CA Review CKM
Meeting Date: Feb. 24, 2026
To: Mayor and City Council
From: Geoff Patnoe, City Manager
Staff Contact: Jason Haber, Intergovernmental Affairs Director [email protected], 442-339-2958
Subject: Strategic Plan Update
Districts: All
Recommended Action
Receive an update on progress made toward the goals of the Carlsbad Strategic Plan 2023-2027, an update on city finances and an overview of strategic actions planned to occur through fiscal year 2026-27 and provide feedback to staff.
Executive Summary
This item presents a progress report on the goals and objectives of the city’s 5-year Strategic Plan, an update on current and forecasted city finances, and a summary of the strategic actions planned to occur over the coming year. This item provides an opportunity for the City Council to provide feedback that will inform the development of the city’s fiscal year 2026-27 budget and the annual work plan that supports the 5-year Strategic Plan.
Explanation & Analysis
The City Council adopted the Carlsbad Strategic Plan 2023-2027 (Exhibit 1) on Oct. 11, 2022.
The plan’s purpose is to:
1. Establish a common vision that will help align city policies, day-to-day operations, and resources with the community’s most important values, needs and aspirations
2. Build momentum for major goals by maintaining a focused effort over multiple years
3. Identify agreed upon priorities, timelines and performance measures In consideration of the core values that make up the Carlsbad Community Vision, the City Council identified five areas of focus for its Strategic Plan:
• Community Character: Maintain Carlsbad’s unique community character • Quality of Life & Safety: Prioritize the safety and well-being of the community • Sustainability & Natural Environment: Protect the environment and natural resources • Economic Vitality: Foster a healthy economy
• Organizational Excellence & Fiscal Health: Be a model for effective and efficient local government
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The strategic plan includes high-level goals, strategic objectives, priority projects and service commitments that support the Carlsbad Community Vision. Specific work plans and resource allocations are developed each year and included in the city’s annual budget.
The Carlsbad Strategic Plan Progress Report, provided as Exhibit 2, details how city staff have implemented the City Council’s policy direction and provides a summary of the strategic actions planned to occur over the coming year.
Staff continuously monitor the city’s progress toward achieving the adopted goals and have developed a dashboard to track and display the city’s progress, with a focus on key performance indicators. This dashboard can be accessed on the city website at carlsbadca.gov/city-hall/city-council/strategic-plan.
The Strategic Plan is intended to enable the city to maintain a consistent focus to build the momentum needed to achieve results. However, the city operates in a dynamic environment and must take into account unanticipated needs, changing economic conditions, community priorities and emergencies, all of which could require a change in focus or the reallocation of resources.
The City Council may direct staff to reprioritize elements of the Strategic Plan at any time during the five-year implementation period, with the understanding that city staff will inform the City Council of how any proposed changes could affect the achievement of the five priority goals.
This item provides the City Council with an opportunity to review the plan’s progress and provide direction on any adjustments and refinements regarding the strategic actions planned to occur over the coming year. Staff will propose an annual work plan and fiscal year 2026-27 budget later this year that will advance the goals and objectives of the 5-year Strategic Plan, consistent with the City Council’s direction.
Community Engagement
Nearly 1,700 people participated in the public input process leading up to the City Council’s adoption of the Carlsbad Strategic Plan. City staff designed and implemented a public involvement strategy with three main ways to engage with community members, an online survey, an online idea wall and a virtual workshop.
This strategy generated 1,544 survey responses and 800 idea wall comments and attracted 95 workshop participants. Community input was compiled, analyzed, and presented to the City Council in the 5-Year Strategic Plan Public Input Report, which is included as an appendix to the strategic plan.
Fiscal Analysis
An accelerated economic recovery from the COVID-19 pandemic coupled with unprecedented inflation sustained by consumer demand contributed to the city’s General Fund ending fiscal year 2022-23 and 2023-24 with a healthy surplus. The combined impact of budget reduction efforts in fiscal year 2023, 2024 and 2025, and the larger-than-anticipated surpluses resulted in a stronger 10-year forecast for the General Fund. When the fiscal year 2025-26 budget was adopted in June 2025, the projected deficit was not anticipated to occur until fiscal year 2030-
31. Since that time, both external and internal factors have impacted the city’s projected fiscal condition. Inflation has remained steady at 4% across the region, economic uncertainty and Feb. 24, 2026
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geopolitical conflict have escalated, two new labor agreements have been approved by the City Council, and we have observed the city’s sales tax revenue growth decline as a result of diminishing consumer demand and confidence. Staff are currently developing the preliminary budget for fiscal year 2026-27 and do not have a projection for when we anticipate future expenditures to begin exceeding future revenues; however, it is likely to be sooner than previously projected.
The city’s progress on the various goals, objectives, projects and services outlined in the strategic plan will continue to be subject to the actual amount of funds available and appropriations authorized by the City Council each year in the annual budget. Any potential actions taken to add or accelerate projects or initiatives in the plan will require a fiscal impact analysis and be incorporated into the fiscal year 2026-27 preliminary budget for the City Council’s consideration.
Next Steps
Staff will present the preliminary fiscal year 2026-2027 budget to the City Council for its review on May 19, 2026.
Environmental Evaluation
The proposed action is not a “project” as defined by California Environmental Quality Act, or CEQA, Section 21065 and CEQA Guidelines Section 15378(b)(5) and does not require environmental review under CEQA Guidelines Section 15060(c)(3) and 15061(b)(3) because the proposed action to receive an update on progress made toward the goals of the Carlsbad Strategic Plan 2023-2027, an update on city finances and an overview of strategic actions planned to occur through fiscal year 2026-27 is an organizational or administrative government activity that does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. Any subsequent action or direction stemming from the proposed action may require preparation of an environmental document in accordance with CEQA or the CEQA Guidelines.
Exhibits
1. Carlsbad Strategic Plan 2023-2027
2. Carlsbad Strategic Plan 2026 Progress Report
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Exhibit 1
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1 TABLE OF CONTENTS
I N T R O D U C T I ON 2
A B O U T T H I S P L A N 2
S T R A T E G I C P L A N N I N G P R O C E S S 3
P L A N S T R U C T U R E 4
S U C C E S S F U L I M P L E M E N T A T I O N 5
T R A N S P A R E N C Y & A C C O U N T A B I L I T Y 6
C A R L S B A D C O M M U N I T Y V I S I O N 7
C O R E S E R V I C E S 8
202 3 - 2 0 2 7 S T R A T E G I C G O A L S 9 G O A L 1: C O M M U N I T Y C H A R A C T E R
G O A L 2 : Q U A L I T Y O F L I F E A N D S A F E T Y G O A L 3 : S U S T A I N A B I L I T Y A N D T H E N A T U R A L E N V I R O N M E N T G O A L 4 : E C O N O M I C V I T A L I T Y
G O A L 5 : O R G A N I Z A T I O N A L E X C E L L E N C E A N D F I S C A L H E A L T H
A P P E N D I C E S 22
C O M M U N I T Y I N P U T R E P O R T
E X I S T I N G P O L I C I E S & P L A N S
O N G O I N G C A P I T A L P R O J E C T S
D E P A R T M E N T O V E R V I E W S
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2 INTRODUCTION
The City of Carlsbad is ideally situated in north San Diego County, where a great climate, beautiful beaches and lagoons, and abundant natural open space combine with world-class resorts, a thriving and diverse business community, and well planned neighborhoods to create the ideal California experience.
Covering nearly 40 square miles and home to about 115,000 residents, the City of Carlsbad is governed by a five- person City Council who, along with a dedicated workforce led by a professional City Manager, work toward one key purpose: To enhance the lives of all who live, work and play in our city by setting the standard for providing top quality, efficient local government services.
ABOUT THIS PLAN
The purpose of this strategic plan is to focus city
resources to fulfil the Carlsbad community’s vision for the future. For many years, the Carlsbad City Council
engaged in an annual goal-setting process to identify
high priority projects and initiatives toward this end. In 2021, the City Council decided to instead create a 5-
Year Strategic Plan to accomplish several important
objectives:
Focus
The City Council understands that if everything is a priority, then nothing is.
Choosing five goals for a five-year period allows resources to be focused, increasing results.
Momentum
Provide clear and consistent policy direction to city staff, enabling the momentum needed to achieve major goals important to the Carlsbad community.
Alignment
Create better alignment between City Council policy direction and the operational realities of day to day city operations.
Connection
Connect everything the city does to the fulfilment of the community’s vision, from core services to major construction projects to aspirational policy goals.
Accountability
Identify key indicators of success that are measurable and transparent.
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3 STRATEGIC PLANNING PROCESS
The City of Carlsbad engaged The Centre for Organization Effectiveness to assist with the development of the strategic plan. To create the plan, the city took an inclusive approach by inviting a wide range of stakeholders to provide input at multiple milestones during the process.
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4 PLAN STRUCTURE
The 5-Year Strategic Plan includes high level goals, objectives, projects and service commitments that support the Carlsbad Community Vision. Specific work plans and resource allocations are developed each year and included in the city’s annual budget.
Aspirational statement that
supports one or more of the
community values in the
Carlsbad Community Vision
Capital Improvement Program
(major construction) projects
that support goals
Major initiatives/areas of
focus to achieve the goal
Day to day city services that will
continue to be provided at a
high level to achieve the goal
Indicators of success. Things
that can be measured to show
progress
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5 SUCCESSFUL IMPLEMENTATION
This success of this strategic plan depends on everyone involved understanding their roles in realizing the city’s goals over the next five years.
City Council
Provides policy direction, allocates sufficient resources, and limits competing direction that could divert attention from the five goals. Adopts annual budget and work plan that supports 5-Year Strategic Plan.
Boards, Commissions & Committees
Understand the five goals of the strategic plan and create and implement annual work plans to support them.
City Manager
Aligns and deploys resources to achieve the goals of the strategic plan. Ensures all city employees understand how their work supports the 5-Year Strategic Plan. Notifies City Council if adjustments are needed due to unforeseen events and resource constraints.
Informs the City Council if new direction could interfere with achieving the goals of the 5-Year Strategic Plan. Tracks and reports status of key performance indicators and makes operational adjustments as needed to ensure measures will be achieved.
City workforce
Understands how their day to day work supports the 5-Year Strategic Plan. Alerts supervisors of opportunities to increase alignment with the plan goals and potential roadblocks so they can be overcome.
Community members
Learn about the 5-Year Strategic Plan and provide ongoing feedback that will help ensure the five goals are achieved. Engage in the annual budget process to monitor progress and help guide short term priorities for alignment with five goals.
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6 TRANSPARENCY & ACCOUNTABILITY
Alignment with the City Council 5-Year Strategic Plan will become an integral part of everything the city does, highlighted through the following:
Public dashboard
City staff will develop a digital dashboard to track and display progress on strategic plan goals, with a focus on key performance indicators. This dashboard will be available on an ongoing basis and highlighted during the annual budget process.
Annual budget process
During the annual budget process, the City Council will have an opportunity to review the plan’s progress and provide direction on any adjustments and refinements desired, keeping in mind the importance of remaining focused and building momentum around the goals identified in the plan. City staff will propose a work plan and budget each year that focuses on the goals of the 5-Year Strategic Plan.
Goal visibility
City staff will highlight strategic plan goals in staff reports and presentations to the City Council and its boards, commissions and committees. This will help reinforce alignment between the day to day work and the 5-Year Strategic Plan and demonstrate to the public how city resources are supporting the plan.
Adaptation
The 5-Year Strategic Plan is intended to provide consistent focus on five key goals to build the momentum needed to achieve results. However, the city operates in a dynamic environment and must take into account unanticipated needs, changing community priorities and emergencies, all of which could require a different allocation of resources. As such, the City Council may direct staff to update its strategic plan during the five-year implementation period, with the understanding that city staff will inform the City Council of how any updates could affect the achievement of the five priority goals.
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7 CARLSBAD COMMUNITY VISION
Carlsbad is guided by nine core values that make up the community’s vision for the future. These values were identified over 10 years ago through a collaborative process with the community and have been reaffirmed over the years through regular check-ins and ongoing community engagement.
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8 CORE SERVICES
The city fulfills its purpose and supports the Community Vison every day through the collective work and contributions of the city workforce who focus on the core services and functions of municipal government. Even with the best strategic plan, the City of Carlsbad would not be the city it is today without a firm commitment to providing these core services at a very high level of quality. And, from a resource perspective, these ongoing services represent the vast majority of the city’s annual budget.
Without this attention to high quality work and dedicated employees, those who live, work, and play in Carlsbad would not be able to enjoy the parks, trails, open space, libraries, arts, clean and safe water, well-maintained streets, and the peace of mind knowing they are safe.
This plan is focused on achieving five goals over the next five years, and those goals are described in the pages ahead. Ongoing core services and major projects that support the goals are included in each section, along with new initiatives. By including new and ongoing work, this plan helps connect everything the city does, creating more alignment and enabling momentum to build around those things most important to the community.
Even with the best strategic plan, the
City of Carlsbad would not be the city
it is today without a firm
commitment to providing the highest
level of service
Even with the best strategic plan, the
City of Carlsbad would not be the city
it is today without a firm
commitment to providing the highest
level of service
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9 202 3-2027 STRATEGIC GOALS
The Carlsbad City Council has endorsed the Strategic Goals, Objectives, Capital Improvement Projects and Core Services to be prioritized over the next five years. Progress on specific projects and objectives, ongoing service levels, and a variety of Key Performance Indicators, will be tracked and reported on to demonstrate achievement of the Strategic Goals.
In 5 years …
Even though the city has grown and changed, residents agree that it still has the small- town beach community character and connectedness that made them want to live here in the first place. Diverse community members of all ages enjoy participating in the wide array of programs and events offered by the city, where they run into neighbors, meet new friends and, mostly importantly, feel welcome and included.
Key performance indicators _____________________________________________________________
Resident responses to survey questions related to community character Participation in civic engagement opportunities
Participation in city library, arts and recreation programs and events Number of volunteer hours
Strategic objectives _______________________________________________________________________
1 Work with the community to develop a new approach to maintain quality of life while managing growth in Carlsbad, consistent with state law. 2 Develop objective design standards for multifamily housing throughout the city. 3 Create opportunities for more affordable housing in Carlsbad by implementing the policies and programs in the 2021-2029 Housing Element.
4 Work with the San Diego Association of Governments and the North County Transit District to prioritize, determine costs, and work with state and federal representatives to seek funding for preliminary design and technical studies for lowering the railroad tracks in the Village. 5 Develop, implement and promote programs that enhance wellness, socialization, inclusion and active living.
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10 6
Implement the policies and programs in the following city plans based on annual budget appropriations by the City Council:
Age-Friendly Action Plan
Arts & Culture Master Plan
Carlsbad General Plan
Local Coastal Program
Homeless Goal Work Plan
Parks & Recreation Master Plan
Library Strategic Plan
Trails Master Plan
Village and Barrio Master Plan
Homeless Response Plan
Priority Projects __________________________________________________________
The city expects to complete the following work on Capital Improvement projects to support this goal through 2027:
• Complete design work for the Monroe Street Pool Renovation and Replacement Project • Complete design and permitting for the South Carlsbad Boulevard Realignment between Manzano Drive and Island Way
• Complete conceptual design for the South Carlsbad Coastline Project • Complete plans, specifications, bidding and construction of Veterans Memorial Park • Complete conceptual design/master plan and permitting for Robertson Ranch Community Park • Complete conceptual design/master plan for Business Park Recreational Facility (Zone 5 Park) • Complete design and construction of a community garden at Stagecoach Community Park • Complete the installation of additional pedestrian lighting throughout the Village as part of the Carlsbad Village Lighting Study
• Complete a feasibility study to make Tyler Street in the Barrio one-way • Complete construction of five new traffic circles and other traffic calming measures in two other intersections in the Barrio
• Complete a feasibility study for turning part of Grand Avenue into a pedestrian only “Grand Promenade” • Enhance existing crosswalks on Carlsbad Boulevard between Mountain View Drive and Tamarack Avenue • Begin construction of walking, biking and traffic improvements (includes a roundabout at the intersection of Cannon Road and Carlsbad Boulevard), and a new blufftop gathering area in the Terramar area • Implement a new intelligent parking program in the Village • Initiate the installation of new pedestrian lighting along main sidewalks in the Barrio • Enhance bike lanes by adding green paint to conflict areas at various locations citywide including Carlsbad Boulevard, La Costa Avenue, Cannon Road and Jefferson Street • Audio-visual upgrade/replacement for Schulman Auditorium and Cannon Gallery
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11 Core services _____________________________________________________________________________
The city will maintain the following high levels of service annually in support of this goal:
• Maintain 432 acres of community parks and special use areas, and 51 miles of open space trails • Provide a diverse array of affordable recreation, library and arts programs, classes and events for all ages • Operate four community centers and a senior center, open a total of approximately 17,000 hours annually • Operate two aquatic centers with programming for all ages and abilities • Host special events throughout the year to bring the community together • Maintain three library locations, open a total of 7,600 hours annually • Circulate over 800,000 library materials annually
• Manage a rental assistance program serving 600 lower income households • Provide 35,000 meals via the senior nutrition program annually • Address approximately 1,200 code enforcement cases annually, including those related to public safety • Process an average of 4,500 building permits and conduct over 18,000 building inspections each year
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12 In 5 years …
The City of Carlsbad remains one of the safest cities in the region due to new investments in fire and emergency medical services and a well-equipped and highly trained Police Department that enjoys excellent relationships with the community. Critical infrastructure like roads and pipes are well-maintained, while parks, community centers, libraries and other facilities reflect the community’s high standards.
Key performance indicators _____________________________________________________________
Resident responses to survey questions related to safety, quality of life, city services and amenities Carlsbad crime statistics
Emergency response times
Condition of city assets like roads, parks and buildings Indicators to be identified in an updated Homeless Response Plan that show progress addressing homelessness, such as:
o Number of persons placed in temporary or permanent housing o Number of persons who received services
Strategic objectives _______________________________________________________________________
1 Enhance the quality of life for everyone in Carlsbad by adopting and implementing an updated Homeless Response Plan that addresses the complex needs of individuals experiencing, or at risk of experiencing homelessness in a compassionate and effective manner and reduces the impacts of homelessness on the community.
2 Foster strong relationships between community members and members of the Police Department, including the formation of a community-police engagement commission. 3 Bring Fire Department up to Standards of Cover to ensure the city is prepared to meet the community’s changing fire and emergency medical needs.
4 Manage, maintain and enhance the city’s roadway to provide a safe, efficient and cost-effective multi-modal transportation system.
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13 5 Implement the policies and programs in the following city plans based on annual budget appropriations by the City Council:
Age-Friendly Action Plan
Asset Management Master Plan
Carlsbad General Plan
Community Development Block
Drainage Master Plan
Grant Consolidated Plan
Fire Department Standards of
Coverage
Homelessness Goal Work Plan
Homeless Response Plan
Parks & Recreation Department Master Plan
Public Housing Authority Plan
Recycled Water Master Plan
San Diego County Multi-Jurisdictional Hazard
Mitigation Plan
SCADA Master Plan
Urban Water Management Plan
Wastewater Master Plan
Water Master Plan
Priority projects __________________________________________________________________________
The city expects to complete the following work on Capital Improvement projects to support this goal through 2027:
• Complete Palomar Airport Road and College Boulevard Improvements • Complete traffic calming project on Tamarack Avenue from Skyline Avenue to Adams Street • Complete traffic calming projects at various locations in the city including Victoria Avenue, Monroe Street, Highland Drive, Nueva Castilla, Celinda Drive, Circulo Sequoia, Park Drive, Hummingbird Road and Black Rail Road per the Carlsbad Residential Traffic Management Program • Complete El Camino Real widening from
o Poinsettia Lane to Camino Vida Roble
o Arenal Road to La Costa Avenue
o Sunny Creek Road to Jackspar Drive
• Complete reconfiguration of right turn lane from northbound El Camino Real to eastbound Alga Road. • Initiate construction to repair and upgrade beach access stairs and upper sidewalk between Pine and Tamarack avenues
• Initiate projects as part of the Utility Undergrounding Program, in coordination with San Diego Gas & Electric and other utility providers
• Complete Avenida Encinas Coastal Rail Trail and pedestrian improvements • Complete design of Carlsbad Boulevard and Tamarack Avenue pedestrian improvements • Initiate project to improve Americans with Disabilities Act beach access from Pine to Tamarack avenues • Complete Avenida Encinas and Palomar Airport Road pedestrian improvements • Initiate design of Carlsbad Boulevard pedestrian lighting improvements between Tamarack Avenue and State Street, in coordination with SDG&E
• Complete design of La Costa Avenue traffic improvements • Complete Melrose Drive right turn lane to westbound Palomar Airport Road • Complete traffic signal modifications at Maverick Way and Camino De Los Coches • Evaluate new intersection control at Camino De Los Coches and La Costa Avenue Feb. 24, 2026
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14 • Complete improvements to Christiansen Way
• Complete design of Valley Street traffic calming between Magnolia and Chestnut avenues • Complete design of Chestnut Avenue complete street improvements between Valley Street and Pio Pico Drive
• Complete design of Chestnut Avenue complete street improvements between I-5 and the railroad tracks • Complete design of street improvements for State Street and Grand Avenue • Complete construction of Fire Station 2
• Complete construction of temporary Fire Station 7
• Identify site and complete preliminary design for permanent Fire Station 7 • Complete the design of new walking, biking and traffic improvements on Valley Street between Magnolia and Chestnut avenues
• Begin construction of walking, biking and traffic improvements on Kelly and Park drives by Kelly Elementary School and initiate Safe Routes to School program • Complete Local Roadway Safety Plan and start implementation • Complete construction of retaining wall, drainage and street improvements on Park Drive from Bayshore Drive to just west of Marina Drive
• Work to expand homeless shelter capacity at La Posada de Guadalupe
Core services _____________________________________________________________________________
The city will maintain the following high levels of service annually in support of this goal:
• Respond to approximately 100,000 police calls for service annually with a response time for priority one calls that is lower than the national average of six minutes • Maintain a 24/7 dispatch center that answers approximately 36,000 9-1-1 calls annually • Complete investigations for violent crimes, property crimes, fraud and financial crimes, auto theft, juvenile crime, elder abuse and child abuse
• Provide canine units, bicycle patrol, crisis negotiations, bilingual services, and mental health assistance teams
• Participate in regional task forces that focus on narcotics and gangs • Provide school resource officers to middle and high schools • Provide rangers to protect safety in parks, on beaches and city trails • Maintain a SWAT capability that assists with high-risk situations • Support public safety at approximately 30 special events annually • Inform the community about crime prevention, fire prevention and traffic safety including educating the public on e-bike safety
• Respond to about 14,000 Fire Department incidents and transport about 6,500 patients to local hospitals for care
• Perform over 350 beach rescues annually while also providing about 25,000 actions aimed at preventing beach emergencies to the more than 750,000 visitors to Carlsbad beaches Feb. 24, 2026
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15 • Conduct over 3,500 fire inspections to limit the community’s risk through preventive actions • Complete over 750 plan reviews for fire prevention
• Supply and maintain 4,441 fire hydrants citywide
• Provide homeless response services including social worker and housing placement services, hotel vouchers, and encampment cleanups
• Maintain over 450 city-owned fleet vehicles so city services run seamlessly • Repair over 30,000 square feet of sidewalk and asphalt annually • Maintain 350 miles of streets
• Maintain 342 acres of community parks and special use areas • Provide 4.8 billion gallons of drinking water to more than 30,000 homes and businesses each year with 455 miles of pipeline, 17 pressure zones, 71 pressure regulating stations, three pumping stations, 14,369 valves and over 30,000 potable meters
• Manage the recycled water system’s three storage tanks, four pump stations, three pressure reducing stations, five pressure zones, 95 miles of pipelines, 815 valves, 961 meters and water recycling plant • Manage a sewage collection system that includes 11 wastewater lift stations and wet wells, 265 miles of mainlines and 6,056 access holes
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16 In 5 years …
Thanks to the city’s strategic approach to environmental sustainability, Carlsbad is seen as a model for how to leverage partnerships and innovation to achieve climate and environmental goals. City residents and businesses feel supported in their own environmental sustainability efforts, whether it’s complying with new mandates or taking advantage of opportunities to go above and beyond. As a result, the city has met or exceeded goals for eliminating greenhouse gas emissions, reducing what goes to landfills, keeping creeks, lagoons and the ocean clean, and protecting native habitat and natural open space.
Key performance indicators _____________________________________________________________
Greenhouse gas emissions
Lagoon and ocean water quality
Reduction in materials going to the landfill
Community compliance with environmental regulations
Acres of habitat managed, restored and preserved
Percentage of the city fleet powered by hybrid or electric vehicle technology Percentage of energy for city operations using clean sources
Strategic objectives _______________________________________________________________________
1 Research and evaluate a Climate Adaptation/Sustainability Plan to address the impacts of climate change, including but not limited to extreme heat, drought, erosion, flooding and wildfire. 2 Transform roadways and implement programs that provide options to move around Carlsbad, such as walking and biking, that reduce the city’s greenhouse gas emissions. 3 Increase citywide electric vehicle charging infrastructure and transition all passenger fleet vehicle purchases after FY 2022-23 to be electric vehicles, with the exception of public safety vehicle purchases, which will be electric where feasible.
4 Seek grant funding to develop a Sea Level Rise Adaptation Plan (following Coastal Commission approval of the 2021 comprehensive update to the city’s Local Coastal Program). 5 Develop partnerships with nonprofit, academic and other non-governmental organizations to leverage environmental sustainability efforts and programs. 6 Implement the policies and programs in the following city plans based on annual budget appropriations by the City Council:
Carlsbad General Plan
Climate Action Plan
Community Forest Management Plan
Habitat Management Plan
Integrated Pest Management Plan
Jurisdictional Urban Runoff
Management Plan
Local Coastal Program
Sustainable Materials Management and
Implementation Plan
Sustainable Mobility Plan
Water Quality Improvement Plan
Preserve Management Plan
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17 Priority projects __________________________________________________________________________
The city expects to complete the following work on Capital Improvement projects to support this goal through 2027:
• Meet implementation goals for the Sustainable Mobility Plan • Complete Maerkle Reservoir Solar Project
• Complete Trash Amendment Compliance Program improvements • Complete preliminary design and permitting for the South Carlsbad Boulevard Realignment between Manzano Drive to Island Way
Core services _____________________________________________________________________________
The city will maintain the following high levels of service annually in support of this goal:
• Oversee the management of a 6,200 acre preserve system that protects native species and habitats • Protect, manage and maintain urban forests and undeveloped open space • Protect creeks, lagoons, and ocean by implementing the storm water permit, preventing sanitary sewer overflows, and preserving and restoring natural open space • Ensure areas of open space and the natural environment support sustainable access to recreation and active, healthy lifestyles
• Implement waste reduction and waste diversion programs • Remove approximately 1,000 tons of debris that otherwise would pollute the city’s storm drain system • Ensure permit compliance through inspections of construction projects and the storm drain system • Meet all stormwater regulatory requirements with zero violations • Oversee contracted trash and recycling services for over 30,000 households and over 1,700 businesses in Carlsbad and ensure compliance with organics waste requirements • Secure final approvals from the California Coastal Commission and implement updated Local Coastal Program
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18 In 5 years …
The City of Carlsbad has a strong and diverse economy that combines a thriving small business community with leading industries of the future. Smart, talented professionals want to work here, and entrepreneurial leaders want to invest in their own startup ventures. Those looking to grow their skills will find opportunities for workforce development in Carlsbad. Carlsbad has excellent relationships with key industries, business organizations, other cities in the region, and academic institutions. By achieving this goal, the city as a whole is financially stable and more residents have the jobs they want right in their own backyards.
Key performance indicators _____________________________________________________________
Ratings from local businesses through a scientific survey Carlsbad unemployment rate
Size of Carlsbad’s GDP
Sales and hotel tax revenue
Indicators to be identified in a new Economic Development Strategic Plan
Strategic objectives _______________________________________________________________________
1 Create a strategic approach for a vibrant economy that includes talent & workforce strategies, small business assistance, inclusive growth & diverse business support, key industry cluster development, and fostering an ecosystem for startups & entrepreneurs to thrive. 2 Provide resources to grow and support key industries in Carlsbad’s economy. 3 Support the long-term viability of Small Businesses, Startups & Entrepreneurs in partnership with local and regional collaborators.
4 Implement the policies and programs in the Carlsbad General Plan and Economic Development Strategic Plan based on annual budget appropriations by the City Council.
Core services _____________________________________________________________________________
The city will maintain the following high levels of service annually in support of this goal:
• Support more than 25 business expansion, attraction, and retention projects in Carlsbad’s key industries. • Manage lamp post banner program to beautify seven retail, commercial, and community areas in the city to help create a sense of place and support small businesses. • Connect talent to local business through the Life in Action campaign featuring more than 240 local companies, and generating around 45,000 views.
• Develop a talent recruitment program that directly connects at least 175 job seekers with local Carlsbad companies.
• Maintain partnerships with local and regional business support organizations, bringing collaborative operations to Carlsbad.
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19 In 5 years …
Following the creation of a 5-Year-Strategic Plan, the City Council, the community and city employees have remained aligned around common goals. This sustained focus has not only generated measurable results, it has translated into operational efficiencies and cost savings. The very best in their fields want to work for the City of Carlsbad because of the culture that has been created around innovation, inclusivity and engagement. The city’s financial health has been maintained while meeting or even exceeding the community’s high expectations for service delivery. Investments in technology have led to enhanced efficiency, transparency, accountability and value.
Key performance indicators _____________________________________________________________
General fund balance and reserves
City credit rating
Pension funding
Customer satisfaction
Internal operation standards and measurements
Information Technology incidents and outages
Strategic objectives _______________________________________________________________________
1 Develop and implement a performance tracking, management and reporting program for the 5- Year Strategic Plan.
2 Foster a culture of continuous improvement that equips the organization to deliver excellent service to the community.
3 Maintain the city’s fiscal health and sustainability. 4 Model trust, ethics and civility.
5 Attract and retain a talented, diverse and engaged workforce. 6 Achieve CalPERS funded status of 80% or greater (Council Policy No. 86) in each of the next five years.
7 Implement the policies and programs in the following city plans based on annual budget appropriations by the City Council:
Annual City Budget
Capital Improvement Program
City Council Code of Ethics
Connected Carlsbad
Diversity, Equity & Inclusion Work Plan
Real Estate Strategic Plan
Strategic Digital Transformation Investment Plan
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20 Priority projects __________________________________________________________________________
By 2027, the city will accomplish the following in support of this goal as resources allow:
• Complete Fleet Maintenance Facility refurbishment
• Complete design and construction of the Orion Center (centralized public works yard) • Complete conceptual design for new City Hall and Civic Center • Complete the Police & Fire Headquarters Renovation including the Emergency Operations Center Reconfiguration
• Initiate design for construction of a new public works storage facility • Complete feasibility study to identify the need and location for Fire Administration offices • Research, evaluate and implement a Section 115 Pension Trust • Core System Consolidation
• Expansion of the Digital Information Network
• Implementation of an Enterprise Asset Management System • Implementation of cutting edge Computer Aided Dispatch system with a real time crime center • Implement new tools for citywide project management
• Build a data driven decision making platform and training program
Core services _____________________________________________________________________________
The city will maintain the following high levels of service annually in support of this goal:
• Prepare a realistic and fiscally sound annual city budget each year that follows all best practices • Monitor the city’s fiscal health and provide regular reports to the City Council and the public • Process over 40,000 outgoing payments to vendors and service providers annually • Issue over 10,000 business licenses annually
• Issue over 41,000 payments to employees annually
• Respond to approximately 600 public records act requests • Conduct biennial review and re-affirm policy commitment to Code of Ethics • Operate a fraud and abuse reporting system for employees • Handle scheduling, public noticing and other support for over 170 public meetings • Maintain the city’s website, which includes about 1,000 pages of information about city programs and services
• Create ongoing opportunities for community engagement • Ensure Carlsbad’s interests are represented with our state and federal lawmakers and oversee regional collaboration efforts, such as participation in the Clean Energy Alliance, SANDAG, and NCTD • Process approximately 6,000 job applications and support leadership in onboarding new staff • Oversee learning and development opportunities for staff as well as ensure completion of mandatory training
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21 • Deliver technology services to city users including thousands of endpoint devices • Support digital network services to city staff and guests over a 200 Gb backbone • Manage the city’s cybersecurity risk with cutting edge technology, processes and policies • Provide effective project management of technology service implementations • Maintain portfolio of over 200 business applications used to facilitate effective service delivery by city staff
• Manage the city’s real estate and properties to maximize taxpayer value
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22 APPENDICES
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23 COMMUNITY INPUT REPORT
For more information on the Community Input Report, please visit the city website:
www.carlsbadca.gov/input
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24 EXISTING POLICIES & PLANS
The City of Carlsbad has a number of policies and plans already in place. Some are required by regulations; others address a previous City Council goal or best practice in the industry. Each plan contains existing actions and timelines, which are not repeated in this strategic plan. Instead, they are referenced below and in each goal section so the reader can gain a fuller appreciation for the breadth of work taking place to support the five key goals of this strategic plan.
RELATED GOALS
Last
update
Next
update
Age-Friendly Action Plan 2021 2026
Annual Operating Budget 2022 Annual
Arts & Culture Master Plan 2018 2028
Asset Management Master Plan 2019 N/A
Capital Improvement Program 2022 Annual
City Council Code of Ethics 2021 Annual
City Council Homelessness Goal Work Plan 2022 Annual
Continuity of Operations Plan 2021 2026
Climate Action Plan 2020 2024
Community Development Block Grant Plan 2020 2025
Community Forest Management Plan 2019 N/A
Connected Carlsbad 2020 N/A
Department of Homeland Security Community
Resilience Indicator Analysis (2020)
2020 N/A
Diversity, Equity & Inclusion Workplan 2022 2024
Drainage Master Plan 2008 2024
Fire Safety Regulations 2019 2025
Carlsbad General Plan 2015 2023
Growth Management Plan 1986 2023
Habitat Management Plan 2004 N/A
Homeless Response Plan 2017 2022
Housing Element 2021 2029
HUD Consolidated Five Year Plan 2020 2025
Integrated Pest Management Plan 2017 N/A
Jurisdictional Runoff Management Plan 2021 2025
Library Strategic Plan 2016 2023
Parks & Recreation Department Master Plan 2015 2023
Preserve Management Plan 2022 2027
Public Housing Authority Administrative Plan 2016 N/A
Real Estate Strategic Plan 2017 2022
Recycled Water Master Plan 2019 2026
San Diego County Multi-Jurisdictional Hazard
Mitigation Plan
2017 2022
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25 RELATED GOALS
Last
update
Next
update
SCADA Master Plan 2019 N/A
Local Coastal Program, Sea Level Rise Analysis 2021 TBD Standards of Cover (Fire Department) 2020 N/A
Strategic Digital Transformation Investment Plan 2022 Annual Sustainable Materials Management Plan 2019 Annual
Sustainable Mobility Plan 2021 2023
Trails Master Plan 2019 N/A
Urban Water Management Plan 2020 2025
Village & Barrio Master Plan 2021 2023
Wastewater Master Plan 2019 2024
Water Master Plan 2019 2024
Carlsbad Watershed Management Area Water
Quality Improvement Plan
2021 2025
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DEPARTMENT OVERVIEWS
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Department overviews
City departments do work every day that supports the overall city mission and the City Council’s 5-Year Strategic Plan. The following pages provide an overview of some of the key functions of city departments, key activities, staffing and budgets, based on fiscal year 2022-23.
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AT A GLANCE
Human Resources Finance Information Technology Internal Auditor Full-time staff
87 $26.2 million
ANNUAL BUDGET
Administrative services includes departments that handle the day-to- day business functions of the city.
As a steward of the city’s assets and liabilities, the Finance Department sets and implements a strategic financial management plan, ensuring the city makes sound financial decisions.
The Information Technology Department supports the technology needs of all city departments to help them meet their goals, builds technology infrastructure and ensures the public has access to digital city systems, such as online permitting and public records. The Human Resources Department helps ensure the city can provide the highest level of service to the public by recruiting and training a nimble, talented and professional workforce.
Manage annual budget
$342.2M
10,000
Computer help desk
requests fulfilled
6,000
Job applications processed
Budget Excellence Award
Excellence in Financial
Reporting Award
Government Finance
Officers Association
#1
40,000
Vendor payments
processed
151
Workforce trainings
Administrative Services
1635 Faraday Ave. | Carlsbad, CA 92008 | 442-339-2440
Administrative Services
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Community Development
Building permits valued
at more than $132M
Professional staff
696
Carlsbad Planning
Commission
Advised by
52 $10.4 million
ANNUAL BUDGET
1,131
Engineering permits
1,200
Code enforcement
cases
Residential housing units
approved, including 116
low-income units
4,500
18,000
Building
inspections
Planning Permits Code enforcement Building inspections Community Development oversees the delivery of land
development programs and services complying with adopted codes and engineering standards, maintains and updates the city’s land use regulations and ensures new growth and development
complies with established regulations, provides guidance and reviews projects for conformance with state and local building standards, and helps maintain safe and healthy living and working conditions for the members of the community through code enforcement
Community Development
1635 Faraday Ave. | Carlsbad, CA 92008 | 442-339-2710 | [email protected]
AT A GLANCE
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Oversee private development
project construction
Employees
16 $3.3 million
ANNUAL BUDGET
TYPES OF
CAPITAL IMPROVEMENT PROJECTS
Transportation
The Construction Management & Inspection Department ensures safe construction of Capital Improvement Program and private development projects in compliance with legal, regulatory and contractual requirements.
Parks
Construction Management & Inspection
1635 Faraday Ave. | Carlsbad, CA 92008 | 442-339-2780 | [email protected] Facilities
Water
Sewer and
drainage
Manage city
construction projects
AT A GLANCE
Construction Management &
Inspection
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Professional staff
17 $5.1 million
ANNUAL BUDGET
6,200
Acres of open
space preserved
30,000
1,700
households
businesses
Surpassed the Climate Action
Plan’s 2020 target to reduce
greenhouse gas emissions
4% below 2012 levels
Manage trash and
recycling services contract
Environmental Sustainability
1635 Faraday Ave. | Carlsbad, CA 92008 | 442-339-2729 | [email protected] The Environmental Sustainability Department is responsible for environmental regulation compliance review and monitoring, implementing the Climate Action Plan, assembling and conserving a citywide habitat preserve system, executing the waste reduction and recycling program, protecting creeks, lagoons, and ocean, and ensuring the use of open space and the natural environment support access to recreation and active, healthy lifestyles.
Trash & recycling Habitat preservation Climate Action Plan Clean oceans & lagoons
AT A GLANCE
Environmental Sustainability
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Fire Operations Emergency Medical Fire Prevention Emergency Preparedness Lifeguard Beach rescues
Fire inspections
Professional staff
3,500
350
123
$37.8 million
ANNUAL BUDGET
14,000
Respond to
The Fire Department enhances the quality of life for all who live, work, and play in the city through excellence in emergency and support services.
Fire Administration provides leadership, strategic planning, and organizational support across all department programs.
Emergency Operations is an all-hazard first responder agency safeguarding lives, property, and the environment.
Community Risk Reduction & Resiliency mitigates all types of hazardous conditions and ensures incident response readiness. 6,500
Hospital transports
Fire Department
City Hall | 1200 Carlsbad Village Drive | Carlsbad, CA 92008 6 Fire stations
Incidents
AT A GLANCE
Fire Department
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Facility maintenance Vehicle maintenance
Professional staff
35 $15.6 million
ANNUAL BUDGET
450
City-owned fleet
vehicles
The Fleet & Facilities Department maintains city-owned
vehicles and facilities. The city’s fleet consists of 456 vehicles and equipment necessary to complete the city’s mission of delivering quality and efficient services. The fleet
maintenance and replacement programs enable
departments to achieve their operational mission in a safe, efficient manner.
Fleet & Facilities Department
405 Oak Ave. | Carlsbad, CA 92008 | 760-434-2980
Facility maintenance
jobs completed
1,539
Named Top 50 Leading Fleets
nationwide by Government Fleet
magazine and the American Public
Works Association
Custodian services
at all city facilities
Transforming city
fleet through electric
and hybrid vehicles
AT A GLANCE
Fleet & Facilities
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Housing assistance
Affordable units
in progress
Households provided
rental assistance
Professional staff
550
200
CARLSBAD HOUSING
COMMISSION
Advised by
16 $11 million*
ANNUAL BUDGET
2,800
Affordable housing
units built
Formed
July 2021
▶ Preserve and increase availability of affordable housing units in the community
▶ Provide rental assistance and homeownership opportunities to lower income households
▶ Devote local resources to prevent and reduce homelessness ▶ Maintain quality of life of residents and reduce the impact of homelessness on the community
▶ Create critical services for people in need
▶ Distribute grants that enhance the community
$52 MSINCE 1993
Invested in affordable
housing
15%
of new units set aside as
affordable
*$7 million from federal funding
Homeless services Affordable housing Community assistance
AT A GLANCE
Housing & Homeless Services
Housing & Homeless Services
City Hall | 1200 Carlsbad Village Drive | Carlsbad, CA 92008 | 442-339-2810 | [email protected] 36 Feb. 24, 2026
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Economic growth Business attraction Partnerships Data-driven decision Professional staff
25 Golf Lodging Business
Improvement District
9 $2.5 million
ANNUAL BUDGET
240
Business expansion,
attraction and
retention projects
175
45,000
Tourism Business
Improvement District
Companies
featured
views
Job seekers connected
with local companies
Innovation & Economic Development
1635 Faraday Ave. | Carlsbad, CA 92008 | 442-339-2222 | [email protected] GIS
Mapping
AT A GLANCE
Innovation & Economic
Development
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Visual and performing arts Circulation services Digital initiatives Adult & teen services Full-time staff
51 $14.1 million
ANNUAL BUDGET
The Library & Cultural Arts Department provides community members with access to high quality resources and services to inform and enrich individual and community life. With three locations, the library provides services such as administration, digital initiatives and special projects, circulation services, adult and teen services, genealogy and Carlsbad history services, children’s services, collections and technical services, outreach, literacy and bilingual services and is the community destination for information, enjoyment of reading, lifelong learning and cultural enrichment.
The Cultural Arts Office plans, promotes and carries out visual and performing arts programs, arts education activities, temporary and permanent public art and other cultural offerings to promote a thriving, diverse and creative city.
85 Bilingual program
offerings
Arts Commission
Library Board of Trustees
Historic Preservation
Commission
Advised by
Library materials
circulated
800,000
110,000
Sessions on public
computers
Cannon art
gallery exhibits
4 TGIF
Concerts in
the Park
9 Library & Cultural Arts
1200 Carlsbad Village Drive | Carlsbad, CA 92008 | 442-339-2049 | [email protected]
AT A GLANCE
Library & Cultural Arts
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Parks & trails Aquatics Sports Classes & camps Senior services Recreation programs
Full-time staff
3,270
59 $21.2 million
ANNUAL BUDGET
339
Acres of community
parks and special-use
areas
The Parks & Recreation Department provides community members with access to indoor and outdoor recreational opportunities and conserves open space for resident and visitor use. Through the services provided by the department, community members have access to 41 community parks and special use areas and over 51 miles of open space trails, as well as a variety of programs and services that support health and wellness.
67+
Miles of trails
Parks & Recreation Commission,
Beach Preservation Commission
Senior Commission
Advised by
Aquatic programs Community centers
open 17,000 hours a
year
35,000 senior
nutrition program
meals
Two pools
715
AT A GLANCE
Parks & Recreation
Parks & Recreation
1200 Carlsbad Village Drive | Carlsbad, CA 92008 | 442-339-2826 | [email protected] 39 Feb. 24, 2026
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Patrol Investigations Homeless Outreach SWAT Crime Prevention Minutes of response time
for highest priority calls
Dispatch center Full-time staff
24/7 5.2 187
$51.2 million
ANNUAL BUDGET
100,000
Calls for service
The Carlsbad Police Department is a full-service police department that prides itself on its strong partnership with the community and high service levels. These field services include patrol, traffic, canines, lagoon patrol, and police rangers to respond to emergencies and non-emergencies as well as
professionals that make up the following expert teams: Crime Suppression Team, Homeless Outreach Team, SWAT Team, Crisis Negotiation Team, Investigations Division, Family Services, Communications and Records. Through the hard work and
dedication of the men and women of the Police Department, and the support of council members and the community, the city continues to be a safe community to live, work and play.
School crossing
guards
Police Department
2560 Orion Way | Carlsbad, CA 92010 | 442-339-2100 | [email protected] 36 Park ranger
program
AT A GLANCE
Police Department
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Office of the
City Council
Email updates to
community
Public records
requests fulfilled
Professional staff
600
550
34 $8.5 million
ANNUAL BUDGET
170
Public meetings
The City of Carlsbad follows a council-manager form of government, in which elected City Council members provide direction on the policies and regulations that govern the operations of the city. The Policy & Leadership branch includes the following areas:
• Office of the City Council
• Office of the City Treasurer (elected)
• Office of the City Manager
• Office of the City Attorney
• Office of the City Clerk (elected)
• Communication & Engagement
The Office of the City Manager handles administration and oversight of the city organization, including hiring the city workforce, supervising city departments and ensuring the City Council’s policy priorities are met.
Legislative affairs
Office of the
City Manager
Office of the
City Attorney
Office of the
City Clerk
Communication
& Engagement
Policy & Leadership
City Hall | 1200 Carlsbad Village Drive | Carlsbad, CA 92008 | 442-339-2820 | [email protected]
AT A GLANCE
Policy & Leadership
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Transportation and Streets and Storm Drains Traffic Transportation Planning Drainage Engineering and Mobility
Streetlight and electrical
maintenance repairs
Employees
272
TRAFFIC & MOBILITY
COMMISSION
Advised by
43 $13.1 million
ANNUAL BUDGET
350
Miles of streets maintained
The Transportation Department is responsible for maintaining and improving the city’s road infrastructure to keep people moving; enhancing mobility and safety citywide through
ongoing transportation planning, streets and traffic engineering, streets maintenance and signal operations; providing
maintenance and posting of street signs, street legends, striping, graffiti and trash removal, pothole and sidewalk repairs. The department also maintains storm drain infrastructure such as gutters and pipes under city streets.
Traffic signals operated
and maintained
180
1,000
Tons of debris removed
from streets
AT A GLANCE
Transportation
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Water services Wastewater services Drainage system Average water use
down since 2008
Gallons of safe water
provided Professional staff
4.8 billion
48%
64 $77.9 million
ANNUAL BUDGET
30,405
Homes and businesses
served
The Utilities Department provides safe and reliable water and wastewater services while protecting the natural environment and meeting regulatory requirements. The department provides community members with access to safe drinking water,
wastewater collections, and recycled water for a greener Carlsbad.
The Utilities Department also promotes water conservation and access to diversified and local water sources to supplement imported water.
MAINTAINED
434 miles of water pipelines
265 miles of sewer pipelines
83 miles of recycled pipeline
Meets all state and
federal drinking water
quality standards
Utilities Department
5950 El Camino Real | Carlsbad, CA 92008 | 442-339-2722 | [email protected]
AT A GLANCE
Utilities
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Exhibit 2
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City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 2 Introduction
On Oct. 11, 2022, the City Council approved a 5-year Carlsbad Strategic Plan (2023-2027) to focus city resources
toward fulfilling the Carlsbad community’s vision for the future. The plan includes high-level goals, objectives, priority projects and service commitments.
The five goals in the plan are:
• Community character: Maintain Carlsbad’s unique community character and connectedness • Quality of life and safety: Prioritize the safety and well-being of the community • Sustainability and the natural environment: Protect the environment and natural resources • Economic vitality: Foster a healthy local economy
• Organizational excellence and fiscal health: Be a model for effective and efficient local government
This update provides information on the Strategic Plan Objectives and Priority Projects and the actions that have been taken to support them. The resources to implement the 5-year Strategic Plan are approved each year through the annual city budget process.
Annual check in
This report mainly covers actions through Dec. 31, 2025. In addition to providing an update on actions completed and those planned for the year ahead, the report provides a snapshot of which objectives and priority projects are completed or on track to be complete during the current planning period and which are not, as indicated by the symbols described below. This will allow the City Council to consider options for reprioritizing work, adding resources, adjusting timelines, or some combination of those. The report also identifies projects that have been changed or are no longer proceeding due to prior City Council direction. Resources approved in the FY 2026-27 city budget will support city efforts to advance the plan in the coming year.
Achieved or exceeded Strategic Plan target
On track to meet Strategic Plan target
Not on track to meet Strategic Plan target
Work stopped due to City Council direction
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City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 3
Goal: Community Character
Maintain Carlsbad’s unique community character and connectedness
5-year vision
Even though the city has grown and changed,
residents agree that it still has the small-town
beach community character and connectedness
that made them want to live here in the first
place. Diverse community members of all ages
enjoy participating in the wide array of programs
and events offered by the city, where they run
into neighbors, meet new friends and, mostly
importantly, feel welcome and included.
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City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 4
Objective 1
Work with the community to develop a new approach to maintain quality of life while managing growth in Carlsbad, consistent with state law.
What’s been done
3/8/22 City Council formed the Carlsbad Tomorrow Growth Management Citizens Committee to make recommendations for future growth management program
3/30/22 Citizens Committee held first of 15 meetings
4/20/23 Citizens Committee completed its work, issuing recommendations for the City Council’s consideration
7/18/23 City Council accepted the Citizens Committee recommendations 7/19/23 Staff began work on an implementation plan based on the City Council’s direction 11/19/24 City Council approved the implementation plan to amend the growth management program 4/15/25 City Council received an update on recent state housing laws and how they could affect Carlsbad
11/6/25
Awarded contract to consultant to complete comprehensive evaluation of funding for public facilities infrastructure, ensuring that city-imposed fees and taxes are sufficient to support both current and future development needs
What’s next
Summer
2026
City Council to consider recommended amendments to city policy documents and ordinances governing the growth management program
Summer
2027 City Council to consider recommended amendments to public facility development impact fees
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City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 5
Objective 2
Develop objective design standards for multifamily housing throughout the city.
What’s been done
3/8/22 City Council formed a citizens committee to provide input on Village & Barrio design standards 4/25/22 Committee held first of four meetings
7/19/23 Planning Commission recommended City Council approval of objective design standards to apply citywide and those specific to the Village & Barrio areas 8/29/23 City Council approved both citywide and Village & Barrio-specific objective design standards 1/3/24 Submitted objective design standards to the California Coastal Commission for review 11/6/24 Planning Commission reviewed first project subject to the new design standards 1/28/25 City Council reviewed and approved first project subject to the new design standards 2/6/25 Coastal Commission approved citywide and Village & Barrio objective design standards with minor amendments (for applications located within the Coastal Zone) 5/20/25 City Council approved the Coastal Commission’s proposed modifications to the Village & Barrio and citywide objective design standards
6/20/25 Objective design standards took effect in the Coastal Zone
What’s next
Ongoing Planning Commission and/or City Council to consider development applications for multifamily housing subject to the established objective design standards Feb. 24, 2026
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City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 6
Objective 3
Create opportunities for more affordable housing in Carlsbad by implementing the policies and programs in the 2021-2029 Housing Element.
What’s been done
3/22/22 City Council adopted amendments to Inclusionary Housing Policy and in lieu fee 5/23/23 City Council adopted Zoning Ordinance amendments to encourage development of accessory dwelling units and received a report on permit-ready accessory dwelling unit (ADU) plans 6/1/23 Staff launched awareness campaign for availability of ADU plans 1/30/24 City Council approved rezoning 16 properties to accommodate Carlsbad’s share of the region’s housing needs
8/20/24 City Council adopted an ordinance to prohibit smoking in multi-unit housing 9/1/24 Staff began outreach efforts to raise awareness of new rules under the smoke-free multi-unit housing ordinance
2024 Added 159 new affordable units to the city in 2024 2024 As part of the Affordable Housing Resale program, nine at-risk lower-income units were acquired and eight were resold to eligible low-income buyers 1/1/25 Smoke-free multi-unit housing ordinance went into effect 8/15/25 Coastal Commission approved rezoning of seven properties in the Coastal Zone to accommodate Carlsbad’s share of the region’s housing needs 12/9/25 City Council approved modifications requested by the Coastal Commission and corrected mapping errors on four properties
2025 Added 73 new affordable units to the city in 2025
2025
Four at-risk lower-income units were acquired and resold to low-income buyers through the Affordable Housing Resale program, including one unit that was added to the program this year - since the program began in 2021, 27 units have been acquired and 26 have been resold
What’s next
Early 2026
City Council to consider proposed updates to Real Estate Strategic Plan, including a staff recommendation to allow residential development on city-owned sites and incorporate a high- level of affordable units (at least 40% of residential units) Ongoing Staff to continue implementing Housing Element policies and programs and p rovide annual Housing Element progress reports to the City Council
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City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 7
Objective 4
Work with the San Diego Association of Governments and the North County Transit District to prioritize, determine costs, and work with state and federal representatives to seek funding for preliminary design and technical studies for lowering the railroad tracks in the Village.
What’s been done
2022-2026 City Council Members, staff and consultants engaged in direct federal, state and local government advocacy
6/13/23 City Council appropriated $5.22 million in FY 2023-24 to fund a local match for grant opportunities
4/28/24 Staff submitted FY 2025 federal funding request to Congressman Levin and Senator Padilla 5/3/24 Staff toured the San Gabriel and Alameda Corridor railroad trenches with the San Diego Association of Governments (SANDAG) and the North Couty Transit District (NCTD) 6/25/24
City Council approved a Memorandum of Understanding (MOU) with SANDAG and NCTD to jointly pursue grant funding and committing to provide up to $5.22 million in local matching funds
6/27/24 U.S. House of Representatives FY 2025 Transportation, Housing, and Urban Development appropriations bill passed with $850,000 in community project funding 9/10/24 Partnered with SANDAG and NCTD to apply for U.S. Department of Transportation Rail Crossing Elimination Program grant - no funding awarded
12/16/24 Staff received NCTD’s preliminary assessment of railroad trench construction alternatives 3/15/25 Year-long Continuing Resolution negated federal FY 2025 community project funding 5/9/25 SANDAG Board of Directors adopted FY 2026 Program Budget with $21.181 million to fund preliminary engineering and environmental clearance as a Capital Program Future Project 2/4/26
FY 2026 federal Transportation, Housing and Urban Development funding bill signed with $1 million in community project funding for the City of Carlsbad: Carlsbad Village Railroad Double Tracking Trenching Project
What’s next
2026 SANDAG to consider adoption of FY 2027 Program Budget with $20.181 million proposed to complete preliminary design and environmental clearance 2026-2029 Support SANDAG and NCTD throughout design and environmental clearance phase
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City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 8
Objective 5
Develop, implement and promote programs that enhance wellness, socialization, inclusion and active living.
What’s been done
1/23 Hosted the Winter Reading Challenge, with the community reading a total of 142,926 minutes 4/23 Continued community reading program, Carlsbad Reads Together with author event held virtually for the third year and 24 related programs and book clubs held throughout the month 6/23/23 Nearly 4,000 programs were offered by the Parks & Recreation and Library & Cultural Arts departments in FY 2022-23
9/26/23 City Council approved the Parks & Recreation Department Master Plan 2023 Awarded $111,163 in community arts grants to support 26 projects 2023 Held six trail volunteer events, six TGIF Concerts in the Parks and 11 community events 2023 Offered the Summer Reading Adventure, engaging 2,626 participants 1/24 Hosted the Winter Reading Challenge, with the community reading a total of 294,883 minutes 4/24 Hosted the 20th year of Carlsbad Reads Together with in-person author event and 27 related programs held throughout the month
2024 Awarded $117,120 in community arts grants to support 27 projects 8/10/24 Offered the Summer Reading Adventure, engaging 3,100 participants who read a combined 1.5 million minutes
2024
Offered social and learning opportunities for older adults through the End of Summer Bash and provided wellness programs, including chair yoga, sound baths and outdoor Tai Chi in partnership with the County of San Diego
2024 Held seven trail volunteer events, nine TGIF Concerts in the Parks and 11 community events FY 2024-25 Awarded $35,989 in opportunity grants to support community participation in recreation programs and memberships
1/25 Hosted the Winter Reading Challenge, with the community reading a total of 313,787 minutes 3/29/25 Completed audio-visual upgrade at the Schulman Auditorium 4/25 Hosted Carlsbad Reads Together with in-person author event and 18 related programs held throughout the month
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City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 9 5/18/25 Returned Sunday hours to Cole Library, Dove Library and the Cannon Art Gallery 8/10/25 Offered the Summer Reading Adventure, engaging 3,124 participants who read nearly two million minutes combined
9/27/25
In partnership with the Carlsbad Chamber of Commerce and its Aging Services Committee, the Senior Center hosted the fourth annual Older & Bolder Expo featuring 40 vendors and serving over 350 community members
10/7/25 City Council approved public art design for Veterans Memorial Park 11/13/25 Opened the first permanent StoryWalk at Buena Vista Reservoir Park 2025 Held nine TGIF Concerts in the Parks, 14 community events and two teen events 2025 Awarded $117,128 in community arts grants to support 26 projects 2025 Partnered with community organizations to grow the city’s “library of things ” to include induction cooktops, stargazing kits, hiking backpacks, State Parks passes and STEAM kits 2025 Introduced two new reading challenges – 50 Books Before Middle School Promotion, and 100 Books Before High School Graduation – adding to the existing 1000 Books Before Kindergarten 2025 Provided 884 historic and botanical public walking tours at Leo Carrillo Ranch 2025 Issued 46 citywide special event permits
2025
Served 25,316 meals through the Carlsbad Senior Center nutrition program, and distributed 90 benefit cards through the county’s Senior Farmers’ Market Nutrition Program offering access to fresh, locally grown produce
2025 Introduced a new Fit Hit, low-impact workout program at the Alga Norte Aquatic Center 2025 Processed 28,402 total registrations in recreation program offerings 2025 Introduced a new pee-wee multi-sports program for youth ages 3-5 1/26 Hosted the Winter Reading Challenge, with the community reading a total of 417,242 minutes
What’s next
4/26 Hold Carlsbad Reads Together
2026 Work with the community to develop public art for Barrio traffic circle and Chestnut Underpass 2026 Introduce a new pickleball league at Stagecoach and Calavera Hills community centers, along with a coed adult volleyball league at Stagecoach Community Center Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 10 2026 Hold nine TGIF Concerts in the Parks, 14 community events and two teen events each year 2026 Reopen the renovated and expanded Monroe Street Pool to resume daily operations and added recreation programming
Ongoing Issue several dozen citywide special events permits each year Ongoing Provide several hundred historic and botanical public walking tours at Leo Carrillo Ranch Ongoing Partner with the Carlsbad Chamber of Commerce and its Aging Services Committee to host the annual Older & Bolder Expo at the Senior Center
Ongoing
Offer several thousand meals through the Carlsbad Senior Center nutrition program, and distribute hundreds of benefit cards through the county’s Senior Farmers’ Market Nutrition Program, offering access to fresh, locally grown produce Ongoing Host the Senior Summer Bash and continue partnerships that support age-friendly initiatives and intergenerational programs
Ongoing Award several thousand dollars in opportunity grants to support community participation in recreation programs and memberships each year
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 11 Priority Projects
Complete design work for the Monroe Street Pool Renovation and Replacement Project
Complete design and permitting for the South Carlsbad Boulevard Realignment between Manzano Drive and Island Way
Complete conceptual design for the South Carlsbad Coastline Project
Complete plans, specifications, bidding and construction of Veterans Memorial Park
Complete conceptual design/master plan and permitting for Robertson Ranch Community Park
Complete conceptual design/master plan for Business Park Recreational Facility (Zone 5 Park)
Complete design and construction of a community garden at Stagecoach Community Park
Complete the installation of additional pedestrian lighting throughout the Village as part of the Carlsbad Village Lighting Study
Complete a feasibility study to make Tyler Street in the Barrio one-way
Complete construction of new traffic circle and other traffic calming measures at intersections in the Barrio in accordance with Sept. 2025 City Council direction
Complete a feasibility study for turning part of Grand Avenue into a pedestrian only “Grand Promenade”
Enhance existing crosswalks on Carlsbad Boulevard between Mountain View Drive and Tamarack Avenue
Begin construction of walking, biking and traffic improvements in the Terramar area including road resurfacing, restriping and new sidewalks in accordance with Oct. 2025 City Council direction
Implement a new intelligent parking program in the Village
Initiate the installation of new pedestrian lighting along main sidewalks in the Barrio
Enhance bike lanes by adding green paint to conflict areas at various locations citywide including Carlsbad Boulevard, La Costa Avenue, Cannon Road and Jefferson Street
Audio-visual upgrade/replacement for the Schulman Auditorium
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 12
Goal: Quality of Life and Safety
Prioritize the safety and well-being of the community
5-year vision
The City of Carlsbad remains one of the safest cities in the region due to new investments in fire and
emergency medical services and a well-equipped and
highly trained Police Department that enjoys excellent
relationships with the community. Critical
infrastructure like roads and pipes are well-maintained, while parks, community centers, libraries and other
facilities reflect the community’s high standards.
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 13
Objective 1
Enhance the quality of life for everyone in Carlsbad by adopting and implementing an updated Homeless Response Plan that addresses the complex needs of individuals experiencing, or at risk of experiencing homelessness in a compassionate and effective manner and reduces the impacts of homelessness on the community.
What’s been done
2/7/23 City Council approved the Carlsbad Homeless Action Plan 2023
Secured $468,000 in U.S. Department of Housing and Urban Development (HUD) funding for rapid re-housing and a $2.4 million state grant to address encampments, and received $2 million County of San Diego grant award to expand La Posada de Guadalupe shelter 5/23/23 City Council adopted Zoning Ordinance amendments to increase and clarify allowances for supportive housing, low barrier navigation centers and emergency shelters 2024
Secured $11.4 million in state funding for a joint Carlsbad/Oceanside project to address encampments along State Route 78, $552,000 in HUD funding for rapid re-housing, and $3 million in state funding to address people living in their cars in the Village and Barrio areas 2024 Secured a temporary state waiver allowing 50 existing, but often unused beds at La Posada de Guadalupe shelter to serve homeless individuals, not just farm workers, through March 2025 FY 2023-24 89 people experiencing homelessness were transitioned into permanent housing FY 2023-24 Police calls for service related to homelessness decreased by 16% 1/14/25
City Council directed staff to advocate for state legislation to permanently allow existing beds at La Posada de Guadalupe shelter to serve homeless individuals, not just farm workers, due to a reduced need for year-round farmworker shelter
1/28/25 City Council received FY 2023-24 Annual Report on the Homelessness Action Plan and approved FY 2025-26 Homelessness Action Plan Funding Plan
FY 2024-25 Initiated substance use disorder outreach and education services using opioid settlement funds FY 2024-25 148 people experiencing homelessness were transitioned into permanent housing FY 2024-25 Police calls for service related to homelessness decreased by 44% 1/28/25 City Council accepted $3 million in grant funding for a 3-year vehicle outreach program to help address concerns about people living in their cars in the Village, Barrio and beach areas 3/18/25 City Council adopted ordinance to prohibit camping in vehicles in public spaces such as parks, beaches and city-owned property and parking lots
12/2/25 City Council received FY 2024-25 Annual Report on the Homelessness Action Plan and approved funding plan for FY 2026-27 to continue implementing the Homelessness Action Plan 1/2026
Amended state regulatory agreement to allow 50 existing farmworker-restricted beds at La Posada de Guadalupe shelter to serve homeless individuals received by Catholic Charities Diocese of San Diego
Feb. 24, 2026
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What’s next
May 2026 Include funding to implement the Homelessness Action Plan in the FY 2026-27 city budget 2026 Work with Catholic Charities Diocese of San Diego to develop funding plan to serve additional homeless men at La Posada de Guadalupe shelter
Feb. 24, 2026
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Objective 2
Foster strong relationships between community members and members of the Police Department, including the formation of a community-police engagement commission.
What’s been done
12/6/22 City Council established the Community-Police Engagement Commission 7/10/23 Community-Police Engagement Commission held its first meeting 5/21/24 City Council approved Community-Police Engagement Commission workplan 2024 Commission members received:
• De-escalation policy training update
• Implicit bias training update
• Ride-alongs with the Homeless Outreach Team
• Public Records Act training
• Ralph M. Brown Act training
• Update on Homelessness Action Plan
• Update on Police Department active shooter training
• Update on Assembly Bill 481 and review of Police Department’s Military Equipment Use Policy
• Update on recent Police Department promotions
• Debrief of officer involved shooting from March 29, 2024 • Update on Senate Bill 54 and panga boat landing
• Invitation to future “Coffee with the Chief” community events 2025 Commission members received:
• Update on California Daylighting Law
• Training on emergency evacuation protocols
• Update on FBI case (Wisconsin school shooting) nexus to Carlsbad • Update on the Blue Envelope Program
• Training on active shooter response
• Update on the Police Department’s Drone Program
• Update on policy 1020 and summary of 2024 Internal Affairs Complaints • Update on Police Department’s Crime Prevention Program • Update on vehicle habitation ordinance adopted by City Council and enforcement • Update on citywide parking enforcement
• Update on “No Kings” protests in the city
• Update on Police Department website revamp
• Update on City Council Legislative Subcommittee
• Review of SANDAG Bulletin: Public Safety Allocations in the San Diego Region - Expenditures and Staffing for FY 2023-24
Feb. 24, 2026
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What’s next
2026 Commission to receive a Carlsbad Community Emergency Response Team (CERT) presentation and work closely with their assigned Block Captain contacts 2026 Police Department to continue hosting regular community events, such as National Night Out and Coffee with a Cop
Feb. 24, 2026
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Objective 3
What’s been done
FY 2021-22
City Council approved Fire Department work plan, including 12 new full-time Emergency Medical Technician (EMT) positions to staff two new ambulances and the construction of Temporary Fire Station 7
1/22 Initiated deployment of new EMT personnel and ambulances at Fire Stations 4 and 6 2/22 Procured one new fire engine
1/23 Deployed fourth Paramedic/Firefighter on ladder truck 10/23 California Office of Emergency Services recognized Urban Search and Rescue Regional Task Force 13
10/23 Launched real-time fire operations intelligence system 1/30/24 City Council approved Public Safety Element update of the city’s General Plan 4/1/24 Updated and improved Insurance Services Office classification 5/24 Deployed Genasys, a new regional Evacuation Management Planning System 7/25 Adopted updated Fire Hazard Severity Zone maps to reflect current wildfire risk and guide mitigation efforts
10/25 Converted six non-safety EMT positions to firefighter roles as part of an ongoing effort to strengthen suppression and emergency response capabilities 12/25 Implemented a temporary ambulance unit to mitigate regional reductions in Emergency Medical Services (EMS) transport resources and maintain service availability within Carlsbad 12/25 Received and placed into service a new Urban Search and Rescue apparatus, enhancing specialized rescue capabilities for the city and region
What’s next
2/26 Launch a new referral program to improve access to healthcare services for individuals experiencing homelessness
3/26 Enhance community risk assessment efforts by procuring a consultant to develop a Wildfire Mitigation Plan and Community Wildfire Protection Plan
4/26 Collaborate with the Building Industry Association and Community Development to establish city guidelines for fire safety standards in mid-rise buildings (four or more stories, up to 75 ft) 4/26
& ongoing
Develop an operational plan and community outreach strategy to support implementation of statewide mandates, including Zone Zero
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 18 Ongoing Utilize opioid settlement funds to support community health initiatives Ongoing Provide training to city staff and community organizations on health and safety topics, including CPR, defibrillator use and naloxone administration Ongoing Collaborate with the Local Agency Formation Commission to complete the Municipal Service Review
Ongoing Monitor performance metrics identified in the Standards of Cover report to ensure adequate service levels are maintained
Ongoing Continue improving suppression capabilities through the conversion of non- safety EMT positions to Firefighter roles
Ongoing Support the establishment of FireWise communities and Fire Safe Councils to reduce wildfire risk
Ongoing Explore options to maintain a lease agreement with NRG Energy and continue coordination with NRG and San Diego Gas & Electric to identify a permanent site for Fire Station 7 Ongoing
Evaluate options for rebuilding Fire Station 1, which has been identified as operationally inadequate and does not meet current safety, seismic or California Essential Services Building standards
Ongoing Expand the Fire Hazard Reduction Program by overseeing vegetation management on city- owned lots and assisting homeowner socializations with fuel modification zone maintenance
Feb. 24, 2026
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Objective 4
Manage, maintain and enhance the city’s roadway to provide a safe, efficient and cost-effective multi-modal transportation system.
What’s been done
1/12/21 City Council adopted the Sustainable Mobility Plan 9/13/22 City Council approved a contract to initiate the Sustainable Mobility Plan Implementation Plan, Multimodal Transportation Impact Fee Study and Vehicle Miles Traveled Mitigation Program 9/27/22 City Council adopted the Safer Streets Together Plan 8/30/23 Installed traffic calming on Tamarack Avenue from Skyline Avenue to Adams Street 2023 Completed citywide green paint enhancement of bike lanes 4/24 Completed traffic signal software upgrades at all 182 traffic signals 7/24 Installed residential traffic safety improvements on Victoria Avenue, Highland Drive, Nueva Castilla Way and Circulo Sequoia
10/28/24 Constructed new traffic signal at Avenida Encinas/In-N-Out Burger driveway, including the city’s first flashing yellow left-turn signal
2024 Resurfaced and restriped Avenida Encinas between Poinsettia Coaster Station and Carlsbad Boulevard as part of Segment 2 of the Avenida Encinas Coastal Rail Trail project 10/21/25 City Council approved Faraday Avenue improvements associated with Veterans Memorial Park
2025 Slurry sealed nearly 38 miles of city streets
What’s next
2025-26 Construct El Camino Real widening from Sunny Creek Road to Jackspar Drive , and from Poinsettia Lane to Camino Vida Roble
2026 Install traffic calming on Celinda Drive and several streets in the Barrio 2026 Develop plans for long-term street improvements along Kelly and Park Drives Ongoing Upgrade traffic signal equipment to replace aging infrastructure and improve vehicle and bicycle detection
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 20
Priority Projects
Complete Palomar Airport Road and College Boulevard Improvements (project removed from Capital Improvement Program following June 2024 City Council direction)
Complete traffic calming project on Tamarack Avenue from Skyline Avenue to Adams Street
Complete traffic calming projects at various locations in the city including Victoria Avenue, Monroe Street, Highland Drive, Nueva Castilla, Celinda Drive, Circulo Sequoia, Park Drive, Hummingbird Road and Black Rail Road in keeping with the Carlsbad Residential Traffic Management Program
Complete El Camino Real widening from Poinsettia Lane to Camino Vida Roble
Complete El Camino Real widening from Arenal Road to La Costa Avenue
Complete El Camino Real widening from Sunny Creek Road to Jackspar Drive
Complete reconfiguration of right turn lane from northbound El Camino Real to eastbound Alga Road
Initiate construction to repair and upgrade beach access stairs and upper sidewalk between Pine and Tamarack avenues
Initiate projects as part of the Utility Undergrounding Program, in coordination with SDG&E and other utility providers
Complete Avenida Encinas Coastal Rail Trail and pedestrian improvements ( Segment 3)
Complete design of Carlsbad Boulevard and Tamarack Avenue pedestrian improvements
Initiate project to improve Americans with Disabilities Act beach access from Pine to Tamarack avenues
Complete Avenida Encinas and Palomar Airport Road pedestrian improvements
Initiate design of Carlsbad Boulevard pedestrian lighting improvements between Tamarack Avenue and State Street, in coordination with SDG&E
Complete design of La Costa Avenue traffic improvements Feb. 24, 2026
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Complete Melrose Drive right turn lane to westbound Palomar Airport Road ( project removed from Capital Improvement Program following June 2024 City Council direction)
Complete traffic signal modifications at Maverick Way and Camino De Los Coches
Evaluate new intersection control at Camino De Los Coches and La Costa Avenue
Complete improvements to Christiansen Way (project removed from Capital Improvement Program following June 2024 City Council direction)
Complete design of Valley Street traffic calming between Magnolia and Chestnut avenues
Complete design of Chestnut Avenue complete street improvements between Valley Street and Pio Pico Drive
Complete design of Chestnut Avenue complete street improvements between I -5 and the railroad tracks
Complete design of street improvements for State Street and Grand Avenue
Complete construction of Fire Station 2
Complete construction of temporary Fire Station 7
Identify site and complete preliminary design for permanent Fire Station 7
Complete the design of new walking, biking and traffic improvements on Valley Street between Magnolia and Chestnut avenues
Begin construction of walking, biking and traffic improvements on Kelly and Park drives by Kelly Elementary School and initiate Safe Routes to School program implementation
Complete Local Roadway Safety Plan and start implementation
Complete construction of retaining wall, drainage and street improvements on Park Drive from Bayshore Drive to just west of Marina Drive
Work to expand homeless shelter capacity at La Posada de Guadalupe
Feb. 24, 2026
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Goal: Sustainability and the Natural Environment
Protect the environment and natural resources
5-year vision
Thanks to the city’s strategic approach to environmental sustainability, Carlsbad is seen as a model for how to leverage partnerships and innovation to achieve climate and
environmental goals. City residents and businesses feel supported in their own environmental sustainability efforts, whether it’s complying with new mandates or taking advantage of opportunities to go above and beyond. As a result, the city has met or exceeded goals for eliminating greenhouse gas emissions, reducing what goes to landfills, keeping creeks, lagoons and the ocean clean, and protecting native habitat and natural open space.
Feb. 24, 2026
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Objective 1
Research and evaluate a Climate Adaptation/Sustainability Plan to address the impacts of climate change, including but not limited to extreme heat, drought, erosion, flooding and wildfire.
What’s been done
2023 Staff researched and identified the differences between a comprehensive Climate Adaptation/Sustainability Plan and the city’s Climate Action Plan 2024 Staff reviewed several adopted climate adaptation/sustainability plans and federal and state guidance documents to identify typical plan components and evaluate applicability to Carlsbad 6/24/25 City Council formed Environmental Sustainability Commission 8/7/25 Environmental Sustainability Commission held its first meeting
What’s next
2026 Staff to present research and evaluation of Climate Adaptation/Sustainability Plans and related programs to Environmental Sustainability Commission, as appropriate
Feb. 24, 2026
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Objective 2
Transform roadways and implement programs that provide options to move around Carlsbad, such as walking and biking, that reduce the city’s greenhouse gas emissions.
What’s been done
1/12/21 City Council adopted the Sustainable Mobility Plan 2024 Installed green paint at 37 locations across the city and completed the East/West Corridors Resurfacing and Restriping Project, improving over 16 miles of bike lanes 2024 Participated in SANDAG Mobility Working Group’s review of Regional Vision Zero Plan, Active Transportation Policies, 2025 Regional Plan and LOSSAN Rail Realignment Study 10/8/24 City Council approved the Hope Elementary School Safe Routes to School Plan 11/12/24 City Council adopted Climate Action Plan Update, including 10 transportation-related mitigation strategies
12/18/24 Completed annual monitoring and surveying for the 14 Carlsbad employers required to comply with the city’s transportation demand management ordinance 2/4/25 City Council approved the Jefferson Elementary School Safe Routes to School Plan 7/15/25 City Council approved Sage Creek High School Safe Routes to School Plan 9/23/25 City Council approved construction contract for Phase II of the Barrio Pedestrian Lighting Project
12/31/25 Completed annual monitoring and surveying for the 20 Carlsbad employers required to comply with the city’s Transportation Demand Management ordinance
What’s next
2026 City Council to consider approval of plans and specifications for Segment 3 of the Avenida Encinas Coastal Rail Trail project, from Palomar Airport Road to Poinsettia Coaster Station Ongoing
Utilize annual Active Transportation Monitoring Report and bi-annual Transportation Demand Management survey reports to understand and respond to changes in multi- modal transportation activity throughout the city
Ongoing Partner with NCTD and SANDAG to implement mobility related services in Carlsbad, including potential return of flexible fleet service at Poinsettia Coaster Station
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 25
Objective 3
Increase citywide electric vehicle charging infrastructure and transition all passenger fleet vehicle purchases after FY 2022-23 to be electric vehicles, with the exception of public safety vehicle purchases, which will be electric where feasible.
What’s been done
10/22 Installed one public Level 2 dual port EV charger at Fire Station 2 12/23 Installed two Level 3 EV chargers for city vehicles at the Fleet Maintenance Center 2023 Added one all-electric pickup truck, one all-electric cargo van, eight hybrid passenger vehicles and four all-electric passenger vehicles to the city’s fleet 8/24 Installed four Level 2 EV chargers for city vehicles at the Fleet Maintenance Center 1/24 Installed two public Level 2 dual port EV chargers at the Police & Fire Headquarters 2024 Added one all-electric pickup truck and one hybrid passenger vehicle to the city’s fleet 8/25 Installed 10 Level 3 EV chargers for city vehicles at the Fleet Maintenance Center 2025 Added seven all-electric pickup trucks, 13 hybrid passenger vehicles and one all-electric passenger vehicle to the city’s fleet
2025 Repurposed two existing fleet charging stations into two public dual port Level 2 EV chargers at the Dove Library
What’s next
2026 Install four public Level 2 dual port EV chargers and two public Level 3 EV chargers at the State Street parking lot
2026 Install 12 Level 3 EV chargers for city vehicles at the Fleet Maintenance Center 2026 Add five all-electric trucks/vans, 13 hybrid passenger vehicles and 10 all electric passenger vehicles to the city’s fleet
2026 Operationalize one public Level 2 dual port EV charger and one public Level 2 single port EV charger at the renovated Monroe Street Pool
2026 Install two Level 2 dual port EV chargers for city vehicles at the Carlsbad Municipal Water District facility
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 26
Objective 4
Seek grant funding to develop a Sea Level Rise Adaptation Plan (following Coastal Commission approval of the 2021 comprehensive update to the city’s Local Coastal Program).
What’s been done
12/21 Submitted Local Coastal Program Update to the California Coastal Commission for review 4/22 Local Coastal Program Update application deemed complete 8/22 Coastal Commission approved a one-year time extension to process the application 5/23
Coastal Commission staff informed the city that they could not complete their review within the one-year time extension and requested the city withdraw its application to provide them more time to review and comment
6/23 City withdrew the Local Coastal Program Update application 6/23 – 9/25 Coastal Commission staff completed their review and met with city staff to discuss areas of disagreement
10/25 City resubmitted the Local Coastal Program Update to the Coastal Commission
What’s next
2026 City and Coastal Commission staff to coordinate on issue resolution Winter 2027 Coastal Commission to consider approval of Local Coastal Program Update with suggested modifications
Spring 2027 City Council to receive the California Coastal Commission’s suggested modifications to the Local Coastal Program Update
Feb. 24, 2026
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Objective 5
Develop partnerships with nonprofit, academic and other non-governmental organizations to leverage environmental sustainability efforts and programs.
What’s been done
2022 Joined and participated in the Alliance of Regional Collaboratives for Climate Adaptation Board 2022 Joined and participated in the San Diego Regional Climate Collaborative Board 2022 Worked with the Carlsbad Chamber of Commerce to promote sustainability 2023 Partnered with all four Carlsbad school districts to enhance lunchtime waste sorting and organics recycling through student education and staff training, boosting waste diversion 2023 Partnered with the Carlsbad Community Gardens Collaborative to support gardening programs at Carlsbad libraries and to provide input on the design of the Stagecoach community garden 2023 Joined the California Green Business Network Board of Directors and helped guide statewide green business initiatives, attended board meetings and supported local green business efforts 2023 Partnered with the San Diego County Bicycle Coalition to host bike valet at TGIF Concerts in the Parks, a bike rodeo at the annual Earth Month Celebration event and 11 bike safety trainings 2023 Partnered with Circulate San Diego to hold six pedestrian safety trainings for Carlsbad students 2024 Collaborated with local schools to deliver watershed education programs 2024 Partnered with the Sierra Club and the U.S. Green Building Council to bring induction cooktop lending program to Carlsbad libraries
2024 Partnered with local food banks to enhance the edible food recovery program 2024 Joined the Cleantech San Diego Board of Directors; contributed to regional clean technology initiatives, attended board meetings and supported industry partnerships that drive innovation 2024 Joined and participated in the Governor’s Office of Land Use and Climate Innovation’s Climate Action Plan Advisory Group
2025 Hosted bike valet service at nine TGIF Concerts in the Parks 2025 Initiated household (non-lithium) battery recycling program at city libraries, collecting nearly 700 pounds in first six months
2025 Collaborated with local schools to deliver watershed education programs 2025
Joined and participated in the Governor’s Office of Land Use and Climate Innovation’s Planning Guidelines Update advisory group, specifically the “Climate Mitigation, Adaptation, and Resilience” group
2025 Partnered with I Love a Clean San Diego to host cleanup sites at two region-wide cleanup events
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 28 2025 Participated in the first-ever San Diego Climate Week, presenting at three events throughout the week
What’s next
2026 Continue collaborating with local schools to deliver watershed education programs 2026
Participate in regional and statewide climate organizations to influence policy, explore funding opportunities, share city sustainability and climate programs, and support innovation and best practices
2026 Host bike valet service at nine TGIF Concerts in the Parks 2025 Continue household (non-lithium) battery recycling program at city libraries 2026 Partner with I Love a Clean San Diego at regional cleanup events 2026
Continue partnering with the San Diego Management and Monitoring Program, a science- based collaborative of 115 organizations dedicated to ensuring the long-term conservation of the region’s native biodiversity
2026 Continue serving on the Board of the SANDAG Habitat Conservation Taskforce, which implements the TransNet Environmental Mitigation Program 2026 Participate in regional and statewide organizations focused on waste reduction, recycling and sustainable materials management to support policy development and collaboration 2026 Support ongoing work with school waste-sorting and organics recycling programs 2026 Work with local food recovery organizations and agencies to expand edible food recovery capacity and identify opportunities to improve or grow programs 2026 Continue offering reuse programs that raise awareness and reduce waste, including FixIt Clinics in partnership with Zero Waste San Diego and other nonprofits 2026 Host the annual Earth Month Celebration in April with nonprofit partners to engage the community around waste reduction and food waste prevention
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 29 Priority Projects
Meet implementation goals for the Sustainable Mobility Plan
Complete Maerkle Reservoir Solar Project (work stopped following Sept. 2025 City Council direction)
Complete Trash Amendment Compliance Program improvements
Complete preliminary design and permitting for the South Carlsbad Boulevard Realignment between Manzano Drive to Island Way
Feb. 24, 2026
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Goal: Economic Vitality
Foster a healthy local economy
5-year vision
The City of Carlsbad has a strong and diverse economy that combines a thriving small business community with leading industries of the future. Smart, talented professionals want to work here, and entrepreneurial leaders want to invest in their own startup ventures. Those looking to grow their skills will find opportunities for workforce development in Carlsbad. Carlsbad has excellent relationships with key industries, business organizations, other cities in the region, and academic institutions. By achieving this goal, the city as a whole is financially stable and more residents have the jobs they want right in their own backyards.
Feb. 24, 2026
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Objective 1
Create a strategic approach for a vibrant economy that includes talent and workforce strategies, small business assistance, inclusive growth and diverse business support, key industry cluster development, and fostering an ecosystem for startups and entrepreneurs to thrive.
What’s been done
1/10/23 City Council adopted 5-year Economic Development Strategic Plan 3/19/24 Created a Carlsbad economic intelligence dashboard to inform city leaders and residents of current economic conditions and labor market information 2025 City Council Economic Development Subcommittee provided recommendations to City Council on proposed economic development strategic actions for FY 2025-26 2025 City Council approved economic development strategic actions with adoption of FY 2025-26 city budget
What’s next
2026 Implement year four priorities identified in the 5-year Economic Development Strategic Plan 2026 City Council Economic Development Subcommittee to provide recommendations to City Council on proposed economic development strategic actions for FY 2026-27 2026 City Council to approve economic development strategic actions with adoption of FY 2026-27 city budget
Feb. 24, 2026
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Objective 2
Provide resources to grow and support key industries in Carlsbad’s economy.
What’s been done
7/1/23 Enhanced new business “Welcome to Carlsbad” program, providing information on business licensing pre-application and development permitting processes and other business resources 7/1/23 City Council reestablished Carlsbad Tourism Business Improvement District to better support citywide tourism and destination marketing initiatives
11/22/23 Staff initiated monthly industry engagement program across Carlsbad’s key sectors 1/15/24 Staff initiated regular site visits to businesses in Carlsbad’s key industries to gain a better understanding of the challenges being faced
8/28/24 Completed Bi-Annual Business Survey, which showed an increase in the city’s business satisfaction rate from 83% to 90%, reflecting new business-friendly initiatives and city services 11/19/24 Updated North County Job-Readiness Room to ensure Carlsbad residents and workers have access to upskilling opportunities that align with Carlsbad business needs 1/15/25 Updated the city’s Life in Action website to modernize the city’s approach to talent attraction 8/26/25
Hosted a commercial real estate workshop for brokers and industry professionals to increase understanding of Carlsbad’s zoning and land use processes , highlight development opportunities and support business attraction efforts
11/15/25 Expanded promotion and redesign of the city’s Life in Action website to attract new workforce and expand Carlsbad companies' hiring efforts
2025 Continued support of Carlsbad’s tourism economy in coordination with Visit Carlsbad and lodging partners for Visit Carlsbad’s 5-Year Strategic Plan 2025 Strengthened workforce partnerships with universities and colleges to create talent pipelines for hospitality, tourism, life sciences and technology
What’s next
5/26 Promote the city’s business locator website to developers, brokers and investors to attract new businesses to Carlsbad
5/26 Continue building out the city’s site selector tool to better market Carlsbad for business expansion and development, including a comprehensive listing of available properties 2026 Complete a full overhaul of the city’s Business webpage to improve navigation and ensure businesses can easily access key information, resources and city processes 2026
Launch an Annual North County Business and Economic Survey in partnership with North County cities and California State University San Marcos to collect key economic and business data, providing actionable insights for Carlsbad’s business community Ongoing Partner with local universities and colleges to create workforce development opportunities in the hospitality, tourism and entertainment sectors
Feb. 24, 2026
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2026 Strategic Plan Progress Report _____________________________________________________ 33 Ongoing
Evaluate potential updates to industry engagement programming based on feedback from Carlsbad’s business community
Feb. 24, 2026
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Objective 3
Support the long-term viability of Small Businesses, Startups and Entrepreneurs in partnership with local and regional collaborators.
What’s been done
7/1/23 Partnered with local business organizations to implement Shop Local incentive program 6/13/24 Hosted the 2024 Connect Summer Social at the Flower Fields 9/24/24 Launched Small Business Liaison Program and Digital Resource Hub to support small businesses 9/24/24 Participated in 2024 Innovation Day San Diego with Carlsbad businesses and Innovate78 cities 10/21/24 Hosted 2024 San Diego Startup Week in Carlsbad for third consecutive year 10/31/24 Supported San Diego Regional Economic Development Corporation study to highlight the economic impact of Carlsbad’s manufacturing sector
12/17/24 Launched a new small business workshop series with a workshop on commercial lease negotiations
6/3/25 Hosted the 2025 Connect Summer Social at the Flower Fields 7/8/25 Launched a new Small Business Office Hours program at city libraries to help small businesses navigate operational challenges and identify growth opportunities 2025
Expanded marketing of the Digital Resource Hub tools to Carlsbad businesses through partners including the County of San Diego, Small Business Development Center, Carlsbad Chamber of Commerce, Carlsbad Village Association and others
2025 Expanded the city’s small business workshop series to include topics such as marketing, finance, and AI tools for business operations with the Carlsbad Chamber of Commerce 2025
Led a student-run University of California San Diego Innovation for Government team to conduct exploratory research on behalf of the Economic Development Subcommittee on storefront improvement opportunities across the city, establishing a foundation for potential future program development
2025 Participated in the 2025 California State University San Marcos Innovation Hub event alongside Carlsbad businesses, Innovate78 cities and Connect San Diego 2025 Continued facilitating Life in Action industry groups across multiple sectors to support collaboration and shared opportunities within Carlsbad’s innovation economy 2025 Leveraged partnerships with local and regional partners to provide resources to Carlsbad small businesses
1/26 Expanded the Small Business Office Hours program with an additional location hosted by the Carlsbad Village Association
Feb. 24, 2026
Item #12 Page 81 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 35 What’s next
4/24/26
Host a Carlsbad Employer Open House to connect local employers with potential employees and support cross-collaboration on talent and workforce opportunities for residents and businesses
FY 2026-27 Host monthly industry advisory group discussions with leaders in key business clusters, with a focus on the innovation economy
FY 2026-27 Enhance and promote digital resource tools to support Shop Local campaigns and increase economic visibility across the community
FY 2026-27
Continue hosting a monthly small business workshop series in partnership with the Carlsbad Chamber of Commerce, offering a variety of topics designed to equip businesses with knowledge to strengthen their operations
Feb. 24, 2026
Item #12 Page 82 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 36
5-year vision
Goal: Organizational Excellence and Fiscal Health
Be a model for effective and efficient local government Following the creation of a 5-Year-Strategic Plan, the City Council, the community and city employees have remained aligned around common goals. This sustained focus has not only generated measurable results, it has translated into operational efficiencies and cost savings. The very best in their fields want to work for the City of Carlsbad because of the culture that has been created around innovation, inclusivity and engagement. The city’s financial health has been maintained while meeting or even exceeding the community’s high expectations for service delivery. Investments in technology have led to enhanced efficiency, transparency, accountability and value.
Feb. 24, 2026
Item #12 Page 83 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 37
Objective 1
Develop and implement a performance tracking, management and reporting program for the 5-Year Strategic Plan.
What’s been done
7/26/23 Launched initial Strategic Plan dashboard
2/6/24 City Council received first Strategic Plan progress report (2023-2024) 2/25/25 City Council received Strategic Plan mid-point progress report (2024-2025) 2/25/25 Staff launched expanded strategic plan dashboard
What’s next
2/24/26 City Council to receive annual Strategic Plan update (2025-2026) 2026-2027 City Council to direct future strategic planning efforts
Feb. 24, 2026
Item #12 Page 84 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 38
Objective 2
Foster a culture of continuous improvement that equips the organization to deliver excellent service to the community.
What’s been done
2022 Increased organizational capacity to develop city data visualization dashboards to inform department operations, increase operational efficiency and improve community outcomes 2022 Implemented an enterprise asset management system to consolidate asset data and improve infrastructure maintenance operations and management
2023 Increased organizational capacity to conduct and analyze research studies and surveys, implemented a systematic process for data collection and interpretation 2023 Implemented an analytical data training program to upskill city staff and build data -informed decision-making capacity citywide
2023 Implemented a construction project management system for Capital Improvement s Program projects and a general citywide project management system 2024 Created multiple live data dashboards, including a real-time fire operations intelligence system, economic intelligence dashboard, and updated the Capital Improvement Project dashboard 2024
Implemented business process streamlining, digitization and automation for credit card reconciliation, CIP project documentation, telecommuting and discretionary leave requests and the computer loan program
2024 Launched an online application and digital processing system for board, commission and committee applicants
2024 Launched the “Let’s Connect” initiative, a tool to support employee growth and development 2025 Installed high-speed public wireless internet access at Alga Norte Community Park 2025 Completed the final implementation phase of the enterprise asset management system used by Public Works and Parks & Recreation
2025 Implemented an electronic traffic citation system for the Police Department 2025 Replaced aging print, copy and public computer management system at city libraries and recreation facilities
2025 Modernized inter-signal communications for traffic intersections on Rancho Santa Fe Road 2025 Replaced station alerting equipment at Fire Stations 1, 3, 4, 5 and 6 2025 Migrated the city’s in-house developed Risk Management System to an enterprise cloud system
2025 Launched the Climate Action Plan Dashboard in collaboration with Environmental Sustainability
Feb. 24, 2026
Item #12 Page 85 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 39 What’s next
2026 Complete implementation of a new Police Computer Aided Dispatch System and Records Management System, leading toward a real-time crime center 2026 Upgrade library Radio Frequency Identification System for automated checkouts/ returns 2026
Replace and consolidate existing core applications with new systems that will increase efficiency for employees, including Human Resources, payroll, cashiering, finance and utility billing
2026 Standardize audiovisual equipment within the city’s work facilities so personnel can conduct business with internal and external resources virtually 2026
Install updated literacy technology solutions at city libraries including new desktop computers, touch tables, kiosks and tablets that deliver interactive, cooperative play and learning experiences to children aged 3-8 years to help build literacy and numeracy skills 2026 Modernize records management archive to meet new state guidelines for data storage 2026 Complete an audit of the city’s website and web services to ensure compliance with accessibility requirements
2026 Continue annual hardware and infrastructure replacements, including laptops, desktops, servers and routers
2026 Implement cybersecurity program enhancements
2026 Implement a facility management solution and install sensors at all city facilities to alert city staff in the event of a facility-related issue, such as a water leak or power outage 2026 Automate the agenda management process for City Council, board and commission meetings 2026 Increase transparency with additional open datasets Feb. 24, 2026
Item #12 Page 86 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 40 2026 Upgrade Council Chamber audio-visual and telecommunications equipment to enable public virtual participation in meetings
Objective 3
Maintain the city’s fiscal health and sustainability.
What’s been done
3/14/23 City Council adopted Policy No. 95 - Cost Recovery, to be implemented over a 3-FY period and managed on an ongoing basis
2/27/24 City Council received final report for the external financial statement audit conducted between April 2023 and January 2024
4/23/24 City Council adopted updated park land dedication and park in-lieu fees 4/30/24 Implemented a new vendor management system to enhance internal controls over vendor payments and security
6/18/24 City Council established a $17.5 million Asset Replacement Reserve in the General Fund, improving transparency and budget stability
6/30/24 Maintained a General Fund reserve ratio of 55%, exceeding the city’s 40% reserve requirement by 15 percentage points
6/30/24 Completed the external audit for FY 2023-24 with an unmodified (clean) opinion 6/30/24 Revamped the Capital Improvement Program process to request construction budget only after City Council approves project design and authorizes bidding 10/8/24 Postponed projection of when ongoing city expenditures are expected to exceed ongoing revenues by five years, from FY 2026 to FY 2031
2/11/25 City Council received FY 2023-24 Annual Comprehensive Financial Report 6/17/25 City Council adopted balanced FY 2025-26 budget, including the comprehensive fee program update
6/30/25 Completed the external audit for FY 2024-25 with an unmodified (clean) opinion 9/23/25
City Council received and approved the FY 2024-25 carryforward report, maintaining General Fund reserve ratio of 61%, exceeding the city’s 40% reserve requirement by 21 percentage points
11/6/25
City Manager awarded a contract to complete a comprehensive evaluation of funding for public facilities infrastructure, ensuring that all city-imposed impact fees and taxes are sufficient to support both current and future development needs 12/2/25 City Council adopted the pension trust Investment Policy 2025 Initiated park impact and public facilities fee studies
Feb. 24, 2026
Item #12 Page 87 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 41
What’s next
2/3/26 City Council to consider approval of FY 2024-25 Annual Comprehensive Financial Report 2/24/26 City Council to receive second-quarter economic and financial update and conduct mid-year budget review
2026 City Council to consider staff and consultant recommendations regarding development-related impact fees, including sewer capacity fees, drainage fees, and park impact fees 2026 Complete new fiscal and financial training for elected officials, board and commission members, and city staff, as required
2027 City Council to consider recommended amendments to public facility impact fees Ongoing Maintain the city’s AAA credit rating
Feb. 24, 2026
Item #12 Page 88 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 42
Objective 4
Model trust, ethics and civility.
What’s been done
3/23 Achieved 100% compliance in bi-annual mandatory ethics training for Form 700 filers 3/23 Achieved 100% compliance in bi-annual mandatory workplace harassment prevention training 4/23 Achieved 95.67% annual conflict of interest disclosure (Form 700) compliance 4/24 Achieved 94.59% annual conflict of interest disclosure (Form 700) compliance 4/25 Achieved 95.5% annual conflict of interest disclosure (Form 700) compliance 2024 Completed required ethics training for new employees (Form 700 filers) 2024 Conducted workplace harassment prevention training for new employees 3/25 Achieved 100% compliance in bi-annual mandatory ethics training for Form 700 filers 3/25 Achieved 100% compliance in bi-annual mandatory workplace harassment prevention training
What’s next
4/26 Complete annual conflict of interest disclosures (Form 700) 2026 Complete required ethics training for new employees (Form 700 filers) 2026 Conduct workplace harassment prevention training for new employees
Feb. 24, 2026
Item #12 Page 89 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 43
Objective 5
Attract and retain a talented, diverse and engaged workforce.
What’s been done
2023 Broadened recruitment advertising to over 600 websites; received over 5,000 job applications 2023 Filled 41% of available positions by promoting existing full-time employees 2023 Provided 230 in-person and online trainings
2023 Achieved an employee vacancy rate of 5.2%
4/17/24 15 employees in the City of Carlsbad cohort graduated from The Centre for Organization Effectiveness Supervisor Academy
4/17/24 7 employees in the City of Carlsbad cohort graduated from The Centre for Organization Effectiveness Management Academy
12/3/24 Launched Let’s Connect employee check-in program between employees and their managers 12/5/24 7 employees in the City of Carlsbad cohort graduated from The Centre for Organization Public Management Academy
12/11/24 8 employees in the City of Carlsbad cohort graduated from The Centre for Organization Effectiveness Supervisors Academy
2024 Achieved an employee vacancy rate of 4.4%
2024 Provided 356 in-person and online trainings, including 61 new online trainings 2024 Attended 11 community job fairs
2024 Filled 58% of available positions by promoting existing full-time employees 2024 Supported 64 employees who participated in the city’s Tuition Reimbursement program 2024 Supported the onboarding of 18 new hires through participation in the city’s Peer Advisor Liaison program
2/20/25 One employee graduated from The Centre for Organization Effectiveness Leadership Academy 4/22/25 One employee graduated The Centre for Organization Effectiveness Supervisors Transition and Readiness Training program
4/30/25 12 employees in the City of Carlsbad cohort graduated from National University with a Master of Public Administration degree
11/3/25 Relaunched the employee bus tour with 80 staff members participating ove r two days Feb. 24, 2026
Item #12 Page 90 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 44 12/11/25 12 employees in the City of Carlsbad cohort graduated from The Centre for Organization Effectiveness Supervisor Academy
12/11/25 10 employees in the City of Carlsbad cohort graduated from The Centre for Organization Effectiveness Management Academy
2025 Hosted employee engagement events such as celebrating Lunar New Year, Hispanic Heritage Month and Asian Pacific Islander Month
2025 Received 7,500 job applications
2025 Achieved an employee vacancy rate of 4.9%
2025 Provided 324 in-person and online trainings
2025 Attended eight community hiring events
2025 Supported the onboarding of 16 new hires through participation in the city’s Peer Advisor Liaison program
2025 Supported 56 employees who participate in the city’s Tuition Reimbursement Program 2025 Filled over 50% of available full-time positions by promoting existing full-time employees and part-time to full-time
2025 Achieved 100% Let’s Connect completion for all City of Carlsbad Employee Association and unrepresented employees
2025 Achieved 100% completion rate for required compliance training
What’s next
2026 Implement the salary step program for unrepresented employees 2026 Implement the Workday employee enterprise system
Ongoing Conduct market surveys to ensure employee compensation is at or above the 67th percentile for recruiting and retention purposes
Ongoing Collaborate with North Zone fire agencies to ensure best practices and an engaging process for promotional assessments
Feb. 24, 2026
Item #12 Page 91 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 45
Objective 6
Achieve CalPERS funded status of 80% or greater (Council Policy No. 86) in each of the next five years.
What’s been done
FY 2022 CalPERS investment performance realized a 7.5% loss resulting in a decline of the city’s funded status from 86% to 75%
9/12/23
City Council received CalPERS FY 2022 investment performance report, established a Section 115 pension trust, amended Council Policy No. 86 to allow assets in the Section 115 pension trust to count toward the city’s funded status goal, and approved a 5-Year strategy to achieve 80% funded status in accordance with updated City Council policy 9/26/23 City Council approved $10 million initial funding contribution to Section 115 pension trust 10/8/24 City Council approved additional $7.5 million contribution to Section 115 pension trust 12/31/24 Section 115 pension trust earned $1.3 million on $17.5 million in contributions, achieving a
7.64% return
12/31/24 City’s combined CalPERS funded status reached 76%, factoring in Section 115 Trust assets 6/30/25 CalPERS announced FY 2024-25 preliminary investment return of 11.6% 7/25 CalPERS actuarial valuation reports as of June 30, 2024, are released, noting a city funded status of 75.7%
9/23/25 City Council authorized additional $7.5 million contribution to Section 115 pension trust .
Combined funded status reaches 78.7%
What’s next
9/26 City Council to receive report on CalPERS’ actuarial valuation as of June 30, 2025, and FY 2024- 25 investment performance report
9/26 City Council to conduct annual review and consider adopting a Section 115 pension trust Investment Policy
Ongoing Continue management and reporting of the trust on an ongoing basis
Feb. 24, 2026
Item #12 Page 92 of 93
City of Carlsbad
2026 Strategic Plan Progress Report _____________________________________________________ 46 Priority Projects
Complete Fleet Maintenance Facility refurbishment
Complete design and construction of the Orion Center (centralized public works yard)
Complete conceptual design for new City Hall and Civic Center
Complete the Police & Fire Headquarters renovation including the Emergency Operations Center reconfiguration
Initiate design for construction of a new public works storage facility
Complete feasibility study to identify the need and location for Fire Administration offices
Research, evaluate and implement a Section 115 pension trust
Core system consolidation
Expansion of the digital information network
Implementation of an enterprise asset management system
Implementation of computer aided dispatch system with a real time crime center
Implement new tools for citywide project management
Build a data driven decision making platform and training programs
Feb. 24, 2026
Item #12 Page 93 of 93
RECOMMENDED ACTION
ITEM 12: STRATEGIC PLAN UPDATE
2 Receive an update on progress made toward the
goals of the Carlsbad Strategic Plan 2023-2027,
an update on city finances and an overview of
strategic actions planned to occur through fiscal
year 2026-27 and provide feedback to staff.
3 ITEM 12: STRATEGIC PLAN UPDATE
4 STRATEGIC PLAN GOALS
Community character
Maintain Carlsbad’s unique community character and connectedness Quality of life & safety
Prioritize the safety and well-being of the community
Sustainability & the natural environment
Protect the environment and natural resources
Economic vitality
Foster a healthy local economy
Organizational excellence & fiscal health
Be a model for effective and efficient local government ITEM 12: STRATEGIC PLAN UPDATE
5 6
COMMUNITY CHARACTER OBJECTIVES
Develop a new approach to managing growth in Carlsbad
Develop objective design standards for multifamily housing Implement policies and programs in the 2021-2029 Housing Element Work with SANDAG & NCTD to seek funding for lowering the railroad tracks in the Village
Develop, implement and promote programs that enhance wellness, socialization, inclusion and active living
ITEM 12: STRATEGIC PLAN UPDATE
Maintain Carlsbad’s unique community character and connectedness 7 COMMUNITY CHARACTER PRIORITY PROJECTS
ITEM 12: STRATEGIC PLAN UPDATE
8 9
QUALITY OF LIFE & SAFETY OBJECTIVES
Prioritize the safety and well-being of the community
Adopt and implement an updated Homeless Response Plan
Foster strong relationships between community members and members of the Police Department, including the formation of a community-police engagement commission
Bring Fire Department up to Standards of Cover to ensure the city is prepared to meet the community’s changing fire and emergency medical needs
Manage, maintain and enhance the city’s roadway to provide a safe, efficient and cost-effective multi-modal transportation system ITEM 12: STRATEGIC PLAN UPDATE
10 QUALITY OF LIFE & SAFETY PRIORITY PROJECTS
ITEM 12: STRATEGIC PLAN UPDATE
11 12
SUSTAINABILITY & THE NATURAL
ENVIRONMENT OBJECTIVES
Protect the environment and natural resources
Research and evaluate a Climate Adaptation/Sustainability Plan Transform roadways and implement programs that reduce the city’s greenhouse gas emissions.
Increase EV charging infrastructure and transition passenger fleet vehicle purchases to be electric vehicles
Seek funding to develop a Sea Level Rise Adaptation Plan (following Coastal Commission approval of 2021 Local Coastal Program update) Develop partnerships to leverage environmental sustainability efforts and programs
ITEM 12: STRATEGIC PLAN UPDATE
13 SUSTAINABILITY & THE NATURAL ENVIRONMENT
PRIORITY PROJECTS
ITEM 12: STRATEGIC PLAN UPDATE
14 15
ECONOMIC VITALITY OBJECTIVES
Foster a healthy local economy
Create a strategic approach for a vibrant economy that includes talent & workforce strategies, small business assistance, inclusive growth & diverse business support, key industry cluster development, and fostering an ecosystem for startups & entrepreneurs to thrive Provide resources to grow and support key industries in Carlsbad’s economy
Support the long-term viability of Small Businesses, Startups & Entrepreneurs in partnership with local and regional collaborators ITEM 12: STRATEGIC PLAN UPDATE
17 ORGANIZATIONAL EXCELLENCE &
FISCAL HEALTH OBJECTIVES
Be a model for effective and efficient local government Performance tracking for the 5-Year Strategic Plan
Foster a culture of continuous improvement
Maintain the city's fiscal health and sustainability
Model trust, ethics and civility
Attract and retain a talented, diverse and engaged workforce Achieve a CalPERS funded status of 80% or greater
ITEM 12: STRATEGIC PLAN UPDATE
18 ORGANIZATIONAL EXCELLENCE & FISCAL HEALTH
PRIORITY PROJECTS
ITEM 12: STRATEGIC PLAN UPDATE
PRIORITY PROJECTS
19 ITEM 12: STRATEGIC PLAN UPDATE
COMPLETE
Monroe Street Pool design
Build Stagecoach Community Park garden
Complete feasibility study to make Tyler Street one-way Carlsbad Boulevard crosswalk upgrades
Install pedestrian lighting in the Barrio
Citywide bike lane enhancements
Schulman Auditorium A/V upgrade
Tamarack Avenue traffic calming
Initiating upgrade to beach access stairs and sidewalk
Initiating utility undergrounding with SDG&E
20 ITEM 12: STRATEGIC PLAN UPDATE
COMPLETE
Fire Station 2 construction
Temporary Fire Station 7 construction
Local Roadway Safety Plan
Construct Park Drive retaining wall and drainage
Initiated design of a new Public Works storage facility Fire Administration offices feasibility study
Section 115 Pension Trust
Expand Digital Information Network
Implement Enterprise Asset Management System
Data-driven decision-making platform
21 ITEM 12: STRATEGIC PLAN UPDATE
ON TRACK
22 Build Veterans Memorial Park
Design and permit Robertson Ranch Park
Complete conceptual design for Zone 5 Park
Install more pedestrian lighting in the Village
Construct Barrio traffic circle and other traffic calming Begin construction of Terramar area walking, biking and traffic improvements
Citywide traffic calming projects
Widen El Camino Real (Poinsettia to Camino Vida Roble)
Widen El Camino Real (Arenal to La Costa)
Widen El Camino Real (Sunny Creek to Jackspar)
ITEM 12: STRATEGIC PLAN UPDATE
ON TRACK
23 Complete Avenida Encinas Coastal Rail Trail (segment 3) Design Carlsbad Blvd & Tamarack improvements
Initiate ADA beach access upgrades (Pine to Tamarack)
Complete Avenida Encinas and Palomar Airport Rd
pedestrian improvements
Begin designing Carlsbad Blvd pedestrian lighting
Traffic signals at Maverick and Camino De LosCoches
Evaluate Camino De Los Coches & La Costa Ave controls
Meet Sustainable Mobility Plan implementation goals
Design improvements for State St & Grand Ave
ITEM 12: STRATEGIC PLAN UPDATE
ON TRACK
24 Design Valley St walking, biking & traffic improvements Build walking, biking & traffic upgrades on Kelly & Park Work to expand La Posada de Guadalupe shelter capacity
Refurbish Fleet Maintenance Facility
Renovate Police & Fire Headquarters, including EOC
Design new public works storage facility
Complete Core System Consolidation
Upgrade Computer Aided Dispatch system
Citywide project management tools
ITEM 12: STRATEGIC PLAN UPDATE
NOT ON TRACK
Design and permit South Carlsbad Blvd realignment
Conceptual design for South Carlsbad Coastline
Feasibility study for Grand Ave promenade
Implement intelligent parking program in the Village
Reconfigure El Camino Real right turn at Alga Rd
Design La Costa Ave traffic improvements
25 ITEM 12: STRATEGIC PLAN UPDATE
NOT ON TRACK
Design Chestnut St improvements (Valley to Pio Pico)
Design Chestnut St improvements (I-5 to railroad)
Plan, site and design permanent Fire Station 7
Complete Trash Amendment Compliance Program
Permit and design South Carlsbad Blvd realignment
Design and build Orion Center (public works yard)
Conceptual design for new City Hall and Civic Center
26 ITEM 12: STRATEGIC PLAN UPDATE
WORK STOPPED
27 Complete Palomar Airport Road and
College Boulevard Improvements
Complete Melrose Drive right turn lane to
westbound Palomar Airport Road
Complete improvements to Christiansen Way
Complete Maerkle Reservoir Solar Project
ITEM 12: STRATEGIC PLAN UPDATE
FISCAL CONDITION
28 INFLATION GEOPOLITICAL
CONFLICT
CONSUMER
DEMAND &
CONFIDENCE
ITEM 12: STRATEGIC PLAN UPDATE
KEY BUDGET DATES
MAY 19
Preliminary budget
Capital Improvement Program
Strategic Digital Investment Program
Master fee schedule
MAY 21
Community budget
workshop
JUNE 16
Public hearing to adopt budget
and master fee schedule
JULY 1
New fiscal year begins
29 ITEM 12: STRATEGIC PLAN UPDATE
STRATEGIC PLAN DASHBOARD
carlsbadca.gov/strategicplan
RECOMMENDED ACTION
Receive an update on progress made toward the
goals of the Carlsbad Strategic Plan 2023-2027,
an update on city finances and an overview of
strategic actions planned to occur through fiscal
year 2026-27 and provide feedback to staff.
31 ITEM 12: STRATEGIC PLAN UPDATE