2025-06-17; City Council; 14; Adoption of the Fiscal Year 2025-26 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2025-26 Appropr — Carlsbad City Council, June 17, 2025 (part 1 of 4)

CA Review AZ

Meeting Date: June 17, 2025

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

From: Geoff Patnoe, City Manager/Executive Manager/Executive Director

Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services [email protected], 442-339-2415
Zach Korach, Finance Director
[email protected], 442-339-2127

Subject: Adoption of the Fiscal Year 2025-26 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2025-26 Appropriation Limit and Revision of Fees and Charges for Services
Districts: All

Recommended Action
The following actions are recommended to be taken by the City Council of the City of Carlsbad, the Boards of Directors of the Carlsbad Municipal Water District, City of Carlsbad Public Financing Authority, City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency for final adoption of their respective fiscal year 2025-26 Operating Budgets and, where applicable, FY 2025-26 Strategic Digital Improvement Programs and Capital Improvement Programs:
• Hold a public hearing on:
o The FY 2025-26 Operating Budgets, FY 2025-26 to FY 2029-30 Strategic Digital Transformation Investment Programs and FY 2025-26 to FY 2029-30 Capital Improvement Programs for the City of Carlsbad and the Carlsbad Municipal Water District
o The FY 2025-26 Operating Budget and FY 2025-26 to FY 2029-30 Capital Improvement Program for the Public Financing Authority
o The FY 2025-26 Operating Budget for the Carlsbad Housing Authority o The FY 2025-26 Operating Budget for the Successor Agency to the Carlsbad Redevelopment Agency and the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund
o Establishing new and modifying existing fees in the Master Fee Schedule for the City of Carlsbad, the Carlsbad Municipal Water District, and the Carlsbad Housing Authority
• Adopt resolutions of:
o The City Council of the City of Carlsbad adopting the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement

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Program for FY 2025-26 for the City of Carlsbad and establishing controls on changes in appropriations for budget funds
o The Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad adopting the water district’s final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2025-26 and establishing controls on changes in appropriations for budget funds o The Community Development Commission of the City of Carlsbad adopting the final Operating Budget of the Carlsbad Housing Authority for FY 2025-26 and establishing controls on changes in appropriations for budget funds
o The Board of Directors of the Carlsbad Public Financing Authority adopting the final Operating Budget and Capital Improvement Program of The Crossings at Carlsbad Municipal Golf Course for FY 2025-26 and establishing controls on changes in appropriations for budget funds
o The City Council of the City of Carlsbad, acting as the Successor Agency for the Carlsbad Redevelopment Agency, adopting the final Operating Budget of the successor agency and the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund for FY 2025-26 and establishing controls on changes in appropriations for budget funds
o The City Council of the City of Carlsbad establishing the FY 2025-26 appropriation limit as required by Article XIIIB of the California State Constitution and state law o The City Council of the City of Carlsbad adopting changes to the Master Fee Schedule o The Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad adopting changes to the Master Fee Schedule
o The Community Development Commission of the City of Carlsbad adopting changes to the Master Fee Schedule
o Resolution of the City Council of the City of Carlsbad reducing the city’s Asset Replacement Reserve by $7 million and increasing the unassigned fund balance in the General Fund by the same amount as of July 1, 2025
o The City Council of the City of Carlsbad approving the City of Carlsbad’s share of the FY 2025-26 Operating and Capital Budgets of the Encina Wastewater Authority o The City Council of the City of Carlsbad determining that the FY 2025-26 Capital Improvement Program is consistent with the General Plan and applicable Climate Action Plan measures and actions
o The City Council of the City of Carlsbad adopting a list of projects and authorizing the allocation of road maintenance and rehabilitation account funds to the pavement management and concrete replacement programs for FY 2025-26

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Executive Summary
Staff are recommending adoption of the City of Carlsbad’s Fiscal Year 2025-26 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, as well as the Fiscal Year 2025-26 Appropriation Limit and Revision of Fees, Charges for Service.

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

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

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

On the economic front, Carlsbad’s transition from a growing city to one focused on maintaining an excellent quality of life continues to bring new fiscal challenges. The proposed budget recommends modest increases to continue supporting the goals of the strategic plan, following three consecutive fiscal years of budget reductions totaling more than $5 million in ongoing savings. These increases will:
• Fund the city’s efforts to meet benchmarks outlined in the Climate Action Plan Update in support of sustainability and the natural environment • Increase service capacity in the Fire Department as part of a multi-year effort in support of the city’s quality of life and safety
• Increase Fire Department service capacity through the purchase of a new aerial ladder fire truck
• Continued funding for fire mitigation and preparedness efforts • Maintain the return of Sunday hours at the city’s Georgina Cole Library and Library on Dove Lane
• Add three new full-time positions that are critical in furthering the city’s organizational excellence and fiscal health

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Budget highlights
Proposed General Fund Operating Budget $242.9 million
% change from FY 2024-25 adopted General Fund Operating Budget 1.8% Projected General Fund revenues $243.3 million
Proposed changes in total full-time equivalent staffing 3.25 Projected General Fund reserve as of June 30, 2025 $139.9 million Projected General Fund reserve % as of June 30, 2025 (goal is 40%) 55% Projected General Fund reserve as of June 30, 2026 $147.3 million Projected General Fund reserve % as of June 30, 2026 (goal is 40%) 61% Current rate of inflation 3.8%
Projected pension funding ratio (goal is 80%) 77%

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

Another significant part is the Capital Improvement Program, which reflects the city’s ongoing commitment to maintaining facilities to the highest standards of quality for our community today and in the future. The Capital Improvement Program is a planning document, not a commitment for future spending. The 5-year program outlines the expenditure plan for future capital projects and the corresponding revenues to pay for those expenditures.

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

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

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

Protect the environment and natural
resources
• Organizational Excellence & Fiscal
Health: Be a model for effective and
efficient local government

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

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

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• Engaging a grant writer to ensure the city is taking advantage of state and federal funding opportunities.
• Creating a new internal auditor program to safeguard city resources and improve city operations.

Supplemental requests
Departments submitted supplemental budget requests to the budget team and the City Manager for consideration. The budget requests were mainly driven by:
• Inflation
• Expanded programming
• Costs associated with grant and revenue opportunities, • Costs associated with City Council priorities
• Replacing assets
Within the General Fund, a total of $6.8 million ($3.1 million ongoing) is being proposed for fiscal year 2025-26.

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

The recommended preliminary General Fund Operating Budget totals $242.9 million, with estimated revenues of $243.3 million.

General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest because they contain most of the discretionary funds that pay for basic city services, such as the Police and Fire departments, library and cultural arts services, street and park maintenance and recreation. A summarized outlook of the major General Fund revenues can be found in the operating budget overview (Exhibit 14).

The operating budget overview also contains:
• A detailed look at expenditures by type
• General Fund transfers to other funds
• Information about the City Council contingency fund
The table below shows the adopted fiscal year 204-25 General Fund budget as well as the proposed fiscal year 2025-26 budget.

General Fund summary for fiscal year 2025-26
(in millions)
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
Total revenues $239.1 $243.3
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Total expenditures $238.5 $242.9
Revenues over total expenditures $0.6 $0.4

General Fund 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.

In an effort to not only prioritize these purchases, but to strategically plan for the ongoing financial impacts, the City Council approved the establishment of a General Fund Asset Replacement Reserve during the fiscal year 2024-25 budget process. Separate and apart from the General Fund Reserve Guidelines (City Council Policy No. 74), this Asset Replacement Reserve serves as a mechanism for funding large equipment needs without impacting the General Fund Reserve or 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. Staff will continue to update the amount needed in the Reserve based on updated 10-year projections from city staff.

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

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

Enterprise funds
Enterprise fund revenues, including those from water, wastewater services and solid waste management and The Crossings at Carlsbad Municipal Golf Course, the city’s golf course, are projected at $124.7 million, a $18.1 million or 17% increase over projected fiscal year 2024-25 revenues. Enterprise funds are those that are supported by the fees collected for the service rather than the General Fund and must be accounted for separately under state law.

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

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

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

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

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

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

The Fiscal Year 2025-26 Capital Improvement Program outlines $47.0 million in new appropriations to provide additional funding for continuing existing projects, as well as funding for new projects.

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Capital Improvement Program appropriations by department for FY 2025-26

The five-year Capital Improvement Program includes 14 proposed new projects, with a total funding request in fiscal 2025-26 of $2.7 million. Details on these proposed new projects begin on page I-6 of Exhibit 16 and within Attachment A of Exhibit 12.

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

The Capital Improvement Program includes estimated budget information for a 15-year period to provide the most comprehensive information about known future projects. A complete list of projects and estimated funding included in the five-year program can be found in Exhibit 1, Attachment B2. All future construction costs are estimates, which are reviewed and refined each year and shown in the 15-year funding forecast beginning on page I-29 of Exhibit 16.

The Capital Improvement Program is funded from capital funds such as the General Capital Construction and Infrastructure Replacement Fund as well as developer fees, special district fees and taxes from the community facilities districts and bridge and thoroughfare benefit districts, water and wastewater replacement funds, and other sources such as grants, sales taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2025-26 are $132.5 million. Projected capital fund balances, revenue and expenditure summaries are provided beginning on page I-12 of Exhibit 16.

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

The digital transformation program includes budget estimates for projects planned over the next five years so the City Council and the community can be more fully aware of long-term plans and funding needs. Even though budget estimates are included in the five-year plan, staff may only spend money on the projects included in each year’s adopted city budget. More information about the city’s strategy to invest in digital transformation and how the city evaluates these projects can be found on page H-2 of the digital investment program document in Exhibit 15.

The fiscal year 2025-26 digital program outlines 40 continuing and new projects planned over the next five years at an estimated total cost of $37.9 million. Included in the $37.9 million is about $16.9 million in estimated new costs over the course of the same time frame to provide additional funding for the continuation of existing projects as well as funding for new projects.

The $16.9 million also contains $5.4 million of estimated new appropriations for fiscal year 2025-26 for these same projects. The tables below present estimated total project costs by primary goal area in Connected Carlsbad for the five fiscal years of 2026-30 (five years) and fiscal year 2025-26:

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

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Strategic Digital Transformation Investment Program projects for fiscal year 2025-26 appropriations by Connected Carlsbad goal area
(in millions)
Percent Cost
Pursue communitywide digital transformation 60% $3,250,000 Build capacity for data-driven decision making 5% $250,000 Foster a vibrant civic engagement culture 2% $132,600
Enhance accessibility and transparency 5% $288,000
Promote security and sustainability through connectivity 28% $1,523,643 Total 100% $5,444,243

The details of the five-year and one-year appropriations requests can be found on pages H-23 and H-24 in Exhibit 15.

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

There are two funding sources for the $5.4 million in appropriations that staff are requesting for the digital transformation program for fiscal year 2025-26:
• Technology Investment Capital Fund
• Information Technology Replacement Fund
Each funding source identified has the necessary fund balance to accommodate the new appropriations without additional revenues or transfers. The details for the funding sources can be found in Exhibit 15 on page H-25.

Changes to the FY 2025-26 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program from preliminary to final versions Staff made only one change since the preliminary operating budget, Strategic Digital Transformation Investment and Capital Improvement programs were presented to the City Council on May 20, 2025, with an approximately $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.

City Council request to hold a community budget workshop City staff held a public workshop at the Faraday Administration Center on May 22, 2025, from 5:30 to 7:30 p.m., to provide community members with an opportunity to learn about the proposed fiscal year 2025-26 city budget, ask questions of staff and provide their feedback. City staff promoted the workshop through various channels and 16 community members attended.

Twelve community members provided verbal comments or questions and one provided written comments. A complete summary of the workshop and the resulting comments is provided in Exhibit 17.

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

The revenues that are subject to this limitation are those considered “proceeds of taxes.” The basis for calculating the Gann limit began in FY 1978-79 and is adjusted each year based on population growth and inflation. The city’s spending limit for FY 2025-26 is calculated at $673.5 million, while the calculation of the city’s spending projections subject to the limit is $204.0 million, well below the legal limit for the coming fiscal year.

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

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

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

The proposed fees for fiscal year 2025-26, presented in the proposed Master Fee Schedule in Attachment A of Exhibit 7, do not include any changes from the cost of service study that is still in progress but do include increases for certain fees based on price indices as described below. • General city fees are charged for the use of city services and property.

Depending on the fee, they are increased annually by the increase in the annual West Urban Consumer Price Index, or the San Diego Consumer Price Index, published by the Bureau of Labor and Statistics, both of which reflect the cost of inflation. The West Urban Consumer Price Index has increased by 2.4% since last year while the San Diego CPI has increased by 3.8%.
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are used to pay for infrastructure projects that are needed as a result of new development. These fees will be increased by the index stated in the respective resolution or ordinance establishing the fee, typically the Engineering News Record Construction Cost Index.
• Traffic impact fees are adjusted annually by the change in the Caltrans Construction Cost Index or 2%, whichever is greater. This year the Caltrans Construction Cost Index increased by 15.70%.
• Ambulance fees have typically been adjusted annually by the Ambulance Inflation Factor, published by the federal Center for Medicare and Medicaid Services. This year, the proposed Master Fee Schedule adjusts ambulance fees by 2.4%. The city will continue adjusting its ambulance fees annually according to the Ambulance Inflation Factor, with more detailed evaluations occurring every three to five years.

Fee categories and changes by fiscal year

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

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

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

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

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

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

ENR CCI
January
2025
Engineering
News Record

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

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

8.70%3 2.60% 2.40%
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Not all the fees in the proposed Master Fee Schedule are part of the cost of service study or subject to the cost recovery policy. Staff reviewed these fees and are proposing changes in the following areas to align with current costs and business processes:

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

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

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

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

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

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

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

Republic Services, Inc Solid Waste Hauler Fees
Under the terms of the city’s franchise agreement for solid waste hauling services with Republic Services, Inc., annual rate adjustments are typically calculated using a formula based on inflation indexes, such as the Consumer Price Index. However, every fourth June 17, 2025
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year of the agreement, the rate adjustment must be determined through a detailed cost-based calculation that incorporates audited financial data. The city engaged SCS Engineers, an independent third-party consultant funded by Republic Services – as required by the franchise agreement – to validate the revised cost-based rate calculation. The cost-based calculation submitted by Republic Services Inc., increases solid waste hauling fees by 15% and is scheduled to go into effect on July 1, 2025.

Park Land In-Lieu Fees
On April 23, 2024, the City Council approved updated park land in-lieu fees to be phased in over a three-year period. The first updates to these fees went into effect on July 1, 2024, and the second updates will go into effect on July 1, 2025.

The remaining changes to the proposed Master Fee Schedule will take effect on Sept. 1, 2025.

Details on these rates can be found in the proposed Master Fee Schedule in Attachment A of Exhibit 7.

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

Community Engagement
A staff presentation to the City Council/Board/Commission for the Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program was held on May 20, 2025. A community budget workshop was held on May 22, 2025, to answer questions and receive community input on the proposed budget. Notices on the proposed fee changes were made available to the public at least 10 days in advance of the meeting, published twice in a newspaper of general circulation and sent to the Building Industry Association and SDG&E at least 14 days in advance of the meeting.

The Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2025-26 is on file with the Office of the City Clerk and on the city’s website at carlsbadca.gov/departments/finance/city-budget/review-the-budget.

The Capital Improvement Program project details and interactive map are also available to the public on the city’s website and can be found at carlsbadca.gov/residents/projects.

Options
Staff recommend that the City Council/Board/Commission approve the proposed fiscal year 2025-26 Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, the Fiscal Year 2025-26 Appropriation Limit, Revision of Fees and Charges for Services, update to the Asset Replacement Reserve, determine the Capital Improvement Program projects’ consistency with the General Plan, and allocate Road Maintenance and Rehabilitation Account funds for Fiscal Year 2025-26.

Should the City Council/Board/Commission direct staff to make changes, any budget changes will have to be approved prior to the July 1, 2025, start of fiscal year 2025-26.

Next Steps
Once adopted, the attached schedules and any adjustments made through a City Council/Board/Commission motion will become the spending plan for fiscal year 2025-26.

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

Exhibits

1. Resolution of the City Council of the City of Carlsbad adopting the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for Fiscal Year 2025-26 for the City of Carlsbad and establishing controls on changes in appropriations for budget funds

2. Resolution of the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad adopting the water district’s final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for Fiscal Year 2025- 26 and establishing controls on changes in appropriations for budget funds

3. Resolution of the Community Development Commission of the City of Carlsbad adopting the final Operating Budget of the Carlsbad Housing Authority for Fiscal Year 2025-26 and establishing controls on changes in appropriations for budget funds

4. Resolution of the Board of Directors of the Carlsbad Public Financing Authority of the City of Carlsbad adopting the final Operating Budget and Capital Improvement Program of The Crossings at Carlsbad Municipal Golf Course for Fiscal Year 2025-26 and establishing controls on changes in appropriations for budget funds

5. Resolution of the City Council of the City of Carlsbad, acting as the Successor Agency for the Carlsbad Redevelopment Agency, adopting the final Operating Budget of the successor agency and the enforceable debt obligations of the City of Carlsbad’s Redevelopment Obligation Retirement Fund for Fiscal Year 2025-26 and establishing controls on changes in appropriations for budget funds

6. Resolution of the City Council of the City of Carlsbad establishing the Fiscal Year 2025-26 Appropriations Limit as required by Article XIIIB of the California State Constitution and state law

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

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

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

10. Resolution of the City Council of the City of Carlsbad reducing the city’s Asset Replacement Reserve by $7 million and increasing the unassigned fund balance in the General Fund by the same amount as of July 1, 2025

11. Resolution of the City Council of the City of Carlsbad approving the City of Carlsbad’s share of the Fiscal Year 2025-26 Operating and Capital Budgets of the Encina Wastewater Authority
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12. Resolution of the City Council of the City of Carlsbad determining that the Fiscal Year 2025- 26 Capital Improvement Program is consistent with the General Plan and applicable Climate Action Plan measures and actions

13. Resolution of the City Council of the City of Carlsbad adopting a list of projects and authorizing the allocation of road maintenance and rehabilitation account funds to the pavement management and concrete replacement programs for Fiscal Year 2025-26

14. Fiscal Year 2025-26 Final Operating Budget Revenue and Expenditure Summary

15. Fiscal Year 2025-26 Strategic Digital Transformation Investment Program Summary

16. Fiscal Year 2025-26 Capital Improvement Program Summary

17. Fiscal Year 2025-26 Budget community workshop summary

18. Correspondence received through Wednesday, June 11, 2025, at noon June 17, 2025
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RESOLUTION NO. 2025-136

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

CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET, STRATEGIC

DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2025-26 FOR THE CITY OF

CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN

APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the City Council of the City of Carlsbad, California, has reviewed the proposed final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for fiscal year (FY) 2025-26 and has held such public hearings as are necessary prior to adoption of the final budgets.

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

1. That the above recitations are true and correct.

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

3. That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled “Fiscal Year 2025-26 Preliminary Operating Budget , Strategic Digital Transformation Investment Program and Capital Improvement Program ” presented at the Joint Special Meeting on May 20, 2025 as Exhibit 6 to Item No. 11, as amended, if necessary, in accordance with Attachments A-A3, B-B2, C and D to this Exhibit 1 are adopted as the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for the City of Carlsbad for FY 2025-26, along with any adjustments, if any, determined by the City Council as set forth in the minutes of this Joint Special Meeting on June 17, 2025.

4. That the amounts reflected as estimated revenues for FY 2025-26 as shown in Attachments A-A2 and B are adopted as the budgeted revenues for FY 2025-26.

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5. That the amounts as designated as the FY 2025-26 Budget request in Attachments A-A3, B-B2, and D are appropriated to the department or fund for which they are designated, and such appropriation shall not be increased except as provided in this resolution.

6. That the items and amounts as shown in Attachment E are adopted as major capital outlay items over $100,000 requiring City Council approval for FY 2025-26.

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

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

A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the City Council or City Manager as described below. i. The City Manager may authorize all transfers of funds from account to account within any department.
ii. The City Manager may authorize transfers of funds between departments within the same fund in an amount up to $100,000 per transfer. iii. The City Manager may authorize transfers of funds from the Housing Trust Fund to the Section 8 Housing Fund program administration to support the program’s fund balance and aid in the expansion of the program if costs exceed budget related to administration, payroll, vouchers, and related costs. iv. The City Manager may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue designated for the specific purpose. v. The City Manager may authorize budget adjustments to increase the appropriation for the Workers’ Compensation and Risk M anagement Funds’ operating budgets in an amount equal to the increases in costs of claims expenses or estimated losses and liabilities.
vi. The City Manager may authorize budget adjustments to increase the appropriation for final vacation pay and earned leave accrual budgets in an amount equal to the increases in actual expenses should they exceed budgeted amounts in their respective funds.

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B vii. The City Manager may authorize budget adjustments to increase budgeted amounts for depreciation and amortization should it be necessary to maintain compliance with the United States Generally Accepted Accounting Principles. viii. The City Manager may authorize increases of 15% or less to purchasing authority for capital outlay items requiring the City Council to act as the awarding authority approved in the budget process.
ix. The City Manager may authorize budget adjustments to increase the appropriation for unforeseen legal expenses and liabilities. x. The City Manager may authorize budget adjustments to increase the appropriation for Mutual Aid expenses in an amount equal to the increases in amounts to be reimbursed by other agencies.
xi. The City Manager may authorize budget adjustments to increase the appropriations in the Utilities Department for costs pertaining to the Core System Modernization Project and utility billing.
xii. The City Council must authorize all transfers of funds from the City Council’s Contingency Account.
xiii. The City Manager may delegate any of the authority given to the City Manager under this resolution.

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

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

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

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

11. That all appropriations in the Capital Improvement Program remaining unexpended a s of June 30, 2025, are appropriated to FY 2025-26 in their respective project budgets.

12. That all appropriations in the Strategic Digital Transformation Investment Program remaining unexpended a s of June 30, 202 5, are appropriated to FY 202 5-26 in their respective project budgets.

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13. That all appropriations in the Operating Budget remaining unexpended as of June 30, 2025, related to developer deposits received for developer -funded studies not yet completed or grant awards received or expected for projects that are continuing into the next fiscal year are appropriated to FY 2025-26.

14. That all appropriations for outstanding encumbrances as of June 30, 2025, are continued into FY 2025-26 for such contracts or obligations.

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, t he 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
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Attachment A

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 BALANCE

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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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B Attachment A2

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
Item #14 Page 26 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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
Item #14 Page 27 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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
Item #14 Page 28 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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
Item #14 Page 29 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B Attachment A3

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
Item #14 Page 30 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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
Item #14 Page 31 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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
Item #14 Page 32 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B Attachment B
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
Item #14 Page 33 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B PROJECTED FUND BALANCES FOR FISCAL YEAR 2025 -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 19,442,152 5,822,429 25,264,581 6,955,122 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$ 258,977,919$ 47,027,342$ 306,005,261$ 334,485,478$ June 17, 2025
Item #14 Page 34 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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.

June 17, 2025
Item #14 Page 35 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 19,442,152 5,822,429 25,264,581 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$ 258,977,919$ 47,027,342$ 306,005,261$ Note: Expenditures include loans, advances and transfers.

June 17, 2025
Item #14 Page 36 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 Attachment B2
June 17, 2025
Item #14 Page 37 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 June 17, 2025
Item #14 Page 38 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 June 17, 2025
Item #14 Page 39 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 June 17, 2025
Item #14 Page 40 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 June 17, 2025
Item #14 Page 41 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 June 17, 2025
Item #14 Page 42 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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
June 17, 2025
Item #14 Page 43 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 June 17, 2025
Item #14 Page 44 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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
June 17, 2025
Item #14 Page 45 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 June 17, 2025
Item #14 Page 46 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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 47 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B Attachment C

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.

June 17, 2025
Item #14 Page 48 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B Attachment D

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
June 17, 2025
Item #14 Page 49 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B Attachment E
PLANNED MAJOR CAPITAL OUTLAY ITEMS GREATER THAN $100,000 FISCAL YEAR 2025-26

Department Item description Quantity One-time cost
Fleet Replacement Fire: Ambulance 2 800,000$
Fire: Fire engine 2 3,104,356
Public Works: sewer jetter 1 900,000
Fleet Replacement subtotal 5 4,804,356$
Capital outlay greater than $100,000 total 5 4,804,356$ June 17, 2025
Item #14 Page 50 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B Exhibit 2
RESOLUTION NO. 1772

A RESOL UTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD

MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE WATER DISTRICT’S FINAL OPERATING BUDGET, STRATEGIC

DIGITAL TRANSFORMATION INVESTMENT PROGRAM AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 202 5-26 AND ESTABLISHING

CONTROLS ON CHANGES IN APPROPRIATIONS FOR BUDGET FUNDS
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, California, has reviewed the proposed final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for FY 2025-26 and has held such public hearings as are necessary prior to the adoption of the final budgets.

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

1. That the above recitations are true and correct.

3. That certain documents now on file in the Office of the City Clerk of the City of Carlsbad, entitled “Fiscal Year 2025-26 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program” presented at the Joint Special Meeting on May 2 0, 2025 as Exhibit 6 to Item No. 11, as amended, if necessary, in accordance with Attachments A and B to this Exhibit 2 are adopted as the final Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program for the Carlsbad Municipal Water District for FY 2025-26, along with any adjustments, if any, determined by the Board of Directors as set forth in the minutes of this Joint Special Meeting on June 17, 2025.

4. That the amounts reflected as estimated revenues for FY 2025-26 as shown in Attachment A are adopted as the budgeted revenues for FY 2025-26.

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5. That the amounts designated as FY 2025-26 Budgets in Attachments A and B to this Exhibit 2 and the City of Carlsbad’s estimated share of the FY 2025-26 Operating and Capital Budget of Encina Wastewater Authority attributable to the Carlsbad Water Recycling Facility as presented in Attachment C to this Exhibit 2 are appropriated to the fund for which they are designated, either operating or capital improvement, and such appropriation shall not be increased except as provided in this resolution.

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

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

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

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

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8. That all appropriations for outstanding encumbrances as of June 30, 2025, are continued into FY 2025-26 for such contracts and obligations.

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

10. That all appropriations for Capital Improvement Projects remaining unexpended as of June 30, 2025, are appropriated to FY 2025-26 in their respective project budgets.

11. That all appropriations in the Strategic Digital Transformation Investment Program remaining unexpended a s of June 30, 202 5, are appropriated to FY 2025-26 in their respective project budgets.

12. That all appropriations in the Operating Budget remaining unexpended as of June 30, 2025, related to grant awards received or expected for projects that are continuing into the next fiscal year are appropriated to FY 2025-26.

PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the Carlsbad Municipal Water District, the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Public Financing Authority, the Community Development Commission, and the City Council as Successor Agency to the Carlsbad Redevelopment Agency held on the 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, President
______________________________________
SHERRY FREISINGER, Secretary
(SEAL)
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Attachment A

CARLS BAD MUNICIPAL WATER DISTRICT CAPITAL IMPROVEMENT PROJECTS 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
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
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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 (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)

WATER CONNECTION - RECYCLED
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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PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS

Account: 5016310 Fund: Enterprise

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

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

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

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

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

Account: 5026310 Fund: Enterprise

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

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

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

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

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

Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 1.03 < 3.4 < 3.4 3.4-19.4 Quality of
Life & Safety
Cost of recycled water as
a percent of potable
water cost
73% 73% 75% < 75%
Organizational
Excellence &
Fiscal Health
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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B ENCINA

WASTEWATER

AUTHORITY
BUDGET
Fiscal
www.encinajpa.com
760-438-3941
2 0 2 5 - 2 6

OPERATING &

CAPITAL
Encina Wastewater Authority
6200 Avenida Encinas
Carlsbad, CA 92011
Year
Attachment C
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PROTECTING PUBLIC AND

ENVIRONMENTAL HEALTH

FOR GENERATIONS TO COME
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PROUDLY SERVING
City of Carlsbad
City of Vista
Buena Sanitation District
Vallecitos Water District
City of Encinitas
Leucadia Wastewater District

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

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

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BOARD OF DIRECTORS
CHAIR

VICE-CHAIR
CALENDAR YEAR 2025
Rolando Saldana
Keith Blackburn
Jim Hernandez

CITY OF VISTA &

BUENA SANITATION DISTRICT

LEUCADIA WASTEWATER DISTRICT LEUCADIA WASTEWATER DISTRICT

CITY OF VISTA &

BUENA SANITATION DISTRICT

CITY OF CARLSBAD CITY OF CARLSBAD

VALLECITOS WATER DISTRICT VALLECITOS WATER DISTRICT

CITY OF ENCINITAS CITY OF ENCINITAS
John Franklin
Keith Blackburn
Bruce Ehlers
Chris Roesink
Kevin Shin
Dan O’Donnell
Jim Pennock
Joy Lyndes
Rolando Saldana
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EXECUTIVE LEADERSHIP TEAM
General Manager
Assistant General Manager
Treasurer | Auditor
Scott McClelland, PE, BCEE, MBA
Jennifer Sabine
Director of Environmental Compliance
Director of Operations Director of Technical Services
Director of Finance
General Counsel
Nicholaus Norvell
Octavio Navarrete
Alicia Appel
Dimitris Papachristoforou
Aaron Beanan
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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

TABLE OF CONTENTS

INTRODUCTION
Letter of Transmittal ............................................................................................................................................................................... 1 About Encina ........................................................................................................................................................................................... 7 Organization Chart ................................................................................................................................................................................ 11 Position List ........................................................................................................................................................................................... 13 Personnel Expense Summary by Account & by Program ...................................................................................................................... 15

OPERATING PROGRAMS
Operating Budget – Revenue and Expense Summary ........................................................................................................................... 19 Operating Budget – Expense Summary ................................................................................................................................................. 20 Operating Budget – Revenue Summary ................................................................................................................................................ 21 Encina Water Pollution Control Facility – Overview .............................................................................................................................. 23 Encina Water Pollution Control Facility – Operating Expense Summary............................................................................................... 25 Environmental Compliance and Regional Source Control – Overview .................................................................................................. 27 Environmental Compliance and Regional Source Control – Operating Expense Summary ................................................................... 29 Agua Hedionda Lift Station – Overview ................................................................................................................................................. 31 Agua Hedionda Lift Station – Operating Expense Summary ................................................................................................................. 33 Buena Creek Pump Station – Overview ................................................................................................................................................. 35 Buena Creek Pump Station – Operating Expense Summary ................................................................................................................. 37 Buena Vista Pump Station – Overview .................................................................................................................................................. 39 Buena Vista Pump Station – Operating Expense Summary ................................................................................................................... 41 Carlsbad Water Recycling Facility – Overview ....................................................................................................................................... 43 Carlsbad Water Recycling Facility – Operating Expense Summary ....................................................................................................... 45 Raceway Basin Pump Station – Overview ............................................................................................................................................ 47 Raceway Basin Pump Station – Operating Expense Summary .............................................................................................................. 49 Internal Service Funds – Overview ........................................................................................................................................................ 51 Internal Service Funds – Operating Expense Summary ......................................................................................................................... 53

CAPITAL PROGRAMS
Capital Program ……………………………………………………………………………………………………………………………………………………………………………….57 Summary of Capital Expenses ............................................................................................................................................................... 59 Encina Water Pollution Control Facility – Capital Improvements ......................................................................................................... 60 Encina Water Pollution Control Facility – Planned Asset Rehabilitation & Replacement ..................................................................... 61 Encina Water Pollution Control Facility – Capital Acquisitions.............................................................................................................. 63 Remote Facilities – Acquisitions & Rehabilitation ................................................................................................................................. 64 Encina Water Pollution Control Facility – Capital Improvements, 5 Year Detail ................................................................................... 66 Encina Water Pollution Control Facility – Capital Improvements, Estimated Carry Forward ................................................................ 69 Long-Term Capital Financial Plan .......................................................................................................................................................... 73

APPENDIX
Budget Resolutions................................................................................................................................................. 75 June 17, 2025
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INTRODUCTORY

SECTION
Letter of Transmittal
Organizational Chart
Position List
Personnel Expense Summary
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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26 Date: April 23, 2025
To: Honorable Chair and Members of the Board of Directors Encina Joint Advisory Committee
Boards and Councils of the Encina Member Agencies
From: Scott McClelland, General Manager
Subject: Transmittal of FY 2025-26 Recommended Operating & Capital Budgets This letter transmits the Encina Wastewater Authority’s (Encina) Recommended Fiscal Year 2025-26 Operating and Capital Budgets. In conformance with the Revised Basic Agreement for Ownership, Operation and Maintenance of the Encina Joint Sewage System, this Recommended Budget estimates the amount of money required to sustainably operate, maintain and administer the Joint System during Fiscal Year 2025-26. It also includes estimates for each Member Agency’s proportionate share of the budget.

Encina’s operations directly support public and environmental health and a North San Diego economy in excess of $20 billion dollars. Global volatility and uncertainty continue to be consistent themes that are putting significant upward pressure on the cost of providing wastewater services. For example, January 2025 wildfires in the Los Angeles area are anticipated to boost demand for construction materials and construction labor during post-wildfire rebuilding efforts. The increased demand is expected to drive up prices and put additional pressure on supply chains. United States policy decisions on tariffs are anticipated to increase prices in a variety of sectors. Lumber, gypsum, metals, and electronics are expected to be impacted, all of which are used in Encina’s construction projects and throughout the plant. Increasing the adaptability, sustainability, and resiliency of operations and finances will become important for all public utilities. Within this budget staff continues to proactively adapt to a volatile environment and creates a roadmap to help ensure Encina protects public and environmental health for generations to come.

As shown in the table below, the Recommended Fiscal Year 2025-26 budget reflects a 8.5% decrease over last year’s budget:

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

OPERATING BUDGET OVERVIEW
The FY 2025-26 Operating Budget reflects Encina’s continuing commitment to provide sustainable and fiscally responsible wastewater services to the communities it serves while maximizing the use of alternative and renewable resources. The Recommended FY 2025-26 Operating Budget is comprised of seven (7) operational programs that provide services to the Encina Member Agencies. Each operational program includes direct personnel and non-personnel expenses and related internal service fund (ISF) charges. The Recommended FY 2025-26 Budget reflects management’s strategies and objectives to ensure continued achievement within each of the six (6) Strategic Initiatives identified in the Five-Year Strategic Plan (2024- 2028): Protect Public and Environmental Health; Remain an Employer of Choice; Ensure Administrative Effectiveness; Budget Actual
FY 2023-24
Budget
FY 2024-25
Proposed
FY 2025-26
FY 2024-25 vs
FY 2025-26
% Change
Operating Budget 24,091,121$ 26,624,721$ 28,699,044$ 7.8% Capital Budget 27,513,763$ 31,417,581$ 24,382,029$ -22.4% Total Budget $ 51,604,884 $ 58,042,302 $ 53,081,073 -8.5%

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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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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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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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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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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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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
June 17, 2025
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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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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Item #14 Page 92 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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 %
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

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Item #14 Page 93 of 634
Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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.

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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REMOTE FACILITIES

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

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

Cost Allocation – The BCPS is operated by EWA under a contract 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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%

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

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REMOTE FACILITIES

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

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

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

Buena Vista Pump Station

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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%

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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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%

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

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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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B

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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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B ENCINA WASTEWATER AUTHORITY Budget | Fiscal Year 2025-26

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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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.

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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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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Docusign Envelope ID: 1129D405-A2DB-493B-A1F9-9B0376BD6E5B 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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Carlsbad City CouncilJune 17, 2025

Carlsbad City Council
June 17, 2025