2022-03-16; City Council; ; City Council Strategic Plan Workshop — Carlsbad City Council, March 16, 2022 (part 2 of 2)

More venues for music. Large flower planters around the village.

Stop building high rises. The damage you are doing is long term. We don’t have the infrastructure and this town was not built for the population you are trying to bring in.
stop building so many tall apartment & condo buildings downtown Cleanliness, enhanced landscaping, enhanced lighting and quality hardscape and art bringing old downtown Carlsbad up to date with an infrastructure that makes it more user friendly for all. Close some downtown streets for use of pedestrians only.

More trees and pedestrian safety measures
less traffic on the 5
less car traffic - more bike lanes - make it easier and safer to bike Easier small transportation to the village from South Carlsbad no homelessness
No more people. Stop building on every single empty plot of land A disc golf course! Another pool at Calavera!
Stop the big building surge and n the village. The traffic is getting to the point where we hesitate going into the village. If you don’t know how to get around on the side streets you are stuck in traffic.

Less reckless driving
Putting a park at Ponto
March 16, 2022
Item #1 Page 296 of 317
What would make Carlsbad even better than it is today?
55 Better beach access, e.g., train track crossing at Chestnut Less people.

A kosher Deli
More parks, more of a boardwalk
Slower and safer streets for walking and biking. More transit design review for new multi unit developments and trenching the train tracks in the village.

Expand dog park hours, add dog beach section, expand youth sports options Less Homelessness
Eliminate all the homeless, families don’t want to spend and evening or mornings walking around the camping homeless by the fountain or in the park benches
Keeping Palomar Airport a small B-II with curfew hours.

Stop population growth by building more homes
Improved traffic signals.

Better traffic flow
More sidewalks in Olde Carlsbad
More sports parks
Work with residents to better the environment
More outdoor music events
Better transportation zones, more access to public transit, less traffic.

More arts and cultural offerings
transparent operations
Highlight local businesses
Get rid of the homeless problem. Make it safe again.

Not allowing homeless to defecate, trash, vandalize the community and city Something has to be done about homelessness
Focus on smart development-not high stacked dense units less traffic
March 16, 2022
Item #1 Page 297 of 317
Economic
Vitality:

Foster a healthy
economy
Sustainability
& Natural
Environment:

Protect the
environment
and natural
resources
Community
Character:

Maintain
Carlsbad's
unique
community
character
Quality of Life
& Safety:

Prioritize the
safety and well-
being of the
community
Organizational
Excellence &
Fiscal Health:

Be a model for
effective and
efficient local
government
Goal Themes
Exhibit 2
March 16, 2022
Item #1 Page 298 of 317
Economic
Vitality:

Foster a healthy
economy
Sustainability
& Natural
Environment:

Protect the
environment
and natural
resources
Community
Character:

Maintain
Carlsbad's
unique
community
character
Quality of Life
& Safety:

Prioritize the
safety and well-
being of the
community
Organizational
Excellence &
Fiscal Health:

Be a model for
effective and
efficient local
government
The local
economy,
business
diversity and
tourism
Environmental
sustainability
Open space
and the natural
environment
Small town
feel, beach
community
character and
connectedness
Neighborhood
revitalization,
community
design and
livability
Access to recreation
and active, healthy lifestyles
High quality education
and community services
History, the arts and
cultural resources
Walking,
biking, public transportation
and connectivity
Goal Themes
Community Vision Values
March 16, 2022
Item #1 Page 299 of 317
Economic Vitality:Foster a healthy economy
Year 1: FY 22-23
Draft and Present to City Council a long-term Economic Development Strategic Plan Economic Development Strategic plan is in development and is scheduled to be presented to the City Council late spring/early summer of 2022. This Plan is anticipated to cover these broad themes with additional potential notes in the italics:
• Talent Attraction & Workforce Development
• Business Expansion Attraction & Retention
• Support Small Business
• Future Readiness, Startups, and Entrepreneurship
• Economic Resiliency
Develop Metrics for BEAR activities: Economic impact of business expansion, attraction, and retention program led by I&ED.

Develop Industry Cluster Supports: Use business data and recent business survey to assess and engage with industry clusters to develop supports for their expansion, attraction, and retention.

Assess programs to support economic resilience and small businesses: Build upon the economic response to COVID-19.

Support Long-term Tourism Growth and Resilience: Work with Visit Carlsbad and the CTBID on growth and resilience.

Engage with Businesses on Meeting City Sustainability Goals: Promote the city’s clean and green industries and policies to attract and expand companies in that cluster.

Support Long-term Viability of our Business Organizations: PBID for CVA, Sponsorship for Chamber, Collaboration for Visit Carlsbad.

March 16, 2022
Item #1 Page 300 of 317
Economic Vitality:Foster a healthy economy
Years 2-5: FY 23-27
Note: Housing to attract talent and evaluating micro-mobility and flexible transit/transportation opportunities (e.g., public trolley) are elements of this work and overlap with other goal themes.

Continue to work through Economic Development Strategic Plan activities.

Develop a pilot program to support companies involved in future technology R&D and manufacturing. • Engage with Carlsbad businesses to determine needs and wants. Assess city assets that can be used as a testbed to support future technology companies.

March 16, 2022
Item #1 Page 301 of 317
Sustainability & Natural Environment:

Protect the environment and natural resources
Year 1: FY 22-23
Update Climate Action Plan (CAP), including renewed ideas on climate policy, to be completed in mid to late 2023. Add EV infrastructure element to the CAP .

Coastal Commission review of LCP continues.

Partner with NCTD and SANDAG to (and into Years 2-5):
• Evaluate performance of existing public transit in City and provide recommendations to optimize the return on investment on transit options.
• Implement public trolley/shuttle/rideshare programs to transport across City and shift to autonomous.

Continue to implement Habitat Management Plan, City Preserve Plan, and Integrated Pest Management Plan, Community Forest Management Plan (e.g., managing preserves, preserving more open space, linking to trails, organics first practice, adding 500 trees per year to improve urban forest canopy and decrease greenhouse gas emissions).

Single use plastics ordinance effective June 2022 and further elements implemented through 2022. Continue to implement Sustainable Materials Management Plan and Implementation Plan.

March 16, 2022
Item #1 Page 302 of 317
Sustainability & Natural Environment:

Protect the environment and natural resources
Years 2-5: FY 23-27
Implement actions included in updated Climate Action Plan (CAP) – updated in Year 1.

Create a city-wide Climate Adaptation Plan to anticipate future problems with erosion, fire danger – identify these specific plans and connect with Fire Department, Hazard Prevention to implement.

City fleet transition to EV
• In FY 23-24, begin to transition the purchase of city passenger cars to 100% electric with the potential exception of take-home police passenger cars due to operational challenges with charging.
• In FY 25-26, begin to transition the purchase of light duty vehicles to 100% PHEV or EV contingent on availability of level 2 EVcharging infrastructure designed into new city facility capital projects. • SDG&E Power Your Drive For Fleets agreement will begin construction in 2022 with an expected completion in 2027. This projectwill install a total of 26 DC fast charging stations for city fleet vehicle use. This level of charging is adequate for all electric passenger car, light duty, medium duty, and heavy duty vehicles. In essence this becomes an EV charging HUB for all city vehicles adjacent to the city’s existing diesel and unleaded fueling station.

Share EV deployment plan with both public and private assets that include these items (e.g., EV infrastructure, strategy paper, website enhancements).

Develop a plan to implement a public trolley/shuttle.

If LCP is approved by the Coastal Commission in Year 1, prepare Sea Level Rise Adaptation Plan (e.g., gain grants, bluff protection, sand replenishment, etc.).

March 16, 2022
Item #1 Page 303 of 317
Community Character:

Maintain Carlsbad's unique community character
Year 1: FY 22-23
Engage the community through a citizens committee to take input on a new plan to manage growth in Carlsbad in a way that maintains an excellent quality of life. Report back to Council in March 2023.

Continue to implement current Housing Element programs.

Updating Parks & Recreation Master Plan, which includes a segment on senior services, expanding programming outside of Senior Center to reach additional districts, and expanding intergenerational programming (draft in summer 2022; final plan in December 2022).

Present Veterans Park Master Plan to Council (August 2022).

Continue to implement Trails Master Plan with additional linkage trails, enhanced advertising on website with updated links to videos highlighting trail features, and QR code for “Go Hike” app.

Continue to implement Arts and Culture Master Plan.

Expand outreach and strategic partnership efforts with schools (e.g., STEAM projects to combine nature and art).

Continue Library and Cultural Arts intergenerational programs.

March 16, 2022
Item #1 Page 304 of 317
Community Character:

Maintain Carlsbad's unique community character
Years 2-5: FY 23-27
Implement direction from City Council to update the Growth Management Ordinance, Citywide Facilities and Improvement Plan, and develop a schedule to update the 25 sub-area plans within the city, as directed and appropriate.

On 10.12.21, the City Council approved the LCP Update that was then submitted to the Coastal Commission. Review and negotiations will take 1-2 years. If it is successful, the Community Development/Advanced Planning work program included seeking grants and preparing a Sea Level Rise Adaptation Plan.

Complete Objective Design Standards for the Village & Barrio Master Plan area and for citywide implementation of high density and mixed-use developments.

In the Village and Barrio, implement City Council direction from 11.16.21: update parking in-lieu fees; the implementation projects in the Master Plan; amend the Master Plan to allow cultural arts/vital uses; establish a historic district; investigate making temporary outdoor activations permanent; and implement transportation projects for Tyler Street/Grand Avenue Promenade.

March 16, 2022
Item #1 Page 305 of 317
Community Character:

Maintain Carlsbad's unique community character
Years 2-5: FY 23-27 (continued)
Implement the city’s Housing Element rezoning program to accommodate existing growth and strengthen job-housing balance. Work with school districts on projections of future residences/students.

Continue to implement Arts and Culture Master Plan.

Share the redefined Library and Cultural Arts Mobile Vehicle program to extend the reach throughout the city.

March 16, 2022
Item #1 Page 306 of 317
Quality of Life & Safety:

Prioritize the safety and well-being of the community
Year 1: FY 22-23
Continue to implement Fire Standards of Cover (e.g., temporary Station 7). Create Fire Facility Master Plan. New dispatch system being implemented to reach response time goals.

Begin implementation of whole city community risk reduction and resiliency to prevent accidents and injuries from happening and when unforeseen events occur help the city remain resilient. Conduct community risk assessment. Connect Emergency Management and Fire Prevention programs. This work carries into Years 2-5.

Prepare for prehospital shifts to community paramedicine and mobile integrated healthcare. Recruiting community health nurse to support community paramedicine. Continue to support technology and analysis initiatives to target where risks are for patients.

Continue to maintain low crime rates and response rates for Police by ensuring there are adequate resources and infrastructure in place.

Continue process to upzone certain properties within Housing Element to provide affordable housing.

Continue to implement the Homeless Response Plan by leveraging and deploying city resources in a compassionate and effective manner.

Maintain traffic signal equipment and infrastructure to sustain performance. Manage our traffic network and bike network to provide safe and efficient transportation.

March 16, 2022
Item #1 Page 307 of 317
Quality of Life & Safety:

Prioritize the safety and well-being of the community
Years 2-5: FY 23-27
Note: Parks & Recreation and Library & Cultural Arts efforts are mostly identified in the Community Character goal theme.

Continue to implement Fire Standards of Cover (e.g., permanent Station 7).

Continue implementation of whole city community risk reduction and resiliency to prevent accidents and injuries from happening and when unforeseen events occur help the city remain resilient. Conduct community risk assessment. Connect Emergency Management and Fire Prevention programs.

Continue to implement the Homeless Response Plan (or an updated Homeless Response Plan).

Replace or upgrade traffic signal technology in 180 intersections (e.g., video detection, battery back-up systems, reflective tape and back plates).

Continue to implement mobility element of General Plan. Implement sustainable mobility plan to focus on multi-modal transportation.

Adopt new Water Master Plan, Wastewater Master Plan, Recycled Water Master Plan. Continue to implement Asset Management Master Plan, SCADA Master Plan, and Urban Water Management Plan. Implement elements of water conservation law in 2024.

March 16, 2022
Item #1 Page 308 of 317
Organizational Excellence & Fiscal Health:

Be a model for effective and efficient local government Year 1: FY 22-23
Continue to work effectively with adopted ethics and public service values ordinance.

City Hall & Civic Center Site: Before June 30, 2022, bring forward results of work to date, including public outreach. Present four conceptual site selections with construction estimates. Reduce the number of potential locations from four to two or selecta preferred site. In Year 1, design work.

Engage in broader discussion between Council and City staff (based on community input) to prioritize capital improvement projects over a 15-year span, including critical infrastructure/mandated projects and additional critical projects. Affirm funding strategies and guiding principles.

Update 5-Year Real Estate Strategic Plan.

Complete Revenue Study.

Continue implementation of 5-Year Strategic Plan for IT, Digital Information Network Master Plan, Strategic Digital Technology Investment Projects (SDTIP), and Cyber Security support.

Diversity, Equity, and Inclusion:
• Implement the DEI work plan being proposed to Council on March 15, 2022 (or a revised version depending on Council input) • Expand professional awareness training and engagement opportunities for leadership and staff in social equity, diversity, inclusion and justice • Implement strategies identified from Employee Engagement Survey from January 2022 • Explore ways to use technology as a method to flag/filter in the screening process, creating shortlist free from biases Staff Capacity, Retention, and Recruitment:
• Continue to expand outreach and market the city’s job openings to diverse applicant population • Build innovative recruitment and retention processes
• Be mindful of workload balance and priorities
• Ensure we have the proper classifications and staffing levels to get the work done • Continue to build on our growth and development opportunities so we can build and secure an internal bench strength March 16, 2022
Item #1 Page 309 of 317
Organizational Excellence & Fiscal Health:

Be a model for effective and efficient local government Years 2-5: FY 23-27
Continue to work effectively with adopted ethics and public service values ordinance.

Carry forward implementation of capital improvement projects and funding strategies for projects in an efficient manner.

Implement 5-Year Real Estate Strategic Plan.

Implement next steps to advance revenue enhancement strategies.

Diversity, Equity, and Inclusion: Continually evaluate progress on DEI work plan to evolve, strengthen and sustain efforts
Complete employee engagement survey in early 2025 to track progress and determine additional areas for improvement or DEI Committee designs a shorter, DEI-focused survey March 16, 2022
Item #1 Page 310 of 317
Organizational Excellence & Fiscal Health:

Be a model for effective and efficient local government Years 2-5: FY 23-27 (continued)
Staff Capacity, Retention, and Recruitment:
• Continue to expand outreach and market the city’s job openings to diverse applicant population • Utilize innovative recruitment and retention processes established in Year 1 • Be mindful of workload balance and priorities
• Ensure we have the proper classifications and staffing levels to get the work done • Continue to build on our growth and development opportunities so we can build and secure an internal bench strength Continue implementation of 5-Year Strategic Plan for IT, Digital Information Network Master Plan, Strategic Digital Technology Investment Projects (SDTIP), and Cyber Security support. Ensure the backbone IT infrastructure and support is in place to innovate in other goal theme areas.

Continue to look for ways to streamline processes and be transparent with information.

March 16, 2022
Item #1 Page 311 of 317
Meeting Date: Dec. 13, 2021
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Jason Haber, Director of Intergovernmental Affairs [email protected], 760-434-2958
Subject: City Council Strategic Plan
District: All
Recommended Action
Engage in a discussion, facilitated by Dr. Sommer Kehrli, Ph.D. of The Centre for Organization Effectiveness, to begin the process of developing a City Council Strategic Plan and provide direction to staff as appropriate.

Discussion
In recent years, the City Council has changed its approach to goal setting in four main ways:

1. Focus on longer-term strategic priorities more than projects and initiatives

2. Increase opportunities for community input

3. Set goals every other year to allow more time for implementation

4. Identify goals in the fall to more closely align with the city’s annual budget process In 2021, the City Council is making one additional change: Goals will be developed in the context of a strategic plan. Developing a strategic plan will provide several immediate benefits:
• Establish a common vision that will help align policies, day-to-day operations and resources with the community’s most important values, needs and aspirations. • Build momentum for major goals by maintaining a focused effort over multiple years. • Identify clear priorities, timelines and performance measures.

Consultant selection
City staff issued a request for proposals to firms with expertise in developing strategic plans and selected The Centre for Organization Effectiveness. The strategic planning process will be led by the organization’s CEO, Sommer Kehrli, Ph.D.

Biography
Sommer Kehrli is the Chief Executive Officer for The Centre for Organization Effectiveness. Her background includes developing strategic plans, leading large-scale change management and employee engagement efforts, facilitating executive retreats and teambuilding workshops, coaching leaders of all levels, and designing training programs.

Dec. 13, 2021
Item #1 Page 1 of 6
Exhibit 3
March 16, 2022
Item #1 Page 312 of 317
So
mmer has experience in the private, public, and non-profit sectors. She has worked with local and state government, pharmaceutical companies, financial institutions, healthcare organizations, and universities. Sommer worked at Kaiser Permanente in Northern California as the Director of Performance Improvement and as an Organization Development Consultant. Sommer has a Ph.D. in Industrial-Organizational Psychology.

The consultant team includes experts in diversity, equity and inclusion, organizational development and community engagement.

Existing goals
In March 2021, the City Council identified 11 potential goals based on the Carlsbad Community Vision, ultimately selecting four to move forward immediately and seven to be reconsidered during a fall 2021 strategic planning process. The chart below shows these goals and their status:

Goal topic
Status
Public service
Conduct a facilitated City Council workshop to work on team building and City Council communication and an ethics ordinance to support the delivery of superior public service.

Complete
Diversity, equity and inclusion
Create a position to lead diversity, equity and inclusion within the city organization.

Complete
Growth management
Engage the community through a citizens committee to create a new plan to manage growth in Carlsbad in a way that maintains an excellent quality of life.

Begun
Homelessness
Reduce homeless unsheltered population, among those who want help, by 50% within five years, with quarterly reports until we decrease the unsheltered homeless population or five years.

Begun
Public safety
Bring Fire Department into conformance with Standards of Cover evaluation.

Begun
New City Hall site
Reduce the number of potential locations for a new city hall and civic center from four to two or select a preferred site.

Scheduled for
discussion in early
2022
Village & Barrio
In the Village and Barrio, expedite the implementation of decorative and safety lighting, parking management, a Grande Prominade study, and the Village and Barrio Master Plan reform package, including a parking structure.

City Council direction
Nov. 16, 2021

Dec. 13, 2021
Item #1 Page 2 of 6
March 16, 2022
Item #1 Page 313 of 317
Goal topic
Status
Coastal vision
Create a comprehensive coastal plan.

Public engagement
beginning 1/22.

Potential strategic plan
goal
Railroad trench
Continue to seek funding for advancement of lowering the railroad tracks into a trench.

Potential strategic plan
goal
Economic development
Continue to cultivate a prosperous community.

Potential strategic plan
goal
Environment
Promote sustainability and natural resources.

Potential strategic plan
goal

The City Council also identified in March three foundational principles to be considered in everything the city does:
• Diversity, equity and inclusion
• Meaningful and early public engagement
• Technology infrastructure (tools)
Finally, during the March City Council goal setting process, the City Council asked staff to return with options for generating new revenues so the city can continue to provide a high level of service and remain financially sustainable as the city’s funding sources change. Staff will present an updated 5-year revenue and expenditure projection at this meeting and will initiate a revenue study concurrent with the strategic planning process utilizing up to $50,000 that was previously approved for this purpose in the Fiscal Year 2021-2022 city budget.

Fiscal Analysis
The cost of the work entailed in the revenue study and strategic planning process is included in current budget appropriations.

Next Steps
Staff will launch the public engagement processes related to the revenue study and strategic planning process in early 2022. Two additional City Council workshops will be facilitated over the next several months to further develop and finalize the city’s strategic plan.

Environmental Evaluation
In keeping with California Public Resources Code Section 21065, this action does not constitute a "project" within the meaning of the California Environmental Quality Act in that it has no potential to cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. Therefore, it does not require environmental review.

Public Notification
Public notice of this item was posted in keeping with the Ralph M. Brown Act and it was available for public viewing and review at least 24 hours before the scheduled meeting date.

Dec. 13, 2021
Item #1 Page 3 of 6
March 16, 2022
Item #1 Page 314 of 317
Exhibits

1. Goal priorities identified by City Council at 2021 Goal Setting Workshop

2. City Council Strategic Plan Timeline

Dec. 13, 2021
Item #1 Page 4 of 6
March 16, 2022
Item #1 Page 315 of 317
City Council Goal Setting
Engage the community through a citizens committee to
create a new plan to manage growth in Carlsbad in a
way that maintains an excellent quality of life.

Reduce homeless unsheltered population, among
those who want help, by 50% within five years, with
quarterly reports until we decrease the unsheltered
homeless population or five years.

In the Village and Barrio, expedite the implementation
of decorative and safety lighting, parking management,
a Grande Prominade study, and the Village and Barrio
Master Plan reform package, including a parking
structure. *
Continue to seek funding for advancement of lowering
the railroad tracks into a trench.*
* Mayor Matt Hall recused
Continue to cultivate a
prosperous community.

Reduce the number of potential locations
for a new city hall and civic center from
four to two or select a preferred site.
_________________________________
Create a position to lead
diversity, equity and inclusion within the
city organization.

Bring Fire Department into conformance
with Standards of Cover evaluation.

Conduct a facilitated City Council workshop
to work on team building and City Council
communication and an ethics ordinance to
support the delivery of
superior public service.

Create a comprehensive coastal plan.

Promote sustainability and natural
resources.

FOUNDATIONAL TO ALL GOALS: Diversity, Equity & Inclusion, Meaningful & Early Public Engagement, Technology Infrastructure (tools) Exhibit 1
Dec. 13, 2021
Item #1 Page 5 of 6
March 16, 2022
Item #1 Page 316 of 317
-
ice homeless unsheltered population, among
2 who want help, by 50% within five years, with
terly reports until we decrease the unsheltered
eless population or five years .
••• •
e Village and Barrio, expedite the implementation
icorative and safety lighting, parking management,
rnde Prominade study , and the Village and Barrio
:er Plan reform package, including a parking
:ture. *
Reduce the number of potential locations
for a new city hall and civic center from
four to two or select a preferred site.

Create a position to lead
diversity, equity and inclusion within the
city organization.
•
Bring Fire Department into conformance
Create a comprehensivE
Promote sustainability,
resources.

Exhibit 2
Dec. 13, 2021
Item #1 Page 6 of 6
March 16, 2022
Item #1 Page 317 of 317
Kickoff
Consultant
information
gathering
II
NOV
Workshop#1
Discuss 5-year vision
Identify goal ideas
II
Workshop#2
Refine ideas and develop
smart goals
Identify priorities for FY
22-23 budget
II
City Council meeting
Review proposed work
plans and provide feedback

DEC JAN FEB
Public engagement
What does the community
think of these ideas?
Subject matter experts
How could staff
operationalize these ideas?

MAR APR
Staff develop FY
22/23 work plans
l
MAY
City Council hearing
Approve FY 22/23
budget
u
JUN
Workshop#3
Finalize 5-year
strategic plan
JUL
Tammy Cloud-McMinn
From:

Sent:

To:

Christine Davis <[email protected]>
Tuesday, March 15, 2022 4:13 PM
City Clerk; Scott Chadwick
All Receive - Agenda Item # j_
For the Information of the:
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Subject: Item #1 - Strategic Plan Workshop - March 16th Special Meeting Mayor Hall, City Council Members, and Staff:

As you enter into continued discussions and goal setting on March 16, 2022 during the Strategic Plan Workshop, the Carlsbad Village Association would like to ask that pedestrian and decorative lighting, as previously discussed as a Capital Improvement Project priority, be revisited.

Current goals related to economic vitality are to foster a healthy economy. Increased and ample lighting will directly help improve the economic climate downtown. It will also improve the character of our downtown. And, as it dovetails with the "Quality of Life and Safety" goal, increased lighting will most certainly prioritize the safety and well-being of the community. In short, improving the lighting in Carlsbad Village will help address two major council goals.

The Carlsbad Village Association was intimately involved in the lighting study that took place several years ago. We feel that the findings contained within that study are still as relevant today as they were when approved and funding was allocated in the CIP budget.

As always, the Carlsbad Village Association is willing and able to assist in any way possible. Thank you in advance for making this part of your goal setting discussions during the council's special meeting .

CHRISTINE DAVIS I Executive Director
Carlsbad Village Association
p: 760.644 .2121
Subscribe to our eNewsletter I Become a Member !
1 Tammy Cloud-McMinn
From:

Sent:

To:

Cc:

Subject:

Sheila Cobian
Tuesday, March 15, 2022 10:06 AM
Faviola Medina; Tammy Cloud-McMinn; Kaylin McCauley
Scott Chadwick
FW: Homeless Goal
All Receive - Agenda Item# j_
For the Information of the:
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Please distribute as correspondence received relating to tomorrow's workshop item . -----Original Message-----
From: Teri Jacobs <[email protected]>
Sent: Tuesday, March 15, 2022 9:55 AM
To: Matthew Hall <[email protected]>; Keith Blackburn <[email protected]>; Priya Bhat-Patel <[email protected]>; Teresa Acosta <[email protected]>; Peder Norby <[email protected]> Cc: Scott Chadwick <[email protected]>; Sheila Cobian <[email protected]>
Subject: Homeless Goal
Mayor, Council, and Staff,
Last year during Goal Setting it was encouraging that you decided to address homelessness in Carlsbad. Thank you for that. My concern at the time was the lack of definition of that goal.

First of all there was never a definition of what reducing homelessness means to you as a governing body. Is it getting someone in a shelter, transitional housing, permanent housing while being self sufficient or handed a hotel voucher? The recidivism rate of all existing programs is high and at what point do you consider someone a success? Is it 6 months housed, a year, etc. I was quite surprised that this aspect of the goal was never discussed while allocating funds.

The concern of residents are those experiencing homelessness in our community that do NOT want help. Again your goal does not address those individuals. It is clear walking around the Village that there are those that simply prefer this lifestyle, others, that do not have the mental capacity to choose help, and those with substance abuse.

The trends in homeless reduction are going away from high barrier congregate settings to Housing First, Project Room Key type programs with low barrier individual dwelling spaces. La Posada which is a very successful facility appears to be changing their model. I hope there is a 1 conversation about what our community sees as the best practice model for Carlsbad. There are studies supporting both sides ...

We are approaching year two of your goal and as a resident of Carlsbad it is extremely difficult to evaluate success. Due to the transient nature of homelessness, the inaccurate PIT numbers, the metrics used to substantiate the data, the definition of success, etc. where are we? There seems to be a positive change in the Village but the Quality of Life Ordinances initiated November 11, 2021 appear to be the reasons for those changes rather than items approved and funded from Goal Setting.

Has Council asked CPD and or HOT about the success of ordinances and what else they need to successfully deal with our homeless population? They are the boots on the ground and deal with these individuals on a daily basis! You can analyze reports, read biased studies, dig through data but somehow in all of that the individual stories of every person living on our streets gets lost. How did they get there? Where are the discussions to deal with the reasons ... we seem to only be the bandaid.

Tomorrow please consider reworking your Homeless Goal with a definition and real solutions addressing concerns of all residents housed and unhoused.

Regards,
Teri Jacobs
831 840-4725
tjacobs86@pacbel I. net
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2 Tammy Cloud-McMinn
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Subject:

Mary Real <[email protected]>
Tuesday, March 15, 2022 1 :05 PM
All Receive - Agenda Item# _j_
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CITY COUNCIL
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City Clerk; Council Internet Email; Sheila Cobian; Tammy Cloud-McMinn; Mary Real; Mike Pacheco
ltem1 Comments 4 Goal Setting Meeting 3-16-2022
To all those who are interested in the quality of life for Seniors or soon to be Seniors and people who liked their parents:

In reading the Agenda for the Goal Setting workshop 2mro on 3-16-2022, I noticed that the Senior Center (which was mentioned in the origina l surveys about Carlsbad being Age Friendly) that the quality of life under Park & Rec management was not part of the Agenda! Was this an oversight? Was it a deliberate attempt to put Seniors and their needs on the backburner instead of reviewing the downward slide in services to Seniors by Mike Pacheco who hired Mark Olson, who initiated changes to downgrade the service to seniors first , fol lowed by Mike Pacheco's second choice of managers who hired the woman from Orange County (who believes only Carlsbad residents should use the C-bad senior Center, M. Hammer. She has removed valuable assets from the Senior Center which has further degraded the appeal and friend liness for seniors who are used to a more service oriented approach rather than an authoritarian and monetary approach . It appears that Park & Rec in Carlsbad does not even attempt to follow their own professional organization 's Plan for the growth and development for the future . Is this a deliberate attempt to save money and not have to increase staff by the City Council? The seniors are being shortchanged and our requests for service are being sidelined or ignored out of concern for having Staff increases? I personally have asked the City Council to do a professional in house study of the efficiency of P & Rec as managers of the Senior Center numerous times. It is not important to them and the 20% of the population in C-bad and the people in the surrounding area.

Please correct this oversight City Council by requesting a Feasibility Study on how to improve service to Seniors and evaluating Park & Rec part time management as opposed to a separate Senior Center division under the direction of a full time Senior Center Mgr. as a separate division under the City Council just like the Library or the Legal Dept.

I cannot believe that there is no improvement needed by the current management or why Mayo r Matt Hall and the City Council are not willing to examine upgrading the Senior Center and the direction of serving seniors by buying a Feasibility study on these topics .

Please contact your district reps and Mayor Matt to ask why they are willing to settle for less in service to Seniors who might enjoy a friendlier and expanded Senior Center.

Thank you,
Mary Lucid
CAUTION: Do not open attachments or click on links unless 1 nize the sender and know the content i
Strategic Planning
City Council Workshop #2
March 16, 2022
( City of
Carlsbad

THE CENTRE
() FOR ORGANIZATl ,QN

EFFECTIVENESS
Public Comment
City of Carlsbad: 5-Year Strategic Plan Process
Kickoff
Consultant
information
gathering
0 NOV
Workshop#l
Discuss 5-year vision
Identify goal ideas
Workshop#2
Refine ideas and develop
smart goals
Identify priorities for FY
22-23 budget
0 City Council meeting
Review proposed work
plans and provide feedback

DEC JAN FEB
Public engagement
What does the community
think of these ideas?
Subject matter experts
How could staff
operationalize these ideas?

MAR APR
Staff develop FY
22/23 work plans
l
MAY
City Council hearing
Approve FY 22/23
budget
'
JUN
Workshop#3
Finalize 5-year
strategic plan
JUL

THE CENTRE
0 FOR ORGANIZATl ,QN

EFFECTIVENESS
City Council
Session #2
March 16, 2022
Community
Input Report &
Discussion
Goal Theme
Review &
Discussion
Alignment &
Next Steps
Code of Ethics & Public Service Values

RESPECT
 Model civility
 Invite and respect public input
 Agree that elected officials, city staff and others who serve the agency are on the same team

RESPONSIBILITY
 Model and promote clear communication
 Work collaboratively
 Consider the larger picture
 Am accountable for actions and words

COMPASSION &

FAIRNESS
 Empathetic and care about the needs of the public, my colleagues, and staff
 Embrace community’s and city team’s diversity
 Promote fair and consistent processes

INTEGRITY
 Truthful with colleagues, the public, and others
 My actions are consistent with my words
 I comply with both the letter and the spirit of laws
Adopted by the City of Carlsbad City Council on Nov. 16, 2021

THE CENTRE
0 FOR ORGANIZATl ,QN

EFFECTIVENESS
Please return in 10 minutes
Break Time

Mindset:

Infinite vs.

Finite Game

Economic
Vitality:

Foster a healthy
economy
Sustainability
& Natural
Environment:

Protect the
environment
and natural
resources
Community
Character:

Maintain
Carlsbad's
unique
community
character
Quality of Life
& Safety:

Prioritize the
safety and well-
being of the
community
Organizational
Excellence &
Fiscal Health:

Be a model for
effective and
efficient local
government
Goal Themes
Economic
Vitality:

Foster a healthy
economy
Sustainability
& Natural
Environment:

Protect the
environment
and natural
resources
Community
Character:

Maintain
Carlsbad's
unique
community
character
Quality of Life
& Safety:

Prioritize the
safety and well-
being of the
community
Organizational
Excellence &
Fiscal Health:

Be a model for
effective and
efficient local
government
The local
economy,
business
diversity and
tourism
Environmental
sustainability
Open space
and the natural
environment
Small town
feel, beach
community
character and
connectedness
Neighborhood
revitalization,
community
design and
livability
Access to recreation
and active, healthy lifestyles
High quality education
and community services
History, the arts and
cultural resources
Walking, biking, public
transportation
and connectivity
Goal Themes
Community Vision Values
Economic Vitality:Foster a healthy economy
Year 1: FY 22-23
Draft and Present to City Council a long-term Economic Development Strategic Plan Economic Development Strategic plan is in development and is scheduled to be presented to the City Council late spring/early summer of 2022. This Plan is anticipated to cover these broad themes with additional potential notes in the italics:
• Talent Attraction & Workforce Development
• Business Expansion Attraction & Retention
• Support Small Business
• Future Readiness, Startups, and Entrepreneurship
• Economic Resiliency
Develop Metrics for BEAR activities: Economic impact of business expansion, attraction, and retention program led by I&ED.

Develop Industry Cluster Supports: Use business data and recent business survey to assess and engage with industry clusters to develop supports for their expansion, attraction, and retention.

Assess programs to support economic resilience and small businesses: Build upon the economic response to COVID-19.

Support Long-term Tourism Growth and Resilience: Work with Visit Carlsbad and the CTBID on growth and resilience.

Engage with Businesses on Meeting City Sustainability Goals: Promote the city’s clean and green industries and policies to attract and expand companies in that cluster.

Support Long-term Viability of our Business Organizations: PBID for CVA, Sponsorship for Chamber, Collaboration for Visit Carlsbad.

Economic Vitality:Foster a healthy economy
Years 2-5: FY 23-27
Note: Housing to attract talent and evaluating micro-mobility and flexible transit/transportation opportunities (e.g., public trolley) are elements of this work and overlap with other goal themes.

Continue to work through Economic Development Strategic Plan activities.

Sustainability & Natural Environment:

Coastal Commission review of LCP continues.

Continue to implement Habitat Management Plan, City Preserve Plan, and Integrated Pest Management Plan, Community Forest Management Plan (e.g., managing preserves, preserving more open space, linking to trails, organics first practice, adding 500trees per year to improve urban forest canopy and decrease greenhouse gas emissions).

Single use plastics ordinance effective June 2022 and further elements implemented through 2022. Continue to implement Sustainable Materials Management Plan and Implementation Plan.

Sustainability & Natural Environment:

Protect the environment and natural resources
Years 2-5: FY 23-27
Implement actions included in updated Climate Action Plan (CAP) – updated in Year 1.

Create a city-wide Climate Adaptation Plan to anticipate future problems with erosion, fire danger – identify these specific plans and connect with Fire Department, Hazard Prevention to implement.

City fleet transition to EV
• In FY 23-24, begin to transition the purchase of city passenger cars to 100% electric with the potential exception of take -home police passenger cars due to operational challenges with charging.
• In FY 25-26, begin to transition the purchase of light duty vehicles to 100% PHEV or EV contingent on availability of level 2 EV charging infrastructure designed into new city facility capital projects. • SDG&E Power Your Drive For Fleets agreement will begin construction in 2022 with an expected completion in 2027. This project will install a total of 26 DC fast charging stations for city fleet vehicle use. This level of charging is adequate for all electric passeng er car, light duty, medium duty, and heavy duty vehicles. In essence this becomes an EV charging HUB for all city vehicles adjacent to the city’s existi ng diesel and unleaded fueling station.

Share EV deployment plan with both public and private assets that include these items (e.g., EVinfrastructure, strategy paper, website enhancements).

Develop a plan to implement a public trolley/shuttle.

If LCP is approved by the Coastal Commission in Year 1, prepare Sea Level Rise Adaptation Plan (e.g., gain grants, bluff protection, sand replenishment, etc.).

Continue to implement Habitat Management Plan, City Preserve Plan, and Integrated Pest Management Plan, Community Forest Management Plan (e.g., managing preserves, preserving more open space, linking to trails, organics first practice, adding 500trees per year to improve urban forest canopy and decrease greenhouse gas emissions).

Community Character:

Continue to implement current Housing Element programs.

Present Veterans Park Master Plan to Council (August 2022).

Continue to implement Trails Master Plan with additional linkage trails, enhanced advertising on website with updated links to videos highlighting trail features, and QR code for “Go Hike” app.

Continue to implement Arts and Culture Master Plan.

Expand outreach and strategic partnership efforts with schools (e.g., STEAM projects to combine nature and art).

Continue Library and Cultural Arts intergenerational programs.

Community Character:

Complete Objective Design Standards for the Village & Barrio Master Plan area and for citywide implementation of high density and mixed-use developments.

Community Character:

Continue to implement Arts and Culture Master Plan.

Share the redefined Library and Cultural Arts Mobile Vehicle program to extend the reach throughout the city.

Quality of Life & Safety:

Continue to maintain low crime rates and response rates for Police by ensuring there are adequate resources and infrastructure in place.

Continue process to upzonecertain properties within Housing Element to provide affordable housing.

Continue to implement the Homeless Response Plan by leveraging and deploying city resources in a compassionate and effective manner.

Maintain traffic signal equipment and infrastructure to sustain performance. Manage our traffic network and bike network to provide safe and efficient transportation.

Quality of Life & Safety:

Prioritize the safety and well-being of the community
Years 2-5: FY 23-27
Note: Parks & Recreation and Library & Cultural Arts efforts are mostly identified in the Community Character goal theme.

Continue to implement Fire Standards of Cover (e.g., permanent Station 7).

Continue to implement the Homeless Response Plan (or an updated Homeless Response Plan).

Replace or upgrade traffic signal technology in 180 intersections (e.g., video detection, battery back-up systems, reflective tape and back plates).

Continue to implement mobility element of General Plan. Implement sustainable mobility plan to focus on multi-modal transportation.

Organizational Excellence & Fiscal Health:

Be a model for effective and efficient local government Year 1: FY 22-23
Continue to work effectively with adopted ethics and public service values ordinance.

City Hall & Civic Center Site: Before June 30, 2022, bring forward results of work to date, including public outreach. Presen t four conceptual site selections with construction estimates. Reduce the number of potential locations from four to two or select a preferred site. In Year 1, design work.

Engage in broader discussion between Council and City staff (based on community input) to prioritize capital improvement projects over a 15 -year span, including critical infrastructure/mandated projects and additional critical projects. Affirm funding strategies and guiding prin ciples.

Update 5-Year Real Estate Strategic Plan.

Complete Revenue Study.

Continue implementation of 5-Year Strategic Plan for IT, Digital Information Network Master Plan, Strategic Digital Technology Investment Projects (SDTIP), and Cyber Security support.

Be a model for effective and efficient local government Years 2-5: FY 23-27
Continue to work effectively with adopted ethics and public service values ordinance.

Carry forward implementation of capital improvement projects and funding strategies for projects in an efficient manner.

Implement 5-Year Real Estate Strategic Plan.

Implement next steps to advance revenue enhancement strategies.

Continue to look for ways to streamline processes and be transparent with information.

City of Carlsbad: 5-Year Strategic Plan Process
Kickoff
Consultant
information
gathering
0 NOV
Workshop#l
Discuss 5-year vision
Identify goal ideas
Workshop#2
Refine ideas and develop
smart goals
Identify priorities for FY
22-23 budget
0 City Council meeting
Review proposed work
plans and provide feedback

DEC JAN FEB
Public engagement
What does the community
think of these ideas?
Subject matter experts
How could staff
operationalize these ideas?

MAR APR
Staff develop FY
22/23 work plans
l
MAY
City Council hearing
Approve FY 22/23
budget
'
JUN
Workshop#3
Finalize 5-year
strategic plan
JUL

THE CENTRE
0 FOR ORGANIZATl ,QN

EFFECTIVENESS
Thank you!

TODAY’S PRESENTATION
• How we engaged
• Who participated
• What we heard
5-'{ll\R
S1Rl\1lG\(
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!;\arch 2011
CCiwof
carlsbad
{city of
Carlsbad
How we engaged
The Carlsbad City Council is developing a strategic plan for the next five years, focusing on the core values of the Carlsbad Community Vision. Please share your input through the tools below.

Have 5 minutes?
Answer 3 open-ended questions based
on themes from the Community
Vision.

Take the survey
Have 10 minutes?
Share your ideas to the idea wall,
comment on ideas already added and
see what others had to say.

IHIIHHI
Have 90 minutes+?
Talk about your ideas and ask
questions at a virtual workshop Feb. 1
at6 p.m.

Mil {city of
Carlsbad
Tell us what you think would make Carlsbad an even better place in the next five years.
~ fJI ~ Qualityof Qo, Economic Life&
Safety Environment Vitality
Denk Mountain/ La Costa Preserve is becoming
overrun with ebikes and mountain bikes in
general. Time to start policing ebikes and make 1·
way trails for uphill and downhill traffic separate
of hiking routes.
tit Start a discussion
,_ Our £nvlronmen1 I 7 days ago
When we lived in Aliso Viejo, we really enjoyed
how the city would schedule live music each week
(during the summer) at a local park. One week it
would be a Journey tribute band. the nex t
beachy/reggae music, etc. Families attended and
brought their own chairs and (most often) a
picnic . Some people danced. Some just sat and
PnlnvPrl thP c:rPnP Kirt<: (:Inf thPir farpc: n"'inTPrl Ir •
Community
Character
Let's build a walking trail on the South Side of
Batiquitos Lagoon just below the level of La Costa
Ave to escape some of the road noise. Such a
beau tifu l spot with no way to enjoy this natural
beauty of Carlsbad . It could draw visitors to the
Gelson's shopping complex and could leverage
the Park and Ride parking by the freeway.
fD Start a discussion
# Our Environment I 7 days ago
I love Carlsbad, blessed to call it home. After 30+
years living in North County. Carlsbad always had
"Beach Villiage" feel, we love it. Seeing 3 & 4 story
buildings randomly rising up worr ies me the great
spaces between will fill up with more high-rise
hlrli:ic: OnP nf thP hPc:t P,, I 1nini IP th inPC: "'hn1 IT Enforce the laws & Carlsbad would be facing a
windfall! Hands -free cell use violations. Dogs on
the laps of drivers. Texting while driving.

Speeding. Expired tags. Full-time citizens using
out-of-state plates. Ignoring traffic lights/stop
signs. Unleashed dogs. eBikes ignoring traffic
laws. I've seen only one vehicle stopped by the
police in 17 months here .
0 Join the discussion (1)
.._ OuahtyofLlfe&Safetyl 12daysago Uke .. +1 DoshkeQ
Close State St. to cars. at least on weekends.

Imagine how great it would be! Walking freely,
people safe from any vehicles. Street music, kids
playing. no worries. Fear of lost business is
nvPrhlnwn Th ie: Pnrn11r-"PP<: nPnnlP rn W-"lk/hikP
Have 5 minutes?
What is one thing you love about Carlsbad and don't
want to change?
What do you love most about your neighborhood?
What would make Carlsbad even better than it is
today?
{city of
Carlsbad

H VEYOURSAY
Carlsbad
What ,do you I o,ve• most about Ca s bad?
What wo.ul1d make it even b:e,tter five y1ears from I ow? The Oity of C rl sbad an s o, make sure community r · embers ha a a ch a · to weigh in on ci1y issues. affecting heir ti es Toa ·s · · ere you come ·n Fil~Prevlew
Jan 19. 202.2- '.l::4S iPM PST
City or C11rtsb.ad - Offlda l
.,,
How can lhe Cil:jl' of Callsbad bes! delver on 1/;iosa ihiligs rnoGt i'qpol1an1 lo !he commu,nity (11' lbt 04m rrvo years?
iii Take a SIJM!')'
Q Po&t 10 our iif~ar. wall
, Come to a wolksho,p
Your cir: bt uMd 10 CM.II Carlsbad/s ,rsi OCffl~
SUateglc pan And (MIi more hltps 11\oom lyfraS .-;pO
Who participated

WHO PARTICIPATED
12,365 [E
4,120
1,697
Times someone came
to the project page
Unique people who
looked at the page
How many participated
,,s44 1 pd
800 ~
95 ~
Took the survey
Idea wall comments
Public meeting participants
{city of
Carlsbad

ABOUT THE INPUT
l ✓ I Qualitative
Focuses on understanding the "why"
Identifies a range of perspectives
Allows for discovery of new ideas
Analyzed by themes
l ✓ I Convenience sample
Only those who knew about the
opportunity to provide input were
able to do so
Quantitative
Focused on facts/absolutes
Data focused on measuring
Analysis includes numerical comparisons
Allows for statistical analysis
Random sample
All members of the target population
had an equal opportunity to
participate
• Responses tagged by topic
• Summarized into themes
• Report includes verbatim responses
• Could be considered similar to
comments at a City Council meeting
or comments sent via email

ABOUT THE INPUT
What is one thing you love about your neighborhood
and don 't want to change?
l!l ~ .c
rn streets l beaut1ful UI walkable n O C
- altrails village [ walking I !Ji l !!.
- .. 2_commun7ty clean [ (5"
i j 1neighbors 1 ~
-. ~ !!!,1
I i'J -g 1closebeach «g..L
l J .g ~ homes t 1ocean grea g-.-
i 9::1 (D ~ single [ carl&bad ,_1a1,r_ -. f '< . :::r
0 0

0. Small, beach town, friendly, community feel
• Nelghbor, a ndth esen..,o fclose·kn l1communlty
• The small ~ach town character a nd small buslnes..,, of the community 'TIie dou, lluman·r.ca~ fulaf rlle area, lreH and sman shop • and people walklng . • •1eacll lla11JH, 1tt1all ll1111M11e1 and choracrer a/ana . • •ournelgllllorltood{Saherra}hrealfr•malland 1/gll1knlt.£veryanelsfrlendly, and we feel really •afr wllkll Is o hu~ petxe af mind.• 5YurCaun<ilS1r1tqicPllnPubltelnputAeport
March2022
14 ltut Carlsbad and don 't
II
lflflandl lo.,.,tM
ti,f'entp olk•foru .•
tnmunity feel
~en created
~tmakultspeclal
ll bnch1own ,
_,. 1111 .•
jlav11 ll ttieb11tlh ln1s lnth1wortd. "
"Vllla11 fo l whkh unfonunu1ly u.ms 10 be dlsappur ln1 with uch n1w build." 5YnrCouncllStratqk:PllnPubliclnpu!Repon
March2D22
11 TOPICS
200
180
160
140
120
100
80 60
40 20
0 111. •• --
TOPICS
Community Character
18%
Economic Vital ity
12%
Our Environment
20%
Quality of Life & Safety
50%
Themes
One thing you love about Carlsbad and don’t
want to change
n ~
0 n ! 3 "2 please o o
0 . i= restaurants shops housing ]
~ beaut1fu I quaint ponce ;- atmosphere !
~ beaches l access
:::s
~-; gr~attrails s m a
story n UJ
:::, 8 "' ,:, II m .,._. m
- rn -C &;' '
cil - -er
- II)
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0 rD 0 U)
:::, U)
ftJ 3:
,,, n c:r C1) D) growth
C.
a.
0 :e
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< I ■ CTC I - --= =a. ; _ __ ..
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u:a ~
C 3 0
iiJ ::::J
- ~
CD ai:
[ parks feel _ing g

0. friendly
~- spaces density
feels still coastline
What do you love about your neighborhood?
m -C
(') ... tn streets :i beautiful rn walkable n -a 0 "'C ell < " >< maintained mtrails village i walking ! m I -·
., ... _ g commun1ty clearl- $:
= m' • hb '<
fwll ~ ~!_ne1g ors j
I i·t "iiclosebeach
s ::J ~- 0 -c homes "' "
~ "" m" -c ~ single ~ i• ocean g re&t sense
u, ~ [ - ~ o carlsbad restaurants
'<= (D In ;;;
.c
C
■
CD a I
shops
:::::S location
(D
-• I
cc I
::::r:id!walks
C:veryone
o ~
11111 ~
~
0 0
C.
• Safe, clean, well-managed
• Small, beach town, friendly community
• Green spaces, beaches, natural environment
• Walkability, mobility, amenities and recreation
• Small, unique businesses
• Neighborhoods as they are
WHAT DO YOU LIKE?
{city of
Carlsbad
• Keep Carlsbad the same, preserve its history and small-town atmosphere
• Address quality of life concerns related to the homeless population
• More focus on environmental initiatives
• More preservation of the natural environment
• Limit multi-family housing development
• More diversity: arts and culture; ethnic, religious, gender • Traffic and parking

WHAT WOULD MAKE IT BETTER
{city of
Carlsbad
Low density More affordable housing
Airport impacts More commercial flights More enforcement of dog rules More places for dogs
No more malls More places to shop
Don’t lower the tracks Lower the tracks

MIXED VIEWPOINTS
{city of
Carlsbad
Concerns about bike safety, especially e-bikes
• More bike lanes
• Separated bike lanes
• Slower traffic

GROWING ISSUE
{city of
Carlsbad
The effect noise has on quality of life
• Airport
• Trains
• Leaf blowers
• Cars/motorcycles
• Pickleball

NEW ISSUE
{city of
Carlsbad

SUMMARY
• Input continues to reflect the 9 core
values of the community vision
• City Council priorities well-aligned
with community input
• Concern about change/hang on to
what makes Carlsbad special
Cot,rot
carlsbad
{city of
Carlsbad
Economic Vitality
Public Input
David Graham, Chief Innovation Officer
Innovation & Economic Development
March 16, 2022
{ City of
Carlsbad
TODAY’S PRESENTATION
• Previous actions
• What we heard
• Economic Vitality
• Summary and next steps
{ City of
Carlsbad

PREVIOUS ACTIONS
• Mar. 11, 2021 – C ouncil goals workshop
• May 11, 2021 – Council votes to allocate $100,000 to develop an economic development strategic plan
• Dec. 13, 2021 – C ity Council selects Economic Vitality as a strategic plan theme
• Feb. 3, 2022 – 2 022 Carlsbad Business Report memo
• Feb. 15, 2022 – W orkforce & Resident Input Session
• Mar. 2 – B usiness and Business Organization Sessions • Mar. 14, 2022 – E conomic Development Subcommittee
{city of
Carlsbad
What we heard

WHAT WE HEARD
• 2022 Carlsbad Business Report
• Public Input – Ide as Wall
• Economic Strategic Plan Input Sessions
{city of
Carlsbad
2022 BUSINESS REPORT
• Quality of life is a draw for businesses to locate in C
arlsbad
• Businesses are largely satisfied with the business
a
tmosphere but there are pressures
• Carlsbad businesses are mostly satisfied with their
a
ccess to customers
• Businesses have been impacted by COVID-19
■ ■ ■
■ ■ ■
■ I ■
{city of
Carlsbad
2022 BUSINESS REPORT
• Workforce and talent availability is a key concern
 Approximately 20% of firms were dissatisfied with their access t
o qualified talent
 Number of firms that found it difficult to find qualified talent i
ncreased 13% from 65% to 78%
 82% of companies expecting to add entry-l evel positions reported difficulty in hiring
■ ■ ■
■ ■ ■
■ I ■
{city of
Carlsbad
2022 BUSINESS REPORT
• New business and investment activity
 40% of surveyed firms have had a location in Carlsbad for less t
han 5 years
 Supports for entrepreneurship, startups, and new businesses c
an accelerate growth
■ ■ ■
■ ■ ■
■ I ■
{city of
Carlsbad
2022 BUSINESS REPORT
• Industry cluster development is key
 Life Sciences
 Information, Communications, & Technology (ICT)
 Cleantech
 Sports Innovation & Design
 Hospitality & Tourism
■ ■ ■
■ ■ ■
■ I ■
{city of
Carlsbad
PUBLIC INPUT – IDEAS WALL
Input
• Over 90 comments coded to Economic Vitality
G
eneral Themes
• Small Business Support
• Destination Places and Spaces
• Tourism
• Transportation and Mobility
• Talent Attraction
{city of
Carlsbad
PUBLIC INPUT – IDEAS WALL
Ideas
• Encourage destination community and event spaces
• Drive placemaking and outdoor dining
• Welcome and encourage safe tourism
• Support small businesses
• Diversify and upgrade Village businesses
• Provide incentives for small independently owned
bus
inesses and landlords that lease to them
• Talent attraction focused on college graduates
p
articularly those who grew up in Carlsbad
{city of
Carlsbad

EDSP INPUT SESSIONS
• Dedicated session for residents and workforce
• Two sessions for businesses and business organizations • Sets the foundation for a draft strategy and future
en
gagement
{city of
Carlsbad

RESIDENTS & WORKFORCE
Financial
Goals
Quality of
Life
Commuting Workforce
{city of
Carlsbad

BUSINESS & BUSINESS ORGANIZATIONS
Workforce &
Talent Transportation
Access to
Capital &
Resources
Regulations &
Permitting Quality of Life
{city of
Carlsbad

EMERGING THEMES
Workforce Retention:

Low Wage Earners
Workforce Attraction:

High Wage Earners
Innovation & Cluster
Support
Small Business
Support
Communications &
Marketing
Collaboration &
Partnerships
tttt
{city of
Carlsbad
Economic Vitality

ECONOMIC VITALITY INSIGHTS
• Workforce Development
• Talent Attraction
• Small Business Support
• Business Expansion Attraction + Retention
• Tourism
• Partnerships and Engagement
• Emerging technology, entrepreneurship, and startups
{city of
Carlsbad
Summary & Next Steps

SUMMARY & NEXT STEPS
• Draft Economic Development Strategic Plan
• Engage with stakeholders on draft
• Present to the Economic Development
Subcommittee
• Present to City Council
{city of
Carlsbad
Thank you
{ City of
Carlsbad
Questions
City of Carlsbad
Monroe Street Pool
March 15, 2022 Kris Wright 3401 MONROE S rREET POOL

CITY CF CARLSBAD

MONROE ST POOL

No Electric Cover
Old Paint and
Leaking ,vater from hose
Cracks on deck
Cracked deck

POOL DECK LITTERED WITH ASSORTED STUFF

RUSTED DRAIN
Monroe St Pool
Dripping faucet
near electrical
panel
Monroe St Pool
Dripping water near electrical panel
Bucket balanced precarious
Monroe St Pool
Dripping faucet
Water level near crack in bucket

Deck-East side of poof
Sharp edges

POOL CLOCK

CREATIVE WIRING FOR POOL TIMER

BLEACHERS AND BULLETIN BOARD
TREE
ES
Monroe St Pool
Women's locker room
(Photo taken from outside)
No glass windows and no heat
Plastic sheeting deteriorated
Monroe St Pool
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Monroe St Pool

DIVING BOARD NEEDS FIXING

CLOSE UP DIVING BOARD

BROKEN POOL LIGHT
Cra
Electrical wire
Pool light

BROKEN POOL LIGHT UNDER WATER
Electric wire for pool light
Underwater photo

POOL DRAIN COVER (UNDER WATER)
Missing and broken tile

ERODED POOL PLASTER

UNDER WATER

MONROE ST POOL (UNDER WATER)

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Monroe St Pool-under \\later
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Conclusions
• City Council Meeting Feb. 22, 2022
Resolution #2022-049
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD1

CALIFORNIA, DETERMINING THE TIMING OF A PROPOSITION H BALLOT MEASURE FOR THE MONR0
1 E STREET POOL RENIOVATION/REPLACEMENT
PROJECT BE DEFERRED AND RETURNED TO THE CITY COUNC[IL WITH SUFFICIENT TIME TO C0
1 NISIDER PLACEMENT ON THE NOVEMBER 2022
BALLOT.

Capital Improvement Program
Paz Gomez, Deputy City Manager, Public Works
{city of
Carlsbad

CAPITAL IMPROVEMENT

PROGRAM
• Major infrastructure assets
• Construction, rehabilitation or
replacement above and below ground
• 15-year funding plan approved annually
• Budget appropriated by fiscal year

LONG-RANGE PLANNING
• Coordinated asset management
pl
anning
• Prioritization criteria per Administrative
Or
der 50
• Focus on maintaining high quality
i
nfrastructure to improve quality of life
{ City of
Carlsbad
15-YEAR CIP OUTLOOK VERSUS
FY 2021-22 BUDGET: BY CLASSIFICATION
Capital Project
53%
Maintenance and
Operations
30%
Planning
2%
Project Accounting
15%
15-Year Outlook
Capital Projects
34%
Maintenance &
Operations
40%
Planning
1%
Project
Accounting
25%
FY 2021-22 Budgeted

DIFFERENT APPROACH
• Traditional
– 15-year CIP outlook and annual
budgeting
• New
– 5-year Strategic Plan
– Focus resources and level of effort on
transformative projects

PRIORITIZATION
Health / Safety / Mandates
Asset Management
Community Interests Council Priorities
Plans and
Policies
Alignment with other
goals
Focused
resources
Identify
resources

CONSTRAINTS AND TRADE OFFS
Existing
projects
and goals
Design
standards
Future
housing
needs
Changing
economy
Climate
Action
Plan
update
Growth
Management
update
Federal
Infrastructure
Bill
Diversity
Equity
Inclusion
Budget/Cost
-~=
Scope Time/Schedu le

TRANSFORMATIVE PROJECTS
• City Hall Complex
• Coastline Park
• College Boulevard
Extension
• Fire Administration
• Fire Standards of
Coverage Study
• Fire Station No. 7
• Grand Avenue
Promenade
• Monroe Street Pool
• Orion Center
• Robertson Ranch Park
• Sustainability projects
• Veterans Park
• Village Railroad Tracks
Undergrounding or
Trenching
• Zone 5 Park Expansion

VOTER APPROVAL
• Carlsbad Municipal Code 1.24
• Adopted in 1982, amended in 2005
• Majority vote required for General Fund
spending in excess of $1 million
• Does not apply to “replacement, repair,
maintenance, routine refurbishment or
upgrades of existing facilities.”
{ City of
Carlsbad

PROPOSED WORKSHOP
• Revenue study findings
• 15-year CIP outlook and analysis
• Clarity on constraints and trade-offs
• Identify specific projects for 5-year
Strategic Plan
• Prioritization exercise
• Next steps

KEY DATES
2022
March 16
Council workshop
Mid-April
CIP Prioritization
Workshop
July 26
Finalize decisions for
November ballot
Mid-May
Preliminary Budget
Presentation to
Council
August 11
Ballot language due
to County Registrar
Mid-June
Budget Adoption by
Council
0 0
0 0
0 0
( City of
Carlsbad
Thank you
Questions?
{ City of
Carlsbad
15-YEAR CIP OUTLOOK VERSUS
FY 2021-22 BUDGET: PROJ TYPE
Civic Projects
and Facilities
Maintenance
15%
Parks
5%
Drainage
13%
Sewer
20%Water and
Recycled Water
5%
Transportation
42%
FY 2021-22 Budgeted
Civic Projects and
Facilities
Maintenance
14%
Parks
6%
Drainage
7%
Sewer
26%
Water and Recycled
Water
21%
Transportation
26%
15-Year Outlook

Carlsbad City CouncilMarch 16, 2022

Carlsbad City Council
March 16, 2022