 Operating Expenses
Professional & Contract Services 565,788 495,557 672,644 779,062 Supplies & Materials 57,168 54,476 42,831 54,931 Repair & Maintenance - - 3,000 3,000 Interdepartmental Charges 200,194 222,694 321,968 390,854 Other Operating Expenses 2,696 1,953 - - Capital Outlay - - - - Operating Expenses Subtotal 825,846 774,680 1,040,443 1,227,847 TOTAL EXPENDITURES 2,000,619$ 1,824,181$ 2,207,351$ 2,653,198$ General Fund 1,909,954 1,669,304 2,002,804 2,407,233 Special Revenue Fund 90,665 154,877 204,547 245,965 TOTAL FUNDING 2,000,619$ 1,824,181$ 2,207, 351$ 2,653,198$ Full Time Positions 7.00 8.00 7.00 7.00
Hourl
y/FTE Positions 8.52 6.35 6.70 9.17
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• Present year-round performing arts series, including TGIF Concerts in the Parks and the Cinema Club film series
• Maintain partnerships with the Carlsbad Library & Arts Foundation and the Carlsbad Friends of the Arts

RECENT ACCOMPLISHMENTS
• Implemented new security measures at nine TGIF concerts, in partnership with Carlsbad Police, Fire and Parks & Recreation departments and Carlsbad Friends of the Arts and launched a corporate sponsorship program that secured two title sponsors • Completed significant technology, lighting and audiovisual system upgrades in the Ruby G.

Schulman Auditorium
• Hosted six performances in the Ann Kulchin Courtyard while the Schulman Auditorium was closed for construction, averaging 150 attendees per event • Presented two exhibitions in the Cannon Art Gallery: Fiber in 3D and Silent Storytellers • Awarded $117,128 in community arts grants to 27 arts organizations and schools • Selected artist teams for public art at Veterans Memorial Park and Barrio Traffic Circle

GOALS
• Reevaluate the remaining initiatives in the Arts & Culture Master Plan with support from the Arts Commission subcommittee and seek City Council guidance on next steps

• Complete community engagement and bring forward design plans to City Council for public art at Chestnut I-5 Underpass, Veterans Memorial Park and Barrio Traffic Circle projects

• Initiate public art process for Monroe Street Pool and Robertson Ranch Park in accordance with the Art in Public Places program
• Develop an updated Guest Artist Residency program, creating quality interactions between artists and the community, as identified in the Arts & Culture Master Plan Priority Actions • Explore new opportunities for temporary public art, including trail art to enhance the outdoor experience, and continued partnership with the Carlsbad Village Association to pair local artists with businesses
• Plan for a juried biennial exhibition in the Cannon Art Gallery to feature world class, nationally and regionally recognized artists

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related
Strategic Plan
Goal
Community Arts Grants
applicants 30 35 35 N/A Community
Character
TGIF Concerts in the
Parks attendance 33,670 22,276 27,000
Remain within
defined safety
capacity
Community
Character

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
An additional 2.07 hourly full-time equivalent part-time employee hours, equal to 4,140 hours, will provide additional staffing for the newly renovated Schulman Auditorium in order to maximize its use and offerings.

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COMMUNITY SERVICES |
PARKS & RECREATION: SUMMARY

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

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 6,967,763$ 7,188,603$ 7,910,196$ 8,094,119$ Retirement Benefits 1,187,646 1,220,371 1,416,861 1,538,529 Health Insurance 648,498 718,403 829,038 934,627 Other Personnel Expenses 421,320 381,983 460,018 431,983 Personnel Services Subtotal 9,225,227 9,509,360 10,616,113 10,999,258 Operating Expenses
Professional & Contract Services 8,620,435 8,529,309 8,715,455 9,416,330 Supplies & Materials 1,224,719 1,000,984 1,020,884 1,075,287 Repair & Maintenance 7,710 478 1,934 1,609 Interdepartmental Charges 2,002,048 2,430,044 2,938,664 2,954,156 Other Operating Expenses 10,714,479 11,181,455 11,927,211 12,080,956 Capital Outlay 598,033 955,033 850,000 788,000 Operating Expenses Subtotal 23,167,424 24,097,303 25,454,148 26,316,338 TOTAL EXPENDITURES 32,392,651$ 33,606,663$ 36,070,261$ 37,315,596$ General Fund 20,813,176$ 21,252,800$ 22,759,082$ 24, 190,711$ Enterprise Fund 9,162,350$ 10,187,428$ 10,762,000$ 10,589,000$ Special Revenue Fund 2,417,125$ 2,166,435$ 2,549,179$ 2,535,885$ TOTAL FUNDING 32,392,651$ 33,606,663$ 36,070,261$ 37,315,596$ Full Time Positions 59.00 59.00 58.00 58.00
Hourly/FTE Positions 71.56 70.32 70.21 69.72
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COMMUNITY SERVICES |
PARKS & RECREATION: ADMINISTRATION

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

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

SERVICES
• Evaluate and monitor business processes to improve operations, efficiency and performance • Develop and monitor department’s operating budget and annual CIP budget • Process and issue citywide special event permits
• Manage city-owned or controlled natural open space and trails system and review opportunities for land acquisition, easement planning, and trails design/construction • Oversee operating agreement for The Crossings at Carlsbad Municipal Golf Course • Perform parks planning, design, administration and construction monitoring services • Plan and monitor recreation programs in accordance with the Parks & Recreation Department Master Plan and in consideration of participant surveys and community input 2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,234,681$ 1,333,389$ 1,467,275$ 1,582,454$ Retirement Benefits 277,355 285,881 353,272 395,844 Health Insurance 99,962 127,023 160,913 197,952 Other Personnel Expenses 46,134 47,992 63,778 88,492 Personnel Services Subtotal 1,658,132 1,794,285 2,045,238 2,264,742 Operating Expenses
Professional & Contract Services 207,418 276,314 208,175 195,100 Supplies & Materials 31,081 33,554 58,340 48,840 Repair & Maintenance 6,863 22 200 200 Interdepartmental Charges 397,956 301,534 402,024 437,396 Other Operating Expenses 80,379 98,017 116,669 119,169 Capital Outlay - - - - Operating Expenses Subtotal 723,697 709,441 785,408 800,705 TOTAL EXPENDITURES 2,381,829$ 2,503,726$ 2,830,646$ 3,065,447$ General Fund 2,322,636$ 2,449,921$ 2,749,446$ 2,984,247$ Special Revenue Fund 59,193 53,805 81,200 81,200 Total Funding 2,381,829$ 2,503,726$ 2,830,646$ 3,065,447$ Full Time Positions 10.30 10.45 11.45 11.80
Hourly/FTE Positions 0.49 0.98 0.98 1.47
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• Administer opportunity grants for low-income residents • Provide support to and liaise with Parks & Recreation and Senior commissions • Implement strategic action items in the Parks & Recreation Department Master Plan

RECENT ACCOMPLISHMENTS
• Checked plans and specifications of new private development projects that include trail construction, street trees and rights of way improvements • Assisted in obtaining City Council approval of the plans and specifications to bid and award the construction contract for the Monroe Street Pool Renovation/Replacement project • Achieved City Council approval of the plans and specifications to bid and award construction contracts for the Alga Norte Aquatic Center Restrooms and Replastering Project • Obtained City Council approval for an agreement for design services and pre-engineered building material kits for the Veterans Memorial Park project • Received City Council approval for an agreement with SDG&E to provide, install and maintain electric vehicle charging station infrastructure for the Veterans Memorial Park project • Obtained City Council approval for a new senior center meals preparation and delivery services agreement for congregate and home meal delivered meals • Expanded the Senior/Opportunity Grant program to allow residents to apply year-round • Coordinated City Council approval of a citywide code of conduct ordinance that applies to users of several city facilities, including the aquatic centers, community centers, and Senior Center
• Conducted an athletic field and park rental area fee study, analyzing rates, usage data, and maintenance cost recovery
• Implemented an increase in athletic field lighting fees, so as to be more comparable to surrounding regional cities
• Finished redesign of the online recreation classes catalog • Gained City Council approval of the recommended master plan for Robertson Ranch Park and conducted permitting and entitlement phases of the project • Completed construction contract for the Stagecoach Community Garden and monitored the project through completion

GOALS
• Implement applicable parks, maintenance, and programs, events and facilities strategies identified in the Parks & Recreation Department Master Plan • Pursue CAPRA accreditation to ensure re-accreditation within the next year, as it’s the sole national standard for evaluating park and recreation agencies, signifying high-quality operation, management, and community service
• Complete permitting and construction document preparation phases of the project, and obtain City Council approval of plans and specifications to bid and award a construction contract for four new outdoor pickleball courts at Calavera Hills Community Park and four new outdoor pickleball courts at Stagecoach Community Park • Complete the permitting and entitlement phase, obtain City Council approval on the final master plan, and commence the construction documentation for Robertson Ranch Park • Obtain City Council approval to award a construction contract for Veterans Memorial Park and continue providing administrative support in overseeing the project • Support three commissions in accomplishing the goals and tasks within each commission’s annual work plan
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COMMUNITY SERVICES |
PARKS & RECREATION: RECREATION

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

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

SERVICES
• Provide information, enrollment and registration services for parks, programs and facilities • Collect and account for revenue to ensure efficient and cost-effective programming • Plan, conduct, and supervise recreation operations and programs at community centers, parks and other city facilities
• Process applications and issue park, facility and special event permits • Coordinate and oversee fair and efficient use of athletic facilities for resident nonprofit sports organizations
2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 3,840,793$ 3,946,152$ 4, 299,456$ 4,388,584$ Retirement Benefits 468,194 492,351 558,416 615,581 Health Insurance 267,834 289,256 318,197 406,758 Other Personnel Expenses 273,257 240,138 281,878 195,980 Personnel Services Subtotal 4,850,078 4,967,897 5,457,947 5,606,903 Operating Expenses
Professional & Contract Services 1,130,165 1,239,826 1,254,185 1,323,825 Supplies & Materials 652,689 662,596 606,200 727,913 Repair & Maintenance 842 297 1,354 1,029 Interdepartmental Charges 1,086,366 1,402,959 1,750,750 1,530,505 Other Operating Expenses 773,302 572,730 582,049 611,454 Capital Outlay 67,270 - - - Operating Expenses Subtotal 3,710,634 3,878,408 4,194,538 4,194,726 TOTAL EXPENDITURES 8,560,712$ 8,846,305$ 9,652,485$ 9,801,629$ General Fund 8,521,584$ 8,826,679$ 9,618,985$ 9,768,129$ Special Revenue Fund 39,128 19,626 33,500 33,500 Total Funding 8,560,712$ 8,846,305$ 9, 652,485$ 9,801,629$ Full Time Positions 24.40 24.30 23.25 23.50
Hour
ly/FTE Positions 66.44 64.71 64.60 63.86
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• Conduct cultural and historic park educational and interpretive programming • Serve as a certification site for aquatics training programs through the American Red Cross • Provide programs that promote health and wellness and essential childhood development • Arrange classes, seminars, transportation and professional services for seniors • Manage intergenerational programs that foster cooperation and interaction • Provide congregate meals and home delivered meals to seniors at little or no cost • Recruit and manage volunteers supporting the Senior Center, Leo Carrillo Ranch, and special events

RECENT ACCOMPLISHMENTS
• Assisted in the design and bidding of the Monroe Street Pool Renovation/Expansion Project • Launched the Leo Carrillo Ranch Archives online database, granting public access to a comprehensive digital collection
• Monitored replastering of pools and renovation of restrooms at Alga Norte Aquatic Center • Implemented a new agreement for senior nutrition services to continue serving an average of 70 congregate meals per day and over 300 home delivered meals per week • Recertified 50 lifeguards to maintain surveillance and first responder services at pools • Exceeded teen revenue projections by 150% through increased participation in the L.I.T.E. or Leadership In Training and Education program and two special events • Partnered with the Carlsbad Chamber of Commerce to host the annual Older & Bolder Expo at the Senior Center, featuring 45 plus vendors for seniors and caregivers • Welcomed 41 fourth-grade classes and over 1,100 students for the California History & Art Program at Leo Carrillo Ranch
• Implemented a Park Monitoring Program to ensure fair community use and compliance with park rules

GOALS
• Maintain support of the City of Carlsbad Age-Friendly Action Plan • Expand programs that promote health and wellness and essential childhood development, including intergenerational social events for seniors and teens • Augment staff with volunteers to build community and enhance fiscal stewardship • Continue implementation of the Parks & Recreation Department Master Plan actions related to services, programs, events and fees
• Develop a professional photography fee schedule for Leo Carrillo Ranch Historic Park

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Hours of volunteer
services used 12,355 14,357 10,000 At least
10,000
Community
Character
Percentage execution of
advertised recreation
programs
85% 85% 85% 85% Community
Character

May 20, 2025
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COMMUNITY SERVICES |
PARKS & RECREATION: PARKS & TRAIL MAINTENANCE

Account: 00146XX Fund: General

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

SERVICES
• Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses and school athletic fields
• Inspect and maintain restroom facilities and picnic areas, tennis, pickleball and basketball courts, and soccer, softball, baseball and multi-purpose fields • Repair parks structures, athletic field lighting, play equipment, playground safety surfacing, other park infrastructure and amenities
• Respond to tree service requests and provide storm and emergency assistance as necessary • Refine, support and administer tree maintenance block pruning program • Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high-maintenance trees in accordance with Community Forest Management Plan • Maintain existing citywide trails system and coordinate development of new trails • Manage the trails volunteers program
• Oversee maintenance and monitoring of preserves, urban forests and undeveloped lands • Coordinate coastal activities with the California Department of Parks & Recreation, California Coastal Commission and lagoon foundations
2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,532,169$ 1,493,642$ 1,647,506$ 1,613,874$ Retirement Benefits 359,087 350,445 388,992 402,478 Health Insurance 248,339 259,777 288,015 282,342 Other Personnel Expenses 84,038 73,537 88,141 114,669 Personnel Services Subtotal 2,223,633 2,177,401 2,412,654 2,413,363 Operating Expenses
Professional & Contract Services 5,554,106 5,493,295 5,599,045 6,229,045 Supplies & Materials 396,914 281,122 317,422 265,922 Repair & Maintenance 5 138 380 380 Interdepartmental Charges 504,058 661,875 768,657 996,292 Other Operating Expenses 1,290,240 1,359,136 1,292,493 1,533,333 Capital Outlay - 3,233 - - Operating Expenses Subtotal 7,745,323 7,798,799 7,977,997 9,024,972 TOTAL EXPENDITURES 9,968,956$ 9,976,200$ 10,390,651$ 11,438,335$ Full Time Positions 20.40 19.40 18.45 17.85
Hourly/FTE Positions 3.85 3.10 3.10 2.86
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RECENT ACCOMPLISHMENTS
• Applied clear coat on playground surfacing at select parks to enhance UV protection • Refined, supported and administered tree maintenance block pruning program • Completed first phase of planting parks and trails trees within vacancies created by prior removals and planted new parks and trails trees in accordance with the Community Forest Management Plan
• Performed sports lighting maintenance at several community parks • Repaired segments of Lake Calavera Trails and installed erosion control measures • Participated in administration of the janitorial services agreement for parks restrooms • Executed two North Beach clean-up events with the Beach Preservation Commission • Improved operational effectiveness of irrigation systems through upgrades • Abated invasive Kikuyu grass from the landscape at the city’s Farmers property at the southwest corner of El Camino Real and Faraday Avenue
• Resurfaced tennis courts at Carlsbad High School as a joint use site between the City of Carlsbad and Carlsbad Unified School District
• Installed accessible walkway and turf renovations at Poinsettia Dog Park • Transitioned to Cartegraph inspection, reporting, work order and tracking software for contracted parks maintenance services
• Monitored construction and assumed maintenance of Stagecoach Community Garden

GOALS
• Resurface tennis and basketball courts at La Costa Canyon Park and pickleball courts at Poinsettia Community Park
• Repair ballfield fencing and perform related improvements at Chase Fields and at Alga Norte Community Park
• Assume ongoing maintenance of replaced synthetic turf soccer field at Poinsettia Community Park
• Apply clear coat on playground surfacing at select parks to enhance UV protection • Add 500 total trees to the city’s inventory, including trees within parks, facilities and trails in accordance with City Council-adopted Community Forest Management Plan • Complete second phase of planting parks and trails trees within vacancies created by prior removals in accordance with the Community Forest Management Plan

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of Green
matter generated at city
parks and city facilities
reused
93% 92% 95% At least
95%
Sustainability &
the Natural
Environment
Percentage of increase in
recycling receptacles at
parks and trials
10% 9% 10%
10%
annual
increase
Sustainability &
the Natural
Environment

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2025-26 budget includes $300,000 in one-time budget appropriations to initiate a fire mitigation project in the city’s urban forest areas. This is a continuation of efforts approved by the City Council mid-year 2024-25.

May 20, 2025
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COMMUNITY SERVICES |
PARKS & RECREATION: STREET TREE & MEDIAN MAINTENANCE

Account: 160
161
Fund: Special Revenue
Special Revenue

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

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

SERVICES
• Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high maintenance trees
• Respond to tree service requests and provide storm and emergency assistance as necessary • Refine, support, administer and inspect the tree maintenance block pruning program • Plant street trees and median trees within vacancies created by prior removals in accordance with the Community Forest Management Plan
2022-23
Actual
2023-24
Actua
l
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 360,120$ 415,420$ 495, 959$ 509,207$ Retirement Benefits 83,010 91,694 116,181 124,626 Health Insurance 32,363 42,347 61,913 47,575 Other Personnel Expenses 17,891 20,316 26,221 32,842 Personnel Services Subtotal 493,384 569,777 700,274 714,250 Operating Expenses
Professional & Contract Services 1,377,637 1,183,188 1,306,050 1,313,360 Supplies & Materials 144,035 23,712 38,922 32,612 Repair & Maintenance - 21 - - Interdepartmental Charges 13,668 63,676 17,233 (10,037) Other Operating Expenses 290,080 252,630 372,000 371,000 Capital Outlay - - - - Operating Expenses Subtotal 1,825,420 1,523,227 1,734,205 1,706,935 TOTAL EXPENDITURES 2,318,804$ 2,093,004$ 2,434,479$ 2,421,185$ Full Time Positions 3.90 4.85 4.85 4.85
Hourly/FTE Positions 0.78 1.53 1.53 1.53
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• Perform plan checks, conduct inspections and assume maintenance responsibility for street trees of development projects or ensure a street tree maintenance agreement is executed and recorded by the developer
• Administer and oversee landscape and irrigation maintenance for all city median planters and developed parkways and streetscapes, including litter control, weed abatement, pruning, shrub and tree refurbishment and irrigation repairs • Perform plan checks, conduct inspections and assume maintenance responsibility for medians and parkways constructed from city capital improvement projects and private development, or ensure a median and parkway maintenance agreement is executed and recorded by the developer

RECENT ACCOMPLISHMENTS
• Transitioned to Cartegraph inspection, reporting, work order and tracking software for contracted parks maintenance services
• Completed first phase of replacement of missing shrub and ground covers • Finished irrigation controller upgrades in high priority areas

GOALS
• Add 500 total trees to the city’s inventory, including those within street rights-of-way and medians, in accordance with City Council-adopted Community Forest Management Plan • Conclude second phase of replacement of missing shrubs and ground covers • Complete irrigation controller upgrades in medium priority areas

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of street trees
and median trees
inspected for pruning
5,525 5,500 5,500 At least
5,000
Sustainability &
the Natural
Environment
Percentage of increase in
recycling receptacles
within Downtown Village
and Northern Beach
Streetscapes
10% 12% 10%
10%
annual
increase
Sustainability &
the Natural
Environment

May 20, 2025
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COMMUNITY SERVICES |
PARKS & RECREATION: THE CROSSINGS AT CARLSBAD

MUNICIPAL GOLF COURSE

Account: 572 Fund: Enterprise

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

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

SERVICES
• Administer management and operations agreement with JC Management, Inc. • Maintain and renovate golf and non-golf turf, landscaping, drainage, irrigation, cart paths, parking lots and site utilities systems
• Maintain and repair clubhouse, snack bar, restrooms and public areas available for patrons • Oversee food and beverage services at the Players’ Lounge, Sunset Patio, Canyons Restaurant, beverage carts and snack bar
• Manage sales and marketing for golf and non-golf activities, special events, banquets, dining, weddings and other gatherings
• Train and oversee player assistants, greeters and starters servicing the course and clubhouse 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $0 $0 $0 $0
Retirement Benefits 0 0 0 0
Health Insurance 0 0 0 0
Other Personnel Expenses 0 0 0 0
Personnel Services Subtotal 0 0 0 0
Operating Expenses
Professional & Contract Services 351,109$ 336,686$ 348,000$ 355,000$ Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges - - - - Other Operating Expenses 8,280,478 8,898,942 9,564,000 9,446,000 Capital Outlay 530,763 951,800 850,000 788,000 Operating Expenses Subtotal 9,162,350 10,187,428 10,762,000 10,589,000 TOTAL EXPENDITURES 9,162,350$ 10,187,428$ 10,762,000$ 10,589,000$ Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Executed a Capital Improvement Plan with projects that have an anticipated return on investment or were needed for maintenance effectiveness or safety concerns • Upgraded multiple pieces of kitchen equipment to improve efficiency and overall quality • Ensured the pace of play was under five hours per round of golf, via staff educating patrons and expediting play, and met pace of play goal on at least 90% of rounds played • Replaced damaged golf cart paths and fencing in specific, high-risk areas around the golf course and facility
• Installed east range netting to protect assets located in the area from errant shots • Restored wood in banquet rooms, restaurant, lounge, bathrooms and lobby of clubhouse • Painted all exterior/interior areas of clubhouse
• Upgraded dining room chairs for Canyons Restaurant
• Executed bunker renovations for Holes 11 and 13 on the golf course • Completed clubhouse perimeter and parking lot landscape renovation and enhancements • Purchased a course greens mower and a utility cart for increased quality and production • Installed bromic heaters on Canyons Patio to replace existing stand-alone heaters, providing additional revenue opportunities while consistently keeping guests comfortable on cooler days and evenings

GOALS
• Level tee boxes and renovate greens collars where needed for better course playability • Construct wind wall to extend from west patio to south side of canyons patio • Add audiovisual components to integrate the exterior of the clubhouse with its interior, enhancing the guest experience upon arrival
• Upgrade the restrooms and snack bar to improve guest experience • Renovate bunkers for needed areas on the golf course
• Replace tabletops in the Canyons Restaurant
• Add landscape fountain features to courtyard and front entrance areas • Secure permit approvals for facility’s monument signage • Expand clubhouse landscape enhancements and continue new plantings for removed trees • Maintain number of rounds played, and apply increase to the average rate by $2 per round • Increase number of banquets and receptions by at least 2%

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of golf rounds
that met pacing goal 91% 92% 93% At least
90%
Community
Character
Percentage increase in
banquets and receptions
hosted annually
3% 8% 2% 2% annual
increase
Community
Character

May 20, 2025
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May 20, 2025
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ADMINISTRATIVE SERVICES

Administrative Services is a transparent, innovative
and efficient support services branch that is
accountable for the assets entrusted to it. The
branch, comprised of finance, human resources,
risk management and workers’ compensation,
economic development, information technology
and internal audit provides related services to city
staff and the public as well as promotes a strong
local economy.

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

Laura Rocha
Deputy City Manager, Administrative Services

442-339-2430
[email protected]

May 20, 2025
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ADMINISTRATIVE SERVICES |

ADMINISTRATION

Account: 0011110 Fund: General

ABOUT
Administrative Services Administration provides financial, analytical, budget, strategic and administrative support to the branch and organization, aiming to enhance operational efficiency and promote evidence-based, well-managed government.

SERVICES
• Provide branch leadership and strategic support, long-range financial management and budget oversight, internal audit, contract administration, records management, economic development and support to the city’s business community • Enhance transparency, accountability and integrity in operational areas using innovation and technology to streamline procedures and processes
• Support departments on process improvement and operational efficiency to further the city’s pursuit of being an evidence-based well managed government • Identify key performance indicators with departments to gauge progress on the City Council's strategic plan and make better data-driven decisions

2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 486,228$ 416,267$ 496,494$ 547,187$ Retirement Benefits 113,546 100,946 128,044 147,699 Health Insurance 42,208 40,985 66,830 66,339 Other Personnel Expenses 11,863 10,650 14,206 15,944 Personnel Services Subtotal 653,845 568,848 705,574 777,169 Operating Expenses
Professional & Contract Services 15,042 29,800 38,160 39,300 Supplies & Materials 6,215 5,969 6,550 7,350 Repair & Maintenance - - 50 50 Interdepartmental Charges 45,396 62,794 40,512 62,876 Other Operating Expenses 5,799 3,143 5,350 5,850 Capital Outlay - - - - Operating Expenses Subtotal 72,452 101,706 90,622 115,426 TOTAL EXPENDITURES 726,297$ 670,554$ 796,196$ 892,595$ Full Time Positions 3.00 3.00 3.00 3.00
Hourly/FTE Positions 0.70 0.70 0.00 0.00
May 20, 2025
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RECENT ACCOMPLISHMENTS
• Recommended a strategic, balanced budget, that meets City Council-approved reserve level • Continued or completed 31 Economic Development Strategic Plan actions • Developed an economic data dashboard to make indicators more accessible to the public • Established Carlsbad Works to develop a performance management system that highlights good data management and data governance citywide
• Won What Works Cities Gold Certification for evidence based, well-managed government • Launched a new open data portal, enhancing information sharing efficiency within the organization and with the public, thereby increasing transparency

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

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of value-
added internal audit
engagements
0 1 4 N/A
Organizational
Excellence &
Fiscal Health

May 20, 2025
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ADMINISTRATIVE SERVICES |

ECONOMIC DEVELOPMENT

Account: 0011035 Fund: General

ABOUT
Economic development supports business growth, job creation and new investments to improve residents' economic well-being and quality of life, aligning with the City Council's goal of economic vitality.

SERVICES
• Implement the Economic Development Strategic Plan to achieve Economic Vitality goal • Conduct business expansion, attraction and retention activities • Support Carlsbad’s key industries, small businesses, entrepreneurs and startups • Position Carlsbad as a desirable place to conduct business and grow business operations • Foster a healthy talent pipeline for Carlsbad’s key industries • Provide economic data and analysis to help inform decision-making

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,247,084$ 1,309,082$ 315,108$ 344,090$ Retirement Benefits 273,545 287,470$ 78,235 88,134$ Health Insurance 116,911 134,110$ 33,545 36,405$ Other Personnel Expenses 29,860 32,590$ 8,535 10,327$ Personnel Services Subtotal 1,667,400 1,763,252 435,423 478,956 Operating Expenses
Professional & Contract Services 266,288 357,919 263,000 298,000 Supplies & Materials 73,801 57,597 67,260 67,260 Repair & Maintenance 118,700 104,700 - - Interdepartmental Charges 227,124 261,937 100,683 95,519 Other Operating Expenses 39,351 31,268 25,500 25,500 Capital Outlay - - - - Operating Expenses Subtotal 725,264 813,421 456,443 486,279 TOTAL EXPENDITURES 2,392,664$ 2,576,673$ 891,866$ 965,235$ Full Time Positions 9.00 9.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
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RECENT ACCOMPLISHMENTS
• Implemented a total of 40 Economic Development Strategic Plan actions • Stood up the Small Business Liaison program to give small businesses a dedicated contact at the city and suite of resources to be more competitive
• Organized and hosted San Diego Startup Week for third consecutive year establish Carlsbad as a great place for entrepreneurs
• Launched Candidate Marketplace, a talent recruiting tool for Carlsbad businesses • Refreshed Life in Action Website to be more relevant to ensure Carlsbad remains attractive to talent and workers
• Expanded monthly industry engagement events, going from 4-8 attendees to 40 attendees on average
• Made economic data more available to businesses and policymakers via two easy-to- navigate dashboards on the city website
• Transitioned the Carlsbad Tourism and Carlsbad Golf Lodging business improvement districts to an updated operating model, increasing efficiency of operations to support the tourism industry

GOALS
• Continue the implementation of the Economic Development Strategic Plan, progressing on at least 55 cumulative actions in pursuit of Economic Vitality, an increase from 40 actions last year
• Enhance support services for city businesses, supporting at least 50 business expansion attraction and retention, or BEAR, projects, consistent with last year’s output • Establish and expand industry advisory groups to gain a better understanding of current and anticipated challenges in Carlsbad’s key industries
• Offer resources to streamline talent recruitment processes for Carlsbad businesses • Develop and implement innovative programs to enhance business growth and resiliency

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of companies
reached through BEAR
activities
45 40 50 N/A Economic Vitality
Number of Economic
Development Strategic
Plan Actions in Progress
31 40 55 N/A Economic Vitality

May 20, 2025
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ADMINISTRATIVE SERVICES |

FINANCE

Account: 0011310 Fund: General

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

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

2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 2,369,590$ 2,480,743$ 2, 572,705$ 2,861,527$ Retirement Benefits 578,299 544,307 633,443 729,059 Health Insurance 378,037 390,660 413,343 473,144 Other Personnel Expenses 66,569 69,403 89,497 99,249 Personnel Services Subtotal 3,392,495 3,485,113 3,708,988 4,162,979 Operating Expenses
Professional & Contract Services 984,049 999,847 898,981 994,575 Supplies & Materials 255,377 244,225 276,765 264,321 Repair & Maintenance 12,995 68,818 26,820 23,600 Interdepartmental Charges 704,724 587,661 671,685 692,207 Other Operating Expenses 26,862 23,872 48,725 54,395 Capital Outlay 20,270 11,183 - 2,600 Operating Expenses Subtotal 2,004,277 1,935,606 1,922,976 2,031,698 TOTAL EXPENDITURES 5,396,772$ 5,420,719$ 5,631,964$ 6,194,677$ Full Time Positions 26.00 26.00 26.00 27.00
Hourly/FTE Positions 3.00 3.00 3.00 3.00
May 20, 2025
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RECENT ACCOMPLISHMENTS
• Completed fiscal year 2023-24 Annual Comprehensive Financial Report • Completed the mid-year budget review process, which is a collaborative effort with all city departments to forecast changes to revenues and expenditures compared to their current budgets based on observed trends
• Maintained a balanced operating budget in fiscal year 2024-25 and submitted a balanced budget to the City Council for fiscal year 2025-26
• Completed comprehensive master fee schedule updates to ensure fees charged to the public are in line with city policy and inflation levels
• Initiated comprehensive cost of service study to evaluate city fee levels and structures and comparisons with other cities that will be completed in the upcoming fiscal year • Completed an updated cost allocation plan for fiscal year 2024-25, a document that outlines how the city distributes the cost of providing services to different funds or programs • Assisted with program-specific external audits including Public Works and the Utilities and Police departments

GOALS
• Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the General Fund remains in balance
• Continue implementation of Core System Modernization project • Continue to improve procedures to mitigate risk through additional controls in payables process
• Continue supporting program-specific audit requests for funding the city receives • Expand the use of electronic bidding to increase efficiencies in the procurement process • Maintain a General Fund Reserve Ratio of 40% of General Fund annual operating expenditures, in compliance with City Council Policy 74 and demonstrating the department’s efforts to achieve the city’s 2023-2027 strategic plan goal of organizational excellence & fiscal health
• Maintain a credit rating of AAA, demonstrating the department’s efforts to achieve the city’s 2023-2027 strategic plan goal of organizational excellence & fiscal health

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
General Fund Reserve
Ratio 72% 59% 61% At least
40%
Organizational
Excellence &
Fiscal Health
Credit Rating AAA AAA AAA AAA
Organizational
Excellence &
Fiscal Health

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2025-26 budget adds one accountant position to support the department’s financial accounting and reporting group.

May 20, 2025
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F-9
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: SUMMARY

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

2022-23
Actual
2023-24
Actual
2024-25
Bud get
2025-26
Budget
Personnel Services
Salaries & Wages 2,229,496$ 2,339,143$ 2, 238,015$ 2,547,667$ Retirement Benefits 499,723 495,365 543,023 635,934 Health Insurance 202,346 211,721 220,937 259,477 Other Personnel Expenses 78,444 136,572 69,882 79,596 Personnel Services Subtotal 3,010,009 3,182,801 3,071,857 3,522,674 Operating Expenses
Professional & Contract Services 6,709,662 7,652,871 7,593,000 6,510,000 Supplies & Materials 68,955 62,769 75,155 76,155 Repair & Maintenance - - - - Interdepartmental Charges 351,180 428,749 673,391 605,015 Other Operating Expenses 16,567,062 15,004,470 7,108,400 7,562,400 Capital Outlay 9,958 - - 3,000 Operating Expenses Subtotal 23,706,817 23,148,859 15,449,946 14,756,570 TOTAL EXPENDITURES 26,716,826$ 26,331,660$ 18,521,803$ 18,279,244$ General Fund 4,513,351$ 4,354,491$ 5,136,218$ 5,609,553$ Internal Service Fund 22,203,475$ 21,977,169$ 13,385,585$ 12,669,691$ TOTAL FUNDING 26,716,826$ 26,331,660$ 18,521,803$ 18,279,244$ Full Time Positions 18.00 18.00 17.00 18.00
Hourly/FTE Positions 2.20 2.20 2.20 2.40
May 20, 2025
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F-10
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: HUMAN RESOURCES

Account: 00115XX Fund: General

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

SERVICES
• Maintain employment-related legal compliance and manage employee and labor relations • Oversee employee engagement programs; support efforts to maintain an optimal workforce • Lead recruitment, retention and onboarding, including the internship program and Department of Defense SkillBridge program, a career transition initiative that helps transitioning service members gain valuable civilian work experience • Ensure employees’ job duties match their job classification and that compensation is equitable and competitive to attract and retain top talent • Administer employee benefits, leaves of absence and workplace accommodations to ensure competitive benefits at best value cost and maintain legal compliance 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,917,654$ 1,881,487$ 1,764,297$ 2,074,700$ Retirement Benefits 426,242 392,844 419,233 506,734 Health Insurance 153,199 152,267 154,912 207,959 Other Personnel Expenses 48,801 48,529 54,754 63,711 Personnel Services Subtotal 2,545,896 2,475,127 2,393,196 2,853,104 Operating Expenses
Professional & Contract Services 1,290,492 959,767 1,560,000 1,632,000 Supplies & Materials 65,760 60,597 70,155 71,155 Repair & Maintenance - - - - Interdepartmental Charges 315,240 379,315 574,167 504,594 Other Operating Expenses 295,963 479,685 538,700 545,700 Capital Outlay - - - 3,000 Operating Expenses Subtotal 1,967,455 1,879,364 2,743,022 2,756,449 TOTAL EXPENDITURES 4,513,351$ 4,354,491$ 5,136,218$ 5,609,553$ Full Time Positions 15.00 14.00 13.00 14.00
Hourly/FTE Positions 2.20 2.20 2.20 2.40
May 20, 2025
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F-11
• Operate a city-wide volunteer program that includes over 600 people donating an average of 30,000 hours of assistance annually
• Foster inclusion and equity values citywide and within all HR department services

RECENT ACCOMPLISHMENTS
• Provided over 350 in-person and virtual self-paced development courses • Filled over half of vacant full-time positions by internal promotions in fiscal year 2024-25 • Implemented the Let’s Connect program—a performance management tool that provides opportunities for supervisors and employees to discuss accomplishments, growth and goals • Created or updated approximately 20 employment-related policies to maintain compliance • Instituted a qualifications-based job applicant screening process focused on skills, education and experience and excluding applicants’ personal information • Advertised job openings on over 600 nationwide websites to achieve a high level of inclusivity • Processed over 6,000 job applications to fill over 400 vacant positions in fiscal year 2024-25 • Prepare Emergency Medical Technicians to promote to Paramedic Firefighters to fill vacancies faster and retain employees who align with Fire Department values and work ethic • Established a senior project program with California State University San Marcos, giving students an opportunity to gain practical experience and employees an opportunity to mentor future leaders in the field
• Implemented online recruitment testing programs, resulting in a more streamlined process • Consistently maintained vacancy rates under 10% to ensure effective public service delivery; this falls below the legal requirements to report vacancy rates of 20% or more GOALS
• Implement Carlsbad LEAD: Listen Empower Act Develop, a customized training academy to provide current and aspiring leaders with skills and knowledge to effectively lead others • Maximize recruitment outreach to attract and retain top talent in a competitive environment • Collaborate with North Zone fire agencies for an effective use of shared resources during fire department promotional testing processes
• Negotiate new labor contracts with Carlsbad Firefighters’ Association Inc. and Carlsbad City Employees’ Association
• Continue to conduct compensation studies to ensure equity, competitiveness and retention • Expand the Let’s Connect program for off-cycle use and with part-time employees citywide

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Voluntary turnover rate 6% 6% 6% 10% or less
Organizational
Excellence &
Fiscal Health
Legally mandated
employee training
compliance rate
100% 100% 100% 100%
Organizational
Excellence &
Fiscal Health

SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
One position was added to continue to meet current and future demands to fill vacant positions, including recently added safety positions, in a timely manner and maintain low vacancy rates. The addition of this position will also help maintain compliance and all service levels in the department.

May 20, 2025
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F-12
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: RISK MANAGEMENT

Account: 6121930 Fund: Internal Service

ABOUT
Risk Management administers funding of the self-insured and insured portions of the city’s liability insurance program which helps protect the city’s financial interests. Risk Management works closely with the City Attorney’s Office and outside legal counsel to monitor, control and resolve litigated claims. Risk Management also works to recover monetary losses to city property caused by the negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act Coordinator and assists with ongoing efforts of the city to comply with Title II of the Americans with Disabilities Act. Additionally, Risk Management maintains compliance of applicable state and federal mandates related to safe conditions at city facilities and worksites.

SERVICES
• Manage all liability claims received by the city
• Collaborate and resolve all risk management-related litigation with the City Attorney’s Office • Pursue loss recovery and manage the loss prevention program for employee-related losses • Administer the citywide safety program (e.g., injury and illness prevention and workplace violence prevention) and compliance with the California Department of Industrial Relations’ Occupational Safety & Health Act, or OSHA
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 222,094$ 301,039$ 301,795$ 275,002$ Retirement Benefits 52,965 66,408 78,864 75,122 Health Insurance 32,350 35,936 39,413 28,292 Other Personnel Expenses 19,300 55,127 9,576 9,398 Personnel Services Subtotal 326,709 458,510 429,648 387,814 Operating Expenses
Professional & Contract Services 4,701,339 5,889,128 5,043,000 3,849,000 Supplies & Materials 3,195 2,172 5,000 5,000 Repair & Maintenance - - - - Interdepartmental Charges 23,952 32,619 70,122 72,248 Other Operating Expenses 3,646,415 6,881,674 1,849,700 1,129,700 Capital Outlay 9,958 - - - Operating Expenses Subtotal 8,384,859 12,805,593 6,967,822 5,055,948 TOTAL EXPENDITURES 8,711,568$ 13,264,103$ 7,397,470$ 5,443,762$ Full Time Positions 2.00 2.50 2.50 2.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
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• Coordinate cost recovery of damage to city assets by third parties • Monitor compliance related to insurance requirements for all citywide independent contractors
• Evaluate and provide advice regarding insurance policies purchased by the city

RECENT ACCOMPLISHMENTS
• Conducted over 50 safety audits at city facilities and work sites to maintain safe conditions for the public and employees
• Managed over 120 active liability and property claims without a Third-Party Administrator, resulting in an estimated $80,000 annual cost avoidance • Implemented alternative methods for delivering safety related trainings to minimize operational disruptions, increase trainer and trainee interaction, and improve training quality
• Improved assessments, such as audiogram and respirator fit testing, to keep those employees who work in hazardous conditions safe
• Coordinated efforts with the City Attorney’s Office to develop and implement the new Workplace Violence Prevention Plan in compliance with new state legal requirements • Worked with departments to conduct Safety Surveys to enhance safety compliance • Obtained city property loss recoveries resulting in an average annual cost recovery of $150,000

GOALS
• Enhance the safety program to include up-to-date trainings to ensure a safe work environment
• Facilitate additional safety committee meetings in which all departments participate and collaborate towards the goal of maintaining a safe working environment • Continue developing the division’s Standard Operating Procedures to maintain compliance with updates to CalOSHA regulations
• Reduce dependence on external trainers and vendors by conducting more employee safety training internally, resulting in cost avoidance and a customized training experience

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
New claims that are
closed 83% 80% 80% At least
80%
Organizational
Excellence &
Fiscal Health
Recovered damages to
city property 72% 76% 75% At least
75%
Organizational
Excellence &
Fiscal Health

May 20, 2025
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F-14
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: WORKERS’ COMPENSATION

Account: 6111520 Fund: Internal Service

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

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

RECENT ACCOMPLISHMENTS
• Resolved and closed 238 claims in fiscal year 2023-24 and expecting to resolve 225 claims in fiscal year 2024-25; 97% of these did not require litigation • Enhanced the workers’ compensation claims auditing process and trend analysis to identify patterns and implement additional safety measures to prevent claims 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 89,748$ 156,617$ 171,923$ 197,965$ Retirement Benefits 20,516 36,113 44,926 54,078 Health Insurance 16,797 23,518 26,612 23,226 Other Personnel Expenses 10,343 32,916 5,552 6,487 Personnel Services Subtotal 137,404 249,164 249,013 281,756 Operating Expenses
Professional & Contract Services 717,831 803,976 990,000 1,029,000 Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges 11,988 16,815 29,102 28,173 Other Operating Expenses 12,624,684 7,643,111 4,720,000 5,887,000 Capital Outlay - - - - Operating Expenses Subtotal 13,354,503 8,463,902 5,739,102 6,944,173 TOTAL EXPENDITURES 13,491,907$ 8,713,066$ 5,988,115$ 7,225,929$ Full Time Positions 1.00 1.50 1.50 1.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025
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F-15
• Conducted weekly incident reviews to identify trends in work related accidents and injuries and implement measures to reduce employee injury and workers’ compensation claims costs

GOALS
• Ensure injured employees receive appropriate medical treatment in a timely manner to reach maximum improvement and return to work as soon as reasonably possible • Continue working collaboratively with injured employees to settle claims without litigation • Minimize the number of lost days of work due to work-related injuries and illnesses by continuing to provide outstanding service and minimize overtime cost due to employee absences
• Enhance the workers’ compensation advocacy plan and use of data analytics to achieve the desired outcomes of this program, including injury and illness prevention • Share workers’ compensation data with respective departmental management regularly to guide the decision-making process and provide feedback that supports program goals

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Average lost days of work
per claim 55 70 70 < 100
Organizational
Excellence &
Fiscal Health
Litigated claims as
percent of open claims 3% 3% 3% < 20%
Organizational
Excellence &
Fiscal Health

May 20, 2025
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F-16
ADMINISTRATIVE SERVICES |

INFORMATION TECHNOLOGY

Account: 640, 641 Fund: Internal Service

ABOUT
The Information Technology Department supports and continuously improves essential technology solutions and infrastructure for enabling day-to-day city operations. IT provides leadership to deliver secure, reliable and cost-effective solutions aligned with City Council priorities and city initiatives.

SERVICES
• Administer and oversee the department’s use of resources and formation of priorities • Support operations through implementation and support of technology infrastructure • Implement and support enterprise software applications and systems • Oversee Data Services including GIS for internal and external data needs • Manage technology and system implementations and upgrades • Facilitate business system specialist support to ensure technology meets business needs • Deliver client services through a service desk, PC support and strategic initiatives • Support public safety’s unique technology requirements for the Police and Fire departments • Oversee information technology security policies and practices and threat investigations

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 5,055,840$ 4,981,393$ 5,963,096$ 6,279,469$ Retirement Benefits 1,061,220 1,157,644 1,525,129 1,678,176 Health Insurance 593,196 595,925 738,267 782,802 Other Personnel Expenses 308,676 784,261 191,876 220,872 Personnel Services Subtotal 7,018,932 7,519,223 8,418,368 8,961,319 Operating Expenses
Professional & Contract Services 1,738,537 722,749 1,314,678 1,262,234 Supplies & Materials 200,287 188,329 137,697 127,497 Repair & Maintenance 4,599,418 5,223,871 5,897,569 6,442,978 Interdepartmental Charges 35,604 73,864 125,499 113,336 Other Operating Expenses 1,542,073 1,531,915 1,602,682 1,599,477 Capital Outlay 1,022,624 1,226,496 1,209,044 1,393,602 Operating Expenses Subtotal 9,138,543 8,967,224 10,287,169 10,939,124 TOTAL EXPENDITURES 16,157,475$ 16,486,447$ 18,705,537$ 19,900,443$ Full Time Positions 43.00 43.00 48.00 48.00
Hourly/FTE Positions 0.99 0.50 0.50 0.50
May 20, 2025
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F-17

RECENT ACCOMPLISHMENTS
• Streamlined printing by reducing the number of citywide printers from 130 to 95, promoting sustainability and efficiency
• Provided faster city services and improved public meetings by upgrading fiber infrastructure at the Safety Training Center and Carlsbad City Hall to 10Gb speeds, enhancing city operations and ensuring smoother, more reliable technology for public meetings • Enhanced public Wi-Fi by completing a study and plan to bring outdoor wireless connectivity to Alga Norte Community Park in 2025, improving access for residents and visitors • Achieved better disaster preparedness by implementing a new backup systems and cloud- based password management to keep city data safe and secure • Enhanced audiovisual capabilities and supported data analytics initiatives and numerous cyber security programs
• Continued the replacement of traffic equipment to the highspeed Carlsbad Digital Information Network, decreasing downtime and providing reliable connectivity to traffic signals and sensors
• Upgraded enterprise applications including the enterprise permitting and licensing system, public information digital display system, and the utility billing payment portal • Completed pilots for fleet telematics, facility monitoring and patron analytics solutions • Finalized initial implementation of an enterprise asset management system for the Utilities Department and replaced aging alerting infrastructure across the city’s fire stations • Provided responsive IT support, as evidenced by completing over 8,840 ServiceNow tickets, keeping city systems running smoothly and addressing technology needs quickly • Modernized technology through deployment of more than 105 mobile devices and 412 computers, ensuring staff have the tools needed to provide excellent service to the public

GOALS
• Procure and begin the implementation of an Enterprise Resource Planning and Utility Billing solution to replace the legacy Finance, HR, Timekeeping and Utility Billing applications • Complete the implementation of a new Computer Aided Dispatch system, real-time crime center for the Police Department and the final phase of the new Enterprise Resource Planning solution
• Implement technology supporting the transition from paper to electronic plan reviews • Complete projects as identified in the Strategic Digital Transformation Investment Program such as Payment Card Industry Compliance and Citywide Fleet GPS deployment • Upgrade the RFID system used by the Library & Cultural Arts Department for physical material management, including self-checkout and automated returns • Further modernization of IT infrastructure for projects supporting improved cybersecurity and data analytics, such as extending the Carlsbad Digital Information Network and the development of the cybersecurity program

Performance Measure
CY 2023
Actual
CY 2024
Actual Benchmark
Related Strategic Plan
Goal
Percentage of ticket
incidents considered critical .23% 0.0005% < 2.5% of industry standard
Organizational
Excellence & Fiscal
Health

May 20, 2025
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F-18
ADMINISTRATIVE SERVICES |

MISCELLANEOUS NON- DEPARTMENTAL

Account: 00190XX
128XXXX
Fund: General
Special Revenue - Opioid Settlement Fund

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

The Carlsbad Strategic Plan includes a strategic objective to work with the San Diego Association of Governments and the North County Transit District to prioritize, determine costs and work with state and federal representatives to seek funding for preliminary design and technical studies for lowering the railroad tracks in the Village. The fiscal year 2023-24 budget appropriated $5.22 million from the General Fund Reserve and directed staff to request that the San Diego Association of Governments, or SANDAG, submit a fiscal year 2023 Railroad Crossing Elimination Grant Program application for the project as the lead agency. On June 25, 2024, the City Council adopted a resolution authorizing the City Manager to execute a memorandum of understanding between the City of Carlsbad, SANDAG and the North County Transit District regarding the pursuit of grant funding for the project.

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Miscellaneous Non-Departmental Expenditures
Community Contributions & Railroad Trenching -$ -$ -$ -$ COVID-19 Related 40,842 40,842 - - Dues and Subscriptions 77,746 82,099 90, 000 90,000 Legal Services 540,090 194,716 750, 000 1,000,000 Opioid Settlement Funds - - 103,059 103,688 Other Miscellaneous Expenditures 52,277 57,690 100, 000 150,000 Personnel Related 122,499 117,265 1, 900,000 2,000,000 Professional Services 44,148 37,458 39, 000 39,000 Property Tax and Other Administration 764,180 734,435 800, 000 800,000 Vacancy Savings - - (2,000, 000) (2,000,000) Miscellaneous Non-Departmental Subtotal 1,641,782 1,264,505 1,782,059 2,182,688 General Fund Transfers
Transfer to General Capital Construction Fund 3,956,000 11,600,000 18,579,226 8,882,966 Transfer to Infrastructure Replacement Fund 3,956,000 4,200,000 4,779,226 8,882,966 Transfer to Strategic Digital Transformation Investment Program 3,956,000 4,200,000 4,779,226 2,433,187 Transfer to LLD #1 (Medians & Trees) 1,400,000 1,570,000 1,500,000 1,500,000 Transfer to Storm Water Program 332,000 340,000 350, 000 2,000,000 Transfer to Fleet Maintenance 1,400,000 - - - Transfer to Fleet Replacement - - 560,000 - Transfer to Risk Management 1,000,000 10,200,000 - - Transfer to Workers' Compensation Fund 8,208,252 1,300,000 7,000,000 - Miscellaneous Transfers Out - - - - General Fund Transfers Subtotal 24,208,252 33,410,000 37,547,678 23,699,119 City Council Contingencies
Contingencies - - 500,000 500,000 TOTAL EXPENDITURES 25,850,034$ 34,674,505$ 39,829,737$ 26,381,807$ General Fund 25,850,034$ 34,674,505$ 39,726,678$ 26,278,119$ Special Revenue - - 103,059 103,688 TOTAL FUNDING 25,850,034$ 34,674,505$ 39,829,737$ 26,381,807$ May 20, 2025
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F-19
COVID-19 related expenditures associated with the previous COVID-19 Economic Recovery and Revitalization Initiative were last incurred in fiscal year 2023-24. Vacancy savings, or anticipated personnel savings over the course of the fiscal year, were first added to the budget in fiscal year 2022-23.

The city first received funds from the Opioid Settlement and Distributor Settlement funds in fiscal year 2022-23 and has since built these distributions in its annual budget. These funds come from the California Opioid Settlements to be utilized for opioid remediation activities.

The personnel related expenditures pertain to certain centrally budgeted items in the General Fund, such as those related to CalPERS, final vacation pay to employees when they terminate employment with the city, and accounting adjustments. This budget item has increased in recent years to better account for actual personnel costs. Accounting for $2 million in vacancy savings also allows for budgeted personnel costs to align with actual personnel costs more closely in the General Fund. Prior year actuals for personnel vacancy savings will consistently remain at zero, assuming actual savings reach the budgeted total.

In accordance with City Council Policy 91, the city targets adopting an annual budget that includes a transfer from the General Fund to one or more of the city's long-term capital funds. The long-term capital funds include the General Capital Construction Fund, the Infrastructure Replacement Fund and the Technology Investment Capital Fund. In fiscal year 2022-23, the city made equal contributions across each of the three funds. In fiscal years 2023-24 and 2024-25, the city budgeted for and made additional contributions to the General Capital Construction Fund to ensure that future projects have adequate funding. The additional respective transfers of $7.4 million and $13.8 million were funded from estimated General Fund surplus. In fiscal year 2025-26, the city has budgeted for increased transfers of $8.9 million to both the General Capital Construction Fund and the Infrastructure Replacement Fund while budgeting $2.4 million in transfers to the Technology Investment Capital Fund.

This distribution will help ensure that funding levels align with projected future project expenses.

The City Council authorized one-time transfers to the city’s Fleet Maintenance Fund in fiscal year 2022-23 and the Fleet Replacement Fund in fiscal year 2024-25. The $1.4 million transfer to Fleet Maintenance supported the fund balance amid increasing maintenance costs citywide. The $560,000 transfer to Fleet Replacement supported historical chargebacks related to a Police Department vehicle purchase.

The City Council also authorized several one-time transfers to the city’s Risk Management and Workers’ Compensation funds. In fiscal year 2022-23 the City Council approved total transfers of $1 million to the Risk Management Fund and $8.2 million to the Workers’ Compensation Fund. Spending in both funds exceeded estimates due to several factors, including the volume of claims opened and settled, an increase in personnel, and growing costs for legal defense and experts. The fiscal year 2024-25 budget includes another one-time transfer of $7 million 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.

City Council contingency budget has been set at $500,000 annually in recent years. Prior year actuals remain at zero, as the City Council distributes budget throughout the year to departments citywide as approved by Council action. The City Council approved contingency spending in fiscal years 2022-23 through 2024-25 of $7,776, $8,000 and $7,666 respectively. The City Council distributed budget for items like community spirit grants, a special events grant, winning teams grants, and City Council training and travel opportunities.

May 20, 2025
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F-20

May 20, 2025
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G-1

POLICY & LEADERSHIP

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

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

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

Geoff Patnoe
City Manager

442-339-2820
[email protected]

May 20, 2025
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G-2

May 20, 2025
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G-3
POLICY & LEADERSHIP |

OFFICE OF THE CITY COUNCIL

Account: 0011010 Fund: General

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

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

RECENT ACCOMPLISHMENTS
• Appropriated $850,000 to expand Habitat Management and Fire Mitigation measures to improve wildfire safety to include:
• Immediate clearing of additional non-native brush in city open space, • Expediting and increasing tree pruning/trimming across the city, and • Developing a long-term fire mitigation plan for all Carlsbad open space • Approved expanding the city’s library hours to include Sundays from 1 p.m. to 5 p.m. • Authorized the addition of five sworn positions and one professional staff member to the Police Department to address increased demands for service 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 297,953$ 265,997$ 266,179$ 280,288$ Retirement Benefits 60,017 39,298 36,980 39,847 Health Insurance 92,236 61,873 69,616 116,429 Other Personnel Expenses 6,931 6,268 3,335 3,674 Personnel Services Subtotal 457,137 373,436 376,110 440,238 Operating Expenses
Professional & Contract Services 2,375 8,273 25,800 26,400 Supplies & Materials 9,483 7,823 24,422 23,822 Repair & Maintenance - - - - Interdepartmental Charges 88,464 102,968 119,137 97,987 Other Operating Expenses 34,173 28,158 53,578 53,578 Capital Outlay - - - - Operating Expenses Subtotal 134,495 147,222 222,937 201,787 TOTAL EXPENDITURES 591,632$ 520,658$ 599,047$ 642,025$ Full Time Positions 2.00 2.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Appropriated $18 million in construction funding for the Monroe Street Pool Renovation and Replacement Project
• Approved the draft master plan for the future Robertson Ranch Park • Adopted an ordinance amending the Carlsbad Municipal Code to address quality of life concerns related to people living in vehicles
• Accepted a $5.3 million grant as part of a $11.4 million joint project with the City of Oceanside to address encampments along State Route 78
• Adopted City Council Policy 84, Development Project Public Involvement Policy • Adopted City Council Policy 55, Subcontractor Substitution on Public Works Contracts • Adopted City Council Policy 80, Electronic Signatures • Adopted an ordinance that updated city codes and policies to clarify land-use authority over any future project that would expand McClellan-Palomar Airport • Approved a new agreement with SDG&E and Cabrillo Power I LLC that will give the city six acres of coastal land including Cannon Park and the land next door, along with a lease and funding to help create the Hub Park Trail System along the south shore of the Agua Hedionda Lagoon
• Approved the Climate Action Plan Update, which identifies how Carlsbad will reduce greenhouse gas emissions over the next 20 years

GOALS
The City Council is focused on advancing the goals identified in the city’s 5-Year Strategic Plan. Work is centered around the following five goal themes:
• Economic vitality
• Sustainability and the natural environment
• Community character
• Quality of life and safety
• Organizational excellence and fiscal health

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G-5
POLICY & LEADERSHIP |

OFFICE OF THE CITY TREASURER

Account: 0010310 Fund: General

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

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

RECENT ACCOMPLISHMENTS
• Maintained a competitive yet prudent investment yield • Grew book value of investment portfolio in fiscal year 2024 by 2.57% over prior year • Increased cash income earned by the investment portfolio in fiscal year 2024 by 31.13% over prior year

GOALS
• Maintain a stable investment portfolio to ensure the preservation of capital in the overall portfolio
• Anticipate and meet the changing investment needs of the city to remain sufficiently liquid to enable the city to meet all operating requirements
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 64,518$ 122,501$ 121,975$ 134,250$ Retirement Benefits 19,619 26,152 29,238 31,909 Health Insurance 4,172 5,086 9,780 30,986 Other Personnel Expenses 1,951 3,154 3,412 3,902 Personnel Services Subtotal 90,260 156,893 164,405 201,047 Operating Expenses
Professional & Contract Services 34,779 18,194 60,700 55,870 Supplies & Materials 972 1,056 1,032 380 Repair & Maintenance - - - - Interdepartmental Charges 21,900 29,569 48,667 54,049 Other Operating Expenses - 775 4,718 10,200 Capital Outlay - - - - Operating Expenses Subtotal 57,651 49,594 115,117 120,499 TOTAL EXPENDITURES 147,911$ 206,487$ 279,522$ 321,546$ Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Manage the investment portfolio to realize a yield on investments as a source of additional revenue
• Use innovative solutions to fund modern and secure cash handling solutions even in uncertain times
• Maintain a maximum modified duration of less than 2.2%, which is a measure of investment risk
• Maintain short term investment maturity value (investments maturing within one year) at no less than the equivalent of two-thirds of the current operating budget; this ensures sufficient liquidity to meet the city’s operating needs

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Modified Duration 1.59 1.70 < 2.2 ≤ 2.2%
Organizational
Excellence &
Fiscal Health
Short term investment
maturity value as a
percentage of the current
operating budget

87.2% 75.0% > 66.7%
At least 2/3
or 66.6% of
operating
budget
Organizational
Excellence &
Fiscal Health
Average Yield of
investment portfolio 2.88% 3.10% 3.25% N/A
Organizational
Excellence &
Fiscal Health

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G-7
POLICY & LEADERSHIP |

OFFICE OF THE CITY MANAGER

Account: 0011010 Fund: General

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

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

RECENT ACCOMPLISHMENTS
• Provided an update to City Council on the status of the goals and objectives in the City Council 5-Year Strategic Plan and launched a new online dashboard that will provide an overview of progress toward the plan’s goals
• Conducted Elected Official Candidates Orientation
• Onboarded newly elected District 2 City Council Member and City Treasurer • Ensured timely follow up of all City Council and constituent services requests • Managed a robust local, state and federal intergovernmental affairs program 2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,235,450$ 1,234,648$ 1,138,336$ 1,104,196$ Retirement Benefits 311,058 291,961 321,172 323,573 Health Insurance 130,716 120,347 120,176 123,858 Other Personnel Expenses 28,905 29,316 31,054 31,735 Personnel Services Subtotal 1,706,129 1,676,272 1,610,738 1,583,362 Operating Expenses
Professional & Contract Services 174,424 281,692 249,350 249,350 Supplies & Materials 50,272 33,672 46,161 46,161 Repair & Maintenance - - - - Interdepartmental Charges 94,884 125,466 148,499 146,602 Other Operating Expenses 19,905 16,733 50,935 50,935 Capital Outlay - - - - Operating Expenses Subtotal 339,485 457,563 494,945 493,048 TOTAL EXPENDITURES 2,045,614$ 2,133,835$ 2,105,683$ 2,076,410$ Full Time Positions 7.00 7.00 6.00 6.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Collaborated extensively with neighboring cities and regional organizations to better share best practices for improved cooperation and efficiencies in government • Tracked approximately 1,850 separate pieces of legislation and issued statements of support or opposition on 37 pieces of legislation to help ensure Carlsbad’s interests are represented in state and federal actions
• Sponsored Assembly Bill 2715 (Boerner) that was signed into law, which authorizes local governments officials to hold a Closed Session on a threat to critical infrastructure controls or critical infrastructure information relating to cybersecurity • Sponsored Assembly Bill 2234 (Boerner), that was signed into law, which authorizes a local authority within San Diego County to adopt an ordinance or resolution that would prohibit a person under 12 years of age from operating a class 1 or 2 electric bicycle

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

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G-9
POLICY & LEADERSHIP |

OFFICE OF THE CITY ATTORNEY

Account: 0011210 Fund: General

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

SERVICES
• Advise the City Council and city staff on legal matters affecting the city • Attend City Council meetings, Planning Commission meetings and, when necessary, meetings of other boards and commissions
• Prepare and review ordinances and resolutions
• Negotiate, prepare and approve the form of contracts and legal instruments • Represent the city in court proceedings and before regulatory and legislative agencies • Manage the city’s litigation and provide periodic reports to the City Council • Enforce city laws and regulations
• Support the Police and Human Resources departments in obtaining gun violence and workplace violence restraining orders
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,261,492$ 1,414,951$ 1,406,070$ 1,506,153$ Retirement Benefits 347,272 344,765 388,449 426,073 Health Insurance 115,291 119,586 121,229 145,317 Other Personnel Expenses 30,699 33,566 39,729 43,714 Personnel Services Subtotal 1,754,754 1,912,868 1,955,477 2,121,257 Operating Expenses
Professional & Contract Services 2,609 2,923 2,700 3,500 Supplies & Materials 32,719 19,205 23,257 25,057 Repair & Maintenance - - - - Interdepartmental Charges 106,764 141,008 181,959 205,979 Other Operating Expenses 10,675 14,719 16,312 18,000 Capital Outlay - 1,627 - - Operating Expenses Subtotal 152,767 179,482 224,228 252,536 TOTAL EXPENDITURES 1,907,521$ 2,092,350$ 2,179,705$ 2,373,793$ Full Time Positions 8.00 8.00 8.00 8.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Advised the City Council and city staff on legal matters, including a ballot measure to update Proposition H, a procurement agreement for a new computer-aided dispatch system, the Climate Action Plan Update, labor negotiations, the disestablishment of the business improvement districts and revisions to the zoning code related to airport land uses • Managed the city’s defense of civil litigation
• Assisted the Utilities Department to perform a comprehensive review of all Carlsbad Municipal Water District ordinances and codify the ordinances so that they are available to staff and the public in a more user-friendly and searchable format • Prepared or assisted with additions and revisions to the Carlsbad Municipal Code, including prohibiting smoking in multi-unit residences, and strengthening regulations related to massage businesses and TGIF Concert in the Park security • Assisted with negotiations to reconfigure the SDG&E North Coast Service Center site to free up coastal property for eventual transfer to the city
• Worked with the Legislative Subcommittee, the Intergovernmental Affairs Director and the city’s legislative consultant to pass state legislation to permit closed session briefings on cybersecurity matters
• Collaborated with the Police Department to obtain Gun Violence Restraining Orders as appropriate for domestic violence and mental health incidents • Cooperated with the Human Resources Department and other city departments to obtain Workplace Violence Restraining Orders as appropriate to protect employees • Conducted trainings for city staff and city board and commission members on the Brown Act, Public Records Act, Political Reform Act, Government Code Section 1090 conflicts of interest and Form 700 requirements for consultants
• Reviewed and advised on contracts, public records requests and City Council inquiries • Provided as needed legal support and advice to all city boards, commissions and subcommittees

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

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G-11
POLICY AND LEADERSHIP|

OFFICE OF THE CITY CLERK

Account: 0010210, 0011610 Fund: General

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

SERVICES
• Prepare City Council agendas
• Prepare minutes
• Complete legal noticing and publishing
• Maintain Fair Political Practices Commission filings
• Maintain Carlsbad Municipal Code
• Maintain, preserve and provide access to all legislative documents • Administer elections
• Notarize documents
• Provide proof of life certifications
• Ensure public records are archived, preserved and accessible to the public • Respond to Public Records Act Requests
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 645,991$ 605,808$ 631,584$ 764,378$ Retirement Benefits 144,157 138,597 146,827 189,401 Health Insurance 90,984 98,010 109,647 145,201 Other Personnel Expenses 17,542 17,473 20,780 24,821 Personnel Services Subtotal 898,674 859,888 908,838 1,123,801 Operating Expenses
Professional & Contract Services 27,479 25,366 71,000 71,112 Supplies & Materials 41,459 34,344 42,720 48,175 Repair & Maintenance - - 3,115 - Interdepartmental Charges 143,220 182,459 198,134 201,184 Other Operating Expenses 149,799 10,665 49,797 52,345 Capital Outlay 12,483 - - - Operating Expenses Subtotal 374,440 252,834 364,766 372,816 TOTAL EXPENDITURES 1,273,114$ 1,112,722$ 1,273,604$ 1,496,617$ Full Time Positions 7.00 7.00 6.00 7.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
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• Process subpoenas, summons and claims
• Develop and implement records management and document management programs • Process recorded documents and bond releases
• Provide document research assistance to staff and the public • Conduct training and provide support to various department personnel designated to scan documents into the city’s records repository
• Manage and coordinate destruction of records past retention

RECENT ACCOMPLISHMENTS
• Responded to 723 Public Records Requests in 2024, a 9% increase from the prior year • Processed 59 City Council inquiries
• Processed 585 financial disclosure documents
• Added 7,186 records to the city’s public facing document repository • Updated the Carlsbad Municipal Code relating to the qualifications necessary to serve as City Treasurer and campaign contribution limits
• Conducted the 2024 General Municipal Election
• Launched the Board and Commission Application Portal for vacancy recruitments • Revised the city’s Electronic Signature Policy

GOALS
• Obtain a digital posting board to push out all agendas electronically throughout the city for greater accessibility in conformance with the Brown Act • Finalize and implement the agenda management workflow in Laserfiche • Automate the conforming process as a workflow in Laserfiche • Automate the records destruction approval routing process • Evaluate feasibility of offering passport application acceptance services • Conduct citywide training on the Brown Act, Public Records Requests and staff report preparation
• Continue to systematically update the Carlsbad Municipal Code and City Council Policies • Provide greater access to public records on the city website • Maintain and update the Records Retention Schedule and provide city staff with training • Collaborate with various departments on further digitizing their documents • Continue to conduct departmental records audits

May 20, 2025
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G-13
POLICY & LEADERSHIP |

COMMUNICATION & ENGAGEMENT

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

ABOUT
The city’s communication and engagement program fosters open, two-way communication with the community about city issues, programs and services, leading to a more responsive and transparent government.

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

2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,011,572$ 1,051,415$ 1,068,842$ 1,057,300$ Retirement Benefits 227,913 228,510 261,769 268,190 Health Insurance 135,982 159,932 171,688 181,855 Other Personnel Expenses 25,950 28,259 32,899 34,558 Personnel Services Subtotal 1,401,417 1,468,116 1,535,198 1,541,903 Operating Expenses
Professional & Contract Services 1,038,182 520,795 402,612 413,600 Supplies & Materials 121,699 80,177 96,863 80,774 Repair & Maintenance - - - 84,606 Interdepartmental Charges 194,952 208,342 260,980 269,388 Other Operating Expenses 17,662 215,177 221,300 24,136 Capital Outlay 14,038 - - - Operating Expenses Subtotal 1,386,533 1,024,491 981,755 872,504 TOTAL EXPENDITURES 2,787,950$ 2,492,607$ 2,516,953$ 2,414,407$ General Fund 2,385,710$ 1,983,038$ 2,010,091$ 2,123,451$ Special Revenue Fund 402,240 509,569 506,862 290,956 Total Funding 2,787,950$ 2,492,607$ 2,516,953$ 2,414,407$ Full Time Positions 9.00 9.00 9.00 8.00
Hourly/FTE Positions 1.50 1.50 1.00 1.00
May 20, 2025
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G-14

RECENT ACCOMPLISHMENTS
• Successfully engaged community members on issues including the annual budget, Robertson Ranch Park, Safe Routes to Schools, the Climate Action Plan Update, drive-thru rules and Barrio public art and lighting projects
• Communicated to residents about 13 major construction projects, including detour information, construction schedules and project benefits • Developed and distributed 51 editions of the city’s e-newsletter, recapping City Council actions, upcoming events and other news
• Produced and distributed 261 news releases and articles about city services and programs • Increased net new YouTube subscribers by 437 and total watch time 17% over last year • Recognized with 5 regional awards recognizing community engagement programs, community newsletters and publications and employee communication • Posted 713 updates on Facebook and increased followers to 52,909, with a 12% increase in reach
• Published 724 updates on Instagram and increased net new followers by 8% to 22,004

GOALS
The Communication & Engagement Department’s performance measures support all five goals in the City Council’s 5-Year Strategic Plan by promoting awareness of each and opportunities for the community to become engaged in individual initiatives.

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Engagement
opportunities meeting
participation goals
7 5 4 ≥ 3/year All
City news updates 5 5 5 ≥ 3/week All
Communication initiated
(all channels) 12 11 8 ≥ 5/week All

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STRATEGIC DIGITAL TRANSFORMATION

INVESTMENT PROGRAM
The Strat
egic 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 to 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 SDT
IP 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 leverages the first two goals by adopting a human-centered approach. It ensures that as the city uses data and technology, it respects people's privacy and fosters a culture where residents, organizations, and businesses are actively engaged and invested in the community and its future. • Enhance Accessibility and Transparency recognizes that open government and approaching problem-solving from an accessibility perspective leads to better outcomes for all. • Promote Safety and Sustainability through Connectivity leads to understanding the interconnected nature of our communities that can achieve environmental, mobility and sustainability goals when approached in a cross-departmental and community informed manner.

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Once the 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 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.

Several factors are considered when putting together projects for the five-year program.

All digital
transformation and technology projects shall be consistent with:

Strategic
Digital
Transformation
Investment
Program
Public Health
and Safety
City Mission,
Vision and
Organizational
Values
Community
Values
City Council
Goals
Governing
and Policy
Documents
Funding
Availability
Environmental
Review
Technology
Standards
and Strategic
Plans
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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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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 2025-26 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 2025-26 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 removed going into fiscal year 2025-26 are listed below. Full details of 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 project was approved during the fiscal year 2021-22 SDTIP and has no changes to its funding needs or project requirements and is still in process. This project is included in the totals of the various graphs and charts shown in the SDTIP.
• 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. • Civic Engagement with Open Data
• Computer Aided Dispatch
• Enterprise Asset Management
• 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. • Business Process Automation
• Expansion of Yardi
• Records Digitization

Fiscal Year 2024-25 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. • Construction Waste Management
• Data Governance and Operations Analytics
• Payment Card Industry (PCI) Compliance
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• Professional Technical Services and Data Project Delivery • RFID Replacement
• Risk Management Solution
• Senior Center Resource Access Enhancement
• Station Alerting Equipment Replacement
• Virtual Reality (VR) Training

Completed, Removed or Delayed Projects
The following projects were completed, removed or delayed during fiscal year 2024-25. The completed projects are not part of the totals of the various graphs and charts. Removed projects are only included if the project was previously funded; the removed funding is shown as a reduction in the current year’s appropriations. If a project was previously funded and new funding was delayed, the appropriate graphs and charts reflect the updated funding year.

Completed
• Fleet Telematics
• Narcotic Safe Migration
• Outdoor Wireless Study
• Patron Print/Copy/PC Management
• Staff Managed Print

Removed
No previously funded projects were removed

Delayed
The following project was previously approved and funded is being delayed:
• Discovery Management Assessment
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ESTIMATED TOTAL APPROPRIATIONS BY
GOAL
Going into fiscal year 2025-26, there are 40 continuing and new projects planned over the next five years at an estimated total cost of $37.9 million. Included in the $37.9 million is approximately $16.9 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 $16.9 million is approximately $5.4 million of estimated new appropriations for fiscal year 2025-26 for these same projects.

Build Capac ity for
Data -driven
De ci sion Ma king,
$1,528,000 - 4%
Enhance
Accessibility and
Tra ns parency,
$1,261,000 - 3%
Foster a Vibrant
C iv ic Engag emen t
Culture ,
$1,357,600 - 4%
Promote Se curity a nd
Sustainability through
Connectivity ,
$13,795,067 - 36%
Pursue Communitywide
Digital Transformation ,
$19,967,584 - 53%
Estimated Total Projects Costs by Goal
FY 2025-26 to FY 2029-30
$37.9 million
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Fiscal year 2025-26 estimated total appropriations by project goal

Pursue Communitywide Digital Transformation
$20.0 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy.

Build Capacity for Data-Driven Decision Making
$1.5 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
$1.3 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.

Promote Security and Sustainability through Connectivity $13.8 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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PROJECTS

PURSUE COMMUNITYWIDE DIGITAL

TRANSFORMATION

Core System Modernization

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 the 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.

Project Funding Source:

Technology Investment 10,000,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational $50k - $110k
Replacement None
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY29-30 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 5,400,000$ 3,000,000$ 1,600,000$ -$ -$ 10,000,000$ Est FY28-29
Budget
-$
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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 implementation of the software and hardware necessary to consolidate, replace and integrate these systems with as few systems as possible while maintaining or enhancing existing capabilities.

In April, the City Council approved the agreements associated with Core Systems Modernization and the implementation project officially kicked off in May. Work to implement the new solutions is ongoing and the new systems will be coming online in the fall of 2026. City staff are currently requesting funding of $3.0 million in fiscal year 2025-26 for acquisition and initial implementation and will request an estimated $1.6 million in funding for the continued implementation of a new system as part of the fiscal year 2026-27 SDTIP.

Staff estimate that operational costs will increase by $50,000 to $110,000 annually, but there will be no equipment replacement costs associated with the project.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation

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Digital Information Network

Project Benefits
The city’s upgraded digital information network provides faster, more secure connections that support a wide range of essential services. It powers critical operations such as public safety systems, email, internet access, traffic management systems, and internal city communications. It also enables reliable Wi-Fi and internet service at public facilities, helping to improve access for both staff and the community. Overall, this investment supports more efficient city operations and better service delivery to residents.

About This Project
The city has partnered with Crown Castle to build a robust and modern digital information network that connects city staff, facilities and services. Since 2019, the city has transitioned from a leased third-party network to a system it owns and manages, improving reliability, reducing long term costs and enhancing cybersecurity.

The first phases of the project are complete. The city is currently working on phase two and is now preparing for phase three, as originally approved by the City Council. This next phase includes important upgrades to the SCADA system, which helps monitor and manage water utilities and infrastructure. This project also includes plans to expand outdoor wireless capabilities at parks around the city.

For fiscal year 2025–26, the IT Department included $110,000 in its budget request for new maintenance costs for continued expansion of the network. Beginning in fiscal year 2026–27, annual ongoing maintenance and replacement costs are estimated to be $75,000 and $100,000, respectively.

These expenses will need to be accounted for in the department’s long-term operating and replacement budgets to ensure the network remains modern, efficient, and secure into the future.

Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:

Technology Investment 6,275,584$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 75,000$
Replacement 100,000$
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY29-30 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 6,025,584$ 250,000$ -$ -$ -$ 6,275,584$ Est FY28-29
Budget
-$
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BUILD CAPACITY FOR DATA -DRIVEN DECISION
MAKING

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. The system will alert staff to changing conditions in city facilities, allowing them to respond and limit any potential damage that may occur.

About This Project
This project includes the identification, procurement and implementation of a citywide facility monitoring and management solution for city facilities.

Staff are currently piloting a solution at the Police and Fire Headquarters. The additional funding request for fiscal year 2025-26 is being requested to support city-wide 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 300,000$
Managing Department:

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

Operational Not known
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY29-30 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 75,000$ 225,000$ -$ -$ -$ 300,000$ -$ Est FY28-29
Budget
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-12 2025-26 Strategic Digital Transformation Investment Program

Guest Facility Usage Analytics

Project Benefits
Currently, the ability to track facility usage is limited to a count of people that walk through 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 its 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 provide greater insight into how the community uses city facilities. With this data, the city will be able to configure public spaces to maximize their use.

About This Project
This project will identify, procure and implement a citywide guest facility usage analytics solution for city library facilities, parks and recreation centers. Staff are currently working on an agreement with the selected vendor for a pilot at Pine Avenue Community Park and the Carlsbad City Library Learning Center. If the pilot is successful, the solution will be expanded for implementation at additional city library facilities, parks and recreation centers. Additional funding request for fiscal year 2025-26 is being requested to support the expanded implementation.

Operational and replacement costs will be identified once the scope of the expanded implementation is determined.

Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making

Project Funding Source:

Technology Investment 125,000$
Managing Department:

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

Operational Not known
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY29-30 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 75,000$ 25,000$ 25,000$ -$ -$ 125,000$ Est FY28-29
Budget
-$
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FOSTER A VIBRANT CIVIC ENGAGEMENT

CULTURE

Audiovisual Upgrades

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

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

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

Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture

Project Funding Source:

Technology Investment 1,325,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational None
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 825,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,325,000$ Budget
100,000$
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ENHANCE ACCESSIBILITY AND TRANSPARENCY

Early Literacy Interactive Technology

Project Benefits
Early literacy technology solutions at city libraries include desktop computers, touch tables, kiosks and tablets that deliver interactive, cooperative play and learning experiences to children aged 3-8 years to help build literacy and numeracy skills.

About This Project
This project will identify and procure new technology solutions to meet the early literacy needs of library patrons. The existing early literacy stations that are installed in the library are at end of life, are limited to a single user per station and lack the ability to provide cooperative play with other children or with parents and caregivers. There is an estimated $4,800 ongoing operational cost associated with this project, that will begin in fiscal year 2026-27. It is not currently known whether the project will result in additional equipment needs requiring replacement funding.

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Funding Source:

Technology Investment 78,0 00$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 4,800$
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total Fundi
ng Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 78,000$ -$ -$ -$ 78,000$ Budget
-$
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Records Management Archive Solution

Project Benefits
The State of California updated section 22620 of the California Code of Regulations to require official city documents that use electronic technologies for storage to be kept in systems that are considered trustworthy. A trustworthy system, as defined by the Association for Intelligent Information Management, is an electronic document management system that:
• provides two separate copies of each official electronically stored record, • utilizes hardware and software methodologies that prevent the unauthorized addition, deletion or modification of a record through its approved record retention life cycle, and • ensures that one copy of each electronically stored record is retained in a storage location that prohibits the unauthorized addition, deletion or modification for a record through its approved record retention life cycle

The city’s existing electronic document management system, Laserfiche, has software that allows the system to be configured to grant rights and user access that prevents the unauthorized addition, deletion or modification for a record through its approved retention cycle. However, the existing Laserfiche environment does not have a data storage location that prohibits the unauthorized addition, deletion or modification for a record through its approved retention cycle.

About This Project
The project includes the acquisition and implementation of a data storage solution that will meet the state’s guidelines for a trustworthy system while working with the existing Laserfiche system. Staff estimate that operational costs will increase by $30,000 annually beginning in fiscal year 2026-27. It is not currently known whether the project will result in additional equipment needs requiring replacement funding.

Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Funding Source:

Technology Investment 120,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational 30,000$
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 120,000$ -$ -$ -$ 120,000$ Budget
-$
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Website Redesign

Project Benefits
Ensure the city’s website is compliant with state and federal accessibility requirements.

About This Project
Work with the city’s website provider to make design modifications that meet accessibility requirements. California Assembly Bill 434 requires municipal websites to meet Web Content Accessibility Guidelines. While the city’s existing website provides accessibility tools and meets a broad range of accessibility requirements, this project will ensure that our site fully follows Web Content Accessibility Guidelines and is accessible to all city residents and customers.

Connected Carlsbad Goal
Enhance Accessibility and Transparency

Project Funding Source:

Technology Investment 50,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational None
Replacement None
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 50,000$ -$ -$ -$ 50,000$ Budget
-$
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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 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 10 years.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

Project Funding Source:

IT Replacement Fund 7,582,687$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational None
Replacement None
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total Funding Source Budget Budget Budget Budget Budget Budget IT Replacement 1,209,044$ 1,423,643$ 1,050,000$ 1,500,000$ 1,200,000$ 7,582, 687$ Budget
1,200,000$
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-18 2025-26 Strategic Digital Transformation Investment Program

Cybersecurity Program Development

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

Implementation of these projects will require funding for assessments and evaluations, implementation, and staff training. Once the enhanced 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
• Migration to a cloud-native security information and event management solution • Cybersecurity governance program
• External attack surface visibility and risk reduction capabilities • Expanded managed security service provide support for cloud monitoring of the security information and event management solution
• 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 city.

To ensure we address the different areas and aspects of cybersecurity, city staff have developed and adopted an approach based on the National Institute of Standards and Technology Cybersecurity Framework to cybersecurity defense program which covers six functions:
• Identify – Develop the organizational understanding to manage cybersecurity risk to systems, assets, data and capabilities. The activities in this function are foundational for effective use of the Framework. Understanding the business context, the resources that Project Funding Source:

Technology Investment 1,1 50,000$
Managing Department:

Information Technology
Estimated Annual Costs
Increase/(Decrease):

Operational Not known
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total Fund
ing Source Budget Budget Budget Budget Budget Budget
Tech. Investment 650,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,150,000$ Budget
100,000$
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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. • 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.
• Govern – Establish and maintain the organizational oversight to manage and align cybersecurity activities with mission and stakeholder expectations. The Govern function supports effective decision-making through defined roles and responsibilities, strategy and policy development, and oversight of cybersecurity and supply chain risk. Examples of outcome categories within this function include Organizational Context, Risk Management Strategy, Supply Chain Risk Management, Roles and Responsibilities, Policy, and Oversight.

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 2026-27 and beyond. No new operational or replacement costs were requested for the fiscal year 2025-26 budget cycle.

Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity

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MINOR PROJECTS

Foster a Vibrant Civic Engagement Culture

3D Concepts & Walkthroughs
This project involves the implementation of a solution that provides the ability for park planners to generate 3D concepts and walkthroughs for specific projects.

Enhance Accessibility and Transparency

Records Management Module
This project implements the records management module of Laserfiche. The new module provides advanced and automated document lifecycle management.

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FUTURE PROJECTS

Estimated fiscal year 2025-26 through 2029-30 appropriations by goal The City of Carlsbad’s SDTIP for fiscal year 2025-26 to fiscal year 2029-30 outlines 40 projects at an estimated total cost of $37.9 million. Of the $37.9 million, $16.9 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 associated estimated costs.

Estimated Fiscal Year 2025-26 Appropriations by Goal
The fiscal year 2025-26 SDTIP outlines $5.4 million in new appropriations for fiscal year 2025-26 to provide additional funding for the continuation of existing projects as well as funding for new projects.

Build Capac ity for Data-
dri ve n Decision Ma king,
$415,000 - 2%
Enhance Accessi bil it y
a nd Tra nsparency,
$288,000 - 2%
Foster a Vibrant
C iv ic Engag emen t
Culture ,
$532,600 - 3%
Promote Se curity a nd
Sustainability through
Connectivity ,
$9,982,643 - 59%
Pursue Communitywide
Digital Transformation ,
$5,650,000 - 34%
Estimated Future Projects Costs by Goal
FY 2025-26 to FY 2029-30
$16.9 million
Foster a Vibrant Civic
Engagement Culture,
$132,600 , 2%
Enhance Accessibility
and Transparency,
$288,000 - 5%
Build Capacity for Data-
driven Decision
Making, $250,000 - 5%
Promote Security and
Sustainability through
Connectivity,
$1,523,643 - 28%
Pursue Communitywide
Digital Transformation,
$3,250,000 - 60%
Requested
FY 2025-26 Appropriations by Goal
$5.4 million
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Estimated fiscal year 2026-27 through 2029-30 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 do not require funding or have been delayed for the fiscal year 2025-26 budget year.

These projects will be reevaluated for the fiscal year 2026-27 budget year and, if approved for funding in fiscal year 2026-27, will then have a project page included as part of the SDTIP in the appropriate subsequent fiscal year. These projects have been included in the estimated five-year tables and funding projections.

Connected Requested Estimated Estimated Estimated Estimated Estimated Carlsbad Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Goal Source Appropriation 2025-26 2026-27 2027-28 2028-29 2029-30 Funding Staff Managed Print PCDT ITRF -$ -$ -$ -$ -$ 800,000$ 800,000$ Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000 Command Central A/V Infrastucture PSSC TICF - - 200,000 - - - 200,000 Facility Security Master Plan PSSC TICF 200,000 - 721,000 311,000 438,000 369,000 2,039,000 Police Dispatch Training Solution PSSC TICF - - 60,000 - - - 60,000 Police In-car Video Replacement PSSC TICF - - - - - 750,000 750,000 Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20,000 Peace Officer Standardized Training Solution PSSC TICF - - 20,000 - - - 20,000 Technology Assisted Call Handling PSSC TICF - - 20,000 - - - 20,000 230,000$ -$ 1,381,000$ 311,000$ 438,000$ 1,919,000$ 4,279,000$ Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT
Funding Source Abbreviations
Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF Funding Source Not Identified = Pending
Project Name
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FIVE -YEAR SCHEDULE OF PROJECTS BY

CONNECTED CARLSBAD GOAL

Requested Estimated Estimated Esti mated Estimated Estimated Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Source Appropriation 2025-26 2026-27 2027-28 2028-29 2029-30 F unding Core Systems Modernization TICF 5,400,000$ 3,000,000$ 1,600,000$ -$ -$ -$ 10,000,000$ Digital Information Network TICF 6,025,584 250,000 - - - - 6,275,584 Enterprise Asset Management System TICF 1,600,000 - - - - - 1,600,000 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 ITRF - - - - - 800,000 800,000 Station Alerting Equipment Replacement TICF 500,000 - - - - - 500,000 Utility Billing Portal UEF 90,000 - - - - - 90,000 14,317,584 3,250,000 1,600,000 - - 800,000 19,967,584 Business Process Automation TICF 300,000 - - - - - 300,000 Data Governance and Operational Analytics TICF 423,000 - - - - - 423,000 Discovery Management Assessment TICF 30,000 - 140,000 - - - 170,000 Facility Monitoring and Analytics TICF 75,000 225,000 - 300,000 Guest Facility Usage Analytics TICF 75,000 25,000 25, 000 125,000 Professional Technical Services for Data Project Delivery TICF 210,000 - - - - - 210,000 1,113,000 250,000 165,000 - - - 1,528,000 Audio Visual Upgrades TICF 825,000 100,000 100,000 100,000 100,000 100,000 1,325,000 3D Concepts & Walkthrough TICF - 32,600 32, 600 825,000 132,600 100,000 100,000 100,000 100,000 1,357,600 Civic Engagement with Open Data TICF 198,000 - - - - - 198,000 Early Literacy Interactive Technology TICF - 78,000 78,000 Online Permitting/Electronic Reviews (E-Reviews) TICF 645,000 - - - - - 645,000 Record Digitization TICF 100,000 - - - - - 100,000 Records Management Archive Solution TICF - 120,000 120,000 Website Redesign TICF - 50,000 50,000 Expansion of Yardi TICF 30,000 - - - - - 30,000 Records Managememt Module TICF - 40,000 40,000 973,000 288,000 - - - - 1,261,000 Annual Hardware and Infrastructure Replacement ITRF 1,209,044 1,423,643 1,050,000 1,500,000 1,200,000 1,200,000 7,582,687 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 650,000 100,000 100,000 100,000 100,000 100,000 1,150,000 Facility Security Master Plan TICF 200,000 - 721,000 311,000 438,000 369,000 2,039,000 Live 911 TICF 66,380 - - - - - 66,380 Police Dispatch Training Solution TICF - - 60,000 - - - 60,000 Police In-car Video Replacement TICF - - - - - 750,000 750,000 Police Records Management Migration TICF - - 200,000 - - - 200,000 Virtual Reality (VR) Training TICF 75,000 - - - - - 75,000 C
onstruction Waste Management Tracking TICF 20,000 - - - - - 20,000 Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000 Peace Officer Standardized Training Solution TICF - - 20,000 - - - 20,000 Senior Center Resource Access Enchancement TICF 12,000 - - - - - 12,000 Technology Assisted Call Handling TICF - - 20,000 - - - 20,000 3,812,424 1,523,643 2,391,000 1,911,000 1,738,000 2,419,000 13,795,067 21,041,008$ 5,444,243$ 4,256,000$ 2,011,000$ 1,838,000$ 3,319,000$ 37,909,251$ 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 Tota 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
May 20, 2025
Item #11 Page 219 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-24 2025-26 Strategic Digital Transformation Investment Program

FIVE -YEAR SCHEDULE OF PROJECTS BY FUND

Connected Requested Estimated Estimated Estimated Estimated Estimated Carls
bad Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Goal Appropriation 2025-26 2026-27 2027-28 2028-29 2029-30 Funding Technology Investment Capital Fund
Audio
Visual Upgrades FVCEC 825,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,325,000$ Business Process Automation BCDDM 300,000 - - - - - 300,000 Civic Engagement with Open Data EAT 198,000 - - - - - 198,000 Command Central A/V Infrastucture PSSC - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD) PSSC 1,580,000 - - - - - 1,580,000 Core Systems Modernization PCDT 5,400,000 3,000,000 1,600,000 - - - 10,000,000 Construction Waste Management Tracking PSSC 20,000 - - - - - 20,000 Cyber Security Program Development PSSC 650,000 100,000 100,000 100,000 100,000 100,000 1,150,000 Data Governance and Operational Analytics BCDDM 423,000 - - - - - 423,000 Digital Information Network PCDT 6,025,584 250,000 - - - - 6,275,584 Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000 Early Literacy Interactive Technology EAT - 78,000 - - - - 78,000 Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000 Expansion of Yardi EAT 30,000 - - - - - 30,000 Facility Monitoring and Analytics BCDDM 75,000 225,000 - - - - 300,000 Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 369,000 2,039,000 Guest Facility Usage Analytics BCDDM 75,000 25,000 25,000 - - - 125,000 Live 911 PSSC 66,380 - - - - - 66,380 Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000 Online Permitting/Electronic Reviews (E-Reviews) EAT 645,000 - - - - - 645,000 Payment Card Industry (PCI) Compliance PCDT 62,000 - - - - - 62,000 Peace Officer Standardized Training Solution PSSC - - 20,000 - - - 20,000 Police Dispatch Training Solution PSSC - - 60,000 - - - 60,000 Police In-car Video Replacement PSSC - - - - - 750,000 750,000 Police Records Management Migration PSSC - - 200,000 - - - 200,000 Professional Technical Services for Data Project Delivery BCDDM 210,000 - - - - - 210,000 Record Digitization EAT 100,000 - - - - - 100,000 Records Management Archive Solution EAT - 120,000 - - - - 120,000 Records Managememt Module EAT - 40,000 - - - - 40,000 RFID Replacement PCDT 600,000 - - - - - 600,000 Risk Management Solution Assessment PCDT 40,000 - - - - - 40,000 Senior Center Resource Access Enchancement PSSC 12,000 - - - - - 12,000 Station Alerting Equipment Replacement PCDT 500,000 - - - - - 500,000 Technology Assisted Call Handling PSSC - - 20,000 - - - 20,000 Virtual Reality (VR) Training PSSC 75,000 - - - - - 75,000 Website Redesign EAT - 50,000 - - - - 50,000 3D Concepts & Walkthrough FVCEC - 32,600 - - - - 32,600 Technology Investment Capital Fund Total 19,741,964 4,020,600 3,206,000 511, 000 638,000 1,319,000 29,436,564 Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement PSSC 1,209,044 1,423,643 1,050,000 1,500,000 1,200,000 1,200,000 7,582,687 Staff Managed Print PCDT - - - - - 800,000 800,000 Information Technology Replacement Fund Total 1,209,044 1,423,643 1,050,000 1,500,000 1,200,000 2,000,000 8,382,687 Utility Billing Portal PCDT 90,000 - - - - - 90,000 Total Utilities Enterprise Funds (Operating or Capital) 90,000 - - - - - 90,000 21,041,008$ 5,444,243$ 4,256,000$ 2,011,000$ 1,838,000$ 3,319,000$ 37,909,251$ Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT
Funding Source
ProjectsTotal
May 20, 2025
Item #11 Page 220 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-25

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 City 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 2025-26 Operating Budget and for the Capital Funds please see the CIP Section of the Fiscal Year 2025-26 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 Year 5
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4,727,982$ 3,390,569$ 5,466,793$ 10,394,593$ 15,353,984$ Transfers In 2,433,187 5,027,224 5,178,700 5,332,089 5,483,566 Interest Revenue 250,000 255,000 260,100 265,302 270,608 Project Appropriations 4,020,600 3,206,000 511,000 638,000 1,319,000 3,390,569$ 5,466,793$ 10,394,593$ 15,353,984$ 19,789,158$ 4,727,982$

INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND

FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
3,378,634$ 3,497,292$ 3,997,292$ 4,047,292$ 4,397,292$ Replacement Cost Revenue 1,542,301 1,550,000 1,550,000 1,550,000 1,550,000 Replacement Appropriations 1,423,643 1,050,000 1,500,000 1,200,000 2,000,000 3,497,292$ 3,997,292$ 4,047,292$ 4,397,292$ 3,947,292$ 3,378,634$
Beginning Available Balance
Ending Available Balance
Balance Available for Future Projects
Estimated Available Funds
Ending Available Balance
Beginning Available Balance
May 20, 2025
Item #11 Page 221 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-26 2025-26 Strategic Digital Transformation Investment Program

REVENUE PROJECTIONS SCHEDULE

BUDGET EXPENDITURE SCHEDULE

2021-22 2022-23 2023-24 2024-25 2025-26
Actual Actual Actual Projected Estimated
Revenue Revenue Revenue Revenue Revenue
Technology Investment Capital 10,747,619$ 4,127,866$ 4,526,422$ 5,179,226$ 2,683,187$ Information Technology Department Replacement 1,491,070 1,576,979 1,659,663 1,866,451 1,542,301 Total 12,238,689$ 5,704,845$ 5,704,845$ 7,045,677$ 4,225,488$ Fund
2022-23 2023-24 2024-25 2025-26 2025-26 2025-26
Actual Actual Estimated Continuing New Total
Expense Expense Expense Appropriations Appropriations Appropriations Technology Investment Capital 1,872,512$ 1,349,059$ 2,600,000$ 11,518,350$ 4,020,600$ 15,538,950$ Information Technology Department Replacement 993,515 1,225,243 1,200,000 745,320 1,423,643 2,168,963 Total 2,866,027$ 2,574,302$ 3,800,000$ 12,263,670$ 5,444,243$ 17,707,913$ Fund
May 20, 2025
Item #11 Page 222 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-27

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 zero shown for each fiscal year are pending an estimate due to the possible solution having too many unknown 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 request additional operating budget.

May 20, 2025
Item #11 Page 223 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-28 2025-26 Strategic Digital Transformation Investment Program

FISCAL YEAR 202 5-26 ROADMAP

Strategic Digital Transformation Investment Program FY 2025-26 Schedule Legend: Project Ongoing

GOAL INITIATIVES
Core Systems Modernization
Digital Information Network
Enterprise Asset Management System
Payment Card Industry (PCI) Compliance
RFID Replacement
Risk Management Solution
Station Alerting Equipment Replacement
Utility Billing Portal

GOAL INITIATIVES
Business Process Automation
Professional Technical Services for Data Project Delivery Facility Monitoring and Management
Guest Facility Usage Analytics

GOAL INITIATIVES
Audio Visual Upgrades
3D Concepts and Walkthroughs

GOAL INITIATIVES
Early Literacy Interactive Technology
Online Permitting/Electronic Reviews (E-Review)
Records Digitization
Records Management Archive Solution
Website Redesign
Expansion of Yardi
Records Management Module

GOAL INITIATIVES
Annual Hardware and Infrastructure Replacement
Computer Aided Dispatch (CAD)
Cyber Security Program Development
Live 911
Facility Security Master Plan
Virtual Reality (VR) Training
Construction Waste Management
Senior Center Resource Access Enhancement
JUN
JUN
JUN
JUN
JUN
MAY
MAY
MAY
MAY
MAY
APR
APR
APR
APR
APR
MAR
MAR
MAR
MAR
MAR
FEB
FEB
FEB
FEB
FEB
JAN
JAN
JAN
JAN
JAN
Promote Safety and
Sustainability through
Connectivity
OCT

OCTJUL AUG SEP

JUL AUG SEP
Enhance Accessibility
and Transparency
Foster a Vibrant Civic
Engagement Culture
Build Capacity for Data-
driven Decision Making
SEP
OCT

OCTJUL AUG

JUL AUG
Pursue Community Wide
Digital Transformation

AUGJUL OCT
SEP
SEP
NOV
DEC
DEC
DEC
DEC
DEC
NOV
NOV
NOV
NOV
--------------------------------------------------Implementation------------------------------------------------------- -------------------------------------------------------------Ongoi ng--------------------------------------------------------- -------------------------------------------------------------Ongoi ng-------------------------------------------------------- ----------------------------------------------------------------Ongoing--------------------------------------------------- -----------------------------------------------------------Implementation------------------------------------------------ ----------------------------------------------------------Roll Out--------------------------------------------------------- -------------------------------------------------------------Ongoi ng------------------------------------------------------- ---Pilot----------- ---------------------------City WideImplementation------------------------------------------- -------------------------------------------------------------Ongoi ng------------------------------------------------------ -------------------------------------------------------------Ongoi ng------------------------------------------------------ -- Selection ---Contract----Council--Kickoff-------------Implementation------------- -------------- Pilot-------------------- --------------------ExpandedImplementation---------------------------- -------------------------------------------------------------Ongoi ng-------------------------------------------------------- -------------------------------------------------------------Ongoi ng------------------------------------------------------------ -----------------------------------------------------------------RFP -------------------------------------------------------- ---------- Implementation----------
-------------- Redesign----------------
---------- Implementation----------
---------- Implementation----------
------ Pilot-------- -----------Expanded Implementation------------ ---------- Implementation----------
---------- Implementation----------
---------- Impl.---------
---------- Implementation----------
-------------- Phase IV Implementation--------------
---------- Impl.---------
---------- Implementation----------
May 20, 2025
Item #11 Page 224 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-29

FIVE -YEAR ROADMAP

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 Core Systems Modernization
Digital Information Network
Enterprise Asset Management
Payment Card Industry (PCI) Compliance
RFID Replacement
Risk Management Solution
Staff Managed Print
Station Alerting Replacement
Utility Billing Portal
Integrated Library System
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Business Process Automation
Discovery Management
Facility Monitoring and Analytics
Guest 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 Audio Visual Upgrades
3D Concepts and Walkthroughs
Approved - has been fully approved but work has not started FY 2026-27
FY 2026-27
FY2027-28
FY2027-28
FY2029-30
FY2029-30
FY2029-30
In progress - has been fully approved and work has started FY 2025-26
FY2028-29
FY2028-29
FY2028-29
Prior Years FY 2025-26
FY 2025-26Prior Years
Prior Years
FY 2026-27 FY2027-28
Foster a Vibrant Civic
Engagement Culture
Pursue Community Wide
Digital Transformation
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

INITIATIVES

INITIATIVES
May 20, 2025
Item #11 Page 225 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 H-30 2025-26 Strategic Digital Transformation Investment Program

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 Early Literacy Interactive Technology
Online Permitting/Electronic Reviews (E-Review)
Records Digitization
Records Management Archive Solution
Website Redesign
Expansion of Yardi
Records Management Module
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
Command Central A/V Infrastructure
Computer Aided Dispatch (CAD)
Cyber Security Program Development
Facility Security Master Plan
Live 911
Police Dispatch Training Solution
Police In-car Video Replacement
Police Records Management Migration
Virtual Reality (VR) Training
Construction Waste Management Tracking
Major Incident/Special Event Management System
Peace Officer Standardized Training Solution
Senior Center Resource Access Enhancement
Technology Assisted Call Handling
Ongoing - annual process
FY2028-29 FY2029-30
FY2028-29 FY2029-30GOAL INITIATIVES
Promote Safety and
Sustainability through
Connectivity

GOAL INITIATIVES
Enhance Accessibility
and Transparency
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 2025-26 FY 2026-27 FY2027-28
Prior Years FY 2025-26 FY 2026-27 FY2027-28
May 20, 2025
Item #11 Page 226 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 I-1

CAPITAL IMPROVEMENT PROGRAM

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

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

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

The CIP budget 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. For projects related to the strategic plan or considered a critical need, construction funding is shown as an estimate—the City Council does not authorize an appropriation when the annual CIP budget is adopted. Instead, staff request an appropriation for the construction phase when the design is complete and the project is ready to be bid for construction. 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 can avoid more costly unexpected repairs or operational needs and minimize the burden on emergency expenditures.

May 20, 2025
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I-2
As the city grew and developed, there
was a corresponding increase in the
demand for development-related
services and new facilities. To ensure that
the necessary infrastructure and facilities
are built on a schedule that meets or
exceeds this demand, the citizens of
Carlsbad adopted a Growth Management
Plan in 1986. The plan was established to
manage development within the city by
linking residential, commercial, and
industrial development directly to
standards for availability of public
services and facilities.

The Growth Management Plan states that unless a standard level of facilities is available to meet new demands resulting from the city’s growth, development cannot proceed. Recently, the city considered certain options pertaining to growth management, such as imposing a moratorium on building if infrastructure falls short of established standards due to development. However, this was determined to be impermissible by the California Housing and Community Development Department, per Senate Bill 330, Housing Crisis Act of 2019, which became effective on Jan. 1, 2020.

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

The CIP has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the fiscal year 2025-26 CIP, compliance with the Growth Management Plan is continued.

In October 2022, the 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 in 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.

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

As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels of service throughout their lifecycle. Recommendations for project funding consider current project status, project scheduling and sequencing requirements, project constraints, and current staff capacity. Project charters are updated to include project description, location, summary of need, justification including any legislative or policy citations, cost estimates, and project scores.

FISCAL YEAR 202 5-26 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 projects. 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.

Capital
Improvement
Program
Public
health and
safety
City mission,
vision and
organizational
values
Community
values
Environmental
review
Governing
and policy
documents
Funding
availability
City
Council
goals
Strategic Plan
• Priority
projects
Critical Need
• Regulatory
• Health &
safety
Maintenance
• Annual
Allocation
• Enterprise
• Drainage
Closeout
• In service
• Warranty
• Monitoring
May 20, 2025
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I-4
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.

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. For strategic plan and critical need projects, requesting appropriation of construction funding at the time staff request approval of plans and specifications and authorization to bid allows the city to 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 2025-26 CIP, there are approximately 193 continuing and new projects planned over the next 5 years. The fiscal year 2025-26 CIP outlines $47.0 million in new appropriations to provide additional funding for the continuation of existing projects as well as funding for 14 new projects.

Projected revenues during the same fiscal year are estimated at $110.1 million.

$(10.0) $- $10.0 $20.0 $30.0 $40.0 $50.0 $60.0
FY2025-26 APPROPRIATIONS

BY BUDGET CATEGORY
Maintenance
Critical Need
Strategic Plan
May 20, 2025
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Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5 I-5
Fiscal year 2025-26 appropriations by project type

Civic Buildings and Facility Maintenance
$1.8 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.

Parks
$4.8 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing, picnic areas, pickleball courts and other needs identified by the community and in recently updated parks master plans.

Drainage
$7.2 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
$9.5 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
$10.7 million
Future water and recycled water projects include construction of new pipelines, replacement of existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been producing and delivering recycled water for over 30 years.

Transportation
$13.0 million
People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they drive, walk, bike, or ride a bus or train. The city continues to invest in modernizing roads, leveraging technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways, bridges, sidewalks and other assets in public rights of way throughout the city.

May 20, 2025
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NEW CAPITAL IMPROVEMENT PROJECTS

Capital Project

Project Description FY26
Appropriation District
Avenida Encinas
and Cannon Road
Sewer
Replacement

Replace 700 linear feet of existing 10-inch
gravity sewer on Cannon Road with a 15-inch
gravity main
Future FY27 2
Cannon Lift Station
Redundant Force
Main

Construct 5,280 linear feet of 14-inch force
main to provide a redundant outfall for the
Cannon Lift Station
$200,000 2
Citywide Facilities
Nonfunction Turf
Removal and
Replacement

Evaluate existing city facilities to identify and
convert areas of non-contributing
ornamental grass to more water-wise
planting areas. Part of this CIP will seek
water conservation grants and rebates from
applicable authorities

$350,000 Citywide
El Fuerte Lift
Station Redundant
Force Main

Construct 3,400 linear feet of 10-inch force
main to provide a redundant outfall for the
El Fuerte Lift Station

Future FY28 2
Jefferson Street
Sewer
Replacement

Reimbursement funds for required public
sewer improvements resulting from
Jefferson Street development projects
$300,000 1
Poinsettia Lift
Station Redundant
Force Main

Construct 3,000 linear feet of 15-inch force
main to provide a redundant outfall for the
Poinsettia Lift Station
Future FY28 2
Safety Training
Center Emergency
Backup Generator

Install an emergency backup generator to
allow for continuity of operations during grid
power outages. In FY26, Phase 1 will install a
docking station so a rental generator could
be deployed if needed. In the future, Phase 2
will install a permanent fixed generator

Forecasted
construction,
$250,000
2 May 20, 2025
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Maintenance Projects

Project Description FY26
Appropriation District
ADA Parking Space
Modifications

Modify existing parking spaces to comply
with ADA requirements and the California
Vehicle Code as it relates to crosswalks.

Forecasted
construction,
$300,000
Citywide
Citywide
Community Parks’
Playgrounds
Replacements and
Upgrades

Evaluate existing infrastructure and
programming needs of community parks’
playgrounds nearing the end of their useful
lives
$50,000 Citywide
Citywide Facility
Arc Flash and
Thermal Imaging
Safety Program

Conduct National Fire Protection Association
(NFPA) 70E required arc flash studies
together with related electrical safety
inspections. Develop constraints and
opportunities list of city buildings in support
of the Climate Action Plan (CAP) Measures E-
1 and E-3.2.

$100,000
Citywide
D-Site Recycled
Water Pump
Rehabilitation

Replace and rehabilitate pumps to increase
hydraulic efficiency for the station and the
recycled water system
$300,000
3 Home Plan Lift
Station
Improvements

Upgrade the lift station to accommodate an
increase in pump flow capacity. Lift station
upgrades are needed to accommodate
anticipated development expansion in the
Village and Barrio Master Plan area in
accordance with current city standards.

$400,000
1 Library Learning
Center Renovation
Remodel and renovate portions of the first
floor of the Library Learning Center

$100,000 1
Northwest
Quadrant Older
Parks
Rehabilitation and
Improvement
Evaluate existing infrastructure and
programming of Magee Park, Maxton Brown
Park, and Holiday Park to identify needed
improvements that will allow these
downtown parks to better serve the public

$350,000
1 May 20, 2025
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CAPITAL IMPROVEMENT PROGRAM

REVENUES

Over the next 15 years, revenues for capital projects are estimated at $1.0 billion 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 24% 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 29% of total revenues and are used to pay for replacement of existing water and sewer facilities.

Infrastructure Replacement and General Capital Construction revenues, equal to 18%, 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% consists of revenues from other agencies and include federal and state grants, the county sales tax program Transnet, gas taxes, and contributions or reimbursements from cities, developers, and other agencies.

Financing Districts, 8%
General Capital Construction
transfers, 9%
Infrastructure
Replacement transfers, 9%
Other agencies, 21%
Developer fees, 24%
Utility Replacement
transfers, 29%
Capital Improvement Program
Projected Revenues FY 2025-26 to FY 2039-40
$1.0 billion
May 20, 2025
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FUTURE GROWTH AND DEVELOPMENT

As shown on the graph on the previous page, there are a variety of revenues that are used to fund the capital projects. In order to estimate revenues to be received from development, several assumptions about the rate and type of future development are made. These assumptions can change from year to year and tend to correlate with 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 2025-26 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 7,854 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 2025-26 is projected at 199 units, and, over the next five years, should average 514 units per year.

The amount of non-residential development is projected at about 515,000 square feet over the next five years.

Fiscal Year Residential Units
Non-Residential Square
Feet
2025-26 199 271,515 2026-27 653 77,126 2027-28 451 29,126 2028-29 619 59,410 2029-30 649 77,466 2030-35 2,054 694,751 2036-build out 3,229 1,584,249 Totals 7,854 2,793,643 May 20, 2025
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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.

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 2030-31 to fiscal year 2039-40 are estimated at approximately $729 million.

May 20, 2025
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CALCULATION OF FUTURE FEES

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

The following information delineates how those assumptions were applied to estimate future development revenues. The mix of future multi-family and single-family residential units is assumed to be 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. One project is 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.

Cannon Lake Park $ 2,500,000
Chestnut Complete Street I-5 to Railroad Project Study $ 2,750,000 College Boulevard Extension $33,000,000
Fire Station 1 Replacement $27,500,000
Fire Station 7 $20,900,000
Maerkle Solar Project $55,000,000
Orion Complex Energy Storage $11,000,000
South Carlsbad Boulevard Realignment (Partial Funding/TIF) $ 5,500,000

May 20, 2025
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PROJECTED FUND BALANCES FOR FISCAL
YEAR 2024- 25

July 1, 2024 Projected June 30, 2025
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 1,462,356$ 45,759$ -$ - 1,508,115$ BTD#3 - Cannon Road West 548,568 15,705 -$ - 564,273 CFD #1 - Citywide 104,920,474 5,317,572 7,687,637 132,264$ 102,418,144 Gas Tax 17,083,732 3,720,489 4,393,545 - 16,410,676 Gas Tax (Road Maint. & Rehab Acct.) 2,154,973 2,982,430 691,749 - 4,445,654 General Capital Const. 44,458,682 19,607,896 16,438,606 - 47,627,972 Grants - Federal 43,244 - 312 - 42,932 Grants - State (1,778,769) - 39,002 - (1,817,771) Infrastructure Replacement 113,899,506 7,763,272 20,901,397 - 100,761,381 Other 2,110,384 56,444 - - 2,166,828 Park Fee Zones 5,13,16, 17, 18 5,169,797 179,883 - - 5,349,680 Park-In-Lieu NE 4,730,152 130,098 424,755 - 4,435,495 Park-In-Lieu NW 2,607,876 1,028,806 1,708,639 - 1,928,043 Park-In-Lieu SE 1,789,320 497,254 561,825 - 1,724,749 Park-In-Lieu SW 1,307,071 441,316 - - 1,748,387 Planned Local Drainage Area A 1,118,751 38,481 22,573 - 1,134,659 Planned Local Drainage Area B 1,566,876 91,439 13,607 - 1,644,708 Planned Local Drainage Area C 1,714,862 60,201 20,201 - 1,754,862 Planned Local Drainage Area D 776,030 62,701 26,857 - 811,874 Public Facilities Fee 33,593,729 3,322,591 508,755 - 36,407,566 Sewer Connection 6,661,961 455,434 59,602 - 7,057,793 Sewer Replacement 20,863,173 40,952,631 9,669,190 - 52,146,613 Traffic Impact Fee 16,429,632 1,464,822 2,408,890 - 15,485,564 Transnet/Local 35,432,398 5,735,910 14,638,490 - 26,529,818 Water - Potable 38,795,588 1,646,397 12,604 - 40,429,381 Water - Recycled (16,516,593) - - - (16,516,593) Water Replacement - Potable 61,794,365 12,037,667 17,903,731 - 55,928,301 Water Replacement - Recycled 18,234,005 723,580 720,543 - 18,237,042 Total 520,972,144$ 108,378,777$ 98,852,510$ 132,264$ 530,366,147$ May 20, 2025
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Carlsbad City CouncilMay 20, 2025

Carlsbad City Council
May 20, 2025