Carlsbad City Council
June 17, 2025

June 17, 2025
Item #14 Page 373 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Maintain Infrastructure Reliability & Safeguard Public Assets; Pursue Resource Recovery; and Optimize Operational Performance.

The Recommended FY 2025-26 Operating Budget totals approximately $28.2M for the seven (7) operational programs summarized below:

The primary driver for this operating budget is the existing obligations associated with staffing costs, which make up most of the operating budget increase. Attracting, retaining, and developing a highly skilled, adaptable, and engaged workforce is critical to the success of Encina’s mission. The budget reflects the implementation of year three in the three-year salary and benefit package approved by the Board of Directors in July 2023. Within staffing costs, increases in health benefit costs and CalPERS related costs for existing staff are the most significant factors driving the personnel increase. Health benefits continue to be costly, and costs related to CalPERS unfunded accrued liability and Encina’s Pension Policy are included within this budget.

Other impacts to the operating budget include energy and insurance costs. Chemical costs are decreasing overall based on chemical bids received in April. Volatility continues to impact these sectors making it difficult to predict long-term trends and their impact on Encina. In prior years volatility put significant upward pressure on the operating budget. Longer-term, the Cogeneration Low Emission & Augmentation Retrofit (CLEAR) project currently being developed aims to stabilize long-term energy costs, as well as respond to increasingly stringent air quality regulations, in a way that maximizes value for Encina and its Member Agencies.
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Operating Program Actual
FY 2023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Change
Encina Water Pollution Control Facility $ 18,998,862 $ 20,907,524 $ 22,431,526 7.3% Environmental Compliance ─ Source Control $ 1,082,931 $ 1,157,985 $ 1,390,729 20.1% Agua Hedionda Lift Station $ 659,604 $ 663,873 $ 731,488 10.2% Buena Creek Pump Station $ 599,241 $ 676,191 $ 702,898 3.9% Buena Vista Pump Station $ 835,114 $ 990,528 $ 1,038,211 4.8% Carlsbad Water Recycling Facility $ 1,698,053 $ 1,926,044 $ 2,075,864 7.8% Raceway Basin Pump Station $ 217,316 $ 302,576 $ 328,328 8.5% Total Operating Budget $ 24,091,121 $ 26,624,721 $ 28,699,044 7.8% Estimated Other Operating Revenue $ - $ (474,800) $ (475,000) 0.0% Estimated Member Agency Share $ 24,091,121 $ 26,149,921 $ 28,224,044 7.9%

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

CAPITAL BUDGET OVERVIEW
The Recommended FY 2025-26 Capital Budget totals approximately $24.4M for the following Encina capital programs summarized below:

Despite a history of strategic planning, capital costs have increased rapidly over the past 3 years driven by the global volatility discussed in previous budgets. Encina’s 2040 Master Plan provided direction related to addressing some, but not all, of the changing environment Encina is facing. While the Recommended FY 2025-26 Capital Budget reflects pressures from several directions including aging infrastructure renewal, solids management capacity due to solids inflow growth, and regulations, it also reflects the opportunity to adapt to a new paradigm.

Aging Infrastructure Renewal
Facility age and a uniquely corrosive marine environment, given Encina’s coastal location and the nature of the resources Encina manages, are putting significant pressure on infrastructure renewal. The original treatment plant was constructed in 1963 with Phase I and II following in 1971 and 1975 respectively. The first three phases were built between 50 and 62 years ago. Phase III and IV were built in 1982 and 1992, respectively. Phase V, the most recent comprehensive expansion, was completed in 2009. Based on estimates from July 2024 Encina is responsible for ~$746 million worth of Joint System Assets at the EWPCF. Many of these assets are near or at the end of their useful life. Failure to proactively maintain Encina’s aging infrastructure can lead to process failures resulting in wastewater spills that negatively impact the environment and north San Diego County economy. Over the next several years, plant rehabilitation to maintain core services is expected to have an order of magnitude cost of ~$145 million, in 2025 dollars. This does not include other necessary infrastructure upgrades as discussed below.

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

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

First, reduced hydraulic detention time of solids in the digesters is near the permit limit of 15 days. This permit limit allows for the disposal of Class “B” solids when the heat dryer system does not have adequate capacity to meet demands or is out of service for maintenance. The Biosolids Management Plan completed in 2022 identified the need for either increased hydraulic capacity at the digesters or the installation of a second heat dryer system; adding hydraulic capacity in the digester process was determined to be the least cost alternative as rehabilitation of unused existing infrastructure would reduce overall project costs. Second, the additional digester capacity would provide buffering capabilities in the event that Encina experiences a process upset where an upset digester would need to be isolated and the biological activity restored to normal levels without the potential to spill digested solids. Third, spare solids management capacity is needed to ensure preventative maintenance can be performed on the digesters helping increase infrastructure sustainability and resiliency and lowering long-term costs. Without the spare capacity to meet permit requirements, allow for appropriate control of process upsets Capital Program Actual
FY 2023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Change
EWPCF – Capital Improvements 22,231,253$ 25,072,000$ 18,240,000$ -27.2% EWPCF – Planned Asset Rehabilitation 1,496,903$ 1,729,000$ 1,694,000$ -2.0% EWPCF – Capital Acquisitions 341,988$ 720,000$ 693,000$ -3.8% Remotes Facilities – Acquisitions & Rehabilitation 1,260,290$ 1,549,500$ 1,173,500$ -24.3% Allocated Personnel Expenses 2,183,329$ 2,347,081$ 2,581,529$ 10.0% Total Capital Budget $ 27,513,763 $ 31,417,581 $ 24,382,029 -22.4% Estimated Federal Grant $ (100,000) $ - -100.0%
Estimated Member Agency Share $ 27,513,763 $ 31,317,581 $ 24,382,029 -22.1%

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

and for proactive and preventative maintenance, the risk of permit violations, infrastructure failures and costly rehabilitation increases significantly. Over the next 5 years, improvements to Encina's Digester 1, 2, and 3 are expected to have a cost order of magnitude of ~$40 million, in 2025 dollars.

Regulatory Environment
More stringent regulations continue to put significant pressure on Encina. While some upcoming regulations are predictable, they are not fully quantifiable, leading to increased business risk. For example, newly adopted air quality regulations by the EPA and the State will have a profound impact on Encina’s cogeneration engines used to produce power and heat onsite. If a viable alternative cannot be found, Encina anticipates that its energy costs will increase ~$3.3 million annually, in 2025 dollars.

The CLEAR project currently being developed aims to stabilize those energy costs while simultaneously addressing the newly adopted air quality regulations. Another example includes the State Water Resource Control Board (SWRCB) investigating how nutrients discharged from treatment plants impact the ocean ecosystem. There is concern that excess nutrients from ocean outfalls contribute to ocean acidification and hypoxia, both of which can have substantial negative impacts on marine ecosystems. Recently, Encina completed a plume tracking study in accordance with operating permit requirements. The data from this study is being monitored by the SWRCB and is anticipated to guide their future regulations. Staff anticipates our 2018 National Pollutant Discharge Elimination System (NPDES) permit, which included plume tracking for the first time, will be renewed by late 2025 with additional requirements not yet known. Based on SWRCB’s historical regulation cycle, staff anticipates the SWRCB will incorporate nutrient limits into our NPDES permit between 2032 and 2040. One of the most common technologies available to remove nutrients from wastewater discharge are membrane bio-reactors, the same technology used for direct or indirect potable reuse projects. This technology is costly. Over the next nine years, regulatory requirements impacting energy resources and nutrient limits on Encina’s Ocean Outfall are expected to have an order of magnitude cost of ~$25 million and ~$220 million, respectively, in 2025 dollars. Grant funding totaling ~$14 million is expected to offset a portion of the expected ~$25 million for the CLEAR project.

General Capital
The proposed capital budget reflects steps to begin addressing these challenges. The Capital Improvement Projects are planned, scoped, and prioritized to consider anticipated changes in regulatory requirements, prospective operational efficiencies, funding availability, available resources and other factors.

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

As such, the Recommended FY 2025-26 Capital Budget includes funding for ~10 full-time equivalent (FTE) positions. These positions include full and part-time efforts of Encina executives, professionals, managers, and technical staff who plan, direct, and support Encina’s Capital Program. The addition of the Engineer position last budget cycle helps support the significant workload associated with Encina’s aging infrastructure, capacity improvements, and regulatory requirements.

Capital Improvement Projects for FY 2025-26 include new and continued funding of the CLEAR ($7.3M), Primary Sedimentation Basin Mechanical Rehabilitation ($3.0M), and the Secondaries & Effluent Electrical & Controls Improvements ($3.0M), along with over 50 other projects of lesser value.

Planned Asset Rehabilitation and Replacement (PARR) effort at EWPCF reflects minor plant rehabilitation efforts undertaken by Encina staff to maintain the Joint System assets. PARR Projects total ~$1.7M. EWPCF Capital Acquisitions total ~$0.7M and reflect investment in minor infrastructure and equipment. Remote Facilities – Acquisitions and Rehabilitation total ~$1.2M and reflect investment in remote facility improvements.

SUMMARY
Staff has made every effort to coordinate with the Member Agencies and provides its best professional judgement based on understanding the day-to-day operating requirements and capital investment needs while developing the budget. This budget represents the a comprehensive plan to address the challenges Encina is facing. The two largest factors influencing

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 the success of its decades-long plan are funding and staffing. As such, staff will be working with the Member Agencies to identify alternatives to pay-as-you-go funding to help minimize the financial impacts to their ratepayers and realize the economic value of Encina’s resources. A staffing framework has also been developed to support these efforts. However, given the impacts of adding additional staff, Encina is proposing to take an “adaptive management" approach to ensure Encina continues to operate using a lean staffing model; only having the staff necessary to support its mission and reassessing staffing needs at every opportunity. Staff will be working with the Board and Member Agencies on solutions over the next decade to ensure Encina can continue to protect public and environmental health for generations to come.

Through efforts by staff, Encina consistently looks for opportunities to enhance efficiency and provide value to its Member Agencies and their rate payers. As a result, Encina has been able to hold a very tight line on all costs that are discretionary with an increase of merely 0.5% above last year’s budget. Encina continues to look for long-term solutions to infrastructure challenges that provide lasting value for the community it serves.

Please join me in recognizing the staff whose efforts produced this document. Assistant General Manager Jennifer Sabine, who prepared and developed operations estimates with the Executive Leadership team at Encina. Aaron Beanan, Director of Finance, who led efforts in the preparation and development of the Recommended FY 2025-26 Budget. Finally, the Executive Leadership Team coordinated the budget development processes within their respective departments.

Respectfully Submitted,
Scott McClelland, P.E., BCEE, MBA
General Manager

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

ABOUT ENCINA

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

Facts

Founded
1961

Population Served
380,000

Service Area
123 square miles

Permitted Liquid Treatment Capacity

40.51 million gallons per day (dry weather)

Permitted Solids Treatment Capacity

43.53 million gallons per day (dry weather)
Member Agencies

City of Carlsbad
July 13, 1961

City of Vista
July 13, 1961

Buena Sanitation District
January 6, 1964

Vallecitos Water District
March 22, 1965

City of Encinitas
August 17, 1971

Leucadia Wastewater District
August 17, 1971

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

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

ORGANIZATION OF EXCELLENCE
Encina is a model of excellence and innovation. Encina has received over 40 awards for organizational excellence and innovations over the past decade. This reflects the competence of Encina’s highly qualified, trained, and certified workforce. Some recent awards are shown here.

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 ORGANIZATION CHART (78 FTEs)
Senior Construction
Manager
Human Resources
Manager
Assistant General
Manager
Administrative
Assistant
Board of DirectorsGeneral Counsel
General Manager
Board Secretary/
Executive Assistant
Engineering Services
Manager
Human Resources
Analyst
Director of
Operations
Director of
Technical Services
Director of
Environmental
Compliance
Director of Finance
Operations Manager
EWPCF Operations Manager
Remote Facilities
Operations Manager
Resource Recovery
Field Services
Superintendent Maintenance Manager Contract Administrator Accounting Supervisor Information Systems
Manager
Mechanical Tech
Supervisor
Electrical &
Instrumentation
Supervisor
Information Systems
Analyst (3)
Inspector (3) Chemist (5)
Operator (14)
Engineer
Shift Supervisor (4)
Operations
Training and
Quality Control
Specialist
Inventory Control
Technician
Procurement
Specialist
Accounting
Technician
Lead Mechanical
Technician
Cogeneration
Specialist (2)
Electrical &
Instrumentation
Technician (3)
Lead Operator (7)
Mechanical
Technician (6)
Source Control
Manager Laboratory Manager Safety and
Training Manager

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 2023-24 Budget 2024-25 Budget 2025-26 Budget
Office of the General Manager
General Manager 1.00 1.00 1.00
Assistant General Manager 1.00 1.00 1.00
Engineering Services Manager 1.00 1.00 1.00
Senior Construction Manager 1.00 1.00 1.00
Associate Engineer/Engineer 0.00 1.00 1.00
Human Resources Manager 1.00 1.00 1.00
Human Resources Analyst 1.00 1.00 1.00
Board Secretary/Executive Assistant 1.00 1.00 1.00
Administrative Assistant I/II 1.00 1.00 1.00
Total 8.00 9.00 9.00
Finance Department
Director of Finance 1.00 1.00 1.00
Accounting Supervisor 1.00 1.00 1.00
Accounting Technician I/II 1.00 1.00 1.00
Contract Administrator 1.00 1.00 1.00
Inventory Control Technician 1.00 1.00 1.00
Procurement Specialist 1.00 1.00 1.00
Total 6.00 6.00 6.00
Operations Department
Director of Operations 1.00 1.00 1.00
Operations Manager 3.00 3.00 3.00
Shift Supervisor1,2

6.00 6.00 4.00
Lead Operator1

5.00 5.00 7.00
Operator-In-Training/Operator I/II1

15.00 15.00 14.00
Operations Training and Quality Control Specialist 1.00 1.00 1.00 Total 31.00 31.00 30.00

AUTHORIZED POSITIONS
Summary by Department

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AUTHORIZED POSITIONS
Summary by Department
Technical Services Department
Director of Technical Services 1.00 1.00 1.00
Maintenance Manager 1.00 1.00 1.00
Electrical and Instrumentation Supervisor 1.00 1.00 1.00 Electrical and Instrumentation Technician-In-
Training/Electrical and Instrumentation Technician 3.00 3.00 3.00 Mechanical Technician Supervisor 1.00 1.00 1.00
Lead Mechanical Technician 1.00 1.00 1.00
Mechanical Technician I/II 6.00 6.00 6.00
Cogeneration Specialist2

1.00 1.00 2.00
Field Services Superintendent 1.00 1.00 1.00
Information Systems Manager 1.00 1.00 1.00
Information Systems Analyst 2.00 3.00 3.00
Total 19.00 20.00 21.00
Environmental Compliance Department
Director of Environmental Compliance 1.00 1.00 1.00
Source Control Manager 1.00 1.00 1.00
Source Control Inspector I/II/III 3.00 3.00 3.00
Laboratory Manager 1.00 1.00 1.00
Chemist I/II/III 5.00 5.00 5.00
Safety and Training Manager 1.00 1.00 1.00
Total 12.00 12.00 12.00
Full-time Equivalent Employees Summary
Office of the General Manager 8.00 9.00 9.00
Finance 6.00 6.00 6.00
Operations 31.00 31.00 30.00
Technical Services 19.00 20.00 21.00
Environmental Compliance 12.00 12.00 12.00
Total 76.00 78.00 78.00

1. Mid-year change per General Manager authority during Fiscal Year 2023-24.

2. Mid-year change per General Manager authority during Fiscal Year 2024-25.

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Salaries
FY 2024-25
Budget % of Total FY 2025-26
Budget % of Total % Change
Regular 10,579,056$ 11,181,408$ 5.7%
Overtime 213,715$ 225,883$ 5.7%
Holiday 106,000$ 119,000$ 12.3%
Temporary & Part-Time Staff 50,000$ 50,000$ 0.0% Intern Program 33,290$ 33,290$ 0.0%
Shift Differential 40,000$ 39,000$ -2.5%
Incentive Awards 24,684$ 25,000$ 1.3%
Standby 2,000$ 6,000$ 200.0%
Subtotal Salaries 11,048,744$ 73.5% 11,679,581$ 68.2% 5.7% FY 2024-25
Budget % of Total FY 2025-26
Budget % of Total % Change
CalPERS Retirement Program — Normal Cost 2,184,251$ 2,302,458$ 5.4% CalPERS Retirement Unfunded Liability -$ 1,279,642$
CalPERS Employee Contribution (855,725)$ (907,153)$ 6.0% Other Post-Employment Benefits 104,632$ 87,227$ -16.6% Flexible Benefits 125 Plan 1,702,471$ 1,871,411$ 9.9% Deferred Compensation 381,540$ 409,787$ 7.4% Medicare 170,052$ 181,069$ 6.5%
Workers Compensation Insurance 249,511$ 179,369$ -28.1% Other Ancillary Benefits 50,422$ 52,800$ 4.7%
Subtotal Benefits 3,987,153$ 26.5% 5,456,611$ 31.8% 36.9% Total Personnel Expense 15,035,897$ 100.0% 17,136,192$ 100.0% 14.0% FY 2024-25
Budget
FY 2024-25
Positions
FY 2025-26
Budget
FY 2025-26
Positions % Change
Encina Water Pollution Control Facility 7,345,477$ 39.95 7,977,940$ 39.46 8.6% Source Control 793,766$ 4.46 942,391$ 4.39 18.7% Agua Hedionda Lift Station 250,374$ 1.32 282,034$ 1.24 12.6% Buena Creek Pump Station 232,490$ 1.26 238,010$ 1.03 2.4% Buena Vista Pump Station 201,784$ 1.07 232,919$ 1.02 15.4% Carlsbad Water Reclamation Facilities 386,104$ 2.05 505,487$ 2.38 30.9% Raceway Basin Pump Station 134,210$ 0.71 149,003$ 0.64 11.0% Remote Facilities 1,204,962$ 6.41 1,407,453$ 6.31 16.8% Subtotal 9,344,205$ 50.82 10,327,784$ 50.16 10.5% Internal Service Funds 3,344,610$ 17.08 4,226,878$ 17.73 26.4% Subtotal Operating 12,688,815$ 67.89 14,554,662$ 67.89 14.7% Capital Program 2,347,081$ 10.11 2,581,529$ 10.11 10.0% Total Personnel Expense 15,035,896$ 78.00 17,136,191$ 78.00 14.0% PERSONNEL EXPENSE SUMMARY by ACCOUNT
Benefits
PERSONNEL EXPENSE SUMMARY by PROGRAM
Programs

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OPERATING

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

Agua Hedionda Pump Station
Buena Creek Pump Station
Buena Vista Pump Station
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Internal Service Funds
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
City of Carlsbad 7,220,724$ 8,050,581$ 7,533,549$ 8,380,330$ 329,749$ 4.1% City of Vista 6,439,002$ 6,977,609$ 6,361,177$ 7,607,624$ 630,015$ 9.0% Buena Sanitation District 2,463,561$ 2,667,378$ 2,406,452$ 2,919,877$ 252,499$ 9.5% Vallecitos Water District 4,200,822$ 4,466,441$ 4,115,253$ 4,880,755$ 414,314$ 9.3% City of Encinitas 880,196$ 948,629$ 869,604$ 1,020,554$ 71,925$ 7.6% Leucadia Wastewater District 2,886,816$ 3,039,283$ 2,803,505$ 3,414,904$ 375,621$ 12.4% Sub Total 24,091,121$ 26,149,921$ 24,089,540$ 28,224,044$ 2,074,123$ 7.9% Estimated Other Revenue * 474,800$ 453,000$ 475,000$ 200$ 0.0% Total 24,091,121$ 26,624,721$ 24,542,540$ 28,699,044$ 2,074,323$ 7.8% *2023-24 Actual total is net of other revenue
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 18,998,862$ 20,432,724$ 18,702,089$ 21,956,526$ 1,523,802$ 7.5% Source Control 1,082,931$ 1,157,985$ 1,122,722$ 1,390,729$ 232,744$ 20.1% Agua Hedionda Lift Station 659,604$ 663,873$ 652,096$ 731,488$ 67,615$ 10.2% Buena Creek Pump Station 599,241$ 676,191$ 600,217$ 702,898$ 26,707$ 3.9% Buena Vista Pump Station 835,114$ 990,528$ 840,116$ 1,038,211$ 47,683$ 4.8% Carlsbad Water Recycling Facility 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 149,820$ 7.8% Raceway Basin Pump Station 217,316$ 302,576$ 264,633$ 328,328$ 25,752$ 8.5% Total 24,091,121$ 26,149,921$ 24,089,540$ 28,224,044$ 2,074,123$ 7.9% (474,800)$ (453,000)$
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 18,998,862$ 20,907,524$ 19,155,089$ 22,431,526$ 1,524,002$ 7.3% Source Control 1,082,931$ 1,157,985$ 1,122,722$ 1,390,729$ 232,744$ 20.1% Agua Hedionda Lift Station 659,604$ 663,873$ 652,096$ 731,488$ 67,615$ 10.2% Buena Creek Pump Station 599,241$ 676,191$ 600,217$ 702,898$ 26,707$ 3.9% Buena Vista Pump Station 835,114$ 990,528$ 840,116$ 1,038,211$ 47,683$ 4.8% Carlsbad Water Recycling Facility 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 149,820$ 7.8% Raceway Basin Pump Station 217,316$ 302,576$ 264,633$ 328,328$ 25,752$ 8.5% Total 24,091,121$ 26,624,721$ 24,542,540$ 28,699,044$ 2,074,323$ 7.8% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 8,270,416$ 9,344,204$ 7,401,324$ 10,327,784$ 983,580$ 10.5% Non-Personnel 8,755,555$ 8,878,772$ 8,671,307$ 8,602,701$ (276,071)$ -3.1% Internal Service Fund 7,065,150$ 8,401,745$ 8,469,909$ 9,768,559$ 1,366,814$ 16.3% Total 24,091,121$ 26,624,721$ 24,542,540$ 28,699,044$ 2,074,323$ 7.8% Combined Operating Budget Expense
OPERATING BUDGET: REVENUE and EXPENSE SUMMARY
Operating Revenues from Member Agencies by Program
Operating Budget Expense Summary by Program
Revenue Summary

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FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 6,191,658$ 7,345,476$ 5,408,473$ 7,977,940$ 632,464$ 8.6% Non-Personnel 6,694,702$ 6,245,965$ 6,447,977$ 5,999,403$ (246,562)$ -3.9% Internal Service Fund 6,112,502$ 7,316,083$ 7,298,639$ 8,454,183$ 1,138,100$ 15.6% Total 18,998,862$ 20,907,524$ 19,155,089$ 22,431,526$ 1,524,002$ 7.3% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 740,634$ 793,766$ 749,586$ 942,391$ 148,625$ 18.7% Non-Personnel 63,681$ 43,132$ 20,812$ 46,306$ 3,174$ 7.4% Internal Service Fund 278,616$ 321,087$ 352,324$ 402,032$ 80,945$ 25.2% Total 1,082,931$ 1,157,985$ 1,122,722$ 1,390,729$ 232,744$ 20.1% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 313,886$ 250,374$ 251,873$ 282,034$ 31,660$ 12.6% Non-Personnel 223,906$ 287,400$ 266,982$ 301,853$ 14,453$ 5.0% Internal Service Fund 121,812$ 126,099$ 133,241$ 147,601$ 21,502$ 17.1% Total 659,604$ 663,873$ 652,096$ 731,488$ 67,615$ 10.2% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 252,442$ 232,490$ 243,201$ 238,010$ 5,520$ 2.4% Non-Personnel 265,733$ 353,801$ 262,024$ 359,861$ 6,060$ 1.7% Internal Service Fund 81,066$ 89,900$ 94,992$ 105,027$ 15,127$ 16.8% Total 599,241$ 676,191$ 600,217$ 702,898$ 26,707$ 3.9% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 189,815$ 201,784$ 208,719$ 232,919$ 31,135$ 15.4% Non-Personnel 561,341$ 699,489$ 537,087$ 698,454$ (1,035)$ -0.1% Internal Service Fund 83,958$ 89,255$ 94,310$ 106,838$ 17,583$ 19.7% Total 835,114$ 990,528$ 840,116$ 1,038,211$ 47,683$ 4.8% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 480,159$ 386,104$ 401,434$ 505,487$ 119,383$ 30.9% Non-Personnel 886,682$ 1,140,658$ 1,073,269$ 1,088,516$ (52,142)$ -4.6% Internal Service Fund 331,212$ 399,282$ 432,964$ 481,861$ 82,579$ 20.7% Total 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 149,820$ 7.8% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Personnel 101,822$ 134,210$ 138,038$ 149,003$ 14,793$ 11.0% Non-Personnel 59,510$ 108,327$ 63,156$ 108,308$ (19)$ 0.0% Internal Service Fund 55,984$ 60,039$ 63,439$ 71,017$ 10,978$ 18.3% Total 217,316$ 302,576$ 264,633$ 328,328$ 25,752$ 8.5% OPERATING BUDGET: EXPENSE SUMMARY
Carlsbad Water Recycling Facility
Raceway Basin Pump Station
Encina Water Pollution Control Facility
Environmental Compliance ─ Source Control
Agua Hedionda Lift Station
Buena Vista Pump Station
Buena Creek Pump Station

June 17, 2025
Item #14 Page 392 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 4,884,194$ 5,452,265$ 4,980,458$ 5,558,590$ 106,325$ 2.0% Source Control 347,807$ 364,123$ 356,556$ 411,869$ 47,746$ 13.1% Agua Hedionda Lift Station 203,818$ 205,135$ 201,496$ 226,031$ 20,896$ 10.2% Buena Vista Pump Station 86,852$ 103,014$ 87,372$ 107,976$ 4,962$ 4.8% Carlsbad Water Recycling Facility 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 149,820$ 7.8% Total 7,220,724$ 8,050,581$ 7,533,549$ 8,380,330$ 329,749$ 4.1% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 4,668,913$ 4,945,145$ 4,525,001$ 5,403,604$ 458,459$ 9.3% Source Control 348,725$ 383,636$ 368,199$ 440,000$ 56,364$ 14.7% Agua Hedionda Lift Station 455,786$ 458,738$ 450,600$ 505,457$ 46,719$ 10.2% Buena Vista Pump Station 748,262$ 887,514$ 752,744$ 930,235$ 42,721$ 4.8% Raceway Basin Pump Station 217,316$ 302,576$ 264,633$ 328,328$ 25,752$ 8.5% Total 6,439,002$ 6,977,609$ 6,361,177$ 7,607,624$ 630,015$ 9.0% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 1,767,828$ 1,894,218$ 1,714,301$ 2,069,694$ 175,476$ 9.3% Source Control 96,492$ 96,969$ 91,934$ 147,285$ 50,316$ 51.9% Buena Creek Pump Station 599,241$ 676,191$ 600,217$ 702,898$ 26,707$ 3.9% Total 2,463,561$ 2,667,378$ 2,406,452$ 2,919,877$ 252,499$ 9.5% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 4,033,536$ 4,293,267$ 3,947,179$ 4,631,870$ 338,603$ 7.9% Source Control 167,286$ 173,174$ 168,074$ 248,885$ 75,711$ 43.7% Total 4,200,822$ 4,466,441$ 4,115,253$ 4,880,755$ 414,314$ 9.3% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 840,461$ 900,877$ 820,584$ 972,046$ 71,169$ 7.9% Source Control 39,735$ 47,752$ 49,020$ 48,508$ 756$ 1.6% Total 880,196$ 948,629$ 869,604$ 1,020,554$ 71,925$ 7.6% Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26 Change %
Encina Water Pollution Control Facility 2,803,930$ 2,946,952$ 2,714,566$ 3,320,722$ 373,770$ 12.7% Source Control 82,886$ 92,331$ 88,939$ 94,182$ 1,851$ 2.0% Total 2,886,816$ 3,039,283$ 2,803,505$ 3,414,904$ 375,621$ 12.4% OPERATING BUDGET: REVENUE SUMMARY
Leucadia Wastewater District
City of Encinitas
City of Carlsbad
City of Vista
Vallecitos Water District
Buena Sanitation District

June 17, 2025
Item #14 Page 393 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

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June 17, 2025
Item #14 Page 394 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

ENCINA WATER POLLUTION CONTROL FACILITY
The Encina Water Pollution Control Facility (EWPCF), located in Carlsbad, California, provides wastewater treatment services to approximately 380,000 residents in a 123 square mile service area of northwest San Diego County. The EWPCF consists of three major components: the treatment plant; the Encina Ocean Outfall (EOO); and the Joint Flow Metering System (JFMS).

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

Today, the EWPCF is a modern resource recovery facility that produces: clean water for recycling and Pacific Ocean discharge (via primary and secondary activated sludge treatment processes); flow equalization facilities; and a 1.5 mile EOO, which discharges treated effluent at an average depth of one-hundred-fifty (150) feet; a granular fertilizer marketed under the trade name PureGreen (via anaerobic digesters, solids dewatering centrifuges, and a triple-pass rotary drum heat dryer); and, between 80 and 85% of the electricity required to power the EWPCF (via a Combined Heat & Cogeneration Power System) in a typical year. In addition, the JFMS consists of nineteen (19) flow meters strategically placed throughout the collection system. The data collected at these metering sites, which is analyzed and certified by an independent consultant, is a critical element in allocating EWPCF costs among the Encina Member Agencies.

Capacity – The EWPCF has a rated liquid treatment capacity of 40.51 million gallons per day (MGD) and a rated solids treatment capacity of 43.53 MGD. During FY 2024-25, the EWPCF will: (1) clean more than 7.97 billion gallons of water; (2) recycle about 2.9 billion gallons for on-site use and regional irrigation; and, (3) process 99 million gallons of digested sludge into over 6,300 tons of PureGreen fertilizer based on prior year actuals.

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

Encina Water Pollution Control Facility

June 17, 2025
Item #14 Page 395 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

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June 17, 2025
Item #14 Page 396 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 4,700,656$ 5,369,585$ 4,014,264$ 5,418,244$ 0.9% 5200 Benefits 1,491,002$ 1,975,891$ 1,394,209$ 2,559,696$ 29.5% Total Personnel Expenses 6,191,658$ 7,345,476$ 5,408,473$ 7,977,940$ 8.6% 21001 7330 Specialty Services 158,156$ 164,844$ 161,424$ 182,172$ 10.5% 22001 5400 CEPT Polymer 161,566$ 228,861$ 160,022$ 189,101$ -17.4% 22001 5401 Ferric Chloride 715,375$ 969,750$ 940,752$ 1,067,156$ 10.0% 22001 5405 Atmospheric Control (Nitrogen) 28,175$ 41,273$ 21,783$ 41,328$ 0.1% 22001 5406 Pellet Dust Control 22,840$ 48,841$ 19,037$ 48,841$ 0.0% 22001 5407 Sodium Hypochlorite 146,432$ 183,576$ 171,641$ 141,741$ -22.8% 22001 5409 Dewatering / Thickening Polymer 1,455,709$ 1,604,826$ 1,412,973$ 1,093,878$ -31.8% 22001 5420 Biosolids Recycling 1,054,549$ 898,900$ 1,441,407$ 1,072,500$ 19.3% 22001 5422 Pure Green Marketing 9,815$ 15,000$ 4,754$ 15,000$ 0.0% 22001 5423 Grit Hauling 131,209$ 136,500$ 147,752$ 143,500$ 5.1% 22001 5431 Water 15,614$ 20,451$ 13,959$ 21,162$ 3.5% 22001 6430 Memberships -$ 6,991$ 1,229$ 7,531$ 7.7% 22001 6450 Professional Services 19,587$ 67,000$ 26,572$ 47,000$ -29.9% 22001 6720 Specialty Equipment 42,592$ 7,250$ 44,154$ 29,250$ 303.4% 22001 6920 Permits 38,881$ 37,612$ 38,201$ 37,612$ 0.0% 22001 7310 Safety & Medical Services 189,840$ 296,200$ 232,135$ 198,500$ -33.0% 22001 7330 Specialty Services 6,086$ 5,500$ 7,558$ 5,500$ 0.0% 22001 7610 Professional Development -$ 17,800$ 20,014$ 22,000$ 23.6% 23001 5410 Chemicals -$ 6,000$ 4,007$ 6,000$ 0.0% 23001 5910 Equipment Rental 8,433$ 14,000$ 2,252$ 14,000$ 0.0% 23001 6120 Fuel & Lube 35,635$ 39,613$ 47,097$ 39,613$ 0.0% 23001 6220 Earthquake & Flood Insurance 251,759$ -$ -$ -$ 0.0% 23001 6230 Janitorial 93,848$ 101,000$ 105,593$ 107,000$ 5.9% 23001 6410 Laundry & Uniforms 14,931$ 20,000$ 14,844$ 25,000$ 25.0% 23001 6424 Info Systems: Enterprise Applications 343,332$ -$ -$ -$ 0.0% 23001 6430 Memberships -$ 4,316$ 3,510$ 4,640$ 7.5% 23001 6450 Professional Services 425,662$ 20,000$ 154,007$ 20,000$ 0.0% 23001 6710 Equipment New 7,134$ 11,000$ 10,909$ 12,000$ 9.1% 23001 6930 Piping & Electrical Repair 147,193$ 140,000$ 190,880$ 140,000$ 0.0% 23001 6940 Planned Maintenance 375,336$ 280,000$ 279,173$ 324,500$ 15.9% 23001 7010 Plant Contracts 309,410$ 362,000$ 304,950$ 403,000$ 11.3% 23001 7510 Tools 9,709$ 10,000$ 16,861$ 18,000$ 80.0% 23001 7610 Professional Development -$ -$ -$ 18,000$ 0.0% continued 
Projected
FY 2024-25
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
OPERATING EXPENSE SUMMARY:

ENCINA WATER POLLUTION CONTROL FACILITY

PERSONNEL
NON-PERSONNEL Proposed
FY 2025-26
Proposed
FY 2025-26
Projected
FY 2024-25
Budget
FY 2024-25
Actual
FY 2023-24
%
Change¹

June 17, 2025
Item #14 Page 397 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 24001 6810 Ocean Monitoring 41,835$ 28,000$ 7,131$ 10,000$ -64.3% 24001 6911 Effluent Testing 25,251$ 33,000$ 34,930$ 33,000$ 0.0% 24001 6920 Permits 320,080$ 316,872$ 321,694$ 337,778$ 6.6% 500xx 5610 Board of Directors Fees 54,346$ 79,484$ 51,408$ 85,860$ 8.0% 500xx 6010 Board of Directors Meeting Expense 34,382$ 29,505$ 33,364$ 37,240$ 26.2% Total Non-Personnel Expenses 6,694,702$ 6,245,965$ 6,447,977$ 5,999,403$ -3.9% 11001 Administration 2,869,161$ 3,489,790$ 3,687,437$ 4,209,265$ 20.6% 12001 Laboratory 1,042,069$ 1,131,155$ 1,367,599$ 1,427,909$ 26.2% 13001 Energy Management 2,201,272$ 2,695,138$ 2,243,603$ 2,817,009$ 4.5% Total Internal Service Fund Expenses 6,112,502$ 7,316,083$ 7,298,639$ 8,454,183$ 15.6% Total Operating Expenses 18,998,862$ 20,907,524$ 19,155,089$ 22,431,526$ 7.3%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget.

Budget
FY 2024-25
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Projected
FY 2024-25
%
Change¹

INTERNAL SERVICE FUNDS
NON-PERSONNEL EXPENSES (cont.) Proposed
FY 2025-26
Proposed
FY 2025-26
Actual
FY 2023-24
%
Change¹

June 17, 2025
Item #14 Page 398 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

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

Such discharges may be federally regulated or regulated by Encina’s Pretreatment Ordinance, which are enforced by Encina in cooperation with the host Member Agency under authority derived from the federal CWA. The goal of Encina’s Regional Source Control Program is to prevent the discharge of pollutants into the Member Agency sewer system, which may interfere with the operation of the EWPCF or pass through the system and negatively impact the ocean environment, the quality of PureGreen fertilizer or the ability to reclaim water. The Source Control Program achieves this goal by: identifying regulated industries; conducting facility inspections; issuing wastewater discharge permits; sampling industrial discharges to determine compliance; taking enforcement in response to noncompliance; responding to Member Agency requests to perform investigations regarding non-routine discharges; and, conducting related public outreach activities.

Capacity – During FY 2025-26 staff estimates sixty (60) industries will be fully permitted under a Class I, II, or III permit, while another 500 businesses will participate in Encina’s Best Management Practices Program.

Cost Allocation – Personnel Expenses make up over 84% of Source Control’s budgeted expenses. Over 79% of personnel expenses are allocated to Member Agencies based on the actual level of effort by staff. The remaining personnel expenses and all non-personnel expenses are allocated to the Member Agencies on the basis of Encina Ocean Outfall flows.

Public outreach at the 2024 Carlsbad Citizen’s Academy.

June 17, 2025
Item #14 Page 399 of 634
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June 17, 2025
Item #14 Page 400 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 551,876$ 570,589$ 538,651$ 632,624$ 10.9% 5200 Benefits 188,758$ 223,177$ 210,935$ 309,767$ 38.8% Total Personnel Expenses 740,634$ 793,766$ 749,586$ 942,391$ 18.7% 40001 5930 Equipment Replacement 6,081$ 1,000$ 79$ 1,000$ 0.0% 40001 6120 Fuel & Lube 1,449$ 2,900$ 1,401$ 2,900$ 0.0% 40001 6310 Lab Equipment Repair 9,161$ 7,000$ 1,577$ 9,000$ 28.6% 40001 6330 Lab Supplies 416$ 1,600$ 1,447$ 1,600$ 0.0% 40001 6410 Laundry & Uniforms 1,535$ 2,000$ 3,067$ 3,000$ 50.0% 40001 6422 Legal Notices -$ 750$ 1,179$ 750$ 0.0% 40001 6430 Memberships -$ 2,482$ 1,368$ 956$ -61.5% 40001 6450 Professional Services 41,268$ 15,000$ 857$ 15,000$ 0.0% 40001 7130 Public Information 3,771$ 2,000$ 2,000$ 2,500$ 25.0% 40001 7610 Professional Development -$ 8,400$ 7,837$ 9,600$ 14.3% Total Non-Personnel Expenses 63,681$ 43,132$ 20,812$ 46,306$ 7.4% 11001 Administration 193,864$ 228,783$ 241,741$ 286,098$ 25.1% 12001 Laboratory 82,549$ 89,606$ 108,337$ 113,114$ 26.2% 13001 Energy Management 2,203$ 2,698$ 2,246$ 2,820$ 4.5% Total Internal Service Fund Expenses 278,616$ 321,087$ 352,324$ 402,032$ 25.2% Total Operating Expenses 1,082,931$ 1,157,985$ 1,122,722$ 1,390,729$ 20.1%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget.

Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
OPERATING EXPENSE SUMMARY:

SOURCE CONTROL

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

June 17, 2025
Item #14 Page 401 of 634
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June 17, 2025
Item #14 Page 402 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

REMOTE FACILITIES

AGUA HEDIONDA LIFT STATION
The Agua Hedionda Lift Station (AHLS) is part of the Encina Joint Sewerage System and is jointly owned by the City of Vista and the City of Carlsbad. This pump station is located on the southeast shore of the Agua Hedionda Lagoon.

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

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

Agua Hedionda Lift Station

June 17, 2025
Item #14 Page 403 of 634
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June 17, 2025
Item #14 Page 404 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 233,026$ 182,074$ 189,706$ 191,255$ 5.0% 5200 Benefits 80,860$ 68,300$ 62,168$ 90,779$ 32.9% Total Personnel Expenses 313,886$ 250,374$ 251,873$ 282,034$ 12.6% 31001 5431 Water 13,886$ 21,300$ 10,925$ 21,450$ 0.7% 31001 5435 Electricity 178,283$ 194,040$ 197,648$ 209,110$ 7.8% 31001 5910 Equipment Rental 994$ 1,000$ -$ -$ -100.0% 31001 6120 Fuel & Lube 2,355$ 10,830$ 275$ 10,830$ 0.0% 31001 6410 Laundry & Uniforms 515$ 550$ 526$ 550$ 0.0% 31001 6424 Info Systems: Infrastructure -$ 4,000$ -$ 4,000$ 0.0% 31001 6920 Permits 5,881$ 6,330$ 6,979$ 6,613$ 4.5% 31001 6930 Piping & Electrical Repair 1,668$ -$ -$ -$ 0.0% 31001 6940 Planned Maintenance 11,292$ 14,500$ 18,779$ 15,500$ 6.9% 31001 7010 Plant Contracts 8,864$ 31,850$ 31,850$ 30,800$ -3.3% 31001 7320 Safety Equipment -$ 2,000$ -$ 2,000$ 0.0% 31001 7510 Tools 168$ 1,000$ -$ 1,000$ 0.0%
Total Non-Personnel Expenses 223,906$ 287,400$ 266,982$ 301,853$ 5.0% 11001 Administration 121,812$ 126,099$ 133,241$ 147,601$ 17.1% Total Internal Service Fund Expenses 121,812$ 126,099$ 133,241$ 147,601$ 17.1% Total Operating Expenses 659,604$ 663,873$ 652,096$ 731,488$ 10.2%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget. %
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
OPERATING EXPENSE SUMMARY:

AGUA HEDIONDA LIFT STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

June 17, 2025
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June 17, 2025
Item #14 Page 406 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

REMOTE FACILITIES

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

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

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

Buena Creek Pump Station

June 17, 2025
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June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 185,507$ 169,974$ 177,690$ 159,421$ -6.2% 5200 Benefits 66,935$ 62,516$ 65,512$ 78,589$ 25.7% Total Personnel Expenses 252,442$ 232,490$ 243,201$ 238,010$ 2.4% 37001 5431 Water 4,560$ 3,700$ 2,361$ 3,700$ 0.0% 37001 5435 Electricity 243,187$ 296,101$ 229,658$ 305,250$ 3.1% 37001 6120 Fuel & Lube 997$ 6,290$ 474$ 6,290$ 0.0% 37001 6410 Laundry & Uniforms 515$ 550$ 526$ 550$ 0.0% 37001 6424 Info Systems: Infrastructure -$ 4,000$ -$ 4,000$ 0.0% 37001 6920 Permits 3,496$ 4,760$ 4,541$ 4,871$ 2.3% 37001 6930 Piping & Electrical Repair 3,178$ 5,000$ 343$ 5,000$ 0.0% 37001 6940 Planned Maintenance 3,594$ 6,500$ 6,003$ 6,500$ 0.0% 37001 7010 Plant Contracts 6,039$ 24,700$ 17,702$ 21,500$ -13.0% 37001 7320 Safety Equipment -$ 1,200$ 416$ 1,200$ 0.0% 37001 7510 Tools 167$ 1,000$ -$ 1,000$ 0.0% Total Non-Personnel Expenses 265,733$ 353,801$ 262,024$ 359,861$ 1.7% 11001 Administration 81,066$ 89,900$ 94,992$ 105,027$ 16.8% Total Internal Service Fund Expenses 81,066$ 89,900$ 94,992$ 105,027$ 16.8% Total Operating Expenses 599,241$ 676,191$ 600,217$ 702,898$ 3.9%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget. %
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
OPERATING EXPENSE SUMMARY:

BUENA CREEK PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

REMOTE FACILITIES

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

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

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

Buena Vista Pump Station

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 133,503$ 146,944$ 152,762$ 155,047$ 5.5% 5200 Benefits 56,312$ 54,840$ 55,957$ 77,872$ 42.0% Total Personnel Expenses 189,815$ 201,784$ 208,719$ 232,919$ 15.4% 32001 5431 Water 874$ 1,220$ 839$ 1,220$ 0.0% 32001 5435 Electricity 528,920$ 632,122$ 485,664$ 632,126$ 0.0% 32001 5910 Equipment Rental -$ -$ -$ -$ 0.0%
32001 6120 Fuel & Lube 2,123$ 6,540$ 435$ 6,540$ 0.0% 32001 6410 Laundry & Uniforms 515$ 550$ 526$ 550$ 0.0% 32001 6424 Info Systems: Infrastructure -$ 4,000$ -$ 4,000$ 0.0% 32001 6920 Permits 5,490$ 7,157$ 8,108$ 7,418$ 3.6% 32001 6930 Piping & Electrical Repair 3,303$ 7,500$ 7,964$ 7,500$ 0.0% 32001 6940 Planned Maintenance 6,449$ 13,500$ 5,113$ 13,500$ 0.0% 32001 7010 Plant Contracts 13,257$ 24,400$ 27,338$ 23,100$ -5.3% 32001 7320 Safety Equipment 243$ 1,500$ 416$ 1,500$ 0.0% 32001 7510 Tools 167$ 1,000$ 684$ 1,000$ 0.0% Total Non-Personnel Expenses 561,341$ 699,489$ 537,087$ 698,454$ -0.1% 11001 Administration 83,958$ 89,255$ 94,310$ 106,838$ 19.7% Total Internal Service Fund Expenses 83,958$ 89,255$ 94,310$ 106,838$ 19.7% Total Operating Expenses 835,114$ 990,528$ 840,116$ 1,038,211$ 4.8%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget. %
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
OPERATING EXPENSE SUMMARY:

BUENA VISTA PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

REMOTE FACILITIES

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

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

Cost Allocation – The CWRF is operated by EWA under a contract with the Carlsbad Municipal Water District. 100% of the costs for operating and maintaining the CWRF are paid by the Carlsbad Municipal Water District, via the City of Carlsbad, in accordance with the May 2005 Memorandum of Understanding (being revised in 2025). Recommended expenses are based on the expected recycled water production volume. Production volume is anticipated to increase during Fiscal Year 2025-26 due to decreased production at the Vallecitos Water District’s Meadowlark Water Reclamation Facility. The Meadowlark Water Reclamation Facility typically supplies a portion of the City of Carlsbad’s recycled water needs but will be offline due to planned maintenance activities for a portion of the fiscal year. Actual expenditures will reflect the actual volume of recycled water production.

Carlsbad Water Recycling Facility

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 355,697$ 280,539$ 307,963$ 333,168$ 18.8% 5200 Benefits 124,462$ 105,565$ 93,471$ 172,319$ 63.2% Total Personnel Expenses 480,159$ 386,104$ 401,434$ 505,487$ 30.9% 38001 5394 Sodium Hydroxide 6,137$ 20,000$ 5,291$ 20,000$ 0.0% 38001 5395 Citric Acid 13,089$ 38,100$ 10,412$ 38,100$ 0.0% 38001 5407 Sodium Hypochlorite 450,707$ 611,679$ 591,533$ 524,881$ -14.2% 38001 5408 Coagulation Polymer -$ 3,300$ 109$ 3,300$ 0.0% 38001 5409 Dewatering Polymer -$ -$ -$ -$ 0.0%
38001 5411 Sodium Bisulfite 9,559$ 26,334$ 4,176$ 26,334$ 0.0% 38001 5412 Alum 7,552$ 14,100$ -$ 14,100$ 0.0% 38001 5435 Electricity 253,443$ 265,125$ 345,180$ 303,051$ 14.3% 38001 5530 Misc. Corrosion Protection 54,692$ 2,000$ -$ 2,000$ 0.0% 38001 5910 Equipment Rental -$ 3,500$ -$ 3,500$ 0.0% 38001 6120 Fuel & Lube 78$ 1,445$ 51$ 1,445$ 0.0% 38001 6230 Janitorial 1,375$ 2,100$ -$ 2,100$ 0.0% 38001 6410 Laundry & Uniforms 978$ 1,250$ 999$ 1,250$ 0.0% 38001 6424 Information Systems 4,522$ 4,000$ 74$ 4,000$ 0.0% 38001 6450 Professional Services 5,993$ 25,000$ 7,543$ 25,000$ 0.0% 38001 6920 Permits 30,145$ 33,925$ 35,577$ 40,855$ 20.4% 38001 6930 Piping & Electrical Repair 9,591$ 10,000$ 6,751$ 10,000$ 0.0% 38001 6940 Planned Maintenance 30,292$ 35,000$ 45,702$ 35,000$ 0.0% 38001 7010 Plant Contracts 7,152$ 41,100$ 19,141$ 30,900$ -24.8% 38001 7320 Safety Equipment 397$ 1,700$ -$ 1,700$ 0.0% 38001 7510 Tools 980$ 1,000$ 730$ 1,000$ 0.0% Total Non-Personnel Expenses 886,682$ 1,140,658$ 1,073,269$ 1,088,516$ -4.6% 11001 Administration 264,298$ 326,647$ 345,147$ 390,171$ 19.4% 12001 Laboratory 66,914$ 72,635$ 87,817$ 91,690$ 26.2% Total Internal Service Fund Expenses 331,212$ 399,282$ 432,964$ 481,861$ 20.7% Total Operating Expenses 1,698,053$ 1,926,044$ 1,907,667$ 2,075,864$ 7.8% %
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
OPERATING EXPENSE SUMMARY:

CARLSBAD WATER RECYCLING FACILITY

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

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REMOTE FACILITIES

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

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

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

Raceway Basin Pump Station

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 62,071$ 97,145$ 100,231$ 98,313$ 1.2% 5200 Benefits 39,751$ 37,065$ 37,807$ 50,690$ 36.8% Total Personnel Expenses 101,822$ 134,210$ 138,038$ 149,003$ 11.0% 39001 5431 Water 750$ 1,100$ 820$ 1,100$ 0.0% 39001 5435 Electricity 43,980$ 62,014$ 35,132$ 62,040$ 0.0% 39001 5910 Equipment Rental -$ -$ -$ -$ 0.0%
39001 6120 Fuel & Lube 940$ 5,648$ 449$ 5,648$ 0.0% 39001 6410 Laundry & Uniforms 515$ 550$ 526$ 550$ 0.0% 39001 6424 Info Systems: Infrastructure -$ 4,000$ -$ 4,000$ 0.0% 39001 6730 Non-Specific Repair & Maintenance 216$ -$ -$ -$ 0.0% 39001 6920 Permits 4,065$ 5,565$ 5,485$ 5,670$ 1.9% 39001 6930 Piping & Electrical Repair -$ 2,000$ -$ 2,000$ 0.0% 39001 6940 Planned Maintenance 2,120$ 5,000$ 646$ 5,000$ 0.0% 39001 7010 Plant Contracts 6,412$ 20,300$ 20,098$ 20,150$ -0.7% 39001 7320 Safety Equipment -$ 1,150$ -$ 1,150$ 0.0% 39001 7510 Tools 512$ 1,000$ -$ 1,000$ 0.0%
Total Non-Personnel Expenses 59,510$ 108,327$ 63,156$ 108,308$ 0.0% 11001 Administration 55,984$ 60,039$ 63,439$ 71,017$ 18.3% Total Internal Service Fund Expenses 55,984$ 60,039$ 63,439$ 71,017$ 18.3% Total Operating Expenses 217,316$ 302,576$ 264,633$ 328,328$ 8.5%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget. %
Change¹
INTERNAL SERVICE FUNDS Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
OPERATING EXPENSE SUMMARY:

RACEWAY BASIN PUMP STATION

PERSONNEL

NON-PERSONNEL
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

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

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

Administration – The Administration Internal Service Fund provides professional support services to Encina’s Board of Directors as well as all Operating and Capital Programs. Administration plans and executes Encina’s business, asset management, and financial plans; provides treasury and accountancy management; is responsible for required and supplemental financial reporting; administers all human resources functions, employee benefits, professional development, and other “Employer of Choice” initiatives; and, supports Encina’s governance activities. Administration also supports technology infrastructure, provides cybersecurity and data protection, provides disaster recovery and continuity planning, provides support and helpdesk services, and helps ensure compliance with various governance activities.

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

Encina’s Laboratory, which is certified by the State of California’s Environmental Laboratory Accreditation Program, analyzes over 32,000 samples per year including process control, plant influent and effluent, biosolids, industrial user samples, ocean water, storm water, and drinking water. A portion of the analyses is completed under contract for Encina’s Member Agencies, which generated over $231,000 in revenue in FY 2024-25, offsetting operating expenses.

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

Cost Allocation – All ISF costs and revenues are allocated internally to one or more Operating or Capital program on the basis of use. Each Operating and Capital program has its own cost allocation that apportions its net costs the Member Agencies.

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 5100 Salaries 2,328,289$ 2,464,203$ 2,978,140$ 2,882,944$ 17.0% 5200 Benefits 827,006$ 880,407$ 1,043,675$ 1,343,934$ 52.6% Total Personnel Expenses 3,155,295$ 3,344,610$ 4,021,815$ 4,226,878$ 26.4% 11001 5445 Telephone 132,008$ -$ 977$ -$ 0.0% 11001 5510 Advertising 3,030$ 2,000$ -$ -$ -100.0% 11001 5520 Books and Publications 958$ 947$ -$ 947$ 0.0% 11001 5810 Employee Recognition 18,344$ -$ -$ -$ 0.0% 11001 5920 Equipment Repair Maint 4,653$ -$ -$ -$ 0.0% 11001 6210 Independent Auditor/Actuary 19,422$ -$ -$ -$ 0.0% 11001 6220 Insurance 595,893$ -$ -$ -$ 0.0% 11001 6420 Legal Services 108,721$ 100,000$ 69,598$ 100,000$ 0.0% 11001 6424 Info Systems: Infrastructure 466,248$ -$ -$ -$ 0.0% 11001 6430 Memberships 66,716$ 37,223$ 41,398$ 38,810$ 4.3% 11001 6440 Mileage Reimbursement 5,189$ -$ -$ -$ 0.0% 11001 6450 Professional Services 219,668$ 23,430$ 108,489$ 29,288$ 25.0% 11001 6830 Materials & Supplies 32,149$ 32,000$ 31,583$ 32,000$ 0.0% 11001 7110 Postage 6,511$ 7,990$ 4,436$ 7,990$ 0.0% 11001 7120 Printing & Reproduction 522$ 2,000$ 45$ 2,000$ 0.0% 11001 7310 Safety & Medical Services -$ -$ -$ -$ 0.0% 11001 7410 Subscriptions 659$ -$ 1,000$ -$ 0.0% 11001 7610 Professional Development 186,645$ 106,720$ 172,106$ 106,000$ -0.7% 11003 5445 Telephone -$ 11,214$ -$ 11,214$ 0.0% 11003 6210 Independent Auditor/Actuary -$ 22,770$ 21,365$ 23,940$ 5.1% 11003 6220 Insurance -$ 664,415$ 617,446$ 696,822$ 4.9% 11003 6430 Memberships -$ 1,366$ 1,436$ 2,445$ 79.0% 11003 6440 Mileage Reimbursement -$ 3,000$ 4,823$ 3,500$ 16.7% 11003 6450 Professional Services -$ 169,350$ 163,094$ 249,650$ 47.4% 11003 7610 Professional Development -$ 3,500$ 3,909$ 8,500$ 142.9% 11004 5510 Advertising -$ 5,000$ 3,370$ 5,000$ 0.0% 11004 5810 Employee Recognition -$ 30,000$ 28,932$ 30,000$ 0.0% 11004 6420 Legal Services -$ -$ -$ 20,000$ 0.0% 11004 6430 Memberships -$ 5,838$ 7,989$ 5,838$ 0.0% 11004 6450 Professional Services -$ 45,600$ 30,000$ 55,600$ 21.9% 11004 7610 Professional Development -$ 81,680$ 38,807$ 81,680$ 0.0% 11005 5445 Telephone -$ 128,088$ 107,813$ 128,088$ 0.0% 11005 5920 Equipment Repair Maint -$ 10,000$ 5,069$ 10,000$ 0.0% 11005 6424 Info Systems: Infrastructure 189$ 936,668$ 948,195$ 1,160,250$ 23.9% continued 
%
Change¹
OPERATING EXPENSE SUMMARY:

INTERNAL SERVICE FUNDS

PERSONNEL EXPENSES

NON-PERSONNEL EXPENSES
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹
Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 11005 6430 Memberships -$ 390$ 390$ 520$ 33.3% 11005 7610 Professional Development -$ 11,000$ 16,275$ 58,000$ 427.3% 12001 6120 Fuel & Lube 643$ 695$ 386$ 695$ 0.0% 12001 6310 Lab Equipment Repair 38,740$ 43,900$ 45,468$ 47,750$ 8.8% 12001 6320 Lab Minor Equip Replace 5,461$ 9,600$ 5,902$ 4,450$ -53.6% 12001 6330 Lab Supplies 116,667$ 105,100$ 105,232$ 122,300$ 16.4% 12001 6410 Laundry & Uniforms 3,952$ 4,400$ 4,039$ 4,400$ 0.0% 12001 6430 Memberships -$ 3,052$ 1,608$ 3,699$ 21.2% 12001 6450 Professional Services 7,334$ 22,000$ 24,287$ 11,500$ -47.7% 12001 6910 Outside Analysis 11,563$ 17,000$ 30,377$ 19,500$ 14.7% 12001 6911 Effluent Testing 83$ 2,000$ 1,500$ 2,400$ 20.0% 12001 6912 Biosolids Testing 4,948$ 7,700$ 2,347$ 9,900$ 28.6% 12001 6913 Industrial User Testing 41,102$ 53,000$ 48,098$ 60,000$ 13.2% 12001 6920 Permits 11,715$ 19,400$ 28,756$ 19,700$ 1.5% 12001 7120 Printing & Reproduction 355$ 650$ -$ 650$ 0.0% 12001 7330 Specialty Services 7,545$ 16,500$ 13,707$ 17,500$ 6.1% 12001 7610 Professional Development -$ 1,500$ 1,400$ 16,500$ 1000.0% 13001 5410 Chemicals 8,940$ 10,600$ 6,423$ 10,600$ 0.0% 13001 5435 Electricity 872,592$ 967,741$ 937,641$ 1,176,000$ 21.5% 13001 5440 Natural Gas 695,646$ 1,062,607$ 472,778$ 870,355$ -18.1% 13001 6120 Fuel & Lube 34,924$ 35,600$ 43,899$ 36,900$ 3.7% 13001 6230 Janitorial 303$ -$ -$ -$ 0.0%
13001 6410 Laundry & Uniforms 1,196$ 1,400$ 1,222$ 1,400$ 0.0% 13001 6730 Non-Specific Repair & Maintenance 22,224$ 27,500$ 20,938$ 29,000$ 5.5% 13001 6920 Permits 35,260$ 25,000$ 37,131$ 25,000$ 0.0% 13001 6940 Planned Maintenance 87,321$ 108,000$ 155,377$ 113,400$ 5.0% 13001 7330 Specialty Services 32,014$ 67,500$ 30,122$ 67,500$ 0.0% 13001 7510 Tools 1,803$ 2,500$ 908$ 2,500$ 0.0% Total Non-Personnel Expenses 3,909,856$ 5,057,134$ 4,448,091$ 5,541,681$ 9.6% Total Operating Expenses 7,065,151$ 8,401,744$ 8,469,906$ 9,768,559$ 16.3%

1. Represents the percentage change from the FY 2024-25 Budget to the FY 2025-26 Proposed Budget.

NON-PERSONNEL EXPENSES (cont.) Actual
FY 2023-24
Budget
FY 2024-25
Projected
FY 2024-25
Proposed
FY 2025-26
%
Change¹

June 17, 2025
Item #14 Page 426 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

CAPITAL

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

EWPCF – Capital Improvements – Capital Improvement Projects are those projects that increase or maintain the capacity of the Joint System and require a significant time commitment from staff. These projects regularly span multiple fiscal years and, therefore, unspent appropriations are carried forward by the Authority’s annual Appropriations Resolution. Capital Project costs are allocated to Member Agencies based on ownership of the affected facilities. All Capital Projects are studied, designed, and executed pursuant to Encina’s Comprehensive Asset Management Plan.

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

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

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

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

CAPITAL PROGRAM (cont.)

LONG TERM CAPITAL IMPROVEMENTS
Five-Year Capital Improvement Plan – The Five-Year Capital Improvement Plan includes expenditure projections for current and planned projects expected to require additional appropriations through FY 2029-30, as identified by Encina’s Comprehensive Asset Management Plan (E-CAMP) documents. The Five-Year Capital Improvement Plan is developed and sequenced pursuant to E-CAMP.

Twenty-Year Capital Improvement Plan – The Twenty-Year Capital Improvement Plan includes expenditure projections for current and planned projects expected to require additional appropriations through FY 2044-45.

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

Capital Programs may also be modified due to unanticipated wastewater service requirements by one or more Member Agencies, cost inflation, changes in local population and development growth patterns, and new regulatory requirements. All projections are shown in current year dollars.

June 17, 2025
Item #14 Page 430 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Actual FY 2023-24¹ Budget FY 2024-25 Proposed FY 2025-26 EWPCF – Capital Improvements 22,231,253$ 25,072,000$ 18,240,000$ EWPCF – Planned Asset Rehabilitation & Replacement 1,496,903$ 1,729,000$ 1,694,000$ EWPCF – Capital Acquisitions 341,988$ 720,000$ 693,000$ Remotes Facilities – Acquisitions & Rehabilitation 1,260,290$ 1,549,500$ 1,173,500$ Subtotal 25,330,434$ 29,070,500$ 21,800,500$
Salaries & Benefits 2,183,329$ 2,347,081$ 2,581,529$ Total Capital Expense 27,513,763$ 31,417,581$ 24,382,029$ Actual FY 2023-24¹ Budget FY 2024-25 Proposed FY 2025-26 City of Carlsbad 6,693,921$ 7,793,555$ 5,983,474$ City of Vista 6,966,891$ 8,185,279$ 6,422,824$ Buena Sanitation District 1,956,477$ 2,395,414$ 1,886,985$ Vallecitos Water District 5,694,032$ 6,678,308$ 5,203,352$ City of Encinitas 1,079,378$ 1,264,922$ 986,363$ Leucadia Wastewater District 4,266,715$ 5,000,103$ 3,899,033$ Federal Grant 376,563$ 100,000$ -$
Total Capital Revenue² 27,033,977$ 31,417,581$ 24,382,030$ Actual FY 2023-24¹ Budget FY 2024-25 Proposed FY 2025-26 Liquid Process 535,428$ 3,067,000$ 3,100,000$
Outfall 71,736$ 230,000$ -$
Solids Process 11,227,825$ 9,550,000$ 250,000$
Energy Management 797,639$ 2,400,000$ 8,625,000$ General 5,948,612$ 3,400,000$ 2,150,000$
Technology 2,278,978$ 4,600,000$ 3,840,000$
Professional Services 1,371,035$ 1,825,000$ 275,000$ Total EWPCF – Capital Improvements 22,231,253$ 25,072,000$ 18,240,000$ EWPCF – Planned Asset Rehabilitation & Replacement 1,496,903$ 1,729,000$ 1,694,000$ EWPCF – Capital Acquisitions 341,988$ 720,000$ 693,000$ Remote Facilities – Acquisitions & Rehabilitation 1,260,290$ 1,549,500$ 1,173,500$ Personnel 2,183,329$ 2,347,081$ 2,581,529$
Total Capital Expense 27,513,763$ 31,417,581$ 24,382,029$

1. Actuals for FY 2023-24 include the expenditure of authorized appropriations carried over from the previous year.

2. Revenue difference relates to a $479,786 interest income timing difference that will be net with future year member agency billings.

SUMMARY of CAPITAL

CAPITAL IMPROVEMENT PROGRAM

MULTI-YEAR PROJECTS

ESTIMATED REVENUES

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Amount Totals
92102 8300 12009 PSB mechanical Rehab-Short Term 3,000,000$ 92102 8300 13019 Control Strategy Improvements 100,000$ Total Liquid Process 3,100,000$
N/A N/A N/A N/A -$
Total Outfall -$
92102 8300 31010 DAFT Repairs Phase II 250,000$
Total Solids Process 250,000$
92102 8300 41006 Cogen Engine In Frame Overhaul 875,000$ 92102 8300 41015 Cogen Low Emission & Augmentation Retrofit (CLEAR) 7,250,000$ 92102 8300 41023 Alternative Fuels Receiving Facility Improvements 500,000$ Total Energy Management 8,625,000$
92102 8300 51001 Odor & Corrosion Control Improvements 800,000$ 92102 8300 51002 ORF Carbon Media Replacement 150,000$
92102 8300 52012 Site Security Facilities- Tier 1 450,000$ 92102 8300 52032 Plant-wide Asset Painting & Coating 150,000$ 92102 8300 52047 Site Security Facilities - Tier 2-4 150,000$ 92102 8300 54005 Implement Minor Condition Assessment Recommendations 150,000$ 92102 8300 54006 As-Needed Contractor Services 250,000$ 92102 8300 54007 Miscellaneous Building Rehabilitation 50,000$ Total General 2,150,000$
92102 8300 61206 Secondaries & Effluent Electrical & Controls 3,000,000$ 92102 8300 61514 SCADA Integration Services 50,000$
92102 8300 62705 Host Server Replacement-IT 440,000$
92102 8300 62707 Backup Host Servers 100,000$
92102 8300 62708 Document Management System Upgrade 100,000$ 92102 8300 62709 Cyber Security & Business System Management Services 150,000$ Total Technology 3,840,000$
92102 8300 84001 Extension of Staff Engineering Services 200,000$ 92102 8300 84002 Research and Development Services 50,000$ 92102 8300 84012 Air Permitting Assistance 25,000$
Total Professional Services 275,000$
Total EWPCF – Capital Improvements 18,240,000$
* Project is supported by Federal grant revenue.

Description
EWPCF – CAPITAL IMPROVEMENTS

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Item #14 Page 432 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Description Amount
80002 8010 80711 General Plant Projects 413,500$
General Plant Repairs & Unplanned Repair 175,000$
Plant Security Services 90,000$
Door Hinge and Lock Repair 40,000$
Aerial Lift Rehabilitation 10,000$
Replace Plant Lighting 10,000$
Admin. Building Lab/Bathrooms Floor Replacement 60,000$ Maintenance Building Floor Replacement 20,000$
New Batteries & Self Fill DO System 8,500$
80002 8020 80040 TWAS & DAF System Projects 84,000$
TWAS Pump Rebuild 60,000$
DAF Pressurization Pump rebuild 20,000$
DAF Poly Pump Rebuild 4,000$
80002 8030 80811 Water Systems Projects 185,000$
Water Systems Pump Rebuild (2W, 3W, 3WL, 3WLC) 180,000$ Chlorine Pump Rebuild 5,000$
80002 8050 80098 Primary Area Projects 211,000$
Primary Sed Tank Parts 30,000$
Sludge Pump Rebuild Kit 40,000$
Primary Area Tank Drainage Pump Rebuild 5,000$
Plant Drainage Rebuild 10,000$
Primary Grinder Rebuild 16,000$
Grit Pump Rebuilds (2) 40,000$
Ferric / Polymer Pumps (2) 10,000$
Replace Valves in Gallery (8"=5, 6"=5) 10,000$
Bar Screen and Washer compacter wear parts 20,000$
Grit Dewater Parts 30,000$
80002 8050 80209 FOG System Projects 60,000$
FOG Metering Pump Replacement 15,000$
Recirc Pump Rebuild 15,000$
FOG Transporter (Lobe Pump) Rebuild 30,000$
80002 8060 80185 Secondary Area Projects 145,000$
RAS Pump Replacement 50,000$
Aeration Basin DO Probe Replacements (1 basin) 60,000$
WAS Pump Rebuild 15,000$
Effluent Pump VFD Replacement 10,000$
Effluent Motor Rehab 10,000$
EWPCF – PLANNED ASSET REHABILITATION & REPLACEMENT

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Description Amount
80002 8070 80195 Digester Area Projects 154,000$
Digester Mix Pump Rebuild 80,000$
Digester Transfer Pump Rebuild 12,000$
Digester Hot Water Pump Replacement 6,000$
Gas Equipment Maintenance (with LIT) 6,000$
Flow Meter Replacement 20,000$
Digester Mix Pump Minor Rebuild 10,000$
80002 8080 80419 Centrifuge Feed Pit Projects 30,000$
Centrifuge Feed Pump Grinder Rebuild 15,000$
Centrifuge Feed Pump Motor Rebuild 15,000$
80002 8080 80264 Solids Processing Equipment Projects 246,500$ Cake Pump & Gear Box Rebuild 60,000$
RTO Media Replacement 30,000$
Misc. Motors 20,000$
Furnace obsolete parts (NG Liner valve, Maxon, valves) 30,000$ Condenser Mist Eliminators replacement due to wear 20,000$ Replacement of mixer plows due to wear 30,000$
Check Valve for Orival Stariner Replacement 13,500$
Wet Scrubber Fan Spare Assembly 17,500$
Recycle Feed Rotary Spare Airlock 17,500$
Orival Spare Strainer 8,000$
80002 8090 80394 Cogeneration System Projects 165,000$
Heatloop Pump Repair 15,000$
Engine Cooling Pump VFD 15,000$
UPS Repair and Warranty 15,000$
Heat Exchangers Channel Plate & Gaskets 100,000$
Gas Flowmeters Replacement 20,000$
Total EWPCF – Planned Asset Rehabilitation & Replacement 1,694,000$

June 17, 2025
Item #14 Page 434 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Description Amount
23002 7710 70010 Information Technology 167,000$
Computer Replacement 40,000$
Network Hardware Replacement 30,000$
SCADA Clients Hardware 15,000$
IP Speakers (PA System) 12,000$
Operator Technology Equipment 30,000$
ID Card Machine 10,000$
Inventory Management Program 30,000$
23002 7730 70023 New Equipment 280,000$
Misc. Motor Replacements 40,000$
Process Monitoring TOC Analyzer (Primaries) 60,000$
Trailer Jockey 140,000$
Cart Rehab/Replacement 40,000$
23002 7730 70033 Operations & Administration Building 160,000$ Refrigerated Sampler for Influent Monitoring 20,000$
Replace MAU-1 mech shop 65,000$
Repave parking lot and entry way 75,000$
23002 7750 70300 EWPCF Plant 86,000$
Remote Circuit Breaker Switch-Safety 21,000$
Centrifuge Rehabilitation 65,000$
Total EWPCF – Capital Acquisitions 693,000$
EWPCF – CAPITAL ACQUISITIONS

June 17, 2025
Item #14 Page 435 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Amount Totals
31002 7750 70850 AHLS - Minor (Mech / Structural) Rehabilitation 20,000$ 31002 7750 70864 AHLS - Minor Electrical & Instrumentation Rehabilitation 20,000$ 31002 7750 70870 AHLS - Integration Assistance 50,000$
31002 7750 70410 AHLS - Grinder Rebuild 85,000$
31002 7750 70840 AHLS - Pump and Motor Rebuild 100,000$ 31002 7750 70860 AHLS - VFD Repairs 15,000$
31002 7750 70862 AHLS - Coatings and Paintings 5,000$
31002 7750 70866 AHLS - Firewall Replacements 15,000$
Total AHLS 310,000$
37002 7750 70841 BCPS - Minor Electrical Instrumentation & Control Rehabilitation 20,000$ 37002 7750 70851 BCPS - Minor Mechanical Rehabilitation 30,000$ 37002 7750 70855 BCPS - Minor Structural Rehabilitation 20,000$ 37002 7750 70990 BCPS - Grinder Rebuild 30,000$
37002 7750 71000 BCPS - Sewage Pump Rebuild 55,000$
37002 7750 71010 BCPS - Sewage Pump Motor Rebuild 6,500$ 37002 7750 71060 BCPS - Integration Assistance 32,000$
37002 7750 71040 BCPS - Unplanned Minor Rehabilitation 10,000$ 37002 7750 71030 BCPS - Coatings and Paintings 8,000$
37002 7750 71050 BCPS - VFD Repairs 15,000$
37002 7750 70857 BCPS - Information Technology 15,000$
Total BCPS 241,500$
32002 7750 70811 BVPS - Minor Electrical Instrumentation & Control Rehabilitation 20,000$ 32002 7750 70812 BVPS - Minor Mechanical Rehabilitation 20,000$ 32002 7750 70825 BVPS - Minor Structural Rehabilitation 20,000$ 32002 7750 70360 BVPS - Grinder Rebuild 60,000$
32002 7750 70219 BVPS - Sewage Pump & Motor Rebuild 45,000$ 32002 7750 70920 BVPS - Coatings and Paintings 10,000$
32002 7750 70930 BVPS - Unplanned Minor Rehabilitation 10,000$ 32002 7750 70940 BVPS - Integration Assistance 44,000$
32002 7750 70960 BVPS - VFD Repairs 15,000$
32002 7750 70833 BVPS - Information Technology 15,000$
Total BVPS 259,000$
38002 7750 71091 CWRF - Miscellaneous Service Requests 15,000$ 38002 7750 71111 CWRF - Minor Electrical Instrumentation & Control Rehabilitation 20,000$ 38002 7750 71081 CWRF - Minor Structural Rehabilitation 40,000$ 38002 7750 71110 CWRF - Unplanned Minor Rehabilitation 15,000$ 38002 7750 71160 CWRF - Integration Assistance 75,000$
38002 7750 71130 CWRF - VFD Repairs 15,000$
38002 7750 71150 CWRF - Forsta Filter Spare Parts 20,000$ 38002 7750 71150 CWRF - UF Parts such as Actuators, Sensors, Air System 20,000$ 38002 7750 71064 CWRF - Information Technology 15,000$
Total CWRF 235,000$
REMOTE FACILITIES – ACQUISITIONS & REHABILITATION
Description

June 17, 2025
Item #14 Page 436 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Org Object Project Amount TotalsDescription
39002 7750 70398 RBPS - Minor Mechanical Rehabilitation 15,000$ 39002 7750 71191 RBPS - Minor Structural Rehabilitation 10,000$ 39002 7750 71180 RBPS - Grinder Rebuild 30,000$
39002 7750 71211 RBPS - Sewage Pump & Motor Rebuild 30,000$ 39002 7750 71220 RBPS - Coatings and Paintings 1,000$
39002 7750 71200 RBPS - Unplanned Minor Rehabilitation 7,000$ 39002 7750 71240 RBPS - Integration Assistance 20,000$
39002 7750 71210 RBPS - VFD Repairs 15,000$
Total RBPS 128,000$
Total Remote Facilities – Capital Acquisitions & Rehabilitation 1,173,500$

June 17, 2025
Item #14 Page 437 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, FIVE-YEAR DETAIL
Project Name Status
Project
Number
Amount
Authorized1
Prior
Appropriation2 Transfers3
Total Prior
Appropriation
Total Prior
Expenditures4
Balance as of
Feb. 20255
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
FY 2029-30
Appropriation
Total
Appropriations
In Progress
PSB Mechanical Rehab - Short Term IP 12009 5,230,347$ 3,100,000$ -$ 3,100,000$ 1,110,041$ 1,989,959$ 3,000,000$ 2,800,000$ 2,100,000$ -$ -$ 11,000,000$ Secondary Clarifiers and Strainers Improvements IP 13007 8,084,798 8,059,306 - 8,059,306 8,025,632 33,674 - - - - - 8,059,306 Control Strategy Improvements IP 13019 95,000 100,000 - 100,000 - 100,000 100,000 - - - - 200,000 Aeration Basin Minor Repairs (Diffuser Replacements) IP 13023 543,862 460,847 74,140 534,987 404,586 130,401 - - - - - 534,987 RAS Box/IJS Rehabilitation IP 13024 57,144 401,046 - 401,046 8,452 392,594 - - 500,000 1,500,000 - 2,401,046 Effluent Pump Station Discharge Piping Valves IP 14006 102,810 267,000 - 267,000 - 267,000 - - - - - 267,000 84-inch Outfall Repair IP 21009 79,993 150,000 - 150,000 79,993 70,007 - - - - - 150,000 DAFT Repairs IP 31006 5,767,134 5,575,435 186,612 5,762,047 5,760,827 1,220 - - - - - 5,762,047 DAFT Repairs: Phase II & Solids Facilities Support System IP 31010 - 1,100,000 (266,080) 833,920 68 833,852 250,000 1,000,000 5,000,000 6,000,000 5,750,000 18,833,920 Digester Rehabilitation and Improvements IP 32013 26,062,998 26,784,208 600,000 27,384,208 22,486,928 4,897,280 - - - - - 27,384,208 Dryer Safety Improvements IP 33026 1,937,577 1,951,042 (13,466) 1,937,576 1,930,295 7,281 - - - - - 1,937,576 Existing Dryer Major Rehabilitation IP 33030 261,017 2,261,016 - 2,261,016 61,182 2,199,834 - 500,000 3,000,000 - - 5,761,016 Cogen Low Emission Augmentaiton & Retrofit (CLEAR)6 IP 41015 1,886,846 569,829 295,000 864,829 195,545 669,284 7,250,000 12,500,000 7,750,000 - - 28,364,829 Alternative Fuels Receiving Facility Improvements IP 41023 112,315 400,000 - 400,000 67,010 332,990 500,000 - - - - 900,000 Automate Main Breakers in Cogen IP 41024 236,323 249,812 - 249,812 236,323 13,489 - - - - - 249,812 Energy Management Controls-CLEAR Project IP 41025 398,399 1,917,802 - 1,917,802 398,399 1,519,403 - 2,500,000 1,000,000 - - 5,417,802 ORF I System Rehabilitation & Odor and Corrosion Control IP 51001 1,358,575 1,577,945 - 1,577,945 1,140,823 437,122 800,000 6,500,000 5,900,000 1,000,000 - 15,777,945 ORF II Treatment System Improvements IP 51014 836,879 836,879 - 836,879 824,077 12,802 - - - - - 836,879 Odor Control Improvements IP 51016 206,279 206,006 - 206,006 206,006 - - - - - - 206,006 Site Security Facilities-Tier 1 IP 52012 419,262 785,435 - 785,435 419,161 366,274 450,000 - - - - 1,235,435 Building Roof Replacement(Secondary, Chlorine, Headworks) IP 53013 2,423,796 2,625,000 - 2,625,000 2,155,772 469,228 - - - - - 2,625,000 Admin Building HVAC Rehab IP 53004 6,126,012 6,126,012 - 6,126,012 6,106,187 19,825 - - - - - 6,126,012 Flood Control Channel Restoration IP 52044 144,845 197,490 - 197,490 131,880 65,610 - - - - - 197,490 Dewatering Building Reabilitation (and Cogen Roof) IP 53015 - 1,000,000 (125,000) 875,000 - 875,000 - - - - - 875,000 Network Improvements7 IP 61205 4,183,907 4,233,383 - 4,233,383 4,183,906 49,477 - - - - - 4,233,383 Secondaries & Effluent Electrical & Controls Improvements IP 61206 12,261,178 5,139,192 (233,100) 4,906,092 2,691,977 2,214,115 3,000,000 6,500,000 - - - 14,406,092 Cogen Electrical and Controls Improvements IP 61207 479,035 480,000 - 480,000 47,886 432,114 - - - - - 480,000 CPS/SEEPS Controls Improvements IP 61208 244,000 244,000 - 244,000 244,000 - - - - - - 244,000 Blower Controls Improvements IP 61209 276,774 276,778 - 276,778 276,774 4 - - - - - 276,778 Heat Dryer Controls Improvements IP 61210 82,648 851,900 48,100 900,000 36,776 863,224 - - - - - 900,000 Chlorine Building and EPS Electrical and Controls Improvements IP 61211 433,908 433,908 - 433,908 433,908 - - - - - - 433,908 Centrifuge & Ancillary Systems Control Improvements IP 61212 - 300,000 - 300,000 - 300,000 - - - - - 300,000 Load Shed Controls Improvements IP 61214 41,737 41,737 - 41,737 41,737 - - - - - - 41,737 Host Server Replacement-OT IP 62706 154,972 350,000 - 350,000 28,693 321,307 - - - - 460,000 810,000 IT Business Network Conversion IP 62710 396,292 500,000 - 500,000 - 500,000 - - - - - 500,000 Facility Master Plan Update IP 80827 3,069 100,000 - 100,000 2,685 97,315 - 400,000 - - - 500,000 Potable Reuse Pilot8 IP 82015 2,174,825 2,082,055 - 2,082,055 1,872,028 210,027 - - - - - 2,082,055 Energy Resilience Assessment IP 82020 771,712 592,319 148,150 740,469 686,182 54,287 - - - - - 740,469 Potable Reuse Strategic Plan IP 82022 249,916 249,916 - 249,916 155,968 93,948 - - - - - 249,916 OT Plan Update IP 82025 31,465 100,000 - 100,000 15,842 84,158 - - - - - 100,000 Heat Dryer HAZOP IP 82028 - 75,000 - 75,000 - 75,000 - - - - - 75,000 IT Plan Update IP 82030 59,670 100,000 - 100,000 59,670 40,330 - - - - - 100,000 Electronic Operations Man & Doc Mgt IP 84008 191,355 162,865 - 162,865 144,244 18,621 - - - - - 162,865 Total In Progress 84,408,673$ 83,015,163$ 714,356$ 83,729,519$ 62,671,463$ 21,058,056$ 15,350,000$ 32,700,000$ 25,250,000$ 8,500,000$ 6,210,000$ 171,739,519$ Recurring Projects
Ocean Outfall Maintenance and Inspection - External RP 21002 110,625 269,848$ -$ 269,848$ 133,592$ 136,256$ -$ 130,000$ -$ 130,000$ -$ 529,848$ Ocean Outfall Bathymetric Survey - External RP 21005 - - - - - - - 142,000 - - - 142,000 Ocean Outfall - Internal Integrity Assessment RP 21006 - - - - - - - 280,000 - - - 280,000

June 17, 2025
Item #14 Page 438 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, FIVE-YEAR DETAIL
Project Name Status
Project
Number
Amount
Authorized1
Prior
Appropriation2 Transfers3
Total Prior
Appropriation
Total Prior
Expenditures4
Balance as of
Feb. 20255
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
FY 2029-30
Appropriation
Total
Appropriations
84-inch Outfall Inspection - Internal RP 21007 - - - - - - - - - - - - Digester Cleaning Cycle RP 32018 - - - - - - - - 1,000,000 1,000,000 - 2,000,000 Exsiting Dryer Compenents Rehab RP 33025 557,469 660,194 - 660,194 373,897 286,297 - - - - - 660,194 Cogen Engine Top-End Overhaul RP 41005 2,052,069 2,085,534 - 2,085,534 1,651,849 433,685 - - 400,000 400,000 - 2,885,534 Cogen Engine In-Frame Overhaul RP 41006 - - - - - - 875,000 875,000 - - - 1,750,000 Cogen Engine Full Overhaul RP 41007 2,324,412 2,324,412 - 2,324,412 2,324,412 - - - - - 950,000 3,274,412 ORF Carbon Media Replacement RP 51002 940,511 951,273 - 951,273 769,222 182,051 150,000 150,000 150,000 150,000 150,000 1,701,273 Plant-Wide Asset Painting and Protective Coating RP 52032 1,298,661 1,258,000 - 1,258,000 1,103,667 154,333 150,000 150,000 150,000 150,000 150,000 2,008,000 Site Security Facilities -Tier 2-4 RP 52047 108,545 300,000 - 300,000 108,545 191,455 150,000 150,000 150,000 150,000 - 900,000 Implement Minor Condition Assessment Recommendations RP 54005 49,438 534,639 - 534,639 144,995 389,644 150,000 150,000 150,000 150,000 150,000 1,284,639 As-Needed Contractor Services RP 54006 3,296,606 4,279,712 (124,140) 4,155,572 3,227,929 927,643 250,000 500,000 500,000 500,000 500,000 6,405,572 Miscellaneous Building Rehabilitation RP 54007 399,230 527,616 - 527,616 391,509 136,107 50,000 50,000 50,000 50,000 50,000 777,616 As-Needed SCADA Integration Services RP 61514 1,271,615 1,455,222 - 1,455,222 1,162,771 292,451 50,000 200,000 200,000 200,000 200,000 2,305,222 Host Server Replacement-IT RP 62705 - - - - - - 440,000 - - 500,000 - 940,000 Backup Host Servers RP 62707 - - - - - - 100,000 - - - - 100,000 Document Mangement System Upgrade RP 62708 671,092 895,643 - 895,643 584,587 311,056 100,000 20,000 20,000 20,000 20,000 1,075,643 Cyber Security and Business System Management Services RP 62709 667,039 744,357 - 744,357 594,497 149,860 150,000 150,000 150,000 150,000 150,000 1,494,357 Asset Condition Assessments RP 81016 99,457 247,285 (92,066) 155,219 99,457 55,762 - 50,000 50,000 50,000 50,000 355,219 E-CAMP Update/Condition Assessment RP 83001 722,505 843,319 - 843,319 617,567 225,752 - - 250,000 - - 1,093,319 Extension of Staff Engineering Services RP 84001 4,608,290 5,181,405 (148,150) 5,033,255 4,237,008 796,247 200,000 300,000 300,000 300,000 300,000 6,433,255 Research and Development Projects Services RP 84002 537,325 637,324 - 637,324 537,324 100,000 50,000 100,000 100,000 100,000 100,000 1,087,324 Air Permitting Assistance RP 84012 73,160 459,250 - 459,250 57,890 401,360 25,000 25,000 25,000 25,000 25,000 584,250 CMMS/Asset Management RP 84019 150,273 179,903 - 179,903 - 179,903 - 50,000 50,000 50,000 50,000 379,903 Total Recurring Projects 19,938,324$ 23,834,936$ (364,356)$ 23,470,580$ 18,120,718$ 5,349,862$ 2,890,000$ 3,472,000$ 3,695,000$ 4,075,000$ 2,845,000$ 40,447,580$ New Projects
Digester 1, 2 & 3 Improvements NP 32020 - 350,000$ (350,000)$ -$ -$ -$ -$ 550,000$ 2,000,000$ 4,700,000$ 11,800,000$ 19,050,000$ Total New Projects -$ 350,000$ (350,000)$ -$ -$ -$ -$ 550,000$ 2,000,000$ 4,700,000$ 11,800,000$ 19,050,000$ Future Projects
SC 7-Conversion from EQ to Clarifier FP 13008 - -$ -$ -$ -$ -$ -$ -$ -$ -$ 890,000$ 890,000$ Turbo Blower Upgrade FP 41022 - - - - - - - - - 3,000,000 2,500,000 5,500,000 Climate Change Action Plan Update FP 82023 - - - - - - - - - 100,000 - 100,000 Source Control Program Evaluation FP 82024 - - - - - - - 85,000 - - - 85,000 Total Future Projects -$ -$ -$ -$ -$ -$ -$ 85,000$ -$ 3,100,000$ 3,390,000$ 6,575,000$ Total Unidentified Future Projects9 N/A - -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Subtotal Capital Improvements 104,346,997$ 107,200,099$ -$ 107,200,099$ 80,792,181$ 26,407,918$ 18,240,000$ 36,807,000$ 30,945,000$ 20,375,000$ 24,245,000$ 237,812,099$ Grant Funding6 -$ -$ -$ -$ -$ -$ -$ (7,000,000)$ -$ (7,000,000)$ -$ (14,000,000)$ Total Capital Improvements 104,346,997$ 107,200,099$ -$ 107,200,099$ 80,792,181$ 26,407,918$ 18,240,000$ 29,807,000$ 30,945,000$ 13,375,000$ 24,245,000$ 223,812,099$ In Progress IP 84,408,673$ 83,015,163$ 714,356$ 83,729,519$ 62,671,463$ 21,058,056$ 15,350,000$ 32,700,000$ 25,250,000$ 8,500,000$ 6,210,000$ 171,739,519$ Recurring Project RP 19,938,324 23,834,936 (364,356) 23,470,580 18,120,718 5,349,862 2,890,000 3,472,000 3,695,000 4,075,000 2,845,000 40,447,580 New Project NP - 350,000 (350,000) - - - - 550,000 2,000,000 4,700,000 11,800,000 19,050,000 Future Project FP - - - - - - - 85,000 - 3,100,000 3,390,000 6,575,000 - - - - - - - - - - -

June 17, 2025
Item #14 Page 439 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, FIVE-YEAR DETAIL
Project Name Status
Project
Number
Amount
Authorized1
Prior
Appropriation2 Transfers3
Total Prior
Appropriation
Total Prior
Expenditures4
Balance as of
Feb. 20255
FY 2025-26
Appropriation
FY 2026-27
Appropriation
FY 2027-28
Appropriation
FY 2028-29
Appropriation
FY 2029-30
Appropriation
Total
Appropriations
Notes: (6,832,000) (4,493,000) (14,142,000) (7,033,000) (8,382,424)

1. Amount authorized represents Board of Director's appropriations/authorizations (>$100,000) and/or General Manager appropriations/authorization (<$100,000) and may be different than existing project appropriations due to the "cash flow" budgeting approach for projects.

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

3. Reflects transfers occuring after the FY 2024-25 published budget document and may include transfers to/from projects now closed. The transfers are due to project timining differences and in lieu of appropriation requests to minimize cash flow impacts.

4. Includes actual expenditures through mid-February 2025.

5. The estimated carryforward includes encumbrances and available balance through mid-February 2025 and may vary based on actual spending through fiscal year end.

6. Cogeneration Low Emission Augmentation & Retrofit (CLEAR) project offsets are currently anticipated from Investment Tax Credit (via the Inflation Reduction Act) and Self-Generation Incentive Program (via the California Public Utilities Commission) funds.

7. Represent prior projects with current activity not included in FY 2024-25 published budget document.

8. Partially offset by Federal grant revenues.

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

June 17, 2025
Item #14 Page 440 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2025-26
Appropriation
Estimated
FY 2025-26
Appropriation⁴
Liquid Process (1xxxx)
PSB Mechanical Rehab - Short Term 12009 3,100,000$ 2,934,689$ 165,311$ 3,000,000$ 3,165,311$ Secondary Clarifiers and Strainers Improvements 13007 8,059,306 8,025,632 33,674 - 33,674 SC 7-Conversion from EQ to Clarifier 13008 - - Control Strategy Improvements 13019 100,000 70,000 30,000 100,000 130,000 Aeration Basin Minor Repairs (Diffuser Replacements) 13023 460,847 460,847 - - - RAS Box/IJS Rehabilitation 13024 401,046 133,452 267,594 - 267,594 Effluent Pump Station Discharge Piping Valves 14006 267,000 - 267,000 - 267,000 Total Liquid Process 12,388,199$ 11,624,620$ 763,579$ 3,100,000$ 3,863,579$ Outfall (2xxxx)
Ocean Outfall Maintenance and Inspection - External 21002 269,848$ 133,592$ 136,256$ -$ 136,256$ Ocean Outfall Bathymetric Survey - External 21005 - - - - - Ocean Outfall - Internal Integrity Assessment 21006 - - - - - 84-inch Outfall Inspection - Internal 21007 - - 84-inch Outfall Repair 21009 150,000 79,993 70,007 - 70,007 Total Outfall 419,848$ 213,585$ 206,263$ -$ 206,263$ Solids Process (3xxxx)
DAFT Repairs 31006 5,575,435$ 5,575,435$ -$ -$ -$ DAFT Repairs-Phase II 31010 1,100,000 316,148 783,852 250,000 1,033,852 Digester Rehabilitation and Improvements 32013 26,784,208 25,115,457 1,668,751 - 1,668,751 Digester Cleaning Cycle 32018 - - - - - Digester 1, 2 & 3 Improvements 32020 350,000 350,000 - - - Exsiting Dryer Compenents Rehab 33025 660,194 433,897 226,297 - 226,297 Dryer Safety Improvements 33026 1,951,042 1,943,761 7,281 - 7,281 Existing Dryer Major Rehabilitation 33030 2,261,016 261,182 1,999,834 - 1,999,834 Total Solids Process 38,681,895$ 33,995,880$ 4,686,015$ 250,000$ 4,936,015$

June 17, 2025
Item #14 Page 441 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2025-26
Appropriation
Estimated
FY 2025-26
Appropriation⁴
Energy Management (4xxxx)
Cogen Engine Top-End Overhaul 41005 2,085,534$ 2,051,848$ 33,686$ -$ 33,686$ Cogen Engine In-Frame Overhaul 41006 - - - 875,000 875,000 Cogen Engine Full Overhaul 41007 2,324,412 2,324,412 - - - Cogen Low Emission Augmentaiton & Retrofit (CLEAR) 41015 569,829 340,786 229,043 7,250,000 7,479,043 Turbo Blower Upgrade 41022 - - - - - Alternative Fuels Receiving Facility Improvements 41023 400,000 197,010 202,990 500,000 702,990 Automate Main Breakers in Cogen 41024 249,812 236,323 13,489 - 13,489 Energy Management Controls-CLEAR Project 41025 1,917,802 448,399 1,469,403 - 1,469,403 Total Energy Management 7,547,389$ 5,598,778$ 1,948,611$ 8,625,000$ 10,573,611$ General (5xxxx)
ORF I System Rehabilitation 51001 1,577,945$ 1,359,489$ 218,456$ 800,000$ 1,018,456$ ORF Carbon Media Replacement 51002 951,273 898,427 52,846 150,000 202,846 ORF II Treatment System Improvements 51014 836,879 833,077 3,802 - 3,802 Odor Control Improvements 51016 206,006 206,006 - - - Site Security Facilities-Tier 1 52012 785,435 530,730 254,705 450,000 704,705 Building Roof Replacement(Secondary, Chlorine, Headworks) 53013 2,625,000 2,549,398 75,602 - 75,602 Admin Building HVAC Rehab 53004 6,126,012 6,115,186 10,826 - 10,826 Plant-Wide Asset Painting and Protective Coating 52032 1,258,000 1,255,949 2,051 150,000 152,051 Flood Control Channel Restoration 52044 197,490 161,880 35,610 - 35,610 Site Security Facilities -Tier 2-4 52047 300,000 239,815 60,185 150,000 210,185 Dewatering Building Reabilitation (and Cogen Roof) 53015 1,000,000 325,000 675,000 - 675,000 Implement Minor Condition Assessment Recommendations 54005 534,639 110,683 423,956 150,000 573,956 As-Needed Contractor Services 54006 4,279,712 3,651,844 627,868 250,000 877,868 Miscellaneous Building Rehabilitation 54007 527,616 391,509 136,107 50,000 186,107 Total General 21,206,007$ 18,628,993$ 2,577,014$ 2,150,000$ 4,727,014$

June 17, 2025
Item #14 Page 442 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2025-26
Appropriation
Estimated
FY 2025-26
Appropriation⁴
Technology (6xxxx)
Network Improvements5 61205 4,233,383$ 4,231,906$ 1,477$ -$ 1,477$ Secondaries & Effluent Electrical & Controls Improvements 61206 5,139,192 3,539,429 1,599,763 3,000,000 4,599,763 Cogen Electrical and Controls Improvements 61207 480,000 47,886 432,114 - 432,114 CPS/SEEPS Controls Improvements 61208 244,000 244,000 - - - Blower Controls Improvements 61209 276,778 276,774 4 - 4 Heat Dryer Controls Improvements 61210 851,900 32,676 819,224 - 819,224 Chlorine Building and EPS Electrical and Controls Improvements 61211 433,908 433,908 - - - Centrifuge & Ancillary Systems Control Improvements 61212 300,000 - 300,000 - 300,000 Load Shed Controls Improvements 61214 41,737 41,737 - - - As-Needed SCADA Integration Services 61514 1,455,222 1,388,529 66,693 50,000 116,693 Host Server Replacement-IT 62705 - - - 440,000 440,000 Host Server Replacement-OT 62706 350,000 268,941 81,059 - 81,059 Backup Host Servers 62707 - - - 100,000 100,000 Document Mangement System Upgrade 62708 895,643 841,522 54,121 100,000 154,121 Cyber Security and Business System Management Services 62709 744,357 727,974 16,383 150,000 166,383 IT Business Network Conversion 62710 500,000 330,000 170,000 - 170,000 Total Technology 15,946,120$ 12,405,282$ 3,540,838$ 3,840,000$ 7,380,838$ Professional Services (8xxxx)
Facility Master Plan Update 80827 100,000$ 2,685$ 97,315$ -$ 97,315$ Asset Condition Assessments 81016 247,285$ 191,524 55,761$ -$ 55,761 Potable Reuse Study6 82015 2,082,055 2,081,465 590 - 590 Energy Resilience Assessment 82020 592,319 571,364 20,955 - 20,955 Potable Reuse Strategic Plan 82022 249,916 162,489 87,427 - 87,427 Climate Change Action Plan Update 82023 - - - - - Source Control Program Evaluation 82024 - - - - - OT Plan Update 82025 100,000 33,381 66,619 - 66,619

June 17, 2025
Item #14 Page 443 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 EWPCF – CAPITAL IMPROVEMENTS, ESTIMATED CARRY FORWARD
Project Name
Project
Number
Total Prior
Appropriation1
Total Projected
Expenditures2
Estimated Carry
Forward3
FY 2025-26
Appropriation
Estimated
FY 2025-26
Appropriation⁴
Heat Dryer HAZOP 82028 75,000 - 75,000 - 75,000
IT Plan Update 82030 100,000 59,670 40,330 - 40,330 E-CAMP Update/Condition Assessment 83001 843,319 730,443 112,876 - 112,876 Extension of Staff Engineering Services 84001 5,181,405 4,666,744 514,661 200,000 714,661 Research and Development Projects Services 84002 637,324 587,324 50,000 50,000 100,000 Electronic Operations Man & Doc Mgt 84008 162,865 158,489 4,376 - 4,376 Air Permitting Assistance 84012 459,250 107,128 352,122 25,000 377,122 CMMS/Asset Management 84019 179,903 29,903 150,000 - 150,000 Total Professional Services 11,010,641$ 9,382,609$ 1,628,032$ 275,000$ 1,903,032$ Total Unidentified Future Projects7 N/A -$ -$ -$ -$ -$ Total Capital Improvements 107,200,099$ 91,849,747$ 15,350,352$ 18,240,000$ 33,590,352$ Notes:

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

2. Includes estimated expenditures through June 2025. Actual expenditures through June 2025 will vary.

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

5. Represent prior projects with current activity not included in FY 2024-25 published budget document.

6. Partially offset by Federal grant revenues.

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

4. Amounts shown here represent the FY 2025-26 Appropriation plus Estimated Carry Forward. The actual carry forwards plus FY 2025-26 Appropriations will vary based on actual expenditures through June 2025. Does not include Planned Asset Replacement, Capital Acquisitions, Remotes, or Personnel appropriations shown on other schedules.

June 17, 2025
Item #14 Page 444 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Fiscal Year
EWPCF
Capital
Improvements
Grant Funding1
EWPCF
Planned Asset
Rehabilitation &
Replacement
EWPCF
Capital Acquisitions
Remote Facilities
Acquisitions &
Rehabilitation
Personnel
Expense Total2
2026 18,240,000$ -$ 1,694,000$ 693,000$ 1,173,500$ 2,581,529$ 24,382,029$ 2027 36,807,000$ (7,000,000)$ 1,745,000$ 405,000$ 1,185,000$ 2,672,000$ 35,814,000$ 2028 30,945,000$ -$ 1,797,000$ 417,000$ 1,197,000$ 2,766,000$ 37,122,000$ 2029 20,375,000$ (7,000,000)$ 1,851,000$ 430,000$ 1,209,000$ 2,863,000$ 19,728,000$ 2030 24,245,000$ -$ 1,907,000$ 443,000$ 1,221,000$ 2,963,000$ 30,779,000$ 5 Year Total 130,612,000$ (14,000,000)$ 8,994,000$ 2,388,000$ 5,985,500$ 13,845,529$ 147,825,029$ 2031 35,000,000$ -$ 1,964,000$ 456,000$ 1,233,000$ 3,067,000$ 41,720,000$ 2032 50,000,000$ -$ 2,023,000$ 470,000$ 1,245,000$ 3,174,000$ 56,912,000$ 2033 55,000,000$ -$ 2,084,000$ 484,000$ 1,257,000$ 3,285,000$ 62,110,000$ 2034 60,000,000$ -$ 2,147,000$ 499,000$ 1,270,000$ 3,400,000$ 67,316,000$ 2035 40,000,000$ -$ 2,211,000$ 514,000$ 1,283,000$ 3,519,000$ 47,527,000$ 2036 - 2040 191,000,000$ -$ 12,086,000$ 2,808,000$ 6,610,000$ 19,529,000$ 232,033,000$ 2041 - 2045 191,000,000$ -$ 14,012,000$ 3,254,000$ 6,945,000$ 23,192,000$ 238,403,000$ 20 Year Total 752,612,000$ (14,000,000)$ 45,521,000$ 10,873,000$ 25,828,500$ 73,011,529$ 893,846,029$

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

LONG-TERM CAPITAL FINANCIAL PLAN
5 YEAR and 20 YEAR CAPITAL BUDGET

1. Cogeneration Low Emission Augmentation & Retrofit (CLEAR) project offsets are currently anticipated from Investment Tax Credit (via the Inflation Reduction Act) and Self- Generation Incentive Program (via the California Public Utilities Commission) funds.

June 17, 2025
Item #14 Page 445 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 This page intentionally left blank.

June 17, 2025
Item #14 Page 446 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

APPENDIX
Member Agency Resolutions
Appropriation & Controls Resolution
Salary & Benefit Resolution
June 17, 2025
Item #14 Page 447 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Exhibit 12
RESOLUTION NO. 2025-142

A RES OLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, DETERMINING THAT THE FISCAL YEAR 2025-26 CAPITAL

IMPROVEMENT PROGRAM IS CONSISTENT WITH THE GENERAL PLAN

AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS WHEREAS, the City Council of the City of Carlsbad, California, has reviewed the Capital Improvement Program for FY 2025-26 and has held such public hearings as are necessary prior to adoption of the Capital Improvement Program; and
WHEREAS, on June 17, 2025, the City Council reviewed for consistency with the General Plan goals and policies all Capital projects receiving an allocation of funds for FY 2025-26 pursuant to Carlsbad Municipal Code Section 2.24.040(B); and
WHEREAS, the City Council also reviewed the FY 2025-26 Capital Improvement Program projects for consistency with applicable Climate Action Plan measures and actions; and WHEREAS, upon hearing and considering all testimony and arguments, if any, of all persons desiring to be heard, the City Council considered all factors relating to the City Council determination.

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

1. That the above recitations are true and correct.

2. 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.

3. That based on the evidence presented at the hearing, the City Council determines that the Capital Improvement Program for FY 202 5-26 is consistent with the General Plan based on the following findings:

June 17, 2025
Item #14 Page 448 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 a. The projects are consistent with the goals and policies of the city’s General Plan in that the projects are required to ensure the provision of adequate public facilities and services concurrent with or prior to need.
b. The projects are consistent with applicable goals and policies of the Arts, History, Culture, and Education; Land Use and Community Design; Mobility; Public Safety; and Sustainability Elements, as described in Attachment A. c. Specific projects are consistent with, and support Climate Action Plan greenhouse gas reduction measures and actions, if applicable, as described in Attachment A. d. As required by the General Plan, the proposed improvements are consistent with the city’s Growth Management Plan in that the projects ensure that the necessary improvements are provided for facilities maintenance, park development, recycled water, sewer and storm drain projects, and circulation systems, in accordance with the performance standards contained in the city’s Growth Management regulations.

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

June 17, 2025
Item #14 Page 449 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 17th day of June, 2025, by the following vote, to wit:

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

NAYS: None.

ABSTAIN: None.

ABSENT: None.
_____________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
June 17, 2025
Item #14 Page 450 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

Attachment A

NEW CAPITAL IMPROVEMENT PROJECTS

ADA Parking Space Modifications

Council District: Citywide
Managing Department: Transportation
Budget Category: Critical Need
Funding Source: Gas Tax

Budget
FY26 $300,000 Construction

TOTAL $300,000

About This Project
This project will modify existing parking spaces to comply with ADA requirements and the California Vehicle Code as it relates to crosswalks.

Project Need
This project is needed for compliance with ADA requirements and the California Vehicle Code.

General Plan Consistency
Goal 3-G.1 of the Mobility Element: Keep Carlsbad moving with livable streets that provide a safe, balanced, cost-effective, multi-modal transportation system (vehicles, pedestrians, bikes, transit), accommodating the mobility needs of all community members, including children, the elderly and the disabled.

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The proposed action for construction of minor modifications to existing parking stalls to improve accessibility and comply with ADA standards is categorically exempt from environmental review under CEQA Guidelines Section 15301 because it involves the maintenance, repair or minor alteration of existing facilities with negligible or no expansion of the existing or former use. No exceptions to the categorical exemption as set forth in CEQA Guidelines Section 15300.2 or Carlsbad Municipal Code Section 19.04.070(C) apply.

June 17, 2025
Item #14 Page 451 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Cannon Lift Station Redundant Force Main

Council District: 2
Managing Department: Utilities
Budget Category: Enterprise
Funding Source: Sewer Connection

Budget
FY26 $200,000 Conceptual Design
FY27 $750,000 Final Design
FY28 $5,500,000 Construction

TOTAL $6,450,000

About This Project
Construct 5,280-linear feet of 14-inch forcemain to provide a redundant outfall for the Cannon Lift Station.

Project Need
Carlsbad engineering standards require sewer lift stations to have dual forcemains. The Cannon Lift Station currently only has one forcemain and requires an additional outfall to fulfill the operational redundancy requirements of the engineering standards.

General Plan Consistency
Goal 2-G.21 Ensure that adequate public facilities and services are provided in a timely manner to preserve the quality of life of residents.

Climate Action Plan Consistency
This project is consistent with Measure W-1, Wastewater System Improvements.

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

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Citywide Community Parks’ Playgrounds
Replacements / Upgrades

Council District: Citywide
Managing Department: Parks and Recreation
Budget Category: Critical Need
Funding Source: Infrastructure Replacement Fund

Budget
FY26 $50,000 Scoping
FY27 $425,000 Final Design
FY28 $3,250,000 Construction
FY29 $2,250,000 Construction

TOTAL $5,975,000

About This Project
The project includes evaluation of existing infrastructure and programming needs of the community parks' playgrounds. The last major renovations to playgrounds took place nearly 20 years ago.

Project Need
The city's community parks are highly used facilities and several of the playgrounds within these parks are near the end of their useful life. Proposed upgrades will provide additional play value, capacity and contemporary features.

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

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The proposed action for construction of replacements and upgrades to existing playground equipment and surfaces at community parks is categorically exempt from environmental review under CEQA Guidelines Section 15301 because it involves the maintenance, repair or minor alteration of existing facilities with negligible or no expansion of the existing or former use. No exceptions to the categorical exemption as set forth in CEQA Guidelines Section 15300.2 or Carlsbad Municipal Code Section

19.04.070(C) apply.

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

Citywide Facilities Nonfunctional Turf
Removal and Replacement

Council District: Citywide
Managing Department: Parks and Recreation
Budget Category: Critical Need
Funding Source: Infrastructure Replacement Fund

Budget
FY26 $350,000 Final Design
FY27 $995,000 Construction

TOTAL $1,345,000

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

Project Need
This project will help ensure that the City of Carlsbad complies with AB1572, signed into law on Oct. 13, 2023. This law prohibits public agencies, restaurants, corporate campuses, industrial parks and certain other property owners from watering “nonfunctional turf” using potable water. The deadline for compliance for properties owned by local government agencies is Jan. 1, 2027.

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

Climate Action Plan Consistency
This project is consistent with Measure W-2, Water System Improvements.

Anticipated Environmental Review
The proposed action for construction of conversion of ornamental turf to water-wise landscaping at existing city facilities is categorically exempt from environmental review under CEQA Guidelines Section 15301 because it involves the maintenance, repair or minor alteration of existing facilities with negligible or no expansion of the existing or former use. No exceptions to the categorical exemption as set forth in CEQA Guidelines Section 15300.2 or Carlsbad Municipal Code Section 19.04.070(C) apply.

June 17, 2025
Item #14 Page 454 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Citywide Facility Arc Flash and Thermal
Imaging Safety Program

Council District: Citywide
Managing Department: Facilities
Budget Category: Annual Allocation
Funding Source: General Capital Construction

Budget
FY26 $100,000
FY27 $60,000
FY28 $60,000
FY29 $60,000
FY30 $60,000

TOTAL $340,000

About This Project
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 Measures E-1, E-3.1 and E-3.2.

Project Need
The project is needed to achieve compliance with NFPA and Climate Action Plan requirements.

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

Climate Action Plan Consistency
This project is consistent with Measure E-1, Renewable Electricity at Municipal Facilities, Measure E-3.1, Nonresidential Building Energy – Existing Reach Code and Measure E-3.2, Nonresidential Building Energy – Solar Carports.

Anticipated Environmental Review
The proposed action to conduct arc flash hazard evaluations and related electrical safety inspections at municipal facilities is statutorily exempt from environmental review under CEQA Guidelines Section 15262, as it involves only feasibility or planning studies, including consideration of environmental factors, for possible future actions that have not been approved, adopted or funded. The proposed action does not have a legally binding effect on any possible future discretionary action.

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 D- Site Recycled Water Pump Rehabilitation

Council District: 3
Managing Department: Utilities
Budget Category: Enterprise
Funding Source: Water Replacement -
Recycled

Budget
FY26 $300,000 Final Design

TOTAL $300,000

About This Project
D-Site Recycled Water Pump Station Improvements to maintain operational reliability and increase efficiency.

Project Need
Improvements are needed to replace and rehabilitate pumps to increase hydraulic efficiency for the station and the recycled water system.

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

Climate Action Plan Consistency
This project is consistent with Measure W-2, Water System Improvements.

Anticipated Environmental Review
The proposed action for construction of recycled water pump replacements and associated improvements at the existing D-Site facility is categorically exempt from environmental review under CEQA Guidelines Section 15301 because it involves the maintenance, repair or minor alteration of existing facilities with negligible or no expansion of the existing or former use. No exceptions to the categorical exemption as set forth in CEQA Guidelines Section 15300.2 or Carlsbad Municipal Code Section 19.04.070(C) apply.

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Home Plant Lift Station Improvements

Council District: 1
Managing Department: Utilities
Budget Category: Enterprise
Funding Source: Sewer Connection,
Sewer Replacement

Budget
FY26 $400,000 Conceptual Design
FY27 $400,000 Final Design
FY28 $5,000,000 Construction

TOTAL $5,800,000

About This Project
Upgrades to lift station to accommodate increase in pump flow capacity.

Project Need
Lift station upgrades are needed to accommodate anticipated development expansion in the Village and Barrio Master Plan area in accordance with current city standards.

General Plan Consistency
Policy 6-P.73 of the Public Safety Element: Ensure all new development complies with all applicable regulations regarding the provision of public utilities and facilities.

Climate Action Plan Consistency
This project is consistent with Measure W-1, Wastewater System Improvements.

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

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Jefferson Street Sewer Replacement

Council District: 1
Managing Department: Utilities
Budget Category: Enterprise
Funding Source: Sewer Connection,
Sewer Replacement

Budget
FY26 $300,000 (Sewer Connection)
FY26 $1,200,000 (Sewer Repl.)

TOTAL $1,500,000

About This Project
Reimbursement funds for required public sewer improvements resulting from Jefferson Street development projects, to be installed by the developer.

Project Need
Following entitlement of the Jefferson Street Homes project—one of three active or planned developments along this corridor—this standalone capital project was established to provide necessary the offsite sewer upgrades along Jefferson Street between Buena Vista Way and Laguna Drive to serve the project(s). Approval conditions for Jefferson Street project includes an option for the developer, rather than the city, to complete public sewer improvements to increase capacity downstream of project. This funding will be used to either: 1) reimburse the developer for their direct costs to complete the sewer improvements or 2) fund additional design and environmental analysis for the city to complete the improvements at a later date.

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

Climate Action Plan Consistency
This project is consistent with Measure W-1, Wastewater System Improvements.

Anticipated Environmental Review
The level of environmental review will be determined based on whether the project is implemented by the developer or city as the two options detail below:

• Option 1: Should the developer proceed with the installation of the sewer improvement, reimbursement of funds would not be a “project” as defined by CEQA Section 21065 and CEQA Guidelines Section 15378(a) and does not require environmental review under CEQA Guidelines Section 15060(c)(2) because the action is limited to the financial reimbursement of sewer improvement costs already subject to separate CEQA review and approval assuming developer completion of the required sewer improvements. The action has no potential to cause either a June 17, 2025
Item #14 Page 458 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

• Option 2: Should the city proceed with the sewer improvement, the level of environmental review and any potential environmental impacts will be determined upon further analysis. It is likely environmental review could range from a CEQA exemption (project is exempt from environmental review) to a Mitigated Negative Declaration (project has environmental impacts that can be mitigated).

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Library Learning Center Renovation

Council District: 1
Managing Department: Facilities
Budget Category: Maintenance
Funding Source: Infrastructure
Replacement Fund

Budget
FY26 $100,000 Final Design
FY27 $1,600,000 Construction

TOTAL $1,700,000

About This Project
This project will remodel and renovate the portions of the first floor of the Library Learning Center.

Project Need
The current elements of the Learning Center were constructed approximately 20 years ago and no longer function optimally for current operations.

General Plan Consistency
Policy 7-P.24 of the Arts, History, Culture and Education Element: Provide adequate library facilities and programs that align with the community’s learning needs, abilities and demographics and changes in technology, such as through facility design, services and service delivery methods and partnerships with educational and learning institutions.

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The proposed action for renovation and remodeling of portions of the first floor of the Library Learning Center is categorically exempt from environmental review under CEQA Guidelines Section 15301 because it involves the maintenance, repair and minor alteration of existing public facilities with negligible or no expansion of the existing or former use. No exceptions to the categorical exemption as set forth in CEQA Guidelines Section 15300.2 or Carlsbad Municipal Code Section 19.04.070(C) apply.

June 17, 2025
Item #14 Page 460 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Northwest Quadrant Older Parks
Rehabilitation and Improvement

Council District: 1
Managing Department: Parks and
Recreation
Budget Category: Critical Need
Funding Source: Park-In-Lieu Northwest,
Public Facility Fee

Budget
FY26 $350,000 Scoping
FY27 $1,900,000 Final Design
FY28 $1,500,000 Construction
FY29 $3,500,000 Construction
FY30 $1,600,000 Construction

TOTAL $8,850,000

About This Project
Evaluation of 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.

Project Need
There has been an identified increase in the population within this park district. The project will include an evaluation of the offerings within these older parks in relation to the needs of a growing multi- generational area.

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

Climate Action Plan Consistency
Not applicable.

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

June 17, 2025
Item #14 Page 461 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Safety Training Center Emergency Backup
Generator

Council District: 2
Managing Department: Facilities
Budget Category: Critical Need
Funding Source: General Capital
Construction

Budget
FY26 $250,000 Construction
FY27 $1,000,000 Construction

TOTAL $1,250,000

About This Project
Install an emergency backup generator. Phase 1 of the project will install a docking station so a rental generator could be deployed if needed. Phase 2 will install a permanent fixed generator.

Project Need
The emergency backup generator will allow for continuity of operations during grid power outages.

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

Climate Action Plan Consistency
Not applicable.

Anticipated Environmental Review
The proposed action for construction of an emergency backup generator and associated docking station is categorically exempt from environmental review under CEQA Guidelines Section 15303(d) because it involves the installation of small new equipment in small structures, with only minor exterior modifications. No exceptions to the categorical exemption as set forth in CEQA Guidelines Section 15300.2 or Carlsbad Municipal Code Section 19.04.070(C) apply.

June 17, 2025
Item #14 Page 462 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Exhibit 13
RESOLUTION NO. 2025-143

A RES OLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,

CALIFORNIA, ADOPTING A LIST OF PROJECTS AND AUTHORIZING THE

ALLOCATION OF ROAD MAINTENANCE AND REHABILITATION ACCOUNT

FUNDS TO THE PAVEMENT MANAGEMENT AND CONCRETE REPLACEMENT PROGRAMS FOR FISCAL YEAR 2025-26
WHEREAS, in April 2017, the state Legislature enacted Senate Bill 1 (SB 1), referred to as the Road Repair and Accountability Act of 2017, to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the city residents are aware of projects proposed for funding as well as those projects that have been completed each fiscal year; and
WHEREAS, the city must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and WHEREAS, staff estimate the city will receive $3,017,991 in Road Maintenance and Rehabilitation Account funding during FY 2025-26; and
WHEREAS, a fund balance of $272,280 exists, which when added with the FY 2025-26 estimated revenue projection of $3,017,991 results in a total Road Maintenance and Rehabilitation Account funding of $3,290,271, which includes $272,280 of unallocated funding; and WHEREAS, this will be the nineth year in which the city will receive Road Maintenance and Rehabilitation Account funding, which will enable the city to continue essential road maintenance and rehabilitation projects thereby increasing access and mobility options for the traveling public; and WHEREAS, the city has undergone a process to solicit public input into the community’s transportation priorities as part of the Capital Improvement Program approval process; and WHEREAS, the city utilizes a pavement management system to ensure that Road Maintenance and Rehabilitation Account revenues are being used in a prioritized and cost-effective manner; and WHEREAS, the funding from the Road Maintenance and Rehabilitation Account will help the city maintain and rehabilitate its network of roads and provide concrete improvements and similar projects in the future; and
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 WHEREAS, the 2023 California Statewide Local Streets and Roads Needs Assessment found that the city’s streets and roads are in a good condition and this revenue will help the city increase the overall quality of its road system; and
WHEREAS, the Road Maintenance and Rehabilitation Account project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety will have a significant benefit to the community.

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

1. 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 budge t is intended to fund may require preparation of an environmental document in accordance with CEQA and CEQA Guidelines.

3. That the Pavement Management Program, CIP Project No. 6001, as further described herein, will be funded in part with FY 2025-26 Road Maintenance and Rehabilitation Account revenues:
a. Project Title: Pavement Resurfacing Project
b. Description: resurface and rehabilitate a selection of publicly maintained streets on an annual basis
c. Location: various residential streets throughout the city based on pavement condition, including the following collector and arterial streets:
i. El Camino Real between Levante Street and Calle Barcelona ii. El Camino Real between Chestnut Avenue and Tamarack Avenue iii. El Camino Real between Haymar Drive and Marron Road iv. Palomar Airport Road between Paseo Del Norte and Melrose Drive d. Estimated Project Schedule: July 2025 – June 2026
June 17, 2025
Item #14 Page 464 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 e. Estimated Useful Life: slurry seal has a useful life of approximately seven years, and asphalt concrete overlay has a useful life of approximately 20 years

4. That t he Concrete Repair/Replacement Program, CIP Project No. 6013, as further described herein, will be funded in part with FY 2025-26 Road Maintenance and Rehabilitation Account revenues:
a. Project Title: Concrete Repair/Replacement Program
b. Description: repair and replace broken and uplifted concrete in the public right of way
c. Location: various residential locations throughout the city based on concrete condition, including locations along the following collector and arterial streets:
i. El Camino Real between Haymar Drive and Carlsbad Village Drive ii. Palomar Airport Road between Paseo Del Norte and Melrose Drive iii. Cadencia Street between La Costa Avenue and Paseo Capuchina iv. Calle Barcelona at El Camino Real intersection
v. El Camino Real between Levante Street and Calle Barcelona d. Estimated Project Schedule: July 2025 – June 2026
e. Estimated Useful Life: concrete improvements typically have a useful life of approximately 50 years

5. That funding to allocate Road Maintenance and Rehabilitation Account funding in the amount of $2,450,000 to the Pavement Management Program, CIP Project No. 6001, and $ 620,000 to the Concrete Replacement Program, CIP Project No. 6013 was incorporated into the in the FY 2025-26 CIP budget.

June 17, 2025
Item #14 Page 465 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 17th day of June, 2025, by the following vote, to wit:

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

NAYS: None.

ABSTAIN: None.

ABSENT: None.
______________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
June 17, 2025
Item #14 Page 466 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

Exhibit 14

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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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 B-2

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
$40
$60
$80
$100
$120
2018 2019 2020 2021 2022 2023 2024 2025e 2026e
$ Millions
Fiscal Year
Property and Sales Tax Revenues
Property tax Sales tax
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 B-5
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
$-
$5
$10
$15
$20
$25
$30
$35
$40
2018 2019 2020 2021 2022 2023 2024 2025e 2026e
$ Millions
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
$-
$50
$100
$150
$200
$250
$300
2018 2019 2020 2021 2022 2023 2024 2025e 2026e
$ 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 Ve hicle 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 increased 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 $459.2 million, which represents an increase of approximately $40.2 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 rema inder 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 $242.9 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$ 242.9$ 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$ 459.2$ 40.2$ 9.6%

BUDGET EXPENDITURE SUMMARY
By Fund Type
(In Millions)
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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 recommendation s 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 70.4 4.7 7.2% Capital Outlay 0.5 2.7 2.2 417.0% Transfers 37.5 23.7 (13.8) -36.9% Subtotal 238.4$ 242.9$ 4.4$ 1.9%

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 sustainabili ty 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 c ity’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 29% 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 $70.4 million, which represents an increase of $4.7 million or 7.2% 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, and the city’s future technology needs. This represents 6% of budgeted General Fund 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 24.3 1.5 6.6% 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$ 242.9$ 4.4 1.9%

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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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 42.9 million Projected operating surplus for fiscal year 2025-26 $ 0.4 million

General Fund Reserves
Projected unassigned balance at June 30, 2025 $1 39.9 million Plus: projected fiscal year 2025-26 surplus $ 0.4 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 strategically plan for the ongoing financial impacts, staff recommend establishing a General Fund June 17, 2025
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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.

Changes between the proposed and adopted budget
In response to City Council direction, staff made the following change to the preliminary operating budget presented to the City Council on May 20, 2025, with a $75,000 impact on the General Fund final expenditure budget:
• General Fund: Increased contractual services budget in the Parks & Recreation Department by $75,000 to fund improvements of city trails that will enhance the appearance, safety and useability of the citywide trails inventory. This is a one-time increase for fiscal year 2025-26.

Sufficient funding exists for this one-time appropriation.

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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
Beginning 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 Change 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$ 242,914,807$ 147,266,859$ * 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$ 459,157,837$ 278,477,282$ -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) June 17, 2025
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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 - 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) June 17, 2025
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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 - 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)$ June 17, 2025
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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 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$ June 17, 2025
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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 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$ June 17, 2025
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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
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 24,265,711 6.6% Total Community Services 48,971,043 48,087,956 51,464,704 52,105,299 55,927,736 7.3% 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% June 17, 2025
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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% 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 205,160,437 222,617,790 238,844,643 237,968,445 242,414,807 1.9% 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$ 242,914,807$ 1.9% 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% June 17, 2025
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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$ 459,157,837$ 9.6% June 17, 2025
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June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 H-1

STRATEGIC DIGITAL TRANSFORMATION

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

This new investment program continues to be organized into the five primary goal areas approved by City Council in Connected Carlsbad, listed below.
• Pursue Communitywide Digital Transformation focuses on the foundational elements, including connectivity, up-to-date hardware and software, and a robust security strategy while providing an aspirational vision for the future.
• Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. • Foster a Vibrant Civic Engagement Culture 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.

Exhibit 15
June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 H-2 2025-26 Strategic Digital Transformation Investment Program

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.

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 H-4 2025-26 Strategic Digital Transformation Investment Program

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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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 78,000$
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 Funding 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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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 1,150,000$
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 Funding 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 Citywide Printer Replacement 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 Estimated 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 Funding 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 Citywide Printer Replacement 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 Construction 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
Build Capacity for Data-driven Decision Making
Build Capacity for Data-driven Decision Making Total
Pursue Communitywide Digital Transformation Total
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Foster a Vibrant Civic Engagement Culture
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 June 17, 2025
Item #14 Page 523 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 H-24 2025-26 Strategic Digital Transformation Investment Program

FIVE -YEAR SCHEDULE OF PROJECTS BY FUND

Connected Requested Estimated Estimated Estimated Estimated Estimated Carlsbad Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Project Name Goal Appropriation 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 Citywide Printer Replacement 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
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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
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 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
June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 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.

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Item #14 Page 527 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 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----------
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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 Citywide Printer Replacement
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
June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 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
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 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.

Exhibit 16
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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
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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
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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.

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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
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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
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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
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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 June 17, 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.

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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

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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$ June 17, 2025
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PROJECTED FUND BALANCES FOR FISCAL
YEAR 202 5-26

July 1, 2025 June 30, 2025 July 01, 2025 2025-26 June 30, 2026 Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 1,508,115$ - -$ - -$ 1,508,115$ BTD#3 - Cannon Road West 564,273 - - - - 564,273 CFD #1 - Citywide 102,418,144 1,976,326$ 37,090,217 110,000$ 37,200,217 67,194,252 Gas Tax 16,410,676 3,263,867 9,917,766 1,744,392 11,662,158 8,012,385 Gas Tax (Road Maint. & Rehab Acct.) 4,445,654 3,017,991 4,173,373 3,070,000 7,243,373 220,271 General Capital Const. 47,627,972 8,882,966 22,836,319 1,908,559 24,744,878 31,766,061 Grants - Federal 42,932 9,862,165 9,905,097 - 9,905,097 0 Grants - State (1,817,771) 7,876,212 6,058,441 - 6,058,441 0 Infrastructure Replacement 100,761,381 9,382,966 39,672,886 16,071,081 55,743,967 54,400,380 Other 2,166,828 - 959,647 (959,647) - 2,166,828 Park Fee Zones 5,13,16, 17, 18 5,349,680 98,556 - 1,500,000 1,500,000 3,948,236 Park-In-Lieu NE 4,435,495 - 799,042 644,000 1,443,042 2,992,453 Park-In-Lieu NW 1,928,043 1,289,988 3,161,321 (2,499,443) 661,878 2,556,153 Park-In-Lieu SE 1,724,749 513,872 15,395 350,000 365,395 1,873,226 Park-In-Lieu SW 1,748,387 - 219,100 - 219,100 1,529,287 Planned Local Drainage Area A 1,134,659 - 35,049 - 35,049 1,099,610 Planned Local Drainage Area B 1,644,708 370,188 15,197 - 15,197 1,999,699 Planned Local Drainage Area C 1,754,862 120,696 96,856 - 96,856 1,778,703 Planned Local Drainage Area D 811,874 45,493 13,289 - 13,289 844,078 Public Facilities Fee 36,407,566 2,096,783 4,422,476 (25,659) 4,396,817 34,107,532 Sewer Connection 7,057,793 465,571 7,178,612 758,154 7,936,766 (413,402) Sewer Replacement 52,146,613 21,932,866 34,749,228 8,847,746 43,596,974 30,482,504 Traffic Impact Fee 15,485,564 3,772,120 13,485,406 (919,437) 12,565,969 6,691,716 Transnet/Local 26,529,818 5,689,885 21,167,152 5,822,429 26,989,581 5,230,122 Water - Potable 40,429,381 1,854,307 3,861,000 289,843 4,150,843 38,132,844 Water - Recycled (16,516,593) 19,414,398 2,889,792 - 2,889,792 8,012 Water Replacement - Potable 55,928,301 8,197,376 32,592,411 7,016,957 39,609,368 24,516,309 Water Replacement - Recycled 18,237,042 - 5,387,845 3,298,367 8,686,212 9,550,830 Total 530,366,147$ 110,124,592$ 260,702,919$ 47,027,342$ 307,730,261$ 332,760,478$ June 17, 2025
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REVENUE PROJECTIONS SCHEDULE

2022-23 2023-24 2024-25 2025-26
Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 2,800,034$ 66,345$ 45,759$ - BTD#3 - Cannon Road West 5,526 24,888 15,705 - CFD #1 - Citywide 2,869,873 7,302,884 5,317,572 1,976,326$ Gas Tax 3,047,442 3,811,249 3,720,489 3,263,867 Gas Tax (Road Maint. & Rehab Acct.) 2,744,950 3,172,894 2,982,430 3,017,991 General Capital Const. 4,268,091 13,423,012 19,607,896 8,882,966 Grants - Federal 39,772 56,219 - 9,862,165 Grants - State 21,982 452,295 - 7,876,212 Infrastructure Replacement 5,386,482 10,015,495 7,763,272 9,382,966 Other 20,293 115,080 56,444 - Park Fee Zones 5,13,16, 17, 18 144,419 296,607 179,883 98,556 Park-In-Lieu NE 50,477 228,050 130,098 - Park-In-Lieu NW 150,878 1,132,209 1,028,806 1,289,988 Park-In-Lieu SE 19,848 83,719 497,254 513,872 Park-In-Lieu SW 319,222 1,278,208 441,316 - Planned Local Drainage Area A 100,215 69,555 38,481 - Planned Local Drainage Area B 188,568 143,663 91,439 370,188 Planned Local Drainage Area C 89,879 79,010 60,201 120,696 Planned Local Drainage Area D 82,860 57,989 62,701 45,493 Public Facilities Fee 1,581,967 3,687,412 3,322,591 2,096,783 Sewer Connection 1,861,377 745,457 455,434 465,571 Sewer Replacement 5,394,289 10,879,747 40,952,631 21,932,866 Traffic Impact Fee 1,907,630 2,273,017 1,464,822 3,772,120 Transnet/Local 1,556,262 4,457,603 5,735,910 5,689,885 Water - Potable 793,135 2,100,666 1,646,397 1,854,307 Water - Recycled 1,590,853 3,363,806 - 19,414,398 Water Replacement - Potable 5,334,988 8,073,118 12,037,667 8,197,376 Water Replacement - Recycled 1,107,565 887,980 723,580 - Total 43,478,875$ 78,278,177$ 108,378,777$ 110,124,592$ Note: Revenues include transfers and fair market value adjustments.

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BUDGET EXPENDITURE SCHEDULE

2022-23 2023-24 2024-25 2025-26 2025-26 2025-26
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy 57,041$ -$ -$ -$ - -$ BTD#3 - Cannon Road West - - - - - - CFD #1 - Citywide 962,730 414,729 7,819,901 37,090,217 110,000$ 37,200,217 Gas Tax 1,984,349 1,198,727 4,393,545 9,917,766 1,744,392 11,662,158 Gas Tax (Road Maint. & Rehab Acct.) 5,045,379 5,052,294 691,749 4,173,373 3,070,000 7,243,373 General Capital Const. 10,306,345 6,748,890 16,438,606 22,836,319 1,908,559 24,744,878 Grants - Federal 49,535 6,392 312 9,905,097 - 9,905,097 Grants - State 117,611 1,687,056 39,002 6,058,441 - 6,058,441 Infrastructure Replacement 7,293,771 10,587,913 20,901,397 39,672,886 16,071,081 55,743,967 Other - - - 959,647 (959,647) - Park Fee Zones 5,13,16, 17, 18 - - - - 1,500,000 1,500,000 Park-In-Lieu NE 34,379 204,824 424,755 799,042 644,000 1,443,042 Park-In-Lieu NW 130,121 1,082,914 1,708,639 3,161,321 (2,499,443) 661,878 Park-In-Lieu SE 25,429 42,351 561,825 15,395 350,000 365,395 Park-In-Lieu SW - - - 219,100 - 219,100 Planned Local Drainage Area A 26,547 13,624 22,573 35,049 - 35,049 Planned Local Drainage Area B 252,941 22,468 13,607 15,197 - 15,197 Planned Local Drainage Area C 5,979 15,127 20,201 96,856 - 96,856 Planned Local Drainage Area D 7,130 15,918 26,857 13,289 - 13,289 Public Facilities Fee 1,304,479 237,607 508,755 4,422,476 (25,659) 4,396,817 Sewer Connection 3,031,587 88,278 59,602 7,178,612 758,154 7,936,766 Sewer Replacement 6,529,066 7,904,806 9,669,190 34,749,228 8,847,746 43,596,974 Traffic Impact Fee 1,903,324 5,690,795 2,408,890 13,485,406 (919,437) 12,565,969 Transnet/Local 3,256,939 7,588,334 14,638,490 21,167,152 5,822,429 26,989,581 Water - Potable 134,627 10,790 12,604 3,861,000 289,843 4,150,843 Water - Recycled 224,112 2,695,867 - 2,889,792 - 2,889,792 Water Replacement - Potable 2,223,068 9,040,836 17,903,731 32,592,411 7,016,957 39,609,368 Water Replacement - Recycled 400,567 928,296 720,543 5,387,845 3,298,367 8,686,212 Total 45,307,054$ 61,278,838$ 98,984,774$ 260,702,919$ 47,027,342$ 307,730,261$ June 17, 2025
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PROJECT ESTIMATED OPERATIONAL

REQUIREMENTS

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

Project Department Operating
fiscal year
Estimated
annual cost
Beach Access Repair and Upgrades –
Pine to Tamarack Transportation 2026-27 $50,000
Barrio Street Lighting Transportation 2026-27 $20,000
Orion Center Facilities 2026-27 To be determined
Trash Amendment Compliance
Program Transportation 2026-27 To be determined
Veterans Memorial Park Parks & Recreation 2027-28 $890,000 Village Decorative Lighting – State
Street, Madison, Roosevelt, and
Washington Transportation 2026-27 $13,905

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FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

STRATEGIC PLAN PROJECTS
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
6065 1 ADA Beach Access - Pine to Tamarack $893,800 ☑ $250,000 ♦ $10,000,000 - - - $10,250,000 6004 2,3 Avenida Encinas Coastal Rail Trail and
Pedestrian Improvements $7,123,653 ♦ $5,100,000 - - - - $5,100,000 4013 1 Barrio Street Lighting $4,470,000 ♦ $1,030,000 - - - - $1,030,000 3896 1 Beach Access Repair and Upgrades -
Pine Avenue to Tamarack $13,511,750 - - - - - $0
201904 2 Business Park Recreational Facility
(Zone 5 Park) - 🔎 $1,500,000 - - - - $1,500,000
6325 4 Camino De Los Coches and La Costa
Avenue Intersection Control $350,000 - - ♦ $2,000,000 - - $2,000,000 6058 1 Carlsbad Boulevard and Tamarack
Avenue Intersection Improvement $2,825,000 - ☑ $500,000 - - - $500,000 6097 1 Carlsbad Boulevard Pedestrian
Improvement Project $1,647,488 - - - - - $0
6113 2 Carlsbad Boulevard Realignment -
Manzano Drive to Island Way $1,000,000 ☐ $1,000,000 - - - - $1,000,000 201909 2 Carlsbad Boulevard Realignment -
Manzano Drive to Island Way (RTCIP) - - - - - - $0
6069 1 Chestnut Complete Street I-5 to
Railroad Project Study - - - - 🔎 $250,000 - $250,000
4008 Citywide City Hall Complex & Cole Library
Replacement $1,028,105 - - - ☐ $15,500,000 - $15,500,000 6072 2 El Camino Real Widening - Poinsettia
Lane to Camino Vida Roble $4,595,000 ♦ $750,000 - - - - $750,000 6051 4 El Camino Real Widening - Arenal
Road to La Costa Avenue $8,700,000 ♦ $4,500,000 - - - - $4,500,000 6094 2 El Camino Real Widening - Sunny
Creek to Jackspar $5,976,050 ♦ $350,000 - - - - $350,000 4093 2 Fire Station 7 $100,000 - - - - - $0
4714 2 Fleet Maintenance Refurbishment $3,470,100 ♦ $4,700,000 - - - - $4,700,000 4061 1 Grand Avenue Promenade $300,000 - - - - - $0
6075 1 Kelly Drive and Park Drive Complete
Street Improvements $5,803,000 ♦ $1,000,000 - - - - $1,000,000 6076 4 La Costa Avenue Traffic Improvements $12,458 - - - - - $0 4722 2 Maerkle Reservoir Solar Feasibility
Study $481,170 ☐ $37,000 - - - - $37,000
4724 1 Monroe Street Pool Replacement $21,567,051 ♦ ($1,402,074) - - - - ($1,402,074) 3572 2 Orion Center $9,757,156 ♦ $49,842,000 - - - - $49,842,000 6611 1 Park Drive Street and Drainage
Improvement $5,082,439 ♦ $150,000 - - - - $150,000
4612 2,4 Pickleball Courts $355,000 ♦ $2,800,000 - - - - $2,800,000 4715 2 Police and Fire Headquarters
Renovation $27,714,842 - - - - - $0
3801 2 Robertson Ranch Park Development $1,463,000 ☑ $644,000 - - - - $644,000 4753 3 Schulman Auditorium and Cannon Art
Gallery $2,820,000 - - - - - $0
6031 2,3,4 South Carlsbad Coastline $1,707,514 ($17,738) - - - - ($17,738) 4611 4 Stagecoach Community Park
Community Gardens $645,000 - - - - - $0
6082 1 State Street and Grand Avenue Road
Improvements - - - - ♦ $325,000 - $325,000
4090 1 State Street Parking Lot Electric
Vehicle Charging Stations $490,000 - - - - - $0
6104 Citywide Sustainable Mobility Plan
Implementation Program $710,566 - - - - - $0
6054 2 Terramar Area Coastal Improvements $12,100,000 - ♦ $7,200,000 - - - $7,200,000 6070 Citywide Traffic Improvement Program $3,788,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 ☑ $400,000 - $1,600,000 6332 4 Traffic Signal - Maverick Way and
Camino De Los Coches $490,000 ♦ $450,000 - - - - $450,000 🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics I-17
June 17, 2025
Item #14 Page 547 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

STRATEGIC PLAN PROJECTS
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics 6626 Citywide Trash Amendment Compliance
Program $630,000 ♦ $1,750,000 ☑ $500,000 ♦ $2,585,000 ☑ $655,000 ♦ $3,077,000 $8,567,000 6103 1 Tyler Street Traffic Circulation $970,000 - - - - - $0 6083 Citywide Utility Undergrounding Program Study - - - - - - $0 6019 1 Valley and Magnolia Complete Streets $5,058,205 - ♦ $4,450,000 - - - $4,450,000 201974 1 Valley Street Traffic Calming - - - - ☑ $300,000 - $300,000 4609 Citywide Veteran's Memorial Park (All
Quadrants) $49,711,450 ♦ $7,456,700 - - - - $7,456,700
4015 1 Village and Barrio Traffic Circles $6,259,000 ♦ $1,825,000 - - - - $1,825,000 6089 1 Village Intelligent Parking
Implementation - - - - - - $0
6105 1 Village Lighting - Carlsbad Village Dr
from Harding St to Ocean St $145 - - - - - $0
6108 1 Village Lighting - Gateway Lighting - - - - - - $0 2410 1 Village Lighting - Hospitality District - - - - - - $0 6109 1 Village Lighting - Pedestrian
Lampposts Oak Avenue - - - - - - $0
6110 1 Village Lighting - Pedestrian Lighting
at Village Outskirts - - - - - - $0
4016 1 Village Lighting - State Street,
Madison, Roosevelt, and Washington $1,103,853 ♦ $995,000 - - - - $995,000 6106 1 Village Lighting - Train Station Area - - - - - - $0 Total $85,109,888 $23,050,000 $4,985,000 $17,430,000 $3,077,000 I-18
June 17, 2025
Item #14 Page 548 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
2603 Citywide ADA Parking Space Modifications - $300,000 - - - - $300,000 6084 3 Assessment District 97-1 Maintenance $420,000 - - - - - $0 4726 2 Cannon Park Restroom $45,765 - - - - - $0
6111 1 Carlsbad Village Drive Reconfiguration ($1,650,000) $1,500,000 - - - - $1,500,000 201913 Citywide Carlsbad Village Drive Widening -
Pontiac Drive to Victoria Avenue - - - - $700,000 - $700,000 201916 1 Chestnut Avenue Complete Street
Improvements - Valley to Pio Pico - - - - $250,000 - $250,000 6098 1 Chestnut Underpass Public Art Project $400,000 - - - - - $0 6074 Citywide City Facility Safety and Parking Lot
Lighting Assessment $2,110,000 - - - - - $0
2611 Citywide Citywide Community Parks’ Playgrounds
Replacements / Upgrades - $50,000 $425,000 $3,250,000 $2,250,000 - $5,975,000 2612 Citywide Citywide Facilities Nonfunctional Turf
Removal and Replacement - $350,000 $995,000 - - - $1,345,000 3636 2 College Boulevard Extension $2,378,894 ($1,419,480) - - $100,000 - ($1,319,480) 201944 4 El Camino Real Right Turn Lane to
East Bound Alga Road - - - - - - $0
6628 1 Laguna Drive Storm Drain $256,000 - $1,000,000 - - - $1,000,000 2307 3 Leo Carrillo Ranch Park Phase 3B - $350,000 $540,000 $1,484,000 - - $2,374,000 2613 1 Northwest Quadrant Older Parks
Rehabilitation and Improvement - $350,000 $1,900,000 $1,500,000 $3,500,000 $1,600,000 $8,850,000 6078 1 Ocean Street Reconfiguration
Concepts Study - - - - - - $0
2310 2 Orion Complex Energy Storage - - $250,000 - - - $250,000 6115 3 Paseo Del Norte Pedestrian and Bike
Improvements $600,000 - - - - - $0
6081 Citywide Roadway Slope Stabilization $1,280,000 $550,000 - - - - $550,000 2601 2 Safety Training Center Emergency
Backup Generator - $250,000 $1,000,000 - - - $1,250,000 6116 Citywide Schools Traffic Safety Program $1,100,000 - - - - - $0 4085 2 South Shore Agua Hedionda Lagoon
Trail $789,940 - - - - - $0
6040 Citywide Traffic Impact Fee Update $270,000 $48,000 - - - - $48,000 6637 Citywide Traffic Signal Cabinet Upgrades $180,000 $162,000 - - - - $162,000 6636 2,3,4 Traffic Signal Right Turn Overlaps $150,000 - - - - - $0 4610 2 Village H South Off Leash Dog Area
and Trail Segment 5B $682,500 - - - $1,400,000 - $1,400,000 Total $2,490,520 $6,110,000 $6,234,000 $8,200,000 $1,600,000

CRITICAL NEED PROJECTS
🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics I-19
June 17, 2025
Item #14 Page 549 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

ENTERPRISE PROJECTS
New projects in italics
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
6629 2 Agua Hedionda Creek Maintenance $3,545,248 - - - - - $0 5545 2 Agua Hedionda Lift Station Biological
Monitoring and Maintenance $225,000 - - - - - $0
2610 2 Avenida Encinas and Cannon Road
Sewer Replacement - - $150,000 $1,500,000 - - $1,650,000 5537 3 Buena Interceptor Sewer Access Road
Improvements $100,000 - $432,000 - - - $432,000
5501 2,3 Buena Interceptor Sewer
Improvements $1,758,686 - $3,564,600 $3,564,600 $4,282,200 - $11,411,400 5544 2 Buena Interceptor Sewer Realignment
- East Segment $1,907,000 - $1,200,000 $1,500,000 $2,400,000 - $10,500,000 5215 2 C Tank Access Road and Electrical
Improvements $300,000 - - $1,300,000 - - $1,300,000
2606 2 Cannon Lift Station Redundant Force
Main - $200,000 $750,000 $5,500,000 - - $6,450,000
5552 2 Cannon Road Lift Station
Improvements $1,465,000 $25,000 - - - - $25,000
5048 2 Carlsbad Boulevard Waterline
Replacement at Terramar $6,480,100 - - - - - $0
5063 2 Carlsbad Municipal Water District
Building and Site Improvements $600,000 $200,000 - - - - $200,000 5203 3 Carlsbad Water Recycling Facility
(Encina Capital Projects) $5,940,654 $235,000 $247,000 $260,000 $273,000 $286,000 $1,301,000 5217 3 Carlsbad Water Recycling Facility
Improvements $350,000 - - - - - $0
5007 Citywide Cathodic Protection Program $2,376,700 $190,000 $190,000 $190,000 - - $570,000 5554 1 Chinquapin Lift Station Improvements $1,520,000 $150,000 - - - - $150,000 5013 2 College Boulevard - Cannon Road To
Badger Lane (375 Zone) $278,383 - - $1,700,000 - - $1,700,000 5012 2 College Boulevard - Cannon Road To
Badger Lane (490 Zone) $312,600 - - $1,700,000 - - $1,700,000 5033 1 Crestview Drive Transmission Main $171,000 $14,000 - $700,000 - - $714,000 201923 1 DMP Facility AAA (Jefferson Street) - - - - - - $0 201924 1 DMP Facility AAAA (Madison Street) - - - - - - $0 6609 1 DMP Facility AC (Highland Drive
Drainage Project) - - - - - - $0
201925 2 DMP Facility AFA (Hidden Valley Drainage
Restoration and Enhancement Project) - - - - - - $0
201926 2 DMP Facility AFB (Calavera Hills Drainage
Restoration and Enhancement Project) - - - - - - $0
201927 1
DMP Facility BB 1 and 2 (Washington
Street) - - - - - - $0
201928 1 DMP Facility BCB (Magnolia Avenue) - - - - - - $0 201929 1 DMP Facility BFB-L and BFB-1 (Tamarack and
El Camino Real Plda "B") - - - - - - $0
6622 1 DMP Facility BFB-U (El Camino Real) $153,489 - - - - - $0 201930 2
DMP Facility BL-L (College Boulevard
Bridge Reimbursement Plda "B") - - - - - - $0
201931 2 DMP Facility BL-U (College Boulevard) - - - - - - $0 201932 2 DMP Facility BM (Cantarini/College
Boulevard Box Culvert) - - - - - - $0
201933 2 DMP Facility BQ (Sunny Creek) - - - - - - $0
201934 2 DMP Facility BR (Cantarini/College
Boulevard Pipe Drainage) - - - - - - $0
201935 3 DMP Facility C2 (Paseo Del Norte) - - - - - - $0 I-20
June 17, 2025
Item #14 Page 550 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

ENTERPRISE PROJECTS
New projects in italics
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
201936 3 DMP Facility CA (Avenida Encinas) - - - - - - $0 201937 4 DMP Facility DBA (Poinsettia Village) - - - - - - $0 201938 4 DMP Facility DBB (Avenida Encinas) - - - - - - $0 201939 4 DMP Facility DFA (Batiquitos Lagoon
Stormwater Treatment) - - - - - - $0
201940 3 DMP Facility DH (Altiva Place Canyon
Restoration) - - - - - - $0
6623 Citywide Drainage Master Plan Update $1,281,000 - - - - - $0 2609 3 D-Site Recycled Water Pump
Rehabilitation - $300,000 - - - - $300,000
5553 2 El Fuerte Lift Station Pump Addition $425,000 - - $200,000 $720,000 - $920,000 2605 2 El Fuerte Lift Station Redundant Force
Main - - - $1,000,000 $4,000,000 - $5,000,000
5801 Citywide Encina Capital Projects (EWPCF) $70,070,401 $5,123,000 $7,880,400 $8,173,700 $3,932,000 $6,584,600 $31,693,700 5539 2 Faraday and El Camino Real Sewer
Replacement - Orion to Palomar $3,180,000 $254,400 - - - - $254,400 5557 1 Harding Street Sewer Improvements
Reimbursement $1,200,000 - - - - - $0
2607 1 Home Plant Lift Station Improvements - $400,000 $400,000 $5,000,000 - - $5,800,000 5059 2 Hydroelectric Generation at Water
Facilities $500,000 - - - - - $0
2615 1 Jefferson Street Sewer Replacement - $1,500,000 - - - - $1,500,000 5540 2 Las Palmas Trunk Sewer $301,000 - $300,000 $1,500,000 $1,500,000 - $3,300,000 5035 1,3 Limited Access Pipeline Relocation
Program $5,251,000 $2,500,000 $620,000 - $3,230,000 - $6,350,000 5009 2 Maerkle Facility Improvements $3,791,200 $300,000 - - - - $300,000 5001 2 Maerkle Reservoir Transmission Main $195,000 - $583,200 - $4,584,600 $4,320,000 $9,487,800 5050 3 Normally Closed Valve (Install
Motorized Valve) $1,966,000 - - - - - $0
5547 4 North Batiquitos Access Road
Improvement $326,000 $26,000 - - - - $26,000
5520 Citywide Odor and Corrosion Prevention
Program $358,000 - - - - - $0
2604 2 Poinsettia Lift Station Redundant
Force Main - - - $1,000,000 $4,000,000 - $5,000,000
5556 2 Poinsettia Lift Station Rehabilitation $728,000 $60,000 - $10,000,000 - - $10,060,000 5020 Citywide Pressure Reducing Station Program $7,031,040 - $4,300,000 - - - $4,300,000 5061 2 Rancho Carlsbad Groundwater Supply - - - - - - $0 5211 Citywide Recycled Water Condition Assessment
Program $800,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 5210 3 Recycled Water Phase 3 - Reservoir $7,033,000 - - - - - $0 5216 2 Recycled Water System Rehabilitation
and Replacement $700,000 $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 5212 Citywide Recycled Water Valve and
Appurtenance Replacement Program $380,000 - $125,000 $125,000 $125,000 $125,000 $500,000 5024 Citywide Reservoir Condition Assessment and
Repair Program $8,090,000 $250,000 - $250,000 - - $500,000 5044 Citywide San Luis Rey Mission Basin
Groundwater Supply - - - - - - $0
5057 N/A Santa Fe II Inlet Pipeline $529,650 - - - - $378,000 $378,000 I-21
June 17, 2025
Item #14 Page 551 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

ENTERPRISE PROJECTS
New projects in italics
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
5046 3 Santa Fe II Reservoir Site Electrical
Improvements $333,581 - - - - - $0
5542 Citywide SCADA Improvements $17,236,898 - - - - - $0 5513 Citywide Sewer Condition Assessment $1,658,000 $50,000 - $100,000 $150,000 $150,000 $450,000 3840 2 Sewer Lift Station Repairs and
Upgrades $4,700,380 $475,000 $175,000 $175,000 $175,000 $175,000 $1,175,000 5548 3 Sewer Line Capacity Improvements $2,020,000 $944,000 - - - - $944,000 5546 Citywide Sewer Modeling $200,000 - - - - - $0
5504 Citywide Sewer Monitoring Program (Capacity) $686,000 - - - - - $0 5503 1,2,3 Sewer System Rehabilitation and
Replacement $12,276,475 $2,150,000 $2,150,000 $2,150,000 $2,150,000 $2,150,000 $10,750,000 5008 2 Tri-Agency Water Transmission
Pipeline Replacement $2,328,970 $280,000 $521,640 - $4,335,523 - $5,137,163 5549 2,3 Vallecitos Interceptor Sewer Cleaning
and CCTV $850,000 $40,000 - - - - $40,000
5535 1 Vista Carlsbad Interceptor - Buena
Vista Lift Station Improvements $413,000 $248,800 $274,200 $834,600 $826,000 $200,000 $2,383,600 3949 Citywide Vista Carlsbad Interceptor - Reach
VC14 To VC15 $21,362,390 - - - - - $0
3950 1 Vista Carlsbad Interceptor - Reach
VC3 $517,000 ($406,000) $101,000 $409,000 $427,000 $35,000 $566,000 5551 2 Vista Carlsbad Interceptor -
Rehabilitation (VC1 and VC2) $231,000 $80,000 $140,000 - - - $220,000 5555 2,3 Vista/Carlsbad Interceptor - Point
Repair Reaches (VC13 & VC14) $3,000,000 - - - - - $0
5051 Citywide Water Infrastructure Condition
Assessment Program $3,020,000 $420,000 $450,000 $450,000 $450,000 $450,000 $2,220,000 5058 Citywide Water Modeling $375,000 - - - - - $0
3904 Citywide Water System Rehabilitation and
Replacement $19,058,366 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $16,000,000 5019 Citywide Water Valve Repair/Replacement
Program $10,342,000 $1,025,000 $1,080,000 $1,080,000 $1,080,000 $1,080,000 $5,345,000 Total $20,634,200 $29,234,040 $53,961,900 $42,240,323 $19,533,600 I-22
June 17, 2025
Item #14 Page 552 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
Non-Recurring
4733 2 Alga Norte Park Modifications $2,911,464 - - - - - $0 6063 3 Carlsbad Boulevard Emergency Repair $841,000 - - - - - $0 201912 1 Carlsbad Village Drive and Grand
Avenue Pedestrian and Crossing - - - - $1,320,000 - $1,320,000 4727 Citywide City Facility Accessibility Upgrades $500,000 - - - - - $0 6616 Citywide City Fire Stations Wash Water BMPs $280,000 - - - - - $0 6326 Citywide Coordinated Traffic Signal Program $4,383,979 - - - - - $0 6622 1 DMP Facility BFB-U (El Camino Real) $1,000,000 - $8,112,750 $60,000 $70,000 $80,000 $8,322,750 4760 1 Downtown Tile Replacement $250,000 - - - - - $0
6099 2 Faraday Avenue Improvements $1,275,000 $300,000 - - - - $300,000 4720 2 Faraday Center Refurbishment $3,154,380 - - - - - $0 4759 2 Fire Station 5 Renovation $150,000 $2,300,000 - - - - $2,300,000 4747 2 Fleet Fuel Island Upgrade $5,262,262 $400,000 $100,000 - - - $500,000 6114 2 Flower Fields Overlook Sidewalk
Replacement $250,000 - - - - - $0
6087 Citywide Guardrail Replacement and
Improvement Study $150,000 - - - - - $0
4708 1 Harding Center Refurbishment $505,000 $100,000 - - - - $100,000 4728 1 Hosp Grove Park Improvements $4,307,000 ($2,625,000) $2,625,000 - - - $0 6606 1 Kelly Drive Channel Repair $3,641,000 - - $1,500,000 - - $1,500,000 6630 4 La Costa Avenue Box Culvert Cleaning $275,000 - - - - - $0 4752 2 Las Palmas Roof Replacement $630,000 - - - - - $0 2602 1 Library Learning Center Renovation - $100,000 $1,600,000 - - - $1,700,000 4758 1 Magee Park Building Restoration $200,000 $50,000 - - - - $50,000 6614 4 Marca Place Drainage Improvements $65,000 - - - - - $0 4613 Citywide Parks Maintenance Program $2,147,000 $1,807,056 $1,942,000 $2,073,000 $1,779,000 - $7,601,056 4757 2 Police and Fire HQ Parking Lot and
Exterior Improvements $120,000 $320,000 - - - - $320,000 6088 4 Rancho Santa Fe Trail Slope
Improvements $350,000 - - - - - $0
6079 Citywide Roadway Improvements - Coastal
Area Analysis and Implementation $200,000 - - - - - $0
4754 1 Senior Center Security Fencing $300,000 - - - - - $0 4742 4 Stagecoach Park Synthetic Turf
Replacement $2,696,000 - - - - - $0
2521 2 Synthetic Turf Replacement - Alga
Norte - $75,000 $2,500,000 - - - $2,575,000
2522 2 Synthetic Turf Replacement - Aviara - $68,500 $2,280,000 - - - $2,348,500 2523 1 Synthetic Turf Replacement - Pine - $2,320,000 - - - - $2,320,000 4614 3 Synthetic Turf Replacement -
Poinsettia $1,800,000 $400,000 - - - - $400,000
6003 Citywide Traffic Monitoring Program $2,115,415 $110,000 $400,000 $400,000 $400,000 - $1,310,000 6107 2 Trieste Slope Repair Project $3,770,600 - - - - - $0 Annual Allocation
6049 Citywide ADA Improvement Program $4,045,000 $400,000 $715,000 $175,000 $618,000 $215,000 $2,123,000 6629 2 Agua Hedionda Creek Maintenance $423,000 $550,000 $50,000 $60,000 $70,000 $825,000 $1,555,000 6066 Citywide Bridge Preventative Maintenance
Program $3,677,511 $1,343,333 $576,667 $1,417,963 $622,800 $1,531,400 $5,492,163 6619 1 Buena Vista Creek Channel
Maintenance at El Camino Real $3,018,000 - $4,600,000 $830,000 $100,000 $110,000 $5,640,000 6608 1 Citywide Drainage Improvement
Program $14,172,094 $4,200,000 $4,800,000 $700,000 $5,745,000 $830,000 $16,275,000

MAINTENANCE PROJECTS
New projects in italics
I-23
June 17, 2025
Item #14 Page 553 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total

MAINTENANCE PROJECTS
New projects in italics
2616 Citywide Citywide Facility Arc Flash and
Thermal Imaging Safety Program - $100,000 $60,000 $60,000 $60,000 $60,000 $340,000 6092 Citywide Citywide Street Lighting Program $150,000 - - - - - $0 6093 Citywide Citywide Thermoplastic Pavement
Markings $200,000 $150,000 $150,000 $150,000 $150,000 - $600,000 6013 Citywide Concrete Repair/Replacement
Program $5,940,000 $870,000 $910,000 $960,000 $1,010,000 $1,060,000 $4,810,000 6624 1 Headwall Replacement Program $810,000 $345,000 $415,000 $485,000 $555,000 $625,000 $2,425,000 5049 2 Lake Calavera Reservoir Maintenance $731,001 $24,000 $50,000 $50,000 $50,000 - $174,000 4723 Citywide Miscellaneous City Building
Improvements $2,165,000 $150,000 $150,000 $150,000 $150,000 - $600,000 6052 Citywide Parking Lot Maintenance Program $2,270,000 $160,000 $700,000 $175,000 $850,000 $175,000 $2,060,000 6001 Citywide Pavement Management Program $68,349,889 $9,350,000 $9,800,000 $10,620,000 $11,462,000 $12,328,000 $53,560,000 6037 Citywide Retroreflectivity Sign Replacement
Program $1,150,000 $70,000 $120,000 $120,000 $120,000 - $430,000 6002 Citywide Sidewalk/Street Construction Program $4,288,000 $500,000 $150,000 $750,000 $200,000 $900,000 $2,500,000 6620 Citywide Storm Drain Condition Assessment $1,140,000 $300,000 $350,000 $400,000 $455,000 $500,000 $2,005,000 6607 Citywide Storm Drain System Rehab and Repair
Program $8,712,360 $1,800,000 $2,300,000 $600,000 $4,300,000 $750,000 $9,750,000 6062 Citywide Street Lighting Replacement Program $3,644,269 - - - - - $0 Total $26,037,889 $45,456,417 $21,735,963 $30,086,800 $19,989,400 I-24
June 17, 2025
Item #14 Page 554 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM

SUBSTANTIALLY COMPLETE (CLOSEOUT) PROJECTS
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
4746 2 Calavera Hills Community Center
Refurbishment $1,985,000 - - - - - $0
4601 2 Calavera Hills Community Park
Gateway Improvements $1,407,850 - - - - - $0
6090 2 Cannon Road / Sage Creek Road
Rehab $155,000 - - - - - $0
5054 2 Lake Calavera Outlet Improvements $1,436,001 - - - - - $0 5055 2 Palomar Airport Waterline
Realignment $2,333,000 - - - - - $0
4608 3 Poinsettia Community Park - Phase 4 -
Dog Park $2,838,140 - - - - - $0
5045 3 Poinsettia Lane - Cassia Road to
Skimmer Court (Reimbursement $600,000 - - - - - $0
4738 1 Senior Center Repairs and Roof
Replacement $3,158,000 - - - - - $0
4091 2 Temporary Fire Station 7 $2,022,000 - - - - - $0 3492 2 Vista Carlsbad Interceptor - Agua
Hedionda LS & Forcemain VC12-VC13 $33,229,776 - - - - - $0 Total $0 $0 $0 $0 $0
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
4756 2 Alga Norte Settlement Agreement $1,983,192 - - - - - $0 3649 2 Aviara Reimbursement Agreement $238,000 - - - - - $0 6112 1,2,3 Carlsbad Boulevard Roadway
Configuration - ($2,000,000) - - - - ($2,000,000)
6111 1 Carlsbad Village Drive Reconfiguration - $2,000,000 - - - - $2,000,000 201915 2,3 CFD#1 Administration - $110,000 $110,000 $110,000 $110,000 - $440,000 PA04 Citywide Loan Repay - Park-in-Lieu NE to Public
Facility Fee Fund - - - - - - $0
PA02 Citywide Loan Repay - Park-in-Lieu SW to
Public Facility Fee Fund - - - - - - $0
PA03 Citywide Loan Repay - Sewer Conn to Sewer
Repl - - $198,000 $205,000 $212,000 $220,000 $835,000
4755 1 New Village Arts Tenant
Improvements $613,000 - - - - - $0
4083 Citywide Open Space and Trail Acquisition
(Prop C) $4,015,000 - - - - - $0
PA07 Citywide Recycled Replacement to Recycled
Connection - $2,150,000 - - - - $2,150,000
5208 Citywide Recycled Water Phase 3 - Pipelines $19,150,221 - - - - - $0 4743 2 Safety Training Center Settlement $1,156,995 - - - - - $0 PA05 Citywide Traffic Impact Fee Funds to CFD #1 - $90,000 $90,000 $90,000 $90,000 - $360,000 Total $2,350,000 $398,000 $405,000 $412,000 $220,000

PROJECT ACCOUNTING
New projects in italics
I-25
June 17, 2025
Item #14 Page 555 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23

FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
5205 Citywide ▼ Abandon Potable Services (New
Recycled Services) $1,175,825 ($335,043) - - - - ($335,043) 4745 Citywide ▲ Aviara and Hidden Canyon Parks
Playground Safety Resurfacing $600,000 ($210,536) - - - - ($210,536) 4615 1 ▲ Buena Vista Reservoir Park
Reimbursement $378,500 ($42,173) - - - - ($42,173)
6096 2,3 ▲ Carlsbad Boulevard Lane Reduction
and Edge Striping $300,000 ($19,585) - - - - ($19,585)
5213 3 ▲ Carlsbad Water Recycling Facility
Irrigation and Landscape $35,000 ($27,192) - - - - ($27,192) 4749 3 ▲ Carlsbad Water Recycling Facility
Roof Replacement $549,024 ($49,441) - - - - ($49,441)
4718 1 ▲ City Hall Complex Refurbishment $1,144,000 ($73,883) - - - - ($73,883) 5038 2 ▼ Desalinated Water Flow Control
Facility No. 5 $1,569,601 ($424,157) - - - - ($424,157) 4081 3 ▲ Dove Library Lighting
Improvements $225,000 ($124,467) - - - - ($124,467)
6042 2 ▲ El Camino Real and Cannon Road
Intersection Improvements $4,205,091 ($207,437) - - - - ($207,437) 4060 4 ▲ Fire Station 2 Replacement $14,433,882 ($176,518) - - - - ($176,518) 5526 1 ▲ Foxes Landing Lift Station Wetwell
and Pump Replacement $6,392,000 ($1,477,919) - - - - ($1,477,919) 6117 Citywide ▼ Green Paint Maintenance $250,000 ($250,000) - - - - ($250,000) 6634 Citywide ▲ Intelligent Traffic Control Devices $200,000 ($27,729) - - - - ($27,729) 4602 3 ▲ Leo Carrillo Ranch Park Phase 3 -
Stables Restoration and Restroom $2,962,971 ($25,659) - - - - ($25,659) 6034 2 △ Melrose Drive Right Turn Lane to
West Bound Palomar Airport Road $182,713 - - - - - $0
5536 4 ▲ North Batiquitos Lift Station
Forcemain Rehabilitation $75,000 ($51,731) - - - - ($51,731) 4603 1 ▲ Pine Avenue Park - Phase II
(Community Building) $11,647,355 - - - - - $0
6057 1 ▲ Public Beach Access Improvements
(Ocean Street) $4,183,767 - - - - - $0
6604 4 ▲ Romeria Drainage Improvements $757,940 ($28,041) - - - - ($28,041) 4084 2 ▲ The Crossings Golf Course Lake
Liner Replacement $200,000 ($200,000) - - - - ($200,000) 6335 1 ▲ Traffic Signal - Tamarack Avenue
and Valley Street $502,370 ($138,294) - - - - ($138,294) 5550 2 ▲ Villas Sewer Lift Station
Replacement $1,329,000 ($229,504) - - - - ($229,504)
3886 Citywide ▲ Vista Carlsbad Interceptor - Lagoon
Bridge Replacement (VC11B) $9,464,833 ($15,146) - - - - ($15,146) Total ($4,134,455) $0 $0 $0 $0

PROGRAM ADJUSTMENTS
▲ Completed, project account closed △ Combined, project scope incorporated into other existing projects ▼ Cancelled, project no longer warranted I-26
June 17, 2025
Item #14 Page 556 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-27

REQUESTED APPROPRIATION SUMMARY

Fiscal Year 2025-26 2026-27 2027-28 2028-29 2029-30
Estimated 5-Year
Total
Requested
Appropriation $47,027,342 $80,603,457 $76,502,863 $90,894,123 $39,743,000 $334,770,785 Estimated
Future Costs $85,460,700 $23,645,000 $10,819,000 $7,475,000 $4,677,000 $132,076,700 Total $132,488,042 $104,248,457 $87,321,863 $98,369,123 $44,420,000 $466,847,485 Requested Appropriation does not include construction amounts for Strategic Plan and Critical Need projects. It does include full amounts for Maintenance and Enterprise projects as shown.

June 17, 2025
Item #14 Page 557 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-28

June 17, 2025
Item #14 Page 558 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-29
CAPITAL IMPROVEMENT PROGRAM 15- YEAR FORECAST
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 65,327,927 9,895,552 11,375,733 14,696,107 2,580,410 39,846,430

REVENUES
Developer Special Taxes 1,976,326 1,590,180 3,430,374 3,494,303 37,266,020 35,375,658 Total Revenues N/A 1,976,326 1,590,180 3,430,374 3,494,303 37,266,020 35,375,658

CAPITAL PROJECTS
CFD#1 Administration - 110,000 110,000 110,000 110,000 - - City Hall Complex 1,028,106 - - - 15,500,000 - 100,000,000 Cole Library Expansion - - - - - - - Orion Center 9,657,729 49,842,000 - - - - - Veteran's Memorial Park (All Quadrants) 41,711,454 7,456,700 - - - - - Total Project Expenditures 52,397,288 57,408,700 110,000 110,000 15,610,000 - 100,000,000 ENDING FUND BALANCE N/A 9,895,552 11,375,733 14,696,107 2,580,410 39,846,430 (24,777,912) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 6,492,910 3,862,385 4,510,906 4,009,948 5,278,927 7,126,578

REVENUES
Gas Tax and Prop 42 Funds 3,263,867 3,258,521 3,259,042 3,228,979 3,187,652 31,876,516 Total Revenues N/A 3,263,867 3,258,521 3,259,042 3,228,979 3,187,652 31,876,516

CAPITAL PROJECTS
ADA Parking Space Modifications - 300,000 - - - - - Barrio Street Lighting 150,000 - - - - - - Camino De Los Coches and La Costa Avenue Intersection Control 350,000 - - 2,000,000 - - - Cannon Road / Sage Creek Road Rehab 155,003 - - - - - - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - 700,000 - 2,500,000 Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,771,001 - 500,000 - - - - Carlsbad Boulevard Emergency Repair 841,002 - - - - - - Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 (19,585) - - - - - Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - - Carlsbad Blvd Pedestrian Improvement Project 1,055,887 - - - - - - Citywide Drainage Improvement Program 6,090,594 - - - - - - Citywide Street Lighting Program 150,000 - - - - - - Citywide Thermoplastic Pavement Markings 200,000 150,000 150,000 150,000 150,000 - 1,500,000 Concrete Repair/Replacement Program 3,393,001 250,000 290,000 340,000 390,000 440,000 4,700,000 El Camino Real And Cannon Road Intersection Improvements 669,093 - - - - - - El Camino Real Medians 552,530 - - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue 1,450,000 1,500,000 - - - - - El Camino Real Widening - Sunny Creek to Jackspar 366,049 350,000 - - - - - Guardrail Replacement And Improvement Program 150,000 - - - - - 200,000 Intelligent Traffic Control Devices 199,999 (27,729) - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 1,000,000 - - - - - La Costa Avenue Traffic Improvements 12,458 - - - - - 109,000 Laguna Drive Storm Drain 256,000 - 1,000,000 - - - 1,494,000 Marca Place Drainage Improvements 65,000 - - - - - - Palomar Airport Rd and Avenida Encinas GMP Improvements - - - - - - - Park Drive Drainage And Street Improvements 3,965,003 - - - - - - Paseo Del Norte Pedestrian and Bike Improvements 65,490 - - - - - - Pavement Management Program 7,930,849 - - - - - - Retroreflectivity Sign Replacement Program 1,150,000 70,000 120,000 120,000 120,000 - 1,200,000 Roadway Slope Stabilization 1,279,998 550,000 - - - - - Romeria Drainage Improvements 347,937 - - - - - - Schools Traffic Safety Program 250,000 - - - - - - Sidewalk/Street Construction Program 988,000 1,350,000 150,000 750,000 200,000 900,000 3,335,000 Sustainable Mobility Plan Implementation Program 710,567 - - - - - - Traffic Improvement Program 2,388,003 - - - - - - Traffic Monitoring Program 370,000 110,000 400,000 400,000 400,000 - - Traffic Signal - Maverick Way & Camino De Los Coches 490,000 450,000 - - - - - Traffic Signal - Tamarack Avenue And Valley Street 502,369 (138,294) - - - - - Traffic Signal Right Turn Overlaps 150,000 - - - - - - Village And Barrio Traffic Circles 159,001 - - - - - - Total Project Expenditures 39,054,834 5,894,392 2,610,000 3,760,000 1,960,000 1,340,000 15,038,000 ENDING FUND BALANCE N/A 3,862,385 4,510,906 4,009,948 5,278,927 7,126,578 23,965,094 (ROAD MAINTENANCE AND REHABILITATION ACCOUNT) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 272,280 220,271 337,269 629,552 1,066,413 1,692,644

REVENUES
Gas Tax (RMRA) Revenues 3,017,991 3,186,998 3,362,283 3,506,861 3,696,231 46,152,433 Total Revenues N/A 3,017,991 3,186,998 3,362,283 3,506,861 3,696,231 46,152,433

CAPITAL PROJECTS
Concrete Repair/Replacement Program 2,546,999 620,000 620,000 620,000 620,000 620,000 6,200,000 Pavement Management Program 15,236,000 2,450,000 2,450,000 2,450,000 2,450,000 2,450,000 24,500,000 Total Project Expenditures 17,782,999 3,070,000 3,070,000 3,070,000 3,070,000 3,070,000 30,700,000 ENDING FUND BALANCE N/A 220,271 337,269 629,552 1,066,413 1,692,644 17,145,077 COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)

GAS TAX FUND

GAS TAX
June 17, 2025
Item #14 Page 559 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-30

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 24,791,654 23,259,061 16,526,285 21,194,985 24,997,074 30,310,640

REVENUES
Transfer from General Fund 8,882,966 5,027,224 5,178,700 5,332,089 5,483,566 59,414,070 Total Revenues N/A 8,882,966 5,027,224 5,178,700 5,332,089 5,483,566 59,414,070

CAPITAL PROJECTS
ADA Beach Access - Pine to Tamarack 893,801 250,000 10,000,000 - - - - Alga Norte Park Modifications 1,424,000 - - - - - - Alga Norte Settlement Agreement 1,983,192 - - - - - - Avenida Encinas Coastal Rail Trail and Pedestrian Improvements - 3,000,000 - - - - - Assessment District 97-1 Maintenance 420,001 - - - - - - Barrio Street Lighting 760,000 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,899,001 - - - - - - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,249,999 - - - 100,000 110,000 5,642,000 Calavera Hills Community Park Gateway Improvements 1,407,853 - - - - - - Camino Hills and Jackspar Drive Slope Stabilization 90,718 - - - - - - Cannon Park Restroom 45,765 - - - - - - Carlsbad Village Drive Reconfiguration (1,650,000) 3,500,000 - - - - - Carlsbad Village Dr. & Grand Ave. Pedestrian & Crossing Improvements - - - - 920,000 - - Chestnut Underpass Public Art Project 400,000 - - - - - - City Facility Accessibility Upgrades 500,000 - - - - - - City Fire Stations Wash Water BMPs 279,999 - - - - - - City Hall Exterior Refurbishment 2,109,055 - - - - - - Citywide Facility Arc Flash and Thermal Imaging Safety Program - 100,000 60,000 60,000 60,000 60,000 - Cole Library Expansion - - - - - - - Dove Library Lighting Improvements 225,001 (124,467) - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble - 750,000 - - - - - Faraday Avenue Improvements 1,275,000 300,000 - - - - - Fire Station No. 2 Replacement 13,000,003 (139,834) - - - - - Fire Station No. 7 100,000 - - - - - - Fleet Fuel Island Upgrade 400,000 - - - - - - Fleet Maintenance Refurbishment 896,100 1,700,000 - - - - - Grand Avenue Promenade 300,000 - - - - - 10,500,000 Green Paint Maintenance 250,000 (250,000) - - - - - La Costa Avenue Box Culvert Cleaning 275,000 - - - - - - Lake Calavera Outlet Improvements 1,436,002 - - - - - - Lake Calavera Reservoir Maintenance 731,005 24,000 50,000 50,000 50,000 - 500,000 Monroe Street Pool Renovation/Replacement 11,362,711 (743,099) - - - - - New Village Arts Tenant Improvements 613,000 - - - - - - Ocean Street Reconfiguration Concepts Study - - - - - - 400,000 Ocean Street Restroom Facility 5,105 - - - - - - Open Space and Trail Acquisition (Prop C) 4,015,000 - - - - - - Orion Center 99,000 - - - - - - Orion Complex Energy Storage - - 250,000 - - - - Park Drive Street and Drainage Improvement 1,117,439 150,000 - - - - - Pavement Management Program - - - - - - - Police and Fire Headquarters Parking Lot Improvements 120,000 320,000 - - - - - Police and Fire Headquarters Renovation 14,492,850 - - - - - - Public Beach Access Improvements (Ocean Street) 3,610,340 - - - - - - Public Works Storage Facility - - - - - - - Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - - Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - - Romeria Drainage Improvements 410,001 (28,041) - - - - - Safety Training Center Emergency Backup Generator - 250,000 1,000,000 - - - - Safety Training Center Settlement 1,156,995 - - - - - - South Shore Agua Hedionda Lagoon Trail 789,941 - - - - - - Street Lighting Replacement Program 319,270 - - - - - - Temporary Fire Station No. 7 900,001 - - - - - - Terramar Area Coastal Improvements 1,000,000 - - - - - - The Crossings Golf Course Lake Liner Replacement 200,000 (200,000) - - - - - Traffic Improvement Program 1,399,999 400,000 400,000 400,000 400,000 - - Traffic Signal Cabinet Upgrades 180,000 162,000 - - - - - Trail Connectivity to Tamarack State Beach (Prop C) 304,312 - - - - - - Trieste Slope Repair Project 3,770,599 - - - - - - Tyler Street Traffic Circulation 970,000 - - - - - - Utility Undergrounding Program Study - - - - - - 100,000 Village and Barrio Traffic Circles 414,999 - - - - - - Village Intelligent Parking Implementation - - - - - - 300,000 Village Lighting - Carlsbad Village Dr. from Harding St. to Ocean St. 145 - - - - - 600,000 Village Lighting - Gateway Lighting - - - - - - 950,000 Village Lighting - Hospitality District - - - - - - 1,050,000 Village Lighting - Pedestrian Lampposts Oak Avenue - - - - - - 600,000 Village Lighting - Pedestrian Lighting at Village Outskirts - - - - - - 950,000 Village Lighting - State Street, Madison, Roosevelt, and Washington 1,103,853 995,000 - - - - - Village Lighting - Train Station Area - - - - - - 500,000 Total Project Expenditures 84,607,056 10,415,559 11,760,000 510,000 1,530,000 170,000 22,092,000 N/A 23,259,061 16,526,285 21,194,985 24,997,074 30,310,640 67,632,710

GENERAL CAPITAL CONSTRUCTION (GCC)
June 17, 2025
Item #14 Page 560 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-31

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A (9,862,165) 0 0 0 0 0

REVENUES
Grant Revenue 9,862,165 - - - - - Total Revenues N/A 9,862,165 - - - - -

CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements - - - - - - - Barrio Street Lighting 1,000,000 - - - - - - Carlsbad Boulevard Pedestrian Improvement Project - - - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 1,440,001 - - - - - - Schools Traffic Safety Program 850,000 - - - - - - Veteran's Memorial Park (All Quadrants) 3,000,000 - - - - - - Village and Barrio Traffic Circles 4,000,000 - - - - - - Total Project Expenditures 10,290,001 - - - - - - ENDING FUND BALANCE N/A 0 0 0 0 0 0 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A (7,876,212) 0 0 0 0 0

REVENUES
Grant Revenue 7,876,212 - - - - - Total Revenues N/A 7,876,212 - - - - -

CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000 - - - - - - Carlsbad Boulevard Pedestrian Improvement Project 591,600 - - - - - - Paseo Del Norte Pedestrian and Bike Improvements 534,510 - - - - - - Veteran's Memorial Park (All Quadrants) 5,000,000 - - - - - - Total Project Expenditures 7,902,110 - - - - - - ENDING FUND BALANCE N/A 0 0 0 0 0 0

GRANTS - STATE

GRANTS - FEDERAL
June 17, 2025
Item #14 Page 561 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-32
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 61,088,495 49,650,380 20,081,187 8,553,924 (6,277,787) (12,115,621)

REVENUES
Transfer from General Fund 9,382,966 5,027,224 5,178,700 5,332,089 5,483,566 59,414,070 Total Revenues N/A 9,382,966 5,027,224 5,178,700 5,332,089 5,483,566 59,414,070

CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 423,003 550,000 50,000 60,000 70,000 825,000 3,075,000 Alga Norte Park Modifications 1,487,464 - - - - - - Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,001 (210,536) - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,612,751 - - - - - - Bridge Preventative Maintenance Program 3,677,512 1,343,333 576,667 1,417,963 622,800 1,531,400 12,325,411 Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,768,001 - 4,600,000 830,000 - - - Calavera Hills Community Center Refurbishment 1,985,000 - - - - - - Carlsbad Village Drive Reconfiguration 2,000,000 (2,000,000) - - - - - City Facility Safety and Parking Lot Lighting Assessment 1,910,001 - - - - - - City Hall Complex Refurbishment 1,144,000 (73,883) - - - - - Citywide Community Parks’ Playgrounds Replacements and Upgrades - 50,000 425,000 3,250,000 2,250,000 - - Citywide Drainage Improvement Program 8,081,501 4,200,000 4,800,000 700,000 5,745,000 830,000 45,290,000 Citywide Facilities Nonfunctional Turf Removal and Replacement - 350,000 995,000 - - - - Cole Library Security Fencing 25,565 - - - - - - Coordinated Traffic Signal Program 800,000 - - - - - - DMP Facility BFB-U (El Camino Real) 1,000,002 - 8,112,750 60,000 70,000 80,000 800,000 Downtown Tile Replacement 250,000 - - - - - - El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 175,654 - - - - - - Faraday Center Refurbishment 3,154,381 - - - - - - Fire Station No. 2 Replacement 1,433,881 (36,684) - - - - - Fire Station 5 Renovation 150,000 2,300,000 - - - - - Fleet Fuel Island Upgrade 4,862,263 400,000 100,000 - - - - Fleet Maintenance Refurbishment 2,574,004 3,000,000 - - - - - Flower Fields Overlook Sidewalk Replacement 250,000 - - - - - - Harding Center Refurbishment 505,001 100,000 - - - - - Headwall Replacement Program 810,002 345,000 415,000 485,000 555,000 625,000 7,326,000 Hosp Grove Park Improvements 1,562,000 - - - - - - Hosp Grove Park Improvements 120,000 - - - - - - Kelly Drive Channel Repair 3,641,005 - - 1,500,000 - - - Las Palmas Roof Replacement 630,000 - - - - - - Leo Carrillo Ranch Roof Repairs 1,320,122 - - - - - - Library Fire Alarm Panel Upgrades 140,010 - - - - - - Library Fire Alarm Panel Upgrades - 100,000 1,600,000 - - - - Magee Park Building Restoration 200,000 50,000 - - - - - Miscellaneous City Building Improvements 2,164,999 150,000 150,000 150,000 150,000 - 1,500,000 Monroe Street Pool Replacement 7,324,848 (476,705) - - - - - New Village Arts Building Roof and Exterior Refurbishment 301,932 - - - - - - Parking Lot Maintenance Program 2,270,001 160,000 700,000 175,000 850,000 175,000 4,860,000 Parks Maintenance Program 2,147,000 1,807,056 1,942,000 2,073,000 1,779,000 - - Pavement Management Program - 2,000,000 2,200,000 2,420,000 2,662,000 2,928,000 35,000,000 Police and Fire Headquarters Renovation 13,221,991 - - - - - - Public Beach Access Improvements (Ocean Street) 573,431 - - - - - - Schulman Auditorium and Cannon Art Gallery 2,820,000 - - - - - - Senior Center Repairs and Roof Replacement 3,158,001 - - - - - - Senior Center Security Fencing 300,000 - - - - - - Stagecoach Park Synthetic Turf Replacement 2,696,001 - - - - - - Storm Drain Condition Assessment 1,140,001 300,000 350,000 400,000 455,000 500,000 5,375,000 Storm Drain System Rehab and Repair Program 8,712,362 1,800,000 2,300,000 600,000 4,300,000 750,000 23,200,000 Synthetic Turf Replacement - Alga Norte - 75,000 2,500,000 - - - - Synthetic Turf Replacement - Aviara - 68,500 2,280,000 - - - - Synthetic Turf Replacement - Pine - 2,320,000 - - - - - Synthetic Turf Replacement - Poinsettia 1,800,000 400,000 - - - - - Trash Amendment Compliance Program 630,001 1,750,000 500,000 2,585,000 655,000 3,077,000 13,693,200 Total Project Expenditures 102,553,695 20,821,081 34,596,417 16,705,963 20,163,800 11,321,400 152,444,611 ENDING FUND BALANCE N/A 49,650,380 20,081,187 8,553,924 (6,277,787) (12,115,621) (105,146,162) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,207,181 2,166,828 2,166,828 2,166,828 2,066,828 2,066,828

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

CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,389,510 (959,647) - - 100,000 - 324,000 Total Project Expenditures 1,389,510 (959,647) - - 100,000 - 324,000 ENDING FUND BALANCE N/A 2,166,828 2,166,828 2,166,828 2,066,828 2,066,828 1,742,828

INFRASTRUCTURE MAINTENANCE & REPLACEMENT
OTHER
June 17, 2025
Item #14 Page 562 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-33

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE (1) N/A 3,636,453 2,992,453 5,866,654 5,866,654 6,598,269 7,321,174

REVENUES
Developer Fees - 2,874,201 - 731,615 722,905 8,796,797 Total Revenues N/A - 2,874,201 - 731,615 722,905 8,796,797

CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000 Robertson Ranch Park Development 1,463,000 644,000 - - - - - Total Project Expenditures 1,463,000 644,000 - - - - 4,550,000 ENDING FUND BALANCE N/A 2,992,453 5,866,654 5,866,654 6,598,269 7,321,174 11,567,971 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A (1,233,278) 2,556,153 1,957,340 2,414,400 3,723,514 5,945,772

REVENUES
Developer Fees 1,289,988 2,976,187 1,207,060 3,059,114 3,022,258 30,950,498 Total Revenues N/A 1,289,988 2,976,187 1,207,060 3,059,114 3,022,258 30,950,498

CAPITAL PROJECTS
Buena Vista Reservoir Park Reimbursement 378,500 (42,173) - - - - - City Facility Safety and Parking Lot Lighting Assessment 200,000 - - - - - - Hosp Grove Park Improvements 2,625,000 (2,625,000) 2,625,000 - - - - Monroe Street Pool Replacement 2,879,495 (182,270) - - - - - Northwest Quadrant Older Parks Rehabilitation and Improvement - 350,000 950,000 750,000 1,750,000 800,000 - Pine Avenue Park - Phase II (Community Building) - - - - - - - Total Project Expenditures 6,082,995 (2,499,443) 3,575,000 750,000 1,750,000 800,000 - ENDING FUND BALANCE N/A 2,556,153 1,957,340 2,414,400 3,723,514 5,945,772 36,896,270 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,709,354 1,873,226 1,333,226 2,636,330 4,404,399 4,404,399

REVENUES
Developer Fees 513,872 - 2,787,104 1,768,069 - 8,710 Total Revenues N/A 513,872 - 2,787,104 1,768,069 - 8,710

CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3 - Stables Restoration & Restroom Construction 1,331,184 - - - - - - Leo Carrillo Ranch Park Phase 3B - 350,000 540,000 1,484,000 - - - Stagecoach Community Park Community Gardens 645,000 - - - - - - Total Project Expenditures 1,976,184 350,000 540,000 1,484,000 - - - ENDING FUND BALANCE N/A 1,873,226 1,333,226 2,636,330 4,404,399 4,404,399 4,413,109 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,529,287 1,529,287 1,529,287 1,529,287 1,529,287 3,070,904

REVENUES
Developer Fees/Loans - - - - 1,541,617 897,099 Total Revenues N/A - - - - 1,541,617 897,099

CAPITAL PROJECTS
Aviara Reimbursement Agreement 238,001 - - - - - - Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000 Total Project Expenditures 238,001 - - - - - 1,100,000 N/A 1,529,287 1,529,287 1,529,287 1,529,287 3,070,904 2,868,003

PARK-IN-LIEU SW

PARK-IN-LIEU NE

PARK-IN-LIEU NW

PARK-IN-LIEU SE
June 17, 2025
Item #14 Page 563 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-34

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 5,349,680 3,948,236 3,969,036 3,969,036 3,969,036 3,969,036

REVENUES
Developer Fees 98,556 20,800 - - - 569,050 Total Revenues N/A 98,556 20,800 - - - 569,050

CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding) - 1,500,000 - - - - 16,500,000 Total Project Expenditures - 1,500,000 - - - - 16,500,000 ENDING FUND BALANCE N/A 3,948,236 3,969,036 3,969,036 3,969,036 3,969,036 (11,961,914) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,099,610 1,099,610 1,099,610 1,099,610 1,099,610 1,099,610

REVENUES
Developer Fees - - - - - 59,743 Total Revenues N/A - - - - - 59,743

CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street) - - - - - - 290,000 DMP Facility AAAA (Madison Street) - - - - - - 417,000 DMP Facility AC (Highland Drive Drainage Project) - - - - - - 922,000 DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project) - - - - - - 92,000 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project) - - - - - - 164,000 Drainage Master Plan Update 216,511 - - - - - - Total Project Expenditures 216,511 - - - - - 1,885,000 ENDING FUND BALANCE N/A 1,099,610 1,099,610 1,099,610 1,099,610 1,099,610 (725,647) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,629,511 1,999,699 2,499,138 2,664,428 2,959,315 3,268,332

REVENUES
Developer Fees 370,188 499,438 165,290 294,887 309,017 4,354,744 Total Revenues N/A 370,188 499,438 165,290 294,887 309,017 4,354,744

CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 3,545,245 - - - - - - College Boulevard Extension - - - - - - - DMP Facility BB 1 and 2 (Washington Street) - - - - - - 1,087,000 DMP Facility BCB (Magnolia Avenue) - - - - - - 469,000 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B") - - - - - - 905,000 DMP Facility BFB-U (El Camino Real) 153,490 - - - - - - DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") - - - - - - 1,817,000 DMP Facility BL-U (College Boulevard) - - - - - - 385,000 DMP Facility BM (Cantarini/College Boulevard Box Culvert) - - - - - - 205,000 DMP Facility BQ (Sunny Creek) - - - - - - 132,000 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) - - - - - - 181,000 Drainage Master Plan Update 582,999 - - - - - - Total Project Expenditures 4,281,734 - - - - - 5,181,000 ENDING FUND BALANCE N/A 1,999,699 2,499,138 2,664,428 2,959,315 3,268,332 2,442,075 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,658,006 1,778,703 1,997,892 1,997,892 2,158,692 2,457,892

REVENUES
Developer Fees 120,696 219,190 - 160,800 299,200 1,781,190 Total Revenues N/A 120,696 219,190 - 160,800 299,200 1,781,190

CAPITAL PROJECTS
DMP Facility C2 (Paseo Del Norte) - - - - - - 728,000 DMP Facility CA (Avenida Encinas) - - - - - - 530,000 Drainage Master Plan Update 246,890 - - - - - - Total Project Expenditures 246,890 - - - - - 1,258,000 ENDING FUND BALANCE N/A 1,778,703 1,997,892 1,997,892 2,158,692 2,457,892 2,981,083 PARK FEE ZONES 5,13,16,17,18

PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)

PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)

PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
June 17, 2025
Item #14 Page 564 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-35
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 798,585 844,078 844,078 1,095,603 1,252,129 1,306,818

REVENUES
Developer Fees 45,493 - 251,525 156,526 54,690 1,672,617 Total Revenues N/A 45,493 - 251,525 156,526 54,690 1,672,617

CAPITAL PROJECTS
DMP Facility DBA (Poinsettia Village) - - - - - - 168,000 DMP Facility DBB (Avenida Encinas) - - - - - - 430,000 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment) - - - - - - 257,000 DMP Facility DH (Altive Place Canyon Restoration) - - - - - - 233,000 DMP Facility DQB (La Costa Town Center) - - - - - - - DMP Facility DZ (Poinsettia Lane) - - - - - - - Drainage Master Plan Update 234,599 - - - - - - Total Project Expenditures 234,599 - - - - - 1,088,000 ENDING FUND BALANCE N/A 844,078 844,078 1,095,603 1,252,129 1,306,818 1,891,435 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 31,985,089 31,307,532 28,670,241 31,075,320 32,273,223 36,068,680

REVENUES
Developer Fees 2,096,783 4,612,709 3,155,079 4,347,903 4,595,458 47,434,698 Total Revenues N/A 2,096,783 4,612,709 3,155,079 4,347,903 4,595,458 47,434,698

CAPITAL PROJECTS
Cole Library Expansion - - - - - - - El Camino Real Medians 695,781 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 998,001 - - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,608,173 (25,659) - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 23,614 - - - - - - Northwest Quadrant Older Parks Rehabilitation and Improvement - - 950,000 750,000 1,750,000 800,000 - Pickleball Courts 355,000 2,800,000 - - - - - Pine Avenue Park - Phase II (Community Building) - - - - - - - Pine Avenue Park - Phase II (Community Building) - - - - - - - Poinsettia Community Park - Phase 4 - Dog Park 2,838,138 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park - - - - - - - Robertson Ranch Park Development (Partial Funding) - - - - - - 32,500,000 South Carlsbad Coastline - - - - - - 3,000,000 State Street Parking Lot Electric Vehicle Charging Stations 490,002 - - - - - - Temporary Fire Station No. 7 1,121,999 - - - - - - Terramar Area Coastal Improvements 2,450,000 - 5,500,000 - - - - Valley and Magnolia Complete Streets 251,000 - 800,000 - - - - Village H South Off Leash Dog Area and Trail Segment 5B 682,500 - - - 1,400,000 - - Total Project Expenditures 11,514,208 2,774,341 7,250,000 750,000 3,150,000 800,000 35,500,000 ENDING FUND BALANCE N/A 31,307,532 28,670,241 31,075,320 32,273,223 36,068,680 48,003,378 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A (120,819) (413,402) (1,208,604) (16,398,144) (26,047,692) (25,199,301)

REVENUES
Developer Fees and Miscellaneous 449,386 1,015,923 759,001 826,307 1,076,615 8,193,235 Other Agency Contributions (City of Vista) 16,185 24,375 80,860 81,445 15,275 9,750 Total Revenues N/A 465,571 1,040,298 839,861 907,752 1,091,890 8,202,985

CAPITAL PROJECTS
Avenida Encinas and Cannon Road Sewer Replacement - - 150,000 1,500,000 - - - Buena Interceptor Sewer Improvements 550,001 - - - - - - Cannon Lift Station Redundant Force Main - 200,000 750,000 5,500,000 - - - El Fuerte Lift Station Pump Addition 425,000 - - 200,000 720,000 - - El Fuerte Lift Station Redundant Force Main - - - 1,000,000 4,000,000 - - Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road 3,180,001 254,400 - - - - - Harding Street Sewer Improvements 1,200,000 - - - - - - Home Plant Lift Station Improvements - 400,000 400,000 5,000,000 - - - Jefferson Street Sewer Replacement - 300,000 - - - - - Las Palmas Trunk Sewer 301,000 - 300,000 1,500,000 1,500,000 - - Loan Repay - Sewer Conn to Sewer Repl - - 198,000 205,000 212,000 220,000 2,665,000 Poinsettia Lift Station Redundant Force Main - - - 1,000,000 4,000,000 - - Sewer Line Capacity Improvements - - - - - - - Sewer Modeling 199,999 - - - - - - Sewer Monitoring Program (Capacity) 686,000 - - - - - 264,000 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13) 33,410,974 - - - - - - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 296,001 24,900 27,400 83,500 82,600 20,000 15,000 Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) 9,464,834 (15,146) - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,391 - - - - - - Vista Carlsbad Interceptor - Reach VC3 517,000 (406,000) 10,100 40,900 42,700 3,500 - Total Project Expenditures 71,593,201 758,154 1,835,500 16,029,400 10,557,300 243,500 2,944,000 ENDING FUND BALANCE N/A (413,402) (1,208,604) (16,398,144) (26,047,692) (25,199,301) (19,940,317)

SEWER CONNECTION FEE FUND

PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)

PUBLIC FACILITY FEE FUND (PFF)
June 17, 2025
Item #14 Page 565 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-36

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 17,397,385 30,482,504 33,869,834 35,294,952 50,030,078 61,431,730

REVENUES
Transfer from Sewer Operating Fund 21,932,866 19,267,029 28,207,618 28,952,026 20,672,751 91,307,661 Total Revenues N/A 21,932,866 19,267,029 28,207,618 28,952,026 20,672,751 91,307,661

CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring and Maintenance 225,000 - - - - - - Buena Interceptor Sewer Access Road Improvements 100,000 - 432,000 - - - - Buena Interceptor Sewer Improvements 1,208,691 - 3,564,600 3,564,600 4,282,200 - - Buena Interceptor Sewer Realignment - East Segment 1,907,000 - 1,200,000 1,500,000 2,400,000 - - Cannon Road Lift Station Improvements 1,464,999 25,000 - - - - - Carlsbad Municipal Water District Building and Site Improvements 180,000 60,000 - - - - - Chinquapin Lift Station Improvements 1,520,000 150,000 - - - - - Encina Capital Projects 70,070,398 5,123,000 7,880,400 8,173,700 3,932,000 6,584,600 112,661,800 Foxes Landing Lift Station Wetwell and Pump Replacement 6,392,000 (1,477,919) - - - - - Home Plant Lift Station Improvements - - - - - - - Jefferson Street Sewer Replacement - 1,200,000 - - - - - North Batiquitos Access Road Improvement 326,000 26,000 - - - - - North Batiquitos Lift Station Forcemain Rehabilitation 75,000 (51,731) - - - - - Odor and Corrosion Prevention Assessment 358,000 - - - - - - Orion Center 95,015 - - - - - - Poinsettia Lift Station Rehabilitation 728,000 60,000 - 10,000,000 - - - SCADA Improvements 4,684,900 - - - - - - Sewer Condition Assessment 1,657,998 50,000 - 100,000 150,000 150,000 1,000,000 Sewer Lift Station Repairs and Upgrades 4,700,386 475,000 175,000 175,000 175,000 175,000 1,750,000 Sewer Line Capacity Improvements 2,020,001 944,000 - - - - - Sewer System Rehabilitation and Replacement 12,276,481 2,150,000 2,150,000 2,150,000 2,150,000 2,150,000 27,400,000 Terramar Area Coastal Improvements - - - - - - - Vallecitos Interceptor Sewer Cleaning and CCTV 850,001 40,000 - - - - - Village and Barrio Traffic Circles 660,001 - - - - - - Villas Sewer Lift Station Replacement 1,329,001 (229,504) - - - - - Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13) 104,000 - - - - - - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 117,000 223,900 246,800 751,100 743,400 180,000 285,000 Vista Carlsbad Interceptor - Reach VC3 - - 90,900 368,100 384,300 31,500 - Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2) 231,000 80,000 140,000 - - - - Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) 3,000,000 - - - - - - Total Project Expenditures 116,280,871 8,847,746 15,879,700 26,782,500 14,216,900 9,271,100 143,096,800 ENDING FUND BALANCE N/A 30,482,504 33,869,834 35,294,952 50,030,078 61,431,730 9,642,590 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 2,000,158 1,591,716 2,980,650 4,947,703 7,707,168 10,869,823

REVENUES
Developer Fees 3,772,120 3,178,935 2,057,053 2,849,465 3,162,655 31,984,483 Total Revenues N/A 3,772,120 3,178,935 2,057,053 2,849,465 3,162,655 31,984,483

CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 5,517,402 2,100,000 - - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000 Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - El Camino Real and Cannon Road Intersection Improvements 3,536,000 (207,437) - - - - - El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - 438,000 El Camino Real Widening - Arenal Road to La Costa Avenue 7,250,001 3,000,000 - - - - - Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 182,715 - - - - - - Palomar Airport Road and College Boulevard Improvements 559,599 - - - - - - Sidewalk/Street Construction Program 3,300,000 (850,000) - - - - 1,890,000 Terramar Area Coastal Improvements 6,650,003 - 1,700,000 - - - - Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 - 900,000 Traffic Impact Fee Update 270,001 48,000 - - - - - Traffic Monitoring Program 1,745,415 - - - - - - Valley and Magnolia Complete Streets 3,536,206 - - - - - - Total Project Expenditures 32,547,342 4,180,563 1,790,000 90,000 90,000 - 6,909,000 ENDING FUND BALANCE N/A 1,591,716 2,980,650 4,947,703 7,707,168 10,869,823 35,945,307

SEWER REPLACEMENT FUND

TRAFFIC IMPACT FEES (TIF)
June 17, 2025
Item #14 Page 566 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-37

PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 5,362,666 2,375,122 (715,055) (720,956) (3,113,235) (3,980,540)

REVENUES
Transportation Taxes 5,689,885 5,774,823 5,919,099 6,100,721 6,297,695 63,496,571 Total Revenues N/A 5,689,885 5,774,823 5,919,099 6,100,721 6,297,695 63,496,571

CAPITAL PROJECTS
ADA Improvement Program 4,045,001 400,000 715,000 175,000 618,000 215,000 4,950,000 Barrio Street Lighting 2,560,000 1,030,000 - - - - - Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,000 - - - - - - Carlsbad Boulevard Pedestrian Lighting 70,067 - - - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way 1,000,000 1,000,000 - - - - 932,000 Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements - - - - 400,000 - - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - - 250,000 - - Chestnut Complete Street I-5 to Railroad Project Study - - - - 250,000 - - Christiansen Way Improvements - - - - - - - College Boulevard Extension 989,382 (459,833) - - - - 216,000 Coordinated Traffic Signal Program 2,583,980 - - - - - - Coordinated Traffic Signal Program 1,000,001 - - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,155,000 - - - - - - El Camino Real Widening - Sunny Creek to Jackspar 5,610,000 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 4,675,000 - - - - - - Pavement Management Program 26,936,566 3,950,000 4,200,000 4,800,000 5,400,000 6,000,000 77,000,000 Pavement Management Program 18,246,475 950,000 950,000 950,000 950,000 950,000 9,500,000 South Carlsbad Coastline 1,707,515 (17,738) - - - - - State Street and Grand Avenue Road Improvements - - - - 325,000 - - Street Lighting Replacement Program 3,325,002 - - - - - - Terramar Area Coastal Improvements 2,000,000 - - - - - - Valley and Magnolia Complete Streets 1,199,999 - 3,000,000 - - - - Valley Street Traffic Calming - - - - 300,000 - - Village and Barrio Traffic Circles 1,024,999 1,825,000 - - - - - Total Project Expenditures 81,182,987 8,677,429 8,865,000 5,925,000 8,493,000 7,165,000 92,598,000 ENDING FUND BALANCE N/A 2,375,122 (715,055) (720,956) (3,113,235) (3,980,540) (33,081,969) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 36,568,381 38,132,844 39,896,136 37,716,025 38,035,055 38,825,373

REVENUES
Developer Fees 1,854,307 2,724,068 2,119,888 2,720,408 2,847,918 20,830,382 Total Revenues N/A 1,854,307 2,724,068 2,119,888 2,720,408 2,847,918 20,830,382

CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone) 278,383 - - 1,700,000 - - - College Boulevard - Cannon Road To Badger Lane (490 Zone) 312,600 - - 1,700,000 - - - Crestview Drive Transmission Main 171,000 14,000 - 700,000 - - - Desalinated Water Flow Control Facility No. 5 1,569,600 (424,157) - - - - - Hydroelectric Generation at Water Facilities 500,000 - - - - - - Limited Access Pipeline Relocation Program 1,122,000 500,000 80,000 - 230,000 - - Maerkle Reservoir Transmission Main - - 250,776 - 1,971,378 1,857,600 - Palomar Airport Waterline Realignment - - - - - - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement) 600,000 - - - - - - Pressure Reducing Station Program 600,000 - 430,000 - - - - Rancho Carlsbad Groundwater Supply - - - - - - 1,000,000 San Luis Rey Mission Basin Groundwater Supply - - - - - - 1,000,000 SCADA Improvements 80,000 - - - - - - Water Modeling 375,000 - - - - - - Water System Rehabilitation and Replacement - 200,000 200,000 200,000 200,000 200,000 2,000,000 Total Project Expenditures 5,608,584 289,843 960,776 4,300,000 2,401,378 2,057,600 4,000,000 ENDING FUND BALANCE N/A 38,132,844 39,896,136 37,716,025 38,035,055 38,825,373 55,655,754

WATER CONNECTION - POTABLE

TRANSNET - LOCAL
June 17, 2025
Item #14 Page 567 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-38
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A (19,406,386) 8,012 8,012 (291,988) (291,988) (291,988)

REVENUES
Recycled Water Loans and Grants 19,414,398 - - - - - Total Revenues N/A 19,414,398 - - - - -

CAPITAL PROJECTS
Carlsbad Water Recycling Facility Improvements 350,000 - - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) - - - - - - - C Tank Access Road and Electrical Improvements 50,000 - - 300,000 - - - Recycled Water Phase 3 - Pipelines 17,002,444 - - - - - - Recycled Water Phase 3 - Reservoir 6,852,997 - - - - - - Total Project Expenditures 24,255,441 - - 300,000 - - - ENDING FUND BALANCE N/A 8,012 8,012 (291,988) (291,988) (291,988) (291,988) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 23,335,890 24,516,309 15,320,146 12,038,047 (1,002,797) (1,472,583)

REVENUES
Transfer from Water Operating Fund 8,197,376 1,437,901 1,437,901 1,437,901 6,900,615 80,254,035 Total Revenues N/A 8,197,376 1,437,901 1,437,901 1,437,901 6,900,615 80,254,035

CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services) 1,175,827 (335,043) - - - - - Carlsbad Boulevard Waterline Replacement at Terramar 6,480,104 - - - - - - Carlsbad Municipal Water District Building and Site Improvements 299,999 100,000 - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) 599,943 - - - - - - Cathodic Protection Program 2,176,703 190,000 190,000 190,000 - - 540,000 Crestview Drive Transmission Main - - - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - - - - - - - Fire Flow Capacity System Improvements 8,660 - - - - - - Limited Access Pipeline Relocation Program 4,128,999 2,000,000 540,000 - 3,000,000 - - Maerkle Facility Improvements 3,791,198 300,000 - - - - - Maerkle Reservoir Solar Project 481,170 37,000 - - - - - Maerkle Reservoir Transmission Main 195,001 - 332,424 - 2,613,222 2,462,400 - Normally Closed Valve (Install Motorized Valve) 1,966,001 - - - - - - Orion Center 184,654 - - - - - - Palomar Airport Waterline Realignment 2,332,999 - - - - - - Pressure Reducing Station Program 6,431,037 - 3,870,000 - - - 6,000,000 Rancho Carlsbad Groundwater Supply - - - - - - 1,000,000 Recycled Water Phase 3 - Pipelines 2,147,778 - - - - - - Recycled Water Phase 3 - Reservoir 180,002 - - - - - - Reservoir Repair and Maintenance Program 7,890,000 - - - - - 6,680,000 San Luis Rey Mission Basin Groundwater Supply - - - - - - 1,000,000 Santa Fe II Inlet Pipeline 529,650 - - - - 378,000 2,181,600 Santa Fe II Reservoir Site Electrical Improvements 333,581 - - - - - - SCADA Improvements 10,077,600 - - - - - - Tri-Agency Water Transmission Pipeline Replacement 2,328,973 280,000 521,640 - 4,335,523 - 5,600,448 Valley and Magnolia Complete Streets 71,000 - 650,000 - - - - Water Infrastructure Condition Assessment Program 3,020,000 420,000 450,000 450,000 450,000 450,000 4,730,000 Water Loss Monitoring Program 67,089 - - - - - - Water System Rehabilitation and Replacement 19,058,372 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 40,970,000 Water Valve Repair/Replacement Program 10,341,999 1,025,000 1,080,000 1,080,000 1,080,000 1,080,000 11,050,000 Total Project Expenditures 86,298,339 7,016,957 10,634,064 4,720,000 14,478,745 7,370,400 79,752,048 ENDING FUND BALANCE N/A 24,516,309 15,320,146 12,038,047 (1,002,797) (1,472,583) (970,596)

WATER REPLACEMENT - POTABLE

WATER CONNECTION - RECYCLED
June 17, 2025
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PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 12,849,197 9,550,830 8,778,830 6,743,830 5,945,830 5,134,830

REVENUES
Transfer from Recycled Water Operating Fund - - - - - - Total Revenues N/A - - - - - -

CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements 250,000 - - 1,000,000 - - - Carlsbad Municipal Water District Building and Site Improvements 120,000 40,000 - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) 5,340,711 235,000 247,000 260,000 273,000 286,000 3,777,000 Carlsbad Water Recycling Facility Improvements - - - - - - - Carlsbad Water Recycling Facility Irrigation and Landscape 35,000 (27,192) - - - - - Carlsbad Water Recycling Facility Roof Replacement 549,024 (49,441) - - - - - Cathodic Protection Program 200,000 - - - - - - D-Site Recycled Water Pump Rehabilitation - 300,000 - - - - - Orion Center 7,013 - - - - - - Recycled Water Condition Assessment Program 800,001 50,000 50,000 50,000 50,000 50,000 590,000 Recycled Water Pipeline Replacement 700,000 350,000 350,000 350,000 350,000 350,000 5,060,000 Recycled Water Valve and Appurtenance Replacement Program 380,000 - 125,000 125,000 125,000 125,000 1,330,000 Transfer to Recycled Connection Capital Fund - 2,150,000 - - - - - Transfer to Recycled Water Operating Fund - - - - - - - Reservoir Condition Assessment and Repair Program 200,000 250,000 - 250,000 - - 1,000,000 SCADA Improvements 2,394,399 - - - - - - Total Project Expenditures 10,976,148 3,298,367 772,000 2,035,000 798,000 811,000 11,757,000 ENDING FUND BALANCE N/A 9,550,830 8,778,830 6,743,830 5,945,830 5,134,830 (6,622,170)

WATER REPLACEMENT - RECYCLED
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-40

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 I-41

GLOSSARY OF CAPITAL PROJECT FUNDING

SOURCES

BTD 2 – Bridge and Thoroughfare District No.
2 developer fees are paid to partially fund the
Poinsettia Lane and Aviara Parkway street
construction project.

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

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

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

Federal Grants – Federal Grants such as the Schools Traffic Safety Program.

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

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

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

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

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

Park-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development.

PIL fees are segregated by quadrant to fund park projects in those quadrants.

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

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

Sewer Connection – Development fees include Sewer Connection charges for expansion of sewer lines and facilities.

Sewer Replacement – Sewer Replacement is part of sewer user fees and pays for repair and replacement of the city's existing sewer system.

State Grants – State Grants such as Veteran’s Memorial Park funding.

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

Traffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street construction and improvement projects.

TransNet (BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange and local road improvement projects.

Water Connection – Development fees include Major Facility Fees used to fund expansion of water lines and ancillary water facilities.

Water Replacement – Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing potable water lines and facilities.

Water Recycled – Revenues used to fund new Recycled Water projects; revenues for Phase III expansion includes grant and loan funds.

Water Recycled Replacement – Recycled Water Replacement funds are included in utility rates and pay for the repair and replacement of existing recycled water lines and facilities.

Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor.

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Fiscal Year 2025-26 Budget
Community Workshop
Summary
The City of Carlsbad held a public workshop May 22, 2025, from 5:30 to 7:30 p.m., at the Faraday Administration Center, to provide an opportunity for community members to learn about the proposed fiscal year 2025-26 city budget, ask questions of staff and provide feedback.

Workshop promotion
City staff promoted the workshop through the following channels:
• News release
• Print ad in the Coast News
• Digital ad on the Coast News website
• Social media posts
• Email newsletters
• City website and calendar
• Nextdoor post
• Fliers at city libraries and other
facilities
• Announcements during City Council
meetings
Exhibit 17
June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Attendance
16 community members attended all or part of the workshop 12 provided verbal comments or questions
No written comments were submitted
Information shared
City staff presented the same budget overview that had been presented to the City Council May 20, 2025, then allowed time for community members to ask questions and provide comments.

Summary of questions and comments
Question: In the Climate Action Plan, transportation accounts for 50% of emissions.

However, the city hasn’t had a greenhouse gas emissions inventory since 2016. The city applied for a grant to update the inventory, but what happens if they don’t get the grant?
Answer: The city has included funding in its FY 2025-26 budget to complete an updated greenhouse gas inventory, regardless of whether we receive grant funding. While the Climate Action Plan does not require an updated inventory on a fixed schedule, it identifies updating the inventory every two years as a best practice to track progress and inform future planning.

In the past, SANDAG provided local jurisdictions with GHG inventories at no cost. However, SANDAG staff have indicated they likely will not be able to continue offering this service for free moving forward. To help offset this change, the city joined a group of jurisdictions applying for a Smart Growth Incentive Program grant through SANDAG to fund two inventories. We expect to learn the outcome of that grant application in fall 2025.

Even without the grant, we’ve planned ahead by allocating funds for this work in the budget. A new GHG inventory typically costs about $25,000.

A consultant will assist with compiling the data and preparing the inventory, using the 2022 transportation data when it becomes available.

Like all cities in the region, Carlsbad relies on transportation data from SANDAG to complete its inventories. This data is not released annually, which is why our most recent complete inventory uses 2016 transportation data— the latest available at the time. SANDAG is expected to adopt its next Regional Plan in late 2025, which will include 2022 transportation data. That data will form the basis of our next GHG inventory.

Question:

Why is the city spending over $6.5 million on artificial turf replacements, not including the $2.2 million already spent on Stagecoach Park? Given health and environmental concerns, why not replace it with natural grass as soon as possible?

Answer:

The city has eight synthetic turf fields, that have been installed or replaced at June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 five community parks over the past dozen years, and several of those fields are nearing the end of their useful life.

Turf replacement projects at Poinsettia and Pine Avenue Community Parks are slated for construction next year. Two other parks are currently in the design/scoping phase, but would not begin construction in the next fiscal year. Funding has been identified and included in the proposed budget for these projects. However, the City Council will still have the opportunity to consider synthetic or natural turf when the plans and specifications are brought forward for approval and bid authorization at a future City Council meeting.

During development of the Stagecoach Park on July 23, 2019, the City Council was presented with various options, including newer organic infill products.

Question: Plastic is plastic, and it’s toxic. Synthetic turf poses many risks to young people. I know technology is advancing but those green pieces of plastics create greenhouse gas emissions upon disposal. Has a cost analysis been done to compare artificial turf with grass? What about future projects like Robertson Ranch and Veterans Park?
Answer: A cost analysis was conducted ahead of the Stagecoach project and provided to the City Council, along with alternatives and associated costs. The City Council chose synthetic turf at that time. Similar information will be provided for future projects, including Robertson Ranch Park, and the City Council will provide direction.

Question: What’s the status of the open space at the end of Aura Circle and Hillside Drive? It seems to have been forgotten.

Answer: The Aura Circle property is managed by the city’s contractor for natural preserves. While a trail was proposed through the property in the past, it is not currently an active project.

Follow-up
comment:

The focus should be more on habitat and planting native plants, and involving the neighbors, than trails.

Question: I appreciate the community vision statement that envisions the city emerging as a leader in energy. The city has a good opportunity. In 2018 there was a discussion of a microgrid at the Orion Safety Center. What will it take to revisit this idea at a future City Council meeting?
Answer: The City Council previously directed staff to explore energy resilience projects, including microgrids. The city is currently studying feasibility through the Maerkle Solar project. Results of that feasibility study will help staff assess available technologies and funding options and could inform future consideration of a microgrid at the Orion Safety Center.

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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Question: With only eight EV charging stations at Orion Safety Center, how will the city support charging for new electric and hybrid vehicles? Other cities are having difficulty charging their electric fleets, so I want to make sure charging infrastructure is part of our plans for electrifying vehicles.

Answer: The city is expanding its Direct Current fast-charging infrastructure at the fleet yard next to the Safety Training Center. Through a partnership with SDG&E’s “make-ready” program, two chargers are operational and 10 more chargers are being added in the next month, with a site capacity of up to 1.5MW. The Police Department’s patrol vehicles are currently targeted for conversion to hybrids rather than full electrification, though staff are evaluating technology as it evolves.

Comment: I am a trails volunteer. I am concerned about illegal trails created in the last few years, specifically at Lake Calavera that are damaging habitat and allowing unauthorized lake access. I’ve seen people go down to the lake from the dam and fish illegally. Mature trees are being defaced with graffiti or are dying from root trampling. Enforcement is lacking. Suggest adding two ranger positions in the FY 2025-26 budget. More than $440k has been allocated for the Climate Action Plan, this could be part of that.

Response: The request for additional rangers was not included in this year’s budget. We understand the concern and will share the suggestion.

Comment: Please reconsider the need for additional park rangers and consider the cost of not having enough rangers. Talk to the Parks team about how much money is spent repairing trails. Talk to the Environmental Sustainability team about how much it costs to repair preserves. Bikes on illegal trails in Calavera Hills are causing millions of dollars in damage. I appreciate that $75,000 was allocated for trail maintenance, but please consider rangers for prevention.

Question: The Climate Action Plan includes shifting a benchmarking program from the state to the city. Does this year’s budget fund the associated building inventory?
Answer: No, it is not included in the FY 2025-26 budget; the target year for this work is 2030.

Question: I need help improving pedestrian infrastructure near my home near Estrella De Mar so I can get out of the street I live on and walk safely the half-mile to the grocery story, library, vet, coffee shop and other local businesses. It’s a half mile, but I can’t get there walking. I can get there in my car, but I can’t get to the corner of El Camino Real and Alga walking. Right now, you can’t walk either direction - there’s no place for pedestrians unless you go out of your way to cross the street. It’s a good distance up or down to Alicante, which is out of the way, to cross safely. Cars coming off El Camino Real drive down the hill so fast that you can’t walk and feel safe. For kids to walk to the school they have to go out of the way to find a safe route. The only lights are a good quarter mile or more away in either direction, and you have to go in the street because there are no sidewalks. How do I get someone to help solve the problem? I would be happy to walk from my house to the library, Vons or the June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 coffee shop with someone to show you the problem.

Answer: Several years ago, the city adopted a Sustainable Mobility Plan, which is a compilation of our bike and pedestrian plan. I appreciate you looking at alternate ways to walk around the community. In the Sustainable Mobility Plan there is a list of candidate projects, and we need to prioritize those to make sure we are being fiscally responsible. Our Transportation staff would be happy to walk through the plan and discuss the possibilities that exist for the area.

Follow-up
comment:

When I asked staff about this in the past, the person I spoke to said they would evaluate the speed limit, but the speed limit is not the problem.

Sometimes when the issue goes to staff, they don’t understand the entire problem. I will follow up with you later.

Post-workshop
follow-up:

Following the workshop, city staff discussed these concerns and followed up with the community member to share the current plan for addressing the issues. One of the candidate projects in the Sustainable Mobility Plan identifies improvements along Alga Road from El Camino Real to Melrose Drive. This would include filling sidewalk gaps, adding buffered Class II bike lanes and updating the traffic signals at the El Camino Real/Alga Road intersection to enhance safety. Additionally, the city has a sidewalk construction program included in the CIP. As part of this work, staff will determine the estimated timeframe for installing a new sidewalk on the south side of Alga Road from Estrella De Mar to El Camino Real.

Question: The La Costa Avenue freeway off-ramp is confusing and dangerous, especially for right turns on red. Traffic backs up frequently and I’ve seen many near misses. Can someone from Transportation or the Police Department come out and look at the area with me?
Answer: Those traffic signals are operated by Caltrans. Recent construction in the area may have also contributed to the traffic back-ups. Staff will relay your concerns and coordinate with Caltrans, as the city frequently partners with them on signal improvements.

Follow-up
comment:

Right turns on red create confusion and safety issues without much fuel savings. More studies on this are warranted.

Comment: I have done research and contacted experts, and found that it’s not possible for two rangers to adequately patrol 70 miles of trails. Recommend four positions and partnerships with organizations like Urban Corps for support.

I heard the concern expressed at Tuesday’s City Council meeting about volunteers and how we can’t rely on that anymore due to liability concerns, but in speaking with different groups that contract with Urban Corps and similar organizations, there are other options. Volunteers can just do patrol or hand work to limit liability. E-bike use on restricted trails is also a concern.

Question: I would like to get an update on polystyrene and the city’s “skip the stuff” ordinance. How are we handling enforcement?
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Answer: Staff are working closely with restaurants to help them transition to compostable or reusable materials. There are some businesses that are not fully there yet, but if they’re not fully compliant yet they have a compliance plan they are working through and our staff is working through that with them. These businesses have received notices of non-compliance. Our goal in implementation was to educate and help people reach compliance, and for them to understand why, rather than starting to fine people right away.

Follow-up
question:

Could there be signage to show which businesses are compliant? Answer: Thank you for sharing that idea, we will consider it.

Question: I heard us say we’re increasing funding for open space management for fire hazard management and fire prevention. What are we doing to make sure that we do that in a way that doesn’t damage open space? Answer: The funding recently allocated at mid-year and funding in the proposed FY 2025-26 budget is part of a contract and involves work from multiple city departments. We have done nesting surveys and extensive work to prepare.

The work is focusing on removing invasive and non-native plants, and areas that are not part of managed preserves, including areas adjacent to homes. It is a very targeted effort. In urban forests, we are focused on four specific areas that are primarily eucalyptus groves. Within the interface zones (i.e., segments of the areas that are adjacent to homes or roads) canopy pruning is being performed. On the interiors of the areas, we will focus on dying or declining trees to be removed and weed abatement.

The Fire Department looks at all of those parcels and creates a mitigation plan, working with biologists to determine how those efforts will move forward in a way that protects sensitive habitats.

Follow-up
comment:

The city should share written best practices for other agencies to learn from! June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Library & Cultural Arts Department
1775 Dove Lane  Carlsbad, CA 92011  442-339-2011 t
May 28, 2025
TO: MAYOR AND COUNCIL MEMBERS
FROM: Library Board of Trustees
SUPPORT OF LIBRARY STAFF BUDGET RECOMMENDATIONS FOR FISCAL YEAR 2025-26 On Jan. 22, 2025, the Library Board of Trustees received a presentation summarizing city direction on preparation of the fiscal year 2025-26 budget. At the April 23, 2025 meeting, the Library Board of Trustees received an update on the resulting library budget submission. At the May 28, 2025 meeting, staff shared City Council direction following the preliminary budget presentation on May 20, 2025.

Pursuant to Carlsbad Municipal Code Section 2.16.060, the Library Board of Trustees “…may make recommendations to the city council and advise the city council in matters pertaining to…the amounts of monies required to operate the library.” At this meeting, by proper motion and vote, the Library Board of Trustees determined that it supports staff’s budget submission.

Respectfully,

LIBRARY BOARD OF TRUSTEES
William Sheffler, Chair Laurel Moran, Vice Chair
Gina McBride Katrina Waidelich Dr. Larry Laufer
SS: fe
cc: Geoff Patnoe, City Manager
Cindie McMahon, City Attorney
Sheila Cobian, Assistant City Manager
Gary Barberio, Deputy City Manager
Exhibit 18
June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 From: Patti Langen <[email protected]>
Sent: Thursday, May 29, 2025 6:34 AM
To: Council Internet Email <[email protected]> Subject: Additional Ranger Staffing in City of Carlsbad Budget Dear Mayor Blackburn and Council Members,
Thank you for your careful consideration of our attached request for additional staffing of Rangers in the 2025-2026 City budget.

Sincerely,
Patti Langen
Buena Vista Audubon Society
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe.

June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Buena Vista Audubon Society
PO Box 480
Oceanside, CA 92049-0480
Mayor Keith Blackburn May 29, 2025
Carlsbad City Council Members
1200 Carlsbad Village Dr.

Carlsbad, CA 92008 Sent by email: [email protected] SUBJECT: Additional Ranger Staffing in City of Carlsbad Budget Dear Mayor Blackburn and Councilmembers,
On behalf of Buena Vista Audubon Society, I respectfully request that the City allocate funding to hire two additional Rangers.

We appreciate the City Council’s recent allocation of $75,000 for additional trail maintenance.

However, preventive measures are far more effective—and cost-efficient—than repairing damage after it has occurred. To be sure, monitoring and protecting the City’s 70-mile trail system with just two Rangers is not a recipe for success. Illegal activities continue to cause environmental degradation and significant damage to sensitive habitats, resulting in costly repairs. Moreover, once habitat is disturbed, it requires considerable time and resources to restore it to a condition suitable for wildlife. Adding Rangers would help deter illegal activities and protect habitat before harm is done.

When the Habitat Management Plan was adopted 20 years ago, it was accompanied by the Open Space Management Plan, which recommended staffing levels needed to properly care for and protect preserved lands. That plan called for four full-time Rangers and one full-time Supervisor. Since then, only two Rangers have been funded—and their responsibilities have expanded to include all City parks and beaches, in addition to natural preserves. Meanwhile, use of our open spaces has grown significantly, and with it increased wear and damage to habitat. Two Rangers is simply not enough to adequately protect our natural resources.

To fulfill the City’s commitment to the long-term stewardship of its natural lands, we urge you to restore staffing levels to those outlined in the original plan by adding at least two more Rangers.

Sincerely,
Patti Langen
Vice President and Conservation Chair
Buena Vista Audubon Society
June 17, 2025
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Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 From: Lance Schulte
To: Council Internet Email; City Clerk; Geoff Patnoe; [email protected]; City Clerk; Christian Peacox Cc: [email protected]
Subject: resubmitted public input on Carlsbad"s proposed Budget, 5-Year Strategic Plan, Parks Master Plan, and Local Coastal Program Amendments
Date: Friday, May 30, 2025 10:10:19 AM
Attachments: image002.png
image003.png
Carlsbad FY 2019-20 Budget Public Input Report - Summary analysis for P.._.pdf Carlsbad 2019 proposed Draft LCP Amendment - People for Ponto 2023-Jul Updated Public Comments - Coastal Recreation.pdf Dear Carlsbad City Council & CA Coastal Commission:

Since 2017 Carlsbad Citizens and others have submitted over 7,300 petitions/requests the City Council acquire/fund a much needed and requested significant Public Park at Ponto to serve the significant unmet “Coastal Recreation (i.e. Public Park)” needs for both South Carlsbad (62% of Carlsbad’s population and home to the City’s major Visitor Serving businesses).

During the City FY 2019-20 Budget process City staff documented 85 specific, verbatim citizen comments on Ponto area park needs and over 90% of citizen requests that Council budget to address this need.

These 85
Verbatim Citizen comments (listed at the end of this testimony and data) specifically address how they would like their (Park) tax dollars budgeted.

The Public Input Report also notes the City Council could have saved Carlsbad Citizens & tax-payers tens of millions of dollars if the public input was considered. We are resubmitting the attached FY 2019-20 Budget Public Input Report file for Council reconsideration in the current City Budget & Strategic Plan process.

This Report documents that acquiring Ponto Park was the top Citizen request.

We are also resubmitting the attached “Coastal Recreation (i.e. Public Park)” data file related to Carlsbad’s current Local Coastal Program at Ponto that documented the need for a true/significant City Park at Ponto/Coastal South Carlsbad that should be address in the City’s Budget.

The City of Carlsbad’s current Local Coastal Program (aka Carlsbad’s General Plan as Certified by the CA Coastal Commission) requires the City to address High-Priority ‘Coastal Recreation (i.e. Public Park) & Low-Cost Visitor Accommodation’ Land Use needs at Ponto.

State law now also requires the City to submit an update to Carlsbad’s 2015 General Plan to address the City’s 2017 Sea Level Rise (SLR) Impact Report on Coastal land uses. These SLR impacts where 1st disclosed in a 2017 City Study and not considered or apart of the City’s earlier 2015 General Plan Update. The City’s 2017 SLR Report documents that the Ponto/Coastal South Carlsbad will lose about 32 acres of High-Priority Coastal Land Uses (the City’s major Low-Cost Visitor Accommodation land use) due to SLR. Both the need for High-Priority Coastal Recreation (i.e. Public Park) & Low-Cost Visitor Accommodation Land use needs and the loss of these High-Priority Coastal Land uses due to SLR Impacts would be General Plan/Local Coastal Program Amendments that would be evaluated by the CA Coastal Commission to determine if they are consistent with the CA Coastal Act and Guidelines.

Carlsbad’s Growth Management Citizens Committee also noted acquiring a significant City Public Park at Ponto as the most Citizen requested issue and by a very wide margin – over 700 petitions and multiple speakers over multiple meetings.

Of the 1,428 pages of public comments to the Committee most all were asking for the much needed City Park at Ponto. Pages 92-383 (69%) of the 420 page 7/18/23 Staff Report to the City Council document the Citizens’ request to provide a true/significant City Park at Ponto & replace the missing Growth Management (i.e. Unconstrained) Coastal Open Space at Ponto (LFMP Zone 9) that developers should have provided.

Carlsbad Citizens’ also requested a true and significant City Public Park at Ponto was the most requested item June 17, 2025
Item #14 Page 582 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 in the City’s Park Master Plan Update. City staff indicated instead of resubmitting the over 7,300 Citizen petitions asking the City to address the Ponto Park need during Developer/City LCP Amendment, City Growth Management and Budget processes as input also to the City’s Park Master Plan Update process.

During the City’s Citizen survey regarding the current Council 5-year Strategic Plan again, the same Ponto Park need and Citizens requests are repeated as the 3 most popular topics Citizens wanted addressed in a 5-year Strategic Plan ;

1. Parks,

2. Growth (aka overdevelopment at Ponto that is currently developed over 40% higher than the rest of Carlsbad per Residential Census data, and

3. Coast (providing a true City Coastal Park for South Carlsbad):

Source: City of Carlsbad 5-year Council Strategic Plan Public Input Report, 3/22; page 9 “Most popular topics
Comments in the online survey and ideas wall were tagged according to topic. Some comments were given more than one tag. For example, a comment about the convenience of the bus system would be tagged transit and mobility. The chart below shows the frequency with which topics were brought up by those who participated in the online survey and ideas wall.

Although the 11.1 acre Ponto Planning Area F site is no longer available for sale, the Ponto Planning Area G&H site owner has indicated a willingness to consider an offer to purchase that 14 acre site.

In both cases North
County Advocates (NCA) has twice formally Recommended the City acquire these properties for Open Space.

The City Council according to its 2017 Settlement Agreement with NCA, the City is to use “good faith efforts” in addressing these 2 NCA’s Open Space acquisition Recommendations.

In the 8-years since Carlsbad Citizens (aka ‘People for Ponto’) first asked the Council to address the documented need for a true and significant City Park at Ponto/Coastal South Carlsbad over 7,300 emailed/written petitions have been sent to the City Council & CA Coastal Commission (CCC).

For over 8-years
Carlsbad Citizens have clearly and overwhelming documented the need for a true and significant City Public Park at Ponto with both City data and comparative data showing Carlsbad’s relatively poor provision/distribution of Parks.

For instance Carlsbad is the Worst City in providing a 10-minute walk to parks for all Southern California’s Coastal cities from Santa Barbara to Imperial Beach. Carlsbad is the worst City for over 250 miles of coastline & over 5 million people in distributing parks to make them assessable. And June 17, 2025
Item #14 Page 583 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23 Carlsbad has NO City Park and ZERO Park acres for all of Coastal South Carlsbad (62% of Citizens), yet the City provides 10 City Parks and over 37 Park acres for Coastal North Carlsbad (38% of Citizens). The skewed and unfair distribution of City Parks/Acreage harms ALL of Carlsbad in so many ways.

Comparatively Carlsbad’s General Plan also requires /provides 40% less parkland than adjacent City of Encinitas & Oceanside.

Carlsbad only requires/provides 3 acres of City Park per 1,000 Citizens. Encinitas & Oceanside both provide 40% more or 5 acres of City Park per 1,000 of their Citizens. Encinitas and Oceanside also require their City Parks to equitably distributed (within a 10-minute walk to Citizens).

I and we People for Ponto Citizens love Carlsbad. I and we bring you these facts and Citizen requests because we love Carlsbad and want to see the City Council represent Citizens and responsibly address these major Ponto Park needs and issues.

Please do not incorrectly reject these facts and Citizens needs because you may think they are personal criticisms of you or of City staff. Receive them as always expressed and intended - as documented facts, Citizen needs, and Citizen desires.

Thanks you,
Lance Schulte
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June 17, 2025
Item #14 Page 584 of 634
Docusign Envelope ID: D70A8178-1B2E-430B-BA45-CBB16FF52A23